This presentation was made by Eva Zver and Josar Dusan, Slovenia, at the 2nd Health Systems joint Network Meeting for Central, Eastern and Southeastern European Countries held in Tallinn, Estonia, on 1-2 December 2016
This presentation was made by Ana Maria Ruiz, OECD, at the 2nd Health Systems Joint Network Meeting for Central, Eastern and Southeastern European Countries held in Tallinn, Estonia, on 1-2 December 2016
DELSA/GOV 3rd Health meeting - Mads Bager HOFFMANNOECD Governance
This presentation by Mads Bager HOFFMANN was made at the 3rd Joint DELSA/GOV Health Meeting, Paris 24-25 April 2014. Find out more at www.oecd.org/gov/budgeting/3rdmeetingdelsagovnetworkfiscalsustainabilityofhealthsystems2014.htm
This presentation by Akiko MAEDA and Cheryl CASHIN was made at the 3rd Joint DELSA/GOV Health Meeting, Paris 24-25 April 2014. Find out more at www.oecd.org/gov/budgeting/3rdmeetingdelsagovnetworkfiscalsustainabilityofhealthsystems2014.htm
Spending reviews: OECD practices and applications for healthOECD Governance
This presentation was made by Ronnie DOWNES, OECD Secretariatat the 5th Meeting of the joint OECD DELSA/GOV Network on Fiscal Sustainability of Health Systems held on 4-5 February 2016 at the OECD Conference Centre in Paris.
Health financing and budgeting practices in the Philippines - Ivor BEAZLEY, OECDOECD Governance
This presentation was made by Ivor BEAZLEY, OECD, at the 13th Annual Meeting of OECD-Asian Senior Budget Officials held in Bangkok, Thailand, on 14-15 December 2017
The Ministry of Health and Family Welfare developed the National Health Accounts (NHA) in 2001–02 to support the governance of health systems and enable the design of more effective health policies. This report provides an estimate of the total health expenditure for 2004-05 (taking into consideration the launch of the National Rural Health Mission in 2005), and gives provisional estimates of the health expenditure from 2005-06 to 2008-09.
In the computation of NHA, the World Health Organisation’s (WHO) definition of health expenditure was adopted. NHA includes expenditure on inpatient and outpatient care, hospitals, specialty hospitals, health promotion centres, rehabilitative care centres, capital expenditure on health, medical education, and research and training. It excludes expenses on water supply, sanitation, environmental health and the mid-day meal programme.
OECD Economic Outlook - Christian Kastrop, OECDOECD Governance
The global economy is stuck in a low-growth trap characterized by subdued investment, trade, employment, wage, and productivity growth. Productivity growth has slowed and inequality has risen across advanced economies. Comprehensive and collective action is needed from governments to boost growth through increased public investment, structural reforms, and reducing the burden on monetary policy alone. Failure to escape the low-growth trap risks breaking promises made to citizens regarding opportunities for youth, adequate incomes for older populations, and returns for investors.
This presentation was made by Ana Maria Ruiz, OECD, at the 2nd Health Systems Joint Network Meeting for Central, Eastern and Southeastern European Countries held in Tallinn, Estonia, on 1-2 December 2016
DELSA/GOV 3rd Health meeting - Mads Bager HOFFMANNOECD Governance
This presentation by Mads Bager HOFFMANN was made at the 3rd Joint DELSA/GOV Health Meeting, Paris 24-25 April 2014. Find out more at www.oecd.org/gov/budgeting/3rdmeetingdelsagovnetworkfiscalsustainabilityofhealthsystems2014.htm
This presentation by Akiko MAEDA and Cheryl CASHIN was made at the 3rd Joint DELSA/GOV Health Meeting, Paris 24-25 April 2014. Find out more at www.oecd.org/gov/budgeting/3rdmeetingdelsagovnetworkfiscalsustainabilityofhealthsystems2014.htm
Spending reviews: OECD practices and applications for healthOECD Governance
This presentation was made by Ronnie DOWNES, OECD Secretariatat the 5th Meeting of the joint OECD DELSA/GOV Network on Fiscal Sustainability of Health Systems held on 4-5 February 2016 at the OECD Conference Centre in Paris.
Health financing and budgeting practices in the Philippines - Ivor BEAZLEY, OECDOECD Governance
This presentation was made by Ivor BEAZLEY, OECD, at the 13th Annual Meeting of OECD-Asian Senior Budget Officials held in Bangkok, Thailand, on 14-15 December 2017
The Ministry of Health and Family Welfare developed the National Health Accounts (NHA) in 2001–02 to support the governance of health systems and enable the design of more effective health policies. This report provides an estimate of the total health expenditure for 2004-05 (taking into consideration the launch of the National Rural Health Mission in 2005), and gives provisional estimates of the health expenditure from 2005-06 to 2008-09.
In the computation of NHA, the World Health Organisation’s (WHO) definition of health expenditure was adopted. NHA includes expenditure on inpatient and outpatient care, hospitals, specialty hospitals, health promotion centres, rehabilitative care centres, capital expenditure on health, medical education, and research and training. It excludes expenses on water supply, sanitation, environmental health and the mid-day meal programme.
