annual report - national government · 6 hpcsa annual report 2016/17 1. general information country...

ANNUAL REPORT

2016|17

Protecting the public and guiding the professions

VISIONQuality and Equitable Healthcare for All

MOTTO “Protecting the Public and Guiding the Professions”

M ISSIONTo enhance the quality of healthcare for all by developing

strategic policy frameworks for effective and efficient co-

ordination and guidance 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

VALUESIn fulfilling its roles of regulator, guide &

advocate and administrator, the HPCSA holds

the following values central to its functioning

V

M

M

V

CONTENTS

GENERAL INFORMATION

PART A1. THE HEALTH PROFESSIONS COUNCIL

OF SOUTH AFRICA (HPCSA) GENERAL INFORMATION 6

2. ABBREVIATIONS/ ACRONYMS 8

3. FOREWORD BY THE PRESIDENT 9

4. REGISTRAR/ CHIEF EXECUTIVE OFFICER’S OVERVIEW 11

5. STATEMENT OF RESPONSIBILITY AND CONFIRMATION OF ACCURACY FOR THE ANNUAL REPORT 13

6. STRATEGIC OVERVIEW 14

7. LEGISLATIVE AND OTHER MANDATES 14

8. ORGANISATIONAL STRUCTURE 22

PERFORMANCE INFORMATION

PART BPROFESSIONAL

BOARDS

PART C1. SITUATIONAL ANALYSIS 26

1.1 Service Delivery and Organisational Environment 26

1.2 Key Policy development and legislative changes 47

1.3 Strategic Outcome Oriented Goals 47

3. PERFORMANCE INFORMATION BY PROGRAMME/ ACTIVITY/ OBJECTIVE 49

3.1 Programme 1 50

3.2 Programme 2 52

3.3 Programme 3 56

3.4 Programme 4 58

4. REVENUE COLLECTION 60

4.1 Capital Investment 60

DENTAL THERAPY AND ORAL HYGIENE 68

DIETETICS AND NUTRITION 71

EMERGENCY CARE 73

ENVIRONMENTAL HEALTH

PRACTITIONERS 76

MEDICAL AND DENTAL PROFESSIONS 80

MEDICAL TECHNOLOGY 82

OCCUPATIONAL THERAPY,

AND MEDICAL ORTHOTICS AND

PROSTHETICS AND ARTS THERAPY 86

OPTOMETRY AND DISPENSING OPTICIANS 90

PHYSIOTHERAPY, PODIATRY, AND

BIOKINETICS 94

PSYCHOLOGY 98

RADIOGRAPHY AND CLINICAL

TECHNOLOGY 104

SPEECH, LANGUAGE AND HEARING

PROFESSIONS 109

GOVERNANCE

PART DHUMAN RESOURCE

MANAGEMENT

PART EFINANCIAL

INFORMATION

PART FINTRODUCTION 114

THE EXECUTIVE AUTHORITY 114

THE ACCOUNTING AUTHORITY/ COUNCIL 114

RISK MANAGEMENT 121

INTERNAL AUDIT AND AUDIT COMMITTEES 121

COMPLIANCE WITH LAWS AND REGULATIONS 124

FRAUD AND CORRUPTION 124

MINIMISING CONFLICT OF INTEREST 125

CODE OF CONDUCT 125

HEALTH AND SAFETY AND ENVIRONMENTAL ISSUES 125

COUNCIL SECRETARIAT 126

SOCIAL RESPONSIBILITY 126

AUDIT COMMITTEE REPORT

1. INTRODUCTION 128

2. HUMAN RESOURCE OVERSIGHT STATISTICS 130

AUDIT AND RISK COMMITTEE REPORT 139

COUNCILOR’S RESPONSIBILITIES AND APPROVAL 142

AUDITORS REPORT 143

COUNCILORS’ REPORT 145

ANNUAL FINANCIAL STATEMENTS 147

HPCSA ANNUAL REPORT 2016/174

GENERAL INFORMATION

Part


1. GENERAL INFORMATION

Country of incorporation and domicile South Africa

Nature of business and principal activities Health Professions Regulator

Dental Therapy & Oral Hygeine Dr. Tufayl Ahmed Muslim

Dietetics & Nutrition Prof. Sussana Hanekom

Emergency Care Mr. Lesiba Arnold Malotana (Vice President)

Mrs Dagmar Muhlbauer

Mr. Simphiwe Sobuwa

Environmental Health Practitioners Ms. Duduzile Julia Sebidi

Medical and Dental Dr. Tebogo Kgosietsile Solomon Letlape (President)

Prof. Yusuf Ismail Osman

Dr. Reno Lance Morar

Medical Technology Mr. Molefe Aubrey William Louw

Optometry and Dispensing Opticians Mr. Maemo Kobe

Occupational Therapy, Medical Orthotics, Prosthetics and Arts Therapy

Ms. Martha S van Niekerk

Psychology Prof. Basil Joseph Pillay

Physiotherapy, Podiatry and Biokinetics Ms. Nokuzola Doris Dantile

Radiography and Clinical Technology Mr. Aladdin Speelman

Speech-Language and Hearing Dr. Sadna Balton

Community Representative not registered in Terms of Act

Ms. Xoliswa Bacela

Mr. Ketso Obed Tsekeli

Ms. Ruth Maphosa Gontsana

Ms. Julia Mmaphuti Nare

Adv Tebogo Mafafo

Prof. Nobelungu Julia Mekwa

Ms. Marie Mercia Isaacs

Department of Higher Education and Training Dr Engela Van Staden *Appointed April 2016

Department of Health Dr. Terence Carter *Resigned October 2016

Person versed in Law Mr Sello Ramasala

Person appointed by the Universities South Africa (Higher Education South Africa ) now Universities South Africa (USAF)

Prof. Khaya Mfenyana

Prof. Nomthandazo Gwele

Prof. GJ van Zyl

South African Military Health Services Major-General Z Dabula * Appointed June 2016

Appointed by the Minister Dr AM Thulare * Appointed February 2017

PART A: GENERAL INFORMATION

HPCSA ANNUAL REPORT 2016/17 7

Registered office 553 Madiba Street

Cnr Hamilton and Madiba Street

Arcadia

0001

Postal address P O Box 205

Pretoria

0001

Bankers ABSA Bank Limited

Auditors Morar Incorporated

Chartered Accountants (SA)

Registered Auditor

Website www.hpcsa.co.za

Preparer of AFS The annual financial statements in Part F were internally

prepared by Ms M de Graaff, the Chief Financial Officer


2. ABBREVIATIONS/ ACRONYMS

AIDS Acquired Immune Deficiency Syndrome

AMCOA Annual Association Medical Councils of Africa

APP Annual Performance Plan

ARCOM Audit and Risk Committee (of Council)

AVE Advertising Value Equivalent

BHF Board of Healthcare Funders

BHSc Bachelor of Health Science

BKIN Biokinetics Internship Committee

CEU Continuing Educational Units

CHE Council on Higher Education

CMS Council for Medical Schemes

CPD Continuous Professional Development

CUT, FS Central University of Technology, Free State

DENTASA Dental Technologists Association of South Africa

DHET Department of Higher Education and Training

DHMO District Health Management Office

DUT Durban University of Technology

ECG Electro Cardiographic

EEG Electro Encelographic

ECFMG Education Commission for Foreign Medical

Graduates

EPASSA Ethnomedicine Practitioners Association of South

Africa

EPIC Electronic Portfolio of International Credentials

HASA Hospital Association of South Africa

HEI Higher Education Institution

HEQSF Higher Education Qualifications Subframework

HIV Human Immunodeficiency Syndrome

HoD Head of Department

HPCNA Health Professions Council of Namibia

HPCSA Health Professions Council of South Africa

HRH Human Resources for Health

ID Identity Document

IT Information Technology

IVR Interactive Voice Response

JASA Justice Alliance of South Africa

M&E Monitoring & Evaluation

MCC Medicines Control Council

MoU Memorandum of Understanding

MTSF Medium Term Strategic Framework

MTT Ministerial Task Team

NCEMS National Committee of Emergency Medical Care

NECET National Emergency Care Education and

Training

NDoH National Department of Health

NDP National Development Plan

NHI National Health Insurance

OCB Occupational Therapy, Orthotics & Prosthetics

and Art Therapy Professions Board

OHASA Occupational Health Association of South Africa

OHSC Office of Health Standards Compliance

OHSCC Oral Health Stakeholder Consultative

Committee

PBODO Professional Board for Optometry and

Dispensing Opticians

PFMA Public Finance Management Act (Act No 1 of

1999)

PPB Professional Board of Physiotherapy, Podiatry

and Biokinetics

PTA Physiotherapy Assistant

ReLPAG Recognition of Prior Learning in Psychology

Action Group

PsySSA Psychology Society South Africa

RICA Regulation of Interception of Communications and

Provision of Communication-Related Information Act

(Act No 70 of 2002)

RPL Recognition of Prior Learning

SADA South African Dental Association

SADTA South African Dental Therapists Association

SALGA South African Local Government Association

SANC South African Nursing Council

SAPS South African Police Service

SAQA South African Qualifications Authority

SGB Standards Generating Body

SMLTSA Society of Medical Laboratory Technologists of South

Africa

UCT University of Cape Town

UNISA University of South Africa

Wits University of the Witwatersrand


§§ An improved business model

to enhance the functioning of the

HPCSA;

§§ Adequate, effective

and efficient support by and

to Council, Professional

Boards and Secretariat;

§§ An advocacy and

advisory role to enhance

engagements with all key

stakeholders; and

§§ Legislative and

regulatory consistency across

the HPCSA and its Professional

Boards.

In implementing the first strategic goal,

in January 2017, a service provider, Fever Tree

Consultants (FTC) was appointed to assist the HPCSA in

its endeavours to better service key stakeholders – the

practitioners. The Secretariat, together with consultants

from FTC, has been working tirelessly to help build a new

organisation characterised by innovation, professionalism

and excellence in service delivery.

As Council and members of the Professional Boards, our

task is to continuously provide strategic direction and

support, an area that we have focused on during the

past year. Our collective commitment to excellence in

leadership and innovation must remain our focus in the

coming financial year. Different work streams have been

established comprising of specialists from different fields

within Council.

Governance

The HPCSA continued to adhere to the principles of good

governance as embodied in the King Reports, the Health

Professions Act and any relevant legislation and governance

prescripts. Adherence to these principles ensures that

the HPCSA maintains the integrity of its operations, thus

gaining credibility from and confidence of its important

In line with our obligations to Parliament

and the people of the Republic of

South Africa, we are pleased to

report back on how the Health

Professions Council of South

Africa (HPCSA) performed in

the delivery of its mandate

during the period under

review.

The year 2016/17 has

been a year characterised

by both achievements and

challenges. The achievements

were the compilation of the

2016/17 unqualified Annual Report

and the launch of the Turnaround

programme. The main challenges centred

around the implementation of the Ministerial Task

Team (MTT) Report recommendations.

The key role and responsibility of the HPCSA is to coordinate

the activities of the Professional Boards in accordance

with the Health Professions Act No.56 of 1974 and fulfil

the mandate of the said Act. The HPCSA is legislatively

enjoined to promote and regulate inter-professional liaison

between the health professions in the interest of the public

and to fulfil an advisory role to the Minister of Health on

matters falling within the scope of the Health Professions

Act to support the universal norms and values of health

professions and the national health policy.

Ministerial Task Team Report

The HPCSA has been continuously updating the Minister

on progress made with regard to Council’s actions in

relation to the Ministerial Task Team Report findings. During

the latter part of the financial year, the HPCSA implemented

four of the five key Ministerial Task Team recommendations

to ensure an effective and efficient Council.

The HPCSA’s Strategic Plan highlights four key strategic

goals, namely:

3. FOREWORD BY THE PRESIDENT - DR TKS LETLAPE


Acknowledgements

A special word of thanks to the Minister of Health Dr Aaron

Motsoaledi for his continued guidance and support and for

continuously guiding the HPCSA in carrying out its complex

mandate.

I also express sincere gratitude to all Members of Council and

the Professional Boards for their hard work and commitment

in their contribution to making the HPCSA accomplish its

goals. I would be remiss in if I do not appreciate the HPCSA

officials for their dedication, availability and willingness at all

times to assist in operational matters.

Thank you.

DR TKS LETLAPE PRESIDENT: HEALTH PROFESSIONS COUNCIL OF SOUTH AFRICA

stakeholders. To this end, all HPCSA Councillors were trained

by the Institute of Directors in Southern Africa (IoDSA) on

good corporate governance as contained in King III Report.

Good corporate governance and stakeholder confidence

are fundamental elements in determining the nature

of the relationship between the HPCSA, its shareholder

represented by the Minister of Health, the healthcare

industry and the South African public.

Council’s Audit Committee is chaired by an independent

external person to ensure that our relationships with our

stakeholders are honest and transparent. The Committee

was satisfied at the acceptable way risks have been

managed. Our external auditors have expressed an

unqualified opinion on the annual financial statements for

the period under review.

International Relations

The HPCSA continues to maintain and build relationships

with other African countries to foster improved

collaboration and synergy. The HPCSA aims to continuously

expand its footprint within the African continent as means

of exchanging knowledge and skills. This will assist in

improving the HPCSA in its delivery of services. Currently,

the HPCSA is deemed to be an organisation that can be

used in benchmarking to obtain and identify good practice.

The HPCSA also played a vital role as Secretariat for

Association Medical Councils of Africa (AMCOA). This,

the HPCSA did by organising the 20th Annual AMCOA

Conference, which took place at the Malawi Medical

Practitioners and Dentists Board in Mangochi, Malawi.

The focus of the Conference was on the profession and

the enhancement of regulation, licensure for Medical and

Dental Practice and continuing professional development

to promote high standards of care.

In line with the AMCOA mission, the Conference facilitated

ongoing exchange of information among regulatory

authorities within the region as well as develop protocols

for licensure of medical and dental practice.


an opportunity to update their contact

details, and, in some cases, update

their identification numbers.

In the same period, the

HPCSA registered 19 121

practitioners who qualified

for registration in accordance

with the Act. Amongst these,

were 2 297 practitioners

joining internship training

programmes, as well as 6 147

students studying towards a

health profession registrable in

terms of the Act. With the launch

of the Online Renewal and Payment

Portal, offsite renewal was only embarked

on for students. Practitioners could henceforth

renew and make annual payments online in the comfort of

their homes or practices.

In 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 from January 2018. From

an operations point of view, Council implemented an IT

module that can efficiently handle the increased load from

the expanded CPD portfolio requirements. The module is

expected to be in place for the maintenance of licensure

piloting phase in January 2019.

Stakeholder engagement and advocacy is key to the

operations of Council. As a means of engaging and

interacting with practitioners and the public through direct

dialogue, the HPCSA continued to conduct practitioner

and public roadshows in all the provinces throughout

the country. The practitioner roadshows and symposia

enable the HPCSA to highlight pertinent issues that affect

practitioners at their respective work environments. In

the period under review, the engagement sessions were

It gives me great pleasure to present

the 2016/17 Annual Report. This

report gives an account of

the HPCSA’s operational and

financial performance, but

also reflects progress made

on one of our flagship

projects that Council

embarked on during the

period under review, the

Turnaround Project.

In setting the appropriate

and relevant standards for

healthcare training and education,

registration, practice and continuing

development of professionals, the

HPCSA committed to fairness, transparency,

consistency and accountability, while executing its mandate

professionally, efficiently and effectively. Furthermore,

the HPCSA executed its advocacy and advisory role for

healthcare within South Africa with respect, honesty,

dignity and integrity.

In implementing recommendations from the Ministerial

Task Team and in keeping with the HPCSA’s vision and

mission, the HPCSA embarked on a Turnaround Programme,

to improve efficiency and ensure that it is fit for purpose. The

Turnaround Programme is well underway and has made

significant progress. We are confident that the strategic

direction we have chosen is sound.

Registrations

The HPCSA continued to bring its services closer to the

practitioners. To this end, the HPCSA, during the year of

review, launched the Online Renewal and Payment Portal.

Over 60 000 practitioners utilised the portal by renewing

their registrations and paying their annual fees. While the

primary focus of the portal was to provide an easier renewal

platform for practitioners, it has the added functionality of

cleaning up the overall practitioner database allowing them

4. REGISTRAR/ CHIEF EXECUTIVE OFFICER’S OVERVIEW


doubled to ensure that Council increases its footprint to

allow for more robust interactions with stakeholders.

Risk Management

The HPCSA matured in terms of risk management. In the

year under review, the HPCSA approved an Enterprise Risk

Management Policy Framework, which provided a basis

for a comprehensive risk management strategy to meet

both legislative and best business practice requirements.

The HPCSA also developed and approved a Compliance

Management Policy Framework aimed at ensuring that

the HPCSA’s compliance risks are identified and effectively

managed on an ongoing basis. Risk Awareness Workshops

were held for all HPCSA employees to enhance control

measures.

Compliance and Enforcement

The HPCSA, through its Inspectorate Office, continued to

work closely with law enforcement authorities to ensure

compliance with the Health Professions Act. The period

under review also saw the HPCSA Inspectorate Office

working with other law enforcement agencies investigating

and finalising 289 of the 371 cases reported.

Clean Audit

The HPCSA once again received an unqualified clean audit

for the third consecutive year. We acknowledge the hard

work and commitment of Council, its committees, Executive

Management, the Finance Team and other departments in

ensuring that this achievement was realised.

Acknowledgements

My sincere appreciation goes to the HPCSA President Dr

Kgosi Letlape, the Vice- President Mr Arnold Malotana, for

their continued leadership and the Council for its guidance. I

express my deepest gratitude to the Executive Management

of the HPCSA for your endless support, the employees of

HPCSA, for your challenging work and determination to

ensure that we deliver on our mandate.

I look forward to your continued assistance and pledge my

support to you in the year to come which I have no doubt

will be a fruitful one. As the administration, we remain

committed to delivering the highest quality of service to

you.

Thank you.

ADV. FP KHUMALO

ACTING REGISTRAR/ CEO


applied and managed within predetermined procedures

and constraints.

The Registrar 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 records may be relied on for the preparation of the

annual financial statements. However, any system of internal

financial control can provide only reasonable, and not

absolute, assurance against material misstatement or loss.

The Registrar has reviewed the HPCSA’s cash flow forecast

for the year to 31 March 2018 and, in light of this review and

the current financial position, he is satisfied that the HPCSA

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 the company’s annual financial

statements. The annual financial statements have been

examined by the company’s external auditors and their

report is presented on page 142 and 143.

The annual financial statements set out on pages 146 to

175, which have been prepared on the going concern basis,

were approved by the Council on 29 September 2017 and

were signed on their behalf by:

Approval of financial statements

DR TKS LETLAPE PRESIDENT: HPCSA

5. STATEMENT OF RESPONSIBILITY AND CONFIRMATION OF ACCURACY FOR THE ANNUAL REPORT

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 of the annual

financial statements and related financial information

included in this report. It is his responsibility to ensure that

the annual financial statements fairly present the state of

affairs of the HPCSA as at the end of the financial year and

the results of its operations and cash flows for the period

then ended, in conformity with Entity specific basis of

preparation. The external auditors are engaged to express

an independent opinion on the annual financial statements.

The annual financial statements are prepared in accordance

with Entity specific basis of preparation 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 system of internal financial control established by the

HPCSA and place considerable importance on maintaining

a strong control environment. These controls enable the

Registrar to meet his obligations and set standards for

internal control with the view to reducing the risk of error or

loss in a cost-effective manner.

The standards include the proper delegation of

responsibilities within a clearly defined framework, effective

accounting procedures and adequate segregation of

duties to ensure an acceptable level of risk. These controls

are monitored throughout the HPCSA and all employees

are required to maintain the highest ethical standards in

ensuring that the HPCSA’s business is conducted in a manner

that in all reasonable circumstances is above reproach.

The focus of risk management is on identifying, assessing,

managing and monitoring all known forms of risk across the

HPCSA. While risks cannot be fully eliminated, the HPCSA

endeavours to minimise them by ensuring that appropriate

infrastructure, controls, systems and ethical behaviour are


7. LEGISLATIVE AND OTHER MANDATES

The Health Professions Council of South Africa (HPCSA)

referred to as Council, is a statutory body established by

the Health Professions Act, 56 of 1974 (as amended). Its

mandate is to regulate the health 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.

LEGISLATIVE MANDATE

Constitution of the Republic of South Africa, 1996

The HPCSA derives its constitutional mandate from Section

27 of the Constitution of South Africa, 1996 which provides

that everyone has the right to have access to health care

services, including reproductive health care.

National Health Act No. 61 of 2003

The National Health Act No.61 of 2003 provides a framework

for a structured, uniform health system for South Africa. 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

6. STRATEGIC OVERVIEW

Vision

Quality and Equitable Healthcare for All

Mission

To enhance the quality of healthcare for all by developing

strategic policy frameworks for effective and efficient co-

ordination and guidance 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 Values

Motto:

“Protecting the Public and Guiding the Professions”

Values:

In fulfilling its roles of regulator, guide & advocate and

administrator, the HPCSA holds the following values central

to its functioning


mental defects, illnesses or deficiencies in human

kind;

g) To promote liaison in the field of education and

training referred 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 the 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 health 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 health 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 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 Health Professions Act No. 56 of 1974 (as amended)

The Health Professions Council of South Africa derives its

mandate from the Health Professions Act, 56 of 1974 (as

amended). The Act seeks to provide for control over the

education, training and registration for and practising of

health professions registered under the Act; and to provide

for matters incidental thereto.

The objects and functions as per the Health Professions Act,

56 of 1974 (as amended) for constituents of the HPCSA,

namely Council and its Professional Boards are as follows:

OBJECTIVES AND FUNCTIONS OF COUNCIL

Objects 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

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,

for matters such as 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


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, any health profession falling within the ambit

of the Professional Board.

d) To promote liaison in the field of the education

and training contemplated in paragraph (c), both

in the Republic and elsewhere, and to promote the


Republic.

e) To make recommendations to the 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 in order

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.

f ) To make recommendations to the Council and the

Minister on matters of public importance acquired

by the Professional Board in the course of the

performance of its functions under this Act.

g) To maintain and enhance the dignity of the relevant

health profession and the integrity of the persons

practising the profession.

h) To guide the relevant health profession or professions

and to protect the public.

p) To submit to the Minister-

I. A five-year strategic plan within six months

of the Council coming into office, which

includes details as to how the Council plans

to fulfil its objectives under this Act;

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;

III. An annual report within six months of the

end of the financial year;

q) To ensure that an annual budget for the Council and

the Professional Boards is drawn up and that the

Council and the Professional Boards operate within

the parameters of such budget.

Objects of Professional Boards.

The objects of a Professional Board are:

a) To consult and liaise with other Professional Boards

and relevant authorities on matters affecting the

Professional Board.

b) To assist in the promotion of the health of the

population of the Republic on a national basis.

c) Subject to legislation regulating health care providers

and consistency with national policy determined by


§§ 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 this by actively advocating

to practitioners and the public to ensure adequately

qualified professionals are developed and available.

National Health Insurance (NHI)

The National Health Insurance (NHI) is a health financing

system 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 status1.

1

POLICY MANDATE

The HPCSA is influenced by national policies and plans,

including, but not limited to, the National Development

Plan (NDP), NDOH strategic plan and the medium term

strategic framework (MTSF).

National Development Plan 2030 (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 would 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 of HIV;

§§ Significantly reducing the burden of disease; and

Table 1: Roles and responsibilities of the relevant bodies within the HPCSA

ROLE AND RESPONSIBILITY

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 the 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

Adequate financial management

Ensures that Council has the required systems

Transparent use of resources


The HPCSA and its Professional Boards are actively engaged

with 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 contracting of private health care providers

through providing input on the general practitioner

contracting model, and

§§ Enhancing human resources for health by ensuring

that there are adequately qualified professionals

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.

Regulators such as the HPCSA and other statutory bodies

support the implementation of Phase 1 of the NHI. This

implementation includes the establishment of six (6) work

streams that will support the required activities. These work

streams include the following:

§§ Work Stream 1: Prepare for establishing the NHI Fund,

including reviewing other relevant legislations and

inter-governmental functions and fiscal framework

that will be impacted by the implementation of NHI.

§§ Work Stream 2: Clarification of the NHI benefits and

services including the PHC ‘Lab’52.

§§ Work Stream 3: Preparation for the purchaser-

provider split.

§§ Work Stream 4: Review of medical schemes to define

their future role.

§§ Work Stream 5: Completion of NHI Policy paper and

NHI Bill.

§§ Work Stream 6: Strengthening of the District Health

System in preparation for a functional District Health

Management Office (DHMO).

Council and its Professional Boards are committed into

making sure that professions at the HPCSA contribute to the

effectiveness and success of the NHI; and will be forwarding

inputs that will contribute to the successful establishment

and implementation of the NHI.

NATIONAL DEPARTMENT OF HEALTH STRATEGIC PLAN AND MEDIUM TERM STRATEGIC FRAMEWORK

The alignment between the NDP 2030 Vision and the NDOH

Strategic Plan 2015-2020 is shown in the following table:


LINK BETWEEN NATIONAL DEVELOPMENT PLAN AND THE NATIONAL DEPARTMENT OF HEALTH STRATEGIC GOALS

NDP GOALS 2030NDP PRIORITIES

2030

NDOH STRATEGIC GOALS

2015-2020

HPCSA PROGRAMMES

HPCSA STRATEGIC OBJECTIVES

Average male and

female life expectancy

at birth increased to

70 years

Address the social

determinants that

affect health and

diseases

Prevent and reduce

the disease burden

and promote health

Prevent disease and

reduce its burden, and

promote health

Improving the role

of the HPCSA as an

advocate & advisor

and enhanced

engagement with all

key stakeholders

§§ Develop an

overarching

Council plan to

enable effective

Stakeholder

engagement

§§ Proactive two-

way engagement

between Council

and NDoH

allowing for

inclusive in policy

formulation

§§ Engage with 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)



2030


2015-2020

HPCSA PROGRAMMES


Tuberculosis (TB)

prevention and

cure progressively

improved

§§ Simplification and

clarification for

distribution to the

public on different

entities roles and

responsibilities

(e.g. National

Council vs HPCSA)

§§ Providing a

platform and

mechanisms for

Boards to engage

with NDoH

effectively

Maternal, infant

and child mortality

reducedPrevalence of Non-

Communicable

diseases reducedInjury, 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

Improving the role

of the HPCSA as an

advocate & advisor

and enhanced

engagement with all

key stakeholders

Improve financial

management

by improving

capacity, contract

management, revenue

collection and supply

chain management

reforms

Improve health

information systems

Develop an efficient

health management

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



2030


2015-2020

HPCSA PROGRAMMES


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

Improving the role

of the HPCSA as an

advocate & advisor

and enhanced

engagement with all

key 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

Improving the role

of the HPCSA as an

advocate & advisor

and enhanced

engagement with all

key stakeholders

Posts filled with skilled,

committed and

competent individuals

Improve human

resources in the health

sector

Co-ordination to

ensure legislative and

regulatory consistency

across the HPCSA and

its Professional Boards


8. 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 Professional Boards and the Secretariat.

8.1 HPCSA REPORTING STRUCTURE TO THE MINISTRY OF HEALTH

Department of Health

Minister of Health

Health Professions Council of South Africa

Parliament

Finance and

Investment

Committee

Professional

Conduct

Review

Committe

Human Rights

and Ethics

CPD

Committee

Business

Practice

Committee

HPCSA 32 Members

Executive Committee

Human

Resources and

Renumeration

Committee

Health

Committee

Professional Boards

Pension and

Provident

Trustee

Committee

Education, Training

and Quality Assurance

Committee

Audit and Risk

Committee

Tender

Committee

HPCSA Administration


8.2 THE PROFESSIONAL BOARDS

The Professional Boards of the HPCSA include:

Den

tal T

hera

py a

nd O

ral H

ygie

ne

Die

tetic

s an

d N

utrit

ion

Emer

genc

y Ca

re

Envi

ronm

enta

l Hea

lth P

ract

ition

ers

Med

ical

and

Den

tal

Med

ical

Tech

nolo

gy

Occ

upat

iona

l Th

erap

y, M

edic

al O

rtho

tics,

Pros

thet

ics

and

Art

s The

rapy

Opt

omet

ry a

nd D

ispe

nsin

g O

ptic

ians

Phys

ioth

erap

y, P

odia

try

and

Biok

inet

ics

Psyc

holo

gy

Radi

ogra

phy

and

Clin

ical

Tech

nolo

gy

Spee

ch,

Lang

uage

and

Hea

ring

Prof

essi

ons

12 Professional Boards

The primary role of the Department Professional Boards

is to provide administrative support to the twelve (12)

Professional Boards under the auspices of the Health

Professions Council. 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 health care 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.

At a strategic Ievel, 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 health care 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. 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 compliant

practitioners 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 ratification

by the Council, and the Council shall, for this purpose, determine whether a matter falls entirely within the ambit of a

Professional /Board.

8.3 EXECUTIVE MANAGEMENT STRUCTURE

The operational structure of Administration / Secretariat is as follows:

Chief Financial Officer

PR and Service Delivery

Human Resources

Chief Information Officer

Professional Boards Administration

Council Secretariat Chief Operations Officer Ombudsman

Risk Management Officer

HPCSARegistrar/CEO

Legal Services

Support Services

CPD, Registrations and Records

Part PERFORMANCE INFORMATION


Council has endeavored to improve its business model in

order to improve the situation and enhance its functioning.

As a result, Council in its strategic planning has shifted

towards a turn-around strategy. Although the strategic

objectives have remained the same, the targets for some

indicators have been updated due to the shift towards a

turn-around strategy in order to improve on service delivery

to our practitioners and the public.

Income for the HPCSA is generated, inter alia, from fees

payable by practitioners. All individuals who practise any of

the health care professions incorporated in the scope of the

HPCSA are obliged by the Health Professions Act No. 56 of

1974 to register with the Council. Failure to do so constitutes

a criminal offence.

During the period under review, 181 821 practitioners, or

85% of practitioners were expected to pay annual renewal

fees and renew their registration. Ninety - six percent (96%)

paid their dues and the balance 4% run the risk of being

suspended from practising their profession as stipulated in

the Act.

Annexure 1 depicts the growth of the total register

from April 2014 to March 2016, including those health

practitioners who do not necessarily pay annual fees, such

as intern students, interns, and practitioners exempted due

to old age.

1 SITUATIONAL ANALYSIS

1.1 Service Delivery and Organizational Environment

The performance environment of the HPCSA is impacted on

the supply and demand of health professionals practicing in

the country. As the HPCSA has a responsibility to guide the

professions and to protect the public, there is a requirement

that healthcare professionals practising within South Africa

maintain the relevant ethical conduct and professional

standards in line with international standards and local

norms.

In order to ensure the realisation of quality healthcare for

the population, there is a requirement that the HPCSA

keeps abreast of global, regional and local trends in terms of

healthcare practices as well as the shifting healthcare needs

of the population. Defining the scope of practice and scope

of a profession in light of the shifting environment then

becomes a key responsibility of the HPCSA. Furthermore,

the management of issues such as ‘scope creep’ between

the professions become some of the challenges to which

the HPCSA has to respond.

The performance delivery environment of HPCSA had

been characterized by serious reputational risk as Council

processes were seen as slow and ineffective. To this end

BRD CODE REG CODE REG NAMEAPR 2014

APR 2015

APR 2016

APR 2017

DOH DA DENTAL ASSISTANT 2,974 3,003 3,049 3,131

DA S STUDENT DENTAL ASSISTANT 1,673 1,748 1,820 1,991

OH ORAL HYGIENIST 1,110 1,143 1,195 1,220

OH S STUDENT ORAL HYGIENIST 323 340 382 381

TT DENTAL THERAPIST 607 625 659 704

TT S STUDENT DENTAL THERAPIST 205 227 256 246

DOH Total 6,892 7,086 7,361 7,673

PART B: PERFORMANCE INFORMATION



APR 2015

APR 2016

APR 2017

DTB DT DIETITIAN 2,778 2,949 3,145 3,311

DT S STUDENT DIETITIAN 1,381 1,510 1,650 1,676

NT NUTRITIONIST 180 198 197 219

NT S STUDENT NUTRITIONIST 258 290 316 294

DTB Total 4,597 4,947 5,308 5,500

EHP FI FOOD INSPECTOR 11 11 11 11

HIENVIRONMENTAL HEALTH

PRACTITIONER3,363 3,447 3,567 3,658

HI SSTUDENT ENVIRONMENTAL

HEALTH OFFICER2,304 2,469 2,471 2,524

HIAENVIRONMENTAL HEALTH

ASSISTANT60 63 64 61

EHP Total 5,738 5,990 6,113 6,254

EMBANA

AMBULANCE EMERGENCY

ASSISTANT8,507 8,882 9,225 9,636

ANT PARAMEDIC 1,598 1,605 1,591 1,552

ANTS STUDENT PARAMEDIC 553 537 547 545

BAA BASIC AMBULANCE ASSISTANT 55,631 56,786 55,400 53,022

ECP EMERGENCY CARE PRACTITIONER 287 367 451 549

ECPSSTUDENT EMERGENCY CARE

PRACTITIONER507 597 678 695

ECPV ECP VISITING STUDENT 0 0 0 13

ECT EMERGENCY CARE TECHNICIAN 778 939 1,063 1,113

ECTSSTUDENT EMERGENCY CARE

TECHNICIAN702 662 588 575

OECOOPERATIONAL EMERGENCY CARE

ORDERLY548 530 508 509

EMB Total 69,111 70,905 70,051 68,209

MDB AN ANAESTHETIST’S ASSISTANT 2 2 1 1

BE BIOMEDICAL ENGINEER 2 2 2 2

CA CLINICAL ASSOCIATE 361 467 575 691

CA S STUDENT CLINICAL ASSOCIATE 359 436 501 463

DP DENTIST 5,817 6,006 6,158 6,314

DP S STUDENT DENTIST 1,292 1,324 1,439 1,447



APR 2015

APR 2016

APR 2017

GC GENETIC COUNSELLOR 6 9 9 10

GC S STUDENT GENETIC COUNSELLOR 2 2 2 2

GCIN INTERN GENETIC COUNSELLOR 5 5 5 9

GR GENETIC COUNSELLOR 20 19 18 16

GR S STUDENT GENETIC COUNSELLOR 10 10 10 10

GRIN INTERN GENETIC COUNSELLOR 1 1 2 3

HA HEALTH ASSISTANT 1 0 0 0

IN INTERN 3,251 3,106 3,132 3,272

IN S STUDENT INTERN 1,011 1,077 1,427 1,350

KB CLINICAL BIOCHEMIST 12 11 10 9

MP MEDICAL PRACTITIONER 40,716 41,886 43,141 44,653

MP S MEDICAL STUDENT 10,686 11,594 12,372 12,656

MS & MW MEDICAL SCIENTIST 603 619 634 646

MS S & MW S STUDENT MEDICAL SCIENTIST 577 655 719 721

MSIN & MWIN

INTERN MEDICAL SCIENTIST 150 158 191 209

PH MEDICAL PHYSICIST 132 135 145 146

PH S STUDENT MEDICAL PHYSICIST 44 53 59 54

PHIN INTERN MEDICAL PHYSICIST 21 22 19 23

SMWSUPPLEMENTARY MEDICAL

SCIENTIST3 3 3 3

VS VISITING STUDENT 49 804 53 113

MDB Total 65,133 68,406 70,627 72,823

MTB CT CYTO-TECHNICIAN 1 1 1 1

GT MEDICAL TECHNICIAN 2,943 3,121 3,375 3,538

GT S STUDENT MEDICAL TECHNICIAN 2,370 2,405 2,495 2,560

LA LABORATORY ASSISTANT 297 425 538 618

LA SSTUDENT LABORATORY

ASSISTANT874 906 895 946

MLS MEDICAL LABORATORY SCIENTIST 0 0 15 45

MT MEDICAL TECHNOLOGIST 5,075 5,257 5,362 5,480

MT SSTUDENT MEDICAL

TECHNOLOGIST3,882 4,213 4,335 4,265

MTIN MEDICAL TECHNOLOGY INTERN 549 519 630 835



APR 2015

APR 2016

APR 2017

SGTSUPPLEMENTARY MEDICAL


SLASUPPLEMENTARY LABORATORY

ASSISTANT259 244 221 209

MTB Total 16,279 17,115 17,889 18,518

OCPAOS

ASST MED ORTH PROST &

LEATHERWORKER8 9 7 6

AT ARTS THERAPIST 65 65 71 80

AT S ARTS THERAPY STUDENT 7 25 37 37

OBORTHOPAEDIC FOOTWEAR


OSMEDICAL ORTHOTIST AND

PROSTHETIST466 482 497 512

OS SSTUDENT MEDICAL ORTHOTIST

AND PROSTHETIST130 201 242 314

OSAORTHOPAEDIC TECHNICAL

ASSISTANT100 93 95 93

OSININTERN MEDICAL ORTHOTIST AND

PROSTHETIST109 141 168 202

OT OCCUPATIONAL THERAPIST 4,299 4,534 4,812 5,021

OT SSTUDENT OCCUPATIONAL

THERAPIST1,951 2,048 2,270 2,187

OTBOCCUPATIONAL THERAPY

ASSISTANT201 177 108 85

OTBSSTUDENT OCCUPATIONAL

THERAPY ASSISTANT47 47 46 45

OTESDELETED - ART THERAPY

STUDENT10 10 10 10

OTTOCCUPATIONAL THERAPY


SOSSUPPLEMENTARY MEDICAL

ORTHOTIST AND PROSTHETIST2 1 1 1

OCP Total 7,899 8,332 8,908 9,133

ODO OD DISPENSING OPTICIAN 151 147 154 150

OD S STUDENT DISPENSING OPTICIAN 366 390 378 414

OP OPTOMETRIST 3,533 3,600 3,702 3,767

OP S STUDENT OPTOMETRIST 826 870 899 896



APR 2015

APR 2016

APR 2017

OR ORTHOPTIST 12 13 12 12

SODSUPPLEMENTARY OPTICAL

DISPENSER3 2 2 2

SOP SUPPLEMENTARY OPTOMETRIST 11 10 11 11

ODO Total 4,902 5,032 5,158 5,252

PPB BK BIOKINETICIST 1,305 1,384 1,505 1,618

BK S STUDENT BIOKINETICIST 529 566 635 684

BKIN INTERN BIOKINETICIST 265 410 595 777

CH PODIATRIST 254 264 265 292

CH S STUDENT PODIATRIST 276 304 349 332

MA MASSEUR 3 3 3 3

PT PHYSIOTHERAPIST 6,670 6,902 7,196 7,473

PT S STUDENT PHYSIOTHERAPIST 2,097 2,155 2,474 2,271

PTA PHYSIOTHERAPY ASSISTANT 253 228 199 179

PTASSTUDENT PHYSIOTHERAPY

ASSISTANT2 2 2 2

PTT PHYSIOTHERAPY TECHNICIAN 23 53 53 49

RM REMEDIAL GYMNAST 2 2 2 2

SCH SUPPLEMENTARY PODIATRIST 3 3 3 3

SPTSUPPLEMENTARY

PHYSIOTHERAPIST4 4 3 3

PPB Total 11,686 12,280 13,284 13,688

PSB PM PSYCHO-TECHNICIAN 29 26 24 22

PMT PSYCHOMETRIST 1,981 1,981 2,028 2,066

PMTS STUDENT PSYCHOMETRIST 144 286 423 596

PRC REGISTERED COUNSELLOR 1,724 1,812 1,977 2,176

PS PSYCHOLOGIST 7,622 7,891 8,190 8,453

PS S STUDENT PSYCHOLOGIST 1,195 1,300 1,429 1,493

PS V PSYCHOLOGY VISITING STUDENT 0 0 0 2

PSIN INTERN PSYCHOLOGIST 927 866 900 929

SRCSTUDENT REGISTERED

COUNSELLOR192 1,361 2,045 2,494

PSB Total 13,814 15,523 17,016 18,231



APR 2015

APR 2016

APR 2017

RCT DR RADIOGRAPHER 6,739 6,997 7,321 7,559

DR S STUDENT RADIOGRAPHER 1,890 1,987 1,937 2,067

DR VVISITING STUDENT

RADIOGRAPHER0 0 0 16

EEELECTRO-ENCEPHALOGRAPHIC


EE SSTUDENT ELECTRO-

ENCEPHALOGRAPHIC TECHNICIAN75 77 85 98

KT CLINICAL TECHNOLOGIST 939 875 864 842

KT SSTUDENT CLINICAL

TECHNOLOGIST529 568 602 600

KTGGRADUATE CLINICAL

TECHNOLOGIST178 255 350 407

RLT RADIATION TECHNOLOGIST 12 12 12 9

RLTSSTUDENT RADIATION

TECHNOLOGIST6 7 7 9

RSDRRESTRICTED SUPP DIAG

RADIOGRAPHER7 7 5 5

SDRSUPPLEMENTARY DIAGNOSTIC

RADIOGRAPHER250 240 229 211

SDRSSTUDENT SUPPLEMENTARY

DIAGNOSTIC RADIOGRAPHER99 100 100 100

SKTSUPPLEMENTARY CLINICAL

TECHNOLOGIST5 5 4 3

RCT Total 10,771 11,176 11,565 11,978

SLH AM AUDIOMETRICIAN 5 4 4 4

AU AUDIOLOGIST 375 444 504 572

AU S STUDENT AUDIOLOGIST 376 406 492 498

GAK HEARING AID ACOUSTICIAN 125 129 139 149

GAKSSTUDENT HEARING AID

ACOUSTICIAN41 38 42 45

SAASPEECH AND AUDIOLOGY

ASSISTANT1 0 0 0

SAU SUPPLEMENTARY AUDIOLOGIST 1 1 1 1

SGAKSUPPLEMENTARY HEARING AID

ACOUSTICIAN4 4 4 4



APR 2015

APR 2016

APR 2017

SGGCOMMUNITY SPEECH AND

HEARING WORKER19 17 18 17

SGKSPEECH AND HEARING

CORRECTIONIST6 6 7 7

SHA SPEECH AND HEARING ASSISTANT 1 1 1 1

SSTASUPPLEMENTARY SPEECH

THERAPIST AND AUDIOLOGIST1 1 1 1

ST SPEECH THERAPIST 747 824 942 1,024

ST S STUDENT SPEECH THERAPIST 633 694 796 808

STASPEECH THERAPIST AND

AUDIOLOGIST1,453 1,475 1,516 1,541

STASSTUDENT SPEECH THERAPIST AND

AUDIOLOGIST356 381 362 432

STB SPEECH THERAPY ASSISTANT 4 3 3 2

SLH Total 4,148 4,428 4,832 5,106

Grand Total 220,970 231,220 238,112 242,365

During the year under review, Council adopted and

approved a five-year strategic plan. The strategic planning

process of Council sought to ensure that a comprehensive,

integrated and consolidated strategy was developed

for the HPCSA and that, through this process, alignment

in outcome and expectation is achieved for all relevant

internal and external stakeholders. The development of

the strategic plan was informed by the outcomes of both

internal and external evaluations which highlighted the

need for the HPCSA to review its business model in order

to ensure effectiveness and efficiency in the execution of

its legislative mandate. The new business model will inform

the required legislative review that will enable the model.

