health - western cape

Health Annual Performance Plan

2017/18 Annual Performance Plan2017 - 2018

Western Cape Government:

Health

Annual Performance Plan 2016/17

February 2016

Foreword by the MEC for Health

2016 has been a tough year for the health sector in South Africa as we have been faced with a greater

demand from those that we serve while dealing with massive financial challenges. This has presented us with

an opportunity to be more innovative and creative in finding ways to achieve our strategic goals despite the

budgetary constraints.

Population statistics tell us that the Western Cape population increases exponentially annually against the

constantly shrinking public purse. The Community Survey which has shown that population in the province has

increased by 1.5 per cent annually since the 2011 census, in 2016 there were 6 279 731 people living in the

province. We need to gear ourselves towards using the available resources efficiently and prudently as

possible. We can no longer rely on the traditional way of delivering healthcare services. We need a whole

society approach in earnest.

We have staff that work tirelessly to make this Department one of the best in the country. Without these unsung

heroes, we wouldn’t be able to constantly improve health and audit outcomes. I am inspired by our

dedicated and committed health workers who have made it their mission to drive the Healthcare 2030 Plan

with a people-centric approach that focuses on improving patient experience and provision of quality

healthcare.

Our Provincial Strategic Goals include a focus to increase wellness and tackle social ills in the province.

Improving wellness in all corners of our province will assist us in alleviating the pressure we are currently

experiencing in the system. Within the PSG3, the Department has taken a lead in various programmes like the

Western Cape on Wellness (WoW!), First 1000 Days and Women of Worth.

The work ahead of us is challenging but we have the right vision, the correct team and a leader of integrity at

the helm of this department. Despite the challenges, we will continue to deliver quality healthcare to the

Western Cape population.

Nomafrench Mbombo

Western Cape Minister of Health

February 2017

Western Cape Government Health

Annual Performance Plan 2017–18

2Wc government heAlth APP 2017–18

Western Cape Government:

Health

Annual Performance Plan 2016/17

February 2016


2016 has been a tough year for the health sector in South Africa as we have been faced with a greater demand

from those that we serve while dealing with massive financial challenges. This has presented us with an

opportunity to be more innovative and creative in finding ways to achieve our strategic goals despite the



constantly shrinking public purse. The Community Survey has shown that population in the province has

increased by 1.5 per cent annually since the 2011 census. In 2016 there were 6 279 731 people living in the

province. We need to gear ourselves towards using the available resources as efficiently and prudently as




heroes, we wouldn’t be able to constantly improve health and audit outcomes. I am inspired by our dedicated

and committed health workers who have made it their mission to drive the Healthcare 2030 Plan with a people-

centric approach that focuses on improving patient experience and provision of quality healthcare.








Nomafrench Mbombo


February 2017


2016 has been a tough year for the health sector in South Africa as we have been faced with a greater

demand from those that we serve while dealing with massive financial challenges. This has presented us with

an opportunity to be more innovative and creative in finding ways to achieve our strategic goals despite the



constantly shrinking public purse. The Community Survey which has shown that population in the province has

increased by 1.5 per cent annually since the 2011 census, in 2016 there were 6 279 731 people living in the

province. We need to gear ourselves towards using the available resources efficiently and prudently as




heroes, we wouldn’t be able to constantly improve health and audit outcomes. I am inspired by our

dedicated and committed health workers who have made it their mission to drive the Healthcare 2030 Plan

with a people-centric approach that focuses on improving patient experience and provision of quality

healthcare.








Nomafrench Mbombo


February 2017



3 Wc government heAlth APP 2017–18

Statement by the Head of Department

In the last 20 years the population in the province has nearly doubled and our primary health care headcount

has grown exponentially from 1.6 million in 1994/95 to 14.6 million in 2015/16. There have been three waves of

health service reform in the Department: the 1995 Health Plan, the 2010 Comprehensive Service Plan and now

Healthcare 2030. As a Department we have achieved amongst the best health outcomes in the country and

have established a track record of unqualified audits for the past 12 years, with a clean finance and human

resource audit in 2015/16. We have managed to achieve all this with less staff than we had in 1996 and one of

the leanest provincial health management structures in the country. We are arguably a very resilient

organisation and have much to be proud of over the last 20 years.

Our resilience as an organisation is certainly going to be tested in the short to medium term as the fiscal realities

take their toll on the health system. Now more than ever we need to strengthen that resilience. The budget

constraints provide us with a real opportunity to take the organisational efficiency to new heights. The

Management Efficiency and Alignment Project (MEAP) is one of our initiatives to improve efficiencies. It has seen

us engage with over 1500 staff members on how we can enhance the way in which we do business. As the HoD

I was heartened by all the stories of how our staff put the citizens of the province first, overcoming many

administrative obstacles in trying to meet their health needs. With MEAP we hope to lighten the administrative

burden of doing business by streamlining processes and structures in line with the principles of Healthcare 2030.

Information and Communication Technology (ICT) has emerged as a major enabler to ensuring greater

efficiencies and the Department has every intention of harvesting the potential benefits of its investment in this

area.

The Department has developed a transformation agenda with four pillars, which aims to build a cohesive

framework towards Healthcare 2030:

• Service needs determining organizational priorities

• Leadership development

• Strengthening governance

• Positive organizational culture.

Senior management will unpack each of these areas, after considering the range of inputs made during the

consultation sessions in the latter half of last year. Specific deliverables for the medium term will also be identified

which will inform the operational planning processes at various levels. Addressing the upstream factors that result

in poor health outcomes require a whole of government and whole of society approach. The work being done

around Provincial Strategic Goal 3 has created a vehicle to test more integrated approaches in targeted

communities.

To the 31 000 employees of the Department, I can never thank you enough for all you do to make this health

system work. I have no doubt that we have what it takes to see it through and come out stronger on the other

side of the severe challenges facing us. I am proud to be part of this team as we face the challenges of 2017

together.

Dr. Beth Engelbrecht

Western Cape Head of Health

February 2017



has grown exponentially from 1.6 million in 1994/95 to 14.6 million in 2015/16. There have been 3 waves of

health service reform, 1995 Health Plan, the 2010 Comprehensive Service Plan and now Healthcare 2030. As a

Department we have achieved amongst the best health outcomes in the country and have established a

track record of unqualified audits for the past 12 years, with a clean finance and human resource audit in

2015/16. We have managed to achieve all this with less staff than we had in 1996 and one of the leanest

provincial health management structures in the country. We are arguably a pretty resilient organisation and

have much to be proud of over the last 20 years.

Our resilience as an organisation is certainly going to be tested in the short to medium term as the fiscal

realities take their toll on the health system. Now more than ever we need to strengthen that resilience. The

budget constraints provide us with a real opportunity to take the organisation to new heights. The

Management Efficiency and Alignment Project (MEAP) is one of our initiatives to improve efficiencies. It has

seen us engage with over 1500 staff members on how we can enhance the way in which we do business. As

the HoD I was heartened by all the stories of how our staff put the citizens of the province first, overcoming

many administrative obstacles in trying to meet their health needs. With MEAP we hope to lighten the

administrative burden of doing business by streamlining processes and structures in line with the principles of

Healthcare 2030. Information and Communication Technology (ICT) has emerged as a major enabler to

ensuring greater efficiencies and the Department has every intention of harvesting the potential benefits of its

investment in this area.

The Department has developed a transformation agenda with four pillars:





The senior management will unpack each of these areas, after considering the range of inputs made during

the consultation sessions in the latter half of last year and the drawing on the range of initiatives within the

Department to build a cohesive framework towards taking Healthcare 2030 forward. Specific deliverables for

the medium term will also be identified. This will inform the operational planning processes at various levels.

Addressing the upstream factors that result in poor health outcomes require a whole of government and

whole of society approach. The work being done around Provincial Strategic Goal 3 has created a vehicle to

test more integrated approaches in targeted communities.






has grown exponentially from 1.6 million in 1994/95 to 14.6 million in 2015/16. There have been three waves of

health service reform in the Department: the 1995 Health Plan, the 2010 Comprehensive Service Plan and now

Healthcare 2030. As a Department we have achieved amongst the best health outcomes in the country and

have established a track record of unqualified audits for the past 12 years, with a clean finance and human

resource audit in 2015/16. We have managed to achieve all this with less staff than we had in 1996 and one of

the leanest provincial health management structures in the country. We are arguably a very resilient

organisation and have much to be proud of over the last 20 years.

Our resilience as an organisation is certainly going to be tested in the short to medium term as the fiscal realities

take their toll on the health system. Now more than ever we need to strengthen that resilience. The budget

constraints provide us with a real opportunity to take the organisational efficiency to new heights. The

Management Efficiency and Alignment Project (MEAP) is one of our initiatives to improve efficiencies. It has seen

us engage with over 1500 staff members on how we can enhance the way in which we do business. As the HoD

I was heartened by all the stories of how our staff put the citizens of the province first, overcoming many

administrative obstacles in trying to meet their health needs. With MEAP we hope to lighten the administrative

burden of doing business by streamlining processes and structures in line with the principles of Healthcare 2030.

Information and Communication Technology (ICT) has emerged as a major enabler to ensuring greater

efficiencies and the Department has every intention of harvesting the potential benefits of its investment in this

area.

The Department has developed a transformation agenda with four pillars, which aims to build a cohesive

framework towards Healthcare 2030:





Senior management will unpack each of these areas, after considering the range of inputs made during the

consultation sessions in the latter half of last year. Specific deliverables for the medium term will also be identified

which will inform the operational planning processes at various levels. Addressing the upstream factors that result

in poor health outcomes require a whole of government and whole of society approach. The work being done

around Provincial Strategic Goal 3 has created a vehicle to test more integrated approaches in targeted

communities.

To the 31 000 employees of the Department, I can never thank you enough for all you do to make this health

system work. I have no doubt that we have what it takes to see it through and come out stronger on the other

side of the severe challenges facing us. I am proud to be part of this team as we face the challenges of 2017

together.

Dr. Beth Engelbrecht

Western Cape Head of Health

February 2017




Official Sign-off

It is hereby certified that this Annual Performance Plan: a) Was developed by the management of Western Cape Government (WCG): Health. b) Was prepared in line with the current Strategic Plan of WCG: Health under the guidance of Minister

Nomafrench Mbombo. c) Accurately reflects the performance targets which WCG: Health will endeavour to achieve given

the resources made available in the budget for 2017/18.

Mr A van Niekerk Chief Financial Officer SIGNATURE: DATE:

Dr KN Vallabhjee Chief Director: Strategy and Health Support SIGNATURE: DATE:

Dr B Engelbrecht Head of Department SIGNATURE: DATE:

APPROVED BY: Minister Nomafrench Mbombo Executive Authority SIGNATURE: DATE:

Official Sign-off








February 2017

February 2017

February 2017

February 2017




TABLE OF CONTENTS

FOREWORD BY THE MEC FOR HEALTH 2

STATEMENT BY THE HEAD OF DEPARTMENT 3

OFFICIAL SIGN-OFF 5

Table of Contents 6

PART A: STRATEGIC OVERVIEW 8

Strategic Overview 9

Strategic Goals 9

Medium-term Strategic Framework 14

Situational Analysis 15

Revision of Legislation and other Mandates 38

Joint Planning Initiatives 41

Overview of the 2016/17 Budget and MTEF Estimates 44

Strategic Risks 49

PART B: PROGRAMME & SUB-PROGRAMME PLANS 52

Programme & Sub-Programme Plans 53

Programme 1: Administration 53

Programme 2: District Health Services 58

Programme 3: Emergency Medical Services 78

Programme 4: Provincial Hospital Services 83

Programme 5: Central Hospital Services 95

Programme 6: Health Science & Training 105

Programme 7: Health Care Support Services 112

Programme 8: Health Facilities Management 121

Official Sign-off











PART C: LINKS TO OTHER PLANS 146

Links to Other Plans 147

Long-term infrastructure & Other Plans 147

Conditional Grants 165

Public Entities 166

Public-Private Partnership 167

In Conclusion 168

Annexures 170

Annexures 171

Annexure A: Amendments to the Strategic Plan 171

Annexure B: Amendments to the Current Annual Performance Plan: 2016/17 188

Annexure C: Technical Indicator Descriptions 193

Annexure D: List of Facilities 270

Abbreviations 280

List of Sources 284

PART A

Strategic Overview


PArt AStrategic overview




Strategic Overview

VISION

Access to person-centred quality care

MISSION

We undertake to provide equitable access to quality health services in partnership with the relevant

stakeholders within a balanced and well-managed health system to the people of the Western Cape and

beyond

VALUES

Innovation

Caring

Competence

Accountability

Integrity

Responsiveness

Respect

Strategic Goals

Provincial Health Department’s Strategic Goals

Healthcare 2030 provides a powerful vision for the future of healthcare in the Province. Its implementation

success depends on well thought-out incremental milestones over the next 15 years. The Western Cape

population is expected to continue to grow over the 2017 Medium Term Expenditure Framework (MTEF). This,

together with the quadruple burden of disease and increasing multi morbidity will place escalating pressure on

the provincial health system in the context of a real reduction in the available budget over the next two to three

years. As the demand for healthcare increases, the Department’s ability to respond will be significantly

constrained by the shrinking fiscal envelope. The forecasted budget shortfall has been further exacerbated by

the reductions in the Health Professions Training and Development Grant (HPTDG) and National Tertiary Services

Grant (NTSG), the earmarked Aids allocations and the 2015 Wage Agreement, which has had a sobering effect

on the Department’s Healthcare 2030 aspirations. The pace and scale of implementation will thus be

significantly slowed down and progress is thus expected to be modest at best over the 2016 MTEF.

The realisation of a people-centric, effective health system that inspires public trust depends on significant

allocative and technical efficiency gains in the next 13 years. This will require tough decisions if the Department

remains true to the tenets of 2030. The Department’s strategic goals are outlined in Table A1 and guide the

direction we take in the 5 year period between 2014/15 – 2019/20.

PART A

Strategic Overview


Strategic Overview

VISION

Access to person-centred quality care

MISSION

We undertake to provide equitable access to quality health services in partnership with the relevant

stakeholders within a balanced and well-managed health system to the people of the Western Cape and

beyond

VALUES

Innovation

Caring

Competence

Accountability

Integrity

Responsiveness

Respect

Strategic Goals

Provincial Health Department’s Strategic Goals

Healthcare 2030 provides a powerful vision for the future of healthcare in the Province. Its implementation

success depends on well thought-out incremental milestones over the next 15 years. The Western Cape

population is expected to continue to grow over the 2017 Medium Term Expenditure Framework (MTEF). This,

together with the quadruple burden of disease and increasing multi morbidity will place escalating pressure on

the provincial health system in the context of a real reduction in the available budget over the next two to three

years. As the demand for healthcare increases, the Department’s ability to respond will be significantly

constrained by the shrinking fiscal envelope. The forecasted budget shortfall has been further exacerbated by

the reductions in the Health Professions Training and Development Grant (HPTDG) and National Tertiary Services

Grant (NTSG), the earmarked Aids allocations and the 2015 Wage Agreement, which has had a sobering effect

on the Department’s Healthcare 2030 aspirations. The pace and scale of implementation will thus be

significantly slowed down and progress is thus expected to be modest at best over the 2016 MTEF.

The realisation of a people-centric, effective health system that inspires public trust depends on significant

allocative and technical efficiency gains in the next 13 years. This will require tough decisions if the Department

remains true to the tenets of 2030. The Department’s strategic goals are outlined in Table A1 and guide the

direction we take in the 5 year period between 2014/15 – 2019/20.

Table A 1: Strategic Objectives STRATEGIC GOAL 1 To promote health and wellness

Goal Statement To promote health and wellness with the aim of increasing the life expectancy of citizens in the Western Cape.

OUTCOME 1.1. Comprehensive, efficient health services

Priority Strategies Strengthen the continuum of care across the health system Person-centred approach to care provision Improve the waiting experience Comply with the National Core Standards Nurture a culture of continuous quality improvement

OUTCOME 1.2. Effective PHC Services as part of a resilient, comprehensive health system

Priority Strategies Service Re-design Strengthen Care Pathway Co-ordination Enhance the health system’s capability for prevention Strengthen strategies to retain patients, with a chronic condition, in care

STRATEGIC GOAL 2 To embed good governance and values-driven leadership practices

Goal Statement To embed good governance and values-driven leadership practices that enables integrated service delivery and person-centred care

OUTCOME 2.1. Competent, engaged, caring and empowered employees

Priority Strategies Caring for the Carer Initiative Behaviour Change Programme

OUTCOME 2.2. Managers who Lead

Priority Strategies Management and leadership capacity development initiative

OUTCOME 2.3. Basic Coverage of core ICT systems

Priority Strategies Roll-out and operationalise Clinicom, PHCIS and JAC Develop a data harmonising approach to integrate data from all systems Develop an approach to encourage and manage innovation in ICT

OUTCOME 2.4. Create an enabling built environment

Priority Strategies Build health facilities that are conducive to healing and service excellence at the same time being sustainable, flexible, energy efficient, environmentally friendly and affordable

OUTCOME 2.5. Unqualified Audit

Priority Strategies Continuously improve alignment of practice to policy in financial, human resources and information management.

Establish systems to comply with the regularity framework, for example medical waste management

Department’s Transformation Agenda

A transformation agenda has been set to give effect to the strategic vision of Healthcare 2030. There are four

pillars to this agenda which includes service needs (with an identified set of priorities), leadership development,

good governance and positive organizational culture. Fundamental to this agenda are the notions of person

centredness, with the clear intention of placing people at heart of the health system, evident in our commitment

to a community orientated primary health care (COPC) service; system resilience, the ability to withstand major

health system disruption; comprehensive set of services with a strong focus on health promotion and prevention,




central to addressing the social determinants of health; and finally the notion of universal health coverage which

would enable a more equitable health system.

Service Transformation Strategy

Effectively, taking the health system forward will depend heavily on the Department’s capability to innovate,

particularly with the severe resource constraints being forecast for the medium term. In the context of an

escalating burden of chronic diseases, the Department cannot continue to rely on traditional models of care.

A key principle of re-thinking the design of the provincial system is in considering the population within defined

geographical areas. Each of these geographically defined population groupings will have access to a clearly

defined continuum of care that spans a comprehensive array of care settings from primary health care to

hospital care; and emergency medical services.

Understanding the health profile of the people living in a defined geographical area will determine the key

service focus of care settings along the designated continuum of care. From a provincial perspective the

following key system-wide priorities have been identified:

Chronic diseases of lifestyle

Child and women mortality and morbidity (the “1st 1000 days strategy”)

HIV and TB disease (“90-90-90 strategy”)

Service pressures, focusing on the capacity of the system to successfully mitigate pressures

Patient-centred care, embracing diversity and removing cultural barriers to access

Organisational Transformation Strategy

The Department has developed an “Organisational Transformation Strategy” which identifies leadership

development, organizational culture and good governance as key transversal priorities.

Leadership & Organisational Culture

This requires building a transformational leadership style, which is distributed and embedded across the

organization that lives the values, leads by example, listens to and inspires the staff, is constantly reflective, eager

to learn, open to ideas and change, cohesively connects the dots and provides strategic direction. Leaders

should embrace diversity and have a deep respect for one another’s culture, language, values and beliefs – a

person centred culture.

Strengthening individual and team competencies combined with enhanced system capability, will enable

efficient and effective organisational performance. This will nourish a culture of collaboration, working together

across the borders that can box us in. While the former requires hard management skills, the latter requires soft

skills such as effective inter-personal communication, strengthening relationships, sharing information, listening

and engaging, and building trust. There will be consistent efforts to deepen engagement with and levels of

participation of staff and strategic partners as an inherent ingredient of the modus operandi of the Department.

PART A

Strategic Overview


central to addressing the social determinants of health; and finally the notion of universal health coverage which

would enable a more equitable health system.

Service Transformation Strategy

Effectively, taking the health system forward will depend heavily on the Department’s capability to innovate,

particularly with the severe resource constraints being forecast for the medium term. In the context of an

escalating burden of chronic diseases, the Department cannot continue to rely on traditional models of care.

A key principle of re-thinking the design of the provincial system is in considering the population within defined

geographical areas. Each of these geographically defined population groupings will have access to a clearly

defined continuum of care that spans a comprehensive array of care settings from primary health care to

hospital care; and emergency medical services.

Understanding the health profile of the people living in a defined geographical area will determine the key

service focus of care settings along the designated continuum of care. From a provincial perspective the

following key system-wide priorities have been identified:

Chronic diseases of lifestyle

Child and women mortality and morbidity (the “1st 1000 days strategy”)

HIV and TB disease (“90-90-90 strategy”)

Service pressures, focusing on the capacity of the system to successfully mitigate pressures

Patient-centred care, embracing diversity and removing cultural barriers to access

Organisational Transformation Strategy

The Department has developed an “Organisational Transformation Strategy” which identifies leadership

development, organizational culture and good governance as key transversal priorities.

Leadership & Organisational Culture

This requires building a transformational leadership style, which is distributed and embedded across the

organization that lives the values, leads by example, listens to and inspires the staff, is constantly reflective, eager

to learn, open to ideas and change, cohesively connects the dots and provides strategic direction. Leaders

should embrace diversity and have a deep respect for one another’s culture, language, values and beliefs – a

person centred culture.

Strengthening individual and team competencies combined with enhanced system capability, will enable

efficient and effective organisational performance. This will nourish a culture of collaboration, working together

across the borders that can box us in. While the former requires hard management skills, the latter requires soft

skills such as effective inter-personal communication, strengthening relationships, sharing information, listening

and engaging, and building trust. There will be consistent efforts to deepen engagement with and levels of

participation of staff and strategic partners as an inherent ingredient of the modus operandi of the Department.

Governance

There will be a regular reflection and review of the quality of governance in the Department which includes

amongst others, decision making processes, lines of accountability, roles and responsibilities, business processes,

functions and structures.

There will be a focus on the key leverage points that will have greatest impact. Five interfaces will be prioritised

viz. (a) within the services between different entities and components of the service platform at micro, meso

and macro level; (b) between the services and corporate support services; (c) between functions within the

corporate services; (d) between the Department and external partners including other spheres of government,

other departments, other strategic stakeholders/partners; (e) community engagement.

Governance of critical functions including strategic and operational planning, policy development,

implementation support and enablement, monitoring and evaluation will also be freshly reviewed to give effect

to the transformational leadership and management objectives.

Provincial Government’s Strategic Goals

The Western Cape Government has identified the following 5 strategic goals for the Province over the next 5

years. The Department is the lead for strategic goal 3 and the section on “Joint Planning intitiatives” provides

more detailed information on the projects we are undertaking to achieve this goal.

Strategic Goal 1: Creating Opportunities for Growth and Job

Provincial government recognises its role in creating an enabling environment for economic growth for

businesses to create jobs. To this end the following key objectives have been identified:

Economic development to accelerate jobs in key strategic sectors, build a skilled workforce, reduce red

tape and drive innovation;

Improve the level of artisan and technical skills;

Figure A 1: Provincial Government's Strategic Goals




Improve the regulatory environment to enhance the ease of doing business in the province;

Nurture innovation in the economy;

Optimise land use;

Broad band roll-out;

Sufficient energy and water for growth; and

Improve efficiency of the provincial transport system; and

Strategic Goal 2: Improve Education Outcomes and Opportunities for Youth Development

The Province is committed to ensuring that children remain in quality schools for as long as possible and has

identified the following objectives:

Improve the level of language and mathematics in all schools;

Increase the number and quality of passes in the national senior certificate and equivalent qualifications;

Increase the quality of education provision in our poorer communities;

Provide access to more social and economic opportunities for our youth; and

Improve family support to children and youth, and development programmes.

Strategic Goal 3: Increase Wellness, safety and tackle Social Ills

Provincial government commits itself to promoting safety, health and inclusive communities and has identified

the following objectives to give effect to this:

Build inclusive, safe and healthy communities;

Nurture resilient and healthy families;

Ensure safe and healthy children (0 – 14 years of age);

Promote engaged and healthy youth (15 – 25 years of age).

Strategic Goal 4: Enable a Resilient, Sustainable, Quality and Inclusive Living Environment

The province is committed to improving the resilience, sustainability, quality and inclusivity of the urban and rural

settlements and has identified the following objectives to this end:

Facilitate improvements in Western Cape settlement development and functionality;

Improve management and maintenance of the ecological and agricultural resource- base; and

Improve climate change response.

Strategic Goal 5: Embed Good Governance and Integrated Service Delivery through Partnerships and Spatial

Alignment

Provincial government commits to achieving an inclusive, well-governed region, by supporting:

Enhanced corporate governance maturity in the Western Cape Government and municipalities

(Enhanced Governance)

Significantly improved stakeholder satisfaction with Western Cape Government services (Inclusive Society)

Integrated management of the Provincial Strategic Plan (PSP) and the Game Changers in the Western

Cape (Integrated Management)

PART A

Strategic Overview


Improve the regulatory environment to enhance the ease of doing business in the province;

Nurture innovation in the economy;

Optimise land use;

Broad band roll-out;

Sufficient energy and water for growth; and

Improve efficiency of the provincial transport system; and

Strategic Goal 2: Improve Education Outcomes and Opportunities for Youth Development

The Province is committed to ensuring that children remain in quality schools for as long as possible and has

identified the following objectives:

Improve the level of language and mathematics in all schools;

Increase the number and quality of passes in the national senior certificate and equivalent qualifications;

Increase the quality of education provision in our poorer communities;

Provide access to more social and economic opportunities for our youth; and

Improve family support to children and youth, and development programmes.

Strategic Goal 3: Increase Wellness, safety and tackle Social Ills

Provincial government commits itself to promoting safety, health and inclusive communities and has identified

the following objectives to give effect to this:

Build inclusive, safe and healthy communities;

Nurture resilient and healthy families;

Ensure safe and healthy children (0 – 14 years of age);

Promote engaged and healthy youth (15 – 25 years of age).

Strategic Goal 4: Enable a Resilient, Sustainable, Quality and Inclusive Living Environment

The province is committed to improving the resilience, sustainability, quality and inclusivity of the urban and rural

settlements and has identified the following objectives to this end:

Facilitate improvements in Western Cape settlement development and functionality;

Improve management and maintenance of the ecological and agricultural resource- base; and

Improve climate change response.

Strategic Goal 5: Embed Good Governance and Integrated Service Delivery through Partnerships and Spatial

Alignment

Provincial government commits to achieving an inclusive, well-governed region, by supporting:

Enhanced corporate governance maturity in the Western Cape Government and municipalities

(Enhanced Governance)

Significantly improved stakeholder satisfaction with Western Cape Government services (Inclusive Society)

Integrated management of the Provincial Strategic Plan (PSP) and the Game Changers in the Western

Cape (Integrated Management)

Medium-term Strategic Framework

MTSF Priorities

Table A 2: Outcome Targets Committed by the Health Sector

IMPACT INDICATOR 20091 BASELINE (National)

20142 BASELINE (National)

2019 TARGETS (National)

2012 BASELINE (Provincial)

2019 TARGET (Provincial)

Life expectancy at birth:

Total 57.1 years 62.9 years

65.0 years

by March 2019

65.8 years

(source: Stats-SA) 67.5 years


Male 54.6 years 60.0 years

61.5 years

by March 2019

63.7 years

(source: Stats-SA) 65 years


Female 59.7 years 65.8 years

67.0 years

by March 2019

(increase of 4.2 years)

67.9 years

(source: Stats-SA) 70 years

Under-5 Mortality Rate

(U5MR) 56 per 1 000 live births 39 per 1 000 live births 33 per 1 000 live births

24.1 per 1 000 live births

(source: Stats-SA)

(2011 Mortality Report)

20 per 1 000 live

births

Neonatal Mortality Rate - 14 per 1 000 live births 8 per 1 000 live births


(source: neonatal deaths from

2011 Mortality Report and

Stats-SA live births)

5 per 1 000 live

births

Infant Mortality Rate (IMR) 39 per 1 000

Live births 28 per 1 000 live births 23 per 1 000 live births


(source: Stats-SA)

(2011 Mortality Report)

18 per 1 000 live

births

Maternal Mortality Ratio 280 per 100 000 live

births

269 per 100 000 live

births

<100 per 100 000 live

births


(iMMR, from 10th interim report

on confidential enquiries into

Maternal Deaths in SA, 2011

and 2012)

65 per 100 000 live

births

Live births under 2500g - 12.9% 11.6% 14.8%

(Source: SINJANI) 11.6%

1 Medical Research Council (2013): Rapid Mortality Surveillance (RMS) Report 2012. 2 Medical Research Council (2014): Rapid Mortality Surveillance (RMS) Report 2015.




Situational Analysis

Performance Delivery Environment

Demographic Profile

Population

The population in the Western Cape has increased exponentially, at an annual rate of 1.5 per cent, from 5 822

734 (Census 2011 estimates) to 6 279 731 in 2016 (Community Survey 2016 estimates). Community Survey

population estimates were slightly lower than those projected for 2016 from the Census 2011 (Figure A2).

Population increases have occurred across all age groups except 20-29 year olds, with the largest increase in 5-

14 year olds and 30-49 year olds (Figure A3). District distribution of the population remains relatively unchanged,

with approximately 64 per cent of the provincial population residing in the Metro, followed by about 14 per cent

in the Cape Winelands District and 10 per cent in the Eden District.