OECD Economic Outlook - Christian Kastrop, OECDOECD Governance
The global economy is stuck in a low-growth trap characterized by subdued investment, trade, employment, wage, and productivity growth. Productivity growth has slowed and inequality has risen across advanced economies. Comprehensive and collective action is needed from governments to boost growth through increased public investment, structural reforms, and reducing the burden on monetary policy alone. Failure to escape the low-growth trap risks breaking promises made to citizens regarding opportunities for youth, adequate incomes for older populations, and returns for investors.
Performance & Transparency in the capital budget - Frederica Di Pilla, ItalyOECD Governance
This presentation was made by Frederica Di Pilla, Italy, at the 7th meeting of the Joint OECD DELSA/GOV Network on Fiscal Sustainability of Health Systems held at the OECD Conference Centre, Paris, on 14-15 February 2019
Budget for Outcomes - Stefan Kiss, Slovak RepublicOECD Governance
The document summarizes Slovakia's spending review process and goals of increasing efficiency and value for money in public expenditures. Key points include:
- Spending reviews target specific sectors (education, health) or functions (IT, wages) and aim to cut inefficient spending and promote high-value programs.
- Reviews are led by the Ministry of Finance but involve analytical units within line ministries to supplement existing budgeting processes.
- Measures identified in reviews become part of budget negotiations and documentation and some are incorporated into the annual state budget. Outcome indicators track progress in priority areas.
Sustainability and Transition Policy in Action (GF Session) - Tural Gulu, Az...OECD Governance
This presentation was made by Tural Gulu, Azerbaijan, at the 2nd Health Systems joint Network Meeting for Central, Eastern and Southeastern European Countries held in Tallinn, Estonia, on 1-2 December 2016
Public Sector Productivity - Ronnie Downes and Sean Dougherty, OECDOECD Governance
This presentation was made by Ronnie Downes and Sean Dougherty, OECD, at the 38th Annual Meeting of OECD Senior Budget Officials held in Lisbon, Portugal, on 1-2 June 2017
Fiscal sustainability - David Vaudt, David Bean, GASB & Ian Carruthers, CIPFAOECD Governance
This document discusses efforts to monitor and report on fiscal sustainability at the national and subnational levels. It provides an overview of the IPSASB's Recommended Practice Guideline on reporting the long-term sustainability of finances. It also discusses the GASB's initial and current efforts to incorporate fiscal sustainability reporting into its standards. In addition, it describes the UK government's experience with long-term fiscal projections published by the Office for Budget Responsibility. The goal of the session is to discuss defining and reporting on fiscal sustainability.
Recently, the Health Finance and Governance (HFG) Project organized a multi-country workshop to support policymakers from public health and finance agencies in developing concrete action plans for mobilizing domestic resources for health. This presentation is by the keynote speaker, Ms. Midori de Habich—Peru’s former Minister of Health, who spoke about her experience working across ministries, sharing factors for success and offering advice for both health and finance personnel.
Declare no conflict of interest.
All information presented are my own analysis with information abstracted from:
MoF, Financial reports (2010-2017)
MoF, Budget speeches (2010-2018)
MoH, National Health strategic plan (2011-2016)
MoH, National Health strategic plan (2017-2021)
WHO, Global Health Expenditure database (http://apps.who.int/nha/database/Select/Indicators/en
National health accounts - Gerlie Lie, The Global FundOECD Governance
The Global Fund has invested approximately $4.5 million since 2012 to support health accounts through partnerships with WHO and country grants. This funding supports training and capacity building by WHO in shifting over 60 countries to the System of Health Accounts (SHA 2011), allowing distribution of expenditures by disease to be tracked. Over 70 health account exercises have been conducted. Health accounts data help inform grant management, performance indicators, results reporting, replenishment cases, and allocation. Three priority areas are distribution of expenditures by disease, government health expenditures without external resources, and comprehensive pharmaceutical expenditure breakdowns. Examples from Jamaica and Georgia illustrate how this data can be used.
This presentation was made by Faisal Naru, OECD, at the 13th Annual Meeting of OECD Senior Budget Officials on Performance and Results held at the OECD Headquarters on 16-17 November 2017
The document summarizes WHO's perspective on proposed reforms to Hungary's health insurance system. The WHO has two main concerns: 1) There is no logical link between the problems identified in Hungary's system and the solution of introducing competitive private health insurance. 2) Analyzing the system using labels like "Beveridge" and "Bismarck" is outdated and misleading. The WHO believes the reforms will greatly increase costs without clear benefits and that Hungary should learn from countries with similar systems rather than those proposed as models.
Panel 4 Anton Kerr Aids Alliance, Financing The Ihp Intent, Commitments, Ex...ihp
The document discusses the funding needs to achieve health-related Millennium Development Goals. It estimates that $24-36 billion per year is needed to increase health spending in low-income countries to $40 per person annually. This would require a small percentage of GDP from developed countries. Lessons from AIDS funding show the importance of long-term commitments from both international donors and national governments. For health systems to be strengthened sustainably, the International Health Partnership must outline long-term foreign assistance through at least 2021 to convince countries to invest in expanding health workforces. Sustainable health financing will require commitments from donors and governments to meet funding targets and accept international responsibility for ensuring health resources.
