GAUTENG DEPARTMENT OF HEALTH
PERFORMANCE
PRESENTATION HEALTH PORTFOLIO 21 MAY 2015
By MEC Q.D MAHLANGU
Contents

Outline

References

Vision and Mission

Departmental Values

Alignment of NDP Goals/Priorities with MTSF

SONA

SOPA

MEC’s Performance Agreement

Accelerated Social Transformation

Alignment of Strategic Goals with MTSF

GPG 2020 Strategic planning process and outcomes

2015/16-18 Annual Performance Plan

Unaudited Expenditure as at 31 March 2015

2015/16 Budget Allocation

Analysis of Improved audit Outcomes over Past 5 years

2015/16 Budget Allocation

Root Causes for current qualifications and mitigating actions

Human Resources
2
Vision and Mission
3
Departmental Values
Ensure patients benefit on everything we do
Accountability
Taking ownership of our responsibilities and go above and
beyond and expect our colleagues to do the same to achieve
the best outcome for our patients
Making decisions based on facts and we are willing to explain
them to those affected by our decisions
Efficiency
Working efficiently to optimise the scarce resources to achieve
more with less






Patriotism
Integrity
Purposefulness
Passionate
Accountability
Activism
4
Outline
2015/16-2020 Strategic Plan

Alignment of National, Provincial and Departmental Priorities

Key Provincial Priorities ( MEC’s PA)

State of Nation Address (SONA)

State of the Province Address (SOPA)

Strategic Overview

Vision, Mission and Values

Strategic Goals

Strategic Goals and Objectives
2015/16 -18 Annual Performance Plan

Budget Programme priorities and Performance indicators and targets

Programme 1: Administration

Programme 2: District Health Services

Programme 3: Emergency Medical and Planned Patient Transport Services

Provincial Hospital Services

Central Hospital Services

Health Sciences and Training

Health Care Support Services

Health facilities Management
5
References
Election
Manifesto
May 2014
National
Provincial
NDP
2030
NSDA 201419
GPG 2020
2015/16-2020
Strategic Plan
TMR
EXCO Lekgotla
GPG 5 year POA
SONA 2015
MTSF 2014-19
NDOH 2014-19
Strategic Plan
Gauteng Department
of Health
Long Term Plan
Health 2030
SOP 2015
Annual
Performance Plan
2015-16 / 2017-18
Programme of
Action 2015/16
MEC Performance
Agreement
6
Alignment of NDP Goals/Priorities with MTSF
NDP GOALS 2030
NDP PRIORITIES 2030
SUB-OUTCOMES 2014-2019 (MTSF)
Average male and female life expectancy at  Address the social determinants that affect health
birth increased to 70 years
and diseases

Prevent and reduce the disease burden and promote
Tuberculosis (TB) prevention and cure
 HIV & AIDS and Tuberculosis prevented and
health
progressively improved;
successfully Managed
Prevalence of Non-Communicable Diseases
reduced by 28%
Injury, accidents and violence reduced by
50% from 2010 levels
Maternal, infant and child mortality reduced
Health systems reforms completed
 Maternal, infant and child mortality reduced
 Strengthen the health system
 Improved health facility
infrastructure delivery
planning
and
 Health care costs reduced
 Improve health information systems
 Improve quality by using evidence
Primary health care teams deployed to
provide care to families and communities
Universal health coverage achieved
 Efficient Health Management Information
System for improved decision making
 Improved quality of health care
 Re-engineering of Primary Health Care
 Financing universal healthcare coverage
 Universal Health coverage achieved through
implementation of National Health Insurance
Posts filled with skilled, committed and  Improve human resources in the health sector
competent individuals
 Review management positions and appointments and  Improved human resources for health
strengthen accountability mechanisms
 Improved health management and leadership
7
SONA
NATIONAL MANADATES
ACTIONS
War room est. Eskom stabilization



Government department to save on electricity
Government owned buildings to be energy efficient
Switch from electricity to gas for cooking
First phase of broadband roll-out

Telkom lead agency for the roll-out
Conservation of water

Training of Artisans/Plumbers to fix leaking taps
Operation Phakisa Ideal Clinics Initiatives

Promoting efficiency, effectiveness and professionalism in
clinics
Launch massive programme to turn tide against TB




Special Focus
Prisons
Mine workers
Mining towns
State Company Ketlaphela est. for ART supply

Involvement on ART procurement by MSD
Public Admin & Management Act – signed Law

Prohibits Public Servants from doing business with
government
Continue to promote healthy lifestyles

Urge citizens to refrain from smoking and abuse of alcohol and
drugs (10th May – Move for Health Day celebrations)
8
SOPA
PROVINCIAL MANADATE
ACTIONS
Revitalisation of Kliptown and Alexandra


Possibility of New Clinic replacement at Kliptown
Taking over CHC in Alexandra
Changing Human Settlements patterns

New Housing Projects in various areas (Interaction with Housing
Department)
Infrastructure Development and ICT


ICT and Broadband Project
ICT Infrastructure
Energy Security





Install Roof-Top Solar panels in government building
Continue to replace boilers with natural gas
Trigeneration programme in 6 hospitals
Waste Energy to Bio-gas
Replace lights with LED lights
Water and Conservation


Rain water harvesting in our facilities
Maintenance of taps/pumps to prevent leakages
9
MEC’s Performance Agreement
Strengthening
health system
and NHI Roll-out
Infrastructure

Implement green agenda though Tri-generation, retrofitting gas boilers (cleaner energy technology), roof-top
solar panels and green building design of all health facilities

Appointment of skilled infrastructure professionals

New clinic and hospital construction and revitalisation

Support effective maintenance system

Provincial Health Operation Centre /EMS Communications
Centre

Revitalization and building new EMS Bases

Activation of Step Down Beds to replace Selby




Gauteng Health Imaging Centre (GHIC) for MRI, CT,
Mammogram scanners etc.
To ensure that the Provincial Laundries: Improvement of
Systems Efficiencies
Introduce UPA (Emergency medical Services) in 50 poorest
wards in the province as per the Brazilian Model
Establish Maternal Home
10
MEC’s Performance Agreement


NHI
Strengthening
health system
and NHI Roll-out




Roll out of NHI in all 5 Districts
Prepare facilities for certification by the national Office
of Health Standards Compliance for NHI
implementation
Expand and increase the number of clinics the meet the
ideal clinic criteria
Improved performance against national core standards
including waiting times, five key priorities
Improved availability of vital and essential medicines
All stable patients enrolled on centralised chronic
medicine dispensing and distribution programme
11
MEC’s Performance Agreement

Implementation of Workplace Indicators of approved
Staffing Needs (WISN) in all PHC facilities
Approved organisational structure
All Hospitals and Clinics implementing Lean Management
Improved EMS response times
EMS service is integrated with hospital emergency
departments
Implement Bed Beaure Management

Service providers paid within 30 days

Revenue collected

Accruals not cleared against the goods and services budget

Modernised Supply chain management and procurement

Strengthening
health system
and NHI Roll-out
Strengthening Systems






Tertiary and central hospitals implementing activity based
costing in all departments
Unqualified Audit
12
MEC’s Performance Agreement
Prevention &
reduction of
burden of
disease
Burden of Disease





Primary Health Care

Improve the quality, efficiency and effectiveness of
Primary Health Care services

Ward Based Teams in all 508 wards

Ensure functional District Clinical Specialist Teams
established

Expand and increase school health services
Promote and activate communities to practice a healthy
lifestyle
Fight against HIV and AIDS and TB (90/90/90 UNAIDS)

Number of men and women tested for HIV 90%

90% of patients registered on ART

90% of patients to have their viral load suppressed

90% of patients screened for TB

Reduce new infections by 50%
Maternal, infant and child mortality

Maternal Homes

Provision of Post natal care for mother and baby

Implement Kangaroo mother care in hospitals

Establish fully functional breast milk banks
Address social determinants of health
13
MEC’s Performance Agreement
Transform the
Economy
Township Economy

Partnering with DED, this centre will maintain and repair
health emergency vehicles, especially Ambulances and
GPG Vehicles

All linen contracts awarded to women cooperatives

Procuring/buying vegetables from local farmers

Procuring/buying dairy products from local farmers

Procuring/buying bread from small medium scale Bakeries

Wheelchair Repairs: Youth, women and people with
disabilities to benefit as cooperatives
14
MEC’s Performance Agreement
Unified Health
Information
System
Modernisation













Monitor Broadband connectivity to all health facilities by GDF
Document and implement ITC Road Map
Scanning of all patient records and Implement a electronic
patient records management system
Roll out of V-block infrastructure
Develop and implement Ehealth and Mhealth solutions
Upgrade health information system ensuring a complete
eHealth patient record is created
Roll out of PACS to all Hospitals and interface with HIS
Implementation of a Bed Beaure Management System linking
EMS and all Hospitals
Expansion of the PASOP app
Explanation of the application for the capture of data by
Community Health Care Workers
Re-engineer and procurement of computer aided call taking
and dispatch system
Procure Modernized Histology Equipment
Procure toxicology processing equipment
15
The process being followed is a key component to ensuring success of the overall
project.
GPG 2020 Strategic planning
process and outcomes
OUTPUTS
Alignment?
Strategic
Objectives
5/20 year
review
Key Driving
Forces
Alignment?
Alignment?
GDoH 2020
Strategic plan
Desired
outcomes
GDoH APP
What factors are driving
change in our
environment?
Strategic
goals
What are game changers
What are factors affecting
service delivery
Institutional
strategic plans
District Health
Plans
Vision 20202
Institutional/Directorate
operational / Municipal
Plans
PROCESS
Emphasis on broad Stakeholders consultation and participation
Stakeholder engagement
2015-2020 process
driven by Department
with support of
Strategic Plan Steering
Committee
Stakeholder engagement
High-level workshops
with senior
management and
experts
Internal stakeholder
interviews
Expert engagement
priority programmes
(HAST, MCWH)
Workshops with
external stakeholders
16
Workshops, round tables
& interaction with
programme managers for
eight Budget Programmes
16
Accelerated Social Transformation
KEY POINTS
ACTIONS
ICT (Modernisation)