Figure A 2: Total Population 2002-2015, Western Cape Province

3000000

3500000

4000000

4500000

5000000

5500000

6000000

6500000

7000000

Pop

ulat

ion

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2013

2014

2015

2016

2017

2018

Year

Total_projected Census2011_totalCS2016_total

0

100 000

200 000

300 000

400 000

500 000

600 000

Pop

ulat

ion

0-4 5-910

-1415

-1920

-2425

-2930

-3435

-3940

-4445

-4950

-5455

-5960

-6465

-6970

-7475

-7980

-84 85+

Western Cape Province Population

2011 Census 2016 Community Survey

Figure A 3: Western Cape Population by Age

Tabl

e A

3: P

opul

atio

n Es

timat

es3

DIST

RIC

T 20

10

2011

20

12

2013

20

14

2015

20

16

2017

20

18

2019

20

10/1

1 20

11/1

2 20

12/1

3 20

13/1

4 20

14/1

5 20

15/1

6 20

16/1

7 20

17/1

8 20

18/1

9 20

19/2

0 C

ap

e W

inel

and

s Dist

rict

781

737

781

737

781

737

781

737

781

737

781

737

781

737

781

737

781

737

781

737

Cen

tral K

aro

o D

istric

t 71

573

72

122

72

709

73

329

73

986

74

658

75

342

76

065

76

821

77

606

Ca

pe

Tow

n M

etro

Dist

rict

3 67

5 72

6 3

731

048

3 78

7 57

7 3

845

304

3 90

4 22

1 3

964

982

4 02

7 06

0 4

084

947

4 14

0 56

5 4

194

178

Eden

Dist

rict

567

145

574

199

581

506

589

055

596

777

604

699

612

779

620

758

628

623

636

305

Ove

rber

g D

istric

t 24

8 26

8 25

3 67

0 25

9 16

1 26

4 74

7 27

0 40

5 27

6 17

0 28

2 02

3 28

7 78

2 29

3 50

4 29

9 19

8

Wes

t Coa

st D

istric

t 38

4 00

2 39

2 26

7 40

0 88

4 40

9 86

2 41

9 19

5 42

8 91

6 43

9 00

8 44

9 28

6 45

9 68

6 47

0 15

7

WES

TERN

CA

PE

5 72

8 45

1 5

821

000

5 91

5 83

6 6

012

887

6 11

2 01

3 6

214

021

6 31

8 29

5 6

418

073

6 51

5 58

3 6

610

920

UNIN

SURE

D PO

PULA

TION

PER

YEA

R4

Ca

pe

Win

ela

nds D

istric

t 56

1 28

7 57

0 35

1 58

0 38

1 58

9 71

9 59

9 98

0 61

5 63

6 62

5 41

4 63

4 85

1 64

4 18

1 65

6 19

6 C

entra

l Ka

roo

Dist

rict

50 9

60

51 6

39

52 2

78

53 0

17

53 7

14

54 9

70

55 6

26

56 3

13

57 1

06

57 6

89

Ca

pe

Tow

n D

istric

t 2

797

227

2 83

9 32

8 2

886

134

2 93

3 96

7 2

982

825

3 05

9 53

9 3

111

508

3 16

4 48

6 3

211

753

3 25

3 34

0 Ed

en D

istric

t 46

6 76

0 47

4 28

8 48

1 48

7 48

8 91

6 49

6 51

8 50

8 75

1 51

6 78

7 52

4 14

3 53

1 41

9 53

7 91

3 O

verb

erg

Dist

rict

177

015

179

852

182

968

185

852

188

743

193

858

197

112

199

974

203

061

207

000

Wes

t Coa

st D

istric

t 23

5 00

9 23

9 28

3 24

3 73

7 24

8 37

6 25

3 19

4 26

0 79

0 26

5 59

5 27

0 90

6 27

6 24

8 28

2 54

1

WES

TERN

CA

PE

4 28

8 25

9 4

354

741

4 42

6 98

5 4

499

847

4 57

4 97

3 4

693

543

4 77

2 04

2 4

850

673

4 92

3 76

8 4

994

680

1.95

%

1.94

%

1.93

%

1.91

%

1.89

%

1.88

%

1.86

%

1.83

%

1.71

%

% U

NIN

SURE

D PO

PULA

TION

PER

YEA

R C

ap

e W

inel

and

s Dist

rict

71.8

%

71.5

%

71.3

%

71.0

%

70.8

%

71.2

%

70.9

%

70.6

%

70.3

%

70.3

%

Cen

tral K

aro

o D

istric

t 71

.2%

71

.6%

71

.9%

72

.3%

72

.6%

73

.6%

73

.8%

74

.0%

74

.3%

74

.3%

Ca

pe

Tow

n D

istric

t 76

.1%

76

.1%

76

.2%

76

.3%

76

.4%

77

.2%

77

.3%

77

.5%

77

.6%

77

.6%

Eden

Dist

rict

82.3

%

82.6

%

82.8

%

83.0

%

83.2

%

84.1

%

84.3

%

84.4

%

84.5

%

84.5

%

Ove

rber

g D

istric

t 71

.3%

70

.9%

70

.6%

70

.2%

69

.8%

70

.2%

69

.9%

69

.5%

69

.2%

69

.2%

Wes

t Coa

st D

istric

t 61

.2%

61

.0%

60

.8%

60

.6%

60

.4%

60

.8%

60

.5%

60

.3%

60

.1%

60

.1%

WES

TERN

CA

PE

74.8

%

74.8

%

74.8

%

74.8

%

74.8

%

75.8

%

75.8

%

75.8

%

75.8

%

75.8

%

3 Sou

rce:

Sta

ts-S

A d

ata

from

the

Na

tiona

l Dep

artm

ent o

f Hea

lth 1

5 Fe

bru

ary

201

7 4 T

he p

erce

nta

ge u

nins

ured

pop

ula

tion

rep

orte

d in

the

Gen

era

l Hou

seho

ld S

urve

y of

201

2 w

as a

pp

lied

up

to a

nd in

clud

ing

2014

, the

figu

re is

then

up

da

ted

from

201

5 go

ing

forw

ard

, as p

er th

e G

ener

al H

ouse

hold

Su

rvey

of 2

015.

PART A

Strategic Overview


Situational Analysis

Performance Delivery Environment

Demographic Profile

Population

The population in the Western Cape has increased exponentially, at an annual rate of 1.5 per cent, from 5 822

734 (Census 2011 estimates) to 6 279 731 in 2016 (Community Survey 2016 estimates). Community Survey

population estimates were slightly lower than those projected for 2016 from the Census 2011 (Figure A2).

Population increases have occurred across all age groups except 20-29 year olds, with the largest increase in 5-

14 year olds and 30-49 year olds (Figure A3). District distribution of the population remains relatively unchanged,

with approximately 64 per cent of the provincial population residing in the Metro, followed by about 14 per cent

in the Cape Winelands District and 10 per cent in the Eden District.

Figure A 2: Total Population 2002-2015, Western Cape Province

3000000

3500000

4000000

4500000

5000000

5500000

6000000

6500000

7000000

Pop

ulat

ion

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2013

2014

2015

2016

2017

2018

Year

Total_projected Census2011_totalCS2016_total

0

100 000

200 000

300 000

400 000

500 000

600 000

Pop

ulat

ion

0-4 5-910

-1415

-1920

-2425

-2930

-3435

-3940

-4445

-4950

-5455

-5960

-6465

-6970

-7475

-7980

-84 85+

Western Cape Province Population

2011 Census 2016 Community Survey

Figure A 3: Western Cape Population by Age

Tabl

e A

3: P

opul

atio

n Es

timat

es3

DIST

RIC

T 20

10

2011

20

12

2013

20

14

2015

20

16

2017

20

18

2019

20

10/1

1 20

11/1

2 20

12/1

3 20

13/1

4 20

14/1

5 20

15/1

6 20

16/1

7 20

17/1

8 20

18/1

9 20

19/2

0 C

ap

e W

inel

and

s Dist

rict

781

737

781

737

781

737

781

737

781

737

781

737

781

737

781

737

781

737

781

737

Cen

tral K

aro

o D

istric

t 71

573

72

122

72

709

73

329

73

986

74

658

75

342

76

065

76

821

77

606

Ca

pe

Tow

n M

etro

Dist

rict

3 67

5 72

6 3

731

048

3 78

7 57

7 3

845

304

3 90

4 22

1 3

964

982

4 02

7 06

0 4

084

947

4 14

0 56

5 4

194

178

Eden

Dist

rict

567

145

574

199

581

506

589

055

596

777

604

699

612

779

620

758

628

623

636

305

Ove

rber

g D

istric

t 24

8 26

8 25

3 67

0 25

9 16

1 26

4 74

7 27

0 40

5 27

6 17

0 28

2 02

3 28

7 78

2 29

3 50

4 29

9 19

8

Wes

t Coa

st D

istric

t 38

4 00

2 39

2 26

7 40

0 88

4 40

9 86

2 41

9 19

5 42

8 91

6 43

9 00

8 44

9 28

6 45

9 68

6 47

0 15

7

WES

TERN

CA

PE

5 72

8 45

1 5

821

000

5 91

5 83

6 6

012

887

6 11

2 01

3 6

214

021

6 31

8 29

5 6

418

073

6 51

5 58

3 6

610

920

UNIN

SURE

D PO

PULA

TION

PER

YEA

R4

Ca

pe

Win

ela

nds D

istric

t 56

1 28

7 57

0 35

1 58

0 38

1 58

9 71

9 59

9 98

0 61

5 63

6 62

5 41

4 63

4 85

1 64

4 18

1 65

6 19

6 C

entra

l Ka

roo

Dist

rict

50 9

60

51 6

39

52 2

78

53 0

17

53 7

14

54 9

70

55 6

26

56 3

13

57 1

06

57 6

89

Ca

pe

Tow

n D

istric

t 2

797

227

2 83

9 32

8 2

886

134

2 93

3 96

7 2

982

825

3 05

9 53

9 3

111

508

3 16

4 48

6 3

211

753

3 25

3 34

0 Ed

en D

istric

t 46

6 76

0 47

4 28

8 48

1 48

7 48

8 91

6 49

6 51

8 50

8 75

1 51

6 78

7 52

4 14

3 53

1 41

9 53

7 91

3 O

verb

erg

Dist

rict

177

015

179

852

182

968

185

852

188

743

193

858

197

112

199

974

203

061

207

000

Wes

t Coa

st D

istric

t 23

5 00

9 23

9 28

3 24

3 73

7 24

8 37

6 25

3 19

4 26

0 79

0 26

5 59

5 27

0 90

6 27

6 24

8 28

2 54

1

WES

TERN

CA

PE

4 28

8 25

9 4

354

741

4 42

6 98

5 4

499

847

4 57

4 97

3 4

693

543

4 77

2 04

2 4

850

673

4 92

3 76

8 4

994

680

1.95

%

1.94

%

1.93

%

1.91

%

1.89

%

1.88

%

1.86

%

1.83

%

1.71

%

% U

NIN

SURE

D PO

PULA

TION

PER

YEA

R C

ap

e W

inel

and

s Dist

rict

71.8

%

71.5

%

71.3

%

71.0

%

70.8

%

71.2

%

70.9

%

70.6

%

70.3

%

70.3

%

Cen

tral K

aro

o D

istric

t 71

.2%

71

.6%

71

.9%

72

.3%

72

.6%

73

.6%

73

.8%

74

.0%

74

.3%

74

.3%

Ca

pe

Tow

n D

istric

t 76

.1%

76

.1%

76

.2%

76

.3%

76

.4%

77

.2%

77

.3%

77

.5%

77

.6%

77

.6%

Eden

Dist

rict

82.3

%

82.6

%

82.8

%

83.0

%

83.2

%

84.1

%

84.3

%

84.4

%

84.5

%

84.5

%

Ove

rber

g D

istric

t 71

.3%

70

.9%

70

.6%

70

.2%

69

.8%

70

.2%

69

.9%

69

.5%

69

.2%

69

.2%

Wes

t Coa

st D

istric

t 61

.2%

61

.0%

60

.8%

60

.6%

60

.4%

60

.8%

60

.5%

60

.3%

60

.1%

60

.1%

WES

TERN

CA

PE

74.8

%

74.8

%

74.8

%

74.8

%

74.8

%

75.8

%

75.8

%

75.8

%

75.8

%

75.8

%

3 Sou

rce:

Sta

ts-S

A d

ata

from

the

Na

tiona

l Dep

artm

ent o

f Hea

lth 1

5 Fe

bru

ary

201

7 4 T

he p

erce

nta

ge u

nins

ured

pop

ula

tion

rep

orte

d in

the

Gen

era

l Hou

seho

ld S

urve

y of

201

2 w

as a

pp

lied

up

to a

nd in

clud

ing

2014

, the

figu

re is

then

up

da

ted

from

201

5 go

ing

forw

ard

, as p

er th

e G

ener

al H

ouse

hold

Su

rvey

of 2

015.




Fertility Rates & Life Expectancy

The Western Cape’s average fertility rate for the 2011-2016 periods is estimated at 2.19 (Stats-SA 2015 mid-year

estimates). This means that women in the Western Cape who live through their reproductive years (10-49) will

have, on average, 2.19 live births. Life expectancy in the Western Cape population is the highest in the country

and has increased over the last 15 years (males: 58.3 years in 2001-2006 increasing to 63.7 years in 2011-2016;

females: 61.9 to 66.0 years). This is in line with the decline in the number of deaths that has been noted in the

country5.

Socio-Economic Profile

Social and economic factors have a significant influence on the health of individuals and populations

worldwide. Lower income levels, informal housing, lower literacy levels, inadequate sanitation and food

insecurity are all associated with poor health status and negative health outcomes.

Results from the 2015 General Household Survey (GHS) showed that households in the Western Cape have higher

levels of literacy (97 per cent), higher levels of ‘excellent’ access to a tapped water supply (99 per cent) and

adequate sanitation (94 per cent), and lower levels of food insecurity (24 per cent) than households in most

other South African provinces (GHS 2015). Levels of informal housing in the Western Cape, which were reported

as 14.8 per cent in the 2014 GHS have increased to 17.2 per cent in the 2015 GHS and are the third highest level

after the North West and Gauteng provinces.

Epidemiology Profile

Cause of death and premature mortality profiles for the Western Cape in 2014 are shown in Figure A4. Profiles

are based on an analysis of cause of death data for the Western Cape supplied by Statistics South Africa, which

excludes 521 deaths with unspecified district of death. Non-communicable diseases have continued to account

for two thirds of all deaths and half of the premature mortality burden, with injuries and HIV/AIDS and TB both

accounting for approximately 15 per cent of deaths and 19 per cent of the premature mortality burden.

HIV/Aids & TB

In an attempt to end the AIDS and TB epidemics, the UNAIDS 90-90-90 targets call for a scale up of HIV and TB

services. Globally the aim is that by 2020, 90 per cent of people living with HIV and/or TB will know their status, 90

per cent of people with diagnosed HIV and/or TB infection will receive treatment, and 90 per cent of all people

receiving ART will have viral suppression and 90 per cent of TB patients will be successfully treated.

The proportion of people living with HIV in the Western Cape increased from an estimated 3.8 per cent in 2008

to 5.2 per cent in 20126.

5 Statistics South Africa. (2014). Mortality and causes of death in South Africa 2013. Pretoria: Statistics South Africa 6 Shisana, O, Rehle, T, Simbayi LC, Zuma, K, Jooste, S, Zungu N, Labadarios, D, Onoya, D et al. (2014) South African National HIV Prevalence,

Incidence and Behaviour Survey, 2012. Cape Town, HSRC Press.

PART A

Strategic Overview


Fertility Rates & Life Expectancy

The Western Cape’s average fertility rate for the 2011-2016 periods is estimated at 2.19 (Stats-SA 2015 mid-year

estimates). This means that women in the Western Cape who live through their reproductive years (10-49) will

have, on average, 2.19 live births. Life expectancy in the Western Cape population is the highest in the country

and has increased over the last 15 years (males: 58.3 years in 2001-2006 increasing to 63.7 years in 2011-2016;

females: 61.9 to 66.0 years). This is in line with the decline in the number of deaths that has been noted in the

country5.

Socio-Economic Profile

Social and economic factors have a significant influence on the health of individuals and populations

worldwide. Lower income levels, informal housing, lower literacy levels, inadequate sanitation and food

insecurity are all associated with poor health status and negative health outcomes.

Results from the 2015 General Household Survey (GHS) showed that households in the Western Cape have higher

levels of literacy (97 per cent), higher levels of ‘excellent’ access to a tapped water supply (99 per cent) and

adequate sanitation (94 per cent), and lower levels of food insecurity (24 per cent) than households in most

other South African provinces (GHS 2015). Levels of informal housing in the Western Cape, which were reported

as 14.8 per cent in the 2014 GHS have increased to 17.2 per cent in the 2015 GHS and are the third highest level

after the North West and Gauteng provinces.

Epidemiology Profile

Cause of death and premature mortality profiles for the Western Cape in 2014 are shown in Figure A4. Profiles

are based on an analysis of cause of death data for the Western Cape supplied by Statistics South Africa, which

excludes 521 deaths with unspecified district of death. Non-communicable diseases have continued to account

for two thirds of all deaths and half of the premature mortality burden, with injuries and HIV/AIDS and TB both

accounting for approximately 15 per cent of deaths and 19 per cent of the premature mortality burden.

HIV/Aids & TB

In an attempt to end the AIDS and TB epidemics, the UNAIDS 90-90-90 targets call for a scale up of HIV and TB

services. Globally the aim is that by 2020, 90 per cent of people living with HIV and/or TB will know their status, 90

per cent of people with diagnosed HIV and/or TB infection will receive treatment, and 90 per cent of all people

receiving ART will have viral suppression and 90 per cent of TB patients will be successfully treated.

The proportion of people living with HIV in the Western Cape increased from an estimated 3.8 per cent in 2008

to 5.2 per cent in 20126.

5 Statistics South Africa. (2014). Mortality and causes of death in South Africa 2013. Pretoria: Statistics South Africa 6 Shisana, O, Rehle, T, Simbayi LC, Zuma, K, Jooste, S, Zungu N, Labadarios, D, Onoya, D et al. (2014) South African National HIV Prevalence,

Incidence and Behaviour Survey, 2012. Cape Town, HSRC Press.

Although age-standardised HIV mortality rates are declining, HIV still accounts for the second highest number

of deaths (8.7 per cent of all deaths), and remains the single leading cause of premature mortality (12 per cent

of YLL) in the Province (Western Cape mortality profile 2013)6.

The incidence of TB continues to decrease in the Western Cape, with 708 new cases of TB per 100 000 notified

in 20147. Eighty two per cent of all TB cases were successfully treated (cured or completed treatment) in 2014,

and the rates of loss to follow up and case fatality were 9.6 per cent and 3.6 per cent, respectively.

The burden of drug resistant (DR) TB remains high, with 1793 DR patients: 33 per cent Rifampicin Resistant, 59 per

cent multi-drug resistant and 7 per cent extensively-drug resistant patients, recorded as starting treatment in

2014. Treatment outcomes for DR TB remain poor, with a treatment success of only 38 per cent and 34 per cent

of patients defaulting treatment8.

7 ETR.net 8 EDR.web

Figure A 4: Causes of Death & Premature Mortality in the Western Cape

7%4%

19%

17%5%

14%

15%

19%

Western Cape premature mortality (YLLs) 2014Infectious and parasitic

Mat/Peri/Nutr

HIV/AIDS and TB

Cancers

Diabetes

Cardiovascular

Other NCDs

Injuries

6%

2%

15%

20%

7%20%

16%

14%

Western Cape Deaths 2014, N=41,354

Infectious and parasitic

Mat/Peri/Nutr

HIV/AIDS and TB

Cancers

Diabetes

Cardiovascular

Other NCDs

Injuries




Table A 4: Trends in TB Notification & Outcomes in the Western Cape

2011/2012 2012/2013 2013/2014 2014

TB NOTIFICATION RATE (Per 100 000) 830.2 779.5 745.1 708.6

TB Treatment Success (%) 81.9 82.1 82.9 82.3

TB Lost To Follow Up (%) 8.5 9.2 8.6 9.6

TB Case Fatality Rate (%) 4.3 4.3 3.8 3.6

TB/HIV Co-Infected (%) 38.3 38.7 37.3 -

Child Health

Improving women’s, child and adolescent health is a global priority, as well as a key service priority in the

department. The first 1000 days (the period from conception to 2 years of age) is a critical window of time that

sets the stage for a person’s intellectual development and lifelong health. It is a period of enormous potential,

but also of enormous vulnerability.

In 2015/16, of the 90 554 women attending antenatal services at least once, approximately 67 per cent

attended within the first 20 weeks of their pregnancies. The estimated antenatal HIV prevalence has increased

somewhat from 16.8 per cent in 2009 to 17.6 per cent in 2015 (based on preliminary findings from the 2015

Antenatal Survey). Self-reported ART usage among HIV positive pregnant women has increased significantly

from 35.9 per cent in 2014 to 45.0 per cent in 2015 and the estimated rate of mother-to-child-transmission of HIV

(MTCT) has continued to decrease in the Western Cape, down to 1.1 per cent for 2015/16.

There were approximately 94 342 deliveries in public facilities in the Western Cape in 2015/16. In-facility maternal,

and neonatal mortality rates remain relatively low at 71 per 100 000, and 4.4, per 1000 live births, respectively.

Trends in infant and child (under 5) mortality rates, calculated from Stats-SA-reported deaths and live births for

the Western Cape, are shown in Figure A5. Rates appear to be plateauing, however data for 2013 and 2014

must be interpreted cautiously due to an apparent under-registration of births on the Vital Registration System

(by approximately 10 000) in both these years. If this is indeed the case, then the true rates for 2013 and 2014

would be 10 per cent lower, i.e. around 21.7/1000 and 17.6/1000 in 2013; around 21.4/1000 and 17.3/1000 in

2014, all of which would be slight decreases compared to 2012.

Case fatality rates for diarrhoea (0.1 per cent), pneumonia (0.4 per cent) and severe acute malnutrition (1.7

per cent) in children under 5 years in 2015/16 were low; however preliminary results from the most recent

Paediatric Surge Season (high burden months for diarrhoea and pneumonia occurring between November and

May due to seasonal influences) shows incidence rates remain high. Figure A6 shows the trends in the number

of diarrhoea cases seen at primary health care facilities in the Metro from November 2015 to May 2016. The

numbers of cases in 2015/16 were higher than the previous year and this trend will be monitored closely.

PART A

Strategic Overview


Table A 4: Trends in TB Notification & Outcomes in the Western Cape

2011/2012 2012/2013 2013/2014 2014

TB NOTIFICATION RATE (Per 100 000) 830.2 779.5 745.1 708.6

TB Treatment Success (%) 81.9 82.1 82.9 82.3

TB Lost To Follow Up (%) 8.5 9.2 8.6 9.6

TB Case Fatality Rate (%) 4.3 4.3 3.8 3.6

TB/HIV Co-Infected (%) 38.3 38.7 37.3 -

Child Health

Improving women’s, child and adolescent health is a global priority, as well as a key service priority in the

department. The first 1000 days (the period from conception to 2 years of age) is a critical window of time that

sets the stage for a person’s intellectual development and lifelong health. It is a period of enormous potential,

but also of enormous vulnerability.

In 2015/16, of the 90 554 women attending antenatal services at least once, approximately 67 per cent

attended within the first 20 weeks of their pregnancies. The estimated antenatal HIV prevalence has increased

somewhat from 16.8 per cent in 2009 to 17.6 per cent in 2015 (based on preliminary findings from the 2015

Antenatal Survey). Self-reported ART usage among HIV positive pregnant women has increased significantly

from 35.9 per cent in 2014 to 45.0 per cent in 2015 and the estimated rate of mother-to-child-transmission of HIV

(MTCT) has continued to decrease in the Western Cape, down to 1.1 per cent for 2015/16.

There were approximately 94 342 deliveries in public facilities in the Western Cape in 2015/16. In-facility maternal,

and neonatal mortality rates remain relatively low at 71 per 100 000, and 4.4, per 1000 live births, respectively.

Trends in infant and child (under 5) mortality rates, calculated from Stats-SA-reported deaths and live births for

the Western Cape, are shown in Figure A5. Rates appear to be plateauing, however data for 2013 and 2014

must be interpreted cautiously due to an apparent under-registration of births on the Vital Registration System

(by approximately 10 000) in both these years. If this is indeed the case, then the true rates for 2013 and 2014

would be 10 per cent lower, i.e. around 21.7/1000 and 17.6/1000 in 2013; around 21.4/1000 and 17.3/1000 in

2014, all of which would be slight decreases compared to 2012.

Case fatality rates for diarrhoea (0.1 per cent), pneumonia (0.4 per cent) and severe acute malnutrition (1.7

per cent) in children under 5 years in 2015/16 were low; however preliminary results from the most recent

Paediatric Surge Season (high burden months for diarrhoea and pneumonia occurring between November and

May due to seasonal influences) shows incidence rates remain high. Figure A6 shows the trends in the number

of diarrhoea cases seen at primary health care facilities in the Metro from November 2015 to May 2016. The

numbers of cases in 2015/16 were higher than the previous year and this trend will be monitored closely.

Non-communicable Disease

The burden of non-communicable diseases (NCDs) remains a concern when considering the high prevalence

of risk factors such as obesity, smoking and physical unfitness. Results from the South African National Health and

Nutrition Examination Survey (SA-NHANES), conducted in 2012, found over half of the Western Cape respondents

were overweight or obese (Body Mass Index greater than or equal to 25kg/ m2), a third were smokers, and two-

thirds were physically unfit. Results from National Community Based Surveys conducted in 2003 and 2012

Figure A 5: Infant & Under 5 Mortality Rates, Western Cape 2001-2014 (per 1000 live births)

Figure A 6: Trends in the No. of Diarrhoea Cases seen at PHC Facilities in the Metro (May- November of each Year)

0.0

5.0

10.0

15.0

20.0

25.0

30.0

2008 2009 2010 2011 2012 2013 2014

Deat

hs p

er 1

000

live

birt

hs

IMR

U5MR

0

200

400

600

800

1000

1200

1400

1600

1800

2000

1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31

Num

ber o

f PHC

dia

rrho

ea ca

ses

Weeks

2012 to 2013

2013 to 2014

2014 to 2015

2015 to 2016




indicated an increasing trend in the prevalence of non-communicable diseases in the Western Cape,

specifically hypertension and type 2 diabetes mellitus (Figure A79). Thus this burden is expected to continue to

escalate in the coming years.

Facility-level structural processes and resources, clinical practice and related outcomes of chronic diseases are

assessed annually by means of the Integrated Chrnionic Disease Audit. Disease-specific assessments

concentrate around the 5 major non-communicable diseases: Diabetes, Hypertension, Epilepsy, Asthma and

Chronic Obstructive Pulmonary Disease (COPD). In 2016, participating facilities had the resources to deliver

comprehensive chronic disease care in the preparation and consulting rooms, achieving 94 and 70 per cent

respectively.

More than half of all diabetics had 4 or more of the recommended annual assessments performed while only

about 19 per cent demonstrated glycaemic control. Similarly out of 4 recommended annual assessments for

hypertensive patients, a median of 3 were performed; with 60 per cent of hypertensive clients having

demonstrated controlled blood pressures. Additionally, a third of both asthmatic and epileptic patients were

assessed to be controlled.

A new aspect of the audit assessed for known co-morbid HIV illness which ranged from 2.4 – 5.4 per cent. This

further highlighted that only a small proportion of those not known to be living with HIV were offered voluntary

counselling and testing within the last year. In light of the new universal test and treat policy, this may warrant

further investigation, attention and improvement.

9 Sources: DHS ’98: Department of Health. The South African Demographic and Health Survey 1998; DHS ’03: Department of Health, Medical

Research Council, OrcMacro. South Africa Demographic and Health Survey 2003; NIDS ’08: Southern Africa Labour and Development Research Unit. National Income Dynamics Study 2008; NIDS ‘10’11: Southern Africa Labour and Development Research Unit. National Income Dynamics Study 2010/11; SA-NHANES: Shisana, O et al. South African National Health and Nutrition Examination Survey, 2012.

Figure A 7: Hypertension and Diabetes Prevalence in the Western Cape

PART A

Strategic Overview


indicated an increasing trend in the prevalence of non-communicable diseases in the Western Cape,

specifically hypertension and type 2 diabetes mellitus (Figure A79). Thus this burden is expected to continue to

escalate in the coming years.

Facility-level structural processes and resources, clinical practice and related outcomes of chronic diseases are

assessed annually by means of the Integrated Chrnionic Disease Audit. Disease-specific assessments

concentrate around the 5 major non-communicable diseases: Diabetes, Hypertension, Epilepsy, Asthma and

Chronic Obstructive Pulmonary Disease (COPD). In 2016, participating facilities had the resources to deliver

comprehensive chronic disease care in the preparation and consulting rooms, achieving 94 and 70 per cent

respectively.