Report by PEMPAL performance budgeting working group - Naida Carsimamovic - W...OECD Governance
This presentation was made by Naida Carsimamovic - World Bank - PEMPAL, at the 13th Annual Meeting of OECD Senior Budget Officials on Performance and Results held at the OECD Headquarters on 16-17 November 2017
Performance budgeting practices - Ivor Beazley, World BankOECD Governance
This document summarizes challenges that countries face in implementing effective performance budgeting systems and proposes recommendations for a next generation approach. Some of the key challenges identified are setting clear objectives, producing too many performance metrics, and overestimating implementation capacities. The document recommends that countries focus on strategic priorities, program managers as users, and take a long-term incremental approach to build experience and capacity over multiple reform efforts.
The institutional context in health - Chris James, OECD SecretariatOECD Governance
This presentation was made by Chris James, OECD Secretariat, at the 7th meeting of the Joint DELSA/GOV Network on Fiscal Sustainability of Health Systems held at the OECD Conference Centre, Paris, on 14-15 February 2019
Programme budgeting for health - Edwin Lau, OECD SecretariatOECD Governance
This presentation was made by Edwin Lau, OECD Secretariat, at the 7th meeting of the Joint OECD DELSA/GOV Network on Fiscal Sustainability of Health Systems held at the OECD Conference Centre, Paris, on 14-15 February 2019
The Oncology Care Model team hosted a webinar on OCM Frequently Asked Questions and Application Overview on Wednesday, April 22, 2015 at 12:00pm EDT. No password was required for the webinar.
- - -
CMS Innovation Center
http://innovation.cms.gov
We accept comments in the spirit of our comment policy:
http://newmedia.hhs.gov/standards/comment_policy.html
CMS Privacy Policy
http://cms.gov/About-CMS/Agency-Information/Aboutwebsite/Privacy-Policy.html
Dr. Joanne Ondera of GIZ's Health Sector Programme presented on the development of Kenya's Healthcare Financing Strategy. The strategy aims to guide Kenya's progress toward universal healthcare coverage by 2030. It is being developed through technical working groups and stakeholder engagement to make recommendations in key areas. Once finalized, the strategy will be presented to parliament for approval to reform Kenya's health financing system and social health protections to improve access, quality and efficiency of healthcare nationwide.
Kano State has a population of over 9 million people, most of whom live rurally. The state has high rates of HIV, tuberculosis, maternal mortality, and child mortality. USAID/HFG has worked in Kano State to establish a Technical Working Group on tuberculosis funding and advocate for the inclusion of TB services in the state's contributory health insurance scheme. Key accomplishments include establishing a functional TWG, conducting an analysis of TB burden and funding gaps, and building stakeholder capacity in health financing. Challenges include untimely release of funds and limitations of the project's duration. Continued advocacy and establishing follow-on support are recommended.
This document summarizes a case study of AST Corporation implementing Oracle Hyperion Public Sector Planning and Budgeting (PSPB) for the Port of Los Angeles (POLA). The existing POLA budget process had several bottlenecks including a lack of integration between systems and manual processes. AST implemented PSPB to automate the budgeting process, integrate systems, and allow for centralized budget planning and approvals. The new process leverages pre-defined PSPB functionality for position and expense budgeting, line item budgeting, reporting, and workflow approvals. A demo of the PSPB system was provided and lessons learned focused on change management.
Actionable Insights Through Association Mining of Exchange Rates: A Case Studyertekg
Download Link > https://ertekprojects.com/gurdal-ertek-publications/blog/actionable-insights-through-association-mining-of-exchange-rates-a-case-study/
Association mining is the methodology within data mining that researches associations among the elements of a given set, based on how they appear together in multiple subsets of that set. Extensive literature exists on the development of efficient algorithms for association mining computations, and the fundamental motivation for this literature is that association mining reveals actionable insights and enables better policies. This motivation is proven valid for domains such as retailing, healthcare and software engineering, where elements of the analyzed set are physical or virtual items that appear in transactions. However, the literature does not prove this motivation for databases where items are “derived items”, rather than actual items. This study investigates the association patterns in changes of exchange rates of US Dollar, Euro and Gold in the Turkish economy, by representing the percentage changes as “derived items” that appear in “derived market baskets”, the day on which the observations are made. The study is one of the few in literature that applies such a mapping and applies association mining in exchange rate analysis, and the first one that considers the Turkish case. Actionable insights, along with their policy implications, demonstrate the usability of the developed analysis approach.
Performance & Transparency in the capital budget - Frederica Di Pilla, ItalyOECD Governance
This presentation was made by Frederica Di Pilla, Italy, at the 7th meeting of the Joint OECD DELSA/GOV Network on Fiscal Sustainability of Health Systems held at the OECD Conference Centre, Paris, on 14-15 February 2019
Budget for Outcomes - Stefan Kiss, Slovak RepublicOECD Governance
The document summarizes Slovakia's spending review process and goals of increasing efficiency and value for money in public expenditures. Key points include:
- Spending reviews target specific sectors (education, health) or functions (IT, wages) and aim to cut inefficient spending and promote high-value programs.
