Home >  GAUTENG DEPARTMENT OF HEALTH PERFORMANCE PRESENTATION HEALTH PORTFOLIO 21 MAY 2015 By MEC Q.D MAHLANGU Contents 2

GAUTENG DEPARTMENT OF HEALTH PERFORMANCE PRESENTATION HEALTH PORTFOLIO 21 MAY 2015 By MEC Q.D MAHLANGU Contents 2


GAUTENG DEPARTMENT OF HEALTH 
PERFORMANCE 
 
PRESENTATION HEALTH PORTFOLIO 21 MAY 2015 
 
By MEC Q.D MAHLANGU  


Contents 

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 
 
 

  • Patriotism
  • Integrity
  • Purposefulness
  • Passionate
  • Accountability
  • Activism
 
 
 

Working efficiently to optimise the scarce resources to achieve more with less 
 

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 

Long Term Plan Health 2030 

2015/16-2020

Strategic Plan 

Annual Performance Plan 2015-16 / 2017-18 

Programme of Action 2015/16 

National 

MTSF 2014-19 

SOP 2015 

MEC Performance Agreement 

GPG 2020 

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 birth increased to 70 years 

  • Address the social determinants that affect health and diseases
  •  Prevent and reduce the disease burden and promote health
 
 

 

  • HIV & AIDS and Tuberculosis prevented and successfully   Managed

 

  

Tuberculosis (TB) prevention and cure progressively improved; 

Prevalence of Non-Communicable Diseases reduced by 28% 

Injury, accidents and violence reduced by 50% from 2010 levels  

  • Maternal, infant and child mortality reduced
 

Maternal, infant and child mortality reduced 

Health systems reforms completed 

  • Strengthen the health system
 
  • Improved health facility planning and infrastructure delivery
 
  • Health care costs reduced
 
  • Improve health information systems
 
  • Efficient Health Management Information System for improved decision making
 
  • Improve quality by using evidence
 
  • Improved quality of health care
 

Primary health care teams deployed to provide care to families and communities 

  • Re-engineering of Primary Health Care
 

Universal health coverage achieved 

  • Financing universal healthcare coverage
 
  • Universal Health coverage achieved through implementation of National Health Insurance
 

Posts filled with skilled, committed and competent individuals 

  • Improve human resources in the health sector  
  • Review management positions and appointments and strengthen accountability mechanisms
 
  • Improved human resources for health
 
  • Improved health management and leadership
 

7


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)
 

SONA 

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 

Infrastructure 

  • Implement green agenda though Tri-generation, retro-fitting 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
 

Strengthening health system and NHI Roll-out 

10


MEC��s Performance Agreement 

  • 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
 
 

Strengthening health system and NHI Roll-out 

NHI 

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
  • Tertiary and central hospitals implementing activity based costing in all departments
  • Unqualified Audit
 
 

Strengthening health system and NHI Roll-out 

Strengthening Systems 

12


MEC��s Performance Agreement 

  • 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
 

Prevention & reduction of burden of disease  

Burden of Disease 

13


MEC��s Performance Agreement 

    • 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
 
 

Transform the Economy 

Township Economy 

14


MEC��s Performance Agreement 

  • 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
 

Unified Health Information System 

Modernisation 

15


The process being followed is a key component to ensuring success of the overall project.  

16  

Key Driving

Forces 

Vision 20202  

Strategic  
goals
 

5/20 year  
review
 

Desired

outcomes 

Strategic

Objectives  
 

GDoH 2020 Strategic plan 

Institutional strategic plans 

2015-2020 process driven by Department with support of Strategic Plan Steering Committee 

High-level workshops

with senior 
management and

experts  

Internal stakeholder

interviews  

priority programmes

(HAST, MCWH)

Workshops with

external stakeholders 

Workshops, round tables

& interaction  with

programme managers for

eight Budget Programmes 

PROCESS 

OUTPUTS 

Stakeholder engagement 

Stakeholder engagement 

Expert engagement 

Alignment? 

Alignment? 

Alignment? 

Emphasis on broad Stakeholders consultation and participation 

GPG 2020 Strategic planning process and outcomes 

What factors are driving change in our environment? 

