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

Vision and Mission

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

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

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

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

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 (10^th May – Move for Health Day celebrations)

SONA

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

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

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

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

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

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

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

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

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

Expert engagement

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

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

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

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

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

Alignment of Strategic Goals with MTSF

Goals

2015/16 – 2020 Strategic Plan

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

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

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

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

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

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

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

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

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

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

2015/16 -18 Annual Performance Plan

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

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

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

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

Administration: Strategic Objectives, Indicators and Targets

Strategic objective

Performance Indicator

Strategic Plan Target

(2019/20)

2015/16

Target

2015/16 Quarterly Targets

Improve quality of patient services

Number of hospitals implementing Lean Management project

36 and 375 Clinics

19 Hospitals and 375 Clinics

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

Number of mhealth applications developed

N/A

100%

25%

Number of hospitals with PACS

Number of hospitals with scanned medical records

50% of Hospitals

100% of Hospitals

25% of clinics

50% of Clinics

Percentage of Hospitals with Broadband access

50%

(18)

100%

25%

Percentage of fixed PHC facilities with broadband access

(2)

100%

25%

Administration: Strategic Objectives, Indicators and Targets

Strategic objective

Performance indicators

Strategic plan Target

(2019/20)

2015/16

Target

2015/16 Quarterly Targets

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

Audit opinion from Auditor General

Unqualified

Improve revenue collection

Rand value of revenue collected

R522m

700,000,000

175,000,000

Establish accurate cost base for Gauteng health department budget

Percentage of actual spend against forecast

<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

0.5%

1.5%

PwC

2015/16 -18 Annual Performance Plan

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

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

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

DHS: Strategic objectives, Indicators and Targets

Strategic objective

Performance indicators

Strategic Plan Target

(2019/20)

2015/16

Target

2015/16 Quarterly Targets

Increase quality and access in PHC facilities

Number CHCs providing 24 hour services

Expand ward-based PHC outreach teams

Number of fully-fledged, functional Ward Based Outreach Teams

508

372

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

133 75

2015/16 -18 Annual Performance Plan: DHS

Strategic Objective

Programme Performance Indicator

Strategic Plan Target

(2019/20)

2015/16

Target

2015/16 Quarterly Targets

Increase NHI coverage in the province

Number of Districts piloting NHI interventions

NHI Consultation Fora established

N/A

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%

Number of District Mental Health Teams established

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%

Patient Experience of care rate

N/A

90%

PHC Utilisation rate

N/A

Complaints resolution rate

N/A

100%

Respond to complaints within 24 hours

N/A

100%

2015/16 -18 Annual Performance Plan: DHS

Strategic Objective

Programme Performance Indicator

Strategic plan target

(2019/20)

2015/16 Target

2015/16 Quarterly Targets

Improve quality of patient services

National Core Standards self-assessment rate

100%

Quality improvement plan after self-assessment rate

100%

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

90%

100%

Patient experience of care Survey Rate

N/A

100%

Patient experience of care rate

85%

90%

Complaints resolution rate

N/A

100%

Respond to complaints within 24 hours

N/A

100%

Average Length of Stay

N/A

Inpatient Bed Utilisation Rate

N/A

80%

Expenditure per PDE

N/A

R2500

2015/16 -18 Annual Performance Plan

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

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

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

Reduce incidents of new HIV infections & STI

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

50%

15%

N/A

15%

Reduce mother to child transmission

Transmission rate from mother to child

<1.5%

Improve care and life expectancy for HIV positive people

Total patients remaining on ART

90%

1.5 Million

375,000

Patients tested for HIV (incl ANC)1

4 Million

1 Million

1 million

Reduce incidents of new HIV infections & STI

Male condom distribution Rate (Annualised)

309m

191 782 721

47 945 680

Female condom distribution Rate (Annualised)

