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ANNUAL REPORT 2018|19

Protecting the public and guiding the professions

TABLE OF CONTENTS

PART A: GENERAL INFORMATION

1 The Health Professions Council of South Africa (HPCSA) General Information 3

2 Abbreviations/Acronyms 4

3 Foreword by the President 6

4 Registrar/ChiefExecutiveOfficer’s(CEO)Overview 10

5 Councillor’sResponsibilitiesandApproval 14

6 Strategic Overview 6.1 Vision 6.2 Mission 6.3 Values

161616

7 Legislative and other Mandates 17

8 Policy Mandate 18

9 NationalDepartmentofHealthStrategicPlan and Medium Term Strategic Framework 19

10 Organisational Structure 20

PART B: PERFORMANCE INFORMATION

1 OPERATIONAL PERFORMANCE 1.1 Performance Overview 1.2 Registration of Health Practitioners 1.2.1 In – house Registration 1.2.2 Off Site Registration 1.2.3 Registration Statistics April 2018 –

March 2019 1.3 Continuing Professional Development (CPD)

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2 ADVOCACY AND STAKEHOLDER ENGAGEMENT 2.1 Advocacy Programmes 2.2 HPCSA Engagements with Regional,

Continental and International Stakeholders 2.2.1 International Association for Medical

Regulatory Authorities 2.2.2 World Medical Association 2.2.3 Association of Medical Councils of Africa

(AMCOA) 2.2.4 Southern African Development

Community (SADC) Region 2.2.5 Capacity Building and Benchmarking

Exercises 2.3 Media Relations and Publicity 2.3.1 Media Interviews, Media Releases/

Statements and Media Enquiries 2.3.2 Community Radio Campaign 2.3.3 Media Monitoring and Reputation

Management 2.4 Publications 2.5 Focus on Customer Service 2.5.1 Call Centre 2.5.2 Service Delivery Improvement

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3 INFRASTRUCTURE 3.1 Property 3.2 Information and Communication Technology (ICT)

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4 COMPLAINTS MANAGEMENT, INVESTIGATION, MEDIATION, COMPLIANCE AND ENFORCEMENT 4.1 Complaints Management, Investigation

and Mediation 4.2 Professional Conduct Inquiry 4.3 HighProfileCases 4.4 Mediation 4.5 Law Enforcement and Compliance 4.5.1 Joint Inspections with other Law

Enforcement Agencies

4646495052

52 5 KEY POLICY DEVELOPMENT AND

LEGISLATIVE CHANGES

53 6 PERFORMANCE INFORMATION BY PROGRAMME 6.1 Strategic Outcome Oriented Goals • Programme 1 • Programme 2 • Programme 3 • Programme 4

5455586061

7 FINANCIAL PERFORMANCE 7.1 Revenue 7.2 Expenses 7.3 DeficitGenerated 7.4 Procurement Activities

62626262

PART C: PROFESSIONAL BOARDS Overview of Professional Boards 65

DentalAssisting,DentalTherapyandOralHygiene 65

Dietetics and Nutrition 74

Emergency Care 80

Environmental Health Practitioners 87

Medical and Dental Professions 94

Medical Technology 114

OccupationalTherapy,MedicalOrthoticsand ProstheticsandArtsTherapy 112

OptometryandDispensingOpticians 120

Physiotherapy,PodiatryandBiokinetics 126

Psychology 132

RadiographyandClinicalTechnology 142

Speech,LanguageandHearingProfessions 150

HPCSA Annual Report 18/2019 1

PART D: GOVERNANCE 1 Introduction 159 2 Executive Authority 159 3 Accounting Authority/Council 159 4 Council Charter 159 5 Composition 159 6 Council and Council Committees Meetings 162 7 Risk Management 166 8 Internal Audit and Audit Committees 167 9 CompliancewithLawsandRegulations 17010 MinimisingConflictofInterest 170 11 Code of Conduct 170 12 Health and Safety and Environmental Issues 171 13 Council Secretariat 17114 CorporateSocialResponsibility 171

PART E: HUMAN RESOURCE MANAGEMENT 1 INTRODUCTION 1741.1 Employee Performance Management 174 1.2 Employee Wellness Programmes 1741.3 Policy Development 1741.4 Human Resources Priorities 1751.5 Challenges faced by the HPCSA on HR matters 1751.6 Human Resources Key Highlights 175 2 HUMAN RESOURCE RELATED STATISTICS

2.1 Personnel Costs by salary bands 176 2.2 Performance Rewards 177 2.3 Training Costs 177 2.4 Employment and Vacancies 177 2.5 Employment changes 1782.6 Reasons for Staff leaving 1782.7 Labour Relations: Misconduct and

Disciplinary Actions 1792.8 Equity Target and Employment Equity Status 1792.9 Future Human Resources Plans/ Goals 180

PART F: FINANCIAL INFORMATION 1 AUDIT AND RISK COMMITTEE REPORT 184 2 INDEPENDENTAUDITOR’SREPORT 1873 COUNCILLOR’SREPORT 190 4 ANNUAL FINANCIAL STATEMENTS 202

PART A: GENERAL INFORMATION

2 HPCSA Annual Report 2018/19

Countryofincorporationanddomicile South AfricaNatureofbusinessandprincipalactivities Health Professions RegulatorDentalAssisting,DentalTherapyandOralHygiene Dr Tufayl Ahmed MuslimDietetics and Nutrition Prof. Sussana Hanekom Emergency Care Mr Lesiba Arnold Malotana (Vice President)

Mrs Dagmar MuhlbauerDr Simpiwe Sobuwa

Environmental Health Practitioners Ms Duduzile Julia Sebidi Medical and Dental Dr Tebogo Kgosietsile Solomon Letlape (President)

Prof. Yusuf Ismail OsmanDr Reno Lance Morar

Medical Technology Mr Molefe Aubrey William Louw OptometryandDispensingOpticians Mr Maemo KobeOccupationalTherapy,MedicalOrthotics,ProstheticsandArtsTherapy Ms Martha Susanna van NiekerkPsychology Prof. Basil Joseph Pillay Physiotherapy,PodiatryandBiokinetics Ms Nokuzola Doris Dantile RadiographyandClinicalTechnology Mr Aladdin SpeelmanSpeech,LanguageandHearing Dr Sadna Balton CommunityRepresentativenotregisteredintermsoftheAct Ms Xoliswa Bacela

Mr Ketso Obed TsekeliMs Ruth Maphosa GontsanaMs Julia Mmaphuti NareAdv. Tebogo MafafoProf. Nobelungu Julia MekwaMs Marie Mercia IsaacsMs Mmanape Mothapo (appointed July 2017)Dr Anusha Lucen *(Appointed July 2017)

DepartmentofHigherEducationandTraining Ms Jean Skene (temporary replacement) DepartmentofHealth Dr Aquina Thulare *(Appointed February 2017)Person versed in law Mr Sello RamasalaPersonsappointedbyUniversitiesSouthAfrica(Higher Education South Africa) now Universities South Africa (USAF) Prof. Khaya Mfenyana

Prof. Nomthandazo GweleProf. Gert Jacobus van Zyl

South African Military Health Services Major–General Zola Dabula *(Appointed June 2016)RegisteredOffice 553 Madiba Street

Cnr. Hamilton and Madiba StreetArcadia0001

Postal Address PO Box 205Pretoria0001

Bankers ABSA Bank LimitedAuditors Nexia SAB & T Registered AuditorCouncil Secretary Adv. Ntsikelelo SipekaPrepareroftheAnnualFinancialStatement The Annual Financial Statements in Part F were

internally prepared by Ms Melissa de GraaffHead of Department: Finance and Supply Chain & CFO

Website www.hpcsa.co.za

1. The Health Professions Council of South Africa (HPCSA) General Information

GENERAL INFORMATION HPCSA Annual Report 2018/19 3

2. Abbreviations/Acronyms

“Boards” The Professional Boards ERM Enterprise Risk Management“Prelim” Preliminary Committee of Inquiry ETC Medical Education and Training Committee“the PCC” Professional Conduct Committee ETQA Education, Training and Quality Assurance (Committee)AEA Ambulance Emergency Assistant ETRCD Education, Training and Registration Committee (Dental)AMCOA Association of Medical Councils of Africa EXCO Executive Committee (of Council)AIDS AcquiredImmuno-DeficiencyDisease FINCOM Finance and Investment CommitteeAPP Annual Performance Plan FPOs ForensicPathologyOfficersARCOM Audit and Risk Committee FSB Financial Services Board AVE Advertising Value Equivalent FSMB Federation of State Medical BoardsBBBEE Broad Based Black Economic Empowerment FVOCI Fair Value Other Comprehensive IncomeBCM Business Continuity Management FWM Foreign Workforce ManagementBHF Board of Healthcare Funders GCIS Government Communication and Information SystemBPR Business Process Re-engineering GCRA Gauteng City Region AcademyCEO ChiefExecutiveOfficer GIBS Gordon Institute of Business ScienceCETAD CertificateinLeadershipProgrammeinHealthCare HASA Hospital Association of South AfricaCEU Continuing Educational Units HEI Higher Education InstitutionCFO ChiefFinancialOfficer HESA Higher Education South AfricaCHE Council on Higher Education HEQSF HigherEducationQualificationsSub-FrameworkCHU Complaints Handling Unit HIV HumanImmunodeficiencyVirusCIO ChiefInformationOfficer HODS Heads of DepartmentsCMS Council for Medical Schemes Hons HonoursCPD Continuing Professional Development HPCSA Health Professions Council of South AfricaCPG Clinical Practice Guidelines HR Human Resources

CSIR CouncilforScientificandIndustrialResearch HRP Human Rights, Ethics and Professional Practice Committee

CPUT Cape Peninsula University of Technology HWSETA Health and Welfare Sector Education and Training Authority

CRMP Compliance Risk Management Plan IAMRA International Association of Medical Regulatory Authorities

CSR Corporate Social Responsibility IAS’s International Accounting StandardsCUT, FS Central University of Technology, Free State ICT Information and Communication TechnologyDC Dental Committee ICT Com ICT Steering CommitteeDENTASA Dental Technicians Association of South Africa IFRS International Financial Reporting StandardsDPCI Directorate for Priority Crimes Investigation Unit IRBA Independent Regulatory Board for Auditors

DUT Durban University of Technology IMC Internal Management Committee (now EMC – Executive Management Committee

EAP Employee Assistance Programme IMRA International Association for Medical Regulatory Authorities

EPMO EnterpriseProjectManagementOffice INTPRA International Physiotherapy RegulatorsECG Electro-Cardiographic ISCAP Interventional Society of Cath Lab Allied ProfessionalsEE Employment Equity IT Information TechnologyEEG Electro-Encephalographic KPI Key Performance IndicatorEHA Environmental Health Assistant LLB Bachelor of LawEHDI Early Hearing Detection and Intervention LLM Master’s in LawEHP Environmental Health Practitioner MANCO Council Management CommitteeEHRP Human Rights, Ethics and Professional Practices MBCHB Bachelor of Medicine, Bachelor of SurgeryEMC Emergency Medical Care MCC Medicines Control CouncilERC Education and Registration Committee MDB Medical and Dental Professions Board

4 HPCSA Annual Report 2018/19 G E N E RAL I N F O RM AT I O N

MEDUNSA Medical University of Southern Africa PropCom Property CommitteeMoL Maintenance of Licensure RAF Road Accident FundMoU Memorandum of Understanding RBO Relationship by ObjectivesMPS Medical Protection Society RC Registration CommitteeMSc Medical Science Degree RCT Radiography and Clinical TechnologyMSC Medical Science Committee REMCO Human Resources and Remuneration CommitteeMTSF Medium Term Strategic Framework RTMC RoadTrafficManagementCorporationMTT Ministerial Task Team RPL Recognition of Prior LearningMUT Mangosuthu University of Technology RU Regulatory UniverseNDoH National Department of Health SACDA South African Career Development AssociationNDP National Development Plan SACTA South African Clinical Technologists AssociationNECET National Emergency Care Education and Training SADA South African Dental AssociationNED Non-Executive Director SADC Southern African Development CommunityNEHAWU National Education, Health Allied Workers Union SADTA South African Dental Therapists AssociationNHI National Health Insurance SAEPU South African Emergency Personnel UnionNMU Nelson Mandela Metropolitan University SAHPRA South African Health Products Regulatory AuthorityNRF National Rehabilitation Forum SAICA South African Institute of Chartered AccountantsOCI Other Comprehensive Income SALGA South African Local Government Association

OCP Board Professional Board - Occupational Therapy, Medical Orthotics, Prosthetics & Arts Therapy SANAS South African National Accreditation System

OECO Operational Emergency Care Orderlies SANATO South African Network of Arts Therapy OrganisationsOH Oral Hygiene SANC South African Nursing CouncilOHASA Oral Hygienists’ Association of South Africa SAPC South African Pharmacy CouncilOHS Occupational Health and Safety SAPS South African Police ServicesOHSC OfficeofHealthStandardsCompliance SAQA SouthAfricanQualificationsAuthorityORCA Outsourced Risk and Compliance Assessment (PTY) LTD SGB Standard Generating BodyOTASA Occupational Therapy Association of South Africa SIOPA Soweto Independent Practitioners Association

PAIA Promotion of Access to Information Act No. 2 of 2002 SIOPSA Society for Industrial and Organisational Psychology of South Africa

PAJA Promotion of Just Administration Act No. 3 of 2000 SIP Session Initiation ProtocolPAPU Pan-African Psychology Union SIU Special Investigations Unit

PBDOH Professional Board Dental Assisting, Dental Therapy & Oral Hygiene SLA’s Service Level Agreements

PC Practice Committee SMLTSA Society of Medical Laboratory Technologists of South Africa

PCR Professional Conduct Review Committee SOP Standard Operating PlanPDP Professional Driving Permit TB TuberculosisPETM Postgraduate Education and Training – Medical ToR’s Terms of Reference

PHSDSBC Public Health and Social Development Sectoral Bargaining Council TTT Transformation Task Team

PMDS Performance Management Development System UETM Undergraduate Education and Training – MedicalPoE Portfolio of Evidence UJ University of JohannesburgPOPIA Protection of Personal Information Act No 4 of 2013 USA United States of AmericaPPFCOM Pension and Provident Fund Committee USAF Universities of South AfricaPRI Primary Rate Interface WCA World Congress of AudiologyPsySSA Psychological Society of South Africa WIL Work Integrated Learning


3. Foreword by the President - Dr TKS Letlape

Introduction

It is with the greatest humility that I present the HPCSA’s Annual Report and Audited Financial Statements for the 2018/19financialyear.

The purpose of this Report is to give an account of the HPCSA’s performance in line with its legislative mandate, Strategic Plan and Annual Performance Plan.

In January 2019, the former Minister of Health, Dr Aaron Motsoaledi appointed Dr Manyangane Raymond Billa as the Registrar/CEO of the Health Professions Council of South Africa (HPCSA). The appointment of Dr Billa follows a period when the HPCSA was led by an Acting Registrar/CEO for a period of two (2) and half years. On behalf of Council, I welcome the appointment of Dr Billa as the Registrar/CEO of the HPCSA.

During the period under review, the HPCSA continued with the business process re-engineering to improve its efficienciesindeliveringonitsmandate.

The year under review saw a number of developments within the health environment, and they include the following:

1. The National Health Insurance and the Medical Schemes Amendment Bill

The fundamental issue in driving universal coverage under a National Health Insurance (NHI) system is the common funding for the health needs of all South Africans. This is an important development for equitable healthcare access and provision in South Africa. The Medical Schemes Amendment Bill, which will be introduced to Parliament, will seek to ensure affordability and assurance of health services for those on medical aid. The Medical Schemes Amendment Bill should also guarantee payment to providers along agreed mandated statutory tariffs.These amendments will providemuchrelieftothepatientswhofindthemselvesin financialdistressdue to thehighcostof healthcareand associated co - payments.

The HPCSA will engage in the discussions, around both Acts and hopes to see the reduction of complaints around the fees and inadequate provision of care in both public and private.

2. International Relations

Council supported and continues to support the HPCSA’s involvement in continental and international affairs. This is essential as these engagements are used as learning experiences and for benchmarking purposes.

The HPCSA assisted in the coordination of the 22nd Annual Conference of the Association of Medical Councils of Africa (AMCOA), which was hosted by the Medical and Dental Council of Ghana at the Royal Senchi Hotel, Akosombo from 23 – 27 July 2018. The focus of the Conference was on the “Changing Landscape in Medical Education and Training” and facilitated an important aspect for ongoing exchange of information among regulatory authorities within the African continent and the rest of the international community.

Furthermore, as a member of the International Association for Medical Regulatory Authorities (IAMRA), the HPCSA attended the IAMRA Annual Conference under the theme: “Empowering Regulation with Innovation and Evidence” and sub-themes of innovative regulatory


models, medical workforce, safe practice and quality and medical education. The Conference was held on October 6 - 9, 2018 in Dubai, United Arab Emirates.

At the IAMRA Annual General Meeting held on 8th October 2019, I was elected as the Chair of IAMRA for the period 2018 – 2020. My election as Chair of IAMRA follows my election as President of the Association of Medical Councils of Africa (AMCOA) at a Conference that was held two months prior in Ghana. I am indeed humbled to lead these two international bodies.

The HPCSA also affirmed its decision to host the IAMRA 14th International Conference on Medical Regulation, which is scheduled to be held at the Sandton Convention Centre in Johannesburg, from 15 – 18 September 2020. The HPCSA will ensure that most of healthcare practitioners and the HPCSA Governance Structures – including Board Members and Council attend the Conference and learn from this opportunity. 3.De-professionalisation

On matters that are facing the healthcare environment, of concerning is the issue of de–professionalisation. This refers to the ill-treatment of healthcare professionals, resulting in them being reduced to traders, retailers and/or entrepreneurs. When de-professionalisation happens, the professional judgment and the professionalism gets eroded.

Professionalism in the healthcare environment is about accepting the notion that practitioners do not have “clients” but have patients – and that is what the Professional Code is all about. The HPCSA will continue to advocate for bringing back the professionalism within the healthcare environment.

The other issue that the HPCSA will continue advocating for in terms of professionalism, particularly in the context of team-based care, is to move away from task shifting to ensure the management of Scope Creep. Scope Creep is when one professional creeps into another’s scope. Team-based care can only be attained and besuccessfulwhenthere isclear roledefinitionof thedifferent professionals who are forming a team.

4. Governance

The HPCSA remains committed to the highest standards of corporate governance, with accountability and transparency being the key guiding principles in all activities conducted. To this effect, the HPCSA maintains rigorous governance bodies, systems and processes.

One of the challenges of self-regulating is for practitioners to understand that those who are elected to the Boards and in Council, have to do this in the best interest of those Boards and Council and not for individual interest or the interest of professional associations that they represent. To this end, elected officials need to be inducted on governance,leadership and management of conflict of interest,especially in an environment of self-regulation.

5. In Memoriam

The HPCSA at its national Conference, hosted the HPCSA Awards. At the Awards Ceremony, the HPCSA honoured the late Prof. Bongani Mayosi with a Lifetime Achievement Award.

The Lifetime Achievement Award was intended to honour individuals with more than ten years of documented accomplishments in the regulatory and healthcare industry,whohadasignificantimpact/influenceonmanyindividuals and organisations, especially the HPCSA and its Professional Boards. I thank Council for having initiated the HPCSA Awards in recognition of outstanding excellence and contributions in the advancement of the HPCSA executing its statutory mandate.

The Award to the late Prof. Bongani Mayosi, is a reminder to the healthcare environment of its responsibility to ensure a safe working environment for practitioners. The HPCSA conveys its condolences to the family and to other fellow practitioners’ families who lost their loved ones in the year under review.

7. Acknowledgements

The HPCSA acknowledges the former Minister of Health, Dr Aaron Motsoaledi and his deputy, Deputy Minister of Health, Dr Joe Phaahla for the responsibilities given to this


3. Foreword by the President - Dr TKS Letlape (continued)

Council, and for the leadership and guidance provided throughout this tenure in addressing issues raised as well as recommendations made by Ministerial Task Team (MTT).

The HPCSA welcomes the new Minister of Health, Dr Zweli Mkhize and pledges its unwavering support to him. The HPCSA will support the Minister as he continues on the foundations laid by his predecessor in ensuring access to healthcare for all the citizens of this country.

My appreciation also goes to the Vice President, Mr. Lesiba Malotana and the HPCSA Council, for the leadership and oversight of the HPCSA, and to the Registrar/CEO Dr Billa and the Secretariat for ensuring thattheHPCSAremains“fitforpurpose”atalltimes.

The HPCSA thank other statutory bodies, such as the South African Pharmacy Council (SAPC), the South African Nursing Council (SANC), the Allied Health Professions Council, Traditional Healers Council and Dental Technicians Council, for the collaboration and cooperation in assisting the HPCSA deliver on its legislative mandate.

The HPCSA is motivated and therefore would like to acknowledge those practitioners who serve in the public sectorandcontinuethetraditionsofresearchandfindingsolutions in the healthcareenvironmentas exemplifiedby Prof. Mashudu Tshifularo and many others. As the regulator, the HPCSA congratulate their achievements and acknowledge their contributions.

As the country endeavours to create a healthcare system that provides quality and equal access to all, practitioners and members of the public are encouraged to fully participate in the health reform debates that are underway, namely on the National Health Insurance (NHI) the Medical Schemes Amendment Bill, the Health Market Inquiry in the ultimate quest for universal health coverage.

I thank you.

DrTKSLetlapePresident – Health Professions Council of South Africa (HPCSA)


G E N E RAL I N F O RM AT I O N HPCSA Annual Report 2018/19 9

4. Registrar/Chief Executive Officer’s Overview

1. Introduction

It gives me immense pleasure to present this year Annual Report as the new Registrar/ CEO of the HPCSA. This annualreport isanaffirmationofourcommitmentanddedication to deliver on our mandate of protecting the public that we serve and guiding the professions. I am deeply honoured to be taking up this position and it is a privilege for me to lead this remarkable institution.

As we look back at the past year and look forward to the year ahead, we should be pleased in our achievements in what was an increasingly challenging period. I would like to thank Adv. Phelelani Khumalo for his outstanding contribution as the Acting Registrar/CEO for the past two (2) years and seven (7) months from May 2016 to December 2019. Adv. Khumalo did a truly remarkable job and I am enormously grateful for his efforts and for his leadership. I very much look forward to contributing to thefutureoftheHPCSAandwatchitflourish.

In February 2015, the former Minister of Health, Dr Aaron Motsoaledi, acting in accordance with the provision of Section 6(g)(5) of the Health Professions Amendment Act No. 29 of 2007, took a decision to appoint a Ministerial Task Team (MTT) to investigate allegations made against the HPCSA. In October 2015, the Minister of Health released the MTT report.

2. The HPCSA Turnaround Strategy

Based on the outcome of the MTT Report, the HPCSA embarked on a Business Process Re-engineering (BPR) project. The BPR project was aimed at enhancingtheHPCSA’seffectivenessandefficienciesthrough streamlined services that will ensure that it becomes a reputable, professional regulatory body. It is estimated that the HPCSA will reap the rewards of the investment made on the turnaround over a five-year period. However, over the past two and half years, and in particular during the period under review, the HPCSA made remarkable strides in ensuring that it achieves the goals and objectives of the BPR Project. The MTT report highlighted a need for full organisational review which would be inclusive of a new governance and administrative structure. The revised organisational structure aimed to consolidate the HPCSA structure into fivehigh-levelfunctionalareasenabling:

•Developmentofspecificfunctionalknowledgeandexpertise within each function,

•Clearaccountabilityenablingidentificationofinefficiencies,

• Better departmental coordination & a stable environment, and

• Faster decision making. The new organisational structure became effective in August 2018.

With my appointment as the Registrar/ CEO in January 2019, the immediate focus was to implement a 14-Point Plan that seeks to cement the outcomes of the turnaround project currently under way. The 14-Point Plan anchors around the following quick wins: 2.1 Building a new culture Buildinganewculturewhichwillbeareflectionofthenew image of the HPCSA. The purpose of the project was to ensure that all employees of the HPCSA and members of the governance structures re-commit to the values of the HPCSA.


2.2AddressingforeignqualifiedpractitionerissuesWith regard to addressing the backlog on foreign-qualified practitioners, previously one university wouldcoordinate and host the Medical and Dental Board examinations for both theory and practical purposes.

The HPCSA was in the current reporting period faced with a backlog of Medical Board Examinations as there were multitudes of foreign-qualified applicants.To alleviate this challenge, an agreement was signed with the Federation of State Medical Boards and the National Board of Medical Examiners - both based in the United States of America (USA) to conduct an online-based examination to accommodate the considerable number of applications. The practical examinations will continue to be held at the local medical institutions, with approximately three (3) universities hosting a similar examination at the same time.

2.3 Customer Satisfaction Levels The HPCSA conducted a Customer Satisfaction Survey, in the period under review, which assisted in identifying areas in operations that required more focused attention to improve customer experience. The focus was on the Call Centre, the Contact Centre and the reduction of turnaround times across the entire organisation as well as the implementation of the new Oracle Service Cloud. The new Oracle Service Cloud implementation is envisaged to increase efficiencyby alleviating long queues that are normally found at theHPCSAHeadOfficethusdeliveringanalternativeservice channel. 2.4CapacitationThe HPCSA committed to appointing more HPCSA registered practitioners to take up positions within the organisation. In the period under review, the HPCSA was reconfiguredandaComplaintsHandlingUnit(CHU)wasestablished. The Unit has appointed six (6) investigators who are health professionals and have a better understanding of health-related complaints. The HPCSA continuedtofillvacantpositionstoensurethattechnicalskills and competencies are available to deliver on its mandate. Once the new structure is fully applied, it will improve the entity’s value proposition to the current and potential client.

2.5HPCSAOperationsIn 2015/16, Council supported and approved that further research be conducted with regard to best practice in implementing Maintenance of Licensure. A task team of the CPD Committee was appointed to engage Professional Boards, practitioners and other stakeholders with a view to piloting Maintenance of Licensure. In the period under review, three (3) Professional Boards volunteered to spearhead further investigation into how best Maintenance of Licensure could become a reality.

Stakeholder engagement and advocacy is key to the operations of the HPCSA. Council approved the Stakeholder Engagement Plan, which directs on how the HPCSA will engage and interact with practitioners and all other stakeholders – both locally and internationally.

2.6 Risk Management The HPCSA matured in terms of risk management. Council approved the Enterprise Risk Management Policy Framework to ensure that the HPCSA sustains a comprehensive risk management framework and strategy to meet both legislative and best business practice requirements. The HPCSA also developed and approved a Compliance Management Policy Framework in ensuring that the HPCSA’s compliance risks are identified andeffectively managed on an ongoing basis. 2.7 Enforcement TheInspectorateOfficecontinuedtoworkcloselywithlawenforcement authorities to ensure compliance with the Health Professions Act. The Inspectorate investigates and finalisesmattersandonceapractitionerhasbeenstruckoffthe Register, the HPCSA no longer has jurisdiction over the practitioner and the matter then gets handed over to law enforcement agencies. In the current period the HPCSA saw a lot of cases brought against our practitioners being successfullymediated upon by theOffice of the HPCSAOmbudsman. With this mediation, the HPCSA has seen a reduction in the number of cases serving at Preliminary and Professional Conduct Committees respectively. This reduction has also assisted in improving our turnaround timesinfinalisingthesematters.


4. Registrar/Chief Executive Officer’s Overview (continued)

2.8 Clean AuditTheHPCSAcontinued to receivean unqualified cleanaudit.Thisunqualifiedauditisaresultofcollaborativeeffortby many individuals throughout the organisation. Each reporting area worked tirelessly to ensure that the HPCSA attains that achievement. I therefore acknowledge the commitment of Council, its Committees, Executive Management, the Department: Finance and Supply Chain and all other departments for ensuring that this achievement was realised.

2.9 Clean Administration The HPCSA is committed to ensuring a clean administration. To this end, the HPCSA engaged the services of the Special Investigation Unit (SIU) to investigate the alleged maladministration within the HPCSA.

This is in line with the HPCSA’s determination to turn the organisation around into a transparent and credible regulator. To this end, the HPCSA submitted a request to the SIU to investigate instances of maladministration, corruption or corrupt activities (including fraud) in connection with the mandate of Council as contained in the Act. Furthermore, an Anti-Corruption Forum on Health was established to deal with all allegations of maladministration within the health sector. The HPCSA assures the public of its commitment to eradicate corruption.

With the HPCSA having embarked on the business process re-engineering, the following outcomes are envisaged: • Practitioners being able to do online registration using

the new App;• The HPCSA being able to issue and use the digital

intern log book;•Improvedefficiencybyreducingtheturn-aroundtime

for complaints and professional conduct investigations;• Legislative review of the Act and Regulations; and • A more visible listening HPCSA.

In conclusion, my commitment in accepting the appointment as the Registrar/CEO was to continue to provide efficient and effective Secretarial services, butalso ensure professional service to our stakeholders. This we hope, will improve the image of Council and gain more stakeholderconfidence.WhiletheHPCSAunderstandthatthe turnaround journey is not going to be easy, we pride ourselves with the fact that with the initial steps already taken, the HPCSA can only get better.

3. In Memoriam

In February this year, the HPCSA grieved the passing on of one of our employees, Ms Judy Mingana. As an organisation, we mourned and paid tribute to this tremendous individual. Her profound enthusiasm and dedication over the last years merited her with a reputation as an administrator of note in the Council. We appreciate her dedication and commitment given to the HPCSA. May her soul rest in peace.

4. Acknowledgements

I would like to express my deepest appreciation to the HPCSA President, Dr Kgosi Letlape and the HPCSA Vice-President, Mr. Lesiba Malotana and Council for their leadership and guidance. Gratitude to the Professional Boards for their immense contribution.

I also wish to thank the Executive Management Committee for the impressive contribution carried out in the period under review for the success of the organisation. A big thank you to the HPCSA employees, who dedicated their work to excellence. All of this achievement could not have been achieved without your hard work. Much appreciation to the HPCSA key stakeholders - who continually pay their annual fees for the sustenance of the HPCSA.


To the National Department of Health and all other stakeholders, I wish to express appreciation for their support and assistance in the past year in helping the HPCSA render an excellent service to all the healthcare practitioners.

Wethereforelookforwardtothenextfinancialyearwithconfidence,readytoimproveonourperformance.

I thank you.

Dr MR Billa Registrar / CEO: Health Professions Council of South Africa (HPCSA)


5. Councillor’s Responsibilities and Approval

The Registrar is required in terms of the Health Professions Act No. 56 of 1974 to maintain adequate accounting records and is responsible for the content and integrity oftheannualfinancialstatementsandrelatedfinancialinformation included in this Report. It is his responsibility to ensurethattheannualfinancialstatementsfairlypresentthestateofaffairsofCouncilasattheendofthefinancialyear and the results of its operations as well as the cash flows for the period then ended, in conformity withInternational Financial Reporting Standards. The external auditors are engaged to express an independent opinionontheannualfinancialstatements.

The annual financial statements are prepared inaccordance with International Financial Reporting Standards and are based upon appropriate accounting policies consistently applied and supported by reasonable and prudent judgements and estimates.

The Registrar acknowledges that he is ultimately responsible for the systemof internal financial controlsestablished by Council and place considerable importance on maintaining a strong control environment. To enable the Registrar to meet these responsibilities, the set standards for internal control aimed at reducing the risk of error or loss in a cost-effective manner are made. The standards include the proper delegation of responsibilities within a clearly defined framework, effective accounting proceduresand adequate segregation of duties to ensure an acceptable level of risk. These controls are monitored throughout Council and all employees are required to maintain the highest ethical standards in ensuring that Council’s business is conducted in a manner that, in all reasonable circumstances, is above reproach. The focus of risk management in Council is on identifying, assessing, managing and monitoring all known forms of risk across Council. While operating risk cannot be fully eliminated, Council endeavours to minimise it by ensuring that appropriate infrastructure, controls, systems and ethical behaviour are applied and managed within predetermined procedures and constraints.

The Registrar, therefore, is of the opinion, based on the information and explanations given by Management that the system of internal control provides reasonable assurance that the financial recordsmaybe reliedonfor thepreparationof theannualfinancial statements.However, any system of internal financial control canprovide only reasonable, and not absolute, assurance against material misstatement or loss.

The Registrar has reviewed the Council’s cash flowforecast for the year to 31 March 2020 and, in light of this reviewandthecurrentfinancialposition,he is satisfiedthat the Council has or had access to adequate resources to continue in operational existence for the foreseeable future.

The external auditors are responsible for independently auditing and reporting on Council’s annual financialstatements.Theannualfinancialstatementshavebeenexamined by Council’s external auditors and their report is presented on pages 187 to 189.

Theannualfinancialstatementssetoutonpages192to217, which have been prepared on the going concern basis, were approved by Council on 27 September 2019 and were signed on their behalf by:

Approvaloffinancialstatements.

DrTKSLetlapePresident of Council


6. Strategic Overview

Vision Quality and equitable healthcare for all.

MissionTo enhance the quality of healthcare for all by developing strategic policy frameworks foreffectiveandefficientco-ordinationandguidance of the professions through:

• Setting contextually relevant healthcare training and practice standards for registered professions.

• Ensuring compliance with standards.• Fostering on-going professional development

and competence.• Protecting the public in matters involving the

rendering of health services.• Public and stakeholder engagement.• Upholding and maintaining ethical and

professional standards within the health professions.

Motto and ValuesMotto: “Protecting the public and guiding the professions”

Values:Infulfillingitsrolesofregulator,guide and advocate as well as administrator, the HPCSA holds the following values central to its functioning:

Administrator Advocate & Advisor Regulator

EffectivenessProfessionalismResponsiveness

Efficiency

RespectDignity

HonestyIntegrity

TransparencyRationality

AccountabilityConsistencyImpartiality

Fairness


7. Legislative and other Mandates

7.1 Legislative Mandate

The Health Professions Council of South Africa (HPCSA), is a statutory body established in terms of the Health Professions Act No. 56 of 1974 (as amended).

The mandate of the HPCSA is to regulate the healthcare professions in the country in aspects pertaining to education, training and registration, professional conduct and ethical behaviour, ensuring continuing professional development (CPD), and fostering compliance with healthcare standards.

7.1.1ConstitutionoftheRepublicofSouthAfrica,1996The right to health is fundamental to the physical and mental well–being of all individuals and is a necessary condition for the exercise of other human rights, including the pursuit of an adequate standard of living.

The right to healthcare services is provided for in three sections of the South African Constitution. These sections provide for access to healthcare services including reproductive health and emergency services.

Universal access is provided for in Section 27 (1) (a) of the Constitution of South Africa, of 1996 which provides that; “everyone has the right to have access to healthcare services, including reproductive healthcare…….”.

The HPCSA thus derives its constitutional mandate from this section of the Constitution, as such Section 27 (1) (a) guides the HPCSA’s vision which is summarised aptly as “Quality and equitable healthcare for all”.

7.1.2 National Health Act No. 61 of 2003The National Health Act No. 61 of 2003 aims to realise the rights set out in the Constitution by providing a framework for a structured, quality uniform health system for South Africa. The Act outlines the laws that govern national, provincial and local government with regard tohealth services. TheNationalHealthActclarifies theState’s responsibility to ensure that it addresses the right to access to health care services. The Act further

recognises that no person may be refused emergency medical treatment and that everyone has the right to an environment that is not harmful to their health.

Moreover, the Act further ensures that everyone has access to equal health services by building a national health system that governs both public and private health services. It sets out the rights and duties of all health practitioners and protects the right of children to basic nutrition and healthcare, as well as the rights of vulnerable groups, such as women, older persons and people with disabilities.

The HPCSA plays a pivotal role in promoting the provisions in the Act through:

a) Advocating for the rights and duties of users and Health Care Personnel as set out in Chapter 2 of the National Health Act.

b) Assisting the Minister of Health in setting regulations relating to human resources as per Chapter 7, Section 52 of the National Health Act.

c) Representation at the Forum of Statutory Health Professional Councils and ensuring that it meets the responsibilities as set out in Chapter 7, Section 50 of the National Health Act.

d) Collaborating with other Health Councils and statutory bodies provided for in the National Health Act.

7.1.3 The Health Professions Act No. 56 of 1974 (as amended)The Health Professions Council of South Africa (HPCSA) derives its mandate from the Health Professions Act No. 56 of 1974 (as amended). The Act seeks to provide for control over the education, training and registration for and practising of healthcare professions registered under the Act, and to provide for matters incidental thereto.


8. Policy Mandate

TheHPCSAis influencedbynationalpoliciesandplans,including, but not limited to, the National Development Plan (NDP), National Department of Health (NDoH) Strategic Plan and the Medium Term Strategic Framework (MTSF).

8.1NationalDevelopmentPlan2030(NDP)

The National Development Plan (NDP) is the focal policy framework as highlighted in the 2016 Budget Speech. It is the overarching South African Plan to which the National Department of Health (NDOH) as well as other Departments and Entities need to align in order to achieve the stated outcomes. The NDP’s Vision for 2030 in relation to health includes: • Raising the life expectancy to at least 70 years;• Ensuring that the generation of under-20s is largely free ofHumanImmunodeficiencyVirus(HIV);

•Significantlyreducingtheburdenofdisease;and• Achieving an infant mortality rate of less than 20 deaths

per 1000 live births, and an under-5 mortality rate of less than 30 per 1000.

The NDP further sets goals for 2030 in relation, but not limited to:• Universal Health Coverage, and •Posts filled with skilled, committed and competent

individuals

The HPCSA will be contributing to the National Development Plan by actively advocating to practitioners and the public to ensure adequately qualifiedprofessionalsaredevelopedandavailable.

8.2 National Health Insurance (NHI)

TheNationalHealthInsurance(NHI)isahealthfinancingsystem that is designed to pool funds to provide access to quality, affordable personal health services for all South Africans based on their health needs, irrespective of their socioeconomic status. The NHI seeks to realise universal health coverage for all South Africans, which means that every South African will have the right to access comprehensive healthcare services free of charge at the point of use at accredited health facilities, such as clinics, hospitals and private health practitioners.

The services will be delivered in areas closest to where people live or work. Funding for the NHI will be through a combination of various mandatory pre-payment sources, primarily based on general tax.

The HPCSA and its Professional Boards supports the NHI and the strategy for Human Resources for Health to promote awareness, debate and ultimately actively participate and support these critical initiatives which are aimed at enhancing access to and provision of healthcare to the South African population.

The HPCSA sees itself playing a pivotal role in aspects of the NHI relating, but not limited to the following:• The HPCSA as the regulator will support the NHI

by ensuring quality assurance for universal health coverage and enforcing Professional Codes of Conduct and Ethics anchored on universally accepted principles on natural justice.

• The contracting of private health care providers through providing input on the general practitioner contracting model, as well as advocating for proper regulation of private hospitals.

• Enhancing the Human Resources for Health as the key component and driver of universal coverage for healthbyensuringthatthereareadequatelyqualifiedprofessionals trained and registered that meet the needs of the country by effectively carrying out its mandate of providing for control over the education, training and registration for and practising of health professions registered under the Act.

• The involvement of the public in ensuring in ensuring the success if the NHI will be critical thus the HPCSA will ensure continued Community engagement and dialogues for empowerment on rights and responsibilities and the role of health regulators in health care; as well as ensure continued community engagement and dialogues for empowerment on rights and responsibilities.

• In terms of the Information Technology, the HPCSA will ensure the existence of up to date and accurate registers.

In all of the above, the HPCSA and its Professional Boards commits to ensuring that the professions at the HPCSA contribute to the effectiveness and success of the NHI.


9. National Department of Health Strategic Plan and Medium Term Strategic Framework

The alignment between the NDP Vision 2030, the NDOH Strategic Plan 2015-2020 and the HPCSA Strategic Objectives is shown in the following table:

LinkBetweenNationalDevelopmentPlanandTheNationalDepartmentofHealthStrategicGoals

NDP Goals 2030 NDP Priorities 2030 NDOH Strategic Goals 2015-2020 HPCSA Programmes HPCSA Strategic

ObjectivesAverage 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

Prevent disease and reduce its burden, and promote health

Improving the role of the HPCSA as an advocate &

advisor as well as enhance engagements with all key

stakeholders Develop an overarching Council’s plan to enable effective stakeholder engagement

• Proactive two-way engagement between Council and National Department of Health (NDoH) allowing for inclusivity in policy formulation.

• Engage with the Joint Health Sciences Coordinating Committee to address cross cutting issues between Department of Higher Education & Training (DHET) & NDoH.

• Bridge gaps between NDoH and Professional Boards through the use of policy forum (e.g. Forum of Statutory Councils).

•Roleclarificationandsimplificationofthevarious players within the health environment for distribution to the public (e.g. National Council vs HPCSA).

• Providing a platform and mechanisms for Professional Boards to engage with NDoH effectively.

Tuberculosis (TB) prevention and cure

progressively improvedMaternal, infant and child

mortality reducedPrevalence of Non-

Communicable diseases reduced

Injury, accidents and violence reduced by 50%

from 2010 levels

Health systems reforms completed

Strengthen the health system

Improve health facility planning by implementing norms and

standards

Improvefinancialmanagementby improving capacity, contract management,

revenue collection and supply chain management reforms

Improve health information systems

Developanefficienthealthmanagement information

system for improved decision making

Improve quality by using evidence

Improve the quality of care by setting and monitoring

national norms and standards, improving system for user

feedback, increasing safety in health care, and by improving

clinical governance

Primary healthcare teams deployed to provide care to families and

communities

Re-engineer primary healthcare by: increasing

the number of ward - based outreach teams, contracting

general practitioners, and district specialist teams, and

expanding school health services



stakeholders

Universal health coverage achieved

Financing universal healthcare coverage

Make progress towards universal health coverage

through the development of the National Health Insurance

scheme, and improve the readiness of health facilities for

its implementation



stakeholders

Postsfilledwithskilled,committed and

competent individualsImprove human resources

in the health sector

Co-ordination to ensure legislative and regulatory

consistency across the HPCSA and its Professional

Boards


10. HPCSA Organisational Structure

The mandate of the HPCSA; as legislated in the Health Professions Act of 1974 (as amended) – is realised through the functions of three separate structural components, namely; Council, the twelve (12) Professional Boards and the Secretariat.

10.1HPCSAReportingStructuretotheMinistryofHealth

Parliament

Minister of Health

Department of Health Health ProfessionsCouncil of South Africa

10.2 Structure of Council and Council Committees

Professional Conduct Review

Committee

Human Rights Ethics &

Professional Practice

CPD Committee

Business Practice

Committee

ICT Steering Committee

Property Committee

HPCSA Administration/

Secretariat

Finance and Investment Committee

Audit and Risk

Committee

Tender Committee

Human Resources and Remuneration

Committee

Pension and Provident

Fund Committee

Education, Training

and Quality Assurance Committee

Health Committee

HPCSA 32 Member

Council

Executive Committee

Professional Boards


10.3 Objectives and Functions of Council are:

a) To co-ordinate the activities of the Professional Boards established in terms of this Act and to act as an advisory and communicatory body for such Professional Boards;

b) To promote and to regulate inter-professional liaison between health professions in the interest of the public;

c) To determine strategic policy in accordance with the national health policy as determined by the Minister, and to make decisions in terms thereof, with regard to the Professional Boards and the health professions, formatters suchas finance,education,training, registration, ethics and professional conduct, disciplinary procedure, scope of the professions, inter-professional matters and maintenance of professional competence;

d) To consult and liaise with relevant authorities on matters affecting the Professional Boards in general;

e) To assist in the promotion of the health of the population of the Republic;

f) Subject to legislation regulating healthcare providers and consistency with national policy determined by the Minister, to control and to exercise authority in respect of all matters affecting the education and training of persons in, and the manner of the exercise of the practices pursued in connection with, the diagnosis, treatment or prevention of physical or mentaldefects,illnessesordeficienciesinhumankind;

g) Topromoteliaisoninthefieldofeducationandtrainingreferred to in paragraph (f), both in the Republic and elsewhere, and to promote the standards of such education and training in the Republic;

h) To advise the Minister on any matter falling within the scope of this Act in order to support the universal norms and values of health professions, with greater emphasis on professional practice, democracy, transparency, equity, accessibility and community involvement;

i) To communicate to the Minister information of public importance acquired by Council in the course of the performance of its functions under this Act;

j) To serve and protect the public in matters involving the rendering of healthcare services by persons practising a health profession;

k) To exercise its powers and discharge its responsibilities in the best interest of the public and in accordance with national health policy determined by the Minister;

l) To be transparent and accountable to the public in achieving its objectives and when performing its functions and exercising its powers;

m) To uphold and maintain professional and ethical standards within the healthcare professions;

n) To ensure the investigation of complaints concerning persons registered in terms of this Act and to ensure that appropriate disciplinary action is taken against such persons in accordance with this Act in order to protect the interest of the public;

o) To ensure that persons registered in terms of this Act behave towards users of healthcare services in a manner that respects their constitutional rights to human dignity, bodily and psychological integrity and equality, and that disciplinary action is taken against persons who fail to act accordingly;

p) To submit to the Minister- I. A five-year strategic plan within six months of

Councilcomingintooffice,whichincludesdetailsastohowCouncilplanstofulfilitsobjectivesunderthis Act;

II. Every six months, a report on the status of the healthcare professions and on matters of public importance that have come to the attention of Council in the course of the performance of its functions under this Act;

III. An annual report within six months of the end of thefinancialyear;

q) To ensure that an annual budget for Council and Professional Boards is drawn up and that Council and Professional Boards operate within the parameters of such budget.


10. HPCSA Organisational Structure (continued)

10.4 The Professional Boards

The Professional Boards of the HPCSA include:

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Diet

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Emer

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are

Envi

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Med

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Den

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Med

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,Med

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Orth

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Physiotherap

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Psyc

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Radiog

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Spee

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Hear

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Prof

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10.4.1 Objects of Professional BoardsThe objectives of Professional Boards are – 1. to consult and liaise with other professional boards

and relevant authorities on matters affecting the professional board;

2. to assist in the promotion of the health of the population of the Republic on a national basis;

3. subject to legislation regulating health care providers and consistency with national policy determined by the Minister, to control and to exercise authority in respect of all matters affecting the education and training of persons in connection with any health profession falling within the ambit of the professional board;

4. topromote liaison in the fieldof theeducationandtraining contemplated in paragraph (c), both in the Republic and elsewhere, and to promote the standards of such education and training in the Republic;

5. to make recommendations to the Council, for Council to advise the Minister on any matter falling within the scope of this Act as it relates to any health profession falling within the ambit of the professional board to support the universal norms and values of such profession or professions, with greater emphasis on professional practice, democracy, transparency,

equity, accessibility and community involvement; 6. to make recommendations to the Council and the

Minister on matters of public importance acquired by a professional board in the performance of its functions under the Act;

7. to maintain and enhance the dignity of the relevant health profession and the integrity of the persons practising such profession; and;

8. to guide the relevant health profession or professions and to protect the public.

The underlying consideration for ensuring quality assurance at the HPCSA is the protection of the public through the establishment of a policy framework to ensure the provision of healthcare professionals who are competent to practise their professions ethically. The Health Professions Act 56 of 1974 sets a fundamental basis for the quality assurance function of the HPCSA.

Professional Boards have a responsibility to assist in the promotion of the health of the population of the Republic and to make recommendations to Council to advise the Minister on any matter falling within the scope of the Act to support the universal norms and values of such profession(s).


Professional Boards are statutory structures whose overall objective is to ensure the establishment and maintenance of acceptable levels of healthcare services in the professions under their purview.

In terms of the Health Professions Act, Act 56 of 1974, Professional Boards assume control and exercise authority in respect of all matters affecting the training of persons in, and the manner of the exercise of the practices pursued in connection with, any profession failing within the ambit of the Professional Board, and to maintain and enhance the dignity of the profession and the integrity of the persons practising the profession.

In terms of these delegations, Professional Boards have a responsibility to:1. determine standards for education and training

based on the needs of the country and aligned to best practice;

2. ensure compliance to those standards in terms of the process of evaluation and accreditation of education and training facilities;

3. determine and ensure maintenance of standards for professional practice and professional conduct;

4. ensure compliance to continuing professional development (CPD) and to enhance a culture of life- long learning within the scope of the profession directives;

5. grant certification to students and to compliantpractitioners to practise their professions once all the registrations requirements had been complied with;

6. register, where applicable, graduates for internship where applicable and graduates for compulsory Community Service;

7. develop policy and formulate regulations and rules of conduct for professional practice.

Any decision of a Professional Board relating to a matter falling entirely within its ambit shall not be subject to ratificationbytheCouncil,andtheCouncilshall,forthispurpose, determine whether a matter falls entirely within the ambit of a Professional /Board.



10.5 Executive Management Committee

The operational structure of the HPCSA Administration / Secretariat is as follows:

10.6ProfilesofSeniorExecutiveManagement

Dr Manyangane Raymond Billa Dr Manyangane Raymond Billa was appointed as the Registrar/CEO of the Health Professions Council of South Africa (HPCSA) and assumed his responsibilities on 1 January 2019.

Dr Billa obtained his Bachelor of Medicine and Surgery (MBChB) degree from the Medical University of Southern Africa (MEDUNSA) in 1991. He further receivedaCertificateofattendance inQuantitativeRiskAnalysis from theSchool of Tropical Medicine in Belgium in 2008. In 2010, he attained an MSc in Bioethics and Health Law from the University of the Witwatersrand.

In 2014, he graduated from the Gauteng City Region Academy (GCRA) for the Executive Leadership Development Programme through the Gordon Institute of Business Science (GIBS) of the University of Pretoria. To further enhancehis leadership skills,Dr Billa studiedandobtainedaCertificate in Leadership Programme inHealthCare(CETAD) from Lancaster University in 2017. He has in-depth and a wealth of knowledge and experience spanning over 17 years within the health industry.

RegistrarDr M R Billa

Acting Head of Department:

Corporate Services Ms V Nqaba

Head of Division: Human Resources

Ms B Makhobotloane

Manager: Facilities Management

Vacant

Head of Division: Information Technology

Ms N Nqaba


OfficeoftheRegistrar:Mr M Mtimunye

Acting Head of Division: Internal Audit, Risk &

Compliance Mr R Makhubela

Acting Head of Division: Executive Company

Secretariat AdvSNSipeka

Acting Head of Division: Strategy and EPMO

Mr M Mtimunye

Head of Division: Corporate Affairs

Ms D Chuma

Head of Department: Legal and Regulatory

AffairsAdv P Khumalo

Acting Head of Division: Complaints Handling

and Investigation: Dr M Kwinda

Head of Department: Finance, Supply Chain

and CFOMs M De Graaff

Manager: Financial acc. & reporting control Ms F Matlejoane

Manager: Supply Chain Management

Vacant

Manager: Budgeting

Vacant

Manager: Management Acc.

Ms W Alberts


Core Operations: Ms D Musemwa

Head of Division: Registrations

Ms D Musemwa

Head of Division: Professional Practice

Vacant

Head of Division: Education and Training

Vacant


His management career commenced in 2002 where he was the Head of Medical Services at Tembisa Hospital. Between 2005 and 2006, he moved to Sterkfontein Hospital in the role of CEO. From February to June 2006, he was Acting Director: Clinical Services at Johannesburg Hospital and, in the same year, went on to Chris Hani Baragwanath Hospital, where he was appointed Director: Clinical Services, a position he held until January 2010.

Following this, Dr Billa took up the mantle of CEO at Sterkfontein Hospital until April 2013. Prior to his appointment at theHPCSA,DrBillawastheChiefExecutiveOfficer(CEO)atHelenJosephHospitalfromMay2013.

TheRegistrar’s focus forhis termofofficewillbetoensurethatCouncil’sprocessesarealigned in therealisationof Council’s strategic objectives and ensuring that the HPCSA upholds its mandate of protecting the public and guiding the profession.

He believes that maintaining healthy working relationships with all the stakeholders is important. As a leader of society in the healthcare industry, Dr Billa is passionate about community development and health system improvement.

Dr Billa is the founding member and past Director: Administration of the Soweto Independent Practitioners Association (SOIPA), an organisation representing one hundred doctors practising in Soweto as private practitioners. He also served in the Council of the University of Limpopo serving in its Audit Committee. His chairmanships and directorships include Sparrow Ministries, AIDS hospice and orphanage and “Children on the Move”, an organisation providing educational talks on HIV/AIDS.

Adv. Phelelani KhumaloAdv. Phelelani Khumalo is the Head of Department: Legal and Regulatory Affairs. He has a total of 28 years’ experience as a public servant. He has more than 18 years of managerial experience of which 8 has been at executive management level. He has extensive experience in organisational effectiveness, including turnaround process and service delivery improvement processes. He has more than 10 years’ experience in the legal advisory and regulatory environments.

Adv. Khumalo is an admitted Advocate of the High Court of South Africa since2003.Heholdsthefollowingeducationalqualifications:

• Masters’ Degree in Diplomatic Studies - University of Pretoria;• Bachelor of Philosophy (Knowledge and Information Management)- University of Stellenbosch • Master of Laws (Business Law) (LLM) - University of KwaZulu-Natal;• Bachelor of Law (LLB) - University of KwaZulu-Natal; and• National Diploma in Police Administration - Technikon SA (now University of South Africa).



10.6ProfilesofSeniorExecutiveManagement(continued)

Ms Melissa de GraaffMs Melissa de Graaff is the current Head of Department: Finance and Supply ChainManagementandChiefFinancialOfficer(CFO).

She obtained her BCompt (Hons) degree from University of South Africa (Unisa) in 1996, continuing further to conclude with her CA(SA) in 2000. As a CharteredAccountant,shewasaffiliatedwiththeSouthAfricanInstituteofCharted Accountants (SAICA) in 2002.

Aside from her qualifications, she is also an expert in implementation,communicationandnegotiation,annualfinancialstatements,supplychainmanagement, audit, taxation, policy and procedure development and implementation, as well as problem solving.

Ms Vuyo NqabaMs Ntombovuyo (Vuyo) Nqaba is the Acting Head of Department: Corporate Services. Her current substantive position is Head of Division: Information CommunicationandTechnology(ICT)andChiefInformationOfficer(CIO).

She is adept in IT strategy, data security, analytics, stakeholder relationship managementandknowledgemanagement.Herqualifications includethefollowing:

• B Com: University of Fort Hare•ProfessionalCertificateinCIOPractice:WitsUniversity• Masters in Information Technology: University of Pretoria

Mr Mhlabaniseni Moses MtimunyeMrMhlabaniseniMosesMtimunyeistheActingHeadofDepartment:Officeofthe Registrar/ Acting Chief of Staff. His current substantive position is Acting Head of Division: Strategy and EnterpriseProjectManagementOffice(EPMO).HeisaProjectManagementProfessional accredited by the Project Management Institute, with competencies in corporate strategy, project and programme delivery management, ICT strategy development, communication, product development, learning facilitation, general management, management consulting,mentorship,financialmanagement,riskmanagement,corporategovernance and business analysis.

He has worked in sectors such as Telecommunications, Information Technology, Higher Education, Economic Development, Consulting and Regulatory.


Hisacademicqualificationsareasfollows:•MComProjectManagement(cumlaude)–CranefieldCollege• MBA – Milpark Business School • PGDip Business Management – University of Natal•PGDipProjectManagement–CranefieldCollege• BA (Economics & Business Management) – Vista University (now University of Pretoria)•TelecomElectricianCertificate–DepartmentofPosts&TelecommunicationsCollege

Ms Doreen Musenwa Ms Doreen Musenwa is the Acting Head of Department: Core Operations. Her current substantive position is Head of Division: Registrations.

She holds a Bachelor of Science degree in Computer Science and Statistics, a BCom degree with specialisation in Economics and a Master of Business Administration degree.

She has administrative experience with special emphasis on administration systemsanalysisanddesigntoimproveoperationalefficiency.

Table1:RolesandresponsibilitiesoftherelevantbodieswithintheHPCSA

RoleandResponsibility

Council • Co-ordinate the activities and communication amongst the Professional Boards• Stakeholder engagement• Strategic planning and budgeting• Uphold and maintain professional and ethical standards• Ensure the investigation of complaints• Ensure transparency and accountability to the public

Professional Boards • Control and exercise authority in respect of all matters affecting the education, training and practice of persons in any health profession falling within the ambit of the Professional Boards

• Maintain and enhance the dignity of the relevant health profession and the integrity of the persons practising such profession

• Make recommendations to Council to advise the Minister on issues pertaining to Professionals under the ambit of the Board

Registrar • Carry out the duties assigned to or imposed upon him or her in terms of the Act• Records management•Adequatefinancialmanagement• Ensures that Council has the required systems• Transparent use of resources


PART B: PERFORMANCE INFORMATION


1. Operational Performance

1.1 Performance Overview

In the period under review, the HPCSA started to realise some of the benefits of the business processre-engineering project (BPR) even before the new IT processing system was in place.

The decision to rationalise operations was to ensure that all tasks that result in the registration of a practitioner start and end within the Division: Registrations. To this end, Committees of the various Professional Boards provided, andcontinuetoprovide,clearlydefinedguidelineswithinwhich Council Secretariat would be able to discharge their mandate without constantly referring individual applications to Committees. The Division: Registrations ensured that it always used the guidelines passed down to the Secretariat by the Committees to expeditiously process applications. As a result, the turnaround times on certain types of applications have been reduced and the services provided to practitioners have considerably improved.

Another recommendation from the BPR project was the incorporation of the former Mailroom into the Division: Registrations. Within the Division: Registrations, mailroom functions were merged with records management functions, resulting in a new unit, now referred to as Central Registry. Through the Central Registry, it was

possible to ensure that mail reaches recipients within a 24 - hour turnaround of reaching the HPCSA. Furthermore, physical applications are no longer sent to an outside service provider for scanning as the scanning is now being done internally, in Central Registry. The HPCSA still sends practitioner records for storage through to an external service provider. It has become much easier to retrieve practitioner records as a result of the changes articulated above.

1.2 Registration of Health Practitioners

In the year under review, the HPCSA registered more than 30 000 healthcare practitioners in line with its legislative mandate. Registrations were conducted mainlyat theHeadOffice inPretoria,and, toa limitedextent, at off-site registration venues. Off-site registrations weretargetedmainlyatcapturingthenewly-qualifiedhealthcare practitioners graduating from student status to other categories, including internship and community service. The achievements are outlined below:

1.2.1 In-house Registration The following tables depict movements that resulted in changes to the registers kept by the HPCSA, as well as other services provided to practitioners in the period, 1 April 2018 to 31 March 2019, with comparative numbers for the period 1 April 2017 to 31 March 2018:

Table 1: Registrations

Category Number registered in 2017/2018 Number registered in 2018/2019Prescribed Registrations 16481 21836Specialists 448 672ForeignQualified 294 514Additional Category 40 35AdditionalQualification 1423 963Category Change 3373 2482

Table 2: Removals

Category Number Recorded in 2017/2018 Number Recorded in 2018/2019Voluntary Erasures 506 549Suspensions for not paying annual fees 13585 14199Instruction to Erase 53 44Deaths 55 57

P E RF O RM AN C E I N F O RM AT I O N30 HPCSA Annual Report 2018/19

Table 3: Other Services

Category Number Issued in 2017/2018 Number Issued in 2018/2019CertificatesofStatus 1527 2482CertifiedExtracts 1007 887InternDutyCertificates 46 53VerificationofCredentials 189 195

1.2.2. Off-site RegistrationBetween November and December 2018, the HPCSA offered off-site registration for undergraduate students who had completed their studies at the various higher education institutions around the country, and were due to commence with internship training and community service.