Monitor Broadband connectivity to all health facilities by GDF
Document and implement ITC Road Map
Scanning of all patient records and Implement a electronic patient
records management system
Roll out of V-block infrastructure
Develop and implement Ehealth and Mhealth solutions
Upgrade health information system ensuring a complete eHealth
patient record is created
Roll out of PACS to all Hospitals and interface with HIS
Implementation of a Bed Beaure Management System linking EMS
and all Hospitals
Expansion of the PASOP app
Explanation of the application for the capture of data by Community
Health Care Workers
Re-engineer and procurement of computer aided call taking and
dispatch system
Procure Modernized Histology Equipment
Procure toxicology processing equipment
17
Accelerated Social Transformation
PROVINCIAL MANDATES
ACTIONS
PHC care is the backbone of our
Health System






By 2019, all health facilities will complying with norms and
standards of Quality Assurance core priorities
WBOT’s in all 508 wards
Life expectancy to increase to 70 years in line with the NDP
Increase TB cure rate to 95%
Implementation of the 90, 90, 90 strategy
Upscaling of the PASOP Campaign
NHI Rollout to all districts

Roll out of NHI in all 5 districts
National Core Standards
Compliance

Compliance with the National Core Standards for health facilities
TAS (Section 18 PFMA)


Ensure lifting of administration by end of May 2015
Stabilise finances especially payment of suppliers within 30 days,
reduce accruals and improved revenue management
Renaming of 3 hospitals (process
to launch new names)



Zola-Jabulani to Bheki Mlangeni
NNH to Thelle Mogoerane
Far East Rand to Ms Ruth First
18
Accelerated Social Transformation
PROVINCIAL MANDATES
ACTIONS
Improving Health Infrastructure
Building of new hospitals
 Soshanguve
 Lillian Ngoyi
Revitalisation hospitals
 Jubilee
 Kalafong
 Sebokeng
 Dr Yusuf Dadoo
EPWP’s and Tshepo 500 000




CHW’s
Data Captures
CHW’s or EPWP’s who have completed grade 12 Maths,
Science or Biology to be trained as Pharmacy assistants
or nurses
EPWP workers who are working as cleaners at facilities to
be absorbed into permanent posts where ever posts are
available
19
Accelerated Social Transformation
PROVINCIAL MANDATES
ACTIONS
Comprehensive Response to Drug Abuse 
Development of Prototype Treatment Centre – 1
stop integrated comprehensive treatment of
substance abuse
Eradication of Gender Based Violence

War Room
 Walk-in-centre established and staffed (awaiting
branding)
 Team leaders and CHCW’s allocated to 50 priority
wards
 Health war room team established
 Training of teams
 Case resolution management
Disclosures (SMS)





Research and Development Capacity
Medico-legal forensic clinics (victim support)
100% by SMS
No business with government by SMS
Functional PHRC unit/committee
MOA with universities
Partnership with GCRO, health questions with in
the 2015 Quality of Life Survey and analysis of
data from the WBOT’s
20
Alignment of Strategic Goals with MTSF
Goals
21
2015/16 – 2020 Strategic Plan
Batch 3
Feb 2018 – Aug 2019
Batch 2
Aug 2016 – Feb 2018
Batch 1
Feb 2015 – Aug 2016
•
Goal 1:
Prevent
Teen pregnancy
Goal 2:
Reduce HIV
and TB
•
•
•
Bed management system
Emergency medical services
Equipment maintenance
Goal 3: Access
•
Immunisation
•
STI infections
• Referral system
• Equipment shortages
• Infrastructure planning - EMS
• Maintenance – primary healthcare
• Primary healthcare facilities
• Planning – primary healthcare
• Maintenance – EMS, secondary and
tertiary hospitals
Goal 4:
Deliver
Goal 5: Excel
•
•
•
•
•
Linen
Waiting times
Pharmaceutical supplies
Infection prevention and control
Operationally disciplined
•
•
•
•
Risk management
Ensure infrastructure spend
Spend analysis
Payment of service providers within
30 days
Revenue collection
Reduce wastage and improve
efficiency and procurement
•
•
•
•
•
Customer service
Workforce planning
Patient information system
Further priorities in Batch 2 and 3 to be determined prior to the start of each batch
SOURCE: GDoH Strategy workshop ICU initiative selection
22
Strategic Goal
Improved health
and well-being of all
citizens, with an
emphasis on
children and
women
Strategic Goals and Objectives
Strategic Objectives

MCWH


Reduce maternal morbidity and
mortality due to pregnancy and
childbirth
Reduce perinatal and neonatal
morbidity and mortality
Expand integrated school health
services
23
Strategic Goals and Objectives
Strategic Goal
Improved health
and well-being of all
citizens, with an
emphasis on
children and
women
Strategic Objectives


MCWH

Reduce mother to child
transmission
Reduce the levels of unwanted
pregnancies in all women of
reproductive age
Reduce the incidence and
prevalence of cervical cancer
24
Strategic Goals and Objectives
Strategic Goal
Reduced rate of
new infections
and burden of
HIV & AIDS and
TB
Strategic Objectives


HIV and AIDS
& TB




Reduce incidents of new HIV
infections & STIs
Improve care and life expectancy for
HIV positive people
Increase opportunities for testing
and screening for TB
Reduce new TB infections
Reduce mortality for people with TB
Combat MDRTB
25
Strategic Goals and Objectives
Strategic Goal
Increased equal and
timely access to
efficient and quality
health care
services, thereby
preparing for
roll-out of NHI
Strategic Objectives



Expand Primary
Health Care




Increase NHI coverage in the province
Expand ward-based PHC outreach
teams
Improve functionality of district clinical
specialist teams
Increase quality and access of PHC
facilities
Prevent non-natural deaths caused by
injury, accidents and violence
Reduce prevalence of targeted
non-communicable diseases
Improve quality of patient services
26
Strategic Goals and Objectives
Strategic Goal
Increased equal and
timely access to
efficient and quality
health care
services, thereby
preparing for
roll-out of NHI
Strategic Objectives

Efficient Hospital
Services


Quality Assurance
within PHC and
hospital services

Improve access and efficiency of
regional and specialised care
Improve quality of clinical care
Improve access and efficiency of
central and tertiary care
Increase quality of patient services
27
Strategic Goals and Objectives
Strategic Goal
Increased equal and
timely access to
efficient and quality
health care
services, thereby
preparing for
roll-out of NHI
Strategic Objectives

Expand Primary
Health Care


EMS
Increase availability of pharmaceuticals
Improve access and usage of
pharmaceuticals
Improve quality and access to EMS
services
28
Strategic Goals and Objectives
Strategic Goal
Strategic Objectives

Excellence in our
non-clinical
functions
Financial
Management


Improve financial management
skills and out-comes for the health
sector
Improve revenue collection
Establish accurate cost base for
health department budget
29
Strategic Goals and Objectives
Strategic Goal
Excellence in our
non-clinical
functions
Strategic Objectives

Human Resource
Development


Human Resource
Management


Develop a competent and
accountable health workforce
that matches demand
Increase employee satisfaction
Create an effective
organisation
Increase recruitment and
retention of qualified health
care workers
Ensure equitable and diverse
workforce
30
Strategic Goals and Objectives
Strategic Goal
Excellence in our
non-clinical
functions
Strategic Objectives
Governance
Structures


ICT

SCM
Improve functionality of Governance
Structures
Improve quality of and access to
information systems in health care
facilities
Promote procurement from local
communities and modernisation of
SCM technology
31
Strategic Goals and Objectives
Strategic Goal
Strategic Objectives

Excellence in our
non-clinical
functions

Improving
Infrastructure dev
& Maintenance

Deliver infrastructure
Improve governance and contract
management
Maintain CHC facilities and (nonmedical) equipment within CHC
facilities
32
2015/16 -18 Annual Performance Plan
33
2015/16-18 Annual Performance Plan: Administration
 Improving Quality of Health Care
Increased equal
and timely access
to efficient and
quality health care
services, thereby
preparing for rollout of NHI
Strategic Goal