- Reviews are led by the Ministry of Finance but involve analytical units within line ministries to supplement existing budgeting processes.
- Measures identified in reviews become part of budget negotiations and documentation and some are incorporated into the annual state budget. Outcome indicators track progress in priority areas.
Sustainability and Transition Policy in Action (GF Session) - Tural Gulu, Az...OECD Governance
This presentation was made by Tural Gulu, Azerbaijan, at the 2nd Health Systems joint Network Meeting for Central, Eastern and Southeastern European Countries held in Tallinn, Estonia, on 1-2 December 2016
Public Sector Productivity - Ronnie Downes and Sean Dougherty, OECDOECD Governance
This presentation was made by Ronnie Downes and Sean Dougherty, OECD, at the 38th Annual Meeting of OECD Senior Budget Officials held in Lisbon, Portugal, on 1-2 June 2017
Fiscal sustainability - David Vaudt, David Bean, GASB & Ian Carruthers, CIPFAOECD Governance
This document discusses efforts to monitor and report on fiscal sustainability at the national and subnational levels. It provides an overview of the IPSASB's Recommended Practice Guideline on reporting the long-term sustainability of finances. It also discusses the GASB's initial and current efforts to incorporate fiscal sustainability reporting into its standards. In addition, it describes the UK government's experience with long-term fiscal projections published by the Office for Budget Responsibility. The goal of the session is to discuss defining and reporting on fiscal sustainability.
Recently, the Health Finance and Governance (HFG) Project organized a multi-country workshop to support policymakers from public health and finance agencies in developing concrete action plans for mobilizing domestic resources for health. This presentation is by the keynote speaker, Ms. Midori de Habich—Peru’s former Minister of Health, who spoke about her experience working across ministries, sharing factors for success and offering advice for both health and finance personnel.
Declare no conflict of interest.
All information presented are my own analysis with information abstracted from:
MoF, Financial reports (2010-2017)
MoF, Budget speeches (2010-2018)
MoH, National Health strategic plan (2011-2016)
MoH, National Health strategic plan (2017-2021)
WHO, Global Health Expenditure database (http://apps.who.int/nha/database/Select/Indicators/en
National health accounts - Gerlie Lie, The Global FundOECD Governance
The Global Fund has invested approximately $4.5 million since 2012 to support health accounts through partnerships with WHO and country grants. This funding supports training and capacity building by WHO in shifting over 60 countries to the System of Health Accounts (SHA 2011), allowing distribution of expenditures by disease to be tracked. Over 70 health account exercises have been conducted. Health accounts data help inform grant management, performance indicators, results reporting, replenishment cases, and allocation. Three priority areas are distribution of expenditures by disease, government health expenditures without external resources, and comprehensive pharmaceutical expenditure breakdowns. Examples from Jamaica and Georgia illustrate how this data can be used.
This presentation was made by Faisal Naru, OECD, at the 13th Annual Meeting of OECD Senior Budget Officials on Performance and Results held at the OECD Headquarters on 16-17 November 2017
The document summarizes WHO's perspective on proposed reforms to Hungary's health insurance system. The WHO has two main concerns: 1) There is no logical link between the problems identified in Hungary's system and the solution of introducing competitive private health insurance. 2) Analyzing the system using labels like "Beveridge" and "Bismarck" is outdated and misleading. The WHO believes the reforms will greatly increase costs without clear benefits and that Hungary should learn from countries with similar systems rather than those proposed as models.
Panel 4 Anton Kerr Aids Alliance, Financing The Ihp Intent, Commitments, Ex...ihp
The document discusses the funding needs to achieve health-related Millennium Development Goals. It estimates that $24-36 billion per year is needed to increase health spending in low-income countries to $40 per person annually. This would require a small percentage of GDP from developed countries. Lessons from AIDS funding show the importance of long-term commitments from both international donors and national governments. For health systems to be strengthened sustainably, the International Health Partnership must outline long-term foreign assistance through at least 2021 to convince countries to invest in expanding health workforces. Sustainable health financing will require commitments from donors and governments to meet funding targets and accept international responsibility for ensuring health resources.
Report by PEMPAL performance budgeting working group - Naida Carsimamovic - W...OECD Governance
This presentation was made by Naida Carsimamovic - World Bank - PEMPAL, at the 13th Annual Meeting of OECD Senior Budget Officials on Performance and Results held at the OECD Headquarters on 16-17 November 2017
Performance budgeting practices - Ivor Beazley, World BankOECD Governance
This document summarizes challenges that countries face in implementing effective performance budgeting systems and proposes recommendations for a next generation approach. Some of the key challenges identified are setting clear objectives, producing too many performance metrics, and overestimating implementation capacities. The document recommends that countries focus on strategic priorities, program managers as users, and take a long-term incremental approach to build experience and capacity over multiple reform efforts.