The 2018 off-site project was particularly special as it took place at a time when some of the HPCSA employees were on a protected industrial action. As a result of the industrialaction,officesinPretoriawereclosedandoutof use. Employees that were available for the Off–site Registration project were able to perform registrations of interns and community service practitioners in addition to registrations that would ordinarily be processed in the officeinPretoria.

In the absence of an automated process to register this category of practitioners, Off-site registrations still remained a valuable initiative benefitting healthcarepractitioners, particularly those who proceeded to internship and community service that commence early in January every year. The HPCSA will continue to provide the Off– site registration service until automation of registration of this category is fully functional.

1.2.3RegistrationGrowthStatisticsApril2018–March2019Table 1 depicts the growth of the total register from April 2016 to March 2019 including those healthcare practitioners who do not necessarily pay annual fees, such as students, intern students, interns, and practitioners exempted due to old age but are still practising.

Registration Growth Statistics

BRD_CODE REG_CODE REG_NAME APR 2016 APR 2017 APR 2018 APR 2019

DOH

DA Dental Assistant 3,049 3,131 4,738 4,460DA S Student Dental Assistant 1,820 1,991 2,127 1,977OH Oral Hygienist 1,195 1,220 1,214 1,240OH S Student Oral Hygienist 382 381 400 334TT Dental Therapist 659 704 732 767TT S Student Dental Therapist 256 246 265 257

DOH Total 7,361 7,673 9,476 9,035

DTB

DT Dietitian 3,145 3,311 3,422 3,555DT S Student Dietitian 1,650 1,676 1,668 1,411NT Nutritionist 197 219 230 226NT S Student Nutritionist 316 294 288 289

DTB Total 5,308 5,500 5,608 5,484

EHO

FI Food Inspector 11 11 11 9HI Environmental Health Practitioner 3,567 3,658 3,752 3,806HI S StudentEnvironmentalHealthOfficer 2,471 2,524 2,606 1,796HIA Environmental Health Assistant 64 61 68 66

EHO Total 6,113 6,254 6,437 5,677

PERFORMANCE INFORMATION HPCSA Annual Report 2018/19 31

Registration Growth Statistics (continued)


EMB

ANA Ambulance Emergency Assistant 9,225 9,636 10,063 10,683ANT Paramedic 1,591 1,552 1,527 1,489ANTS Student Paramedic 547 545 554 491BAA Basic Ambulance Assistant 55,400 53,022 50,604 43,171ECP Emergency Care Practitioner 451 549 623 731ECPS Student Emergency Care Practitioner 678 695 810 856ECPV Ecp Visiting Student 0 13 17 23ECT Emergency Care Technician 1,063 1,113 1,124 1,123ECTS Student Emergency Care Technician 588 575 717 692OECO Operational Emergency Care Orderly 508 509 486 462

EMB Total 70,051 68,209 66,525 59,721

MDB

AN Anaesthetist's Assistant 1 1 0 0BE Biomedical Engineer 2 2 2 2CA Clinical Associate 575 691 758 846CA S Student Clinical Associate 501 463 482 511DP Dentist 6,158 6,314 6,433 6,365DP S Student Dentist 1,439 1,447 1,338 1,002GC Genetic Counsellor 9 10 12 12GC S Student Genetic Counsellor 2 2 2 2GCIN Intern Genetic Counsellor 5 9 9 12GR Genetic Counsellor 18 16 13 14GR S Student Genetic Counsellor 10 10 10 1GRIN Intern Genetic Counsellor 2 3 3 4IN Intern 3,132 3,272 3,511 3,715IN S Student Intern 1,427 1,350 1,515 2,180KB Clinical Biochemist 10 9 9 9MP Medical Practitioner 43,141 44,653 45,503 45,393MP S Medical Student 12,372 12,656 13,024 13,213MS & MW Medical Scientist 634 646 654 650MS S & MW S Student Medical Scientist 719 721 832 689MSIN & MWIN Intern Medical Scientist 191 209 214 265PH Medical Physicist 145 146 151 151PH S Student Medical Physicist 59 54 54 33PHIN Intern Medical Physicist 19 23 20 28SMW Supplementary Medical Scientist 3 3 3 3VS Visiting Student 53 113 49 101

MDB Total 68,406 70,627 72,823 75,201

MTB

CT Cyto-Technician 1 1 1 1GT Medical Technician 3,375 3,538 3,679 3,915GT S Student Medical Technician 2,495 2,560 2,841 2,775LA Laboratory Assistant 538 618 693 818LA S Student Laboratory Assistant 895 946 1,014 1,016MLS Medical Laboratory Scientist 15 45 94 167MT Medical Technologist 5,362 5,480 5,637MT S Student Medical Technologist 4,335 4,265 4,725 5,780MTIN Medical Technology Intern 630 835 782 4,851SGT Supplementary Medical Technician 22 21 19 16SLA Supplementary Laboratory Assistant 221 209 187 171

MTB Total 17,889 18,518 19,672 20,376

1. Operational Performance (continued)




OCP

AOS Asst Med Orth Prost & Leatherworker 7 6 5 4AT Arts Therapist 71 80 83 87AT S Arts Therapy Student 37 37 36 45ATIN Arts Therapist Interns 0 0 6 10OB Orthopaedic Footwear Technician 53 52 49 48OS Medical Orthotist And Prosthetist 497 512 568 596OS S Student Medical Orthotist And Prosthetist 242 314 284 382OSA Orthopaedic Technical Assistant 95 93 74 77OSIN Intern Medical Orthotist And Prosthetist 168 202 230 249OT Occupational Therapist 4,812 5,021 5,198 5,465OT S Student Occupational Therapist 2,270 2,187 2,329 1,888OTB Occupational Therapy Assistant 108 85 76 69OTBS Student Occupational Therapy Assistant 46 45 43 32OTES Art Therapy Student 10 10 10 10OTT Occupational Therapy Technician 491 488 455 452SOS Supplementary Medical Orthotist And Prosthetist 1 1 1 1

OCP Total 8,908 9,133 9,447 9,405

ODO

OD Dispensing Optician 154 150 148 138OD S Student Dispensing Optician 378 414 460 355OP Optometrist 3,702 3,767 3,826 3,812OP S Student Optometrist 899 896 1,042 842OPVS Visiting Student Optometrist 0 0 4 4OR Orthoptist 12 12 11 10SOD Supplementary Optical Dispenser 2 2 2 2SOP Supplementary Optometrist 11 11 11 8

ODO Total 5,158 5,252 5,504 5,170

PPB

BK Biokineticist 1,505 1,618 1,671 1,786BK S Student Biokineticist 635 684 839 1,021BKIN Intern Biokineticist 595 777 938 988CH Podiatrist 265 292 301 319CH S Student Podiatrist 349 332 386 314MA Masseur 3 3 3 2PT Physiotherapist 7,196 7,473 7,702 7,906PT S Student Physiotherapist 2,474 2,271 2,353 2,117PTA Physiotherapy Assistant 199 179 171 156PTAS Student Physiotherapy Assistant 2 2 2 2PTT Physiotherapy Technician 53 49 46 46RM Remedial Gymnast 2 2 2 1SCH Supplementary Podiatrist 3 3 3 3SPT Supplementary Physiotherapist 3 3 3 2

PPB Total 13,284 13,688 14,420 14,663

PSB

PM Psycho-Technician 24 22 19 16PMT Psychometrist 2,028 2,066 2,065 2,101PMTS Student Psychometrist 423 596 697 846PRC Registered Counsellor 1,977 2,176 2,327 2,474PS Psychologist 8,190 8,453 8,565 8,742PS S Student Psychologist 1,429 1,493 1,504 1,394PS V Psychology Visiting Student 0 2 3 5PSIN Intern Psychologist 900 929 972 958SRC Student Registered Counsellor 2,045 2,494 2,736 2,903

PSB Total 17,016 18,231 18,888 19,439




RCT

DR Radiographer 7,321 7,559 7,780 7,890DR S Student Radiographer 1,937 2,067 2,327 2,561DR V Visiting Student Radiographer 0 16 28 42EE Electro-Encephalographic Technician 49 52 51 55EE S Student Electro-Encephalographic Technician 85 98 110 128KT Clinical Technologist 864 842 835 802KT S Student Clinical Technologist 602 600 677 515KTG Graduate Clinical Technologist 350 407 491 598RLT Radiation Technologist 12 9 8 10RLTS Student Radiation Technologist 7 9 8 2RSDR Restricted Supp Diag Radiographer 5 5 5 3SDR Supplementary Diagnostic Radiographer 229 211 196 163SDRS Student Supplementary Diagnostic Radiographer 100 100 100 100SKT Supplementary Clinical Technologist 4 3 3 2

RCT Total 11,565 11,978 12,619 12,871

SLH

AM Audiometrician 4 4 4 4AU Audiologist 504 572 642 706AU S Student Audiologist 492 498 533 516GAK Hearing Aid Acoustician 139 149 157 148GAKS Student Hearing Aid Acoustician 42 45 36 51SAU Supplementary Audiologist 1 1 1 1SGAK Supplementary Hearing Aid Acoustician 4 4 4 4SGG Community Speech And Hearing Worker 18 17 14 13SGK Speech And Hearing Correctionist 7 7 6 4SHA Speech And Hearing Assistant 1 1 3 3SSTA Supplementary Speech Therapist And Audiologist 1 1 1 1ST Speech Therapist 942 1,024 1,101 1,202ST S Student Speech Therapist 796 808 793 746STA Speech Therapist And Audiologist 1,516 1,541 1,578 1,589STAS Student Speech Therapist And Audiologist 362 432 439 289STAV Sta Visiting Student 0 0 2 4STB Speech Therapy Assistant 3 2 1 1

SLH Total 4,832 5,106 5,315 5,262Grand Total 238,112 242,365 248,512 242,304

2.3ContinuingProfessionalDevelopment(CPD)

The focus of the Continuing Professional Development (CPD) is to audit healthcare professionals with regards to their compliance to the practitioner’s continuing professional development programme. Continuing professional development ensures that healthcare practitioners maintain and acquire new and updated levels of knowledge, skills and ethical attitudes in their practice, resulting in better health outcomes for the benefitofthepublic.

In the year under review, the HPCSA was able to conduct an audit of as many as 6000, (which was a triple increase from the previous reporting period) practitioners at any given audit time. The enabler was the use of e-mails and SMSs to notify practitioners that they had been randomly selected for audit.

The ideal situation is for all practitioners to submit portfolios as evidence that they are indeed participating

1. Operational Performance (continued)


in activities to enhance their personal professional development as well as improving their individual practiceforthebenefitofthepatients.

In 2013, the HPCSA resolved to change the model of assessing CPD, amongst other developmental components for any practitioner, to one modelled around the concept of Maintenance of Licensure (MoL). In the period under review, three Professional Boards volunteered to spearhead further investigation into how best Maintenance of Licensure could become a reality. The three Professional Boards are: The Medical and Dental Board (MDB) concentrating on the medical profession and representing acute care, the Medical Technology Board (MTB) in the laboratory science

section of healthcare and Occupational Therapy (OCP) (sustained rehabilitation). The three Professional Boards have taken up the challenge to engage with the roles and responsibilities related to Maintenance of Licensure as well as develop the Maintenance of Licensure Toolkit, including plans for stakeholder engagement to take forward the engagements with general professionals. In addition, the development Boards were tasked to interrogate the HPCSA’s readiness, as well as governance aspects relating to oversight, monitoring and quality assurance of the Maintenance of Licensure model. The model will be rolled out to the other Professional Boards and professions within these Professional Boards after extensive consultation with stakeholders from the other Professional Boards.

P E RF O RM AN C E I N F O RM AT I O N HPCSA Annual Report 2018/19 35

2. Advocacy and Stakeholder Engagement

OneofthestrategicobjectivesthattheHPCSAidentifiedin the Strategic Plan 2015/16 – 2020/21 is advocacy and stakeholder engagement.

Stakeholder engagement continued to be a key factor for the HPCSA, because advocacy and stakeholder engagement continued to play a vital role in ensuring that the HPCSA delivered on its legislative mandate of protecting the public and guiding the professions.

In the year under review, the HPCSA approved a Stakeholder Engagement Plan which guides all HPCSA’s advocacy and stakeholder engagement initiatives.

2.1 Advocacy Programmes

Within the approved Stakeholder Engagement Plan, a number of different forms of advocacy programmes were identified, representing different approaches toinitiate change that the HPCSA should embark on. The following are the five advocacy programmes that theHPCSA was involved in:

• Social justice advocacy – which provided an opportunity to the HPCSA to participate in agenda-setting when stakeholders raised significant issues,proposed policy solutions and opened up space for public argumentation. To this end, the HPCSA continued to advocate for support for universal health coverage and playing a pivotal role in aspects of the envisaged National Health Insurance (NHI). The HPCSA did this by ensuring quality assurance for universal health coverage and enforcing Professional Codes of Conduct and Ethics anchored on universally accepted principles on natural justice, as well as enhancing the Human Resources for Health as a key component and driver of universal coverage for health. Council would play its role of ensuring that there are adequately qualified professionals trainedand registered that meet the needs of the country by effectively carrying out its mandate of providing for control over the education, training and registration for and practising of health professions registered under the Act, amongst others. These and other roles that the HPCSA and its Professional Boards will be playing will be done to contribute to the effectiveness and success of the NHI.

Under the Bureaucratic advocacy, the HPCSA continued with the ongoing engagements with the National Department of Health, advising the Minister on pertinent issues that affect their respective Professional Boards as dictated by the Health Professions Act No. 56 of 1974 on the objects of Professional Boards. A detailed report is in Part C of this Report under Professional Boards.

Over and above, the HPCSA as a healthcare regulator and in line with the resolution of the World Health Assembly 69.17, that called for Member States to develop a Policy to strengthen Palliative Care Service and through the development of the National Policy Framework and Strategy on Palliative Care 2017 – 2022, the HPCSA responded by developing a Policy on Palliative Care whichwillbelaunchedinthenextfinancialperiod.

Stakeholder Engagement Initiatives – Practitioner RoadshowsandSymposiaIn continuing to discharge its bureaucratic advocacy role and that of guiding the profession, the HPCSA embarked on three Practitioner Roadshows and 14 Symposia. The Practitioner Roadshows and Symposia are platforms that the HPCSA used to engage with practitioners on pertinent issues that affect them in their respective work environments. The Symposia are an engagement platform initiated by Council as a mechanism to interact and engage practitioners and receive feedback from them on pertinent issues that affect them.

The Practitioner Roadshows and Symposia afforded practitioners an opportunity to keep abreast with new developments in their respective professions, allowing them to earn Continuing Educational Units (CEUs) that assisted them to comply with the Continuing Professional Development (CPD) requirements.

These engagements have continued to be of great significance topractitioners,especiallybasedon thesatisfaction rate from the surveys conducted at these stakeholder engagement initiatives. In the period under review, the satisfaction rate received was 95% which far exceeded the targeted 80% satisfaction rate which was expected at these stakeholder engagements platforms.


HealthAdvocacy-PublicAwarenessCampaignsThe HPCSA continued with its efforts to embark on health advocacy. Health advocacy supports and promotes patients’ healthcare rights as well as enhancing the community health and policy initiatives that focus on the availability, safety and quality of care. This form of advocacy is key to the HPCSA as it helps in the achievement of one of the HPCSA’s mandate – that of protecting the public. To this end, the HPCSA embarked on two public awareness Roadshows in Winterveldt (Gauteng) and Emalahleni (Mpumalanga) respectively. The collaboration with thelocalmunicipalities,theprovincialDepartmentsofHealthandotherpartners,suchastheOfficeoftheHealthStandards Compliance (OHSC), the Road Accident Fund, Departmwent of Home Affairs to name but a few played a pivotal role in ensuring that the events were a success, but most importantly bring the much- needed information and services closer to the people.

Topics discussed at these engagements were on:•Thedifferentmandatesofthevarioushealthcareregulators–theHPCSA,theDepartmentofHealthandtheOffice

of the Health Standards Compliance (OHSC). •TheroleoftheHPCSAInspectorateOfficeandhowtoidentifyabogushealthcarepractitionerandwhattodo.• The rights of patients – the “Do’s and Don’ts” for patients when consulting a practitioner.• The dangers of using skin lightening creams and medicines and many other topics.

These roadshows were characterised by robust interaction between Council and the said communities. The Public Awareness Roadshows were well received by the communities as they turned out in great numbers to learn more about their rights and the channels to use when lodging a complaint with each of the health regulatory bodies in attendance.

TypeofStakeholderEngagement Initiative 2016/17 2017/ 18 2018/19

Practitioner Roadshow Two Practitioner Roadshows - Port Elizabeth, Polokwane, Potchefstroom

Three Practitioner Roadshows - Polokwane, Ekurhuleni, Bloemfontein

Three Practitioner Roadshows – Pretoria, Rustenburg and DurbanOn Health Committee Roadshow was also held

Symposia

Eleven Symposia - Durban, East London, Welkom, Kimberly, George, Nelspruit, Mafikeng,Pietermaritzburg,Ekurhuleni, Stellenbosch, Bethlehem

Sixteen Symposia12 Symposia – Potchefstroom, Bethlehem, Grahamstown, Kimberly, Pretoria, Newcastle, Mthatha, Vanderbijlpark, Mokopane, Rustenburg, Pretoria, Cape Town (including the 4 Special Symposia on Global fees – Midrand, Durban, Cape Town, Bloemfontein)

Fourteen Symposia Thohoyandou, Richards Bay, Queenstown, Bela- Bela, Klerksdorp, Ekurhuleni, Witbank, Middelburg, George, Bloemfontein, Paarl, Ladysmith, 2 x South African Military Health Services (SAMHS)

Public Awareness Campaign / Public Roadshows

Three – Phoenix, Port Elizabeth and Seshego

Two – Hluvukani, Bushbuckridge, Tlokwe and Tshing (formerly Ventersdorp)

Two in Hlalanikahle in Emalaheni, Winterveldt North of Pretoria

SpecialEducationAdvocacyIn the year under review, through some of its Professional Boards, the HPCSA facilitated Special Education Advocacy, whichisadvocacywitha“specificfocus”ontheeducationalrightsofpeoplewithdifficultiesordisabilities.Tothisend,the HPCSA, through the Professional Board for Psychology successfully implemented a World Mental Health Awareness Month and World Mental Health Day. Using the multi-media campaign, especially on all SABC Radio Stations focused on educating communities around issues of mental health to help destigmatising mental illnesses.


2. Advocacy and Stakeholder Engagement (continued)

Legislative Advocacy The HPCSA also embarked on Legislative Advocacy: This form of advocacy is reliant on legislative processes as part of a strategy to create change. Council, in its Strategic Plan 2015/61 – 2020/21 prioritised legislative review. The current Turnaround Strategy looked at reviewing certain legislative toenableCounciltobemoreefficientandeffective.

In March 2019, Council adopted an approved the legislative report on the “As Is” in the legislative environment.

Conferences and Exhibitions As part of the HPCSA’s programme to participate in the healthcare environment events, the HPCSA participated and presented at seven (7) Exhibitions and Conference hosted by other players in the environment, namely:

• The South African Dental Association (SADA), • Board of Healthcare Funders (BHF), • Hospital Association of South Africa (HASA), • Medical Protection Society (MPS) – Exhibition,

The HPCSA visibility at these Exhibition and Conferences provided on-site assistance with HPCSA customer-related enquiries and enabled practitioners an opportunity to obtain information and provide feedback on HPCSA services.

An influx of people to the HPCSA exhibition stand atall conferences and exhibitions was heavy with staff assisting with enquiries real time. Attendance to these conferences also provided the HPCSA an opportunity to network and lobby potential Sponsors and Exhibitors to attend the HPCSA Conference 2019, which will be held in August 2019.

2.2 Engagements Between Council and Regional, Continental and International Stakeholders

Communicating with the HPCSA stakeholders and counterparts is essential for transparency, good governance and respectful leadership. In the period under review, the HPCSA participated in various regional, continental and international fora, including the following:

2.2.1 International Association for Medical Regulatory AuthoritiesThe HPCSA, as a member, attended the International Association for Medical Regulatory Authorities (IAMRA) Annual Conference, which was made up of thought-provoking educational sessions to explore the conference theme of “Empowering Regulation with Innovation and Evidence” and sub-themes of innovative regulatory models, medical workforce, safe practice and quality, and medical education. It was held in October 6 - 9, 2018 in Dubai, United Arab Emirates. The areas covered, amongst others, were:

• Regulation in the Age of Acceleration;• How can we reduce Inappropriate Complaints about

Health Care Professionals and Continue to Maintain Patient Safety;

• Licensing and Emerging Technologies – The Potential of Blockchain, Distributed Ledgers and other Technologies in Medical Regulation;

• Physician Wellness, Aging, and Burnout;• Learn Well: Empowering the Healthcare Team with

Effective Education; and•RegulatingReflection:ExploringGlobalConceptsin

Assessing Professional Practice.

At the IAMRA Annual General Meeting held on 8th October 2019, Dr Kgosi Letlape, the President of HPCSA was elected as the Chair of IAMRA for the period 2018 – 2020. The HPCSA also affirmed its decision to hostthe IAMRA 14th International Conference on Medical Regulation which is scheduled to be held at Sandton Convention Centre from 15 – 18 September 2020.

Representatives from the HPCSA serve on three Governance Structures of IAMRA; namely the Management Committee, Education and Research Committee and the Physician Information Exchange Committee.

The Physician Information Exchange Group launched a Pilot Project for launching the Online Platform for Global Information Exchange which will look into the following areas:

• Where a doctor has registered or attempted to register with fraudulent documents or provided other falsifiedinformation;


• Where action has been taken and the doctor may seek to practise in another jurisdiction, where, for example:

i. they are known to have graduated from medical school;

ii. they are known to have a registered address; and iii. they are known to have registration or a license to

practice.

• Actions that may result in a doctor seeking to practise in another jurisdiction are generally those actions, including interim actions that adversely affect the doctor’s ability to earn reasonable income from medical practice, including, but not limited to:

i. The doctor having been convicted of a serious crime.

ii. A person who is not a registered/licensed doctor but has been practising medicine and is thought likely to seek to do so in another jurisdiction.

2.2.2 World Medical Association

2.2.3 Association of Medical Councils of Africa (AMCOA) The members of AMCOA meet on an annual basis to discuss means of ensuring an integrated process of medical regulation, standardisation/harmonisation of education and training, the enhancement of quality healthcare, etc.

The vision of the Association of Medical Councils of Africa (AMCOA) is to be globally recognised as the leading organisation for regulatory bodies in protecting the public and guiding health professions in Africa.

The primary purpose of AMCOA is to create an environment for best practice by health professions regulatory bodies in partnership with member councils and engagement of other stakeholders through:

• harmonisation of standards for medical education, training, practice and fostering compliance thereof;

• promotion of professional and ethical practices; • capacity building & information exchange; and • improved access to health.

As a member and the Secretariat of AMCOA, the HPCSA attended the 22nd Annual Conference of the Association of Medical Councils of Africa, which was hosted by the Medical and Dental Council of Ghana at the Royal Senchi Hotel, Akosombo, Ghana from 23 – 27 July 2018.

The focus of the Conference was on the “Changing Landscape in Medical Education and Training”. The Conference facilitated ongoing exchange of information among regulatory authorities within the African continent and Internationally. This led to the revision of current protocols on education and the development of new protocols, namely:

i. Protocol on Undergraduate Medical Education and Training;

ii. Protocol on specialty Training; andiii. Protocol on Internship Training.

2.2.4SouthernAfricanDevelopmentCommunity (SADC) RegionThe HPCSA also attended a workshop held in July 2018 in its capacity as a member of the Southern African Development Community Medical Regulatory Associations, to address the core agenda for regulators within the SADC Region. The objective of the workshop was to explore mechanisms of regional collaboration in medical regulation in the following areas:

• Standardisation of Curricula; • Reciprocal Registration; • Accreditation and Inspection of Training Sites; and • Strengthening Collaboration and Information Exchange.

The outcomes of the workshop highlighted the need for integration of Southern African Medical Councils into one regional regulatory association. Of importance was the need to implement the proposal for the formation of a SADC Medical and Dental Regulatory Association (MDRA) as resolved upon at the SADC Health Ministers Annual Conference.

In line with the resolution, the HPCSA attended two workshops which resulted in the development of the SADC Medical and Dental Regulatory Association Strategy and Annual Work Plan, which was presented at the SADC Ministers Forum in Namibia in 2018.



2.2.5CapacityBuildingandBenchmarkingExercisesThe HPCSA continued to serve as resource for a number of regulators and other Medical Councils in Africa on an annual basis.

In the year under review, the HPCSA hosted representatives from the following Councils to share best practices:

i) Professions Authority of Zimbabwe Annual Conference (Keynote Address on Regulation)

ii) Medical and Dental Council of Zimbabwe (Desktop Study on the implementation of a Risk Management Framework)

iii) Malawi Medical Council to discuss issues of Information Technology and Automation

iv) Health Professions Council of Namibiav) Seychelles Medical Councilvi) American Osteopathic Association

(Accreditation Matters)vii) Health Education England

Furthermore, the HPCSA, as the Secretariat for AMCOA and in line with Strategic Goal 6 of AMCOA (i.e. to create effective and efficientmechanisms for improving capacity within the regions) undertook a capacity building workshop at the 2018 Annual AMCOA Conference to address the following aspects:

i) Modernising existing institutions by forming sound policies, organisational structures, and effective methods of management and revenue control;

ii) The need for Health Professions Regulators to build their own Strategy Toolbox;

iii) The tools that should be found in the Regulator’s Strategy Toolbox;

iv) Understanding of the pitfalls of strategy planning and execution as can be applicable to Health Professions regulatory environment;

v) Capacity that Health Professions Regulators must work towards building; and

vi) UnderstandingtherequiredfitbetweenCorporateStrategy and Organisational Structure.

The workshop was attended by approximately 100 delegates from the various member countries. In March 2019, the HPCSA as AMCOA Secretariat, further assisted the Kenya Medical and Dental Council with the delivery of the 2019 AMCOA Capacity Building, which focussed on the following areas:

i) Professional Conduct and Regulatory Affairsii) Building an effective registration platformiii) Setting standards for undergraduate and post

graduate collegiate training, professional skills, conduct competency assessment and performance

iv) Instituting programme standards for maintenance of professional licences

v) Corporate Governance in Health Regulationvi) Conduct of Meetings, Minutes and Report writing

The representatives of the Medical Councils/ Associations of the following countries were present, namely: 1. eSwatini (Swaziland)2. Ghana3. Kenya4. Lesotho5. Malawi6. Nigeria7. Rwanda8. South Africa 9. Uganda10. United States of America11. Zambia12. Zimbabwe The HPCSA, through its various Professional Boards, also assisted various Health Professions Councils within Africa with the processes related to accreditation by participating and guiding them through their accreditation visits.


2.3. Media Relations and Publicity

2.3.1 Media Interviews, Media Releases/Statements and Media Enquiries Media (print, electronic and digital as well as social) is crucial in conveying the HPCSA’s messages to the stakeholders, thus playing a crucial and vital role in further communicating and advancing the HPCSA mandate to the stakeholders. In the year under review, the HPCSA continued to further enhance the open and cordial relationship with the media, both locally and internationally. This effective working relationship has assisted in improving the public perception of the HPCSA.

To this end, the HPCSA conducted forty-one interviews, thirty-threemediareleasesandsixty-fivemediaenquirieswere responded to.

2.3.2CommunityRadioCampaignIn the period under review, the HPCSA continued to have an open communication with the media from various media channels. The HPCSA hosted an annual radio awareness campaign that is conducted through the Government Communication & Information System (GCIS) in an effort to support and bolster the community awareness campaign.

As a marketing channel, radio remains the most highly consumed medium, due to its combination of high reach andlowcost.Itisanefficientandeffectivemechanismto ensure that it reaches a wider spectrum of the public.

The radio campaign targeted sixty community radio stationsaroundthecountryandusedallelevenofficiallanguages; to ensure that the messaging reaches a wider target market, thus reinforcing HPCSA’s goal of educating the public. The total listenership, through the community radio campaign, was approximately 2 million listeners.

2.3.3MediaMonitoringandReputationManagementMedia monitoring and reputation management are vital tools to keep track of news that relate to the HPCSA, stakeholders and the health environment in general. Reputation management is an important part of any organisation as it enables an organisation to establish how clients/stakeholders perceive the organisation. The HPCSA was able to manage its reputation through media monitoring, which is based on all the information that is published or distributed about the organisation.

Media monitoring enables the organisation to determine the Advertising Value Equivalent (AVE) and monitor the organisation’s brand and officialsin the news. It furthermore monitors reputation and tracks the effectiveness of media releases. AVE is a value that is used in the public relations industry to ‘measure’thebenefittoaclientfrommediacoverageof a public relations campaign. The HPCSA generated an Advertising Value Equivalent to the value of R102 103 819.00. This is an increase from the previous year, which was R79 957 541.



Below is the Media Sentiment Graph from April 2018 – March 2019 on all HPCSA media activities.

MediaSentimentGraph

ThisisacomparisonoftheMediaRelationsEngagementinthepast3financialyears.

TypeofMediaRelations Programme 2016/17 2017/ 18 2018/19

Media Statements and Releases

24 Media Statements and Releases 27 Media Statements and Releases 33 Media Statements and

ReleasesMedia Enquiries 60 Media Enquiries 60 Media Enquiries 61 Media EnquiriesInterviews 44 Interviews 47 Interviews 41 Interviews

Community Radio Campaign

30 community radio stations

Radio awareness campaign did not take place – Technical and logistical challenges experienced by the Service Provider


Radio Coverage 30 community radio stations

Radio awareness campaign did not take place – due to technical and logistical challenges experienced by the Service Provider


Listenership Not applicable 2 million

2.4 Publications

The HPCSA continued to communicate with its stakeholders through various publications.

In an effort to keep employees as internal stakeholders abreast with all the activities that take place within the HPCSA, nine internal newsletters – PULSE were published against a target of 8 per annum.

Professional Boards continued to communicate through electronic and printed newsletters. For the Professional Boards, eight newsletters were produced. In an effort to keep the various Professional Boards abreast with developments in the various professions. Over and above the Professional Boards newsletters, practitioners received e-bulletin which provided practitioners with the much - needed information from the HPCSA.

The e-Bulletin is an electronic monthly newsletter that is distributed to all HPCSA registered practitioners and communicated critical information to the HPCSA’s registered practitioners; guiding their professional conduct and best practices in healthcare delivery, thus contributing to quality standards that promote the health of all South Africans.

In the period under review, thirteen editions of the e-Bulletin were published and distributed.

Practitioners are continuously encouraged to update their email addresses and contacts details with the HPCSA, so as to facilitate electronic communication via e-mail and special SMS notifications, which allows forreal-time communication.

54%

36%

10%

Negative

Neutral

Positive


2.5 Focus on Customer Service

2.5.1 Call CentreThe Call Centre is responsible for maintaining a positive image with the public and practitioners by providing an effectiveinterfaceandprofessionalfirst linetelephonicassistanceandproblem-solvingability.Theprimarypurposeis to ensure a high standard of service delivery to external clients through effective management, tracking and resolutionoffrontofficequeriesescalatedthroughouttheHPCSA.

In the period under review, the Call Centre received a total of 56 388 emails, of which 51 471 were answered. As a result, 4 917 emails were carried over into to 2019/2020. The Call Centre reached its target and answered 91% of the emails.

The Call Centre received 158 397 calls for the reporting period, 108 674 calls were answered while 49 704 calls were abandoned. This resulted in 69% of the calls being answered.

ImprovingfrontlineserviceThe HPCSA embarked on a project to roll out the fully digital processing of the HPCSA practicing cards from the hard copy to soft copy obtainable on the Online Portal.

A total of 79 666 accounts were successfully created by practitioners who were assisted by the Call Centre Agents. A total of 79 027 accounts were created and printed and their status was active, since the inception in 2017. Only 639 accounts arependingcompletionastheprocesswasnotfinalizedbythepractitionerswhentheaccountswerecreated.

Below is the graph that depicts the number of accounts per Professional Board:

DOH MTBEMB ODO SLHEHODTB OCP PSB RCTMDB PPB

2,014 2,088 1,516

12,492

30,524

4,736 3,5741,865

6,136 7,7324,683

2,130

Registrationperboard

Totalpractitionersregistered

20,0000 40,000 60,000 80,000 100,000 120,000

2.5.2ServiceDeliveryImprovementThrough the HPCSA’s dedicated complaints email [email protected], the HPCSA received a total of 2 861 emails. All complaints received during the year under review were resolved within a 48-hour tur around time. Practitioners are encouraged to use this email address as a Complaints/Compliments Platform to rate the service they have received from the HPCSA employees.

The HPCSA completed its 2017/2018 Customer Satisfaction Survey, the results of which will be published in the next financialyear.


3. Infrastructure

3.1Property

The HPCSA occupies three buildings in Arcadia, namely, the HPCSA Main Building, Metroden and Nedbank OfficePark.

The Main Building and Metroden are owned by the HPCSA whilst the Nedbank Office Park is rented. TherentalagreementforNedbankOfficeParkisforaperiodof 24 months.

The Property Committee is in the process of reviewing options for either constructing a new building, additional to the existing ones or renovating and converting current offices to open plan work areas. Two additional Boardrooms were constructed in the Main Building.

In the period under review, several maintenance projects in the two buildings were completed. These included security upgrades and reinforcements through the installation of burglar gates, remote controlled gates, where applicable, and security cameras throughout the buildings.

An uninterrupted power supply was installed to stabilise the power supply in the main building, thus protecting all ICT assets and electrical equipment.

3.2 Information and Communication Technology (ICT)

An overview of the arrangements for governing and managing information and communication technologyIn line with corporate governance principles, the HPCSA approved the Information and Communication Technology (ICT) Governance Framework.

The purpose of the ICT Governance Framework is to ensure that the acquisition, management and the use of information and communication technology by the HPCSA improves the direct and indirect service delivery to its stakeholders, namely, the practitioners, the public, institutions of higher learning, etc. The ICT Governance Framework also enabled the HPCSA to improve efficiencies, effectiveness andproductivity, in a cost-effective manner.

The implementation of the approved ICT Governance Framework contributed towards adherence to policies and standards, as well as unlocking value that the ICT environment contribute towards business enablement.

Council also established a Steering Committee, the HPCSA that assumed the responsibility for the governance of information and communication technology. This Committee provided guidance and setting the direction on how technology and information should be approached, and integrated across the HPCSA processes. The ICT Steering Committee also had oversight on the progress of all ICT initiatives aligned with the HPCSA’s strategic objectives as outlined in the ICT Strategy Roadmap.

Keyareasoffocusduringthereportingperiod,includingobjectives,significantchangesinpolicy,significantacquisition and remedial actions taken as a result of major incidents With the business process re–engineering (BPR) Project that was undertaken in the reporting period, it was apparent that the effective management and exploitation of technology was critical for the HPCSA’s efficiency, effectiveness andoverall success. Thus, the focus was on formulating the ICT Strategy and the implementation Roadmap that directed how the HPCSA will utilise its ICT resources, i.e. processes, people and technology to the meet its strategic goals.

The following fivecorporateprinciplesweredefined inguiding the direction of ICT and the development of the ICT Strategy, and these are:

(i) Alignment to business strategy: The ICT Strategy was aligned to the HPCSA’s priorities and strategic objectives and focused on the acquisition and implementation of all information and communication technology services (applications, software and the supporting hardware) was driven by business requirements.


(ii) Business continuity: Information and Communication Technology service continuity was secured to ensure that the important services within the HPCSA continue functioning with as little disruption as possible in case of a disaster and is aligned to the overall business continuity management.

(iii) Compliance to policies and legal frameworks: As data and information sharing increased as a result of reliance on technology, the HPCSA has, in the reporting period, ensured compliance on two fronts, namely from internal as well as external compliance. From the internal point of view, the HPCSA adhered to the rules, regulations and best practices as contained in the HPCSA’s Policies and Regulations.

For external compliance, the HPCSA also complied with laws, guidelines and regulations as imposed by external regulators such as government, which include the following:

• Promotion to Access to Information Act (PAIA) No. 2 of 2000

• Promotion of Administrative Justice Act (PAJA) No. 3 of 2000

• Protection of Personal Information Act, (POPIA) 2013, etc

(iv) New technology and innovation: Technological advancements and trends were considered when developing solutions and sourcing applications for the HPCSA. All of the Industry best practices were adopted in the HPCSA activities.

(v) Maximum benefits at optimum costs and risks: All IT solutions and services that were procured in the reporting period ensured benefits were maximisedwhile optimising costs and risks.

Actions taken to monitor the effectiveness of technology and information management and how the outcomes were addressedIn the year under review, vulnerability and penetration testingof the ICT environmentwasdone.All identifiedvulnerabilities were addressed.

Planned areas of future focus The future focus for the HPCSA will be on the following:

- EnterpriseMobility – wherein HPCSA employees will be able to work from anywhere using a variety of devices andapplications.Thebenefitsofenterprisemobility istoprovideemployeeswiththeflexibilityandchoicetowork anywhere which will, in turn, improve satisfaction and productivity.

- Cloud computing – to allow the HPCSA to deliver hosted services over the Internet.

- Big data analytics – which will enable the HPCSA to examine data sets in order to draw conclusions about the information they contain and be able to make more informed business decisions.

- Social media technologies – that will facilitate the creation and sharing of information, ideas and other forms of expressions through the use of virtual communities and networks.

- IT security – will involve a strategy to ensure that information is protected, thus mitigating information risks. The HPCSA will do this by preventing unauthorised or inappropriate access, use and disclosure, destruction, etc; of the HPCSA information.


4. Complaints Management, Investigation, Mediation, Compliance and Enforcement

Department(D:L&RA)The Legal and Regulatory Affairs provides legal support to Council, the Professional Boards and Administration. The Department is also tasked with a responsibility to conduct investigations and prosecutions of all complaints against health practitioners. The Department also provides mediation, where a mediator assists the parties in actual or potential litigation to resolve the dispute.

Strategic Focus In terms of Section 3 of the Health Professions Act, 1974 one of the objects and functions of the Health Professions Council of South Africa (“HPCSA”) is to ensure investigation of complaints concerning persons registered in terms of this Act and to ensure that appropriate disciplinary action is taken against such persons in order to protect the interests of the public and to ensure that persons registered in terms of this Act behave towards users of health services in a manner that respects their constitutional rights to human dignity, bodily and psychological integrity and equality.

5.1ComplaintsManagement,InvestigationandMediation

In the period under review, the HPCSA received 1 038 new complaints of which 106 were referred to the Inspectorate and 11 were non-compliant complaints.

Thetablebelowdepictsthebreakdownofthenumberofcomplaintshandledinthethreepreviousfinancialyears:

NumberofComplaintsReceived

Description2016/17 2017/18 2018/19

2 755 1 233 1038

Matters Considered by Committees of Preliminary Inquiry

Description2016/17 2017/18 2018/19

1 326 1 423 1351

Matters Finalised by Committees of Preliminary Inquiry

Description2016/2017 2017/2018 2018/2019

1387 989 561

5.2 Professional Conduct Inquiry

Some of the most important functions of Council in terms of Section 3(n) and (o) of the Health Professions Act, 1974 (Act No. 56 of 1974) (“the Act”) are: “(n) to ensure the investigation of complaints concerning persons registered in terms of this Act and to ensure that appropriate disciplinary action is taken against such persons in accordance with this Act in order to protect the interest of the public;

(o) to ensure that persons registered in terms of this Act behave towards users of health services in a manner that respects their constitutional rights to human dignity, bodily and psychological integrity and equality, and that disciplinary action is taken against persons who fail to act accordingly”.


The Professional Boards (“Boards”) and the Department: Legal and Regulatory Affairs (“D: L&RA”) are implementing this important legislative mandate of Council. The Department receives, analyses, categorise, mediates (through OmbudsmanOffice),investigatesandprosecutecomplaintsagainsthealthpractitionersregisteredwithCouncil.

For this purpose, the Boards establish two Committees namely: (a) the Preliminary Committee of Inquiry (“Prelim”) for preliminary investigations, adjudication of minor offences and referral for inquiry of serious offences; and (b) the Professional Conduct Committee (“the PCC”) for prosecution of complaints referred for inquiry by the Prelims.

Following is a breakdown of matters that were referred for direct Inquiry before Committees of Professional Conduct Inquiry and the penalties imposed.

Summary of Finalised Matters According to Penalties01April2018-31March2019

Description 2016/2017 2017/2018 2018/2019Suspensions 10 12 17Acquittals 28 13 15Fines Imposed at inquiry 23 39 61Caution & Reprimand 31 20 30Admission of Guilt Fines 4(9) 95 160 167Finalised at the Health Committee 1 3 0Finalised by Head of Department (HOD) 25 42 26Erasures 3 6 11Backlog project 0 70 14TOTAL 216 365 341

Breakdown Per Board

BreakdownofFinalisedMattersperProfessionalBoard01April2018–31March2019

Board 2016/2017 2017/2018 2018/2019 1. Medical and dental 137 258 248 2. Dental therapy and oral hygiene 4 13 4 3. Dietetics 2 2 6 4. Medical technology 2 1 0 5. Occupational therapy, medical orthotics and prosthetics 0 1 8 6. Optometry and dispensing opticians 4 14 10 7. Physiotherapy, podiatry and biokinetics 22 13 14 8. Psychology 20 33 30 9. Speech, language and hearing 8 8 710. Emergency care personnel 13 19 1211. Radiography and clinical technology 4 2 212. Environmental health 0 1 0TOTAL 216 365 341


4. Complaints Management, Investigation, Mediation, Compliance and Enforcement (continued)

Finalised Matters Per Offence

BreakdownofFinalisedMattersperOffence01April2018–31March2019

TypeofOffence 2016/2017 2017/2018 2018/2019Unethical advertising 19 11 1Incompetence 18 18 17Over servicing 3 2 5Breachofconfidentiality 3 7 3Damaging professional reputation of colleague 4 1 1InsufficientCare/treatmentandmismanagementofpatients 17 40 48Negligence 15 33 25Unacceptable / Inappropriate relationship with patients 4 7 11Refusing to treat patients 2 5 4Misdiagnosis 5 11 7Practicing outside scope of competence 14 20 13Fraudulentcertificates/incorrectinformationondeathcertificates 3 16 16Refusing to complete forms/ producing inaccurate reports 9 11 12Overcharging / charging for services not rendered 20 36 32Issues relating to consent 13 27 24Fraud and theft 27 56 60Bringing the professions into disrepute 8 28 27Employing unregistered practitioners 17 05 14Unethical dispensing, using of unregistered medicine and prescribing of drugs 2 3 5Contempt of council 7 12 10Supersession 0 0 1Contravening the hazardous substances act, 1973 4 2 3Practicing without registration 2 14 2TOTAL 216 365 341

The Road Accident Fund (RAF)Contested claims for serious injury are referred to the Health Professions Council of South Africa (HPCSA) Appeal Tribunalsforfinaldetermination.Atotalof4 788 disputes were received during the period under review. A total number of 82 meetings were held, where 3 321 matters were dealt with and 3 034ofthecaseswerefinalised.

RAF Tribunal01April2018–31March2019

Matters received

No. of meetings Serious Non-serious Deferred Withdrawn Finalised

2016/2017 2603 83 1253 2993 386 52 4259

2017/2018 3414 78 828 2369 301 61 3209

2018/2019 4788 82 879 2155 235 14 3034


4.3HighProfileCases

Dr Wouter Basson The status on the ongoing disciplinary matter of Dr Wouter Basson/Health Professions Council of South Africa is that sentencing is still outstanding due to the recusal matter that is still with the courts.

On 27 March 2019 the High Court in Pretoria reviewed and set aside the refusal by Prof. Mhlanga and Prof. Hugo to recuse themselves. The High Court ordered the two Professors to recuse themselves. Council is appealing this judgment.

Dr Vejay RamlakanMrs Graca Machel, and later on the Trustees of the late Former President Nelson Rolihlahla Mandela (“President Nelson Mandela”) had in August 2017 lodged a complaint of unprofessional conduct against Dr. Vejay I. Ramlakan for disclosing President Nelson Mandela’s confidential medical information in his book titled“Mandela’s last years”.

The complaint was considered by the Preliminary Committee of Inquiry of the Medical and Dental Professions Board (MDB) on 22 November 2017. This Committee resolved that an inquiry into the conduct of Dr Ramlakan be held and directed the Registrar to arrange accordingly. At the end of the reporting period, the matter was at the Inquiry stage.

Dr David SelloThe HPCSA learnt of Dr David G Sello’s unprofessional behaviour through the media during 2017/2018 financialyear.

Dr Sello was subjected to a suspension hearing by an Ad hoc Committee of the Medical and Dental Professions Board (MDB) in June 2018. His name was suspended from the register with the result that he cannot practice as a Medical Practitioner in South Africa pending the finalisationofaformalinquiryintohisconduct.

Dr. Sello attempted to challenge his suspension from the register in the High Court but without any success. At the end of the reporting period, the matter was still at the Inquiry stage.

Dr Tiego SelebanoThe Office of the Health Ombudsman, on 1 February2017, released a report following an investigation into the death of mental health patients in Gauteng when they were moved from “Life Esidimeni” to unregistered non-governmental organisations (NGOs).

The Health Ombudsman, among other things, recommended that the HPCSA take appropriate remedial action with regard to professional and ethical conduct against Dr Tiego (“Barney”) Selebano, who was the Head of the Gauteng Health Department when the decision was taken.

On 11 and 12 October 2018, the matter was placed before the 4th Committee of Preliminary Inquiry. The Committee determined that there are grounds for a professional conduct inquiry into the conduct of Dr Selebano and directed that an inquiry into matter be held. The matter is at Inquiry stage.


4.4 Mediation

Mediation is a process wherein a mediator assists the parties in actual or potential litigation to resolve the dispute, by facilitating discussions between the parties, assisting them in identifying issues, clarifying priorities, exploring areas of compromise and generating options in an attempt to resolve the dispute.

WithintheHPCSA,theOfficeoftheOmbudsmanwasestablishedtomediateinthecasesofminortransgressionsinterms of regulation 2(3) (d) of the Regulations Relating to the Conduct of Inquiries into alleged Unprofessional Conduct under the Health Professions Act, 1974. In terms of these regulations, minor transgressions mean conduct which, in the opinion of the Registrar or Preliminary Committee of Inquiry, on the basis of the documents submitted to the Registrar or such Committee, is unprofessional, but of a minor nature, and does not warrant the holding of a formal Professional Conduct Inquiry. TheOfficeoftheOmbudsmanconsidersanyreferredmatterandmediatesbetweenpartieswithaviewtomakinga determination to resolve the matter between the parties, or advise the parties of the determination made on the matter and require them to indicate whether or not they will abide by the determination.

Shouldthepartiesagreetoabidebythedetermination,theHPCSAOmbudsmanconfirmsthedeterminationinwritingandthedeterminationisthenbindingonbothpartiesasafinalresolutiononthematter.

In cases where either party does not agree to abide by the determination, the matter is referred to the Registrar for Preliminary Investigation.

Performance Information

Indicator 2016/17Performance

2017/18Performance

2018/19Performance

Total complaints received by the HPCSA 2755 2608 1662Total complaints mediated 638 (23.16%) 798 (30.59%) 744 (46.4%)Numberofcomplaintsfinalised 306 (48%) 243 (30.45%) 147 (19%)Numberofmattersfinalisedthroughcontactmediations 3 (0.98%) 2 (0.82%) 4 (2.7%)Turnaroundtimetofinalisematters 118 days 165 days 138 daysPractitioner Satisfaction Rate at Roadshows and Symposia 98% 98% 98%

NumberofComplaints


629

55 29 13 7 4 2 21 1 1

MDB RCTODO DOH SLHOCPPSB MTB DNBPPB EMB


Table2:NatureofComplaints

Table3:ComplaintsperProvince

Province Number

Gauteng 386

WesternCape 129

KwaZulu-Natal 116

Free State 26

North West 24

Mpumalanga 20

Limpopo 19

EasternCape 19

NorthernCape 5

TOTAL 744

Over and above mediating cases, the Office of the HPCSA Ombudsman also participated in three PractitionerRoadshows and fourteen Practitioner Symposia, all of which were coordinated by the Division: Corporate Affairs. All presentations at the Symposia and Practitioner Roadshows were done by the HPCSA Ombudsman and accredited for Continuing Professional Development (CPD) points.

The practitioners’ satisfaction rate at these Roadshows and Symposia based on the Survey Results was at 98%. These resultshavebeenconsistentlyhighsince2016/17financialyear.

TheOfficeof theHPCSAOmbudsmanalsomadepresentationsatPublicAwarenessCampaigns;held inWitbank,Mpumalanga Province and in Winterveldt in the Gauteng Province respectively.

238

Accounts MedicalReports Communication Informed Financial ConsentBilling Other

187175

76

44

25



4.5LawEnforcementandCompliance–TheInspectorateOffice

One of the responsibilities of the HPCSA is to enforce compliance by practitioners in line with the provisions of the Health Professions Act, 1974.

Inordertoexecutethismandate,theHPCSAestablishedtheInspectorateOfficewhosemainfocusandprimaryroleis to ensure that registered practitioners comply with the provisions of the Act, as well as all rules and regulations that govern them.

Overandabovetheoverarchingresponsibilityofensuringcompliance,theInspectorateOfficeisalsoresponsibleforthe following duties:

• Conducting proactive inspections of premises to ensure compliance;• Assisting Professional Boards with the inspections on clinical and professional compliance matters; • Ensuring compliance with penalties imposed by the Professional Conduct Committee; and•Collectingoutstandingfinesandattendtocriminalmattersinrespectofunregisteredpractitioners.

TheInspectorateOfficebecameafully-fledgedUnitfromFebruary2015andhassinceperformedasfollows:

2016/2017 2017/2018 2018/2019

675 Compliance inspections.

Conducted 1581 that is 234% compliance rate achieved.

1200 Compliance inspections.

Conducted 1200 inspections.1 468 compliance inspections conducted.

371 Backlog criminal cases reported of unregistered persons.

Investigatedandfinalised289i.e.78%conviction rate.

Complaints received before the establishmentoftheInspectorateOffice.

510 Backlog criminal cases reported of unregistered persons.

Investigatedandfinalized307.

507 out of 510 backlog police filesinvestigatedandfinalisedachieving 99%.

287newfilescriminalcasesreportedofunregistered persons.

Investigatedandfinalised264i.e.92%clearance rate.

791newfilescriminalcasesreported of unregistered persons.

Investigatedandfinalised288.

782outof1054filesinvestigatedandfinalisedachieving74%.

About 200 arrests were made.

56 matters referred for collection of outstandingfines,37outstandingfineswerecollected i.e. 66% success rate.

58 matters referred for collection ofoutstandingfines,20outstandingfineswerecollected.

91outof98outstandingfineswere resolved, achieving 93%.

4.5.1JointInspectionswithotherLawEnforcementAgenciesIn the period under review, the HPCSA worked with other regulatory bodies in the healthcare industry and law enforcement agencies and was assisted by members of the public to expose and arrest illegal practitioners.

Tothisend,theInspectorateOfficeachievedthefollowing,intheperiodunderreview:•Identifiedandmetwith27stakeholders,• Conducted 29 Joint Operations with other Law Enforcement Agencies and • Conducted 18 Awareness Campaigns and eight Radio interviews.


As part of its Turnaround Strategy, the HPCSA planned a policy and legislative overhaul. To this end, a report on the “As Is” legislative and policy environment was compiled and approved by Council in March 2019. The next phase (2019/2020) is to develop a new policy on Council’s core mandate. This policy will be followed by a new legislation that will repeal the current Health Professions Act, 1974.

The following rules were made by Council in this reporting period:

1. Rules relating to the Payment of Fees for Accreditation of Education and Training offered by Education and Training Institutions under the Act as published by Board Notice No. 112 of 2018 under Government Gazette No. 41970 of 12 October 2018;

2. RulesrelatingtotheRegistrationbyMedicalPractitionersandDentistsofadditionalqualificationsaspublishedbyBoard Notice No. 172 of 2018 under Government Gazette No. 42037 of 16 November 2018;

3. Rules relating to Annual Fees as published by Board Notice No. 20 of 2019 under Government Gazette No. 42240 of 22 February 2019; and

4. Rules relating to Fees payable to Council as published by Board Notice No. 21 of 2019 under Government Gazette No. 42240 of 22 February 2019.

5. Key Policy Development and Legislative Changes


6. Performance Information by Programme

6.1 Strategic Outcome Oriented Goals

The strategic outcome- oriented goals of the HPCSA, as agreed upon by Council, attest to the HPCSA’s role in facilitating the achievement of the national socio-economic and socio-political development agenda.

Following are Council’s Strategic Programmes/ Goals:

• Improved Business Model to enhance the functioning of the HPCSA • Adequate,effectiveandefficientsupportprovidedtotheProfessionalBoardsandSecretariat• Improving the role of the HPCSA as an advocate and advisor through enhanced engagement with all key stakeholders• Legislative and regulatory consistency across the HPCSA and its Professional Boards

The HPCSA’s Goals and SMART Goal Statements with 5-year targets are:

The strategic outcome - oriented goals of the HPCSA’s Goals and SMART Goal Statements HPCSA, as agreed upon by Council, attest to with 5-year targets are: HPCSA’s role in facilitating the achievement of the national socio-economic and socio-political development agenda.

Strategic Goal Goal Statement1. Improved Business Model to enhance the

functioning of the HPCSA•Improvedorganisationaleffectiveness/efficiency

2.Adequate,effectiveandefficientsupportprovided to the Professional Boards & Secretariat

•Improvedboardfunctioningintermsoffulfillingitslegislativemandate

•Effectiveandefficientsupportprocesseswithdefinedtargetsand turnaround times in place to enhance service delivery to all internal stakeholders

3. Improving the role of the HPCSA as an advocate & advisor through enhanced engagement with all key stakeholders

• Proactive engagement with key stakeholders on relevant health positions

4. Legislative and regulatory consistency across the HPCSA and its Professional Boards

• Consistent, relevant and applicable legislative and regulatory framework

Strategic ObjectivesThe Goals of Council responds to the key direct challenges faced by the HPCSA. This requires key short-term interventions and is reactive to the current constrained situation. However, contained within the strategy is the appreciation of the longer-term impetus including the NDP, NHI, the dynamic and shifting health care environment, the need to uphold and protect the rights of patients and other environment shift which requires a more proactive approach.

Regulatory Alignment4. Legislative and regulatory alignment and consistency

Advocate & Advise3. HPCSA as an advocate, advisor and enhanced engagement with all

key stakeholders

OrganisationalEffectivenessandEfficiency

2016 2017

Relevant & Consistent

Advocacy & Advisory

Efficient&Effective

20192018 2020

Improv

emen

tinbasepe

rform

ance

and

credibility

Con

tinuo

usly

str

ive

to g

uid

e th

e professions&protectthe

pub

lic

1. Improved business model to enhance the functioning of the HPCSA2.Adequate,effectiveandefficientsupportprovidedbyandtoCoubcil,

Boards and Secretariat

Stake

holde

r

Enga

gem

ent


Council’sStrategicGoals-AnnualPerformanceReport

Performance Indicator Unit

Current Situation/ Baseline

Annual Target for

FY 2018/19

Quarterly TargetsLastReportedPerformance Annual

Performance Q1 (Apr–Jun)

Q2 (Jul–Sep)

Q3 (Oct – Dec)

Q4 (Jan – Mar)

Goal(Programme)1:ImprovedBusinessModeltoEnhancetheFunctioningoftheHPCSA

Workstream Implementation: Change Management

% Not applicable 100% Not

applicableNot applicable

Not applicable 100%

• 4 (four) Training Sessions dealing with Stress and Change Management sessions for HPCSA Employees scheduled and were held.

Not Achieved

Workstream Implementation: Business Process Re-engineering



Not applicable 100%

• Business Processes up to Level 4 have been modeled for the following functional areas

- Continued Professional Development

- Education and Training - Professional Practice; and - Inspectorate• Development of Standard

Operating Procedures completed and signed off.

• Coaching concluded• Playback 1 and 2 happened.

Validation of the Solution Capability against the Business Requirements submitted to ORACLE.

Achieved

Workstream Implementation: Structure and People


applicable 50% 75% 100%

• The Structure and People Workstream has been concluded.

- Skills Inventory of all Secretariat Employees completed

- Placement of those in the Top 20 completed

- Advertise for those positions where direct placement could not be possible

- Placement of those in ranks from Grade D2 and below to the lowest grade completed

- Establishment Matching Undertaken and completed

Achieved

Workstream Implementation: Governance



Not applicable 100%

• Governance Workstream has revised the current delegations of authority in line with the new organizational structure, this is still work in progress and will be tabled to Council Structures.

Not Achieved

Signed SLA with Council & Registrar

Yes/No

Not applicable Yes Yes Not


Not applicable

• The Service Level Agreement between the Professional Boards and Secretariat are still work in progress.

Not Achieved

Percentage of Boards with signed SLAs with Registrar

% Not applicable 100% 100% 100% 100% 100%

• The Service Level Agreement between the Professional Boards and Secretariat are still work in progress.

Not Achieved

Implementation of KPI Dashboard• Development of

the Corporate Performance Management Framework for the HPCSA

• Consult on the Corporate Performance Management Framework for the HPCSA

% Not applicable

100% completed

Not applicable

Not applicable

Not applicable 100%

• First Draft of Training Collateral Developed.

• Training is yet to take placeNot Achieved


6. Performance Information by Programme (continued)

Council’sStrategicGoals-AnnualPerformanceReport(continued)



Annual Target for

FY 2018/19

Quarterly TargetsLastReportedPerformance

Annual Performance Q1

(Apr–Jun)Q2

(Jul–Sep)Q3

(Oct – Dec)Q4

(Jan – Mar)

Client Satisfaction Survey % 50.4%

satisfaction 60% Not applicable 55% Not

applicable 60%• The Client Satisfaction

was conducted in the 4th Quarter

Not Achieved

Compliance to Registration Turnaround Time (10 days)

% Not applicable

Establish Baseline

Not applicable

Not applicable

Not applicable

Baseline Establishment

Baseline Established using the Quick-Win projects outcomes.