Implement the Lean Management project and
electronic queuing systems in all hospitals and
district to reduce waiting times
Conduct gap assessment and develop quality
improvement plans in all hospitals to improve
quality of care
Increase performance of all facilities against
the national core standards & compliance
through certification by Office of Health
Standards Compliance
Conduct patient satisfaction survey at all
health institutions
Better management of serious adverse events
34
2015/16-18 Annual Performance Plan: Administration
Excellence in our
non-clinical
functions
Strategic Goal
 Implementation of Turnaround Strategy
 Engage service providers and resolve
outstanding accruals, and improve
procurement systems with electronic
procurement implemented, exit from
Section 18
 Improve financial management skills and
outcomes for the Department
 Ensure Department obtain an unqualified
audit opinion
 Activity-based costing completed and
resource requirements of health services
determined
35
2015/16-18 Annual Performance Plan: Administration
Excellence in our
non-clinical
functions
Strategic Goal
 Effective management of information system
 Develop and implement efficient integrated
patient based management Information System to
improve decision making
 Improved records management including scanning
of all existing records in central, tertiary and
regional hospitals
 Upgrade ICT infrastructure and ensure
connectivity in all health facilities
 Upgrade health information system, roll out PACS
and interface with HIS and NHLS, develop and
implement e-health and m-health solutions
 Build multi-skilled health information personnel
36
2015/16-18 Annual Performance Plan: Administration
Excellence in our
non-clinical
functions
Strategic Goal
 Improve Human Resource for Health
 Implementation of WISN Staffing Needs in all PHC
facilities
 Develop, cost and publish human resource for
Health plan for implementation in the
Department
 Strengthen Labour Relation Processes and
Systems to achieve legislated turnaround times
 Implement, manage and enforce the general and
Commuted Overtime policies to reduce and
eliminate abuse and over expenditure on CoE,
including RWOPS
 Ensure compliance with performance
management system
 Recruitment of women at SMS levels
 Recruitment of people with disabilities
 Improve access for people with disabilities
37
Administration: Strategic Objectives, Indicators and Targets
Strategic objective
Performance Indicator
Strategic Plan
Target
2015/16
Target
Q1
(2019/20)
Improve quality of
patient services
Number of hospitals
implementing Lean
Management project
Improve quality of
and access to
information systems
in health care
facilities
Number of mhealth
applications developed
N/A
Number of hospitals with
PACS
Number of hospitals with
scanned medical records
36
Percentage of Hospitals
with Broadband access
Percentage of fixed PHC
facilities with broadband
access
36 and 375
Clinics
Q3
Q4
98
98
99
99
100%
25%
25%
25%
25%
36
9
11
10
6
25% of
clinics
50% of
Clinics
36
1%
(2)
Q2
19
Hospitals
and 375
Clinics
36
50%
(18)
2015/16 Quarterly Targets
50% of 100% of
Hospitals Hospitals
100%
25%
25%
25%
25%
100%
25%
25%
25%
25%
38
Administration: Strategic Objectives, Indicators and Targets
Strategic objective
Performance indicators
Strategic
plan Target
2015/16
Target
(2019/20)
Improve financial Audit opinion from Auditor
management skills General
and out-comes for
the health sector
Unqualified
Improve revenue
collection
R522m
Rand value of revenue
collected
Establish accurate
Percentage of actual spend
cost base for
against forecast
Gauteng health
department budget
Ensure Equitable
and Diverse
Workforce
Percentage of women in
senior management posts
(106) senior managers)
Percentage of people with
disabilities employed by
the Gauteng Department
2015/16 Quarterly Targets
Q1
Unqualified
Q2
NA
Q3
NA
Q4
NA
Unqualified
700,000,000 175,000,000 175,000,000 175,000,000 175,000,000
<2%
<2%
NA
NA
NA
<2%
50%
43%
37%
39%
41%
43%
2%
2%
0.5%
1%
1.5%
2%
2015/16 -18 Annual Performance Plan
PwC
40
2015/16 -18 Annual Performance Plan: DHS
 Universal coverage through implementation
of National Health Insurance (NHI)
Strategic Goal
Increased equal
and timely access
to efficient and
quality health
care services,
thereby preparing
for roll-out of
National Health
Insurance (NHI)
 Expansion of NHI implementation beyond
the Tshwane Health District
 Increase doctor support at CHCs and clinics
levels
 Roll-out of Ideal Clinic Project to all the
health districts in the Province
41
2015/16 -18 Annual Performance Plan: DHS
Increased equal
and timely access
to efficient and
quality health
care services,
thereby preparing
for roll-out of NHI
Strategic Goal
 Strengthen Re-engineering of Primary
Health Care
 Accelerate the implementation of Primary
Health care (PHC) services through PHC reengineering’s three streams
 Expansion of Ward Based Outreach
Teams (WBOTs) based on Brazilian and
Cuban models
 Implementation of District Clinical
Specialist Teams (DCST) contributing to
reduction of maternal, infant and child
mortality
42
Increased equal
and timely access
to efficient and
quality health
care services,
thereby preparing
for roll-out of NHI
Strategic Goal
2015/16 -18 Annual Performance Plan: DHS
 Implementation of District Mental Health Specialist
teams will improve access and quality of mental health
service delivery
 Strengthen integration of all district based programmes
such as Mental Health Services, Oral Health Services and
Rehabilitation and Radiography into PHC services
 The Department will also expand the Integrated Chronic
Disease Management (ICDM) programme to more than
100 000 patients. This will ensure that patients receive
medicine through the direct delivery programme and
decongest PHC facilities
 Ensure appropriate service delivery at all levels of care
that prevent disability and restore integration of people
with disability, mental health disorders and those that
require psychosocial rehabilitation in hospitals and in the
community
 Strengthen partnerships with civil society and other
external
stakeholders
and
interdepartmental
collaboration and communication
43
DHS: Strategic objectives, Indicators and Targets
Strategic
objective
Performance indicators
Increase quality Number CHCs providing
and access in PHC 24 hour services
facilities
Expand wardbased PHC
outreach teams
Number of fully-fledged,
functional Ward Based
Outreach Teams
Increased quality Number of assistive
and access in PHC devices issued
facilities
Percentage of PHC
facilities with integrated
mental health services
Number of Fissure
Sealants placed
Strategic
Plan Target
(2019/20)
2015/16
Target
2015/16 Quarterly Targets
Q1
Q2
Q3
Q4
35
35
10
10
10
5
508
372
93
93
93
93
N/A
36 000
9 000
18 000
27 000
36 000
100%
85%
75%
78%
81%
85%
N/A
53 500
13 375
13 375
13 375
133 75
44
2015/16 -18 Annual Performance Plan: DHS
Strategic Objective
Programme Performance
Indicator
Increase NHI coverage in
the province
Number of Districts piloting NHI
interventions
5
5
NHI Consultation Fora established
1
No
5.3%
50%
N/A
1
OHH registration visit coverage
(annualised)
N/A
70%
60%
65%
68%
70%
Number of Districts with District
Clinical Specialist Teams (DCSTs)
5
5
5
5
5
5
Patient Experience of Care Survey
rate
N/A
100%
100%
100%
100%
100%
Patient Experience of care rate
N/A
90%
90%
90%
90%
90%
PHC Utilisation rate
N/A
N/A
3
3
3
3
3
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
Increase quality and
access in PHC services
Expand ward-based PHC
outreach teams
Improve functionality of
district clinical specialist
teams
Improve quality of
patient services
Percentage of fixed PHC facilities
scoring above 80% on the ideal
clinic dashboard
Number of District Mental Health
Teams established
Complaints resolution rate
Respond to complaints within 24
hours
Strategic Plan
Target
(2019/20)
N/A
2015/16
Target
2015/16 Quarterly Targets
Q4
Q1
Q2
Q3
5
5
N/A
N/A
12.5%
N/A
12.5%
N/A
5
N/A
5
No
12.5%
N/A
12.5%
1
45
2015/16 -18 Annual Performance Plan: DHS
Strategic
Objective
Improve quality of
patient services
Programme Performance
Indicator
National Core Standards selfassessment rate
Strategic
plan target
(2019/20)
2015/16 Quarterly Targets
2015/16
Target
Q1
Q2
Q3
Q4
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
90%
100%
100%
100%
100%
100%
Patient experience of care Survey
Rate
N/A
100%
100%
100%
100%
100%
Patient experience of care rate
85%
90%
90%
90%
90%
90%
Complaints resolution rate
N/A
100%
100%
100%
100%
100%
Respond to complaints within 24
hours
N/A
100%
100%
100%
100%
100%
Average Length of Stay
N/A
4
4
4
4
4
Inpatient Bed Utilisation Rate
N/A
80%
80%
80%
80%
80%
N/A
R2500
R2500
R2500
R2500
R2500
Quality improvement plan after selfassessment rate
Percentage of hospitals compliant
with all extreme and vital measures
of the national core standards
Expenditure per PDE
46
2015/16 -18 Annual Performance Plan
47
2015/16 -18 Annual Performance Plan : HIV and AIDS, STI and TB
 Intensify HIV and AIDS Programme
Increased equal
and timely access
to efficient and
quality health
care services,
thereby preparing
for roll-out of NHI
Strategic Goal




