making over that gained from using technical committees. And there is a risk of confusion between governance and regulatory responsibilities Would be Size is not out Impact of Depending on separate from of step with location at 2nd or size other MoH other Crown 3rd tier, may functions and entities eg, comprise a easier to PHARMAC disproportionately manage Would require division Would require good working within the MoH good ongoing relationship which may fit working between the awkwardly with relationship chief other MoH between the executives of functions chief the Crown Would require executives Entity and the good working Ministry of relationship Health between the chief executive and the responsible manager to ensure independence of regulatory decision-making and operational independence were maintained
over that gained from using technical committees. And there is a risk of confusion between governance and regulatory responsibilities Impact of size Depending on location at 2nd or 3rd tier, may comprise a disproportionately division within the MoH which may fit awkwardly with other MoH functions Would require good working relationship between the chief executive and the responsible manager to ensure independence of regulatory decision-making and operational independence were maintained Would be separate from other MoH functions and easier to manage Would require good ongoing working relationship between the chief executives Size is not out of step with other Crown entities eg, PHARMAC Would require good working relationship between the chief executives of the Crown Entity and the Ministry of Health making
regulatory-impact-statement-therapeutic-products-regulation-analysis-specific-issues-options.docx