Achieved

Compliance to Complaints Management Turnaround Times (18 months)

% Not applicable

Establish Baseline

Not applicable

Not applicable

Not applicable

Baseline Establishment

Baseline Established using the Quick-Win projects outcomes.

Workstream Implementation: Information Technology (IT)

ICT Strategy Development• Develop the

following ICT Strategy artefacts

• IT Application Map• IT (Technology)

Architecture• IT Sourcing

Strategy• IT Governance• IT Value Model• ICT Strategy

Implementation Schedule



Not applicable 50%

• All ICT Strategy Framework Artefacts Developed and Workshopped and Recommended by Internal Management Committee for submission to Council for approval. Agenda

• The ICT Strategy Document has been developed and approved by Council in September 2018.

• Listed Data Architecture Artefacts developed

AchievedICT Strategy Document Approved in September 2018

Workstream Implementation: Information Technology (IT) Data Architecture Development• Develop the

following Data Architecture artefacts

• As-Is Data Architecture



Not applicable 100%

• The Planned work for Quarter 3 under the Data Architecture Development is ongoing.

• 90% of this work has been completed.

AchievedData Architecture Document Approved in March 2019.

Workstream Implementation: Information Technology (IT) Backup and Replication

• Development and Signoff of a HPCSA and NEC-XON Back-Up and Replication Contract document;

• Development of Project Management Plan and Schedule of the Back-Up and Replication project.



Not applicable 100%

• HPCSA and NEC-XON Developed and Signed

• Back-Up and Replication project’s Project Management Plan developed

• Long Lead Items ordered and tracked

• This project has been concluded

• The Replication Operation is Ongoing.

• As Built Documents are in Development

• Project Close-Out Document is in development

AchievedImplementation of Back Up and Replication Completed.As- Built Documents Signed Off in March 2019.





Annual Target for

FY 2018/19

Quarterly TargetsLastReportedPerformance

Annual Performance Q1

(Apr–Jun)Q2

(Jul–Sep)Q3

(Oct – Dec)Q4

(Jan – Mar)

Workstream Implementation: Information Technology (IT) ORACLE Service Cloud Implementation• Develop and

approve ORACLE Service Cloud Implementation’s Project Management Plan document

• Provide the ORACLE Service Cloud Software as a Service Software Licenses to the HPCSA



Not applicable 100%

• The Oracle Service Cloud WorkbookConfigurationworkshops were held from the 23 July 2018 to the 27th July 2018.

• ORACLE Service Cloud Playback 1 (limited functional pilot) was held from the 23rd October 2018 to the 02 November 2018 and successfully concluded.

• An Integration consultant is on board, and Integration requirements havebeenconfirmed.

• Integration work is ongoing

• Data Cleansing exercise concluded.

Not Achieved

Linkingperformancewithbudgets

Programme1:ImprovedBusinessModeltoEnhancetheFunctioningoftheHPCSA

Description YearlyBudget Roll-over Virements 2017/18

SurplusAdjusted Budget

Year-to-date actuals Variances %

Variance

Capital projects 2 261 835 1 000 000 1 274 403 10 100 000 14 636 238 6 812 647 7 823 591 53%

Strategic projects: Teambuilding and strategic sessions 1 105 758 744 600 4 000 0 1 854 358 1 117 400 736 959 40%

Strategic Projects: IMC Strategic Planning 754 740 1 288 502 -1 288 502 0 754 740 355 516 399 224 53%

Strategic Projects: PMO BPR Project Governance 0 1 900 000 -1 205 000 0 695 000 0 695 000 100%

Strategic Projects: Registrar Projects 466 225 250 000 788 502 0 1 504 727 689 812 814 915 54%

Strategic Projects: BPR Project Phase 2 0 690 970 0 7 300 000 7 990 970 6 441 000 1 549 970 19%

Strategic Projects: Legislative Review 0 2 000 000 -1 000 000 0 1 000 000 0 1 000 000 100%

Strategic Projects: PMO BPR Phase 2 Governance 0 0 1 400 000 0 1 400 000 1 047 602 352 399 25%

Strategic Projects: PMO Maintenance of Licensure Project 0 0 1 500 000 0 1 500 000 600 694 899 306 60%

Strategic Projects: BPR Registration Project 0 464 458 -377 400 0 87 058 223 990 -136 932 -157%

Strategic Projects: Offsite Registration Project 0 0 0 1 517 601 1 517 601 2 228 429 -710 828 -100%

Reason for variancesBusinessProcessRe-engineeringprojectforPhase2startedin2018/19andissettofinish2019/20andsurplusfundswererolled over to 2019/20 for key Business-process Re-Engineering projects including Oracle Service cloud, Governance, Legislative review, Change Management and KPI projects.

Implementedmeeting workspace project have significantly reduced Printing on postage expenditure and havealreadyreleasedestimatedsavingsofR13millionoverlast2financialyears.

DeficitswereincurredinBPROffsiteRegistrationprojectsduetoadditionalcostsincurredduringtheNEHAWUstrike.






Annual Target for

FY 2018/19



Q2 (Jul–Sep)

Q3 (Oct – Dec)

Q4 (Jan – Mar)

Goal(Programme)2:Adequate,EffectiveandEfficientSupportProvidedtoandbyCouncil,ProfessionalBoardsandSecretariat

Knowledge Management Framework developed

% Not applicable

100% developed 25% 50% 75% 100%

• For this Quarter, this Project is in Information Gathering Stage only.

• First Draft of the Knowledge Management Framework is developed.

• The position of Information and Knowledge Management Specialist has been approved and created within the new structure and has been prioritized as critical.

• Contributed to the Development of the Data Architecture.

Achieved

Number of Council Training Sessions Held

Number 2 Training Sessions

1 Training Session

Not applicable

Not applicable

Not applicable 1 • Training session on governance

was held in 1st Quarter 2018. Achieved

Number of Board Training Sessions Held

Number 12 Training Sessions

1 Training Session

Not applicable

Not applicable

Not applicable 1 • 1 Governance Training Session

held with MDB Achieved

Number of Secretariat Training Sessions Held

Number 1 Training Session

1 Training Session

Not applicable

Not applicable

Not applicable 1

• Training session on governance was held in 1st Quarter 2018.

• Training sessions held are depicted under Section 2 of this report (HR).

Achieved

Attendance at Training % Actuals not

provided70% attendance

Not applicable

Not applicable

Not applicable 70% • 100% Achieved

Compliance to processes and regulations (Internal / External Audit)

% 100% compliance

100% compliance 100% 100% 100% 100% • 100% Achieved

Researched agenda items requiring research

%

100% completion of research (for agenda items requiring research)

100% completion of research (for agenda items requiring research)

25% 50% 75% 100%

• Achieved, all items in Professional Boards and Council Structures are researched and founding legislation is referenced in the agenda to enable decision making.

Achieved

Litigation due to ultra vires decisions

% 0% 0% 0% 0% 0% 0% • 0% Achieved

Review IT Governance Framework

% Not applicable

100% completion 25% 50% 75% 100% • IT Strategy achieved. Tabled as

an agenda item Achieved

Implementation of e-registration (Students, Comm Serve, Interns + General)



Not applicable 75%

• Not applicable for this quarter however the process mapping has commenced. Pilot Project with Wits University earmarked for October 2018.

Not Achieved

Online renewal utilisation rate % 40.3% 60% 40.3% Not

applicableNot applicable 60%

• 80 000 of 192 000 (41.67%) practitioners use the Online Renewal Platform.

Not Achieved

UnqualifiedAudit Opinion Y/N Yes Yes Not

applicable YES Not applicable

Not applicable Achieved Achieved

Development of Annual Report

Y/N Yes Yes Not applicable YES Not

applicableNot applicable Achieved Achieved

Development of Annual Performance Plan

Y/N Yes Yes Not applicable

Not applicable

Not applicable Yes APP 19/20 drafted, tabled as an

agenda item. Achieved

Bi-Annual Reports Number Not

applicable 2 1 1 1 1 Achieved Achieved



Programme2:Adequate,EffectiveandEfficientSupportProvidedtoandbyCouncil,ProfessionalBoardsandSecretariat



Year-to-date actuals

Variances % Variance

INCOME

Annual Fees 225 568 606 0 0 0 225 568 606 204 839 785 -20 728 821 -9%

Registration fees 13 731 589 0 0 0 13 731 589 15 386 671 1 655 082 12%

Examination fees 5 640 881 0 0 0 5 640 881 3 938 134 -1 702 747 -30%

Evaluation Fees 3 010 622 0 0 0 3 010 622 1 787 723 -1 222 899 -41%

Penalties 2 288 622 0 0 0 2 288 622 3 831 956 1 543 334 67%

Sundry fee (Including Restoration fees) 11 781 982 0 0 0 11 781 982 16 794 602 5 012 620 43%

Other Income (Including Interest received) 42 853 720 0 0 0 42 853 720 46 484 713 3 630 993 8%

EXPENDITURE

Council and Professional Board committees 66 648 314 10 845 000 -300 000 8 301 116 85 494 430 65 335 913 20 158 517 24%

Administration expenditure 69 555 575 12 525 862 106 238 25 133 239 107 320 913 86 515 554 20 805 359 19%

Employee expenditure 169 096 386 1 251 340 193 762 0 170 541 488 167 441 529 3 099 959 2%

Reason for variancesClosingofcertainEmergencyCareregistershavehadasignificantimpactonreductionofannualandregistrationrevenue collected. Fewer practitioners have also chosen to stay registered with HPCSA leading to a reduction in annual fee received.

Positive variances for Council, Professional Board and committee expenditure was due to less meetings required than was budgeted for and less than 100% attendance of meeting my members.

Positive variance in administration expenditure was due to Business Process Re-Engineering projects continuing in 2019/20 and also savings due to implementation of Electronic Board packs reducing requirement to print and courier agendas to members for Council and Professional Boards.

PositivevarianceinemployeeexpenditurewasduetomoratoriumplacedonfillingofvacanciesduringtheBusinessProcess-Re-Engineering project.






Annual Target for FY

2018/19



Q2 (Jul–Sep)

Q3 (Oct – Dec)

Q4 (Jan – Mar)

Goal(Programme)3:ImprovingtheRoleoftheHPCSAasanAdvocate,AdvisorthroughEnhancedEngagementwithallKeyStakeholders

Development of Stakeholder Engagement Plan

% 10% developed

100% Developed 100% Not

applicable Not applicable

Not applicable

• Stakeholder Engagement Strategy was approved Achieved

Implementation of Stakeholder Engagement Plan

% 0% implemented

33% Implemented

Not applicable 10% 20% 33%

Implemented

• Implementation of the Stakeholder Engagement Strategy will commence in thenextfinancialyear

Not Achieved

Professional Boards with Stakeholder Engagement Plan

% N/A 100% 100% (12/12)

100% (12/12)

100% (12/12) 100% (12/12)

• Dependent Initiative (Professional Boards with Stakeholder Engagement Plan) did not complete in time for this initiative to kick-off.

Not Achieved

Professional Boards with Implemented Stakeholder Engagement Plan

% N/A 50% 50%(6/12) 100% (12/12)

100% (12/12) 100% (12/12)

• Dependent Initiative (Professional Boards with Stakeholder Engagement Plan) did not complete in time for this initiative to kick-off.

Not Achieved

Foster an enabling workingenvironment between Boards, Secretariat and Council - Number of meetings

Number None 2 meetings Not applicable 1 meeting Not

applicable 1 meeting

• 1 meeting was held on 17 July 2018. Considered amongst others, the following -

- Maintenance of Licensure - Inter Professional Boards

Forum - Terms of Reference - Business Practices Policy

Document - Student Recruitment and

/ or Intake of Respective Higher Education Institutions Relating to Demographic Issues

- Registration Compliance ofForeignQualifiedAcademic Health Professionals Employed by Institutions of Higher Learning

Achieved

DefineRelevantTerms of Reference of Council Forum or Committee

%

100%defined(Inter-board Forum • Inter Board

Committee of Council)

Yes Not applicable Yes Not


• Terms of Reference for Inter Board Committee of Council Developed

Achieved

Number of engagement with International Regulatory Bodies

Number Not applicable

2 engagements

Not applicable 1 1 Not

applicable

• In the period under review, the HPCSA participated in various fora, namely –

- IAMRA - AMCOA - SADC Medical Regulatory

Association

Achieved



Programme3:ImprovingtheRoleoftheHPCSAasanAdvocateandAdvisorthroughEnhancedEngagementwithallKeyStakeholders





Corporate Affairs 6 132 301 0 -199 320 0 5 932 981 6 334 211 -401 230 -7%

International conferences / overseas travel 2 497 164 971 579 0 0 3 468 743 2 224 113 1 244 630 36%

AMCOA conference 965 344 0 0 0 965 344 901 689 63 655 7%

Local conferences and meetings 598 903 0 0 0 598 903 294 221 304 682 51%

Ombudsman costs 469 030 0 0 0 469 030 135 280 333 750 71%

Inspectorate Expenses 1 397 448 446 625 0 0 1 844 073 1 711 234 132 839 7%

Reason for variancesAdditional expenditure was incurred for Corporate Affairs expenditure due to additional Roadshows and Symposiums in2018/19financialyear.SavingswererealisedforInternational,AMCOAandLocalconferencesexpenditure,aswellas ombudsman and inspectorate expenditure.

Council’sStrategicGoals-AnnualPerformanceReport



Annual Target for FY

2018/19



Q2 (Jul–Sep)

Q3 (Oct – Dec)

Q4 (Jan – Mar)

Goal (Programme) 4: Legislative and Regulatory Consistency across the HPCSA and its Professional Boards

Report on Legislation Y/N N/A Yes N/A N/A N/A Yes (100%)

In March 2019, Council adopted an approved the legislative report on the “As Is” in the legislative environment.

Achieved


Programme3:ImprovingtheRoleoftheHPCSAasanAdvocateandAdvisorthroughEnhancedEngagementwithallKeyStakeholders





Professional conduct Enquiries 10 322 242 7 000 000 0 420 000 17 742 242 16 681 085 827 165 5%

Litigation (External Legal Firms) 8 301 363 0 0 290 000 8 591 363 4 911 761 3 777 141 44%

Prelim committees 4 227 336 0 0 398 974 4 626 310 2 722 056 1 987 393 43%

Appeal committees 1 855 201 0 0 285 000 2 140 201 110 012 1 915 033 89%

Professional conduct inspections 259 171 0 0 110 000 369 171 23 412 359 672 97%

Reason for variancesImprovementinLitigationprocessesrealisedsignificantsavingsfor2018/19financialyear.Anewdivision,Complainthandlingandinvestigation,withintheLegaldepartmentwascreated,during2018/19financialyearwhichchangedthe way complaints were processed within the Legal department. Prelim Committees variance is due to processes that were changed due to the creation of this division and costs will increase as the new processes are implemented. Variances in Appeal Committees are dependant on actual cases taken on appeal.


7. Financial Performance

During the reporting period, the Department: Financial Services has ensured that the HPCSA maintains satisfactory accounting records, prepares for the audit of Annual Financial Statements. Over and above, the Department: Financial Services provided other related information, as well as help maintain a proper system of internal controls to provide reasonable assurance regarding the achievements of the HPCSA’s objectives.

7.1 Revenue

The operations of the HPCSA are funded by revenue from healthcare practitioners. Revenue is primarily derived from annual, registration and penalty fees.

During the year under review, the revenue increased by 6.2% from R258,39 million to R273,43 million and investment revenue reduced by 9.7% from R21,5 million to R19,6 million during the same period.

The annual fees increased by 6.5% from R192,3 million to R204,8 million, mainly due to the increase in membership fees. Registration fees decreased from R22,2 million to R15,4 million, due to closure of certain Emergency Care Professional Board registers. Fees from penalties imposed on practitioners increased from R2,9 million to R3,8 million.

7.2Expenses

The operating expenses increased to R318,2 million from R297,0 million representing an increase of 7,1% in the period under review. The following reasons can be attributed to the increase in expenditure: • Council, Professional Boards and Committee meetings

expenditure increased by 27% from R46,9 million to R59,6 million, due to an increase in the number of meetings, venue costs and Professional Fees for Members.

• Employment costs increased by 2,9% from R162,7 to R167,4duetoannualsalaryincrementsandthefillingof vacant positions.

• Information Technology costs increased from R8,8 million to R10,2 million, as a result of the need to increase ERS Oracle and other support costs.

• Council embarked on a Business Process Re-Engineering and other key strategic projects, which increased Strategic Projects cost by 15,5% from R10,9 million to R12,6 million.

• Costs incurred and recovered for Road Accident Fund (RAF) cases increased by 9,5% from R21,9 million to R24,0 million, due to increase in RAF activities.

• Reversal of revenue due to suspension of membership as a result of non-payment by healthcare practitioners increased from R11,2 million to R12,0 million.

Certain operating expenditure line items decreased in the reporting period and include the following: • Improvement in the Legal and Regulatory Affairs

Processes led to a reduction in the Legal Consulting and Professional Fees by 19% (2018 – reduction of 50%) from R6,9 million to R5,6 million.

• Implementation of the New Online Meeting Portal reduced costs of printing and stationary from R6,0 million to R1,6 million realising a saving for the HPCSA R4,4 million (2018 – Saving of R2,5 million). It is envisaged that the Online Meeting Portal will be self – fundinginthenextthreefinancialyears.

7.3DeficitGenerated

ThenetdeficitgeneratedbytheHPCSAwasR24,6millionfor the year under review compared to a deficit of R17,4 million in the previous financial year. The net deficitincreasewasmainlydueto:• fewer annual fees revenue received below budget

including R10 million for the Emergency Care Board and R10 million for the Medical and Dental Board;

• more registration revenue received above budget of R1,6 million;

• more penalty fee income received above budget of R2 million;

• savings in Council and Professional Board expenditure of R13 million below budget;

• additional R5 million above budget spent on Oracle Cloud services;

• additional R7 million above budget spent on the Phase 2 of the Business Process Re-engineering project;

• additional R2 million above budget spent on Offsite Renewal project;

• additional R2 million above budget spent on the HPCSA’s 1st National Conference;

• savings of R5 million below budget for Employee costs.

7.4 Procurement Activities

Of the total procurement spent of R59,8 million spent during the review period, R47,5 million was spent on Level 1 to Level 3 BBBEE providers and/or suppliers. This constitutes 79 percent of the overall procurement spent.


PART C: PROFESSIONAL BOARDS

Overview of Professional Boards

Professional Boards are statutory structures whose overall objective is to ensure the establishment and maintenance of acceptable levels of healthcare services in the professions under their purview.

In terms of the Health Professions Act, Act 56 of 1974, Professional Boards assume control and exercise authority in respect of all matters affecting the training of persons in, and the manner of the exercise of the practices pursued in connection with, any profession failing within the ambit of the Professional Board, as well ass to maintain and enhance the dignity of the profession and the integrity of the persons practising the profession.

In terms of these delegations, Professional Boards have a responsibility to:• determine standards for education and training based

on the needs of the country and aligned to best practice;• ensure compliance to those standards in terms of the

process of evaluation and accreditation of education and training facilities;

• determine and ensure maintenance of standards for professional practice and professional conduct;

• ensure compliance to continuing professional development (CPD) and to enhance a culture of life-long learning within the scope of the profession directives;

•grant certification to students and to compliantpractitioners to practise their professions once all the registration requirements have been complied with;

• register, where applicable, graduates for internship and graduates for compulsory Community Service; and

• develop policy and formulate regulations and rules of conduct for professional practice.

Any decision of a Professional Board relating to a matter falling entirely within its ambit shall not be subject to ratification by the Council, and Council shall, for thispurpose, determine whether a matter falls entirely within the ambit of a Professional Board.

GeneralpowersofProfessionalBoards(1) A Professional Board may: a. in such circumstances as may be prescribed, or where

otherwise authorised by this Act, remove any name from a register or, upon payment of the prescribed fee, restore thereto, or suspend a registered person from practising his or her profession pending the institution of a formal inquiry in terms of section 41;

b. appoint examiners and moderators, conduct examinationsandgrantcertificates,andchargesuchfeesinrespectofsuchexaminationsorcertificatesasmay be prescribed;

c. subject to prescribed conditions, approve training schools; d. consider any matter affecting any profession falling

within the ambit of the Professional Board and make representations or take such action in connection therewith as the Professional Board deems advisable;

e. upon application by any person, recognise any qualification held by him or her (whether suchqualification has been obtained in the Republic orelsewhere) as being equal, either wholly or in part, to any prescribed qualification, whereupon suchpersonshall, totheextenttowhichthequalificationhas so been recognised, be deemed to hold such prescribedqualification;

f. after consultation with another Professional Board or Boards, establish a joint standing committee or committees of the boards concerned; and

g. perform such other functions as may be prescribed, and generally, do all such things as the Professional Board deems necessary or expedient to achieve the objects of this Act in relation to a profession falling within the ambit of the professional board.

(2) Any decision of a Professional Board relating to a matter falling entirely within its ambit shall not be subject toratificationbytheCouncil,andtheCouncilshall, forthis purpose, determine whether a matter falls entirely within the ambit of a Professional Board.

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PROFESSIONAL BOARDS HPCSA Annual Report 2018/19 65

Professional Board for Dental Assisting, Dental Therapy and Oral Hygiene

1. Overview

The Professional Board for Dental Assisting, Dental Therapy and Oral continued to uphold the mission and vision of the Health Professions Council of South Africa (HPCSA), namely “To protect the public and to guide the profession”.

Whilst the Board made inroads by achieving many successes as per the Strategic Objectives that were setatthebeginningofthetermofoffice, italsofacedchallenges, some of which remain unresolved. Some of these challenges are structural, require legislative changes and/or Ministerial approval, and as such require substantial time to be addressed.

The Board made excellent progress in achieving its strategic objectives, also taking into cognisance the need to maintain financial austerity and cost savings,to ensure that the annual fee levied on practitioners remains as affordable as possible. To this end, The Board managed to minimise the annual fee increases to 4% for theperiod2018/19,and3%forthe2019/20financialyear.This matter is still a priority and the Board will continue to monitor and control costs, in an attempt to further reduce annual fee increases. This, however, remains a challenge as a large portion of the Board’s costs are linked to staff andsalarycosts,andthesearefixedcosts.Additionally,

with the decline in the number of registered practitioners in the other Boards, an increased demand was placed on this Board to contribute a greater percentage to the running costs of the HPCSA.

2. Vision and Mission

The Board has adopted the following vision and mission, which is closely aligned to that of the HPCSA, yetreflectiveoftheuniquenatureoftheprofessionsofDental Assisting, Dental Therapy and Oral Hygiene.

The Vision of the Board is:

“Ensuring quality oral health care regulation through public protection and professional advancement”.

The Mission of the Board is:

“To promote Oral Health care to all through:

• Ensuring compliance for professional registrations;• Developing appropriate standards for training,

education, professional practice and CPD; and• Fostering effective stakeholder engagement and

participation.

The Board worked tirelessly, within the parameters of good governance, to ensure that it ascribes fully to achieving its vision and mission.

3. Strategic Objectives

The Board outlined a number of objectives to be achieved in the reporting period. Excellent progress was made in this regard, with a number of targets having been met.

The four broad areas of the strategic objectives are:

i. EfficientandeffectivefunctioningoftheBoard.ii. Effective stakeholder engagement.iii. Quality standards in education, training and practice.iv. Ensuring compliance with rules and regulation.

Dr TA MuslimChairperson

P RO F E S S I O N AL B O ARD S66 HPCSA Annual Report 2018/19

Annual Performance Plan

Strategic Objective Performance Indicator Unit Baseline FY 2017/18 FY 2018/19 Actual Achievement

FY 2018/19 Deviation

Goal(Programme)1:EfficientandEffectiveFunctioningoftheBoard

1.1. Effective integration between Board, Council and Committees of Council.

Updated and relevant regulations, policies, guidelines, rules, processes and procedures.

1 workshop as per identifiedneed.

Identify and workshop Council policies which are confusing.

No workshop was identified.

Submission of BM reports to each Board meeting on the functioning ofthe Board.

Review risk register.

Submission of BM reports to each Board meeting on the functioning ofthe Board.

Review risk register.

SLAs Board and Committee Chairs and secretariat be developed and signed.

Reports submitted to the Board.

Risk register reviewed.

SLAs not signed.

Consider policies, rules, guidelines annually andreview/change when a need is identified.

On-going.

Review guidelines and policies.

The following guidelines and policies were reviewed and implemented.

• Accreditation process guidelines for the evaluators (Form 331).

• List of Dental Assistant Board examination questions (Form331A).

• Application for approval to practice privately for practitioners who obtainedaqualificationafter 1993 (Form 189).

• Application for registration in the category independent practice for practitioners who obtainedaqualificationafter 2001 (Form 189A).

• Restorations guidelines.

Communicate changes to internal and external stakeholders.

Achieved, all changes were communicated to internal and external stakeholders.

1.2. Improved effectiveness andefficiencyofmeetings.

Enhancement and Standardisation of templates, processes and systems.

Agenda format changed to provide for enabling frameworks.

On-going process.

Implement approved changes that enhances effectiveness andefficiencyofmeetings.

Agenda items and documents are prepared as per the set standards in consultation with the Chairperson of the Board. Agenda items are well researched, and the appropriate legislative is provided to guide and enable thorough decision making.

Compliance to processes and regulations.

Implement processes which were developed.

Implement processes which were developed.

Implemented processes which were developed.

Reduction of litigation due to ultra vires decisions.

Maintain or improve baseline.

Maintain or improve baseline.

Achieved, no litigation during the reporting period.


Professional Board for Dental Assisting, Dental Therapy and Oral Hygiene (continued)



1.3 Reviewing of policies to align with Council.

All regulations, policies, rules reviewed within a 2-year cycle.

Examination guidelines.

BoardspecificEthical Rules.

Dental Assisting Scope.

Review guidelines and policies.

Examination guidelines for foreignqualifiedandSAqualifiedpractitionerswhowere off the register for morethanfiveyearswasreviewed and implemented.

1.4 Board Performance Evaluation.

Board Evaluation Tool. 1 Report completed annually

Submit Boards self-evaluation template to ETQA

Board Performance tool was implemented, completed and served at January 2019 Board meeting.

Submitted to the ETQA in January 2019.

1 Workshop annually.% Attendance.

1 Workshop.80% attendance.

Evaluators Training workshop.

Preliminary conduct training.

Risk workshop.

Achieved.

Evaluators’ workshop conducted.

Preliminary conduct training and Risk workshop conducted.

Attendance rate was 100%.

Goal (Programme) 2: Effective Stakeholder Engagement

2.1 To increase synergies between education institutions and other relevant stakeholders (e.g.OfficeofHealth Standards Compliance, Ideal Clinic System).

Meeting with 50% of educational institutions.

1 newsletter per annum.

2 Stakeholder meetings per annum.

Representation on the OHSCC.

Convene meeting with HODs of institutions.

Communicate relevant information as per need.


Convene meeting with HODs of institutions.

Communicate relevant information as per need.


Achieved. Meeting took place in August 2019.

1 newsletters published.

1 Bulletin published.

Meeting not convened.

Goal (Programme) 3: Quality Standards in Education, Training and Practice (Guiding the Profession)

3.1 To exercise control and authority in matters related to the education, training and quality assurance of professions under the ambit of the Board.

%Minimum standards reviewed, nationally aligned and internationally benchmarked.

One profession per annum.

1 Article annually.

1 profession (Dental Assisting).

1 Article

1 profession (Dental Assisting).

Not reviewed.

% of Institutions evaluated within 5-year cycle.

Evaluations (CPUT, CUT and DUT)as per 5-year cycle.

Evaluation (SMU and UKZN)as per 5-year cycle.

Follow up evaluation CPUT, DUT and CUT.

All evaluations were conducted as per the schedule.

All scheduled follow-up evaluations were conducted on time.

Adherence to procedures relating to additional qualifications.

Review criteria for the recognition of additional qualifications.

Implement approved procedures.

Adhered to processes.

Adherence to procedures relating to foreignqualifications.

100%Implement approved procedures.

The policy was reviewed, improved and implemented.




Adherence to processes.

Review list of approved medicines for prescribing by Dental Therapists.

Submit motivation to MCC for administering of local anaesthetics by Oral Hygienist (OH).

Review list of approved medicines for prescribing by Dental TherapistsSubmit motivation to SAHPRA (formerly known as MCC) for administering of local anaesthetics by Oral Hygienist (OH).

In progress.

There were challenges in securing an appointment with the South African Health Products Regulatory Authority) (SAHPRA).

Finalise review of examination guidelines.

Adherence to processes.

Conduct 4 examination in all provinces.

Board examinations for Dental Assistant were conducted on schedule.

To ensure competence of practitioners through appropriate continuous education and training (CPD).

2 Stakeholder Interactions.

1 Article in newsletter.

1 Stakeholder interaction conducted.

Achieved.

Meeting with CPD Accreditors. 1 meeting. Meeting not

convened.

3.3 Training of Evaluators.

1 Training workshop.1 Capacity Building Training workshop to be conducted.

1 Capacity Building Training workshop to be conducted.

1 Capacity Building Training workshop was conducted.

Training attendance rate. 80% attendance. 80% attendance

Goal(Programme)4:EnsuringCompliance(inOrdertoProtectthePublic)

4.1 To ensure compliance of practitioners with respect to standards for professional practice.

2 Reports annually.

2 Reports annually2 reports to be considered by the Board.

Secretariat reports and Committee reports submitted to the Board.

Review Board specificethicalrules pending promulgation, amended Oral Hygiene (OH) Scope and registration criteria.

Review Board specificethicalrules pending promulgation amended Oral Hygiene (OH) Scope and registration criteria.

Consulted with stakeholders regarding regulations and scope of profession for all 3 professions.

In progress.

Refer when a need arises. Achieved.

100% of applications received considered andfinalised.

100% Implement controls.Registration requests receivedandfinalisedwithinestablished timelines.



4. Education and Training

The responsibility of the Board is to ensure that the South African population can be assured of appropriately trained, qualified, competent healthcare professionalsthat practice according to their scopes of practice in accordance with their training and abilities.

This responsibilitycontinued tobe inconflictwith someOral Hygienists’, who cannot or will not, accept that they need to undergo training at an accredited Higher Education Institution in order to perform the many duties that have come into the domain of the profession following the two expansions in the scopes of practice of the Oral Hygiene profession that occurred in the years 2000 and 2013.

The HPCSA has clear ethical rules regarding the performance of professional acts. In terms of Rule 21 of the “Ethical Rules of Conduct for Practitioners Registered under the Health Professions Act, 1974, and contained in Government Notice No. R 717 of 4 August 2006, “a practitioner shall perform, in an emergency, only a professional act for which he or she is adequately educated, trained and sufficiently experienced”. TheBoard engaged with the various universities to offer courses to Oral Hygienists, and these courses have been in place since the early 2000s.

The application of Rule 21 has led to challenges within theBoardregardingconflictofinterestandhowitshouldbe managed. The Board is mindful of the fact that any profession involved in self-regulation has inherent conflictsbecausemembershavepersonal,professionaland institutional interests in the matters that we regulate. The challenge is ongoing but is appropriately managed through appropriate policies and declarations of conflictsofinterests,whetherrealorperceived.

The matter regarding the administration of tooth whitening by persons other than dental practitioners qualified to do so was extensively addressed by theDepartment: Legal and Regulatory Affairs and the legal opinion received was reviewed. The Education Committee will be engaging in extensive stakeholder consultation to increase awareness of the legal processes that were followed.

The Board conducted an accreditation visit to one institution during this financial year. The institution visited were:

Durban University of Technology (Dental Assisting), Central University of Technology – Free State (Dental Assisting), Cape Peninsula University of Technology (Dental Assisting) and Sefako Makgatho Health Sciences University (Dental Therapy and Oral Hygiene). All Board members received training in the various aspects of undertaking accreditation visits. Additionally, the various documents and processes involved in conducting these visits were reviewed by the Board and revised to ensure currency and relevance in order to meet the needs of the country.

The Education Committee is continuing engagement with the South African Health Products Regulatory Authority (SAPHRA), (formerly the Medicines Control Council – MCC) in attempting to overcome the systemic process hurdles related to the approval of the purchase of local anaesthetic and other approved medications by Oral Hygienists.

5. Stakeholder Engagement

The Professional Board for Dental Assisting, Dental Therapy and Oral Hygiene had extensive engagements with stakeholders through a plethora of stakeholder interactions and platforms. The aim of these interactions was to ensure representivity of stakeholders, engagement with stakeholders and professional upliftment.

The Board continued to receive numerous requests to intervene in salary negotiations, uniform allowance challenges, medical aid reimbursements, etc. These functions are not part of the legislative mandate of the Board, and as such highlights the need for stakeholder interaction, so that practitioners can be informed of the roles, responsibilities and mandate of the HPCSA.

The Board met with stakeholders from the higher education sector in 2018, and the feedback received was that the interaction was not only welcome, but well received. The Board implores professionals to engage with the HPCSA at these and other fora in order to participate in, and contribute to, the regulation of their professions. It is evident that the Board has become active in engaging with stakeholders. These interactions are enhanced by the various media releases, newsletters and articles in the HPCSA e-bulletins that the Board has produced over the year. The Board also initiated a new stakeholder interaction tool in the form of a mass-circulation short message sent to all registered practitioners, based on the concept of “Did you know?”


6. Professional Practice and Conduct

The Committee of Preliminary Inquiry of the Board has been active in its activities over the year and has made inroads in reducing the number of outstanding cases. However, the good work of the Committee is hampered by practitioners’ non–response, or those who are employing delaying tactics, when preliminary cases are being investigated against them.

Over 14 new cases have been assessed over the year, which is a matter of concern. As at March 2019, the Board dealt with six cases of fraud, two of practising outside the scope of the profession, one of sharing rooms with a person not registered with the HPCSA, two of not being registered, one of improper care, and two of misrepresentation and advertising.

The Board cautions that the healthcare industry is operating in an environment that is increasingly facing litigation from society and urges practitioners to practise ethically and responsibly. It is the vision of the Board that not a single case should be brought to the Committee of Preliminary Inquiry, and that practitioners render services of the highest standards to the public. The Board, therefore, urges practitioners to practise ethically, display excellent patient communication skills, and practise with the approved scope of practice of the relevant profession.

7.ScopeofProfessions

The Board is cognisant of the needs of the professions registered under its ambit (Dental Therapy, Oral Hygiene and Dental Assisting). To this end, the Board, as part of its defined strategicobjectives, beganaprocess ofreviewing the scopes of practice of the three professions.

The Board continued to extensively consult with the various stakeholders such as educational institutions and quality assurance agencies, such as South African Qualifications Authority (SAQA), theCouncil for HigherEducation (CHE), professional associations, employers, the Department of Health and the Department of Higher EducationandTrainingtoreviewandfinalisethescopesof practice.

Stakeholder input was received, and both the Education Committee and the Board have extensively reviewed theinputstofinalisethescopesofpractice.Thesedraftscopes will then be subjected to further review by the

stakeholders, submitted to the Minister of Health for promulgation, and will be presented to the various stakeholders for comment, prior to submission to the MinisterofHealthforfinalpromulgation.

8.ComplianceforRegistration

The Board reviewed the registration forms, simplifiedand standardised these documents, so that registration process becomes a simple and non-tedious one.

The Board continued to express concern that some practitioners are either not registered, or their registration has lapsed. To this end, the Board continued to engage with the various Professional Associations with a view to encourage those practitioners who failed to pay their annual fee to do so. Additionally, the Board revised the guidelines and registration forms for all new entrants and foreignqualifiedgraduates.

The Board revised the guidelines related to the restoration of practitioners who were suspended from the registers to facilitate their return to the workforce. The Board also encouraged practitioners to utilise the Online Registration Portal.

The Board was made aware of some practitioners who practice without being registered and has instituted complaints with the HPCSA Inspectorate Office, toinvestigate and impose appropriate sanctions.

The Board continued to encourage Dental Therapists and Oral Hygienists, who comply with the prescribed criteria, to apply to the Board and convert their registration status from that of “supervised practice” to that of “independent practice”. Similarly, the Board further encouraged practitioners to maintain currency in their registration by ensuring that they pay their annual fee, remain compliant with the Continuous Professional Development (CPD) requirements, and engage in continuous and quality assured life-long learning. This would contribute to improved practice standards and patient outcomes.



Number of Registered Persons As at March 2017 As at March 2018 Change As at March 2019 Change

Dental Assistants 3 088 4 738 +1 650 4 669 +69Student Dental Assistants 1 991 2 487 +486 2 868 +381Oral Hygienists 1 223 1 214 -9 1 223 +9Student Oral Hygienists 383 400 +17 297 -113Dental Therapists 699 732 +33 764 +32Student Dental Therapists 246 265 +19 289 +24TOTAL 7630 9476 +1846 10991 +515

9. Board Examination

In keeping with the revised rules relating to the registration of Dental Assistants, wherein unqualifiedbut experienced Dental Assistants had until 20 February 2018 to register, and two years from date of registration to complete a Board examination, the Board committed to offering four Board examinations per year, in all nine provinces, in order to make these examinations easily accessible and available to all. The results of the examination reveal that candidates are generally well prepared.

The success of these candidates is facilitated by the availability of recently revised examination preparation guidelines. The last examination will be in early 2020, and unfortunately any eligible candidate registered in terms of the Limited Registration Clause who did not write examinations will have their registrations lapsed and will no longer be eligible to practise as Dental Assistants in South Africa. Thus, all Dental Assistants who have to sit for the examination are encouraged to do so as soon as possible.

10. Governance

The Board is acutely aware of the importance of exercising good governance, as entrenched in King III and King IV. To this end, the Board continued to maintain high ethical and governance standards and ensured that any potential, perceived or actual conflict isappropriately managed. The Secretariat and the Board, constantly monitored and evaluated, any potential risks were managed accordingly.

The Board aligned itself to the governance principles of the HPCSA and strived to ensure that the principles and values of transparency, accountability, honesty, respect,

empathy and transformation are adhered to. The Board also strived to ensure that its decisions are aligned to the demands of the various ethical obligations, rules and regulations, and statutory laws of South Africa.

The Board noted with concern that a number of practitioners continued to disregard the regulations pertaining to the use of names and professional titles, and the naming of practices. Whilst the Board recognises the nuances of certain languages that do not have terminology (names) for the professions of the Oral Hygienist and Dental Therapist, the continued used of the title “Doctor” remained a concern.

Dental Therapists and Oral Hygienists who have not had a doctorate conferred upon them cannot ethically and legally call or allow themselves to be called “doctor”. Neither can they call themselves “dental practitioners” or name their practices as “dental practices”, “dental surgeries”, “dental rooms” etc., or use any other title or name. This is to avoid knowingly, or unknowingly, misrepresenting oneself to patients and the public. The Board encourages practitioners to gently correct patients who call them “doctor”, and to utilise this opportunity to market both themselves and their professions to the public.

The Board has instituted disciplinary action against a number of practitioners for being in violation of these regulations, with one practitioner receiving a fine of R50 000, and with a number of pending cases. The Board encourages practitioners to align themselves with the regulations pertaining to the use of names and titles, so as to avoid disciplinary action. Professionals are reminded that the correct terminology is “Dental Therapist”, “Dental Therapy Practice”, “Oral Hygienist” and “Oral Hygiene Practice”.


11. Highlights

The Board has achieved the following: i. The facilitation of the process to allow unqualified

yet experienced Dental Assistants the opportunity to obtain limited registration with the HPCSA. This will allow for these Dental Assistants to be able to practise their profession, subject to passing the Board examination.

ii. The process of reviewing the Scopes of the professions of Dental Assisting, Dental Therapy, and Oral Hygiene.

iii. Providing input to the Department of Health regarding the National Oral Health Policy and Strategy

iv. Increased stakeholder interaction.iv. Exercisedduediligenceand implementedfinancial

austerity measures in order to exercise strict control over fee increases.

P RO F E S S I O N AL B O ARD S HPCSA Annual Report 2018/19 73

Professional Board for Dietetics and Nutrition

1. Overview

The Professional Board for Dietetics and Nutrition is comprised of nine members appointed by the Minister of Health in terms of Section 15 of the Health Professions Act, 1974 (Act No. 56 of 1974). Professional Boards are the coordinating bodies for all the healthcare practitioners registered with Council and are established to deal with pertinentissuespertainingtospecificprofession.

The Boards are committed to promoting the health of the population, determining standards of professional education and training, setting and maintaining excellent standards of ethical and professional practice.

The Professional Board for Dietetics and Nutrition, like the other 11 Professional Boards, were appointed for a period of five years and has been in office sinceJune 2015. Over the period, the Board focused on the implementation of its approved Strategic Plan, which included the Annual Performance Plan, the Stakeholder Communications Plan and the Risk Management Plan/Risk Register. The alignment between Council’s Strategic Plan and the Board’s Strategy was paramount to ensure that the synergy is maintained between the two.


The vision of the Professional Board for Dietetics and Nutrition is to ensure quality and equitable nutritional health for all through public protection, guiding the profession and advocacy.

The mission of the Professional Board is: • To protect and serve the public by ensuring excellence

and integrity in dietetics and nutrition delivery and sensitivity and responsiveness to the needs of the public.

•Toguideandregulatetheprofessionbydefininganddelineating the scope of practice, ensuring relevant and quality education and training standards and enhancing the quality and professionalism of practice.

• To ensure effective communication with all stakeholders and to advocate for the role of nutrition in the health and wellness of all South Africans and in all sectors of public decision making and policy development.


TheBoard’sStrategicObjectivescomprisethefollowing:• Goal (Programme) 1: Protecting the Public• Goal (Programme) 2: Regulating and Guiding the

Profession• Goal (Programme) 3: Advisory, Advocacy and

Stakeholder Engagement•Goal(Programme)4:EffectiveandEfficient

Functioning of the Board

Prof. S HanekomChairperson



Strategic Objective Performance Indicator Unit Baseline FY 2017/18 FY 2018/19Actual

Achievement FY 2018/19

Deviation

Goal (Programme) 1: Protecting the Public

Improve professional conduct

% of Professional Conduct matters investigated and finalisedatPreliminaryInvestigation within 8 months

% 75% 75% 75% Not applicable

Establish Professional Conduct Committee within 3 months of referral


Ensure the professionals are Continuing Professional Development (CPD) compliant

Professional Board members attendance at CPD meetings

% 50% 50% 50% 100%

Ensure accountability and professional conduct of professionals

Number of guidelines and protocols/codes of conduct to which the Board contributed, as and when applicable

Number 15 3 3 4

Goal (Programme) 2: Regulating and Guiding the Profession

Scope of practice and/ or scope of profession for registered professionals

Number of Professions under the ambit of the Board withadefinedScopeofPractice/Profession

Number 2 1 Not applicable Not applicable

Setting up of minimum competencies and skills

Adherence to accreditation schedule

Number of Higher

Education Institutions (HEIs)

4 2 1 2

Number of training sessions provided Number 1 1 1 1

Number of new Evaluators trained Number 0 2 2 0

Create opportunities for CPD through e.g. articles and questionnaires

Number of CPD and/or ethics opportunities created Number 1 1 1 1

Review and update guidelines, rules and regulations (applicable to the Professional Board)

% of rules, regulations and guidelines reviewed % 50% 75% 100% 100% (3 in total)

% of rules, regulations and guidelinesfinalised % 0% 20% 40% 100% (3 in total)

% of rules, regulations and guidelines Implemented % Not applicable Not applicable 20% 100% (3 in total)

Strengthening of processes & timeframes pertaining to registration

% of all registrations requiring the Board’s attention to be attended to within 6 months

% 100% 100% 100% 100% (2 of 2)

% of general registrations requiring the Board’s attentiontobefinalisedwithin 12 months

% 100% 100% 100% 100% (2 of 2)

%offoreignqualifiedregistration requiring the Board’s attention to be finalisedwithin24months

% 100% 100% 100% 100% (1 of 1)

% of restorations requiring the Board’s attention to be attended to within 6 months

% 100% 100% 100% 100% (1 of 1)

% of restorations requiring the Board’s attention to be finalisedwithin24months

% 100% 100% x 100% 100% (1 of 1)


Professional Board for Dietetics and Nutrition (continued)



Deviation

Goal (Programme) 3: Advisory, Advocacy and Stakeholder Engagement

Improve communication (including activities and decisions taken by the Professional Board) with all stakeholders

Contribution to Council’s Stakeholder Engagement Plan % 100% 100% 100% 100%

Development of the Board’s specificCommunicationActionList


Implement and monitor theBoard’sspecificCommunication Plan Action List

% Not applicable Not applicable 100% 50%

Benchmarking with international best practices

Comparison in relation to the other regulatory bodies Number 0 0 0 Not applicable

Address the registration of state/government employed professionals

Number of engagements with the public sector (i.e. meetings)

Number 0 1 1 2

Address the registration of private practising professionals

Number of engagements (i.e. meetings) Number 0 1 1 Not applicable

Develop and communicate the Professional Board’s position on key issues1

Number of Position Statements Number 0 1 1 Not applicable

Facilitate the promotion of the profession to increase:• Employment opportunities• Increased role within the

public sector• Increased rural jobs

Number of Engagements / meetings held

Number 0 1 1 1

Number 0 1 1 1

Goal(Programme)4:EffectiveandefficientfunctioningoftheBoard

Ensure that Board members are continually trained and competent

Number of Board members training sessions held Number 2 1 1 1

Board member training attendance rate % 70% 80% 80% 80%

Improved effectiveness andefficiencyoftheBoard,including its meetings

Developed,finalised.Signed MOU between, Secretariat and the Professional Board

% 100% Not applicable Not applicable Not applicable

Development and Standardisation of Templates, Processes & Systems

% Not applicable 20% 40% 60%

% of Agenda items completed % 60% 80 % 100% 100%

Measure and Improve the Professional Board’s Performance

Results from Professional Board’s performance evaluation % 100% 100% 100% 100%



In terms of Health Professions Act, 1974 (Act No. 56 of 1974), one of the primary objects of the Professional Board is to determine and uphold standards of education, training and practice.

To this end, the Board continued to provide guidance in education and training related matters as well as monitoring of accredited Higher Educational institutions offering Dietetics and Nutrition programmes.

In addition, the Board continued to review the Standard Generating Body (SGB) documents in Dietetics and Nutrition respectively in line with the Scope of Profession of the Board, as well as outlining the impending new Competencies and Assessment Criteria for the Dietitian-Nutritionist register.

The following forms were reviewed and approved in the period under review:

• Form 271 i.e. the Procedure for evaluation and accreditation of Dietetics Training Programmes (guidelines); and

• Form 46C, which outlines the criteria for accreditation of training sites for experiential learning in Dietetics and Nutrition forms.

5. Evaluations and Accreditations of Higher Education Institutions

In the period under review, the Board conducted its regular review at the University of Pretoria from 25 to 26 June 2018, in line with its schedule of cycle of evaluation at Higher Education Institutions.

6. Training of Assessors

On 12 April 2018, a training workshop for assessors was undertaken. The focus of the training workshop was to enabletheidentifiedandnominatedassessorstobetterunderstand the evaluation guidelines as contained in Form 271.

The workshop attendees comprised of Higher Educational Institutions representatives offering programmes from specificregistersoftheBoardandBoardmembers.


One of the Board’s key strategic objectives relates to improving stakeholder engagement through advisory and advocacy on matters affecting the profession. This objective is intended to promote meaningful engagement and dialogue with the relevant stakeholders as it forms part of Councils broader strategic objective.

In this regard, the Board undertook the following engagements in the year under review:

• Participation at the Health and Welfare Sector Education and Training Authority (HWSETA) Stakeholder Engagement Session held on 06 August 2018 in Kempton Park.

• Engaging electronically with the Nutrition and Dietetics Professional Board of the Botswana Health Professions Council for a benchmarking exercise in February 2019. The engagement was in the form of a request for an External Reviewer/Expert to lead and guide a team of local reviewers to accredit a Nutrition and Dietetics Programme in Botswana.

• The Annual Heads of Department and Professional Associations Stakeholder meeting of the Professional Board on 20 February 2019. The meeting was attended by the Heads of Departments in Higher Education Institutions offering Dietetics/Nutrition, National Department of Health’s Nutrition Directorate, Nutrition Managers of Provincial Departments of Health, representatives from the South African Health Military Services (SAMHS) and Professional Associations. The aim of the meeting was to discuss and guide the profession on education, training and practice related matters.

• The Board ensured regular communication with all of its stakeholders through various media platforms, using mainlytheBoard’sspecificnewsletter.Thenewsletterfor the period under review was published in April 2018. The Board afforded practitioners an opportunity to acquire two ethics CEU’s by completing an Ethics related questionnaire included in the newsletter.


Professional Board for Dietetics and Nutrition (continued)


In terms of the mandate of the Committee of Preliminary Inquiry of the Professional Board, the Committee is authorised to deal with all matters relating to preliminary inquiries regarding complaints in terms of Section 41(2) of the Health Professions Act, 1974 (Act No. 56 of 1974), and to report thereon any trends to the Board for further deliberation.

The Committee of Preliminary Inquiry held one meeting in the reporting period and the following matters were dealt with:Matters that served before the Committee of Preliminary InquiryExplanations noted and accepted 1 Cautioned/Reprimanded 0 Inspections 0 Consultations 1DisciplinaryInquirywithanoptionoffine 0Disciplinary Inquiry 1 Further consideration deferred 1 Complaint withdrawn 1 Foundguiltyandimposedfine/penalty 0 Not to proceed with complaint 1 Referred to Pro-Forma Complainant 1 Fine reduced 0Total 7

In an effort to circumvent misconduct by Practitioners, the Board, through the newsletters and the website regularly addresses, warns practitioners of the trends of misconduct dealt with at the Committee of Preliminary Inquiry.

The Board continuously continued to encouraged practitioners to exercise professionalism and display ethical behaviour by publishing ethics-related questionnaires in the Board’s Newsletters of April 2018.


The Board set up a Task Team to look into the Competencies and Assessment Criteria for the impending Dietician Nutritionist register. The process was in its early stages and a scope of profession for the said register was to be drafted to ensure alignment and legal compliance.

The respective Scopes of Professions for Dietetics and Nutrition were submitted to the National Department of Health for promulgation.


Registration with the Health Professions Council of South Africa (HPCSA) is a pre-requisite for professional practice, and it is also a legal requirement to keep all personal details up to date at all times.

The Board’s rigorous application vetting process was conducted to ensure that appropriately qualifiedpractitioners were registered in terms of the policies, guidelines and relevant legislation of the Board.


The review of the Board Examination Guidelines for registration and restoration of the Professional Board for Dietetics and Nutrition were developed.

The Board examinations (University Entry Examinations) were conducted by the universities during October/November 2018, in accordance with the university rules and regulations. Three applicants were approved for the Board Examination for the reporting period.

12. Governance

The Professional Board for Dietetics and Nutrition continued to commit to and fully endorse the principles of good corporate governance as set out in the King Code IV. To this end, the Board maintained high ethical standards in executing the following:

• The revision and approval of the Strategic Plan, the Annual Performance Plan as well as the Risk Management Plan that directed the activities and operations of the Board to meet the strategic goals andtomitigatetherisksidentified;

• Reviewed the composition of Committees in terms of Regulation 2 relating to the functions and functioning of the Professional Boards;

• Reviewed and approved the Terms of References for the Committees of the Professional Board;


• The review and monitoring of the budget for the Board and ensured that all Board’s activities were undertaken within the approved budgets;

• Exercised budget restraints to effect cost cutting measures that included convening back to back meetings;

• Decisions taken by the Board relating to the Profession were communicated and shared with all relevant stakeholders for information sharing and feedback purposes; as well as for receiving buy-in; and

• Ensured that the decision making is in line with the relevant legislative frameworks. Accordingly, no ultra-vires decisions and litigations were received against the Board for the reporting period.

All Boards meetings and workshops were convened in line with the meetings schedule.

13. Highlights

The following highlights were recorded by the Professional Board:

• The revision of the Strategic Plan Document; • The revision and approval of Forms 271 and 46C

respectively; • The revision and approval of the Examination

Guidelines of the Professional Board; • Development and implementation of the Stakeholder

Communications Plan;• Conceptualisation of new Competencies and

Assessment Criteria for the Dietician-Nutritionist register; • Development of the Standard operating processes/

guidelines and policies for the Board; and• Draft Prescription rights guideline document for

Dieticians.


Professional Board for Emergency Care

1. Overview

The Professional Boards are the coordinating bodies for all the healthcare practitioners registered with Council andestablishedforaspecificprofessiontodealwithanymattersrelatingtoaspecificprofession.Accordingly,theProfessional Board for Emergency Care, comprising of 18 members were appointed by the Minister of Health in terms of Section 15 of the Health Professions Act 1974, (Actof56of1974).TheBoard’stermisforaperiodoffiveyears, ending in July 2020.

The Professional Board in compliance with regulations relating to the functions and functioning of Professional Boards constituted the following Committees in the reporting period:

• Education Committee, • Clinical Advisory Committee, and • Executive Committee

2. Vision and Mision

The vision for the Professional Board for Emergency Care is quality, professional and patient orientated emergency care for all.

The mission of the Professional Board for Emergency Care is to protect the public and advance emergency care through:

• Guidance and regulation of the emergency care profession• Advocacy• Accountability

3. The Strategic Goals:

• Goal (Programme) 1: Guidance and Regulation to Emergency Care Professionals

• Goal (Programme) 2: Advocacy• Goal (Programme) 3: Sustainability and Accountability

of the Board

Mr LA MalotanaChairperson





Deviation

Goal (Programme) 1: Protecting the Public

Setting education and training standards aligned with international best practices and within South African context.

Professions under the ambit oftheBoardwithdefinedregisters.

% 100%(7 of 7)

100%(7 of 7) 100% 100%

(7 of 7)

Compliance with accreditation criteria. % 0% 100% 100% Not applicable

Reviewing and developing compliance standards for registration and ensure continuous professional development.

Quality assurance of CPD e.g. assessment of Clinical Practice Guidelines (CPG) providers annual submissions (qualitative and quantitative criteria).

% 100% 100%(4 out of 4) 100% 100%

(4 out of 4)

Quality assurance of training institutions.

Compliance with accreditation criteria. %

100%

14 evaluations for re-

accreditation.

4 new evaluations and

6 Impromptu inspections conducted.

100%

11 evaluations for re-accreditation

3 evaluations for accreditation of

new programmes1 Impromptu inspection.

100%

100%

6 evaluations for re-accreditation.

3 new evaluations for accreditation

of new programmes.

Defineandfostercompliance with the rules, regulations, policies norms, values and standards of the profession.

% of Rules, regulations, guidelines and policies reviewedandfinalised.

% 100% 100% 100%

100%

5 policies reviewed and 1

regulation relating to constitution of

the Board was reviewed.

Review the Scope of Practice.

Scope of practice aligned with clinical practice guidelines.

% Not applicable

Not applicable

Not applicable

Not applicable

Goal (Programme) 2 (2.1 – 2.2): Advocacy

Development and Implementation of Stakeholder Engagement Plan.


% Not applicable

50% development (1

of 1)100%

100% development and

implementation(1 of 1)

Foster a culture of focused research in the Emergency Care Profession.

Evidence based medicine, clinical practice guidelines and related scopes of practice are in place and published.

% Not applicable

Not applicable

Not applicable

100%

(2 of 2 – clinical practice

guidelines and list of medications)


Professional Board for Emergency Care (continued)



Deviation

Goal (Programme) 3 (3.1 – 3.5) : Sustainability and Accountability of the Board

Adherence to principles of good governance:

Reduction of litigation due to ultra vires decisions. % Not

applicable100%

(2 of 2)Not

applicable Not

applicable

Performance management of the Board and its Committees.

Committees’ Operational Plan evaluation.

Results from Board and Committee performance evaluation tool.

Board committees’ execution of matters within competencies.

% 100%(1 of 1)

100%(1 of 1) 100% 100%

(1 of 1)

Sustainability of the Board.

Proposal of revenue enhancing, alternative funding model and cost cutting measures submitted to Council.

%Not

applicableNot


Not applicable

Optimise processes and procedures for foreign qualifiedregistrationandrestoration of names

%offoreignqualifiedregistration requiring Board Attentionfinalisedwithinthespecifiedtimeframe.

% 100%(3 of 3)

100%(6 of 6) 100% 100%

(1 of 1)

% of restorations requiring BoardAttentionfinalisedwithinthespecifiedtimeframe.

% Not applicable

Not applicable 100% 100%

(1 of 1)

Improved effectiveness andefficiencyofmeetings

% of agenda items completed per meeting. 100% 100% 100% 100% 100%

Compliance to processes and regulations. 100% 100% 100% 100% 100%


In terms of Health Professions Act 1974, (Act of 56 of 1974), one of the primary functions of the Board is to determine and uphold standards of education, training and practice.

ReviewofBoardspecificEducationandTrainingdocuments The Professional Board delegated the mandate of education, registration and training matters to the Education Committee. The Committee in the reporting periodreviewedthefollowingBoardspecificeducationand training documents:

• Evaluation Reporting Templates (Forms 319, 319A and 319B) were approved by the Executive Committee in July 2018;

• Accreditation Guidelines for Higher Education Institution programmes (Form 332) was approved by the Executive Committee in July 2018;• Moderation template and guidelines for the Higher Education Institutions (Form 349) were approved by the Board in March 2019;• Restoration Guidelines (Form 341) were approved by the Board in March 2019;• Guidelines for the submission of portfolio for late registration (Form 348) was approved by the Board in March 2019; and• The Professional Board Recognition Agreement between the HPCSA Board and Higher Education Institutions to conduct assessment for BAA, AEA and Paramedics wishing to restore their names back to the register after a 2-year lapse and was approved by the Board meeting in March 2019.


