12 th NATIONAL HEALTH SECTOR MEETING GOOD GOVERNANCE in the DEPARTMENT OF HEALTH

1. 12th NATIONAL HEALTH SECTOR MEETING GOOD GOVERNANCE in the DEPARTMENT OF HEALTH INTERNAL MANAGEMENT SUPPORT TEAM LYDIA P. FERNANDEZ, CPA, CESO IV Assistant Secretary

2. INTERNAL MANAGEMENT • ORGANIZE, HARMONIZE AND SYSTEMATIZE MANAGEMENT OF CENTRAL OFFICE, CHD’S AND HOSPITALS TO DEFINE RESPONSIBILITY & ACCOUNTABILITY FINANCE HUMAN RESOURCE INFORMATION PROCUREMENT ASSETS GENERAL SERVCES • MONITOR • EVALUATE

3. IMST • Financial Management Services Budget, Accounting, Cash, Monitoring and Evaluation • Procurement and Logistics Services Procurement, Materials Management • Administrative Services General Services, Property Management • Information Management Service Central Data Management • Personnel Administration Division Recruitment, Succession Planning, Career Pathing, Performance Evaluation

4. REFORMS IN PLACE • PPBDC • Public Finance Management Strategy • Financial Management Operations Manual • Budget Formulation and Resource Allocation • MTEP/OPIF • SEMP2, WFP Database • Health Sector Expenditure Program • Internal Audit Service

5. e-NGAS • NGICS DOH wide • Risk Management Program • Asset Management System • Integrity Development Committee • Procurement Management • Materials Management • Information Management Systems • Health Human Resource Management Systems

6. CHALLENGES • Continuity of Implementation of Reforms. • Harmonization of reporting of actual outcomes (physical and financial) against budget is constrained by the development of separate info system for planning, budget preparation, budget execution , cash management, budget monitoring and reporting and FAP’s mgt and financial reporting • Tracking of Allotted funds to actual disbursement(CO to CHDs to LGUs)

7. Timely procurement and delivery of goods and services • Limited resources (human and physical) to achieve objectives. - Staff Capability - Rat Plan • Agency autonomy in budget implementation.

8. RECOMMENDATIONS CONTINUITY OF REFORMS • Active participation in the National Government Initiatives. • Continuous dialogue with oversight agencies • IDC to have full time Secretariat reporting to the IDC Chair. • Transfer of IMS, PS and Personnel Division to IMST • Implementation of the DOH PFM Strategy. HARMONIZATION OF REPORTING SYSTEMS • Use of the Financial Management Operations Manual • Full operationalization of e-NGAS in all CHDs and Hospitals

9. Integration of Procurement, Logistics and Financial Management Tracking Information System • Link DOH systems with DBM systems • Hardware and Software Upgrade TRACKING OF ALLOTTED FUNDS • Operationalization of Expenditure Tracking System • Financial Management Tracking Information System TIMELY PROCUREMENT AND DELIVERY OF GOODS AND SERVICES • Review of current years operations and planning for the coming year should be held not later than Oct of the current year.

10. WFPs and the APP for the succeeding year will therefor be prepared ahead. • APPs should be submitted to the Procurement service for its consolidation. LIMITED RESOURCES • Personnel staffing as if Rat Plan has been approved • Continuous staff capability building • Facilities and equipment upgrade AGENCY AUTONOMY IN BUDGET IMPLEMENTATION • Active participation in on going Public Finance Management Reforms • Continuous dialogue with oversight agencies

11. THANK YOU