Reduce new HIV infections: reducing mother to
child transmission of HIV, expansion of medical
male circumcision programme and strengthening
the multisectoral response; HCT expansion,
targeting vulnerable and high risk groups
Strengthen management of patient with HIV and
TB co-infection
Expand ART programme and roll-out fixed dose
combination
Provide training of TB staff on NIMART and
NIMDR to increase uptake of ART and TB
48
2015/16 -18 Annual Performance Plan : HIV and AIDS, STI and TB
Reduced rate of
new infections
and burden of
HIV & AIDS and
TB
Strategic Goal
 Tuberculosis (TB) prevention and
management
 Further improve TB cure rate and defaulter
rate
 Improve linkage to care following MDR
diagnosis
 Standardise contact tracing and hold staff
accountable for conducting contact tracing
 Integrate TB/HIV for DR-TB patients
 Improve social support for DR-TB patients and
their families
 Ensure adequate TB infection control at all
levels
49
2015/16 -18 Annual Performance Plan : HIV and AIDS, STI and TB
Strategic Objective
Programme
Performance
Indicator
Strategic
2015/16
Plan Target Target
(2019/20)
Q1
Q2
Q3
50%
15%
N/A
N/A
N/A
<1.5%
<1.5%
<1.5%
<1.5%
<1.5%
1.5 Million
375,000
375,000
375,000
375,000
2015/16 quarterly Targets
Q4
Reduce incidents of
new HIV infections &
STI
Reduction of new HIV
infections young men
and women aged 15-49
Reduce mother to
child transmission
Transmission rate from
mother to child
2%
Improve care and life
expectancy for HIV
positive people
Total patients remaining
on ART
90%
Patients tested for HIV
(incl ANC)1
4m
4 Million
1 Million
1 Million
1 Million
1 million
Male condom
distribution Rate
(Annualised)
309m
191 782 721
47 945 680
47 945 680
47 945 680
47 945 680
Female condom
distribution Rate
(Annualised)
5m
4.4 Million
1.4 Million
1.4 Million
1.4 Million
1.4 Million
1 314 246
300,000
75,000
75,000
75,000
75,000
Reduce incidents of
new HIV infections &
STI
Medical male
circumcision performed Total
15%
50
2015/16 -18 Annual Performance Plan : HIV and AIDS, STI and TB
Strategic Objective
Programme
Performance
Indicator
Strategic
Plan Target
(2019/20)
2015/16
Target
2015/16 quarterly Targets
Q1
Increase
opportunities for
TB symptom 5yrs and
testing and screening older screened rate
for TB
Combat MDR TB
Q3
Q4
5m
30%
24%
26%
28%
30%
<87%
90%
90%
90%
90%
90%
TB patient lost to
follow up rate
<4%
3%
3%
3%
3%
3%
TB patient death Rate
<5%
2.00%
N/A
N/A
N/A
2.00%
TB MDR confirmed
treatment start rate
80%
70%
70%
70%
70%
80%
TB MDR treatment
success rate
65%
90%
90%
90%
90%
90%
TB patient treatment
success rate
Reduce mortality for
people with TB
Q2
51
2015/16 -18 Annual Performance Plan
52
Decreasing
maternal, infant
and child
mortality
Strategic Goal
2015/16 -18 Annual Performance Plan: MCWHN
 Implementation of the Campaign on Accelerated Reduction
of Maternal and Child Mortality in Africa (CARMMA)
 Reduce Maternal Mortality through implementation of early
initiation of antenatal care, provision of obstetric
ambulances at all MOUs and District Hospitals, We will
improve use of partogram and post-caesarean section
monitoring
 Provide support for ESMOE training for training doctors,
nurses and paramedics at institutions perform fire drill
according to protocol
 Hospitals accredited as mother and baby friendly and
Kangaroo Mother Care
 Improve family planning & quality of contraceptives through
rollout of long acting reversible contraceptives to all facilities
 The Integrated School Health Services will be expanded and
implemented for grade R, 1 and 8 pupils
53
2015/16 -18 Annual Performance Plan: MCWHN
Strategic Objective
Programme Performance
Indicators
Strategic plan 2015/16
target
Target
(2019/20)
Reduce maternal morbidity
and mortality due to
pregnancy and childbirth
Maternal mortality in facility
ratio (annualised)
Q1
Q2
Q3
Q4
50/100000
90%
90%
90%
90%
90%
90%
90%
90%
90%
90%
90%
Mother postnatal visit
within 6 days rate)
90%
90%
90%
90%
90%
90%
Antenatal patient initiated
on ART rate
98%
90%
90%
90%
90%
90%
Infant 1st PCR test positive
around 6 weeks rate
0.80%
<1.5%
<1.5%
<1.5%
Antenatal 1st visit before 20
weeks rate
Reduce mother to child
transmission
2015/16 Quarterly Targets
<1.5% <1.5%
54
2015/16 -18 Annual Performance Plan: MCWHN
Strategic Objective
Reduce perinatal and
neonatal morbidity
and mortality
Programme Performance Indicator
Inpatient early neonatal death rate
Strategic
plan target
(2019/20)
2015/16
Target
2015/16 Quarterly Targets
Q1
Q2
Q3
Q4
<10/1000
10
N/A
N/A
N/A
10
Immunisation coverage under 1 year
(annualised)
95%
95%
95%
95%
95%
95%
Measles 2nd dose coverage
(annualised)
95%
95%
95%
95%
95%
95%
DTaP-IPV/Hib 3 - Measles 1st dose dropout rate
<2%
<10%
<10%
<10%
<10%
<10%
<2%
2%
2%
2%
2%
2%
N/A
2.5%
2.5%
2.5%
2.5%
2.5%
6.10%
5%
5%
5%
5%
5%
N/A
95%
95%
95%
95%
95%
Child under 5 years diarrhoea case
fatality rate
Child under 5 years pneumonia case
fatality rate
Child under 5 years severe acute
malnutrition case fatality rate
Vitamin A dose 12 - 59 months coverage
(annualised)
55
2015/16 -18 Annual Performance Plan: MCWHN
Strategic Objective
Expand integrated school
health services
Reduce the levels of
unwanted pregnancies in
all women of reproductive
age
Reduce the incidence and
prevalence of cervical
cancer
Programme Performance
Indicators
Strategic plan 2015/16
target
Target
(2019/20)
2015/16 Quarterly Targets
Q1
Q2
Q3
Q4
School Grade R screening
coverage (annualised)
N/A
100%
25%
25%
25%
25%
School Grade 1 screening
coverage (annualised)
40%
100%
25%
25%
25%
25%
School Grade 8 screening
coverage (annualised)
25%
100%
25%
25%
25%
25%
80%
70%
17%
17%
18%
18%
70%
80%
20%
20%
20%
20%
90%
90%
90%
90%
90%
90%
Couple year protection rate
(annualised)
Cervical cancer screening Coverage
(Annualised)
Human Papilloma Virus Vaccine
1st dose coverage
56
2015/16 -18 Annual Performance Plan
57
Improved health
and well-being of
all citizens, with
an emphasis on
children and
women
Strategic Goal
2015/16 -18 Annual Performance Plan : Disease Control and Prevention
 Develop and implement a Social Behaviour
Change Communication Strategy; ensuring
healthy lifestyle campaigns take priority
 Roll out Integrated Chronic Disease
Management Model in all 5 districts
 Develop and implement Communicable disease
control monitoring and evaluation plan
 Increase performance of cataract surgery in all
hospitals
 Recruit and sustain optometrists and health
promoters
 Implementation of the malaria elimination
strategy
58
2015/16 -18 Annual Performance Plan : Disease Control and Prevention
Strategic Objective
Reduce prevalence of
non-communicable
diseases
Prevent non-natural
deaths caused by injury,
accidents and violence
Performance Indicator
Number of noncommunicable diseases
educational campaigns/
programmes (cumulative)
Patient screened for
hypertension - 25 years and
older
Patients screened for
diabetes - 5 years and older
Cataract surgery rate
annualised
Patients screened for mental
disorder
Patients treated for mental
disorders
Malaria case fatality rate
Strategic
Plan Target
(2019/20)
2015/16
Target
N/A
100% of
Schools
and clinics
25%
25%
25%
25%
550 00
100%
100%
100%
100%
100%
280 00
100%
100%
100%
100%
100%
N/A
1300/mil
1300/mil
1300/ml
1300/mil
1300/mil
N/A
50%
50%
50%
50%
50%
N/A
100%
100%
100%
100%
100%
N/A
<0.3%
<0.3%
<0.3%
<0.3%
<0.3%
2015/16 Quarterly Targets
Q1
Q2
Q3
Q4
59
2015/16 -18 Annual Performance Plan
PwC
60
60
Effective and
efficient
emergency
medical care and
non-emergency
medical services
Strategic Goal
2015/16 -18 Annual Performance Plan: EMS and Planned Patient Transport
 Integrated computer aided call taking and dispatch
system implemented
 Integrated Disaster Management Centre & EMS
efficiency
 To provide comprehensive EMS service, staffed by fully
qualified paramedics with necessary equipment ,
integrated with Hospital Emergency Departments
 Support the Department of Economic Development
(DED) with specifications and design of purpose built
ambulances, to pursue investment to establish plants to
manufacture Ambulances. (DED to lead the process)
 Engage with Engineering faculties, technical
colleges/technicians, to establish automotive
ambulance repair centres through the government
approved contractor
61
EMS &PPT: Strategic Objectives, Indicator and Targets
Strategic
Objective
Performance Indicator
Improve quality
EMS P1 urban response
and access to EMS under 15 minutes rate
services
EMS P1 rural response
under 60 minutes rate
Coordinate
processes to
complete
provincialisation
of EMS
Strategic
Plan Target
(2019/20)
2015/16
Target
2015/16 Quarterly Targets
Q1
Q2
Q3
Q4
90%
99%
99%
99%
99%
99%
100%
100%
100%
100%
100%
100%
EMS inter - facility
transfer rate
15%
12%
10.5%
11%
11.5%
12%
Number of Districts
Health Council with
provincialised EMS
N/A
2
2
2
2
2
1
Costing and
Planning
Procurement
Activation
1
Integration of disaster
management with EMS
Bed Beaure
management to be
impended in all
hospitals co-ordinated
by the EMS operations
centre
N/A
36
Steve Biko
Charlotte
Cluster Maxeke Cluster
George
Chris Hani
Mukhari
Bara Cluster
Cluster
62
2015/16 -18 Annual Performance Plan
PwC
63
