review of progress re: implementation of turnaround strategy may 2015 when the sun rises we work...

REVIEW OF PROGRESSRE: IMPLEMENTATION OF TURNAROUND STRATEGY

May 2015

WHEN THE SUN RISES

WE WORK HARD TO DELIVER

KEY PILLARS OF THE CHANGE PROGRAMME

REDUCE MORTALITY AND INCREASE LIFE EXPECTANCY

MPUMALANGA DEPARTMENT OF HEALTH

Strategic Leadership andG

ood Organisational Culture

Good G

overnance and Environm

ental Controls

Sound HR and Financial

Managem

ent

Health Care Infrastructure

Comm

unication and Social M

obilisation

STRATEGIC LEADERSHIPKEY FINDING ACTIONS TO BE TAKEN PROGRESS CHALLENGES

Ineffective editing committee

• Re-establish the editing committee.• The editing committee to go through

the Strategic Plan and Annual Performance Plan before submission to relevant authorities

• Implement the checklist to assess SP and APP

• Editing Committee was established and appointment letters furnished.

None

Poor management of policies, guidelinesand procedure manuals

• Develop and implement the framework for the development of policies

• Assign a responsible Unit / official to keep policies and procedures centrally and to ensure regular review of such

• Create a database of policies• Assign coordinators of policies from

various programmes

• All Programs requested to forward updated approved policies.

• 8 Programmes complied.

Awaiting response.


Lack of performanceassessment and monitoring tool

• Develop and implement the performance assessment and monitoring tool

• TAS Balanced Score Cards and Weekly hospital performance indicators developed and being implemented.

None

Lack of a standardised Procedure Manual for collation of data from institutions

• Customise and implement a Standardised Procedure Manual for Health Information that will cross-reference District Health Information System (DHIS) and all paper based means of verification (MOV)

• Consult on the Procedure Manual and obtain inputs from all responsible officials

• Collecting of data according to SOP, National Standards policies and procedures for DHMIS

None


Ineffective governance structures

• Develop and circulate an annual schedule of all management and executive management meetings

• Develop and implement Terms of Reference (TOR’s) for all management structures

• Schedule circulated.

• TOR in process (HRD)

None.

None.

• Appoint the Chairperson of the Risk Management Committee

• Risk management to be a standing item in all meetings

• Risk management to be key performance area for all staff in the department

• Appoint the Audit Committee members and consult with the Executive Authority on appointments

• Risk management committee was appointed.

• In process of finalising additional members..

• Audit Committee members recommended approval awaited.

None

None


Non-alignment of the District Health Expenditure Review (DHER) to the Department’s budget and expenditure outcomes

• Improve the consolidation of districts budget and expenditure outcomes

• Integrated Health Planning, District Health Services and Management Accounting to conduct joint sessions at the end of each quarter

• Meetings and Reviews were held at all Districts to address this issue.

Budgetary constraints.

HOSPITAL MANAGEMENTKEY FINDING ACTIONS TO BE TAKEN PROGRESS CHALLENGES

Non-compliance to Norms and Standards

• Strengthen management of resources (human, financial and assets) in hospitals/districts.

• Strengthen leadership and accountability

• Strengthen financial management structures

• Facility upgrades, repairs and maintenance

• Ensure availability of basic functional equipment with maintenance plan

• Assist institutions with appointments of critical staff

• Assist Hospital/District managers with basic tools to enable them to improve on quality service delivery

• Processes in place to fill critical posts.

Interdisciplinary collaboration at incipient level.

Inadequate provisioning of non- negotiables

• Monthly reporting on non - negotiables. Monitoring taking place.

• Infrastructure plans and refurbishment/ maintenance implemented.

• HR delegations given to CEO’s/ DM.

• Maintenance plans developed for buildings and equipment.

None

HOSPITAL MANAGEMENTPHARMACEUTICAL DEPOT

KEY FINDING ACTIONS TO BE TAKEN PROGRESS CHALLENGES

The warehouse does not comply with the Medicine and Related Substances Control Act, No 101 of 1965

• The Department to apply for a license for the depot to operate as a wholesale by The National Department of Health (NDoH)

• Department applied for license. Awaiting license from NDoH.