4.4 Million

1.4 Million

Medical male circumcision performed - Total

1 314 246

300,000

75,000

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

Increase opportunities for testing and screening for TB

TB symptom 5yrs and older screened rate

30%

24%

26%

28%

30%

Reduce mortality for people with TB

TB patient treatment success rate

<87%

90%

TB patient lost to follow up rate

<4%

TB patient death Rate

<5%

2.00%

N/A

2.00%

Combat MDR TB

TB MDR confirmed treatment start rate

80%

70%

80%

TB MDR treatment success rate

65%

90%

2015/16 -18 Annual Performance Plan

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

2015/16 -18 Annual Performance Plan: MCWHN

Strategic Objective

Programme Performance Indicators

Strategic plan target

(2019/20)

2015/16 Target

2015/16 Quarterly Targets

Reduce maternal morbidity and mortality due to pregnancy and childbirth

Maternal mortality in facility ratio (annualised)

50/100000

90%

Antenatal 1st visit before 20 weeks rate

90%

Mother postnatal visit within 6 days rate)

90%

Reduce mother to child transmission

Antenatal patient initiated on ART rate

98%

90%

Infant 1st PCR test positive around 6 weeks rate

0.80%

<1.5%

2015/16 -18 Annual Performance Plan: MCWHN

Strategic Objective

Programme Performance Indicator

Strategic plan target

(2019/20)

2015/16 Target

2015/16 Quarterly Targets

Reduce perinatal and neonatal morbidity and mortality

Inpatient early neonatal death rate

<10/1000

N/A

Immunisation coverage under 1 year (annualised)

95%

Measles 2nd dose coverage (annualised)

95%

DTaP-IPV/Hib 3 - Measles 1st dose drop-out rate

<2%

<10%

Child under 5 years diarrhoea case fatality rate

<2%

Child under 5 years pneumonia case fatality rate

N/A

2.5%

Child under 5 years severe acute malnutrition case fatality rate

6.10%

Vitamin A dose 12 - 59 months coverage (annualised)

N/A

95%

2015/16 -18 Annual Performance Plan: MCWHN

Strategic Objective

Programme Performance Indicators

Strategic plan target

(2019/20)

2015/16 Target

2015/16 Quarterly Targets

Expand integrated school health services

School Grade R screening coverage (annualised)

N/A

100%

25%

School Grade 1 screening coverage (annualised)

40%

100%

25%

School Grade 8 screening coverage (annualised)

25%

100%

25%

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

Couple year protection rate (annualised)

80%

70%

17%

18%

Reduce the incidence and prevalence of cervical cancer

Cervical cancer screening Coverage (Annualised)

70%

80%

20%

Human Papilloma Virus Vaccine 1st dose coverage

90%

2015/16 -18 Annual Performance Plan

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

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

Reduce prevalence of non-communicable diseases

Number of non-communicable diseases

educational campaigns/ programmes (cumulative)

N/A

100% of Schools and clinics

25%

Patient screened for hypertension - 25 years and older

550 00

100%

Patients screened for diabetes - 5 years and older

280 00

100%

Cataract surgery rate annualised

N/A

1300/mil

1300/ml

1300/mil

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

Patients screened for mental disorder

N/A

50%

Patients treated for mental disorders

N/A

100%

Malaria case fatality rate

N/A

<0.3%

PwC

2015/16 -18 Annual Performance Plan

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

EMS &PPT: Strategic Objectives, Indicator and Targets

Strategic Objective

Performance Indicator

Strategic Plan Target

(2019/20)

2015/16 Target

2015/16 Quarterly Targets

Improve quality and access to EMS services

EMS P1 urban response under 15 minutes rate

90%

99%

EMS P1 rural response under 60 minutes rate

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

Steve Biko Cluster

Charlotte Maxeke Cluster

George Mukhari Cluster

Chris Hani Bara Cluster

PwC

2015/16 -18 Annual Performance Plan

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

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

Regional Hospitals : Strategic objectives, Indicators and Targets

Strategic Objective

Performance Indicator

Strategic Plan Target

(2019/20)