Increased equal
and timely access
to efficient and
quality health
care services,
thereby preparing
for roll-out of NHI
Strategic Goal
2015/16 -18 Annual Performance Plan: Hospital Services
 Implement national policies on conditional grants
and revitalisation of hospital services; and
 Compliance to the National Health Act
 Implementation of Hospitals Turnaround Plan
(Accord), which include Improvement of
medicine’s supply through Direct Delivery from
Suppliers, Ward-Based management, equipment
procurement and maintenance
 Strengthen the bi-directional referral systems
through hospital clusters headed by each Central
hospital
 Implement cost containment measures functional
business unit and ward based management in all
hospitals
64
Increased equal
and timely access
to efficient and
quality health
care services,
thereby preparing
for roll-out of NHI
Strategic Goal
2015/16 -18 Annual Performance Plan: Hospital Services
 Improve systems for logistics and stock
management, and equipment procurement and
maintenance.
 Compliance with National Core Standards;
and, Implementation of Lean Management
Project to reduce waiting times;
 Increase the number of both neonatal and
adult ICU beds;
 Strengthen implementation of Mental Health
Care Act (MHCA) at all levels of care
 Strengthen TB management at Sizwe Hospital
65
Regional Hospitals : Strategic objectives, Indicators and Targets
Strategic Objective
Increase quality of
patient services
Performance Indicator
Strategic Plan
Target
(2019/20)
2015/16
Target
100%
2015/16 Quarterly Targets
Q1
Q2
100%
100%
100%
100%
100%
Quality Improvement plan after
100%
self-assessment rate
100%
100%
100%
100%
100%
Percentage of Hospitals
compliant with all extreme and
vital measures of the national
core standards
100%
90%
90%
90%
90%
90%
Patient experience of care
Survey rate
100%
100%
100%
100%
100%
100%
80%
90%
90%
90%
90%
90%
National Core Standard selfassessment rate
Q3
Q4
Patient experience of care rate
66
Regional Hospitals: Strategic objectives, Indicators and Targets
Strategic Objective
Performance Indicator
Strategic
Plan Target
(2019/20)
2015/16
Target
2015/16 Quarterly Targets
Q1
Increase quality of
patient services
Q2
Q3
Q4
Complaints resolution rate
N/A
100%
100%
100%
100%
100%
>95%
100%
100%
100%
100%
100%
4.7 Days
4.8
4.8
4.8
4.8
4.8
Inpatient Bed Utilisation
Rate
78%
80%
80%
80%
80%
80%
Expenditure per patient day
equivalent (PDE)
N/A
R2250
R2250
R2250 R2250
Respond to complaints
within 24 hours
Improve access and
efficiency of regional
and specialised care
Average Length of Stay
R2250
67
Strategic Objectives, Indicators and Targets: Specialised Hospitals
Strategic Objective
Performance Indicator
Strategic
Plan Target
(2019/20)
2015/16
Target
2015/16 Quarterly Targets
Q2
Q1
Improve access and
efficiency of regional
and specialised care
Q3
Q4
Inpatient Bed Utilisation
Rate
Respond to complaints
within 24 hours
Patient Experience of care
Rate
85%
75%
75%
75%
75%
75%
>95%
100%
100%
100%
100%
100%
N/A
90%
90%
90%
90%
90%
68
2015/16 -18 Annual Performance Plan
PwC
69
Increased equal
and timely access
to efficient and
quality health
care services,
thereby preparing
for roll-out of NHI
Strategic Goal
SUB-PROGRAMME: Tertiary Hospitals
 Implementation of Hospitals Turnaround Plan (Accord),
which include Improvement of medicine’s supply
through Direct Delivery from Suppliers, Ward-Based
management, equipment procurement and
maintenance
 Strengthen the referral system through hospital clusters
headed by each Central hospital; and
 Agree and implement service level agreements with
universities
 Modernise tertiary services
 Implement Activity Based Costing, Implement
Functional Business Unit
 Implementation of Electronic Record Management
System
 Compliance with National Core Standards and
implement Lean Management to reduce waiting times
70
SUB-PROGRAMME: Tertiary Hospitals
Strategic Objective
Improve quality of
clinical care
Improve access and
efficiency of central
and tertiary care
Performance Indicator
National Core Standards selfassessment rate
Quality Improvement Plan after
self-assessment rate
Percentage of Hospitals compliant
with all extreme and vital
measures of the national core
standards
Patient Experience of care Survey
Rate
Patient Experience of care Rate
Complaint Resolution rate
Respond to complaints within 24
hours
Average Length of Stay
Inpatient Bed Utilisation Rate
Expenditure per patient day
equivalent (PDE)
Strategic
2015/16
Plan Target Target
(2019/20)
Q1
2015/16 Targets
Q2
Q3
Q4
N/A
100%
100%
100%
100%
100%
N/A
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
N/A
100%
100%
100%
100%
100%
80%
<95%
90%
100%
100%
90%
100%
100%
90%
100%
100%
90%
100%
100%
90%
100%
100%
N/A
5.4
5.4
5.4
5.4
5.4
82%
R2625
80%
R2625
80%
R2625
82%
R2625
82%
R2625
71
Increased equal
and timely access
to efficient and
quality health
care services,
thereby preparing
for roll-out of NHI
Strategic Goal
SUB-PROGRAMME: Central Hospitals
 Transfer of Central hospitals to National Department of Health
completed and seamless co-ordination between provincial
and national services
 Implement national policies on conditional grants and
revitalisation of hospital services;
 Implement the Accord between WITS and the Department,
which includes Direct Delivery from Suppliers, Implement
Ward-Based Management Approach, and equipment
procurement and maintenance
 Implementation of Electronic Record Management System
 Compliance with National Core Standards including
implementing Lean Management to reduce waiting times
 Implement functional business unit and ward based
management in all hospitals, improved bi-directional referral
systems and Improved systems for logistics and stock
management
 Implement service level agreements with universities
72
Central Hospitals: Strategic Objectives, Indicators and Targets
Strategic Objective Performance Indicator
Improve quality of National Core Standards selfpatient services
assessment rate
Quality Improvement Plan after
self-assessment rate
Percentage of Hospitals
compliant with all extreme and
vital measures of the national
core standards
Patient Experience of care Survey
Rate
Patient Experience of care Rate
Complaints resolution rate
Respond to complaints within 24
hours
Improve access
Average Length of Stay
and efficiency of
Inpatient Bed Utilisation Rate
central and tertiary
care
Expenditure per patient day
equivalent (PDE)
Strategic
Plan Target
(2019/20)
2015/16
Target
2015/16 Targets
Q1
Q2
Q3
Q4
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
80%
N/A
>90%
90%
100%
90%
100%
90%
100%
90%
100%
90%
100%
100%
100%
100%
100%
100%
N/A
N/A
6
80%
6
80%
6
80%
6
80%
6
80%
N/A
3000
3000
3000
3000
3000
N/A
N/A
100%
N/A
73
SUB-Programme: Steve Biko Academic Hospital
Strategic Objective
Performance Indicator
Improve quality of National Core Standards selfpatient services
assessment rate
Strategic Plan 2015/16
Target
Target
(2019/20)
N/A
100%
Quality Improvement Plan after selfassessment rate
N/A
100%
Percentage of Hospitals compliant
with all extreme and vital measures
of the national core standards
100%
100%
Patient Experience of care Survey
Rate
Patient Experience of care Rate
Complaints resolution rate
Respond to complaints within 24
hours
Improve access and Average Length of Stay
efficiency of central Inpatient Bed Utilisation Rate
and tertiary care
Expenditure per patient day
equivalent (PDE)
2015/16 Targets
Q1
100%
100%
Q2
100%
100%
Q3
Q4
100%
100%
100%
100%
100%
100%
100%
100%
N/A
100%
100%
100%
100%
100%
80%
N/A
90%
100%
90%
100%
90%
100%
90%
100%
90%
100%
>95%
100%
100%
100%
100%
100%
N/A
N/A
6
80%
6
80%
6
80%
6
80%
6
80%
N/A
R4 000
R4 000
R4 000
R4 000
R4 000
74
Strategic
Objective
SUB-PROGRAMME:
Dr Strategic
George Mukhari
Academic
Hospital
Performance Indicator
2015/16
2015/16 Targets
Improve quality of National Core Standards selfpatient services
assessment rate
Quality Improvement Plan
after self-assessment rate
Percentage of Hospitals
compliant with all extreme and
vital measures of the national
core standards
Patient Experience of care
Survey Rate
Patient Experience of care Rate
Complaints resolution rate
Respond to complaints within
24 hours
Improve access
Average Length of Stay
and efficiency of
Inpatient Bed Utilisation Rate
central and
Expenditure per patient day
tertiary care
equivalent (PDE)
Plan Target
Target
Q1
78%
72%
74%
76%
78%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
80%
N/A
90%
100%
90%
100%
90%
100%
90%
100%
90%
100%
>95%
100%
100%
100%
100%
100%
N/A
6.8
6.8
6.8
6.8
6.8
N/A
76%
76%
76%
76%
76%
N/A
R3500
R3500
R3500
R3500
R3500
(2019/20)
N/A
N/A
100%
N/A
Q2
Q3
Q4
75
SUB-Programme: Charlotte Maxeke Johannesburg Academic Hospital
Strategic Objective
Performance Indicator
Improve quality of National Core Standards selfpatient services
assessment rate
Quality Improvement Plan after
self-assessment rate
Improve access
and efficiency of
central and tertiary
care
Percentage of Hospitals compliant
with all extreme and vital
measures of the national core
standards
Patient Experience of care Survey
Rate
Patient Experience of care Rate