More than half of all diabetics had 4 or more of the recommended annual assessments performed while only

about 19 per cent demonstrated glycaemic control. Similarly out of 4 recommended annual assessments for

hypertensive patients, a median of 3 were performed; with 60 per cent of hypertensive clients having

demonstrated controlled blood pressures. Additionally, a third of both asthmatic and epileptic patients were

assessed to be controlled.

A new aspect of the audit assessed for known co-morbid HIV illness which ranged from 2.4 – 5.4 per cent. This

further highlighted that only a small proportion of those not known to be living with HIV were offered voluntary

counselling and testing within the last year. In light of the new universal test and treat policy, this may warrant

further investigation, attention and improvement.

9 Sources: DHS ’98: Department of Health. The South African Demographic and Health Survey 1998; DHS ’03: Department of Health, Medical

Research Council, OrcMacro. South Africa Demographic and Health Survey 2003; NIDS ’08: Southern Africa Labour and Development Research Unit. National Income Dynamics Study 2008; NIDS ‘10’11: Southern Africa Labour and Development Research Unit. National Income Dynamics Study 2010/11; SA-NHANES: Shisana, O et al. South African National Health and Nutrition Examination Survey, 2012.

Figure A 7: Hypertension and Diabetes Prevalence in the Western Cape

Injuries

Health Systems Trust’s (HST) conducted 5 rapid assessments of injury morbidity in emergency centres in the Metro

between September 2013 and 2015. Across all surveys, violence (mainly interpersonal violence in men) was the

most common cause of injury (~60 per cent), followed by unintentional (~25 per cent) and transport-related

injuries (~12 per cent) presenting at emergency centres. Alcohol use was reported in over half (55 per cent) of

all violent injuries and the relative-risk of a transport related injury was twice as high for those who reported

alcohol use compared to those who did not. Alcohol has also been identified as the 3rd leading risk factor for

death and disability in South Africa. Reducing harms related to alcohol is one of the seven priority interventions

in the province, also referred to as “Game Changers”.

In 2014, a Child Death Review (CDR) pilot was established at Salt River mortuary in Cape Town to investigate

unnatural and natural unexpected deaths in children under 18 years of age, in order to improve child health

and protection systems. 201 and 204 deaths due to injuries in children under 18 years of age were reviewed in

2014 and 2015, respectively, Homicide was the commonest cause of death due to injuries and accounted for

41 per cent of all deaths in 2014 and 2015. It spanned all age groups, with the highest burden in infants and the

10 to 17 year age group. Road traffic injuries accounted for almost 25 per cent of all deaths and peaked in the

5 to 9 year old age group. Suicide accounted for 2.7 per cent of deaths and occurred in children 10 to 17 years

of age. Following the success of the pilot, the CDR process is being extended to all mortuaries in the Western

Cape, with the aim of having complete coverage by the end of 201710.

Organisational environment

People Management

Organisational Structure

The macro-organisational structure (see organogram below) reflects the senior management service (SMS)

members as at the 1st February 2017; please note only reflects filled posts. Based on the Healthcare 2030, the

Department is currently busy with a Management Efficiency Alignment Project (MEAP) process which was

established to re-align the management structure to enable efficient and effective service delivery towards

Healthcare 2030. The goal of the project is to improve efficiencies and alignment of the Departmental

management structures, functions and processes to enable efficient and effective service delivery towards the

envisaged health outcomes of Healthcare 2030. The intervention will address duplication of functions, the level

of centralisation/decentralisation, excessive “red tape” and administrative inefficiencies. The service delivery

model and health systems approach in Healthcare 2030 will also be guiding the alignment of organisation and

post structures.

In addition to the above, the Department is also busy with a clean-up process which includes correcting all out

of adjustment cases, addressing incorrect utilisation and ensuring that the same job titles and occupational

classification codes are being used for similar posts. This will ensure a more reliable staff establishment and will

reduce the number of unnecessary job titles substantively.

10 Shanaaz Mathews, Lorna J Martin, David Coetzee, Chris Scott, University of Cape Town: Deaths from injuries in children under 18 years of age in Metro West, Cape Town: Data from the Child Death Review 2014 and 2015




Organisational Capacity

Employment & Vacancy Rates

With reference to Figure A8 the average vacancy rate of Programme 1 was mainly a result of the slow filling of

posts owing to financial pressures. The high vacancy rate for Programme 8 is mainly due to the Department not

being able to recruit and retain employees within the occupations Engineers and Engineering Technicians.

Strategies introduced to fill Programme 8 scarce skills posts include the following:

disciplines of some posts have been changed (e.g. from Quantity Surveyor to Architect);

approval has been requested to convert some OSD posts to Deputy Director which allows opportunity to

negotiate remuneration.

changes to the structure of the Directorate: Engineering and Technical Support are also planned.

The Approved Post List (APL) is a tool that assists managers to plan and monitor personnel expenditure against

priorities and funds. An APL Tool as well as a Standard Operating Procedure (SOP) was developed to ensure

uniformity in the application and management of the funded vacancies as well as control over the staff

establishment on the PERSAL system. The APL Tool is coordinated through a central process driven by Sector

Managers together with the Division Finance and the Chief Directorate People Management. The impending

financial pressures over the MTEF will see an increase in the vacancy rates as posts are deliberately not filled

especially in the administrative and non-clinical sections of the Department as the Department will try to protect

the service delivery to patients (see Figures A9 and A10).

The current vacancy rate [4.9 per cent] is very low in terms of national standards and is 0.9 per cent lower than

the previous financial year. The average turn-around time of the department in the filling of posts is 3 months

which is shorter than the national norm of the Department of Public Service and Administration (DPSA) of 4

months.

Figure A 8: Employment and Vacancies by programme as at 31st March 2016

FUNDED

POSTS

(754)

(12 724)

(2 123)

(6 557)

(9 652)

(324)

(822)

(99)

(33 055)

Notes:

Nature of appointment sessional is excluded. Nature of appointments periodical and abnormal is also

excluded. No posts. Vacancy rate is based on funded vacancies.

95.8%

96.0%

92.3%

95.3%

94.9%

88.9%

93.3%

77.8%

95.1%

4.2%

4.0%

7.7%

4.7%

5.1%

11.1%

6.7%

22.2%

4.9%

0.0% 20.0% 40.0% 60.0% 80.0% 100.0%

Programme 1

Programme 2

Programme 3

Programme 4

Programme 5

Programme 6

Programme 7

Programme 8

Total

Filled Vacant

PART A

Strategic Overview


Organisational Capacity

Employment & Vacancy Rates

With reference to Figure A8 the average vacancy rate of Programme 1 was mainly a result of the slow filling of

posts owing to financial pressures. The high vacancy rate for Programme 8 is mainly due to the Department not

being able to recruit and retain employees within the occupations Engineers and Engineering Technicians.

Strategies introduced to fill Programme 8 scarce skills posts include the following:

disciplines of some posts have been changed (e.g. from Quantity Surveyor to Architect);

approval has been requested to convert some OSD posts to Deputy Director which allows opportunity to

negotiate remuneration.

changes to the structure of the Directorate: Engineering and Technical Support are also planned.

The Approved Post List (APL) is a tool that assists managers to plan and monitor personnel expenditure against

priorities and funds. An APL Tool as well as a Standard Operating Procedure (SOP) was developed to ensure

uniformity in the application and management of the funded vacancies as well as control over the staff

establishment on the PERSAL system. The APL Tool is coordinated through a central process driven by Sector

Managers together with the Division Finance and the Chief Directorate People Management. The impending

financial pressures over the MTEF will see an increase in the vacancy rates as posts are deliberately not filled

especially in the administrative and non-clinical sections of the Department as the Department will try to protect

the service delivery to patients (see Figures A9 and A10).

The current vacancy rate [4.9 per cent] is very low in terms of national standards and is 0.9 per cent lower than

the previous financial year. The average turn-around time of the department in the filling of posts is 3 months

which is shorter than the national norm of the Department of Public Service and Administration (DPSA) of 4

months.

Figure A 8: Employment and Vacancies by programme as at 31st March 2016

FUNDED

POSTS

(754)

(12 724)

(2 123)

(6 557)

(9 652)

(324)

(822)

(99)

(33 055)

Notes:


excluded. No posts. Vacancy rate is based on funded vacancies.

95.8%

96.0%

92.3%

95.3%

94.9%

88.9%

93.3%

77.8%

95.1%

4.2%

4.0%

7.7%

4.7%

5.1%

11.1%

6.7%

22.2%

4.9%

0.0% 20.0% 40.0% 60.0% 80.0% 100.0%

Programme 1

Programme 2

Programme 3

Programme 4

Programme 5

Programme 6

Programme 7

Programme 8

Total

Filled Vacant




Figure A 9: Employment & Vacancies per salary band, 31 March 2016

FUNDED

POSTS

(2 905)

(12 598)

(9 013)

(8 470)

(69)

(33 055)

Notes:


excluded. No posts.

Vacancy rate is based on funded vacancies. This table provides the same statistical information as

Figure 13A but broken into salary bands.

Figure A 10: Employment and Vacancies by critical Occupations, 31st March 2016

FUNDED

POSTS

(15)

(13)

(93)

(445)

(73)

(639)

Notes:


excluded. No posts.

The abovementioned table refers to scarce skills for the period under review.

93.3%

94.8%

96.3%

94.8%

95.7%

95.1%

6.7%

5.2%

3.7%

5.2%

4.3%

4.9%

0.0% 20.0% 40.0% 60.0% 80.0% 100.0%

Lower skilled(Levels 1 - 2)

Skilled(Level 3 - 5)

Highly skilledproduction(Levels 6 - 8)Highly skilledsupervision

(Levels 9 - 12)Senior and topmanagement(Levels 13 - 16)

Total

Filled Vacant

80.0%

84.6%

91.4%

97.1%

87.7%

94.5%

20.0%

15.4%

8.6%

2.9%

12.3%

5.5%

0.0% 20.0% 40.0% 60.0% 80.0% 100.0%

Medical orthotistand prosthetist

Medical physicist

Clinicaltechnologist

Pharmacist

Industrialtechnician

Total

Filled Vacant

PART A

Strategic Overview


Figure A 9: Employment & Vacancies per salary band, 31 March 2016

FUNDED

POSTS

(2 905)

(12 598)

(9 013)

(8 470)

(69)

(33 055)

Notes:


excluded. No posts.

Vacancy rate is based on funded vacancies. This table provides the same statistical information as

Figure 13A but broken into salary bands.

Figure A 10: Employment and Vacancies by critical Occupations, 31st March 2016

FUNDED

POSTS

(15)

(13)

(93)

(445)

(73)

(639)

Notes:


excluded. No posts.

The abovementioned table refers to scarce skills for the period under review.

93.3%

94.8%

96.3%

94.8%

95.7%

95.1%

6.7%

5.2%

3.7%

5.2%

4.3%

4.9%

0.0% 20.0% 40.0% 60.0% 80.0% 100.0%

Lower skilled(Levels 1 - 2)

Skilled(Level 3 - 5)

Highly skilledproduction(Levels 6 - 8)Highly skilledsupervision

(Levels 9 - 12)Senior and topmanagement(Levels 13 - 16)

Total

Filled Vacant

80.0%

84.6%

91.4%

97.1%

87.7%

94.5%

20.0%

15.4%

8.6%

2.9%

12.3%

5.5%

0.0% 20.0% 40.0% 60.0% 80.0% 100.0%

Medical orthotistand prosthetist

Medical physicist

Clinicaltechnologist

Pharmacist

Industrialtechnician

Total

Filled Vacant

The current process of using block advertisements [number of adverts for entry level ranks within the health

professional cadre placed as a “block” which is valid for 12 months] to recruit employees within the health

professional environment assist greatly in ensuring shorter turn-around times. The total staff establishment is 31 432

of which 20 152 falls under the health professional (OSD category) while 11 280 are within the Non-OSD category,

see Table A5.

Table A 5: OSD vs. Non OSD per Salary Level Salary Levels

OSD Category

NON-OSD Category

Grand Total

1 0 382 382

2 3 2 326 2 329

3 2 217 1 461 3 678

4 1 062 1 051 2 113

5 2 767 3 390 6 157

6 2 632 803 3 435

7 3 270 552 3 822

8 788 635 1 423

9 2 216 352 2 568

10 1 755 61 1 816

11 2 006 125 2 131

12 1 432 80 1 512

13 4 47 51

14 0 10 10

15 0 4 4

16 0 1 1

Grand Total 20 152 11 280 31 432

Imbalances in Service Structures and Staff Mix

There are imbalances in the staff mix at certain facilities, for example within the Primary Health Care Facilities

especially in the rural areas where there is a shortage of Clinical Nurse Practitioners, staff nurses and an

oversupply of nursing assistants. A further imbalance exists in the occupation Professional Nurse, due to a

shortage in certain specialty areas especially within the District Hospitals such as theatre, trauma and

orthopaedic professional nurses. Further imbalances are experienced within mental health and midwifery where

there is a shortage of Professional Nurses with Advanced Psychiatry and Advanced Midwifery specialty

qualifications. Radiographers are also difficult to recruit in the rural areas. Significant progress has been made

with the employment of Medical Specialists within the discipline of Family Physician, which is critical in

strengthening services and clinical governance especially within the District Health Service (DHS). Further

imbalances are being experienced within the occupations Engineering and Related Professions in the form of

Artisans and Engineering Technicians.




Table A 6: Public Health Personnel, 31 March 2016

PUBLIC HEALTH PERSONNEL

CATEGORY No. EMPLOYED % OF TOTAL

EMPLOYED

No. / 100 000

PEOPLE

No. / 1 00 000

UNINSURED

PEOPLE

VACANCY

RATE

% OF TOTAL

PERSONNEL

BUDGET

ANNUAL COST

/ STAFF

MEMBER

Medical officers 2 035 6.47% 32.582 43.559 2.86% 15.9% 687 768

Medical specialists 692 2.20% 11.079 14.812 3.082% 9.2% 1 311 811

Dental specialists 6 0.02% 0.096 0.128 0.00% 0.1% 1 721 886

Dentists 93 0.30% 1.489 1.991 64.12% 0.7% 652 027

Professional nurses 60 761 19.33% 97.28 130.056 5.78% 23.5% 361 121

Staff nurses 2 564 8.16% 41.051 54.882 3.68% 5.6% 210 748

Nursing assistant 41 289 13.13% 66.092 88.359 3.48% 7.6% 180 662

Pharmacists 4324 1.37% 6.917 9.247 2.92% 2.4% 521 589

Physiotherapists 144 0.46% 2.306 3.082 3.36% 0.5% 293 295

Occupational therapists 173 0.55% 2.770 3.703 4.42% 0.5% 297 002

Psychologists 85 0.27% 1.361 1.819 1.16% 0.4% 434 129

Radiographers 450 1.43% 7.205 9.632 5.26% 1.8% 359 358

Emergency medical staff 1 823 5.80% 29.187 39.021 7.51% 4.9% 266 384

Dieticians 89 0.28% 1.425 1.905 3.26% 0.3% 319 644

Other allied health professionals and technicians 1 509 4.80% 24.160 32.300 6.79% 4.4% 293 756

Other staff 11 113 35.42% 178.247 238.300 5.15% 22.2% 200 742

GRAND TOTAL 31 432 100.00% 503.247 672.796 4.91% 100.0% 309 266

Employment Equity

The Department of Health Western Cape’s current staff profile is very close to the required profile as per the

Department of Labour and the Employment Equity Act, 1998 targets. The Department has exceeded its target

for women in the SMS category, see Figure A11.

Figure A 11: Gender Profile of SMS

56%

44%50%

0%

10%

20%

30%

40%

50%

60%

1

Females Male Female Target

PART A

Strategic Overview


Table A 6: Public Health Personnel, 31 March 2016

PUBLIC HEALTH PERSONNEL

CATEGORY No. EMPLOYED % OF TOTAL

EMPLOYED

No. / 100 000

PEOPLE

No. / 1 00 000

UNINSURED

PEOPLE

VACANCY

RATE

% OF TOTAL

PERSONNEL

BUDGET

ANNUAL COST

/ STAFF

MEMBER

Medical officers 2 035 6.47% 32.582 43.559 2.86% 15.9% 687 768

Medical specialists 692 2.20% 11.079 14.812 3.082% 9.2% 1 311 811

Dental specialists 6 0.02% 0.096 0.128 0.00% 0.1% 1 721 886

Dentists 93 0.30% 1.489 1.991 64.12% 0.7% 652 027

Professional nurses 60 761 19.33% 97.28 130.056 5.78% 23.5% 361 121

Staff nurses 2 564 8.16% 41.051 54.882 3.68% 5.6% 210 748

Nursing assistant 41 289 13.13% 66.092 88.359 3.48% 7.6% 180 662

Pharmacists 4324 1.37% 6.917 9.247 2.92% 2.4% 521 589

Physiotherapists 144 0.46% 2.306 3.082 3.36% 0.5% 293 295

Occupational therapists 173 0.55% 2.770 3.703 4.42% 0.5% 297 002

Psychologists 85 0.27% 1.361 1.819 1.16% 0.4% 434 129

Radiographers 450 1.43% 7.205 9.632 5.26% 1.8% 359 358

Emergency medical staff 1 823 5.80% 29.187 39.021 7.51% 4.9% 266 384

Dieticians 89 0.28% 1.425 1.905 3.26% 0.3% 319 644

Other allied health professionals and technicians 1 509 4.80% 24.160 32.300 6.79% 4.4% 293 756

Other staff 11 113 35.42% 178.247 238.300 5.15% 22.2% 200 742

GRAND TOTAL 31 432 100.00% 503.247 672.796 4.91% 100.0% 309 266

Employment Equity

The Department of Health Western Cape’s current staff profile is very close to the required profile as per the

Department of Labour and the Employment Equity Act, 1998 targets. The Department has exceeded its target

for women in the SMS category, see Figure A11.

Figure A 11: Gender Profile of SMS

56%

44%50%

0%

10%

20%

30%

40%

50%

60%

1

Females Male Female Target

However the challenge lies mostly within the professional scarce skills categories, where representation is still

lacking. The picture has however changed positively over the past few years.

The Department needs to achieve numerical targets in order to have an employment profile that reflects the

community to which it delivers a health service. The following targets were set for the 2012 – 2017 EE Plan:

2 per cent employment profile for persons with disabilities;

50 per cent employment profile for women at senior management level; and

50 per cent employment profile for black persons at senior management level.

The Department is also in the process of developing an Employment Equity Strategy aimed towards improved

representivity amongst the professional scarce skills groups. The Department will focus on diversity management,

people centeredness and a culture of mutual respect. The Department aims to achieve the following objectives

with the aforesaid strategy:

Achieve an employee profile that is representative of the economically active population of the Western

Cape;

Address broader transformation challenges experienced in the Department;

Create an environment that embraces diversity in order to achieve a non-sexist, non-racist and inclusive

department;

Eradicate unfair discrimination where it still exists;

Implement life-long learning and the advancement of people from historically disadvantaged groups

across all occupational categories;

Capacitate the leadership within the Department to champion transformation;

Address the skills gaps and developmental needs of previous historically disadvantage staff through

affirmative action programmes; and

Create a workplace environment that is conducive to removing barriers in all spheres of employment

Staff Turnover

The average staff turnover rate (which measures staff exiting the service throughout the financial year as a

proportion of the staff complement at the beginning of the financial year) for the Department in the 2015/16

financial year was 13.68 per cent (including fixed-term contractual appointments such as community service,

interns and registrars) and 8.05 per cent (excluding fixed-term contractual appointments such as community

service, interns and registrars). This is a slight increase of 1.39 per cent from the previous reporting period. Annual

staff losses occur as a result of the retirement and resignation of employees, employees completing their training,

as well as staff completing their community service employment periods. This is deemed to be part of the natural

turnover rate which amounts to 9.10 per cent for health professionals. This is well within the average of health

sector institutions in both the private and public sector in South Africa. In South Africa, the average is

approximately 12 per cent in the private sector and 8.6 per cent in the public sector (excluding fixed-term

contractual appointments such as community service, interns and registrars).

The following challenges are experienced in reducing the turnover rate:

Providing a conducive and safe working environment in certain facilities (e.g. aging physical infrastructure

and physical safety within certain geographical areas)

Budget constraints in employing professional and scarce skills staff




Ability to compete with private sector and overseas remuneration rates especially for medical specialists,

specialty professional nurses, medical practitioners, engineers, engineering technicians, paramedics and

specialised radiographers

The following are some of the initiatives that have been implemented to address these challenges:

Implement recruitment and retention strategies, as described below.

Implement a training plan to address scarce and critical skills and competency gaps:

- Bursaries for formal education, training and development.

- Continuous professional development (CPD) through clinical skills development.

The online exit interview system has been implemented to obtain a deeper understanding of problems

experienced in the workplace.

The Leadership and Management Development Strategy has been developed.

Occupation Specific Dispensation (OSD’s) for especially clinical staff to make remuneration packages

more competitive have been implemented.

Modernise the working environment and ensure well functioning medical equipment

Staff Recruitment and Retention Challenges

The main challenges are to secure sufficient funding for the filling of vacant posts on the staff establishment and

to recruit suitably qualified and skilled staff to be appointed against the funded vacant posts. The attrition rate

for health professionals is within the acceptable norm excluding the first three years of employment for newly

graduated professionals. Notwithstanding the above, the Department has shown the ability to fill these

vacancies on a year-on-year basis from the existing capacity found within the labour market. However, the

regular loss of health professionals together with the inability to fill all these vacancies creates a challenge for

maintaining the continuity of services with an extra burden on on-going training to rebuild capacity.

The recruitment of qualified and skilled health and technical professionals poses a challenge due to the scarcity

of skills in some of these areas and the restrictive appointment measures that are imposed on certain of the

occupations through the various occupational specific dispensations e.g. engineers, professional nurses in

specialty fields and emergency medical staff. Due to the fact that the OSD’s forms part of collective agreements

reached between the Department of Health and organised labour at a national level, these challenges need

to be addressed at a national level. The average age of initial entry into the Department by professionals is

approximately 23 to 26 years, e.g. medical officers after completing their studies and compulsory in-service

duties (i.e. 7 years). The challenge remains to retain these occupational groups on a permanent basis.

Corporate management capacity is often hampered by a relatively small pool of experienced staff in Finance,

Supply Chain Management and People Management, as well as in general facility management. Several

strategies are underway to respond to this challenge. The following interventions to address the challenges have

been identified and will be implemented:

Develop an overarching People Management Strategy that will include reviewing policies and strategies

relevant to People Management

Prepare strategies to address the approaching loss of staff due to retirement

Roll out change management interventions targeted at leadership and management development

Internship programme

PART A

Strategic Overview


Ability to compete with private sector and overseas remuneration rates especially for medical specialists,

specialty professional nurses, medical practitioners, engineers, engineering technicians, paramedics and

specialised radiographers

The following are some of the initiatives that have been implemented to address these challenges:

Implement recruitment and retention strategies, as described below.

Implement a training plan to address scarce and critical skills and competency gaps:

- Bursaries for formal education, training and development.

- Continuous professional development (CPD) through clinical skills development.

The online exit interview system has been implemented to obtain a deeper understanding of problems

experienced in the workplace.

The Leadership and Management Development Strategy has been developed.

Occupation Specific Dispensation (OSD’s) for especially clinical staff to make remuneration packages

more competitive have been implemented.

Modernise the working environment and ensure well functioning medical equipment

Staff Recruitment and Retention Challenges

The main challenges are to secure sufficient funding for the filling of vacant posts on the staff establishment and

to recruit suitably qualified and skilled staff to be appointed against the funded vacant posts. The attrition rate

for health professionals is within the acceptable norm excluding the first three years of employment for newly

graduated professionals. Notwithstanding the above, the Department has shown the ability to fill these

vacancies on a year-on-year basis from the existing capacity found within the labour market. However, the

regular loss of health professionals together with the inability to fill all these vacancies creates a challenge for

maintaining the continuity of services with an extra burden on on-going training to rebuild capacity.

The recruitment of qualified and skilled health and technical professionals poses a challenge due to the scarcity

of skills in some of these areas and the restrictive appointment measures that are imposed on certain of the

occupations through the various occupational specific dispensations e.g. engineers, professional nurses in

specialty fields and emergency medical staff. Due to the fact that the OSD’s forms part of collective agreements

reached between the Department of Health and organised labour at a national level, these challenges need

to be addressed at a national level. The average age of initial entry into the Department by professionals is

approximately 23 to 26 years, e.g. medical officers after completing their studies and compulsory in-service

duties (i.e. 7 years). The challenge remains to retain these occupational groups on a permanent basis.

Corporate management capacity is often hampered by a relatively small pool of experienced staff in Finance,

Supply Chain Management and People Management, as well as in general facility management. Several

strategies are underway to respond to this challenge. The following interventions to address the challenges have

been identified and will be implemented:

Develop an overarching People Management Strategy that will include reviewing policies and strategies

relevant to People Management

Prepare strategies to address the approaching loss of staff due to retirement

Roll out change management interventions targeted at leadership and management development

Internship programme

Absenteeism

The management of normal sick leave remains problematic. The Department has however put measures in

place to monitor and manage sick leave on a continuous basis. A new report has been developed which will

indicate the number of sick leave days utilized as well as the number of sick leave incidents. This has been made

available to institutions on a quarterly basis and line managers must identify risk areas and address possible

abuse. During the period 1 January 2016 to 31 December 2016 the average days sick leave utilized per

employee was 7.4 days. The increase can be due to the new sick leave cycle which commenced 1 January

2016. The highest incidence of sick leave is found in salary levels 6 to 8 which could be ascribed to the workload,

operational responsibilities and accountability within these groups.

The Health Risk Manager is an outsourced service provider that assists the Department in assessing incapacity

leave requests. The current Health Risk Manager for the Department of Health is Alexander Forbes, and was

appointed with effect from 1 November 2013. The contract has been extended until 31 December 2018 on

request from DPSA. A review of the current Procedure on Incapacity Leave and Ill-Health Retirement (PILIR)

modality is also currently being conducted by KPMG on request from DPSA. The Department has quarterly PILIR

Steering Committee meetings with the Health Risk Manager where problem areas are identified and addressed.

The service is delivered within the prescribed timeframes. The incapacity leave cases have decreased in 2016

as it is the first year of the new three-year sick leave cycle.

Employee Wellness

The Employee Wellness Programme results in various benefits for WCG: Health, this includes lower medical costs,

reduced turnover and absenteeism, and higher employee productivity and morale. These services include

supervisory consultations to managers, support to challenged work teams, training and education programs,

and critical incident services. The broad array of services provided to employees in the programme by today's

EHWPs goes further than just psychological counselling but includes an integration of a host of "work/life"

resources. The programme provides employees with resources to assist with the challenges such as starting a

family, dealing with personal finances, legal problems or maintaining work life balance.

The overall engagement rate, which includes uptake of all services provided, amounted to 26.0 per cent during

the period under review, which compares to 26.8 per cent during the comparable previous period. Annualised

individual usage of the core counselling and advisory services of 11.6 per cent was recorded during the most

recent period, which compares to 12.0 per cent during the previous period. Managers are encouraged to do

formal referrals, formal referrals are typically made in a context of a threat to the relationship between the

employee and the Department. The proportion of Western Cape Government Health employees who were

formally referred during the review period was 8.1 per cent (293 cases). This indicates that more managers are

actively mitigating the behavioural risk to the organisation by using the EHWP. It is also encouraging to note that

a considerable portion of these complied with their face-to-face counselling and their cases were resolved. Use

of the formal referral and managerial consultancy service helps reduce the risk to team morale, team dynamics

and productivity that can result from employees who are going through difficult times. Regular reminders of the

availability of this service will ensure consistent use.




Figure A1211 depicts the severe (1-60), significant (61-80) and moderate (81-90) scale of work performance

impact as a comparison with the problem categories that contributed to these ratings. Using a 10-item scale of

global functioning at work, clinical staff estimates the overall impact on the employee’s work life. The top

emerging work issues are the following: relocation, life threats, mental illness/psychiatric, money management,

stress and abuse. A ‘severe work and significant impact’ is characterised may cause impairment in the

occupational functioning of the individual and may include absenteeism, presentism, conflict, compromised

performance and may lead to disciplinary processes.

It is encouraging to note that there has been an increase in the number of profiled eCare users. 517 employees

profiled themselves on the eCare service. The top three health concerns amongst users are back pain, allergies

which stem from dust or mites, animal hair or pollen, and stress. More awareness is needed on the eCare service

to increase the uptake of the service. The health profile findings of the Department cannot be generalized as

the sample is too small. It is indicative of the need of the Employee Wellness Programme to focus on promoting

physical health and healthy eating amongst employees, see Figure A1312.

11 Source: WCGH: Employee Health and Wellness Programme: Annual Review April 2015 – March 2016 12 Source: WCGH: Employee Health and Wellness Programme: Annual Review April 2015 – March 2016

Figure A 12: Work Impact per Problem Cluster 2015/16

PART A

Strategic Overview


Figure A1211 depicts the severe (1-60), significant (61-80) and moderate (81-90) scale of work performance

impact as a comparison with the problem categories that contributed to these ratings. Using a 10-item scale of

global functioning at work, clinical staff estimates the overall impact on the employee’s work life. The top

emerging work issues are the following: relocation, life threats, mental illness/psychiatric, money management,

stress and abuse. A ‘severe work and significant impact’ is characterised may cause impairment in the

occupational functioning of the individual and may include absenteeism, presentism, conflict, compromised

performance and may lead to disciplinary processes.