To achieve this strategic objective, the HPCSA has gone out

on tender and appointed a service provider in the name of

Fever Tree Consulting to undertake business re-engineering

process for the HPCSA for a period of 18 months, which

commenced in February 2017 and will be completed in

July 2018.

This project is designed and focused on the following key

areas:

a. Business Process Re-Engineering;

b. Business Operating Model and Organizational

design;

c. ICT Roadmap, ICT Governance and IT Strategic Plan

with clearly proposed technology tools that will

support the new business model; and

d. Clearly defined implementation plan.


Furthermore, the role of the HPCSA is impacted directly by the National Development Agenda, the Legislative and Regulatory

Environment, Practitioners and the Public (see Figure 2 below).

§§ The harnessing of social media to transform the way

the HPCSA engages with stakeholders.

§§ Assisted reality and virtual reality has the potential to

reform the way education and training is delivered

as well as its accessibility.

These shifts can assist taking health services to areas and

individuals who previously may not have had access to it,

as well as providing support to those practitioners placed in

rural areas. The HPCSA needs to position itself and embrace

technology in order to effectively regulate in the future or it

runs the risk of becoming ineffective and redundant.

Other threats that technology entails are as follows:

§§ Greater public access to information together

with advances in technology and equipment may

require Council reviewing the scopes of professions

/ practice.

§§ Due to the greater access of information, challenges

exist in protecting the public from unsound practices,

confidentiality and unsafe medical devices.

Healthy Lifestyle

In support of promoting a long and healthy life for all South

Africans, the HPCSA notes that an opportunity exists to

External Opportunities and Threats

The following areas have been identified that pose both

opportunities and threats to the Professions:

Technology

Advances in technology have and will change the

environment for the professions and is having a dramatic

effect on the way the health industry operates. These shifts

have resulted in the following opportunities:

§§ Migrating towards an online platform provides

an opportunity in enhancing the efficiency of

registrations.

§§ Greater cross-sharing of information between

regulators and governmental departments e.g.

potential use of databases, such as those under the

Regulation of Interception of Communications and

Provision of Communication-Related Information

Act (RICA) to verify practitioner details) has the

potential to improve the effectiveness of the HPCSA.

§§ Increased access to smart-phones and health apps

allows detailed monitoring of the health needs

of society providing valuable insights enabling

proactive and efficient communication and training.


The protests also posed a threat to the HPCSA’s income,

because the HPCSA had an expectation to register new

health practitioners to increase its revenue generation. As a

result of the disruptions at universities, there was an eminent

challenge of healthcare practitioners not completing their

academic qualifications and thus not registering with the

HPCSA.

1.2 Stakeholder Analysis

The HPCSA’s legislative mandate includes performing an

advocacy and advisory role with its key strategic stakeholders.

In this regard, the HPCSA has a complex internal and

external stakeholder base. Stakeholder engagement can be

seen as one of the key strategic enablers and part of the

legislative mandate of the Boards and Council. It therefore,

forms an integral part of the strategy development process:

intensify training and support in priority diseases and health

programmes. These priority diseases as noted by the NDOH

include but are not limited to

§§ Tuberculosis (TB);

§§ Human Immunodeficiency Virus(HIV)/Acquired

immune deficiency syndrome (AIDS);

§§ maternal and child morbidity and mortality; and

§§ non-communicable diseases driven by risk factors

related to life-style; and violence, injuries and trauma.

Threat: Tertiary Environment (“Student Protests”)

The extremely volatile environment at tertiary institutions

has had far-reaching implications for all health professions

and training countrywide. Strikes and the intermittent shut-

down of several universities decreased time afforded for the

training, and thus posed a serious threat in the provision of

quality health professionals.

1.3 Summary of Key Issues

The key issues, which have to be addressed in the Strategy and resolved during the term of Council and are cross-cutting

across the Professional Boards include:


Other Operational Performance of the HPCSA is as follows:

1. Registration of Health Practitioners

In the year under review, Council registered more than

25 000 healthcare practitioners in line with its legislative

mandate. Registrations were conducted mainly at the

Head Office in Pretoria, and, to a limited extent, at offsite

registration venues. The offsite registrations were targeted

mainly to capture newly qualified health practitioners

graduating from student status to other categories,

including internship and community service before they

could leave training institutions for deployment. The

achievements are outlined below:

2 In–house Registration

During the period under review, Council registered 19 121

practitioners who qualified for registration in accordance

with the Act. Among these, were 2 297 practitioners joining

internship training programmes as well as 6 147 students

studying towards a health profession registrable in terms of

the Act.

The following tables depict movements that resulted in

changes to the registers kept by Council, as well as other

services provided to practitioners in the period, 1 April 2016

to 31 March 2017, with comparative numbers for the period

1 April 2015 to 31 March 2016:

Table 1: Registrations

CATEGORYNUMBER

REGISTERED IN 2015/2016

NUMBER REGISTERED

IN 2016/2017

Prescribed

Registrations

20 568 19 121

Specialists 587 597

Foreign Qualified 517 353

Additional

Category

102 67

Additional

Qualification

1 265 1 479

Category Change 3 643 3 450

Table 2: Removals

CATEGORY

NUMBER RECORDED

IN 2015/2016

NUMBER RECORDED

IN 2016/2017

Voluntary Erasures 878 586

Suspensions for not

paying annual fees10 881 10 889

Instruction to Erase 35 45

Deaths 75 43


Table 3: Other Services

CATEGORYNUMBER

ISSUED IN 2015/2016

NUMBER ISSUED IN 2016/2017

Certificates of Status 1 048 1 332

Certified Extracts 1 350 1 252

Intern Duty Certificates 178 34

Verification of Credentials 305 217

In addition, Registrations attended to various walk-in

applications and enquiries from practitioners who visited

Council’s Client Contact Centre. There were more walk-

in practitioners recorded over the renewal period, for an

extended period, as Council replaced off-site renewals with

the Online Renewal Portal. Practitioners who had not made

use of the Online Renewal and Payment Portal renewed

their registration physically by queuing at the Head Office

in Pretoria.

During November and December 2016, Council attended

to off-site registration of undergraduate students who

had completed their studies at various institutions around

the country, and were due to commence with internship

training and community service. A total of 5 350 students

were registered.

In the absence of an automated registration system

for practitioners, offsite registrations remain a valuable

initiative benefitting healthcare practitioners, particularly

those proceeding to do internship and community service

commencing early in the new year. The service reduces

non-compliant applications received as applicants are

present to promptly attend to outstanding requirements

leading to registration.

3. Online Renewal and Payment Portal

The Online Renewal and Payment Portal was launched on

1 March 2017. Over 60 000 practitioners engaged with the

portal and paid their annual fees through the portal in the

comfort of their homes or practices. While the primary

focus of the portal is to provide an easier renewal platform

for practitioners, it has the added functionality of cleaning

up the overall practitioner database in terms of providing

updated contact details, and in some cases updated

identification numbers.

4. Continuing Professional Development (CPD)

Council is working on an urgent plan to revamp and redefine

the CPD programme, taking into account the expanded

requirements of Maintenance of Licensure. In 2015/16,

Council supported and approved that further research be

conducted with regard to best practice in implementing

the Maintenance of Licensure requirement.

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 from January 2019. From an operations point of

view, Council implemented an IT module that can efficiently

handle the increased load from the expanded CPD portfolio

requirements. The module is expected to be in place for the

Maintenance of Licensure piloting phase in January 2019.

5. Document Management

The HPCSA is required to ensure efficient, accurate and

secure record-keeping of health practitioners’ information

on its database. In line with this objective, the HPCSA

commenced with the digitisation project, to convert paper

records to the electronic format. The HPCSA identified close

to five million paper records across various document types

or categories from all departments in the HPCSA, that would

be scanned and ultimately indexed to practitioner records

on the main database. Once the project is complete, retrieval

of documents will be electronic, improving accessibility of

records, thereby reducing processing time.

During its peak renewal period in March 2017, the HPCSA

had an extremely busy time as more than 6 000 identification

numbers of practitioners who previously could not use the

portal either because Council did not have the identity

number on file or had an old identity number different from

the one currently in use. Practitioners could not change this

information as it required confirmation from the HPCSA.

The practitioners could, however, change their contact

details through the portal.


how to avoid litigation, ethical guidelines and rules, latest

rulings and continuing professional development (CPD)

and education on the Health Committee. The roadshows

are in line with upholding the HPCSA’s mandate of guiding

the professions. Two (2) practitioner roadshows were held

in the year under review.

Over and above the Practitioner Roadshows, Council

hosted eleven (11) symposia around the country which

were attended by approximately 6 000 practitioners. The

symposia were an increase from the six (6) that were held

during the previous financial period. 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 symposia also afford practitioners an opportunity

to keep abreast with new developments within their

respective professions at the same allowing them to ensure

that their knowledge stays relevant and up to date. The

HPCSA Ombudsman presents accredited ethics lectures

at these Symposia and Roadshows, to different groups

of professionals registered under the Act as part of the

Continuing Professional Development (CPD). Practitioners

obtain Continuing Educational Units (CEUs) at these

engagement sessions.

2.2 Public Awareness Campaigns

In the year under review, the HPCSA in collaboration with

the Department of Health and other healthcare regulatory

bodies, rolled out three (3) Public Awareness Campaigns in

Phoenix, (KwaZulu-Natal), Port Elizabeth (Eastern Cape) and

in Seshego, Limpopo province. This was in contrast to one

(1) public awareness campaign/ roadshow that was held in

the 2015/16 financial year. Members of the public who were

in attendance were educated on the following topics:

§§ The different mandates of the various healthcare

regulators – the HPCSA, the Department of Health,

the South African Nursing Council (SANC), the Office

of the Health Standards Compliance.

§§ The role of the HPCSA Inspectorate Office and how

to identify a bogus healthcare practitioner and what

to do.

The HPCSA continued utilising the Electronic Portfolio of

International Credentials (EPIC) portal to verify credentials

of applicants with foreign qualifications who are applying

to be medical practitioners in terms of section 25 of the

Act. The challenge that still remains with verifications is that

the Education Commission for Foreign Medical Graduates

(ECFMG) does not have links with all medical schools

from which Council receives applicants. Applicants from

such medical schools are, however, not excluded, as their

applications are considered by the relevant committee of

the Medical and Dental Board.

2. ADVOCACY AND STAKEHOLDER ENGAGEMENT

One of the strategic objectives for the HPCSA is advocacy

and stakeholder engagement. For the HPCSA to remain

relevant and survive within the healthcare environment,

it requires regular interaction with important stakeholder

groups.

Advocacy and stakeholder engagement play an important

role in how stakeholders and the general public perceive

the HPCSA. Council ensured that it achieved its objective of

being an advisor and advocate in the healthcare regulatory

environment.

In the period under review, the HPCSA developed a

stakeholder engagement strategy to guide its engagement

with both internal and external stakeholders. This was to

ensure that the relevant information is conveyed, especially

when major decisions have to be implemented. The

Strategy has since been forwarded to the Business Process

Re-engineering for further alignment.

2.1 Stakeholder Engagement Initiatives – Practitioner Roadshows and Symposia

The HPCSA continued to conduct the practitioner

roadshows as a means of engaging with practitioners,

through direct dialogue, on pertinent issues that affect

them in their respective work environments. These issues

arrange from clarifying the role of the HPCSA, improving

the HPCSA’s service and accessibility, legal processes and


Internal stakeholder engagement was vital to ensure that

staff is continuously kept abreast of all activities that take

place within Council. To this end, the Department: Public

Relations and Service Delivery published six (6) internal

newsletters – PULSE and four (4) Pulse express, which was

an employee publication specifically on the Turnaround

progress updates.

The HPCSA also published articles on key strategic

magazines, such as the Pan African Magazines, Leadership

Magazine and Sunday Times – Healthy Times.

2.5 Media liaison and publicity

Council continued to nurture relations with the media in a

bid to create a lasting relationship of mutual respect. To this

end, 44 radio interviews were conducted, 16 media releases

issued and 42 media enquiries responded to within a 24-

hour turnaround time. The HPCSA website continued to be

the first point of call for both the public and practitioners

for information.

2.6 Reputation Management

Media monitoring is a vital tool to keep track of news

that relate to the HPCSA, stakeholders and the health

environment in general. Media monitoring enables the

organisation to determine the Advertising Value Equivalent

(AVE) and monitor the organisation’s brand and executives

in the news. It furthermore monitors corporate reputation

and tracks the effectiveness of media releases. AVE is a value

that is used in the public relations industry to ‘measure’ the

benefit to a client from media coverage of a public relations

campaign. In the year under review, the total AVE for the

HPCSA was R 73 251 384.

2.7 Resource Centre

The Resource Centre is housed within the Department

and plays a role in continuous learning of staff members

for research purposes in order to perform their duties. The

goal was to change the traditional resource centre into a

learning common. This meant an increase in collaborations

and increase for digital resources. The Resource Centre

provides for an environment that inspires learning and

allows for the reconstruction of understanding from a

§§ 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

community members came out in numbers to learn more

about their rights and the channels to use when lodging a

complaint with each of the healthcare regulatory bodies in

attendance.

2.3 Community Radio Campaign

To bolster the community awareness campaign, the HPCSA

embarked on a nationwide community radio campaign

in over 41 community radio stations. Topics that were

addresses ranged from the mandate of the HPCSA, online

registration, bogus practitioners and processes on how

to lodge a complaint with the HPCSA. The 41 community

radio stations had a total listenership of four million.

2.4 Publications

2.4.1 Professional Boards newsletters

Professional Boards continued to communicate through

electronic and printed newsletters. The Department assisted

in developing eleven (11) Professional Boards Newsletters.

Practitioners are continuously encouraged to update their

email addresses and contacts with Council so as to facilitate

electronic communication via e-mail and special SMS

notifications, which allows for real-time communication.

Over and above the Professional Boards newsletters,

practitioners received e-bulletin which provided

practitioners with the much needed information from

Council.

The Bulletin Magazine is an annual magazine that is

distributed to all HPCSA stakeholders. The Magazine

communicates 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.


Through the HPCSA’s dedicated complaints email address,

[email protected], Council received a total of 1

291 emails during the year and 90% of those complaints

were resolved within a 48–hour turnaround time.

Practitioners are encouraged to use the complaints line to

provide negative or positive feedback on the service they

have received from HPCSA staff.

Council also attends key stakeholder events, such as those

of the South African Dental Association (SADA), Board of

Healthcare Funders (BHF), Hospital Association of South

Africa (HASA) and many other conferences to provide onsite

assistance with HPCSA customer-related enquiries and

allow practitioners an opportunity to get information and

provide feedback on HPCSA services. An online feedback

form is loaded on the HPCSA website, to allow for both

practitioners and the public alike to send complaints and

compliments on the service offered by the HPCSA.

The HPCSA conducted its first Customer Satisfaction Survey

in the period under review and the results will be published

in the next financial year.

3. INFRASTRUCTURE

The HPCSA owns two (2) buildings as part of its immovable

assets in Arcadia. Due to the HPCSA’s ever-growing

staff complement, additional office space of about 850

square meters was rented to accommodate about 80

staff members at the Nedbank Plaza Building. This space

expansion will ensure that the organisation will be able

to accommodate the space demands for the next two to

three years based on the current growth trend. The HPCSA

rented other offices in three (3) provinces, namely: Durban,

KwaZulu–Natal, East London in the Eastern Cape and Cape

Town in the Western Cape. These satellite offices house staff

from the Inspectorate Office.

In the period under review, the Department completed

several maintenance projects in the two buildings,

including:

§§ Renovation of the Council Chambers basement

ablution facilities,

§§ Council Chambers basement kitchen and lobby

area,

variety of foundations. Part of it involves having access to

information in the Resource Centre and designing a space

for what staff need now and what Council could envision

for the future.

2.8 Focus on Customer Service

One of the most critical service challenges businesses

face today is driving cost-efficiency in call centres while

maintaining the quality of customer interactions. The Call

Centre is responsible for maintaining a positive image

with the public and practitioners by providing an effective

interface and professional first line telephonic assistance

and problem-solving ability. The primary purpose is to

ensure a high standard of service delivery to external clients

through effective management, tracking and resolution of

front office queries escalated throughout Council. To do

this, Council’s Call Centre:

§§ handled over 173 071 incoming calls of which 47 362

related to Registration enquiries, 18 474 to Finance,

6 674 to Professional Boards and 19 547 were Legal/

General enquiries, with approximately 49 000 info

email enquiries which 40 000 were answered within

our turn-around time of 24 hours.

§§ printed 11 334 practicing cards and updated 1 413

of practitioners’ addresses and approximately 5 100

unresolved Registration queries were escalated to

the registration department for resolution.

In the period under review, the Call Centre’s Interactive Voice

Response (IVR) message was updated, allowing change of

addresses, card request card and HPCSA banking details to

be loaded to the incoming calls queue options. The new

Call Centre CIC CISCO Telephone software system was also

implemented as was a new wireless headsets for agents.

Council is embarking on a project to develop the Call

Centre Self-Service Capability, Interactive Voice Response

(IVR) and the entire Council’s CIC Telephone System to

enhance service delivery to practitioners and the public. The

advantages that the Self-Service Capability system offered is

that only the really complicated enquiries will have to go to

the agents, which leads to reduced holding time for callers.

The system can be accessed even after normal working

hours and during weekends and public holidays.


In terms of Section 3 of the Health Professions Act,1974 one

of the objects and functions of the HPCSA is 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 order to protect the

interest of the public and 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.

During the reporting period, the HPCSA received 2 755 new

complaints of which 595 were referred to the Ombudsman,

312 were police files and 2 398 were complaints to be

investigated.

From 1 April 2016 to 31 March 2017, the HPCSA finalised a

total of 216 matters at Professional Conduct Inquiry level,

1 326 at Preliminary Inquiry level, 4 259 at Road Accident

Appeal Tribunal level and 553 matters were investigated

and finalised at the Inspectorate level.

The table below depicts the breakdown of cases handled in

the three previous financial years:

NUMBER OF COMPLAINTS RECEIVED

DESCRIPTION 2014/2015 2015/2016 2016/2017

2 597 2 944 2 755

MATTERS FINALISED BY COMMITTEES OF PRELIMINARY INQUIRY

DESCRIPTION 2014/2015 2015/2016 2016/2017

1 206 1 013 1 326

§§ Renovation of the Registrar’s office and kitchen,

§§ Renovation of the canteen area,

§§ Renovation of the Maintenance Officers workshop,

and

§§ The creation of office space for 20 staff members

within the main building.

Provision was made in the budget for the Department to

develop a property roadmap to conduct a feasibility study

on the construction of a new building in the current parking

lot adjoining the HPCSA (Metrodenpark) building. When

constructed, this building will ensure that there is adequate

office space and facilities for all staff members for the next

20 to 30 years.

Parking has also been a challenge in the two existing

buildings due to limited space. This has also been resolved

by renting 40 parking bays at the Nedbank Plaza building,

a move that will ensure that all staff members are provided

with a safe and adequate parking space for their vehicles.

As part of the HPCSA infrastructure, the HPCSA deployed

state–of–the–art information technology to ensure

that it stabilises and optimises the information and

communication technology environment and supports

efficiency and effectiveness of the services provided to its

stakeholders.

4. COMPLAINTS MANAGEMENT, COMPLIANCE AND ENFORCEMENT

The The HPCSA has a responsibility to receive, investigate,

and in appropriate instances prosecute cases of

unprofessional conduct.


5. PROFESSIONAL CONDUCT INQUIRY 01 APRIL 2016 TO 31 MARCH 2017

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 PENALTIES01 APRIL 2016 - 31 MARCH 2017

DESCRIPTION 2014/2015 2015/2016 2016/2017

Suspensions 73 28 10

Acquittals 36 24 28

Fines Imposed at inquiry 57 45 23

Caution & Reprimand 29 23 31

Admission of Guilt Fines4(9) 102 118 95

Finalised at Health Committee 14 6 1

Finalised at Prelim 49 35 25

Erasures 4 9 3

TOTAL 364 288 216

BREAKDOWN PER BOARD

BREAKDOWN OF FINALIZED MATTERS PER PROFESSIONAL BOARD01 APRIL 2016 – 31 MARCH 2017

BOARD 2014 / 2015 2015 / 2016 2016 / 2017

1 Medical and Dental 236 199 137

2 Dental Therapy and Oral Hygiene 06 08 4

3 Dietetics 0 0 2

4 Medical Technology 01 0 2

5 Occupational Therapy, Medical Orthotics & Prosthetics 05 05 0

6 Optometry & Dispensing Opticians 16 17 4

7 Physiotherapy, Podiatry and Biokinetics 12 06 22

8 Psychology 21 22 20

9 Speech, Language and Hearing 03 10 8

10 Emergency Care Personnel 07 14 13

11 Radiography and Clinical Technology 02 07 4

12 Environmental Health 0 0 0

TOTALS 309 288 216


FINALISED MATTERS PER OFFENCE

BREAKDOWN OF FINALIZED MATTERS PER OFFENCE01 APRIL 2016 – 31 MARCH 2017

TYPE OF OFFENCE 2014 / 2015 2015/2016 2016/2017

Unethical Advertising 7 06 19

Incompetence 55 23 18

Over servicing 11 01 03

Breach of confidentiality 06 07 03

Damaging Professional Reputation of Colleague 01 01 04

Insufficient Care/Treatment & Mismanagement of Patients 21 28 17

Negligence 19 23 15

Unacceptable/Inappropriate Relationship with Patients 08 08 04

Refusing to treat patients 06 03 02

Misdiagnosis 08 02 05

Practicing Outside Scope of competence 17 13 14

Fraudulent Certificates/Incorrect Information on Death Certificates 16 10 03

Refusing to complete forms / producing inaccurate reports 05 04 09

Overcharging / charging for services not rendered 33 27 20

Issues relating to Consent 25 30 13

Fraud and Theft 61 59 27

Bringing the Professions into disrepute 21 10 08

Employing unregistered practitioners 09 09 17

Unethical dispensing, using of unregistered medicine and prescribing

of drugs06 01 02

Contempt of Council 23 11 07

Supersession / Contravening the Hazardous Substances Act, 1973 02 06 04

Practicing without registration 04 06 02

TOTAL 364 288 216


6. MEDIATION

The Ombudsman plays an active role in Council Committees,

Professional Boards and Boards Committees. The Office of

the Ombudsman also prepares and presents reports to the

Professional Conduct Review Committee of Council and the

Medical and Dental Professions Board on cases mediated

upon.

The Office of the HPCSA Ombudsman has established

communication channels between Council, government

and other stakeholders through constructive dialogue. This

has resulted in the marked improvement on the referral

processes for complaints not falling under the jurisdiction

of the HPCSA. A Memorandum of Understanding (MOU)

was signed with the Office of Health Standards Compliance

(OHSC). Other relations established are with Council for

Medical Schemes (CMS) and the Consumer Commissioner.

The average turnaround time for the Office of the

Ombudsman is 118 days. During this reporting period,

contact mediations formed less than 1% of all the (306)

matters finalised.

Below is a Table that depicts complains received in the

period of 2016/2017 financial year. This indicated a 6%

decrease from the previous year when 676 complains were

received.

Of the 306 complaints finalised, three were finalised

through contact mediation. 67 complaints were referred

for preliminary investigations whilst 262 cases were carried

over to the following year.

Also of note is the increased turnaround time from 97 to

118 days this was due to the absence of an Ombudsman for

a period in excess of six (6) months.

INDICATOR2015/16 2016/17

Number Percentage Number Percentage

Number of complaints received for mediation 676 638

Number of complaints finalised 552 82% 306 48.00%

Number of matters referred for preliminary investigation 83 12% 67 11.00%

Number of matters finalised through contact mediation 53 - 3 -

Cases Pending Mediation 41 6% 262 41%

Turn - around time for finalising matters 97 days 118 days

6.1 BOARD DISTRIBUTION OF COMPLAINTS


The analysis of the 638 complaints received as shown in Figure 3.2 indicated that the Medical and Dental Professions

Board accounted for 91.53%(584) of the complaints. This was followed by the Optometry and Dispensing Opticians Board

at 2.5%(16); Psychology Board at 2.03%(13), Podiatry and Biokinetics Board at 1.56%(10), Speech, Language and Hearing

Professions at 0.78% (5), Occupational Therapy, Medical Orthotics and Prosthetics and Arts Therapy, Radiography and Clinical

Technology and OCT at 0.47%(3). There were no complaints mediated for practitioners registered under the following

Professional Boards:

§§ Environmental Health

§§ Medical and Technology Board

§§ Dietetics and Nutrition Board

6.2 Provincial Distribution of Complaints


The provincial distribution of complaints is a reflection of the register of practitioners with Gauteng having most of the

practitioners registered under the Act. Registered practitioners in Gauteng account for 58.77%(373) of complaints, followed

by KwaZulu-Natal at 15%(90); Western Cape at 13.94%(89); Eastern Cape at 6.4%(19); Free State at 2.97% (20); Mpumalanga

at 2.35%(18); Limpopo at 2%(14); North-West at 14% (9) and Northern Cape at 0.94%(6).

6.3 Nature of Complaints3.5. Nature of complaints

7. COMPLIANCE AND ENFORCEMENT : INSPECTORATE OFFICE

One of the responsibilities of the HPCSA is to enforce

compliance by practitioners in line with the provisions of

the Health Professions Act, 1974. Council is embarking on

a campaign to ensure that all health practitioners comply

with all the regulations, ethical rules and in line with the

provisions of the Health Professions Act.

In order to execute the HPCSA established the Inspectorate

Office whose main focus and primary role is to ensure

that registered practitioners comply with the provisions of

the Act, as well as all rules and regulations governing the

practitioners.

Over and above the overarching responsibility of ensuring

compliance, the Inspectorate Office is also responsible for

the 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

§§ Collect outstanding fines and attend to criminal

matters in respect of unregistered practitioners.

To this end, the HPCSA working with other law enforcement

and other regulatory institutions in the health sector and

members of public to expose and arrest these illegal

practitioners.

Currently, the HPCSA is involved in a number of cases

where people who are neither trained (qualified) nor

registered with the Council are practicing as health care

professionals. People use forged documents such as fake

qualifications, fake registration papers and fake registration

numbers. Members of the public are urged to be vigilant

of such illegal and bogus doctors and are advised to report

suspicious activities of such to the HPCSA.

The table below depicts the comparative analysis of the

number of activities undertaken and performance under

law enforcement and compliance in the 2015/16 and

2016/17 financial years:


2015/2016 2016/2017

675 Compliance inspections. Conducted 367 that is 22%

compliance rate achieved.

675 Compliance inspections. Conducted 1 581 that is

234% compliance rate achieved.

449 Backlog criminal cases reported of unregistered

persons. Investigated and finalised 227 i.e. 51%

conviction rate. Complaints received before the

establishment of the Inspectorate Office.

371 Backlog criminal cases reported of unregistered

persons. Investigated and finalised 289 i.e. 78%

conviction rate. Complaints received before the

establishment of the Inspectorate Office.

186 new files criminal cases reported of unregistered

persons. Investigated and finalised 143 i.e. 76% clearance

rate.

287 new files criminal cases reported of unregistered

persons. Investigated and finalised 264 i.e. 92% clearance

rate.

53 matters referred for collection of outstanding fines, 50

outstanding fines were collected i.e. 94% success rate.

56 matters referred for collection of outstanding fines, 37

outstanding fines were collected i.e. 66% success rate.

DESCRIPTION

ANNUAL TARGETACTUAL

PERFORMANCECLEARANCE

RATE

2015/2016

2016/2017

2015/2016

2016/2017

2015/2016

2016/2017

Compliance inspection 675 675 367 1581 54% 234%

DESCRIPTION

MATTERS RECEIVED FINALISEDCLEARANCE

RATE

2015/

2016

2016/

2017

2015/

2016

2016/

2017

2015/

2016

2016/

2017

Unregistered persons (criminal cases) 635 658 370 523 58% 79%

Matters referred for collection 53 56 50 37 94% 66%

DESCRIPTION

MATTERS RECEIVED FINALISEDCLEARANCE

RATE

2015/2016

2016/2017

2015/2016

2016/2017

2015/2016

2016/2017

Unregistered persons (criminal cases) 635 658 370 523 58% 79%

Matters referred for collection 53 56 50 37 94% 66%


Council to have jurisdiction over practitioners following

disciplinary processes i.e. the professional will remain

registered but shall not be licensed to practise.

The HPCSA’s CPD Committee began the process of this

initiative with there being the development of a draft

policy in consultation with a wider range of stakeholders,

including, but not limited to, practitioners, professional

associations, universities, public and government.

The Council’s Business reengineering process is intended

to review the HPCSA’s business processes which is likely

to have an impact on the HPCSA’s legislative framework,

which is highly likely to require legislative changes.

On 6 March 2017, the HPCSA through its legal

representatives met with the Department of Health also

through its legal representatives where the Department of

Health was advised that the HPCSA had decided to put the

Health Professions Amendment Bill on hold in view of the

HPCSA’s embarking on the business process reengineering

following the MTT’s recommendations and the Law Reform

Commission’s recommendation to consider consolidating

the Health Professions Act and promulgating it afresh.

9. 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, effective and efficient support provided

to the Professional Boards and Secretariat

§§ 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:

8. KEY POLICY DEVELOPMENT AND LEGISLATIVE CHANGES

In the current financial year, there were no legislative

changes. However, under the current legislative framework,

any person who wishes to practice any profession registrable

in terms of the Health Professions Act must be registered.

The mischief with the current legislative framework is that

the Council loses jurisdiction over practitioners in an event

that they are removed from the register for whatever reason,

thus it cannot enforce discipline and ensure continuing

professional development.

To address this, Council has embarked on the development

of a policy that will separate the registration regime from

the license to practice. This separation will ensure that all

persons who meet the minimum criteria for registration

are registered. Any person so registered wishing to practice

will have to apply and be issued with a license to practice.

The primary purpose of this initiative is to ensure that all

registered and licensed practitioners, under the jurisdiction

of the HPCSA, maintain their competence.

Under this dispensation, it will be required for practitioners

to maintain their licenses. Under the maintenance of

licensure, the Council will have to satisfy itself that the

practitioner is still competent, both clinically and ethically

to be able to practice.

In 2011, the HPCSA decided that practitioners will require

a license to practise their profession. The primary purpose

of this initiative is to ensure that all registered and licensed

practitioners, under the jurisdiction of the HPCSA, maintain

their competence and performance for the well-being and

best interest of patients. This will also assure the public that

healthcare practitioners are up-to-date with knowledge

and current trends, there is an improved quality of care,

there is early detection of non-performance and there is

professional accountability.