What are game changers 

What are factors affecting service delivery 

GDoH APP 

District Health Plans 

Institutional/Directorate

operational / Municipal Plans 

16


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
 

Accelerated Social Transformation 
 

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  

  • Medico-legal forensic clinics (victim support)
 

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) 

  • 100% by SMS
  • No business with government by SMS
 

Research and Development Capacity 

  • 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 

22


Strategic Goals and Objectives 

Strategic Goal 

Improved health and well-being of all citizens, with an emphasis on children and women 

Strategic Objectives 
 

  • Reduce maternal morbidity and mortality due to pregnancy and childbirth
  • Reduce perinatal and neonatal morbidity and mortality 
  • Expand integrated school health services 
 
 
 

MCWH 

23


Strategic Goals and Objectives 

Strategic Goal 

Improved health and well-being of all citizens, with an emphasis on children and women 

Strategic Objectives 
 

  • 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 
 
 

MCWH 

24


Strategic Goals and Objectives 

Strategic Goal 

Reduced rate of new infections and burden of HIV & AIDS and TB 

Strategic Objectives 
 

  • 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
 

HIV and AIDS & TB 

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 
 

  • 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
 

Expand Primary Health Care 

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 
 

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 
 
 

Efficient Hospital Services 
 

  • 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 
 

  • Increase availability of pharmaceuticals
  • Improve access and usage of pharmaceuticals 
 

Expand Primary Health Care 

  • Improve  quality and access to EMS services
 

EMS 

28


Strategic Goals and Objectives 

Strategic Goal 

Excellence in our non-clinical functions  

Strategic Objectives 
 

  • Improve financial management skills and out-comes for the health sector
  • Improve revenue collection 
  • Establish accurate cost base for health department budget 
 

Financial Management 

29


Strategic Goals and Objectives 

Strategic Goal 

Excellence in our non-clinical functions  

Strategic Objectives 
 

  • Develop a competent and accountable health workforce that matches demand
  • Increase employee satisfaction
 

Human Resource Development 

  • Create an effective organisation
  • Increase recruitment and retention of qualified health care workers
  • Ensure equitable and diverse workforce
 
 

Human Resource Management 

30


Strategic Goals and Objectives 

Strategic Goal 

Excellence in our non-clinical functions  

Strategic Objectives 
 

  • Improve functionality of Governance Structures
 

Governance Structures  

  • Improve quality of and access to information systems in health care facilities
 

ICT 

  • Promote procurement from local communities and modernisation of SCM technology
 

SCM 

31


Strategic Goals and Objectives 

Strategic Goal 

Excellence in our non-clinical functions  

Strategic Objectives 
 

  • Deliver infrastructure
  • Improve governance and contract management 
  • Maintain CHC facilities and (non-medical) equipment within CHC facilities 
 

Improving Infrastructure dev & Maintenance 

32


2015/16 -18 Annual Performance Plan 

33


2015/16-18 Annual Performance Plan: Administration 

  • Improving Quality of Health Care
    • 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
 

Increased equal and timely access to efficient and quality health care services, thereby preparing for roll-out of NHI 
 

Strategic Goal 

34


2015/16-18 Annual Performance Plan: Administration 

  • 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
 

Excellence in our non-clinical functions  
 
 

Strategic Goal 

35


2015/16-18 Annual Performance Plan: Administration 

  • 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
 

Excellence in our non-clinical functions  
 
 

Strategic Goal 

36


2015/16-18 Annual Performance Plan: Administration 
 
 

  • 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
 
 

Excellence in our non-clinical functions  
 
 

Strategic Goal 

37


Administration: Strategic Objectives, Indicators and Targets 

Strategic objective 

Performance Indicator 

Strategic Plan Target

(2019/20) 

2015/16

Target 

2015/16 Quarterly Targets 

Q1 

Q2 

Q3 

Q4 

Improve quality of patient services 

Number of hospitals implementing Lean Management project 

36 and 375 Clinics 

19 Hospitals and 375 Clinics 

98 

98 

99 

99 

Improve quality of and access to information systems in health care facilities 

Number of  mhealth applications developed 

N/A 

100% 

25% 

25% 

25% 

25% 

Number of hospitals with PACS 

36 

36 


11 

10 


Number of hospitals with scanned medical records 

36 

36 

50% of Hospitals 

100% of Hospitals 

25% of clinics 

50% of Clinics 

Percentage of Hospitals with Broadband access 

50%

(18)

  

100% 

25% 

25% 

25% 

25% 

Percentage of fixed PHC facilities with broadband access 

1%

(2) 

100% 

25% 

25% 

25% 

25% 

 
 

38


Administration: Strategic Objectives, Indicators and Targets 

Strategic objective 

Performance indicators 

Strategic plan Target

(2019/20) 

2015/16

Target 

2015/16 Quarterly Targets 

Q1 

Q2 

Q3 

Q4 

Improve financial management skills and out-comes for the health sector   

Audit opinion from Auditor General 

Unqualified 

Unqualified 

NA 

NA 

NA 

Unqualified 

Improve revenue collection 

Rand value of revenue collected   

R522m 

700,000,000 

175,000,000 

175,000,000 

175,000,000 

175,000,000 

Establish accurate cost base for Gauteng health department budget  

Percentage of actual spend against forecast 

<2% 

<2% 

NA 

NA 

NA 

<2% 

Ensure Equitable and Diverse Workforce

  