Evaluations and Accreditations of Higher Education Institutions

Re-accreditationandfollow-upevaluationsIn the period under review, the Board reviewed the schedule of cycle of evaluation for re-accreditation and follow-up evaluations of the Emergency Care Programmes at higher education institutions and emergency care colleges as follows;

Institution/College Date of ReaccreditationNorthern Cape College of Emergency Care April 2018Free State College of Emergency Care May 2018Kwa-Zulu Natal College of Emergency Care May - June 2018Nelson Mandela University October 2018Cape Peninsula University of Technology November 2018Ambusave Academy December 2019

AccreditationofnewprogrammesFor the reporting period, the evaluation visits conducted for accreditation of new programmes were as follows:

Institution/College Date of ReaccreditationLimpopo College of Emergency Care April 2018Sefako Makgatho Health Sciences University August 2018Mpumalanga College of Emergency Care 28-29 January 2019

Moderation of ExaminationsThe following institutions’ programme examinations were moderated in the reporting period as follows: Name of Institution Programme Moderated Date of Moderation

Impact Emergency Technologies Ambulance Emergency Assistant (AEA) short course April 2018

Netcare Education FECC August 2018 July 2018Mediclinic Private Higher Education Institution 28-29 January 2019 October 2018

Sefako Makgatho Health Sciences University

HigherCertificateinEmergencyMedicalCare (new programme) October 2018

Nelson Mandela University Bachelor’s Degree in emergency medical care October 2018

Cape Peninsula University of Technology

Bachelor’s degree in Emergency Medical Care September 2018

Diploma in Emergency Medical Care November 2018B Tech Emergency Medical Care October 2018CertificateinEmergencyMedicalCare October 2018

Durban University of TechnologyBachelor of Health Sciences October 2018B Tech Emergency Medical Care October 2018

Limpopo College of Emergency Care Ambulance Emergency Assistant (AEA) short course April - May 2019




One of the Board’s key strategy objectives was to improve stakeholder engagement through advisory and advocacy on matters affecting the profession. The objective was intended to promote meaningful engagement and dialogue with the relevant stakeholders as it forms part of Councils broader strategic objective.

Inthisregard,theBoardengagedwithitsstakeholdersthroughtheboardspecificwebsite,newsletter,e-bulletinandat least one stakeholder meeting convened annually by the Board. To this end, the Boards engagement sessions were as follows:

Meeting/Workshop Date of EngagementStakeholders and RepresentativesInAttendance

Number of Board Members in Attendance

Workshop with Higher Education Institutions (HoD’s and CPD accreditors)

26 July 2018Higher educational institutions representatives attended

Board members attended

Workshop with CPD Accreditors 26 July 20186 representatives of the Higher Education Institutions

7 Education Committee members

Task Team meeting with NCEMS representatives 13 November 2018 4 representatives 2 Board members

Safety Symposium 6-7 December 2018 n/a 2 Board members

Task team meeting for the development of minimum standards for the Bachelor’s degree

18 January 20184 representatives from Higher educational institutions

3 members of the Board


In terms of the mandate of the Committee of Preliminary Inquiry of the Professional Board, the Committee is authorised to deal with all matters relating to preliminary inquiries regarding complaints in terms of Section 41(2) of the Health Professions Act 1974, (Act of 56 of 1974), and to report thereon any trends to the Professional Board for further deliberation.

The Committee of Preliminary Inquiry held three meetings in the reporting period and the following matters were dealt with:


Matters That Served Before the Committee 43Explanations noted and accepted 13Cautioned/Reprimanded 0Inspections 7Consultations 0DisciplinaryInquirywithanoptionoffine 0Disciplinary Inquiry 4Further consideration deferred 7Complaint withdrawn 0Foundguiltyandimposedfine/Penalty 0Not to proceed with complaint 0Referred to Pro-Forma Complainant 4Fine reduced 0Total 43


The Professional Board registers scopes of professions are in place, however given the recent implementation of the Clinical Practice Guidelines, the Board deliberated on the way forward in terms of ensuring that the scopes of professions are aligned to the recently approved Clinical Practice guidelines.

The conceptualisation process of developing the revised scope of profession is underway.


Registration with the Health Professions Council of South Africa (HPCSA) is a pre-requisite for professional practice, and it is also a legal requirement to keep all personal details up to date at all times.

The Board’s rigorous registration application vetting process, in particular for the foreignqualifiedand first-time registrants is conducted to ensure that appropriately qualified practitioners were registered in terms of theBoards requirements outlined in the policies, guidelines and relevant regulatory frameworks.


The Board examinations (University entry examinations) are conducted by universities in accordance with their respective rules and regulations.

8. Governance

The Professional Board is committed to and fully endorse the principles of good governance as set out in the King IV Report and as dealt with the following;

• The revision has approval of Strategic Plans, Annual Performance Plans and Risk Management Plans that directed activities and operations of the Board to meet the Strategic Goals and mitigate of the risks identified:

• Reviewed the composition of committees in terms of Regulation 2 of the Regulations relating to the functions and Functioning of the Professional Boards;

• Board committees’ succession planning implementation i.e. the education committee chairperson handing over reigns to interim committee chairpersons in view of the impending term of the Board ending in July 2020;

• Reviewed and approved the terms of references for the committees of the Professional Board;

• The review and monitoring of budget of the Board, and ensured that cost cutting measures are implemented and adhered to such as convening meetings back to back;

• The Board deliberated on the Discussions on Proposal of revenue enhancing and cost cutting measures in view of the Boards’ income loss emanating from recent closure of emergency care short courses;

• Decisions taken by the Board relating to the Profession were communicated and shared with the stakeholders for buy-in, information sharing and feedback purposes; and

• Ensured that decision making is in line with the relevant legislative frameworks. Accordingly, no ultra-vires decisions and litigations were received against the Board for the reporting period.



In the reporting period concerned, the meetings and workshops convened were as follows;

Professional Board meetings 3 Board meetings2 Special Board meetings

Education, Training and registration committee meetings 4 Education Committee meetingsExecutive Committee meetings 1 Executive Committee meetingClinical Advisory Committee meetings 2 Clinical Advisory Committee meetingsTask Teams/Adhoc meetings 2 Task team meetings

9. Highlights

• Reviewed and updated its policies, guidelines and regulations of the Board.• Development and approval of Stakeholder Engagement Plan.• Robust discussions and engagement with key stakeholders relating to the Clinical Practice Guidelines.• Development and communicating an articulation strategy to ensure existing practitioners are aware of their

professional development pathways.• Revision and approval of Strategic Plan and Annual Performance Plan.• Successfully conducted Moderation and Evaluations of Higher Educational Institutions and Emergency Care

colleges.• Monitoring and support of Higher Educational Institutions and Emergency care colleges.• Appointment of Moderators and Evaluators.• Quality Assurance of CPD matters.• Discussions on Proposal of revenue enhancing and cost cutting measures to circumvent the income loss emanating

from recent closure of short courses.


Professional Board for Environmental Health Practitioners

1. Overview

The Professional Board for Environmental Health Practitioners continued to uphold the mandate of the Health Professions Council of South Africa (HPCSA), namely; - “ which is to protect the public and to guide the profession”.

The Professional Board for Environmental Health Practitioners achieved most of its Strategic Objectives that were set in its Strategic and Annual Performance Plan. This was evident in the respectively 12 meetings of the Board and its structures that were successfully held in the period under review with only one meeting cancelledduetoinsufficientagendaitems.Attendanceof members has been more than satisfactory in the period under review. The records kept by the Secretariat in terms of regulation 26 of the regulations relating to the functions and functioning of the Professional Boards confirmedaccordingly.


The Vision for the Professional Board of Environmental Health Practitioners is to be:

A regulatory body that promotes comprehensive, quality and equitable Environmental Health for all

MissionThe Board protects the interest of the public and guides the profession through:• Developing and implementing strategies, policy

frameworks and standards for Environmental Health professions

• Monitoring the quality of training against set standards• Promoting ethical practice by ensuring on going

professional competence and conduct• Aligning to international standards in education and

training while adhering to best practice within the South African context

• Ensuring effective communication with all stakeholders

Ms DJ SebidiChairperson



Performance Indicator Unit Baseline FY 2017/18 FY 2018/19 Actual Achievement FY 2018/19 Deviation

Goal (Programme) 1: Promote Ongoing and Effective Stakeholder Engagement

StrategicObjective1.1.Develop,ImplementandMonitoraStakeholderEngagementPlan

Development of Stakeholder Engagement Plan.

% Not applicable. Not applicable. Not applicable.

On 16 May 2018, the Board resolved to halt the Stakeholder Engagement Plan until the Council Stakeholder EngagementPlanisfinalisedand in place.

Implementation % Not applicable. Not applicable. Not applicable. Not applicable.

Engagement targets per communication channelasspecifiedin the Stakeholder Engagement Plan.

Number. To be established. 2 meetings.

2 meetings with Stakeholders were held in the1st and 2nd Quarter respectively. No deviations.

Participation in inter-board forums (Number of meetings attended).

Number. None.

Attend as and when Council Committee schedule meetings.

Board represented at the Inter-Board meeting held on 17 July 2018.

StrategicObjective1.2.EngagementwithHeadsofDepartmentofinstitutionsofferingEHPeducation

Number of meetings. Number.Minimum of 1 meeting per year.

1 meeting. 1 meeting. Meetingheldinthefirstquarteron the 11 April 2018.

Feedback/evaluative tool developed. % None. 0% developed.

Feedback/evaluative tool implemented. % Not applicable Not applicable. Not applicable. 0% implementation.

StrategicObjective1.3.CommunicationwithlargestemployersofEHPsMetrosandDistrictMunicipalities

Number of engagements. Number. 1province per

year1 province per annum

1 province per annum

1 Province, Free State –Mangaung Achieved

Number of Metros and District Municipalities covered over the 5-year term.

Number. Two Two Two

Mangaung Municipality was visitedduringthefinancialyearby two Board Members and a Committee Coordinator on 24 August 2018.

Only one metro municipality visited. There were delays in gettingconfirmationfrom the other Municipality.

Strategic Objective 1.4. Communication with EHPs

Number of EHPs engaged. Number. 80 EHPs. 100 80

93 Practitioners attended the Stakeholders engagement meeting held in Limpopo on 18 September 2018.

84EHPsconfirmedattendance, however the number that attended increased and was welcomed by the Board.

Number of provinces covered within a 5-year period.

Number. 5 per term. 1 per year. 1 per year.

Annual targets achieved (1 province – Limpopo) and therefore 5 provinces will be reached at the end of the term.

No deviations.


Professional Board for Environmental Health Practitioners (continued)


Goal(Programme)2:MonitorcompliancewithintheEnvironmentalHealthProfessions

StrategicObjective2.1.Ensurepractitionersareregisteredeffectivelyandefficiently

% of general registrations requiring Board attention attended to within 6 months.

% None. 95% 95% Total number of registrations received was 10.

100% of received applications processed in less than 6 months.

%offoreignqualifiedregistrations requiring Board attention attended to within 6 months

% None. 95% 95% Oneforeignqualifiedapplicationreceived.

100%finalisedinlessthan 6 months.

% of restorations requiring Board attended to within 6 months.

% None. 95% 95% Total number of applications received was 10.

100% of received applications processed in less than 6 months.

Strategic Objective 2.2. Address the challenge of Community Service

Recommendations submitted to Council. Number. Not applicable. Not

applicable. One

Board’s recommendation approved by Council and submitted to NDoH for promulgation.

Council resolution was received in July 2018 and forwarded to Legal and Regulatory Affairs. Promulgation process monitored.

StrategicObjective2.3.Advocateforthereportingofoffensesunprofessionalconductandensurethattheyaredealtwithinanefficientandeffectivemanner

Contribute to the development of a whistle-blower policy

% To be established. 100% established.

Task team of two established – draft policy received and to serve before the Board.

Task Team delayed to submit draft.

% of Professional conduct mattersfinalisedatBoard/Professional Conduct Committee within 18 months.

% To be established.

Dependent on getting a report from Legal and Regulatory Affairs.

Report requested from Legal and Regulatory Affairs not received.

%ofMattersfinalisedatPrelim within 8 months. % To be

established.Dependent on getting a report from Legal and Regulatory Affairs.

Report requested from legal and Regulatory Affairs not received.

StrategicObjective2.4.CPDCompliance

% Completion of SOP Review. % Not applicable. 100% reviewed. CPD SOP reviewed in 2018/19. None.

StrategicObjective2.5.ComplianceintermsofStandardOperatingProcedures–Examinationforrestorations

Processes and Standard Operating Procedure of Examination for restoration reviewed.

% To be established. 100% Task Team established to review -

Board Exam Guidelines reviewed. Target achieved.

Standards of Examination for restoration implemented.

% To be established. 100% 100% Standard of examination for

restoration is implemented. Target achieved.

Goal (Programme) 3: Strengthen Education and Guide the Profession

StrategicObjective3.1.Ensurestandardsofeducationthataddresstheneedsoftheprofessionandcountry

Number of institutions evaluated when due. Number. Three Three

One evaluation visit for accreditation was carried out. Desktop assessment of the National Diploma being phased out at 2 HEIs.

Finalised – no deviations.

Accreditation criteria reviewed. % Not applicable. 100% Accreditation criteria reviewed,

finalisedandimplemented. Target achieved.

Develop Evaluator Training Schedule. % Not applicable. 100% established

training schedule.Evaluator training not developed.

% of evaluators attending training session. % 100% (14/14) No training conducted. No training conducted.



StrategicObjective3.2.Advocate/FacilitatetheImplementationoftheEHAqualification

EHA curriculum developed - Appointment of service provider.

% Not applicable.

Not applicable.

Funds not available in the current financialreport.

Consultations held resulted in NDoH taking over the process of needs analysis.

EHA accreditation criteria developed Conduct needs analysis.

% Not applicable.

Not applicable.

Put on hold until outcome of needs analysis is determined. Not done – put on hold.

StrategicObjective3.3.SetstandardsfortheEHBachelor’sdegree

EH accreditation criteria developed. % None.

Accreditation criteria for the professional degree has been developed,finalisedandapprovedby ETRC in April 2019; ToberatifiedbyBoardinMay2019.

No deviations - developed and finalised.

StrategicObjective3.4.ReviewofBoardExaminationstoensurealignmentwithneedsoftheprofession

Board exams policy and SOPs reviewed. % None.

100% completion of Board exams policy and SOPs review.

Task Team appointed in August 2018 to review Board Exam Guidelines.Final updated reviewed guidelines shared with TT members in February 2019 – for approval at next ETRC meeting.

Target achieved

StrategicObjective3.5.ScopesofpracticeforprofessionsundertheambitoftheBoard

% of Professions under the ambit of Board with updated Scopes of Practice.


Not applicable. Not applicable. Not applicable. Not planned for the

period under review.

Numberofqualificationsarticulated. Number To be

established. Establish baseline.Task team consisting of seven Heads of Institutions established to deal with articulation.

In progress

StrategicObjective3.6.Reviewoflegislationtoensurethatthereiscontextandrationalesupportingtherules

Contribution towards the report on Legislation towards a Draft Bill.

% Not applicable.

100% provision of input to Council’s report.

Input/comments on NHI and Medical Schemes Amendment Bill made. 100% achieved.

%ofBoardspecificidentifiedrules,regulations,guidelines and polices reviewedandfinalised.

% 100% 100% established baseline.

AllBoardspecificlegislativeframework reviewed and approved by Council. SEIAS process started.

Target achieved.

Goal(Programme)4:EnsureEffectiveandEfficientFunctioningoftheBoard

StrategicObjective4.1.ReviewinternalBoardprocesses,rolesandresponsibilities

Enhancement and standardisation of templates, processes & systems.

% 100% standardised.

Not applicable.

100% standardised. 100% standardised. Target achieved.

Annual Review / Committee performance evaluation

Number 21 committee performance review.

Not achieved.

Strategic Objective 4.2. Ensure effective functioning of the Board

Number of Board performance evaluation. Number Two reports One Three reports on performance of

Board.

% of agenda items completed per meeting. % To be

established. 100% 100% 100% of agenda items for all meetingsfinalised. No deviation.

Number of complaints registered due to ultra vires decisions.

% 0% 0% % % Achieved.

Number of resolutions challenged. Number. 1 0 0

Two complaints registered relating to registration and restoration Board exam.

One Appeal of Board exam outcome.


Professional Board for Environmental Health Practitioners (continued)


Strategic Objective 4.3. Training of Board Members

Number of training sessions. Number. 1 1 2

Training of Prelim Committee members and rest of Board - 16/09/2018.

TrainingonHEQSFasidentifiedstillto be arranged for.

Attendance rate of training sessions. % None 80% 93% Target exceeded.

StrategicObjective4.4.EffectiveintegrationbetweenBoard,Council&OfficesofCouncil

Signed MoU between Council, Secretariat and Boards.

% 100% 100% 100% available. 100% Achieved.

Adherence to signed MOU. % Not applicable. 100% 100% adherence. 100% monitoring ongoing. Achieved.

Percentage of timeframes adhered to. % 100% 100% 100% 100% with ongoing monitoring. Achieved.

Availability of portfolio of evidence. Number. 3 3 pieces of

evidence.

Evaluation forms, spreadsheets, control sheets, for Board and each Committee available.

No deviation.


Since 2015 the professional degree programme in Environmental Health has been introduced by all seven accredited higher education institutions. One of these institutions, the Tshwane University of Technology had itsfirstgraduatecohortsattheendof2018.Continuedmonitoring of the standards of education and training ensured that competent practitioners are produced by these approved institutions of higher learning.

The Board approved 46 Level One, 11 Level Two and nine Level Three continuing professional development activities. The Education Training and Registration Committee of the Board continued to monitor the provision and relevance of continuing professional development activities through annual reports submitted by accredited service providers.


Annual engagements with relevant stakeholders as planned by the Board took place successfully. University Heads of Environmental Health Departments engaged

on policy matters pertaining to education and training - for example Work Integrated Learning (WIL) guidelines, Guidelines on Accreditation of the Professional Degree programmes, Ethical Conduct of Students, Articulation General Statutory Requirements, etc.

The National Department of Health, Health and Welfare SETA, Council on Higher Education and the South African Institute for Environmental Health were also engaged onissuesofeducationandtrainingandspecificallythedevelopmentofaqualificationforenvironmentalhealthassistants.

A successful meeting with 93 practitioners (81 with confirmations and 12 without confirmation ofattendance was held in Polokwane, Limpopo. The meeting highlighted the strategic direction of the Board, the importance of maintaining registration and CPD, new developments and other issues pertaining to the profession, presentation on Listeriosis and on Ethics were also highlighted. These presentations earned registered practitioners four CPD points, two for general CEUs and two for ethics.



The Board’s Committee on Preliminary Enquiries only had two meetings during the period under review and considered six matters. The Professional Conduct considered two matters, in the reporting period.


The Scope of Practice for the Professions under the ambit of the Board are in place. The Board dealt with fivecasesofScopeInfringementandwasassistedbytheInspectorateOffice,whichinvestigatedallthesecases.


OnlyoneapplicationforregistrationbyaforeignqualifiedEHP was received, considered and approved for Board exam. The Education Committee ensured that the application was compliant in all standard requirements forregistration,includingtheforeignqualificationbeingequivalent to the South African one.

Through newsletter articles and talk during stakeholder engagement meetings, practitioners were encouraged to stay registered by attending accredited continuing professional development (CPDs) activities and acquire the required continuing education units (CEUs) as determined by Section 26 of the Health Professions Act.


The Board Oral examination guidelines were reviewed and updated to ensure relevance as well as adding an improved Scoring Sheet.

Nineteen (19) candidates undertook oral assessments at different places, fourteen (14) towards restoration to the register and five (5) towards first registration aftercommunity service with one being a foreign qualifiedEnvironmental Health Practitioner.

10. Governance

The Board’s Annual Performance Plan document incorporated objectives, timeframes and indicators aligned with the Strategic Plan.

The Strategic Plan and Operational Plan were revised at the Board meeting held in May 2018. Progress reports on implementation of the plans were considered and approved at both full Board meetings held in the period under review. Related risk register was approved with progressmadeinmitigatingidentifiedpotentialrisks.

11. Highlights

a. All meetings – scheduled and unscheduled - were heldand100%agendafinalised.

b. Good acceptance within/amongst EHPs/EHAs, improved interactions with stakeholders and better attendance of meetings by practitioners.

c. The first cohort of the new professional degreequalifiedattheendof2018,withthesupportiverolethat the Board played.

d. Improved role with strategic partners (communication and interactions), stakeholders/practitioners.

e. Increased number of registered and restored EHPs.f. Successful stakeholder engagement in Limpopo

(Polokwane) and the Board met with three City Metros to engage and address challenges.

g. Interventions of the Board deterred intended scope infringement (“training of Environmental Health Assistants by one of the Metros”).


Professional Board for Medical and Dental Professions

1. Overview

The Medical and Dental Professions Board comprises 46 members appointed by the Minister of Health in terms of Section 15 of the Health Professions Act, 1974 (Act No. 56 of 1974). 2. Vision and Mission

The Vision of the Medical and Dental Professions Board is to “provide quality and equitable healthcare through public protection, professional regulation and advocacy”.

The Mission of the Board is to: • Ensure appropriate education and training standards;• Regulate and ensure compliance for professional

registration;• Promote and regulate professional as well as ethical

practice;• Guide the relevant professions and to protect the

public;• Maintain and enhance the dignity and integrity of the

health profession and professionals;• Advocate for the promotion of health of the

population;• Commit to improved stakeholder engagement; and• Advise Council and the Minister of Health in the

development of strategic policy frameworks.

The Medical and Dental Professions Board will deliver on its mandate through:• Expecting honesty and integrity from its members;• Regulating consistently and decisively;• Acting with respect, fairness and transparency to all;•Functioningeffectivelyandefficiently;and• Ensuring accountability for its actions.

3. Strategic Objectives – Annual Performance Plan

Strategic Programmes, Objectives & Performance MetricsThestrategicgoals(programmes)identifiedbytheBoardare:•Goal(Programme)1:Efficientandeffectivefunctioning

of the Board • Goal (Programme) 2: Regulating and guiding the

profession • Goal (Programme) 3: Protecting the public • Goal (Programme) 4: Advisory and advocacy for the

profession and stakeholder engagement

DrTKSLetlapeChairperson


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ove

r.

Con

tinuo

usiden

tifica

tion

of tr

aini

ng n

eed

s as

iden

tified

byBo

ard

mem

bers

.

Goa

l (Pr

ogra

mm

e) 2

: Reg

ulat

ing

and

Gui

ding

the

Prof

essio

n

2.1

Revi

ew

Prac

tice

Gui

del

ines

in

clud

ing

Scop

e of

Pr

actic

e.

Perfo

rm re

view

of p

ract

ice

guid

elin

es.

Establishdefine

dsc

opesof

prac

tice.

Prac

tice

guid

elin

es

revi

ewed

.

Num

ber o

f pr

ofes

sions

and

sp

ecia

list d

iscip

lines

un

der

the

ambi

t of

the

Boar

d w

ith a

define

dSco

peof

Prac

tice.

Num

ber.

Non

e.

Boar

d to

fo

rmul

ate

a fra

mew

ork

for t

he

proc

esse

s to

be

und

erta

ken.

Proc

ess o

f dev

elop

men

t of

only

som

e sc

opes

of p

ract

ice

has c

omm

ence

d.

Prac

tice

Gui

del

ines

for

Clin

ical

Ass

ocia

tes s

erve

d a

t M

arch

201

9 Bo

ard

.

Car

ried

ove

r.It

is re

com

men

ded

th

at th

is go

al sh

ould

be

prio

ritise

d fo

r 201

9-20

21.

2.2

Con

tribu

te

to th

e ro

le o

f C

ounc

il in

its

inve

stig

atio

n of

issu

es o

f ce

rtification

and

licen

sing.

To b

e re

pres

ente

d o

n re

leva

nt

Cou

ncil c

omm

ittee

s.

To p

rovi

de

feed

back

to th

e Bo

ard

.1. R

epre

sent

atio

n2.

Rep

ort-b

acks

to

the

Boar

d.

3. B

oard

pos

ition

.

Repo

rts.

Non

e.Re

pres

enta

tives

ap

poin

ted

.

Boar

d re

pres

ente

d a

t MoL

pr

ojec

t tea

m, f

eed

back

ob

tain

ed.

No

form

al p

ositi

on o

f the

Bo

ard

dev

elop

ed.

Insufficien

tre

port-

back

and

fe

edba

ck o

f th

e Bo

ard

to th

e re

pres

enta

tives

.

Con

tinue

d re

pres

enta

tion

and

repo

rt-ba

ck to

be

in

writ

ten

form

.

Boar

d p

ositi

on o

n ce

rtificationan

dlic

ensing

to b

e d

evel

oped

.

2.3

Con

tribu

te

to th

e ro

le

of C

ounc

il in

revi

ewin

g et

hica

l gu

idel

ines

.

To c

omm

unic

ate

to C

ounc

il iss

ues

iden

tified

byreview

ingtheethica

lgu

idel

ines

.

Boar

d to

est

ablis

h ta

sk fo

rce

to

revi

ew e

thic

al g

uid

elin

es.

Reco

mm

end

to C

ounc

il ap

prop

riate

aw

aren

ess

cam

paig

ns.

Repr

esen

tatio

n on

C

ounc

il com

mitt

ees

dea

ling

with

eth

ical

iss

ues.

Com

men

ts fr

om

Boar

d to

Cou

ncil.

Repr

esen

tatio

n an

d re

port-

back

s.

Com

men

ts

sent

Non

e.N

one

mad

e.

Boar

d c

omm

ente

d o

n:O

aths

take

n at

inst

itutio

ns.

Empl

oym

ent o

f pra

ctiti

oner

s by

priv

ate

hosp

itals.

Book

let 2

of E

thic

al

Gui

del

ines

.Bu

sines

s Pra

ctic

e Po

licy.

Car

ried

ove

r.Todefine

represen

tation

and

est

ablis

h fo

rmal

w

ritte

n fe

edba

ck p

roce

ss.

Professional Board for Medical and Dental Professions (continued)


Stra

tegi

c O

bjec

tives

Obj

ectiv

e St

atem

ents

Perfo

rman

ce M

etric

sTa

rget

sC

arry

Ove

r to

2019

/202

0In

dica

tor

Unit

Base

line

FY18

/19

Act

ual

Perfo

rman

ce

Devi

atio

n

2.4

Con

tribu

te to

th

e ro

le o

f Cou

ncil

in a

dd

ress

ing

mea

sure

s dea

ling

with

illeg

al p

ract

ice.

Proa

ctiv

e m

easu

res

tow

ard

s ille

gal

prac

tice

(wor

king

ou

t of s

cope

, en

sureiden

tifica

tion

of ill

egal

pra

ctic

es,

whi

stle

blow

ing)

.

Dev

elop

pol

icy

and

gu

idel

ines

for:

• Id

entif

ying

illeg

al

prac

tice.

• W

orki

ng b

eyon

d th

e sc

ope

of p

ract

ice.

• C

omm

unic

atio

n w

ith

resp

ect t

o w

hist

le

blow

ing.

• W

orki

ng w

ith

Inspec

torateOffice

,in

clud

ing

feed

back

.

Gui

del

ines

d

evel

oped

Num

ber

Non

e

Boar

d to

geth

er w

ith

the

Insp

ecto

rate

Office

todevelop

th

ese

guid

elin

es.

The

Boar

d to

dev

elop

a

mon

itorin

g an

d

eval

uatio

n fra

mew

ork

to e

nabl

e its

ov

ersig

ht ro

le in

thes

e fu

nctio

ns. T

his m

ust

incl

ude

a lin

k to

the

Prel

im C

omm

ittee

s.

Non

e C

arrie

d o

ver.

This

obje

ctiv

e to

be

carri

ed o

ver

and

pro

babl

y in

to 2

021.

2.5

Dev

elop

pol

icie

s th

at a

llow

for t

he

effe

ctiv

e an

d

efficientre

gistration

of p

rofe

ssio

nals.

Dev

elop

the

polic

ies.

Regu

lar r

evie

w o

f po

licy.

To h

ave

over

sight

on

the

proc

esse

s.

Aud

iting

mea

sure

s fo

r scr

eeni

ng a

nd

regi

stra

tion

proc

esse

s.

Evid

ence

of t

he

revi

ew re

ports

.

%ofSAqua

lified

re

gist

ratio

ns re

quiri

ng

Boar

d a

ttent

ion

atte

nded

to w

ithin

3

mon

ths*

Doc

u-m

enta

tion.

%

Prev

ious

ye

ar’s

d

ata.

To p

rod

uce

the

polic

y.

To re

ceiv

e re

ports

.

Polic

y pr

oduc

ed.

No

dat

a m

ade

avai

labl

e.

Dep

end

s on

the

dat

a an

d re

ason

s fo

r non

-com

plia

nce

with

regu

latio

ns fo

r A

pplic

atio

ns fo

r Re

gist

ratio

n.

Requ

ire 6

-mon

thly

repo

rts in

or

der

to m

onito

r effe

ctiv

enes

s of

proc

esse

s.

%offoreign

qua

lified

re

gist

ratio

n re

quiri

ng

Boar

d a

ttent

ion

atte

nded

to w

ithin

6

mon

ths.

% (r

elat

ive

to

num

ber o

f ap

plic

atio

ns).

Prev

ious

ye

ar’s

d

ata.

Dat

a to

be

supp

lied

.N

o d

ata

mad

e av

aila

ble.

Dep

end

s on

the

dat

a an

d re

ason

s fo

r non

-com

plia

nce

with

regu

latio

ns fo

r A

pplic

atio

ns fo

r Re

gist

ratio

n.

Requ

ire 6

-mon

thly

repo

rts in

or

der

to m

onito

r effe

ctiv

enes

s of

proc

esse

s.

% o

f res

tora

tions

re

quiri

ng B

oard

at

tend

ed to

with

in 6

m

onth

s.

%Pr

evio

us

year

’s

dat

a.D

ata

to b

e su

pplie

d.

No

dat

a m

ade

avai

labl

e.

Dep

end

s on

the

dat

a an

d re

ason

s fo

r non

-com

plia

nce

with

regu

latio

ns fo

r A

pplic

atio

ns fo

r Re

gist

ratio

n.

Requ

ire 6

-mon

thly

repo

rts in

or

der

to m

onito

r effe

ctiv

enes

s of

proc

esse

s.

2.6

The

effe

ctiv

e an

defficien

tha

ndlin

g an

d

reso

lutio

n of

Pr

ofes

siona

l C

ond

uct c

ases

.

Ensu

re th

at

Prof

essio

nal C

ond

uct

Cas

es a

re re

solv

ed

effe

ctiv

ely

and

efficiently.

Mon

itor t

he

expe

nditu

re o

n pr

ofes

siona

l con

duc

t ca

ses.

Com

mun

icat

ion

of

issue

s bro

ught

, in

ord

er to

info

rm th

e pr

ofes

sions

and

to

raise

aw

aren

ess.

Ove

rsig

ht o

f Se

cret

aria

t for

ad

here

nce

to

efficientproce

sses

% o

f Pre

lim C

ases

finalise

dwithin8

mon

ths

For e

ach

Com

mitt

ee*

• tim

e sp

ent

• d

etai

led

ex

pend

iture

.

Ove

rsigh

t re

port

%

Time

Expe

nditu

re

Non

e.

Boar

d to

dev

elop

a

clea

r rep

ortin

g fra

mew

ork

for P

relim

C

omm

ittee

s.

Som

e d

ata

prod

uced

as a

n an

nexu

re to

this

APP

.*

Car

ried

ove

r

Ove

rsigh

t rep

ort a

nd d

ata

per

Com

mitt

ee to

be

prod

uced

as a

n an

nexu

re a

t end

of e

ach

quar

ter.

To in

clud

e:Fin

alise

d at

Inqu

iryFin

alise

d at

Pre

limC

autio

n an

d Re

prim

and

Fines

Susp

ensio

nD

ischa

rged

/Acq

uitte

dRe

mov

al fr

om th

e re

gist

er:

Casesfina

lised

byLega

lAdv

isors

Casesfina

lised

byGMLeg

al

High

Cou

rt ca

ses

Time

spen

tEx

pend

iture

% o

f Pro

fess

iona

l C

ond

uct C

ases

Fi

nalis

ed w

ithin

18

mon

ths.

%N

one.

Boar

d to

dev

elop

a

clea

r rep

ortin

g fra

mew

ork

for

Prof

essio

nal C

ond

uct

Com

mitt

ees t

o re

port

to th

e Bo

ard

.

Uncl

ear a

s to

whe

ther

fram

ewor

k ha

s bee

n pr

oduc

ed.

Som

e d

ata

prod

uced

as a

n an

nexu

re to

this

APP

.Car

ried

ove

r.

Fram

eworktobefinalise

d.

Qua

rterly

repo

rts to

be

prod

uced

as

per

fram

ewor

k.


Stra

tegi

c O

bjec

tives

Obj

ectiv

e St

atem

ents

Perfo

rman

ce M

etric

sTa

rget

sC

arry

Ove

r to

2019

/202

0In

dica

tor

Unit

Base

line

FY18

/19

Act

ual P

erfo

rman

ce

Devi

atio

n

Goa

l (Pr

ogra

mm

e) 3

: Pro

tect

ing

the

Publ

ic

3.1

Setti

ng

stan

dar

ds f

or

educ

atio

n an

d

train

ing

of

prof

essio

nals.

Ensu

re e

ffect

ive

over

sight

of t

he

setti

ng o

f sta

ndar

ds o

f ed

ucat

ion

and

trai

ning

of p

rofe

ssio

nals

thro

ugh

accr

edita

tion

and

qua

lity

assu

ranc

e sy

stem

s.

Alig

n w

ith th

e N

atio

nal H

ealth

Act

, th

e N

atio

nal H

uman

Res

ourc

e Pl

an, t

he h

ealth

nee

ds o

f the

co

untry

, and

inte

rnat

iona

l bes

t pr

actic

es.

App

rove

eva

luat

ion

repo

rts a

nd

accr

edita

tion

reco

mm

end

atio

ns

for e

ach

prog

ram

me

and

in

stitu

tion.

Eval

uatio

n re

port

Not

ap

plic

able

.

Boar

d to

dev

elop

a

fram

ewor

k fo

r th

e ev

alua

tion

re

port.

Med

ical

com

mitt

ee to

finalise

fram

ework

Den

tal c

omm

ittee

has

finalise

dfram

ework.

Car

ried

ove

r.M

edic

al E

duc

atio

n an

d

Trai

ning

com

mitt

ee to

finalise

fram

ework.

Ana

lyse

ann

ual

inst

itutio

nal p

rogr

ess

repo

rts.

Num

ber

rece

ived

tim

eous

ly.

Not

ap

plic

able

.

Each

inst

itute

to

send

repo

rts

and

app

ropr

iate

co

mm

ittee

to

repo

rt its

ana

lysis

.

Repo

rts su

bmitt

ed, b

ut

anal

yses

not

don

e.C

arrie

d o

ver.

Com

mitt

ees t

o re

port

thei

r ana

lyse

s of

inst

itutio

nal r

epor

ts a

t end

of

Q2

each

yea

r.

Polic

y fo

r eva

luat

ion

and

crit

eria

for

eval

uato

rs.

Polic

y.N

ot

appl

icab

le.

Dev

elop

pol

icy

incl

udin

g tra

inin

g an

d su

cces

sion

plan

ning

.

Polic

y no

t yet

dev

elop

ed

Nov

embe

r 201

8 Bo

ard

ap

poin

ted

a p

ool o

f ev

alua

tors

for I

nter

nshi

p.

Trai

ning

of i

nter

nshi

p ev

alua

tors

con

duc

ted

on

20 M

arch

201

9.

New

inte

rnsh

ip lo

gboo

k d

evel

oped

.

Car

ried

ove

r.

New

pol

icy

re: e

xten

ded

Pr

imar

y C

are

rota

tion

for

inte

rns d

evel

oped

.

Polic

y fo

r eva

luat

ions

be

ing

dev

elop

ed fo

r un

der

- and

pos

tgra

dua

te

prog

ram

mes

.

App

rove

d p

anel

s an

d sc

hed

ules

.

Repo

rt an

d

adhe

renc

e to

sc

hed

ules

.

Not

ap

plic

able

.

All p

anel

s and

sc

hed

ules

to b

e re

porte

d.

This

was

don

e.

3.2

Ove

rsig

ht

of th

e re

solu

tion

of

com

plai

nts

rece

ived

from

th

e C

ounc

il’s

plat

form

fo

r pub

lic

com

plai

nts.

Enga

ge st

akeh

old

ers t

o in

crea

se

awar

enes

s.En

gage

men

t pla

n.D

ocum

ent.

Non

e.En

gage

st

akeh

old

ers

Unkn

own.

Sec

reta

riat

func

tion.

Car

ried

ove

r.C

ompl

aint

s Han

dlin

g Un

it m

and

ate.

Rece

ive

and

ana

lyse

repo

rts o

n th

e co

mpl

aint

man

agem

ent

syst

em .

Mon

itorin

g an

d

eval

uatio

n of

the

com

plai

nts s

yste

m.

Repo

rt.N

one.

Revi

ew a

nd

upd

ate

com

plai

nts s

yste

m

by e

nd o

f Q4.

Unkn

own.

Sec

reta

riat

func

tion.

Car

ried

ove

r.C

ompl

aint

s Han

dlin

g Un

it m

and

ate.

3.3

Con

tribu

te

to a

nd w

ork

with

the

Cou

ncil

to e

nsur

e co

mpl

ianc

e w

ith re

leva

nt

CPD

pro

cess

to

ens

ure

prot

ectio

n of

th

e pu

blic

.

1. P

artic

ipat

e in

the

Cou

ncil

com

mitt

ees.

2. C

ontri

bute

to th

e as

sess

men

t of

CPD

acc

red

itors

and

pro

vid

ers.

3. O

vers

ight

of t

he C

PD sy

stem

: Re

ceiv

e re

gula

r rep

orts

of

accr

edito

rs.

4. R

ecei

ve re

ports

of C

PD

com

plia

nce

of m

embe

rshi

p.

1. P

artic

ipat

ion

in

the

com

mitt

ees.

2. P

artic

ipat

ion

in

the

asse

ssm

ent.

3. R

ecei

ve re

gula

r re

ports

.4.

Rec

eive

regu

lar

repo

rts.

Not

ap

plic

able

.N

one.

Mon

itorin

g ro

le.

Ther

e is

parti

cipa

tion

in

Cou

ncil c

omm

ittee

but

no

othe

r act

iviti

es.

Car

ried

ove

r.

Boar

d (P

ract

ice

com

mitt

ee) t

o en

sure

co

mpl

ianc

e w

ith th

e in

dic

ator

s.



Stra

tegi

c O

bjec

tives

Obj

ectiv

e St

atem

ents

Perfo

rman

ce M

etric

sTa

rget

sC

arry

Ove

r to

2019

/202

0In

dica

tor

Unit

Base

line

FY18

/19

Act

ual P

erfo

rman

ce

Devi

atio

n

Goa

l (Pr

ogra

mm

e) 4

: Adv

isory

and

Adv

ocac

y fo

r the

Pro

fess

ion

and

Stak

ehol

der E

ngag

emen

t

4.1

Impr

ove

inte

rnal

Boa

rd

gove

rnan

ce b

y co

mm

unic

atio

n.

To e

nhan

ce th

e co

mm

unic

atio

n w

ith M

DB

and

Cou

ncil/

oth

er

Boar

ds t

o en

sure

a h

arm

onise

d

envi

ronm

ent.

Form

al w

ritte

n fe

edba

ck

from

Boa

rd

repr

esen

tativ

es a

t ot

her s

truct

ures

of

Cou

ncil t

o be

a

stan

din

g A

gend

a ite

m.

Stru

ctur

es a

re;

Cou

ncil,

ExC

o C

ounc

il, in

ter-

boar

d fo

rum

, CPD

, Bu

sines

s Pra

ctic

e,

Hum

an ri

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4. Board Activities

The following meetings and Board activities were conducted for the period 1 April 2018 – 31 March 2019:

Board Activities Number of Activities

Board meetings 6Executive Committee 6Committee for Medical Science 5Dental Committee 5Medical Education and Training Committee 6

Medical Registration Committee 4Practice Committee 6First Medical Committee of Preliminary Inquiry (Prelim Med-1) 4

Second Medical Committee of Preliminary Inquiry (Prelim Med-2) 4

Third Medical Committee of Preliminary Inquiry (Prelim Med-3) 6

Fourth Medical Committee of Preliminary Inquiry (Prelim Med-4) 4

Dental Committee of Preliminary Inquiry (Prelim Dent) 4


In the execution of its mandate the Medical and Dental Professions Board has working structures which are: Executive Committee, Dental Committee, Medical Education and Training Committee, Medical Registration Committee, Committee for Medical Science and Practice Committee.

Evaluations and Accreditations

ProfessionNumber of

evaluations/ accreditations

Medical Undergraduate programmes including Clinical Associate programmes

6

Medical Postgraduate programmes 1Dental Undergraduate programmes 1Dental Postgraduate programmes 1Medical Science NoneInternship training sites 19

Mattersrelatingtoteachingunits,departmentsandpostsThe Board approved 12 applications from different universities within the departments.

MattersrelatingtoadditionalqualificationsThe Board approved 12 applications from different universities.

MatterspertainingtoMedicalScienceThe Committee for Medial Science has embarked on a process of reviewing all medical science legal framework policies, guidelines and accreditation documents. The process is still in progress. Consequently no accreditations for intern medical science training were conducted during this time.

The Committee for Medial Science received the following portfolios for the National Board Assessment (Portfolio Assessments):

Portfolio Submissions Total

May 2018 14September 2018 16January 2019 25

MatterspertainingtoMedicalRegistrationThe Medical Registration Committee has embarked on a process of reviewing/creating its legal framework, including the following guidelines:• Guidelines for the registration of additional qualifications.

• Guidelines for the assessment of post graduate qualificationnotprescribedforregistrationtowardsspecialist registration.

•GuidelinesforregistrationofforeignqualifiedClinicalAssociates.

Registration statistics

Profession Number of Registrations

Clinical Associates 851Dental Profession 6,374Medical Profession 45,533Medical Science 652Medical Physicists 151


Stakeholder EngagementThefollowingstakeholders’meetingstookplaceinthefinancialyear:

Dental Committee – Training institutions 17 May 2018

Committee for Medical Science 3 September 2018

HPCSA,CMSAandpractitioners 18 October 2018

Dental Committee – Training institutions 21 February 2019

Professional Practice, Preliminary Inquiry and Professional ConductMattersfinalisedbytheDepartment:LegalandRegulatoryAffairsfortheperiod1April2018to30March2019

Committee Prelim Prof Conduct Prelim Investigations Finalised by GM

Med 1 79 92 95 9

Med 2 62 53 49

Med 3 47 48 44 2

Med 4 42 35 35 4

Dental 27 9 1

Total 257 237 223 16

BoardExaminationReportfor2018Semester1and2The Medical and Dental Professions Board Medical Examination was conducted by Sefako Makgatho University of Health Sciences on the following dates:

Componentanddate Number of candidates Numberpassed Pass rate %

Practical - 19 June 2018 89 55 62%

Written - 25 June 2018 115 55 48%

Practical - 25 July 2018 55 09 16%

Written - 22 October 2018 150 90 60%

Practical - 18 September 2018 46 34 74%

Practical - 26 November 2018 90 49 54%

Written - 25 February 2019 143 133 93%

Practical - 28 March 2019 132 32 24%



6. Governance

The Board’s Annual Performance Plan and Operational Plan informed the activities for the day to day running of the Board and ensured that all the objectives and goals are met.

A Risk Register was developed to identify and mitigate potential risks and these governance documents were reviewed at the Professional Board’s structures to manage and track progress as well as the effectiveness of interventions.

Consolidation of CommitteesThe Medical and Dental Professions Board resolved that forthe2018/19financialyearthefollowingCommitteesbe established with a view of streamlining the activities of theBoard,tomaximiseitsefficiencyandefficacy:• Executive Committee (EXCO)• Registrations Committee (RC)• Medical Education and Training Committee (ETC)• Medical Science Committee (MSC)• Dental Committee (DC) • Practice Committee (PC)• Four Prelim Committees (Medical)• One Prelim Committee (Dental)

This resulted in the reduction of costs in terms of the number of committees, the number of members on each Committee and expenditure relating to the cost of meetings.

7. Highlights

The highlights for the Board included the following:

1. The Board contributed to the review of the Ethical Rules of conduct.

2.ThefinalisationofthePolicyGuidelinesandProcessesfor the evaluation of Education and Training Programmes for purposes of professional registration and alignment with the Council on Higher Education criteria.

3. Stakeholder engagements were held to ensure that stakeholders are given an opportunity to make contributions in terms of how the Professions are regulated.

4. The Board reviewed a 2-year Internship Programme by including rotations of intern medical practitioners at primary healthcare facilities. The following are the changes that were made to the revised logbook and guidelines:

Domains have been distributed as follows:

Domain Duration

Year 1

General Medicine 3 months

General surgery 3 months

Paediatrics 3 months

Obstetrics and Gynaecology 3 months

Year 2

Anaesthesiology 2 months

Orthopaedics 2 months

Psychiatry 2 months

Family Medicine/Public Health Medicine 6 months

• Interns will have to complete the Year 1 domains before they can proceed to Year 2 domains.

• On completion of Year 1 domains Interns will then completeForm10A-1thenonfinishingtheInternship,they will complete Form10A-2.

• Family Medicine will be completed in six consecutive months in year two. The domain now has elements of primary healthcare, emergency medicine and public health incorporated into it.

• Due to the changes in Family Medicine, there have been proposals to change the name of the domain from Family Medicine to Family and Public Health Medicine: the Board’s guidance is needed on this.

• Rotation management has also been revised.

• Leave policy has been revised in line with the rotations but it still adheres to the Public Service leave policy.


Professional Board for Medical Technology

1. Overview and Strategic Objectives

The Professional Board for Medical Technology is constituted of ten members appointed by the Minister of Health in terms of Section 15 of the Health Professions Act, 1974 (Act No. 56 of 1974).

The Board developed a 5-year strategic plan and identified the following four (4) strategic Goals with anumber objectives and initiatives:

•Goal(Programme)1:EffectiveandEfficientFunctioning of the Board;

• Goal (Programme) 2: Ongoing Stakeholder Engagement;

• Goal (Programme) 3: Promote the Protection of the Public; and

• Goal (Programme) 4: Guiding the Profession – Education, Training and Proactive Promotion of the Profession.

These strategic objectives were aligned with those of the HPCSA and had provided direction and set priorities for the Board. The Board met some of the objectives and those will be highlighted in this Report.

Vision and Mission

Vision The Vision of the Board for Medical Technology is to ensure that the public has access to quality and affordable medical technology services.

Mission As part of the its mission, the Board for Medical Technology strive to protect the public and guide the profession by:

• Developing, strengthening, monitoring and evaluating standards for education and training

• Ensuring quality education, training and continuing professional development (CPD)

• Developing conditions for registration and licensure • Ensuring compliance with ethical standards • Developing and implementing the scope of practice • Proactively aligning to the needs of the country

through effective stakeholder engagement

Mr MAW LouwChairperson





Goal(Programme)1:EffectiveandEfficientFunctioningoftheBoard

1.1. Clearly definerolesandresponsibilities.

Input provided to Council on Delegation of Authority.

Give input as per request.

Give input as per request.

Input considered and submitted to Council.

Sign the developed MoU between Council, Secretariat and Boards.



Completed, MoU in place and submitted in January 2019 to ETQA.

Implement and measure adherence to the MoU between Council, Secretariat and Boards.

Measure adherence to MoU.

Measure adherence to MoU.

1.2. Continuous empowerment and capacity development of the Board Members.

Board and Committee Performance Evaluation Tool. Number 1

1 Report completed annually.

Training workshop on HEQSF.

Evaluation training on the new accreditation forms.

Training workshop on HEQSFconducted in April 2018.

Evaluation training on the new accreditation forms done.

Number of training sessions held. Number 2 2 2

Conducted the following workshops :• MTB / CHE education

transformation workshop.• Evaluators’ workshop in

July 2018.• Policy workshop in March

2019.

Training attendance rate. % 80% 80% attendance 80% attendanceAttendance rate was 100% and all invited evaluators attended.

1.3. Develop the skills for evaluators

Developed Evaluator Training Policies and Procedures % 75% 75% developed Policies developed -

100% developed.

The following policies were developed: • Code of Conduct

and declaration of confidentialityforevaluators;

• Audit report;• The audit tool;• Draft Institutional Survey

(Feedback mechanism) developed.

Adherence to Evaluator Policies and Procedures (including training, quality of reporting and timelines).

% 100% 100% 100%Controls applied and 100% adherence to policies and procedures.

Institutional Survey (Feedback mechanism). % 5% Baseline +5% Actual +5%

The Education Transformation Task Team developed Draft Guidelines pertaining to feedback mechanisms.

1.4. Improved effectiveness andefficiencyofmeetings.

% of agenda items completed per meeting. % 100% 100% 100%

All Agenda items of the Board and Board Committees were completed 100%.

Research conducted on all agenda items requiring research.

% 100% 100% completion of research

100% completion of research

All the Agenda items were well researched.The appropriate Legislative guide was provided to guide and enable thorough decision making.

Enhancement and Standardisation of Templates, Processes & Systems.

No applicable. No applicable. No applicable.

Compliance to processes and regulations. 100% Compliance 100% compliance

Board has complied with all the meeting processes and regulations.


Professional Board for Medical Technology (continued)



Goal (Programme): Ongoing Stakeholder Engagement

2.1. Ongoing Stakeholder Engagement.


Number 1 Develop plan. Develop Plan.

Stakeholder Engagement Plan was to be developed, which is aligned to Council’s Stakeholder Plan.

Secretariat has consulted with Division: Corporate Affairs to develop a Draft Stakeholder Engagement Plan.

2.2. Implementation of Stakeholder activitites

No. ofactivities

Exhibition and participation at Medical Technology Congresses.

Consultative workshop.

Practitioners Roadshow.

Meeting with SMLTSA.

Publish Newsletter Articleonidentifiedtopics.

Use of media, promotional material, stakeholder meetings.

Client Satisfaction Survey. % Review ReviewEvaluation feedback forms are used after each Stakeholder’s Engagement.

Number of stakeholder SLAs/MoU reviewed. Number 100% Review 100% Review Reviewed the MoU with

SMLTSA and SANAS.Participation in inter-board forums. Number 2 2 meetings 2 meetings Participated in 1 meeting.

Goal (Programme) 3: Promote the Protection of the Public

1.1. Review of professional conduct processes.

% of cases resolved with a full hearing. % To be

established. Establish baseline.

Allmattersfinalisedwithinprescribed time lines.

Reports on Prelim cases reported at Board meetings.

% of cases resolved without going to a full hearing.

% To be established. Establish baseline.

Allmattersfinalisedwithinprescribed time lines.

Reports on Prelim cases reported at Board meetings.

1.2. Registration of professionals.

To establish a register for Forensic Pathology OfficersandProsectors

% 50% Developed

Implement Forensic PathologyOfficer(FPO’s) register and rules relating to registration of FPO’s.

Regulations submitted to the DepartmentofHealthforfinalPromulgation.

Implement the Forensic Student Pathology Officerregisterandrulesrelating to registration of student FPOs.

Regulations submitted to the DepartmentofHealthforfinalPromulgation.

Develop the Scope of Profession for FPO.

Scope developed and approved by Board, awaiting input from other Boards.

%offoreignqualifiedregistration requiring Board attention attended to within 6 months

% 80% 80% 80%

Allforeignqualifiedapplications received were finalisedwithinestablishedtimelines.

% of restorations requiring Board attended to within 6 months.

% 80% 80% 80%All restoration applications arefinalisedwithinestablishedtimelines.

1 Achieved

Done

Done

Done

Done

Done

1

1

1

1

1

1

1

1

1

1

1




Goal (Programme) 4: Guiding the Profession – Education, Training and Proactive Promotion of the Profession

4.1.DefinePractitioners Career Paths.

% of Professions under the ambit of the Board withclearlydefinedcareer paths.

% 100%

100%

To develop a Project Plan,

100%

To develop a Project Plan.

Project Plan developed.

Identifiedprofessionsthatare not on the NQF level (SAQA recognised) through consultation with academia and industry.

Developed a Project Plan to defineacareerprogressionfor those not SAQA recognised and benchmark with international bodies.

4.2. Quality Assurance for education and training.

% Amendment of guidelines for professionals and training institutions.

% 100%100% Annual Review Version Control.

100% Annual Review Version Control. Reviewed.

% of Education and Training Standards reviewed.

% 50% 50% Reviewed.

100% reviewed.

Develop Education and Training Standards for Forensic PathologyOfficer(FPO).

ForensicPathologyOfficer(FPO) Education and Training Standards developed.

% of Board Exam plan completion. % 75% 75%

ImplementationReview Examination guidelines.

Examination guidelines reviewed through the MoU with the Society for Medical Laboratory of South Africa (SMLTSA).

Input provided to Council with respect to licensure.

25%

25% provision of Input provided to the Concept Document.

As a Developmental Board for the Maintenance of Licensure (MoL) Project. To appoint a Task Team to engage with roles and responsibilities related to MoL.

Task team appointed.

Two meetings convened.

% of Rules, regulations, guidelines and polices reviewed.

% 100%

100% of evaluations conducted for National Diploma.

Develop the evaluation feedback tool by the laboratories and institution who were evaluated;

Develop an annual reporting template by the institutions; and

To develop guidelines for evaluators and requirements for appointment of evaluators.

Draft guideline developed;

Draft guideline/ template developed;

Guidelines developed.

Adherence to Accreditation Schedule & Criteria.

% 100%

100% Evaluations conducted as per applications received.

Evaluation of Bachelor of Health Sciences: Medical Laboratory Sciences (BHSc: MLS Evaluations Tshwane University of Technology (TUT) and Vaal University of Technology (VUT).

Tshwane University of Technology (TUT) conducted as per the schedule Vaal University of Technology (VUT) postponed due to strike at campus.

Number of clinical training laboratories accredited, and reports considered.

Number To be established.

50 % evaluations of Outstanding Private Laboratories.

72 training laboratories evaluated, and 72 evaluation reports submitted.

4.3. Rules and Regulations.

Contribution towards Council’s Report on Legislation towards a Draft Bill.

% 100%100% provision of Input provided to Council on Draft Policy.

Input and contribution submitted as per need and request.

% of professions under the ambit of the Board withadefinedScopesofPractice.

% 100%

Review rules relating to registration of Medical Technologists in all categories.

Review rules relating to the registration by medical technologists of additional qualifications.





4.4. Scope of Practice and Standards of Practice.

Scopes and Standards Developedandfinalised. % 50% 50%

developed.

Review Ethical rules relating to Medical Technologists.

Review the Scope of Profession for Medical Technology.

Align the Scope of Ethical Rules and Scope of Profession.

Partially reviewed, as part of the Education Transformation Project for Laboratory Assistants and Medical Technicians.

To be reviewed for Medical Technology and Medical Laboratory Scientists.

Scopes and Standards Implemented. Not applicable. Not applicable. Existing scopes and

standards in use.

4.5. Continuing Professional Development (CPD).

100% CPD Audit Coverage over the 5-year term.

% 100% 100% Reviewed.

Increase the number of Accreditors.

Publish an article in newsletter regarding CPD.

Monitor compliance of professionals with CPD requirements and continuously review CPD guidelines to ensure relevance with the medical technology professions.

Increased by one.

Article on CPD in the 2018/19 newsletter published.

4.6. Restoration of practitioners.

Review of Restoration Guidelines. % 100% 100% Reviewed. 100% Implemented. Implement protocols.

2. Meetings of the Board and Board Structures

The Board conducted the following meetings for the period under review:• Two (1) Professional Board meetings;• One (2) Special meeting;• Two (2) Executive Committee meetings;• Three (3) Education Training and Registration

Committee meetings;• One (1) meeting for the Committee of Preliminary Inquiry;• Two (2) Task team meetings on the registration of ForensicPathologyOfficers;

• One (2) Task team on the Maintenance of Licensure; and• One (1) Task team meetings on the Registration of

Prosectors.


The Board continued to monitor the provision of quality education and training of professionals under its ambit.

The Board reviewed the following education policies:

i. Higher Education Institution Accreditation guidelines were reviewed and approved by the Board and updated.

ii. The Guidelines for recognition of Training laboratories for internship training and training of Laboratory Assistants accreditation were reviewed and updated.

iii. Accreditation Guidelines for Forensic Pathology Officersweredevelopedandapproved.

The Board conducted one evaluation of Bachelor of Health Science in Medical Laboratory Science (BHSc) and 72 Clinical training facilities evaluations.

The Board hosted a Consultative Workshop with relevant stakeholders in April 2019. The workshop was facilitated by the Director: Programme Accreditation of the Council on Higher Education. The meeting was attended by 21 stakeholders representing Universities of Technology, Medical Technology Coordinators (Provincial representatives), Laboratories, Area Managers and Training Managers. The objective of the workshop was to address strategic objectives of Goal 4 of the Board which deals with the following:

i. DefiningacareerladderforallprofessionswithintheBoard as benchmarked with international bodies;

ii. Review of education and training standards and formalise the training of Medical Technicians and Laboratory Assistants on the NQF; and


iii. Review and revise regulations to ensure the practice and regulation are aligned.

After the workshop, the Board resolved to commission a project which would address the outcomes of the consultative workshop. A Steering Committee was selected, and their mandate was determined, which was to deliver a transformed Educational Agenda in the Professional Board for Medical Technology. There were three (3) streams/objectives for the project and the Board has made considerable progress in achieving the objectives.


In the period under review, the Board increased its interaction and engagement with stakeholders. The plan of expansion of stakeholder’s engagement through the Roadshows and representation at Congresses and Symposia was realised. The following Stakeholder Interactions took place:

• 10 -11 April 2018 - A Council for Higher Education (CHE) facilitated Consultative workshop was held;

• 14 May 2018 - Meeting with the South African National Accreditation System (SANAS). The purpose of the meeting was to discuss areas of mutual interest and possible collaboration.

•10October2019-TheBoardhosteditsfirstPractitionerRoadshow in Polokwane.

• 7 November 2018 - Representation at the University of Johannesburg (UJ) Symposium. The Board’s Secretariat exhibited at the Symposium.

• February 2019 - The Board Executive Committee convened an annual meeting with the Society of Medical Laboratory Technologists of South Africa (SMLTSA).


In terms of the mandate of the Committee of Preliminary Inquiry, the Committee was authorised within the current policy parameters as determined by the Board, to deal with all matters relating to preliminary inquiries regarding complaints in terms of Section 41(2) of the Health Professions Act, No. 56 of 1974 and to report thereon to the Professional Board.

The Board considered and received reports on professional conduct matters which enabled the Board to monitor progress of the cases being dealt with by the Committees of Preliminary Inquiry and Professional Conduct.

The Committee of Preliminary Inquiry conducted one (1) meeting and dealt with six (6) Complaints relating to, practising outside of scope of practice, unprofessional conduct towards clients and colleagues, insufficienttreatment of patients. Matters that were dealt with were as follows:

Matters that served before the Committee 7Explanations noted and accepted 2Cautioned/Reprimanded 0Inspections 1Consultations 0DisciplinaryInquirywithanoptionoffine 0Disciplinary Inquiry 1Further consideration deferred 2Complaint withdrawn 0Foundguiltyandimposedfine/penalty 0Not to proceed with complaint 0Referred to Pro-Forma Complainant 0Fine reduced 0

6.ScopeofProfession

Comments to the regulations relating to the Registration ofForensicPathologyOfficerswerepromulgatedbytheMinister of Health on 23 March 2018 for public comments and were considered by Board. The Board’s response to the public comments were submitted to the Department of Health to request the MinisterofHealthtogazettethefinalRegulations.