Depending on NDoH.

• License by the MCC and Certificate of recording of both the premises and the owner by the South African pharmacy Council (SAPC)

• Dependent on approval from NDoH.

Awaits approval (as above)

• The Department to appoint a Responsible Pharmacist and a Deputy Responsible Pharmacist

• Responsible pharmacist appointed.

Finalised.

HOSPITAL MANAGEMENTPHARMACEUTICAL DEPOT


There is no contract indicating the different responsibilities of departmental officials’ and those of the contractor with clear lines of reporting

• The Department to enter into a contract with the service provider to ensure that all activities of ordering, receiving, warehousing and dispatching of items are allocated to responsible persons / officials

• Pharmaceutical tender to be advertised in Feb 2015 and SLA with awarded entity will correct the matter.

None

The items packaged by the service provider are not checked for correctness of the medication before distribution to the institutions

• The Department to capacitate the depot to ensure that quality control takes place throughout the supply process

• Will be addressed by the SLA above.

None

HEALTH FACILITY WASTE MANAGEMENT


Poor Management ofHealth Care Risk Waste

• Finalise tender process for waste management

• Once service provider has been appointed ,the tender to be decentralised to strengthen accountability

• Update the ‘Health Care Waste Guideline’ for approval

• Capacity districts on contract management

• Orientate waste officers on technical requirements

• Specifications for the waste management tender are done,

• Tender was advertised, and withdrawn due to administrative error

• Tender must be re advertised

• Service providers are appointed on contact basis to render the service.

• No specific unit solely responsible to monitor the tender

• Critical post for a waste manager not yet advertised

HOSPITAL MANAGEMENT LAUNDRY SERVICESKEY FINDING ACTIONS TO BE TAKEN PROGRESS CHALLENGES

• Ineffective management of laundry services

• Specifications for procurement of linen already drawn

• Process of procuring laundry services at initial stages

• RFP received and adjudication in progress.

None

MEDICO-LEGAL SERVICES & LITIGATIONS• KEY FINDING ACTIONS TO BE TAKEN PROGRESS CHALLENGES

• High litigation costs • Reduce rates of adverse events and medical negligence, especially in Obstetrics and Gynaecology, Surgery, Emergency Units and Orthopaedics

• Weekly reports and remedial actions from hospitals.

None

• Reduce contingent liabilities from litigation costs

• Improve on record management and clinical outcomes.

Filling of senior Health professionals posts.

• Reduce work environment related risk-source constraints (e.g. breakdowns of equipment, unavailability of commodities or equipment)

• Preventative maintenance plans put into place.

None

• Address human resource issues such as high patient / health professional ratios, health professionals burnout and low morale, health professionals ignorance of patients ‘rights and the seriousness of patients’ medical conditions;

• Improved facility management component.

• Strengthen usage of PHC facilities.

High workload and vacancy rates.

MEDICO-LEGAL SERVICES & LITIGATIONSKEY FINDING ACTIONS TO BE TAKEN PROGRESS CHALLENGES

High litigation costs • Reduce disease burden, and utilization of junior staff (Interns and community Service doctors) with poor Supervision and Support, to do difficult and complicated procedures

• Headhunting of specialists has commenced.

• Collaboration with Pretoria University and Dept. Health KZN started.

None

• Ensure Public Works performs routine testing of all generators on a regular basis and warrants their functionality

• Weekly monitoring tool in place and an audit of all generators to be implemented.

None

• Improve relations with the Office of the State Attorney.

• Continuous engagement.

None

HEALTH INFORMATION MANAGEMENT AND SYSTEM


Irregular update of Health information systems

• Update technology equipment and LAN, and provide support and maintenance on equipment.

• Ongoing • 150 sites updated

None

• Enhance connectivity in all facilities to improve efficiency.

• All facilities connected.

None

• Streamline systems for unified Health Information System.

• Information systems RFP’s to be adjudicated.

None

• Mainstream Information Management and accountability

• Information systems RFP’s to be adjudicated.

None

• Improve efficiency of Pharmaceutical Services throughout the system.

• Awaiting tender advert.

• System requirement included.