Percentage of women in senior management posts (106) senior managers) 

50% 

43% 

37% 

39% 

41% 

43% 

Percentage of people with disabilities employed by the Gauteng Department of Health 

2% 

2% 

0.5% 

1% 

1.5% 

2% 

39


PwC 

2015/16 -18 Annual Performance Plan 

40


2015/16 -18 Annual Performance Plan: DHS 

  • Universal coverage through implementation 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
 

Increased equal and timely access to efficient and quality health care services, thereby preparing for roll-out of National Health Insurance (NHI) 
 

Strategic Goal 

41


2015/16 -18 Annual Performance Plan: DHS 

  • Strengthen     Re-engineering of Primary Health Care
  • Accelerate the implementation of Primary Health care (PHC) services through PHC re-engineering��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
 

Increased equal and timely access to efficient and quality health care services, thereby preparing for roll-out of NHI 
 

Strategic Goal 

42


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
 
 

Increased equal and timely access to efficient and quality health care services, thereby preparing for roll-out of NHI 

Strategic Goal 

43


DHS: Strategic objectives, Indicators and Targets 

 
 

Strategic objective 

Performance indicators 

Strategic Plan Target

(2019/20) 

 2015/16

Target 

2015/16 Quarterly Targets 

Q1 

Q2 

Q3 

Q4 

Increase  quality and access in PHC  facilities  

Number CHCs providing 24 hour services 

35 

35 

10 

10 

10 


Expand ward-based PHC outreach teams 

Number of fully-fledged, functional Ward Based Outreach Teams 

508 

372 

93 

93 

93 

93 

Increased  quality and access in PHC  facilities

 

  

Number of assistive devices issued 

 N/A 

36 000 

9 000 

18 000 

27 000 

36 000 

Percentage of PHC facilities  with integrated mental health services 

 100% 

85% 

75% 

78% 

81% 

85% 

Number of Fissure Sealants placed 

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 

Strategic Plan Target

(2019/20) 

2015/16

Target 

2015/16 Quarterly Targets 

Q1 

Q2 

Q3 

Q4 
 

Increase NHI coverage in the province

  

Number of Districts piloting NHI interventions 







NHI Consultation Fora established 


No 

N/A 

N/A 

N/A 

No 

Increase quality and access in PHC services 

Percentage of fixed PHC facilities scoring above 80% on the ideal clinic dashboard 

5.3% 

50% 

12.5% 

12.5% 

12.5% 

12.5% 

Number of District Mental Health Teams established 

N/A 


N/A 

N/A 

N/A 


 Expand ward-based PHC outreach teams 

OHH registration visit coverage (annualised) 

N/A 

70% 

60% 

65% 

68% 

70% 

 Improve functionality of district clinical specialist teams 

Number of Districts with  District Clinical Specialist Teams (DCSTs) 







 Improve quality of patient services

 

 

 

  

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 






Complaints resolution rate 

N/A 
 

100% 

100% 

100% 

100% 

100% 

Respond to complaints within 24 hours 

N/A 

100% 

100% 

100% 

100% 

100% 

 
 

45


2015/16 -18 Annual Performance Plan: DHS 

 
 

Strategic Objective 

Programme Performance Indicator 

Strategic plan target

(2019/20) 
 

2015/16 Target 

2015/16 Quarterly Targets 

Q1 

Q2 

Q3 

Q4 

Improve quality of patient services

 

 

 

 

 

 

 

  

National Core Standards self-assessment rate 

100% 

100% 

100% 

100% 

100% 

100% 

Quality improvement plan after self-assessment rate   

100% 

100% 

100% 

100% 

100% 

100% 

Percentage of hospitals compliant with all extreme and vital measures of the national core standards 

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 






Inpatient Bed Utilisation Rate  

N/A 

80% 

80% 

80% 

80% 

80% 

Expenditure per PDE

  

N/A 

R2500 

R2500 

R2500 

R2500 

R2500 

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
  • 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 
 

Increased equal and timely access to efficient and quality health care services, thereby preparing for roll-out of NHI 

Strategic Goal 

48


2015/16 -18 Annual Performance Plan : HIV and AIDS, STI and TB 

  • 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
 

Reduced rate of new infections and burden of HIV & AIDS and TB 
 
 