The separation of registration and licensure to practise

will allow individuals who have met requirements via

an accredited programme/examination to practise

the profession whereas licensure will require proof of

compliance with the HPCSA requirements in order to

continue to practise (entitlement to practise) thus allowing


SECTION 3: PERFORMANCE INFORMATION BY PROGRAMME


Stra

tegi

c O

bjec

tive

s, P

erfo

rman

ce In

dica

tors

, Pl

anne

d ta

rget

s an

d ac

tual

ach

ieve

men

ts

PRO

GRA

MM

E 1:

IMPR

OV

ED B

USI

NES

S M

OD

EL T

O E

NH

AN

CE T

HE

FUN

CTIO

NIN

G O

F TH

E H

PCSA

STRA

TEG

IC

OBJ

ECTI

VES

IND

ICAT

ORS

PLA

NN

ED T

ARG

ET

2016

/17

ACT

UA

L A

CHIE

VEM

ENT

2016

/17

DEV

IATI

ON

FRO

M P

LAN

NED

TA

RGET

TO

ACT

UA

L A

CHIE

VEM

ENT

FOR

2016

/17

COM

MEN

T O

N

DEV

IATI

ON

Impr

oved

Per

form

ance

and

func

tiona

lity

thro

ugh

a re

view

of t

he

curr

ent b

usin

ess

mod

el

Busi

ness

Mod

el

Revi

ew C

ompl

etio

n

(%)

100%

10%

90%

The

Cons

ulta

nt

was

appo

inte

d in

Dec

embe

r

2016

and

onl

y re

sum

ed

wor

k in

Janu

ary

2017

Clie

nt S

atis

fact

ion

(%)

Esta

blis

h Ba

selin

e65

%N

ot A

pplic

able

Not

App

licab

le

Impr

oved

func

tioni

ng

of th

e Se

cret

aria

t, Bo

ard

& Co

unci

l thr

ough

Role

Cla

rifica

tion

and

Del

egat

ion

of A

utho

rity

Perf

orm

ance

Eval

uatio

n (%

)

Esta

blis

h Ba

selin

eN

ot A

pplic

able

Not

App

licab

le

App

rove

d

Del

egat

ion

of

Aut

horit

y (Y

es/N

o)

Yes

Yes

Not

App

licab

leN

ot A

pplic

able

Stra

tegy

to o

verc

ome

area

s of u

nder

per

form

ance

The

Serv

ice

prov

ider

has

bee

n ap

poin

ted

and

the

Busi

ness

Mod

el R

evie

w w

ill b

e co

mpl

eted

in

July

201

8. I

n th

e pr

oces

s of

Bus

ines

s M

odel

Rev

iew

the

re w

ill b

e

impl

emen

tatio

n of

“Qui

ck W

ins”

Chan

ges t

o pl

anne

d ta

rget

s

Busi

ness

Rev

iew

Mod

el w

ill b

e co

mpl

eted

in Ju

ly 2

018


Link

ing

perf

orm

ance

with

bud

gets

PRO

GRA

MM

E 1:

IMPR

OV

ED B

USI

NES

S M

OD

EL T

O E

NH

AN

CE T

HE

FUN

CTIO

NIN

G O

F TH

E H

PCSA

Des

crip

tion

Year

ly

Budg

etRo

ll-ov

erVi

rem

ents

2015

/16

Surp

lus

Adj

uste

d

Year

ly

Budg

et

Year

-to

-dat

e ac

tual

s

Posi

tive

/ (N

egat

ive)

va

rian

ces

%

Vari

ance

Capi

tal p

roje

cts

2 67

4 63

680

0 00

0

13 3

61 5

2216

836

158

10 0

77 8

476

758

311

100%

Stra

tegi

c pr

ojec

ts (S

trat

egic

ses

sion

s)1

279

900

14

0 00

0

1 41

9 90

072

1 39

669

8 50

449

%

Stra

tegi

c pr

ojec

ts (S

peci

al P

roje

cts)

894

216

2 50

0 00

0-9

79 7

79

2 41

4 43

71

039

572

1 37

4 86

657

%

Stra

tegi

c pr

ojec

ts (B

usin

ess

Proc

ess

Re-e

ngin

eerin

g Pr

ojec

t)0

8 69

3 47

48

693

474

807

889

7 88

5 58

491

%

Stra

tegi

c pr

ojec

ts-O

ffsite

(ann

ual f

ee re

new

als

&

new

regi

stra

tions

)2

386

108

804

453

-400

000

2

790

561

2 16

5 19

162

5 37

022

%

ERS

proj

ects

3 10

0 00

0

2

687

280

5 78

7 28

01

236

889

4 55

0 39

179

%

Reas

on fo

r var

ianc

es

Busi

ness

Pro

cess

Re-

eng

inee

ring

proj

ect,

IT p

roje

cts

incl

udin

g Co

llabo

ratio

n pl

atfo

rm, c

onve

rged

net

wor

k up

grad

es, O

nlin

e cl

aim

pro

ject

s sc

hedu

led

to b

e fin

alis

ed in

2017

/18.

Fun

ding

for t

hese

pro

ject

s w

ere

rolle

d-ov

er to

201

7/18

fina

ncia

l yea

r.


PRO

GRA

MM

E 2:

AD

EQU

ATE,

EFF

ECTI

VE

AN

D E

FFIC

IEN

T SU

PPO

RT P

ROV

IDED

TO

AN

D B

Y CO

UN

CIL,

PRO

FESS

ION

AL

BOA

RDS

AN

D S

ECRE

TARI

AT

STRA

TEG

IC O

BJEC

TIV

ESIN

DIC

ATO

RSPL

AN

NED

TA

RGET

20

16/1

7

ACT

UA

L A

CHIE

VEM

ENT

2016

/17

DEV

IATI

ON

FRO

M

PLA

NN

ED T

ARG

ET

TO A

CTU

AL

ACH

IEV

EMEN

T FO

R 20

16/1

7

COM

MEN

T O

N D

EVIA

TIO

N

Impr

oved

Com

mun

icat

ion

and

Know

ledg

e M

anag

emen

t

Fram

ewor

k D

evel

oped

(%)

100%

(Offi

ce 3

65,

Skyp

e fo

r Bus

ines

s,

Onl

ine

mee

tings

&

Intr

anet

75%

(Offi

ce 3

65,

Skyp

e fo

r Bus

ines

s &

Onl

ine

mee

tings

)

25%

Intr

anet

dev

elop

men

t del

ayed

due

to a

naly

sis

of d

ata

on th

e

files

hare

Impl

emen

tatio

n (%

)25

% (C

ounc

il)75

%N

ot A

pplic

able

Not

App

licab

le

Enha

nced

Com

pete

nce

of

Coun

cil m

embe

rs, B

oard

Mem

bers

& S

ecre

taria

t

Num

ber o

f tra

inin

g

sess

ions

hel

d

1 Tr

aini

ng S

essi

ons

2 Tr

aini

ng S

essi

ons

Not

app

licab

le

Not

App

licab

le

Att

enda

nce

at tr

aini

ng

(%)

80%

70%

10%

Impr

oved

effe

ctiv

enes

s an

d

effici

ency

of m

eetin

gs

Enha

ncem

ent a

nd

Stan

dard

izat

ion

of

Tem

plat

es, P

roce

sses

&

Syst

ems

(%)

100%

95%

5%O

nly

agen

das

and

min

utes

for c

omm

ittee

s of

Pre

limin

ary

Inqu

iry a

nd P

rofe

ssio

nal

Cond

uct C

omm

ittee

s no

t

stan

dard

ized

Com

plia

nce

to

Proc

esse

s an

d

Regu

latio

ns

Esta

blis

h Ba

selin

e10

0%N

ot a

pplic

able

N

ot a

pplic

able

Cond

uct r

esea

rch

on a

ll

agen

da it

ems

requ

iring

rese

arch

(%)

100%

100%

Not

app

licab

le

Not

app

licab

le


PRO

GRA

MM

E 2:

AD

EQU

ATE,

EFF

ECTI

VE

AN

D E

FFIC

IEN

T SU

PPO

RT P

ROV

IDED

TO

AN

D B

Y CO

UN

CIL,

PRO

FESS

ION

AL

BOA

RDS

AN

D S

ECRE

TARI

AT

STRA

TEG

IC O

BJEC

TIV

ESIN

DIC

ATO

RSPL

AN

NED

TA

RGET

20

16/1

7

ACT

UA

L A

CHIE

VEM

ENT

2016

/17

DEV

IATI

ON

FRO

M

PLA

NN

ED T

ARG

ET

TO A

CTU

AL

ACH

IEV

EMEN

T FO

R 20

16/1

7

COM

MEN

T O

N D

EVIA

TIO

N

Redu

ctio

n of

litig

atio

n

due

to u

ltra

vire

s

deci

sion

s (%

)

Esta

blis

h Ba

selin

e

Dig

ital T

rans

form

atio

n w

ithin

the

HPC

SA

Dev

elop

IR R

oadm

ap

(%)

100%

dev

elop

ed10

0% D

evel

oped

Not

app

licab

le

Not

app

licab

le

IT R

oad

Map

Impl

emen

tatio

n

33%

50%

(Onl

ine

rene

wal

s,

Colla

bora

tion

Plat

form

&U

pgra

ded

Ora

cle,

Doc

umen

t

scan

ning

)

Not

app

licab

le

Not

app

licab

le

Ratio

naliz

atio

n of

Com

mitt

ees

Ratio

naliz

atio

n of

Com

mitt

ees

(Yes

/No)

Yes

Yes

Not

app

licab

le

Not

app

licab

le

Stra

tegy

to o

verc

ome

area

s of u

nder

- pe

rfor

man

ce –

Cou

ncil

Secr

etar

iat t

o pr

ovid

e re

ason

s for

non

– a

tten

danc

e

Not

app

licab

le


Link

ing

perf

orm

ance

with

bud

gets

PRO

GRA

MM

E 2:

AD

EQU

ATE,

EFF

ECTI

VE

AN

D E

FFIC

IEN

T SU

PPO

RT P

ROV

IDED

TO

AN

D B

Y CO

UN

CIL,

PRO

FESS

ION

AL

BOA

RDS

AN

D S

ECRE

TARI

AT

Des

crip

tion

Year

ly

Budg

etRo

ll-ov

erVi

rem

ents

2015

/16

Surp

lus

Adj

uste

d Ye

arly

Bu

dget

Year

-to-

date

act

uals

Posi

tive

/ (N

egat

ive)

va

rian

ces

% V

aria

nce

INCO

ME

Ann

ual F

ees

186

131

391

18

6 13

1 39

117

7 48

1 46

7-8

649

924

-5%

Regi

stra

tion

fees

20 0

42 3

83

20 0

42 3

8318

826

462

-1 2

15 9

21-6

%

Exam

inat

ion

fees

2 54

3 72

9

2 54

3 72

91

752

380

-791

349

-31%

Acc

redi

tatio

n tr

aini

ng in

stitu

tion

91 1

50

91 1

5048

8 79

839

7 64

843

6%

Eval

uatio

n Fe

es2

527

694

2

527

694

939

534

-1 5

88 1

59-6

3%

Pena

lties

2 98

3 33

3

2 98

3 33

31

995

500

-987

833

-33%

Sund

ry fe

e (In

clud

ing

Rest

orat

ion

fees

)15

436

725

15

436

725

10 4

20 7

71-5

015

954

-32%

Oth

er In

com

e (In

clud

ing

Inte

rest

rece

ived

)23

014

641

23

014

641

25 8

25 8

552

811

214

48%

EXPE

ND

ITU

RE

Coun

cil a

nd C

ounc

il co

mm

ittee

s5

501

986

1 65

0 00

0

2 50

0 00

09

651

986

5 45

1 56

64

200

419

44%

Prof

essi

onal

Boa

rds

and

com

mitt

ees

21 6

14 5

66

307

000

21

921

566

18 7

98 6

613

122

905

14%

Prof

essi

onal

Boa

rd E

valu

atio

ns5

404

660

5

404

660

5 15

4 87

124

9 78

95%

Adm

inis

trat

ion

expe

nditu

re37

453

059

975

905

-1 1

99 3

4097

5 36

238

204

986

30 2

52 2

247

952

762

26%

Empl

oyee

exp

endi

ture

136

639

507

01

599

340

14 9

19 5

2515

3 15

8 37

215

9 69

1 11

3-6

532

741

-4%


Reas

on fo

r var

ianc

es –

Inco

me

Less

Em

erge

ncy

Care

pra

ctiti

oner

s ch

oosi

ng to

sta

y re

gist

ered

with

HPC

SA le

adin

g to

a re

duct

ion

in a

nnua

l fee

and

regi

stra

tion

fee

reve

nue

rece

ived

. For

all

Prof

essi

onal

Boar

ds o

f Cou

ncil

less

pra

ctiti

oner

s ch

oose

to b

e re

stor

ed, w

rite

exam

inat

ion.

Reas

on fo

r var

ianc

es –

Expe

ndit

ure

Posi

tive

varia

nces

for

Cou

ncil,

Pro

fess

iona

l Boa

rd a

nd c

omm

ittee

exp

endi

ture

was

due

to

less

mee

tings

req

uire

d th

an w

as b

udge

ted

for.

Adm

inis

trat

ion

expe

nditu

re

posi

tive

varia

nces

wer

e du

e to

sav

ings

in c

osts

and

exp

endi

ture

pla

nned

for

201

6/17

rol

l-ove

r to

201

7/18

. Em

ploy

ee e

xpen

ditu

re n

egat

ive

varia

nce

due

to m

ove

of

empl

oyee

s to

cos

t-to

-com

pany

, add

ition

al la

bour

rela

tion

expe

nditu

re a

nd s

avin

gs in

em

ploy

ee v

acan

cies

not

real

ised

.


PRO

GRA

MM

E 3:

IMPR

OV

ING

TH

E RO

LE O

F TH

E H

PCSA

AS

AN

AD

VO

CATE

AN

D A

DV

ISO

R TH

ROU

GH

EN

HA

NCE

D E

NG

AG

EMEN

T W

ITH

ALL

KEY

ST

AKE

HO

LDER

S

STRA

TEG

IC

OBJ

ECTI

VES

IND

ICAT

ORS

PLA

NN

ED T

ARG

ET

2016

/17

ACT

UA

L A

CHIE

VEM

ENT

2016

/17

DEV

IATI

ON

FRO

M

PLA

NN

ED T

ARG

ET T

O

ACT

UA

L A

CHIE

VEM

ENT

FOR

2016

/17

COM

MEN

T O

N D

EVIA

TIO

N

Effec

tive

Stak

ehol

der

Enga

gem

ent

Dev

elop

men

t

of S

take

hold

er

Enga

gem

ent P

lan

(%)

100%

dev

elop

ed0%

100%

dev

iatio

nD

efer

red

as it

will

be

addr

esse

d th

roug

h th

e

Turn

arou

nd s

trat

egy

Impl

emen

tatio

n (%

)O

ngoi

ngSe

e ab

ove

See

abov

eSe

e ab

ove

Cohe

sive

Inte

rnal

envi

ronm

ent b

etw

een

Boar

ds, S

ecre

taria

t and

Coun

cil (

e.g.

inte

r-bo

ard

Foru

m)

Num

ber o

f int

er-b

oard

foru

m m

eetin

gs

20

Dev

elop

men

t of T

erm

s of

refe

renc

e

Was

aw

aitin

g de

velo

pmen

t

of T

erm

s an

d Re

fere

nce

for

the

Inte

r-Bo

ard

Foru

m

Defi

ne T

erm

s of

Refe

renc

e fo

r int

er-

boar

d fo

rum

(%)

100%

defi

ned

100%

defi

ned

Not

app

licab

le

Not

app

licab

le

Stra

tegy

to o

verc

ome

area

s of u

nder

- pe

rfor

man

ce

The

Stak

ehol

der E

ngag

emen

t Str

ateg

y is

def

erre

d; a

s it

will

be

addr

esse

d th

roug

h th

e Tu

rnar

ound

Str

ateg

y

Chan

ges t

o pl

anne

d ta

rget

s

The

Stak

ehol

der E

ngag

emen

t Str

ateg

y is

bei

ng lo

oked

at a

s pa

rt o

f the

Tur

naro

und

Stra

tegy


Link

ing

perf

orm

ance

with

bud

gets

PRO

GRA

MM

E 3:

IMPR

OV

ING

TH

E RO

LE O

F TH

E H

PCSA

AS

AN

AD

VO

CATE

AN

D A

DV

ISO

R TH

ROU

GH

EN

HA

NCE

D E

NG

AG

EMEN

T W

ITH

ALL

KEY

ST

AKE

HO

LDER

S

Des

crip

tion

Year

ly

Budg

etRo

ll-ov

erVi

rem

ents

2015

/16

Surp

lus

Adj

uste

d Ye

arly

Bu

dget

Year

-to

-dat

e ac

tual

s

Posi

tive

/ (N

egat

ive)

va

rian

ces

%

Vari

ance

Publ

ic re

latio

ns /

pub

licat

ions

4 83

3 49

399

1 68

253

2 77

9

6 35

7 95

47

260

584

-902

630

-14%

Inte

rnat

iona

l con

fere

nces

/ o

vers

eas

trav

el2

207

674

1 12

0 95

9

3

328

633

2 56

3 11

676

5 51

623

%

Loca

l con

fere

nces

and

mee

tings

684

939

68

4 93

922

3 57

346

1 36

767

%

AM

COA

con

fere

nce

287

860

263

563

551

424

581

870

-30

447

-6%

Om

buds

man

cos

ts37

4 18

0

374

180

120

245

253

935

68%

Insp

ecto

rate

Exp

ense

s1

199

340

1

199

340

1 11

5 26

684

074

7%

Reas

on fo

r var

ianc

es –

Exp

endi

ture

Neg

ativ

e va

rianc

e fo

r Pub

lic re

latio

ns w

ere

due

to a

dditi

onal

pub

lic re

latio

ns ro

adsh

ows a

nd se

min

ars h

eld

durin

g 20

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specialists to upgrade the Oracle environment.

§§ Legal costs increased by 11% from R12,6 million to

R13,9 million.

§§ Costs incurred and recovered for Road Accident

Fund (RAF) cases increased by 76% from R6,9 million

to R12,1 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 R7,4 million

to R8,2 million.

DEFICIT GENERATED

The net deficit generated by Council was R24,2 million for

the year under review compared to a deficit of R2,4 million

in the previous financial year. The net deficit increased was

mainly due to:

§§ less annual fees revenue received below budget

including R8 million for the Emergency Care Board

and R1 million for the Medical and Dental Board;

§§ less registration fees revenue received below budget

of R6 million from the Emergency Care Board care;

§§ less restoration fee revenue received below budget

of R5,8 million due to less practitioners choosing to

get restored after suspension;

§§ additional interest revenue received above budget

of R2 million;

§§ additional cost above budget of the R6,1 million

settlements paid to the previous CEO and COO.

§§ additional labour costs above budget of R1 million;

§§ additional costs above budget of R1 million to

finalise HPCSA Strategic plan;

§§ savings in professional conduct, preliminary, appeal

committee expenditure and litigation expenditure

of R8 million;

§§ additional costs above budget of R4,4 million spend

on improving IT capital infrastructure;

§§ additional costs above budget of R1 million spend

on additional roadshows; and

10. REVENUE COLLECTION

10.1 Capital Investment

The role of the Department: Financial Services is to ensure

that Council maintains satisfactory accounting records,

prepares for the audit of Annual Financial Statements,

provides any other related information on an annual basis,

as well as maintain a proper system of internal controls,

which will provide reasonable assurance regarding the

achievements of Council’s objectives.

REVENUE

The operations of Council are funded by revenue from

healthcare practitioners. Revenue is primarily comprised of

annual fees, registration fees and penalty fees.

During the year under review, the revenue increased by

11% from R191,53 million to R212,69 million and investment

revenue increased by 9% from R20,7 million to R22,5 million

during the same period.

The annual fees increased by 12% from R168,2 million to

R188,3 million mainly due to the increase in membership

fees. Registration fees increased from R17,3 million to R18,8

million. Fees from penalties imposed on practitioners

decreased from R2,9 million to R2,8 million.

EXPENSES

Operating expenses increased to R228,1 million from R279,6

million representing an increase of 23%. The main reasons

for the increase are as follows:

§§ Council, Professional Boards and committee

meetings expenditure decreased by 2% from R46,5

million to R45,5 million due to an decrease in the

number of meeting and venue costs.

§§ Employment costs increased by 22% due to annual

salary increment, benchmarking and additional

employees appointed in terms of the new

organisational structure.

§§ Information Technology costs increased from R5,4

million to R7,3 million due to increase in Oracle

license costs and appointment of ERS Oracle


§§ additional costs of R6 million spend on employee

cost which included cost to move employee to cost-

to-company.

PROCUREMENT ACTIVITIES

The annual procurement spent totalled R76,8 million of

which R46,4 million was spent on the 20 top suppliers,

which constitutes 60 percent BBBEE spend, a remarkable

improvement compared to previous years. The other

significant development which in procurement was the

development of the legal services Tariff Structure for the

HPCSA, which is aimed at controlling the legal costs.

Part PROFESSIONAL BOARDS


the Republic and elsewhere, and to promote the


Republic;

§§ 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;

§§ 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;

§§ to maintain and enhance the dignity of the relevant

health profession and the integrity of the persons

practising such profession; and;

§§ to guide the relevant health profession or professions

and to protect the public.

Strategic Planning

All twelve (12) Professional Boards developed their five-year

strategic plans that included the Professional Board’s vision,

mission, strategic goals, objectives and initiatives with time

frames to fulfil their respective objectives in terms of Section

15(a) of the Health Professions Act 56 of 1974. The Strategic

Plans were approved at Professional Board meetings in

2016 and to be reviewed on an annual basis.

In the period under review, the Professional Boards finalised

their Annual Performance Plans (APP’s) for deliverables

during the period 1 April 2016 to 31 March 2017 in line with

the budget provisions.

PERFORMANCE OVERVIEW

Achievements in terms of strategic objectives

Progress was made in ensuring improved functioning of

OVERVIEW

Strategic Role of Professional Boards

The Department Professional Boards provides strategic and

administrative support to twelve (12) Professional Boards to

ensure that the Professional Boards fulfil their responsibilities

as determined by the Health Professions Act 56 of 1974.

The activities of the Professional Boards Department were

guided by the Annual Performance Plan which is derived

from the four (4) strategic goals of Council, namely:

§§ An improved business model to enhance the

functioning of the HPCSA;

§§ Adequate, effective and efficient support provided

to and by Council, Professional Boards and the

Secretariat;

§§ 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.

Objectives of Professional Boards

The objectives of professional boards are –

§§ to consult and liaise with other professional boards

and relevant authorities on matters affecting the

professional board;

§§ to assist in the promotion of the health of the

population of the Republic on a national basis;

§§ 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;

§§ to promote liaison in the field of the education and

training contemplated in paragraph (c), both in

PART C: PROFESSIONAL BOARDS


Professional Boards achieved improvement in this area

through publishing Boards newsletters, Boards specific

Roadshows and other stakeholder engagements, such as

consultations with educational institutions, professional

associations and other stakeholders.

Enhancing service delivery and improving the reputation

and image of the HPCSA was a key objective. The key focus

areas were the resolving of complaints and service delivery

complaints within 48 hours. In an attempt to ensure a

cohesive internal environment among Boards, Secretariat

and Council, an Inter-Board Forum was established to

discuss issues of common interest.

As a Regulator, it was important to ensure legislative and

regulatory consistency across the HPCSA and the twelve (12)

Professional Boards and therefore a legislative review had to

ensure that legislation met the requirements of a changing

health care landscape. Most of the Boards commenced with

the legislative review of the rules and regulations impacting

on the professions under their mandate. The process was

ongoing.

Board Activities

During the period 1 April 2016 until 31 March 2017, a

number of meetings and workshops were facilitated as

follows:

ACTIVITIES FACILITATED NUMBER OF ACTIVITIES

Professional Board meetings 31

Subcommittee meetings 121

Workshops 39

Task Team meetings 53

Board Examinations 29

Evaluations conducted 161

Conferences 20

Setting and reviewing of minimum standards for education and training and professional practice

Professional Boards undertook the review of standards

generated to ensure currency and relevance based on the

the Secretariat and Boards through role clarification and

Delegations of Authority. Memoranda of Understanding

(MOU’s) were entered into between the Board, Committee

Chairpersons and Secretariat to adhere to timelines.

Regular secretariat reporting to Boards were introduced

as well as Client Satisfaction Evaluations to identify areas

for improvement. Board self -assessments were promoted

to ensure good governance and to determine areas for

compliance and improvement.

To enhance the competence and knowledge of Board

members and Secretariat, continuous training was

conducted in relation to Board specific activities, such

as conducting of evaluations, functions in terms of

examinations, moderation of examinations and good

governance. In order to improve on the effectiveness and

efficiency of meetings, agenda items included the necessary

research as well as the inclusion of the relevant legislative

framework to enhance the decision-making process.

Efficiency was further improved by the rationalisation of

certain committee structures and Boards reviewed the

terms of reference of their Committee structures to avoid

duplication and to streamline processes. Specifications were

determined for the introduction of a Collaboration Platform

for the 12 Boards in July and August 2017. The collaboration

portal would enable the Council, Professional Boards, Board

members and Secretariat to actively collaborate through an

online platform which will enable the following:

§§ Online creation, editing, sharing and authoring of

documents

§§ Online Meeting Scheduling and Meeting

Management

§§ Online Agendas

§§ Instant messaging

§§ Same email accounts for Council and Professional

Board members

§§ Document storage, retrieval and management

§§ Video Conferencing

One of the main strategic goals identified was improving

the advocacy and advisory role of the HPCSA through

enhanced engagement with all key stakeholders. These


HIGHLIGHTS

Stakeholder Engagement

One of the channels of communication for the Professional

Boards was the newsletter which was issued once

per annum per Board. The newsletter communicated

important profession and administrative related issues

to registered professionals and students. These included

new developments, such as new regulations, policies and

procedures. Each Board hosted a dedicated website page as

part of the HPCSA website and contributed to the updating

of the website with accurate and relevant information.

The following stakeholder activities were undertaken by the

Boards:

NATURE OF ACTIVITY NO OF

ACTIVITIES

Professional Board for Emergency Care

Practitioners met with the National

Committee of Emergency Medical Care

(NCEMS).

2


Practitioners Executive Committee met

with Representatives of DHET and NDoH.

1


Practitioners Executive Committee met

with Representatives of the University

of Pretoria (UP) and President of the

Occupational Health Association of

South Africa (OHASA).

1


Practitioners met with Representatives

of DUT.

1


Practitioners met with the Central

University of Technology (CUT), DHET

and NDoH.

1

Radiography Day Celebration. 1

health care needs of the population. These standards are

used by institutions as the minimum standard set by the

Boards for training of health care practitioners.

Quality Assurance Functions - Education and Training

One of the key responsibilities of Professional Boards was

to ensure compliance to the standards developed in terms

of the process of evaluation and accreditation of education

and training facilities.

Professional Boards continued to review guidelines for their

quality assurance functions to streamline and standardise

processes. Training and orientation of evaluators was

undertaken to ensure that members appointed to conduct

evaluations successfully executed their mandate according

to the approved guidelines and to build capacity for this

function. In the year under review, 161 evaluations were

conducted at education and training institutions by the

various Professional Boards.

Review of scopes

Due to changes in the education, training and practice

requirements of different professions, the Professional

Boards undertook a process of scope review. Another issue

that required scope reviews was the overlap of scopes.

To this end, extensive consultation with stakeholders was

undertaken and tested against international and best

practice.

Promotion of the health of the population

In the reporting period, a number of policy developments

required active involvement of Professional Boards. These

included the publication of the National Policy on the

National Health Insurance (NHI) by the National Department

of Health (NDoH). Professional Boards engaged actively

with the draft policy on the NHI and the strategy for Human

Resources for Health (HRH) to promote awareness, engage

and support to these critical initiatives which were aimed

at enhancing access to and provision of healthcare to the

South African population.



ACTIVITIES

Medical and Dental Professions Board

met with the Council of Medical

Schemes and the Board of Healthcare

Funders

1

Professional Board for Dental Therapy

and Oral Hygiene met with SADA1


met with Office of the Health Standards

Compliance (OHSC)

1


met with Medical Protection Society1

Professional Board for Dietetics and

Nutrition met with Stakeholders on

KUDU Wave device

1


Nutrition met with various HODs,

Provincial Clinical Managers for Nutrition,

Professional Associations/Societies and

UNISA

1


Nutrition met with NDoH1

Stakeholder meetings with Heads of

Departments2

Professional Board for Medical

Technology Stakeholder meeting1

Professional Board for Environmental

Health Practitioners met with

practitioners

1

Professional Board for Speech, Language

and Hearing Professions met with

Stakeholders

1


ACTIVITIES

Professional Board for Radiography and

Clinical Technology met with Heads of

Department, Professional Associations

and Provincial Coordinators.

1

Professional Board for Psychology met

with EPASSA.1


with Medical Aid Schemes.1


with PSYSSA and RELPAG2


with the Universities of Cape Town (UCT)

and the Witwatersrand (Wits)

1


with UNISA and DHET1

Professional Board for Optometry

and Dispensing Opticians Executive

Committee met with Universities’ Heads

of Departments (HoDs) (Optometry/

Dispensing Opticianry Programmes)

1



and Education Committees met with

Representatives of Dispensing Opticians

1



Committee met with Representatives of

DHET

1


and Oral Hygiene met with National

Department of Health

1


and Oral Hygiene Executive Committee

met with registered practitioners, Oral

Health Provincial Department of Eastern

Cape

1


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.

EDUCATION AND TRAINING

The responsibility of the Board is to ensure that the people of

South Africa are assured of appropriately trained, qualified,

competent healthcare professionals that practice according

to their scopes of practice in accordance with their training

and abilities.

This obligation conflicted with some Oral Hygienists, who

refused to accept that they need to undergo training at

accredited Higher Education Institution in order to perform

the many duties that are included in 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.

TThe HPCSA has clear ethical rules regarding the

performance of professional acts, and 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. The Board has 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 the

Board regarding conflict of interest and how it should be

managed. The Board is mindful of the fact that any profession

involved in self-regulation has inherent conflicts because of

the personal, professional and institutional interests in the

matters that are regulated. This will always be an ongoing

PROFESSIONAL BOARD FOR DENTAL THERAPY AND ORAL HYGIENE

Dr TA Muslim (Chairperson)

OVERVIEW

The Professional Board for Dental Therapy and Oral Hygiene

(and Dental Assisting) worked with dedication towards

upholding the mission and vision of the Health Professions

Council of South Africa (HPCSA).

The Board implemented the strategic goals that were set at

the beginning of its term office and have made significant

progress. All this was done against the backdrop of applying

financial austerity and cost savings measures, to ensure that

the annual fee levied on practitioners remains as affordable

as possible. To this end, the Board has minimised the annual

fee increases to 4% for the 2017/18 financial year (previously

6%), and this lower-than-inflation increase has resulted in

the Board no longer having the highest fee compared to

the rest of the HPCSA’s 12 Professional Boards. The Board

continued to monitor and control costs, in an attempt to

further reduce annual fee increases.

VISION AND MISSION

The Board has adopted the following vision and mission

The Vision of the Board is: “Ensuring quality oral health


Dental Professions Board Task Team meeting;

§§ Two presentations at SADTA in Durban and one

presentation in the North-West

§§ One meeting with representatives of the University

of Pretoria; and

§§ Presentations at OHASA in Durban, Cape Town

and Gauteng, and various other meetings with

stakeholders.

These interactions were further enhanced through the

issuing of the various media releases, newsletters and

articles in the HPCSA e-bulletins that the Board produced

during the year.

PROFESSIONAL PRACTICE AND CONDUCT

The Committee of Preliminary Inquiry of the Board made

inroads in reducing the number of outstanding cases. In the

year under review, over thirty (30) cases have been assessed.

The Board wishes to highlight that practitioners practice

in an increasing litigious society, and urges practitioners

to practice ethically and responsibly. It is the Vision of the

Board that not a single case is brought to the Committee of

Preliminary Inquiry, and that practitioners render services of

the highest standards to the public.

SCOPE OF PROFESSIONS

The Board is cognisant of the need of the professions

registered under its ambit (Dental Therapy, Oral Hygiene

and Dental Assisting) to be professionalised. To this end, the

Board, as part of its defined strategic objectives, reviewed

challenge, but one that should be managed by appropriate

policies and declarations of conflicts of interests – whether

real or perceived.

The Board conducted accreditation visits to two institutions

during this financial year – the Dental Assisting Programme

at the Central University of Technology, Free State (CUT, FS)

and the Oral Hygiene Programme at the University of the

Witwatersrand were accredited for the next five years. All

Board members received training in the various aspects of

undertaking an accreditation visit. 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.

STAKEHOLDER ENGAGEMENT

The Professional Board for Dental Therapy and Oral Hygiene

held engagements with a number of varied stakeholders.

The aim of these interactions was to ensure representivity

of stakeholders, engagement with stakeholders, and

professional upliftment.

The following stakeholder interactions took place in the

period under review:

§§ Meeting with the Board’s Continuous Professional

Development Accreditors to reach consensus on

matters related to certain aspects of CPD provision;

§§ Meetings with the South African Dental Association

(SADA);

§§ Meetings with the South African Dental Therapists

Association (SADTA);

§§ Meetings with the Oral Hygienists’ Association of

South African (OHASA);

§§ Meeting with the Dental Technicians Association of

South Africa (DENTASA);

§§ Meetings with the Department of Higher Education

and Training (DHET);

§§ Representatives of the Board attended two meetings

of the Oral Health Stakeholders Consultative

Committee (OHSCC);

§§ Representatives of the Board attended Medical and


BOARD EXAMINATION

The Board conducted one examination for Dental Assistants

in 2016, and the other two exams held in 2017. In keeping

with the revised rules relating to the registration of Dental

Assistants, wherein as from 7 April 2017, unqualified but

experienced Dental Assistants will have six (6) months to

register, and two years from date of registration to complete

a Board examination. The fee for the examination of R700

has not been increased, and 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.

GOVERNANCE

Council approved the name change from the Professional

Board for Dental Therapy and Oral Hygiene to the

Professional Board for Dental Assisting, Dental Therapy and

Oral Hygiene. This amendment was made to ensure that all

three professions registered with the Board are recognised

in its name. The Board awaits the Minister of Health to

promulgate this name change.

HIGHLIGHTS

The Board has achieved the following:

§§ Facilitated 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

practice their profession, subject to passing the

Board examination;

§§ Facilitated the promulgation of the Oral Hygiene

Scope of Practice;

§§ Provided input to the Department of Health

regarding the National Oral Health Policy and

Strategy;

§§ Increased stakeholder interaction; and

§§ Exercised due diligence and implemented financial

austerity measures in order to exercise strict control

over fee increases

the scopes of practice for the dental therapy and oral

hygiene professions.

Currently, the scope of the profession for Dental Assistants

is undergoing review. The Board consulted extensively

with various stakeholders, such as education institutions,

professional associations, employers, the Department

of Health and Dental Assistants for inputs. Once all the

stakeholder inputs were received, the Education Committee

will review and then finalise the scope of practice. This draft

scope will then forwarded to the Minister of Health for

promulgation.

The revised Scope of Practice of the Profession for Oral

Hygiene has been promulgated by the Minister of Health in

2017, and will be reviewed in 2019. The Scope of Practice for

the Profession of Dental Therapy was revised in 2016, and

will be reviewed in 2018.

COMPLIANCE FOR REGISTRATION

The Board continues to express concern that some

practitioners are either not registered, or their registration

has lapsed. The Board has engaged with the various

professional associations to urge them to encourage those

practitioners who have failed to pay their annual fee are

afforded an opportunity to do so. The Board was made

aware that some practitioners were practising without

being registered, and has lodged complaints with the

HPCSA Inspectorate Office, so that these practitioners are

investigated and dealt with appropriately.

The Board revised guidelines and registration forms, for

all new entrants and foreign qualified graduates and has

simplified and standardised these documents, so that

registration becomes a simple and non-tedious process. The

Board also revised the guidelines related to the restoration

of practitioners who were suspended from the registers, to

facilitate their return to the workforce.

The Board was faced with a challenge that graduates with

the recently introduced National Higher Certificate in Dental

Assisting (Central University of Technology, Free State) could

not register with the HPCSA due to the qualification having

not yet been promulgated by the Minister of Health as a

registerable qualification. This has since been addressed

and resolved.


§– Sensitivity and responsiveness to the needs

of the public

§§ To guide and regulate the profession by

§– Defining and delineating the scope of

practice

§– Ensuring relevant and quality education and

training standards

§– 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

§– All sectors of public decision making and

policy development

The Board embarked on the following activities for the

2016/17:

PROFESSIONAL BOARD ACTIVITIESNUMBER OF ACTIVITIES

Board meetings 2Board Strategic Workshop 2Board Stakeholder engagement:

Heads of Departments (Higher

Education Institutions)

New Dietitian-Nutrition Professional

Competencies

2

Education, Training and Registration

committee + Special ETR Committee

meeting

4

Executive Committee (Budget) 1Ad-Hoc meetings (Meeting with

NDoH)

1

Task Team 0Training Programme Accreditations 3Clinical Training Sites Accreditations 5CPD Committee meeting 1

COMMUNICATION

Board Specific Newsletter

In the period under review, the Board produced two (2)

newsletters which served as a means to communicate and

engage with registered practitioners. The Board afforded

the practitioners an opportunity to acquire two (2) ethics

CEU’s by completing an Ethic Multiple Choice Questionnaire

PROFESSIONAL BOARD FOR DIETETICS AND NUTRITION

Prof SM Hanekom (Chairperson)

STRATEGIC OBJECTIVES

The Board identified the following as their strategic goals

(programmes) for the period under review:

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: Effective and Efficient Functioning of

the Board

VISION AND MISSION

Vision

Ensure quality and equitable nutritional health for all

through public protection, guiding the profession and

advocacy

Mission

§§ To protect and serve the public through ensuring

§– Excellence and integrity in dietetics and

nutrition delivery


ACCREDITATION OF TRAINING PROGRAMMES

The Board accredited programmes of the following Universities for the period under review:

Stellenbosch University – 18 to 21 April 2016

Nelson Mandela Metropolitan University – 22 to 25

August 2016

North-West University – 12 to 15 September 2016

Training workshop for Evaluators

Training workshops was scheduled in the year under review, however, the Board had to cancel such due to reasons beyond its control. The focus of the training workshop was to train evaluators on report writing after conducting an evaluation visit at Higher Education Institutions, and to standardise the report writing style and format for consistency and uniformity purpose.

Review of Form 271

Form 271 - Procedure for evaluation and accreditation of Dietetics Training Programmes (guideline) was revised at the Education, Training and Registration Committee meeting of 18 November 2016.

BOARD EXAMINATION

The Board examinations (University entry examinations) are conducted by universities during October/November of each year in accordance with each university’s rules and regulations.

Three (3) practitioners sat and successfully completed their Board examination at the end of 2016. The two (2) practitioners were restored back to the register of Dietitians and the other two are registered to conduct Community Service for a period of 24 months.

which was included in one of the newsletters.