None

CORPORATE SERVICESDOCUMENT & INFORMATION MANAGEMENT


Inadequate document and information management

• Develop and implement the file plan for the department

• Work in progress Shortage of clerical staff

• Present the file plan to Operational and Top Management

• Not yet approved by DCSR

Shortage of clerical staff

• Circulate the file plan to all key staff in the Department e.g., Secretaries.

• Work in progress Lack of records clerks

• Train the secretaries and Admin. Officers on the implementation of the file plan

• Not done yet. Shortage of staff

• Reference all documents and files and move all documents to the registry


• Obtain space for the creation of a registry • Not done yet. Shortage of staff

• Monitor the use of the file through visiting districts and sub-districts


COMMUNICATION AND SOCIAL MOBILISATIONKEY FINDING ACTIONS TO BE TAKEN PROGRESS CHALLENGES

Lack of a cohesive and coordinated Advocacy and Communications strategy

• Develop a clearly articulated communication strategy

• Mainstreaming of communication management throughout the organization.

• Access to credible and reliable information to reduce the risk of miscommunication.

• Streamline responses to complaints from the public for positive media publicity.

• To be developed.

• Communication Strategy Developed.

• Departmental Newsletter “Maphelo” published.

• Processes commenced

• Not done yet.

None

Absence of a regular publication of Implementation Successes and Risks

Absence of a Social compact with the Public

Lack of a user friendly suite of multi-lingual and multi-modality documents (pamphlets, posters, brochures, guidelines)

HUMAN RESOURCES MANAGEMENTKEY FINDING ACTIONS TO BE TAKEN PROGRESS CHALLENGES

Ineffective Recruitment and Selection processes

• Update recruitment plan• Ensure all shortlisting and interview

panels are appointed in writing• Finalise shortlisting• Finalise interviews• Finalise appointments

• Ongoing. Not completed yet.

HR capacity.

Obsolete HR policies • Review all HRM&D policies• Distribute for inputs from all stakeholders• Obtain approval from management• Implement and communicate reviewed

policies• Ensure and monitor implementation

• Policies reviewed and approved.

None.


Inadequate HR Plan • Develop HR plan that is linked to the APP and budget

• Develop HRD long term plan• Distribute for inputs from all stakeholders• Obtain approval from management• Implement and distribute HR plan• Ensure and monitor implementation

• HR Plan developed None

Non Standardisation of HR forms

• Review all matters that must be standardised (eg. submissions, claim forms, etc.)

• Develop standardised formats• Distribute formats• Ensure and monitor implementation

• Process started Lack of capacity.


Non adherence to Conditions of service allowance

• Identify conditions of service allowances and plan for the next financial year

• Ensure funds are available• Submit list and memorandum for approval• Capture payments• Capacitate responsible unit

• Process started. HR capacity.

Out of adjustment appointment-Organogram

• Capture organogram on PERSAL• Review the captured organogram on a

regular basis• Capacitate the responsible unit

• Process started. HR capacity.

FINANCIAL MANAGEMENT

COST DRIVERSKEY FINDING ACTIONS TO BE TAKEN PROGRESS CHALLENGES

Items not on contract • Review all major cost drivers in terms of whether those are contracted or not

• Compile specifications for those items that are not on contract

• Issue specifications• Evaluate tenders• Adjudicate tenders• Appoint service providers• Enter into Service Level

Agreements

Major cost drivers identified as follows:Contracted out services•Medicine•NHLS•Blood services•Management of health waste•Food / Meals

In-house / Non-contracted out services•Laundry services•Fuel and Oil

None

SERVICE LEVEL AGREEMENTKEY FINDING ACTIONS TO BE TAKEN PROGRESS CHALLENGES

Obtain all SLA’s • Develop a process flow document on SLA management.

• Check which SLA are currently available.

• Liaise with programme managers.

• Capacitate the unit in terms of human resources.

• Director: SCM - Recruitment and selection in progress

• Other positions being attended to - SCM structure currently being reviewed in consultation with OTP

• Process flow on SLA management compiled and awaiting approval

• Stock being taken of all current and available SLA’s

None

SUPPLY CHAIN MANAGEMENTKEY FINDING ACTIONS TO BE TAKEN PROGRESS CHALLENGES

Develop a capacity building plan

Prioritise training on SCM. • Undertaken skills assessment of current SCM officials

• Ongoing process eg. AFS training

None

Demand plans Develop demand plans for goods and services•Above R500 000•Below R500 000

• Demand Plans developed for both categories.