Strategic Goal 

49


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 

Q2 

Q3 

Q4 

Reduce  incidents of new HIV infections & STI 

Reduction of new HIV infections young men and women aged 15-49 

50% 

15% 

N/A 

N/A 

N/A 

15% 

Reduce mother to child transmission 

Transmission rate from mother to child 

2% 

<1.5% 

<1.5% 

<1.5% 

<1.5% 

<1.5% 

Improve care and life expectancy for HIV positive people 

Total patients remaining on ART 

 90% 
 

1.5 Million 

375,000 

375,000 

375,000 

375,000 

Patients tested for HIV (incl ANC)1 

 4m 

4 Million 

1 Million 

1 Million 

1 Million 

1 million 

Reduce incidents of new HIV infections & STI 

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 

Medical male circumcision performed - Total 

 1 314 246 

300,000 

75,000 

75,000 

75,000 

75,000 

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 

Q2 

Q3 

Q4 

Increase opportunities for testing and screening for TB 

TB symptom 5yrs and older screened rate        

 5m 

30% 

24% 

26% 

28% 

30% 

Reduce mortality for people with TB

 

  

TB patient treatment success rate  

                              

 <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% 

 Combat MDR TB

  

TB MDR confirmed treatment start rate       

 80% 

70% 

70% 

70% 

70% 

80% 

TB MDR treatment success rate 

 65% 

90% 

90% 

90% 

90% 

90% 

51


2015/16 -18 Annual Performance Plan 

52


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
 

Decreasing maternal, infant and child mortality 
 

Strategic  Goal 

53


2015/16 -18 Annual Performance Plan: MCWHN 

 
 

Strategic Objective 

Programme Performance  Indicators 

Strategic plan target 

(2019/20) 

2015/16 Target 

2015/16 Quarterly Targets 

Q1 

Q2 

Q3 

Q4 

 Reduce maternal morbidity and mortality due to pregnancy and childbirth

  

Maternal mortality in facility ratio (annualised) 

50/100000  

90% 

90% 

90% 

90% 

90% 

Antenatal 1st visit before 20 weeks rate            

90% 

90% 

90% 

90% 

90% 

90% 

Mother postnatal visit within 6 days rate) 

 90% 

90% 

90% 

90% 

90% 

90% 

Reduce mother to child transmission

  

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% 

<1.5% 

<1.5% 

54


2015/16 -18 Annual Performance Plan: MCWHN 

 
 

Strategic Objective 

Programme Performance  Indicator 

Strategic plan target

(2019/20) 

2015/16 Target 

2015/16 Quarterly Targets 

Q1 

Q2 

Q3 

Q4 

 Reduce perinatal and neonatal morbidity and mortality 

 

 

 

 

 

  

Inpatient early neonatal death rate 

<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 drop-out rate                                                                    

 <2% 

<10% 

<10% 

<10% 

<10% 

<10% 

Child under 5 years diarrhoea case fatality rate 

<2%  

2% 

2% 

2% 

2% 

2% 

Child under 5 years pneumonia case fatality rate  

 N/A 

2.5% 

2.5% 

2.5% 

2.5% 

2.5% 

Child under 5 years severe acute malnutrition case fatality rate 

 6.10% 

5% 

5% 

5% 

5% 

5% 

Vitamin A dose 12 - 59 months coverage (annualised) 

 N/A 

95%  

95%  

95%  

95%  

95%  

55


2015/16 -18 Annual Performance Plan: MCWHN 

 
 

Strategic Objective 

Programme Performance  Indicators 

Strategic plan target

(2019/20) 

2015/16 Target 

2015/16 Quarterly Targets 

Q1 

Q2 

Q3 

Q4 

Expand integrated school health services

 

  

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% 

Reduce the levels of unwanted pregnancies in all women of reproductive age 

Couple year protection rate (annualised) 

80%  

70% 

17% 

17% 

18% 

18% 

Reduce the incidence and prevalence of cervical cancer 

  

Cervical cancer screening Coverage  (Annualised) 

 70% 

80% 

20% 

20% 

20% 

20% 

Human Papilloma Virus Vaccine 1st dose coverage 

90%  

90% 

90% 

90% 

90% 

90% 

56


2015/16 -18 Annual Performance Plan 

57


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
 

Improved health and well-being of all citizens, with an emphasis on children and women 
 

Strategic  Goal 

58


2015/16 -18 Annual Performance Plan : Disease Control and  Prevention 

 
 

Strategic Objective 

Performance Indicator 

Strategic Plan Target

(2019/20) 

2015/16 Target 

2015/16 Quarterly Targets 

Q1 

Q2 

Q3 

Q4 

Reduce prevalence of non-communicable diseases

 

  

Number of non-communicable diseases 

 educational campaigns/ programmes (cumulative) 

