Brennan Report - Department of Health and Children
Brennan Report - Department of Health and Children Brennan Report - Department of Health and Children
Report of the Commission on Financial Management and Control Systems in the Health Service●●Measuring the outputs associated with programme activity, examining scope foralternative approaches; andDefining performance indicators.This process would have benefits for both the Department of Health and Children’s policyfunction, in terms of improved policy information/input, and the Executive, in terms of ensuringcontinuing value for money in expenditure by facilitating a regular cycle of in-depth programmereviews to complement their more routine, ongoing evaluation role.Recommendation on Health Policy ReviewsR9.6 The Secretary General of the Department of Health and Children should proactively promote the expenditurereview process on a continuous and systematic basis within his Department by:(i) Setting up and chairing a steering group to oversee reviews; and(ii) Through the forum of the steering group, and consistent with Government requirements in this regard,identify and propose on a continuing basis those areas of expenditure that would benefit most from9.4 ANNUAL FINANCIAL STATEMENTS AND ANNUAL REPORTSWe noted in Chapter 2 that health boards have to prepare statutory financial accounts thatcomply with the accounting standards laid down by the Minister for Health and Children for thepurposes of audit by the Comptroller and Auditor General. The format and content of theseaccounts are very significantly different to the monthly Integrated Management Reports andService Plans prepared by the health boards and it is not possible to make a link betweenthem.The Annual Financial Statement need to be transformed into a document which reflects thegovernance arrangements in health boards and become more relevant to the services that arebeing delivered.A tripartite approach involving the health boards, the Department of Health andChildren and the Comptroller and Auditor General should advance this by working on linkingthe Financial Statements with the Annual Report and integrating non-financial data with theAnnual Financial Statements.Recommendation on the Annual Financial StatementR9.7 The Annual Financial Statement prepared by the health boards should be tied in more clearly and in a morerelevant manner to the services that are being delivered. In this regard, the CEO should prepare areconciliation document that makes it clear how the figures in the final (i.e. December’s) Integrated ManagementReport of the financial year have appeared in the Annual Financial Statement and Annual Report.At present health boards must, no later than 30 June in each year, prepare and adopt anAnnual Report in relation to the performance of its functions during the preceding year. Thisreport must include a statement on the services provided by the board in the preceding yearand any other particulars (including financial statements) that the board considers appropriateor that the Minister specifies (see Appendix 4). However, Annual Financial Statements must beadopted by each health board and submitted to the Comptroller and Auditor General by114
Chapter 9 External Reporting Proceduresend-March following the previous year-end. We believe that best practice should require thatthe deadlines for the preparation and submission of the Annual Report and the Annual FinancialStatement should be the same.Recommendation on the Annual ReportR9.8 The Annual Report prepared by the health boards should be adopted by health boards at the same time as theAnnual Financial Statement which is by 31 March following the previous year end.9.5 SUMMARYIn this Chapter, we note that current management reporting arrangements, right up toDepartment level, are unevenly applied. We have made recommendations to introduce astandardised reporting framework, detailing what we consider to be appropriate content andtimescales. We have recommended a format consistent with that recommended for ServicePlans in Chapter 4. This facilitates comparison of output/outturn with the original plans/budgets. Effective reporting mechanisms are essential if we are to hold those spending themoney accountable for their performance, as proposed in Chapter 5 and Chapter 6 andconsistent with our core principles from Chapter 2.115
- Page 65 and 66: Chapter 5 Accountability - Hospital
- Page 67 and 68: Chapter 5 Accountability - Hospital
- Page 69 and 70: Chapter 5 Accountability - Hospital
- Page 71 and 72: Chapter 5 Accountability - Hospital
- Page 73 and 74: Chapter 5 Accountability - Hospital
- Page 75 and 76: Chapter 5 Accountability - Hospital
- Page 77 and 78: Chapter 5 Accountability - Hospital
- Page 79 and 80: Chapter 6 Accountability - General
- Page 81 and 82: Chapter 6 Accountability - General
- Page 83 and 84: Chapter 6 Accountability - General
- Page 85 and 86: Chapter 6 Accountability - General
- Page 87 and 88: Chapter 6 Accountability - General
- Page 89 and 90: Chapter 7 Accountability - Employme
- Page 91 and 92: Chapter 7 Accountability - Employme
- Page 93 and 94: Chapter 7 Accountability - Employme
- Page 95 and 96: Chapter 7 Accountability - Employme
- Page 97 and 98: Chapter 7 Accountability - Employme
- Page 99 and 100: Chapter 7 Accountability - Employme
- Page 101 and 102: Chapter 8 Audit ReformCHAPTER 8AUDI
- Page 103 and 104: Chapter 8 Audit ReformRecommendatio
- Page 105 and 106: Chapter 8 Audit Reformoutsourcing)
- Page 107 and 108: Chapter 8 Audit Reformaudit reports
- Page 109 and 110: Chapter 8 Audit Reformas relating t