DETERMINING AND UPHOLDING STANDARDS OF EDUCATION AND TRAINING

Schedule of cycle of evaluation of Dietetics and Nutrition

The schedule of cycle of evaluation of Dietetics and Nutrition at Higher Education Institutions is updated on an on-going basis as a working document.

Evaluation of Education and Training Facilities

The following documents were finalised and approved by the Board:

§§ Application Form for the appointment of evaluators

during Evaluation Visits for Dietetics and Nutrition

programmes at Higher Education Institutions and

Clinical training facilities;

§§ Guidelines for evaluators for evaluation of Clinical

training facilities;

§§ The evaluators/assessors training evaluation form;

§§ Form 46C - Criteria for accreditation of training sites

for experiential learning in Dietetics and Nutrition,

the split of training areas on the form, namely:

§– Therapeutic Nutrition;

§– Community Nutrition; and

§– Food Service Management is still under

review.

The Board conducted evaluations on education and training facilities of the following institutions:

§§ Nelson Mandela Metropolitan University – Education,

Training and Registration Committee meeting of 27

July 2016;

§§ Stellenbosch University - Education, Training and

Registration Committee meeting of 27 July 2016;

§§ University of Venda - Education, Training and

Registration Committee meeting of 27 July 2016;

§§ North-West University - Education, Training and

Registration Committee meeting of 18 November

2016;

§§ Sefako Makgatho Health Sciences University -

Education, Training and Registration Committee

meeting of 18 November 2016.


PROFESSIONAL BOARD FOR EMERGENCY CARE

Mr LA Malotana (Chairperson)

OVERVIEW

During the period under review, the Board reflected on its

strategic objectives and is satisfied that the overall goals

and objectives as defined at the start of the term of the

Board have been met.

The focus was on the finalisation of the revised Clinical

Practice Guidelines and the quality assurance of the

education and training of the professions under the ambit

of the Board.

A series of meetings with several stakeholders were held

to clarify and discuss issues of mutual concern. The Board

received and is investigating several complaints and is

seriously concerned about complaints received regarding

the unprofessional and unethical behaviour of Emergency

Care Providers on-scene, such as arguing, quarrelling and

even assaulting colleagues. A further concern is the use of

social media by Emergency Care Providers. The two major

concerns had a potential of bringing the profession and the

professional reputation of colleagues into disrepute.


The Board had no new or amended registers for the period under review.


The Board approved the reviewed Regulations relating to the Scope of Profession of Dietetics as well as the newly developed Scope of Profession of Nutrition. The two are pending promulgation by the National Department of Health.

GOVERNANCE

In line with the Regulations relating to the functions and functioning of the Professional Boards, the Board co-opted a subject matter expert as a consultant to assist the Board with the new Dietitian-Nutritionist project, in particular consulting and finalising the professional competencies with the higher educational institution.

HIGHLIGHTS

§§ Approval of the Strategic Plan 2016-2020, Annual Performance Plan and Operational Plan’

§§ Review of the Strategic Plan, Annual Performance Plan and Operational Plan in January and March 2017;

§§ Approval of the Communications Plan for the Board;

§§ Approval of the Board’s Risk Register

§§ Review of the following:

§– Regulations related to qualifications and additional qualifications relating to the registration;

§– Regulations related to the names that may not be used in relation to the profession of Dietetics and Nutrition;

§– Examination guidelines;

§– Evaluation and accreditation guidelines; and

§§ Review and approval as follows:

§– Criteria for appointing evaluators of higher educational institutions; and

§– Database of evaluators higher educational institutions;


and six impromptu inspections. The Board withdrew the

accreditation of three education and training providers due

to serious quality concerns and non-compliance with the

Board’s accreditation criteria.

In terms of the Board’s strategic objectives to align the

education and training of Emergency Care Providers with

relevant legislation and national imperatives, the Board

developed minimum standards for the Diploma and Higher

Certificate in Emergency Medical Care for purposes of the

registration of Emergency Care Technicians and Emergency

Care Assistants with the HPCSA.

The Board will also review the minimum standards for the

Bachelor in Emergency Medical Care in consultation with

the Council on Higher Education (CHE) during the 2018/19

financial year. The revised education and training structure

is now a three-tiered system, i.e. the Bachelor in Emergency

Medical Care, the Diploma in Emergency Medical Care and

the Higher Certificate in Emergency Medical Care, which is

in line with relevant legislation and national imperatives,

e.g. the Higher Education Act, the Higher Education

Qualifications Sub-Framework (HEQSF), the National

Emergency Care Education and Training (NECET) Policy, etc.


The Board met with an array of stakeholders, such as the

Council on Higher Education (CHE), National Department

of Health, Department of Higher Education and Training

(DHET), Continuing Professional Development Accreditors,

etc. to discuss and clarify matters of mutual concern.

Representatives of the Board also attended some of

the National Emergency Care Education and Training

(NECET) Committee meetings, the National Committee of

Emergency Medical Care Services meetings, the Advisory

Committee meetings of the Higher Education Institutions.

The Board arranged a stakeholder meeting for registered

Emergency Care Providers in Mpumalanga, but due to lack

of interest, the stakeholder meeting was cancelled.

The Board met with its approved CPD accreditors to discuss

the approval of relevant CPD activities, which would lead to

the development of Emergency Care Providers within their

specific registration categories and scopes of practice.

It is the collective responsibility of all the people involved

in the profession of emergency care to professionalise,

promote and create a positive environment that does

not allow for mediocrity within the profession. Working

together in a professional, collegial manner with integrity

ensured that the services rendered by Emergency Care

Providers was patient-centred and was in the best interest

of the patients. The provision of emergency care is always

a team effort and all must have the patients’ best interest

foremost.

VISION AND MISSION

Vision

Quality, professional and patient orientated emergency

care for all.

Mission

To protect the public and advance Emergency Care through:

§§ Guidance and regulation of the emergency care

profession

§§ Advocacy

§§ Accountability


During the period of review; the Board pursued the strategic

objectives namely:

§§ The determination of minimum standards for

education and training,

§§ Quality assurance of education and training, and

§§ Stakeholder engagement.


The Board undertook several evaluations for accreditation

and re-accreditation of education and training providers

in the three-year cycle period. To comply with the Board’s

strategic objective to ensure quality education and training

and the registration of competent and appropriately

trained Emergency Care Providers. The Board conducted

14 evaluations for re-accreditation, three evaluations for

the accreditation of new education and training providers


alleged unprofessional conduct. Four (4) complaints were

withdrawn.


As seen in the past, there is still a high number of suspension

of Emergency Care Providers from the registers due to the

non-payment of annual registration fees, 7 766 in 2016 alone

and especially, in the Basic Ambulance Assistant category.

In terms of the Regulations relating to the registration

of Basic Ambulance Assistants, Ambulance Emergency

Assistants, Paramedics and Operational Emergency

Care Orderlies,(OECO) the BAA, OECO and Critical Care

Assistance (CCA)/Paramedics, qualifications will no longer

entitle a person to registration with the HPCSA in these

categories as from 1 February 2018. However, any

person who obtained these qualifications prior to the

promulgation of the aforementioned Regulations on 27

January 2017 or within twelve (12) months after the date of

the promulgation of the regulations will still be entitled to

register as BAAs, OECOs and Paramedics. It should, however,

be noted that the Professional Board for Emergency Care

requires persons who have not registered within two (2)

years of date of having obtained any of the qualifications

in emergency care to comply with certain conditions, e.g.

successful completion of an examination, etc.

Persons whose names are on the BAA, OECO and Paramedic

(CCA) register on 31 January 2018 will remain on the relevant

The Board is in the final stages of finalising the revised

Clinical Practice Guidelines. The Board will review best

modalities of engaging with stakeholders going forward,

including aligning the Board’s stakeholder engagement

with CPD activities.


The Board is concerned about the increasing number of

complaints against Emergency Care Providers towards each

other and the general unprofessional behaviour displayed

by these healthcare practitioners. A further concern is on

the use of social media, which puts the profession and

colleagues into disrepute. Complaints were also received

regarding Basic Ambulance Assistants (BAAs) working on

ambulances, without any support or supervision, which

results in poor patient care. Several complaints noted this

trend, particularly regarding unethical behaviour, and

insufficient patient care.

The Committee of Preliminary Inquiry conducted two

meetings and considered 89 complaints during the

2016/17 financial year of which 38 were finalised, six (6)

referred for professional conduct inquiries, 15 were deferred

pending receipt of further information, two (2) matters

were referred to the Health Committee and one (1) matter

to the Business Practices Committee. The Committee

conducted two (2) consultations, issued six (6) cautions

and had 14 guilty findings in terms of regulation 4. (9) of

the regulations relating to the conduct of inquiries into


PROFESSIONAL BOARD FOR ENVIRONMENTAL HEALTH PRACTITIONERS

Ms DJ Sebidi (Chairperson)

OVERVIEW

At its full Board meetings, the Professional Board for

Environmental Health Practitioners reviewed the

composition of Committees in terms of Regulation 2 of the

Regulations relating to the functions and functioning of

Professional Boards.

At its first meeting, the Board appoints Committees that

would function until the first meeting of the Board in the

following year. The Secretariat reports on progress made

in the implementation of strategic objectives and on

mechanisms actioned to mitigate identified risks, adopted

by the Board, considered and accepted at each Board

meeting. During the period under review, the Board has

generally seen satisfactory progress in pursuing its set

strategic objectives for its term of office.

The Board and its structures can report holding ten (10)

successful meetings and workshops during the review

period. Interactions with stakeholders (practitioners and

Heads of Environmental Health departments at institutions

offering Environmental Health) were worthwhile.

registers if they pay their annual fees. The Board encourages

Emergency Care Providers to ensure that their annual fees

are paid to avoid penalty fees for the restoration of their

names and compliance with any other requirements as may

be determined by the Board for the restoration of names to

the relevant registers.

As from 1 February 2020, the Ambulance Emergency

Assistant qualification and National Diploma (N Dip) in

Emergency Medical Care will no longer entitle Ambulance

Emergency Assistants and Paramedics to register with the

HPCSA in these categories.

GOVERNANCE

The Board developed a Risk Register at the commencement

of the term and reviewed the register in the year under

review. The Board reviewed and updated its policies and

guidelines.

The Board closely monitored its budget and in the 2017/18

budget, the Board made various austerity and cost cutting

measures to curtail spending, which included examples

such as holding back to back meetings, etc.

HIGHLIGHTS

§§ The Board received the revised Clinical Practice

Guidelines from the service provider and distributed

it to stakeholders for comment. The Board is now in

the process of finalising the revised Clinical Practice

Guidelines for implementation.

§§ The Minister promulgated Regulations relating to

the Registration of Basic Ambulance Assistants,

Ambulance Emergency Assistants, Paramedics

and Operational Emergency Care Orderlies, which

provide for the phasing out of these registration

categories.


conduct and ensure that they are dealt with in an

efficient and effective manner.

§§ CPD Compliance - Compliance in terms of Standards

of Examination for restorations

Goal 3: Strengthen Education and Guide the Profession

§§ Ensure standards of education that address the

needs of the profession and country.

§§ Advocate / facilitate the Implementation of the EHA

qualification.

§§ Set standards for the EH Bachelor’s degree

§§ Review of Board Examinations to ensure alignment

with the needs of the profession.

§§ Scopes of practice for professions under the ambit

of the Board.

§§ Review of relevant legislation.

Goal 4: Ensure Effective and Efficient Functioning of the Board

§§ Review internal Board processes, roles and

responsibilities.

§§ Ensure effective functioning of the Board.

§§ Training of Board Members

§§ Effective integration between Board, Council &

Offices of Council.


The Education Committee requested all seven (7) institutions

accredited to offer Environmental Health to submit Work-

Integrated Learning (WIL) portfolios of evidence and

logbooks for all third-year students, to determine if these

institutions were complying with the minimum standards

set by the Board.

The Standards Generating meeting was held to discuss the

development of a qualification for Environmental Health

Assistants, and a task team was set up to develop a needs

analysis for this qualification. The Standards Generating

Body (SGB) also discussed the development of Accreditation

Criteria for the new Bachelor’s degree in Environmental

VISION AND MISSION

Vision

A regulatory body that promotes comprehensive, quality

and equitable Environmental Health for all

Mission

The Board protects the interests 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; and

§§ Ensuring effective communication with all

stakeholders.


Goal 1: Promote Ongoing and Effective Stakeholder Engagement

§§ Develop, implement and monitor a Stakeholder

Engagement Plan.

§§ Engagement with Heads of Departments of

institutions offering EHP education.

§§ Communication with the largest employers of EHPs,

Metros and District Municipalities.Communication

with EHPs

Goal 2: Monitor compliance within the Environmental Health Professions

§§ Ensure practitioners are registered effectively and

efficiently.

§§ Address the challenge of Community Service.

§§ Advocate for the reporting of offenses unprofessional


Professional Development and the Board’s Strategic

Objectives.

§§ Practitioners who attended were awarded two

general CEUs and two for ethics.

§§ Had a meeting with Heads of Department of

institutions offering Environmental Health on

05 April 2016 to engage on policy issues around

education and training.

§§ Held a Standards Generating Workshop on 24

June 2016, to discuss the development of an

Environmental Health Assistant qualification.

§§ The Board Newsletter was issued; and articles in the

Council e-Bulletin were provided.

§§ Participation of the Board and Board Secretariat in

the World Environmental Health Day Celebrations.


On 19 September 2016, the Committee of Preliminary

Inquiry of the Professional Board for Environmental Health

Practitioners conducted a meeting for the first time in over

five (5) years. In this meeting, the Committee considered

six (6) matters which included alleged bribery, practising

without registration with the HPCSA and alleged fraudulent

issuing of compliance certificate where it shouldn’t have

been issued.

No cases of professional misconduct conduct were

reported.


The scope of the profession for Environmental Health

Practitioners (EHPs) is under review to ensure alignment

with the Professional Degree in Environmental Health.

The scope of the profession for health promotion

practitioners was submitted to National Department of

Health for further processing towards promulgation.


In its efforts to improve registration processes the Board

adopted a strategic objective with a focus in ensuring that

practitioners are registered effectively and efficiently within

six months of having received their applications. The Board

Health, which will henceforth be used by the Board to

evaluate institutions.

Accreditation of education and training programmes in

Environmental Health – both the National Diploma and

the professional degree – had been a priority for the Board

and under constant monitoring with the necessary support

provided to institutions.

Four (4) institutions were evaluated for readiness to offer the

Bachelor’s degree in Environmental Health, namely:

§§ University of Johannesburg

§§ Cape Peninsula University of Technology

§§ Central University of Technology

§§ Mangosuthu University of Technology

The Board also scheduled visits to institutions that already

introduced the professional degree to evaluate progress

made after two years of implementing. Two (2) institutions

were evaluated for accreditation to offer the National

Diploma in Environmental Health, i.e.

§§ Central University of Technology

§§ Mangosuthu University of Technology

The Board submitted comments on the review of the HPCSA

generic CPD guidelines and Maintenance of Licensure. The

Board also provided the CPD Department with inputs on

the CPD template/questionnaire. Annual reports from

accredited service providers and accreditors were received

and considered by the Board, with feedback given.

The Board specific standard operating procedures (SOP)

or guidelines for CPD applications was reviewed. 35 CPD

activities were approved during the period of reporting.


The Board embarked on a number of stakeholder

engagement programmes as follows:

§§ Hosted a Stakeholder Engagement Session on

04 October 2016 in Port Alfred, Eastern Cape.

The meeting was attended by 194 practitioners.

Presentations focused on Professional Ethics, Norms

and Standards, HPCSA Registration, Continuous


Inspectors to discuss challenges facing the profession

within the veterinary environment in the country.

§§ Equitable and inclusive

The Board had drafted regulations relating to qualifications

for registration of Health Promoters as well as regulations

defining the scope of the profession for Health Promoters

which were both submitted to the Minister of Health for

consideration and probable promulgation. This is to ensure

that the Health Promoters are included and regulated

within this Board.

§§ Effective, efficient and participatory

To maintain the Board’s effectiveness and efficiency, it has

included in its special meetings, all relevant stakeholders

such as the Institutions of Higher learning, and South

African Local Government Association (SALGA) as well

as professional associations in finalizing the qualification

for Environmental Health Assistants among others. This

enabled the Board to include all relevant expertise to arrive

at sound and proper decision.

HIGHLIGHTS

§§ The Professional Board for Environmental Health

Practitioners and its structures successfully held ten

(10) meetings and workshops between April 2016

and March 2017.

§§ The strategic plan for the term of office 2015-2020,

the Annual Performance Plan for 2016/17 and

the Risk Management Register (2015-2020) were

developed in line with Council’s strategic plan and

approved by the Board.

§§ Review of relevant rules and regulations and also

a number of guidelines and Standard Operating

Procedures (SOPs) was done successfully to ensure

that the Board functions effectively and efficiently.

further undertook to approach the National Department

of Health in order to address the challenges faced with

community service placement of Environmental Health

graduates.

BOARD EXAMINATION

The Board conducted thirty-seven (37) examinations

during the reporting period, of which twenty - nine (29)

practitioners were successful and eight (8) unsuccessful.

§§ Restoration – 23

§§ Community Service – 7

§§ Environmental Health Assistant (EHA) – 2

§§ Foreign Qualified – 5

The guidelines for conducting of Board examinations were

reviewed.

GOVERNANCE

§§ Accountable

The Board implements all the decisions taken at its

sittings. All scheduled meetings and workshop dates were

honoured.

§§ Transparent

During the stakeholders’ engagement, the Board

communicated, among others, progress made in

implementing its five-year strategic goals. All decisions taken

by the Board that affect practitioners registered with the

HPCSA under the ambit of this Board were communicated

through a newsletter.

§§ Follows the rule of law

The Board ensures that decisions taken are always in line

with the relevant legislations, such as the Health Professions

Act (Act 56 of 1974) and its regulations. This was measured

by the absence of litigations or complaints received against

the Board’s decisions during this reporting period.

§§ Responsive

The Board Chairperson responded to invitations by both

the South African Veterinary Public Health Association as

well as South African Council for Veterinary Public Health


§§ Commit to improved stakeholder engagement;

§§ Advise Council and the Minister of Health in the

development of strategic policy frameworks.

Values

The Board will deliver on its mandate through:

§§ Expecting honesty and integrity from its members;

§§ Acting with respect, fairness and transparency to all;

§§ Regulating consistently and decisively;

§§ Functioning effectively and efficiently;

§§ Ensuring accountability for its actions.


In the execution of its mandate the Education and

Registration Committee of the Board has working

structures, namely; Subcommittee for Examinations

(Medical), Subcommittee for Internship Training,

Curriculum Subcommittee, Medical Science Committee,

Subcommittee for Postgraduate – Medical, Subcommittee

for Postgraduate – Dental, Undergraduate Education and

Training Subcommittee – Medical and Dental.

The Board through its structures undertook evaluations

for accreditation and follow up visits to four (4) universities

towards accreditation of undergraduate programmes for

medical and dental professions. Twelve (12) postgraduate

PROFESSIONAL BOARD FOR MEDICAL AND DENTAL PROFESSIONS

Dr TKS Letlape (Chairperson)

VISION AND MISSION

Vision

To provide quality and equitable healthcare through public

protection, professional regulation and advocacy

Mission

The mission of the Medical and Dental Professionals 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 the health of the

population;


Re-marking was in November 2016 and 6 applied for re-

marking and 1 passed.


The Board engaged the stakeholders by having meetings

and workshops on matters affecting the health professions

regulated under its ambit.


The Board delegated the function of advising on professional

practice, conduct and ethics matters to the Practice

Committee. The Board through the Practice Committee

signed a Memorandum of Understanding for collaboration

on standards and guidelines with the Office of Health

Standards Compliance and is currently in negotiations with

the Council of Medical Schemes and Board of Healthcare

Funders on clinical discretion of medical practitioners and

medical aids and the consideration of cost of intervention

options.


The Regulations defining the scope of practice of

clinical associates was finalised and promulgated in the

Government Gazette on 11 November 2016.

GOVERNANCE

The Board developed a Risk Register at the start of the

term and reviewed it in the year under review to ensure

Medical programmes and one Dental programme at three

higher education institutions accredited by the Board. Only

one programme accreditation was suspended due to non-

compliance to the minimum requirements as set by the

MDB.

Thirty-seven (37) clinical facilities have been evaluated

and accredited for internship training of medical and

dental students. The duration of the accreditation ranges

from six months to three years. Monitoring of the quality

of education and training is one of the Board’s strategic

objective to ensure highly competent professionals serving

the nation.


Upon application for registration by Foreign Qualified

Practitioners, an applicant has to meet the requirements

prescribed in Regulations Relating to the Registration

of persons who hold qualifications not prescribed for

registration Published under Government Notice R101 in

Government Gazette 31859 of 6 February 2009.

Board Examinations

The Board Examinations for Foreign Qualified Practitioners

who applied for registrations were held as follows:

Medical Board Examination held in May/June and Nov/Dec 2016

§§ Written part – 11 May 2016 (122 candidates: 52

candidates passed and 70 candidates failed)

§§ Practical part – 15 June 2016 (52 candidates: 22


§§ Written part – 21 October 2016 (139 candidates: 136


§§ Practical part – 18 November and 2 December 2016

(160 candidates: 115 candidates passed and 45

candidates failed).

Dental Board Exam was held in June 2016

On 8 June 2016, 12 candidates were invited, 8 failed and 4

passed.


PROFESSIONAL BOARD FOR MEDICAL TECHNOLOGY

Mr MAW Louw (Chairperson)

VISION AND MISSION

Vision

The Vision of the Board is to ensure that the public has access

to quality and affordable medical technology services.

Mission

As part of its Mission, the Board strived 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.

that identified risks are adequately mitigated. The Board

reviewed and updated its policies and guidelines.

HIGHLIGHTS

Changes to rules/regulations/scopes or other statutory provisions

§§ The Regulations defining the scope of practice for

Clinical Associates promulgation.

§§ Waiving Educational Commission for Foreign

Medical Graduates (ECFMG) requirements for

Medical Practitioners from Tunisia and Iran.

§§ Policy regarding foreign qualified practitioners

wishing to register with the Medical and Dental

Professions Board.

§§ Risk Management and Risk Register.

§§ Clinical discretion of Medical Practitioners and

Medical Aids.

§§ Laparoscopic Surgical Interventions – Request to

consider the cost of this treatment option.

§§ Medical Science Committee is in a process of revising

its legislative framework. New regulations have been

drafted and are currently involved in stakeholder

engagements on the proposed regulations.


needs of the public.

The Professional Board for Medical Technology is constituted

of ten (10) members appointed by the Minister of Health in

terms of section 15 of the Health Professions Act 1974, (Act

56 of 1974). The Board has one vacancy for a community

representative that must be filled.

The Board conducted the following meetings during the


§§ Two (2) Professional Board meetings;

§§ Three (3) Executive Committee meetings;

§§ Three 3 Education Training and Registration

Committee meetings;

§§ Two (2) meetings for the Committee of Preliminary

Inquiry;

§§ Two (2) workshops. A workshop on Evaluation of

Clinical Facilities and Risk Workshop; and

§§ Two (2) task team meetings on the registration of

forensic pathology officers.


The Board continued to monitor provision of quality

education and training of professionals under its ambit

and has ensured that the evaluation of institutions and

training facilitates which were due for re-accreditation in

the five-year accreditation cycle were conducted. The Board

conducted eight (8) National Diploma evaluations, four (4)

Bachelor of Health Science (BHSc) in Medical Laboratory

Science and fifteen (15) clinical training facilities evaluations.


The Board developed a Strategic Plan, which included the

following key strategic objectives and initiatives:

§§ To ensure the effective and efficient functioning of

the Board:

§– The roles, responsibilities, authority and

accountability of Secretariat, Board and

Council was defined and clarified;

§– 1.2. Conducted training of Board members

and Board Secretariat to empower the

members and build capacity;

§– 1.3. Developed the skills of evaluators

through training initiatives to ensure effective

and effective evaluations;

§– 1.4. Meeting agendas, minutes, documents

received by Committees, Boards or Council

were streamlined to improve the effectiveness

and efficiency of meetings.

§§ The Board has developed a Stakeholder Engagement

Plan to improve communication with its key

stakeholders.

§§ To protect the public, the Board has ensured that -

§– the review of professional conduct processes

and finalisation of misconduct charges are

conducted and concluded within acceptable

time-lines;

§– registration processes are effective and

efficient and that registration occurs

timeously.

§§ In guiding the profession, the Board –

§– ensured that the evaluation of higher

education institutions and of clinical training

facilities were conducted according to the

set minimum standards;

§– fostered compliance to CPD requirements;

§– ensured that the administration of Board

examinations was fair and transparent;

§– reviewed the scope of profession in line with

best practice and ensure that it meets the


§§ The process of assessment of training at clinical

facilities and universities of technology; and

§§ CPD: Accreditor Service Providers.

Questions emanating from the presentations were

responded to by both the Board members and the

Secretariat.

The Board Executive Committee convened a meeting with

the Society of Medical Laboratory Technologists of South

Africa (SMLTSA) in June 2016 to discuss the relationship

between the two and Board examinations conducted

by SMLTSA. The purpose for the meeting was to review

the Memorandum of Understanding (MoU) between the

Board and SMLTSA and to ensure that the conditions stated

in the MoU were clear with regard to the expectations of

the Board. The Board approved that the meeting between

the Board and SMLTSA should be conducted annually to

reinforce the relationship.

The Board sent a delegation to participate in the Annual

Laboratory Medicine Congress which was hosted by SMLTSA

in May 2016. The aim of the Congress was to promote the

science, ideas and techniques available at all levels in the

Laboratory Medicine fraternity. The Laboratory Medicine

Congress created an opportunity for all role players in the

industry to meet and exchange best practice guidelines

and current information among like-minded colleagues.

The Board’s Administration arranged an exhibition stand

during the SMLTSA congress. The Board provided vital

information to practitioners during the Congress.


The Board considered and acted on seventeen (17)

complaints relating to, practicing outside of scope of

practice, unprofessional conduct towards clients and

colleagues, insufficient treatment of patients, etc. The

Board also received quarterly status reports on professional

conduct matters to enable the Board to monitor progress,

as well as trends in complaints.

The Board’s Committee of Preliminary Inquiry finalised three

(3) complaints, referred two (2) matters for Professional

Conduct Inquiries and six (6) matters were deferred to obtain

further information. There were two (2) guilty findings and

The Board reviewed a number of regulations, policies and

guidelines to ensure that they were relevant and current.

A task team was appointed to -

§§ review accreditation guidelines with a view to

develop policies on accreditation and evaluation

guidelines for institutions and laboratories;

§§ develop guidelines for evaluators and requirements

for appointment of evaluators;

§§ develop the evaluation feedback tool by the

laboratories and institution who were evaluated;

§§ create an annual reporting template to be completed

by the institutions.

A task team was re-appointed to continue with the process

of the articulation and Recognition of Prior Learning (RPL)

for the Bachelor of Health Science in Medical Laboratory

Science. The purpose was to have a seamless articulation

from Laboratory Assistant to Medical Laboratory Scientist

within the profession of Medical Technology using the

principle of articulation and RPL.


The Board engaged with its stakeholders through the

website, newsletter, e-bulletin and at least one stakeholder

meeting per annum in different provinces. The Board held

its first stakeholder meeting on 16 August 2016 in Durban.

The meeting was attended by 36 stakeholders, which were

from the Universities of Technology - Heads of Departments

(HoDs), Medical Technologist Coordinators (Provincial

Representatives), Laboratory Area Managers and Training

Managers.

The purpose of this initiative was to discuss professional

matters and other matters of mutual concern as part of the

communication strategy of the Board.

The presentations conducted at the meeting were the

following:

§§ Council’s mandate and structures;

§§ Strategic objectives of the Board;

§§ Analysis of the national board examinations for the

Professional Board for Medical Technology;


registered in private practice for conducting a private

practice.

BOARD EXAMINATIONS

The Society of Medical Laboratory Technologists of South

Africa (SMLTSA) conducted the National Board examination

on behalf of the Board. The Memorandum of Understanding

(MoU) between the Board and SMLTSA was reviewed.

The total number of professionals/students/interns who

wrote the Board Examination in 2016 is 1078.

DATENATURE OF

EXAMINATION

NO OF CANDIDATES WHO WROTE

January 2017 BHSC Rewrite

Examinations

6

March 2016 Technologist

Examinations

346

April 2016 Laboratory

Assistant

Examinations

142

August/October

2016

Technician

Examinations

196

October 2016 Phlebotomy

Technicians

Examinations

197

September 2016 Technologist

Examinations

145

November 2016 BHSC

Examinations

46

one (1) practitioner was cautioned and reprimanded. One

(1) consultation was held and one (1) case was withdrawn.

SCOPE OF PROFESSION

The Task Team for the Registration of Forensic Pathology

Officers met in April 2016 and March 2017 to discuss an

action plan relating to the promulgation of the register

for Forensic Pathology Officers as well as the scope of

profession. The Task Team developed and submitted to the

Board the following documents for consideration, approval

and recommendation to Council to submit to the National

Department of Health for publication by the Minister for

public comment.

§§ Draft regulations relating to the registration of

Forensic Pathology Officers;

§§ Draft regulations relating to the registration of

Student Forensic Pathology Officers; and

§§ Draft regulations relating to Scope of Profession of

Forensic Pathology Officers.

The rationale and the need to establish a Forensic Pathology

register within the HPCSA was that for the past 30 years

or more, the South African Police Service (SAPS) was the

custodian of the bodies presumed to have died from

unnatural causes. The SAPS was responsible for the ‘medico-

legal mortuaries’ and for the transport of corpses to these

facilities. The Departments of Health have always provided

the medical expertise of pathologists and doctors for the

‘medico-legal investigation of death’.

Currently, in terms of section 27(2) of the Health Act, 2003,

the Provincial Departments of Health (Heads of Department)

will be responsible for implementation of the entire Forensic

Pathology Service, excluding Forensic Laboratories (which

is a national responsibility), in compliance with national

legislation. This was the culmination of a Cabinet decision

on 29th April 1998 to transfer the medico-legal mortuaries

from SAPS to the National Department of Health.

The Board is in the process of reviewing the scope of

profession for Medical Technology.


The Board appointed a task team to review and develop

standards and guidelines relating to medical technologists


PROFESSIONAL BOARD FOR OCCUPATIONAL THERAPY, AND MEDICAL ORTHOTICS AND PROSTHETICS AND ARTS THERAPY

Ms MS van Niekerk (Chairperson)

OVERVIEW

The Occupational Therapy, Medical Orthotics and

Prosthetics and Art Therapy Professions Board (OCP) set

itself to advance the provision of quality and equitable

services at all levels of health care.

This was evident in the how the Board has improved

relations with its stakeholders, how the board has improved

its capacity to add value to evaluations and accreditations

of training providers, commenced with the processes to

review policies, processes and procedures to improve

service delivery and efficiencies.

In an effort to provide health care services to all, a process

was established for a new Orientation and Mobility Register.

Several regulations to expand the Arts Therapy profession to

include a new drama therapy category were also approved

by Council and are in the process of being promulgated by

the Department of Health.

The Board focused on delivering on its overarching mandate

and regulatory responsibility and associated itself with the

A task team appointed to analyse the examination

processes reviewed the National Board Examinations

conducted by SMLTSA examination on behalf of the Board.

The Board developed the criteria and a checklist for the

appointment of moderators and examiners for purposes of

the examinations.

GOVERNANCE

The Board developed its Strategic Plan that addressed its

mandate in terms of the Health Professions Act, 1974 (Act 56

of 1974). The Board members attended a risk management

workshop in March and April 2017 where the Risk Register

was finalised.

The Board reviewed and updated the Annual Performance

Plan (APP) 2016/17 on progress made on the objectives and

the Risk Register to ensure the strategic objectives were

achieved. The Board reviewed the mandates, roles and

responsibilities of its Committees in terms of its strategic

objectives.

HIGHLIGHTS

§§ The Professional Board for Medical Technology

held its first stakeholder meeting on

16 August 2016.

§§ The Board approved the guidelines on the use of

titles to be used by practitioners who are registered

under the auspices of the Professional Board.

§§ The Board approved that all private practice

applications be dealt with administratively based on

the specific criteria in order to streamline timeous

registration processes.

§§ The Board appointed evaluators commenced with

the conducting evaluations of Laboratories as part of

the quality assurance functions of the Board, aiming

to protect the public.



The OCP Board developed its Strategic Plan for the five-year

period in 2016, which is aligned to the HPCSA Strategy. The

following broad framework were identified:

Guiding and Regulating the Profession

§§ Review Board specific regulations pertaining to

ethical and professional conduct of students

§§ Review and update regulations pertaining to the

registration of persons holding qualifications not

prescribed

§§ Finalising the updating of the scopes of profession

and scope of practice

Advocacy, advisory and Stakeholder Engagement

§§ Inter-Board engagement

§§ Develop, clarify and engage regarding the position

of the Board on key issues

§§ Develop a communication strategy

Efficient and Effective Functioning of the Board

§§ Define and ensure consistent Secretariat support

§§ Performance management and accountability


The Board conducted three (3) Education Committee

meetings per year to consider all matters related to the

qualifications and training of practitioners, matters related

to Board examinations, accreditation of institutions,

regulations, rules, policies, processes and guidelines related

to education, CPD and more.

Evaluations of Higher Education Institutions (HEI’s)

The Board evaluates higher education institutions (HEIs)

once every five years (5) and grant accreditation for the

training students in accordance with the standards set by

the Board.

demands and professional challenges of its stakeholders

such as the National Department of Health and Professional

Associations in providing quality health care service to

the community and the training of professionals. In an

endeavour to mitigate the risks associated with its functions,

a Risk register was adopted and implemented at the end of

2016. The first review will be conducted in April 2017.

Although the Board still has vacancies, the work has

not stopped. The Board is comprised of highly skilled,

professional individuals, focused on driving continuous

innovation at all levels of strategy and operations, ensuring

that the professions receive maximum value for the

contributions they pay to the Council.

VISION AND MISSION

Vision

To regulate the professions for quality and equitable services

at all levels of health care

Mission

The OCP will achieve its mission by:

§§ Guiding and regulating the profession through

§– Scopes of professions and practice

§– Setting minimum training standards and

enforce compliance

§– Accreditation and quality assurance

of training programmes, facilities and

supervisors

§– Setting the standards for registration

§§ Protecting the public through

§– Monitoring professional conduct

§§ Advocacy, advisory and stakeholder engagement

through

§– Consistent and effective advice

§– Responsiveness to the evolving health

needs of the country

§§ Efficient and effective Board functioning


The Board’s annual newsletter was also published.


Professional Conduct

The Board over the past year conducted several reported

misconduct cases. The basis of the complaints pointed

to a breach of ethical rules, and were dealt with by the

Committee of Preliminary Inquiry. Complaints ranged from

claiming for services not rendered, malpractice, negligence

and in some instances practitioners were not effectively

communicating with patients.

Some serious complaints received alleged that practitioners

acted unprofessionally by forwarding fraudulent accounts,

as well as practicing outside of their scope.

Over and above, the Board received general reports from

the Committee of Preliminary Inquiry and Legal Services on

professional conduct. The information is used to determine

the teething problem areas in the profession and enables

the Board to communicate to practitioners through the

newsletters to address the conduct and to educate.

The introduction of the Inspectorate Office within the Legal

Services Department of the HPCSA enabled the Board

to raise several issues of suspected misconduct for the

Department to investigate and enforce the law in cases of

encroaching the scope of practice of different professions

and prosecution of any misconduct.

SCOPE OF PRACTICE

The Occupational Therapy scope of practice was approved

by Council after a rigorous process of consultations with

the stakeholders. The regulations relating the scope of

practice of Occupational Therapy were amended for

promulgation by the Minister of Health. The Arts Therapy

and Medical Orthotics and Prosthetics review of scope of

practice processes are at advance stages will be submitted

for approval in 2017.


HPCSA is focusing on the need to improve and streamline its

administrative processes for foreign registration by aligning

its functions with the structure and core functions of each

In the 2016/17 financial year Occupational therapy

programme at University of Kwa-Zulu Natal and Medical

Orthotics and Prosthetics programme at Walter Sisulu

University were evaluated for accreditation. The Board

conducted training for its HEI evaluators to improve capacity

and broaden the pool of skilled Board members and

personnel. The training took into account the development

and technological advancements in the training of

professionals, applicable processes and regulations.

Continuing Professional Development

The Board appointed Accredited Service Providers and

accreditors in 2016 for the five-year term respectively.

Service providers of continuing professional development

are encouraged to offer more activities on ethical issues and

developments in the professions.

STAKEHOLDER ENGAGEMENT AND COMMUNICATION

The Board focussed more on improving communication

with the all its key stakeholders, such as the education and

training institutions, Associations, Department of Health

and practitioners regarding professional matters.

The first Annual Stakeholders meeting (revised composition)

was held at the HPCSA Offices. Stakeholders including the

National Department of Health, all associations representing

practitioners, Head of Departments of the Institutions of

higher learning, Provinces were in attendance.


document review task team was established to appraise

and align current processes, regulations and policies as

well as to develop new interventions to enable the Board

work better, be more relevant and perform. To date, several

processes have been reviewed including accreditation of

institutions and foreign qualified applications.

The Assistive Devices Task Team has made great inroads in

advancing the development of a guiding document to assist

practitioners to practice ethically and efficiently. In 2016,

the process was opened to other Boards to participate in

the task team to ensure that the Assistive Devices guideline

document become relevant to all practitioners who may be

affected.