N/A 

100% of Schools and clinics 

25% 

25% 

25% 

25% 

Patient screened for hypertension - 25 years and older 

 550 00 

100% 

100% 

100% 

100% 

100% 

Patients screened for diabetes - 5 years and older 

280 00  

100% 

100% 

100% 

100% 

100% 

Cataract surgery rate annualised 

N/A  

1300/mil 

1300/mil 

1300/ml 

1300/mil 

1300/mil 

Prevent non-natural deaths caused by injury, accidents and violence

  

Patients screened for mental disorder 

N/A  

50% 

50% 

50% 

50% 

50% 

Patients treated for mental disorders 

 N/A 

100% 

100% 

100% 

100% 

100% 

  

Malaria case fatality rate 

N/A  

<0.3% 

<0.3% 

<0.3% 

<0.3% 

<0.3% 

59


PwC 

60  

2015/16 -18 Annual Performance Plan 

60


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

  

Effective and efficient emergency medical care and non-emergency medical services  

Strategic  Goal 

61


EMS &PPT: Strategic Objectives, Indicator and Targets 

Strategic Objective

  

Performance Indicator 

Strategic Plan Target

(2019/20) 

2015/16 Target 

2015/16 Quarterly Targets 

Q1 

Q2 

Q3 

Q4 

Improve  quality and access to EMS services

 

  

EMS P1 urban response under 15 minutes rate 

90% 

99% 

99% 

99% 

99% 

99% 

EMS P1 rural response under 60 minutes rate 

100% 

100% 

100% 

100% 

100% 

100% 

EMS inter - facility transfer rate 

15% 

12% 

10.5% 

11% 

11.5% 

12% 

Coordinate processes to complete provincialisation of EMS 

Number of Districts Health Council  with provincialised EMS 

N/A 






Integration of disaster management with EMS 

N/A 
 


Costing and Planning 

Procurement 

Activation 


Bed Beaure management to be impended in all hospitals co-ordinated by the EMS operations centre 

36 

Steve Biko Cluster 

Charlotte Maxeke Cluster 

George Mukhari Cluster 

Chris Hani Bara Cluster 

62


PwC 

2015/16 -18 Annual Performance Plan 

63


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
 

Increased equal and timely access to efficient and quality health care services, thereby preparing for roll-out of NHI 
 

Strategic Goal 

64


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

  

Increased equal and timely access to efficient and quality health care services, thereby preparing for roll-out of NHI 
 

Strategic Goal 

65


Regional Hospitals : Strategic objectives, Indicators and Targets 

 
 

Strategic Objective

  

Performance Indicator 

Strategic Plan Target

(2019/20) 

2015/16 Target 

2015/16 Quarterly Targets 

Q1 

Q2 

Q3 

Q4 

Increase quality of patient services

 

 

 

  

National Core Standard self-assessment rate 

 100% 

100% 

100% 

100% 

100% 

100% 

Quality Improvement plan after self-assessment rate 

 100% 

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% 

Patient experience of care rate 

 80% 

90% 

90% 

90% 

90% 

90% 

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 

Q2 

Q3 

Q4 

 Increase quality of patient services  

  

Complaints resolution rate 

 N/A 

100% 

100% 

100% 

100% 

100% 

Respond to complaints within 24 hours 

 >95% 

100% 

100% 

100% 

100% 

100% 

 Improve access and  efficiency of regional and specialised care 

 

  

Average Length of Stay 

 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 

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 

Q1 

Q2 

Q3 

Q4 

 Improve access and  efficiency of regional and specialised care 

 

  

Inpatient Bed Utilisation Rate 

85% 

75% 

75% 

75% 

75% 

75% 

Respond to complaints within 24 hours 

>95% 

100% 

100% 

100% 

100% 

100% 

Patient Experience of care Rate 

 N/A 

90% 

90% 

90% 

90% 

90% 

68


PwC 

2015/16 -18 Annual Performance Plan 

69


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
 

Increased equal and timely access to efficient and quality health care services, thereby preparing for roll-out of NHI 
 

Strategic Goal 

70


SUB-PROGRAMME: Tertiary Hospitals 

 
 

Strategic Objective

  

Performance Indicator 

Strategic Plan Target

(2019/20) 

2015/16 Target 

2015/16 Targets 

Q1 

Q2 

Q3 

Q4 

Improve quality of clinical care

 

 

 

 

 

  

National Core Standards self-assessment rate 

 N/A 

100% 

100% 

100% 

100% 

100% 

Quality Improvement Plan after self-assessment rate 

 N/A 

100% 

100% 

100% 

100% 

100% 

Percentage of Hospitals compliant with all extreme and vital measures of the national core standards 

 100% 

100% 

100% 

100% 

100% 

100% 

Patient Experience of care Survey Rate 

 N/A 

100% 

100% 

100% 

100% 

100% 

Patient Experience of care Rate 

80%  

90% 

90% 

90% 

90% 

90% 

Complaint Resolution rate 

  