None

Appropriated Budget • Prioritise commitments and accruals carried forward from the previous financial year

• Reprioritise business and demands plans in line with the approved budget

• Ongoing process.• Registers implemented.

None


Capacity • Appoint Director: SCM • Post advertised. None

Insufficient capacity in Supply Chain Management

• Restructure the Organogram in line with the five elements of SCM and fund posts and fill them

• Minimise the same elements in to KPA’s at District and Hospital level and fund

Motivation for extra staff was submitted.

Rotation according instruction planned for 1 April 2015.

Lack of HR capacity.

Segregation of tasks and rotation of officials

• Segregate tasks on Performance agreement and as per KPA.

• Ensure annually rotation as per PT instructions

• Capacity building via skills audit and training

• Segregation of tasks implemented.

• Annual rotation planned for 1 April 2015.

None


Compliance Committees • All institutions will nominate officials other than the bid committees to be in the compliance committees;

• Sustain FMC committees beyond intervention

• Finalised None

Bid Committees • Bid Committee members for all Committees will be appointed

• Training to be provided to all Bid Committee members

• Internal Control Unit must monitor evaluate and report

• Security clearance

• Finalised None


Deviations Deviations from SCM processes to be reviewed by the Bid Adjudication Committee and recommended

Proposals to the HOD regarding reviews on deviations

Submission of deviations to the Provincial Treasury and the Auditor-General

• Deviations reviewed by Bid Adjudication Committee.

None

Risks and performance management

Enhance relationship between Internal control, Internal Audit unit and Risk management

• Ongoing engagement. None

Appointment of consultants

Compliance to the SCM guidelines and the Practice notes around appointment of consultant’s;

• Ongoing.

INVOICES RECEIVEDKEY FINDING ACTIONS TO BE TAKEN PROGRESS CHALLENGES

Determine central point for receipt of all invoices

• Appointment letter through the Accounting Officer

• Officials appointed to receive invoices.

None

Implement invoice receipt register

• Use of the recommended template by Provincial Treasury.

• Registers implemented at all institutions and PO.

None

Notify all service providers of the central point to submit invoices

• Through Circulars and follow-up phone calls for all service providers on the suppliers’ database and as and when new contractors are sourced.

• Ongoing. None.

INVOICES RECEIVEDKEY FINDING ACTIONS TO BE TAKEN PROGRESS CHALLENGES

There are no officials responsible for coordination of invoices

• Appoint a responsible official(s) to populate the register, distribute the invoices to the relevant programme managers and follow-up on outstanding invoices from programme managers

• Draft appointment letters and distribute to appointees

• Appointment letter through the Accounting Officer

• Officials appointed None

• Appoint responsible officials to reconcile invoices received

• Appointment letters to be issued through the HOD’s office

• Officials appointed None

• Training of appointed officials to reconcile invoices received

• Officials trained during February 2015.

None

PAYMENT OF INVOICESKEY FINDING ACTIONS TO BE TAKEN PROGRESS CHALLENGES


• Develop and implement a checklist to be attached to invoices to ensure payment documents are complete

• Officials are appointed and informed

None

• Major accounts will be allocated to specific officials for monthly reconciliation e.g. blood, NHLS, Medicine, Telephone, rentals and contracts)

• Reports to be submitted monthly on reconciliation to CFO and Provincial Treasury

• Develop a training manual/ presentation

• Schedule joint training• Conduct training

• Major accounts are allocated to specific officials.

• Monthly reports are submitted.

• Training manual in process.

None

PAYMENT OF INVOICESKEY FINDING ACTIONS TO BE TAKEN PROGRESS CHALLENGES


• Follow-up with service providers where balances are brought forward from previous months

• Prepare reconciliation reports• Identify unpaid invoices• Liaise with chief users to

facilitate payment of invoices• The 0-9 file will also be included

with monitoring and follow up on outstanding orders

• Review and reconcile invoice receipt register monthly

• Reconciliation of receipt register will be approved by the CFO monthly

• Procedural issues. • On-going implementation

is monitored.