The institutional context in health - Chris James, OECD SecretariatOECD Governance
This presentation was made by Chris James, OECD Secretariat, at the 7th meeting of the Joint DELSA/GOV Network on Fiscal Sustainability of Health Systems held at the OECD Conference Centre, Paris, on 14-15 February 2019
Programme budgeting for health - Edwin Lau, OECD SecretariatOECD Governance
This presentation was made by Edwin Lau, OECD Secretariat, at the 7th meeting of the Joint OECD DELSA/GOV Network on Fiscal Sustainability of Health Systems held at the OECD Conference Centre, Paris, on 14-15 February 2019
The Oncology Care Model team hosted a webinar on OCM Frequently Asked Questions and Application Overview on Wednesday, April 22, 2015 at 12:00pm EDT. No password was required for the webinar.
- - -
CMS Innovation Center
http://innovation.cms.gov
We accept comments in the spirit of our comment policy:
http://newmedia.hhs.gov/standards/comment_policy.html
CMS Privacy Policy
http://cms.gov/About-CMS/Agency-Information/Aboutwebsite/Privacy-Policy.html
Dr. Joanne Ondera of GIZ's Health Sector Programme presented on the development of Kenya's Healthcare Financing Strategy. The strategy aims to guide Kenya's progress toward universal healthcare coverage by 2030. It is being developed through technical working groups and stakeholder engagement to make recommendations in key areas. Once finalized, the strategy will be presented to parliament for approval to reform Kenya's health financing system and social health protections to improve access, quality and efficiency of healthcare nationwide.
Kano State has a population of over 9 million people, most of whom live rurally. The state has high rates of HIV, tuberculosis, maternal mortality, and child mortality. USAID/HFG has worked in Kano State to establish a Technical Working Group on tuberculosis funding and advocate for the inclusion of TB services in the state's contributory health insurance scheme. Key accomplishments include establishing a functional TWG, conducting an analysis of TB burden and funding gaps, and building stakeholder capacity in health financing. Challenges include untimely release of funds and limitations of the project's duration. Continued advocacy and establishing follow-on support are recommended.
This document summarizes a case study of AST Corporation implementing Oracle Hyperion Public Sector Planning and Budgeting (PSPB) for the Port of Los Angeles (POLA). The existing POLA budget process had several bottlenecks including a lack of integration between systems and manual processes. AST implemented PSPB to automate the budgeting process, integrate systems, and allow for centralized budget planning and approvals. The new process leverages pre-defined PSPB functionality for position and expense budgeting, line item budgeting, reporting, and workflow approvals. A demo of the PSPB system was provided and lessons learned focused on change management.
Actionable Insights Through Association Mining of Exchange Rates: A Case Studyertekg
Download Link > https://ertekprojects.com/gurdal-ertek-publications/blog/actionable-insights-through-association-mining-of-exchange-rates-a-case-study/
Association mining is the methodology within data mining that researches associations among the elements of a given set, based on how they appear together in multiple subsets of that set. Extensive literature exists on the development of efficient algorithms for association mining computations, and the fundamental motivation for this literature is that association mining reveals actionable insights and enables better policies. This motivation is proven valid for domains such as retailing, healthcare and software engineering, where elements of the analyzed set are physical or virtual items that appear in transactions. However, the literature does not prove this motivation for databases where items are “derived items”, rather than actual items. This study investigates the association patterns in changes of exchange rates of US Dollar, Euro and Gold in the Turkish economy, by representing the percentage changes as “derived items” that appear in “derived market baskets”, the day on which the observations are made. The study is one of the few in literature that applies such a mapping and applies association mining in exchange rate analysis, and the first one that considers the Turkish case. Actionable insights, along with their policy implications, demonstrate the usability of the developed analysis approach.
Novartis introduced i-nexus to more effectively control and report on capital expenditure and to facilitate enhanced IQP (Innovation Quality Productivity) project management. The i-nexus Capital Expenditure and Operational Excellence StartPoint solutions have projects that have been initiated in divisions including pharma, vaccines and diagnostics, and consumer health.
Impact of Firm Size on Capital Budgeting Techniques: An Empirical Study of Te...Muhammad Arslan
This study examines the type of capital budgeting methods used by textile firms in Pakistan and impact of firm
size on these methods. This study also investigates the relationship between the total assets of the firm and
annual turnover of the firm according to primary capital budgeting technique used. Questionnaire method is used
as a source of gathering primary data. SPSS is used as tool for analysis of data. Cross tabulation is applied on
each variable. Chi square test is also applied to investigate the relationship between total assets of firm and total
turnover of the firm according to primary capital budgeting technique used. Findings of this study reveal that net
present value method and internal rate of return are two mostly used methods. Findings also show that there is no
relationship between the total assets of the firms and turnover of the firm according to capital budgeting
technique used by firms. These results are well supported by the literature.
The document provides a summary of Scott Bullock's project experience including roles held and scope of services provided for various mining, industrial and infrastructure projects between 2016-2021. It includes experience managing feasibility studies, engineering design, procurement, construction and commissioning activities for process plants, infrastructure facilities and services reticulation across industries such as mining, oil and gas, power generation, transportation and manufacturing.