The Board approved the Regulations relating to Scope of ProfessionforForensicPathologyOfficersandiscurrentlyconsulting with the other Professional Board. Once all the other Boards’ inputs and comments are received, the scope will be reviewed. The draft will be forwarded to Council for approval and to the Minister of Health for promulgation.

The Board is currently reviewing the Scope of Profession of Medical Technology. As part of the Education Transformation Project, the Scope of Profession of Medical Technicians and Laboratory Assistants would be developed and prescribed.


7. Board Examinations

The National Board Examinations were conducted by the Society of Medical Laboratory Technologists of South Africa (SMLTSA) on behalf of the Board as per the Service Level Agreement (SLA).

8. Governance

The Board developed a Strategic Plan which was aligned to its mandate in terms of the Health Professions Act, 1974 (Act 56 of 1974). A Risk Register was also developed and is reviewed at each Board meeting.

The Board reviewed and updated the Annual Performance Plan (APP) 2018/19 to determine progress made on the objectives. The Risk Register was also monitored to ensure the strategic objectives were achieved.

The Board reviewed the mandates, roles and responsibilities of its Committees in terms of its strategic objectives.

The Board also revised, developed and approved the following policies:

i. co-option of members; ii. audit tool;iii. audit report.

The following guidelines/policies were also reviewed:

i. Guidelines for the approval of training laboratories form (108b);

ii. GuidelinesforregistrationofforeignqualifiedMedicalTechnologists/Science Graduates;

iii Restoration policy; andiv. Codeofconductanddeclarationofconfidentiality

for evaluators.

The Memorandum of Understanding (MoU) between the Board and SANAS was reviewed, as well as the Memorandum of Understanding with SMLTSA. The terms for collaboration with SMLTSA were agreed upon in February 2019.

9. Highlights

Promulgation of the regulations relating to the registration ofForensicPathologyOfficerswaspromulgatedbytheMinister of Health on 23 March 2018 for public comment.

9.1.CHEfacilitatedWorkshopThe Professional Board for Medical Technology hosted its first two-day National Consultative Workshop withUniversities of Technology and other stakeholders regarding the recognition of prior learning, articulation within the different registration categories/professions and other education and training institutions in conjunction the CHE.

The workshop was held at the Council on Higher EducationOfficeson10–11April2018.

The workshop was a success and feedback provided by the attendees of the workshop was positive. The attendees expressed their appreciation and motivation for being part of the training and being involved with the HPCSA in taking the Medical Technology Profession forward. 9.2. Practitioner RoadshowThe Professional Board for Medical Technology had their first Annual Medical Technology Practitioners’Roadshow. The objective of the event was to improve communication with practitioners and enhance the visibility and transparency of the Board. The Board used the Practitioners’ Roadshow to share and report on pertinent issues that affect practitioners as they practice.

9.2. Progress Made on Maintenance of Licensure (MOL)The Board was selected as a Developmental Board for the Maintenance of Licensure (MoL) Project. A Task Team was appointed to engage with roles and responsibilities related to MoL.

The Task Team, comprising of members of the Board, private laboratories and public laboratories convened two meetings to look at existing processes to facilitate framework for MoL and to develop MoL toolkit, plans for stakeholder engagement, HPCSA readiness, and governance. The outcome of the Task Team meetings will be considered by Education and Training Quality



Assurance (ETQA) Committee of Council. Implementation of the Maintenance of Licensure to the Developmental Board’s practitioners is envisaged to take place in 2020.

10. Conclusion

The year under review was engaging for the Board and its Committees. the Board continued to be part of Inter-Board Forum of Council and other Structures to take the mandate of the Board and that of Council forward. This was to allow the Board an opportunity to ensure that it fulfilsitsmandateandmeetitsobligationsinlinewiththeStrategic Plan, as reviewed.


Professional Board for Occupational Therapy, Medical Orthotics and Prosthetics and Arts Therapy

1. Overview and Strategic Objectives

The Professional Board for Occupational Therapy, Medical Orthotics and Prosthetics and Arts Therapy contributed to the Turnaround Strategy, which was aimed at ensuring that the HPCSA was functioning as an efficientandeffectiveorganisation.

At the beginning of the reporting period, the Board had vacancies, which resulted in five (5) additionalmembers being co-opted to the Board and to the Board Committees to enable both to operate at full capacity and achieve its set objectives. In the same period, a call was made to Universities to nominate members to serve in the Committee of Preliminary Inquiry.

Two (2) vacancies existed within the Professional Board for Community Representatives. Following a nomination processtofillthevacancies,on16July2018theMinisterof Health advised Council that the two (2) Community Representatives were appointed to serve on the Board untiltheendofthecurrenttermofoffice.

2. Vision

The vision for the Professional Board for Occupational Therapy, Medical Orthotics and Prosthetics and Arts Therapy (OCP Board) is to regulate the professions for quality and equitable services at all levels of health care.

3. Mission

The OCP will achieve its mission by:

• Guiding and regulating the profession through scopes of professions and practice, setting minimum training standards, enforcing compliance, accreditation and quality assurance of training programmes, facilities and supervisors as well as setting the standards for registration.

• Protecting the public through monitoring professional conduct.

• Advocating, advising and stakeholder engagement through consistent and effective advice and responsiveness to the evolving health needs of the country.

•EnsuringanefficientandeffectiveBoardfunctioning.


The Strategic Objectives for the Board were definedand adopted to assist in providing quality health care standards. The following areas constitute the Board’s strategic objectives:

1. Guiding and regulating the profession. 2. Advocacy, advisory and stakeholder engagement. 3. EfficientandeffectiveBoardfunctioning.

Ms MS van NiekerkChairperson





Goal (Programme) 1: Guiding and Regulating the Profession

1.1. Review Boardspecificregulations pertaining to ethical and professional conduct of students.

Development of the policy document on students’ professional conduct:

•ReviewofBoardspecificregulationspertaining to ethical and professional conduct of students (MOP/OT/AT/Mid-level workers students).

• Review of the rules and regulations withspecificreferencetoMOP/OT/AT/Mid-level workers students to determine suitability and relevance.

• Develop rules pertaining to ethical and professional conduct of students in MOP/OT/AT/Mid-level.

% New indicator

Development of policy document.

Development of policy document

MOP Student guidelines F60 completed and approved Nov 2018.

Arts Therapy -Drama Internship regulations developed and approved. Await promulgation by Minister.

No deviation.

1.2. Review and update regulations pertaining to the registration of persons holding qualificationsnot prescribed.

• Reviewed rules, regulation and guidelines pertaining to the registration of persons holding qualificationsnotprescribed.

•Recognitionofforeignqualificationsfor purposes of registration.

• Clarify the application of community service/public service practice on foreignqualified.

% New indicator

Development of rules, regulations and guidelines.

Task Team reviewed process and developed guidelines pertainingtoNon-SAqualifiedand Examination process. Board approved Nov 2018.

Form 176 revised and approved by Board Nov 2018.

No deviation.

1.3. Finalising the updating of the scopes of profession and scope of practice.

• Finalising the OT Scope of profession. • Draft Regulations relating to the

Scope of the profession of Arts Therapy.

• Developing the OTT Scope of profession

• Draft Scope of profession for MOP developed.

• Scope of the profession of Orthopedic Footwear Technicians approved.

• Scope of the profession of Orthopedic Technical Assistant approved.

% New indicator

Establish Baseline.

Reviewed or Developed Scope Regulations.

• OT Scope was approved by Council in 2018.

• OTT Scope revision in progress

• AT and MOP Scope in progress- Board - Nov 2018.

• OFT scope Board approved - Nov 2018

• Orthopedic Footwear Technicians Board approved - Nov 2018

No deviation.

1.4. Develop regulatory framework for Orientation and Mobility practitioners.

Regulatory framework, minimum standards of training, scope of practice of O&M.

% New indicator

Register for O&M developed.

O & M Task Team. Work in progress. Task Team meeting to be scheduled.

No deviation.

1.5. Review and update regulations pertaining to the professions.

Rules and regulations reviewed and updated, if required. %

Task Team to establish the baseline and subsequent process.

10% of the rules and regulations.

10% of the rules and regulations.

Document Review Task Team progressed. Meetings held 21, 22 January 2019. 5 Sets of documents reviewed approved by Education Committee in Feb 2019.

Over achieved.

1.6. Review and update list of evaluators for training programmes, facilities and Board exams.

Developed Evaluator Training Schedule and Criteria (Based on Industry Needs).

Yes/No

Evaluator training conducted.

• Finalised list ofidentifiedevaluators

• Finalised training document

• Finalised list ofidentifiedevaluators

• Finalised training document, i.e. F59 guidelines

Completed Training topics adopted. • First training conducted in

May 2017 at Wits University.• Second training conducted

in Cape Town 2018. • Evaluators in pool trained.

Further training deferred to next Board.

No deviation.

1.7. Quality assurance of evaluation process.

Adherence to accreditation schedule/criteria. %

Cycle of evaluations schedule.

100% schedule institutions.

100% schedule institutions.

Up to date - Updated Schedule Reported at Education Committee. 3 Institutions evaluated as per schedule. All MOP Internship facilities evaluated.

No deviation.


Professional Board for Occupational Therapy, Medical Orthotics and Prosthetics and Arts Therapy (continued)

Strategic Objective Performance Indicator Unit Baseline FY 2017/18 FY 2018/19 Actual Achievement FY 2018/19 Deviation

1.8. Foster professional conduct compliance.

Compliance to Professional ConductmattersfinalisedatBoard/Professional Conduct Committee within 18 months.


Establish baseline.

Establish baseline.

Allmattersfinalisedwithinprescribedtime lines of 18 months. Reports on Prelim cases reported at Board meetings - April and Nov 2018.

No deviation.

1.9. Strengthening of processes & timeframes pertaining to registration.

100% of general registrations requiring Board attention attended to within 6 months.

% 100% 100% 100%100% Applications processed within established timelines. (Database).

No deviation.

100% of restorations requiring Board attended to within 6 months.

% 100% 100% 100%

100% All restoration requests received andfinalisedwithinestablishedtimelines.(Database)

No deviation.

1.10. Audit coverage of CPD.

100% of Register sampled for CPD over the 5-year term. % 25% 25% 25%

25% randomly selected practitioners assessed, and reports forwarded to the Board as provided by CPD Department.

No deviation.

Goal (Programme) 2: Advocacy, Advisory and Stakeholder Engagement

2.1 Identify trends from Prelim committee to educate public and professions.

Reviewedandidentifiedtrends used to educate the public and profession in line with procedure.

#

1 Newsletter per annum. 1 Bulletin article.

1 Newsletter.1 Bulletin article.

1 Newsletter.1 Bulletin article.

2017 Newsletter was compiled and distributed.Bulletin article not submitted.2018 /2019 newsletter in progress.

No Deviation. No Bulletin Article.

2.2 Develop, clarify and engage regarding the position of the Board on key issues.

Number of position papers developed. # 1 per year. 1 paper p.a. 1 paper p.a.

Assistive Devices Position paper finalisedandapproved2018.List of Devices for professions in progress.

No Deviation.

2.3 Inter-Board engagement.

Number of engagements per annum (inter-Board meetings).

# Quarterly. 2 to 4. 2 to 4. Attended 1 Inter-Board forum meeting coordinated by Council.

Deviation due to limited items.

2.4 Develop a Communication Strategy.

Number of Stakeholder engagements per annum (Education).

# 1 meeting p.a. 1 meeting. 1 meeting.

HOD stakeholder meeting held in June 2018 and scheduled for July 2019.

No Deviation.

Development of Stakeholder Engagement Plan.

Yes/ No

New indicator. Develop Plan. Develop Plan.

Stakeholder Engagement Plan to be developed based on Council Stakeholder Plan. Board to appoint a 4 Member Task Team to consult with Division Corporate Affairs.

Work in progress.

Goal(Programme)3:EfficientandEffectiveFunctioningoftheBoard

3.1 Fill vacancies of Board Members. Filled vacancies on Board. %

Fully capacitated Board.

Fill all vacancies.

Fill all vacancies.

Nomination and appointment tofillvacanciesofmemberscompleted. Board co-opted members.

No Deviation.

3.2 Board representation and involvement in strategic decision making in capacitating Secretariat staff.

Involvement of the Board in capacitating Secretariat. % New

Indicator.

100% Involvement of Board in capacitating Secretariat.

100% involvement of Board in capacitating Secretariat.

Fully capacitated Board and Board Secretariat. Education and Training Division Secretariat to be capacitated due to Organisational Changes.

No Deviation.

3.3Defineandensureconsistent Secretariat support.

Compliance to processes and regulations. % New

Indicator.100% Compliance.

100% Compliance.

Board Performance Assessment Tool completed in Nov 2018 and submitted to ETQA Committee of Council. Tool to assess the compliance to processes and regulations.

No Deviation.

Reduction of litigation due to ultra vires decisions. % New

Indicator.Establish Baseline. No Baseline.

No ligation due ultra vires decisions taken by Board and structures.

No Deviation.



Number of meetings attended by required secretariat staff & attendance rate.

% 80% 80% attendance.

80% attendance.

Report at Board meetings. 87% attendance rate of members in 2018. Member satisfaction rate 92%.

No Deviation.

Develop MoU between Council, Secretariat and Boards.

N/A 100% Developed.

100% Developed. Completed and in place. No

Deviation.

3.4 Clarity around execution of resolutions and monitoring thereof.

Revised and adopted Template implemented accordingly.

Yes/No

New indicator.

Adopted template.

Adopted template.

Execution of Resolutions presented at every Committee and Board meeting.

No Deviation.

3.5 Review processes and timelines around Board functions.

Annual report on execution of resolutions (% completed on time and reasons for late executions)


100% implementation of resolutions.

100% implementation of resolutions.

Reporting on execution of resolutions at each meeting.

No Deviation.

3.6 Development of and training in an OCP Board manual.

Number of Training Sessions Held. # None. 1 Training

Session.1 Training Session.

Governance training for members to be prioritised and arranged for 2019.

No Deviation.

3.7 Performance Management and Accountability.

Annual Board and Committee performance evaluation. # 1 per annum.

Annual Performance Review.


Board Performance tool was implemented, completed and served at Nov 2018 Board meeting.

No Deviation.

ThefollowingOccupationalTherapyprogrammeswereevaluatedduringthe2018/19fiscalyear:

University Date of Evaluation Status Next Evaluation1. University of Stellenbosch 22 - 26 October 2018 Accreditation granted in 2018 20232. University of the Western Cape 19 - 23 November 2018 Accreditation granted in 2018 2023


The Board based on set minimum standards for training and exit level outcomes guided institutions on the education and training of students and interns. The development and training of a professional is viewed as a value chain in the process from the accreditation of programmes to the certification of a practitioner’scompetencies in order to register qualified andcompetent practitioners. This ensured that training remaineddynamic,relevant,flexibleandsensitivetotheburden of disease and rehabilitation as well as the health care needs of the South African population.

AccreditationofprogrammesandapprovaloffacilitiesforpurposesofregistrationwiththeHPCSAasaprofessionalbody

The Board continued to monitor the provision of quality education and training of students and interns registered under its ambit and committed to provide the continued support and guidance to institutions. Institutions were scheduled for evaluation and accreditation to train students in accordance with the minimum standards basedonacycleoffive(5)years.

InternshipRequirements

An Internship Committee was established as a Committee of the Board in 2018. The mandate of the Internship Committee was to evaluate applications for purposes of accreditation of internship facilities, appoint panels to evaluate internship facilities, consider the evaluation reports and make recommendations to the Education Committee.

The Internship Committee was further mandated to maintain a record of the placement of interns at internship facilities and to consider internship reports as well as assist with challenges that may arise during the period of internship.



Engagement Nature of Engagement 20 June 2018 – Training Workshop for Evaluators

Training for evaluators of Internship / University Programmes was held on 20 June 2018 at Stellenbosch University.

27 June 2018 – Stakeholder Meeting with the Heads of Departments

The HOD meeting was held on 27 June 2018 attended by University Heads of Departments, Department of Health Provincial Representatives as well as the Professional Associations and/or Societies.

The purpose of the meeting was to provide an update and progress on the Board’s activities with special focus on education and training matters.

14 -16 August 2018 - National Forum for Rehabilitation in the Public Sector

The National Forum for Rehabilitation was hosted by the National Department of Health on 14 - 16 August 2018. The event was aimed at positioning rehabilitation programmes within the public sector in the context of ongoing developments and was attended by multiple rehabilitation stakeholders. The Chairperson of the Education Committee represented the Board.

29 August 2018 - HPCSA Roadshow Centurion

The Board’s Secretariat attended Practitioner Roadshow, which was held on 29 August 2018. Over and above, the need to engage the Board’s practitioners and improve communication, the Board’s Secretariat attended questions and queries raised by practitioners.

6 September 2018 - SAOPA Congress

The SAOPA Congress was held on 6 September 2018 in Bloemfontein and was attended by the Medical Orthotics and Prosthetics (MOP) representative. An overview was presented on the new training programme for Medical Orthotists and Prosthetists in terms of the internship/ practical training being integrated into the professional programme and not offered as separate training in the past.

16 November 2018 - Collaborative Indaba

The Collaborative Indaba was held on 16 November 2018. At this Collaborative Indaba, the policy frameworks that had implications on rehabilitation (e.g.) FSD were discussed. Concerns regarding securing a budget from an advocacy perspective and from a post perspective, for both urban and rural settings were addressed.

16 November 2018 - Train the Trainer: Medical Orthotics and Prosthetics (MOP)

The purpose of the initiative was the train and orientate the Internship Supervisors for Medical Orthotics and Prosthetics (MOP) Interns. A further training was conducted on 16 January 2019.

18 January 2019 - 4th Interprofessional Rehabilitation Indaba

On 18 January 2019, the 4th Interprofessional Rehabilitation Indaba meeting was held and facilitated by the South African Society of Physiotherapy (SASP) to discuss interprofessional matters such as community service, provision of posts, etc.

19 March 2019 - HPCSA Roadshow Rustenburg

The Professional Board for Occupational Therapy, Medical Orthotics and Prosthetics and Arts Therapy was represented at the HPCSA Roadshow which was held on 19 March 2019.

The Board’s Secretariat manned the Board’s Exhibition Table and provided the much - needed information to practitioner, as well responding the questions and queries from the practitioners.

In the period under review, the following Internship facilities for the training of Medical Orthotist and Prosthetist Interns (MOP) were evaluated to ensure that they met the standards set by the Board for clinical training of interns: • NP Madihlaba O&P• Klerksdorp Orthopaedic Centre• Moolman’s & Partners. (MNP)• Barkley & Oates Inc.• Eben Havenga Orthopaedic services• Orthotic and Prosthetic Centre, Frere Hospital, East

London• Meintjies Orthopaedics Inc.• Bethlehem Orthotic & Prosthetic Centre• Orthotics and Prosthetic Services Wentworth


One of the Board’s key strategic objectives was to improve communication with stakeholders and inter-sectoral relations, this in an effort to promote dialogue with the stakeholders at the same time providing guidance to the professionals.

To achieve the strategic objectives of improving communication with stakeholders, the following engagements were undertaken in the period under review:



The Committee of Preliminary Inquiry is mandated and authorised within the current policy parameters as determined by the Board, to deal with all matters relating to preliminary inquiries regarding complaints in terms of Section 41(2) of the Health Professions Act, Act 56 of 1974 and to report thereon to the Professional Board.

The Chairperson of the Committee of Preliminary Inquiry presented reports on the nature and progress pertaining to matters that served before the Committee at all Board meetings held during the period under review.

The Board complied with the requirements that Professional Conduct matters should be finalised atBoard/Professional Conduct Committee within 18 months. To this end, the Committee of Preliminary Inquiry conducted one meeting during the 2018/19 and matters were dealt with as follows:

Matters that served before the Committee 7Explanations noted and accepted 2

Cautioned/Reprimanded 0

Inspections 0

Consultations 0

DisciplinaryInquirywithanoptionoffine 0

Disciplinary Inquiry 1

Further consideration deferred 3

Complaint withdrawn 0

Foundguiltyandimposedfine/penalty 2

Not to proceed with complaint 0

Referred to Pro-Forma Complainant 0

Fine reduced 0


OccupationalTherapyThe review of the Scope of Profession for Occupational Therapywas finalised in 2018. The finalised Scopewassubmitted to Council for ratification in June 2018. Thiswas after it was circulated to all other Professional Boards for comments.

The Regulations were submitted to the Ministry of Health in 2018; however, as a result of the new requirement from the Department of Planning and Monitoring, that stipulated that a Socio-economic Impact study had to be submitted in support of all legislation, the finalpromulgation of the Scope Regulations was delayed.

ArtsTherapyThe Scope Task Team finalised the draft Scope of theProfession for Arts Therapy which served at the Board meeting in November 2018.

Based on further input received from the Department: Legal and Regulatory Affairs, the final scope wouldonly be presented at the May 2019 Board meeting for approval.

The Board resolved that as per the requirement for consultation during policy development, the Scope Regulations would first be submitted to other Boardsfor input. Once all inputs have been received, the Scope Regulations will then serve again at the Board for the Board’s consideration. The last version will serve at the Board for approval, submitted to Council for endorsement and onward submission to the Minister of Health for promulgation for public comments for period of three (3) months.

Medical Orthotics and ProstheticsThe following draft Scopes of the Profession for the following registers under the ambit of the Board were approved by the Board in 2019:

• Draft Scope of profession for Medical Orthotists and Prosthetists

• Draft Scope of the profession of Orthopedic Footwear Technicians

• Draft Scope of the profession of Orthopedic Technical Assistants

The draft scopes were submitted to the other Boards for consultation purposes and the inputs will be presented for the Board’s consideration. The final version willthus serve at the Board and Council for approval and submission to the Minister of Health for promulgation for public comment for a period of three (3) months.



9.CompliancetoRegistration

The Board developed guidelines to consider and to deal with non-compliant applications for registration from practitioners for all the categories of registration. Part of the process to ensure competency is that practitioners should work under supervision for a duration of six (6) months before registering in terms of independent practice. Guidelines were reviewed and approved at the Board meeting in November 2018.


The purpose for Board Examinations is to measure the competence and capacity of foreign qualifiedpractitioners applying for registration to enter the profession. Examinations comprise of theory and practical assessments conducted by the Board.

Thenon-SouthAfricanqualifiedOccupationalTherapypractitioners wrote the Board Examination for registration on 16 October 2018 (Theory) and 17 October 2018 (Practical). Both candidates passed the examination.

The Board conducts two (2) Examinations every year in April/ May and September/ November respectively. The Education Committee approved applications prior to examinations and provided the necessary infrastructure to ensure that the examinations were conducted with professionalism and that the integrity of the examinations is protected.

The following examinations were conducted in the period under review:

Examinationsforforeignqualifiedapplicants

Number of candidates

Occupational Therapists 2Medical Orthotics and Prosthetics 0Arts Therapy 1

11. Governance

The Board developed a Strategic Plan after its orientation which was aligned to its mandate in terms of the Health Professions Act, 1974 (Act 56 of 1974).

The Board’s Annual Performance Plan (APP) aligned with its Strategic Plan with clear objectives, timeframes, and performance indicators was also developed and adopted. The Board’s Annual Performance Plan and Operational Plan stipulated the day-to-day tasks and activities involved in managing the Board and ensuring that it meets its goals.

A Risk Register was developed to identify and mitigate potential risks.

At the first meeting of the Board each year, theCommittees are constituted and the Terms of Reference (ToR) of the Committees reviewed. Each Committee of theBoardhadclearlydefinedthemandates,rolesandresponsibilities. The same happened during the reporting period.

A Document Review Task Team was appointed and mandated to review the policies, regulations and rules of the Board. Several policies including restoration guidelines, registrations processes, foreign qualifiedpractitioner registration and examinations were reviewed and served at the Board meeting in November 2018 for ratification.Guidelinestoguidestudents’behaviourwasalso developed.

Levels of compliance with regards to continuing professional development (CPD) were monitored and regular reports from the CPD Accreditors served at the Education Committee for quality assurance purposes.

The Board was selected for the Maintenance of Licensure (MOL) Pilot Project. A Task Team was appointed to represent the Occupational Therapy, Medical Orthotics and Prosthetics and Arts Therapy registers on this project. The outcome of the Pilot Project will serve at the ETQA Committee of Council with a view to further implementing the Maintenance of Licensure requirement for practitioners in 2020.


12. Highlights

• The Assistive Devices Position Statement was finalisedandapprovedbytheBoardandwouldbeconsidered by other Boards. A list of Assistive Devices was developed per profession and overlap of scopes defined.

• The Document Review Task Team reviewed 42 sets of guidelines, forms and policy documents. The majority of these documents were approved by the Board for implementation.

• The List of Standardised Tests for use by Occupational Therapists were reviewed and approved by the Board in 2018 and available on the Website.

• The Board was selected for the Maintenance of Licensure (MOL) Pilot Project.

• A Task Team was appointed to represent the Occupational Therapy, Medical Orthotics and Prosthetics and Arts Therapy registers in the Maintenance of Licensure (MOL) Pilot Project.

13. Challenges

• The Board experienced continued violation of the scopesbynon-qualifiedandnon-registeredpersonsworking within the scope of the professions registered under the ambit of the Board.

•The interaction with the Inspectorate Office wasongoing in order to deal with those matters brought to the attention of the Board.


Professional Board for Optometry and Dispensing Opticians

1. Overview

The Professional Board for Optometry and Dispensing Opticians successfully implemented its 2018/19 Annual Performance Plan (APP) against the approved budget. A total of 13 meetings (scheduled and extra-ordinary) were held in the reporting period. The online meeting portal was also used.


The vision for the Board is:

“An effective and accountable regulator in the education and practice of eye care professions”.

The Mission of the Board is:

To establish and implement a regulatory framework, policies and guidelines for Optometry and Dispensing Optician through:

• Setting of professional norms and standards • Quality assurance of eye care education and

professional practice•DefiningScopesofPractice• Promotion of equitable and accessible eye care

service delivery. • Effective stakeholder engagement in order to protect

the public and guide the professions.

Mr M KobeChairperson



Performance Indicator Unit Baseline FY 2017/18 FY 2018/19 Actual Achievement in FY 2018/19 Deviation

Strategic Objective 1.1. To review, set and enhance quality standards within education and training.

Curricula Guidelines reviewed.Exit level outcomes/minimum standards.

% Not applicable 100%

PostGraduateCertificateinOcular Therapeutics.

Exit level outcomes reviewed, approved by the Board and shared with institutions.

Completed. No deviation.

Draft Guideline published. % Not Applicable.

100% Final guideline published.

Not in the plans for 2018/19. Not published.

Final Guideline published. % Not Applicable.

100% Final guideline published.

Not in the plans for 2018/19.

Not published, only shared with Higher Education Institutions (HEI).

% of Accreditation Guideline Review completed.

% Status of prior work done. 100% reviewed.

Reviewed, approved by the Board and shared with institutions.

Adherence to Accreditation Schedule & Criteria. % To be

Confirmed. 100% 100%

Two (2) institutions evaluated and accredited according to schedule; deviation in sending thefinalreportontwoaddressedaccordingly.

One institution’s evaluation moved from Q2 to Q4 due to challenges within institution.

Develop Evaluator Training Schedule and Criteria. 100% Not

Applicable.

100% Established Training Schedule.

Schedule aligned/linked to SGB meeting; evaluators were trained.

No training schedule; however, the Evaluators were trained on 19 June 2018.

Adherence to Training Schedule and Criteria. % To be

established.

100% Training conducted per schedule.

Evaluators Training workshop was held on 19 June 2018. None.

StrategicObjective1.2.ToinvestigatetherequirementofspecialitieswithintheDOandOPprofessions

IdentifyanddefineSpecialities. % Not

applicable.

Education Committee resolved to put on hold pending the completion of the4+1Optometryqualificationandto ensure due processes are followed.

A decision was taken to put this on hold therefore target not achieved.

Set minimum requirements for the specialities. % To be

Established.Baseline not established because depended on the above activity.

StrategicObjective1.3.TomaintainthequalityofprofessionalsthroughaNationalBoardExams

Monitoring progress of BPR implementation. % Status of prior

work done.

100% Submitted (Dependent on Council Resolution).

Monitoring of BPR project implementation is ongoing. Project Manager to make presentation to the Board on 09/05/2019.

None,pendingfinaldecision on national Board Exams new processes.

StrategicObjective1.4.ToPromotetheproductionandretentionofprofessionalsataratethatmeetstheneedsofthecountrywithrelevantstakeholders

Number of engagements. Number 3 2Identify and promote alignment with the needs.

• Meeting held with the HODs - one engagement per year.

•Stakeholdersidentified–DHET;HODs, NDoH.

• Stakeholders meeting in October 2018 with Dispensing Opticians and SAOA.

•Specificneedsstilltobeidentified.

Number of resolutions reached during engagements.

Number - - -No resolution taken pertaining to production and retention of professionals.

No deviation.

% of Professions with clearly definedcareerpaths. Number 0 3 professions. Not achieved yet.


Professional Board for Optometry and Dispensing Opticians (continued)


StrategicObjective1.5.Beresponsivetothesocio-political,socio-economic,socio-epidemiologicaldynamics

Contribution to Council’s Initiatives. % Not applicable.

100% Proposal/List of requirements submitted to Council.

100% Developed.

A submission of comments on Council documents.

List of requirements drawn by Exco 11/2018: -• National Board Exam; • National Health Insurance• South African Health Products

Regulatory Authority (SAHPRA) Inter-Board Engagement, and

•OfficeofHealthStandardCompliance(OHSC).

Develop criteria that make the Board responsive.

% Not applicable. 100% adherence

The Board to still attend to: aligning its policies to the NDP, as well as integrating school programmes in amending the Strategic Plan.

StrategicObjective2.1.Improvecommunicationwithallstakeholderstopromoteapositivebrandimage

Align Board’s Stakeholder Engagement Plan as informed by Council.

% Not applicable.

Not applicable Dependent on the approval of the HPCSA Stakeholder Plan.

100% Developed.

Dependency on approval of the HPCSA Stakeholder Engagement Plan.

Was suspended until the HPCSA Stakeholder Engagement Plan was approved.

Engagement targets per communication channelasspecifiedin the Stakeholder Engagement Plan.

% Not applicable.Same as above.

The Board needs to review the indicator.

Number

E-bulletins: 1

Newsletters: 2

Stakeholder Engagement: 1

• The e- bulletin not prepared. •Newsletternotfinalisedyet.• 2 Stakeholder engagements meetings.

2 meetings were held with the HODs, NGOs, Professional Associations & Optical Dispensers) held on 4 October 2018.

• e-bulletin article preparation to commence.

StrategicObjective2.2.FosteringpractitionercompliancetoCouncilRegulations

Number of compliance related engagements conducted through various platforms.

Number 1 1 4

• Board Chairperson represented the Board at SAOA conference and made a presentation on General Ethics in August 2018.

• Media statement on scope infringement on “hearing assessment” and“fittingofhearingaidsbyotherPractitioners/Front line staff.

EXCO in November 2018 resolved that there was a need to: i)definecompliancerelated

engagements. ii) give input to content of Roadshows

and representation.

Partially completed – 2 of 4.

StrategicObjective3.1.TopublishScopesofPractice

% of Professions under the ambit of the Board withclearlydefinedscopes of practice.

% Not applicable. 1 Pendingfinalisationofspecialities.



StrategicObjective3.2.ReviewtheScopeofProfessionforDispensingOpticianry

% of Profession for Dispensing Opticians withclearlydefinedScopes of Professions.

% Scope of Profession. 100% reviewed.

Regulationsdefiningscopeoftheprofessionshavebeen reviewed. Task team appointed to develop a proposal for expansion of scope for Dispensing Opticians.

% of Rules, regulations, guidelines and polices reviewedandfinalised

% To be established. 100%

100% reviewed.

Submitted to the NDoH for further processing – more information (socio-economic environmental assessment) is required from the Board – to be prepared and submitted to Legal and Regulatory Affairs.

Strategic Objective 3.3. NGO Regulations

Guidelines Developed. % None. 50%

developed.100% Developed.

Task Team established in May 2018, in progress; Draft developed and still being considered by the Board.

Guidelines not developed yet.

StrategicObjective3.4.EfficientfunctioningoftheBoard

Annual Board and Committee Performance Evaluation.

% Not applicable.

100% performance evaluation done.

Monitoring of Board Performance is ongoing.

100% evaluation of performance action lists were monitored and reminders sent to members.

Progress reports on implementation of the APP tabled at Board meetings.

EXCO in November 2018 resolved that corrective measures must be outlined in an Outcomes Document/Improvement Plan to assist with monitoring and evaluation (M&E).

Contribution to Council. % Not

applicable.100% submission of contributions. 100% Input/comments submitted as and when required.

StrategicObjective3.5.SkillsdevelopmentofBoardMembersandassociatedpersons

Number of Training Programmes attended per annum.

Number. 2 2 2 Training of evaluators was conducted on 19 June 2019. Training in Quarter 4 not done.

Attendance Rate of Training Programmes. % None. 80% 80% 85% (9/11) in Quarter 2.

0% of members trained in Quarter 4.

StrategicObjective4.1.Prescribeprofessionalpracticestandardsandguidelinesfortherespectiveeyecareprofessions

% of minimum standards reviewed. %

Existing standard of care and guidelines.

50%

100%finalised.Board approved Exit Level Outcomes for Post Graduate CertificateinOcularTherapeutics;senttoInstitutionson13 July 2018.

Achieved. No deviation.

% of minimum standards development.

%

Existing standard of care and guidelines.

100% (4)

Exit level outcomes for the 5-year Optometry programme drafted.

Tobefinalisedinthecomingyear.

StrategicObjective4.2.Monitorcompliancetotheminimumstandardsofcare

Review the criteria for Clinical Audit. % 0 5%

Task Team established to review the criteria. Reviewed document was approved with amendments and sent to the Legal and Regulatory Affairs for input/comments. Approved by the Board in October 2018. Finalised.

Finalised

Strategic Objective 4.3. Continual Ethical commitment

Input provided to Council with respect to licensure.

% Not applicable. 100% 100%

implemented. 100% implemented.

Promote CPD compliance. % 1 article per

newsletter. 100%100%1 newsletter article.

An article to be included in the newsletter next issue.Ongoing.


Professional Board for Optometry and Dispensing Opticians (continued)


Evaluations for accreditation of Dispensing Opticianry and Optometry programmes were undertaken at three universities in the months of August and September 2018, as well as in March 2019.

Feedback was provided in the form of evaluation report and institutions were also given an opportunity to comment on the factual correctness of those reports.

The Board continued to give guidance and support to all institutions offering education and training in Optometry and Dispensing Opticianry to ensure competent graduates would be registered with the Council.

Policyguidelinesfinalised:• Board Examinations guidelines reviewed to restructure

examination fees were approved by Council and promulgated.

• Guidelines developed to assist higher education institutions in the appointment of external examiners/moderators.

• Guidelines on the Recognition of prior learning (RPL) onTherapeuticsfinalisedandsharedwithuniversities.

•GuidelinesonCriteriaforforeignqualifiedapplicationsdeveloped and approved.

• Task Team appointed by the Education Committee to review Board Examinations guidelines to amend sections that require clarity and the draft reviewed document was still being considered by Education Committee.

• Guidelines on Restoration were reviewed by the Education Committee and approved by the Board.

Quality assurance in relation to the minimum requirements for registration – verification of number of clinical hoursachieved and/or number of patients seen by finalyear students. Also, in terms of monitoring the quality of education and training offered by the five accreditedinstitutions of higher learning in South Africa.

Two (2) workshops were held to set minimum standards and exit level outcomes for the five-year Optometryprogramme.


Involvement and engagement of relevant stakeholders such as higher education institutions, the Council on HigherEducation(CHE),theSouthAfricanQualificationsAuthority (SAQA), the National Department of Health (NDoH), Department of Higher Education (DHET), SAQA etc, in the development of the five-year Optometryprogramme was critical. Two consultative meetings were held with these critical stakeholders: 1. Scope expansion for ODs – Dispensing Opticians and Professional Association engaged in October 2018. The strategic direction of the Board was shared with stakeholders and the following topics were engaged on:• Scope expansion• Stakeholder engagement • Scope of Dispensing Opticians • Non-governmental Organisations •EfficiencyoftheBoardandCouncil(Turnaround

strategy)• Introducing specialities in Optometry Developments

within the HPCSA

2. NGOs - There were issues with mobile practice, i.e. the process of operating mobile practices and employing foreign unregistered persons. Discussions were also entertained around government moving towards the National Health Insurance (NHI).

The annual engagement with Heads of Departments or programmes of Dispensing Opticianry and Optometry fromallfive(5)institutionstookplaceinJune2018wherepolicy matters and best practices were shared.

Representation and participation of the Board in the National Eye Health meeting organised by the NDoH in July 2018.


Guidelines on Clinical Practice EvaluationsThe Board developed guidelines on the evaluation of clinical practice. These guidelines, which incorporated inputs from the Department: Legal and Regulatory Affairs, were approved by the Board in October 2018.

The Committee for Preliminary Enquiries considered twenty - nine (29) cases and the Professional Conduct Committee only handled fourteen (14) matters.


7.ScopeofProffesions

Dispensing Opticians’ pursuit for scope expansion is still under way. Consultations continued during the period under review and will continue until the matter isfinalised.


The annual verification of compliance on the patientnumbers/clinicalhoursseenbyfinalyearstudentswascarried out by the Board and feedback given to the institutions.

The Procedure for the facilitation of registration of foreignqualifiedOptometristsandDispensingOpticianswas developed and approved by the Board in October 2018.

Applications for registration with foreign qualificationswere verified and those compliant to the Board’sminimum set standards were approved by the Education Training and Registration Committee.

In relation to Continuing Professional Development (CPD) – accredited service providers (ASP) and accreditors appointed by the Board submitted their Annual Reports for the Board’s consideration. Positive and constructive feedback was given, where appropriate, for improvement of quality of activities and an increase in ethics activities.


Board examinations are conducted twice a year; in March/April and September/October of each year. These Board examinations are mainly for restorations and registrations of persons with qualifications notprescribed by the HPCSA. 25 candidates participated the two (2) exams. All these examinations were successfully conducted.

10. Governance

The review of the progress made on the implementation of annual targets as outlined in the Annual PerformancePlan, was done twice in May and October 2018.

The Board is pleased with its achievements in this regard. Monitoring of the mitigation of identified riskswas an ongoing activity and was successfully achieved.

Of the twenty-two (22) risks identified in line with theBoard’s Strategic Plan, two (2) were put on hold as the objectives thereof were put on hold. Three (3) were not attended to as yet, three (3) were partly mitigated (processes underway) and fourteen (14) have been addressed fully and mitigated by the Board.

A mechanism is in place to monitor expenditure of the budget which was developed in line with the Board’s Strategic objectives.

In accordance with regulation 2 of the Regulations relating to the functions and functioning of Professional Boards, the Committees of the Board and their Terms of Reference, were accordingly reviewed

11. Highlights

• Two Community Representatives in the Board were replaced by the Minister of Health after almost three years making the Board to operate at full capacity.

• A Board member who had not been actively participating in the Board activities was replaced.

• Policy guidelines were developed, others reviewed and all legislative framework pertaining to the Board reviewed.

• Continued research and consultations on possible expansion of scope of practice for Dispensing Opticians was undertaken.

• Improved stakeholder meetings.• More effective handling of legal matters by the

Preliminary Committee.• Close monitoring of education standards with regular

reporting by institutions.• Online sale of contact lenses and spectacles

incorporated to the reviewed ethical rules – awaiting finalpromulgation.

• In terms of the Expansion of Drug list for Optometrists, there have been continued engagements with the South African Health Products Regulatory Authority (SAHPRA).

• Engagements with stakeholders continued on the 4+1 Optometry programme and will continue until the envisaged programme is in place.

• A Task Team was established to develop a standard template for clinical hours/patient numbers reporting by institutions of higher learning - and the Template was approved by the Board and circulated to institutions.


Professional Board for Physiotherapy, Podiatry and Biokinetics

1. Overview

In the period under review, the Board and its structures held all of its 25 scheduled and unscheduled meetings and activities). 100% of agendas for all meetings were completed and no meeting was cancelled due to lack of a quorum. The Board has seen good and improved attendance of meetings by Members and an improved working relationship with the Board’s Secretariat.


The Professional Board for Physiotherapy, Podiatry and Biokinetics adopted the following as its Vision and Mission: VisionThe vision for Professional Board for Physiotherapy, Podiatry and Biokinetics is;

“Ensuring quality specialised skills in Physiotherapy, Podiatry and Biokinetics professions”. MissionThe mission of the Professional Board for Physiotherapy, Podiatry and Biokinetics is: • To guide, set standards and regulate the professions

in line with national and international practices.• To protect the public.• To proactively address the needs of the community

and relevant stakeholders.• To advocate for the professions and advise relevant

policy formulation.•Toensureefficientandeffectivefunctioningof

the Board.

Ms ND DantileChairperson


Annual Performance Plan Performance

Indicator Unit Baseline FY 2017/18 FY 2018/19 Actual Achievement in FY 2018/19 Deviation

Annualy Targets for Goal (Programme) 1

Strategic Objective 1.1. Review the ethical rules and guidelines

Reviewed ethical rules and guidelines. Number New

Indicator.Establish Baseline.

Establish Task Team.

Task Team (Prelim Members) established & budget provision made.One (1) meeting held August 2018, Reviewing ethical rules; – verbal report given at the Board meeting.

Baseline not established.

StrategicObjective1.2.Scopesoftheprofessionsand/orpractice

Reviewed and updated Scopes of profession/ practice

% New indicator.

100% completion of 1st Draft Scope of Practice

Five (5) Meetings of the Task Team - Scope on Minimum Standards held.

a. Draft documents presented to stakeholders twice and awaiting feedback.

b.Board approved the first draftdocuments – final draft to beapproved by Board after meeting with stakeholders in August 2019.

c. Draft documents circulated to other Professional Boards in November 2018 for input/comments by Feb 2019. Input/comments received given to the Task Team for consideration then feedback given to ETRC in March 2019.

d. About 75% of minimum standards of training reviewed.

No deviation

StrategicObjective1.3.Settingclinicalstandardsforpractitioners

Completed clinical standards. Number.

100% completion of 1st Draft Standards.

100% completion of drafts.

No progress – still to be attended to – carried over.

StrategicObjective1.4.ReviewandalignHPCSAlegislationconsideringpoliciesandproceduresinlinewithnationalandinternationalpractice

Number of legislations, rules, regulations and guidelines reviewed in accordance to Review schedule

Number To be established. No target set.

The regulations, which had been pending since their submission to the Council in June 2017, were then forwarded to the National Department of Health for promulgation in May 2018.

Awaiting feedback from NDoH on: a. Regulations relating to the

qualificationsforregistrationof Biokineticist: Amendment to include the University of the Free State.

b. Regulations relating to the qualificationsforregistrationof Biokineticist: Amendment tothequalificationname.

StrategicObjective1.5.Maintain,improveandenhancecompetenciesandskillsrelatingtoCPD

Appointed CPD accreditorsratifiedinlinewithdefinedprocess by reviewing guidelines.

Number To be established.

Review guidelines – give input/comments.

Generic CPD guidelines reviewed/ input given.Reports from CPD Accreditors and Accredited service providers.

No deviation.


Professional Board for Physiotherapy, Podiatry and Biokinetics (continued)


StrategicObjective1.6.Qualityassuranceofqualifications

Develop Evaluator Training Schedule and Criteria (based on industry need). relating to Biokinetics.

Availability. Not applicable.

100% established training schedule.

Schedule not established; updated evaluation forms.

Training of evaluators not done yet.

Process changed.

Adherence to Training Schedule and Criteria.

To be established.

Dealt with in 2016/17 and 2017/18.

No training schedules.

Meet with SAQA regarding evaluation and allocation of NQF levels for foreign qualifiedpractitioners.

Number. One (1) meeting per annum.

The Roster for Evaluations was updated with the names of the panel members for 2018/19 and for 2019 and 2020 evaluations.

Institutions were reminded of the next evaluation visits.

The Evaluation Roster was submitted to the Education Committee on an annual basis to ensure that evaluations were conducted at regular intervals as per the ETQA requirements.

Meeting with SAQA not held

StrategicObjective1.7.DefinedCareerPaths

DefinedCareerPathsforthenine (9) Professions under the ambit of the Board.

% Progress report.

Task Team on extended Scope of Physiotherapists established.

Worknotfinalised–ongoing.

Notfinalisedyet.

Targets for Goal (Programme) 2

StrategicObjective2.1.Empower,inform&educatethepublicontheirrightsandexpectationswithrespecttoPPBservices

Provide content to Corporate Affairs to inform the public about PPB services.

Number. To be established.

3 articles per annum.

One article sent to Corporate Affairs for the Newsletter in September 2018.

Draft Newsletter – not ready yet (awaiting 3 items).

Newsletter not published.

Target for Goal (Programme) 3

StrategicObjective3.1.Developandimplementacommunicationplantoeffectivelycommunicatewithstakeholders

Number of engagements per communication channel. Number. To be

established.Establish baseline.

• HODs meeting held in August 2018.•PractitionersBoardspecificRoadshowheldatthe Hemingway’s Hotel, East London, in October 2018.

Develop Stakeholder’s Engagement Strategy. Number. To be

established

100% developed baseline.

Awaited approval of Council Strategy - Not done yet.

Awaited approval of Council Strategy - Not done yet.

StrategicObjective3.2.AdvocateforthestrategicpositioningofthePPBprofessionsintheNationalHealthcaresystem

Number of engagements and resolutions implemented Number.

1 meeting with all stakeholders per annum.

1 meeting.

Achieved.

One (1) meeting held with Practitioners.

Two (2) meetings with National Department of Health.

One (1) meeting with HoDs (from universities offering the education and training programmes for professions under the ambit of the Board) and Professional Associations/Societies.

StrategicObjective3.3.Engagewithrelevantstakeholderstoencourageresearchthatwillinfluencepolicy

Prioritised Research Questions Researched and published.

The Education Committee to develop the Terms of Reference (ToR).

To be established.

Develop the Terms of Reference (ToR)

Terms of Reference (ToRs) not developed yet. Not done yet



StrategicObjective3.4.Improveinternalcommunication

Participation in the Inter-Board Forum (number of meetings attended)

Number. 1 or 2 meetings per year.

1 meeting. Achieved – 1 scheduled meeting.

One (1) scheduled for March 2019 was cancelled.

Boardad-hocmattersfinalisedwithinthedefinedturnaroundtimes – through a round-robin.

10 working days.

10 working days is a challenge, however improving.

Turnaround time not adhered to – improving.

Target for Goal (Programme) 4

StrategicObjective4.1.Define,implementandenforcedefinedrolesandresponsibilities

Report to Council through the Board performance monitoring tool.

Availability of a Report.

Report available.

1 report available.

1 report available. Target achieved.

Strategic Objective 4.2. Performance evaluation – Monitoring and Evaluation of the Board and Board Members

Results from Board Performance Evaluation Tool.

Availability of the

Performance Evaluation

Tool.

To be established.

Establish baseline.

Regular reporting to the Board done – standing item at each Board meeting.

Outstanding matters carried over to the Annual Performance Plan.

StrategicObjective4.3.DeveloptargetsandprocessesfortheBoardandSecretariat(includingturnaroundtimes)

Implement and measure the adherence to MoU between Council, Secretariat and Boards.

%

Established MoU.To be established.

100% developed. MoU reviewed, signed and adhered to.

Implement and measure the adherence to MoU between Council, Secretariat.


Develop a measuring tool.

Control sheets available for each meeting.

Agenda items completed in meetings. % 100% 100% 100% 100% of agenda items of all meetings

finalised. No deviation

Research conducted and consultation of relevant stakeholders on all agenda items.

New indicator.

Well researched and appropriate supporting information presented to the meetings.

Target achieved.

StrategicObjective4.4.DefineadequateandcompetentSecretariatInfrastructureandresourcestosupportPPBBoard

Reviewed secretariat provision in line with Board requirements. % Not

applicable. 100% implemented. This has been stabilised.

StrategicObjective4.5.GuidelinesandfeedbackprocessesregardingexternalandadditionalactivitiesasitpertainstothefunctioningoftheBoard

Development of external and additional activity guidelines and feedback form.

Availability. Not applicable.

Develop guidelines and reporting form.

Guidelines and feedback form not developed yet – processes to be documented.

Not achieved.

Strategic Objective 4.6. Board Communication

Development of internal communication guidelines e.g. response to email.

% Implementation. Achieved. No deviation.

Strategic Objective 4.7. Professional Conduct

Percentage of professional conductmattersfinalisedatBoard or Professional Conduct Committee within 18 months.

% 4 reports per annum.

4 quarterly reports received from the Legal and Regulatory Affairs Unit.

Reports received from the Legal and Regulatory Affairs – not a Board function

StrategicObjective4.8.SkillsdevelopmentofBoardMembersandassociatedpersons

Training of Board members annually. Number.

One training conducted for Board Members

Training of Board members on the Online meeting portal.Budget training done in October 2018. Training on Governance issues to be organised.

Achieved.


Professional Board for Physiotherapy, Podiatry and Biokinetics (continued)


As per its mandate, the Board is required to evaluate highereducationinstitutions(HEIs)onceeveryfiveyearsand to give accreditation for the training of students in accordance with the minimum standards of training. The evaluations schedules for quality assurance of the different education and training programmes for the different professions under the ambit of the Board, were adhered to.

The Board continued to give the necessary support to the institutions as seven institutions were evaluated and approved to continue offering the education and training programmes. More than 54 applications received of which 37 were approved and 17 were not.The practices were assessed for accreditation towards appointing qualified Biokineticists to do Internship fora period of 12-months. Placement of graduates for Internship remained a challenge for many.

All three professions under this Board started the review of the minimum standard documents to ensure the standards are updated and match the developments in education and training. Consultations with relevant stakeholders has been conducted and input/comments received incorporated into the reviewed documents. Input and comments were also requested from the other eleven Professional Boards to ensure that there would be no scope infringements. The process is anticipated to be finalised in the next financialyear.


The annual engagement with the Heads of Departments at higher education institutions offering education and training in Physiotherapy, Podiatry and Biokinetics took place in August 2018. The Professional Associations were also involved in the same engagement.

ABoardspecificPractitionerRoadshowforthisreportingperiod was held in the Eastern Cape (East London) on 3 October 2018 and was attended by 47 practitioners.


The Committee for Preliminary enquiries handled 13 cases and 14 matters were handled by the Professional Conduct Committee.


All three professions under this Board started the review of scope of profession to update and ensure alignment to developments and needs of the country.

Consultations with relevant stakeholders was conducted and input/comments received were incorporated into the reviewed documents.

Inputs and comments were also requested from the other 11Professional Boards to ensure that there would be no scope infringements. Early in 2019, the Task Team incorporated input and comments received, and the finaldraftdocumentswillbeapprovedbytheBoardinthenext financial year. Theprocess is inprogressandexpectedtobefinalisedinthe3rdquarterofthenewfinancialyear.


The Board continued to encourage the offering of relevant continuing professional development activities by accredited service providers.

At the stakeholder meetings, practitioners were also encouraged to attend such activities to remain compliant to the legislative requirement. Compliance levels were monitored through reports received on activities offered by accredited service providers. Twelve(12)applicationswithforeignqualificationswereevaluated to verify comparability with the South African qualificationsforregistrationwiththeCouncil.


Two (2) Board Examinations were conducted in March/April and September/October 2018 respectively for both theory and practical components for six (6) candidateswhoqualifiedincountriesotherthanSouthAfrica and seeking to be registered with the HPCSA.


Of the six, four (4) candidates were successful in the examinations and have been registered and two (2) were not. The two were afforded an opportunity to retake the examination.

10. Governance

The Board has a Strategic Plan Document from which the Annual Performance Plans (APPs) were developed. The APPs were developed, monitored and reported on at every Board meeting. A special Board meeting held in December 2018 to specifically audit the StrategicPlan, the Risk Register and the Annual Performance Plan 2018/19 was successful. The three documents weresuccessfully aligned and gaps in the Annual Performance Plan and the Risk Register addressed.

The Terms of Reference (ToR’s) for the different Committees of the Professional Board were reviewed as required annually. Regular reports from these Committees were tabled at all Board meetings.

The Board continued to monitor the budget to ensure that all activities are implemented within the approved budget

11. Highlights

a. The Board continued to pursue the South African Pharmacy Council (SAPC) regarding the non-issuing of local anaesthesia to Podiatrists for purposes of administering to patients. The non-issuing, which started in 2018, needed to be resolved so as to give patients comprehensive and quality health care management they deserve.

b. All scheduled and unscheduled/extra-ordinary meetings and activities of the Board and its Committees were successfully held.

c. T he Board held successful stakeholder engagements.d. Progress made with Scope of the profession

documents and minimum standards of education and training for the professions under the ambit of the Board.

e. The “Grandfather Clause” was approved by the Board for upgrading of Physiotherapy Assistants (PTAs) to Physiotherapy Technicians (PTTs).

f. All scheduled evaluations for accreditation of programmes and clinical facilities (for Biokinetics internship training) took place and all reports given to institutions in time.

g. Attendance of meetings by Professional Board Members was good.

h. Application for Biokineticist Internship completed in Namibia was approved.


Professional Board for Psychology

1. Overview

The Professional Board for Psychology is constituted of twenty (20) members appointed by the Minister of Health in terms of Section 15 of the Health Professions Act 1974, (Act No. 56 of 1974).


The Vision for the Professional Board for Psychology is to guide, regulate and advocate for quality psychological healthcare.

In the Mission Statement, the Board commits to strive to protect the public and guide the profession through:• Legislation, regulations, guidelines and policies •Effective, efficient and transparent procedures and

processes• Relevant and progressive standards• Engaging the public, training institutions, practitioners

and other relevant stakeholders


After its inauguration in 2015, the Professional Board for Psychology developed a Strategic Plan 2015 to 2020, which included the following main objectives and initiatives:• to review and clarify the scope of practice and scope

of profession in line with best practice and ensure that it meets the needs of the public.

• to review and update the ethical rules, regulations, guidelines and policies applicable to the profession.

• to improve inter-sectoral relations and engage with international bodies to ensure that best practice and benchmarking is incorporated locally.

• to improve communication with stakeholders and inter-sectoral relations.

• to ensure quality of training programmes, adherence to minimum standards for training and training facilities, compliance to CPD requirements and the conducting of examinations that are enforcing standards, and that are fair and transparent.

•tostreamlinetheclassificationprocessofpsychometrictests in line with the legislative framework.

Prof. BJ PillayChairperson


The Board’s 2015/16 – 2020/21 Strategic Plan necessitated that the following Work Plan be designed to ensure full execution of its mandate:


Strategic Objective Performance Indicator Unit Baseline FY 2017/18

FY 2018/19

Actual Achievement FY 2018/19 Deviation


1.1ClearlydefinedScopes of Practice and Profession that meets the needs of the public.

Finalised Scopes of Profession applicable to the Board in accordance with the Plan.

% of Completion. 80% 80% 90%

Scopes of Practice no longer pursued following the outcome of scope review processreflectingprofessionals’objection.

Regulations relating to Scope of Profession 2008 is in place and applied to regulate profession.

Deviation from initial objective to develop scope of practice.

Finalised Scopes of Practice applicable to the Board in accordance to Plan.

% of Completion. 90% 80% 100%

Scope of Profession developed and in place.

Scopes of Practice no longer pursued.

Deviation based on mandate of profession.

% of professions under the ambit of the Board with definedcareerpaths.

% 20% 30% 45% Definedcareerpathsareinplaceinlinewith the HEQSF. No deviation.

1.2 Up-to-date and applicable rules, regulations, guidelines and policies.

% of rules, regulations and guidelines reviewed. % 70% 60% 85%

Ongoing review of rules, regulations and guidelines.

The following documents were reviewed and approved by the Professional Board:• SGB Documents for all categories

reviewed. • Guidelines for evaluation of programmes. •Applicationformfornon-SAqualified

practitioners.• National Board Examination Policy. • Study guidelines for examination. • OSCE examination guidelines.

No deviation.

% of rules, regulations and guidelinesfinalised. % 55% 50% 85% 85% of rules, regulations and guidelines

finalised. No deviation.

% of rules, regulations and guidelines implemented. % 55% 60% 85% 85% of rules, regulations and guidelines

implemented. No deviation.

1.3 Revise ethical rules, guidelines and formulate an Oath/AffirmationforPsychologists.

% of ethical rules, and guidelines revised and finalisedaccordingtoPlan.

% 50% 50% 60% Ethical Rules of Conduct and Annexure 12 under review and at consultation phase. No deviation.

% of ethical rules, and guidelines implemented according to Plan.

% 50% N/A 50% 50% of ethical rules, and guidelines implemented according to Plan. No deviation.

Oath/AffirmationforPsychologists formulated. % 50% N/A 50% Oath/AffirmationforPsychologistsin

progress. No deviation.

Oath/Affirmationfor Psychologists implemented.

% 50% N/A 50% Oath/AffirmationforPsychologistsinprogress and not implemented. No deviation.

1.4. Quality assurance of: Accreditation of Training Institutes and Training programmes Accreditation process.

Finalise Guidelines and processes for Evaluators. % 80% 70% 90%

Finalised Guidelines and processes for Evaluators.

Annexurestoguidelinesarebeingrefined.

No deviation.

Monitor adherence to evaluator training guidelines and processes.

% 100% 90% 100% 100% Adherence to evaluator training guidelines and processes. No deviation.

Number of site visits (educational institutions) of accreditors per annum.

Number. 4 4 6 22 programmes were evaluated at six (6) Higher Educational Institutions. No deviation.

Number of visits to Internship sites per annum.

Number. 10 10 13 Thirteen (13) Visits to internship facilities were conducted. No deviation.


Professional Board for Psychology (continued)




1.5. Quality Assurance of CPD

Develop focus on psycho-legal work in CPD programmes in line with the scope of practice, with special focus on Registered Counsellors and Psychometrists.

% Not applicable 60% 60%

Advocacy to focus on psycho-legal work in CPD programmes.Enhanced focus on psycho-legal work in CPD programmes promoted at meeting with CPD Accreditors on 28 September 2018.

No deviation.

Criteria for quality control of CPD presenters and programme contents.

%

CPD Accreditor Annual Reports

60% 80%

CPD Accreditors Annual Reports served at ETR Committee for quality control. Facilitated annual meeting with CPD Accreditors.

No deviation.

1.6. Quality Assurance of Examinations

Assessment of the National Board Examinations in accordance with procedures including practitioners to be restored.

