Public Financial Management for PRSP - Deutsches Institut für ...
Public Financial Management for PRSP - Deutsches Institut für ...
Public Financial Management for PRSP - Deutsches Institut für ...
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<strong>Public</strong> <strong>Financial</strong> <strong>Management</strong> <strong>for</strong> <strong>PRSP</strong> Implementation in Malawi<br />
leading to reduced workload on all sides thanks to harmonised monitoring<br />
and reporting requirements.<br />
Most votes within the health budget (around 80–90 %) are classified as Poverty<br />
Priority Expenditures (PPEs) and thus cannot be cut back during the<br />
budget year in case of cash fluctuations (see Section 5.1.2). As a result, funding<br />
<strong>for</strong> salaries and drugs appear to be disbursed relatively regularly and<br />
without substantial fluctuations during the financial year. 7 This seems to<br />
apply less so to expenditures <strong>for</strong> administration at headquarters. Furthermore,<br />
operational costs are often cutback substantially during the fiscal year, because<br />
expenditure items such as fuel, electricity, water etc are not classified<br />
as PPEs.<br />
Similar to teachers in the education sector, one major problem in the health<br />
sector consists in the lack of qualified medical staff. Table 1 shows the population<br />
to health personnel ratios <strong>for</strong> doctors and nurses in Malawi. Approximately<br />
50 % of key positions, such as doctors, clinical officers and nurses<br />
cannot be filled; this leads to a severe shortage of medical professionals in<br />
public hospitals and health centres. Although the government produces a<br />
number of qualified professionals in nursing schools and universities, a large<br />
share of these graduates are absorbed by private facilities offering better<br />
salaries or they emigrate to Europe and other countries where salaries are<br />
generally much higher than public sector pay in Malawi. 8 Among the reasons<br />
<strong>for</strong> the poor staffing situation are the cumbersome recruitment process and<br />
poor coordination between different departments in the MoH. For example, it<br />
is common <strong>for</strong> new staff to receive their first salary 3–4 months after taking<br />
up their job in the public health service.<br />
7 However, this does not mean that drugs and supplies are readily available in all regions of<br />
the country, as explained below,<br />
8 Especially the UK is blamed <strong>for</strong> luring urgently needed nurses and doctors away from<br />
Malawi. As a counter-measure, the British Department <strong>for</strong> International Development<br />
(DFID) has recently agreed to top up the salaries in Malawi’s public health sector. This<br />
measure should attenuate the brain drain and contribute to attracting and retaining more<br />
qualified medical professionals in the public sector.<br />
German Development <strong>Institut</strong>e 53