None

DEBTORSKEY FINDING ACTIONS TO BE TAKEN PROGRESS CHALLENGES

Poor management of debtors

• Review / Develop the policy on debt management

• Develop procedure manual to implement the policy

• Management of appointed Departmental collector contract

• Debt policy reviewed None

• Review debt register for correctness and identify debts that are uneconomical to collect for writing-off

• Writing-off of bad debts provided funds are available

• Instatement of PERSAL/pension deduction

• Ongoing Reviewed daily.

• Procedure implemented.

None

DEBTORSKEY FINDING ACTIONS TO BE TAKEN PROGRESS CHALLENGES

Poor management of debtors

• Develop a strategy on outstanding debts

Internal debtors:• PERSAL deductions• Pension deductions• External debtors:• Recovery letters to debtors• Human Resource Management

capacity building (training)• Review targets for debt collector

with actual collections.• Monitor RAF claims and the

write- off of stale debts

• Strategy part of policy

• Debtors managed.• Strategy part of policy.

None

None

OPERATING LEASESKEY FINDING ACTIONS TO BE TAKEN PROGRESS CHALLENGES

Deficient management of operating leases

• Review current operating leases • Improve capacity of the Contract

Management Unit through training of current official and through internship program

• To keep register of readings for the usage of photocopiers to ensure that on a monthly these registers serve as supporting documents for invoices to be paid

• Contracts for labour saving devices to insert the clauses on submission of invoices within a specific time frame (new SLA’s)

• Written requests to service providers to submit invoices within specific period

• Contract register for Labour Saving devices implemented, monitored and evaluated.

• Processes on-going.

None

ASSET MANAGEMENTKEY FINDING ACTIONS TO BE TAKEN PROGRESS CHALLENGES

Deficient management of assets

• Develop and implement an Asset Management Purchase plan

• Identification of need and description of asset

• Budget available balance• Update Purchase plan with available

budget• Develop a standardised asset

catalogue (naming of assets is a major challenge and standardise catalogue will eliminate that)

• Asset management policy developed and implemented.

• Purchase plan developed and updated.

None



Procurement•Monitoring procurement in line with Purchase plan•Conditional Grants must be distributed to institutions for procurement purposes (limitation of procurement at head office level and distribution without updating asset register at institutions)

• Conditional Grants distributed according to DORA Act.

None

Barcode and update of asset register•Procure pre printed barcodes ( eliminate duplicate barcodes and possibility of replacement of wrong barcode)•Develop procedure to replace barcodes if lost

• Barcode implementation project in progress.

None



Barcode and update of asset register……….•Warehouse to receive assets and call end user to identify asset correctly delivered.•Asset Management to barcode assets before distribution to end user•Warehouse to capture serial number and barcode on system before invoice is processed and given to expenditure•Ensure correct value of asset on system. If conversion cost or other include on asset.•Provide report and copies of all purchases to District office on monthly basis.

• Barcode project in process.

• Approved Asset management plan is in process of implementation

None



Barcode and update of asset register……….•District to provide report to Provincial Office on quarterly basis.

• Reports submitted. HR capacity.

Distribution•Asset Management ensure that end user receive asset and verify that asset register is updated•End user to sign new updated inventory list to accept asset

• Approved Asset management plan in process of being implemented

None



Verification•Verification plan to be developed (Asset verification teams per hospital must be appointed.)•Verification report template to be develop (Items on floor and not on register, asset on register and not on floor, assets verified, new assets, disposals, repairs and movements)•First verification done by institutions own asset management team and report on verification given to Districts for consolidation and investigations if needed.

• Approved Asset management plan in process of being implemented

None



Verification………….•Second verification must be rotations of teams to next door institution to ensure accountability and accuracy.•Total reconciliation of verification by Provincial Office to ensure identification of duplications and movement of assets between institutions.•Investigations of assets not found on floor.•Develop process to replace barcodes if lost with new pre-printed barcode.•Verification report quarterly to CFO and Second quarter and last quarter to Provincial Treasury

• Ongoing processes implemented.