HIGHLIGHTS

§§ The Assistive Devices Project was opened to other

Boards at Council to participate and the Position

Paper was being finalised

§§ Engagements with the Medicines Control

Council(MCC) are afoot to adopt the position paper

on assistive devices;

§§ Regulations pertaining to the amendment of the

revised scope of practice for Occupation Therapy

will be promulgated by the Minister of Health in

2017;

§§ Regulations pertaining to Art Therapy – Drama

Therapy are expected to be promulgated by the

Minister of Health during 2017.

department through the recently embarked upon Business

Process Re-engineering. Part of the process changes was

that all applications are now deposited in a single repository

at Registrations Department for first verification and

capturing before consideration by the Professional Boards.

This will assist in expediting and defining roles clearly and

service delivery improved.

The Board recognized that, as a regulatory body, compliance

with its policies and regulatory frameworks is vital to

achieving its mandate. A Task Team was established in 2016

to champion the review and alignment of relevant process

and relevant policies. In accordance with the strategic plan,

a few other task teams are planned to address pertinence

issues required to streamline registration and ensure

compliance including Arts Therapy Mid-level Worker, MOP

Mid-level Worker and upgrade process, completion of the

Mobility and Orientation Register processes etc.

BOARD EXAMINATIONS

The Board conducted examinations twice in the year and a

total of 17 candidates participated.

Occupational Therapy

Arts Therapy

Medical Orthotics

and Prosthetics

Occupational Therapy

Technicians

6 candidates 4

candidates

1 Candidate 6 Candidates

The Board embarked on a process of reviewing the current

examinations model to align with the general standards of

professional assessments and be equitably applied across

the professions registered.

GOVERNANCE

The HPCSA and the Board is committed to and fully endorse

the principles of good governance as set out in the King III

Report. The Board recognises its responsibility to conduct

its affairs with fiscal prudence, transparency, accountability

and fairness, thereby safeguarding the interest of all its

stakeholders.

The Board noted that there were serious challenges

regarding the registrations processes and the policies. A


§§ Setting of professional norms and standards;

§§ Quality assurance of eye care education and

professional practice;

§§ Defining Scopes of Practice;

§§ Promotion of equitable and accessible eye care

service delivery; and

§§ Effective stakeholder engagement in order to

protect the public and guide the professions.


The strategic goals (programmes) identified by the Board

were the following:

Goal 1. Aligning the Professions to the Needs of the Country

§§ To review and enhance quality standards within

education and training

§§ To actively promote specialities within the DO and

OP professions

§§ To maintain the quality of professionals through

National Board Examination

§§ To Promote the production and retention of

professionals at a rate that serves the needs of the

country

§§ Keeping socially relevant

§§ Strive to promote affordable and accessible eye care

services

§§ Promotion of Outreach Programs to address the

needs of communities, disabled citizens, women,

children and the previously disenfranchised

Goal 2. Ongoing and Effective Stakeholder Engagement

§§ Improve communication with all stakeholders to

promote a positive brand image

§§ Fostering practitioner compliance

§§ Proactively engage with stakeholders to ensure

minimum quality standards

PROFESSIONAL BOARD OPTOMETRY AND DISPENSING OPTICIANS

Mr M Kobe (Chairperson)OVERVIEW

The Professional Board for Optometry and Dispensing

Opticians, with its structures, achieved most of activities

planned for in 2016/17 financial year within the allocated

budget. The review of Annual Performance Plans and Risk

Management Plans were concluded against constant

monitoring on available finances.

The achievements realised are a result of effective leadership

and an efficient team made up of Board Members and the

Board Secretariat.

VISION AND MISSION

Vision

An effective and accountable regulator in the education

and practice of eye care professions.

Mission

To establish and implement a regulatory framework, policies

and guidelines for Optometry and Dispensing Optician

through:


in implementing improvement plans based on the Board’s

recommendations.

The Board further held consultations with relevant

stakeholders to provide support and facilitate the

implementation of the recommended minimum

requirements and outcomes for ocular therapeutics. PBODO

with the assistance of the NDoH’s intervention, dealt with

the challenges emanating from the implementation of

Clinical Training for Ocular Therapeutics.

During the Standard Generating Workshops organised by

the Board with Heads of Departments, the Board continued

to encourage institutions to provide programmes in

optical dispensing, ocular therapeutics, diagnostics (post-

graduate), ethics courses and a more comprehensive five-

year programme that will include both diagnostics and

therapeutics.

Continuing Professional Development (CPD)

The Board monitored ongoing practitioner education and

activities that were accredited by approved education

and training institutions. Annual reports submitted by

accreditors and accredited service providers were analysed

by the Board. CPD providers were encouraged to offer good

quality activities including ethics.

Goal 3. Governance and Regulating Scopes of Practice

§§ Review Scopes of Practice

§§ Review the Scope of Profession for Dispensing

Opticianry and all professions under the ambit of

the Board

§§ Consider disparities between the professions and

membership fees

§§ Review of legislation to ensure that there is context

and rationale supporting the rules

§§ Strengthening of processes & timeframes pertaining

to registration

§§ Develop Guidelines for NGO’s providing Optometry

and Dispensing Opticianry Services

§§ Ensure effective functioning of the Board (and

Council)

§§ Improved effectiveness and efficiency of meetings

§§ Skills development of Board Members and

associated persons

Goal 4. Protecting the Public

§§ Prescribe professional practice standards for the

respective eye care professions

§§ Monitor compliance with the minimum standards

of care

§§ Advocate for equitable distribution of practitioners

§§ Ensure CPD compliance by all registered

professionals

§§ Continual Ethical commitment

§§ An informed public of practitioners’ ethical duties


The Board did not have evaluations for accreditation

scheduled in the period under review however, it provided

continuous monitoring and support to higher education

institutions accredited to offer Optometry and Dispensing

Opticianry programmes.

Institutions were requested to submit mid-term and annual

progress reports, where applicable. These reports gave the

Board an indication of how the institutions were progressing


§§ Multi-disciplinary practices;

§§ Scope infringement by front line staff in practices,

etc.

A report on this important engagement was shared with

the rest of the Dispensing Opticians.

Engagement with higher education institutions on policy

matters and issues pertaining to the setting of minimum

standards of education and training in optometry and

dispensing opticianry continued.


Higher education institutions were reminded of their role

to remind students of ethical conduct. This was in response

to concerns that reached the Board that students seemed

to have less regard for patients and often engage in

unprofessional behaviour.

Matters that served before Committee of Preliminary

Enquiry at 2 meetings held:

§§ Total matters handled – 28

§§ Finalised matters – 11

§§ Matters referred to Inquiry – 4

§§ Deferred matters – 4

§§ Consultation – 1

§§ Inspection – 1

§§ Guilty verdicts –

Practitioners were reminded through the Board’s newsletter

to ensure that they comply with the CPD requirements to

stay abreast of developments and remain on the register as

per legislative requirement.

Quality assurance at educational institutions

The Board continued to monitor the provision of quality

education and training of professionals under its ambit and

thus provided the necessary support to the institutions. The

review of guidelines for evaluations towards accreditation of

education programmes was finalised in liaison with higher

education institutions. This review was to incorporate

transformational issues and a component on therapeutics.

Monitoring of progress made towards implementation

of recommendations of the Board after evaluation visits

were done and the Board was satisfied with the reports

received. Some of the issues that were being address were

regarding the use of relevant and appropriately qualified

and experienced external examiners by Institutions. In

this regard, the Board developed guidelines for external

examiners for use by the institutions when appointing

external examiners. Institutions will be given an opportunity

to provide input on the guidelines before finalisation.

The Board also developed guidelines for Recognition of

Prior learning (RPL) for Therapeutics to serve as a guide

when higher education institutions assess applications for

recognition from foreign qualified practitioners.


The Board pursued its endeavour to meaningfully engage

with relevant stakeholders as this forms part of the Council’s

strategic objective.

In this regard, the Board met with the stakeholders

(representatives of Dispensing Opticians) in May 2016 in

Pretoria. The stakeholders’ meeting was attended by twelve

(12) practitioners and two HoDs. Discussions were based

on issues raised by Dispensing Opticians which included

among others:

§§ Employment of Optometrist & current business

models for Opticians;

§§ Scope expansion for dispensing opticians;


locums.

No new registration categories have been created.

BOARD EXAMINATION

The Board resolved to put on hold the process to explore

an appropriate examination model for the national board

examinations pending the finalisation of the five-year

Optometry programme. The Board is currently developing

guidelines for Board examination in relation to fee structure

for the exams to establish a clear process. Only three

(3) foreign qualified professionals undertook the Board

examination before registration with HPCSA.

GOVERNANCE

Processes and timeframes regarding registration have

been strengthened such that processing of compliant

applications should be finalised in less than six months.

The Board has through appropriate training, strengthened

its effective functioning and that of all its structures. It has

updated and reviewed the Annual Performance Plan (APP)

2016/17 on progress made on the objectives and the Risk

Register to ensure the strategic objectives were achieved.

The Board continued in its endeavour to improve its

effectiveness and efficiency in holding its meetings and

carrying out its functions.


Since the scope of the profession of optometry has

been expanded to include therapeutics, the University

of KwaZulu-Natal (UKZN) has offered the therapeutics

programme and thus far five practitioners have successfully

completed the prorammes and are in the process of being

registered with the HPCSA for recognition of therapeutics.

Prescription rights for optometrists linked to Scope

expansion: The Board continued to engage the Medicines

Control Council (MCC) to expand the list of scheduled

substances for Optometrists as approved by the MCC

and gazetted by the Minister in June 2016. This is a list of

scheduled substances that optometrists are allowed to use

and prescribe as part of the expanded scope.

The Board also made another submission to the MCC to

have contact lenses registered as medical devices in order

to regulate the illegal and online sale thereof. Dispensing

Opticians were given an opportunity to submit a proposal

to the Board for the expansion of their scope.

cope infringement by “front line” staff in Optometry/

Dispensing Opticianry practice: Following numerous

queries and complaints received by the Board regarding

the performance of certain clinical and professional acts

falling within the scope of the profession of Optometry and

Dispensing Optician by persons who are not registered in

terms of the Health Professions Act. The Professional Board

issued a media statement to remind, inform and educate

practitioners and the members of public of the rules and

regulations.


Effective processes were put in place to ensure that only

applications that were compliant for registration especially

of foreign qualified professionals were attended to by the

Board within six months of receipt of an application.

The annual monitoring of compliance to minimum

requirements before registration with Council by South

African graduates was conducted by the Board. The

Board has communicated with Universities to re-iterate

the importance of final year students or graduates to be

registered with the HPCSA before they are employed or do


PROFESSIONAL BOARD OF PHYSIOTHERAPY, PODIATRY, AND BIOKINETICS

Ms ND Dantile (Chairperson)

OVERVIEW

The Physiotherapy, Podiatry and Biokinetics Board has

been in office for a period of two years. Over the period;

the Board focused its attention on the development and

approval of its Strategic Plan, Annual Performance Plan and

Risk Register. The alignment between the strategic plans of

Council and the Board was a significant exercise to ensure

that there was synergy between the plans.

§§ The Board determined its Vision as ensuring quality

specialised skills in Physiotherapy, Podiatry and

Biokinetics for all.

§§ PPB’s Mission is to:

§– Guide, set standards and regulate the

professions in line with national and

international practices;

§– Protect the public;

§– Proactively address the needs of the

community and relevant stakeholders;

HIGHLIGHTS

§§ The Professional Board for Optometry and

Dispensing Opticians and its structures successfully

held eight meetings and workshops between April

2016 and March 2017.

§§ The Strategic Plan for the term of office 2015-2020

and the APP 2016/2017 were developed in line with

Council’s Strategic Plan.

§§ The legislative framework pertaining to Optometry

and Dispensing Opticians was reviewed and is

awaiting Council approval before being forwarded to

the National Department of Health for promulgation.

§§ The MCC’s approval of prescription rights for

Optometrists and the publishing of the gazette of

the relevant medicines to be used by Optometrists

is a great achievement.


§– The review and update of the scopes

of the professions and / or practice for

Physiotherapy/ Podiatry and Biokinetics

§– Set clinical standards for practitioners;

§– Review legislation, policies, procedures

and preceding work of the PPB Board to

determine areas of improvements e.g.

registrations of practitioners;

§– Assess the role of the Board in quality

assurance of the accreditors providing

continuing professional development

(CPD) and accreditation of short learning

programmes;

§§ Accredit of short learning programmes;

§§ Audit of Professionals regarding CPD;

§§ Ensure institutional accreditation / endorsement

(On-going according to accreditation cycle) and

curricula aligns with the minimum standards and

exit outcomes;

§– Ensure the training of evaluators for

accreditation of institutions; and

§– Define career paths of professions under the

ambit of the Board.

Goal 2. Protecting the Public

§– Empower, inform and educate the public on

their rights and expectations with respect

to podiatry, physiotherapy and biokinetics

services.

Goal 3. Advocacy, Advisory and Stakeholder Engagement

§– Develop and implement a communication

plan to effectively communicate with

stakeholders;

§– Advocate for the strategic positioning of

the podiatry, physiotherapy and biokinetics

professions in the national health care system;

§– Engage with relevant stakeholders to

encourage research that will influence policy;

and

§– Advocate for the professions and advise

relevant policy formulation; and

§– Ensure efficient and effective functioning of

the Board.

To achieve this, the Board. among other things, improved

relations with the stakeholders, improved its capacity to

add value to evaluations and accreditations of training

providers, commenced with the processes to review

policies, processes and procedures to improve service

delivery and efficiencies. To mitigate the risks associated

with Board functions, a Risk Register was adopted and

implemented in 2017.

With only one vacancy that needs to be filled, the Board

is empowered with highly skilled, professional individuals,

focused on driving continuous innovation at all levels of

strategy and operations and ensuring that the professions

receive maximum value for the contributions they pay to

the Council.


In terms of alignment between Council and Professional

Boards, a tripartite relationship characterised by

interdependence exists between Council, the Professional

Boards and the Secretariat, established to achieve the

mandate of the HPCSA. This has resulted in alignment and

adequate coordination of resources. The Professional Board

strategies align with the Council’s strategy through the

following three overarching themes, namely:

Goal 1. Guiding and Regulating the Profession

§– Review the ethical rules and guidelines and

provide feedback to the Board;


The following forms were revised and finalised:

§§ the process document,

§§ self-evaluation form,

§§ the final report form and

§§ the template for remedial actions, with the exception

of Form 206C.

The new forms will now be tested and used in the upcoming

evaluation visits to the training institutions.

Student Staff Ratio

Following a lengthy process to determine student staff

ratios at training institutions, the Board approved the

draft guidelines determined by the Board’s Task Team in

consultation with other stakeholders. The approved student

staff ratio guidelines document will serve at the next Heads

of Departments’ meeting.

Biokinetics Internship Committee (BKIN) Accredited training centres

The Board continued to advance the process of training of

Biokineticists in the country. To date, over 50 clinical training

facilities have been accredited for training of Interns

Biokinetics.

Work-Integrated Learning in the Biokinetics programme

There is a need to guide the Biokinetics programme leaders

at institutions with regard to Work-Integrated Learning and

experiential learning and how it is integrated into the four-

year qualification. The Board then established a Task Team

to develop a Guidelines document, which is in the process

§– Improve internal communication.

Goal 4. Effective and Efficient Functioning of the Board

§– Define, implement and enforce defined

roles and responsibilities between Council;

Secretariat and the Board;

§– Performance evaluation/ monitoring and

evaluation (M&E) of the Board and Board

members;

§– Develop targets and processes for the Board

and Secretariat (including turnaround times);

§– Define adequate and competent Secretariat;

§– Infrastructure and resources to support the

podiatry, physiotherapy and biokinetics

Board;

§– Guidelines and feedback processes regarding

external and additional activities as it pertains

to the functioning of the Board;

§– Define communication etiquette among

Board Members, including through email

protocol and investigate methods of

communication to enhance efficiency of the

Board (informed by communication plan /

strategy);

§– Ensure that all Professional Conduct cases are

resolved effectively and efficiently; and

§– Identify skills gaps and continuous training of

Board Members.

The strategic planning process sought to ensure that a

comprehensive and integrated strategy is developed;

and that, through this process, alignment of outcomes

and expectations is achieved for all relevant internal and

external stakeholders.


Review of accreditation documents

The Board approved the review of the evaluation

documentation and forms used for accreditation of higher

education institutions across all professions. The following

forms were revised and finalised:



Over the past year, the Board presided over several reported

cases of misconduct. Complaints ranged from breach of

ethical rules, claiming for services not rendered, malpractice,

negligence and, in some instances, practitioners were

not effectively communicating with patients. Through its

roadshows across provinces, the Board annually addresses

and warn practitioners of the trends of misconducts dealt

with at the Preliminary Committee meetings. The 2016

Roadshow was hosted in Polokwane in October and

practitioners received five CEUs and ethical points.

In an effort to circumvent misconduct, the Board promotes

that practitioners exercise professionalism and display

ethical behaviour that is of the highest standard. PPB Board,

in accordance with its Strategic Plan, placed emphasis on

quality assurance of the Accreditors approved to accredit

programmes and ensure that all practitioners are audited at

least once during the term of office.


In the past year, the Board set up a Task Team that was

subdivided into three professions, namely; Physiotherapy,

Podiatry and Biokinetics to look at profession specific

changes and development into the individual scopes. A

workshop, which was facilitated by an independent facilitator

who brought wealth of knowledge and experience to deal

with issue relating to overlaps and similarities among the

three professions and decide on delineations.

At the end of the financial year, the Task Team was finalising

the scopes document ensuring alignment and legal

compliance. The next step would be to present the scope

to the stakeholders, receive Council’s endorsement on all

the three scopes of practice and ultimately submit it for

promulgation by the Minister of Health.

As per the Strategic Plan of the Board, the subsequent step

would be to review and update the scopes of practice/

profession of the other categories under the ambit of the

Board. This process will be enhanced by the development of

the Clinical Standards and Career Pathing process planned

for the 2018/19 financial year.

of being finalised before it is sent out for comments.

Accreditation of Universities

In accordance with its mandate, the Board is required to

evaluate higher education institutions (HEIs) once every

five years and determine accreditation for the students in

training in accordance with the standards set by the Board.

The following HEIs were evaluated during the 2016/17

financial year:

PROFESSION/ PROGRAMME

INSTITUTION

Physiotherapy University of Witwatersrand

University of KwaZulu-Natal

Podiatry University of Johannesburg

Biokinetics North-West University


To improve the means of communication, the Board

issued one newsletter publication per annum to

communicate important developments in the profession

and administrative issues to all registered professionals and

students.

Annually, the Board facilitates a meeting with stakeholders as

part of its Stakeholder Engagement Strategy. Stakeholders

were invited to a meeting that comprised of University

Heads of Departments (offering professional training

in Physiotherapy, Biokinetics and Podiatry), Professional

Associations, National Department of Health and Provinces.

In the period under review, the HODs meeting was

conducted in August 2016. This meeting is of strategic

importance to the Board as it serves as a forum to discuss

matters of mutual concern for all professions under the

ambit of the Professional Board.

The Board conducted a Practitioner Roadshow in the

Limpopo province in October 2016. The roadshow was

attended by PPB practitioners from throughout the province

and neighbouring areas in public and private practice and

institutions of higher learning. Practitioners were rewarded

with CPD points for in recognition of their attendance.


PROFESSIONAL BOARD FOR PSYCHOLOGY

Prof PJ Pillay (Chairperson)

OVERVIEW AND STRATEGIC OBJECTIVES

The Professional Board for Psychology is comprised of

twenty (20) members appointed by the Minister of Health

in terms of section 15 of the Health Professions Act 1974,

(Act 56 of 1974). The Board developed a Strategic Plan,

which included the following objectives:

1. 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;

2. to review and update the ethical rules, regulations,

guidelines and policies applicable to the profession;

3. to improve inter-sectoral relations and engage with

international bodies to ensure that best practice and

benchmarking is incorporated locally;

4. to improve communication with stakeholders and

inter-sectoral relations;

5. to ensure quality of training programmes, adherence

to minimum standards for training and training

facilities, compliance to CPD requirements and


Apart from ensuring that only appropriately qualified

practitioners were registered within the respective

professions, the Board also had to ensure that foreign

qualified practitioners were registered in terms of the

relevant legislation and the latest policies of both the Board

and the Department of Health.

The Board practiced a strict process of reviewing foreign

applications to ensure that only properly trained and

qualified practitioners are registered with the HPCSA.

BOARD EXAMINATIONS

The Board successfully conducted two theoretical

and practical Board examinations for foreign qualified

Physiotherapists and Podiatrists. The first exam was held

in March/April and the second one in September/October.

19 candidates sat for the examination during 2016/2017

financial year in total.

Foreign qualified Physiotherapists

Foreign qualified Podiatrists

17 candidates 2 candidates

The mid-level workers category was another concern for

the Board. Efforts were made to engage the Department of

Health regarding its plans to advance this category. At the

recent meetings of the Board and the Education Committee,

it was acknowledged that there was a need to upgrade the

current Physiotherapy Assistance (PTA) to Physiotherapy

Technician level. It was resolved that the Board would need

to align the scope of practice and minimum standards of

the current technicians and assistance, to advance the issue

of training of technicians.

GOVERNANCE

The Board is fully committed to and endorses the principles

of corporate governance as set out in the King III Report

on Corporate Governance. It recognised its responsibility

to conduct its affairs with fiscal prudence, transparency,

accountability and fairness, thereby safeguarding the

interests of all stakeholders.


§§ Align qualifications with the South African

Qualifications Authority (SAQA) and Council on

Higher Education (CHE) requirements.

The workshops were attended by programme coordinators

of the training institutions offering programmes from

specific categories and members of the Education, Training

and Registration Committee.


One of the Board’s key strategic objectives was to improve

communication with stakeholders and inter-sectoral

relations. This is to promote dialogue with the stakeholders

in order to address the needs of the public and to provide

guidance to professionals. To this end, the following

engagement sessions were held:

22nd Annual Psychological Society of South Africa (PsySSA)

Congress

The Board participated in the 22nd Annual Psychological

Society of South Africa (PsySSA) Congress which was held

in September 2016 at Emperors Palace, Johannesburg

under the theme “Response Ability?” The Chairperson of

the Psychometrics Committee participated in the round

table discussion on Test Classification Guidelines as did the

Chairperson of the Education, Training and Registration

Committee, who participated in another round table on

training of Registered Counsellor in psychometric assessments

as well as the list of tests in Form 258.

Exchange Programme by the Health Professions Council of

Namibia (HPCNA)

The Health Professions Council of Namibia visited the

Professional Board for Psychology on 22 July 2016 for an

exchange programme. The Social Work and Psychology

Council of the HPCNA registers Social Workers, Educational

Psychologists, Clinical Psychologists, Counselling

Psychologists and Psychological Counsellors.

The purpose of the visit was to establish the following:

§§ Minimum requirements for registration and the

scope of practice for Industrial Psychologists;

§§ Minimum requirements for registration and the

scope of practice for Psychometrists;

the conducting of examinations that are enforcing

standards and that are fair and transparent; and

6. to streamline the classification process of

psychometric tests in line with the legislative

framework.

VISION AND MISSION

Vision

To guide, regulate and advocate for quality psychological

healthcare.

Mission Statement

The Professional Board will 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.


One of the primary functions of the Board is to determine

and uphold standards of education and training. This was

done though the system of evaluation and accreditation

of education and training against a set of criteria and

guidelines. The Board continued to monitor the provision

of quality education and training of professionals under

its ambit as well as providing the necessary support to

institutions. In the period under review, the Board evaluated

ten (10) university programmes and sixteen (16) internship

training facilities.

In determining and maintaining standards of education,

training and practice, in January 2017, the Board held

workshops to guide the training institutions to work on the

following:

§§ Review the SGB documents in line with the Scope

of Practice;

§§ Outline the competencies for each registration

category;


§§ Update on the regulation relating to the

establishment of the Neuropsychology Register;

§§ Common concerns raised in Evaluation Reports;

§§ The purpose and nature of an internship;

§§ The requirements for a tailored internship

programme;

§§ Academic and professional prerequisites for an

internship in Psychology;

§§ The roles and obligations of the training institutions,

collaborating universities and interns;

§§ Time lines for completion of the academic and

internship programme and registration; and

§§ Specific internship requirements for each category

with break-away discussion sessions.

In order to achieve the strategic objectives to improving

communication with stakeholders as referred above, the

following additional engagements were held in the period

under review:

ENGAGEMENTS

Two consultations with EPASSA

Meeting with medical aid schemes, to discuss non-

payment of educational psychologists by Medical aids.

Three facilitation meetings with PSYSSA and RELPAG

Meeting with the Universities of Cape Town and

Witwatersrand

Training workshop for programme evaluators

Training of test evaluators

Perusal of Educational Psychology paper question

papers by university representatives

SGB Workshops to set minimum standards for

educational and training

UNISA and DHET to clarify on the evaluation and

accreditation processes of the Board

Meeting with CPD accreditors

Workshop with Council on Higher Education

HPCSA Roadshows

§§ Policies, guidelines and procedures pertaining

to international and national qualifications;

§§ Policies, guidelines and procedures pertaining to

evaluation and accreditation of training institutions;

§§ Structure of the CPD Department and Committee;

§§ CPD guidelines;

§§ System used for random selection of practitioners

for CPD audit;

§§ Structure of the ETQA Committee; and

§§ Responsibilities of the ETQA Committee.

The HPCSA Council recommended that continuous

interaction and relationship be maintained between the

two regulatory bodies.

HEADS OF DEPARTMENT STAKEHOLDER MEETING

The Board is responsible for the oversight for quality of

education and training in psychology and accredited

institutions as well as the programmes offered by such

institutions. This was done through setting standards for

education and training and ensuring that the standards

were adhered to. The Board therefore has a statutory

obligation to act on behalf of the profession by providing

guidance to the profession to ensure that practitioners

acted in the interest of the public.

A meeting with the Heads of Departments, Intern

Coordinators / Intern Supervisors at Higher Educational

Institutions as well as Internship Training Facilities offering

training in Psychology was held in April 2016. The aim of

the meeting was to discuss and guide the supervisors and

coordinators on issues and challenges related to internship

training and related matters. Other issues of discussion

included:

§§ The role of the Board in quality assurance of

education and training;

§§ The National Mental Health Action Plan for the

period 2014 – 2020 to support the Human Resources

Health Plan;

§§ The requirements for the training of Registered

Counsellors and Psychometrists;


Complaint withdrawn 3

Found guilty and imposed fine/penalty 10

Not to proceed with complaint 2

Referred to Pro-forma Complainant 2

Fine reduced 0


In September 2011, the Minister of Health published

the Regulations Defining the Scope of the Profession of

Psychology (GNR 704 in Government Gazette 34581). The

effect of the amendment was:

(a) to introduce two new scopes of practice to

the psychologists’ profession, namely forensic

psychology and neuropsychology; and

(b) to define the individual scopes of practice for each

registration category for psychologists.

The Regulations codified the various functions that each

registration category could lawfully perform within their

respective scopes of practice. They also expanded the

scope of practice for educational psychologists. However,

these Regulations were challenged by the Recognition of

Life Long Learning in Psychology Action Group Alliance

(ReLPAG) and the Justice Alliance of South Africa (JASA) at

the Western Cape High Court. The parties involved, which

included the Minister of Health, Health Professions Council

of South Africa (HPCSA), Professional Board for Psychology,

ReLPAG and JASA entered into an agreement in November

2016, which stated that:

(a) the Court would declare the Regulations invalid;

(b) the Court would suspend the declaration of invalidity

for 24 months to afford the Minister, HPCSA and

Professional Board for Psychology an opportunity to

correct the defects; and

(c) during those 24 months, the HPCSA and Professional

Board for Psychology will be obligated to consider,

on a case-by-case basis, suspending pending

disciplinary proceedings against psychologists,

charged with practising outside the scope of practice

of their registered category, until the Regulations

have been corrected.

ENGAGEMENTS

Two consultations with EPASSA

Meeting with medical aid schemes, to discuss non-

payment of educational psychologists by Medical aids.

Three facilitation meetings with PSYSSA and RELPAG

Meeting with the Universities of Cape Town and

Witwatersrand

Training workshop for programme evaluators

Training of test evaluators

Perusal of Educational Psychology paper question

papers by university representatives

SGB Workshops to set minimum standards for

educational and training

UNISA and DHET to clarify on the evaluation and

accreditation processes of the Board

Meeting with CPD accreditors

Workshop with Council on Higher Education

HPCSA Roadshows


In terms of the mandate of the Committee of Preliminary

Inquiry, the Committee is 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 Committee of Preliminary Inquiry has held seven (7)

meetings within this reporting period and the following

matters were dealt with:

Matters that served before the Committee 133

Explanations noted/accepted 48

Cautioned/ Reprimanded 9

Inspections 5

Consultations 13

Disciplinary Inquiry with option of fine 17

Disciplinary Inquiry 8

Further consideration deferred 16


This agreement was made as order of court in November 2016. The practical consequences of the order were that all

psychologists shall remain bound by the content of the Regulations, despite the declaration of invalidity, for the 24-month

period of suspension.

The Professional Board for Psychology was in the process of reviewing the Regulations and in order to finalise Regulations

with the 24-month period, the Professional Board for Psychology established a Working Group on the Promulgation of

Regulations. Part of its mandate was to conduct stakeholder engagements where inputs into the scope of practice would be

received from psychology practitioners and associations. There would be further engagements with relevant stakeholders.

BOARD EXAMINATION

As part of the mandate of the Board to ensure that qualified and competent persons are registered, the Board conducted

three Board Examinations. The purpose of Board examinations was to measure the capacity of graduates, foreign qualified

practitioners and practitioners applying for restoration to enter the profession for community service, supervised practice

and independent practice. Details are provided in the Table below:

DATE OF EXAMINATION

EXAMINATION CATEGORYNUMBER OF

CANDIDATES WHO WROTE

NUMBER OF CANDIDATES WHO PASSED

NUMBER OF CANDIDATES WHO FAILED

June 2016 Clinical Psychology 47 44 3

Counselling Psychology 9 8 1

Educational Psychology 29 7 22

Industrial Psychology 36 32 4

Research Psychology 12 12 0

Registered Counsellor 130 122 8

Psychometrist Independent Practice 34 14 20

Total 297 239 58

DATE OF EXAMINATION



NUMBER OF CANDIDATES WHO

PASSED


October 2016 Clinical Psychology 66 66 0







Psychometrist Supervised Practice 6 1 5

Total 346 261 85


DATE OF EXAMINATION



NUMBER OF CANDIDATES WHO PASSED


February 2017 Clinical Psychology 25 25 0







Psychometrist Supervised Practice 5 3 2

Total 418 340 78

Total number of candidates that wrote and passed the

National Board Examinations

1 061 candidates wrote the Board Examination, 840

candidates passed the Board Examination and 221

candidates failed the Board Examination during the period

under review.

GOVERNANCE

The Board finalised and adopted the Annual Performance

Plan (APP) and Operational Plan that directed how the

Board should conduct its strategic and day to day activities

and ensuring that it meets its goals. A Risk Register was

also developed alongside the APP to identify and mitigate

potential risks.

HIGHLIGHTS

To achieve the strategic objectives as referred to above, the

following meetings and Board activities were conducted

between April 2016 and March 2017:

BOARD ACTIVITIESNUMBER OF ACTIVITIES

Professional Board meetings 2

Risk Register Planning Workshop 2

HPCSA Roadshows 1

Executive Committee meetings 4


Committee meetings8

Examinations Committee meetings 3

Committee for Preliminary Inquiry

meetings 7

Psychometrics Committee meetings 4

Accreditation and Quality Assurance

Committee meetings4


PROFESSIONAL BOARD FOR RADIOGRAPHY AND CLINICAL TECHNOLOGY

Mr A Speelman (Chairperson)

OVERVIEW

The Professional Board for Radiography and Clinical

Technology is constituted by thirteen (13) 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 had vacancies that will be filled through a nomination

for two (2) Radiographers, two (2) Clinical Technologists and

one (1) vacancy for a Community Representative.

The Board conducted the following meetings during the


§§ Two (2) Professional Board meetings;

§§ Two (2) Executive Committee meetings;

§§ Two (2) Education Training and Registration

Committee meetings;

§§ Two (2) meetings for the Committee of Preliminary

Inquiry;

§§ Two (2) Workshops on Evaluation of Clinical Facilities

and a Risk Workshop; and

BOARD ACTIVITIESNUMBER OF ACTIVITIES

Heads of Departments/Stakeholder

meeting1

Workshops on the review of SGB

documents1

Task Team meetings/Ad Hoc meetings 11

National Board Examinations 3

Accreditations 21

Congresses and Conferences 2

CPD Accreditors’ meeting 1

Workshop with Council on Higher

Education1

Central marking of examinations 1

MEETING WITH THE MEDICAL AIDS

In August 2016, the Board representatives held a meeting

with representatives from the Board of Healthcare Funders,

Polmed, Profmed, Discovery Health and the Chartered

Accountants Medical Aid Fund. The meeting was held on

request from the professional associations as well as Medical

Aids. The purpose of the meeting was to discuss issues related

to non–payment of claims from Educational Psychologists,

interpretation of the scope of practice and on performance

of neuropsychological assessments by Educational

Psychologists.

The Board advised that the scope of the profession was

developed to delineate acts that specifically pertained to

the Psychology profession and to protect those acts from

being performed by non-psychologists. The scope of

practice was to demarcate acts for the different Psychology

professions. They were further advised that practitioners

should be remunerated for claims that were within their

scope of practice. At that time, the Board was developing

practice guidelines for Educational Psychologists based on

the current regulations defining the scope of the profession

for psychology. These guidelines would clarify the scope of

Educational Psychologists.


§§ Timeously respond to the needs of stakeholders;

§§ Function in an effective and efficient manner.


The Board has set clear strategic objectives that must be

achieved during the current term of office. The following

strategic objectives were set as priorities:

Goal 1. Protect the public through ensuring adherence to standards, regulations and requirements by practitioners:

§§ Review all current regulations related to Radiography and Clinical Technology;

§§ Ensure that governance documents relating to

ethics and practice are clearly defined;

§§ Promote participation, access and compliance to

CPD;

§§ Develop the regulation of medical devices related to

the RCT professions;

§§ Educate the public on their ethical rights; and

§§ Ensure ethical conduct by professionals.

Goal 2. Guide the Professions through Promoting Competent, Quality Practitioners:

§§ Maintain the quality of education and training

standards;

§§ Training of Evaluators;

§§ Review and update the Scopes of Profession, Scopes

of Practice and Standards of Practice;

§§ Review guidelines and policies relating to Role

Extension; and

§§ Review Restoration Policy and non-clinical practice.

Goal 3. Ensure Effective Communication and Collaboration with Stakeholders:

§§ Develop, implement and monitor a stakeholder

engagement plan; and

§§ Advocate for the creation of additional positions and

career pathing.

§§ Two (2) task team meetings to revise the scope of

the Profession of Radiography.

The Board developed and reviewed the evaluation and

accreditation criteria, guidelines and policies on the basis of

which education and training providers would be evaluated

and accredited. There were concerns raised regarding the

breach of confidentiality prior to accreditation reports

being finalised. These were addressed at the Education

Committee meeting. Payment of accreditation fees by

universities also posed a challenge as the Board could not

recover all expenses incurred as part of its quality assurance

function.

The Board developed policies, guidelines for the candidates,

examiners and moderators to ensure consistency and a

transparency in examinations conducted by the Board. The

Board functioned within its budget provision during the

period under review.

VISION AND MISSION

Vision

The Vision of the Board is to be an effective regulator of the

radiography and clinical technology professions

Mission

The Professional Board for Radiography and Clinical

Technology strived to achieve the following:

§§ 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 & external);


§§ Application for approval to conduct a private

practice (Form 165).

A new pool of evaluators for Radiography and Clinical

Technology were appointed to improve on capacity and

transparency.

The Board made recommendations to Council that the

regulations relating to the qualifications for the registration

of Radiographers and Clinical Technologists be amended to

include the 4-year Radiography professional degree. These

were approved for submission to the Minister of Health for

promulgation.

The Board was finalising the minimum education and

training standards for image interpretation and contrast

media administration. The Board also set the minimum

education and training standards for Electro-Cardiographic

(ECG) and Electro-Encephalographic (EEG) and Spirometry.

The Board was in the process of reviewing its ethical rules

to ensure that they are in line with the scope of profession.


The Board communicates with its stakeholders through the

website, newsletter, e-bulletin and at least two stakeholder

meetings per annum in different provinces.

Once a year, the Board facilitates a meeting with University

Heads of Departments offering Radiography Training,

Professional Associations, and the Directorate for Radiation

Control as well as Deputy Directors for Radiography of the

Provincial Departments of Health as part of its stakeholder

engagement. The stakeholder engagement meeting is of

strategic importance to the Board as it serves as a forum to

engage on matters of mutual concern for both professions.

Goal 4. A Board that Functions in an Effective and Efficient Manner:

§§ Review current systems, processes and internal Board policies to improve efficiency

§§ Ensure all roles and responsibilities within the Board are clearly defined

§§ Improved effectiveness and efficiency of meetings

§§ Development and Training of Board Members

§§ Ensure the effective and efficient registration of

professionals

These strategic objectives were aligned with those of

the HPCSA and are intended to provide direction and set

priorities for the Board. It is anticipated that these strategic

objectives will bring about an improved service delivery to

practitioners, the public and hopefully take both professions

to greater heights.


The Board continued to monitor the provision of quality

education and training of professionals under its ambit and

has ensured that the evaluation of institutions and training

facilitates which were due for re-accreditation in the five-

year accreditation cycle were conducted.

The Board conducted thirty (30) Radiography clinical training

facilities evaluations and four (4) Radiography educational

programmes. Twenty-six (26) evaluations for the accreditation

of Clinical technology training facilities were conducted.