% 95% 80% 100%

The National Board Examination Policy and Study Guidelines were updated, approved and are in place.

Improved consistency.

No deviation.

Assessment of foreign qualifiedpractitionersinaccordance with procedure (including OSCE and VIVA).

% 80% 70% 100% Guidelines for OSCE examination in progress. No deviation.

1.7. Quality Assurance of Psychometric Tests.

Evaluationandclassificationof tests within the required timeframes.

% 48% 70% 100%

Revised Mandate of Psychometrics Committee no longer required evaluation of Psychometric Tests. Tests wereonlytobeclassifiedasbeingpsychological or not.

Deviation due to national legislation requirements.

1.8. Streamline the classificationprocessof Psychometric Tests.

Implementation of the re-imagined test evaluation framework.

Yes/No Yes Yes Draft Plan Developed.

Revisedprocessoftestclassificationimplemented.

Deviation based on the national legislation requirements.

1.9. Review and develop Guidelines for Online/Electronic/Telephonic Assessments, Examinations and Interventions.

Guidelines for the Online/Electronic/Telephonic Assessments, Examinations and Interventions reviewed.

% reviewed 40% 50% 50%

Draft Guidelines for Online/Electronic/Telephonic Assessments developed and are in progress.

No deviation.

Guidelines for the Online/Electronic/Telephonic Assessments, Examinations andInterventionsfinalised.

Yes/No No No No Work in progress. No deviation.

Guidelines for Online/Electronic/Telephonic assessments, examinations and interventions implemented.

Yes/No Not applicable No No Work in progress. No deviation.

1.10. Ensuring Professional Conduct matters are dealt with effectively andefficiently–DEPARTMENT: LEGAL AND REGULATORY AFFIRS.

Professional Conduct mattersfinalisedatBoard/ Professional Conduct Committee within eighteen (18) months.

% 55% 65% 80%Increased capacity of Prelim Committee with more frequent meetings to deal with cases.

No deviation.

Professional Conduct matters finalisedatPreliminaryInquirywithin eight (8) months.

% 50% 65% 90%Increased capacity within the Complaints Handling Unit (CHU) in screening of cases.

No deviation.

Availability and review of Preliminary Inquiry and Professional Conduct Committee reports.

% of reports reviewed.

40% 45% 80%

Reports from the Department: Legal andRegulatoryAffairstoconfirmreduction of Professional Conduct matters.Reports submitted at each Professional Board meeting on Prelim cases to track progress.

No deviation.



Foreignqualifiedregistrationrequiring the Professional Board’s attention attended to within six (6) months.

% 100% 100% 100% Reports from the Division: Registrations. No deviation.

Restorations requiring the Professional Board’s attention attended to within nine (9) months.

% 100% 100% 100% Reports from the Division: Registrations. No deviation.

1.12. Legislative Review.

Contribution towards Council’s Report on Legislation.

Number of memo submitted to Council.

1 1 1Contributed towards the National Legislative Review process.

No deviation.

Improve inter-sectoral relations.

Number of engagements per annum as per Engagement Schedule.

Number 5 5 6

Participated in two (2) Conferences/Congresses.

Facilitated the commemoration of Mental Health Month in October 2018 within the HPCSA and the profession.

No deviation.

Engagement with International Bodies to ensure that best practices and benchmarking is incorporated locally.

Implementation & Adherence to the International Body Engagement/Communication Policy.

% 0% Not established.

Not established.

Implementation & Adherence to the International Body and engagement/Communication Policy not established.

Deviation due to Non-establishment of the Policy.

Stakeholder communication.

Survey Outcomes/Client Satisfaction rate. Number Not

applicable 1 1Stakeholder Communication Plan developed, adopted and implemented.

No deviation.

Implementation of Stakeholder Engagement Plan.

% 0% 50% 50%Engagement targets as specifiedintheStakeholderEngagement Plan exceeded.

No deviation.

Engagement targets per communication channel as specifiedintheStakeholderEngagement Plan.

Number 1 3 6Engagement targets as specifiedintheStakeholderEngagement Plan exceeded.

No deviation.

Participation in the Inter-Board Forum. % 100% 100% 100%

The Professional Board represented at Inter-Board Forums.

No deviation.

Inter-Board matters from Councilfinalisedwithinthedefinedturnaroundtimes.

% 100% 100% 100%Inter-Board matters from Councilfinalisedwithinthedefinedturnaroundtimes.

No deviation.

Evaluation of Board and its Committees by means of Performance Evaluations (Self-evaluation).

Annual Board & Committees performance evaluation. Number 1 1 1

Annual Board Performance Assessment completed.

Internal Audit on governance compliance processes undertaken.

No deviation.

Skills Development for Board Members and Associated persons and training programmes

Number of Board Training Sessions held. Number 2 1 1 Training provided based on

member requirements. No deviation.

Attendance Rate Board Training. % 80% 80% 90%

1 Training session provided for Examiners, Moderators and Markers.

No deviation.

Adherence to Evaluator & Examiner Training Schedule and Criteria.

% 100% 100% 100% Training reduced based on resolution by members. No deviation.

Contribution to Council’s Initiatives (Business model review & IT Roadmap of Council’s)

Contribution to Council’s initiatives (development of IT Roadmap & Business Model Review).

Number of engagement regarding Council initiatives.

5 1 1

Contributed to BPR processes and development of IT Roadmap & Business Model Review.

No deviation.

ImplementationofOffice365 and meeting workspace functionalities.

% 90% 95% 100% All meetings published on Meeting Workspace Portal. No deviation.





Management of ConflictofInterest.

Developmentofaconflictresolution policy and protocol.

% Yes 90% 100%

ConflictofInterestProtocolimplemented for the Professional Board and Committee Agendas and are provided for in the Attendance Registers.

No deviation.

Improved effectiveness andefficiencyofmeetings.

Develop and implement MOU between Committee Chairpersons and Secretariat.

% 100% 100% 100%MOU between Committee Chairpersons and Secretariat is in place.

No deviation.

% of agenda items completed. % 95% 100% 100% Minutesreflectitemsandexecutionof

resolutionsreflectstatusofexecution. No deviation.

Litigation due to ultra vires decisions. Number No

baseline 0 0 No litigation due to ultra vires decisions reported. No deviation.

4. Perormance Overview

To achieve the strategic objectives alluded to above and to improve communication with stakeholders and inter-sectoral relations, the following meetings and Board activities were conducted during the period 1 April 2018 - 31 March 2019:

Board Activities Number of Activities

Board meetings 2

Risk Register Planning Workshops 2

HPCSA Roadshows 2

Executive Committee meetings 3

Education, Training and Registration Committee meetings 4

Examinations Committee meetings 3

Committee for Preliminary Inquiry meetings 3

Psychometrics Committee meetings 3

Accreditation and Quality Assurance Committee meetings 3

Working Group Meeting Scope Regulations 2

Task Team meetings/Ad Hoc meetings 2

National Board Examinations 3

Evaluation of programmes at HEI (Total 22 programmes) 6

Evaluation of Internship facilities 13

Congresses and Conferences 2

CPD Accreditors meeting 1

Central Marking sessions for Board Examinations 3


5.1 Maintaining Standards of Education and Training One of the primary functions of the Board was to determine and set the minimum standards and ensure compliance with those standards of education and training.

These included the review of the standards for education and training for all categories of Psychologists, Psychometrists and Registered Counsellors in line with international best practice while keeping in mind the needs of the South African population.

5.2 Quality Assurance of Programmes Thefive(5)yearcycleofevaluationandaccreditationof education and training institutions against a set of criteria and guidelines proved successful as prospective students and the public were able to verify, with the Board, the list of accredited training programmes that met the accreditation criteria as determined by the Board.

In the reporting period, the Board evaluated 22 programmes at higher educational institutions and 13 internship training facilities as part of its process of ensuring compliance to minimum standards of education and training for psychology professionals. Issues such as inadequate transformation, insufficient access, theexposure to a variety of psychometric assessments and the inability to secure psychometric tests as well as inadequate staffingat some institutionswere identifiedas challenges and areas that needed improvement.


5.3InternshipTrainingThe term “Internship” refers to the prescribed minimum period of 12-month of full-time practical or clinical traininginaspecificcategoryofPsychology.

The primary purpose of an Internship programme is to integrate, apply and refine student psychologists’attitudes, competencies and skills that are necessary to prepare them for independent functioning as psychologists in a variety of settings.

It was critical for the Professional Board to ensure that Interns are adequately trained and competent as healthcare practitioners on completion of their internship programmes and the Board’s responsibility was to ensurethatnewlyqualifiedpractitionersareadequatelyprepared for the Board Examinations before they can register as competent psychology professionals.

6. Stakeholder Engagements

The Board continued to play a significant advocacyand advisory role in line with one of Council’s strategic objective of stakeholder engagement. This was to ensure that the Professional Board improves its communication with stakeholders and further enhance its inter-sectoral relations. With this initiative in mind, the Board promoted dialogue with the various stakeholders in order to protect the public and provide guidance to the professionals. To this end, the Board attended the following Conferences/Congresses in the period under review:

6.1 The 20th Society for Industrial and Organisational Psychology of South Africa (SIOPSA) Conference The Society for Industrial and Organisational Psychology of South Africa (SIOPSA) Conference was held on 24 – 26 July 2018 at the Council of Scientific and IndustrialResearch (CSIR).

The Board exhibited and sponsored promotional material at the Conference.

The Board was invited to be part of a Round Table discussion under the theme: “Towards South African Assessment Evaluation Criteria and Mapping BestPractice”. The Chairperson of the HPCSA Psychometrics Committee

provided an overview on the mandate and role of the Board and, specifically, the role of the PsychometricsCommittee. Issues of test classification based onpsychological constructs were also discussed.

6.2 The 24th Psychological Society of South Africa (PsySSA) CongressThe 24th Session of the Psychological Society of South Africa (PsySSA) Congress was held on 11 – 14 September 2018, at the Emperors Palace in Kempton Park.

Board members participated in the Round Table discussions,with the topic:• Forensic Psychology – Requirements for a separate

registration category

A survey on the overall experience of practitioners on the work of Forensic Psychology was discussed and facilitated by members of the Forensic Task Team.

• An update on the review of the Scope of Practice

An overview and update regarding the progress of the Scope review was also presented.

6.3 Commemorating the Mental Health Month – October 2018 The Professional Board for Psychology commemorated the World Mental Health Day and World Mental Health Month in October 2018. World Mental Health Day is observed on 10 October in more than 100 countries to raise awareness on mental health issues globally.

The Board’s commemorations comprised an awareness campaign on mental health issues and which was targeted at the entire South African public.

The campaign was intended to empower communities eliminate the stigma associated with mental health illnesses formed by misconceptions, that usually lead to delays in patients seeking treatment due to fear of victimisation and/ or labelling.



The Board embarked on a series of educational programmes and discussions on various media platforms, including on 11 SABC radio stations in the country. The use of 11 radio stations was to ensure equal distribution in terms of language spread and that all communities are addressed in their indigenous languages.

The Professional Board for Psychology also continued to advocate for more funding and increased awareness programmes around mental illness. These in an effort to drive mental health issues as well as mental health services to ensure that people affected by mental illnesses are able to get necessary services so that they may lead normal lives and contribute to society. These awareness and educational campaigns by the Board were conducted in line with the HPCSA’s mandate of protecting the public.

To further achieve the strategic objectives of improving communication with stakeholders, the following additional engagements were undertaken in the period under review:

Date Nature of the Engagement

22 June 2018

The Board Roadshow was held in Polokwane on 22 June 2018. The Board apprised practitioners on the role and functions of the Board’s Committees. The Board seized the opportunity and updated practitioners on the progress made in terms of the Board’s achievements in line with the set strategic objectives and on the review of regulations relating to the Scope of Profession of Psychology. 120 delegates attended the session.

3 July 2018A meeting by the delegation from the Board was held with the Ministry of Health. The purpose of the consultation was to ensure adherence and regulatory compliance to the requirement of Section 61 (1) of the Health Professions Act, 1974 (Act 56 of 1974) that provided for the Minister to consult with Council when making regulations.

19 July 2018The Professional Board for Psychology was represented at a Practitioner Roadshow, held in Durban, KwaZulu Natal. The Professional Board’s Secretariat manned the Board’s Exhibition Stand and provided information and Policy Guideline documents to practitioners.

29 August 2018 The Professional Board for Psychology was represented at a Practitioners Roadshow, which was held in Pretoria. At this Roadshow, the Board’s Secretariat manned the Board’s Exhibition Stand and provided information and Policy Guideline documents to practitioners.

28 September 2018 The annual meeting with the Continuing Professional Development (CPD) accreditors was held. The purpose of the meeting was to discuss the CPD accreditation processes and related challenges such as consistency and scope creep.

26 October 2018 The annual meeting with the Heads of Departments, which included the Programme Coordinators and the Internship Coordinators was held. The purpose of the engagement was to highlight the important role and responsibility of institutions in the quality assurance of internship training, especially in the case of tailored internships.


In terms of the mandate of the Committee of Preliminary Inquiry, the Committee was authorised as determined by the Board, to deal with all matters relating to preliminary inquiries regarding complaints in terms of Section 41(2) of the Health Professions Act, Act 56 of 1974 and to report thereon to the Board.

The Committee of Preliminary Inquiry conducted three meetings between April 2018 to March 2019 and the following matters were dealt with:

Matters that served before the Committee 60Explanations noted/accepted 24Cautioned/ Reprimanded 2Inspections 0Consultations 0DisciplinaryInquirywithoptionoffine 1Disciplinary Inquiry 4Further consideration deferred 19Complaint withdrawn 0Foundguiltyandimposedfine/penalty 8Not to proceed with complaint 0Referred to Pro-Forma Complainant 2Matter Outside Councils Jurisdiction 0Fine reduced 0Mattersfinalised 34


8.ScopeofProfession

The Board embarked on a review of the Regulations relating to the Scope of Practice for Psychology practitioners.

The review of the scope was aimed at addressing challenges experienced with the existing Scope of Practice that was used to prevent practitioners working out of their scope. The existing Scope of Practice in its current form resulted in extensive litigation against the Board. The revised Regulations were approved by the Board in February 2018 and subsequently by Council in March 2018. The Regulations, together with the supporting documentation, were later submitted to the Minister of Health for promulgation. The draft Regulations definingtheScopeoftheProfessionofPsychologywaspublished for comments by the Ministry of Health on 12 October 2018 for a period of three (3) months ending December 2018.

A specially designed template was used by the Department of Health to consolidate all comments received for the Minister’s consideration and to demonstrate that all comments were considered and recorded as per the prescribed procedure.

After extensive engagements with all stakeholders, the Board concluded that no amendments to the Scope Regulations would solve the challenges associated with the scope. To this end, it was resolved that in the best interest of the profession, it would be prudent to revert back to the September 2008 Scope of the Profession Regulations which regulated the Scope of the Profession. Having considered these comments and factors, the Board resolved not to proceed with the promulgation of theRegulationsdefiningtheScopeof theProfessionofPsychology. It was understood that the 2011 amendments to the Scope Regulations would fall away at the end of May 2019; following the declaration of invalidity of these regulations by the High Court. The subsequent declaration of invalidity meant that there would not be a vacuum in the regulation of the profession of psychology as the 2008 regulations would still remain intact.

Furthermore, Rule 21 of the Ethical Rules of Conduct for practitioners registered under the Health Professions Act, 1974 still required practitioners, including Psychologists, to practise within their education, training and experience. The matter served at Council in March 2019 recommending that the resolution of the Professional Board for Psychology be approved, and the Minister of Health be advised accordingly.


9. National Board Examinations

ThepurposeoftheNationalBoardExaminationsistodetermineaminimumcompetencyofgraduates,foreignqualifiedpractitioners and practitioners applying for restoration to enter the profession for Community Service, Supervised Practice or Independent practice.

In the period under review, the Board Examinations were conducted as follows:

Date of Examination Examination CategoryNumber of

candidates who wrote Exams

Number of candidates who passedtheExams

Number of candidates who failed the Exams

6 June 2018

Clinical Psychology 40 39 1Counselling Psychology 22 19 3Educational Psychology 25 22 3Industrial Psychology 25 24 1Research Psychology 3 2 1Registered Counsellor 73 55 18Psychometrist Independent Practice 25 8 17Psychometrist Supervised Practice 5 1 4Total 218 170 48

3 October 2018


06 February 2019


The total candidates who sat for examinations (including thosewhopassedorfailed)duringthe2018/19financialyear were as follow:

• 840 candidates wrote the Board Examination,• 723 candidates passed, and • 117 candidates failed.

9. Matters Pertaining to Psychometry

The Revised Mandate of the Psychometrics Committee The Psychometrics Committee of the Professional Board of Psychology was inundated with enquiries related to the High Court Judgment and the current practice of the Psychometrics Committee of evaluating and certifying psychological assessments.



The High Court Judgment stated that “certify” was not the same as classify and should not be used interchangeably. The Psychometrics Committee was evaluating psychological tests before the amendment to the Employment Equity Act. However, the interpretation of the court judgement within the profession was that the Board should classify tests as being psychological and not evaluate tests.

It was further noted that there was no legislative framework that mandated the Board to issue a certificate once a test was approved, the Board wasonlylegallymandatedtopublishalistofclassifiedtests.The Board conceded that it was not within the mandate of the Professional Board to quality assure psychological assessments - test publishers and practitioners should be held accountable for the quality of tests. Practitioners should be ethically obligated to ensure that tests were used with fairness and psychometric properties were up to standard. With this in mind, the Professional Board in February 2019 revised the mandate of the Psychometrics Committee to be in line with the national legislative and regulatory framework.

As of February 2019, the Psychometrics Committee was mandated to deal with matters pertaining to test classification (and not evaluation), the education and training of psychometrics and psychological assessments.

10. Governance

The Board’s Annual Performance Plan and Operational Plan stipulated the day-to-day activities involved in the running of the Board and ensuring that it meets its goals.

A Risk Register was developed to identify and mitigate potential risks and these governance documents were reviewed at the Professional Board’s structures to manage and track progress as well effectiveness of interventions.

11. Highlights

Highlights for the Board included the following:

1. The review and approval of Standards Generated for the education and training of the different categories of Psychologists as well as for Registered Counsellors and Psychometrists.

2. Significant progress made with the review of theEthical Rules of conduct as well as Annexure 12 which wasatafinalconsultationstage.

3. ThefinalisationofthePolicyGuidelinesandProcessesfor the evaluation and quality assurance of programmes for purposes of professional registration and alignment with the Council on Higher Education criteria.

4. The implementation of the revised process for psychometric test classification to only classify testsas psychological or not and not to evaluate the tests.

5. The Stakeholder Communication Plan that was developed, adopted and implemented.

6. A Mental Health Month was successfully commemorated in October 2018 with a media statement and other stakeholder interactions at various levels on mental health awareness and promotion.

12. Challenges

1. Continued litigation on the scope and non-registered persons working within the existing scope of the profession.


Professional Board for Radiography and Clinical Technology

1. Overview

The Professional Board for Radiography and Clinical Technology is constituted of thirteen (13) members appointed by the Minister of Health in terms of section 15 of the Health Professions Act 1974, (Act 56 of 1974).

The Board had vacancies for two (2) Radiographers, two (2) Clinical Technologists and two (2) Community Representative, which had existed since 2016. These vacancieswerefilledinAugust2018whichresultedintheBoard being fully constituted.

The Board conducted the following meetings in the period under review:

• Three (3) Board meetings;

• One (1) Special Board meeting;• Two (2) Executive Committee meetings;• Two (2) Education Training and Registration Committee

meetings;• Two (2) meetings for the Committee of Preliminary

Inquiry;• One (1) Policy Workshop;• One (1) Open Day Meeting with Practitioners; and• One (1) meeting with the Heads of Departments.


Vision The vision of the Professional Board for Radiography and Clinical Technology is to be an effective regulator of the Radiography and Clinical Technology professions.

MissionThe Radiography and Clinical Technology Board strives to, within its mandate:

• Set and monitor compliance to quality norms, standards and guidelines;

• Promote ethical practice and protection of the public;• Proactively engage and collaborate with all

stakeholders (internal and external);• Timeously respond to the needs of stakeholders; and•Functioninaneffectiveandefficientmanner.


To achieve the above, the Board developed a 5-year strategicplanandidentifiedthefollowingfour(4)strategicgoals with a number of objectives and initiatives. These strategic objectives are aligned with those of the HPCSA and provides direction and set priorities for the Board are as follows:i. Protect the public by ensuring adherence to standards,

regulations and requirements by practitioners;ii. Guide the professions through promoting competent,

quality practitioners;iii. Ensure effective communication and collaboration

with stakeholders; andiv. Ensure a Board that functions in an effective and

efficientmanner.

The Board achieved most of its Strategic Objectives and is continuing to do so in consultation with all key stakeholders.

MrASpeelmanChairperson



Strategic Objective

Performance Indicator Unit Baseline FY 2017/18 FY 2018/19 Actual Achievement


Goal(Programme)1:Protectthepublicbyensuringadherencetostandards,regulationsandrequirementsbypractitioners

1.1. Review all current regulations related to Radiography and Clinical Technology.

• % of regulations and guidelines reviewed.

• % of regulations and guidelines finalised.

• % of regulations and guidelines implemented.

Review regulations under the ambit of the Board such that it remains contextually relevant.

Develop standards for Electro-Encephalographic (EEG), Electro-Cardiographic (ECG) and Spirometry Technicians.

Finalise the Scope of Profession for Radiography and submit to Council for approval.

Develop standards for Electro-Encephalographic (EEG); Electro-Cardiographic (ECG) andSpirometry Technicians.

Develop guidelines for Clinical Technology Private Practice and Non-Clinical Practice.

Ensure local and international benchmarking.

Scope of Profession for Radiography reviewed and submitted for promulgation

Standards for Electro-Encephalographic (EEG), Electro-Cardiographic (ECG) and Spirometry Technicians in progress.

Draft Guidelines for Clinical Technology Private Practice and Non-Clinical Practice at advanced stages.

Local and International benchmarking were done when reviewing.

1.2. Ensure that governance documents relating to ethics and practice are clearlydefined.

• Review of Ethical Rules.

• Finalisation & Implementation of Ethical Rules.

Establish a baseline that is dependent on needs of the Professional Board.

Finalise the review process of Ethical Rules and submit to Council for consideration.

Ethical rules revised and finalisedbytheBoard.

The Ethical Rules to be submitted to the Ethics Committee of Council.

1.3. Promote participation, access and compliance to CPD.

• % CPD Promotion Plan completion.

• % of online CPD activities by Providers.

50% Completion

25 % Action Plan developed.

50% Completion.

50 % developed.

50% Completion.

50 % developed.

1.4. Develop the regulation of medical devices related to the RCT professions.

• Number of engagements and resolutions reached.

Establish baseline. 1 x Draft regulation for Radiography.

1 x Draft regulation for Radiography.

1x Draft regulation for Clinical Technology.

Not achieved due challenges in securing appointments with SAHPRA.

1.5. Educate the public on their ethical rights.

• Development and Implementation Plan on Stakeholder Engagement.

• Number of engagements as per the Stakeholder Engagement Plan.

Establish Baseline.

Develop communication plan to be used for communicating with the public and educating them on ethical rights.

Develop communication plan to be used for communicating with the public and educating them on ethical rights.

Draft communication plan is being developed in conjunction with the Division: Corporate Affairs.

Communication plan was dependent on the approval of Council’s Stakeholder Engagement Plan.

1.6. Ensure ethical conduct by professionals.

• % of Professional Conduct Cases Finalised within 18 months.

• % of Prelim Cases finalisedwithin18months.

Appointandfillthe four (4) Board vacancies.

Finalise prelim cases.

Appointandfillthefour(4) Board vacancies .

Finalise prelim cases .

The four (4) vacancies were filledinAugust201andtheBoard and Prelim Committee is fully capacitated.

Allmattersfinalisedwithinprescribed time lines of 18 months. Reports on Prelim cases reported at Board meetings.


Professional Board for Radiography and Clinical Technology (continued)


Strategic Objective

Performance Indicator Unit Baseline FY 2017/18 FY 2018/19

Actual Achievement

FY 2018/19Deviation

Goal2(Programme):GuidetheProfessionsthroughPromotingCompetent,QualityPractitioners

2.1 Maintain quality of education & training standards.

Reviewed Accreditation GuidelinesAdherence to Accreditation Schedule & Criteria.

Reviewed National Curriculum.

Develop draft accreditation guidelines for Electro-Cardiographic (ECG) Technicians and Spirometry Technicians.

Set training standards for Electro-Cardiographic (ECG) Technicians andSpirometry Technicians.

Re-accreditation of TUT Clinical Technology programme.

• Develop draft accreditation guidelines for Electro-Cardiographic (ECG) Technicians Spirometry Technicians.

• Review current accreditation guidelines.

• Set training standards for Electro-Cardiographic (ECG), Technicians Spirometry Technicians.

• Finalise the training of Electro-Encephalographic (EEG) Technicians and application forms.

• Develop a policy for Foreign Qualifiedpractitioners(BoardExam, 177 form KT).

• Develop draft examination guidelines for foreign trained clinical technologists.

• 100% adherence to scheduled evaluation of training institutions and Clinical facilities.

In progress.

Reviewed, revised and completed.

In progress.

In progress

In progress and consultation with stakeholders was done.

In progress and consultation with stakeholders was done.Adhered to evaluation schedule.

2.2 Training of Evaluators

Develop Evaluator Training Schedule and Criteria (based on industry needs).

Adherence to Training Schedule and Criteria.

Conduct a training workshop on approved evaluation processes and examinations processes.

Develop Criteria for appointment of evaluators.

Implement controls .

Continuous on job training by experienced evaluators to newly appointed evaluators.

Controls implemented.

2.3 Review and update the Scopes of Profession, Scopes of Practice and Standards of Practice.

Updated scopes of practice.

• Re-draft the published regulations definingthescopeofprofessionofRadiography incorporating public comments.

•Reviewtheregulationsdefiningthe scope of profession of Clinical Technology.

• Amend Rules relating to the registration by radiographers of additionalqualificationstoincludethe 4-year Radiography professional degree for all institutions offering the qualification.

• Amend Rules relating to the registration by Clinical Technologists ofadditionalqualificationstoincludethe 4-year professional degree.

• Task Team to consider public comments and make recommendations to the Board regarding:

• The published regulations relating to registration of Technicians in Clinical Technology.

•DefineScopeofProfessionforElectro-Encephalographic (EEG), Electro-Cardiographic (ECG) and Spirometry.

Submit to the Minister of Health to promulgate the regulations definingthescopeofprofessionof Radiography.

Reviewtheregulationsdefiningthe scope of profession of Clinical Technology.



Strategic Objective Performance Indicator Unit Baseline FY 2017/18 FY 2018/19

Actual Achievement

FY 2018/19Deviation

2.4 Review guidelines and policies relating to Role Extension.

Guidelines and policies developed.

• Set minimum standard for image interpretation.

• Set minimum standard for contrast media administration.

• Engage and consult with relevant stakeholders.

Finalise the minimum standard for Role extension to include image interpretation and contrast media administration.

Both standard for Role extension to include image interpretation and contrast media administration approved by the Board.

2.5 Review Restoration Policy and non-clinical practice.

Reviewed Restoration Policy.Review Restoration Policy and non-clinical practice

• Monitor controls• Develop policy for non

clinical practice.

Controls Implemented.

Goal (Programme) 3: Ensure Effective Communication and Collaboration with Stakeholders

3.1 Develop, implement and monitor a stakeholder engagement plan.

Availability of Stakeholder Engagement Plan.

Number of Stakeholder engagements per annum.

50% developed

• Improve the current Stakeholder Engagement Plan.

• Develop a comprehensive Stakeholder Engagement Plan that includes, but not limited to, meeting annually with NDOH, DHET, SAQA, HoD’s of Universities, Professional Associations and Directorate Radiation.

• Publish 2 E-bulletins, 1 Newsletter.

• Arrange one (1) Roadshow per annum.

• Stakeholder Engagement Plan partially developed-in line with Council’s Stakeholder Engagement Plan.

• One (1) newsletter published, one (1) media release was published.

• One (1) Roadshow was conducted.

3.2 Advocate for the creation of additional positions and career pathing.

Clear career pathways

Appoint a Task Team to liaise for both Clinical Technology and Radiography

Liaised with the NDoH regarding additional posts as it relates to role extension.

Goal(Programme)4:ABoardthatfunctionsinaneffectiveandefficientmanner

4.1 Review current systems, processes and internal Board policies to improve efficiency.

Reviewed Board processesDeveloped SOPs, to ensure that all activities of the Board are covered including but not limited to: o Utilising evidence-based

research to improve decision making.

o Governance.Standards reporting of Board Committees and individual Board members.

Implement controls.3

Compliance to processes and regulations.

Consistency in taking resolutions.

Give input to Council and other structures when required.

Implemented current controls.

4.2 Ensure all roles and responsibilities within the Board are clearlydefined.

• Review all roles and responsibilities within the MoU between chair and Board Manager.

• Signed MoU between ETRC Chair and Committee Coordinator.

• Boards ToRs for committees available and reviewed.

Developed and Implemented. Monitor controls. Current controls

implemented.





4.3 Improved effectiveness andefficiencyof meetings.

Streamlined meeting agendas, minutes, documents received by Committees/ Boards.

Council (templates designed to effectively contain required information).

Development of a decision matrix protocol.

Technical research and legal frameworks /advice made available prior to meetings.Board Coaches.

IT support.

Developed and Implemented. Monitor controls.

All the Agenda items are well researched, and the appropriate legislative is provided to guide and enable thorough decision making.

Agenda items, documents and minutes are prepared as per the set standards in consultation with the Chairperson of the Board.

4.4 Development and Training of Board Members.

Conduct and performance of members of the Board and Committees.

Monitoring Committees and participation of members at meetings.

Trained Board Members to appropriate efficientandeffectiveBoardfunctioning.


Committee reports considered at each Board meeting.


Committee reports considered at each Board meeting.

Board Performance tool was implemented, completed and served at Nov 2018 Board meeting.

3. Education And Training

The Board continued to monitor the provision of quality education and training of professionals under its ambit. The Professional Board also ensured that the evaluation of institutions and training facilities which were due for re-accreditation inthefive-yearaccreditationcyclewereconducted.

To this end, the Board conducted two (2) educational programme reviews for Radiography and thirty-four (34) Radiography evaluations for accreditation of clinical training facilities. Eight (8) evaluations for accreditation of Clinical Technology training facilities were conducted.

The Board reviewed all of its policies and guidelines as well as the rules and regulations to ensure that they remained relevant and current. The Board also approved the Minimum Standards for Role Extension to include image interpretation and contrast media administration for Radiographers.


One of the Board’s key strategic objectives was to improve communication with stakeholders. The following interactions with stakeholders took place:

• 22 May 2018 - The annual stakeholders meeting between the Professional Board for Radiography and Clinical Technology with the Heads of Department, Professional Associations and Provincial Coordinators was held.

• 14 July 2018 - Representation at the National Congress of the Society of Radiographers of South Africa (Durban Branch).

• 8 September 2018 - Representation at Gauteng Province Radiography Continuing Professional Development (CPD) Seminar.

• 2 – 3 November 2018 - Representation at South African Clinical Technologists Association (ASCTA) Congress.

• 10 November 2018 - The 2018 RCT Open Day held in the Free State, Bloemfontein



• 17 November 2018 – Interventional Society of Cath Lab Allied Professionals (ISCAP) Radiographers Workshop, Durban.

• 5 December 2018 - Radiographers Educators Group (RED) group meeting, Cape Peninsula University of Technology (CPUT), Cape Town.

• 9 January 2019 - A Tariff Task Team Consultative Meeting which brought together various stakeholders who have an interest in matters that involve tariffs. The meeting was attended by representatives from the Board of Health Care Funders (BHF), HealthMan, VERIRAD, Medical Aid Schemes and Administrators, Radiography and Clinical Technology Practitioners etc. The purpose of the meeting was to obtain views from different stakeholders on tariffs, understand the challenges that they face and come up with solutions on tariffs that would be considered fair and acceptable to everyone, including members of the public.

• 20 March 2019 - A Clinical Technology Standard setting consultative meeting was held. The purpose of the meeting was to consult with key stakeholders regarding the project of developing guidelines to own Clinical Technology equipment.

The Board continued to communicate with its stakeholders through the website, newsletter and the e-bulletin.


In terms of the mandate of the Committee of Preliminary Inquiry, the Committee was authorised within the current policy parameters as determined by the Board, to deal with all matters relating to preliminary inquiries regarding complaints in terms of Section 41(2) of the Health Professions Act, Act 56 of 1974 and to report thereon to the Board.

The Committee of Preliminary Inquiry conducted two (2) meetings in the reporting period and the following matters were dealt with as follows:

Board Prelim Stats 2018/19Number of meetings 2Matters that served before the Committee 11Explanation Noted and Accepted 3Cautioned/Reprimanded 0Inspections 1Consultations 1DisciplinaryInquirywithanoptionoffine 0Disciplinary Inquiry 2Further consideration deferred 4Complaint withdrawn 0Foundguiltyandimposedfine/Penalty 3


The review of the Scope of Profession of Radiography wasfinalisedbytheBoardinMay2018.

The regulations defining the Scope of Profession ofRadiography was approved the HPCSA Council in June 2018. Thedraft regulationsdefining the ScopeofProfession of Radiography were submitted to the National Department of Health and awaiting to be gazetted for public comments.

Because of the new requirement from the Department of Planning and Monitoring, a Socio- economic Impact study had to be submitted in support of all legislation which mighthavecausedadelayinthefinalpromulgationofthe Regulations.

The Board engaged the South African Pharmacy Council (SAPC) regarding the level and scope of drugs that can prescribed by Radiographers and Clinical Technologists who will administer contrast media or scheduled drugs.

The Board’s response to the stakeholders’ comments regarding the Regulations relating to registration of Technicians in Electro-Cardiographic (ECG) and Electro-Encephalographic (EEG) and Spirometry were submitted totheMinisterofHealthforfinalpromulgation.

Over and above, the Board approved the Ethical Rules for Clinical Technology for onward submission to the Human Rights, Ethics and Professional Practices Committee of Council for approval; as well as conducting a workshop to review all rules and regulations.


7. Board Examinations

The Board conducted two (2) examinations, in October and November 2018.

FortheRadiographyBoardExaminations,eligiblecandidateswererequiredtofirstbeapprovedbytheBoardbeforeattempting the examinations. Practitioners registered as Student Electro-Encephalographic (EEG) eligible to attempt the Electro-Encephalographic (EEG)werealso required to first beapprovedby the Boardbeforeattempting theexamination.

TheTshwaneUniversityofTechnology(TUT)conductedaBoardexaminationforforeignqualifiedClinicalTechnologiston behalf of the Board. The Board is considering delegating the function of conducting foreign Board examinations to the Universities.

The total number of professionals/students/interns who wrote the Board Examination in 2018.

DATE NATURE OF EXAMINATION NO OF CANDIDATES WHO WROTE24 – 25 October 2018 Radiography(ForeignQualified) 4October 2018 ClinicalTechnology(ForeignQualified) 127 – 28 November 2018 Electro-Encephalographic (ECG) 9

8. Governance

The Board developed a 5-year Strategic Plan and identifiedfourstrategicgoalswithanumberofobjectivesand initiatives. The Board reviewed and updated the 2018/19 Annual Performance Plan (APP) as well as developing the 2019/20 Annual Plan.

At each of the Board’s meeting, the Board reviewed progress made on the objectives and monitored the Risk Register to ensure that the strategic objectives are achieved.

The Terms of Reference for the Committees of the Board were reviewed in January 2019. The Board appointed the different Task Teams and mandated those Teams to review the policies, regulations and rules of the Board. Several policies including restoration guidelines, registrations processes, foreign qualified practitionerregistration and examinations were reviewed and served attheBoard’smeetinginNovember2018forratification.

Guidelines were also developed for students to guide their behaviour whilst undergoing clinical training.

9. Highlights

• Council approved the Regulations relating to the Scope of Profession of Radiography.

• Participation by the Board at the Inter-Professional Board Forum meeting was held on 31 August 2017.

• Continuous collaboration with the National Department of Health and other key stakeholders regarding the practice guidelines and minimum standards for ownership of clinical medical equipment for all categories of Clinical Technology. This collaboration is ongoing.

•InvestigationsbytheInspectorateOfficeoftheHPCSAof companies conducting themselves in contravention of Section 17(1)(a) of the Health Professions Act, (Act 56 of 1974), by practising within the scope of profession of Clinical Technology with specialization in the category of Neurophysiology, whilst they and/or their employees were not registered as such with the HPCSA.

•Filling of the five (5) vacancies which existed in theBoard.



10. Conclusion

The Board was actively engaged and ensured that it fulfilled the mandate of protecting the public andguiding professions as well as achieving the stated strategic objectives.

The only outstanding objective that the Board wished to achieve in the reporting period was for the promulgation of the Revised Scope of Profession for Radiography by the Minister of Health. The Board will direct all its energy in ensuring that the latter is achieved before expiration of thecurrenttermofoffice.


Professional Board for Speech, Language and Hearing Professions

1. Overview

The Board for Speech Language and Hearing is comprised of seven (7) members appointed by the Minister of Health in terms of Section 15 of the Health Professions Act 1974, (Act No. 56 of 1974). The current Board was appointed overaperiodoffiveyearsandhasbeeninofficesinceJune 2015 for a term that ends in 2020.

During the reporting period, the Board recorded two vacancies, one for the Audiometrician and one for a Community Representative.

The Board is responsible for providing direction to the profession and to be effective in its regulatory control of the profession, reviewing and monitoring the Board’s Strategic Plan, the Annual Performance Plan, the Stakeholder Communications Plan and the Risk Register.

The alignment between the Strategic Plan of Council and that of the Board was of paramount importance to the Board to facilitate synergy between Council and the Board’s programmes.


The vision for the Speech, Language and Hearing Professional Board is to be; “A leader in regulating the education, training and practice of speech, language and hearing professions” The mission of the Speech, Language and Hearing Board is to strive to: • Develop and monitor regulations and standards for

education, training and practice;• Regulate registrations, professional conduct and

training;• Register students and professionals;• Accredit training programmes;• Strengthen the monitoring of CPD compliance; • Improve collaboration with all relevant stakeholders

and• Promoting the health, development and well-being of

the nation.


The strategic objectives of the Board in line with the Strategic Plan are as follows: • Goal (Programme) 1: Improve Stakeholder Engagement

to Promote the Speech, Language and Hearing Professions.

• Goal (Programme) 2: Ensure an Efficiently Operatingand Accountable Board.

• Goal (Programme) 3: Guide, Develop and Regulate Education and Training of the Professions, and

• Goal (Programme) 4: Improve the Quality of Professional Best Practice.

Dr S BaltonChairperson




Actual Achievement

FY 2018/19Deviation

Goal(Programme)1:ImproveStakeholderEngagementtoPromotetheSpeech,LanguageandHearingProfessions

Develop, implement and monitor a coordinated Stakeholder Engagement Plan

Implementation of Stakeholder Engagement Plan % Not applicable. 100% 100% 100%

Engagement targets per communicationchannelasspecifiedin the Stakeholder Engagement Plan

Number 1 per annum 1 per annum 1 per annum 1 per annum

Review and analyse feedback of Board-specificClientSatisfactionSurvey when conducted

NumberMinimum 1 survey conducted over

5-year period

1 annually (if applicable)

1 annually (if applicable) 1

Participation in Inter-Board Forum Number Minimum of 1 per annum 1 1 2

Adequate representation in relevant fora and engagement with relevant stakeholders (to advocate for improved access)

Number Not applicable Not applicable Not applicable Not applicable

Understanding the needs of the professions in terms of Human Resources and Career Pathing

Gather information to draft position paper % Not applicable Not applicable 100% Not applicable

Hold event/forum/engagement with key stakeholders regarding Position Papers

Number Not applicable Not applicable 1 1

Finalise and submit Position Paper % Not applicable Not applicable 100% Not applicable

Advocate for the creation of posts by engaging with at least one national body


Goal(Programme)2:EnsureanEfficientlyOperatingandAccountableBoard

To establish and implement mechanisms for enhancing participation effectiveness andefficiencyof the Board& its committees/sub-committees

Annual Professional Board Performance Evaluation Report Number

1 Professional Board

Performance Report

completed


Performance Report

completed


Performance Report

completed

1 Consolidated Annual Professional Board Performance

Evaluation

Develop MoU between Secretariat and Board % 100% 100% 100% 100%

Implement and measure compliance, as well as adherence to the MoU between Secretariat and Board (dependent on availability of MoU monitoring tool)

% 100% 100% 100% 100%

Terms of References (TORs) for each Board Committee developed and implemented

Number

3 x Terms of Reference updated annually



3 x Terms of Reference, EXCO and Preliminary Inquiry reviewed

and implemented annually

Monitor attendance rate of Board members Number Not applicable 100% 100% 100%

Skills Development of Board members and associated persons

NumberofBoardspecifictrainingprogrammes per annum Number

1x training programme per

annum


annum


annum


annum

Attendance rate to training programmes. % 100% 100% 100% 100%

Improved effectiveness andefficiencyof meetings

Adherence to legal framework, regulations in accordance with meeting procedure regulations to minimise litigation due to ultra vires decisions.

% 100% 100% 100% 100%

Increased meetings, when required (budget permitting) Number 2 2 2 2


Professional Board for Speech, Language and Hearing Professions (continued)


Actual Achievement

FY 2018/19Deviation

Goal(Programme)3:Guide,DevelopandRegulateEducationandTrainingoftheProfessions

Ensureefficientregistration and restoration processes of both foreign qualifiedandlocalprofessionals

Monitoring adherence to, and reduction of timelines for attending toandfinalisationofapplicationsforregistrationofforeignqualifiedgraduates and local professionals for restoration.

% 50% 100% 100% 100%

Time 6 months <6 months <6 months <6 months

Continue to guide and inform curriculum development processes of higher education institutions including curriculum to be contextually relevant

Curricula from all institutions for training are reviewed in accordance with• Scope and regulations;• International and national plans;• Cultural & linguistic diversity; and• Best practice

Number

Review the curricula of

all universities in line with

accreditation schedule over thefive-year

period

At least 3 (where

applicable)

At least 3 (where applicable) 3 curricula reviews

Ensure adherence by training institutions / individuals to the Board’s core competencies

Adherence to accreditation Schedule & Criteria3 % 100% 100% 100% 100%

Develop and monitor adherence to Evaluator/Examiner Training Schedules and Criteria

%

100% Monitoring

adherence to training schedule

and criteria

100% Monitoring adherence to training

schedule and criteria

100% Monitoring

adherence to training schedule

and criteria

100% Completion of Evaluators

Development and Monitoring

Initiate, review and maintain database and criteria of Evaluators and Examiners

% 100% 100% 100% 100%

Transformation of the professions’ demographic profileandthroughput

Monitor annual reports, demographicprofiles,clinicalhours, curricula review from programmes within institutions,previous years throughput rates of all student cohorts annually

%100% monitored

conducted annually

100% monitored conducted

annually

100% monitored conducted

annually

100% monitoring conducted

annually

8 (letters to Deans/HODs)

Monitor number of engagements per communication channel addressing transformation

Number

7x Letters to Deans of the

Institutions

7x Institutions (1 letter per institution)

7x Institutions (1 letter per institution)

8 (letters to Deans/HODs)

1 Inter - varsity forum attended

annually

1 Inter-varsity forum attended

annually

1 Inter-varsity forum attended

annuallyNot applicable

Develop curriculum for Mid-Level Workers

Seek clarity on the status of proposed introduction of Mid-level workers for SLH


Submission of Scope of Practice document (in alignment with Position Paper and HR Strategy) to Council and hand-over of document to the National Department of Health (NDoH)

% Not applicable Not applicable Not applicable Not applicable

Update and improve legal framework for Registrations

% Finalised Mobile Practice and Tele -practice guidelines % Not applicable 100% 100%

100% of Mobile Practice

guidelines updated

% of regulations amended as required % Not applicable 50% 75% 100%

% Dissemination of new/ amended guidelines/ policies to relevant stakeholders (e.g. Boards, Council and NDoH)

% Not applicable 100% 100% 100%




Deviation

Goal(Programme)3:Guide,DevelopandRegulateEducationandTrainingoftheProfessions

Contribute to Council Legislative Review

Contribute to Council legislative reviews as and when required % 100% 100% 100% 100%

Facilitate professional competence

Review, assess and approve accreditors, service providers and CPD activities

% 100% 100% 100% 100%

Provide input to Council with respect to licensure % 100% 100% 100% 100%

Advocacy for Implementation of guidelines for:• New-born Hearing

Screening (NHS) • School Hearing Screening

(SHS)• Ototoxicity

Finalise and advocate guidelines (publish on website and share with NDoH, DBE and other stakeholders)

% 100% 100% 100% 100%

Goal(Programme)4:ImprovethequalityofProfessionalBestPractice

ClarifyprofessionspecificScopes of Practice

% of Professions under the AmbitofBoardwithclearlydefinedScopes of Practice

% 50% 100% Not applicable 100% (3)

% disseminated scope of practice document to stakeholders (when relevant)

% Not applicable

Not applicable 100% 100%

Address the professions’ specificneedsinprovidingservices in a multi-lingual and multi-cultural society

Task Team development %100%

Task Team established

Not applicable

Not applicable Not applicable

Develop and submit guidelines to relevant Boards for the Language & Culture, Speech Therapy and Audiology

% Not applicable 50% 100%

100% (1 of 1 Language &

Culture guidelines finalised)

SubmitfinalisedguidelinestoCouncil and to the National Department of Health (NDoH)

% Not applicable

Not applicable 100% Not applicable

Uphold current and relevant ethical rules of professional conduct

Visible and communicated strategy to address professional conduct (throughBoardspecificnewsletter)

Number 1 2 2 Not applicable

Percentage of Professional ConductmattersfinalisedatBoard/ Prelim committee within 18 months

% Not applicable 100% 100% 100% (1 of 1)

ReviewreportsoffinalisedPCCandprelim matters Number Not

applicable 1 1 1

Guide the professions and protect the public in terms of the correct use and dispensing of technology withintheSLHfields

Develop & publish policy, press release and position statements in line with protocol

Number (where

applicable)

Not applicable 1 1 Not applicable




In terms of Health Professions Act 1974, (Act of 56 of 1974), one of the primary functions of the Board is to determine and uphold standards of education, training and practice.

The Board engaged the Higher Education Institutions and reviewed the following documents during the reporting period:

• Curricula Review with Stellenbosch University, University of Pretoria and the University of Cape Town.

•Review of the undergraduate demographic profileswith the University of Cape Town, University of the Witwatersrand, University of Pretoria, University of KwaZulu Natal, Sefako Makgatho Health Science University, University of Fort Hare and Stellenbosch University.

• Review of Clinical Hours with the University of Cape Town, University of the Witwatersrand, University of Pretoria, University of KwaZulu Natal, Sefako Makgatho Health Science University and Stellenbosch University.

Evaluations and Accreditation of Higher Education InstitutionsThe Board continued to embark on the scheduled cycle of evaluation for reaccreditation and follow-up evaluations of accredited speech, language and hearing programmes at Higher Education Institutions for the reporting period as follows:

• 15 – 17 May 2018 - University of the Witwatersrand • 21 – 23 August 2018 - Stellenbosch University • 17 – 19 September 2018 - Sefako Makgatho Health

Science University

Training of EvaluatorsThe Professional Board for Speech, Language and Hearing conducted training of Evaluators on 23 April 2018. The aim of the workshop was to train the evaluators on the requirements of the Board on matters related to conducting evaluations for reaccreditation of Higher Educational Institutions. The workshop was attended by the Board members and representatives from the Higher Educational Institutions.


Stakeholder engagement is a strategic imperative for the Professional Board for Speech, Language and Hearing in that it enhances and facilitates collaborations as well as keeps stakeholders informed with regards to matters regulating the profession, but also keep the Board’s stakeholders abreast of all Board’s related activities. In this regard, the Board engaged with its stakeholders through the website and the Speech, Language and Hearing specific newsletter, the e-bulletin and at leastthrough one stakeholder meeting convened annually. In the reporting period, the following stakeholder engagement activities were undertaken:

• 23 April 2018 - Training of Programme Evaluators • 4 July 2018 - Professional Board Stakeholder Meeting • 14 – 16 August 2019 – The 6th Joint National Forum for

Rehabilitation Professions in the Public Health Sector • 8 October 2018 - Engagement with National

Department of Health representatives •28–31WorldCongressofAudiology(WCA)Scientific

Committee • 16 November 2018 - Interprofessional Collaborative

Indaba • 3 March 2019 – Chairperson of the Education, Training

and Registration Committee had a Radio Interview on Power FM


In terms of the mandate of the Committee of Preliminary Inquiry of the Board, the Committee is authorised to deal with all matters relating to preliminary inquiries regarding complaints in terms of Section 41(2) of the Health Professions Act 1974, (Act of 56 of 1974), and to report thereon any trends to the Board for further deliberation. In this reporting period, there were no meetings of the Committee of Preliminary Inquiry for the Speech, Language and Hearing Professional Board as here were no matters to serve before this Committee.

This was mainly due to Boards continual efforts of interacting with practitioners through the newsletters and the website and regularly addressed practitioners of the trends of misconduct that were dealt with at the Committee of Preliminary Inquiry.



The Regulations pertaining to the Scope of Professions relevant to the registers of the Professional Board were in place in the reporting period.


Registration with the Health Professions Council of South Africa (HPCSA) is a pre-requisite for professional practice, and also a legal requirement to keep all personal details up to date at all times.

An annual fee is payable for this registration and failure to pay this fee could result in suspension from the register. If, for some reason, a practitioner is suspended from the register, they can redeem themselves by applying for

restoration and paying a restoration fee. There is also an option for voluntary erasure from the register, in cases where a practitioner does not intend to practice his/her profession in South Africa for a given period of time. A request for voluntary erasure has to be submitted in writing before 31 March of the year in which voluntary erasure is requested.

In the reporting period, the Board’s rigorous application vetting process was conducted to ensure that only suitablyqualifiedpractitionerswereregisteredinlinewithpolicies, guidelines and relevant legislation of the Board.


The Board approved the following Board Examination for the reporting period:

BRD

CO

DE

REG

C

ODE

2018

- 04

2018

- 05

2018

-06

2018

-07

2018

-08

2018

-09

2018

-10

2018

-11

2018

-12

2019

-01

2019

-02

2019

-03

Gra

nd

Tota

l

SLH AU - - - 2 - - - - - - - 2SLH ST - - - 2 - - - - 1 - - 3SLH ST&A - - - - - - - - - - 1 - 1SLH Total 6

11. Governance

In the reportingperiod, theBoardacted ina fiduciarycapacity as well as committing to and fully endorsing the principles of good governance as set out in the King IV Report. The Board also conducted itself in line with the regulations relating to the functions and functioning of the Boards and accordingly handled the following governance matters:

• The revision and approval of Strategic Plans, Annual Performance Plans and Risk Management Plans that directed the activities and operations of the Professional Board.

• Reviewed the composition of Committees in terms of Regulation 2 of the Regulations relating to the functions and functioning of the Professional Boards.

• Reviewed and approved the Terms of References for the Committees of the Professional Board.

• Reviewed and monitored the budget of the Board and ensured that cost cutting measures are applied such as convening back–to–back meetings.

• Decisions made by the Board relating to the Profession were communicated and shared to solicit buy-in from stakeholders.

• Ensured that decision making is in line with the relevant legislative frameworks. Accordingly, no ultra-vires decisions and litigations were received against the Professional Board for the reporting period.



12. Highlights

• Stakeholder engagement programme were successfully implemented as scheduled.

• Advocacy of the Board’s messages to the stakeholders and the public were successfully conveyed.

• Revision and the approval of Strategic and Annual Performance Plans for the Board were accomplished.

• Monitoring of Risk Management Plans. • The review of the Curricula, Clinical hours and demographicprofilesofhighereducationalinstitutionswere attained.

• Review of Boards processes, policies and guidelines were completed.


PART D: GOVERNANCE


1. Introduction

Corporate governance is a system of rules, practices and processes by which the HPCSA is directed, controlled and held to account.

In addition to the legislative requirements based on enabling legislation, corporate governance at the HPCSA is applied through the precepts of the Health Professions Act, 1974 (Act No.56 of 1974) and is run in tandem with the principles contained in the King Codes on Corporate Governance.

2. The Executive Authority

The HPCSA’s accounting authority (Council) accounts to the National Minister of Health as its Executive Authority who, in turn, accounts to Parliament and the Parliamentary Portfolio Committee on Health.

In terms of Section 3 (p) of the enabling legislation, the HPCSA has to submit to the Minister –i. afive-yearstrategicplanwithinsixmonthsofCouncil

coming intooffice,which includesdetailsas tohowCouncilplanstofulfilitsobjectivesunderthisAct;

ii. every six months, a report on the status of health professions and on matters of public importance that have come to the attention of the Council in the course of the performance of its functions under this Act; and

iii. an annual report within six months of the end of the financialyear.

In the period under review, the above stated information was submitted to the Minister.

3. The Accounting Authority/Council

Council is the accounting authority and governing body of the Health Professions Council of South Africa and members have a collective responsibility to meet the commonlawfiduciarydutiesandthoseenshrinedintheprimary legislation and various governance codes. The composition of Council complies with the requirements of Section 5 of the Health Professions Act ,1974 (Act No.56 of 1974) of South Africa. In addition to provisions on Council accountability within the legislative framework and governance prescripts, Council has the following responsibilities:

• Exercising the duty with utmost care to ensure reasonable protection of the assets and records of the HPCSA;

•Act with fidelity, honesty, integrity and in the bestinterestsoftheHPCSAinmanagingitsfinancialaffairs;

• To hold absolute responsibility for the performance of the organisation;

• To retain full and effective control over the organisation;

• To ensure that the organisation complies with applicable laws, regulations and policies;

• To formulate, monitor, review corporate strategy, major plans of action, risk policy, annual budgets and business plans;

•Todefineclearlevelsofmateriality;

•Toensurethatfinancialstatementsareprepared;and

• To ensure effective induction of new members.

4. Council Charter

TheCouncilCharterdefinestheHealthProfessionsCouncilof South Africa’s (HPCSA) oversight responsibilities. This is to be read in conjunction with the Health Professions Act 56 of 1974 and other Committees’ Terms of Reference.

5.Composition

Council is constituted and composed in terms of Section 5 of the Health Professions Council of South Africa. In terms of Section 10 of the Health Professions Council of South Africa, Council may, from time to time, establish Committees to assist in the execution of its responsibilities. The table in the next pages reflects Committeesestablished by Council.

During the year under review and as in the past, the Registrar and Executive Management attended and participated in the meetings of Council and its Committees.

