Session 5: Budget Management

Pharmaceutical management, Information, Clinical trials, Comparison and Current Studies about malaria drugs
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Session 5: Budget Management

Postby jufel » Sat Aug 06, 2016 7:43 am

Originally started by Joseph Yap from the old forum.

Please see attached refresher course on Budget Management. This is the last and final session for Pharmaceutical Management and Quantification of Malaria Forum. Please answer all five sessions to qualify for the rewards. We hope to see more posts from you. Thank you.

Session 5 question: How are procurement budgets calculated? Are they based on quantification estimates? Do they include budgets for improvements or incremental expenses for supply chain management?

Originally posted by Sharri_Hollist from the old forum.

Dear All,

This is a period to run budget plan for FY 2009 in Thailand. For my job, I estimate budget for antimalarial drug by using consumption and the number of malaria cases. We calculated 30% safety. And try to get a budget for improving our warehouse. But we have some problems that need resolution because during this time we are under transfer from vertical program to integrated programme. Then when we improve our warehouse, let's say in the next 2-3 years, we will not use this warehouse because we will transfer responsibility to the Provincial Health Office. So this is an issue that we have a question?

Regards all my freind,

Saowanit Vijaykadga

Originally posted by Sharri_Hollist from the old forum.

In Myanmar Procurement budget for antimalarials were usually used from WHO regular budgets or some special budget like Global fund or 3 DF fund. All the budgets came and were used through WHO Myanmar office. Drugs were usually calculated both from morbidity method and adjusted consumption method for previous year usage. Since procurement is done by WHO ,we usually use the price from HQ WHO and purchasing also done through HQ S&E session. We usually use the VEN method for prioritization. Purchasing done according to the WHO procedure. In 3 DF fund period expenses for supply chain management were also included. Amount to be purchased usually decided by WHO in collaboration with NMCP and procurement done by S&E section of the WHO country office through SEARO.

With regards

Maung Maung Thein

Originally posted by Sharri_Hollist from the old forum.

In Vietnam, we estimate budget for antimalarial drugs by using morbidity method based on malaria cases (rates of malaria cases infected with P. falciparum and P. vivax), increasing rates within the population. We calculate 15% safety [buffer stock] and include a budget for improving the warehouses.

Best regards,
Nguyen Thi Minh Thu

Originally posted by Rima Shretta from the old forum.

It appears that from the responses above, both consumption and morbidity methods are used for quantification which form the basis for budget calculation and in some cases this budget allows for supportive supply chain management activities. Is there ever money left over from the budget allocated for medicines? If yes, what happens to this money? Is any of it used for increased staff capacity?

Do the programs have enough financial management capacity? Are any trainings carried out in financial management and budgets?

Originally posted by aton_cabugayan from the old forum.

For Global Fund Malaria Project in the Philippines, budget for anti-malaria drugs are based on the quantification estimates. Total budget is calculated by multiplying the total # of items needed x the unit price of the goods (package price). The budget for drugs does not include other incremental expenses or improvement for the supply chain but we put in the GF round 6 proposal training on the Procurement and Supply Management for Supply Officers.

Originally posted by Rima Shretta from the old forum.

While some countries do budget for some pharmaceutical management activities within Global Fund applications, not all countries budget for substantial improvements in pharmaceutical management or quality assurance. Countries should consider including improvements in pharmaceutical management in Global Fund or other donor proposals. In addition, increases in staff as well as capacity buidling for quantification and data management may be included in budgets. These should be included at the proposal, initial and negotaiting stage so that adequate resources may be available.

Quantification of antimalarials should also include provisions for safety stock and include procurement lead time as well as any potential losses due to theft, expiration etc.

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