Complaints resolution rate
Respond to complaints within 24
hours
Average Length of Stay
Inpatient Bed Utilisation Rate
Expenditure per patient day
equivalent (PDE)
Strategic
2015/16
Plan Target Target
(2019/20)
N/A
Q1
2015/16 Targets
Q2
Q3
Q4
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
N/A
100%
N/A
100%
100%
100%
100%
100%
100%
100%
80%
N/A
90%
100%
90%
100%
90%
100%
90%
100%
90%
100%
>95%
100%
100%
100%
100%
100%
N/A
N/A
6.2
85%
6.2
85%
6.2
85%
6.2.
85%
6.2
85%
N/A
R3 000
R3 000
R3 000
R3 000
R3 000
76
SUB-PROGRAMME: Chris Hani Baragwanath Academic Hospital
Strategic
Objective
Performance Indicator
Improve quality
of patient
services
National Core Standards selfassessment rate
N/A
Quality Improvement Plan after
self-assessment rate
N/A
Percentage of Hospitals compliant
with all extreme and vital measures
of the national core standards
Patient Experience of care Survey
Rate
Patient Experience of care Rate
Complaints resolution rate
Respond to complaints within 24
hours
Improve access
and efficiency of
central and
tertiary care
Average Length of Stay
Inpatient Bed Utilisation Rate
Expenditure per patient day
equivalent (PDE)
Strategic
Plan
Target
2015/16
Target
2015/16 Targets
Q1
Q2
Q3
Q4
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
80%
N/A
90%
100%
90%
100%
90%
100%
90%
100%
90%
100%
>95%
100%
100%
100%
100%
100%
N/A
N/A
5.8
79%
5.8
79%
5.8
79%
5.8
79%
5.8
79%
N/A
R3101
R3101
R3101
R3101
R3101
100%
N/A
77
2015/16 -18 Annual Performance Plan
PwC
78
Excellence in our
non-clinical
functions
Strategic Goal
2015/16 -18 Annual Performance Plan Health Sciences and Training
 Implement the Skills Development Act in compliance to
the key imperatives for job creation through Internships,
Learnerships, related graduate entry and the Expanded
Public Works Programmes
 The implementation of the HRD Strategy, policy and
strategic plan to give effect to the key legislative,
statutory and policy frameworks of government
generally and the health sector specifically
 Review the expanded teaching and learning platform in
line with the Service Transformation Plan and a
Department’s HRH plan, consistent with the
Memorandum of Agreement with the Institutions of
higher learning
 Participate in the South African/Cuban Medical training
program as per the Bilateral Cooperation Agreement
between South Africa and Cuba
79
Excellence in our
non-clinical
functions
Strategic Goal
2015/16 -18 Annual Performance Plan Health Sciences and Training
Develop
collaborative
strategic
alliances
and
partnerships with universities, private sector, NGOs and
key stakeholders through MOUs and SLAs
Participate in the literacy and numeracy strategy of
Government through the Gauteng Department of Health
Adult Basic Education and Training (ABET) Programme
and promote career progression
Improve access to an Integrated Employee Wellness
Service for all Department employees generally and
establish sustainable Wellness Centres in Gauteng
Department of Health institutions
Revitalisation of the Nursing profession: Development of
Provincial Nursing and Midwifery (Applied) Ethics
Committee in each district
80
2015/16 -18 Annual Performance Plan Health Sciences and Training
Strategic Objective
Performance Indicator
Strategic
2015/1 2015/16 Targets
Plan Target 6 Target
Q1
(2019/20)
Develop a competent
Basic nurse students graduating
and accountable health Intake of Medicine Students annually
workforce that matches
demand
Number of new medical students
enrolled annually on the RSA-Cuban
medical
Increase employees
satisfaction
Q2
Q3
Q4
1000
1000
N/A
N/A
1 000
650
N/A
N/A
N/A
660
10
80
N/A
N/A
N/A
80
Number of clinical engineers on
training
50
100
25
25
25
25
Number of Bursaries awarded for first
year medicine students
N/A
650
N/A
N/A
N/A
650
Number of Bursaries awarded for first
year nursing students
N/A
1 500
N/A
N/A
1500
1 500
Percentage of health facilities
conducting employee satisfaction
surveys
90%
100%
100%
100%
100%
100%
N/A
N/A
81
2015/16 -18 Annual Performance Plan
PwC
82
82
Increased equal and
timely access to
efficient and quality
health care
services, thereby
preparing for rollout of NHI
Strategic Goal
2015/16 -18 Annual Performance Plan: Health Care Support Services
 Strengthening of supply chain management systems
focusing on organisational design; contract
management, Procure to Pay System within the
Health Processing Centre
 Ensure full availability of the Essential Drug List
(EDL) at all facilities, in order to achieve quality and
effective patient care and to improve core service
efficiency
 strengthening systems to prevent drug stock outs at
facility level
 Implement Direct Deliveries from Suppliers
 Ensure successful implementation of the new
computerised ORACLE system
83
2015/16 -18 Annual Performance Plan: Health Care Support Services
Excellence in our
non-clinical
functions
Strategic Goal
 Transforming the health economy
 Coordinate establishment of plants to manufacture
Ambulance, Pharmaceuticals and other consumables in
conjunction with DED, the Department will bring new
investors
 Coordinate establishment automotive repair centre for all
vehicles related to health services in partnership with
Engineering faculties, technical colleges/Technicians
 The Department will support Cooperatives, SMMEs and
economic empowerment targeted to women through
provision of linen and other hospital related need
localisation of production and procurement
 Support local farmers who are producing protein, vegetables
and dairy products to supply fresh produce to our health
facilities; and
 Support small to medium scale Bakeries through supply
bread to health facilities
84
2015/16 -18 Annual Performance Plan: Health Care Support Services
Strategic
Objective
Performance Indicator
Strategic 2015/16
Plan Target Target
Q1
(2019/20)
Increase
Percentage of vital medicine availability at
availability of
health facilities
pharmaceuticals Percentage of essential medicine availability
at health facilities
Percentage of essential medicines delivered
directly to health facilities
Number of patients registered in the
Tshwane CCMDD programme
Number of patients enrolled on centralized
chronic medicine dispensing and distribution
programme
Number of patients registered with remote
automated dispensing unit
Percentage of genexpert results available
within 48 hours
2015/16 Targets
Q2
Q3
Q4
98%
99%
99%
99%
99%
99%
95%
99%
99%
99%
99%
99%
70%
70%
60%
70%
70%
70%
150000
100%
25%
25%
25%
25%
300000
100%
25%
25%
25%
25%
200000
50000
12500
25000
90%
90%
90%
90%
37500 50000
90%
90%
85
2015/16 -18 Annual Performance Plan: Health Care Support Services
Strategic Objective
Performance Indicator
Strategic
Plan
Target
2015/16
Target
2015/16 Targets
Q1
Q2
Q3
Q4
(2019/20)
Modernised Supply
Percentage of linen
chain management and contracts awarded to
procurement
women cooperatives
Increase access and
efficiency in hospitals
100%
100%
100%
100%
100%
100%
Percentage of hospital
procuring/buying
vegetables from local
farmers
100%
40%
40%
40%
40%
40%
Percentage of hospital
procuring/buying
dairy products from
local farmers
>80%
40%
40%
40%
20%
20%
Percentage of hospital
procuring/buying
bread from small
medium scale Bakeries
>70%
20%
20%
20%
20%
20%
100%
100%
100%
100%
100%
100%
Percentage health
institutions with
2015/16 -18 Annual Performance Plan
PwC
87
Excellence in our
non-clinical
functions
Strategic goal
2015/16 -18 Annual Performance Plan: Health Facilities Management
 Improved health infrastructure design, delivery &
maintenance
 Building new clinics and hospitals to address population
growth incl. Diepsloot, Tembisa/ Rabie Ridge;
Soshanguve
 Improve maintenance through adequate budget
allocation and average completion for minor
maintenance within 48 hours
 Deal with under-spending on infrastructure budget
through appointment of professionals to monitor
projects
 Adhere to norms and standards and align with national
norms and standards through
construction of
proto-type clinic in all districts
 Development & maintenance, implement green agenda
though Tri-generation, retro-fitting gas boilers, roof-top
solar panels and green building design
88
2015/16 -18 Annual Performance Plan: Health Facilities Management
Strategic Objective
Deliver infrastructure
Performance Indicator
Proportion of P8 budget spent
on maintenance (preventative
and scheduled)
Number of additional clinics
and community health centres
constructed
Improve governance
and contract
management
Number of health facilities
that have undergone major
and minor refurbishment
Percentage of capital work
projects finished on time
Number of Provincial
Departments of Health that
have established Service Level
Agreements (SLAs) with
Departments of Public Works
Strategic 2015/16
Plan
Target
Target
(2019/20)
100%
55%
11
2015/16 Targets
Q1
25%
Q2
50%
Q3
75%
100%
1 Under
1 Completed 10 Under
10 Under
Construction
construction construction
19
43
43
100%
Q4
100%
1
100%
100%
100%
100%
1
89
2015 MTEF INFRASTRUCTURE BUDGET
Nature of Investment
Infrastructure
Maintenance and Repair
Upgrades and Additions
Refurbishment and Rehabilitation
New or Replaced Assets

