Republic of Montenegro: Public Expenditure and ... - Vlada Crne Gore
Republic of Montenegro: Public Expenditure and ... - Vlada Crne Gore
Republic of Montenegro: Public Expenditure and ... - Vlada Crne Gore
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18<br />
Chapter 2: Composition <strong>of</strong> <strong>Public</strong> <strong>Expenditure</strong> <strong>and</strong><br />
Key Sources <strong>of</strong> Fiscal Pressure<br />
delivery is financed through the Health Insurance Fund (HIF) (see Box 2.1), whereas an<br />
unknown share is paid for out-<strong>of</strong>-pocket funds through private sources.<br />
2.18 The current public health financing system may not be financially sustainable for<br />
several reasons. The financing system relies on relatively high payroll contribution rates (13.5<br />
percent <strong>of</strong> gross salary compared to 6-8 percent in most <strong>of</strong> EU-15), which will have to be<br />
reduced in a planned manner in the medium term to encourage employment. In addition,<br />
contribution evasion, a limited contribution base, <strong>and</strong> inadequate budget transfers from the<br />
republic treasury for uninsured erode the revenue base. On the expenditure side, a generous<br />
benefits package as well as the insufficient link between access to benefits <strong>and</strong> contribution<br />
payments has underpinned the high <strong>and</strong> growing health expenditures. Financial sustainability<br />
requires revenue <strong>and</strong> expenditure management, while ensuring equity in access <strong>and</strong> efficiency in<br />
the delivery <strong>of</strong> care.<br />
2.19 There is a need to improve equity <strong>and</strong> efficiency in health care. 23 Concerns about<br />
equity in access to care are caused by insufficient information on out-<strong>of</strong>-pocket payments <strong>and</strong><br />
informal payments. An unknown proportion <strong>of</strong> private spending is used to finance care in a<br />
growing <strong>and</strong> uncontrolled private sector. Inefficiency in the provision <strong>of</strong> care are related to<br />
relatively long average lengths <strong>of</strong> stay in hospitals that keep occupancy rates high, low patientloads<br />
per staff, sub-optimal distribution <strong>of</strong> staff across health facilities, <strong>and</strong> a weak referral<br />
system that undervalues the role <strong>of</strong> Primary Health Care (PHC). The resulting oversupply <strong>of</strong><br />
beds <strong>and</strong> staff should be adjusted to increase productivity levels, as is currently being done in<br />
Serbia. 24<br />
2.20 Governance in health policy needs to be strengthened as well as the monitoring <strong>and</strong><br />
evaluation function to support evidence-based policy making in health. Key governance<br />
measures to reach overall health goals include: monitoring <strong>and</strong> control the flow <strong>of</strong> private <strong>and</strong><br />
public funds throughout the health system by institutionalizing international accounting<br />
st<strong>and</strong>ards <strong>and</strong> National Health Accounts (NHA); validation <strong>and</strong> resolution <strong>of</strong> the arrear situation<br />
<strong>and</strong> tightening policies to prevent the accumulation <strong>of</strong> new arrears; strengthening the purchasing<br />
function <strong>of</strong> the HIF; regulate private practice; improving the quality <strong>of</strong> service delivery in the<br />
public sector; <strong>and</strong> ensuring efficiency <strong>and</strong> equity in health care.<br />
23 The efficiency, equity <strong>and</strong> governance issues in health will be analyzed in great depth in the second phase <strong>of</strong> this<br />
programmatic PEIR.<br />
24 See Serbia Ministry <strong>of</strong> Health Action Plan, September 2005.