None



Movements and Repairs•Develop registers to transfer assets between institutions.•Budget for tracker barcode system on major expensive movable assets and plan implementation there off. •Develop repair register and monitor monthly and report to CFO quarterly.

• Ongoing None

Disposal•Identify disposable asset (keep records of each asset, barcode serial number and institution with end user) •Identify warehouses or safe keeping areas in each institution and one per district.•Identify disposable assets with verification process

• Approved asset management plan in process of being implemented. Will be finalised by end of March 2015.

None



Disposal…………•Appoint disposal committees in each institution•Submit Disposal list to Districts for approval•Report to Provincial office on approved disposals per district for arrangement of auction•Develop auction processes•Write-off disposed assets

• Ongoing None

Lost and Stolen•Develop procedure to report lost and stolen assets•Report Monthly to District on lost and stolen items•Report quarterly to Provincial Office and to Provincial Treasury

• Procedures developed. Districts report monthly.

None



Training and Development•Draft training plan on asset management•Introduction for new employees must be provided •Train end users on asset policy and procedure manual•Appoint asset champions in each section and train them on procurement, movement and lost and stolen procedures and reporting requirements

• Training plan drafted

• Asset champions appointed..

None

Restructuring on monitoring and reporting of Clinics and CHC’s •CHC’s and Clinics assets must be managed by Hospitals - to be able to do this all purchases must also be done at Hospital level.

• Hospitals assist with assets at CHC’s and Clinics.

None

BUDGET AND ACCRUAL MANAGEMENTKEY FINDING ACTIONS TO BE TAKEN PROGRESS CHALLENGES

Deficient budget and accrual management

Finalise the Development of the automated Budget ModelThe module must include:•Contractual obligations must be automated captured•Intranet availability•Responsibility Managers linked

• Present Budget model according to Treasury prescripts.

• In progress.

None

Budget structure and planning•Appointment of programme managers in writing to manage budgets •Development of time table for programme managers to review budget and preparation of MTEF budgets.

• Budget structure according to Treasury regulations.

None



Budget structure and planning•If online submissions consolidating will be automated and reduce risk of budgets from finance without inputs of program managers.•Contractual obligations must be projected•Assets and additional budget must be provided as additional need

• Process to be implemented.

None

Budget committee•HOD to enforce budget meetings with management to review budget inputs and needs•Establish District budget committees•Quarterly reports of budget meeting to Provincial Treasury

• Financial and budgeting meetings were held in all the districts

None



Compensation of Employees•HR to take full responsibility of vacant post needs and align post with available budget over MTEF•HR to ensure replacement of employees if it was a vacant funded post within three months after vacation.•Review HR plan and implement plan with training to all programme managers•HR plan must include translation in rank, intake of community service as well as new nursing students in line with vacant post on structure (there is currently no alignment with structure and intake of the above)

• In progress. None



Compensation of Employees………•Roll out of Compensation module to programme managers. Training must be provided•Monitor appointments in line with HR plan monthly and submission of report to Provincial Treasury quarterly or when needed.

• In progress None

Development of commitment registers•To reduce accruals and over expenditure the budget office must include commitment registers link to the approved budget for the financial year.

• Manual commitment register developed.

None



Development of commitment registers ………..•Appointed responsibility managers for budget must reconcile actual expenditure report and commitment register to ensure accuracy and enforce budget monitoring and spending as well as management of accruals •Review orders print to suppliers (include limitation of time valid on order e.g. three months then the order expire and must be de-committed. Only CFO will then be in position to extend order for a longer period depending on reason from supplier) this however will not include standing orders for day to day operations.

• Commitment registers analysed monthly.

None



Accruals•Limit purchasing of equipment if contractual obligations are not fully budgeted for.•Districts to review contractual obligations and provide proof and consolidated report to Provincial Office. •Review cash flow need monthly in line with commitments and accruals as well as cash in bank and received. •Split cash flow between conditional grant and voted funds and report monthly to Provincial Treasury

• Accruals and commitment meetings held monthly in Districts.