100% 

100% 

100% 

100% 

100% 

Respond to complaints within 24 hours 

 <95% 

100% 

100% 

100% 

100% 

100% 

Improve access and efficiency of central and tertiary care

 

  

Average Length of Stay 

 N/A 

5.4 

5.4 

5.4 

5.4 

5.4 

Inpatient Bed Utilisation Rate 

  

82% 

80% 

80% 

82% 

82% 

Expenditure per patient day equivalent (PDE) 

  

R2625 

R2625 

R2625 

R2625 

R2625 

71


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
 

Increased equal and timely access to efficient and quality health care services, thereby preparing for roll-out of NHI 
 

Strategic Goal 

72


Central Hospitals: Strategic Objectives, Indicators and Targets 

 
 

Strategic Objective

  

Performance Indicator 

Strategic Plan Target

(2019/20) 

2015/16 Target 

2015/16 Targets 

Q1 

Q2 

Q3 

Q4 

 Improve quality of patient services

 

 

 

 

 

  

National Core Standards self-assessment rate 

N/A  

100% 

100% 

100% 

100% 

100% 

Quality Improvement Plan after self-assessment rate 

N/A  

100% 

100% 

100% 

100% 

100% 

Percentage of Hospitals compliant with all extreme and vital measures of the national core standards 

100%  

100% 

100% 

100% 

100% 

100% 

Patient Experience of care Survey Rate 

N/A  

100% 

100% 

100% 

100% 

100% 

Patient Experience of care Rate 

80%  

90% 

90% 

90% 

90% 

90% 

Complaints resolution rate 

 N/A 

100% 

100% 

100% 

100% 

100% 

Respond to complaints within 24 hours 

>90%  

100% 

100% 

100% 

100% 

100% 

 Improve access and efficiency of central and tertiary care

 

  

Average Length of Stay 

N/A  

6  

6  

6  

6  

6  

Inpatient Bed Utilisation Rate 

N/A  

80% 

80% 

80% 

80% 

80% 

Expenditure per patient day equivalent (PDE) 

N/A  

3000 

3000 

3000 

3000 

3000 

73


SUB-Programme: Steve Biko Academic Hospital 

 
 

Strategic Objective

  

Performance Indicator 

Strategic Plan Target

(2019/20) 

2015/16 Target  

2015/16 Targets 

Q1 

Q2 

Q3 

Q4 

Improve quality of patient services

 

 

 

 

 

  

National Core Standards self-assessment rate 

N/A 

100% 

100% 

100% 

100% 

100% 

Quality Improvement Plan after self-assessment rate 

N/A 

100% 

100% 

100% 

100% 

100% 

Percentage of Hospitals compliant with all extreme and vital measures of the national core standards 

100% 

100% 

100% 

100% 

100% 

100% 

Patient Experience of care Survey Rate 

N/A 

100% 

100% 

100% 

100% 

100% 

Patient Experience of care Rate 

80% 

90% 

90% 

90% 

90% 

90% 

Complaints resolution rate 

N/A 

100% 

100% 

100% 

100% 

100% 

Respond to complaints within 24 hours 

>95% 

100% 

100% 

100% 

100% 

100% 

Improve access and efficiency of central and tertiary care

 

  

Average Length of Stay 

N/A 






Inpatient Bed Utilisation Rate 

N/A 

80% 

80% 

80% 

80% 

80% 

Expenditure per patient day equivalent (PDE) 

N/A 

R4 000 

R4 000 

R4 000 

R4 000 

R4 000 

74


SUB-PROGRAMME: Dr George Mukhari Academic Hospital 

Strategic Objective

  

Performance Indicator 

Strategic Plan Target

(2019/20) 

2015/16 Target

  

2015/16 Targets 

Q1 

Q2 

Q3 

Q4 

Improve quality of patient services

 

 

 

 

 

  

National Core Standards self-assessment rate 

N/A 

78% 

72% 

74% 

76% 

78% 

Quality Improvement Plan after self-assessment rate 

N/A 

100% 

100% 

100% 

100% 

100% 

Percentage of Hospitals compliant with all extreme and vital measures of the national core standards 

100% 

100% 

100% 

100% 

100% 

100% 

Patient Experience of care Survey Rate 

N/A 

100% 

100% 

100% 

100% 

100% 

Patient Experience of care Rate 

80% 

90% 

90% 

90% 

90% 

90% 

Complaints resolution rate 

N/A 

100% 

100% 

100% 

100% 

100% 

Respond to complaints within 24 hours 

>95% 

100% 

100% 

100% 

100% 

100% 

Improve access and efficiency of central and tertiary care

 

  