2015/16 Target

2015/16 Quarterly Targets

Increase quality of patient services

National Core Standard self-assessment rate

100%

Quality Improvement plan after self-assessment rate

100%

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

100%

90%

Patient experience of care Survey rate

100%

Patient experience of care rate

80%

90%

Regional Hospitals: Strategic objectives, Indicators and Targets

Strategic Objective

Performance Indicator

Strategic Plan Target

(2019/20)

2015/16 Target

2015/16 Quarterly Targets

Increase quality of patient services

Complaints resolution rate

N/A

100%

Respond to complaints within 24 hours

>95%

100%

Improve access and efficiency of regional and specialised care

Average Length of Stay

4.7 Days

4.8

Inpatient Bed Utilisation Rate

78%

80%

Expenditure per patient day equivalent (PDE)

N/A

R2250

Strategic Objectives, Indicators and Targets: Specialised Hospitals

Strategic Objective

Performance Indicator

Strategic Plan Target

(2019/20)

2015/16 Target

2015/16 Quarterly Targets

Improve access and efficiency of regional and specialised care

Inpatient Bed Utilisation Rate

85%

75%

Respond to complaints within 24 hours

>95%

100%

Patient Experience of care Rate

N/A

90%

PwC

2015/16 -18 Annual Performance Plan

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

SUB-PROGRAMME: Tertiary Hospitals

Strategic Objective

Performance Indicator

Strategic Plan Target

(2019/20)

2015/16 Target

2015/16 Targets

Improve quality of clinical care

National Core Standards self-assessment rate

N/A

100%

Quality Improvement Plan after self-assessment rate

N/A

100%

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

100%

Patient Experience of care Survey Rate

N/A

100%

Patient Experience of care Rate

80%

90%

Complaint Resolution rate

100%

Respond to complaints within 24 hours

<95%

100%

Improve access and efficiency of central and tertiary care

Average Length of Stay

N/A

5.4

Inpatient Bed Utilisation Rate

82%

80%

82%

Expenditure per patient day equivalent (PDE)

R2625

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

Central Hospitals: Strategic Objectives, Indicators and Targets

Strategic Objective

Performance Indicator

Strategic Plan Target

(2019/20)

2015/16 Target

2015/16 Targets

Improve quality of patient services

National Core Standards self-assessment rate

N/A

100%

Quality Improvement Plan after self-assessment rate

N/A

100%

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

100%

Patient Experience of care Survey Rate

N/A

100%

Patient Experience of care Rate

80%

90%

Complaints resolution rate

N/A

100%

Respond to complaints within 24 hours

>90%

100%

Improve access and efficiency of central and tertiary care

Average Length of Stay

N/A

Inpatient Bed Utilisation Rate

N/A

80%

Expenditure per patient day equivalent (PDE)

N/A

3000

SUB-Programme: Steve Biko Academic Hospital

Strategic Objective

Performance Indicator

Strategic Plan Target

(2019/20)

2015/16 Target

2015/16 Targets

Improve quality of patient services

National Core Standards self-assessment rate

N/A

100%

Quality Improvement Plan after self-assessment rate

N/A

100%

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

100%

Patient Experience of care Survey Rate

N/A

100%

Patient Experience of care Rate

80%

90%

Complaints resolution rate

N/A

100%

Respond to complaints within 24 hours

>95%

100%

Improve access and efficiency of central and tertiary care

Average Length of Stay

N/A

Inpatient Bed Utilisation Rate

N/A

80%

Expenditure per patient day equivalent (PDE)

N/A

R4 000

SUB-PROGRAMME: Dr George Mukhari Academic Hospital

Strategic Objective

Performance Indicator

Strategic Plan Target

(2019/20)

2015/16 Target

2015/16 Targets

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%

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

100%

Patient Experience of care Survey Rate

N/A

100%

Patient Experience of care Rate

80%

90%

Complaints resolution rate

N/A

100%

Respond to complaints within 24 hours

>95%

100%

Improve access and efficiency of central and tertiary care

Average Length of Stay

N/A

6.8

Inpatient Bed Utilisation Rate

N/A

76%

Expenditure per patient day equivalent (PDE)