Main
Adjusted
Appropriation Appropriation
2014/15
2014/15 2015/16
2016/17 2017/18
Medium-term estimates
R'000
R'000
R'000
R'000
1 747 302
1 328 466 1 395 720 1 885 618 2 088 372
1 120 652
188 481
507 412 715 384 792 922
146 740
436 595
185 763 344 840 255 734
180 087
87 492
77 282 69 940
21 000
299 823
615 898
625 263 755 454 1 018 716
The budget for new infrastructure assets increases to provide funding for
revitalisation of 5 hospitals, small works at various facilities as well as planning
and design for new hospitals and clinics. Over the 2015 MTEF, R1 billion is
allocated towards existing infrastructure in 2015/16, increasing to 1.1 R1 billion
in 2016/17 and reducing again to R1 billion in 2017/18.
90
2015 MTEF HOSPITAL REVITALISATION GRANT BUDGET
Conditional Grant
Health Facility Revitalisation
Grand Total
2015/16
R'000
313 630
313 630
2016/17
R'000
697 868
697 868
2017/18
R'000
841 234
841 234
91
92
Unaudited expenditure per Programme - 2014/2015
Programme
ADMINISTRATION
DISTRICT HEALTH SERVICES
EMERGENCY MEDICAL SERVICES
PROVINCIAL HOSPITAL SERVICES
CENTRAL HOSPITAL SERVICES
HEALTH SCIENCES & TRAINING
HEALTH CARE SUPPORT SERVICES
HEALTH FACILITIES MANAGEMENT
Actual
Final
Adjusted Shifting of
Appropriation Funds Virement Appropriation Expenditure Variance
R'000
R'000
R'000
R'000
R'000
R'000
1 379
565 088
566 467
- (36 489)
602 956
257 544
9 563 040
9 820 584
- (520 442)
10 341 026
85 786
847 562
933 348
- (80 000)
1 013 348
120 351
5 987 305
6 107 656
- (25 196)
6 132 852
1
11 584 642
- 724 646 11 584 643
10 859 997
8 847
861 932
870 779
- (40 000)
910 779
12 060
211 542
223 602
- (26 000)
249 602
(1)
1 384 101
1 384 100
3 481
1 380 619
485 967
31 005 212
- 31 491 179
31 491 179
Expenditure as %
of final
appropriation
%
99.8%
97.4%
90.8%
98.0%
100.0%
99.0%
94.6%
100.0%
98.5%
93
Unaudited expenditure per Economic Classification
Adjusted
Shifting of
Final
Appropriation
Funds Virement Appropriation
R'000
R'000
R'000
R'000
Current payments
Compensation of employees
Goods and services
Transfers and subsidies
Provinces and municipalities
Departmental agencies and accounts
Higher education institutions
Non-profit institutions
Households
Payments for capital assets
Buildings and other fixed structures
Machinery and equipment
Payment for financial assets
28 724 051
18 743 254
9 980 797
1 471 150
647 041
17 131
1 782
659 324
145 872
1 295 978
457 377
838 601
31 491 179
108 020
108 020
(108 020)
(87 539)
(20 481)
-
3 481
(3 481)
-
28 832 071
18 743 254
10 088 817
1 471 150
647 041
17 131
1 782
659 324
145 872
1 187 958
373 319
814 639
31 491 179
Actual
Expenditure
R'000
28 390 421
18 654 906
9 735 443
1 570 756
672 091
17 135
652 703
228 827
1 031 337
378 954
652 383
12 698
31 005 212
Expenditure as %
of final
Variance
appropriation
R'000
%
441 650
88 348
353 374
(99 606)
(25 050)
(4)
1 782
6 621
(82 955)
156 621
(5 635)
162 256
(12 698)
485 967
98.5%
99.5%
96.5%
106.8%
103.9%
100.0%
99.0%
156.9%
86.8%
101.5%
80.1%
98.5%
94
95
2015 MTEF Overall Allocation
Total Receipts
Equitable Share
Conditional Grants
Comprehensive HIV and AIDS
National Tertiary Services
Health Professions Training and Development
National Health Insurance
Health Facility Revitalisation
Social Sector EPWP Incentive Grant
EPWP Integrated Grant
Total
2015/2016
Baseline %
Original Revised increase/ budget Original
Baseline Baseline (decrease) share Baseline
R'000
R'000
26 195 925
7 789 201
2 975 139
3 654 610
848 425
7 397
303 630
33 985 126
26 512 746
7 662 433
2 928 300
3 572 856
829 604
7 204
313 630
8 788
2 051
34 175 179
R'000
316 821
-126 768
-46 839
-81 754
-18 821
-193
10 000
8 788
2 051
190 053
77.6%
22.4%
8.6%
10.5%
2.4%
0.0%
0.9%
0.0%
0.0%
100.0%
2016/2017
2017/2018
Baseline %
Baseline %
Revised increase/ budget Original Revised increase/ budget
Baseline (decrease) share Baseline Baseline (decrease) share
R'000
R'000
27 680 961
8 095 471
3 345 986
3 848 304
893 392
7 789
0
35 776 432
28 064 678
8 594 627
3 296 924
3 727 048
865 244
7 543
697 868
36 659 305
R'000
383 717
499 156
-49 062
-121 256
-28 148
-246
697 868
*
*
882 873
R'000
76.6%
23.4%
9.0%
10.2%
2.4%
0.0%
1.9%
*
*
100.0%
29 065 009
8 500 244
3 513 285
4 040 719
938 062
8 178
0
37 565 253
R'000
R'000
29 633 673 568 664
9 446 821 946 577
3 717 652 204 367
3 960 484 -80 235
919 438 -18 624
8 013
-165
841 234 841 234
*
*
39 080 494 1 515 241
75.8%
24.2%
9.5%
10.1%
2.4%
0.0%
2.2%
*
*
100.0%
2015 MTEF Baseline adds R190,0m in year 1; R882,8m in year 2 and R1,5 bill in year three,
sufficient to meet inflationary rise on costs but not to introduce major and new programmes
96
2015 MTEF Allocation by Programme
2014/15 2017/18
2017/2018
2016/2017
2015/2016
Nominal Growth
Medium-term estimates
%
Programmes
R'000
561 194
1: Administration
11 420 847
2: District Health Services
1 086 491
3: Emergency Medical Services
6 698 750
4: Provincial Hospital Services
11 783 047
5: Central Hospital Services
916 549
6: Health Sciences and Training
260 328
7: Health Care Support Services
8: Health Facilities Management 1 447 973
34 175 179
Grand Total
% budget
share
2%
33%
3%
20%
34%
3%
1%
4%
100%
R'000
589 894
12 620 219
1 137 221
6 953 474
12 178 806
968 381
275 329
1 935 981
36 659 305
budget
share
R'000
637 959
2%
34% 13 544 582
3% 1 194 082
19% 7 398 195
33% 12 854 263
3% 1 017 086
289 096
1%
5% 2 145 231
100% 39 080 494
% budget
share
%
2%
35%
3%
19%
33%
3%
1%
5%
100%
1.9%
9.4%
5.6%
7.2%
6.5%
4.7%
5.0%
6.0%
7.4%
District Health Services has the highest percentage share of the departmental allocation and it
increases lightly over the MTEF. Over the MTEF, its nominal growth is also the highest at 9.4%.
Central Hospital Services programme which includes the three tertiary hospitals shares 34% of
the allocation.
97
2015 MTEF Allocation by Economic Classification
2015/2016
Economic Classification
R'000
Current Payments
31 263 265
Compensation of employees
20 409 052
Goods and services
10 854 213
Transfers and subsidies
1 501 024
Provinces and municipalities
681 326
Departmental agencies and accounts
17 919
Higher education institutions
1 864
Non-profit institutions
721 610
Households
78 305
Payments for capital assets
1 410 890
Buildings and other fixed structures
869 741
Machinery and equipment
541 149
Grand Total
34 175 179
2016/2017
Medium-term estimates
%
% budget
budget
share
R'000
share
91.5% 33 348 766
91.0%
59.7% 21 568 397
58.8%
31.8% 11 780 369
32.1%
4.4% 1 579 327
4.3%
2.0%
717 436
2.0%
0.1%
18 869
0.1%
0.0%
1 962
0.0%
2.1%
769 703
2.1%
0.2%
71 357
0.2%
4.1% 1 731 212
4.7%
2.5% 1 170 233
3.2%
1.6%
560 979
1.5%
100% 36 659 305 100.0%
2017/18
2014/15 2017/18
Nominal Growth
R'000
35 495 723
22 648 658
12 847 065
1 658 293
753 307
19 812
2 061
808 188
74 925
1 926 478
1 295 450
631 028
39 080 494
% budget
share
90.8%
58.0%
32.9%
4.2%
1.9%
0.1%
0.0%
2.1%
0.2%
4.9%
3.3%
1.6%
100.0%
%
7.1%
6.4%
8.3%
5.1%
5.2%
5.0%
5.0%
5.3%
2.7%
17.4%
36.4%
-2.5%
7.4%
Compensation of employees has the highest share of the budget with a nominal growth of 6.4%
over the MTEF
Goods and Services nominal growth is at 8.3% over the MTEF
98
2015 MTEF Conditional Grants Allocation
Total Receipts
Equitable Share
Conditional Grants
Comprehensive HIV and AIDS
National Tertiary Services
Health Professions Training and Development
National Health Insurance
Health Facility Revitalisation
Social Sector EPWP Incentive Grant
EPWP Integrated Grant
Total
2015/2016
Baseline %
Original Revised increase/ budget Original
Baseline Baseline (decrease) share Baseline
R'000
R'000
26 195 925
7 789 201
2 975 139
3 654 610
848 425
7 397
303 630
33 985 126
26 512 746
7 662 433
2 928 300
3 572 856
829 604
7 204
313 630
8 788
2 051
34 175 179
R'000
316 821
-126 768
-46 839
-81 754
-18 821
-193
10 000
8 788
2 051
190 053
77.6%
22.4%
8.6%
10.5%
2.4%
0.0%
0.9%
0.0%
0.0%
100.0%
2016/2017
2017/2018
Baseline %
Baseline %
Revised increase/ budget Original Revised increase/ budget
Baseline (decrease) share Baseline Baseline (decrease) share
R'000
R'000
27 680 961
8 095 471
3 345 986
3 848 304
893 392
7 789
0
35 776 432
28 064 678
8 594 627
3 296 924
3 727 048
865 244
7 543
697 868
36 659 305
R'000
383 717
499 156
-49 062
-121 256
-28 148
-246
697 868
*
*
882 873
R'000
76.6%
23.4%
9.0%
10.2%
2.4%
0.0%
1.9%
*
*
100.0%
29 065 009
8 500 244
3 513 285
4 040 719
938 062
8 178
0
37 565 253
R'000
R'000
29 633 673 568 664
9 446 821 946 577
3 717 652 204 367
3 960 484 -80 235
919 438 -18 624
8 013
-165
841 234 841 234
*
*
39 080 494 1 515 241
75.8%
24.2%
9.5%
10.1%
2.4%
0.0%
2.2%
*
*
100.0%
2015 MTEF Baseline adds R190,0m in year 1; R882,8m in year 2 and R1,5 bill in year three,
sufficient to meet inflationary rise on costs but not to introduce major and new programmes
99
2015 MTEF Budget Share per Programme
2014/15 2017/18
2017/2018
2016/2017
2015/2016
Nominal Growth
Medium-term estimates
%
Programmes
R'000
561 194
1: Administration
11 420 847
2: District Health Services
1 086 491
3: Emergency Medical Services
6 698 750
4: Provincial Hospital Services
11 783 047
5: Central Hospital Services
916 549
6: Health Sciences and Training
260 328
7: Health Care Support Services
8: Health Facilities Management 1 447 973
34 175 179
Grand Total
% budget
share
2%
33%
3%
20%
34%
3%
1%
4%
100%
R'000
589 894
12 620 219
1 137 221
6 953 474
12 178 806
968 381
275 329
1 935 981
36 659 305
budget
share
R'000
637 959
2%
34% 13 544 582
3% 1 194 082
19% 7 398 195
33% 12 854 263
3% 1 017 086
289 096
1%
5% 2 145 231
100% 39 080 494
% budget
share
2%
35%
3%
19%
33%
3%
1%
5%
100%
%
1.9%
9.4%
5.6%
7.2%
6.5%
4.7%
5.0%
6.0%
7.4%
District Health Services has the second highest percentage share of the departmental allocation
and it increases lightly over the MTEF. Over the MTEF, its nominal growth is the highest at 9.4%.
Central Hospital Services programme which includes the three tertiary hospitals shares 34% of
the allocation.