It is encouraging to note that there has been an increase in the number of profiled eCare users. 517 employees

profiled themselves on the eCare service. The top three health concerns amongst users are back pain, allergies

which stem from dust or mites, animal hair or pollen, and stress. More awareness is needed on the eCare service

to increase the uptake of the service. The health profile findings of the Department cannot be generalized as

the sample is too small. It is indicative of the need of the Employee Wellness Programme to focus on promoting

physical health and healthy eating amongst employees, see Figure A1312.

11 Source: WCGH: Employee Health and Wellness Programme: Annual Review April 2015 – March 2016 12 Source: WCGH: Employee Health and Wellness Programme: Annual Review April 2015 – March 2016

Figure A 12: Work Impact per Problem Cluster 2015/16

Organisational Culture

The Barrett Value Survey is conducted every 2 years, with the last survey taking place in 2015 and the next survey

planned for 2017. Based on the 2015 results, entropy levels in the Department are showing a downward trend

with a 3 per cent reduction between 2013 and 2015. The 2015 survey saw a 21 per cent entropy level for the

Department (see Figure A14). The alignment between the personal values and current culture values indicates

that the Department has a highly aligned culture, with people who are committed and able to perform to a

high degree and that employees feel a strong connection between their personal values and their professional

work.

Figure A 14: Results from Barrett's 2015

Quality of Care

Management of Complaints and Compliments

Western Cape Government: Health (WCGH) has a detailed complaints’ management procedure, spelt out in

a 2015 circular. The Department is a large service-rendering organisation, with more than 14 million headcounts

at PHC facilities, close to 500 000 admissions to hospitals and close to 500 000 patients transported to health

facilities each year. It receives a sizable number of complaints, including both written (letters, emails, SMS’s) and

verbal (telephonic and face to face) complaints, though it should be noted that the total number of complaints

received represents only 0.0003 per cent of the total number of patient contacts in the health service. The

Department also receives a far greater number of compliments. A small number of the complaints end up as

Figure A 13: eCare Health Risk Profile of Employees

0% 10% 20% 30% 40%

Underweight eCare users (11)

Heavy drinkers 5+ units/day (46)

Moderate drinkers 3-4 units/day (52)

Healthy Weight eCare users (93)

Smokers 2+ cigarettes/day (108)

Overweight eCare users (129)

Sedentary (138)

Obese eCare users (180)

eCare Health Risk Profile

WCGH ICAS Ave.




negative media coverage. It is accepted that complaints and compliments are a normal and healthy part of

service provision, and each is considered as an opportunity to learn and improve the service. The National

Department of Health issued the “Guideline to Manage Complaints, Compliments and Suggestions in the Health

Sector of South Africa (December 2016)”. The guideline is applicable to all staff working in primary health care

facilities and in hospitals in South Africa. A web-based application will be developed to report and monitor

complaints, compliments and suggestions. WCGH is therefore in the process of reviewing its own complaints’

and compliments’ management system in order to see how it can comply with the National policy.

Independent Health Complaints Committee (IHCC)

The IHCC, which was established in terms of the Western Cape Independent Health Complaints Committee Act,

2014 (Act 2 of 2014), has commenced with managing unresolved, serious complaints referred to it by the Head

of Department, WCGH and/or the Minister of Health, WCG.

Person-Centred-Care (PCC)

Healthcare 2030: ‘The Road to Wellness’ talks to the importance of ‘person or patient-centred healthcare’ and

the move towards improving PCC. The Department has developed a concept note on Person-Centred- Care

which defines PCC and sets out the strategies WCGH intends using to improve and measure it. The aim of

developing PCC and providing a person-centred service is to place patients at the centre of service delivery

and recognize that their perspectives and opinions, no matter how diverse, matter.

Approach to Strengthening Clinical Governance

Clinical Governance is included in the second domain of the National Core Standards. Work is underway within

WCGH to revise the approach to clinical governance. The DDG: Operations is leading a process to seek input

from a range of stakeholders, including those at the service delivery coal face.

National Core Standards (NCS)

The Procedural Regulations Pertaining to the Functioning of the Office of Health Standards Compliance and

Handling of Complaints by the Ombud has been promulgated. The draft Norms and Standards Regulations

Applicable to Different Categories of Health Establishments have been circulated for comment. The OHSC plans

to commence with compliance inspections in April 2017.

Infection Prevention and Control (IPC)

An essential component of providing safe and patient-centred health care is preventing infections - especially

those that could be transmitted because of the health care provided to the client. WCGH is therefore busy with

the following activities, aiming to reduce hospital - acquired infections:

Infection Prevention and Control forms part of the Provincial Quality Improvement Committee, which meets

quarterly to assess progress

Re-establishment of the Infection Prevention and Control workgroup under the Provincial Quality

Improvement Committee. This work group will guide IPC activities in the province and work on necessary

documentation.

PART A

Strategic Overview


negative media coverage. It is accepted that complaints and compliments are a normal and healthy part of

service provision, and each is considered as an opportunity to learn and improve the service. The National

Department of Health issued the “Guideline to Manage Complaints, Compliments and Suggestions in the Health

Sector of South Africa (December 2016)”. The guideline is applicable to all staff working in primary health care

facilities and in hospitals in South Africa. A web-based application will be developed to report and monitor

complaints, compliments and suggestions. WCGH is therefore in the process of reviewing its own complaints’

and compliments’ management system in order to see how it can comply with the National policy.

Independent Health Complaints Committee (IHCC)

The IHCC, which was established in terms of the Western Cape Independent Health Complaints Committee Act,

2014 (Act 2 of 2014), has commenced with managing unresolved, serious complaints referred to it by the Head

of Department, WCGH and/or the Minister of Health, WCG.

Person-Centred-Care (PCC)

Healthcare 2030: ‘The Road to Wellness’ talks to the importance of ‘person or patient-centred healthcare’ and

the move towards improving PCC. The Department has developed a concept note on Person-Centred- Care

which defines PCC and sets out the strategies WCGH intends using to improve and measure it. The aim of

developing PCC and providing a person-centred service is to place patients at the centre of service delivery

and recognize that their perspectives and opinions, no matter how diverse, matter.

Approach to Strengthening Clinical Governance

Clinical Governance is included in the second domain of the National Core Standards. Work is underway within

WCGH to revise the approach to clinical governance. The DDG: Operations is leading a process to seek input

from a range of stakeholders, including those at the service delivery coal face.

National Core Standards (NCS)

The Procedural Regulations Pertaining to the Functioning of the Office of Health Standards Compliance and

Handling of Complaints by the Ombud has been promulgated. The draft Norms and Standards Regulations

Applicable to Different Categories of Health Establishments have been circulated for comment. The OHSC plans

to commence with compliance inspections in April 2017.

Infection Prevention and Control (IPC)

An essential component of providing safe and patient-centred health care is preventing infections - especially

those that could be transmitted because of the health care provided to the client. WCGH is therefore busy with

the following activities, aiming to reduce hospital - acquired infections:

Infection Prevention and Control forms part of the Provincial Quality Improvement Committee, which meets

quarterly to assess progress

Re-establishment of the Infection Prevention and Control workgroup under the Provincial Quality

Improvement Committee. This work group will guide IPC activities in the province and work on necessary

documentation.

Expansion of the Best Care Always Infection Prevention and Control and Quality Improvement initiative,

which was rolled out to regional and tertiary hospitals. This is a collaborative effort between public and

private sectors in the province. Many of the hospitals managed to dramatically reduce some hospital-

acquired infections. The initiative was expanded to district hospitals. The provincial team will focus on

support of current facilities and in the next financial year the initiative might be expanded to more district

hospitals.

Continuation of the Provincial Antimicrobial Stewardship Committee’s endeavours to protect the

effectiveness of antibiotics by ensuring rational prescription. The Provincial Antimicrobial Stewardship

Committee has formalised its terms of reference. An Antimicrobial Stewardship visiting and support team,

from the central hospitals, is supporting Antimicrobial Stewardship activities at hospitals. Their activities will

be expanded in the future. The rational and appropriate use of antibiotics is key to reducing the prevalence

of drug-resistant organisms.

Ideal Clinic Realization and Maintenance

Operation Phakisa, coordinated by the National Department of Health in 2014, resulted in the finalisation of

plans to ensure that all clinics in the country meet the standards listed on the Ideal Clinic dashboard by the end

of the 2018/19 financial year. All fixed Primary Health Care (PHC) facilities in the Cape Town Metro have

conducted baseline status determinations. 30 per cent of fixed PHC facilities in Rural District Health Services have

conducted status determinations. PHC facilities which will be scaled up to achieve Ideal Clinic Status, have

been identified.

Occupational Health and Safety

WCGH has developed and signed off a provincial Safety, Health, Environment, Risk and Quality (“SHERQ”) Policy

that indicates on a high level what has to be in place for occupational health and safety in the areas where

the province’s health care workers work. The implementation of this policy, which relates to all employees of

WCGH, will be a big undertaking and the stakeholders are working on an implementation plan for realising the

content of the policy.

Built Environment

The primary objective of the infrastructure programme is to promote and advance the health and well-being of

health facility users in the Province in a sustainable responsible manner, whereby infrastructure is being planned,

delivered, operated and maintained with an increased focus on resilient infrastructure whilst ensuring

sustainability of both the infrastructure itself as well as that of the environment. This objective is being met through

what has been termed the “5Ls Agenda”:

Long life – sustainability

Loose fit – facility design allowing flexibility, expandability and adaptability (resilience)

Low impact – reduction of the carbon footprint by introducing Green Building principles, particularly in

terms of energy and water, materials, land use and ecology, indoor environmental quality, transport and

emissions.

Luminous healing space, patient and staff friendly environment

Lean Design and Construction – standardisation of design and construction to reduce wastage and

improve efficiency and effectiveness




In 2014, the Western Cape Government committed to seven priority interventions. These priority interventions –

commonly referred to as Game Changers – are aimed at leveraging the best opportunities or tackling some of

its greatest challenges in the province, whilst simultaneously serving as catalysts for major improvements in

people’s lives. WCGH is committed to the Energy Security Game Changer and is placing significant emphasis

on reducing energy consumption at its facilities. The Global Green & Healthy Hospitals (GGHH) 2020 pledge

aligns with this commitment. The pledge is part of the Climate Change 2020 Challenge; WCGH has committed

to reducing its carbon footprint from energy consumption at provincial hospitals (based on the current footprint)

by 10 per cent in 2020 and 30 per cent in 2050 based on its 2014/15 baseline, saving 15,000 ton of CO2 annually.

In its drive to achieve this commitment, WCGH has installed smart meters to improve access to data reflecting

energy utilisation at provincial hospitals and this has already provided invaluable information in identifying areas

of improvement. The WCGH has also appointed a Departmental Energy & Water Champion to document

utilities management policy and savings strategies, monitor and evaluate utilities consumption and associated

expenditure / potential savings, engage with management to promote utilities saving initiatives, create

awareness, identify areas of improvement and provide input on related capital and maintenance projects with

the focus on increased energy efficiency. It is foreseen that reductions in utility consumption (with special

emphasis on water and electricity) will be achieved by means of both behaviour change and technological

upgrading / retrofits. The Department will also investigate the contribution that solar photovoltaic panels and

other alternative technologies can make towards reducing energy consumption at health facilities.

Further recent contextual changes in the planning and delivery of provincial government health infrastructure

in the Western Cape are:

The publication of National Treasury Instruction No 4 of 2015/2016 legislated the implementation of the

Standard for Infrastructure Procurement and Delivery Management (SIPDM) – this has necessitated a review

of the CIDB (Construction Industry Development Board) Infrastructure Delivery Management Toolkit 2010

and the Western Cape Infrastructure Delivery Management System (IDMS), both of which are currently

underway.

The change in focus from the delivery of new infrastructure to maintenance is continuing.

In keeping with the WCGH’s User Asset Management Plan (U-AMP), National Treasury’s Asset Management

Guide, there will be increasing emphasis on proactive life-cycle management of engineering assets, including

health technology. For health technologies, the increasingly important role of health technology assessment, a

set of tools supporting performance measures such as access, coverage, equity, efficiency (both allocative and

technical) and cost-effectiveness, is recognised.

An important change by National Treasury in 2014, impacting on all provinces, was the introduction of the

Performance-Based Incentive (PBI) process for the Health Facility Revitalisation Grant (HFRG). This process

requires that provinces bid for HFRG allocations in advance and includes financial incentives for provinces that

implement best practices in delivering infrastructure. This process is further elaborated on in Part B, Programme

8.

Knowledge Management

The objectives of Knowledge Management are centrally informed by the service delivery imperatives for

patient-centred quality care and improved health outcomes within an environment regulated by the NDOH,

PART A

Strategic Overview


In 2014, the Western Cape Government committed to seven priority interventions. These priority interventions –

commonly referred to as Game Changers – are aimed at leveraging the best opportunities or tackling some of

its greatest challenges in the province, whilst simultaneously serving as catalysts for major improvements in

people’s lives. WCGH is committed to the Energy Security Game Changer and is placing significant emphasis

on reducing energy consumption at its facilities. The Global Green & Healthy Hospitals (GGHH) 2020 pledge

aligns with this commitment. The pledge is part of the Climate Change 2020 Challenge; WCGH has committed

to reducing its carbon footprint from energy consumption at provincial hospitals (based on the current footprint)

by 10 per cent in 2020 and 30 per cent in 2050 based on its 2014/15 baseline, saving 15,000 ton of CO2 annually.

In its drive to achieve this commitment, WCGH has installed smart meters to improve access to data reflecting

energy utilisation at provincial hospitals and this has already provided invaluable information in identifying areas

of improvement. The WCGH has also appointed a Departmental Energy & Water Champion to document

utilities management policy and savings strategies, monitor and evaluate utilities consumption and associated

expenditure / potential savings, engage with management to promote utilities saving initiatives, create

awareness, identify areas of improvement and provide input on related capital and maintenance projects with

the focus on increased energy efficiency. It is foreseen that reductions in utility consumption (with special

emphasis on water and electricity) will be achieved by means of both behaviour change and technological

upgrading / retrofits. The Department will also investigate the contribution that solar photovoltaic panels and

other alternative technologies can make towards reducing energy consumption at health facilities.

Further recent contextual changes in the planning and delivery of provincial government health infrastructure

in the Western Cape are:

The publication of National Treasury Instruction No 4 of 2015/2016 legislated the implementation of the

Standard for Infrastructure Procurement and Delivery Management (SIPDM) – this has necessitated a review

of the CIDB (Construction Industry Development Board) Infrastructure Delivery Management Toolkit 2010

and the Western Cape Infrastructure Delivery Management System (IDMS), both of which are currently

underway.

The change in focus from the delivery of new infrastructure to maintenance is continuing.

In keeping with the WCGH’s User Asset Management Plan (U-AMP), National Treasury’s Asset Management

Guide, there will be increasing emphasis on proactive life-cycle management of engineering assets, including

health technology. For health technologies, the increasingly important role of health technology assessment, a

set of tools supporting performance measures such as access, coverage, equity, efficiency (both allocative and

technical) and cost-effectiveness, is recognised.

An important change by National Treasury in 2014, impacting on all provinces, was the introduction of the

Performance-Based Incentive (PBI) process for the Health Facility Revitalisation Grant (HFRG). This process

requires that provinces bid for HFRG allocations in advance and includes financial incentives for provinces that

implement best practices in delivering infrastructure. This process is further elaborated on in Part B, Programme

8.

Knowledge Management

The objectives of Knowledge Management are centrally informed by the service delivery imperatives for

patient-centred quality care and improved health outcomes within an environment regulated by the NDOH,

Treasury and the AGSA. The process is heavily influenced by the ever changing ICT environment. Synergy and

collaboration between Knowledge Management, ICT, health programmes, budget programmes and other

stakeholders is essential to achieve the aim of providing staff with a toolbox to enable them to collect, collate

and report accurately on the outcomes and impact of the health service in the Western Cape in order to inform

decision making.

The principles and strategies adopted to achieve this are:

Build an Information Management (IM) culture

Building an IM culture entails shifting the mind-set from mechanistically reporting data to the meaningful use of

information for decision making. This requires a systematic effort over the medium term to build a culture change

through training, communication and IM tools.

Strengthen information systems

Consists of organised, standardised processes and tools for the collection, collation, storage, and provisioning

of data and information. There is a particular focus on lean and efficient processes with long term goals of

incremental automation and integration of data phased over time. In addition, a robust review of the data

being collected and the related governance mechanisms is required. What we chose to collect needs to

ultimately enable better health outcomes and the processes employed to gather the data must not over

burden frontline staff. Striking this balance is complex, and is dependent on both national and provincial

stakeholders working together.

Manage information risk

Managing information risk through ensuring that information collected is reliable for decision making and

auditable with a strong level of accountability built into the information system from planning to collecting and

reporting.

Develop Information Management capacity

IM capacity is built through a variety of training programmes touching all levels of staff so that we have skilled

information management staff as well as informed information producers and information users who are

capacitated to use information.

Being audit prepared

The department continuously improves data collection processes to ensure robust systems, policies and

processes are in place and that the necessary checks and balances are developed and implemented to ensure

the data collected and reported is valid and reliable and ultimately auditable.

Focus on Information and Communication Technology (ICT) priorities

The department has a specific focus on ICT priorities to achieve objectives within the service delivery and data

management imperatives. Particular focus is placed on the long term goal of automating data collection, data

quality monitoring and reporting.

ICT has been identified as a critical and dynamic enabler to improving efficiency, effectiveness and service

delivery. The Department will be finalising its e-vision for Health in 2016/17 which will provide a roadmap for the

development of innovative ICT initiatives. The Department has also begun setting up a data centre which




includes the building of a health information exchange that enables the pulling of data from various systems to

provide a consolidated picture at both the clinical interface where patients are managed as well as to

management where the health system needs to be managed in an integrated manner.

Financial Management

Over the past 12 years the Department has managed to establish a track record for unqualified financial

statements. In the latest audited financial year (2015/16) it also succeeded to achieve a “clean” audit report;

the first health department in the country to achieve this. This Department purchases 60 per cent of all goods

and services in the Province through a decentralised management structure. The under-spending in the previous

financial year was less than 1 per cent and largely due to infrastructure delivery constraints. The financial

management systems employed have been continually refined and improved over the years and the following

management tools have been central to the Department’s success:

The Budget Management Instrument (BMI) assist management of facilities and programmes to accurately

project and manage expenses.

The Approved Post List (APL) has successfully managed to contain human resource expenditure.

The Internal Assessment (IA) and the Compliance Assessment (CA) has institutionalised internal control

mechanisms to perform routine checks on all payments as well as other financial activities.

The cascading Financial Management Committee (FMC) system enables monthly monitoring of

expenditure against the budget allocations and provides oversight for the internal assessments.

The development of the Essential Supplies List (ESL) is progressing with increasing standardisation of

consumables used in clinical procedures. This, coupled with the establishment of transversal contracts to

procure the consumables, has enhanced efficiencies.

Dependencies or Partnerships

City of Cape Town & other Municipalities

The Department has a service level agreement with the City of Cape Town Municipality (local government) for

the provision of personal primary health care in the Cape Town Metro District. These services have been

provincialised in the rural districts.

Non-Profit Organisations (NPOs)

The Department has service level agreements with several non-governmental organisations (NGOs) for the

rendering of intermediate care and home and community-based care (HCBC).

South African Police Services (SAPS)

An MOU governs the relationship with SAPS in forensic pathology and EMS. A collaborative working relationship

is being established around reducing harm amongst injectable substance abusers.

Western Cape Government: Transport and Public Works

The Department has an annual Service Delivery Agreement with the Western Cape Government (WCG)

Transport and Public Works (TPW), as WCGTPW is the implementing agent for health infrastructure delivery for

capital and scheduled maintenance projects. In addition to this, WCG: TPW also renders a Property

PART A

Strategic Overview


includes the building of a health information exchange that enables the pulling of data from various systems to

provide a consolidated picture at both the clinical interface where patients are managed as well as to

management where the health system needs to be managed in an integrated manner.

Financial Management

Over the past 12 years the Department has managed to establish a track record for unqualified financial

statements. In the latest audited financial year (2015/16) it also succeeded to achieve a “clean” audit report;

the first health department in the country to achieve this. This Department purchases 60 per cent of all goods

and services in the Province through a decentralised management structure. The under-spending in the previous

financial year was less than 1 per cent and largely due to infrastructure delivery constraints. The financial

management systems employed have been continually refined and improved over the years and the following

management tools have been central to the Department’s success:

The Budget Management Instrument (BMI) assist management of facilities and programmes to accurately

project and manage expenses.

The Approved Post List (APL) has successfully managed to contain human resource expenditure.

The Internal Assessment (IA) and the Compliance Assessment (CA) has institutionalised internal control

mechanisms to perform routine checks on all payments as well as other financial activities.

The cascading Financial Management Committee (FMC) system enables monthly monitoring of

expenditure against the budget allocations and provides oversight for the internal assessments.

The development of the Essential Supplies List (ESL) is progressing with increasing standardisation of

consumables used in clinical procedures. This, coupled with the establishment of transversal contracts to

procure the consumables, has enhanced efficiencies.

Dependencies or Partnerships

City of Cape Town & other Municipalities

The Department has a service level agreement with the City of Cape Town Municipality (local government) for

the provision of personal primary health care in the Cape Town Metro District. These services have been

provincialised in the rural districts.

Non-Profit Organisations (NPOs)

The Department has service level agreements with several non-governmental organisations (NGOs) for the

rendering of intermediate care and home and community-based care (HCBC).

South African Police Services (SAPS)

An MOU governs the relationship with SAPS in forensic pathology and EMS. A collaborative working relationship

is being established around reducing harm amongst injectable substance abusers.

Western Cape Government: Transport and Public Works

The Department has an annual Service Delivery Agreement with the Western Cape Government (WCG)

Transport and Public Works (TPW), as WCGTPW is the implementing agent for health infrastructure delivery for

capital and scheduled maintenance projects. In addition to this, WCG: TPW also renders a Property

Management service to WCGH, as custodian of the immovable assets, which includes the management of

leases and office accommodation. The relationship is also managed through an annual Service Delivery

Agreement.

Centre for e-Innovation (CEI)

There is a dependence on CEI to ensure that WCG: Health has the necessary infrastructure to be able to

communicate, transact and input meaningful day-to-day data through its information systems. In essence they

are to ensure that that there is sufficient connectivity, adequate IT infrastructure and server capacity to host

WCG: Health systems and data and a full back up infrastructure capacity in case of downtime that may be

experienced. The Department is also reliant on CEI to support its ±20 000 computer users on a day-to-day basis.

CEI is equally charged to ensure that WCG benefits from a shared services offering by ensuring that software

licenses etc. are provided in a cost-effective manner in order to reduce cost of ICT. Currently a generic MOU

with service schedules are used to manage this relationship with DotP for all shared services that are provided

centrally. The Department is engaging CEI to add an addendum to the MOU to contain the Department of

Health’s specific needs.

State Information Technology Agency (SITA)

The Department is dependent on SITA for the procurement and support for hardware and infrastructure;

however the relationship is mediated via CEI.

Department of Community Safety (DOCS)

The Department has a MOU with DOCS to enlist their support to assess the security risks at health facilities as well

as support to develop appropriate responses to address the security needs within the Department.

Higher Education Institutions (HEIs)

The province has a multilevel agreement (MLA) with four HEIs for the training of health sciences students on its

service platform. A separate bilateral agreement governs the relationship with each of the universities under the

principles of the MLA. In 2009 there were 6.5 million student hours on the service platform.

Revision of Legislation and other Mandates

National Legislation

1. Allied Health Professions Act, 63 of 1982 as amended

2. Atmospheric Pollution Prevention Act, 45 of 1965

3. Basic Conditions of Employment Act, 75 of 1997

4. Births and Deaths Registration Act, 51 of 1992

5. Broad Based Black Economic Empowerment Act, 53 of 2003

6. Children’s Act, 38 of 2005

7. Chiropractors, Homeopaths and Allied Health Service Professions Act, 63 of 1982

8. Choice on Termination of Pregnancy Act, 92 of 1996




9. Compensation for Occupational Injuries and Diseases Act, 130 of 1993

10. Constitution of the Western Cape, 1 of 1998

11. Construction Industry Development Board Act, 38 of 2000

12. Correctional Services Act, 8 of 1959

13. Council for the Built Environment Act (No 43 of 2000)

14. Criminal Procedure Act, 51 of 1977

15. Dental Technicians Act, 19 of 1979

16. Division of Revenue Act (Annually)

17. Domestic Violence Act, 116 of 1998

18. Drugs and Drug Trafficking Act, 140 of 1992

19. Employment Equity Act, 55 of 1998

20. Environment Conservation Act, 73 of 1998

21. Foodstuffs, Cosmetics and Disinfectants Act, 54 of 1972

22. Government Immovable Asset Management Act, 19 of 2007

23. Hazardous Substances Act, 15 of 1973

24. Health Professions Act, 56 of 1974

25. Higher Education Act, 101 of 1997

26. Inquests Act, 58 of 1959

27. Intergovernmental Relations Framework, Act 13 of 2005

28. Institution of Legal Proceedings against Certain Organs of State Act, 40 of 2002

29. International Health Regulations Act, 28 of 1974

30. Labour Relations Act, 66 of 1995 [LRA]

31. Local Government: Municipal Demarcation Act, 27 of 1998

32. Local Government: Municipal Systems Act, 32 of 2000

33. Medical Schemes Act, 131 of 1998

34. Council for Medical Schemes Levies Act, 58 of 2000

35. Medicines and Related Substances Act, 101 of 1965

36. Medicines and Related Substances Control Amendment Act, 90 of 1997

37. Mental Health Care Act, 17 of 2002

38. Municipal Finance Management Act, 56 of 2003

39. National Building Regulations and Building Standards Act (No 103 of 1977)

40. National Environmental Management Act, 1998

41. National Health Act, 61 of 2003

42. National Health Amendment Act, 2013

43. National Health Laboratories Service Act, 37 of 2000

44. Non Profit Organisations Act, 71 of 1977

45. Nuclear Energy Act, 46 of 1999

46. Nursing Act, 33 of 2005

47. Occupational Diseases in Mines and Works Act, 78 of 1973

48. Occupational Health and Safety Act, 85 of 1993 [OHSA]

49. Older Persons Act, 13 of 2006

50. Pharmacy Act, 53 of 1974, as amended

51. Preferential Procurement Policy Framework Act, 5 of 2000

52. Prevention and Combating of Corrupt Activities Act 12 of 2004

PART A

Strategic Overview


9. Compensation for Occupational Injuries and Diseases Act, 130 of 1993

10. Constitution of the Western Cape, 1 of 1998

11. Construction Industry Development Board Act, 38 of 2000

12. Correctional Services Act, 8 of 1959

13. Council for the Built Environment Act (No 43 of 2000)

14. Criminal Procedure Act, 51 of 1977

15. Dental Technicians Act, 19 of 1979

16. Division of Revenue Act (Annually)

17. Domestic Violence Act, 116 of 1998

18. Drugs and Drug Trafficking Act, 140 of 1992

19. Employment Equity Act, 55 of 1998

20. Environment Conservation Act, 73 of 1998

21. Foodstuffs, Cosmetics and Disinfectants Act, 54 of 1972

22. Government Immovable Asset Management Act, 19 of 2007

23. Hazardous Substances Act, 15 of 1973

24. Health Professions Act, 56 of 1974

25. Higher Education Act, 101 of 1997

26. Inquests Act, 58 of 1959

27. Intergovernmental Relations Framework, Act 13 of 2005

28. Institution of Legal Proceedings against Certain Organs of State Act, 40 of 2002

29. International Health Regulations Act, 28 of 1974

30. Labour Relations Act, 66 of 1995 [LRA]

31. Local Government: Municipal Demarcation Act, 27 of 1998

32. Local Government: Municipal Systems Act, 32 of 2000

33. Medical Schemes Act, 131 of 1998

34. Council for Medical Schemes Levies Act, 58 of 2000

35. Medicines and Related Substances Act, 101 of 1965

36. Medicines and Related Substances Control Amendment Act, 90 of 1997

37. Mental Health Care Act, 17 of 2002

38. Municipal Finance Management Act, 56 of 2003

39. National Building Regulations and Building Standards Act (No 103 of 1977)

40. National Environmental Management Act, 1998

41. National Health Act, 61 of 2003

42. National Health Amendment Act, 2013

43. National Health Laboratories Service Act, 37 of 2000

44. Non Profit Organisations Act, 71 of 1977

45. Nuclear Energy Act, 46 of 1999

46. Nursing Act, 33 of 2005

47. Occupational Diseases in Mines and Works Act, 78 of 1973

48. Occupational Health and Safety Act, 85 of 1993 [OHSA]

49. Older Persons Act, 13 of 2006

50. Pharmacy Act, 53 of 1974, as amended

51. Preferential Procurement Policy Framework Act, 5 of 2000

52. Prevention and Combating of Corrupt Activities Act 12 of 2004

53. Prevention and Treatment of Drug Dependency Act, 20 of 1992

54. Promotion of Access to Information Act, 2 of 2000 [PAIA]

55. Promotion of Administrative Justice Act, 3 of 2000

56. Promotion of Equality and Prevention of Unfair Discrimination Act, 4 of 2000

57. Protected Disclosures Act, 26 of 2000

58. Protection of Personal Information Act, 2013 (Act No. 4 of 2013)

59. Public Audit Act, 25 of 2005

60. Public Finance Management Act, 1 of 1999

61. Public Service Act, 1994

62. Road Accident Fund Act, 56 of 1996

63. Sexual Offences Act, 23 of 1957

64. Skills Development Act, 97 of 1998

65. Skills Development Levies Act, 9 of 1999

66. South African Medical Research Council Act, 58 of 1991

67. South African Police Services Act, 68 of 1978

68. State Information Technology Agency Act, 88 of 1998

69. Sterilisation Act, 44 of 1998

70. Tobacco Products Control Act, 83 of 1993

71. Traditional Health Practitioners Act, 35 of 2004

72. University of Cape Town (Private) Act, 8 of 1999

Provincial Legislation

1. Western Cape Ambulance Services Act, 3 of 2010

2. Western Cape District Health Councils Act, 5 of 2010

3. Western Cape Health Care Waste Management Act, 7 of 2007

4. Western Cape Health Facility Boards Act, 7 of 2001

5. Western Cape Health Facility Boards Amendment Act, 2012(Act No. 7 of 2012)

6. Western Cape Health Services Fees Act, 5 of 2008

7. Western Cape Independent Health Complaints Committee Act, 2 of 2014

8. Western Cape Land Administration Act, 6 of 1998

9. Exhumation Ordinance, 12 of 1980. Health Act, 63 of 1977

10. Regulations Governing Private Health Establishments. Published in PN 187 of 2001

11. Training of Nurses and Midwives Ordinance 4 of 1984

12. Western Cape Health Facility Boards and Committees Act, 2016 (Act No. 4 of 2016)

13. Regulations governing the submissions of nominations for membership of Health Facility Boards in terms of

the Western Cape Health Facility Boards Act, 2001 –Repealed due to the promulgation of the Western

Cape Health Facilities Boards and Committees Act, 2016.