GOVERNANCE HPCSA Annual Report 2018/19 159

HPCSA Council

DrTKSLetlape(President)Chairperson of the Medical

and Dental Professions

Mr LA Malotana (Vice President)Chairperson of the

Emergency Care Board

Dr TA MuslimChairperson of the Dental

Assisting, Dental Therapy andOral Hygiene Board

Prof. S HanekomChairperson of the Dietetics

and Nutrition Board

Ms ND DantileChairperson of the

Physiotherapy, Podiatry andBiokinetics Board

Prof. BJ PillayChairperson of the Psychology Board

MrASpeelmanChairperson of the

Radiography and Clinical Technology Board

Dr S BaltonChairperson of the Speech,

Language and HearingProfessions Board

Ms DJ SebidiChairperson of the

Environmental Health Practitioners Board

Mr MAW LouwChairperson of the Medical

Technology Board

Ms MS van NiekerkChairperson of the Occupational Therapy, Medical Orthortics and Prosteitcs and Arts Therapy Board

Mr M KobeChairperson of the

Optometry and Dispensing Opticians Board

Ms D MuhlbauerEmergency Care

Dr S SobuwaEmergency Care

Prof. YI OsmanMedical and Dental

Dr RL MorarMedical and Dental

G O V E RN AN C E160 HPCSA Annual Report 2018/19

Ms X BacelaCommunity Representative

not registered in terms of the Act

Mr KO TsekeliCommunity Representative


Ms RM GontsanaCommunity Representative


Ms JM NareCommunity Representative


Dr A LucenCommunity Representative


Ms J SkeneDepartment of Higher

Education and Training

Dr A ThulareDepartment of Health

Mr S RamasalaPerson versed in law

Adv. T MafafoCommunity Representative


Prof. NJ MekwaCommunity Representative


Ms MM IsaacsCommunity Representative


MsMMMothapoCommunity Representative


Prof. K MfenyanaPersons appointed by Universities South Africa (Higher Education South Africa) now Universities

South Africa (USAF)

Prof. N GwelePersons appointed by Universities South Africa (Higher Education South Africa) now Universities

South Africa (USAF)

Prof. GJ van ZylPersons appointed by Universities South Africa (Higher Education South Africa) now Universities

South Africa (USAF)

Major General Z DabulaSouth African Military Health

Services (SAMHS)


6. Council and Council Committees Meetings Council Structures Acronym Council COUNCIL Council Management Commiittee MANCO Executive Committee EXCO Audit and Risk Management ARCOM Finance and Investment Committee FINCOM Tender Committee TENDER Property Committee PROPCOMHuman Resources and Renumeration Committee REMCO ICT Steering Committee ICT COM Pension and Provident Fund Committee PPFCOMHuman Rights, Ethics and Professional Practice Committee HRP Business Practice Committee BPC Professional Conduct Review Committee PCR Continuing Professional Development Committee CPD Education, Training and Quality Assurance Committee ETQA Health Committee (Section 51) HEALTH

Note: Designations of all Council Members are depicted on page 160 - 161 of this Annual Report

Council

Name Designation Meeting 128 & 29 June 2018

Meeting 227&28Sept2018

Meeting 306 Dec 2018

Meeting 428 & 29 Mar 2019

TOTAL4 of 4

Dr Tebogo Kgosietsile Solomon Letlape President P P P A/P 3 of 4

Mr Lesiba Arnold Malotana Vice President P P P P 4 of 4Ms Xoliswa Bacela Member P P P P 4 of 4Dr Sadna Balton Member P P P P 4 of 4Dr Aquina Thulare Member P P A/P P 3 of 4Ms Nokuzola Doris Dantile Member P P P P 4 of 4Ms Ruth Maphosa Gontsana Member P P P A/P 3 of 4Prof. Nomthandazo S Gwele Member P P P P 4 of 4Prof. Sussana M Hanekom Member P P P P 4 of 4Ms Marie Mercia Isaacs Member P A/P A/P P 2 of 4Mr Maemo Kobe Member P P P P 4 of 4Mr Molefe Aubrey William Louw Member P P P P 4 of 4Adv. Tebogo Mafafo Member P P P A/P 3 of 4Prof. Nobelungu Julia Mekwa Member P P P P 4 of 4Prof. Khaya Mfenyana Member P P A/P P 3 of 4Dr Reno Lance Morar Member A/P P A/P P 2 of 4Mrs Dagmar Muhlbauer Member P A/P P A/P 2 of 4Dr Tufayl Ahmed Muslim Member P P P P 4 of 4Ms Julia Mmaphuthi Nare Member P A/P P P 3 of 4Prof. Yusuf Ismail Osman Member P P P P 4 of 4Prof. Basil Joseph Pillay Member P P P P 4 of 4Mr Sello Ramasala Member P P A/P P 3 of 4Ms Duduzile Julia Sebidi Member P P P P 4 of 4Dr Simpiwe Sobuwa Member P P P P 4 of 4Mr Aladdin Speelman Member P P A/P P 3 of 4Mr Ketso Obed Tsekeli Member P P P P 4 of 4Ms Martha S van Niekerk Member P P P P 4 of 4Prof. Gert J Van Zyl Member A/P P P P 3 of 4Major-General ZWS Dabula Member P A/P A/P A/P 1 of 4Ms Jean Skene Member A/P P P P 3 of 4Ms Mokgadi Mothapo Member P P P P 4 of 4

* N/A = Not Appointed * A = Absent* A/P = Absent with Apology * N/M = No longer a member* P = Present


Council Management Committee

Name Designation Meeting 128 & 29 June 2018

Meeting 227&28Sept2018

Meeting 306 Dec 2018

Meeting 428 & 29 Mar 2019

TOTAL4 of 4

Dr TKS Letlape Chairperson P P P P 4 of 4Mr LA Malotana Member P P A/P P 3 of 4Mr M Kobe Member A/P P P P 3 of 4Dr A Thulare Member P A/P P P 3 of 4


Executive Committee

Name Designation Meeting 1 - EO

Meeting 2 - ORD

Meeting 3 - ORD

Meeting 2 - ORD Meeting 3 Meeting 4 TOTAL

6 of 6

Dr TKS Letlape President/Chairperson P P P P P P 6 of 6

Mr LA Malotana Member P P P P P P 6 of 6Dr A M Thulare Member P P P P P P 6 of 6Mrs MM Isaacs Member P P P P A/P A/P 3 of 6Mr M Kobe Member P P P P P P 6 of 6Dr RL Morar Member P P A/P P P P 5 of 6Dr TA Muslim Member A/P P A/P P P P 4 of 6Mr S Ramasala Member P P P P P P 6 of 6Prof. N Mekwa Member P P A/P P P P 5 of 6Mr A Speelman Member P A/P P A/P A/P P 3 of 6


Audit and Risk Management Committee

Name Designation Meeting 106/08/2018

Meeting 214/09/2018

Meeting 321/11/2018

Meeting 428/02/2019

TOTAL4 of 4

Prof. G van Zyl Chairperson P P P P 4 of 4Dr A Lucen Member P A/P P P 3 of 4Dr R L Morar Member P A/P P P 3 of 4Mr D McCarthy Member P P P P 4 of 4Mr S Ngwenya Member A/P P P P 3 of 4Mr S Nyangintsimbi Member P P P P 4 of 4Ms R Khwela Member P P P P 4 of 4


Finance and Investment Committee

Name Designation EO Meeting 25Apr2019

Meeting 128 May 2018

Meeting 212/09/2018

Meeting 320/11/2018

Meeting 411/02/2019

TOTAL5 of 4

Mrs M M Isaacs Chairperson A/P P A/P P P 3 of 5Dr T A Muslim Member P P P P P 5 of 5Mr S Ramasala Member P A/P P P P 4 of 5Ms R Ganda Member A/P A/P Resigned N/M N/M 0 of 5Ms D Simba Member N/A N/A N/A P P 2 of 5Mr G Ferreira Member P P P P P 5 of 5



Tender Committee

Name Designation Meeting 119Apr2018

Meeting 207/07/2018

Meeting 3TELCON

10/2/2019Meeting 4

11/12/2018TOTAL4 of 4

Mr A Speelman Chairperson P P P P 4 of 4Ms J M Nare Member P A/P A/P P 2 of 4Mr S Ramasala Member P P P P 4 of 4Mr KO Tsekeli Member P P P P 4 of 4

Ms B I Nzotta Independent Member P A P P 3 of 4


PropertyCommitteeofCouncil

Name Designation 11/09/2018 31/10/2018 16/11/2018 26/02/2019 TOTAL4 of 4

Ms J M Nare Chairperson P P P P 4 of 4Ms D Sebidi Member P P P P 4 of 4Mr KO Tsekeli Member N/A N/A N/A N/A -Ms M S van Niekerk Member P P A/P P 3 of 4Adv. T Mafafo N/M A A A A -

Ms N Tshabalala Independent Member N/A P P P 3 of 4


Human Resources & Remuneration Committee


Meeting 211/10/2018

Meeting 330/11/2018

Meeting 413/02/2018

TOTAL4 of 4

Mr LA Malotana Chairperson P P P P 4 of 4Mr M Kobe Member P P P P 4 of 4Ms ND Dantile Member P P P P 4 of 4Mr W Kuperus Member P P P A/P 3 of 4Ms RM Gontsana Member A/P P P P 3 of 4Dr A Thulare Member P P A/P P 3 of 4


ICT Steering Committee

Name Designation Meeting 131 Aug 2018

Meeting 217/11/2018

Meeting 322/03/2018

TOTAL3 of 3

Dr S Sobuwa Chairperson P P P 3 of 3Ms D Sebidi Member P A/P (connectivity issues) P 2 of 3Mr KO Tsekeli Member P P P 3 of 3

Mr J Segole Independent Member P P (Telecon) P 3 of 3

Mr P Nkukwana Independent Member P P P 3 of 3



Pension and Provident Fund Committee

Name Designation 13Apr2019 12 July 2018 04 October 2018 TOTAL3 of 3

Dr T Muslim Chairperson P P P 3 of 3Mr M Louw Member A/P P P 2 of 3Mr V Masango Member P P P 3 of 3Ms A Bloemstein Member P P P 3 of 3

Ms A Taljaard Alternate Member A/P A/P A/P -


Human Rights, Ethics and Professional Practice Committee

Name Designation Workshop15/05/2018

Meeting 16/05/2018

Meeting 22/08/2018

Workshop11/12/2018

Meeting 403/07/2019

TOTAL5 of 5

Dr S Balton Chairperson P P P P P 5 of 5Prof. N Gwele Member P P A/P A/P A/P 2 of 5Prof. SM Hanekom Member P P P P P 5 of 5Adv. T Mafafo Member A/P A/P A/P A/P A/P 0 of 5Prof. D McQuoid-Mason Member P P P A/P A/P 3 of 5Prof. NJ Mekwa Member P P P P P 5 of 5Prof. BJ Pillay Member P P P P P 5 of 5Dr N Tsotsi Member P A/P P P P 4 of 5


Business Practices Committee


Meeting 2 16/08/2018

Meeting 3 25/10/2018

Workshop13/11/2018

Meeting 420/02/2019

TOTAL5 of 5

Mr M Kobe Chairperson P P P P P 5 of 5Dr RL Morar Member P P P P P 5 of 5Ms ND Dantile Member P P P P P 5 of 5Dr A Thulare Member P P P P P 5 of 5Mr S Ramasala Member P A/P A/P P P 3 of 5


Professional Conduct Review Committee


Meeting 09/05/2018

Workshop13/11/2018

Meeting14/11/2018

Meeting 103/12/2019

TOTAL5 of 5

Prof. K Mfenyana Chairperson P P P P P 5 of 5Mr MAW Louw Member P P P P P 5 of 5Prof. NJ Mekwa Member P P P P P 5 of 5Ms D Muhlbauer Member A/P A/P P P P 3 of 5Mr S Ramasala Member P P P P P 5 of 5Ms DJ Sebidi Member P P P P P 5 of 5



Education, Training and Quality Assurance Committee of Council


Workshop15/10/2018

Meeting 215/10/2018

Meeting with the CHE

16/10/2018Meeting 3

03/11/2019TOTAL5 of 5

Prof. K Mfenyana Chairperson P P P P P 5 of 5

Dr P Brijlal Member P P P P P 5 of 5

Prof. K Khoza-Shangase Member P P P P P 5 of 5

Prof. B Luke Member A/P A/P A/P A/P N/M 0 of 5

Prof. T Mashego Member A/P P P P A/P 3 of 5

Ms V Mbhatsani Member A/P P P P P 4 of 5

Ms J Mthombeni Member P P P P P 5 of 5

Mr S Ntuli Member A/P P P P P 4 of 5

Ms F Segooa Member A/P P P P P 4 of 5

Dr B Shongwe Member P P P A/P P 4 of 5

Mr C Qoto Member P P P P P 5 of 5

Ms ZM Ramaila Member P P P P A/P 4 of 5

Dr A Thulare Member P P P P P 5 of 5

Prof. L van Niekerk Member P P P P P 5 of 5* N/A = Not Appointed * A = Absent* A/P = Absent with Apology * N/M = No longer a member* P = Present

Health Committee (Section 51)

Name Designation 26/07/2018-27

13/09/2018-14

22/11/2018-23

30/01/2019-31 14/03/2019 TOTAL

5 of 5Ms M Van Niekerk Chairperson P P P P P 5 of 5

Dr GP Grobler Member P P P P P 5 of 5

Dr TP Moloi Member P P P A/P P 4 of 5

Ms BN Pule Member P P P P P 5 of 5

Prof. S Rataemane Member P P P P A/P 4 of 5

Dr N Ngobese Member P P P P P 5 of 5


7. Risk Management

Council in ensuring that risk is managed effectively had approved the following risk management instruments:

– Enterprise Risk Management (ERM) Policy Framework; – Compliance Risk Management Policy Framework;– Business Continuity Management Policy Framework; and – Fraud Prevention Policy and Strategy.


These instruments or policies addresses the structures, roles and responsibilities, processes and standards implemented for the overall risk management process.

The HPCSA adopted a structured approach to risk management which is aligned to best practice as set out in King IV Report on Corporate Governance (2016), the National Treasury – Public Sector Risk Management Framework and the ISO 31000 Risk Management – Principles and Guidelines.

The HPCSA uses a consistent approach to the assessment and treatment of all types of risk, at all levels and for all activities.

Risksareidentifiedandclassifiedintermsofgovernance,people, compliance, business disruption, technology, stakeholders, and reputational risk.

8. Governance of Risk

Council has the ultimate responsibility for the governance and oversight of risk, and it has delegated to the Secretariat the implementation and execution of effective risk management at HPCSA.

The Audit and Risk Committee is delegated the responsibility for ongoing oversight of risk management on behalf of Council.

Risk assessments takes place annually to identify risks that impact the strategic objectives of the HPCSA, and risk response or mitigating strategies are designed. Management monitors the implementation of mitigating strategies and reports to the Audit and Risk Committee on a quarterly basis.

Assurance is achieved using four lines of defence (Combined Assurance Model) to identify, monitor, manage and report risk and at the same time promoting transparency and accountability.

9. Internal Audit

The HPCSA has outsourced an Internal Audit function, which independently assesses the effectiveness of the risk management process. Council has delegated the oversight of internal audit to the Audit and Risk Committee.

The Internal Audit function is governed through an approved Internal Audit Charter. In the main, Internal Audit function provides independent assurance that contributes to the effectiveness of risk management, control and governance processes. Internal Audit reports to the Audit and Risk Committee on the effectiveness of the approved processes and as implemented by Management in managing risks impacting strategic objectives.

10. Audit and Risk Committee

The Audit and Risk Committee of Council provides oversight over the performance of the risk management process on a quarterly basis.

Strategic risks and mitigating strategies are closely monitored and reported to the Audit and Risk Committee on a quarterly basis. Management reviews progress on the implementation of the risk prevention strategies on a monthly basis.

The effectiveness of HPCSA risk management process is independently assessed by the Internal Audit function. Internal Audit reports to the Audit and Risk Committee on the effectiveness of the process adopted and implemented by management in managing risks impacting on HPCSA strategy and objectives.

G O V E RN AN C E HPCSA Annual Report 2018/19 167

2018/19 Risk Management Key Areas of Focus and Achievements

In the reporting period; the following key areas of focus were achieved: • Continuous improvement of risk management and risk assessments. •CounciladoptedandendorsedKingIVReportonCorporateGovernanceinthepreviousfinancialyear(December

2017). In adopting King IV, the Secretariat was tasked with the responsibility of developing a King IV Transitional Implementation Plan, which was aligned to the King IV Gap Analysis. To this end, the King IV Transitional Implementation Plan was successfully implemented, in the period under review.

• Both the Business Impact Analysis and Information Technology (IT) Recoverability Risk Assessment were conducted.• Council approved a Business Continuity Management Policy Framework to ensure continuity, resumption and

recovery of HPCSA critical business functions as well as the management of impacts resulting from a disruptive event.• As part of implementing Fraud Risk Management (Fraud Prevention Policy and Strategy), the HPCSA established and

implemented a Fraud and Corruption Hotline to enable whistle-blowers to report fraudulent acts and/or irregularities taking place at the HPCSA.

• Awareness campaigns were undertaken around Fraud and Corruption, as well as publicising of the Fraud and Corruption Hotline across the organisation.

Thefollowingactivitiesareplannedforthe2019/20financialyear:• Review and update the HPCSA Enterprise Risk Management Policy Framework • Review and update the HPCSA Compliance Management Policy Framework • In rolling out the Business Continuity Management (BCM) process, the following will be undertaken: • The development of Business Continuity Plans across all levels of the organisation; • The development of IT Recovery Strategy that includes IT Continuity Plan;• Acquisition of a Work Area Recovery facility (disaster recovery site); and • Conducting a disaster recovery testing.• Review and update the Internal Audit Charter

Key Risks

The table below outlines the Key Risks facing the HPCSA and the mitigating strategies adopted and implemented to prevent same occurring:

Funding Risk RiskDescription Mitigants

InsufficientCashflowtocontinuewithoperations

InsufficientcashflowtodeliverontheHPCSA’s mandate will result in the HPCSA not being a going concern.

• Bank accounts are monitored on a daily basis.• 12-month Cash Flow done on a monthly basis.• 36-months Cash Flow focus. • Investment Policy.

Insufficientcapabilitiesto implement the HPCSA’s strategy

If the HPCSA’s new organisational design/structure is not implemented immediately and the IT digitisation projects fail to deliver their intended results, then HPCSA would not havesufficientcapacity,andthiswillresultin HPCSA failing to deliver in its strategic objectives/mandate.

• New Organisational Structure implemented. •Tocontinuetofillalltheoutstandingvacant

executive positions.• Adequate IT infrastructure and systems -

Online renewals, Meeting Workspace, Network Infrastructure implemented.

• Monitor implementation of the IT Road Map.

HPCSA Business Disruption

A disaster affecting the HPCSA Business operations will lead to the HPCSA being unable to perform its function and executing its mandate.

Without an adequately designed and approved Business Continuity Plan for all key Departments/Divisions a probability exists that business continuity will not be managed properly, resulting in the failure to resume business operations in a timely manner, should a disaster occur.

• Business Impact Analysis and IT Recoverability Risk Assessment have been conducted.

• Business Continuity Management Policy and Framework.

• Backup Policy and Strategy. • Backup strategy and Replication Solution.• Prepare Business Continuity Plans for all

business areas.


Funding Risk RiskDescription MitigantsThe withdrawal of labour will affect the business operations of the HPCSA, thereby impacting on its ability to deliver on its objectives.

• Signed Recognition Agreement with labour. • Senior Management members all have been

trained on Registration processes, systems and protocols.

Loss of critical skills Failure to retain critical skills will impact the delivery of HPCSA’s mandate.

• Performance Management and Development System (PMDS).

•RemunerationandEmployeeBenefitsPolicyispart of the HPCSA Staff Retention Strategies.

• Revised Employment Contract conditions for managers below Departmental Heads.

Lack of role clarification(Council,Professional Boards & Secretariat)

Decisions taken and executed at incorrect/wrong levels and structures, and decisions taken without following prescripts, applicable laws and regulations. Such non-compliance will impact negatively on the HPCSA reputation.

• Rules and Regulations in line with the Health Professions Act 56 of 1974.

• Committees of Council Terms of Reference.• Committees of Professional Boards Terms

of Reference.• Delegation of Authority Framework. • Annual review of all Terms of Reference.

Unethical behaviour

Unethical behaviour by employees and/or Council/or Professional Boards Members, including the respective Committees’ Members – leading to all these getting involved in acts of fraud, theft and/or corruption.

• Predictive fraud detection and prevention capabilities and fraud response plan implemented.

Ultra-vires acts and inconsistent decisions making (Professional Boards and Council)

Council’s Governance Structures making decisions beyond their bestowed powers resulting in litigation against the HPCSA, which may cause reputational and financialdamage.

• Rules and Regulations in line with the Health Professions Act 56 of 1974.

• Continuous training of Council and Professional Boards members in line with the approved Training and Development Plan.

• Legislative Framework included in all Agenda Items to enforce compliance to legislation.

Cyberattacks and espionage

Cyberattacks will lead to unauthorised access to data which could have detrimental consequences for the HPCSA.

• Continual IT Penetration Testing to identify and rectify potential weaknesses that can be exploited by cyber criminals and implementation of solutions strategies.

Loss or erosion of Council mandate

If the HPCSA fails to constantly scan the operating environment and report on its threats and weaknesses, then opportunities maybe missed resulting in the erosion of Council’s mandate.

• Scanning of operations environment, reviewing and updating policies.

• Development and amendments of rules & regulations to ensure alignment is ongoing.

Failure of Council to effectively engage with all stakeholders

Non-implementation of stakeholder engagement strategy and plan resulting to HPCSA poor image and reputational damage.

• Stakeholder Engagement Strategy.• Ongoing stakeholder engagement initiatives

(Roadshows and Symposia, Conferences, Annual Client Satisfaction Surveys) to be undertaken.

HPCSAnotbenefittingfrom the outcomes (deliverables) of the BPR Project

Failure to adopt and implement outcomes of the BPR project would lead to the HPCSA not realisingbusinessefficiency.

• Business Improvement (BI) Team has been established for capacitation of business analysis and process development.

•Benefitstrackingprocessandreporting.• BPR Steering Committee.

Misalignment between Strategic Planning and Budgeting Cycles across Council

If there is no alignment between HPCSA Strategic Planning and the Budget Cycle of the organisation, management might end up with unfunded mandate to execute. This would result in Secretariat always requesting for additional funding to deliver on activities and creating funding risks.

• Establish a link between Strategic Planning Sessions, APP Sessions and the Budget Timetable.

• Budget cycle process and procedure.


11.ComplianceRiskManagement

The HPCSA is committed to complying with all applicable laws and regulations and is kept informed of changes that could potentially affect the organisation. The HPCSA is required to comply with applicable laws, including all internal policies, processes and procedures. Staff members are aware of compliance issues in their day-to-day conduct.

HPCSA follows a risk-based approach to compliance risk management and have established a compliance function to ensure effective compliance risk management.

To achieve the above, the HPCSA approved a Compliance Management Policy Framework, which included a Compliance Regulatory Universe with all identified legislation affecting the organisation. TheCompliance function reports the status of compliance and any material breaches or key risks to Council, through the Audit and Risk Committee.

In the reporting period, the Compliance Risk Assessments continued on an ongoing basis for some of the laws applicable to the HPCSA and Compliance Risk Management Plans (CRMP) were developed and the implementation of the Action Plans was monitored and reported on accordingly.

Important to state that during the reporting period, there were no material or repeated regulatory penalties,sanctionsorfinesforcontraventionsof,ornon-compliance with statutory obligations against HPCSA. The HPCSA continued to ensure compliance with all relevant laws, policies and procedures, and this was done through the following:• Monitoring the compliance within the organisation.• Providing advice, guidance and training on Contract

Management, Health Professions Act and Good Governance.

• Ensuring effective, efficient and economicalimplementation of organisational strategies and policies in accordance with relevant legislation and policies.

• Drafting and advising on policies, as well as compiling manuals and procedural guidelines to ensure good governance.

• Ensuring that all applicable statutory registers are in place and updated.

• Reviewing and updating Authority Structures and Terms of Reference of the said structures.

• Communicating key statutory deadlines timeously to Council, committees of Council and the Secretariat.

• Reviewing and updating the Delegations of Authority of the HPCSA.

• Ensuring the availability of well researched legal opinions and advice.

• Management of litigation by and against the HPCSA through its attorneys.

In the next financial year, the following activities will take place:• Review and update of the HPCSA Compliance

Management Policy Framework to include a systematic Compliance Management process.

• Establishing and developing a baseline Organisational Compliance Rate Report.

12.MinimisingConflictofInterest

In the year under review, Council members and Executive continued to declare direct or indirect business interests that they or their families may have in any matter which is relevant to the HPCSA. This declaration extended to theonewhereinCouncilmembers andofficials of theHPCSA make notice in writing of any direct or indirect business interests that they or family members may have in any contract/tender or proposed which has been or is to be entered into by the HPCSA or who so becomes interested in any such contract/ tender after it has been entered into. The declaration is signed before every meeting and should any member declare any interest they were recused from the meeting.

13. Code of Conduct

The HPCSA continued to comply with the following values intheexecutionofitstasksandofficialinteractions:• Honesty / Integrity;• Respect; and• Professionalism.


14. Health, Safety and Environmental Issues

The HPCSA continued to comply with the regulatory and legislative prescripts for Occupational Health to ensure that it creates a conducive environment for all employees.

In the period under review, the Occupational Health and Safety Committee (OHS) met quarterly to:• Report on OHS incidents and resolutions• Discuss OHS areas of concern• Assess progress made on the institutionalisation of OHS• Propose OHS areas for improvement

This is demonstration and commitment by the HPCSA to the health and safety issues in the organisation. The Health and Safety Committee met on a quarterly basis.

15.CompanySecretary

The Company Secretary plays two pivotal roles of providing secretarial and advisory services to Council, Professional Boards and all their structures. Furthermore, the Company Secretary is a liaison official betweenCouncil and Management, thus giving effect to the governance protocol. The Company Secretary is a custodian of all Council registers and decisions/resolutions. The Company Secretary continued to ensure compliance and good Corporate Governance throughout the HPCSA by providing legal guidance and support to the Council, Management and employees to enable them to discharge their fiduciary and otherresponsibilities effectively.

16.CorporateSocialResponsibility

Corporate social responsibility (CSR) refers to the moral and ethical efforts made by an organisation for the betterment of the society in some way. It also refers to organisations taking responsibility for their impact on society.

King IV states that; “the governing body should ensure that the organisation is and is seen to be a responsible corporate citizen”. To this end, the HPCSA promotes responsible business practices, encouraging its employees as well as Professional Boards to respect all applicable laws and international standards to operate transparently and in consultation with all stakeholders, and to conduct their activities in a socially and environmentally responsible manner.

For the HPCSA; Corporate Social Responsibility is a part of the strategic environment, contributing to real social development and economic growth and not only used as an extension of its marketing and public relations activities.

Part of the HPCSA Corporate Social Responsibility involves the Ad- hoc Programme. This programme involves ad hoc donations and support for disasters and humanitarian relief, working with non–governmental organisations (NGOs) to areas where it is needed most. So, when the long-lived storm caused by Cyclone Idai hit Beira City in Mozambique, the HPCSA stepped up and provided the much - needed support. Cyclone Idai caused unprecedented and catastrophic damage in Mozambique, Zimbabwe, and Malawi, leaving more than 1300 people dead and leaving hundreds of people homeless and displaced as they had lost everything as a result.

A massive relief programme initiated by the South African Red Cross Society saw the HPCSA employees doing their part in assisting survivors. A call was made to the HPCSA employees to donate clothing, blankets and non–perishable goods. The campaign saw employees donating tons and tons of clothing and blankets, destined for Mozambique to alleviate the burden of these devastated and displaced communities. It is hoped that the clothes and blankets donated by HPCSA employees had at least brought some sort of a much-needed relief to the affected neighbouring countries.


PART E: HUMAN RESOURCE MANAGEMENT


1. Introduction

Introduction

Following the approval of the new Organisational Structure that arose from the Business Process Re- engineering (BPR), the HPCSA commenced with the implementation of the new structure.

Thefirstphaseof implementing theneworganisationalstructure involved a process of putting the new roles through a job evaluation system with the view to regrading them. The second phase, which took place in August 2018, included the matching and placing of all employees into the new structure.

The third phase involved a process of recruiting for all other existing vacant and newly created positions. From the new organisational structure, twenty-one (21) new positions emerged and these were considered as the “Top 21” positions, as they were positions of Heads of Departments and Heads of Divisions. Of the twenty-one (21),twelve(12)oftheseneededtobefilledinstantlyinorder to realise the positive outcomes of the BPR project. As at the end of the reporting period, ten (10) of those positionswerefilled.

Someofthepositionswerebefilledthroughtemporaryappointments, in others, internal employees were requested to resume new roles in an acting capacity while the recruitment process for full-time candidates was underway. To support the effectiveness of the new structure, the training and development plan was re-prioritised to allow employees in new or reconfiguredpositions to undergo capacity development to enhance their performance and competence in those positions. This exercise will continue into the next reporting period.

1.1EmployeePerformanceManagement

To succeed in its objective of institutionalising a performance culture at the HPCSA, the organisation resolved to review its Performance Management and Development Policy and System (PMDS). In the reporting period, following the PMDS review, a new Draft PMDS, which links individual performance to the departmental/divisional and Council performance, was developed. It will be submitted for consultation with key stakeholders in thenextfinancialyear.

1.2EmployeeWellness

In the period under review, the South African economy was under a lot of distress, which impacted on its citizens. The HPCSA employees as citizens could not be unaffected by this state of the economy, which also negatively impacted on their health and wellness.

The HPCSA has always held the belief that “healthy employees are productive employees”, and to that end, has resolved to improve its focus on the wellness of the workforce. In executing this responsibility, the Division: Human Resources (HR) made available support services to all employees focusing on holistic wellness that includes health, financial, social, emotional andpsychological wellness. The services included sharing of wellness tips and information, commemorating wellness days (such as Hypertension Day, Stroke Day, Diabetes Day etc.), providing counselling, telephonic support as well as other related services that sought to address wellness issues in a holistic approach.

In the year under review, the HPCSA experienced industrial action in the form of a strike, which impacted negatively on employee well-being, thus increasing the number of reported cases of stress related illnesses. This was also confirmed by the appointed EmployeeAssistance Programme (EAP) service provider. To ameliorate the adverse effects of the strike on employee wellness, a post-strike trauma counselling session was arranged.

1.3PolicyDevelopment

The Division: Human Resources reviewed 80% of all the outdated policies. The consultation process for the reviewed policies was a challenge and this aspect has been prioritized for improvement in the next reporting year.

The HPCSA developed and adopted a priority policy development and review framework, which will be put in motion in the next reporting period.

H U M AN RE S O U RC E M AN AG E M E N T174 HPCSA Annual Report 2018/19

1.4 Human Resources Priorities

In 2017, the HPCSA and the National Education, Health and Allied Workers Union (NEHAWU) engaged in a facilitated Relationship by Objectives (RBO) programme. The programme resulted in a number of outcomes that needed to be actioned in order to improve the relationship between the two parties. Due to an increased attention on the BPR Project in the period under review, some of the outcomes of the RBO could not be implemented. The outstanding outcomes are a critical priority for the next fiscalyear.

1.5ChallengesexperiencedbytheHPCSAon HR matters As part of the BPR Project, the consultation process with NEHAWU on the implementation of the new organisational structure and migration of staff to the new structure culminated in a formal dispute. As the dispute could not be resolved by the Commission for Conciliation, Mediation and Arbitration (CCMA), NEHAWU declared a strike, which was protected under the labour law. After intense negotiations, the parties concluded a Strike Settlement Agreement, which brought an end the eleven (11) days’ strike.

1.6 Human Resources key highlights

The HPCSA spent the better part of the current reporting period focused on the BPR and its implementation. Following are the key highlights:

• The full-time Registrar/CEO was appointed and assumed his duties in January 2019.

• Stakeholder engagements on the implementation of the BPR process, particularly the organisational structure were held.

• The placement of all employees into the new Organisational Structure without any job losses was undertaken.

• The hosting of the Quarterly Bargaining Fora where engagement between Management and organised labour to discuss matters of employee interest continued.

• Engagements between Management and labour through the Bargaining Forum and other platforms to help improve the relationship between the parties were held.

• The review process of all policies to ensure alignment with legislative prescripts and transformation imperatives was undertaken.

H U M AN RE S O U RC E M AN AG E M E N T HPCSA Annual Report 2018/19 175

2. Human Resources Related Statistics

ThenumericalinformationbelowisindicativeoftheactualamountsandfiguresthattheHPCSAspentperBusinessUnit.

2.1 Personnel cost by salary band

ThebulkoftheHPCSAPersonnelcostisallocatedtothecategoriesofProfessionallyQualified,SkilledPractitionersandSemi-Skilled employees to a total of 36.43%.

Salary Band PersonnelExpenditure(Total Earnings & Total

CompanyContributions)%oftotalpersonnel

cost *1 No.ofemployeesPaterson Band EE Level

Paterson AAA - Paterson B2 Unskilled 2 258 191,65 1,92 7

Paterson B3 - Paterson C1 Semi-Skilled 54 780 217,90 31,28 127

Paterson C2 - Paterson D1 Technical Skilled 57 570 315,57 36,43 90

Paterson D2 - Paterson D3 Middle Management 29 259 050,79 15,84 29

PATE D4 - Paterson D4 Senior Management 8 269 033,76 4,34 6

PATE1 - Paterson F1 Top Executive 12 704 017,02 8,34 6

TOTAL 164 840 826,69 100% 265

2.2 Performance Rewards

The HPCSAachieved its strategic objectives for the 2017/2018 financial year and in relation to this, performancebonuseswerepaidoutin2018/2019financialyeartorecogniseandrewardtheemployeeswhocontributedtothisachievement.

The table below indicates the Performance Rewards paid per level. A total of 5,6% of the Total Personnel Cost and an amount of R9 238 583,49 was paid out.

Salary BandPerformance Reward Personnel

Expenditure(R'000)% of Performance

Rewards to Total PersonnelCosts(R’000)Paterson Band EE Level

Paterson AAA - Paterson B2 Unskilled 5- A Rating and 0- B Rating 133 254,71 0,08

Paterson B3 - Paterson C1 Semi-Skilled

45- A rating and 78- B rating, 4- C rating and 1- D rating and 2 not yet Assessed.

2 820 840,20 1,71

Paterson C2 - Paterson D1 Technical Skilled 18- A rating and 51- B rating,

9- C rating and 1- D rating. 3 243 178,21 1,97

Paterson D2 - Paterson D3 Middle Management

8- A rating and 12- B rating, 2- C rating and 1- not yet assessed.

1 663 031,02 1,01

PATD4 - Paterson D4 Senior Management 0- A rating and 3- B rating. 255 094,95 0,15

PATE1 - Paterson F1 Top Executive 3 - A rating and 2- B rating 1 123 184,40 0,68

TOTAL 9 238 583,49


2.3 Training Costs

In the year under review, the focus of the HPCSA was placed on capacity building as a strategic imperative. This was to ensure that individual employees as well as other stakeholders are fully skilled and capacitated to contribute to improvedorganisationalperformanceandefficientandeffectiveservicedelivery. Inthecurrentfinancialyear,theHPCSA spent R3 391,19 on average per employee on training and development.

The Training and Development was executed as per the submitted training requests and in line with the individual employees’ Performance Development Plans.

The focal points of training were on Change Management, Compliance, Fraud and Corruption Prevention, Employment Equity Committee Training as well as Occupational Health & Safety Training.

The table below depicts the training expenditure per Business Unit.

Business Unit No of Employees

Training Expenditure

Personnel Expenditure

No.ofemployeesTrained

Average Training CostperEmployee

Registration 43 R189 236,82 0 43 R4400,85Education & Training 9 0 0 4 0Professional Practice 12 R3 525,00 0 10 R352,50Information Technology 12 R25 039,00 0 12 R2086,58Corporate Affairs 22 R76 025,55 0 21 R3620,26 Strategy & PMO 3 R16 383,00 0 3 R5461,00Executive Company Secretariat 44 R39 588,00 0 44 R899,72

Human Resources 9 R75 106,85 0 8 R9388,35Facilities 8 R78 511,69 0 14 R5607,97Finance & Supply Chain 34 R130 107,70 0 28 R4646,70Legal & Regulatory 51 R154 264,18 0 43 R3587,53OOR 4 0 0 2 0Internal Audit & Risk 3 R9 142,50 0 3 R3047,33 TOTAL 254 R796 930,29 0 235 R3391,19

2.4Employmentandvacancies

LEVELS 2017/2018No.ofEmployees

2018/2019ApprovedPosts

2018/2019No.ofEmployees

2018/2019Vacancies % of vacancies

Top Management 5 6 5 4 8%Senior Management 6 15 6 8 16%Professionalqualified 28 36 25 12 24%Skilled 80 94 80 18 36%Semi-skilled 131 133 131 8 16%Unskilled 7 7 7 0 0%TOTAL 257 272 254 50 100%

HUMAN RESOURCE MANAGEMENT HPCSA Annual Report 2018/19 177

A total of forty–six (46) positions remained vacant after the implementation of the new organisational structure and the placement of staff into the new structure. These included the newly approved positions and those which were put “on hold” following the moratorium by Council.

Attheendoftheyearunderreview,fifty(50)vacancieswerereported,includingpositionsemanatingfromresignations,dismissal and retirement.

2.5Employmentchanges

TheHPCSAwillcontinuetofillpositionswithinareasonabletimeframe.

LEVELS Employmentatbeginningofperiod Appointments Terminations Employmentatend

oftheperiodTop Management 5 1 0 6Senior Management 6 0 1 5Professionalqualified 28 1 3 25Skilled 80 7 2 80Semi-skilled 131 1 4 131Unskilled 7 0 0 7Total 257 10 10 254

2.6 Reasons for staff leaving

For the period under review the turnover of staff was 4.3%. HR monitors the employee exits as it provides valuable insight on how the HPCSA can continue retaining the skills and knowledge of our employees.

Ofthesixteen(16)terminations,eleven(11)werepermanentemploymentterminationsandfive(5)wereduetoexpiryof the contracts.

Of the eleven (11) permanent employment termination, 64% were resignations. An analysis of the exit interview information indicates that the following are common reasons for the resignations:i) Pursuing personal endeavours (i.e. business)ii) Career growth iii) Career change

Two (2) of the above resignations were pending disciplinary proceedings and one (1) termination was due to death in service.

Reason Number % of total no. of staff leaving

Death 1 6%Resignation 7 43%Dismissal (misconduct & incapacity) 2 13%Retirement 1 6%Ill health 0 0%Expiry of contract 5 31%Other (Promotion) 0 0%Total 16 100%

2. Human Resources Related Statistics (continued)


2.7LabourRelations:MisconductandDisciplinaryAction

NumberofdisciplinaryAction NatureofdisciplinaryAction

Verbal Warning Written Warning

2

2

1

1 Final Written warning

Dismissal

The twelve (12) formal grievances that were addressed in the year under review fall into the following categories:i) Post-strike – 33%ii) Grading & Income Differentials – 33%iii) Benefits&Policy–17%iv) Inter-personalconflict–17%

The formal disputes that were referred to the CCMA involved the BPR Project (mutual interest), income differentials, unfair dismissal, unilateral change in the terms and conditions of employment.

2.8EquityTargetandEmploymentEquityStatus

The HPCSA employs 85 males and 169 females out of a total number of 254 employees. Of that number, 4 employees have a disability of one kind or another.

IntheabsenceofHPCSAspecificequitytargets,theHPCSAusedtheNationalEmploymentEquityTargetsasaguide.TheHPCSAisfinalisingtheprocessofsettingupstructuresandengagingwithLabourandotherrelevantstakeholderstodevelopEmploymentEquitytargets.Itisanticipatedthattheprocesswillbecompletedinthenextfinancialyear.

The tables below indicate the breakdown of employees by gender as well as people living with disabilities during the period under review:

African Coloured Indian WhiteMale Female Male Female Male Female Male Female

Top Management 2 2 0 0 0 0 0 1Senior Management 5 1 0 0 0 0 0 0Professionalqualified 13 7 1 0 1 1 0 2Skilled 21 48 3 2 0 3 0 3Semi-skilled 31 78 3 12 1 2 0 4Unskilled 4 3 0 0 0 0 0 0TOTAL 76 139 7 14 2 6 0 10

HUMAN RESOURCE MANAGEMENT HPCSA Annual Report 2018/19 179

2. Human Resources Related Statistics (continued)

LEVELS

PeoplelivingwithDisabilities

Male Female

Current Target Current Target

Top Management 0 0

Senior Management 0 0

Professionalqualified 2 0

Skilled 0 1

Semi-skilled 0 0

Unskilled 0 1

TOTAL 2 2

2.9 Future HR Plans / Goals

ToimprovetheeffectivenessoftheDivision:HumanResourcesandintheensuingfinancialyear,theHPCSAwillfocuson the following areas of importance:

• Developing a Human Resources Strategy that is aligned to Council’s Strategy.• Developing a comprehensive Employee Wellness Strategy in order to improve the impact of Employee Assistance

Programme (EAP).• Appointing a full-time Head of Division: Human Resources.• Continue to capacitate the new organisational structure.• Consultations processes will be held to expedite the approval of policies and procedures that have been prioritised.

These include, among others, the Remuneration, Performance Management and Development, the Code of Business Ethics and Conduct.

• Focus will be placed on leadership and management development to improve the capacity of managers.•The upskilling of employees, particularly those who are assuming reconfigured or new roles following the

implementation of the new organisational structure. • The values will be socialised throughout the HPCSA in order to improve service delivery to stakeholders.


PART F: FINANCIAL INFORMATION


Countryofincorporationanddomicile South Africa

Natureofbusinessandprincipalactivities Health Professions Regulator

Councillors Dr TKS Letlape

Mr LA MalotanaMr S RamasalaProf. K MfenyanaMs MM IsaacsDr S SobuwaMs MS van NiekerkMr KO TsekeliMr A SpeelmanProf. N GweleMs ND DantileDr TA MuslimMs DJ SebidiDr S BaltonMs RM GontsanaProf. SM HanekomMr M KobeMr MAW LouwMrs D MuhlbauerAdv. T MafafoProf. GJ van ZylProf. NJ MekwaDr RL MorarMs X BacelaMs JM NareProf. YI OsmanProf. BJ PillayDr AM ThulareMajor-General Z DabulaDr A LucenMs MM MothapoMs J Skene

Registeredoffice 553 Madiba StreetCnr Hamilton and Madiba StreetArcadia0001

Postal address P O Box 205Pretoria0001

Bankers ABSA Bank Limited

Auditors Nexia SAB & TRegistered Auditor

CompanySecretary Adv. Ntsikelelo Sipeka

Preparer Theannualfinancialstatementswereinternallycompiledby: Ms M de GraaffHead of Department: Finance and Supply Chain (CFO)

General Information

F I N AN C I AL I N F O RM AT I O N

Health Professions Council of South AfricaAnnual Financial Statements for the year ended 31 March 2019


ThereportsandstatementssetoutbelowcomprisetheannualfinancialstatementspresentedtotheHealthProfessionsCouncilofSouth Africa:

Page Audit and Risk Committee Report 184 - 185

Independant Auditor’s Report 187 - 189

Councilors’ Report 190 - 191

Statement of Financial Position 192

StatementofProfitorLossandOtherComprehensiveIncome 193

Statement of Changes in Equity 194

Statement of Cash Flows 195

Accounting Policies 196 - 201

Notes to the Annual Financial Statements 202 - 217

Thefollowingsupplementaryinformationdoesnotformpartoftheannualfinancialstatementsandisunaudited: Detailed Income Statement 218 - 219

Index

FINANCIAL INFORMATION



1. Members of the Audit and Risk CommitteeThe members of the Audit and Risk Committee of the Health Professions Council of South Africa comprise of the following independent and non-executive members:

Name Office DesignationProf. GJ van Zyl Chairperson Non-ExecutiveDr RL Morar Member Non-ExecutiveDr A Lucen Member IndependentMr S Nyangintsimbi ** Member IndependentMr R Khwela ** Member IndependentMr D McCarthy ** Member IndependentMr S Ngwenya Member Independent** Appointed in April 2018

The committee is satisfied itsmembers possess the required skills, knowledgeandexperienceas set out in King IV, principle 3.2paragraph 5 to 10.

Report of the Audit and Risk Committee is prepared in terms of Health Professions Act 56 of 1974 as amended, section 13. The Audit and Risk Committee has adopted appropriate formal terms of reference which have been approved by Council. ARCOM has performed its responsibilities as set out in the terms of reference. In executing its duties during the reporting period, the Committee has performed the following:

Audit-Monitoredtheeffectivenessofthescope,plans,budget,coverage,independence,skills,staffing,overallperformanceandposition

of the internal audit and compliance functions within the organisation.- Recommended to Council the appointment of the external auditors.- Monitored the effectiveness of the external auditors - including their skills, independence, audit plan, budget, reporting, overall

performance and approved external audit fees.-Reviewedauditfindingsandmanagement’sactionplans.- Reviewed whether the work performed by internal audit and by external audit is appropriate.- Obtained an assessment of the strength and weaknesses of systems, controls and other factors from the auditors and management thatmightberelevanttotheintegrityofthefinancialstatements.

- Ensured that the external auditors and internal auditors had direct access to the Audit and Risk Committee and the Chairperson of the Audit and Risk Committee.

Financial -Reviewedtheannualfinancialstatementsforproperandcompletedisclosureoftimely,reliableandconsistentinformation.-Evaluatedtheappropriateness,adequacyandefficiencyof theaccountingpoliciesandprocedures,compliancewithoverall

accounting standards and any changes thereto.-Reviewed theannual financial statementsbefore submission toCouncil foranychange inaccountingpoliciesandpractices,significant areas of judgement, significant audit adjustments, the internal control and going concern statements, the riskmanagement report, the corporate governance report, compliance with accounting and disclosure standards, and compliance with statutory and regulatory requirements.

-Reviewed the recommendations of the external auditor and those of any regulatory authority for significant findings andmanagement’s proposed remedial actions.

-Enquired about the existenceand substance of significant accounting accruals, impairments or estimates that could have amaterialimpactonthefinancialstatements.

-Reviewedanypending litigation,contingencies, claimsandassessment,and thepresentationof suchmatters in the financialstatements.

- Considered qualitative judgements by management on the acceptability and appropriateness of current or proposed accounting principles and disclosures.

-Obtainedananalysisfrommanagementandtheauditorsofsignificantfinancialreportingissuesandpracticesinatimelymanner.

Risk GovernanceThe Council has assigned the oversight of risk governance to the Audit and Risk Committee. The Committee’s responsibilitiesregarding risk are identical to that of a separate Risk Committee.

DuringthereportingperiodARCOM:- Reviewed and recommended to Council for approval the HPCSA Fraud Prevention policy including fraud strategy and response plan.- Reviewed and recommended to Council for approval the HPCSA investment policy.- Provided a channel of communication between Council and management and internal and external auditors.- Received regular reporting from each of the above functions and monitored that issues and concerns raised were resolved by

management in a timely manner.

Audit and Risk Committee Report




For the year ended 31 March 2019TheCommittee’sassessmentisthattheoverallcontrolenvironmentofCouncilneedsimprovements.TheCommitteeissatisfiedthatsincethepreviousyearreportingsignificantprogresshasbeenmadeinimprovingtheinternalcontrolenvironmenttoprevent,detectand report areas of non-compliance.

Accordingly,thefulldisclosurerequirementsoftheHealthProfessionsAct56of1974asamendedhavebeenmetduringthefinancialyearunderreview.This issupportedbythefindingsfromtheinternalauditorsaswellastheexternalauditors.Theeffectivenessofthe aforementioned measures continues to be in a constant state of improvement. The Committee has resolved to ensure that the comprehensive implementation of and adherence to the internal control environment reforms be expedited.

TheCommitteeissatisfiedthattheannualfinancialstatementsarebasedonappropriateaccountingpolicies,andsupportedbyreasonableandprudentjudgementsandestimates.TheCommitteeevaluatedCouncil’sannualfinancialstatementsfortheyearended31March2019and,basedontheinformationprovidedtherein,believesthatthefinancialstatementscomply,inallmaterialrespects, with the relevant provisions of the Health Professions Act 56 of 1974 and International Financial Reporting Standards.

2. Meetings held by the Audit and Risk CommitteeThe Audit and Risk committee performs the duties laid upon it by Section 94(7) of the Companies Act, 2008 by holding meetings with the key role players on a regular basis and by the unrestricted access granted to the external auditors.

Thecommitteeheld4scheduledmeetingsduringthefinancialyearending31March2019.

Meeting 1 Meeting 2 Meeting 3 Meeting 4Name 08/06/2018 14/09/2018 21/11/2018 28/02/2019 TotalProf GJ van Zyl (Chairperson) P P P P 4 of 4Dr A Lucen (Member) P A/P P P 3 of 4Mr R Khwela (Member) P P P P 4 of 4Dr RL Morar (Member) P A/P P P 3 of 4Mr S Nyangintsimbi (Member) P P P P 4 of 4Mr D McCarthy (Member) P P P P 4 of 4Mr S Ngwenya P P P P 4 of 4P = PresentA/P = Absent with apology

3. Finance FunctionWe believe that the Finance Department possess the appropriate expertise and experience to meet their responsibility.

4. Internal Audit FunctionThe internal audit function continued to be outsourced during the financial year to ORCA (Outsourced Risk and ComplianceAssessment (Pty) Ltd), who also is responsible for the Chief Audit Executive role.

Webelieve that the internalaudit function (ORCA)effectively fulfilled their responsibilitiesduring thefinancial yearandhad theappropriate and required expertise and experience.

5.DischargeofresponsibilitiesTheCommitteeagreesthattheadoptionofthegoing-concernprincipleisappropriateinpreparingtheannualfinancialstatements.TheAuditandRiskCommitteehasthereforerecommendedtheadoptionoftheannualfinancialstatementsbyCouncilMembers on the 27 September 2019.

The Audit and Risk Committee agreed to the terms of the engagement. The audit fee for the external audit has been considered and approved taking into consideration such factors as the timing of the audit, the extent of the work required and the scope.

6. Annual Financial StatementsFollowingthereviewoftheannualfinancialstatementstheAuditandRiskCommitteerecommendCouncilapprovalthereof.

Audit and Risk Committee concur with the external audit opinion.

On behalf of the Audit and Risk Committee

Prof GJ van ZylChairperson Audit and Risk CommitteePretoria




FINANCIAL INFORMATION HPCSA Annual Report 2018/19 187

INDEPENDENT AUDITOR’S REPORT To the Members of Council of Health Professions Council of South Africa Report on the Audit of the Financial Statements Opinion We have audited the financial statements of Health Professions Council of South Africa set out on pages 192 to 217, which comprise the statement of financial position as at 31 March 2019, and the statement of profit or loss and other comprehensive income, statement of changes in equity and statement of cash flows for the year then ended, and notes to the financial statements, including a summary of significant accounting policies. In our opinion, the financial statements present fairly, in all material respects, the financial position of Health Professions Council of South Africa as at 31 March 2019, and its financial performance and cash flows for the year then ended in accordance with International Financial Reporting Standards and the requirements of the Companies Act of South Africa and the Health Professions Act No: 56 of 1974. Basis for Opinion We conducted our audit in accordance with International Standards on Auditing (ISAs). Our responsibilities under those standards are further described in the Auditor’s Responsibilities for the Audit of the Financial Statements section of our report. We are independent of the Council in accordance with the sections 290 and 291 of the Independent Regulatory Board for Auditors’ Code of Professional Conduct for Registered Auditors (Revised January 2018), parts 1 and 3 of the Independent Regulatory Board for Auditors’ Code of Professional Conduct for Registered Auditors (Revised November 2018) (together the IRBA Codes) and other independence requirements applicable to performing audits of financial statements in South Africa. We have fulfilled our other ethical responsibilities, as applicable, in accordance with the IRBA Codes and in accordance with other ethical requirements applicable to performing audits in South Africa. The IRBA Codes are consistent with the corresponding sections of the International Ethics Standards Board for Accountants’ Code of Ethics for Professional Accountants and the International Ethics Standards Board for Accountants’ International Code of Ethics for Professional Accountants (including International Independence Standards) respectively. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. Emphasis of Matter - Investigation of the Council by a Special Investigations Unit We draw attention to Note 25 of the financial statements, which describes the investigation by a Special Investigations Unit (“SIU”) into the allegations at the Council. The investigation was ongoing at the date of our audit report. Our opinion is not modified in respect of this matter.

F I N AN C I AL I N F O RM AT I O N188 HPCSA Annual Report 2018/19

Other Information The Councillors are responsible for the other information. The other information comprises the information included in the document titled “Health Professions Council of South Africa Integrated Report 31 March 2019 and in the document titled “Health Professions Council of South Africa Annual Financial Statements for the year ended 31 March 2019”, which includes the Councillors’ Report and the Audit Committee’s Report as required by the Companies Act of South Africa. The other information does not include the financial statements and our auditor’s report thereon. Our opinion on the financial statements does not cover the other information and we do not express an audit opinion or any form of assurance conclusion thereon. In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit, or otherwise appears to be materially misstated. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard. Responsibilities of the Councillors for the Financial Statements The Councillors are responsible for the preparation and fair presentation of the financial statements in accordance with International Financial Reporting Standards and the requirements of the Companies Act of South Africa and the Health Professions Act No: 56 of 1974, and for such internal control as the Councillors determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements, the Councillors are responsible for assessing the Council’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the Councillors either intend to liquidate the Council or to cease operations, or have no realistic alternative but to do so. Auditor’s Responsibilities for the Audit of the Financial Statements Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements. As part of an audit in accordance with ISAs, we exercise professional judgement and maintain professional scepticism throughout the audit. We also: Identify and assess the risks of material misstatement of the financial statements,

whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is

F I N AN C I AL I N F O RM AT I O N HPCSA Annual Report 2018/19 189

higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control.

Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Council’s internal control.

Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by the Councillors.

Conclude on the appropriateness of the Councillors’ use of the going concern basis of accounting and based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the Council’s ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditor’s report to the related disclosures in the financial statements or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditor’s report. However, future events or conditions may cause the Council to cease to continue as a going concern.

Evaluate the overall presentation, structure and content of the financial statements, including the disclosures, and whether the financial statements represent the underlying transactions and events in a manner that achieves fair presentation.

We communicate with the Councillors regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit. Report on Other Legal and Regulatory Requirements In terms of the IRBA Rule published in Government Gazette Number 39475 dated 4 December 2015, we report that Nexia SAB&T has been the auditor of Health Professions Council of South Africa for 1 year.

Nexia SAB&T Per: C. Chigora Director Registered Auditor 27 September 2019 119 Witch- Hazel Technopark Highveld Centurion

TheCouncilMembershavepleasure insubmittingtheir reportontheannualfinancialstatementsofHealthProfessionsCouncilofSouth Africa for the year ended 31 March 2019.

1.MainbusinessandoperationsTheHealthProfessionsCouncilofSouthAfricaisanon-profitmakingstatutorybodygovernedbytheHealthProfessionsActNo56of1974. The objectives of the Council (as contained in the Act) may be summarised as follows:(a) To promote the health of the population;(b) Determine standards of professional education and training; and(c) Set and maintain excellent standards of ethical and professional practice.

TheoperatingresultsandstateofaffairsoftheCouncilarefullysetoutintheattachedannualfinancialstatement.

There have been no material changes to the nature of the Council’s business from the prior year.

2.ReviewoffinancialresultsandactivitiesThe annual financial statements have been prepared in accordancewith International Financial Reporting Standards and therequirements of the Health Professions Act no 56 of 1974. The accounting policies have been applied consistently.

3. CouncillorsTheCouncilMembersinofficeasat31March2019areasfollows:

CouncilMembers Office DesignationDr TKS Letlape President Non-executiveMr LA Malotana Vice President Non-executiveProf. K Mfenyana Non-executiveMs MM Isaacs Non-executiveDr S Sobuwa Non-executiveMs MS van Niekerk Non-executiveMr KO Tsekeli Non-executiveMr A Speelman Non-executiveMs ND Dantile Non-executiveMr S Ramasala Non-executiveMs DJ Sebidi Non-executiveDr S Balton Non-executiveMs RM Gontsana Non-executiveProf. SM Hanekom Non-executiveMr M Kobe Non-executiveMr MAW Louw Non-executiveMrs D Muhlbauer Non-executiveAdv. T Mafafo Non-executiveProf. GJ van Zyl Non-executiveMs X Bacela Non-executiveDr RL Morar Non-executiveProf. N Gwele Non-executiveProf. NJ Mekwa Non-executiveDr TA Muslim Non-executiveMs JM Nare Non-executiveProf. YI Osman Non-executiveProf. BJ Pillay Non-executiveDr AM Thulare Non-executiveMajor-General Z Dabula Non-executiveMs J Skene Non-executiveDr A Lucen Non-executiveMs MM Mothapo Non-executive

Councillors’ Report




4.EventsafterthereportingperiodOn 17 May 2019 and with the publication of Proclamation no R 23 of 2019 (Gazette no: 10947 dated 17 May 2019), the honourable President of the Republic of South Africa established a Special Investigating Unit (SIU). The SIU was established in response to a request from Council for the establishment of a SIU to investigate:(1) Maladministration in connection with the affairs at the Council regarding exercising its functions in terms of the Health Professions Act, 1974.(2)AnyunlawfulorimproperconductbytheemployeesorofficialsattheHPCSAoranyotherpersonregardingtheregistrationofHealth Practitioners in terms of the Health Professions Act, 1974.

5. AuditorsNexiaSAB&TwasappointedasauditorsfortheCouncilforthefinancialyearending31March2019.

6. SecretaryThe Council secretary is Adv. Ntsikelelo Sipeka.

7.DateofauthorisationforissueoffinancialstatementsTheannualfinancialstatementshavebeenauthorisedforissuebytheCouncilMemberson27September2019.Noauthoritywasgiventoanyonetoamendtheannualfinancialstatementsafterthedateofissue.

Theannualfinancialstatementssetoutonpages 192 to 217, which have been prepared on the going concern basis, were approved by Council on the 27 September 2019, and were signed on its behalf by:

Approvaloffinancialstatements

DrTKSLetlapePresident: Health Professions Council of South Africa 27 September 2019




Statement of Financial Position

Figures in Rand Note(s) 2019 2018 Restated

Assets

Non-Current Assets

Property, plant and equipment 3 28,224,470 29,242,585

Intangible assets 4 12,496,743 9,636,800

Otherfinancialassets 5 1,107,728 1,281,035

41,828,941 40,160,420

Current Assets

Trade and other receivables 7 24,340,016 18,531,530

Cash and cash equivalents 8 307,433,016 321,710,888

331,773,032 340,242,418

Total Assets 373,601,973 380,402,838

Equity and Liabilities

Equity

Revaluation reserve 523,137 1,132,830

Fair value adjustment reserve 935,208 1,108,516

Retained income 118,795,870 144,242,281

120,254,215 146,483,627

Liabilities

Non-Current Liabilities

Finance lease liabilities 9 - 1,356,476

Current Liabilities

Finance lease liabilities 9 1,340,958 1,224,919

Trade and other payables 10 27,742,008 22,452,986

Deferred income 11 224,264,792 208,884,830

253,347,758 232,562,735

Total Liabilities 253,347,758 233,919,211

Total Equity and Liabilities 373,601,973 380,402,838




StatementofProfitorLossandOtherComprehensiveIncome


Revenue 12 246,578,871 234,356,187

Other income 13 26,860,261 23,838,375

Loss on disposal of assets 14 (58,632) (298,252)

Operating expenses 14 (318,243,076) (297,003,133)

Operatingloss 14 (44,862,576) (39,106,823)

Investment income 15 19,624,452 21,539,313

Finance costs 9 (208,287) (327,140)

Deficitfortheyear (25,446,411) (17,894,650)

Othercomprehensiveincome:

Itemsthatwillnotbereclassifiedtoprofitorloss:

Losses on revaluation of works-of-art (609,693) -

Itemsthatmaybereclassifiedtoprofitorloss:

Fair value through other comprehensive income (173,308) 270,363

Othercomprehensiveincome/(loss)fortheyear 17 (783,001) 270,363

Totalcomprehensivedeficitfortheyear (26,229,412) (17,624,287)




Statement of Changes in Equity

Figures in RandRevaluation

reserve

Fair value adjustment

reserveTotal

reservesRetained

income Total equity

RestatedBalanceat1April2017 1,132,830 838,153 1,970,983 162,136,931 164,107,914

Deficitfortheyearaspreviouslystated - - - (17,512,346) (17,512,346)

Prior period errors - - - 191,386 191,386

IFRS 9 Adoption - - - (573,690) (573,690)

Other comprehensive income - 270,363 270,363 - 270,363

Totalcomprehensivesurplusfortheyear-Restated - 270,363 270,363 (17,894,650) (17,624,287)

Balanceat1April2018 1,132,830 1,108,516 2,241,346 144,242,281 146,483,627

Deficitfortheyear - - - (25,446,411) (25,446,411)

Other comprehensive income (609,693) (173,308) (783,001) - (783,001)

Totalcomprehensivedeficitfortheyear (609,693) (173,308) (783,001) (25,446,411) (26,229,412)

Balance at 31 March 2019 523,137 935,208 1,458,345 118,795,870 120,254,215

Note(s) 17 17 27




Statement of Cash Flows


Cashflowsfromoperatingactivities

Cash receipts from customers 273,508,707 262,020,910

Cash paid to suppliers and employees (299,190,248) (287,822,115)

Cash used in operations 18 (25,681,541) (25,801,205)

Interest income 19,589,610 21,518,737

Dividend income 34,842 20,576

Finance costs (208,287) (327,140)

Netcashfromoperatingactivities (6,265,376) (4,589,032)

Cashflowsfrominvestingactivities

Purchase of property, plant and equipment 3 (2,669,355) (4,225,208)

Sale of property, plant and equipment 3 40,588 98,092

Purchase of other intangible assets 4 (4,143,292) (3,440,199)

Net cash from investing activities (6,772,059) (7,567,315)

Cashflowsfromfinancingactivities

Finance lease payments (1,240,437) (1,433,207)

Proceeds on sale of shares - 70,348

Netcashfromfinancingactivities (1,240,437) (1,362,859)

Total cash movement for the year (14,277,872) (13,519,206)

Cash at the beginning of the year 321,710,888 335,230,094

Total cash at end of the year 8 307,433,016 321,710,888




Accounting Policies

Presentationoffinancialstatements

The annual financial statements have been prepared in accordance with International Financial Reporting Standards (IFRS),CompaniesActno71of2008andtheHealthProfessionsActno56of1974.Theannualfinancialstatementshavebeenpreparedon thehistoricalcostbasis,except for themeasurementofcertain financial instrumentsandwork-of-artassetsat fair valueandincorporate the principal accounting policies set out below.