• Cash flow reviewed daily

None

REVENUE MANAGEMENTKEY FINDING ACTIONS TO BE TAKEN PROGRESS CHALLENGES

Records management • Enforce management of patients flies• Develop and implement operational

plan on Records Management

• None

ICT system • To benchmark ICT system with Charlotte Maxeke and Steve Biko hospitals. The ICT system to accommodate:

• Initial entrance, to the exit (discharge) including the medicine and even blood tests ( thus medical holistically) billing and linking with BAS to clear the patient debt and close the account . GRAP and GAAP orientated

• None


Capacity Need analysis for appointments and upgrading/ posts of the organogram and the resources of such for:•The admissions•(day and night) and •Discharge’s officials•ward clerks•case managers• records management and revenue (billing) and debt (follow up and tracing) •Skills tests as the two main functions that is dealt with here is patient affairs and revenue at the end of the day (thus financial aspects)

• Inputs received from hospitals.

• Forwarded to HR to form part of HR plan.

None.

Road Accident Fund • Appoint a RAF agent to facilitate improvement of revenue in the Big five hospitals.

• Benchmarking took place in Gauteng.

• To follown SCM process in new Financial year


ICT • To link the accounts directly to the external stakeholders e.g Medical aid schemes and RAF;

• None New Contract will include EDI capability.

Reclassifications of patients

• Pre-approval before reclassification and daily monitoring of reclassification

• Ongoing None

Reconciliation • Monthly Reconciliation between BAS and PAAB

• Ongoing None

ICD 10 Code training • All holistically involved in the cycle to be trained on ICD codes

• None Training needs registered with HRD.

Patient files not captured • Develop and implement a plan to capture the files and start the billing processes

• Ongoing Directives issued to hospital.

HEALTH INFRASTRUCTURE MANAGEMENT & DEVELOPMENT


Deficient management of infrastructure upgrading & renovations

• Re-alignment of budget according to project requirements

• Contractors put on terms• Revise scope of projects and finalise

approval• Close monitoring of progress in line

with programme plan• Close-out all projects due for

completion

• Budgets and project scope were re aligned according to projects.

None

HEALTH INFRASTRUCTURE MANAGEMENT & DEVELOPMENT


Poor infrastructure planning

• To develop a provincial infrastructure master plan for 5 - 10 years

• Develop a provincial prioritisation model for projects

• To capacitate the unit with more relevant skilled Built Environment personnel


Poor infrastructure maintenance

• To develop a comprehensive provincial maintenance policy

• Revise dates and implementation of maintenance plan for the department

• Close monitoring of progress in line with programme plan


MANAGEMENT OF CONDITIONAL GRANTSKEY FINDING ACTIONS TO BE TAKEN PROGRESS CHALLENGES

Low spending on and inadequate management of Conditional grants

• Improve spending on grants • Grants monitored.• NHI, Revitalisation,

Infrastructure. low spending

None

• SLA’s signed with NGO’s / NPO’s • SLA’s signed with 224 entities.

None

• Tender for medical equipment advertised

• Tender advertised awaiting adjudication

None

• Bursaries awarded • Bursaries awarded by Department of Education

None

• Infrastructure spending accelerated • Projects awaiting finalisation.

None

Summary of progress April 2015: 77.8%

55

Summary per Cluster

56

Objectives per Chief Directorate

Objectives per Chief Directorate

58

Row Labels Sum of 2015 April 29 Achieved Sum of ObjectiveCD: Corporate Services 0 27CD: Ehlanzeni District 81 132CD: Gert Sibande District 127 133CD: Human Resource Management 3 22CD: Infrastructure Management 32 39CD: Integrated Health Planning 4.5 9CD: Nkangala District 92 101CD: Primary Health Care 752 874CD: Tertiary and Secondary Hosp 18 25Chief Financial Officer 130.5 184Dir.: Communication 1 2Dir.: ICT 80 154Dir.: Internal Audit 1 2Dir.: Legal Services 23 23Dir.: PA 1 1Dir.: Security Management and Aux Serv 1 3Grand Total 1347 1731

Thank you Thank you

review of progress re: implementation of turnaround strategy may 2015 when the sun rises we work...

Documents

poor management of policies

meetings risk management

management accounting

executive management

management structures

app editing committee

audit committee members

key performance area