100
2015 MTEF Budget Share per Economic Classification
2015/2016
Economic Classification
R'000
Current Payments
31 263 265
Compensation of employees
20 409 052
Goods and services
10 854 213
Transfers and subsidies
1 501 024
Provinces and municipalities
681 326
Departmental agencies and accounts
17 919
Higher education institutions
1 864
Non-profit institutions
721 610
Households
78 305
Payments for capital assets
1 410 890
Buildings and other fixed structures
869 741
Machinery and equipment
541 149
Grand Total
34 175 179
2016/2017
Medium-term estimates
%
% budget
budget
share
R'000
share
91.5% 33 348 766
91.0%
59.7% 21 568 397
58.8%
31.8% 11 780 369
32.1%
4.4% 1 579 327
4.3%
2.0%
717 436
2.0%
0.1%
18 869
0.1%
0.0%
1 962
0.0%
2.1%
769 703
2.1%
0.2%
71 357
0.2%
4.1% 1 731 212
4.7%
2.5% 1 170 233
3.2%
1.6%
560 979
1.5%
100% 36 659 305 100.0%
2017/18
2014/15 2017/18
Nominal Growth
R'000
35 495 723
22 648 658
12 847 065
1 658 293
753 307
19 812
2 061
808 188
74 925
1 926 478
1 295 450
631 028
39 080 494
% budget
share
90.8%
58.0%
32.9%
4.2%
1.9%
0.1%
0.0%
2.1%
0.2%
4.9%
3.3%
1.6%
100.0%
%
7.1%
6.4%
8.3%
5.1%
5.2%
5.0%
5.0%
5.3%
2.7%
17.4%
36.4%
-2.5%
7.4%
Compensation of employees has the highest share of the budget with a nominal growth of 6.4%
over the MTEF
Goods and Services nominal growth is at 8.3% over the MTEF
101
Own Revenue Collection Projections
102
Improvements of own revenue collection
• The Department has appointed since 1 November
2014 three service providers to assist in increasing
the revenue collection:
• Trans Union ITC Credit Bureau: for verification of
patients detail which will assist in billing of accounts,
Revenue Consulting: which will assist in collection of
outstanding patient debt from self-paying patients
and EOH Abantu: which will assist in the collection of
revenue from Compensation Fund.
• The Department is continuously engaging with the
State Departments on the settlement of outstanding
claims for patients referred to the Gauteng Hospitals.
103
Improvements of own revenue collection
• The department has a service provider that
specializes on RAF recoveries that is assisting
the collection from RAF.
• The department has the service provider for
submission of electronic claims to medical
schemes
104
2015 MTEF ALLOCATION-Health Profession Training Grant
2015/16 2016/17 2017/18
Conditional Grant
R'000
R'000
R'000
Health Professions Training and Development 829 604 865 244 919 438
Grand Total
829 604 865 244 919 438
105
2015 MTEF ALLOCATION-HIV and AIDS
2015/16
2016/17
2017/18
R'000
2 928 300
2 928 300
R'000
3 296 924
3 296 924
R'000
3 717 652
3 717 652
Conditional Grant
Comprehensive HIV and AIDS
Grand Total
106
2015 MTEF ALLOCATION-National Health Insurance
Conditional Grant
National Health Insurance
Grand Total
2015/16
R'000
7 204
7 204
2016/17
R'000
7 543
7 543
2017/18
R'000
8 013
8 013
107
PwC
108
2014/15 30 Days Payment
Month
Apr-14
May-14
Jun-14
Jul-14
Aug-14
Sep-14
Oct-14
Nov-14
Dec-14
Jan-15
Feb-15
Mar-15
No of invoices processed
21798
20390
19742
16364
11383
13496
10195
13964
15809
9140
10601
9694
No within 30 days
19028
15980
18640
13465
8188
9586
8558
10711
11363
7101
8037
6948
% within 30 days
87%
78%
94%
82%
72%
71%
84%
77%
72%
78%
76%
72%
172576
137605
80%
Totals
April 2015 stats for 30 day payment
74% achievement on scan date by Gauteng Department of Finance (GDF)
98% achievement on posting date by Gauteng Department of Health (GDoH
PwC
109
109
PwC
110
• Analysis of improved audit outcomes over
past 5 years
• Root causes for current qualification and
mitigating actions
• HR matters
111
Analysis of improved audit outcomes over past 5 years
Financial Year
Audit outcome
Number of areas
affecting audit
outcome
Number of areas of
non Compliance
2008/2009
Disclaimer
7
10
2009/2010
Disclaimer
8
8
2010/2011
Qualified
3
36
2011/2012
Qualified
4
29
2012/2013
Qualified
4
15
2013/2014
Qualified
1
10
112
Analysis of improved audit outcomes over past 5 years
•
•
•
•
•
•
The Department started focusing on improving the audit outcome in the 2011
and detailed action plans were designed to address the audit findings
The Department further had to go back to 2008/2009 and 2009/2010 financial
years to clear the disclaimer of those financial years.
The action plans were monitored consistently over the past few years to track
progress on implementation of action plans and to ensure that corrective
measures is taken.
The improved audit outcome were further due is the consistent improvement of
the internal control environment in the department to ensure accurate and
complete financial reporting.
Over and above the improvement with regards to the financial reporting of the
Department there were also significant improvements with regards to
compliance to laws and regulations reducing areas of non compliance from 36 in
2010/2011 to 10 in the 2013/2014 financial year
The Department is currently in the process of addressing the remaining
qualification item of the completeness of Accrued Departmental Revenue
113
114
Root Causes for current qualification and mitigating actions
Root Cause
Mitigating actions
Inadequate systems in place for the
recording of downtime
• Down time registers were developed and implemented to
record all down time.
• A detailed project plan was developed to ensure that all
down time transaction is identified, recorded and billed on
the billing system.
• Tracking tool was implemented and monitored to ensure
all transactions is recorded
• Resources were allocated to ensure all transaction
identified is captured. The Department is current 98%
completed with this project.
Inadequate ICT infrastructure and
outdated Patient administration
• The Department is currently in the process of upgrading all
ICT infrastructure to enable the Department to implement
an improved ICT environment and to prevent system down
times and improve the accuracy of information.
• The Department is further in the process of upgrading the
current patient administration.
• This is a long term project that will be implemented over
more than 1 financial year
Patient files not provided for audit
purposes or insufficient supporting
documents found on some patient files
•
•
The Department has embarked on a process of
digitalising patient records to ensure that patients
records is readily available and don’t get lost.
The Department is further providing on-going training on
records management to ensure that
115
Root Causes for current qualification and mitigating actions
Root Cause
Mitigating actions
Significant patient debtor balances
outstanding at year end that are older
than 90 days
• The service provider for debt collection has commenced in
the four central hospitals assisting in the collection of
outstanding debt from self paying patients.
• Patient Detail verification system has been implemented
from 01/November 2014.
116
117
STATUS OF SMS POSITIONS IN THE DEPARTMENT
POST
STATUS
HH HJSNSHSH
HOD:HEALTH
The post has been advertised and interviews conducted.
CFO: HEALTH
Mr. G Mahlangu has been transferred to the position with
effect from 01 /03/2015
DDG: Clinical Services
Dr TE Selebano has been appointed in the position with
effect from 01/08/2014
CD: EMS
Mr A Malotana has been appointed in the position with
effect from 01/08/2014
CD: Infrastructure
Ms T Ramanyini has been transferred in the position with
effect from
CD: Supply Chain Management and Asset Management
Mr KM Mashiloane has been appointed in the position with
effect from 01/05/2015
CD: Legal Services
Mr T Mlambo has been transferred in the position with
effect from 01/03/2015
118
STATUS OF SMS POSITIONS IN THE DEPARTMENT
POST
STATUS
Chief Nursing Officer
The post has been advertised.
CD: HRD
The post has been advertised
CD: Budget Management
Interviews conducted. Appointment process underway. Mr T
Matsebula is Acting in the position.
CEO: Betha Gxowa hospital
Dr NN Mtshali is Acting in the position with effect from
01/04/2015
CEO: South Rand hospital
Dr M Maleka is Acting in the position with effect from
23/03/2015
CEO: Dr George Mukhari Academic hospital
The post has been advertised. Dr Kgongwana is Acting in the
position with effect from 01/08/2014
CEO: Sterkfontein hospital
Mr J Mapunya has been appointed in the position with
effect from 15/03/205
CEO: Pretoria West hospital
Dr HP Mosoane has been appointed in the position with
effect from 01/04/2015
119
STATUS OF SMS POSITIONS IN THE DEPARTMENT
POST
STATUS
CEO: Carletonville hospital
Dr JC Ganda has been appointed in the position with effect
from 01/03/2015
CEO: Pholosong hospital
Dr Lingham is Acting in the position with effect from
01/12/2014
Director: HAS
Interviews conducted. Mr TX Mhlubulwana will resume duty
on 01/06/2015
Director: EMS
Interviews conducted. Appointment process underway.
Director: Accounts Payable
Ms M Lebese been appointed in the position with effect
from 10/11/2014
Director: DHS
Ms F Kgatoke is Acting in the position with effect from
01/02/2015
Director: Information, Records & Knowledge Management
The post has been advertised. Ms N Makhubele is Acting in
the position with effect from 01/04/2015
Director: Budget Management
Mr M Botsane has been appointed in the position with
effect from 01/05/2015
120
STATUS OF SMS POSITIONS IN THE DEPARTMENT
POST
STATUS
Director: Nursing Compliance & Research
Ms NP Dlamini has been appointed in the position with
effect from 01/04/2015
Director: Nursing Practice & Services
Dr SJ Marais has been appointed in the position with effect
from 01/04/2015.
Director: Nursing Education & Training
Ms Y Skosana has been appointed in the position with effect
from 01/04/2015
Director: Revenue Management
Ms SD Masemola has been appointed to the position with
effect from 01/02/2015
Director: Legal Services
Mr J Tsoka has been appointed in the position with effect
from 01/06/2014
121
PwC
122