14. Western Cape Independent Health Complaints Committee Regulations, 2014.

Policy Mandates

International Policies




There are currently no new international policies that have a significant, on-going impact on the operations or

service delivery obligations of the Department.

National Department of Health Policies

Universal Test and Treat (UTT) Programme

The WHO Test and Treat HIV Guidelines were adopted by South Africa in May 2016, and are due to be

implemented in September. UTT means that all South Africans who test positive will get ARVs regardless of their

CD4 count, with more people on treatment and virally suppressed, transmissions rates are expected to decline.

Provincial Government Policies

There are three policies that were submitted to the Provincial Executive/Cabinet in the current financial period.

The following have:

Provincial Youth Development Strategy 2016

Draft Food Security Strategic Framework 2016

Draft Alcohol Harms Reduction Policy Green paper 2016

Relevant Court Rulings

There are currently no new court rulings that have a significant, on-going impact on the operations or service

delivery obligations of the Department.

Joint Planning Initiatives

Provincial Government Initiatives

Strategic Goal 3: Increasing Wellness & Safety, and Tackle Social Ills

The current state of wellness (including physical, psychological, financial and social) in the province contributes

to escalating pressure on demands for health and social services, community safety and policing, education,

and human settlements. In complex, socially challenging environments, there is no choice but to closely

collaborate as a whole of government and whole of society. This requires, most importantly, a commitment to

co-create enabling environments in order to positively influence individual behaviours and lifestyle choices; to

initiate broad system and community-wide improvements towards building and optimising sustainable human

development; and to improve wellness and the quality of life through resilient communities, active and resilient

citizenry.

WoW!

This novel partnership initiative promotes and activates healthy lifestyles at population level towards the

prevention, reduction and better self-management of non-communicable diseases (NCDs), including obesity.

WoW! currently involves WCED, DCAS, DOCS, DOTP, the 3 universities in the city, multiple NPOs and a number of

private sector sponsors. The overarching purpose is to create a culture of wellness and promote healthy lifestyles;

PART A

Strategic Overview


There are currently no new international policies that have a significant, on-going impact on the operations or

service delivery obligations of the Department.

National Department of Health Policies

Universal Test and Treat (UTT) Programme

The WHO Test and Treat HIV Guidelines were adopted by South Africa in May 2016, and are due to be

implemented in September. UTT means that all South Africans who test positive will get ARVs regardless of their

CD4 count, with more people on treatment and virally suppressed, transmissions rates are expected to decline.

Provincial Government Policies

There are three policies that were submitted to the Provincial Executive/Cabinet in the current financial period.

The following have:

Provincial Youth Development Strategy 2016

Draft Food Security Strategic Framework 2016

Draft Alcohol Harms Reduction Policy Green paper 2016

Relevant Court Rulings

There are currently no new court rulings that have a significant, on-going impact on the operations or service

delivery obligations of the Department.

Joint Planning Initiatives

Provincial Government Initiatives

Strategic Goal 3: Increasing Wellness & Safety, and Tackle Social Ills

The current state of wellness (including physical, psychological, financial and social) in the province contributes

to escalating pressure on demands for health and social services, community safety and policing, education,

and human settlements. In complex, socially challenging environments, there is no choice but to closely

collaborate as a whole of government and whole of society. This requires, most importantly, a commitment to

co-create enabling environments in order to positively influence individual behaviours and lifestyle choices; to

initiate broad system and community-wide improvements towards building and optimising sustainable human

development; and to improve wellness and the quality of life through resilient communities, active and resilient

citizenry.

WoW!

This novel partnership initiative promotes and activates healthy lifestyles at population level towards the

prevention, reduction and better self-management of non-communicable diseases (NCDs), including obesity.

WoW! currently involves WCED, DCAS, DOCS, DOTP, the 3 universities in the city, multiple NPOs and a number of

private sector sponsors. The overarching purpose is to create a culture of wellness and promote healthy lifestyles;

increased health-related physical activity or fitness; healthy eating and healthy weight management; food

security though the establishment of home, community and school food gardens; supporting delivery of the Life

Orientation curriculum, supporting availability of healthy foods in government buildings and schools; and

ensuring an inclusive communication platform to enable access to healthy lifestyles-promoting information.

Using a settings-based (Schools, Communities, Worksites, Primary Health Care Facilities and Public Spaces) and

life cycle (from Pregnancy to Senior Citizen) approach, WoW! aims to co-create a culture of wellness in the

Western Cape.

Integrated Service Delivery Pilot

Targeted integrated service delivery in the Drakenstein Municipality, with a concentrated effort and pooling of

resources by all departments, the municipality and the NGO VPUU (Violence Prevention through Urban

Upgrading) to increase wellness and safety, and to reduce social challenges. This would be a pilot and will

identify the method, costs, success factors and the expected outcomes that can be achieved and provide a

replicable model. As part of the ISDM workgroup, the Department of Health responsibilities in line with the SG 3

strategic objectives would be the following:

Inclusive Safe and Healthy Communities

The Western Cape on Wellness project is being rolled out in the Drakenstein pilot

To provide a support function to the Alcohol Harms Reduction Game Changer as part of the ISDM. This

includes participation in the Local Drug Action Committee as hosted by Drakenstein Municipality.

To provide Teachable moments intervention as part of the Alcohol Harms Reduction Game Changer

Resilient and Healthy Families

Delivering a comprehensive PHC service in Drakenstein

Supporting the ECD registration initiative through training and development support to ECDs in conjunction

with the ISDM Workgroup.

Engaged and Healthy Youth

The Drakenstein youth is supported with outreach service for sexual reproductive health and other relevant

health services at the Paarl East Thusong Center, to improve accessibility to the VPUU drainage area.

Safe and Healthy Children

Implementing the 1st 1000 Days as an inter-sectoral initiative. In terms of health-specific services the sub-

districts are improving the antenatal booking rate; providing a risk-screening service as part of the

antenatal care package at selected facilities; providing ante-natal care groups to improve maternal-child

bonding and stimulation and play opportunities of the unborn child and supporting inter-sectoral initiatives

through training, awareness raising and health promotion interventions.

Similar integrated initiatives will be developed in Saldahna, Gunya and Town 2 in Khayelitsha; over the medium

to long term as part of the Joint Planning Initiative. Planning sessions have identified reproductive health services

and teenage pregnancy as priority focus areas in this regard. These priorities are captured in the District Health

Plans.




Addressing the harmful impact of alcohol on communities is a joint initiative in partnership with the City of Cape

Town and Drakenstein municipalities and other key stakeholders. A multi-sectoral approach, including

community engagement, will be tested to plan and deliver evidenced-based interventions for scalability over

the next few years. Community-based action led by Department of Community Safety (DOCS) and supported

by the departments of Health, Social Development and Cultural Affairs and Sport is being facilitated to reduce

the supply of alcohol and increase the safety in communities.

Department of Health Interventions towards achieving SG3

Teachable Moments

The Health Department will be implementing brief motivational interviewing interventions (also called Teachable

Moments) in Emergency Centres at Paarl, Khayelitsha and Heideveld CHC. The teachable moment project will

provide screening, brief motivational interventions and Problem solving Therapy to persons presenting with

injuries due to possible substance abuse at these Emergency Centers in the province. The evidence-based data

obtained from the pilot project will be used to evaluate the effectiveness of the intervention. In 2017/18 the

Department aims to screen 70% of injured people presenting at our emergency centres and to get at least half

of those screened to agree to a brief motivational intervention.

First 1000 Days of Life

The WCG Health has designed and is implementing a campaign that raises awareness and facilitates action at

the community and service provision levels concerning the first 1000 days of a child’s life (from conception to

two years of age) that is the most critical period to their health, development and chances of success in later

life. The First 1000 Days Initiative is situated within the Safe and Healthy Children and within the Safe and Healthy

Families sub-components of PSG3, both ultimately impacting on the Safety and Wellbeing of Communities. A

life course approach has been applied and the 3 key foundation areas have been grouped in our context as

Nutrition and Health, Nurture, Care and Support and Safety, protection and stimulation. Some of the key

activities would be:

Well baby & child care, quality and links

Development of First 1000 Days initiative social media campaign with information and links for referrals

Review standard minimum content for ante natal care education that includes addressing issues of

substance abuse

Expansion of First 1000 day dashboard (WCG) departments through review process

Explore and identify areas for research and innovation (Catch and Match & Social Impact Bond)

Intersectoral engagement to encourage departments to promote breastfeeding

The well-being of the mother during and after pregnancy is also a major concern. Key messages with related

actions by parents or main carers and service providers will be determined, using a transversal and multi-sectoral

approach. The campaign will also promote the important role of men as caring, engaged fathers, supportive

partners and carers.

Progress for these intiatives will be tracked via the maternal, child and women’s health indicators in budget

programme 2, (see Table B30 in Part B).

PART A

Strategic Overview


Addressing the harmful impact of alcohol on communities is a joint initiative in partnership with the City of Cape

Town and Drakenstein municipalities and other key stakeholders. A multi-sectoral approach, including

community engagement, will be tested to plan and deliver evidenced-based interventions for scalability over

the next few years. Community-based action led by Department of Community Safety (DOCS) and supported

by the departments of Health, Social Development and Cultural Affairs and Sport is being facilitated to reduce

the supply of alcohol and increase the safety in communities.

Department of Health Interventions towards achieving SG3

Teachable Moments

The Health Department will be implementing brief motivational interviewing interventions (also called Teachable

Moments) in Emergency Centres at Paarl, Khayelitsha and Heideveld CHC. The teachable moment project will

provide screening, brief motivational interventions and Problem solving Therapy to persons presenting with

injuries due to possible substance abuse at these Emergency Centers in the province. The evidence-based data

obtained from the pilot project will be used to evaluate the effectiveness of the intervention. In 2017/18 the

Department aims to screen 70% of injured people presenting at our emergency centres and to get at least half

of those screened to agree to a brief motivational intervention.

First 1000 Days of Life

The WCG Health has designed and is implementing a campaign that raises awareness and facilitates action at

the community and service provision levels concerning the first 1000 days of a child’s life (from conception to

two years of age) that is the most critical period to their health, development and chances of success in later

life. The First 1000 Days Initiative is situated within the Safe and Healthy Children and within the Safe and Healthy

Families sub-components of PSG3, both ultimately impacting on the Safety and Wellbeing of Communities. A

life course approach has been applied and the 3 key foundation areas have been grouped in our context as

Nutrition and Health, Nurture, Care and Support and Safety, protection and stimulation. Some of the key

activities would be:

Well baby & child care, quality and links

Development of First 1000 Days initiative social media campaign with information and links for referrals

Review standard minimum content for ante natal care education that includes addressing issues of

substance abuse

Expansion of First 1000 day dashboard (WCG) departments through review process

Explore and identify areas for research and innovation (Catch and Match & Social Impact Bond)

Intersectoral engagement to encourage departments to promote breastfeeding

The well-being of the mother during and after pregnancy is also a major concern. Key messages with related

actions by parents or main carers and service providers will be determined, using a transversal and multi-sectoral

approach. The campaign will also promote the important role of men as caring, engaged fathers, supportive

partners and carers.

Progress for these intiatives will be tracked via the maternal, child and women’s health indicators in budget

programme 2, (see Table B30 in Part B).

Overview of the 2016/17 Budget and MTEF Estimates

Economic Context

South Africa is facing a bleak picture economically. For the 2016 year, the International Monetary Fund (IMF)

forecasted economic growth of 1.3 per cent as a result of financial markets volatility stemming from concerns

on China’s future economic growth (IMF, 2016). The British exit from the European Union and the United States

of America’s presidential elections have raised concerns on the future of the world economy. This was coupled

with the domestic pressures and risks that included erratic electricity supply by Eskom, labour market unrest, an

increase in the government fiscal deficit exacerbated by the public sector wage agreement in 2015 and a

prolonged drought in the Southern Africa Region. However, in January 2016, the forecast was reduced to 0.7

per cent, which further declined to 0.1 per cent in July 2016. This was as a result of poor rand performance on

the foreign exchange market and the above mentioned factors. The outlook was revised upwards for in October

2016 and remained unchanged in January 2017 at 0.8 per cent. The modest growth is attributed to the

continued drought and a slump in the commodity markets. Of major concern is the country’s financial rating

by global rating agencies such as Standard and Poor and Fitch. The BBB- rating (two notches above sub-

investment grade) which suggests a negative outlook on South Africa was maintained in June and December

2016 by the rating agencies and there are fears any shift would result in foreign direct investment decreasing.

The current account deficit has thus suffered from the compounding difficulties. Inflation forecasts for the year

maintain a steady increase right in 2017.

The Western Cape economic outlook is expected to be weaker following the national outlook. Consumers have

been hard hit by high food, transport and service costs which have reduced their disposable income plunging

increasing numbers of vulnerable households into living below the poverty datum line. Despite an increase in

the 4th quarter on quarter employment by 1.2 per cent (or 70 000) in December 2016, the unemployment for

private households decreased by 5 000 in the province. The usage of public health services will continue to

come under much more pressure as more of the population shifts from private medical aids due to a reduction

in disposable income.




Resource Trends over the past years

The following graph illustrates the expenditure trends over the reporting period.

Figure A 15: Budget allocation per programme over the reporting period, expressed as a percentage of the departmental budget

Levels of Funding & Sustainability of Health Services

The indicative percentage for salary increases for Improvement of Conditions of Service (ICS) is determined at

a national level. Given the allocated budget, the department will not be able to increase staff numbers, in spite

of the constant growth in patient numbers that demand public healthcare. Various strategies are being

implemented to maintain current levels of services.

The commissioning of newly erected facilities will be a significant challenge given the operational budgetary

pressures and thus the focus for infrastructure development will have to shift to maintenance.

Review of Resource Trends

Indicated budgets for years 2 and 3 of MTEF are materially lower that the 2017/18 budget in real terms, but these

budgets are subject to negotiation and adjustment during the next budget cycle.

PART A

Strategic Overview


Resource Trends over the past years

The following graph illustrates the expenditure trends over the reporting period.

Figure A 15: Budget allocation per programme over the reporting period, expressed as a percentage of the departmental budget

Levels of Funding & Sustainability of Health Services

The indicative percentage for salary increases for Improvement of Conditions of Service (ICS) is determined at

a national level. Given the allocated budget, the department will not be able to increase staff numbers, in spite

of the constant growth in patient numbers that demand public healthcare. Various strategies are being

implemented to maintain current levels of services.

The commissioning of newly erected facilities will be a significant challenge given the operational budgetary

pressures and thus the focus for infrastructure development will have to shift to maintenance.

Review of Resource Trends

Indicated budgets for years 2 and 3 of MTEF are materially lower that the 2017/18 budget in real terms, but these

budgets are subject to negotiation and adjustment during the next budget cycle.

Changes in Funding Levels

The Department must continue to rigorously scrutinise its business processes and ensure that they are

appropriately adapted to ensure efficiency to enable optimal health service benefits with the available

resources.

Expenditure Estimates

Table A 7: Summary of Payments and Estimates

Notes Programme 1: MEC total remuneration package: R1 901 726 with effect from 1 April 2016. Programme 2: National Conditional grant: Comprehensive HIV, AIDS and TB – R1 454 773 000 (2017/18), R1 645 399 000 (2018/19) and R1 821 364 000

(2019/20). Programmes 4 & 5: National Conditional grant: Health Professions Training and Development – R542 700 000 (2017/18), R574 177 000 (2018/19) and R606 334 000

(2019/20). Programme 5: National Conditional grant: National Tertiary Services – R2 876 410 000 (2017/18), R3 043 242 000 (2018/19) and R3 213 685 000 (2019/20). Programme 6: National Conditional grant: Social Sector EPWP Incentive Grant for Provinces – R3 334 000 (2017/18). Programme 7: National Conditional grant: Expanded Public Works Programme Integrated Grant for Provinces – R2 473 000 (2017/18). Programme 8: National Conditional grant: Health Facility Revitalisation – R605 786 000 (2017/18), R595 363 000 (2018/19) and R628 703 000 (2019/20).

Audited Audited Audited

% Change

from Revised estimate

2013/14 2014/15 2015/16 2016/17 2016/17 2016/17 2017/18 2016/17 2018/19 2019/20Administration 511 447 583 602 614 141 710 320 703 585 685 811 858 793 25.22 906 913 950 812 District Health Services 6 039 262 6 767 273 7 352 880 7 826 316 7 919 237 7 936 458 8 719 001 9.86 9 266 125 9 763 617 Emergency Medical Services

819 748 880 653 931 132 997 902 997 888 994 022 1 034 454 4.07 1 086 062 1 147 179 Provincial Hospital Services 2 499 888 2 728 733 2 955 353 3 198 696 3 199 583 3 191 239 3 419 143 7.14 3 579 369 3 775 228 Central Hospital Services 4 565 421 4 964 077 5 360 411 5 696 631 5 701 370 5 712 681 6 077 400 6.38 6 363 104 6 712 349 Health Sciences and Training

264 193 312 111 319 793 340 881 349 232 343 263 316 453 ( 7.81) 335 901 353 261 Health Care Support Services

339 151 356 436 422 977 405 545 405 855 411 091 439 099 6.81 456 903 481 870

Health Facilities Management

877 852 712 923 780 431 806 502 867 795 867 795 815 463 ( 6.03) 804 150 846 382

15 916 962 17 305 808 18 737 118 19 982 793 20 144 545 20 142 360 21 679 806 7.63 22 798 527 24 030 698

5. 6. 7.

1. 2.

8.

3. 4.

Medium-term estimate

ProgrammeR'000

Outcome

Main appro-priation

Adjusted appro-priation

Revised estimate

Total payments and estimates




Table A 8: Summary of Payments and Estimates by Economic Classification

A udited A udited A udited

% C hange fro m

R evised est imate

2013/ 14 2014/ 15 2015/ 16 2016/ 17 2016/ 17 2016/ 17 2017/ 18 2016/ 17 2018/ 19 2019/ 20C urrent payments 14 193 543 15 583 313 16 925 915 18 220 873 18 409 126 18 369 116 19 740 289 7.46 20 735 684 21 809 483 Compensation of employees 9 237 938 10 072 353 10 949 652 11 847 470 11 848 746 11 879 158 12 807 510 7.81 13 443 012 14 173 828

Salaries and wages 8 208 698 8 975 853 9 702 893 10 462 132 10 463 993 10 524 866 11 301 367 7.38 11 843 561 12 469 254 Social contributions 1 029 240 1 096 500 1 246 759 1 385 338 1 384 753 1 354 292 1 506 143 11.21 1 599 451 1 704 574

Goods and services 4 955 605 5 510 960 5 976 263 6 373 403 6 560 380 6 489 958 6 932 779 6.82 7 292 672 7 635 655 of which

957 1 021 1 106 1 112 1 112 1 311 1 167 (10.98) 1 219 1 292 32 340 35 124 26 645 37 161 22 156 20 800 19 928 (4.19) 21 225 22 725 49 106 51 117 47 489 57 304 61 697 58 269 53 208 (8.69) 55 445 59 607 23 660 25 378 23 701 27 211 28 297 23 608 28 872 22.30 30 146 31 361 7 279 7 758 8 703 9 542 9 542 9 543 10 279 7.71 10 742 11 387 6 340 3 809 4 192 6 562 7 561 6 848 6 400 (6.54) 7 014 7 280

68 836 71 846 79 904 85 650 86 659 76 923 85 655 11.35 89 566 94 957 81 228 74 418 64 709 96 107 91 652 82 434 139 504 69.23 148 448 153 240 78 318 77 562 73 427 87 460 97 069 89 732 98 260 9.50 104 041 105 749

8 788 16 204 29 976 212 581 42 402 25 927 19 262 (25.71) 16 680 5 554 528 839 570 186 554 754 614 820 598 920 569 849 618 180 8.48 663 088 706 775

6 613 10 227 12 145 8 975 16 475 22 149 17 746 (19.88) 18 545 19 658 314 024 358 295 389 949 414 284 500 667 498 940 525 037 5.23 550 901 585 747 403 028 430 127 431 294 427 993 427 588 444 767 427 148 (3.96) 446 368 473 156

223 67 41 342 336 114 325 185.09 332 349 151 548 158 505 166 292 184 876 174 274 172 377 179 550 4.16 190 768 202 276

47 052 51 481 49 496 57 941 57 941 51 492 53 441 3.79 56 142 59 693 23 889 29 507 31 016 35 765 34 462 40 887 40 092 (1.94) 41 889 44 399

1 026 400 1 174 505 1 298 695 1 309 034 1 324 783 1 317 793 1 446 215 9.75 1 532 146 1 635 379 890 182 1 028 175 1 136 188 1 236 070 1 271 528 1 260 288 1 447 750 14.87 1 559 446 1 672 491

2 (100.00) 36 889 37 618 36 301 20 504 21 504 12 900 16 160 25.27 16 882 17 892

263 650 297 749 328 998 366 459 367 272 362 731 381 146 5.08 398 047 423 117 66 522 77 809 79 370 87 175 87 228 92 295 92 863 0.62 97 202 102 932

20 453 23 527 23 850 28 284 28 284 23 275 28 853 23.97 30 151 31 965 709 620 784 552 962 296 829 731 1 070 681 1 099 336 1 070 132 (2.66) 1 068 556 1 019 180

2 340 1 882 1 968 2 596 2 596 2 125 2 653 24.85 2 772 2 938

36 429 41 184 39 503 42 666 43 459 40 873 43 579 6.62 46 393 48 602 34 780 37 782 35 106 44 676 43 129 40 065 36 855 (8.01) 42 937 47 552 16 631 15 559 15 835 16 094 17 028 18 866 17 860 (5.33) 19 650 20 874 2 909 1 546 1 353 2 295 2 511 1 778 1 554 (12.60) 1 788 1 937

16 732 16 440 21 961 22 133 21 567 21 661 23 105 6.67 24 143 25 591

T ransfers and subsidies to 881 529 964 416 1 057 614 1 117 685 1 037 634 1 030 041 1 225 773 19.00 1 320 918 1 313 502 Provinces and municipalities 354 525 396 459 432 972 448 512 461 878 461 878 520 665 12.73 565 856 604 975

M unicipalities 354 525 396 459 432 972 448 512 461 878 461 878 520 665 12.73 565 856 604 975 M unicipal bank accounts 354 525 396 459 432 972 448 512 461 878 461 878 520 665 12.73 565 856 604 975

Departmental agencies and accounts 4 324 4 605 4 861 5 330 5 490 5 251 5 874 11.86 6 197 6 445 4 324 4 605 4 861 5 330 5 490 5 251 5 874 11.86 6 197 6 445

4 111 4 344 4 579 5 044 5 044 4 790 5 397 12.67 5 694 5 922 213 261 282 286 446 461 477 3.47 503 523 Higher education institutions 3 480 3 773 3 992 9 192 4 192 4 192 9 485 126.26 19 732 4 921

Non-profit institutions 408 767 415 717 463 520 473 270 384 813 382 428 466 065 21.87 486 054 446 396 Households 110 433 143 862 152 269 181 381 181 261 176 292 223 684 26.88 243 079 250 765

Social benefits 41 803 53 409 49 229 55 720 55 760 51 095 59 585 16.62 62 858 65 371 Other transfers to households 68 630 90 453 103 040 125 661 125 501 125 197 164 099 31.07 180 221 185 394

Other

SETA

Departmental agencies (non-business entities)

R evised est imate

M edium-term est imate

Communication (G&S)

Eco no mic classif icat io nR '000

Outco me

M ain appro -priat io n

A djusted appro -

priat io n

Administrative feesAdvertisingM inor AssetsAudit cost: External

Venues and facilities

Legal costs

Bursaries: EmployeesCatering: Departmental

Computer servicesConsultants and professional services: Business and advisory servicesInfrastructure and planningLaboratory services

Inventory: M edicineM edsas inventory interface

ContractorsAgency and support/outsourced servicesEntertainmentFleet services (including government motor transport)

Property payments

Inventory: Food and food

Travel and subsistence

Inventory: M aterials and Inventory: M edical supplies

Transport provided: Departmental activity

Operating payments

Inventory: Other suppliesConsumable suppliesConsumable: Stationery, printing and office suppliesOperating leases

Rental and hiring

Training and development

PART A

Strategic Overview


Table A 8: Summary of Payments and Estimates by Economic Classification


% C hange fro m

R evised est imate


Salaries and wages 8 208 698 8 975 853 9 702 893 10 462 132 10 463 993 10 524 866 11 301 367 7.38 11 843 561 12 469 254 Social contributions 1 029 240 1 096 500 1 246 759 1 385 338 1 384 753 1 354 292 1 506 143 11.21 1 599 451 1 704 574


957 1 021 1 106 1 112 1 112 1 311 1 167 (10.98) 1 219 1 292 32 340 35 124 26 645 37 161 22 156 20 800 19 928 (4.19) 21 225 22 725 49 106 51 117 47 489 57 304 61 697 58 269 53 208 (8.69) 55 445 59 607 23 660 25 378 23 701 27 211 28 297 23 608 28 872 22.30 30 146 31 361 7 279 7 758 8 703 9 542 9 542 9 543 10 279 7.71 10 742 11 387 6 340 3 809 4 192 6 562 7 561 6 848 6 400 (6.54) 7 014 7 280

68 836 71 846 79 904 85 650 86 659 76 923 85 655 11.35 89 566 94 957 81 228 74 418 64 709 96 107 91 652 82 434 139 504 69.23 148 448 153 240 78 318 77 562 73 427 87 460 97 069 89 732 98 260 9.50 104 041 105 749

8 788 16 204 29 976 212 581 42 402 25 927 19 262 (25.71) 16 680 5 554 528 839 570 186 554 754 614 820 598 920 569 849 618 180 8.48 663 088 706 775

6 613 10 227 12 145 8 975 16 475 22 149 17 746 (19.88) 18 545 19 658 314 024 358 295 389 949 414 284 500 667 498 940 525 037 5.23 550 901 585 747 403 028 430 127 431 294 427 993 427 588 444 767 427 148 (3.96) 446 368 473 156

223 67 41 342 336 114 325 185.09 332 349 151 548 158 505 166 292 184 876 174 274 172 377 179 550 4.16 190 768 202 276

47 052 51 481 49 496 57 941 57 941 51 492 53 441 3.79 56 142 59 693 23 889 29 507 31 016 35 765 34 462 40 887 40 092 (1.94) 41 889 44 399

1 026 400 1 174 505 1 298 695 1 309 034 1 324 783 1 317 793 1 446 215 9.75 1 532 146 1 635 379 890 182 1 028 175 1 136 188 1 236 070 1 271 528 1 260 288 1 447 750 14.87 1 559 446 1 672 491

2 (100.00) 36 889 37 618 36 301 20 504 21 504 12 900 16 160 25.27 16 882 17 892

263 650 297 749 328 998 366 459 367 272 362 731 381 146 5.08 398 047 423 117 66 522 77 809 79 370 87 175 87 228 92 295 92 863 0.62 97 202 102 932

20 453 23 527 23 850 28 284 28 284 23 275 28 853 23.97 30 151 31 965 709 620 784 552 962 296 829 731 1 070 681 1 099 336 1 070 132 (2.66) 1 068 556 1 019 180

2 340 1 882 1 968 2 596 2 596 2 125 2 653 24.85 2 772 2 938

36 429 41 184 39 503 42 666 43 459 40 873 43 579 6.62 46 393 48 602 34 780 37 782 35 106 44 676 43 129 40 065 36 855 (8.01) 42 937 47 552 16 631 15 559 15 835 16 094 17 028 18 866 17 860 (5.33) 19 650 20 874 2 909 1 546 1 353 2 295 2 511 1 778 1 554 (12.60) 1 788 1 937

16 732 16 440 21 961 22 133 21 567 21 661 23 105 6.67 24 143 25 591

T ransfers and subsidies to 881 529 964 416 1 057 614 1 117 685 1 037 634 1 030 041 1 225 773 19.00 1 320 918 1 313 502 Provinces and municipalities 354 525 396 459 432 972 448 512 461 878 461 878 520 665 12.73 565 856 604 975



4 111 4 344 4 579 5 044 5 044 4 790 5 397 12.67 5 694 5 922 213 261 282 286 446 461 477 3.47 503 523 Higher education institutions 3 480 3 773 3 992 9 192 4 192 4 192 9 485 126.26 19 732 4 921

Non-profit institutions 408 767 415 717 463 520 473 270 384 813 382 428 466 065 21.87 486 054 446 396 Households 110 433 143 862 152 269 181 381 181 261 176 292 223 684 26.88 243 079 250 765

Social benefits 41 803 53 409 49 229 55 720 55 760 51 095 59 585 16.62 62 858 65 371 Other transfers to households 68 630 90 453 103 040 125 661 125 501 125 197 164 099 31.07 180 221 185 394

Other

SETA


R evised est imate


Communication (G&S)


Outco me


A djusted appro -

priat io n



Legal costs

Bursaries: EmployeesCatering: Departmental

Computer servicesConsultants and professional services: Business and advisory servicesInfrastructure and planningLaboratory services

Inventory: M edicineM edsas inventory interface

ContractorsAgency and support/outsourced servicesEntertainmentFleet services (including government motor transport)

Property payments





Operating payments

Inventory: Other suppliesConsumable suppliesConsumable: Stationery, printing and office suppliesOperating leases

Rental and hiring


Notes: Due to reclassification of various medicine and medical supplies items on the Standard Chart of Accounts (SCOA) as from 1 April 2016, the growth percentage might fluctuate.