The Board reviewed all the Board’s policies and guidelines

to ensure that they remained relevant and current. The

following accreditation/evaluation documents were

reviewed:

§§ Report on the HPCSA accreditation programmes;

§§ Guidelines for the evaluation and accreditation of

clinical training facilities for Radiographers (Form 184

Annexure B);

§§ Guidelines for the accreditation of educational and

training institutions;

§§ Procedure for accreditation of Radiography and

Clinical Technology education and training (Form

184/197); and


The Board’s Committee of Preliminary Inquiry finalised

eleven (11) complaints, referred five (5) matters for

professional conduct inquiries, one (1) matter was deferred

to obtain further information and there were two (2) guilty

findings.


Radiography

The document on draft regulations defining the scope

of profession of Radiography was gazetted for public

comment in August 2016 for a period of three (3) months.

The document on Draft Regulations defining the scope

of profession of Radiography was revised by the Board

taking into consideration comments received from the

public which were submitted by the Department of Health.

Some of the comments were incorporated into the revised

Draft Regulations defining the scope of profession of

Radiography.

The Board was in the process of finalising the scope of

profession of Radiography which will in future include

image interpretation and contrast media administration.

Clinical Technology

The regulations relating to registration of Technicians

Technology in Electro-Cardiographic (ECG) and Electro-

Encephalographic (EEG) and Spirometry were published

for comment on 24 February 2017. The Board will revise

the regulations relating to registration of Technicians

Technology in Electro-Cardiographic (ECG) and Electro-

Encephalographic (EEG) and Spirometry taking into

All provinces and HODs were represented at the Board

Stakeholder Meeting held in May 2016 in Kempton Park.

Among the issues discussed were the following:

§§ The Strategic Plan of the Board;

§§ The role extension for radiographers;

§§ The Degree in Health Professions Education for the

Professional Board for Radiography and Clinical

Technology;

§§ Work-integrated learning – the role of simulation in

attaining clinical competence;

§§ Electro-cardiographic technicians and electro-

encephalographic technicians training;

§§ The minimum total clinical hours required for the

new Bachelor degrees in Radiography;

§§ Conditions of the hospitals and its impact on student

training; and

§§ Funding for radiographers and clinical technologists.

The Radiography and Clinical Technology Day was held on

11 November 2016 attended by 61 practitioners. The theme

for 2016 RCT Day celebration was “Social Determinants

of Health: The Role of Health Professionals.” The annual

celebration is meant to commemorate the discovery of

X-radiation by William Roentgen in 1895, as well as the

Clinical Technology Profession. Speakers included members

from the Board, Council and representatives from the

Western Cape Department of Health. Practitioners who

attended were further awarded with CPD points.

The Registration Department was available at the

conference venue to enable practitioners to update their

details, pay their annual fees and answer any questions

practitioners might have regarding their registration with

the Council.


The Board considered and acted on seventeen (17)

complaints relating to, practicing outside of scope of

practice, unprofessional conduct towards clients and

colleagues, insufficient treatment of patients, etc. The

Board also received quarterly status reports on professional

conduct matters to enable the Board to monitor progress,

as well as trends in complaints.


GOVERNANCE

The Board developed a Strategic Plan, which addressed its

mandate in terms of the Health Professions Act, 1974 (Act

56 of 1974). The Board also attended a risk management

workshop where a Risk Register was finalised.

The Board reviewed and updated the Annual Performance

Plan (APP) 2016/17 on progress made on the objectives

and the Risk Register to ensure that the strategic objectives

were achieved.

HIGHLIGHTS

§§ he Open Day Outreach to practitioners, which was

generally well received.

§§ Progress made with the revision of the Scope of

Profession and revision of Ethical Rules to promote

ethical practice and protection of the public within

set quality norms, standards and guidelines.

§§ Progress made regarding the establishment of

the register for ECG Technicians and Spirometry

Technicians. The regulations relating to the

registration of Technicians Technology in Electro-

Cardiographic (ECG) and Electro-Encephalographic

(EEG) and Spirometry were published for comment

in February 2017.

§§ The Board amended the restoration policy

and delegated the function to be conducted

administratively based on the specific criteria to

function in an effective and efficient manner and to

streamline timeous registration.

consideration comments from the Public submitted by the

Department of Health.

The Board was in the process of reviewing the scope of

profession and ethical rules for Clinical Technology.

BOARD EXAMINATIONS

The Board reviewed the following guidelines for Board

examination to establish clear process.

§§ Guidelines for the examinations of foreign qualified

Radiographers in the category: Diagnostic;

§§ Theory examination answer book;

§§ Examination register;

§§ Instructions and guidelines for invigilators and

Practical assessors; and

§§ Diagnostic clinical competency assessment form.

The total number of professionals/students/interns who

wrote the Board Examination in 2016 is nineteen (19).

DATENATURE OF

EXAMINATION

NO OF CANDIDATES WHO WROTE

11 – 13 October

2016

Radiography

(Foreign Qualified)

8

6 – 8 April 2016 Radiography

(Foreign Qualified)

7

25 – 27 October

2016

Electro-

Encephalographic

(EEG)

4


PROFESSIONAL BOARD FOR SPEECH, LANGUAGE AND HEARING PROFESSIONS

Dr S Balton (Chairperson)

OVERVIEW

The Professional Board for Speech, Language and Hearing

is responsible for guiding the profession and protecting the

public by focusing on continuous best practice governance

output.

The Professional Board comprises of highly skilled,

professional individuals, charged with an oversight function

which carries with it several specific responsibilities, namely:

understanding, developing, reviewing and monitoring

the Board’s strategy, annual performance plans, risk

management and budgets with the view to ensuring

that the profession receives maximum value for the

contributions paid to the Council.

VISION AND MISSION

Vision

A leader in regulating the education, training and practice

of Speech, Language and Hearing professions.

Mission

The Speech, Language and Hearing Board strives 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

§§ To promote the health, development and well-being

of the nation.

§§ The Board actively engaged and reviewed the

following regulations:

§§ Proposed amendments of the Regulations relating

to the qualifications for registration of Speech

Therapists, Speech Therapists and Audiologists,

Audiologists and Hearing Aid Acousticians.


to the registration of additional qualifications

by speech therapists, speech therapists and

audiologists, and audiologists.


to the constitution of the professional board for

speech, language and hearing professions.


The Board embarked on a careful analysis of the SWOT

factors, with a view of aligning the strategic plan, vision,

mission and objectives;

§§ to regulating and guiding the profession;

§§ stakeholder engagement initiatives; and

§§ effective functioning of the Board


The Board provided continuous support and monitoring

to institutions accredited to offer the speech language and

hearing programmes. Furthermore, the institutions were

provided support in terms of ensuring that the clinical

training hours, demographic profiles etc are in alignment


BOARD EXAMINATION

The Board approved the following Professional Board Examinations during the reporting period:

BRD CODE REG CODE

2016- 04

2016- 05

2016-06

2016-07

2016-08

2016-09

2016-10

2016-11

2016-12

2017-01

2017-02

2017-03

GRAND

TOTAL

SLH AU - - - - - - - - - - 1 1

SLH ST - - - - - - 1 - - - - 1 2

SLH ST&A - - - - - - - - - - - - 0

SLH Total 3

with the minimum requirements of the board as outlined in

the speech therapy and audiology regulations.

The Board revised the following educational and training

related regulation to ensure that the accredited institutions

and programmes are updated namely;

§§ Regulations relating to the qualifications for

registration of Speech Therapists, Speech Therapists

and Audiologists, Audiologists and Hearing Aid

Acousticians;

§§ Regulations relating to the registration by speech

therapists, speech therapists and audiologists, and

audiologists of additional qualifications.

The Board engaged with the higher education institutions

and reviewed the following documents:

2016/17 HIGHER EDUCATIONAL INSTITUTIONS RELATED MATTERS

ACTIVITY NUMBER OF INSTITUTIONS

Curriculum review 2

Demographic profile

template

6

Clinical hour template 6

PROFESSIONAL BOARD ACTIVITIES

NUMBER OF ACTIVITIES

Board meetings 2

Board Strategic Workshop 2

Board Stakeholder Workshops 1


committee

3

Executive Committee (Budget) 1

Ad-Hoc meetings 3

Task Teams

Board Workgroup Task Team 2

Language and Culture – Speech

Therapy & Audiology

3

Telepractice 0

Training Programme Accreditations 0

Clinical Training Sites Accreditations 0

Total 17


§§ The Board developed and approved the Stakeholder

Engagement Plan for the Board in November 2016;

§§ The Board developed and approved the Risk Register

of the Board in November 2016;

§§ The Board reviewed the regulations relating to

qualifications and additional qualifications relating

to the registration;

§§ The Board approved the reviewed supervised

practice guidelines as recommended by the

Education, Training and Registration Committee;

§§ The Board approved the reviewed examination

guidelines as recommended by the Education,

Training and Registration Committee;

§§ The Board approved the reviewed evaluation and

accreditation guidelines as recommended by the

Education, Training and Registration Committee;

§§ The Board approved nominations of Board

representatives to the OCP Assistive Devices Task

Team.


The Board identified stakeholder engagement as one of its strategic goals. This was intended to improve\ stakeholder

engagement to promote the Speech, Language and Hearing Professions. The stakeholder engagement initiatives are

intended to forge collaborations and to keep stakeholders abreast regarding matters affecting the profession and the

Board.

The following stakeholder engagements took place for the period under review:

STAKEHOLDER ENGAGEMENT DESCRIPTION DATE ENGAGEMENT HELD

The Board representatives met with the Universities representatives and eMOYO

relating to the KUDUwave device. The Board aims to formulate a Position Statement

in relation to the Programme and the KUDUwave device.

20 June 2016

The Professional Board Newsletter Published on 01 September 2016

The discussion regarding the use of KUDUwave for Ototoxicity Monitoring 05 December 2016


The proposed regulations defining the scope of the

profession of Audiology was submitted to the National

Department of Health (NDOH) and is underway for

promulgation by the Minister of Health.

GOVERNANCE

In line with the Regulations relating to the functions and

functioning of the Professional Boards, the Board co-opted

two (2) subject matter experts to the Board, in particular, to

enhance expertise in the education training and registration

committee and executive committee of the Board. The

purpose was to fill the vacancies while awaiting the Minister

of Health to make permanent appointments.

The Board deliberated on amending the constitution of the

Professional Board, which will have an impact on the current

regulation relating to the constitution of the Board. Broader

consultation was undertaken to ensure that inputs of the

different Professional Boards were taken into consideration

prior to the proposed amendment being tabled to Council

for endorsement.

HIGHLIGHTS

§§ The Board approved the Strategic Plan for 2016-2020

in November 2016;

§§ The Board reviewed the Strategic Plan and Annual

Performance Plan in January 2017;

GOVERNANCE

Part


turn accounts to Parliament and the Portfolio Committee

on Health.

In terms of Section 3 (p) of the enabling legislation, the

HPCSA has to submit to the Minister –

i. a five-year strategic plan within six months of the

council coming into office which includes details as

to how the council plans to fulfil its objectives under

this Act;

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

financial year;

The above stated information was submitted to the Minister

during the reporting period.

1. INTRODUCTION

Corporate governance embodies processes and systems

that allows public entities directed, controlled and held to

account.

In addition to the legislative requirements based on

enabling legislation, corporate governance with regard to

the HPCSA is applied through the precepts of the Health

Professions Act and is run in tandem with the principles

contained in the King’s Reports on Corporate Governance.

The Council Members have pleasure in submitting their

report on the annual financial statements of Health

Professions Council of South Africa for the year ended 31

March 2017.

2. THE EXECUTIVE AUTHORITY

The HPCSA’s accounting authority (Council) accounts to the

National Minister of Health as its Executive Authority who in

PART D: GOVERNANCE


3. THE ACCOUNTING AUTHORITY/ COUNCIL

The Health Professions Act requires that the Council

Members exercise the duty of utmost care to ensure

reasonable protection of the assets and records of the

HPCSA. They must act with fidelity, honesty, integrity and

in the best interests of the HPCSA in managing the financial

affairs of the HPCSA be able to disclose on request from the

National Department of Health all material facts, including

those reasonably discoverable, which in any way may

influence the decisions or actions of the Department.

The role of the Council is as follows:

§§ The Council is ultimately accountable and

responsible for the performance and affairs of the

HPCSA and the Council has responsibility in the

following areas:

§§ Strategic Role

§§ Determination of Policy and Procedures and Levels

of Materiality to ensure the Integrity of the HPCSA’s

Risk Management and Internal Controls

§§ Monitoring of Operational Performance and

Management

§§ Chairperson / Council Member Orientation and

Induction

§§ Conflict of Interest and Independence

4. COUNCIL CHARTER

The Council Charter is in accordance to the Health Professions

Act and run in tandem with the principles contained in the

King’s Report on Corporate Governance. Compliance to the

Charter is handled effectively and transparently.

5. COMPOSITION

In terms of Regulation 10 (1) (a) 2 of the Regulations relating

to the establishment, objects, functions and powers of the

Health Professions Council of South Africa, the Council may

from time to time establish committees to assist in the

execution of its responsibilities. The tables in the next pages

reflects committees utilized by the Council. During the year

under review, apart from the members, the Registrar and

Executive Management also attended the meetings of

Council & its committees and participated actively.


COUNCIL STRUCTURES ACRONYM

COUNCIL COUNCIL

COUNCIL MANAGEMENT COMMITTEE MANCO

EXECUTIVE COMMITTEE EXCO

AUDIT AND RISK MANAGEMENT ARCOM

FINANCE AND INVESTMENT COMMITTEE FINCOM

TENDER COMMITTEE TENDER

PROPERTY COMMITTEE PROPCOM

HUMAN RESOURCES AND REMUNERATION COMMITTEE REMCO

ICT STEERING COMMITTEE ICT COM

PENSION AND PROVIDENT FUND COMMITTEE PPFCOM

HUMAN 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 members depicted on Page 06 of this Annual Report


COU

NCI

L

MA

NCO

EXCO

ARC

OM

FIN

COM

TEN

DER

PRO

PCO

M

REM

CO

ICT

PPFC

OM

HRP

CO

M

BPCO

M

PCR

COM

CPD

CO

M

ETQ

A C

OM

HEA

LTH

CO

M

MEMBERNO. OF MEETINGS HELD

6 2 5 4 4 3 2 6 1 3 4 3 4 3 1 6

1. Dr T. K. S. Letlape 6 2 5 1 1 3 2 3 1 1 1

2. Mr L. A. Malotana 6 2 3 6

3. Ms X Bacela 4

4. Dr S Balton 3 4

5. Dr T Carter* 4 1 1 1 0

6. Maj Gen Z Dabula* 2

7. Ms N. D. Dantile 5 5 3

8. Ms R. M. Gontsana 6 6

9. Prof N. S. Gwele 2 3

10. Prof S. M. Hanekom 6 4

11. Ms M. M. Isaacs 4 4 4

12. Mr M Kobe 6 2 4 5 3

13. Mr M. A. W. Louw 6 3 4

14. Adv T Mafafo 4 1 0

15. Prof N. J. Mekwa 6 5 4 4

16. Prof K. O. Mfenyana 6 4 1

17. Dr R. L. Morar 3 5 4 1

18. Mrs D Muhlbauer 3 3

19. Dr T. A. Muslim 5 5 4 3 3


COU

NCI

L

MA

NCO

EXCO

ARC

OM

FIN

COM

TEN

DER

PRO

PCO

M

REM

CO

ICT

PPFC

OM

HRP

CO

M

BPCO

M

PCR

COM

CPD

CO

M

ETQ

A C

OM

HEA

LTH

CO

M

MEMBERNO. OF MEETINGS HELD

6 2 5 4 4 3 2 6 1 3 4 3 4 3 1 6

20. Ms J. M. Nare 6 2

21. Prof Y. I. Osman 3

22. Prof B. J. Pillay 6 4

23. Mr S Ramasala 1 3 3 3 2 4

24. Ms D. J. Sebidi 6 2 1 4

25. Mr S Sobuwa 6 1

26. Mr A Speelman 3 3 3

27. Dr A Thulare** 1 0

28. Mr K. O. Tsekeli 6 3 1

29. Ms M. S. van Niekerk 6 1 6

30. Dr E Van Stade* 6 1 1

31. Prof G. J. Van Zyl 5 1

* Dr E Van Stade appointed in February 2016

* Major General Z Dabula appointed in June 2016

* Dr T Carter Resigned as representative of National Department of Health in October 2016

** Dr A Thulare appointed as representative of National Department of Health on 01 February 2017

Further to the above and in accordance with the relevant terms of reference, persons who are not members of Council

have been co-opted to serve on the Council Committees. Attendance of the co-opted members of the committees was

as follows –


ARC

OM

HRP

HEA

LTH

CPD

ETQ

A

TEN

DER

FIN

COM

REM

CO

ICT

STEE

RIN

G

MEMBERSNO. OF MEETINGS HELD

4 4 7 3 1 3 4 6 1

1. Ms M. Baruth 3

2. Dr P Brijlal 1

3. Mr G. Ferreira 4

4. Dr T. Fish 1

5. Ms RJ Ganda 2

6. Dr G. P. Grobler 7

7. Adv S. Gugwini-Peter 4

8. Prof T. Guse 2

9. Dr V. Harilall 0

10. Dr K Khoza-Shangase 1

11. Mr W. Kuperus 6

12. Prof B Luke 1

13. Dr S.S. Maharaj 3

14. Prof TB Mashego 1

15. Ms V. Mbhatsani 1

16. Prof D. McQuoid-Mason 4

17. Dr T. P. Moloi 6

18. Ms J. Mthombeni 1

19. Dr Z. Ngobese 6


ARC

OM

HRP

HEA

LTH

CPD

ETQ

A

TEN

DER

FIN

COM

REM

CO

ICT

STEE

RIN

G

MEMBERSNO. OF MEETINGS HELD

4 4 7 3 1 3 4 6 1

20. Mr S. Ngwenya 3

21. Mr P Nkukwana 1

22. Mr S Ntuli 1

23. Ms I. Nzotta 2

24. Dr J. Oosthuysen 3

25. Prof M. E. Parker 3

26. Ms A. Pinto-Prins 2

27. Ms B Pule 7

28. Mr C. Qoto 3

29. Mr C. Qoto 1

30. Prof S. Rataemane 7

31. Mr J. Segole 1

32. Ms F Segooa 1

33. Ms B. Shongwe 4

34. BV Shongwe 1

35. Dr N. Tsotsi 4

36. Mr W. van der Net 3

37. Prof L. Van Niekerk 3 1

Remuneration

Remuneration of Council and its Committee members is embodied in the Annual Financial Statements of this report.


an adequate and effective risk management system is in

place. This means that Council has a responsibility to decide

and approve the HPCSA risk appetite and its tolerance

levels. The Enterprise Risk Management (ERM) Policy

Framework delegated the responsibility of overseeing the

management of the HPCSA’s risks to the Audit and Risk

Committee (ARCOM) of Council. ARCOM’s role is to ensure

that the approved risk management policies and processes

are embedded across the HPCSA and implemented by the

Secretariat.

ARCOM assists Council in discharging its duty to ensure that

the HPCSA maintains adequate accounting records, internal

controls and systems to provide reasonable assurance on

the integrity and reliability of financial information and

to safeguard its assets. Strategic and operational risks

are managed through the ERM Policy Framework, which

dictates formal annual strategic, Professional Boards and

departmental risk assessments, to ensure that HPCSA has a

comprehensive view of its risk exposure.

The Registrar/CEO is the Accounting Officer and is

responsible for ensuring that the HPCSA maintains an

effective, efficient and transparent systems of financial

management, risk management and internal control.

The Internal Management Committee (IMC) is a senior

management structure responsible for identifying,

managing and control risks inherent to the operations of

their various departments. The IMC is also responsible for

establishing what the residual risk levels are and areas that

need special focus by management.

7. INTERNAL AUDIT AND AUDIT COMMITTEES

Internal audit is an element of the internal control

framework established by the Council to examine, evaluate

and report on accounting and other controls on operations.

Internal audit assists the Council in the effective discharge

of its responsibilities and functions by examining and

evaluating controls. The objectives of internal audit include

promoting effective control at reasonable cost and assisting

the Council generally in the pursuit of value for money.

The internal audit generally entails:

6. RISK MANAGEMENT

The underlying principle of the HPCSA’s risk management

philosophy is to have a thorough understanding of its

risk exposures in order for Council to be appropriately

informed to make strategic decisions in the interests of all

stakeholders.

Council has approved the Enterprise Risk Management

(ERM) Policy Framework that addresses the structures,

processes and standards implemented to manage risks

on an enterprise-wide basis in a consistent manner. These

range from strategic risk management, operational risk

management, IT risk management, compliance processes,

internal audit systems, financial risk management, and a

range of other line management interventions.

The policy framework further addresses specific

responsibilities and accountabilities for the ERM process

and the reporting of risks and incidences at various levels

within the HPCSA, ensuring thorough and transparent

governance processes.

The Compliance function is centralised under the leadership

of the Risk Management Officer, and the organisation

is currently in the process of appointing a dedicated

Compliance Officer.

Operational risks are defined as risk associated with

losses resulting from breakdowns in internal processes,

procedures, people and systems.

This risk category is managed through a system of internal

controls, based on approved policies and procedures for

initiation, verification and reconciliation of transactions, and

adequate segregation of duties and delegated authorities.

The operational risk category includes fraud and financial

misconduct, as well as risks pertaining to legal, human

resources and information and communication technology.

6.1 Governance of Risk

Council has an overall strategic accountability for the total

process of the HPCSA risk management, and ensures that


7.1 2016/17 Risk Management Key Focus Areas and Achievements

STRATEGIC OBJECTIVEOBJECTIVE

STATEMENTS (ACTIVITIES)

To establish HPCSA wide

risk awareness culture of

identifying, quantifying

managing and reporting

of risks within all levels of

the organisation

Development of

Enterprise Risk

Management Policy

Framework and Strategy

Risk awareness training

throughout the HPCSA

Council Strategic risk

assessment, Professional

Boards strategic

risk assessments

and operational risk

assessments

To establish a system

that can identify, monitor

and track compliance

of the HPCSA with all

relevant governance,

laws, regulatory and other

requirements.

Development of the

Compliance Management

Policy Framework

In the year under review, the HPCSA Enterprise Risk

Management function gained maturity. To this end,

Council approved the Enterprise Risk Management Policy

Framework. This was to ensure that the HPCSA sustains a

comprehensive risk management framework and strategy

to meet both legislative and best business practice

requirements.

During the period under review, risk management

capabilities were strengthened through risk assessments

and developments of the HPCSA Strategic Risk Register,

Professional Boards Strategic Risk Registers and

Departmental Risk Registers. During these assessments,

the risks that each area was exposed to were identified,

quantified, and are continuously mitigated, controlled and

monitored.

As part of implementing the HPCSA ERM Policy Framework,

the HPCSA also developed and approved a Compliance

§§ review of information systems and related internal

controls;

§§ examination of financial and operating information

for management;

§§ review of the economy, efficiency and effectiveness

of operations and of the functioning of non-financial

indicators and controls in this regard;

§§ review of the implementation of corporate policies,

plans and procedures;

§§ special investigations.

§§ The audits comprise of planning, execution,

reporting, risk assessment;

§§ The audit programmes and working papers are

approved by Freedom Park before audits commence;

§§ Liaise with the external auditors to reduce the scope

of work.

The HPCSA has outsourced the Internal Audit function.

Internal Audit provides assurance regarding the ERM

processes and standards from both design and functional

perspectives. Internal Audit independently audits the

adequacy and effectiveness of the organisation’s risk

management, control and governance processes.

The Audit and Risk Management Committee of the Council

is an independent committee chaired by an independent

non- executive Chairperson. It was established to provide

additional assurance on the reliability and integrity of

both financial and non-financial activities of Council.

Council has delegated responsibility for the oversight

of risk management to the Audit and Risk Management

Committee.

This Committee monitors that the internal controls are in

place, ensures that effective internal audit is in place and

that roles and functions of external and internal audit

are sufficiently clarified. The Committee also provides an

objective overview of the operational effectiveness of

Council’s internal controls, risk management, governance

and reporting and monitors the process of addressing

significant matters that might impact on internal controls

arising out of the internal and external audit reports


RISKIMPLEMENTED

STRATEGIES

Strategic

Ultra-vires acts and

inconsistent decisions

making (Board and

Council)

Conducted Professional

Boards Training workshops

Induction of Council

and professional boards

members

Governance structures

meeting are attended by

internal legal advisors

Ensuring that Rules and

Regulations are complied

with when making

decisions

Strategic

Misaligned legislation,

regulations, rules, policies

and procedures to national

health imperatives

Ensuring compliance with

the Health Professions Act

56 of 1974

Ongoing development,

reviews or rules and

regulations

Operational

Failure to attract and retain

critical skills

Development and

implementation of Skill

Attraction - Retention

and Succession Planning

Framework

Strategic

Lack of synergy between

functions in the

HPCSA (administration,

professional Boards and

Council)

Strengthening of the inter-

board forum function

Improved dissemination

of execution of resolutions

of Professional Boards

(including respective

boards committees) and

Council (including its

committees)

Operational

Unethical behaviour by

employees – leading

to employees getting

involved into acts of

committing fraud, theft

and/or corruption

Internal audit

Delegation of Authority

Ethics Code of conduct

policy

Segregation of duties

Develop and implement

fraud prevention policy

Management Policy Framework in ensuring that the

HPCSA’s compliance risks are identified and effectively

managed on an ongoing basis. A number of Risk Awareness

workshops were held across the HPCSA.

7.2 2016/17 Key Risks Facing the Organisation

The HPCSA identified key inherent risks that affected the

organisation. The risks and strategies taken to mitigate

these risks are outlined below:

RISKIMPLEMENTED

STRATEGIES

Compliance

Negative Impact on

HPCSA’s reputation

emanating from non-

compliance with

applicable laws and/or

regulations

Compliance Management

Policy Framework

Development of

compliance risk

management plans for

applicable legislations

Ensuring compliance with

relevant legislations and

regulations

Strategic

Misalignment between IT

strategy and the HPCSA

strategy negatively

impacting on HPCSA’s

ability to deliver on its

mandate)

IT Governance Framework

IT road map

IT Steering Committee of

Council

Strategic

Insufficient capabilities

to implement Council’s

strategy

Recruitment process

Training and development

planning

IT infrastructure and

systems

Strategic

Lack of role clarification

(Council, Professional

Boards & Secretariat)

Charter for Councillors

Delegation of Authority

Framework

Rules and regulations

Reviewed terms of

reference for established

committees


Professions Act and Good Governance.

§§ Ensure the effective, efficient and economical

implementation of organisational strategies and

policies in accordance with relevant legislation and

policies.

§§ To draft and advise on policies as well as compiling

manuals and procedural guidelines to ensure good

governance.

§§ To provide guidance and advice within the

organisation on matters of ethics, good governance,

compliance and legal matters in order to promote

compliance and good governance.

§§ Ensuring all applicable Statutory Registers are in

place and updated.

§§ Review and updating authority Structure and Terms

of Reference of said structure

§§ Communicate Key Statutory Deadlines timeously to

Council, Committees of Council and Management

§§ Review and update Delegations of Authority of the

HPCSA.

§§ Ensuring the availability of well researched legal

opinions and advice.

§§ Management, through the HPCSA’s Attorneys of

litigation by and against HPCSA

9. FRAUD AND CORRUPTION

The Fraud Policy of the HPCSA was developed and it was

still undergoing the internal approval policies.

In addition, all fraud and corruption allegations will be

investigated and followed up by the application of all

remedies available within the full extent of the law and the

implementation of appropriate prevention and detection

controls. These prevention controls include the existing

financial and other controls and checking mechanisms

as prescribed in the systems, policies and procedures of

HPCSA.

The Fraud Response Plan takes into account the risks of fraud

and corruption as identified in risk assessments initiated by

HPCSA; a review of other pertinent documentation and

interviews with selected HPCSA officials. The Plan addresses

RISKIMPLEMENTED

STRATEGIES

Strategic

The absence of stakeholder

engagement strategy and

plan resulting to HPCSA

image and reputational

damage.

Communication

framework and strategy

Develop and implement

a comprehensive

stakeholder engagement

strategy and plan in

order to ensure effective

communication with all

stakeholders.

7.3 Planned Areas of Future Focus

STRATEGIC OBJECTIVEOBJECTIVE STATEMENTS

(ACTIVITIES)

To establish HPCSA wide

risk awareness culture of

identifying, quantifying

managing and reporting of

risks within all levels of the

organisation.

Development of a risk

appetite framework that

includes multiple HPCSA’s

strategic key risk indicators.

To establish and develop

fraud risk management

policy and strategy that

include a fraud prevention

plan and track progress on

its performance.

Development of fraud

prevention policy, strategy

and fraud response plan.

To review and roll out

a Business Continuity

framework across HPCSA.

Undertake a Business

Impact Assessment (BIA).

Development and

implementation of

business continuity policy

framework.

8. COMPLIANCE WITH LAWS AND REGULATIONS

To ensure compliance with all relevant legislation, policies

and procedures –

§§ Through monitoring the compliance within the

organisation.

§§ Providing training, advising and providing guidance.

Training on: Contract Management, Health


11. CODE OF CONDUCT

The Code of Conduct refers to Ethical philosophical

study of values and rules that humans live by. Within the

environment of HPCSA, ethics refers to our Institution’s

values and rules, as it execute its mandate individually and

as a team. Ethical conduct refers to correct, fitting, decent,

honourable and principled behaviour. HPCSA must ensure

that official relationships reflect integrity, respect for human

dignity, the rights of others, honesty and commitment to do

what is right, fair, legal and just. Keeping in mind that ethics

refers to the Institutions principles of conduct, employees

of HPCSA must at all times comply with the following values

in the execution of their tasks and official interactions:

§§ Honesty / Integrity;

§§ Respect; and

§§ Professionalism

12. HEALTH AND SAFETY AND ENVIRONMENTAL ISSUES

Aligned with the related guidelines in King III, HPCSA is

committed to ensuring that its activities do not compromise

environmental, health and safety legislation. Although

its major activities do not pose a significant threat to the

environment, the organisation’s management activities

focus on compliance with the key features of existing

regulations.

Council has appointed a Health and Safety Officer who,

in turn, established the Health and Safety Committee.

The Health and Safety Committee ensures that the

HPCSA’s buildings comply with the Department of Labour

requirements related to the Occupational Health and Safety

Act and the Compensation for Occupational Injuries and

Diseases Act (COIDA).

Other responsibilities of the Health and Safety Committee

included conducting the audits in relation to lighting and

ventilation, noise, asbestos, electricity stability, as well as

conduct at least one evacuation drill and routine safety

inspections.

strategic fraud and corruption risks that must be addressed

and which could jeopardise the successful implementation

of each component of the Plan. The Plan is dynamic and

it will continuously evolve as HPCSA makes changes and

improvements in its drive to promote ethics, as well as to

fight fraud and corruption.

Steps to be taken when fraud is detected:

§§ It is the responsibility of all employees to immediately

report all allegations or incidents of fraud and

corruption to their immediate manager.

§§ All managers are responsible for the detection,

prevention and investigation of fraud and corruption

and must report all incidents and allegations of fraud

and corruption to the Chief Executive Officer. The

Chief Executive Officer will initiate an investigation

into the matter.

§§ Should employees wish to report allegations

of fraud and corruption anonymously, they can

contact any member of management, the CEO or

the Chairperson of the Audit and Risk Committee or

phone the fraud prevention hotline.

10. MINIMISING CONFLICT OF INTEREST

A policy is in place regulating Conflict of Interest which

states, inter alia, that:

§§ Council members and Executive Management shall

annually declare direct or indirect business interests

that he/ she or a family member may have in any

matter which is relevant to HPCSA

§§ Council members and officials of HPCSA shall

declare, by way of a notice in writing, direct or

indirect business interests that he/she or a family

member may have in any contract/tender or

proposed contract/tender 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.

Before every meeting a declaration of interest is signed and

should any member declare any interest he will be recused

from the meeting.


and development. In this manner, Council regards Social

Responsibility as a strategic initiative and not only as an

extension of its marketing and public relations activities.

Council also appreciates the development side of social

responsibility and committed to give it as much attention

as any other strategic initiatives in order for the Corporate

Social Investment (CSI) to be a real contributor towards

Council’s stakeholder social upliftment.

Everyday, thousands of teenage girls in rural areas miss out

on their education due to menstruation. It is estimated that

9 000 000 of these girls in South Africa between the ages of

13 and 19 are at the age of menstruating. Their Education is

hindered by 25%, as these girls do not go to school whilst

they are menstruating as they have no access to sanitary

wear. That is one week every month, which is a massive set

back in their school careers.

In responding to this social need, Council, through one of its

Professional Boards, the Professional Board for Radiography

and Clinical Technology donated sanitary towels to St

Thomas School for the Deaf in the Eastern Cape province,

where the majority of the school girls could not afford to

purchase sanitary towels.

The HPCSA also contributed sanitary wear to Enhlube

Combined School at Nomponjwane, in Empangeni, in Kwa

Zulu-Natal. Council’s campaign on sanitary wear is ongoing

and is to ensure that these young girls can attend school in

comfort and dignity.

13. COUNCIL SECRETARIAT

The role and responsibilities of the Council Secretariat is:

§§ To ensure compliance and good Corporate

Governance throughout the Institution by providing

legal guidance and support to the Council,

management and employees to enable them to

discharge their fiduciary and other responsibilities

effectively.

§§ To provide guidance and advice within the Institution

on matters of ethics, good governance, compliance

and legal matters in order ensure compliance and

good governance.

§§ To ensure compliance with all relevant legislation,

policies and procedures through monitoring the

compliance within the Institution.

§§ To promote compliance and good Corporate

Governance within the Institution by amongst

others training, advising and providing guidance.

§§ To provide effective and efficient support to Council,

Management and Staff by, amongst others, effective

minute taking, co-ordination of statutory meetings

and distribution of relevant information.

§§ To ensure the effective, efficient and economical

implementation of Institutional strategies and

policies in accordance with relevant legislation and

policies.

§§ To draft and advise on policies as well as compiling

manuals and procedural guidelines to ensure good

governance.

§§ To formulate and manage the departmental budget

and business plan in order to ensure achievement of

Institutional strategies.

§§ To manage the Human Resource functions within

department to ensure optimal departmental

performance.

14. SOCIAL RESPONSIBILITY

Social Responsibility is viewed by Council as part of the

strategic environment, contributing to real social upliftment

HUMAN RESOURCE MANAGEMENT

Part


2 PENSION AND PROVIDENT FUND

The Fund received the approval for distribution of the

surplus apportionment from the Financial Services Board.

The Surplus apportionment exercise will be implemented

in the next financial year, with the employer assisted tracing

exercise. The Trustees will be engaging on a second level

tracing exercise until 31 March 2018.

The Fund is currently awaiting approval of the Section 14

application. Fund Assets will be transferred to the NMG

Umbrella Pension Fund within 60 days after the receipt of

the Section 14 transfer approval. The Trustees will embark

on the process of closing the Fund after the Section 14

approval has been received.

3 EMPLOYEE PERFORMANCE MANAGEMENT FRAMEWORK

The HPCSA performance management model is based on

the SMART principle of performance management. The

operational plans of the HPCSA are aligned to the strategic

goals of the organisation and departmental contracting is

therefore based on the operational plans.

By setting goals (strategic and operational goals) for the

HPCSA, it enables employees in the various departments

to plan and organise their work in accordance with what

needs to be achieved. Thus; employees are better able to:

§§ Develop job knowledge and skills that help them

thrive in their work, take on additional responsibilities,

or pursue their career aspirations;

§§ Support or advance the organisation’s vision,

mission, values, principles, strategies, and goals;

§§ Collaborate with their colleagues with greater

transparency and mutual understanding;

§§ Plan and implement successful projects and

initiatives

1. INTRODUCTION

The approach to human resources is to ensure that human

capital management is part of the overall organisation’s

strategic plan, because organisations’ depend on people to

perform effectively and efficiently.

The HPCSA strives to create a high performance competitive

working environment by providing training and

development for employees, thus upskilling its employees

especially with the rapidly changing organisational

environment and technological advancements and trends.

Workforce planning framework and key strategies to attract and recruit a skilled and capable workforce

The HPCSA too has an incentive scheme that awards

excellence to Departments and individuals on an annual

basis. The incentive scheme is aimed at driving and

sustaining performance and used as a retention strategy

awarding staff that have worked long for the organisation.

Human Resources priorities for the year under review and the impact of these priorities

1.1 Administrative Matters

Leave and Personnel Records Management

In an effort to move towards a paperless environment, SAGE

was appointed to implement an automated HR information

system in August 2016.

Online VIP self - service system was introduced and proved

to be an efficient method as compared to the previous paper

based annual leave application process. However, there had

been some challenges relating to the management and the

accuracy of the leave.

The prevailing systemic glitches were resolved constantly,

thus improving the VIP system self -service process.

§§ Employee Leave disputes received: 19

§§ Employee Leave disputes resolved: 12

PART E: HUMAN RESOURCE MANAGEMENT


6 HR PRIORITIES FOR THE YEAR UNDER REVIEW AND THE IMPACT OF THESE PRIORITIES

§§ Filling of all newly created and approved positions

to support the Councils core functions, Professional

Boards Department has eight (8) newly appointed

Administrators.

§§ The appointment of General Manager: CRR

§§ Effective stakeholder management and monitoring

of EAP Programme to sustain healthy, productive,

dedicated staff employees.

§§ The HR priorities in terms of training & development

was to capacitate staff in terms of their portfolios

with the requested skillset which is categorised into

technical skills/soft skills or professional updates.

§§ Compliance with training as required by the

Department of Labour annually

§§ Staff training on Labour Law

7 CHALLENGES FACED BY THE HPCSA ON HR MATTERS

§§ Inability to fill Senior Management and Scarce Skills

positions, attributed to salary packages not being

market related

§§ Turnaround time for filling positions – attributable to

the manual processing of applications.