- Page 111 and 112: Chapter 8 Audit Reform●●Penalti
- Page 113 and 114: Chapter 9 External Reporting Proced
- Page 115: Chapter 9 External Reporting Proced
- Page 119 and 120: Chapter 10 Information SystemsStrat
- Page 121 and 122: Chapter 10 Information SystemsRecom
- Page 123 and 124: Chapter 11 ImplementationRecommenda
- Page 125 and 126: Chapter 11 Implementationbeing brou
- Page 127 and 128: Appendix 1Appendix 1COMMISSION MEMB
- Page 129 and 130: Appendix 1He has held this position
- Page 131 and 132: Appendix 2SIPTU*South Eastern Healt
- Page 133 and 134: Appendix 3Name of AgencyBord na Rad
- Page 135 and 136: Appendix 3Name of AgencyIrish Blood
- Page 137 and 138: Appendix 3Name of AgencyWomen’s H
- Page 139 and 140: Appendix 4Department of Health and
- Page 141 and 142: Appendix 4collated and assessed by
- Page 143 and 144: Appendix 4The most detailed element
- Page 145 and 146: Appendix 4Ratifying and Submitting
- Page 147 and 148: Appendix 4changes to the Service Pl
- Page 149 and 150: Appendix 4advised of their existenc
- Page 151 and 152: Appendix 4Approvals Required in lin
- Page 153 and 154: Appendix 5Appendix 5DIAGNOSIS RELAT
- Page 155 and 156: Appendix 5Figure: Ax.1 Casemix Adju
- Page 157 and 158: Appendix 6Appendix 6AUDIT OF STRUCT
- Page 159 and 160: Appendix 7(vii)(viii)(ix)participat
- Page 161 and 162: Appendix 8Appendix 8 - Integrated M
- Page 163 and 164: ADDENDUMNumber Recommendation IT Ti
- Page 165 and 166: Number Recommendation IT TimeframeR
<strong>Report</strong> <strong>of</strong> the Commission on Financial Management <strong>and</strong> Control Systems in the <strong>Health</strong> Service●●Measuring the outputs associated with programme activity, examining scope foralternative approaches; <strong>and</strong>Defining performance indicators.This process would have benefits for both the <strong>Department</strong> <strong>of</strong> <strong>Health</strong> <strong>and</strong> <strong>Children</strong>’s policyfunction, in terms <strong>of</strong> improved policy information/input, <strong>and</strong> the Executive, in terms <strong>of</strong> ensuringcontinuing value for money in expenditure by facilitating a regular cycle <strong>of</strong> in-depth programmereviews to complement their more routine, ongoing evaluation role.Recommendation on <strong>Health</strong> Policy ReviewsR9.6 The Secretary General <strong>of</strong> the <strong>Department</strong> <strong>of</strong> <strong>Health</strong> <strong>and</strong> <strong>Children</strong> should proactively promote the expenditurereview process on a continuous <strong>and</strong> systematic basis within his <strong>Department</strong> by:(i) Setting up <strong>and</strong> chairing a steering group to oversee reviews; <strong>and</strong>(ii) Through the forum <strong>of</strong> the steering group, <strong>and</strong> consistent with Government requirements in this regard,identify <strong>and</strong> propose on a continuing basis those areas <strong>of</strong> expenditure that would benefit most from9.4 ANNUAL FINANCIAL STATEMENTS AND ANNUAL REPORTSWe noted in Chapter 2 that health boards have to prepare statutory financial accounts thatcomply with the accounting st<strong>and</strong>ards laid down by the Minister for <strong>Health</strong> <strong>and</strong> <strong>Children</strong> for thepurposes <strong>of</strong> audit by the Comptroller <strong>and</strong> Auditor General. The format <strong>and</strong> content <strong>of</strong> theseaccounts are very significantly different to the monthly Integrated Management <strong>Report</strong>s <strong>and</strong>Service Plans prepared by the health boards <strong>and</strong> it is not possible to make a link betweenthem.The Annual Financial Statement need to be transformed into a document which reflects thegovernance arrangements in health boards <strong>and</strong> become more relevant to the services that arebeing delivered.A tripartite approach involving the health boards, the <strong>Department</strong> <strong>of</strong> <strong>Health</strong> <strong>and</strong><strong>Children</strong> <strong>and</strong> the Comptroller <strong>and</strong> Auditor General should advance this by working on linkingthe Financial Statements with the Annual <strong>Report</strong> <strong>and</strong> integrating non-financial data with theAnnual Financial Statements.Recommendation on the Annual Financial StatementR9.7 The Annual Financial Statement prepared by the health boards should be tied in more clearly <strong>and</strong> in a morerelevant manner to the services that are being delivered. In this regard, the CEO should prepare areconciliation document that makes it clear how the figures in the final (i.e. December’s) Integrated Management<strong>Report</strong> <strong>of</strong> the financial year have appeared in the Annual Financial Statement <strong>and</strong> Annual <strong>Report</strong>.At present health boards must, no later than 30 June in each year, prepare <strong>and</strong> adopt anAnnual <strong>Report</strong> in relation to the performance <strong>of</strong> its functions during the preceding year. Thisreport must include a statement on the services provided by the board in the preceding year<strong>and</strong> any other particulars (including financial statements) that the board considers appropriateor that the Minister specifies (see Appendix 4). However, Annual Financial Statements must beadopted by each health board <strong>and</strong> submitted to the Comptroller <strong>and</strong> Auditor General by114