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"Aimed at non-finance specialists, this book starts from the premise of what public sector managers need to know in order to use the financial information in front of them effectively. The key focus is on identifying the core information needed to make decisions from the sea of financial documents available to managers"--

In Punjab, the public sector has district headquarter hospitals (DHQs) and tehsil headquarter hospitals (THQs) that are able to deal with primary and secondary care patients but lack in speciality services. one hurdle for developing medical specialty services is that medical specialists are unfamiliar with the operative procedures of the government departments. Understanding the bureaucracy and learning how to set up a medical specialty service in the public sectorwould be a useful skill set. We aim to make the process more transparent, to guide physicians interested in the betterment of tertiary healthcare in punjab.

Different types of 'controllers' can be distinguished in the public sector. The authors' research indicates that public sector controllers acknowledge the distinctive characteristics of 'hybrid' controllers, but question some of the possible advantages of 'pure' controllers. This result could signal a decreasing share of pure controllers and thus a loss of financial expertise in the public sector. This article calls for the controller to be 're-invented' as a professional who combines solid financial expertise with an independent and critical attitude towards overly ambitious politicians and managers. The general public's support for public sector organizations could be enhanced if strong controllers counterbalance the sometimes too optimistic views of managers and politicians.