Relating Expenditure Trends to Specific Goals

Table A 9: Trends in Provincial Public Health Expenditure (R'000)

Table A 10: CPIX multipliers for adjusting current prices to constant 2015/16 Rands13 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

1.251 1.166 1.084 1.000 0.921 0.854 0.797 0.744

13 Source: Office of the CFO

Expenditure 2013/ 14 2014/ 15 2015/ 16 2016/ 17 2017/ 18 2018/ 19 2019/ 20

C urrent prices

Total excluding capital 15 039 110 16 592 885 17 956 687 19 274 565 20 864 343 21 994 377 23 184 316

Total Capital 877 852 712 923 780 431 867 795 815 463 804 150 846 382

Grand T o tal 15 916 962 17 305 808 18 737 118 20 142 360 21 679 806 22 798 527 24 030 698

Total per person 2 647 2 831 3 015 3 188 3 378 3 499 3 635

Total per uninsured person 3 537 3 783 3 992 4 221 4 469 4 630 4 811

C o nstant 2015/ 16 prices

Total excluding capital 17 537 427 17 990 700 17 956 687 17 746 239 17 809 743 17 524 307 17 252 219

Total Capital 752 796 657 531 780 431 942 530 955 325 1 009 271 1 137 407

Grand T o tal 18 290 223 18 648 231 18 737 118 18 688 769 18 765 069 18 533 578 18 389 626

Total per person 3 042 3 051 3 015 2 958 2 924 2 845 2 782

Total per uninsured person 4 065 4 076 3 992 3 916 3 869 3 764 3 682

% o f T o tal spent o n:-

District Health Services 37.94% 39.10% 39.24% 39.40% 40.22% 40.64% 40.63%

Provincial Hospital Services 15.71% 15.77% 15.77% 15.84% 15.77% 15.70% 15.71%

Central Hospital Services 28.68% 28.68% 28.61% 28.36% 28.03% 27.91% 27.93%

Other Health Services 12.15% 12.32% 12.21% 12.08% 12.22% 12.22% 12.21%

Capital 5.52% 4.12% 4.17% 4.31% 3.76% 3.53% 3.52%

Health as % of to tal public expenditure (current prices) 36.8% 36.2% 36.3% 36.0% 36.5% 36.7% 36.7%


% C hange fro m

R evised est imate

2013/ 14 2014/ 15 2015/ 16 2016/ 17 2016/ 17 2016/ 17 2017/ 18 2016/ 17 2018/ 19 2019/ 20P ayments fo r capital assets 837 565 746 805 747 064 644 235 697 785 736 339 713 744 (3.07) 741 925 907 713

Buildings and other fixed structures 415 566 282 817 312 853 326 999 326 399 326 439 327 685 0.38 346 709 488 750 Buildings 415 566 282 817 312 853 326 999 326 399 326 439 327 685 0.38 346 709 488 750

M achinery and equipment 420 397 461 703 428 026 317 208 364 696 401 893 384 799 (4.25) 394 937 418 663 Transport equipment 105 150 153 967 153 817 125 245 135 991 148 950 160 668 7.87 170 083 180 075 Other machinery and equipment 315 247 307 736 274 209 191 963 228 705 252 943 224 131 (11.39) 224 854 238 588

1 602 2 285 6 185 28 6 690 8 007 1 260 (84.26) 279 300 P ayments fo r f inancial assets 4 325 11 274 6 525 6 864 (100.00)

T o tal eco no mic classif icat io n 15 916 962 17 305 808 18 737 118 19 982 793 20 144 545 20 142 360 21 679 806 7.63 22 798 527 24 030 698

R evised est imate



Outco me


A djusted appro -

priat io n

Software and other intangible assets




Strategic Risks

RISK 1 Budget Constraints

Mitigating Factors

Monitor expenditure regularly against budget Tight control of the filling of posts Hold programme managers accountable for expenditure against budget Communicate concerns to the Minister and treasury on budget

constraints Advocate for additional funds to treasury Budget priorities to be determined by Budget Planning Committee and

TEXCO Establish and embed mechanisms to enhance cost containment and

efficiencies

RISK 2 Staff related security incidents

Mitigating Factors

Safety guidelines and protocols that empower staff to make decisions around their own safety

Raise employee awareness on safety in the workplace Ensuring optimal security measures are in place at health facilities Engage the SAPS and community safety stakeholders on ways in which

closer collaboration and interagency partnerships could assist in securing the physical safety of staff

RISK 3 Stock-outs of essential pharmaceutical goods

Mitigating Factors

Monitor stock levels Monitor vaccine supply Provide alternatives to the essential medicines, where possible Tight contract management with suppliers Create provincial contracts for items that have been excluded from the

revised national tenders, where possible Optimal functioning of ICT system for stock management

RISK 4 Fraud

Mitigating Factors

Monitor the implementation of the fraud prevention plan Embark upon change management initiatives that emphasises the values

of the organisation Ensure all verification checks are conducted for the appointment of new

employees Conduct fraud awareness workshops across the department

RISK 5 Increase in service demand leading to service delivery pressures

Mitigating Factors

PHC strengthening Service redesign Responsive critical support services Management efficiency and alignment project

PART A

Strategic Overview


Strategic Risks


Mitigating Factors

Monitor expenditure regularly against budget Tight control of the filling of posts Hold programme managers accountable for expenditure against budget Communicate concerns to the Minister and treasury on budget

constraints Advocate for additional funds to treasury Budget priorities to be determined by Budget Planning Committee and

TEXCO Establish and embed mechanisms to enhance cost containment and

efficiencies


Mitigating Factors

Safety guidelines and protocols that empower staff to make decisions around their own safety

Raise employee awareness on safety in the workplace Ensuring optimal security measures are in place at health facilities Engage the SAPS and community safety stakeholders on ways in which

closer collaboration and interagency partnerships could assist in securing the physical safety of staff


Mitigating Factors

Monitor stock levels Monitor vaccine supply Provide alternatives to the essential medicines, where possible Tight contract management with suppliers Create provincial contracts for items that have been excluded from the

revised national tenders, where possible Optimal functioning of ICT system for stock management

RISK 4 Fraud

Mitigating Factors

Monitor the implementation of the fraud prevention plan Embark upon change management initiatives that emphasises the values

of the organisation Ensure all verification checks are conducted for the appointment of new

employees Conduct fraud awareness workshops across the department

RISK 5 Increase in service demand leading to service delivery pressures

Mitigating Factors

PHC strengthening Service redesign Responsive critical support services Management efficiency and alignment project

RISK 6 Aging Infrastructure and health technology

Mitigating Factors

Avoid under expenditure of infrastructure budget Planning and prioritisation of all levels of maintenance Financial monitoring of budget expenditure Implement intern programmes to attact technical skills for both

Engineering and Health Technology Implement alternative contracting strategies to overcome procurement

system challenges Outsource services where there is a skills gap Monitor compliance with the Service Delivery Agreement between

WCGH and WCGTPW Implement basic internal maintenance management system for HT and

Engineering to enable maintenance planning Prepare and issue HT and Engineering policies for emergency

maintenance and repairs Utilise Facility Condition Assessments to prioritise facility maintenance Perform regulatory inspections (Engineering Adoption and implementation of HT policy, guidelines and SOPs




PArt BProgramme & Sub-Programme Plan




Programme & Sub-Programme Plans

Programme 1: Administration

Purpose

To conduct the strategic management and overall administration of the Department of Health

Structure

Sub-Programme 1.1: Office of the MEC

Rendering of advisory, secretarial and office support services

Sub-Programme 1.2: Management

Policy formulation, overall management and administration support of the Department and the respective

districts and institutions within the Department To make limited provision for maintenance and accommodation needs.

Programme Priorities

The priorities of the key management components that provide strategic leadership and support are described

below.

Finance

To promote efficient use of and good governance over financial resources within the shrinking budget

envelope over the MTEF

To strengthen the capacity and processes to improve efficiency of supply chain management

People Management

Transformation of the organisational culture to reduce entropy levels within the Department

Develop an analysis of and strategies to address shortage of scarce and critical skilled staff

To facilitate leadership and management development across the Department

Ensure sound people management practices

Information Management The roll-out of patient administration and medicine management systems

Timeous quality data with information to support decision-making

To roll out the implementation of the electronic continuity of care record in the Department

To develop an e-vision for Health






Purpose

To conduct the strategic management and overall administration of the Department of Health

Structure

Sub-Programme 1.1: Office of the MEC

Rendering of advisory, secretarial and office support services

Sub-Programme 1.2: Management

Policy formulation, overall management and administration support of the Department and the respective

districts and institutions within the Department To make limited provision for maintenance and accommodation needs.


The priorities of the key management components that provide strategic leadership and support are described

below.

Finance

To promote efficient use of and good governance over financial resources within the shrinking budget

envelope over the MTEF

To strengthen the capacity and processes to improve efficiency of supply chain management

People Management

Transformation of the organisational culture to reduce entropy levels within the Department

Develop an analysis of and strategies to address shortage of scarce and critical skilled staff

To facilitate leadership and management development across the Department

Ensure sound people management practices

Information Management The roll-out of patient administration and medicine management systems

Timeous quality data with information to support decision-making

To roll out the implementation of the electronic continuity of care record in the Department

To develop an e-vision for Health

To incrementally build a data centre (repository) and health information exchange within the Department

of Health

To improve governance of IT within the Department

Pharmacy Services Manage the Chronic Dispensing Unit’s (CDU) services

Support the rollout of electronic prescribing/scripting in health facilities within available resources

Support the integration and expansion of Antibiotic Stewardship at all levels of care within the Department.

The efficient and effective procurement, warehousing and distribution of pharmaceuticals and

consumables to health sites to promote service delivery.

Strategic Objectives – Annual Targets

Table B 1: Data Elements with Actual and Projected Performance Values

Notes

Element ID 4.5 & 6: The Barret Survey conducted every 2 years in the Western Cape Government. Element ID 7: An "unqualified" audit opinion implies the Department did not receive a qualified, disclaimer or adverse audit opinion. Only “matters of

emphasis” was reported in the Audit Report from the AGSA. Element 10: The number of PHC facilities connected with Broadband Access has improved significantly from 2015/16 and will grow over the 2016 MTEF.

Table B 2: Provincial strategic objectives and annual targets for Administration [ADMIN 1]

Notes Indicator 1.1.1 The estimated numerator and denominator targets for 2019/20 are subject to change based on the economic factors. Indicator 3.1.1 A reduction in the cultural entropy is desirable since it enables a more optimal work environment that improves organisational performance,

increases employee engagement and reduces employee turnover.

Source Data Element Estimated performance

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20BAS Annual expenditure on equitable share budget 1 11 517 782 000 12 602 605 000 13 735 431 000 14 897 973 000 15 559 048 000 16 275 782 000 17 288 066 000

BAS Total BAS annual equitable share budget allocation 2 11 544 801 000 12 622 507 000 13 928 107 000 14 897 973 000 15 559 048 000 16 275 782 000 17 288 066 000

Submission of HR plan Revised Human Resource Plan for 2015 – 2019 submitted timeously to DPSA

3 Not required to report

Not required to report

Yes Yes Yes Yes Yes

Barrett values survey Votes for potentially limiting values (PL) in current culture 4 3 982 Survey conducted

every 2nd year

15 261 Survey conducted

every 2nd year


every 2nd year

14 500

Barrett values survey Participants in the survey X 10 possible values 5 16 220 Survey conducted

every 2nd year


every 2nd year


every 2nd year

76 000

Barrett values survey Value matches in the Barrett values survey 6 1 Survey conducted

every 2nd year

3 Survey conducted

every 2nd year

4 Survey conducted

every 2nd year

5

Audit Report from AGSA

Audit opinion expressed in Audit Report of AGSA 7 Unqualif ied Unqualif ied Unqualif ied Unqualif ied Unqualif ied Unqualif ied Unqualif ied

Sintelligent Hospitals w ith minimum 2 Mbps connectivity 8 Not required to report


26 40 53 53 53

SINJANI Number of hospitals 9 54 54 54 54 53 53 53

Sintelligent Fixed PHC facilities w ith minimum 512 kbps connectivity 10 Not required to report


172 210 260 273 273

SINJANI Number of f ixed PHC facilities 11 280 284 280 273 273 273 273

Medium term targetsElement ID

Audited / Actual performance

Strategic plan target

Estimated performance

2019/20 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

1.1 1.1.1 Percentage of the annual equitable share budget allocation spent

100.0% 99.8% 99.8% 98.6% 100.0% 100.0% 100.0% 100.0%

Numerator 1 17 288 066 000 11 517 782 000 12 602 605 000 13 735 431 000 14 897 973 000 15 559 048 000 16 275 782 000 17 288 066 000

Denominator 2 17 288 066 000 11 544 801 000 12 622 507 000 13 928 107 000 14 897 973 000 15 559 048 000 16 275 782 000 17 288 066 000

2.1 2.1.1 Timeous submission of a Human Resource Plan for 2015 - 2019 to DPSA

Yes Not required to report


Yes Yes Yes Yes Yes

Element 3

3.1 3.1.1 Cultural entropy level for WCG: Health

19.1% 24.5% Survey conducted

every 2nd year

20.9% Survey conducted

every 2nd year

20.0% Survey conducted

every 2nd year

19.1%

Numerator 4 14 500 3 982 - 15 261 - 15 000 - 14 500

Denominator 5 76 000 16 220 - 72 980 - 75 000 - 76 000

3.1.2 Number of value matches in the Barrett survey


every 2nd year

3 Survey conducted

every 2nd year

4 Survey conducted

every 2nd year

5

Element 6

Data source /

Element ID

Medium term targetsStrategic objective Programme performance indicator Audited / Actual performance

STRATEGIC GOAL: Embed good governance and values-driven leadership practices.Promote eff icient use of f inancial resources.

Transform the organisational culture.

Develop and implement a comprehensive Human Resource Plan.




Performance Indicators - Annual Targets

Table B 3: Performance indicators for Administration [ADMIN 2]

Notes

General: There are no additional provincial indicators for Programme 1. Indicator 1: An "unqualified" audit opinion implies the Department did not receive a qualified, disclaimer or adverse audit opinion. Only “matters of

emphasis” was reported in the Audit Report from the AGSA. Indicator 3: Over the 2016 MTEF the Department will intensify the rollout of broadband across the PHC platform.

Quarterly Targets for 17/18

Table B 4: Quarterly targets for 2017/18 [ADMIN 3]

Notes There are no additional provincial indicators for Programme 1.

Reconciling Performance Targets with the Budget & MTEF

Table B 5: Summary of payments and estimates – Programme 1: Administration

Notes Sub-programme 1.1: MEC total remuneration package: R1 901 726 with effect from 1 April 2016.

Frequency Annual target

2017/18 Quarter 1 Quarter 2 Quarter 3 Quarter 4

1.1.1 Percentage of the annual equitable share budget allocation spent

Annual 100.0% 100.0%

Numerator 1 15 559 048 000 - - - 15 559 048 000

Denominator 2 15 559 048 000 - - - 15 559 048 000

2.1.1 Timeous submission of a Human Resource Plan for 2015 - 2019 to DPSA

Annual Yes - - - Yes

Element 3

3.1.1 Cultural entropy level for WCG: Health Bi-annual 20.0% 20.0%

Numerator 4 15 000 - - - 15 000

Denominator 5 75 000 - - - 75 000

3.1.2 Number of value matches in the Barrett survey Bi-annual 4 - - - 4

Element 6

PROVINCIAL STRATEGIC OBJECTIVE INDICATORS

Quarterly targetsProgramme performance indicator Data source / Element ID



1. Audit opinion from Auditor-General of South Africa Annual Unqualif ied - - - Unqualif ied

Element 7

2. Percentage of hospitals w ith broadband access Quarterly 100.0% 81.1% 86.8% 92.5% 100.0%

Numerator 8 53 43 46 49 53

Denominator 9 53 53 53 53 53

3. Percentage of f ixed PHC facilities w ith broadband access Quarterly 95.2% 89.7% 91.6% 93.4% 95.2%

Numerator 10 260 245 250 255 260

Denominator 11 273 273 273 273 273

ADDITIONAL PROVINCIAL INDICATORS

SECTOR SPECIFIC INDICATORS

Programme performance indicator Data source / Element ID

Quarterly targets

Type Estimated performance

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20SECTOR SPECIFIC INDICATORS1. Audit opinion from Auditor-General of South

AfricaAnnual Categorical Unqualif ied Unqualif ied Unqualif ied Unqualif ied Unqualif ied Unqualif ied Unqualif ied

Element 7

2. Percentage of hospitals w ith broadband access

Quarterly % Not required to report


48.1% 74.1% 100.0% 100.0% 100.0%

Numerator 8 - - 26 40 53 53 53

Denominator 9 54 54 54 54 53 53 53

3. Percentage of f ixed PHC facilities w ith broadband access



61.4% 76.9% 95.2% 100.0% 100.0%

Numerator 10 - - 172 210 260 273 273

Denominator 11 280 284 280 273 273 273 273


Programme performance indicator Data source /

Element ID

Audited / Actual performance Medium term targetsFrequency


% Change from

Revised estimate

2013/14 2014/15 2015/16 2016/17 2016/17 2016/17 2017/18 2016/17 2018/19 2019/20

Office of the MEC 6 310 6 862 6 208 7 599 7 596 7 192 9 136 27.03 9 569 10 085 Management 505 137 576 740 607 933 702 721 695 989 678 619 849 657 25.20 897 344 940 727

511 447 583 602 614 141 710 320 703 585 685 811 858 793 25.22 906 913 950 812


1. 2.

Revised estimate


Sub-programmeR'000

Outcome

Main appro-priation






Table B 3: Performance indicators for Administration [ADMIN 2]

Notes

General: There are no additional provincial indicators for Programme 1. Indicator 1: An "unqualified" audit opinion implies the Department did not receive a qualified, disclaimer or adverse audit opinion. Only “matters of

emphasis” was reported in the Audit Report from the AGSA. Indicator 3: Over the 2016 MTEF the Department will intensify the rollout of broadband across the PHC platform.


Table B 4: Quarterly targets for 2017/18 [ADMIN 3]

Notes There are no additional provincial indicators for Programme 1.


Table B 5: Summary of payments and estimates – Programme 1: Administration

Notes Sub-programme 1.1: MEC total remuneration package: R1 901 726 with effect from 1 April 2016.



1.1.1 Percentage of the annual equitable share budget allocation spent

Annual 100.0% 100.0%

Numerator 1 15 559 048 000 - - - 15 559 048 000

Denominator 2 15 559 048 000 - - - 15 559 048 000

2.1.1 Timeous submission of a Human Resource Plan for 2015 - 2019 to DPSA

Annual Yes - - - Yes

Element 3

3.1.1 Cultural entropy level for WCG: Health Bi-annual 20.0% 20.0%

Numerator 4 15 000 - - - 15 000

Denominator 5 75 000 - - - 75 000

3.1.2 Number of value matches in the Barrett survey Bi-annual 4 - - - 4

Element 6





1. Audit opinion from Auditor-General of South Africa Annual Unqualif ied - - - Unqualif ied

Element 7

2. Percentage of hospitals w ith broadband access Quarterly 100.0% 81.1% 86.8% 92.5% 100.0%

Numerator 8 53 43 46 49 53

Denominator 9 53 53 53 53 53

3. Percentage of f ixed PHC facilities w ith broadband access Quarterly 95.2% 89.7% 91.6% 93.4% 95.2%

Numerator 10 260 245 250 255 260

Denominator 11 273 273 273 273 273




Quarterly targets


2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20SECTOR SPECIFIC INDICATORS1. Audit opinion from Auditor-General of South

AfricaAnnual Categorical Unqualif ied Unqualif ied Unqualif ied Unqualif ied Unqualif ied Unqualif ied Unqualif ied

Element 7

2. Percentage of hospitals w ith broadband access



48.1% 74.1% 100.0% 100.0% 100.0%

Numerator 8 - - 26 40 53 53 53

Denominator 9 54 54 54 54 53 53 53

3. Percentage of f ixed PHC facilities w ith broadband access



61.4% 76.9% 95.2% 100.0% 100.0%

Numerator 10 - - 172 210 260 273 273

Denominator 11 280 284 280 273 273 273 273



Element ID



% Change from

Revised estimate

2013/14 2014/15 2015/16 2016/17 2016/17 2016/17 2017/18 2016/17 2018/19 2019/20

Office of the MEC 6 310 6 862 6 208 7 599 7 596 7 192 9 136 27.03 9 569 10 085 Management 505 137 576 740 607 933 702 721 695 989 678 619 849 657 25.20 897 344 940 727

511 447 583 602 614 141 710 320 703 585 685 811 858 793 25.22 906 913 950 812


1. 2.

Revised estimate


Sub-programmeR'000

Outcome

Main appro-priation


Table B 6: Payments and Estimates by Economic Classification – Programme 1: Administration

Performance and Expenditure Trends

Programme 1 is allocated 3.96 per cent of the vote in 2017/18 in comparison to the 3.40 per cent allocated in

the revised estimate of the 2016/17 budget. This amounts to an increase of R172.982 million or 25.22 per cent.


% C hange fro m

R evised est imate

2013/ 14 2014/ 15 2015/ 16 2016/ 17 2016/ 17 2016/ 17 2017/ 18 2016/ 17 2018/ 19 2019/ 20

C urrent payments 471 493 532 120 558 852 639 374 637 140 614 747 724 272 17.82 760 935 800 969 Compensation of employees 215 664 246 449 278 385 312 669 312 669 304 588 342 249 12.36 358 279 377 268

Salaries and wages 191 241 219 141 244 532 277 909 277 909 266 512 304 079 14.10 317 880 334 317 Social contributions 24 423 27 308 33 853 34 760 34 760 38 076 38 170 0.25 40 399 42 951

Goods and services 255 829 285 671 280 467 326 705 324 471 310 159 382 023 23.17 402 656 423 701 of which

886 1 014 1 040 1 080 1 080 1 273 1 163 (8.64) 1 215 1 288 30 203 30 514 19 804 30 011 15 241 13 796 13 418 (2.74) 14 023 14 864

1 919 2 947 1 457 1 394 1 394 1 627 1 500 (7.81) 1 567 1 659 23 258 24 558 23 258 27 211 27 211 23 134 28 312 22.38 29 586 31 361

1 216 956 817 1 518 1 518 773 1 617 109.18 1 689 1 789 7 834 7 774 8 545 9 850 10 850 10 349 11 687 12.93 12 213 12 946

66 354 64 625 58 297 81 987 79 532 74 892 125 884 68.09 133 753 136 791 15 540 13 067 6 710 13 714 14 420 9 932 15 219 53.23 16 790 19 087

6 405 10 227 12 145 8 975 16 475 22 149 17 746 (19.88) 18 545 19 658 83 638 112 872 131 752 131 090 136 770 134 708 144 091 6.97 150 857 160 488

131 40 22 171 171 56 190 239.29 195 207 3 371 3 491 3 850 4 112 4 112 3 882 4 367 12.49 4 638 4 925

75 10 27 7 7 193 7 (96.37) 7 7 10 7 5 25 28 7 (75.00) 7 7

161 118 131 155 185 148 175 18.24 181 189 2 870 3 481 3 250 4 169 4 169 3 124 4 510 44.37 4 714 4 996

807 847 1 271 962 962 1 285 1 036 (19.38) 1 083 1 148 364 131 83 238 238 237 256 8.02 267 283

6 417 7 098 6 418 8 027 8 027 6 447 8 647 34.12 9 038 9 581 848 1 018 826 697 752 1 007 756 (24.93) 790 838 845 729 498 1 075 1 075 583 1 158 98.63 1 210 1 283 82 46 226 90 90 415 98 (76.39) 101 107

2 595 101 40 167 167 121 179 47.93 187 199

T ransfers and subsidies to 31 504 25 434 35 008 59 454 59 733 58 026 103 728 78.76 116 531 119 155 Departmental agencies and accounts 4 5 5 7 446 446 477 6.95 503 523

4 5 5 7 446 446 477 6.95 503 523

4 5 5 7 446 446 477 6.95 503 523 Non-profit institutions 2 000 1 500 1 000

Households 29 500 23 929 34 003 59 447 59 287 57 580 103 251 79.32 116 028 118 632 Social benefits 6 394 6 517 6 479 9 277 9 277 7 648 9 928 29.81 10 475 10 892 Other transfers to households 23 106 17 412 27 524 50 170 50 010 49 932 93 323 86.90 105 553 107 740

P ayments fo r capital assets 8 391 22 931 17 441 11 492 6 712 9 972 30 793 208.79 29 447 30 688 M achinery and equipment 7 669 21 011 17 441 11 474 6 694 9 954 30 553 206.94 29 188 30 408

Transport equipment 1 544 7 135 6 748 5 089 5 089 7 389 5 404 (26.86) 5 739 6 095 Other machinery and equipment 6 125 13 876 10 693 6 385 1 605 2 565 25 149 880.47 23 449 24 313

722 1 920 18 18 18 240 1233.33 259 280 P ayments fo r f inancial assets 59 3 117 2 840 3 066 (100.00)

T o tal eco no mic classif icat io n 511 447 583 602 614 141 710 320 703 585 685 811 858 793 25.22 906 913 950 812


Other


A djusted appro -

priat io n

Operating payments

Property payments

Rental and hiring


Communication (G&S)


Outco me


Catering: Departmental

Legal costs


R evised est imate

Consumable: Stationery, printing and office supplies

Computer servicesConsultants and professional services: Business and advisory services


Inventory: M aterials and

Consumable suppliesInventory: M edical supplies


Fleet services (including government motor transport)


Contractors

Operating leases

Entertainment




Risk Management


Mitigating Factors

Monitor expenditure regularly against budget. Tight control of the filling of posts. Ensure cost containment and efficiency measures are in place. Hold managers accountable for expenditure against budget. Advocate for additional funds to the Budget Committee. Budget priorities to be determined by the Senior Managers as a

collective. Establish and embed mechanisms to enhance cost containment and

efficiencies.

RISK 2 Medico-legal claims

Mitigating Factors

Strengthen capacity within the Department to defend claims. Monitor trends in Medico-legal claims. Test case law on creation of trust for funds for lifecourse of the

affected patient and unused funds to be returned to Department. Raise awareness of lessons from claims within the Department.

RISK 3 ICT system disruption

Mitigating Factors

Monitor downtime of main systems. Ensure Business Continuity Plans and Disaster Recovery Plans are in

place.