Theannual financial statements for theyearended31March2019wereauthorised for issue inaccordancewitha resolutionofCouncil on 27 September 2019.

1.Significantaccountingpolicies

Theprincipalaccountingpoliciesappliedinthepreparationoftheseannualfinancialstatementsaresetoutbelow.

1.1 Presentation CurrencyThese financial statementsarepresented in SouthAfricanRands since that is thecurrency inwhich themajorityof theCounciltransactions are denominated.

Unlessotherwisestatedallfinancialfigureshavebeenroundedofftothenearestrand.

1.2SignificantjudgementsandsourcesofestimationuncertaintyThepreparationofannualfinancialstatementsinconformitywithIFRSrequiresmanagement,fromtimetotime,tomakejudgements,estimates and assumptions that affect the application of policies and reported amounts of assets, liabilities, income and expenses. These estimates and associated assumptions are based on experience and various other factors that are believed to be reasonable under the circumstances. Actual results may differ from these estimates. The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimates are revised and in any future periods affected.

PrioryearcomparativesWhenthepresentationorclassificationofitemsintheAnnualFinancialStatementsisamended,priorperiodcomparativeamountsarealsoreclassifiedandrestated,unlesssuchcomparativereclassificationand/orrestatementisnotrequiredbyaInternationalFinancialReportingStandards.Thenatureandreasonforsuchreclassificationsandrestatementsarealsodisclosed.

Whenmaterialaccountingerrors,which relate topriorperiods,havebeen identified in thecurrentyear, thecorrection ismaderetrospectively as far as it is practicable and the prior year comparatives are restated accordingly. Where there has been a change in accounting policy in the current year, the adjustment is made retrospectively as far as is practicable and the prior year comparatives are restated accordingly.

Criticaljudgementsinapplyingaccountingpolicies

1.3Property,plantandequipmentProperty, plant and equipment are tangible assets which the Council holds for its own use or for rental to others and which are expected to be used for more than one year.

Anitemofproperty,plantandequipmentisrecognisedasanassetwhenitisprobablethatfutureeconomicbenefitsassociatedwiththeitemwillflowtotheCouncil,andthecostoftheitemcanbemeasuredreliably.

Property, plant and equipment is initially measured at cost. Cost includes all of the expenditure which is directly attributable to the acquisition or construction of the asset, including the capitalisation of borrowing costs on qualifying assets and adjustments in respect of hedge accounting, where appropriate.

Property, plant and equipment is subsequently stated at cost less accumulated depreciation and any accumulated impairment losses, except for:• land which is stated at cost less any accumulated impairment losses; and• work-of-art assets that is stated at revaluation less accumulated depreciation and any accumulated impairment losses.

Revaluationsforwork-of-artassetsaremadewithsufficientregularitysuchthatthecarryingamountdoesnotdiffermateriallyfromthat which would be determined using fair value at the end of the reporting year.When an item of work-of-art asset is revalued, the gross carrying amount is adjusted consistently with the revaluation of the carrying




amount. The accumulated depreciation at that date is adjusted to equal the difference between the gross carrying amount and the carrying amount after taking into account accumulated impairment losses.

When an item of works-of-art asset is revalued, any accumulated depreciation at the date of the revaluation is eliminated against the gross carrying amount of the asset.

Any increase in an asset’s carrying amount, as a result of a revaluation of work-of-art assets, is recognised in other comprehensive incomeandaccumulatedintherevaluationreserveinequity.Theincreaseisrecognisedinprofitorlosstotheextentthatitreversesarevaluationdecreaseofthesameassetpreviouslyrecognisedinprofitorloss.

Anydecreasework-of-artassetcarryingamount,asaresultofarevaluation,isrecognisedinprofitorlossinthecurrentyear.

The decrease is recognised in other comprehensive income to the extent of any credit balance existing in the revaluation reserve in respect of that asset. The decrease recognised in other comprehensive income reduces the amount accumulated in the revaluation reserve in equity.

The revaluation reserve related toa specific itemofwork-of-artassets is transferreddirectly to retained incomewhen theasset is derecognised.

Therevaluationreserverelatedtoaspecificitemofwork-of-artassetsistransferreddirectlytoretainedincomeastheassetisused.The amount transferred is equal to the difference between depreciation based on the revalued carrying amount and depreciation based on the original cost of the asset.

Depreciation of an asset commences when the asset is available for use as intended by management. Depreciation is charged to writeofftheasset’scarryingamountoveritsestimatedusefullifetoitsestimatedresidualvalue,usingamethodthatbestreflectsthepatterninwhichtheasset’seconomicbenefitsareconsumedbytheCouncil.Leasedassetsaredepreciatedinaconsistentmanner over the shorter of their expected useful lives and the lease term. Depreciation is not charged to an asset if its estimated residual value exceeds or is equal to its carrying amount. Depreciation of an asset ceases at the earlier of the date that the asset isclassifiedasheldforsaleorderecognised.

The useful lives of items of property, plant and equipment have been assessed as follows:

Item Depreciationmethod Useful life

Buildings Straight line 50 years

Furnitureandfixtures Straight line 20 years

Officeequipment Straight line 10 years

IT equipment Straight line 5 years

Works of art Straight line 30 years

Computer servers Straight line 10 years

Officeequipment-leasedassets Straight line 10 years

Landisnotdepreciatedasitisdeemedtohaveanindefinitelife.Theresidualvalue,usefullifeanddepreciationmethodofeachasset are reviewed at the end of each reporting year. If the expectations differ from previous estimates, the change is accounted for prospectively as a change in accounting estimate.

Eachpart of an itemof property, plant andequipmentwith a cost that is significant in relation to the total cost of the item isdepreciated separately.

Thedepreciationchargeforeachyearisrecognisedinprofitorlossunlessitisincludedinthecarryingamountofanotherasset.

Impairment tests are performed on property, plant and equipment when there is an indicator that they may be impaired. When the carrying amount of an item of property, plant and equipment is assessed to be higher than the estimated recoverable amount, an impairmentlossisrecognisedimmediatelyinprofitorlosstobringthecarryingamountinlinewiththerecoverableamount.

Accounting Policies (continued)





1.3Property,plantandequipment(continued)Anitemofproperty,plantandequipmentisderecognisedupondisposalorwhennofutureeconomicbenefitsareexpectedfromitscontinued use or disposal. Any gain or loss arising from the derecognition of an item of property, plant and equipment, determined asthedifferencebetweenthenetdisposalproceeds,ifany,andthecarryingamountoftheitem,isincludedinprofitorlosswhenthe item is derecognised.

The Council’s management determines the estimated useful lives and related depreciation charges for these assets. These estimates arebasedonindustrynormsandthenadjustedtobeCouncil’sspecific.Managementwillincreasethedepreciationchargewhereuseful lives are less than previously estimated useful lives and vice versa. Depreciation and amortisation recognised on property, plant and equipment and intangible assets are determined with reference to be useful lives and residual values of the underlying items. The useful lives and residual values of assets are based on management’s estimation of the asset’m condition, expected condition attheendoftheperiodofuse,itscurrentuse,expectedfutureuseandtheCouncil’sexpectationsabouttheavailabilityoffinanceto replace the asset at the end of its useful life. In evaluating the how the condition and use of the asset informs the useful life and residual value management considers the impact of technology and minimum service requirements of the assets.

1.4 Intangible assetsAn intangible asset is recognised when:•itisprobablethattheexpectedfutureeconomicbenefitsthatareattributabletotheassetwillflowtotheentity;and• the cost of the asset can be measured reliably.

Intangible assets are initially recognised at cost.

Expenditure on research (or on the research phase of an internal project) is recognised as an expense when it is incurred.

An intangible asset arising from development (or from the development phase of an internal project) is recognised when:• it is technically feasible to complete the asset so that it will be available for use or sale.• there is an intention to complete and use or sell it.• there is an ability to use or sell it.•itwillgenerateprobablefutureeconomicbenefits.•thereareavailabletechnical,financialandotherresourcestocompletethedevelopmentandtouseorselltheasset.• the expenditure attributable to the asset during its development can be measured reliably.

Intangible assets are carried at cost less any accumulated amortisation and any impairment losses.

Anintangibleassetisregardedashavinganindefiniteusefullifewhen,basedonallrelevantfactors,thereisnoforeseeablelimittotheperiodoverwhichtheassetisexpectedtogeneratenetcashinflows.Amortisationisnotprovidedfortheseintangibleassets,butthey are tested for impairment annually and whenever there is an indication that the asset may be impaired. For all other intangible assets amortisation is provided on a straight line basis over their useful life.

The amortisation period and the amortisation method for intangible assets are reviewed every period-end.

Reassessingtheusefullifeofanintangibleassetwithafiniteusefullifeafteritwasclassifiedasindefiniteisanindicatorthattheassetmay be impaired. As a result, the asset is tested for impairment and the remaining carrying amount is amortised over its useful life.

Internally generated brands, mastheads, publishing titles, customer lists and items similar in substance are not recognised as intangible assets.

Amortisation is provided to write down the intangible assets, on a straight line basis, to their residual values as follows:

Item Useful lifeComputer software 12 yearsSoftware - leased equipment 12 years

1.5 Financial instruments

ClassificationCouncil has adopted IFRS 9.

ThefinancialassetsofCouncilcomprisethefollowing:• Trade and other receivables; and•Cashandcashequivalentswhichareclassifiedasfinancialassetsatamortisedcost.•otherfinancialassetsthroughfairvalue(OCI)





Initial recognition and measurementFinancial instruments are recognised initially when the Council becomes a party to the contractual provisions of the instruments. Financial instruments are initially measured at fair value including transaction costs.

After initial recognition:• Financial assets are measured at amortised cost using the effective interest rate method.

Financialassetsarederecognisedwhenthecontractualrightstothecashflowsfromthefinancialassetexpireorwhenitistransferred,andthetransferqualifiesforderecognition.

Accountingpoliciesapplieduntil31March2018The Council has applied IFRS 9 retrospectively and has elected to restate comparative information.

Subsequent measurementThe measurement at initial recognition did change on adoption of IFRS 9.

ImpairmentoffinancialassetsTheCouncilassessedattheendofeachreportingperiodwhethertherewasanyobjectiveevidencethatafinancialassetorgroupoffinancialassetswasimpaired.Ifanysuchevidenceexisted,theextentoftheimpairmentwasdetermined.

Impairmentlossesinfinancialassetscarriedatamortisedcostwererecognisedinsurplusordeficit.

IFRS9requiresanexpectedcreditlossmodeltobeusedinimpairingfinancialassets.

ThismodelrequirestheCounciltoaccountforexpectedcreditlossesandchangestheretoateachreportingdatetoreflectchangesincreditrisksinceinitialrecognitionofthefinancialassets.Itisnolongernecessaryforacreditlosseventtohaveoccurredbeforeimpairments are recognised.

IFRS 9 requires the Council to recognise a loss allowance for expected credit losses on:• Trade and other receivables

TheCouncilhaselectedtoapplythesimplifiedapproachformeasuringthelossallowanceatanamountequaltolifetimefortradereceivables, contract assets and lease receivables.

Reversalsofimpairmentlossesarerecognisedinsurplusordeficit.

Financialinstrumentsdesignatedasatfairvaluethroughothercomprehensiveincome(OCI)TheinvestmentsinSanlamequitysharesaredesignatedasfinancialassetsatfairvaluethroughothercomprehensiveincome(OCI).

Trade and other receivablesTradereceivablesareclassifiedasfinancialassetsatamortisedcost.Alossallowanceaccountisusedtorecogniseimpairmentsontradereceivables.Fortradereceivablesandcontractassets,asimplifiedapproachisappliedincalculatingexpectedcredit losses.Instead of tracking changes in credit risk, a loss allowance is recognised based on lifetime expected credit losses at each reporting date.

Trade receivables disclosed above include amounts that are past due at the end of the reporting period for which the Council has notrecognisedanimpairmentbecausetherehasnotbeenasignificantchangeincreditqualityandtheamountsarestillconsideredrecoverable. There are no trade receivables that represent more than 5% of the total trade receivables of the Council. There is no material difference between the fair value of receivables and their carrying amount due to the short term nature of these instruments.

TradeandotherpayablesTrade payables are obligations for goods and services that have been acquired from suppliers in the ordinary course of business. Trade payablesareclassifiedascurrentliabilitiesifpaymentisduewithinoneyearorless.Ifnot,theyarepresentedasnon-currentliabilities.

Financial liabilities are recognised initially when the Council becomes a party to contractual provisions. The trade payables are initially measuredatfairvalueplustransactioncosts.Theyareclassifiedasfinancialliabilitiesatamortisedcostandsubsequentlymeasuredat amortised cost using the effective interest method.

Cash and cash equivalentsCash and cash equivalents comprise cash on hand and demand deposits, and other short-term highly liquid investments that are readilyconvertibletoaknownamountofcashandaresubjecttoaninsignificantriskofchangesinvalue.

These are initially and subsequently recognised at amortised cost.

Cashandcashequivalentsareclassifiedasafinancialassetatamortisedcostandthecarryingamountoftheseassetsapproximatestheir fair value.





1.6 LeasesAleaseisclassifiedasafinanceleaseifittransferssubstantiallyalltherisksandrewardsincidentaltoownership.Aleaseisclassifiedasan operating lease if it does not transfer substantially all the risks and rewards incidental to ownership.

Finance leases – lesseeFinanceleasesarerecognisedasassetsandliabilitiesinthestatementoffinancialpositionatamountsequaltothefairvalueoftheleased property or, if lower, the present value of the minimum lease payments. The corresponding liability to the lessor is included in thestatementoffinancialpositionasafinanceleaseobligation.

The discount rate used in calculating the present value of the minimum lease payments is the interest rate implicit in the lease. The leasepaymentsareapportionedbetween the financechargeand reductionof theoutstanding liability. The financecharge isallocated to each period during the lease term so as to produce a constant periodic rate on the remaining balance of the liability.

1.7ImpairmentoftangibleandintangibleassetsThe Council assesses at each end of the reporting period whether there is any indication that an asset may be impaired. If any such indication exists, the Council estimates the recoverable amount of the asset.

Irrespective of whether there is any indication of impairment, the Council also:•testsintangibleassetswithanindefiniteusefullifeorintangibleassetsnotyetavailableforuseforimpairmentannuallybycomparing

its carrying amount with its recoverable amount. This impairment test is performed during the annual period and at the same time every period.

If there is any indication that an asset may be impaired, the recoverable amount is estimated for the individual asset. If it is not possible to estimate the recoverable amount of the individual asset, the recoverable amount of the cash-generating unit to which the asset belongs is determined.

The recoverable amount of an asset or a cash-generating unit is the higher of its fair value less costs to sell and its value in use.

If the recoverable amount of an asset is less than its carrying amount, the carrying amount of the asset is reduced to its recoverable amount. That reduction is an impairment loss.

Animpairmentlossofassetscarriedatcostlessanyaccumulateddepreciationoramortisationisrecognisedimmediatelyinprofitorloss. Any impairment loss of a revalued asset is treated as a revaluation decrease.

Council assesses at each reporting date whether there is any indication that an impairment loss recognised in prior periods for assets may no longer exist or may have decreased. If any such indication exists, the recoverable amounts of those assets are estimated.

The increased carrying amount of an asset other than goodwill attributable to a reversal of an impairment loss does not exceed the carrying amount that would have been determined had no impairment loss been recognised for the asset in prior periods.

A reversal of an impairment loss of assets carried at cost less accumulated depreciation or amortisation is recognised immediately in profitorloss.Anyreversalofanimpairmentlossofarevaluedassetistreatedasarevaluationincrease.

1.8Employeebenefits

DefinedcontributionplansContributions made towards the fund are recognised as an expense in the Statement of Financial Performance in the period that such contributions become payable. This contribution expense is measured at the undiscounted amount of the contribution paid or payable to the fund. A liability is recognised to the extent that any of the contributions have not yet been paid.

Conversely an asset is recognised to the extent that any contributions have been paid in advance.

Paymentstodefinedcontributionretirementbenefitplansarechargedasanexpenseastheyfalldue.

1.9 RevenueRevenue is income arising in the course of a Council’s ordinary activities.

Sale of goodsRevenue comprises invoiced sales to customers excluding value-added tax and other non-operating income relating to register sales, tender fees.




Rendering of servicesRevenue from membership fees, registration fees, examinations fees, restoration fees, penalties and other revenue are recognised when services are rendered.

Revenueisrecognisedwhenorastheperformanceobligationissatisfiedbytransferringapromisedgoodorservicetoacustomerand when Council have a legal right to receive the revenue. Assets are transferred when or as the customer obtains control of that asset.

WhenaperformanceobligationissatisfiedandwhenCouncilhavealegalrighttoreceivetherevenue,revenueisrecognisedastheamount of the transaction price that is allocated to the performance obligation.

Unidentified credit balances which are older than one year and cannot be traced to the individualmembers are recognised as revenue.

Description Overtime/pointintimeAnnual fees - Current Point in timeAnnual fees - Prior year Point in timeFees from penalties - imposed Point in timeRegistration fees Point in timeUnidentifiedreceiptsrecognised PointintimeRestoration fees Point in timeExamination fees Point in timeEvaluation fees Point in timeOther professional fees Point in timeRAF Management fees Point in timeProfitonsaleofassets PointintimeOther rental income Point in timeOther recoveries - RAF Point in timeSundry revenue Point in timeRegister sales Point in timeTender fees Point in time

1.10RelatedpartiesTheCouncilhasprocessesandcontrolsinplacetoaidintheidentificationofrelatedparties.Arelatedpartyisapersonoranentitywiththeabilitytocontrolorjointlycontroltheotherparty,orexercisesignificantinfluenceovertheotherparty,orviceversa,oraCouncil that is subject to common control, or joint control. Related party relationships where control exists are disclosed regardless of whether any transactions took place between the parties during the reporting period.

Where transactions occurred between the entity and any one or more related parties, and those transactions were not within:• Normal supplier and / or client / receipt relationships on terms and conditions no more or less favourable than those which it is

reasonable to expect the entity to have adopted if dealing with that individual entity or person in the same circumstance; and• Terms and conditions within the normal operating parameters established by the reporting entity’s legal mandate;•Furtherdetailsaboutthosetransactionsaredisclosedinthenotestothefinancialstatements.

1.11SubsequenteventsafterthereportingdateEvents after the reporting date are those events both favorable and unfavorable that occur between the reporting date and thedatewhentheannualfinancialstatementsareauthorisedforissue,andaretreatedasfollows:•TheCounciladjusttheamountsrecognisedinitsannualfinancialstatementstoreflectadjustingeventsafterthereportingdatefor

those events that provide evidence of conditions that existed at the reporting date, and•TheCouncildoesnotadjusttheamountsrecognised in itsannualfinancialstatementstoreflectnon-adjustingeventsafterthe

reporting date for those events that are indicative of conditions that arose after the reporting date.





Notes to the Annual Financial Statements

2.NewStandardsandInterpretations

2.1Standardsandinterpretationseffectiveandadoptedinthecurrentyear

Standard/Interpretation Effectivedate:Yearsbeginningonorafter• IFRS 9 (AC 146) Financial Instruments 1 January 2018• IFRS 15 Revenue from Contracts with Customers 1 January 2018•AmendmentstoIFRS15:ClarificationstoIFRS15Revenue

from Contracts with Customers 1 January 2018•AmendmentstoIFRS2:ClassificationandMeasurement

of Share-based Payment Transactions 1 January 2018

AdoptionofnewandrevisedpronoucementsIn the current year, the Council have adopted all new and revised IFRSs that are relevant to its operations and effective for annual reporting period 31 March 2019.

IFRS 9 Financial InstrumentsNewstandardthatreplacesIAS39.Thestandardincorporatesclassificationandmeasurementrequirementsthataredrivenbycashflowcharacteristicsand thegroupbusinessmodel. Financial instrumentsareclassified intoone threeclasses:amortisedcost, fairvaluethroughprofitandloss,andfairvaluethroughothercomprehensiveincome.Thestandardalsoincorporatesaforwardlooking‘expected loss’ impairment model. The standard contains requirements in the following areas:

ClassificationandmeasurementFinancial assets are classified by reference to the business model within which they are held and their contractual cash flowcharacteristics. IFRS 9 introduces a ‘fair value through other comprehensive income’ category for certain debt instruments.

FinancialliabilitiesareclassifiedinasimilarmannertounderIAS39,howevertherearedifferencesintherequirementsapplyingtothemeasurements of entity’s own credit risk.

ImpairmentIFRS9 introducesan‘expectedcredit loss’model for themeasurementof the impairmentoffinancialassets, soas it isno longernecessary for a credit event to have occurred before a credit loss is recognised.

DerecognitionTherequirementsforthederecognitionoffinancialassetsandliabilitiesarecarriedforwardfromIAS39.

In the current year, Council has applied IFRS 9 Financial Instruments.

Detailsofthesenewrequirements,aswellastheirimpactontheCouncil’sconsolidatedfinancialstatements,aredescribedbelow.TheCouncilhasappliedIFRS9inaccordancewiththetransitionprovisionssetoutinIFRS9.Allrecognisedfinancialassetsthatarewithin the scope of IFRS 9 are required to be subsequently measured at amortised cost or fair value based on the entity’s business modelformanagingthefinancialassetsandthecontractualcashflowcharacteristicsofthefinancialassets.

ImpactThereisasignificantdifferencebetweentheapplicationofIAS39andIFRS9tothefinancialinstrumentsidentifiedinthe2019financialyear for classification and measurement. Although the impact of impairment is immaterial, the expected credit loss simplifiedapproach to trade receivables will be applied. Trade receivables are mostly current, and the impact of that default would be immaterial. Refer to note 7 for further details.

IFRS 15 Revenue from Contracts with CustomersNew standard that establishes a single, comprehensive and robust framework for the recognition, measurement and disclosure of revenue.

IFRS15providesasingle,principles-basedfive-stepmodeltobeappliedtoallcontractswithcustomers.

Thefivestepsinthemodelareasfollows:• Identify the contract with the customer.• Identify the performance obligations in the contract.• Determine the transaction price• Allocate the transaction price to the performance obligations in the contracts.•Recogniserevenuewhen(oras)theentitysatisfiesaperformanceobligation.





ImpactUponassessmentitwasidentifiedthatIFRS15havenosignificantimpactondisclosureofrevenuebyCouncil.

Council’sannualfeerevenuearedisclosedoveraperiodoftimewhichstartsatthebeginningofafinancialyearandendattheendofafinancialyearorwhenpractitionersaresuspendedforfailuretopayannualfeesasperintermsofHealthProfessionsAct56of1974asamended.Councilperformanceobligationisthereforeonlyforafinancialyear.

AllotherrevenueisrecognisedataspecificpointintimewhenservicesorgoodshavebeendeliveredandwhereCouncilhasalegalright to recover this revenue.

2.2StandardsandinterpretationsnotyeteffectiveThe council has chosen not to early adopt the following standards and interpretations, which have been published and are mandatory for the council’s accounting periods beginning on or after 1 April 2019 or later periods:

Standard/Interpretation Effectivedate:Yearsbeginningonorafter Expectedimpact• IFRS 16 Leases 1 January 2019 Council to capitalise rental lease agreement

with Nedbank Plaza and expense it over period of lease





3.Property,plantandequipment2019 2018

RestatedCost or

revaluationAccumulated depreciation

Carrying value

Cost or revaluation

Accumulated depreciation

Carrying value

Land 3,545,008 - 3,545,008 3,545,008 - 3,545,008

Buildings 8,531,844 (2,559,330) 5,972,514 8,342,522 (2,392,482) 5,950,040

Furnitureandfixtures 4,664,957 (2,476,319) 2,188,638 4,452,174 (2,343,271) 2,108,903

Officeequipment 9,580,590 (4,359,401) 5,221,189 9,119,833 (3,726,783) 5,393,050

IT equipment 15,554,381 (6,437,296) 9,117,085 13,864,538 (4,647,947) 9,216,591

Works of art 553,200 (1,566) 551,634 1,242,400 (58,940) 1,183,460

Presidential badge 1 - 1 1 - 1

Officeequipments-leased asset

2,050,591 (422,190) 1,628,401 2,050,591 (205,059) 1,845,532

Total 44,480,572 (16,256,102) 28,224,470 42,617,067 (13,374,482) 29,242,585

Reconciliationofproperty,plantandequipment-2019Openingbalance Additions Disposals Revaluations Depreciation

Depreciationadjustment Total

Land 3,545,008 - - - - - 3,545,008

Buildings 5,950,040 189,325 - - (166,851) - 5,972,514

Furnitureandfixtures 2,108,903 212,783 - - (133,048) - 2,188,638

Officeequipment 5,393,050 476,503 (15,745) - (509,269) (123,350) 5,221,189

IT equipment 9,216,591 1,773,318 (83,475) - (1,824,836) 35,487 9,117,085

Works of art 1,183,460 17,426 - (700,918) (39,560) 91,226 551,634

Presidential badge 1 - - - - - 1

Officeequipments-leased asset

1,845,532 - - - (217,131) - 1,628,401

29,242,585 2,669,355 (99,220) (700,918) (2,890,695) 3,363 28,224,470

Reconciliationofproperty,plantandequipment-Restated2018

Opening Additions Disposals Transfers Reclassification DepreciationImpairment

reversal TotalLand 3,545,008 - - - - - - 3,545,008

Buildings 5,984,757 131,499 - - - (166,216) - 5,950,040

Furnitureandfixtures 1,919,067 355,748 (553,410) - (5,088) (167,371) 559,957 2,108,903

Officeequipment 4,779,434 818,100 (1,870,249) - 884,411 (977,351) 1,758,705 5,393,050

IT equipment 11,438,266 869,270 (7,023,620) - (935,142) (1,991,332) 6,859,149 9,216,591

Works of Art 1,232,137 - - (6,545) 5,088 (47,220) - 1,183,460

Presidential badge 1 - - - - - - 1

Officeequipments-leased assets

- 2,050,591 - - - (205,059) - 1,845,532

28,898,670 4,225,208 (9,447,279) (6,545) (50,731) (3,554,549) 9,177,811 29,242,585





3.Property,plantandequipment(continued)

Compensation received for losses on property, plant and equipment is included in operating surplus.Noproperty,plantandequipmenthavebeenpledgedasasecurityforanyliabilitiesofCouncilduringthefinancialyear.ERF 587 R/PTN 1, Arcadia, Pretoria, 572 Madiba Street have been revalued on 29 March 2019 at a value of R 23 million (2018 - R22,7 million).ERF 587 PTN 3, Arcadia, Pretoria, 572 Madiba Street at a value of R2,3 million (2018 - R 2,3 million).ERF 1244 Arcadia, Pretoria, 553 Madiba Street at a value of R 37,1 million (2018 - 36,2 million).Work-of-art assets are disclosed at fair value.All other property, plant and equipment are disclosed at cost less accumulated depreciation and the carrying amount do not materially differ from the fair value for these assets.

Depreciation ratesThe depreciation methods and average useful lives of property, plant and equipment have been assessed as follows:

2019 2018 restatedBuildings Straight line basis - years 50 50

Furnitureandfixtures Straight line basis - years 20 20

Officeequipment Straight line basis - years 10 10

IT equipment Straight line basis - years 5 5

Computer servers Straight line basis - years 10 10

Works of Art Straight line basis - years 30 30

Officeequipment-leasedassets Straight line basis - years 10 10

Landisnotdepreciatedasitisdeemedtohaveanindefinitelife.

4. Intangible assets

20192018

RestatedCost/

ValuationAccumulated

amortisation Carrying valueCost/

ValuationAccumulated

amortisation Carrying valueComputer software 19,677,314 (8,544,631) 11,132,683 15,397,616 (7,261,282) 8,136,334

Software -Leased assets 1,500,466 (136,406) 1,364,060 1,636,872 (136,406) 1,500,466

Total 21,177,780 (8,681,037) 12,496,743 17,034,488 (7,397,688) 9,636,800

Reconciliation of intangible assets - 2019Openingbalance Additions Amortisation Total

Computer software 8,136,334 4,143,292 (1,146,943) 11,132,683

Software - Leased Assets 1,500,466 - (136,406) 1,364,060

9,636,800 4,143,292 (1,283,349) 12,496,743

Reconciliation of intangible assets - 2018Openingbalance Additions Revaluations Amortisation Total

Computer software 3,193,971 5,817,929 50,731 (926,297) 8,136,334

Software - Leased Assets - 1,636,872 - (136,406) 1,500,466

3,193,971 7,454,801 50,731 (1,062,703) 9,636,800

The HPCSA upgraded the oracle system and purchased new software licenses.

NointangibleassetshavebeenpledgedasasecurityforanyliabilitiesofCouncilduringthefinancialyear.





Figures in Rand 2019 2018 restated

5.OtherfinancialassetsFairvaluethroughothercomprehensiveincome(FVOCI)Listed Shares - 15018 Sanlam Shares 1,107,728 1,281,035

Non-current assetsFair value through other comprehensive income (FVOCI) 1,107,728 1,281,035

6.Retirementbenefits

Definedcontributionplan

TheHPCSAprovidesretirementbenefitsthroughindependentfundsunderthecontroloftrusteesandallcontributionsonthosefundsarechargedtoprofitandloss.TheHPCSApensionandprovidentfundsaregovernedbythePensionsFundAct,1956.

The total group contribution to such schemes 8,544,820 8,067,395

7. Trade and other receivableTrade receivables 18,059,935 14,028,135Less: Credit loss allowance (8,770,421) (6,865,016)Net Trade receivables 9,289,514 7,163,119Advances to Council members, managers and employees 166,835 118,243Prepayments 6,155,401 4,526,570Deposits 231,414 214,059VAT 341,920 273,698AMCOA loan account 490,182 360,266Accrued income and interest 7,664,750 5,875,575

24,340,016 18,531,530

Trade receivables ageingCurrent 4,568,295 5,634,7601-30 days 2,461,218 879,65631-60 days 207,366 116,86661-90 days 106,114 151,74491-180 days 683,065 380,093181+ days 1,263,456 -

9,289,514 7,163,119Loss allowance matrixCurrent 3.77%- 92.37% 0%-87.8%1-30 days 3.77%-92.37% 0%-87.8%31-60 days 3.77%-92.37% 0%-87.8%61-90 days 3.77%-92.37% 0%-87.8%91-180 days 3.77%-92.37% 0%-87.8%181 + days 100% 100%

Reconciliation of Credit Loss AllowanceOpening Balance (6,865,016) (5,956,455)Adjustment upon application of IFRS9 - (573,690)Increase in credit loss allowance (1,967,192) (569,894)Credit loss allowance utilised 61,787 235,023

(8,770,421) (6,865,016)






8. Cash and cash equivalents

Cash and cash equivalents consist of:Cash on hand 2,500 2,500Bank balances 67,693,802 141,058,880Short-term deposits 239,736,714 180,649,508

307,433,016 321,710,888

CashandcashequivalentspledgedascollateralTotalfinancialassetspledgedascollateral 2,000,000 2,000,000No expiry date and no special conditions apply.Limited Cession of Absa Bank Ltd Fixed Deposit no 2064961351 for R 500, 000Limited Cession of Absa Bank Ltd Fixed Deposit no 2064951992 for R 1, 500, 000

9. Finance lease liabilities

Minimumleasepaymentsdue - within one year 1,433,207 1,433,207-insecondtofifthyearinclusive - 1,433,207

1,433,207 2,866,414

less:futurefinancecharges (92,249) (285,018)Presentvalueofminimumleasepayments 1,340,958 2,581,396Non-current liabilities - 1,356,476Current liabilities 1,340,958 1,224,919

1,340,958 2,581,395

ItisCouncilpolicytoleasetelephoneequipmentunderfinanceleases.

The average lease term is 3 years.

Interestratesarelinkedtoprimeatthecontractdate.Allleaseshavefixedrepaymentsandnoarrangementshavebeenenteredinto for contingent rent.

TheCouncil’sobligationsunderfinanceleasesaresecuredbythelessor’schargeovertheleasedassets.

10.Tradeandotherpayables

Trade payables 8,315,111 10,775,676Other payables 144,746 328,167Accrued Leave Pay 5,592,534 4,872,507Accruals and other payables 13,689,617 6,476,636

27,742,008 22,452,986

11. Deferred income

Unearned revenue 3,355,152 1,482,593Unapplied receipts 216,889,662 202,968,409Unidentifiedreceipts 4,019,978 4,433,828

224,264,792 208,884,830






11. Deferred income (continued)

Unearned revenueRepresents revenue that Council only has a legal right to once payment has been received.

UnappliedreceiptsRepresents receipts in advance from members for their next years membership fees.

UnidentifiedreceiptsRepresentsreceiptsfrommemberswhocannotbeidentifiedatthisstage.Thesemembersnormallyclaimthesereceiptswhentheirfees remain unpaid and they receive reminders.

Included in this amount is also practitioners who paid, but are not yet registered. Receipts can only be applied once registration is complete.

12. Revenue

Unidentifiedreceiptsrecognised 1,245,950 1,198,105Annual fees - Current year 204,839,785 192,271,627Restoration fees 9,279,151 5,667,288Examination fees 3,938,134 2,904,153Evaluations fees 1,787,723 2,102,091Other professional fees 2,391,277 2,486,368Registration Fees 15,386,671 22,186,749Annual fees - Prior year 3,878,224 2,675,481Fees from penalties imposed 3,831,956 2,864,325

246,578,871 234,356,187

13.Otheroperatingincome

RAF management fees 2,163,789 2,048,505Asset Revaluation Surplus - 98,093Other rental income 199,416 188,844Other recoveries - RAF 23,746,918 20,928,995Sundry revenue 683,246 -Register sales 4,081 17,204Tender fees 22,428 163,960Insurance compensation 40,383 392,774

26,860,261 23,838,375

14.Operating(deficit)surplus

Operating(deficit)surplusfortheyearisstatedafteraccountingforthefollowing:

Gains(losses)ondisposals,scrappingsandsettlementsAuditors' remuneration - External auditors 353,402 311,619Depreciation on property, plant and equipment 2,890,695 3,554,549Amortisation on intangible assets 1,283,349 1,057,142Lossondisposaloffixedassets 58,633 298,252Operatingleasecharges-rentalmachinesandofficespace 2,707,482 3,432,052Settlement costs - Labour relations 3,834,240 204,432Legal expenses 5,745,858 6,924,703Council, professional boards and committee meetings 59,590,055 46,903,567Road Accident Fund expenses 23,869,565 21,296,016Employee costs 167,070,573 162,713,273Strategic projects 12,730,999 10,961,363IT expenses 10,206,161 8,781,551Postage 1,488,983 2,224,458Printing and stationery - 3,825,534






15. Investment income

Dividend incomeFrominvestmentsinfinancialassetsclassifiedthroughthecomprehensiveincome:Listed investments - Local 34,842 20,576

Frominvestmentsinfinancialassets:Interest received 19,589,610 21,518,737Total investment income 19,624,452 21,539,313

16. Taxation

The Council is exempted from taxation in terms of the Income Tax Act.

17.Othercomprehensiveincomeandloss

Componentsofothercomprehensiveincome-2019Gross Tax Net

Itemsthatwillnotbereclassifiedtoprofit(loss)

Movements on revaluation Losses on property revaluation (609,693) - (609,693)

Itemsthatmaybereclassifiedtoprofit(loss)

Fairvaluethroughothercomprehensiveincome(FVOCI)Gains and losses arising during the year on Sanlam shares (173,308) - (173,308)Total (783,001) - (783,001)

Componentsofothercomprehensiveincome-2018

Itemsthatmaybereclassifiedtoprofit(loss)

Fairvaluethroughothercomprehensiveincome(FVOCI)Gains and losses arising during the year on Sanlam shares 270,363 - 270,363

18.Cashusedinoperations

Loss for the year (25,446,411) (17,894,650)Adjustments for:Depreciation and amortisation 4,174,044 4,617,252Losses on disposals of assets and liabilities 146,503 228,650Dividend income (34,842) (20,576)Interest income (19,589,610) (21,518,737)Finance costs 208,287 327,140AssetReclassification - (50,731)

Changesinworkingcapital:Trade and other receivables (5,808,486) 2,376,661Trade and other payables 5,289,022 (8,021,072)Deferred income 15,379,952 14,154,858

(25,681,541) (25,801,205)






19.Relatedparties

RelationshipsActing Registrar and CEO- Adv P Khumalo Refer to note 21

Registrar and CEO - Dr RM Billa Refer to note 21

Executive Management Refer to note 21

President of Council - Dr TKS Letlape Refer to note 22

Council members - 30 members Refer to note 22 and Councilors’ report

Association of Medical Councils of Africa (AMCOA) - HPCSA is a member of AMCOA and managestheday-to-dayfinancialaffairsofAMCOA Refer to note 7

Road Accident Fund Refer to note 23

Minister of Health and Department of HealthRefer to Health Professions Act no 56 of 1974

Relatedpartytransactions

Council / Professional Board members feesMembers fees 27,695,829 12,823,509

Preparation fees 402,545 4,096,830

Subsistence expenses 3,544,830 3,736,413

20. Executive RemunerationExecutive Management 2019

EmolumentsPerformance

bonusRetirement

benefitsMedical aid contribution Total

Registrar / CEO (14 January 2019 to 31 March 2019) 547,415 - 50,614 - 598,029

Acting Registrar / CEO (01 April 2018 to 11 January 2019) 1,945,845 257,176 133,738 13,547 2,350,306

ActingChiefOperationsOfficer(01April2018to31July2018) 808,062 - 52,663 - 860,725

ChiefFinancialOfficer 1,919,416 257,057 161,756 30,863 2,369,092

General Manager: Legal (14 January to 31 March 2019) 600,119 - 50,173 4,747 655,039

Head of Division: Information Technology (CIO) 1,867,403 222,840 221,159 33,461 2,344,863

Head of Division: Registrations 1,548,124 149,883 125,972 - 1,823,979

Head of Division: Inspectorate 1,356,492 133,308 105,746 - 1,595,546

Ombudsman (01 August 2018 to 31 March 2019) 1,343,348 236,228 111,174 - 1,690,750

Head of division: Public Relations 1,105,997 - 97,720 70,199 1,273,916

Head of division: Human Resources (01 April 2018 to 31 July 2018) 1,087,570 - 26,047 4,991 1,118,608

Manager: Support Services (01 April 2018 to 31 January 2019) 742,908 - 56,978 - 799,886

Acting Chief of Staff 1,214,070 - 142,715 - 1,356,785

Council Secretary 1,333,028 - 105,800 26,461 1,465,289

RiskManagementOfficer 1,212,728 121,787 104,517 17,158 1,456,190

18,632,525 1,378,279 1,546,772 201,427 21,759,003





Figures in Rand

20. Executive Remuneration (continued)Executive Management 2018

EmolumentsPerformance

bonusRetirement

benefitsMedical aid contribution Total

Acting Registrar / CEO 2,235,799 238,550 102,336 20,443 2,597,128

ActingChiefOperationsOfficer 2,155,894 224,126 96,604 - 2,476,624

ChiefFinancialOfficer 1,616,373 174,205 99,026 28,923 1,918,527

ChiefInformationOfficer 1,362,131 134,070 132,252 30,946 1,659,399

General Manager: CPD, Records and Registrations 1,476,567 - 80,438 - 1,557,005

Acting General Manager: Legal (01 April -31 July 2017) 623,205 181,220 22,139 8,246 834,810

Acting General Manager: Legal (01 August -31 January 2018) 933,040 109,605 31,394 17,125 1,091,164

Acting General Manager: Legal (01 February - 31 March 2018) 328,341 107,610 11,796 - 447,747

Senior Manager: Public Relations 1,018,973 107,610 61,649 76,370 1,264,602

Senior Manager: Human Resources (01 May 2017 - 31 March 2018) 1,102,095 - 60,338 - 1,162,433

Acting Senior Manager: Human Resources (April 2017) 108,041 - 2,872 - 110,913

Manager: Support Services 1,059,491 - 46,806 - 1,106,297

Project Manager (01 November 2017-31 March 2018) 485,979 - 31,138 - 517,117

Acting Council Secretary (01 April to 31 July 2017) 418,906 115,530 16,539 4,574 555,549

Council Secretary (01 July - 31 March 2018) 953,691 - 49,809 - 1,003,500

Acting Senior Manager: Legal (01 April 2017 - 31 July 2017) 464,083 - 22,139 - 486,222

RiskManagementOfficer 1,116,837 31,002 63,099 14,102 1,225,040

17,459,446 1,423,528 930,374 200,729 20,014,077




Figures in Rand

21. Councillors EmolumentsThe following emoluments, allowances and travel costs have been paid to Council members for attending Council and its committees meetings.

Executive Management 2019

Emoluments

President and Vice President

Retainers Allowance

Board Retainers Allowance

Subsistence Allowance

Travel Costs Total

Dr TKS Letlape 726,919 163,329 113,423 161,302 11,899 1,176,872

Mr LA Malotana 217,362 136,108 113,423 48,242 9,545 524,680

Mr S Ramasala 543,338 - - - 3,141 546,479

Prof K Mfenyana 73,788 - - 4,600 - 78,388

Ms MM Isaacs 39,148 - - 17,270 - 56,418

Mr S Sobuwa 225,052 - - 6,324 - 231,376

Ms X Bacela 55,780 - - 4,999 1,630 62,409

Ms MS van Niekerk 138,222 - 113,423 5,797 2,696 260,138

Mr KO Tsekeli 82,268 - - 4,600 2,751 89,619

Mr A Speelman 124,946 - 113,423 1,527 3,041 242,937

Ms ND Dantile 287,111 - 113,423 6,911 13,312 420,757

Ms JM Nare 51,736 - - 7,770 20,339 79,845

Ms DJ Sebidi 241,879 - 113,423 7,878 12,886 376,066

Dr S Balton 161,940 - 113,423 6,824 144 282,331

Ms RM Gontsana 66,270 - - 6,181 - 72,451

Prof SM Hanekom 148,238 - 113,423 6,824 23,068 291,553

Mr M Kobe 281,825 - 113,423 13,813 1,539 410,600

Mr MAW Louw 202,307 - 113,423 5,797 787 322,314

Mrs D Muhlbauer 207,744 - - 6,949 4,263 218,956

Prof GJ van Zyl 53,064 - - - 3,480 56,544

Prof NJ Mekwa 124,005 - - 5,127 - 129,132

Dr RL Morar 89,292 - - 25,990 - 115,282

Prof YI Osman 131,692 - - 6,297 - 137,989

Prof BJ Pillay 155,240 - 113,423 5,797 6,934 281,394

Dr TA Muslim 251,571 - 113,423 6,324 20,282 391,600

Dr A Lucen 32,593 - - 7,046 433 40,072

Mrs MMM Mothapo 37,230 - - 9,627 2,765 49,622

Dr AM Thulare 269,616 - - 6,797 11,851 288,264

5,020,176 299,437 1,361,076 396,613 156,786 7,234,088





Figures in Rand

21. Councillors Emoluments (continued)Executive Management 2018

EmolumentsBoard Retainers

AllowanceSubsistence Allowance

Travel Costs Total

Dr TKS Letlape 358,830 103,035 98,687 20,763 581,315

Mr LA Malotana 143,585 - 13,720 2,570 159,875

Mr S Ramasala 154,350 - - 5,341 159,691

Prof K Mfenyana 41,860 - - 244 42,104

Ms MM Isaacs 33,220 - - 6,491 39,711

Mr S Sobuwa 106,455 - - 854 107,309

Ms X Bacela 20,985 - - 1,363 22,348

Ms MS van Niekerk 107,905 - - 6,536 114,441

Mr KO Tsekeli 36,660 - - 1,626 38,286

Mr A Speelman 58,115 - - 673 58,788

Prof N Gwele 6,270 - - 543 6,813

Ms ND Dantile 120,940 - - 7,115 128,055

Ms JM Nare 36,345 - - 8,324 44,669

Ms DJ Sebidi 125,065 - - 7,659 132,724

Dr S Balton 124,375 - - 1,676 126,051

Ms RM Gontsana 24,120 - - 591 24,711

Prof SM Hanekom 72,898 - - 10,879 83,777

Mr M Kobe 136,048 - - 8,378 144,426

Mr MAW Louw 101,030 - - 2,011 103,041

Mrs D Muhlbauer 89,152 - - 3,246 92,398

Adv T Mafafo 15,140 - - 639 15,779

Prof GJ van Zyl 34,485 - - 122 34,607

Prof NJ Mekwa 68,265 - - 122 68,387

Dr RL Morar 72,935 - 33,703 - 106,638

Prof YI Osman 67,050 - - 845 67,895

Prof BJ Pillay 123,400 - - 6,855 130,255

Dr TA Muslim 117,207 - - 46,546 163,753

Dr A Lucen 6,270 - - 204 6,474

Mrs MMM Mothapo 20,985 - - 366 21,351

Dr AM Thulare 101,345 - - 12,144 113,489

2,525,290 103,035 146,110 164,726 2,939,161






22. Road Accident Fund (RAF)The surplus recovered from the agreement between HPCSA and the Road Accident Fund can be reconciled as follows:

Cost incurred by HPCSA 25,315,852 22,131,622Employee costs 5,613,317 5,183,470RAF legal, tribunal expenditure, sheriff and disbursements 15,280,839 16,610,633HPCSA overheads (Stationery, telephone and training) 4,421,696 337,519

Amounts received from RAF 27,679,057 24,368,971Amounts invoiced to RAF iro costs incurred 25,315,852 22,131,622Management accounts 2,163,789 2,048,505Rental income 199,416 188,844Surplus 2,363,205 2,237,349

23. Risk management

FairvalueoffinancialinstrumentsThecarryingamountsofthefollowingfinancialinstrumentsapproximatetheirfairvalueduetothefactthattheseinstrumentsare:• Cash and cash equivalent include bank balances and investments with commercial interest rates.• Short trade and other receivables - due to the short term nature of Health Professions Council of South Africa's receivables,

amortised cost approximates its fair values.• Trade and other payables - are subject to normal trade credit terms and short payment cycles. The cost of other payables

approximates its fair value.

Nofinancialinstrumentiscarriedatanamountinexcessofitsfairvalue.

Liquidity risk

TheHealthProfessionsCouncilofSouthAfricamanagesliquidityriskthroughthecompilationandmonitoringofcashflowforecastsas well as ensuring that there are adequate banking facilities.

At 31 March 2019 Less than 1 year

Financial Assets- Cash and cash equivalent 307,433,016- Trade and other receivables 24,332,958Financial Liabilities- Trade and other payables 27,734,951- Income received in advance 224,264,787- Finance lease 1,340,958 At 31 March 2018 Less than 1 year

Financial Assets- Cash and cash equivalents 321,710,888- Trade and other receivables 18,531,530Financial Liabilities- Trade and other payables 22,452,986- Income received in advance 208,884,830- Finance lease 1,224,919






23. Risk management (continued)

Interest rate riskThe Health Professions Council of South Africa does have investments which are interest-bearing assets. The Council is however fundedthroughdifferentincomestreamsreceivedfrommembers.Interestratefluctuationswillthereforenothaveamaterialimpactonincomeandoperatingcashflows.

TheCouncil’sexposuretofairvalueinterestrateriskmainlyarisesfromitsfixeddepositswithbanks.Italsohasexposureoncashflowinterest rate risk that arises mainly from its deposits with banks and interest-bearing borrowings with the banks. The Council interest rate riskexposureisreducedbytheannualescalationofitsfixeddepositswithbanksandinvestmentsshouldthisnotbevariableinterestrate instruments.

Sensitivity analysisChange in interest rate (basis points) +50 +50Interest income sensitivity 1,182,195 1,346,207

The amounts included above for variable interest rate instruments for current assets are subject to change if changes in variable interest rates differ to those estimates of interest rates determined at the end of the reporting period.

Credit riskPotential concentrations of credit risk consist mainly of cash and cash equivalents, trade receivables and other receivables.

At31March2019,theHealthProfessionsCouncilofSouthAfricadidnotconsidertheretobeanysignificantconcentrationofcreditrisk which had not been insured or adequately provided for.

Creditriskconsistsmainlyofcashdeposits,cashequivalents,derivativefinancialinstrumentsandtradedebtors.Thecompanyonlydeposits cash with major banks with high quality credit standing and limits exposure to any one counter-party.

Thecarryingamountof financialassets recognised in the financial statements,which is netof impairment losses, represents theCouncil’s maximum exposure to credit risk. Refer to note 7 and 8.

Credit risk - Trade and other receivablesTrade and other receivables consist of a large number of customers spread across diverse industries and geographical areas. Ongoing creditevaluationisperformedonthefinancialconditionoftradeandotherreceivables

To measure the expected credit losses, trade receivables and contract assets have been grouped based on shared credit risk characteristics and the days past due.

Theexpectedlossratesarebasedonthepaymentprofilesofrevenueoveraperiodof12monthsandthecorrespondinghistoricalcreditlossesexperiencedwithinthisperiod.Thehistoricallossratesareadjustedtoreflectcurrentandforwardlookinginformationonmacroeconomic factors affecting the ability of the customers to settle the receivables.

Credit risk - Cash and cash equivalentsThe credit risk of liquid funds is limited because the counter parties are banks with high credit ratings assigned by international credit-rating agencies. The funds invested are spread accross a number of banks. The Council utilises only investment grade banks within South Africa as per the recognised rating agencies.

24. Going concern

Theannualfinancialstatementshavebeenpreparedonthebasisofaccountingpoliciesapplicabletoagoingconcern.Thisbasispresumesthatfundswillbeavailabletofinancefutureoperationsandthattherealisationofassetsandsettlementsofliabilitiesandcommitments will occur in ordinary course of business.

25.Eventsafterthereportingperiod

On 17 May 2019 and with the publication of Proclamation no R 23 of 2019 (Gazette no: 10947 dated 17 May 2019), the honourable President of the Republic of South Africa established a Special Investigating Unit (SIU). The SIU was established in response to a request from Council for the establishment of a SIU to investigate:

(1) Maladministration in connection with the affairs at the Council regarding the exercised its functions in terms of the Health Professions Act, 1974.

(2) AnyunlawfulorimproperconductbytheemployeesorofficialsattheHPCSAoranyotherpersonregardingtheregistrationofHealth Practitioners in terms of the Health Professions Act, 1974.






26. Contingent liabilities

Matter regarding Committee CoordinatorsUnfair discrimination claim brought to the CCMA by group of employees on the grounds of equal pay for work of equal value. Conciliation of the dispute took place on 18 July 2018 with no resolution. The Committee Coordinators have not referred the matter to the Labour Court. The time-frame in which to do so has lapsed - hence the dispute is regarded as abandoned.

Matter regarding Practitioner: Mr RP McMahonMr McMahon has instituted an action against Council in the Kwazulu-Natal High Court, Pietermaritzburg, in which he claims payment of the sum of R 11 million plus interest and costs. There is currently no movement on the matter. The HPCSA has not made any provisions inthisfinancialyearandwillcontinuetoreviewthisdecisiononanon-goingbasis.Thesummonwasissuedon24August2012.MrMacMahon who represents himself had indicated a willingness to withdraw the claim but has failed to honour meetings with the HPCSA attorneys and therefore there is no movement on the matter.

Matter regarding Practitioner: Ms CJ GrobblerThe practitioner experienced slow reaction of the Council to complaints against Dr Gordon. She is claiming damages estimated R 768, 000. Dr Gordon who is the second defendant is currently being sequestrated and the proceedings are currently affected by thesequestrationproceedings.Thereiscurrentlynomovementonthematter.TheHPCSAhasnotmadeanyprovisionsinthisfinancialyear and will continue to review this decision on an on-going basis.

Matter regarding Practitioner: Dr JF ScholtzA claim has been lodged against the Council of the HPCSA due to incorrect registration status provided on behalf of a registered practitioner resulting in the loss of employment opportunity of the registered practitioner. The practitioner is claiming payment of the sum of R 49, 173, 658. The matter has once again been resuscitated by the practitioner (is set down for hearing on 17 August 2020).

MatterregardingGarter&Swanepoel//UCTThe Plaintiff’s, Ms Gartner and Ms Swanepoel, both having completed the MA in Neuropsychology seek an order in the amount of R 41,061,524 and R 125, 555,376 respectively which is alleged to be made up of:

• loss of income for unpaid internship in the year 2014;• expenses incurred for registration expenses for the period 2015-2017; and• loss of future income as a professional neuropsychologist as of March 2015 to date of retirement.

The action has been defended by the HPCSA herein and awaiting additional documents from plaintiff. There has been no movement since a request for documents was made, the last response received in December 2018 was for a further indulgence of time to procurethedocumentsrequestedasattorneyswerehavingdifficultiesasoneoftheirclientsresidesinAustralia.

27.Priorperioderrors

27.1AccumulatedDepreciationforassetsTheCouncilidentifiedthepriorperioderrorsduringtheprocessofreviewingtheassetregisteroffullydepreciatedassets.Theerrorshavebeencorrectedthroughretrospectivelyrestatementofthecomparativefiguresinthecurrentfinancialyear’sfinancialstatements.StatementofComprehensiveIncomeDecrease in depreciation expense - (150,766)

Statement of Financial PositionDecrease in accumulated depreciation expense - 150,766

27.2 Accumulated Amortisation for Intangible AssetTheCouncilidentifiedthepriorperioderrorsduringtheprocessofrevaluatingtheassetregisteroftheintangibleassets.Theerrorshavebeencorrectedthroughretrospectivelyrestatementofthecomparativefiguresinthecurrentfinancialyear'sfinancialstatements.StatementofComprehensiveIncomeIncrease in amortisation expense - 5,562 Statement of Financial PositionIncrease in accumulated amortisation - (5,562)






27.Priorperioderrors(continued)

TheCouncilidentifiedthepriorperioderrorswhendividendswasaccruedin2016/17butneverreversedinthepreviousfinancialyear 2017/18 which is the year when the dividends for 2016/17 was paid.StatementofComprehensiveIncomeDecrease in dividends fees - 13,827 Statement of Financial PositionDecrease in accrued income - (13,827) 27.4 Examination feesTheCouncilidentifiedthepriorperioderrorswhentheexaminationfeeswasaccruedin2016/17butneverclearedin2017/18financialyearwhichistheyearwhenthefeeswasreceivedbyCouncil.StatementofComprehensiveIncomeDecrease in examination fees - 198,631 Statement of Financial PositionDecrease in accrued income - (198,631) 27.5RAFExpensesTheCouncilidentifiedthepriorperioderrorswhentheRAFexpensesincurredduringprioryear2017/18wasnotaccruedduringthatperiod.Therevenuewasreceivedunder2018/19financialyear.StatementofComprehensiveIncomeIncrease in RAF expenses - (554,610) Statement of Financial PositionIncrease in accrued income - 554,610 27.6 Leave AccrualTheCouncilidentifiedapriorperioderrorintheprocessofreviewingtheAnnualFinancialStatementsandinspecificontheincorrectdisclosureofleaveaccrualasaprovisionin2018financialyear.Theerrorhasbeencorrectedthroughrestatementofthefinancialyears2017/18end2018/19.

Statement of Financial Position 2018 restated 2017 restatedTrade and other payables 4,872,507 5,183,102Provisions (4,872,507) (5,183,102)





Detailed Income Statement


RevenueAnnual Fees Current year before suspensions 216,844,526 203,471,469

Less: Suspension of membership (12,004,741) (11,199,842)

Annual fees - Current year 204,839,785 192,271,627

Annual fees - Prior year 3,878,224 2,675,481

Fees from penalties imposed 3,831,956 2,864,325

Registration fees 15,386,671 22,186,749

Unidentifiedreceiptsrecognised 1,245,950 1,198,105

Restoration fees 9,279,151 5,667,288

Examination fees 3,938,134 2,904,153

Evaluation fees 1,787,723 2,102,091

Other professional fees 12 2,391,277 2,486,368

246,578,871 234,356,187Other operating income

RAF management fees 2,163,789 2,048,505

Profitonsaleofassets - 98,093

Other rental income 199,416 188,844

Other recoveries - RAF 23,746,918 20,928,995

Sundry revenue 683,246 -

Register sales 4,081 17,204

Tender fees 22,428 163,960

Insurance compensation 13 40,383 392,774

26,860,261 23,838,375Otheroperatinggains(losses)Losses on disposal of assets (58,632) (298,252)

Expenses(Refertopage41) (318,243,076) (297,003,133)Operatingloss (44,862,576) (39,106,823)Investment income 15 19,624,452 21,539,313

Finance costs (208,287) (327,140)

OthercomprehensivelossesLosses on revaluation of works-of-art (609,693) -

Fair value (losses) gains (173,308) 270,363

Deficitfortheyear (26,229,412) (17,624,287)

The supplementary information presented does not form part of the annual financial statements and is unaudited.




Detailed Income Statement


OtheroperatingexpensesAmortisation 1,283,349 1,062,703

Auditors remuneration - external auditors 353,402 311,619

Bad debts - increase in credit loss allowance 1,967,192 1,143,584

Bank charges 4,391,670 4,028,548

Cleaning 858,868 714,005

Airconditioning expenses 303,806 238,123

Consulting and professional fees 480,490 248,060

Internal audit fees 519,078 621,018

Consulting and professional fees - legal fees 5,745,858 6,924,703

RAF expenses 23,876,623 21,296,016

Depreciation 2,890,695 3,554,549

Employee costs 167,441,529 162,713,273

Tender administrative costs 126,853 135,180

Equipment and furniture less than R1000 57,197 70,905

Strategic projects - BPR, Teambuildings and Strategic Sessions 12,704,442 10,961,363

HPCSA conference 26,557 -

Settlement labour cases - employees 3,834,240 204,432

AMCOA conference 901,689 3,125,629

Council, professional board and committee meetings 59,590,055 46,903,567

Insurance 783,924 227,155

IT expenses 10,179,382 8,781,551

Lease rentals on operating lease 2,707,482 3,432,052

Municipal expenses 2,666,165 2,795,547

Postage 1,488,983 2,224,458

Printing and stationery - 3,825,534

Public relations and promotions 6,334,211 5,222,271

Repairs and maintenance 1,604,042 1,517,048

Security 1,531,066 1,221,394

Subscriptions & library costs - 133,375

Telephone and fax 1,370,115 1,927,238

International conference 2,224,113 1,438,233

318,243,076 297,003,133

The supplementary information presented does not form part of the annual financial statements and is unaudited.




Notes


Contact DetailsAddress: 553 Madiba Street, Arcadia, Pretoria, South Africa PO Box 205, Pretoria, 0001, South Africa

Tel: (+27) 12 338 9300 / 9301Fax: (+27) 12 328 5120Email: [email protected]

RP134/2019ISBN: 978-0-621-47367-4