Average Length of Stay 

N/A 

6.8 

6.8 

6.8 

6.8 

6.8 

Inpatient Bed Utilisation Rate 

N/A 

76% 

76% 

76% 

76% 

76% 

Expenditure per patient day equivalent (PDE) 

N/A 

R3500 

R3500 

R3500 

R3500 

R3500 

75


SUB-Programme: Charlotte Maxeke Johannesburg Academic Hospital 

 
 

Strategic Objective

  

Performance Indicator 

Strategic Plan Target

(2019/20) 

2015/16 Target  

2015/16 Targets 

Q1 

Q2 

Q3 

Q4 

Improve quality of patient services

 

 

 

 

 

  

National Core Standards self-assessment rate 

N/A  

100% 

100% 

100% 

100% 

100% 

Quality Improvement Plan after self-assessment rate 

 N/A  
 

100% 

100% 

100% 

100% 

100% 

Percentage of Hospitals compliant with all extreme and vital measures of the national core standards 

100%  

100% 

100% 

100% 

100% 

100% 

Patient Experience of care Survey Rate 

N/A  

100% 

100% 

100% 

100% 

100% 

Patient Experience of care Rate 

80%  

90% 

90% 

90% 

90% 

90% 

Complaints resolution rate 

N/A  

100% 

100% 

100% 

100% 

100% 

Respond to complaints within 24 hours 

>95%  

100% 

100% 

100% 

100% 

100% 

 Improve access and efficiency of central and tertiary care 

  

Average Length of Stay 

N/A  

6.2 

6.2 

6.2 

6.2. 

6.2 

Inpatient Bed Utilisation Rate 

N/A  

85% 

85% 

85% 

85% 

85% 

Expenditure per patient day equivalent (PDE) 

N/A  

R3 000 

R3 000 

R3 000 

R3 000 

R3 000 

76


SUB-PROGRAMME: Chris Hani Baragwanath Academic Hospital 

 
 

Strategic Objective

  

Performance Indicator 

Strategic Plan Target 

2015/16 Target

  

2015/16 Targets 

Q1 

Q2 

Q3 

Q4 

Improve quality of patient services

 

 

 

 

 

  

National Core Standards self-assessment rate 

N/A  

100% 

100% 

100% 

100% 

100% 

Quality Improvement Plan after self-assessment rate 

N/A  

100% 

100% 

100% 

100% 

100% 

Percentage of Hospitals compliant with all extreme and vital measures of the national core standards 

100% 

100% 

100% 

100% 

100% 

100% 

Patient Experience of care Survey Rate 

N/A  

100% 

100% 

100% 

100% 

100% 

Patient Experience of care Rate 

80%  

90% 

90% 

90% 

90% 

90% 

Complaints resolution rate 

N/A  

100% 

100% 

100% 

100% 

100% 

Respond to complaints within 24 hours 

>95%  

100% 

100% 

100% 

100% 

100% 

Improve access and efficiency of central and tertiary care

  

Average Length of Stay 

N/A  

5.8 

5.8 

5.8 

5.8 

5.8 

Inpatient Bed Utilisation Rate 

N/A  

79% 

79% 

79% 

79% 

79% 

Expenditure per patient day equivalent (PDE) 

N/A  

R3101 

R3101 

R3101 

R3101 

R3101 

77


PwC 

2015/16 -18 Annual Performance Plan 

78


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
 

Excellence in our non-clinical functions  
 

Strategic  Goal 

79


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
 

Excellence in our non-clinical functions  
 

Strategic Goal 

80


2015/16 -18 Annual Performance Plan Health Sciences and Training 

 
 

Strategic Objective

  

Performance Indicator 

Strategic Plan Target

(2019/20) 

2015/16 Target

  

2015/16 Targets 

Q1 

Q2 

Q3 

Q4 

Develop a competent and accountable health workforce that matches demand

 

 

 

  

Basic nurse students graduating 

N/A  

1000 

1000 

N/A 

N/A 

1 000 

Intake of Medicine Students annually 

N/A 

  

650 

N/A 

N/A 

N/A 

660 

Number of new medical students enrolled annually on the RSA-Cuban medical 

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 

Increase employees satisfaction 

Percentage of health facilities conducting employee satisfaction surveys 

90% 

100% 

100% 

100% 

100% 

100% 

81


PwC 

82  

2015/16 -18 Annual Performance Plan 

82


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
 
 
 
 
 
 
 

Increased equal and timely access to efficient and quality health care services, thereby preparing for roll-out of NHI 
 
 
 
 

Strategic Goal 

83


2015/16 -18 Annual Performance Plan: Health Care Support Services 
 
 

  • 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

  

Excellence in our non-clinical functions  
 
 