Risk Management


Mitigating Factors

Monitor expenditure regularly against budget. Tight control of the filling of posts. Ensure cost containment and efficiency measures are in place. Hold managers accountable for expenditure against budget. Advocate for additional funds to the Budget Committee. Budget priorities to be determined by the Senior Managers as a

collective. Establish and embed mechanisms to enhance cost containment and

efficiencies.

RISK 2 Medico-legal claims

Mitigating Factors

Strengthen capacity within the Department to defend claims. Monitor trends in Medico-legal claims. Test case law on creation of trust for funds for lifecourse of the

affected patient and unused funds to be returned to Department. Raise awareness of lessons from claims within the Department.

RISK 3 ICT system disruption

Mitigating Factors

Monitor downtime of main systems. Ensure Business Continuity Plans and Disaster Recovery Plans are in

place.

Programme 2: District Health Services

Purpose

To render facility-based district health services (at clinics, community health centres and district hospitals) and

community-based district health services (CBS) to the population of the Western Cape Province

Structure

Sub-Programme 2.1: District Management

Management of District Health Services, corporate governance, including financial, human resource

management and professional support services e.g. infrastructure and technology planning and quality

assurance (including clinical governance)

Sub-Programme 2.2: Community Health Clinics

Rendering a nurse-driven primary health care service at clinic level including visiting points and mobile clinics

Sub-Programme 2.3: Community Health Centres

Rendering a primary health care service with full-time medical officers, offering services such as: mother and

child health, health promotion, geriatrics, chronic disease management, occupational therapy, physiotherapy,

psychiatry, speech therapy, communicable disease management, mental health and others

Sub-Programme 2.4: Community Based Services

Rendering a community-based health service at non-health facilities in respect of home-based care,

community care workers, caring for victims of abuse, mental and chronic care, school health etc.

Sub-Programme 2.5: Other Community Services

Rendering environmental and port health services (port health services have moved to the National

Department of Health)

Sub-Programme 2.6: HIV/AIDS

Rendering a primary health care service in respect of HIV/AIDS campaigns

Sub-Programme 2.7: Nutrition

Rendering a nutrition service aimed at specific target groups, combining direct and indirect nutrition

interventions to address malnutrition

Sub-Programme 2.8: Coroner Services




Rendering forensic and medico-legal services in order to establish the circumstances and causes surrounding

unnatural death; these services are reported in Sub-Programme 7.3: Forensic Pathology Services

Sub-Programme 2.9: District Hospitals

Rendering of a district hospital service at sub-district level

Sub-Programme 2.10: Global Fund

Strengthen and expand the HIV and AIDS prevention, care and treatment programmes

NOTE: Tuberculosis (TB) hospitals are funded from Programme 4.2 but are managed as part of the district health system and

are the responsibility of the district directors. The narrative and tables for TB hospitals is in Sub-Programme 4.2.


Improving health

Improving quality of care, patient experience and clinical governance

Progressively achieve the Ideal Clinic standards within PHC facilities

Planning of PHC infrastructure within the Department within the envisaged Healthcare 2030 framework

Reviewing the patient flow within PHC facilities to enable improved service redesign

Service Delivery Sites

Table B 7: District Health System Facilities by District in 2015/16

Facility Type CITY

OF

CA

PE TO

WN

CA

PE W

INEL

AN

DS

CEN

TRA

L KA

ROO

EDEN

OVE

RBER

G

WES

T CO

AST

PRO

VIN

CE

Non-fixed Clinics 35 39 10 47 23 43 197

Fixed Clinics 77 41 8 35 17 26 204

CHCs 9 0 0 0 0 0 9

CDCs 42 6 1 7 2 1 59

Total No. of PHC Facilities 128 47 9 42 19 27 272

District Hospitals 9 4 4 6 4 7 34

2015/16 Uninsured Population 3 059 539 615 636 54 970 508 751 193 858 260 790 4 693 544

PHC Headcount 9 424 416 1 611 754 190 933 1 427 631 698 460 796 86 14 150 180

District Hospital Separations 1 49 923 26 764 10 507 39 370 20 103 40 404 287 071

Per Capita (uninsured utilisation) 3.08 2.62 3.47 2.81 3.60 3.06 3.01


Purpose



Structure


























Rendering forensic and medico-legal services in order to establish the circumstances and causes surrounding

unnatural death; these services are reported in Sub-Programme 7.3: Forensic Pathology Services

Sub-Programme 2.9: District Hospitals

Rendering of a district hospital service at sub-district level

Sub-Programme 2.10: Global Fund

Strengthen and expand the HIV and AIDS prevention, care and treatment programmes

NOTE: Tuberculosis (TB) hospitals are funded from Programme 4.2 but are managed as part of the district health system and

are the responsibility of the district directors. The narrative and tables for TB hospitals is in Sub-Programme 4.2.


Improving health

Improving quality of care, patient experience and clinical governance

Progressively achieve the Ideal Clinic standards within PHC facilities

Planning of PHC infrastructure within the Department within the envisaged Healthcare 2030 framework

Reviewing the patient flow within PHC facilities to enable improved service redesign

Service Delivery Sites

Table B 7: District Health System Facilities by District in 2015/16

Facility Type CITY

OF

CA

PE TO

WN

CA

PE W

INEL

AN

DS

CEN

TRA

L KA

ROO

EDEN

OVE

RBER

G

WES

T CO

AST

PRO

VIN

CE

Non-fixed Clinics 35 39 10 47 23 43 197

Fixed Clinics 77 41 8 35 17 26 204

CHCs 9 0 0 0 0 0 9

CDCs 42 6 1 7 2 1 59

Total No. of PHC Facilities 128 47 9 42 19 27 272

District Hospitals 9 4 4 6 4 7 34

2015/16 Uninsured Population 3 059 539 615 636 54 970 508 751 193 858 260 790 4 693 544

PHC Headcount 9 424 416 1 611 754 190 933 1 427 631 698 460 796 86 14 150 180

District Hospital Separations 1 49 923 26 764 10 507 39 370 20 103 40 404 287 071

Per Capita (uninsured utilisation) 3.08 2.62 3.47 2.81 3.60 3.06 3.01

DHS

Situational Analysis Indicators

Table B 8: Data Elements for the Situational Analysis Indicators

Notes: Elements 10 &11: These data elements are prescribed by the National Department of Health based on the outreach team model. However, a different model is

being implemented in Western Cape and the provincial target for these national data elements is therefore zero (0). Element 14: Updated population figures were received from National Department of Health on 15 February 2017. Therefore all indicators with population-related

denominators were updated accordingly.

Table B 9: Situation Analysis Indicators for District Health Services [DHS 2]

Notes: Indicator 2: This indicator is prescribed by the National Department of Health based on the outreach team model. However, a different model is being

implemented in Western Cape and the provincial target for this national indicator is therefore zero (0). Indicator 3: Updated population figures were received from National Department of Health on 15 February 2017. Therefore all indicators with population-related


Strategic Objectives - Annual Targets

Table B 10: Data Elements with Actual and Projected Performance Values for District Health Services

Notes: General: Due to restructuring in the City Of Cape Town, official sign-off of targets for the Metro district has not been received by the City Health

Directorate Elements 10 &11: These data elements are prescribed by the National Department of Health based on the outreach team model. However, a different model

is being implemented in Western Cape and the provincial target for these national data elements is therefore zero (0). Element 14: Updated population figures were received from National Department of Health on 15 February 2017. Therefore all indicators with population-

related denominators were updated accordingly.

Provincial: WC Cape Town District Cape Winelands District

Central Karoo District

Eden District Overberg District West Coast District

2015/16 2015/16 2015/16 2015/16 2015/16 2015/16 2015/16SINJANI Fixed PHC facilities (f ixed clinics + CHCs + CDCs) 7 280 133 48 9 41 22 27Not applicable in W Cape Outreach households (OHH) registration visit 10 0 0 0 0 0 0 0Not applicable in W Cape Outreach households (OHH) in population 11 0 0 0 0 0 0 0SINJANI PHC total headcount 13 14 150 180 9 424 416 1 611 754 190 933 1 427 631 698 460 796 986StatsSA, February 2017 Total population 14 6 214 021 3 964 982 864 596 74 658 604 699 276 170 428 916SINJANI Complaints resolved (PHC facilities) 15 3 371 2 487 236 22 199 266 161SINJANI Complaints received (PHC facilities) 16 3 492 2 595 238 23 201 273 162SINJANI Complaints resolved w ithin 25 w orking days (PHC facilities) 17 3 220 2 369 232 18 179 262 160

SINJANI Ideal clinic status determinations conducted by PPTICRM23 Not required to report Not required to report Not required to report Not required to report Not required to report Not required to report Not required to report

Data Element Data source / Element ID

Source

Provincial: WC Cape Town District

Cape Winelands District



2015/16 2015/16 2015/16 2015/16 2015/16 2015/16 2015/16

1 Ideal clinic status determinations conducted by Perfect Permanent Team for Ideal Clinic Realisation and Maintenance (PPTICRM) rate (f ixed clinic/CHC/CDC)

% Not required to report







Numerator 23 - - - - - - - Denominator 7 - - - - - - -

2 OHH registration visit coverage (annualised) % Not required to report








3 PHC utilisation rate - Total No 2.3 2.4 1.9 2.6 2.4 2.5 1.9

Numerator 13 14 150 180 9 424 416 1 611 754 190 933 1 427 631 698 460 796 986 Denominator 14 6 214 021 3 964 982 864 596 74 658 604 699 276 170 428 916

4 Complaint resolution rate (PHC) % 96.5% 95.8% 99.2% 95.7% 99.0% 97.4% 99.4%

Numerator 15 3 371 2 487 236 22 199 266 161 Denominator 16 3 492 2 595 238 23 201 273 162

5 Complaint resolution w ithin 25 w orking days rate (PHC) % 95.5% 95.3% 98.3% 81.8% 89.9% 98.5% 99.4%


Data source / Element ID

Performance indicator Type



2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20SINJANI Fixed PHC facilities (f ixed clinics + CHCs + CDCs) 7 280 284 280 274 273 273 273Not applicable in W Cape Outreach households (OHH) registration visit 10 0 0 0 0 0 0 0Not applicable in W Cape Outreach households (OHH) in population 11 0 0 0 0 0 0 0SINJANI PHC total headcount 13 14 336 969 14 250 244 14 150 180 14 253 759 14 539 936 14 783 459 14 931 525StatsSA, February 2017 Total population 14 6 012 887 6 112 013 6 214 021 6 318 295 6 418 073 6 515 583 6 610 920SINJANI Complaints resolved (PHC facilities) 15 1 455 2 702 3 371 3 036 2 958 2 911 2 845SINJANI Complaints received (PHC facilities) 16 1 556 2 863 3 492 3 135 3 095 3 040 2 970SINJANI Complaints resolved w ithin 25 w orking days (PHC facilities)17 1 353 2 600 3 220 2 925 2 810 2 773 2 717SINJANI Ideal clinic status determinations conducted by PPTICRM 23 0 0 0 163 221 252 272

Source Data Element Element ID Audited / Actual performance Medium term targets


Purpose



Structure


























Table B 11: Provincial Strategic Objectives and Annual Targets for Distrcit Health Services [DHS3]

Note: no provincial strategic objectives specified for District Health Services


Table B 12: Performance indicators for District Health Services [DHS 4]

Notes: General: Due to restructuring in the City Of Cape Town, official sign-off of targets for the Metro district has not been received by the City Health Directorate Indicator 2: This indicator is prescribed by the National Department of Health based on the outreach team model. However, a different model is being




Table B 13: Quarterly targets for District Health Services for 2016/17 [DHS 5]

Notes:

General: Due to restructuring in the City Of Cape Town, official sign-off of targets for the Metro district has not been received by the City Health Directorate Indicator 2: This indicator is prescribed by the National Department of Health based on the outreach team model. However, a different model is being




2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

1 Ideal clinic status determinations conducted by Perfect Permanent Team for Ideal Clinic Realisation and Maintenance (PPTICRM) rate (fixed clinic/CHC/CDC)

% Not required to report Not required to report Not required to report 59.5% 81.0% 92.3% 99.6%

Numerator 23 - - - 163 221 252 272Denominator 7 - - - 274 273 273 273

2 OHH registration visit coverage (annualised) % Not required to report Not required to report Not required to report Not required to report Not required to report Not required to report Not required to report



Numerator 13 14 336 969 14 250 244 14 150 180 14 253 759 14 539 936 14 783 459 14 931 525 Denominator 14 6 012 887 6 112 013 6 214 021 6 318 295 6 418 073 6 515 583 6 610 920


Numerator 15 1 455 2 702 3 371 3 036 2 958 2 911 2 845 Denominator 16 1 556 2 863 3 492 3 135 3 095 3 040 2 970

5 Complaint resolution within 25 working days rate (PHC) % 93.0% 96.2% 95.5% 96.3% 95.0% 95.3% 95.5%


Performance indicator Data source / Element ID

Audited / Actual performance Medium term targets


Frequency Annual target2017/18 Quarter 1 Quarter 2 Quarter 3 Quarter 4


Quarterly 81.0% 63.2% 63.7% 100.0%

Numerator 23 221 0 12 79 130

Denominator 7 273 0 19 124 130

2 OHH registration visit coverage (annualised) Quarterly Not required to report

Numerator 10 0 0 0 0 0

Denominator 11 0 0 0 0 0

3 PHC utilisation rate - Total Quarterly 2.3 2.3 2.3 2.2 2.2

Numerator 13 14 539 936 3 672 120 3 672 955 3 604 834 3 590 027

Denominator 14 6 418 073 1 619 717 1 619 718 1 619 718 1 619 716

4 Complaint resolution rate (PHC) Quarterly 95.6% 95.5% 95.3% 95.6% 95.8%

Numerator 15 2 958 725 737 754 740

Denominator 16 3 095 760 774 789 773

5 Complaint resolution w ithin 25 w orking days rate (PHC) Quarterly 95.0% 95.3% 95.1% 95.0% 94.7%

Numerator 17 2 810 690 701 717 701

Denominator 15 2 958 724 737 755 740


Programme performance indicator Quarterly targets


0

0

1 619 717

760

724

19

0

1 619 718

774

737

124

0

1 619 718

789

755

130

0

1 619 716

773

740




Table B 11: Provincial Strategic Objectives and Annual Targets for Distrcit Health Services [DHS3]

Note: no provincial strategic objectives specified for District Health Services


Table B 12: Performance indicators for District Health Services [DHS 4]

Notes: General: Due to restructuring in the City Of Cape Town, official sign-off of targets for the Metro district has not been received by the City Health Directorate Indicator 2: This indicator is prescribed by the National Department of Health based on the outreach team model. However, a different model is being




Table B 13: Quarterly targets for District Health Services for 2016/17 [DHS 5]

Notes:

General: Due to restructuring in the City Of Cape Town, official sign-off of targets for the Metro district has not been received by the City Health Directorate Indicator 2: This indicator is prescribed by the National Department of Health based on the outreach team model. However, a different model is being




2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

1 Ideal clinic status determinations conducted by Perfect Permanent Team for Ideal Clinic Realisation and Maintenance (PPTICRM) rate (fixed clinic/CHC/CDC)

% Not required to report Not required to report Not required to report 59.5% 81.0% 92.3% 99.6%

Numerator 23 - - - 163 221 252 272Denominator 7 - - - 274 273 273 273

2 OHH registration visit coverage (annualised) % Not required to report Not required to report Not required to report Not required to report Not required to report Not required to report Not required to report






5 Complaint resolution within 25 working days rate (PHC) % 93.0% 96.2% 95.5% 96.3% 95.0% 95.3% 95.5%





Frequency Annual target2017/18 Quarter 1 Quarter 2 Quarter 3 Quarter 4


Quarterly 81.0% 63.2% 63.7% 100.0%

Numerator 23 221 0 12 79 130

Denominator 7 273 0 19 124 130

2 OHH registration visit coverage (annualised) Quarterly Not required to report



3 PHC utilisation rate - Total Quarterly 2.3 2.3 2.3 2.2 2.2

Numerator 13 14 539 936 3 672 120 3 672 955 3 604 834 3 590 027

Denominator 14 6 418 073 1 619 717 1 619 718 1 619 718 1 619 716

4 Complaint resolution rate (PHC) Quarterly 95.6% 95.5% 95.3% 95.6% 95.8%

Numerator 15 2 958 725 737 754 740

Denominator 16 3 095 760 774 789 773

5 Complaint resolution w ithin 25 w orking days rate (PHC) Quarterly 95.0% 95.3% 95.1% 95.0% 94.7%

Numerator 17 2 810 690 701 717 701

Denominator 15 2 958 724 737 755 740




District Hospitals


Table B 14: Data Elements for Situation Analysis Indicators

Notes: Element 22: The NCS system is currently still under development by national developers, and the NCS indicators are dependent on this.

Table B 15: Situation analysis indicators for District Hospitals [DHS 6]

Notes: Indicator 1: The NCS system is currently still under development by national developers, and the NCS indicators are dependent on this.


Table B 16: Data elements with actual and projected performance values for District Hospitals

Notes: Element 22: The NCS system is currently still under development by national developers, and the NCS indicators are dependent on this.



Eden District

Overberg District West Coast District

2015/16 2015/16 2015/16 2015/16 2015/16 2015/16 2015/16

SINJANI Hospitals that conducted a national core standards self-assessment during the f inancial year (district hospitals)

3 29 6 4 3 5 4 7

SINJANI Patient days (Inpatient days + 1/2 Day patients) (district hospitals) 9 931 177 539 835 72 984 32 227 124 234 55 832 106 066SINJANI Inpatient separations (district hospitals) 10 281 849 146 157 27 790 9 824 39 436 19 670 38 972SINJANI Inpatient bed days available (Usable beds total x 30.42) (district hospitals) 11 1 063 909 574 634 93 633 43 805 144 495 73 738 133 605BAS Expenditure in district hospitals (sub-programme 2.9) 12 R 2 731 832 161.00 R 1 693 288 255.00 R 195 272 363.00 R 90 921 997.00 R 319 608 564.00 R 152 593 713.00 R 280 147 269.00SINJANI Patient day equivalent (PDE) (district hospitals) 15 1 134 986 539 837 124 836 45 312 181 540 83 020 160 442SINJANI Complaints resolved (district hospitals) 16 1 763 781 72 54 415 351 90SINJANI Complaints received (district hospitals) 17 1 894 862 74 54 419 356 129SINJANI Complaints resolved w ithin 25 w orking days (district hospitals) 18 1 590 717 69 42 329 351 82

SINJANI Hospital achieved 75% and more on National Core Standards self assessment22 Not required to report Not required to report Not required to report Not required to report Not required to report Not required to report Not required to report

Source Element IDData Element





2015/16 2015/16 2015/16 2015/16 2015/16 2015/16 2015/16

1 Hospital achieved 75% and more on National Core Standards self assessment rate (District Hospitals)

% Not required to report







Numerator 22 - - - - - - -Denominator 3 - - - - - - -

2 Average length of stay (district hospitals) Days 3.3 3.7 2.6 3.3 3.2 2.8 2.7


3 Inpatient bed utilisation rate (district hospitals) % 87.5% 93.9% 77.9% 73.6% 86.0% 75.7% 79.4%

Numerator 9 931 177 539 835 72 984 32 227 124 234 55 832 106 066 Denominator 11 1 063 909 574 634 93 633 43 805 144 495 73 738 133 605

4 Expenditure per PDE (district hospitals) R R 2 406.93 R 3 136.67 R 1 564.24 R 2 006.60 R 1 760.54 R 1 838.04 R 1 746.10

Numerator 12 R 2 731 832 161 R 1 693 288 255 R 195 272 363 R 90 921 997 R 319 608 564 R 152 593 713 R 280 147 269Denominator 15 1 134 986 539 837 124 836 45 312 181 540 83 020 160 442

5 Complaint resolution rate (district hospitals) % 93.1% 90.6% 97.3% 100.0% 99.0% 98.6% 69.8%

Numerator 16 1 763 781 72 54 415 351 90 Denominator 17 1 894 862 74 54 419 356 129

6 Complaint resolution w ithin 25 w orking days rate (district hospitals) % 90.2% 91.8% 95.8% 77.8% 79.3% 100.0% 91.1%

Numerator 18 1 590 717 69 42 329 351 82 Denominator 16 1 763 781 72 54 415 351 90


Type



2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20SINJANI Hospitals that conducted a national core standards self-assessment during the financial year (district hospitals)3 16 22 29 33 33 33 33SINJANI Patient days (Inpatient days + 1/2 Day patients) (district hospitals)9 863 755 908 493 931 177 906 580 916 103 922 732 923 518SINJANI Inpatient separations (district hospitals) 10 271 963 287 071 281 849 280 351 282 702 285 392 286 059SINJANI Inpatient bed days available (Usable beds total x 30.42) (district hospitals)11 979 767 1 055 331 1 063 909 1 081 248 1 081 248 1 081 248 1 081 248BAS Expenditure in district hospitals (sub-programme 2.9) 12 R 2 512 440 894.00 R 1 951 461 161.00 R 2 731 832 161.00 R 2 883 387 000.00 R 3 138 102 000.00 R 3 285 638 000.00 R 3 465 850 000.00SINJANI Patient day equivalent (PDE) (district hospitals) 15 1 296 142 1 366 685 1 134 986 1 372 900 1 386 210 1 323 884 1 325 262SINJANI Complaints resolved (district hospitals) 16 976 1 323 1 763 1 783 1 695 1 648 1 585SINJANI Complaints received (district hospitals) 17 1 039 1 428 1 894 1 871 1 817 1 767 1 701SINJANI Complaints resolved w ithin 25 w orking days (district hospitals)18 883 1 192 1 590 1 632 1 526 1 499 1 452SINJANI Hospital achieved 75% and more on National Core Standards self assessment22 Not required to report Not required to report 4 18 21 28 33





Table B 17: Provincial strategic objectives and annual targets for District Hospitals [DHS 7] Note: No provincial strategic objectives specified for District Hospitals.


Table B 18: Performance indicators for District Hospitals [DHS 8]



Table B 19: Quarterly targets for District Hospitals (DHS 9)



2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20


% Not required to report Not required to report 13.8% 54.5% 63.6% 84.8% 100.0%

Numerator 22 Not required to report Not required to report 4 18 21 28 33 Denominator 3 - - 29 33 33 33 33




Numerator 9 863 755 908 493 931 177 906 580 916 103 922 732 923 518 Denominator 11 979 767 1 055 331 1 063 909 1 081 248 1 081 248 1 081 248 1 081 248


Numerator 12 R 2 512 440 894 R 1 951 461 161 R 2 731 832 161 R 2 883 387 000 R 3 138 102 000 R 3 285 638 000 R 3 465 850 000Denominator 15 1 296 142 1 366 685 1 134 986 1 372 900 1 386 210 1 323 884 1 325 262


Numerator 16 976 1 323 1 763 1 783 1 695 1 648 1 585 Denominator 17 1 039 1 428 1 894 1 871 1 817 1 767 1 701

6 Complaint resolution within 25 working days rate (district hospitals)

% 90.5% 90.1% 90.2% 91.5% 90.0% 91.0% 91.6%

Numerator 18 883 1 192 1 590 1 632 1 526 1 499 1 452 Denominator 16 976 1 323 1 763 1 783 1 695 1 648 1 585







Quarterly 63.6% 75.0% 100.0% 47.6%

Numerator 22 21 3 8 10 0


2 Average length of stay (district hospitals) Quarterly 3.2 3.3 3.2 3.2 3.2

Numerator 9 916 103 236 453 230 192 223 378 226 079

Denominator 10 282 702 72 047 70 971 69 678 70 006

3 Inpatient bed utilisation rate (district hospitals) Quarterly 84.7% 87.5% 85.2% 82.6% 83.6%

Numerator 9 916 103 236 453 230 192 223 378 226 079

Denominator 11 1 081 248 270 311 270 311 270 312 270 313

4 Expenditure per PDE (district hospitals) Quarterly R 2 263.80 R 2 263.77 R 2 272.21 R 2 261.82 R 2 257.44

Numerator 12 R 3 138 102 000 R 784 525 500 R 784 525 500 R 784 525 500 R 784 525 500

Denominator 15 1386210 346 557 345 269 346 856 347 528

5 Complaint resolution rate (district hospitals) Quarterly 93.3% 93.0% 93.9% 93.1% 93.0%

Numerator 16 1 695 411 441 418 423

Denominator 17 1 817 442 470 449 455

6 Complaint resolution w ithin 25 w orking days rate (district hospitals) Quarterly 90.0% 90.4% 89.6% 90.3% 89.9%

Numerator 18 1 526 372 396 378 381

Denominator 16 1 695 411 441 418 423


Quarterly targetsData source / Element ID

Programme performance indicator

4

72 047

270 311

346 557

442

411

8

70 971

270 311

345 269

470

441

21

69 678

270 312

346 856

449

418

0

70 006

270 313

347 528

455

423




Table B 17: Provincial strategic objectives and annual targets for District Hospitals [DHS 7] Note: No provincial strategic objectives specified for District Hospitals.