This document provides an overview of the company Miners, Operators, Builders and its business model. It has a unique model where it provides capital, talent, and strategy support to resource companies through its global network in over 30 countries. It focuses on building and increasing the value of resource assets. It has had success in discovering and developing gold, iron, coal, and other resource projects around the world over the last 10 years. The company charges portfolio companies an average of $28,000 per month to access its network and expertise in taking projects from exploration to production. Case studies show these fees provide significant value by keeping overhead costs lower than industry peers.
The document summarizes the de-merger of Larsen & Toubro's (L&T) cement business and its subsequent acquisition by Grasim Industries. Key details include:
- Grasim Industries acquired a stake in L&T and proposed acquiring its cement division, leading to a takeover battle between 2001-2003.
- In 2003, L&T and Grasim agreed to a de-merger that created a new cement company, UltraTech Cement, with Grasim acquiring a controlling stake in UltraTech.
- The deal allowed L&T to exit the cement business while realizing value, and gave Grasim control of one of the largest cement businesses in India through
Graham Arvidson_CET Presentation Feb 2015_FINAL_PDF-3.PDFGraham Arvidson
The document discusses strategies used by emerging resource companies listed on the Australian Securities Exchange (ASX) and their impact on shareholder returns. It analyzes the top 80 companies by total shareholder return from 2010-2015. Exploration success was the most common strategy among the top 20 performers, delivering average annual returns of 20%. Purchase and production also achieved above-average returns for the top 80 companies. Strategies like project development, mergers and acquisitions, and attracting strategic investors did not consistently lead to superior performance. Exploration emerged as a distinct strategy employed by the companies that created the most value for shareholders over the period examined.
Strategic Planning And Budgeting Part 2: Alignment, Budgeting, and ResourcesKenny Ong
ABF Budgeting, Forecasting and Financial Planning Conference, Feb 2009
*Understanding what strategic planning is and why it is important
*Clarify the difference between vision, mission statement, goals and objectives
*The external environment: The need to understand the economic cycle
*Tying the strategic plan to the budget
*Cost Reduction methods and advice
The document discusses capital budgeting techniques for evaluating long-term investment projects. It covers the payback period method, net present value (NPV), internal rate of return (IRR), and profitability index. It also discusses circumstances where methods may conflict and how to select the appropriate method. The case study at the end analyzes a machinery replacement project using NPV and IRR to determine if the new equipment should be purchased.
Strategic Planning And Budgeting Part 1: Business Model and StrategyKenny Ong
The document discusses strategic planning and budgeting for a company called CNI Holdings Berhad. It covers the following key points in 3 sentences:
CNI has historically struggled with strategic planning and budgeting, with problems including a lack of market research, split objectives, and expenses regularly exceeding budgets. The presentation outlines steps for effective strategic planning, including getting the right business model, setting strategies based on analysis of the market situation, and choosing growth strategies like market share gains or expanding into adjacent markets. Keys to success include aligning the business model, strategies, and resources and having the proper assumptions and starting point for the planning process.
This presentation was made by Vlasta KOVACIC MEZEK, Slovenia, at the 5th Meeting of the joint OECD DELSA/GOV Network on Fiscal Sustainability of Health Systems held on 4-5 February 2016 at the OECD Conference Centre in Paris.
National health accounts - Michael Müller, OECDOECD Governance
This presentation was made by Michael Müller, OECD, at the 2nd Health Systems joint Network Meeting for Central, Eastern and Southeastern European Countries held in Tallinn, Estonia, on 1-2 December 2016
Presented at “Financial Protection and Improved Access to Health Care: Peer-to-Peer Learning Workshop Finding Solutions to Common Challenges” in Accra, Ghana, February 2016. To learn more, visit: https://www.hfgproject.org/ghana-uhc-workshop
Performance budgeting in Austria example: Health - Sandra Kaiser, AustriaOECD Governance
The document summarizes Austria's performance budgeting framework for its health system. It describes (1) the key actors and financing of the Austrian health system, (2) the objectives of establishing performance budgeting to link outputs and outcomes to resources, and (3) provides examples of Austria's budget structure, documents, and performance reporting at the budget chapter, global budget, and detail budget levels, including financial information and performance indicators. Evaluation of the new performance budgeting approach will assess its clarity and information overload.
Adapting revenue policies to health needs and expenditure projections - Tamas...OECD Governance
This document summarizes key points from a WHO meeting on adapting revenue policies for health needs. It finds that while health spending increased in many high-income countries pre-crisis, it did not in less developed WHO European countries. During economic crises, health spending should increase as public funding replaces private spending. The document examines options like deficit financing, tax increases and efficiency gains. It also discusses the importance of counter-cyclical revenue mechanisms to maintain funding levels during downturns and contain growth during prosperity. Broadening revenue sources beyond payroll taxes and increasing public rather than private spending were seen as important for fiscal sustainability and reducing out-of-pocket costs.