Strategic Goal 

84


2015/16 -18 Annual Performance Plan: Health Care Support Services 

 
 

Strategic Objective

  

Performance Indicator 

Strategic Plan Target

(2019/20) 

2015/16 Target

  

2015/16 Targets 

Q1 

Q2 

Q3 

Q4 

Increase availability of pharmaceuticals

 

 

 

 

 

  

Percentage of vital medicine availability at health facilities 

98% 

99% 

99% 

99% 

99% 

99% 

Percentage of essential medicine  availability at health facilities 

95% 

99% 

99% 

99% 

99% 

99% 

Percentage of essential medicines delivered directly to health facilities 

70% 

70% 

60% 

70% 

70% 

70% 

Number of patients registered in the Tshwane CCMDD programme 

150000 

100% 

25% 

25% 

25% 

25% 

Number of  patients enrolled on centralized chronic medicine dispensing and distribution programme 

300000 

100% 

25% 

25% 

25% 

25% 

Number of patients registered with remote automated dispensing unit 

200000 

50000 

12500 

25000 

37500 

50000 

Percentage of genexpert results available within 48 hours 

90% 

90% 

90% 

90% 

90% 

90% 

85


2015/16 -18 Annual Performance Plan: Health Care Support Services 

 
 

Strategic Objective

  

Performance Indicator 

Strategic Plan Target

(2019/20) 

2015/16 Target

  

2015/16 Targets 

Q1 

Q2 

Q3 

Q4 

Modernised Supply chain management and procurement

 

 

  

Percentage of linen contracts awarded to women cooperatives 

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% 

Increase access and efficiency in hospitals 

Percentage health institutions with electronic SCM system 

100% 

100% 

100% 

100% 

100% 

100% 

86


PwC 

2015/16 -18 Annual Performance Plan 

87


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
 

Excellence in our non-clinical functions  
 

Strategic goal 

88


2015/16 -18 Annual Performance Plan: Health Facilities Management  
 

 
 

Strategic Objective

  

Performance Indicator 

Strategic Plan Target

(2019/20) 

2015/16 Target

  

2015/16 Targets 

Q1 

Q2 

Q3 

Q4 

Deliver infrastructure

 

  

Proportion of P8 budget spent on maintenance (preventative and scheduled) 

100% 

55% 

25% 

50% 

75% 

100% 

Number of additional clinics and community health centres constructed 

19 

11 

1 Under Construction 

1 Completed 

10 Under construction 

10 Under construction 

Number of health facilities that have undergone major and minor refurbishment 

  

 

43 

  

  

  

43 

Improve governance and contract management

  

Percentage of capital work projects finished on time  

100% 

100% 

100% 

100% 

100% 

100% 

Number of Provincial Departments of Health that have established Service Level Agreements (SLAs) with Departments of Public Works 


  

  

  


89


  • 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.
 

2015 MTEF INFRASTRUCTURE BUDGET 

90


91  

2015 MTEF HOSPITAL REVITALISATION GRANT BUDGET


 
 
 
 
 

92


Unaudited expenditure per Programme  - 2014/2015 

93


Unaudited expenditure per Economic Classification 

94


 
 
 
 
 
 

95


2015 MTEF Overall Allocation 

  • 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 

  • 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 

  • 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 

  • 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 

  • 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 

  • 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 
 
 
 
 
 
 
 
 
 
 
 

105


  2015 MTEF ALLOCATION-HIV and AIDS 
 
 
 
 
 
 
 
 
 

106


2015 MTEF ALLOCATION-National Health Insurance 
 
 
 
 
 
 
 
 
 

107


PwC 

108


PwC 

2014/15 30 Days Payment 

109  

Month  

No of invoices processed  

No within 30 days 

% within 30 days  

Apr-14 

21798 

19028 

87% 

May-14 

20390 

15980 

78% 

Jun-14 

19742 

18640 

94% 

Jul-14 

16364 

13465 

82% 

Aug-14 

11383 

8188 

72% 

Sep-14 

13496 

9586 

71% 

Oct-14 

10195 

8558 

84% 

Nov-14 

13964 

10711 

77% 

Dec-14 

15809 

11363 

72% 

Jan-15 

9140 

7101 

78% 

Feb-15 

10601 

8037 

76% 

Mar-15 

9694 

6948 

72% 

Totals 

172576 

137605 

80% 

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 

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 


10 

2009/2010 

Disclaimer 
 



2010/2011 

Qualified 


36 

2011/2012 

Qualified 


29 

2012/2013 

Qualified 


15 

2013/2014 

Qualified 
 


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


 
 
HH HJSNSHSH 
 
 
 

STATUS OF SMS POSITIONS IN THE DEPARTMENT   

POST  

STATUS  

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


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