§§ Filing of SARS Company Reconciliations also

attributable to the manual payments of Boards

Members

8 FUTURE HR PLANS /GOALS

§§ Sourcing of e-Recruitment system.

§§ Filling of the Registrar’s position

4 EMPLOYEE WELLNESS PROGRAMMES

The purpose of the employee wellness programme is to

provide additional support for employees in the workplace

to employees. An external service provider ICAS, was

contracted to render a 24- hour professional employee

wellness assistance service to staff, on a confidential basis.

The ICAS Wellness Programme had an engagement rate

of 13.1% whereby 35 individual cases were attended and

9 group intervention participants were attended. The

number of problems managed were 60 and the number of

services provided were 49.

Three (3) wellness screening events were held in the period

under review. Two (2) were in partnership with Discovery

Health and were aimed at the entire HPCSA’s employees,

while one (1) was done in partnership with Best Med

Medical Aid specifically for its members.

Three (3) sporting codes (soccer/ netball/ athletics)

participated in the relevant events. The soccer sporting

code participated in two leagues namely, Intercompany

Soccer League which saw the HPCSA taking the first place

and the Corporate Soccer League, in which they received

the fourth position. Two races were coordinated namely the

Spar Women’s Race which had 89 participants and the “702

Walk the Talk”, which had 58 participants. However, interest

in netball and athletics has declined and efforts are made

to encourage staff participation in order to improve the

situation in the next financial year.

5 POLICY DEVELOPMENT - SICK LEAVE

The sick leave policy was amended with effect from 01

April 2016, as per the resolution of Council of reducing

paid sick leave from 90 days to 45 days per 36 months

cycle. The purpose was to provide a fair sick leave policy

which will encourage improved attendance and discourage

employees from taking excessive sick leave, at the same

time, provide the facility for the extension of sick leave in

the event of a serious illness or accident.


9. HUMAN RESOURCE OVERSIGHT STATISTICS

PERSONNEL COST BY SALARY BAND

LEVELPERSONNEL

EXPENDITURE (R’000)

NO. OF EMPLOYEES

AVERAGE PERSONNEL COST PER EMPLOYEE

(R’000)

Top Management 8 015 888,00 5 1 603 178

Senior Management 2 830 351,78 3 943 451

Professional qualified 10 299 822,27 11 936 347

Skilled 67 055 302,58 124 540 769

Semi-skilled 34 163 863,77 106 322 300

Unskilled 468 508,20 3 156 169

TOTAL 122 833 736,60 252 3 565 867

PERFORMANCE REWARDS

PROGRAMME/ACTIVITY/OBJECTIVE

PERFORMANCE REWARDSPERSONNEL

EXPENDITURE (R’000)

% OF PERFORMANCE REWARDS TO TOTAL

PERSONNEL COST (R’000)

Top Management 2 -B Rating 299 283.80 0.029%

Senior Management 0

Professional qualified 5- A Rating and 3 – B Rating 873 977,18 0.711%

Skilled 35- A Rating and 39- B Rating 2 173 761,47 1.77%

Semi-skilled 31- A Rating and 53-B Rating 1 288 232,73 1,05%

Unskilled 3- A Rating 36 146,77 0.029%

TOTAL 4 671 401,96 3.58%

TRAINING COSTS

Career progression and development are increasingly

becoming an attractive or even basic requirement for

employees. In today’s environment where all sectors are

experiencing staff and skills shortages, organisations are

faced with stiff internal and external competition for quality

employees.

For the HPCSA, the objective for training and development,

is to create a learning organisation that ensures that

employees are able to perform their jobs effectively, Over

and above, this training and development, allow employees

to gain competitive advantage, to seek self-growth as well

as to enhance organisational development.

Employers who invest in employee training and

development programmes experience enriched working

environment with higher levels of staff retention, increased

productivity and performance and general dividends in

terms of return-on-investment (ROI),

To this end, the following training and development

interventions were undertaken in the year under review:


TRAINING PROGRAMMENO. OF EMPLOYEES

PER TRAINING INTERVENTION

TRAINING EXPENDITURE

(R’000

3 Bid Committees 3 R27 189.00

Advanced Project Management 1 R9 025.00

Basic Electrical 2 R15 800.00

Business Etiquette & Professional Behaviour 13 R34 131.50

Change Management 11 0

Code of Conduct 15 0

Comptia A+ 1 R9 826.00

Comptia Network 1 R8 305.99

Conflict Management 16 0

Consumer Complaints Management 1 R9 999.99

Crisis Communications & Media Relations 1 R11 398.86

Effective Communication Skills 4 R17 180.00

Effective Stakeholder Management 1 R10 500.00

Effective Supervision & Management Training 14 R77 939.96

Emergency Evacuation Training 14 0

Employment Equity Training 10 R26 000.00

Financial Awareness 44 R36 520.00

First Aid 16 R14 865.60

Forensic Investigation & Report Writing 16 R38 912.00

Health & Safety Rep Training 15 R15 817.50

Health Professions Act 12 0

HTML & CSS 1 R6 156.00

Induction 29 0

Introduction to VIP 2 R4 790.00

King IV Report 3 0

Labour Relations for Shop Stewards 12 R39 330.00

Media Training 7 0

Medical Doctors Coding 1 R2 999.00

Medical Negligence &Health Sector Mediation Training 3 R50 000.00

Microsoft Excel 15 R11 895.60

Microsoft Word Basic and Intermediate 10 R5947.8

Mid - Year Payroll Seminar 1 R1 881.00

Minute Taking 5 R19 925.00


TRAINING PROGRAMMENO. OF EMPLOYEES

PER TRAINING INTERVENTION

TRAINING EXPENDITURE

(R’000

Office 365 31 0

Online Training 74 0

Oracle 20 0

Oracle Fixed Assets Training 3 R25 650.00

People Report Customization 2 R5 460.60

Performance Management 38 0

POPI Compliance 2 R21 657.72

Project Management 27 R16 2759.00

Record Management 3 R17 850.00

Report Writing 5 R19 950.00

Risk Management 175 0

Sabinet 9 0

Sage Conference 1 R2 090.00

SAGE VIP Annual Seminar Update 1 R2 195.00

Sick Leave Policy Training 57 0

Time& Stress Management 15 R20 406.00

VIP 1

VIP People Basic 1 R2 730.00

Web google Analytics 1 R3 142.98

Total 766 R790 227.10

EMPLOYMENT AND VACANCIES

The total staff complement at the HPCSA as at the 31 March 2017 was 255 employees. Recruitment for period 1 April 2016

to 31 March 2017 is depicted in the Table below:

OCCUPATIONAL LEVELMALE FEMALE

FOREIGN NATIONAL TOTAL

A C I W A C I W MALE FEMALE

Top Management (E1 - F) 0 0 0 0 1 0 0 0 0 0 1

Senior Management (D4 -D5) 0 0 0 0 0 0 0 0 0 0 0

Experienced Specialists and Mid-

management (D2 -D3) 4 1 0 0 1 0 0 0 0 0 6

Junior management and supervisors

(C2 - D1) 4 1 0 0 6 0 0 0 0 0 11

Semi-skilled and discretionary

decision making (B3 - C1) 4 0 0 0 12 2 0 0 0 0 18


OCCUPATIONAL LEVELMALE FEMALE

FOREIGN NATIONAL TOTAL

A C I W A C I W MALE FEMALE

Unskilled and defined decision

making (A - B2) 0 0 0 0 0 0 0 0 0 0 0

Total Permanent 12 2 0 0 20 2 0 0 0 0 36

Employee with Disability 0 0 0 0 0 0 0 0 0 0 0

Grand Total 12 2 0 0 20 2 0 0 0 0 36

There was a slight decrease in the number of positions filled in the year under review when compared to the previous

financial year. The reason was that there was a moratorium by the Human Resources and Remuneration Committee

(REMCO) on the filling of vacant positions pending the execution of the Business Re-engineering Process (BRP), which

affected the filling of positions including the ones that were already advertised. The moratorium, however, did not affect the

filling of positions identified as critical to the effective and efficient performance of the organisation during the BRP process.

Total number of Vacancies for period 01 April 2016 to 31 March 2017

PROGRAMMEHEADCOUNT

AT END OF 2015-16

HEADCOUNT AT END OF

2016 -17

APPROVED POSTS

2016-17

2016-17 VACANCIES

FILLED 2016-17

Top Management 6 4 0 3 1

Senior Management 6 5 2 4 0

Professional qualified 25 25 6 11 5

Skilled 77 81 10 20 13

Semi-skilled 121 132 14 23 20

Unskilled 8 8 0 0 0

TOTAL 243 255 32 61 36

EMPLOYMENT CHANGES

SALARY BANDEMPLOYMENT AT BEGINNING

OF PERIODAPPOINTMENTS TERMINATIONS

EMPLOYMENT AT END OF THE

PERIOD

Top Management (E1 – F) 6 1 3 4

Senior Management (D4 -D5) 6 0 1 5

Professional qualified (D2 -D3) 25 5 0 25

Skilled (C2 – D1) 77 13 3 81

Semi-skilled (B3 – C1) 121 20 3 132

Unskilled (A – B2) 8 0 0 8

Total 243 36 10 255


REASONS FOR STAFF LEAVING

REASON NUMBER % OF TOTAL NO. OF STAFF LEAVING

Death 0 0%

Resignation 6 2.77%

Dismissal 0 0%

Retirement 3 1.19%

Ill health 0 0%

Expiry of contract 0 0%

Other 1 (Abscond) 0.39%

Total 10 4.35%

LABOUR RELATIONS: MISCONDUCT AND DISCIPLINARY ACTION

NATURE OF DISCIPLINARY ACTION NUMBER

Verbal Warning 02

Written Warning 02

Final Written warning 03

Dismissal 0

CCMA 05

Grievances

Six (6) formal grievances were lodged during the reporting

period.

Bargaining Forum

The HPCSA has a Bargaining Forum which was established

in terms of the Recognition Agreement entered into with

the National Education, Health and Allied Workers Union

(NEHAWU). The Forum deals with matters of mutual interest

and conducts annual salary negotiations. In the period under

review, the Forum finalised salary negotiations on time and

entered into a three (3) years) multi-term agreement. The

Forum held ten (10) monthly meetings in the period under

review to focus on the annual salary negotiations at the

later stage of the financial year.


EQUITY TARGET AND EMPLOYMENT EQUITY STATUS

Employment Equity (EE) Report as at 31 March 2017. The EE report includes temporary staff members who have been in the

employment of HPCSA for more than three (3) months.

LEVELS

MALE

AFRICAN COLOURED INDIAN WHITE

CURRENT TARGET CURRENT TARGET CURRENT TARGET CURRENT TARGET

Top Management 2 0 0 0 0 0 0 0

Senior

Management4 0 0 1 0 1 0 1

Professional

qualified13 0 1 0 1 2 1 2

Skilled 27 8 2 2 0 2 0 2

Semi-skilled 29 9 4 2 1 3 0 2

Unskilled 3 0 0 1 0 1 0 1

TOTAL 78 17 7 6 2 9 1 8

LEVELS

FEMALE

AFRICAN COLOURED INDIAN WHITE

CURRENT TARGET CURRENT TARGET CURRENT TARGET CURRENT TARGET

Top Management 1 1 0 1 0 1 1 1

Senior

Management

2 2 0 1 0 1 0 1

Professional

qualified

7 2 0 1 0 1 2 0

Skilled 43 0 3 1 3 2 3 2

Semi-skilled 81 0 12 0 2 3 3 1

Unskilled 5 0 0 1 0 1 0 1

TOTAL 139 5 15 5 5 9 9 6

LEVELS

DISABLED STAFF

MALE FEMALE

CURRENT TARGET CURRENT TARGET

Top Management 0 N/A 0 N/A

Senior Management 0 1 0 1

Professional qualified 2 0 0 2

Skilled 0 2 1 1

Semi-skilled 0 2 0 2

Unskilled 0 1 1 0

TOTAL 2 6 2 6

Part FINANCIAL INFORMATION


INDEXThe reports and statements set out below comprise the annual financial statements presented to the Health Professions

Council of South Africa:

PAGE

Audit and Risk Committee Report .......................................................................................................................................................................139 - 141

Auditors Report ................................................................................................................................................................................................................142-143

Councilors’ Report .......................................................................................................................................................................................................... 144- 145

Statement of Financial Position ...................................................................................................................................................................................146

Statement of Profit or Loss and Other Comprehensive Income.............................................................................................................147

Statement of Changes in Equity .................................................................................................................................................................................148

Statement of Cash Flows .................................................................................................................................................................................................149

Accounting Policies .......................................................................................................................................................................................................150 - 158

Notes to the Annual Financial Statements .....................................................................................................................................................159 - 175

The following supplementary information does not form part of the annual financial statements and is unaudited:

Detailed Income Statement ....................................................................................................................................................................................176 - 177

Published

29 September 2017

Health Professions Council of South AfricaAnnual Financial Statements for the year ended 31 March 2017


1. MEMBERS OF THE AUDIT AND RISK COMMITTEE

The 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 Designation

Ms B Shongwe Chairperson Independent

Adv S Gugwini-Peter Member Independent

Mr S Ngwenya Member Independent

Prof GJ van Zyl Member Non-Executive

Dr RL Morar Member Non-Executive

Dr E van Staden Member Non-Executive

The committee is satisfied that the members thereof have

the required knowledge and experience as set out in King

III, principle 3.2 paragraph 5 to 10.

Report of the Audit and Risk Committee is 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 Members, and 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

§§ Monitored the effectiveness of the scope, plans,

budget, coverage, independence, skills, staffing,

overall performance and position of the internal

audit and compliance functions within the

organisation.

§§ Recommend to Council the appointment of the

external auditors

§§ Monitored the effectiveness of the external auditors

- including their skills, independence, audit plan,

budget, reporting, over performance - and approved

external audit fees.

§§ Reviewed audit findings and management’s action plans.

§§ 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 that might be

relevant to the integrity of the financial statements.

§§ 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

§§ Reviewed the annual financial statements for

proper and complete disclosure of timely, reliable

and consistent information.

§§ Evaluated the appropriateness, adequacy and

efficiency of the accounting policies and procedures,

compliance with overall accounting standards and

any changes thereto.

§§ Reviewed the annual financial statements

before submission to Council for any change in

accounting policies and practices, significant areas

of judgement, significant audit adjustments, the

internal control and going concern statements, the

risk management 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 and management’s proposed

remedial actions.

§§ Enquired about the existence and substance of

significant acounting accruals, impairments or

estimates that could have a material impact on the

financial statements.

§§ Reviewed any pending litigation, contingencies,

claims and assessment, and the presentation of

such matters in the financial statements.

§§ Considered qualitative judgements by management

on the acceptabilitity and appropriateness of current

AUDIT AND RISK COMMITTEE REPORT



or proposed accounting principles and disclosures.

§§ Obtained an analysis from management and the

auditors of significant financial reporting issues and

practices in a timely manner.

Governance

§§ Provided a channel of communication between

Council and management and the 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.

For the year ended 31 March 2017

The Committee’s assessments is that overall control

environment of Council needs improvements. The

Committee is satisfied that since the previous year of

reporting significant progress has been made in improving

the internal control environment to prevent, detect and

report areas of non-compliance.

Accordingly, the full disclosure requirements of the Health

Professions Act 56 of 1974 as amended have been met

during the financial year under review. This is supported by

the findings from the internal auditors as well as the external

auditors. The effectiveness of the 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.

The Committee is satisfied that the annual financial

statements are based on appropriate accounting policies,

and supported by reasonable and prudent judgements

and estimates. The Committee evaluated Council’s annual

financial statements for the year ended 31 March 2017 and,

based on the information provided therein, believes that

the financial statements comply, in all material respects,

with the relevant provisions of the Health Professions Act

56 of 1974 and International Financial Reporting Standards.

2. MEETINGS HELD BY THE AUDIT COMMITTEE

The 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.

The committee held 4 scheduled meetings during the financial year ending 31 March 2017.

Name OfficeMeeting 127/05/2016

Meeting 215/09/2016

Meeting 312/12/2016

Meeting 421/02/2017

Total 4 of 4

Ms B Shongwe Chairperson P P P P 4 of 4

Adv S Gugwini-Peter Member P P P P 4 of 4

Mr S Ngwenya Member P P P P 4 of 4

Prof Prof GJ van Zyl Member A/P A/P P A/P 1 of 4

Dr RL Morar Member P P P P 3 of 4

Dr E van Staden Member P A/P P P 3 of 4

P = Present

A/P = Absent



3. FINANCE FUNCTION

We believe that the Finance Department possess the

appropriate expertise and experience to meet their

responsibility.

4. DISCHARGE OF RESPONSIBILITIES

The Committee agrees that the adoption of the going-

concern premise is appropriate in preparing the annual

financial statements. The Audit and Risk Committee has

therefore recommended the adoption of the annual

financial statements by Council Members on the 29

September 2017.

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.

5. ANNUAL FINANCIAL STATEMENTS

Following the review of the annual financial statements the

Audit and Risk Committee recommend Council approval

thereof.

On behalf of the Audit and Risk Committee

Ms B ShongweChairperson Audit and Risk CommitteePretoria29 September 2017


1. AUDITOR’S REPORT: PREDETERMINED OBJECTIVES

Reg. No: 2000/008551/21

IRBA Reg. No: 901449

Eco Fusion 6, Block C, Unit 25, 324 Witch Hazel Street,

Highveld, Centurion, 0157

Tel: +27 12 661 3140 Fax: +27 12 661 5046

P O Box 68268 Highveld Park

0169

e-mail: [email protected] website: www.morar.co.za

Offices In:

Centurion Pietermaritzburg

Kimberley Cape Town

East London Durban

Bloemfontein Polokwane

Rustenburg Mbombela

Directors: R. Morar CA (S.A.), CFE

Z. Zikalala CA (S.A.) C. Machiri CA (S.A.)

S. Mahadea CA (S.A.) S. Rabichand CA (S.A.)

K. Naidoo CA (S.A.) V. Samarjith CA (S.A.)

J. Reddy CA (S.A.) T. Mudamburi CA (S.A.)

L. Van der Walt CA (S.A.) N. Cupido CA (S.A.)

E. Potgieter CA (S.A.) A. Singh CA (S.A.)

B. Temba CA (S.A.) M. Naicker CA (S.A.) A. Bikram CA (S.A.)

J. Van der Walt CA (S.A.) S Oosthuizen CA (S.A.)

INDEPENDENT AUDITOR’S REPORT

To the Members of the Council of the Health Professions Council of South Africa (HPCSA)

UNQUALIFIED OPINION

We have audited the Financial Statements of the Health Professions Council of South Africa (HPCSA) set out on pages 147 to 176, which comprise the Statement of Financial Position as at 31 March 2017, and the Statement of 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 the Council as at 31 March 2017, and its financial performance and cash flows for the year then ended in accordance with International Financial Reporting Standards and the requirements of 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 Independent Regulatory Board for Auditors Code of Professional Conduct for Registered Auditors (IRBA Code) and other independence requirements applicable to performing audits in South Africa. The IRBA code is consistent with the International Ethics Standards Board for Accountants code of Ethics for Professional Accountants (Parts A and B). We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

OTHER REPORTS REQUIRED

As part of our audit of the annual financial statements for the year ended 31 March 2017, we have read the Councillors’ report for the purpose of identifying whether there are material inconsistencies between the report and the audited annual Financial Statements. The report is the responsibility of the preparers. Based on the reading of the report we have not identified material inconsistencies between the report and the audited annual Financial Statements. However, we have not audited the report and accordingly do not express an opinion thereon.

OTHER MATTER

Without qualifying our opinion, we draw attention to the fact that supplementary information set out on pages 177 to 178 does not form part of the annual financial statements and is presented as additional information. We have not audited this information and accordingly do not express an opinion thereon.

AUDITORS REPORT


RESPONSIBILITIES OF THE COUNCILORS’ FOR THE FINANCIAL STATEMENTS

The secretariat is responsible for the preparation and fair presentation of the financial statements in accordance with IFRS 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, management is 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 intends to liquidate the Council or to cease operations, or have no realistic alternative but to do so. The Councillors are responsible for overseeing the Council’s financial reporting process.

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.

Morar Incorporated Chartered Accountants (S.A) Registered auditors Centurion 15 September 2017

Per: Vishall Samarjith

Director



The Council Members have pleasure in submitting their report on the annual financial statements of Health Professions Council of South Africa for the year ended 31 March 2017.

1. MAIN BUSINESS AND OPERATIONS

The Health Professions Council of South Africa is a non-

profit making statutory body governed by the Health

Professions Act No 56 of 1974.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.

The operating results and state of affairs of the Council are

fully set out in the attached annual financial statement.

There have been no material changes to the nature of the

Council’s business from the prior year.

2. REVIEW OF FINANCIAL RESULTS AND ACTIVITIES

The annual financial statements have been prepared

in accordance with International Financial Reporting

Standards and the requirements of the Health Professions

Act no 56 of 1974. The accounting policies have been

applied consistently.

3. COUNCILLORS

The Council Members in office as at 31 March 2017 are as follows:

Council Members

Office Designation

Dr TKS Letlape President Non-executive

Mr LA Malotana Vice

President

Non-executive

Prof K Mfenyana Non-executive

Ms MM Isaacs Non-executive

Mr S Sobuwa Non-executive

Ms MS van Niekerk Non-executive

Mr KO Tsekeli Non-executive

Mr A Speelman Non-executive

Ms ND Dantile Non-executive

Mr S Ramasala Non-executive

Ms DJ Sebidi Non-executive

Dr S Balton Non-executive

Ms RM Gontsana Non-executive

Prof SM Hanekom Non-executive

Mr M Kobe Non-executive

Mr MAW Louw Non-executive

Mrs D Muhlbauer Non-executive

Adv T Mafafo Non-executive

Prof GJ van Zyl Non-executive

Ms X Bacela Non-executive

Dr RL Morar Non-executive

Prof N Gwele Non-executive

Prof NJ Mekwa Non-executive

Dr TA Muslim Non-executive

Ms JM Nare Non-executive

Prof YI Osman Non-executive

Prof BJ Pillay Non-executive

Dr E van Staden Non-executive Appointed April 2016

Dr AM Thulare Non-executive Appointed February 2017

Major-General Z

Dabula

Non-executive Appointed June 2016

Dr T Carter Non-executive Resigned October

2016

COUNCILORS’ REPORT



4. EVENTS AFTER THE REPORTING PERIOD

The Council Members are not aware of any material event

which occurred after 31 March 2017 and up to the date of

this report.

5. AUDITORS

Morar Incorporated continued in office as auditors for the

Council for the financial year ending 31 March 2017.

6. SECRETARY

The Council Secretary is Ms Sadicka Butt.



STATEMENT OF FINANCIAL POSITION

Figures in Rand Note(s) 20172016

Restated

Assets

Non-Current Assets

Property, plant and equipment 3 28,397,658 20,647,262

Intangible assets 4 3,193,971 2,022,886

Other financial assets 5 1,081,019 1,098,991

32,672,648 23,769,139

Current Assets

Trade and other receivables 7 20,924,772 19,120,996

Cash and cash equivalents 8 335,230,094 356,173,834

356,154,866 375,294,830

Total Assets 388,827,514 399,063,969

Equity and Liabilities

Equity

Revaluation reserve 1,132,830 -

Fair value adjustment reserve 838,153 856,124

Retained income 161,652,499 186,948,138

163,623,482 187,804,262

Liabilities

Current Liabilities

Trade and other payables 10 25,290,956 20,631,469

Income received in advance 11 194,729,974 186,480,394

Provisions 9 5,183,102 4,147,844

225,204,032 211,259,707

Total Equity and Liabilities 388,827,514 399,063,969




Restated

Revenue 12 212,688,930 191,530,290

Other income 13 19,277,567 13,645,666

Loss on disposal of assets 14 (112,701) (8,574)

Operating expenses (279,697,176) (228,131,421)

Operating loss (47,843,380) (22,964,039)

Investment income 15 22,547,741 20,729,233

Deficit for the year (25,295,639) (2,234,806)

Other comprehensive income:

Items that will not be reclassified to profit or loss:

Gains on work-at-art revaluation 1,132,830 -

Items that may be reclassified to profit or loss:

Available-for-sale financial assets adjustments (17,971) (158,535)

Other comprehensive income for the year net of taxation 17 1,114,859 (158,535)

Total comprehensive deficit for the year (24,180,780) (2,393,341)

STATEMENT OF PROFIT OR LOSS AND OTHER COMPREHENSIVE INCOME



Figures in RandRevaluation

reserve

Fair value adjustment

assets- available-for- sale reserve

Total reserves

Retained income

Total equity

Opening balance as previously reported - 1,014,659 1,014,659 187,016,116 188,030,775

Adjustments

Prior period error - Depreciation - - - 2,166,828 2,166,828

Restated* Balance at 1 April 2015 - 1,014,659 1,014,659 189,182,944 190,197,603

Surplus for the year as previously stated - - - (1,963,224) (1,963,224)

Prior period error - Amortisation - - - (215,646) (215,646)

Prior period error - Amortisation - - - (9,312) (9,312)

Prior period error - Intangible asset cost - - - 194,344 194,344

Prior period error - Council, professional

boards and committees expenses

- - - (240,968) (240,968)

Other comprehensive income - (158,535) (158,535) - (158,535)

Total comprehensive surplus for the year - Restated

- (158,535) (158,535) (2,234,806) (2,393,341)

Opening balance as previously reported - - - 185,052,892 185,052,892

Adjustments

Prior period error - Depreciation - - - 2,166,828 2,166,828

Prior period errors - Amortisation - - - (215,646) (215,646)

Prior period errors - Amortisation - - - (9,312) (9,312)

Prior period errors - Intangible asset cost - - - 194,344 194,344

Prior period error - Council, professional

boards and committees expenses

- - - (240,968) (240,968)

Balance at 1 April 2016 as restated - 856,124 856,124 186,948,138 187,804,262

Deficit for the year - - - (25,295,639) (25,295,639)

Other comprehensive income 1,132,830 (17,971) 1,114,859 - 1,114,859

Total comprehensive (deficit) / surplus for the year

1,132,830 (17,971) 1,114,859 (25,295,639) (24,180,780)

Balance at 31 March 2017 1,132,830 838,153 1,970,983 161,652,499 163,623,482

Note(s) 17 17 17 26

STATEMENT OF CHANGES IN EQUITY




Restated

Cash flows from operating activities

Cash receipts from customers 230,162,720 196,944,173

Cash paid to suppliers and employees (263,576,354) (206,801,069)

Cash generated from (used in) operations 18 (33,413,634) (9,856,896)

Interest income 22,547,741 20,729,233

Net cash from operating activities (10,865,893) 10,872,337

Cash flows from investing activities

Purchase of property, plant and equipment 3 (8,345,042) (5,359,497)

Purchase of other intangible assets 4 (1,732,805) (194,344)

Net cash from investing activities (10,077,847) (5,553,841)

Total cash movement for the year (20,943,740) 5,318,496

Cash at the beginning of the year 356,173,834 350,855,338

Total cash at end of the year 8 335,230,094 356,173,834

STATEMENT OF CASH FLOWS



ACCOUNTING POLICIES

PRESENTATION OF FINANCIAL STATEMENTS

The annual financial statements have been prepared

in accordance with International Financial Reporting

Standards, and the Health Professions Act 56 of 1974.

The annual financial statements have been prepared on

the historical cost basis, and incorporate the principal

accounting policies set out below. They are presented in

South Africa Rands.

The annual financial statements for the year ended 31

March 2017 were authorised for issue in accordance with a

resolution of Council on 29 September 2017.

1. SIGNIFICANT ACCOUNTING POLICIES

The principal accounting policies applied in the preparation

of these annual financial statements are set out below.

1.1 Significantjudgementsandsourcesof estimation uncertainty

The preparation of annual financial statements in

conformity with IFRS requires management, from time to

time, to make judgements, 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.

Trade receivables, Held to maturity investments and Loans and receivables

The Council assesses its trade receivables, held to maturity

investments and loans and receivables for impairment at

the end of each reporting period. In determining whether

an impairment loss should be recorded in profit or loss,

the Council makes judgements as to whether there is

observable data indicating a measurable decrease in the

estimated future cash flows from a financial asset.

Available-for-sale financial assets

The Council follows the guidance of IAS 39 to determine

when an available-for-sale financial asset is impaired. This

determination requires significant judgment. In making this

judgment, the Council evaluates, among other factors, the

duration and extent to which the fair value of an investment

is less that its cost; and the financial health of and near-term

business outlook for the investee, including factors such as

industry and sector performance, changes in technology

and operational and financing cash flow.

Fair value estimation

The fair value of financial instruments traded in active

markets (such as trading and available-for-sale securities) is

based on quoted market prices at the end of the reporting

period. The quoted market price used for financial assets

held by the Council is the current bid price.

Impairment testing

The recoverable amounts of cash-generating units and

individual assets have been determined based on the

higher of value- in-use calculations and fair values less costs

to sell. These calculations require the use of estimates and

assumptions.

The Council reviews and tests the carrying value of assets

when events or changes in circumstances suggest that

the carrying amount may not be recoverable. Assets are

grouped at the lowest level for which identifiable cash flows

are largely independent of cash flows of other assets and

liabilities. If there are indications that impairment may have

occurred, estimates

are prepared of expected future cash flows for each group

of assets. Expected future cash flows used to determine the

value in use of goodwill and tangible assets are inherently

uncertain and could materially change over time.

Provisions

Provisions were raised and management determined an

estimate based on the information available. Additional



ACCOUNTING POLICIES

1.1 Significantjudgementsandsources of estimation uncertainty (continued)

disclosure of these estimates of provisions are included in

note 9 - Provisions.

Prior year comparatives

When the presentation or classification of items in the

Annual Financial Statements is amended, prior period

comparative amounts are also reclassified and restated,

unless such comparative reclassification and / or

restatement is not required by a International Financial

Reporting Standards. The nature and reason for such

reclassifications and restatements are also disclosed.

When material accounting errors, which relate to prior

periods, have been identified in the current year, the

correction is made retrospectively 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.

Critical judgements in applying accounting policies

1.2 Property, plant and equipment

Property, plant and equipment are tangible assets which

the company holds for its own use or for rental to others

and which are expected to be used for more than one year.

An item of property, plant and equipment is recognised as

an asset when it is probable that future economic benefits

associated with the item will flow to the company, and the

cost of the item can be measured reliably.

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.

The initial estimate of the costs of dismantling and

removing an item and restoring the site on which it is

located is also included in the cost of property, plant

and equipment, where Council is obligated to incur such

expenditure, and where the obligation arises as a result of

acquiring the asset or using it for purposes other than the

production of inventories.

Expenditure incurred subsequently for major services,

additions to or replacements of parts of property, plant

and equipment are capitalised if it is probable that future

economic benefits associated with the expenditure will

flow to the company and the cost can be measured reliably.

Day to day servicing costs are included in profit or loss in

the year in which they are incurred.

Major inspection costs which are a condition of continuing

use of an item of property, plant and equipment and which

meet the recognition criteria are included as a replacement

in the cost of the item of property, plant and equipment.

Any remaining inspection costs from the previous

inspection are derecognised.

Major spare parts and stand by equipment which are

expected to be used for more than one year are included in

property, plant and equipment.

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.

Subsequent to initial recognition, property, plant and

equipment is measured at cost less accumulated

depreciation and any accumulated impairment losses,

except for land and buildings which are stated at revalued

amounts. The revalued amount is the fair value at the

date of revaluation less any subsequent accumulated

depreciation and impairment losses.

Property, plant and equipment is subsequently stated

at revalued amount, being the fair value at the date of

revaluation less any subsequent accumulated depreciation

and subsequent accumulated impairment losses.



ACCOUNTING POLICIES

1.2 Property, plant and equipment (continued)

Revaluations are made with sufficient regularity such that

the carrying amount does not differ materially from that

which would be determined using fair value at the end of

the reporting year.

When an item of property, plant and equipment 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 property, plant and equipment 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, is recognised in other comprehensive income

and accumulated in the revaluation reserve in equity. The

increase is recognised in profit or loss to the extent that it

reverses a revaluation decrease of the same asset previously

recognised in profit or loss.

Any decrease in an asset’s carrying amount, as a result of

a revaluation, is recognised in profit or loss in the current

year. 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 to a specific item of

property, plant and equipment is transferred directly to

retained income when the asset is derecognised.

The revaluation reserve related to a specific item of property,

plant and equipment is transferred directly to retained

income as the asset is used. 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, net of deferred tax.

Depreciation of an asset commences when the asset is

available for use as intended by management. Depreciation

is charged to write off the asset’s carrying amount over its

estimated useful life to its estimated residual value, using a

method that best reflects the pattern in which the asset’s

economic benefits are consumed by the company. Leased

assets are depreciated in a consistent manner 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 is classified as held for sale or derecognised.

The useful lives of items of property, plant and equipment

have been assessed as follows:

ItemDepreciation

methodUseful life

Buildings Straight line 50 years

Furniture and fixtures Straight line 20 years

Office equipment Straight line 10 years

IT equipment Straight line 5 years

Works of art Straight line 30 years

The residual value, useful life and depreciation method

of each asset 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.

Each part of an item of property, plant and equipment with

a cost that is significant in relation to the total cost of the

item is depreciated separately.

The depreciation charge for each year is recognised in

profit or loss unless it is included in the carrying amount

of another asset.

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 impairment

loss is recognised immediately in profit or loss to bring the

carrying amount in line with the recoverable amount.



ACCOUNTING POLICIES

An item of property, plant and equipment is derecognised

upon disposal or when no future economic benefits are

expected from its continued use or disposal. Any gain or

loss arising from the derecognition of an item of property,

plant and equipment, determined as the difference

between the net disposal proceeds, if any, and the carrying

amount of the item, is included in profit or loss when the

item is derecognised.

Assets which the company holds for rentals to others

and subsequently routinely sells as part of the ordinary

course of activities, are transferred to inventories when

the rentals end and the assets are available-for-sale. These

assets are not accounted for as non-current assets held for

sale. Proceeds from sales of these assets are recognised as

revenue. All cash flows on these assets are included in cash

flows from operating activities in the cash flow statement.

The Council’s management determines the estimated

useful lives and related depreciation charges for these

assets. These estimates are based on industry norms and

then adjusted to be Council’s specific. Management will

increase the depreciation charge where useful 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 at the end of the

period of use, its current use, expected future use and the

Council’s expectations about the availability of finance to

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.

1.3 Intangible assets

An intangible asset is recognised when:

§§ it is probable that the expected future economic

benefits that are attributable to the asset will flow to

the entity; 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.

§§ it will generate probable future economic benefits.

§§ there are available technical, financial and other

resources to complete the development and to use

or sell the asset.

§§ 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.

An intangible asset is regarded as having an indefinite

useful life when, based on all relevant factors, there is no

foreseeable limit to the period over which the asset is

expected to generate net cash inflows. Amortisation is not

provided for these intangible assets, but they 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.

Reassessing the useful life of an intangible asset with

a finite useful life after it was classified as indefinite is an

indicator that the asset may be impaired. As a result the

asset is tested for impairment and the remaining carrying

amount is amortised over its useful life.



ACCOUNTING POLICIES

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 life

Computer software 12 years

1.4 Financial instruments

Classification

The Council classifies financial assets and financial liabilities

into the following categories:

§§ Held-to-maturity investment

§§ Loans and receivables

§§ Available-for-sale financial assets

Classification depends on the purpose for which the

financial instruments were obtained / incurred and takes

place at initial recognition. Classification is re-assessed on

an annual basis, except for derivatives and financial assets

designated as at fair value through profit or loss, which shall

not be classified out of the fair value through profit or loss

category.

Initial recognition and measurement

Financial instruments are recognised initially when the

Council becomes a party to the contractual provisions of

the instruments.

Financial instruments are measured initially at fair value,

except for equity investments for which a fair value is not

determinable, which are measured at cost and are classified

as available-for-sale financial assets.

For financial instruments which are not at fair value through

profit or loss, transaction costs are included in the initial

measurement of the instrument.

Subsequent measurement

Dividend income is recognised in profit or loss as part of

other income when the Council’s right to receive payment

is established.

Loans and receivables are subsequently measured at

amortised cost, using the effective interest method, less

accumulated impairment losses.

Held-to-maturity investments are subsequently measured

at amortised cost, using the effective interest method, less

accumulated impairment losses.

Available-for-sale financial assets are subsequently

measured at fair value. This excludes equity investments for

which a fair value is not determinable, which are measured

at cost less accumulated impairment losses.

Gains and losses arising from changes in fair value

are recognised in other comprehensive income and

accumulated in equity until the asset is disposed of or

determined to be impaired. Interest on available-for-sale

financial assets calculated using the effective interest

method is recognised in profit or loss as part of other

income. Dividends received on available-for-sale equity

instruments are recognised in profit or loss as part of other

income when the Council’s right to receive payment is

established.

Derecognition

Financial assets are derecognised when the rights to receive

cash flows from the investments have expired or have been

transferred and the Council has transferred substantially all

risks and rewards of ownership.

Fair value determination

The fair values of quoted investments are based on current

bid prices.

Impairment of financial assets

At each reporting date the Council assesses all financial

assets, other than those at fair value through profit or



ACCOUNTING POLICIES

loss, to determine whether there is objective evidence

that a financial asset or group of financial assets has been

impaired.

For amounts due to the Council, significant financial

difficulties of the debtor, probability that the debtor

will enter bankruptcy and default of payments are all

considered indicators of impairment.