Estonia faced an acute debt crisis in 2008 that required public budget cuts of over 20%. The document describes Estonia's health system and the fiscal and cost containment strategies the government employed during the crisis. Key strategies included cutting the health budget by 24% through administrative cost reductions and focusing on non-communicable diseases. VAT and excise tax increases generated revenue while improving health behaviors. World Bank loans and EU funds supported infrastructure projects. The government prioritized health while restructuring spending to reduce budgets with minimal effects on core health services.
Presentation delivered by Dr Zsuzsanna Jakab, WHO Regional Director for Europe, at the Advanced Training and Conference on Health Economics (24 June 2015, Budapest, Hungary)
Each year, the OHE sponsors a lecture that explores a timely issue in medicine or health economics. At the 22nd Annual Lecture, the issues and challenges of universal health care coverage in low- and middle-income countries were presented by Professor Anne Mills of the London School of Hygiene and Tropical Medicine.
The audio of this lecture now is available at http://news.ohe.org/2014/08/19/annual-lecture-2014-universal-health-coverage/
Presented at “Financial Protection and Improved Access to Health Care: Peer-to-Peer Learning Workshop Finding Solutions to Common Challenges” in Accra, Ghana, February 2016. To learn more, visit: https://www.hfgproject.org/ghana-uhc-workshop
2.doh transition plan to achieve mdg 4 5 032510 lzl_dohpsecp
The document summarizes the Philippines' health financing system and outlines strategies to improve principles of solidarity, equity, quality, and cost containment. It discusses how PhilHealth aims to provide universal coverage but faces challenges of weak social solidarity and inequity. A new Health Care Financing Strategy 2010-2020 is introduced with goals like increasing resources, sustaining universal membership, allocating resources efficiently, shifting payment methods, and securing facility autonomy. Initial outputs include a new administrative order, consideration of strategic expenditure estimates, and ongoing work to strengthen various programs.
Kenya health sector reforms and roadmap towards uhc by Dr Isaaq Odongo, MOH K...achapkenya
Kenya has undertaken several health sector reforms and programs to achieve universal health coverage (UHC) as outlined in its Constitution and health policy. Key reforms include making primary healthcare and maternity services free, expanding insurance coverage, and increasing health funding. However, challenges remain such as high out-of-pocket costs, inadequate funding, and fragmentation of financing. Moving forward, Kenya's roadmap is to further increase health funding, minimize financing pools, define and provide essential service packages using pooled funds, and strengthen its health insurance program to expand coverage.
Integrating Financing Schemes to Achieve Universal Coverage in Thailand:Anal...CREHS
1) Thailand achieved universal health care coverage in 2002 by introducing a tax-funded universal coverage scheme that provided insurance to 47 million people not covered by other programs.
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Budget execution - Eva Zver, Josar Dusan, Slovenia
1. BUDGETING EXECUTION - SLOVENIA
EVA HELENA ZVER
INSTITUTE OF MACROECONOMIC ANALYSIS AND DEVELOPMENT
DUSAN JOSAR
MINISTRY OF HEALTH
2 N D H E A LT H S Y S T E M J O I N T N E T W O R K M E E T I N G F O R C E N T R A L , E A S T E R N A N D
S O U T H E A S T E R N E U R O P E A N C O U N T I R E S – T H E F I N A N C I A L S TA B I L I T Y O F H E A LT H
S Y S T E M S – I M P R O V I N G D I A L O G : 1 - 2 D E C E M B E R 2 0 1 6 , TA L L I N N , E S T O N I A
2. Contents
1. Health financing system in Slovenia
2. Health budget formulation process
3. Health budget execution process
4. In-year changes in budget execution
5. Key methods used to reduce expenditure to the level of
expected revenues
6. Conclutions
3. Health financing system in Slovenia
is based on social health insurance
Compulsory health insurance: Health Insurance Institute of Slovenia
(HIIS) is a single public insurer. All population is covered. In 2014 covered
68 % of CHE.
Voluntary complementary health insurance (VHI): It covers cost-sharing
levied on health services included in the benefits package. Covers more
than 95% of the population liable for co-payments. In 2014: 14,8 % of CHE
General taxation at national and local level: directly covers governance
of the health system, public health and prevention programmes. Only 3.3%
of CHE in 2014. Additional are transfers to HIIS to cover compulsory
insurance for specific groups of population and voluntary insurance for
socialy protected population.
Out-of-pocket payments: Only 12,4 % of CHE in 2014. Mainly spend for
and over-the-counter drugs and privately provided services
4. Nearly all HIIS resources come from social security
contributions
66
68
70
72
74
76
78
80
82
Other social
security
contributions
Self-employed
contributions
Employer and
employee
contributions
5. Because a large share of public resources come from
payroll contributions, HIIS revenues are very
susceptible to labor market fluctuations
-4%
-2%
0%
2%
4%
6%
8%
10%
12%
14%
16%
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
Growth in Social Security Contributions to HIIS
Rate of unemployment by ILO in %
Gross wage per employee - real growth in %
Source: WHO, Observatory for health systems, MoH: Expenditure review, 2014
6. Health budget formulation process
HIIS prepares proposal of the Financial Plan with
max overall amount of expenditure for the upcoming year
Annual planning of
the national budget
HIIS and MoF establish cap for total
expenditure on health insurance
Financial Plan is approved
by the government
Financial Plan is discussed and
accepted by HIIS Board
By the end
of the year
for t+1
7. Health budget execution process
All partners negotiate about recommendations to amend or
change the existing GA (100% agreement among partner is
needed)
1. step:
2. step: Arbitration about controversial issues – if 100% agreement is
not reached then the government reaches the decision
Contracting providers: HIIS and each provider within the public health
network specify the type and volume of services, prices, methods of
payment, quality requirements and supervision.