N/A

R3500

SUB-Programme: Charlotte Maxeke Johannesburg Academic Hospital

Strategic Objective

Performance Indicator

Strategic Plan Target

(2019/20)

2015/16 Target

2015/16 Targets

Improve quality of patient services

National Core Standards self-assessment rate

N/A

100%

Quality Improvement Plan after self-assessment rate

N/A

100%

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

100%

Patient Experience of care Survey Rate

N/A

100%

Patient Experience of care Rate

80%

90%

Complaints resolution rate

N/A

100%

Respond to complaints within 24 hours

>95%

100%

Improve access and efficiency of central and tertiary care

Average Length of Stay

N/A

6.2

6.2.

6.2

Inpatient Bed Utilisation Rate

N/A

85%

Expenditure per patient day equivalent (PDE)

N/A

R3 000

SUB-PROGRAMME: Chris Hani Baragwanath Academic Hospital

Strategic Objective

Performance Indicator

Strategic Plan Target

2015/16 Target

2015/16 Targets

Improve quality of patient services

National Core Standards self-assessment rate

N/A

100%

Quality Improvement Plan after self-assessment rate

N/A

100%

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

100%

Patient Experience of care Survey Rate

N/A

100%

Patient Experience of care Rate

80%

90%

Complaints resolution rate

N/A

100%

Respond to complaints within 24 hours

>95%

100%

Improve access and efficiency of central and tertiary care

Average Length of Stay

N/A

5.8

Inpatient Bed Utilisation Rate

N/A

79%

Expenditure per patient day equivalent (PDE)

N/A

R3101

PwC

2015/16 -18 Annual Performance Plan

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

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

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

Develop a competent and accountable health workforce that matches demand

Basic nurse students graduating

N/A

1000

N/A

1 000

Intake of Medicine Students annually

N/A

650

N/A

660

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

N/A

Number of clinical engineers on training

100

Number of Bursaries awarded for first year medicine students

N/A

650

N/A

650

Number of Bursaries awarded for first year nursing students

N/A

1 500

N/A

1500

1 500

Increase employees satisfaction

Percentage of health facilities conducting employee satisfaction surveys

90%

100%

PwC

2015/16 -18 Annual Performance Plan

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

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

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

Increase availability of pharmaceuticals

Percentage of vital medicine availability at health facilities

98%

99%

Percentage of essential medicine availability at health facilities

95%

99%

Percentage of essential medicines delivered directly to health facilities

70%

60%

70%

Number of patients registered in the Tshwane CCMDD programme

150000

100%

25%

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

300000

100%

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%

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

Modernised Supply chain management and procurement

Percentage of linen contracts awarded to women cooperatives

100%

Percentage of hospital procuring/buying vegetables from local farmers

100%

40%

Percentage of hospital procuring/buying dairy products from local farmers

>80%

40%

20%

Percentage of hospital procuring/buying bread from small medium scale Bakeries

>70%

20%

Increase access and efficiency in hospitals

Percentage health institutions with electronic SCM system

100%

PwC

2015/16 -18 Annual Performance Plan

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

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

Strategic Objective

Performance Indicator

Strategic Plan Target

(2019/20)

2015/16 Target

2015/16 Targets

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

1 Under Construction

1 Completed

10 Under construction

Number of health facilities that have undergone major and minor refurbishment

Improve governance and contract management

Percentage of capital work projects finished on time

100%

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

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

2015 MTEF HOSPITAL REVITALISATION GRANT BUDGET

Unaudited expenditure per Programme - 2014/2015

Unaudited expenditure per Economic Classification

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

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.

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

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

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

2009/2010

Disclaimer

2010/2011

Qualified

2011/2012

Qualified

2012/2013

Qualified

2013/2014

Qualified

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

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

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