In the case of equity securities classified as available-for-

sale, a significant or prolonged decline in the fair value of

the security below its cost is considered an indicator of

impairment. If any such evidence exists for available-for-

sale financial assets, the cumulative loss - measured as

the difference between the acquisition cost and current

fair value, less any impairment loss on that financial

asset previously recognised in profit or loss - is removed

from equity as a reclassification adjustment to other

comprehensive income and recognised in profit or loss.

Impairment losses are recognised in profit or loss.

Impairment losses are reversed when an increase in

the financial asset’s recoverable amount can be related

objectively to an event occurring after the impairment

was recognised, subject to the restriction that the

carrying amount of the financial asset at the date that the

impairment is reversed shall not exceed what the carrying

amount would have been had the impairment not been

recognised.

Reversals of impairment losses are recognised in profit or

loss except for equity investments classified as available-

for-sale. Impairment losses are also not subsequently

reversed for available-for-sale equity investments which

are held at cost because fair value was not determinable.

Where financial assets are impaired through use of an

allowance account, the amount of the loss is recognised in

profit or loss within operating expenses. When such assets

are written off, the write off is made against the relevant

allowance account. Subsequent recoveries of amounts

previously written off are credited against operating

expenses.

Trade and other receivables

Trade receivables are measured at initial recognition at

fair value, and are subsequently measured at amortised

cost using the effective interest rate method. Appropriate

allowances for estimated irrecoverable amounts are

recognised in profit or loss when there is objective

evidence that the asset is impaired. Significant financial

difficulties of the debtor, probability that the debtor will

enter bankruptcy or financial reorganisation, and default or

delinquency in payments (more than 90 days overdue) are

considered indicators that the trade receivable is impaired.

The allowance recognised is measured as the difference

between the asset’s carrying amount and the present value

of estimated future cash flows discounted at the effective

interest rate computed at initial recognition.

The carrying amount of the asset is reduced through the

use of an allowance account, and the amount of the loss

is recognised in profit or loss within operating expenses.

When a trade receivable is uncollectable, it is written

off against the allowance account for trade receivables.

Subsequent recoveries of amounts previously written off

are credited against operating expenses in profit or loss.

Trade and other receivables are classified as loans and

receivables.

Trade and other payables

Trade payables are initially measured at fair value, and

are subsequently measured at amortised cost, using the

effective interest rate method.

Cash and cash equivalents

Cash and cash equivalents comprise cash on hand and

demand deposits, and other short-term highly liquid

investments that are readily convertible to a known amount

of cash and are subject to an insignificant risk of changes in

value. These are initially and subsequently recorded at fair

value.



ACCOUNTING POLICIES

1.4 Financial instruments (continued)

Held to maturity

These financial assets are initially measured at fair value plus

direct transaction costs.

At subsequent reporting dates these are measured at

amortised cost using the effective interest rate method,

less any impairment loss recognised to reflect irrecoverable

amounts. An impairment loss is recognised in profit or loss

when there is objective evidence that the asset is impaired,

and is measured as the difference between the investment’s

carrying amount and the present value of estimated

future cash flows discounted at the effective interest rate

computed at initial recognition. Impairment losses are

reversed in subsequent periods when an increase in the

investment’s recoverable amount can be related objectively

to an event occurring after the impairment was recognised,

subject to the restriction that the carrying amount of the

investment at the date the impairment is reversed shall not

exceed what the amortised cost would have been had the

impairment not been recognised.

Financial assets that the company has the positive intention

and ability to hold to maturity are classified as held to

maturity.

1.5 Leases

A lease is classified as a finance lease if it transfers

substantially all the risks and rewards incidental to

ownership. A lease is classified as an operating lease if it

does not transfer substantially all the risks and rewards

incidental to ownership.

Operating leases - lessor

Operating lease income is recognised as an income on a

straight-line basis over the lease term.

Initial direct costs incurred in negotiating and arranging

operating leases are added to the carrying amount of the

leased asset and recognised as an expense over the lease

term on the same basis as the lease income.

Income for leases is disclosed under revenue in profit or loss.

Operating leases – lessee

Operating lease payments are recognised as an expense

on a straight-line basis over the lease term. The difference

between the amounts recognised as an expense and the

contractual payments are recognised as an operating lease

asset. This liability is not discounted.

Any contingent rents are expensed in the period they are

incurred.

1.6 Impairment of assets

The 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:

§§ tests intangible assets with an indefinite useful

life or intangible assets not yet available for

use for impairment annually by comparing its

carrying amount with its recoverable amount. This

impairment test is performed during the annual

period and at the same time every period.

§§ tests goodwill acquired in a business combination

for impairment annually.

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.



ACCOUNTING POLICIES

An impairment loss of assets carried at cost less any

accumulated depreciation or amortisation is recognised

immediately in profit or loss. Any impairment loss of a

revalued asset is treated as a revaluation decrease.

An entity assesses at each reporting date whether there is

any indication that an impairment loss recognised in prior

periods for assets other than goodwill 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 other than

goodwill is recognised immediately in profit or loss. Any

reversal of an impairment loss of a revalued asset is treated

as a revaluation increase.

1.7 Employeebenefits

Defined contribution plans

Contributions 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 recongised 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.

Payments to defined contribution retirement benefit plans

are charged as an expense as they fall due.

1.8 Revenue

Revenue from membership fees, registration fees,

examinations fees and penalties are recognised when all

the following conditions have been satisfied:

§§ the amount of revenue can be measured reliably;

§§ it is probable that the economic benefits associated

with the transaction will flow to the Council; and

§§ the costs incurred or to be incurred in respect of the

transaction can be measured reliably.

When the outcome of a transaction involving the rendering

of services can be estimated reliably, revenue associated

with the transaction is recognised by reference to the stage

of completion of the transaction at the end of the reporting

period. The outcome of a transaction can be estimated

reliably when all the following conditions are satisfied:

§§ the amount of revenue can be measured reliably;

§§ it is probable that the economic benefits associated

with the transaction will flow to the company;

§§ the stage of completion of the transaction at the end

of the reporting period can be measured reliably;

and

§§ the costs incurred for the transaction and the costs to

complete the transaction can be measured reliably.

When the outcome of the transaction involving the

rendering of services cannot be estimated reliably, revenue

shall be recognised only to the extent of the expenses

recognised that are recoverable.

Service revenue is recognised by reference to the stage of

completion of the transaction at the end of the reporting

period. Stage of completion is determined by.

Revenue is measured at the fair value of the consideration

received or receivable and represents the amounts

receivable for goods and services provided in the normal

course of business, net of trade discounts and volume

rebates, and value added tax.

Interest is recognised, in profit or loss, using the effective

interest rate method.

Dividends are recognised, in profit or loss, when the

Council’s right to receive payment has been established.

Unidentified credit balances which are older than one



ACCOUNTING POLICIES

year and cannot be traced to the individual members are

recognised as revenue.

1.9 Irregular expenditure

Irregular expenditure is expenditure that is contrary to the

HPCSA Act 56 of 1974 or is in contravention of the entity’s

supply chain management policies. Irregular expenditure

excludes unauthorised expenditure. Irregular expenditure

is accounted for as expenditure in the Statement of profit

and loss or other comprehensive income.

1.10 Related parties

The Council has processes and controls in place to aid in the

identification of related parties. A related party is a person

or an entity with the ability to control or jointly control the

other party, or exercise significant influence over the other

party, or vice versa, or a Council 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 occured between the entity and any

one or more related parties, and those transactions were

not wihtin:

§§ 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;

§§ Further details about those transactions are disclosed

in the notes to the financial statements.

1.11 Subsequent events after the reporting date

Events after the reporting date are those events both

favorable and unfavorable that occur between the reporting

date and the date when the annual financial statements

are authorised for issue, and are treated as follows:

§§ The Council adjust the amounts recognised in its

annual financial statements to reflect adjusting

events after the reporting date for those events that

provide evidence of conditions that existed at the

reporting date, and

§§ The Council does not adjust the amounts recognised

in its annual financial statements to reflect non-

adjusting events after the reporting date for those

events that are indicative of conditions that arose

after the reporting date.

2. NEW STANDARDS AND INTERPRETATIONS

2.1 Standards and interpretations not yet effective

The company has chosen not to early adopt the following

standards and interpretations, which have been published

and are mandatory for the company’s accounting periods

beginning on or after 1 April 2017 or later periods:

Standard/ Interpretation:Effective date: Years beginning on or after

Expected impact:

§§ IFRS 16 Leases 1 January 2019 Unlikely there will be a material impact§§ IFRS 9 (AC 146) Financial Instruments 1 January 2018 Unlikely there will be a material impact§§ IFRS 15 Revenue from Contracts with Customers 1 January 2018 Unlikely there will be a material impact§§ Amendments to IFRS 15: Clarifications to IFRS 15

Revenue from Contracts with Customers

1 January 2018 Unlikely there will be a material impact

§§ Amendments to IFRS 2: Classification and

Measurement of Share-based Payment

Transactions


§§ Amendments to IFRS 4: Applying IFRS 9 Financial

Instruments with IFRS 4 Insurance Contracts




NOTES TO THE ANNUAL FINANCIAL STATEMENTS

3. PROPERTY, PLANT AND EQUIPMENT

2017 2016 Restated

Cost or revaluation

Accumulated depreciation

Carrying value

Cost or revaluation

Accumulated depreciation

Carrying value

Land 3,545,008 - 3,545,008 3,545,008 - 3,545,008

Buildings 8,211,023 (2,226,266) 5,984,757 7,767,091 (2,068,157) 5,698,934

Furniture and fixtures 4,801,075 (2,742,390) 2,058,685 4,277,943 (2,634,989) 1,642,954

Office equipment 9,542,226 (4,893,987) 4,648,239 8,502,375 (4,312,255) 4,190,120

IT equipment 20,891,635 (9,962,804) 10,928,831 14,799,537 (9,232,878) 5,566,659

Works of art 1,237,312 (5,175) 1,232,137 104,482 (100,896) 3,586

Presidential badge 1 - 1 1 - 1

Total 48,228,280 (19,830,622) 28,397,658 38,996,437 (18,349,175) 20,647,262

Reconciliation of property, plant and equipment - 2017

Opening balance

Additions DisposalsRevalua-

tionsReclassi-fication

Deprecia-tion

Total

Land 3,545,008 - - - - - 3,545,008

Buildings 5,698,934 443,931 - - - (158,108) 5,984,757

Furniture and fixtures 1,642,954 523,133 - 55,912 (59,184) (104,130) 2,058,685

Office equipment 4,190,120 1,105,975 (40,364) - - (607,492) 4,648,239

IT equipment 5,566,659 6,272,003 (33,520) - - (876,311) 10,928,831

Works of art 3,586 - - 1,076,918 59,184 92,449 1,232,137

Presidential badge 1 - - - - - 1

20,647,262 8,345,042 (73,884) 1,132,830 - (1,653,592) 28,397,658

Reconciliation of property, plant and equipment - 2016

Opening balance

Additions Disposals Depreciation Total

Land 3,545,008 - - - 3,545,008

Buildings 5,854,276 - - (155,342) 5,698,934

Furniture and fixtures 1,599,857 140,559 - (97,462) 1,642,954

Office equipment 3,721,485 970,940 - (502,305) 4,190,120

IT equipment 1,774,711 4,247,998 (29,899) (426,151) 5,566,659

Works of Art 3,718 - - (132) 3,586

Presidential badge 1 - - - 1

16,499,056 5,359,497 (29,899) (1,181,392) 20,647,262

Compensation received for losses on property, plant and equipment is included in operating surplus.




3. PROPERTY, PLANT AND EQUIPMENT (CONTINUED)

Depreciation rates

The depreciation methods and average useful lives of property, plant and equipment have been assessed as follows:

20172016

Restated

Buildings Straight line basis - years 50 50

Furniture and fixtures Straight line basis - years 20 20

Office equipment Straight line basis - years 10 10

Computer software Straight line basis - years 5 5

Computer servers Straight line basis - years 10 10

Works of Art Straight line basis - years 30 30

4. INTANGIBLE ASSETS

20172016

Restated

Cost / Valuation

Accumulated amortisation

Carrying value

Cost / Valuation

Accumulated amortisation

Carrying value

Computer software 9,528,956 (6,334,985) 3,193,971 7,852,062 (5,829,176) 2,022,886

Reconciliation of intangible assets - 2017

Opening balance

Additions Reclassification Amortisation Total

Computer software 2,022,886 1,732,805 (55,912) (505,808) 3,193,971

Reconciliation of intangible assets - 2016

Opening balance Additions Amortisation Total

Computer software 2,297,316 194,344 (468,774) 2,022,886

The HPCSA upgraded the oracle system and purchased new software licenses.




Figures in Rand 20172016

Restated

5. OTHER FINANCIAL ASSETS

Available-for-sale

Listed Shares - 16046 Sanlam Shares

Free shares allocated to Council during Sanlam’s demutualisation process 1,081,019 1,098,991

Non-current assets

Available-for-sale 1,081,019 1,098,991

6. RETIREMENT BENEFITS

Definedcontributionplan

The HPCSA provides retirement benefits through independent funds under the control of trustees and all contributions

on those funds are charged to profit and loss. The HPCSA pension and provident funds are governed by the Pensions Fund

Act, 1956.

The total group contribution to such schemes 7,337,750 5,724,202

7. TRADE AND OTHER RECEIVABLES

Trade receivables before provision for bad debts 13,118,421 6,679,182

Less: Provision for bad debts (5,956,455) (5,296,290)

Trade receivables after provision for bad debts 7,161,966 1,382,892

Advances to Council members, managers and employees 113,265 87,557

Prepayments 3,347,005 2,996,644

Deposits 214,059 92,510

VAT 447,161 6,485,887

AMCOA loan account 721,365 47,386

Accrued interest 8,919,951 8,028,120

20,924,772 19,120,996

Trade receivables ageing

Current (0-30 days) 5,612,731 948,208

31-60 days 324,323 338,541

60-90 days 1,224,912 96,143

7,161,966 1,382,892





Restated

8. CASH AND CASH EQUIVALENTS

Cash and cash equivalents consist of:

Cash on hand 2,500 2,500

Bank balances 84,031,027 110,631,705

Short-term deposits 251,196,567 245,539,629

335,230,094 356,173,834

Cash and cash equivalents pledged as collateral

Total financial assets pledged as collateral for guarantee to SA Post Office Limited 2,000,000 2,000,000

No expiry date and no special conditions apply.

Limited Cession of Absa Bank Ltd Fixed Deposit no 2064961351 for R 500, 000

Limited Cession of Absa Bank Ltd Fixed Deposit no 2064951992 for R 1, 500, 000

9. PROVISIONS

Reconciliation of provisions - 2017

Opening balance Additions Utilised during the year Total

Provisions for accrued leave 4,147,844 3,878,968 (2,843,710) 5,183,102

Reconciliation of provisions - 2016

Opening balance Additions Utilised during the year Total

Provisions for accrued leave 4,567,072 949,843 (1,369,071) 4,147,844

Provision for accrued leave

This provision represents the liability for the total amount of leave days due to employees.


Restated

10. TRADE AND OTHER PAYABLES

Trade payables 13,477,845 12,254,240

Other payables 385,238 805,842

Accruals and other payables 11,427,873 7,571,387

25,290,956 20,631,469





Restated

11. INCOME RECEIVED IN ADVANCE

Unapplied receipts 190,554,326 183,847,820

Unidentified receipts 4,175,648 2,632,574

194,729,974 186,480,394

Unapplied receipts

Represents receipts in advance from members for their next years membership fees. These receipts are allocated when bulk

billing is done in the next financial year.

Unidentified receipts

Represents receipts from members who cannot be identified at this stage. These members normally claim these receipts

when their fees 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

Unidentified receipts recognised 784,017 783,743

Annual fees - Current year 177,481,468 157,352,012

Restoration fees 5,252,746 4,968,369

Examination fees 1,752,380 2,159,915

Evaluations fees 939,534 1,851,168

Other professional fees 2,883,823 1,917,691

Registration Fees 18,826,462 17,268,954

Annual fees - Prior year 2,773,000 2,881,913

Fees from penalties imposed 1,995,500 2,346,525

212,688,930 191,530,290

13. OTHER OPERATING INCOME

RAF management fees 2,048,505 2,184,392

Asset Revaluation Surplus 1 -

Other rental income 188,844 166,803

Other recoveries 16,783,469 11,009,794

Sundry revenue 109,920 151,802

Register sales 14,514 79,115

Tender fees 20,659 17,655

Insurance compensation 111,655 36,105

19,277,567 13,645,666





Restated

14. OPERATING (DEFICIT) SURPLUS

Operating (deficit) surplus for the year is stated after accounting for the following:

Operating surplus (deficit)

Auditors remuneration 311,575 408,263

Operating lease charges - rental machines 1,572,152 932,338

Amortisation on intangible assets 505,808 468,775

Loss on disposal of fixed asset 112,701 8,574

Legal expenses 13,944,726 12,611,931

Council, professional board and committee meetings 45,503,348 46,516,784

Road Accident Fund expenses 12,144,719 6,901,575

Depreciation on property, plant and equipment 1,653,592 1,181,392

Employee costs 153,736,027 125,904,128

Strategic projects 4,734,048 3,735,423

IT expenses 7,314,500 5,420,978

Postage 3,345,773 3,675,366

Printing and stationery 5,216,997 5,310,870

15. INVESTMENT INCOME

From investments in financial assets:

Interest received 22,502,639 20,700,511

Dividend income - Sanlam 45,102 28,722

Total interest and dividend income 22,547,741 20,729,233

16. TAXATION

No provision has been made for tax as the Council is exempt from normal tax.




17. OTHER COMPREHENSIVE INCOME AND LOSS

Components of other comprehensive income - 2017

Items that will not be reclassified to profit (loss) Gross Tax Net

Movements on revaluation

Gains (losses) on work-at-art revaluation 1,132,830 - 1,132,830

Items that may be reclassified to profit (loss)

Available-for-sale financial assets adjustments

Gains and losses arising during the year on Sanlam shares (17,971) - (17,971)

Total 1,114,859 - 1,114,859

Components of other comprehensive income - 2016

Items that may be reclassified to profit (loss) Gross Tax Net

Available-for-sale financial assets adjustments

Gains and losses arising during the year on Sanlam shares (158,535) - (158,535)


Restated

18. CASH USED IN OPERATIONS

Surplus / (Loss) for the year (25,295,639) (2,234,806)

Adjustments for:

Depreciation and amortisation 2,159,400 1,650,166

Losses on disposals, scrappings and settlements of assets and liabilities 112,701 8,574

Interest income (22,547,741) (20,729,233)

Movement in provisions 1,035,260 (419,230)

Loss / (profit) on stolen assets (38,817) (21,325)

Asset reclassification 55,912 -

Changes in working capital:

Trade and other receivables (1,803,776) (8,231,783)

Trade and other payables 4,659,487 8,901,412

Income received in advance 8,249,579 11,176,679

(33,374,817) (9,878,221)





Restated

19. RELATED PARTIES

`Relationships

Acting Registrar and CEO - Adv P Khumalo Refer to note 20

President of Council - Dr TKS Letlape Refer to note 21

Council members - 30 members Refer to Councilor’s report

Association of Medical Councils of Africa (AMCOA) - HPCSA

is a member of AMCOA and manages the day-to-day

financial affairs of AMCOA

Refer to note 7

721 365 47 386

Minister of Health and Department of Health Refer to Health Professions

Act no 56 of 1974

Related party transactions

Council / Professional Board members fees

Members fees 12,629,654 12,631,319

Preparation fees 3,444,405 2,740,590

Subsistence expenses 4,244,545 4,693,882




20. EXECUTIVE REMUNERATION

2017

EmolumentsPerformance

bonusRetirement

benefitsMedical aid

contributionSettlement labour cost

CCMA Arbitration Award

Total

Registrar / CEO (April

2016)186,663 - 9,919 - 2,267,145 - 2,463,727

General Manager Legal

(April 2016)127,382 145,339 6,931 1,796 - - 281,448

Acting Registrar & CEO

(May 2016 - March 2017)2,170,047 - 90,372 20,156 - - 2,280,575

Chief Operations Officer

(April - May 2016)522,272 - 18,558 - 3,651,521 104,557 4,296,908

Ombudsman (April - June

2016)418,859 153,945 22,024 - - - 594,828

Acting Chief Operations

Officer (July 2016 - March

2017)

1,729,158 - 66,297 - - - 1,795,455

Interim Ombudsman 499,400 - - - - - 499,400Chief Information Officer 1,244,446 - 110,608 16,890 - - 1,371,944Chief Financial Officer 1,701,208 - 87,314 26,318 - - 1,814,840Acting General Manager:

Legal (May 2016 - March

2017)

1,496,744 - 52,747 21,376 - - 1,570,867

General Manager: CPD,

Registrations and Records

(April - August 2016)

664,989 - 32,539 29,664 - - 727,192

Acting General Manager:

CPD, Registrations and

Records (September -

November 2016)

215,348 - 5,926 4,408 - - 225,682

General Manager: CPD,

Registrations and Records

(November 2016 - March

2017)

562,765 - 24,886 - - - 587,651

Acting General Manager:

Professional Boards1,400,961 - 81,150 - - - 1,482,111

Senior Human Resources

Manager

1,052,395 - 48,197 34,316 - - 1,134,908

Senior Public Relations

Manager

1,004,760 - 56,173 48,154 - - 1,109,087

Manager: Support Services

(June 2016 - 31 January

2017)

503,332 - 24,623 - - - 527,955

Acting Manager: Support

Services (April - June 2016

& February - March 2017)

266,195 - 8,806 - - - 275,001

15,766,924 299,284 747,070 203,078 5,918,66 104,557 23,039,579




2016

Emoluments Performance bonus

Retirement benefits

Medical aid contribution

Total

Registrar and CEO 1,904,145 245,432 114,238 34,135 2,297,950

Chief Operations Officer 1,846,555 317,640 109,773 - 2,273,968

Ombudsman 1,519,224 144,549 79,970 - 1,743,743

Chief Information Officer (March 2016) 94,916 - 8,558 - 103,474

Acting Chief Information Officer

(October 2015 to February 2016)626,559 - 30,800 7,244 664,603

General Manager: CPD, Registrations and Records (October 2015 - March 2016)

622,914 - 36,431 43,308 702,653

Acting Senior Manager: CPD, Registrations and Records (April - September 2015)

267,383 - 21,224 9,086 297,693

Acting Senior Manager: CPD, Registrations and Records (April - September 2015)

303,278 - 14,600 10,915 328,793

General Manager: Legal 1,344,849 136,468 71,909 20,328 1,573,554

Acting General Manager: Professional

Boards (April - May 2015) 286,030 - 22,177 18,172 326,379

Manager: Support Services (Retired December 2015) 893,322 - 47,718 - 941,040

Acting Manager: Support Services (January - March 2016) 176,209 - 5,460 - 181,669

Senior Public Relations Manager (December 2015 - March 2016) 299,982 - 17,485 15,437 332,904

Senior Public Relations Manager (Resigned June 2015) 203,821 - 11,356 7,038 222,215

Acting Public Relations Manager (July 2015, September 2015 and November 2015)

184,716 - 7,225 6,980 198,921

Acting Public Relations Manager (August 2015 and October 2015) 118,889 - 4,631 - 123,520

Senior Human Resources Manager 896,043 91,576 49,510 33,216 1,070,345

Interim General Manager: Professional

Boards (June to December 2015)592,739 - - - 592,739

Interim Chief Financial Officer (April 2015 to March 2016) 1,381,454 - - - 1,381,454

13,563,028 935,665 653,065 205,859 15,357,617




21. COUNCILORS EMOLUMENTS

The following emoluments, allowances and travel costs have been paid to Council members attending Council, Board,

Committee meetings and Board activities.

2017

Members FeesPresident Allowance

Subsistence Allowance

Travel Costs Total

Dr TKS Letlape 468,335 98,570 221,556 31,359 819,820

Mr LA Malotana 141,285 - 54,600 3,686 199,571

Mr S Ramasala 168,670 - - 4,530 173,200

Prof K Mfenyana 67,170 - - 5,478 72,648

Ms MM Isaacs 42,385 - - 16,410 58,795

Mr S Sobuwa 89,468 - - 122 89,590

Ms X Bacela 18,170 - - 1,840 20,010

Ms MS van Niekerk 101,250 - - 7,357 108,607

Mr KO Tsekeli 29,950 - - 1,293 31,243

Mr A Speelman 88,165 - - 1,001 89,166

Prof N Gwele 15,225 - - 15,329 30,554

Ms ND Dantile 113,940 - - 6,560 120,500

Ms JM Nare 34,040 - - 12,678 46,718

Ms DJ Sebidi 135,950 - - 8,842 144,792

Dr S Balton 93,345 - - 2,821 96,166

Ms RM Gontsana 41,730 - - 328 42,058

Prof SM Hanekom 86,690 - - 18,758 105,448

Mr M Kobe 118,050 - - 6,423 124,473

Mr MAW Louw 104,350 - - 1,793 106,143

Mrs D Muhlbauer 129,750 - - 6,461 136,211

Adv T Mafafo 24,985 - - 197 25,182

Prof GJ van Zyl 49,010 - - 225 49,235

Prof NJ Mekwa 82,960 - - 53 83,013

Dr RL Morar 84,655 - 31,315 - 115,970

Prof YI Osman 63,490 - - 2,187 65,677

Prof BJ Pillay 118,210 - - 13,486 131,696

Dr TA Muslim 123,600 - 32,078 23,654 179,332

2,634,828 98,570 339,549 192,871 3,265,816





The following emoluments, allowances and travel costs have been paid to Council members attending Council Committee

meetings

2016

MembersFees

PresidentAllowance

SubsistenceAllowance

Travel Costs Total

Dr TKS Letlape 122,130 31,125 - 14,957 168,212

Prof MS Mokgokong 27,050 28,539 19,405 - 74,994

Prof T Sodi 39,610 - - 2,600 42,210

Prof K Mfenyana 25,870 - - 9,126 34,996

Ms MM Isaacs 61,620 - - 21,736 83,356

Mr S Sobuwa 23,550 - - 618 24,168

Ms TS Mtshali 21,390 - - 206 21,596

Ms MS van Niekerk 33,090 - - 2,500 35,590

Mr KO Tsekeli 26,100 - - 1,046 27,146

Mr A Speelman 38,190 - - 799 38,989

Prof N Gwele 21,390 - - 29,417 50,807

Ms ND Dantile 43,540 - - 2,321 45,861

Mr LA Malotana 76,360 - - 3,929 80,289

Ms DJ Sebidi 32,860 - - 4,334 37,194

Dr S Balton 43,240 - - 4,484 47,724

Ms RM Gontsana 28,880 - - 2,550 31,430

Prof SM Hanekom 33,110 - - 5,564 38,674

Mr M Kobe 70,650 - - 4,325 74,975

Mr MAW Louw 50,250 - - 594 50,844

Mrs D Muhlbauer 13,280 - - 878 14,158

Adv T Mafafo 16,910 - - 191 17,101

Prof GJ van Zyl 25,020 - - - 25,020

Prof NJ Mekwa 40,230 - - 1,246 41,476

Dr RL Morar 39,740 - - 309 40,049

Ms X Bacela 8,340 - - 1,221 9,561

Dr TA Muslim 49,100 - - 4,980 54,080

Ms JM Nare 29,960 - - 10,283 40,243

Prof YI Osman 23,320 - - 797 24,117

Prof BJ Pillay 32,970 - - 6,494 39,464

Ms B Pule 16,910 - - 846 17,756

Mr S Ramasala 91,580 - - 6,646 98,226

Prof E Wentzel-Viljoen 19,460 - - 4,654 24,114

Ms V Amrit 23,090 - - 1,057 24,147

Mr R Naidoo 25,620 - - 309 25,929




2016

MembersFees

PresidentAllowance

SubsistenceAllowance

Travel Costs Total

Mr J Chaka 25,620 - - 2,354 27,974

Prof UME Chikte 29,730 - - 1,057 30,787

Ms R Bridgemohan 18,910 - - 137 19,047

Prof TA Ramukumba 20,310 - - 1,145 21,455

Ms VR Moodley 32,510 - - 309 32,819

Prof NP Taukobong 36,500 - 26,619 1,495 64,614

Prof S Singh 46,790 - 19,405 3,346 69,541

Mrs RM Kekana 31,660 - - 594 32,254

Mr DN Serenyane 13,900 - - 6,706 20,606

Mr RL Mjethu 17,530 - - - 17,530

Mr KP Legodu 38,920 - - 13,357 52,277

Rev G Moerane 23,090 - - - 23,090

Mr MD Mhlanga 25,020 - - 12,531 37,551

Dr LM Moja 49,350 - 19,405 26,443 95,198

Ms L Dikweni 28,030 - - 219 28,249

Mr VM Mkhombo 17,990 - - 19,323 37,313

1,730,270 59,664 84,834 240,033 2,114,801

A new Council was appointed on 01 October 2015 when the old Council’s term ended 30 September 2015.


Restated

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 16,783,468 11,026,224

Employee costs 4,081,273 2,564,209

RAF legal, tribunal expenditure, sheriff and disbursements 12,479,007 7,927,349

HPCSA overheads (Stationery, telephone and training) 223,188 534,666

Amounts received from RAF 18,797,630 13,377,419

Amounts invoiced to RAF iro costs incurred 16,560,281 11,026,224

Management accounts 2,048,505 2,184,392

Rental income 188,844 166,803

Surplus 2,014,162 2,351,195





23. RISK MANAGEMENT

Fair value of financial instruments

The carrying amounts of the following financial instruments approximate their fair value due to the fact that these

instruments are:

§§ 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.

No financial instrument is carried at an amount in excess of its fair value.

Liquidity risk

The Health Professions Council of South Africa manages liquidity risk through the compilation and monitoring of cash flow

forecasts as well as ensuring that there are adequate banking facilities.

At 31 March 2017 Less than 1 year

Financial Assets

§§ Cash and cash equivalents 335,230,094

§§ Trade and other receivables 20,924,772

Financial Liabilities

§§ Trade and other payables 25,290,956

§§ Income received in advance 194,729,974

At 31 March 2016 Less than 1 year

Financial Assets

§§ Cash and cash equivalents 356,173,834

§§ Trade and other receivables 19,120,996

Financial Liabilities

§§ Trade and other payables 20,631,469

§§ Income received in advance 186,480,394

Interest rate risk

The Health Professions Council of South Africa does have investments which are interest-bearing assets. The Council is

however funded through different income streams received from members. Interest rate flunctuations will therefore notn

have a material impact on income and operating cash flows.




23. RISK MANAGEMENT (CONTINUED)

Credit risk

Potential concentrations of credit risk consist mainly of cash and cash equivalents, trade receivables and other receivables.

At 31 March 2017, the Health Professions Council of South Africa did not consider there to be any significant concentration

of credit risk which had not been insured or adequately provided for.


restated

24. UNAUTHORISED, IRREGULAR AND FRUITLESS AND WASTEFUL EXPENDITURE

Irregular expenditure - -

Opening balance - 1,101,472

Condonement - (1,101,472)

25. CONTINGENT LIABILITIES

Matter regarding former Legal Advisor (Mr. Mosiane)

A former employee lodged complaint against Council with CCMA for unfair dismissal and he won the matter at CCMA. The

CCMA Award was reviewed and set aside by the Labour Court. The Labour Court referred the matter back to the CCMA to

be heard anew.

The former employee has resuscitated the matter by following the Labour Court ruling to remit matter back to CCMA.

The Labour Court has directed the CCMA commissioner to issue an award on the matter. A maximum award of 12 months

compensation may be made, which will be equal to R 520, 581.

The HPCSA has not made any provisions in this fnancial year and will continue to review this decision on an on-going basis.

Matter regarding former General Manager: Professional Boards (Dr Mbhele)

The employee has referred matter to CCMA following an unsuccessful appeal to MANCO. The first hearing was on 21 August

2015 and Commissioner agreed to postpone matter for re-enrolment after 30 September 2015.

In the even that CCMA rules in employee’s favor a maximum award of 12 months compensation may be made, which will

be equal to R 1, 381, 812.

The HPCSA has not made any provisions in this financial year and will continue to review this decision on an on-going basis.





restated

Matter regarding Practitioner: Mr RP McMahon

Mr 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 this matter. The

HPCSA has not made any provisions in this financial year and will continue to review this decision on an ongoing basis.

The summons against HPCSA was issued on 24 August 2012.

Matter regarding Practitioner: Ms CJ Grobbler

The 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 the sequestration proceedings. There is currently no movement on the matter. The HPCSA has not

made any provisions in this financial year and will continue to review this decision on an on-going basis.

Matter regarding Practitioner: Dr JF Scholtz

A 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, 658.80.

Matter regarding Modise v Flora Clinic, Minister of Health and HPCSA

Plaintiff has instituted action against the Respondents for R 15 million for damages suffered as a result of treatment that

was administered by Flora Clinic. It is not clear why the HPCSA was cited as a party to the proceedings. The summon was

issued on 30 June 2017.

26. PRIOR PERIOD ERRORS

The Council identified the prior period errors during the process of preparation of the annual financial statements. The

errors have been corrected through retrospectively restatement of the comparative figures in the current financial year’s

financial statements.

26.1 Council, professional boards and committee meetings

Council, professional boards and committee meeting travel expenditure not recorded in the financial year ending 31

March 2016 as expenditure.

Statement of Comprehensive Income

Increase in council, professional boards and committee travel expenses - 240,968

Statement of Financial Position

Increase in creditors - (240,968)





restated

26.2 Assets accumulated depreciation

The Council identified the prior period errors during the process of reviewing the asset register of fully depreciated assets.

The errors have been corrected through retrospectively restatement of the comparative figures in the current financial

year’s financial statements.


Increase in amortisation - 215,646

Decrease in depreciation - (2,166,828)


Increase in accumulated amortisation - (215,646)

Decrease in accumulated depreciation - 2,166,828

26.3 Intangible assets

The VIP payroll development costs was expensed under consultation fees instead of intangible asset account. The errors

have been corrected through retrospectively restatement of the comparative figures in the current financial year’s financial

statements.


Decrease in consultation fees - (194,344)

Increase in intangible amortisation - 9,312


Increase in intangible assets - 194,344

Increase in intangible amortisation - (9,312)



DETAILED INCOME STATEMENT


restated

Revenue

Annual Fees Current year before suspensions 185,676,825 164,746,932

Less: Suspension of membership (8,195,357) (7,394,920)

Annual fees - Current year 177,481,468 157,352,012

Annual fees - Prior year 2,773,000 2,881,913

Fees from penalties imposed 1,995,500 2,346,525

Registration fees 18,826,462 17,268,954

Unidentified receipts recognised 784,017 783,743

Restoration fees 5,252,746 4,968,369

Examination fees 1,752,380 2,159,915

Evaluation fees 939,534 1,851,168

Other professional fees 2,883,823 1,917,691

12 212,688,930 191,530,290

Other operating income

RAF management fees 2,048,505 2,184,392

Asset Revaluation Surplus 1 -

Other rental income 188,844 166,803

Other recoveries 16,783,469 11,009,794

Sundry revenue 109,920 151,802

Register sales 14,514 79,115

Tender fees 20,659 17,655

Insurance compensation 111,655 36,105

13 19,277,567 13,645,666

Other operating gains (losses)

Losses on disposal of assets or settlement of liabilities (112,701) (8,574)

Expenses (Refer to page 37) (279,697,176) (228,131,421)

Operating loss (47,843,380) (22,964,039)

Investment income 15 22,547,741 20,729,233

Other non-operating gains (losses)

Gains on disposal of assets or settlement of liabilities 1,132,830 -

Fair value losses (17,971) (158,535)

Deficit for the year (24,180,780) (2,393,341)

The supplementary information presented does not form part of the annual



DETAILED INCOME STATEMENT


restated

Other operating expenses

Amortisation 505,808 468,775

Auditors remuneration - external auditors 311,515 408,263

Bad debts - increase/(decrease) in provision 926,460 (1,383)

Bank charges 3,286,969 3,320,287

Cleaning 650,633 604,832

Airconditioning Expenses 197,910 222,941

Consulting and professional fees 844,444 457,524

Internal Audit Fees 669,183 955,354

Consulting and professional fees - legal fees 13,944,726 12,611,931

RAF Expenses 12,144,719 6,901,575

Depreciation 1,653,592 1,181,392

Employee costs 153,736,027 125,904,128

Tender administrative costs 202,824 150,627

Equipment and furniture less than R1000 94,255 42,650

Strategic projects - Teambuildings and Strategic Sessions 4,734,048 3,735,423

Settlement labour cases - Employees 6,044,287 -

Council, professional board and committee meetings 45,503,348 46,516,784

Insurance 778,568 507,363

IT expenses 7,314,500 5,420,978

Lease rentals on operating lease 1,572,152 932,338

Municipal expenses 2,158,074 2,045,547

Cash shortages - 576

Postage 3,345,773 3,675,366

Printing and stationery 5,216,997 5,310,870

Public relations and promotions 7,260,584 3,157,287

Repairs and maintenance 1,220,440 920,935

Security 915,370 843,295

Subscriptions & library costs 205,302 152,520

Telephone and fax 1,695,552 1,399,586

International conference 2,563,116 283,657

279,697,176 228,131,421

The supplementary information presented does not form part of the annual financial statements and is unaudited



NOTES

Contact Details

553 Madiba StreetArcadiaPretoriaSouth Africa

P O Box 205Pretoria0001South Africa

Tel: (+27) 12 338 9300 (+27) 12 338 9301Fax: (+27) 12 328 5120 Email: [email protected] RP196/2017ISBN: 978-0-621-45596-0

Title of Publication: Health Professions Council of South Africa (HPCSA) Annual Report 2016/17

annual report - national government · 6 hpcsa annual report 2016/17 1. general information country...

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