Starts with partnership negotiations to define the General Agreement
(GA)
8. Partners in negotiations to define The General
Agreement
The Ministry of Health,
HIIS,
Association of Health Institutions of Slovenia,
Medical Chamber, Pharmaceutical Chamber,
Association of Social Institutions of Slovenia,
Community of Organizations for Education of Special
Needs Children
Slovene Spas Association
VHI companies do not participate in the negotiation process to define the
GA, but they are obliged to pay providers the total value of benefits
covered by complementary VHI.
9. In-year changes: General Agreement is amended every
year – ones, twice or even more times…
During the year any partner can propose changes to GA
All partners should agree on amendments 100%; if
not arbitration process starts again.
All amendments to GA should be taken into account in revised
Finacial Plan for current year
Flexibility:
In-year
budget
reallocations
Doesn‘t work
well
If GA is not reached, the Government decides which
services, scope and prices have to be paid by the HIIS
10. Slow process leading to the GA
(and contracts) leads to uncertainty among actors
Generally, contracts are relatively unspecific
Effectiveness and/or cost-effectiveness is not taken into
account
Providers very frequently seek arbitration
Patient groups are not represented in the GA negotiation
Lacking control and monitoring systems.
Key challenges regarding purchasing process
Source: Analysis of Health Care System in Slovenia: WHO, Observatory, MoH
Performing:
Programmed
but not output
based
Doesn‘t work
well
Timely
Doesn‘t work
well
11. In-year changes: Almost every year HIIS Financial Plan
is revised because of new level of estimated revenues
Since 2005 HIIS must respect ,fiscal rule‘. It has to be financed:
- without any borrowing from the central government and
- without increases in insurance contribution rates.
HIIS is responsible for monitoring the level of
revenues and expenditure and report to the MoF
and MoH with a delay up to max. 2 month!
HIIS Financial Plan for the current budgetary year is revised in
autoum according to new estimates of the flow of revenues by the
end of the budgetary year.
Accountability
and
Sustainability:
Financial
monitoring
system
Works very
well
12. HIIS expenditures are constrained to revenues and
reserves
-4.00%
-2.00%
.00%
2.00%
4.00%
6.00%
8.00%
10.00%
12.00%
14.00%
16.00%
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
Growth in revenues Growth in expenditures
Source: WHO, Observatory for health systems, MoH: Expenditure review, 2014
13. HIIS can record deficit only to the amount of
accumulated reserves from previus years
-100,000,000
-80,000,000
-60,000,000
-40,000,000
-20,000,000
0
20,000,000
40,000,000
60,000,000
80,000,000
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
Reserves Surplus / deficit
Source: WHO, Observatory for health systems, MoH: Expenditure review, 2014
HIIS cannot contribute to public debt!
14. Key methods used to reduce HIIS annual
expenditure during the year
1) Changes in prices
Volumes are maintained while revenues decline
2) Changes in coinsurance
Costs shifted onto VHI without damaging access to
services
3) Delaying payments to providers
~150 million EUR in liabilities (2010-2013)
15. One of the key factors behind the slowdown in expenditures
has been the declining value of DRG points
1. Changes in prices
16. 2. Changes in co-payment rates
95
105
115
125
135
2008 2009 2010 2011 2012 2013 2014
Public expenditure Private health insurance
Households (OOP)
To maintain the volume of services one of the most flexible
measures was to increase co-payment rate;
Households were protected from higher OOP
17. 3. HIIS delayed payments to providers to avoid deficit
When HIIS reserves fund was empty:
HIIS delayed payments to privders until the following year
150 million EUR in liabilities (2011-2013)
-4.00
-3.00
-2.00
-1.00
.00
1.00
2.00
3.00
4.00
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
In%oftotalhealthexpenditure
Deficit/Surplus and delayed playments to providers to avoid deficit
Delayed payment to providers
Deficit/Surplus
18. Consequences: lower prices for services and
delayed payments burdened providers
…Ministry of Finance provided some loans to support
providers…
Providers has to reduce costs and operate efficiently
Many hospitals suffered loss and their kumulative debt has incresed!
19. To conclude: How effective is health budget
execution in Slovenia?
Predictable Ad-hoc changes to budget are agreed between
all partners; usually minimal – works well
Timely Delay in release of funds were often during the
crisis
Flexible Flexibility – to some extent, but slowed down
due complicated partnetship negotiations
Accountably Financial monitoring system works well –
funds are spent on intended purpose
Sustainable Very strict – works well
Expenditure cannot exceed the level of
revenues and accumulated reserves
Performing Expenditures are not linked to ouputs