Table B 18: Performance indicators for District Hospitals [DHS 8]



Table B 19: Quarterly targets for District Hospitals (DHS 9)



2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20


% Not required to report Not required to report 13.8% 54.5% 63.6% 84.8% 100.0%

Numerator 22 Not required to report Not required to report 4 18 21 28 33 Denominator 3 - - 29 33 33 33 33




Numerator 9 863 755 908 493 931 177 906 580 916 103 922 732 923 518 Denominator 11 979 767 1 055 331 1 063 909 1 081 248 1 081 248 1 081 248 1 081 248


Numerator 12 R 2 512 440 894 R 1 951 461 161 R 2 731 832 161 R 2 883 387 000 R 3 138 102 000 R 3 285 638 000 R 3 465 850 000Denominator 15 1 296 142 1 366 685 1 134 986 1 372 900 1 386 210 1 323 884 1 325 262



6 Complaint resolution within 25 working days rate (district hospitals)

% 90.5% 90.1% 90.2% 91.5% 90.0% 91.0% 91.6%








Quarterly 63.6% 75.0% 100.0% 47.6%

Numerator 22 21 3 8 10 0


2 Average length of stay (district hospitals) Quarterly 3.2 3.3 3.2 3.2 3.2

Numerator 9 916 103 236 453 230 192 223 378 226 079

Denominator 10 282 702 72 047 70 971 69 678 70 006

3 Inpatient bed utilisation rate (district hospitals) Quarterly 84.7% 87.5% 85.2% 82.6% 83.6%

Numerator 9 916 103 236 453 230 192 223 378 226 079

Denominator 11 1 081 248 270 311 270 311 270 312 270 313

4 Expenditure per PDE (district hospitals) Quarterly R 2 263.80 R 2 263.77 R 2 272.21 R 2 261.82 R 2 257.44

Numerator 12 R 3 138 102 000 R 784 525 500 R 784 525 500 R 784 525 500 R 784 525 500

Denominator 15 1386210 346 557 345 269 346 856 347 528

5 Complaint resolution rate (district hospitals) Quarterly 93.3% 93.0% 93.9% 93.1% 93.0%

Numerator 16 1 695 411 441 418 423

Denominator 17 1 817 442 470 449 455

6 Complaint resolution w ithin 25 w orking days rate (district hospitals) Quarterly 90.0% 90.4% 89.6% 90.3% 89.9%

Numerator 18 1 526 372 396 378 381

Denominator 16 1 695 411 441 418 423


Quarterly targetsData source / Element ID


HIV/AIDS, STIs & Tuberculosis (HAST)



Table B 21: Situation Analysis Indicators for HAST [DHS 10]



Eden District


2015/16 2015/16 2015/16 2015/16 2015/16 2015/16 2015/16

ETR.net All TB clients (new , re-treatment and childhood cases) w ho w ere cured + completed treatment

1 32 501 18 098 5 629 490 3 804 1 872 2 608

ETR.net All TB clients (new , re-treatment and childhood cases) w ho w ere initiated on treatment 2 43 783 25 040 7 326 618 4 833 2 179 3 787Tier.net / iKapa ART clients retained in care after 12 months 3 24 586 16 882 2 978 220 2 314 1 256 936Tier.net / iKapa ART clients initiated on treatment (12 month cohort) 4 35 683 25 131 4 168 324 3 131 1 589 1 340Tier.net / iKapa ART clients retained in care after 48 months 5 13 073 9 902 1 341 120 585 680 445Tier.net / iKapa ART clients initiated on treatment (48 month cohort) 6 22 809 17 420 2 328 194 1 170 904 793SINJANI Total clients remaining on ART (TROA) 7 203 565 145 232 23 172 1 416 17 391 8 703 7 651ETR.net TB/HIV co-infected client on ART 8 14 697 9 934 1 803 126 1 435 610 789ETR.net HIV positive TB client 9 16 995 11 223 2 116 188 1 716 749 1 003SINJANI Client tested for HIV (including ANC) 10 1 384 563 858 983 185 660 27 543 138 551 73 105 100 721SINJANI Male condoms distributed 13 114 157 041 68 867 323 18 445 909 1 904 270 11 336 742 5 532 647 8 070 750SINJANI Medical male circumcisions (MMCs) conducted 17 13 310 5 192 2 879 117 2 889 821 1 412ETR.net All TB cases treatment success (outcome cohort) 18 32 501 17 882 1 669 490 3 804 1 872 2 608ETR.net All TB cases (outcome cohort) 19 43 783 25 040 2 085 618 4 833 2 179 3 787ETR.net All TB cases lost to follow up (defaulted) (outcome cohort) 20 3 667 2 321 216 90 626 69 345ETR.net All TB clients died during treatment (outcome cohort) 21 1 433 885 50 32 228 69 169EDRWeb TB MDR client successfully treated (outcome cohort) 24 760 545 97 0 52 31 35EDRWeb TB MDR confirmed client start on treatment (outcome cohort) 25 1 775 1 330 162 0 136 51 96SINJANI TB client 5 years and older start on treatment 26 21 470 11 597 3 474 331 2 792 1 172 2 104SINJANI TB symptomatic client 5 years and older tested positive 27 22 760 13 027 3 528 356 2 676 1 064 2 109

Data ElementSource Element ID





2015/16 2015/16 2015/16 2015/16 2015/16 2015/16 2015/16

1.1.1 TB programme success rate % 74.2% 72.3% 76.8% 79.3% 78.7% 85.9% 68.9%


2.1.1 ART retention in care after 12 months % 68.9% 67.2% 71.4% 67.9% 73.9% 79.0% 69.9%

Numerator 3 24 586 16 882 2 978 220 2 314 1 256 936 Denominator 4 35 683 25 131 4 168 324 3 131 1 589 1 340

2.1.2 ART retention in care after 48 months % 57.3% 56.8% 57.6% 61.9% 50.0% 75.2% 56.1%

Numerator 5 13 073 9 902 1 341 120 585 680 445 Denominator 6 22 809 17 420 2 328 194 1 170 904 793

1 ART client remain on ART end of month -total No 203 565 145 232 23 172 1 416 17 391 8 703 7 651

Element 72 TB/HIV co-infected client on ART rate % 86.5% 88.5% 85.2% 67.0% 83.6% 81.4% 78.7%

Numerator 8 14 697 9 934 1 803 126 1 435 610 789 Denominator 9 16 995 11 223 2 116 188 1 716 749 1 003

3 HIV test done - Total No 1 384 563 858 983 185 660 27 543 138 551 73 105 100 721

Element 104 Male condom distributed No 114 157 041 68 867 323 18 445 909 1 904 270 11 336 742 5 532 647 8 070 750

Element 135 Medical male circumcision - total No 13 310 5 192 2 879 117 2 889 821 1 412

Element 176 TB symptoms 5 years and older start on treatment rate % 94.3% 89.0% 98.5% 93.0% 104.3% 110.2% 99.8%


7 TB client treatment success rate % 74.2% 71.4% 80.0% 79.3% 78.7% 85.9% 68.9%


8 TB client lost to follow up rate % 8.4% 9.3% 10.4% 14.6% 13.0% 3.2% 9.1%

Numerator 20 3 667 2 321 216 90 626 69 345 Denominator 19 43 783 25 040 2 085 618 4 833 2 179 3 787

9 TB client death rate % 3.3% 3.5% 2.4% 5.2% 4.7% 3.2% 4.5%

Numerator 21 1 433 885 50 32 228 69 169 Denominator 19 43 783 25 040 2 085 618 4 833 2 179 3 787

10 TB MDR treatment success rate % 42.8% 41.0% 59.9% Not required to report

38.2% 60.8% 36.5%

Numerator 24 760 545 97 - 52 31 35 Denominator 25 1 775 1 330 162 - 136 51 96

TypePerformance indicator Data source /

Element ID







Table B 22: Data Elements with Actual and Projected Performance Values for HAST

Notes: Due to restructuring in the City Of Cape Town, official sign-off of targets for the Metro district has not been received by the City Health Directorate

Table B 23: Provincial Strategic Objectives and Annual Targets for HAST [DHS 11]


2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20ETR.net All TB clients (new , re-treatment and childhood cases) w ho w ere cured + completed treatment1 38 166 35 974 32 501 34 127 34 612 35 467 35 836ETR.net All TB clients (new , re-treatment and childhood cases) w ho w ere initiated on treatment2 46 582 43 224 43 783 42 648 42 685 42 671 42 706Tier.net / iKapa ART clients retained in care after 12 months 3 0 0 24 586 32 518 35 842 40 662 44 591Tier.net / iKapa ART clients initiated on treatment (12 month cohort) 4 0 0 35 683 45 995 49 569 54 458 58 615Tier.net / iKapa ART clients retained in care after 48 months 5 0 0 13 073 21 019 23 697 26 955 29 358Tier.net / iKapa ART clients initiated on treatment (48 month cohort) 6 0 0 22 809 35 296 38 314 42 312 45 643SINJANI Total clients remaining on ART (TROA) 7 25 415 30 067 203 565 215 522 237 504 257 484 276 705ETR.net TB/HIV co-infected client on ART 8 3 323 4 245 14 697 14 341 14 606 14 863 14 980ETR.net HIV positive TB client 9 5 206 5 866 16 995 16 443 16 630 16 716 16 778SINJANI Client tested for HIV (including ANC) 10 1 069 977 1 151 571 1 384 563 1 419 094 1 373 615 1 426 796 1 471 857SINJANI Male condoms distributed 13 127 606 318 123 416 309 114 157 041 110 014 002 111 774 598 115 975 864 119 603 160SINJANI Medical male circumcisions (MMCs) conducted 17 16 602 15 498 13 310 12 004 22 040 22 158 22 257ETR.net All TB cases treatment success (outcome cohort) 18 38 164 35 974 32 501 34 127 34 612 35 467 35 836ETR.net All TB cases (outcome cohort) 19 46 577 43 224 43 783 42 648 42 685 42 671 42 706ETR.net All TB cases lost to follow up (defaulted) (outcome cohort)20 3 297 2 720 3 667 3 629 3 572 3 522 3 484ETR.net All TB clients died during treatment (outcome cohort) 21 1 508 922 1 433 1 436 1 419 1 422 1 410EDRWeb TB MDR client successfully treated (outcome cohort) 24 0 25 760 686 733 881 959EDRWeb TB MDR confirmed client start on treatment (outcome cohort)25 0 42 1 775 1 683 1 714 1 881 1 959SINJANI TB client 5 years and older start on treatment 26 0 6 257 21 470 20 111 21 054 21 272 21 475SINJANI TB symptomatic client 5 years and older tested positive 27 0 6 526 22 760 22 033 22 255 22 336 22 370



2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

1.1 1.1.1 TB programme success rate 85.0% 81.9% 83.2% 74.2% 80.0% 81.1% 83.1% 83.9%

Numerator 1 40 800 38 166 35 974 32 501 34 127 34 612 35 467 35 836

Denominator 2 48 000 46 582 43 224 43 783 42 648 42 685 42 671 42 706

2.1 2.1.1 ART retention in care after 12 months 85.0% Not required to report


68.9% 70.7% 72.3% 74.7% 76.1%

Numerator 3 29 750 - - 24 586 32 518 35 842 40 662 44 591

Denominator 4 35 000 - - 35 683 45 995 49 569 54 458 58 615

2.1.2 ART retention in care after 48 months 70.0% Not required to report


57.3% 59.6% 61.8% 63.7% 64.3%

Numerator 5 24 500 - - 13 073 21 019 23 697 26 955 29 358

Denominator 6 35 000 - - 22 809 35 296 38 314 42 312 45 643

Improve the TB programme success rate.

Improve the proportion of ART clients w ho remain in care.

Data source /

Element ID

Audited / Actual performance Medium term targetsStrategic objective Programme performance indicator


STRATEGIC GOAL: Promote health and wellness.





Table B 22: Data Elements with Actual and Projected Performance Values for HAST

Notes: Due to restructuring in the City Of Cape Town, official sign-off of targets for the Metro district has not been received by the City Health Directorate

Table B 23: Provincial Strategic Objectives and Annual Targets for HAST [DHS 11]


2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20ETR.net All TB clients (new , re-treatment and childhood cases) w ho w ere cured + completed treatment1 38 166 35 974 32 501 34 127 34 612 35 467 35 836ETR.net All TB clients (new , re-treatment and childhood cases) w ho w ere initiated on treatment2 46 582 43 224 43 783 42 648 42 685 42 671 42 706Tier.net / iKapa ART clients retained in care after 12 months 3 0 0 24 586 32 518 35 842 40 662 44 591Tier.net / iKapa ART clients initiated on treatment (12 month cohort) 4 0 0 35 683 45 995 49 569 54 458 58 615Tier.net / iKapa ART clients retained in care after 48 months 5 0 0 13 073 21 019 23 697 26 955 29 358Tier.net / iKapa ART clients initiated on treatment (48 month cohort) 6 0 0 22 809 35 296 38 314 42 312 45 643SINJANI Total clients remaining on ART (TROA) 7 25 415 30 067 203 565 215 522 237 504 257 484 276 705ETR.net TB/HIV co-infected client on ART 8 3 323 4 245 14 697 14 341 14 606 14 863 14 980ETR.net HIV positive TB client 9 5 206 5 866 16 995 16 443 16 630 16 716 16 778SINJANI Client tested for HIV (including ANC) 10 1 069 977 1 151 571 1 384 563 1 419 094 1 373 615 1 426 796 1 471 857SINJANI Male condoms distributed 13 127 606 318 123 416 309 114 157 041 110 014 002 111 774 598 115 975 864 119 603 160SINJANI Medical male circumcisions (MMCs) conducted 17 16 602 15 498 13 310 12 004 22 040 22 158 22 257ETR.net All TB cases treatment success (outcome cohort) 18 38 164 35 974 32 501 34 127 34 612 35 467 35 836ETR.net All TB cases (outcome cohort) 19 46 577 43 224 43 783 42 648 42 685 42 671 42 706ETR.net All TB cases lost to follow up (defaulted) (outcome cohort)20 3 297 2 720 3 667 3 629 3 572 3 522 3 484ETR.net All TB clients died during treatment (outcome cohort) 21 1 508 922 1 433 1 436 1 419 1 422 1 410EDRWeb TB MDR client successfully treated (outcome cohort) 24 0 25 760 686 733 881 959EDRWeb TB MDR confirmed client start on treatment (outcome cohort)25 0 42 1 775 1 683 1 714 1 881 1 959SINJANI TB client 5 years and older start on treatment 26 0 6 257 21 470 20 111 21 054 21 272 21 475SINJANI TB symptomatic client 5 years and older tested positive 27 0 6 526 22 760 22 033 22 255 22 336 22 370



2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

1.1 1.1.1 TB programme success rate 85.0% 81.9% 83.2% 74.2% 80.0% 81.1% 83.1% 83.9%

Numerator 1 40 800 38 166 35 974 32 501 34 127 34 612 35 467 35 836

Denominator 2 48 000 46 582 43 224 43 783 42 648 42 685 42 671 42 706

2.1 2.1.1 ART retention in care after 12 months 85.0% Not required to report


68.9% 70.7% 72.3% 74.7% 76.1%

Numerator 3 29 750 - - 24 586 32 518 35 842 40 662 44 591

Denominator 4 35 000 - - 35 683 45 995 49 569 54 458 58 615

2.1.2 ART retention in care after 48 months 70.0% Not required to report


57.3% 59.6% 61.8% 63.7% 64.3%

Numerator 5 24 500 - - 13 073 21 019 23 697 26 955 29 358

Denominator 6 35 000 - - 22 809 35 296 38 314 42 312 45 643

Improve the TB programme success rate.

Improve the proportion of ART clients w ho remain in care.

Data source /

Element ID

Audited / Actual performance Medium term targetsStrategic objective Programme performance indicator




Table B 24: Performance Indicators for HAST [DHS 12]

Note: Due to restructuring in the City Of Cape Town, official sign-off of targets for the Metro district has not been received by the City Health Directorate


2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

1.1.1 TB programme success rate % 81.9% 83.2% 74.2% 80.0% 81.1% 83.1% 83.9%


2.1.1 ART retention in care after 12 months % Not required to report Not required to report 68.9% 70.7% 72.3% 74.7% 76.1%

Numerator 3 - - 24 586 32 518 35 842 40 662 44 591 Denominator 4 - - 35 683 45 995 49 569 54 458 58 615

2.1.2 ART retention in care after 48 months % Not required to report Not required to report 57.3% 59.6% 61.8% 63.7% 64.3%

Numerator 5 - - 13 073 21 019 23 697 26 955 29 358 Denominator 6 - - 22 809 35 296 38 314 42 312 45 643

1 ART client remain on ART end of month -total No 25 415 30 067 203 565 215 522 237 504 257 484 276 705

Element 72 TB/HIV co-infected client on ART rate % 63.8% 72.4% 86.5% 87.2% 87.8% 88.9% 89.3%


3 HIV test done - Total No 1 069 977 1 151 571 1 384 563 1 419 094 1 373 615 1 426 796 1 471 857

Element 104 Male condom distributed No 127 606 318 123 416 309 114 157 041 110 014 002 111 774 598 115 975 864 119 603 160

Element 135 Medical male circumcision - total No 16 602 15 498 13 310 12 004 22 040 22 158 22 257

Element 176 TB symptoms 5 years and older start on treatment rate % Not required to report 95.9% 94.3% 91.3% 94.6% 95.2% 96.0%

Numerator 26 - 6 257 21 470 20 111 21 054 21 272 21 475 Denominator 27 - 6 526 22 760 22 033 22 255 22 336 22 370

7 TB client treatment success rate % 81.9% 83.2% 74.2% 80.0% 81.1% 83.1% 83.9%


8 TB client lost to follow up rate % 7.1% 6.3% 8.4% 8.5% 8.4% 8.3% 8.2%


9 TB client death rate % 3.2% 2.1% 3.3% 3.4% 3.3% 3.3% 3.3%


10 TB MDR treatment success rate % Not required to report 59.5% 42.8% 40.8% 42.8% 46.8% 48.9%

Numerator 24 - 25 760 686 733 881 959 Denominator 25 - 42 1 775 1 683 1 714 1 881 1 959





Performance indicator





Table B 25: Quarterly targets for HAST for 2016/17 [DHS 13]




1.1.1 TB programme success rate Quarterly 81.1% 81.0% 81.3% 81.3% 80.8%

Numerator 1 34 612 8 650 8 674 8 680 8 619

Denominator 2 42 685 10 676 10 666 10 677 10 670

2.1.1 ART retention in care after 12 months Quarterly 72.3% 70.8% 70.9% 70.9% 75.2%

Numerator 3 35 842 7 896 7 899 7 891 12 155

Denominator 4 49 569 11 146 11 136 11 124 16 163


Numerator 5 23 697 5 178 5 187 5 192 8 141

Denominator 6 38 314 8 659 8 660 8 650 12 344

1 ART client remain on ART end of month -total Quarterly 237 504 224 672 228 971 232 494 237 504

Element 72 TB/HIV co-infected client on ART rate Quarterly 87.8% 87.8% 87.9% 87.8% 87.9%

Numerator 8 14 606 3 658 3 635 3 666 3 647

Denominator 9 16 630 4 165 4 137 4 178 4 152

3 HIV test done - Total Quarterly 1 373 615 340 325 343 968 343 858 345 464

Element 104 Male condom distributed Quarterly 111 774 598 27 861 440 27 965 586 27 960 653 27 986 919

Element 135 Medical male circumcision - total Quarterly 22 040 5 388 5 699 5 497 5 457

Element 176 TB symptoms 5 years and older start on treatment rate Quarterly 94.6% 94.5% 94.8% 94.7% 94.5%

Numerator 26 21 054 5 201 5 289 5 312 5 251

Denominator 27 22 255 5 505 5 581 5 612 5 558

7 TB client treatment success rate Quarterly 81.1% 81.0% 81.3% 81.3% 80.8%

Numerator 18 34 612 8 650 8 674 8 680 8 619

Denominator 19 42 685 10 676 10 666 10 677 10 670

8 TB client lost to follow up rate Quarterly 8.4% 9.6% 9.5% 9.5% 9.6%

Numerator 20 3 572 895 887 893 896

Denominator 19 42 685 9 361 9 353 9 365 9 361

9 TB client death rate Quarterly 3.3% 3.8% 3.8% 3.8% 3.8%

Numerator 21 1 419 354 354 355 356

Denominator 19 42 685 9 361 9 353 9 365 9 361

10 TB MDR treatment success rate Quarterly 42.8% 41.8% 41.4% 44.0% 43.8%

Numerator 24 733 174 176 193 192

Denominator 25 1 714 415 424 437 437









Table B 25: Quarterly targets for HAST for 2016/17 [DHS 13]




1.1.1 TB programme success rate Quarterly 81.1% 81.0% 81.3% 81.3% 80.8%

Numerator 1 34 612 8 650 8 674 8 680 8 619

Denominator 2 42 685 10 676 10 666 10 677 10 670


Numerator 3 35 842 7 896 7 899 7 891 12 155

Denominator 4 49 569 11 146 11 136 11 124 16 163


Numerator 5 23 697 5 178 5 187 5 192 8 141

Denominator 6 38 314 8 659 8 660 8 650 12 344

1 ART client remain on ART end of month -total Quarterly 237 504 224 672 228 971 232 494 237 504

Element 72 TB/HIV co-infected client on ART rate Quarterly 87.8% 87.8% 87.9% 87.8% 87.9%

Numerator 8 14 606 3 658 3 635 3 666 3 647

Denominator 9 16 630 4 165 4 137 4 178 4 152

3 HIV test done - Total Quarterly 1 373 615 340 325 343 968 343 858 345 464

Element 104 Male condom distributed Quarterly 111 774 598 27 861 440 27 965 586 27 960 653 27 986 919

Element 135 Medical male circumcision - total Quarterly 22 040 5 388 5 699 5 497 5 457

Element 176 TB symptoms 5 years and older start on treatment rate Quarterly 94.6% 94.5% 94.8% 94.7% 94.5%

Numerator 26 21 054 5 201 5 289 5 312 5 251

Denominator 27 22 255 5 505 5 581 5 612 5 558

7 TB client treatment success rate Quarterly 81.1% 81.0% 81.3% 81.3% 80.8%

Numerator 18 34 612 8 650 8 674 8 680 8 619

Denominator 19 42 685 10 676 10 666 10 677 10 670

8 TB client lost to follow up rate Quarterly 8.4% 9.6% 9.5% 9.5% 9.6%

Numerator 20 3 572 895 887 893 896

Denominator 19 42 685 9 361 9 353 9 365 9 361

9 TB client death rate Quarterly 3.3% 3.8% 3.8% 3.8% 3.8%

Numerator 21 1 419 354 354 355 356

Denominator 19 42 685 9 361 9 353 9 365 9 361

10 TB MDR treatment success rate Quarterly 42.8% 41.8% 41.4% 44.0% 43.8%

Numerator 24 733 174 176 193 192

Denominator 25 1 714 415 424 437 437





Maternal, Child and Women’s Health (MCWH)


Table B 26: Data elements for situation analysis indicators

Notes: Elements 12, 14, 31, 33 & 38: Updated population figures were received from National Department of Health on 15 February 2017. Therefore all indicators with

population-related denominators were updated accordingly.



Eden District


2015/16 2015/16 2015/16 2015/16 2015/16 2015/16 2015/16SINJANI Antenatal 1st visits before 20 w eeks 3 60 521 37 044 8 671 803 6 570 3 202 4 231SINJANI Antenatal 1st visit total 4 89 431 58 086 11 784 1 095 8 546 4 070 5 850SINJANI Mother postnatal visit w ithin 6 days after delivery 5 63 971 47 390 7 650 261 4 261 2 147 2 262SINJANI Delivery in facility total 6 94 342 62 075 14 101 1 003 8 922 3 186 5 055SINJANI Antenatal client start on ART 7 6 070 4 282 667 31 403 353 334SINJANI Antenatal client eligible for ART initiation 8 7 834 5 397 955 67 614 423 378SINJANI Infant 1st PCR test positive around 10 w eeks 9 144 88 26 4 15 3 8SINJANI Infant 1st PCR test around 10 w eeks 10 13 978 10 299 1 527 93 1 036 504 519SINJANI Immunised fully under 1 year new 11 89 942 58 846 11 688 1 005 8 370 4 033 6 000StatsSA, February 2017 Population under 1 year 12 106 452 66 453 15 400 1 416 10 556 4 663 7 964SINJANI Measles 2nd dose 13 88 873 57 701 11 732 1 194 8 968 3 644 5 634StatsSA, February 2017 Population aged 1 year 14 108 142 67 632 15 801 1 442 10 571 4 732 7 964SINJANI DTaP-IPV-Hib-HBV 3rd dose 15 65 430 33 063 12 547 1 070 8 474 3 841 6 435SINJANI DTaP-IPV/Hib to Measles1st dose drop-out 17 -11 529 -7 814 -1 553 -180 -1 134 -626 -222SINJANI Child under 5 years diarrhoea death 18 13 9 2 2 0 0 0SINJANI Child under 5 years diarrhoea admitted 19 8 685 4 951 1 736 179 775 348 696SINJANI Child under 5 years pneumonia death 20 36 21 7 0 6 1 1SINJANI Child under 5 years pneumonia admitted 21 10 726 7 301 1 452 154 764 566 489SINJANI Child under 5 years severe acute malnutrition death 22 11 6 3 0 1 0 1SINJANI Child under 5 years severe acute malnutrition admitted 23 1 254 601 103 70 354 41 85SINJANI School Grade 1 learners screened 26 54 107 31 630 8 268 116 8 335 3 699 2 059SINJANI School Grade 8 learners screened 28 7 657 2 737 1 735 0 843 2 342 0SINJANI Contraceptive years equivalent 30 1 366 714 824 850 218 692 20 506 142 954 65 561 94 151SINJANI • Male sterilisations 30.1 615 469 71 3 45 9 18SINJANI • Female sterilisations 30.2 3 450 913 1 007 73 1 074 191 192SINJANI • Medroxyprogesterone injection 30.3 789 272 461 891 129 038 10 112 79 332 47 209 61 690SINJANI • Norethisterone enanthate injection 30.4 300 588 233 229 20 750 1 605 26 739 7 754 10 511SINJANI • Oral pill cycles 30.5 509 210 361 818 50 618 3 328 41 748 19 620 32 078SINJANI • IUCD inserted 30.6 3 208 2 187 455 4 446 48 68SINJANI • Subdermal implant 30.7 19 972 11 562 3 487 127 2 645 867 1 284SINJANI • Male condoms 30.8 114 157 641 68 867 323 18 445 909 1 904 270 11 336 742 5 532 647 8 070 750SINJANI • Female condoms 30.9 3 482 557 2 390 863 520 698 62 937 191 856 80 323 235 880StatsSA, February 2017 Female population 15 - 49 years 31 1 739 829 1 109 888 248 398 20 533 165 689 75 120 120 201SINJANI Cervical cancer screening in w oman 30 years and older 32 87 169 53 805 11 196 889 12 207 4 145 4 927StatsSA, February 2017 Female population 30 years and older ÷ 10 33 157 924 103 655 20 431 1 684 15 242 6 826 10 085SINJANI Girls 9 years and older that received HPV 1st dose 34 33 537 20 488 4 707 547 3 810 1 529 2 496SINJANI Girls 9 years and older that received HPV 2nd dose 36 32 178 18 891 4 973 562 3 764 1 478 2 510SINJANI Vitamin A dose 12 - 59 months 37 399 480 224 838 65 014 5 553 54 520 20 619 28 936StatsSA, February 2017 Population 12 - 59 months X 2 (Population 1 - 4 years X 2) 38 869 842 544 642 128 412 11 636 84 072 37 996 63 084SINJANI Infant exclusively breastfed at HepB 3rd dose 39 20 664 10 772 4 499 414 1 997 1 602 1 380SINJANI Maternal death in facility 40 67 47 8 0 8 0 4SINJANI Live births in facility 41 94 855 62 109 14 070 982 9 155 3 301 5 238SINJANI Inpatient death neonatal 42 834 543 131 11 68 36 45

SINJANI Delivery in facility (10-19 years)47 Not required to report Not required to report Not required to report Not required to report Not required to report Not required to report Not required to report

SINJANI Live births (BBA) 48 3 846 2 082 660 76 447 207 374SINJANI All births know n to facility 49 72 246 37 736 14 730 1 058 9 602 3 508 5 612

Data ElementSource Element ID

DTaP-IPV-HepB-Hib 3rd Dose

DTaP-IPV-HepB-Hib 3rd Dose - Measles 1st dose drop-out

Elements 15, 17 & 39: The hexavalent vaccine replaced the pentavalent vaccine and Hepatitis B vaccine in a phased in approach by March 2015

Infant exclusively breastfed at DTaP-IPV-HepB-Hib 3rd Dose




Table B 27: Situation analysis indicators for MCWH and Nutrition

Notes: Indicators 5, 6, 14, 15 and 18: Updated population figures were received from National Department of Health on 15 February 2017. Therefore all indicators with






2015/16 2015/16 2015/16 2015/16 2015/16 2015/16 2015/16

1 Antenatal 1st visit before 20 w eeks rate % 67.7% 63.8% 73.6% 73.3% 76.9% 78.7% 72.3%


2 Mother postnatal visit w ithin 6 days rate % 67.8% 76.3% 54.3% 26.0% 47.8% 67.4% 44.7%


3 Antenatal client start on ART rate % 77.5% 79.3% 69.8% 46.3% 65.6% 83.5% 88.4%


4 Infant 1st PCR test positive around 10 w eeks rate % 1.0% 0.9% 1.7% 4.3% 1.4% 0.6% 1.5%

Numerator 9 144 88 26 4 15 3 8 Denominator 10 13 978 10 299 1 527 93 1 036 504 519

5 Immunisation under 1 year coverage % 84.5% 88.6% 75.9% 71.0% 79.3% 86.5% 75.3%


6 Measles 2nd dose coverage % 82.2% 85.3% 74.2% 82.8% 84.8% 77.0% 70.7%


7 DTaP-IPV-HepB-Hib 3 - Measles 1st dose drop-out rate % -17.6% -23.6% -12.4% -16.8% -13.4% -16.3% -3.4%

Numerator 17 -11 529 -7 814 -1 553 -180 -1 134 -626 -222 Denominator 15 65 430 33 063 12 547 1 070 8 474 3 841 6 435

8 Diarrhoea case fatality rate % 0.1% 0.2% 0.1% 1.1% 0.0% 0.0% 0.0%

Numerator 18 13 9 2 2 - - - Denominator 19 8 685 4 951 1 736 179 775 348 696

9 Pneumonia case fatality rate % 0.3% 0.3% 0.5% 0.0% 0.8% 0.2% 0.2%

Numerator 20 36 21 7 - 6 1 1 Denominator 21 10 726 7 301 1 452 154 764 566 489

10 Severe acute malnutrition case fatality rate % 0.9% 1.0% 2.9% 0.0% 0.3% 0.0% 1.2%

Numerator 22 11 6 3 - 1 - 1 Denominator 23 1 254 601 103 70 354 41 85

11 School Grade 1 learners screened % 54 107 31 630 8 268 116 8 335 3 699 2 059

Element 2612 School Grade 8 learners screened % 7 657 2 737 1 735 - 843 2 342 -

Element 2813 Delivery in 10 to 19 years in facility rate % Not required to

reportNot required to






report

Numerator 47 - - - - - - -Denominator 6 94 342 62 075 14 101 1 003 8 922 3 186 5 055

14 Couple year protection rate (Int) % 78.6% 74.3% 88.0% 99.9% 86.3% 87.3% 78.3%

Numerator 30 1 366 714 824 850 218 692 20 506 142 954 65 561 94 151 Denominator 31 1 739 829 1 109 888 248 398 20 533 165 689 75 120 120 201

15 Cervical cancer screening coverage (annualised) % 55.2% 51.9% 54.8% 52.8% 80.1% 60.7% 48.9%


16 HPV 1st dose No 33 537 20 488 4 707 547 3 810 1 529 2 496

Element 3417 HPV 2nd dose No 32 178 18 891 4 973 562 3 764 1 478 2 510

Element 3618 Vitamin A 12 – 59 months coverage % 45.9% 41.3% 50.6% 47.7% 64.8% 54.3% 45.9%


19 Infant exclusively breastfed at DTaP-IPV-Hib-HBV 3rd dose rate % 31.6% 32.6% 35.9% 38.7% 23.6% 41.7% 21.4%


20 Maternal mortality in facility ratio 92.7 124.5 54.3 0.0 83.3 0.0 71.3

Numerator 40 67 47 8 - 8 - 4 Denominator / 100 000 49 0.722 0.377 0.147 0.011 0.096 0.035 0.056

21 Neonatal death in facility rate 8.8 8.7 9.3 11.2 7.4 10.9 8.6

Numerator 42 834 543 131 11 68 36 45 Denominator / 1 000 41 94.9 62.1 14.1 1.0 9.2 3.3 5.2


Element ID

No per 1000

No per 100 000


DTaP-IPV-HepB-Hib 3rd Dose - Measles 1st dose drop-out rate

Indicator 7 & 19: The hexavalent vaccine replaced the pentavalent vaccine and Hepatitis B vaccine in a phased in approach by March 2015

Infant exclusively breastfed at DTaP-IPV-HepB-Hib 3rd Dose rate




Table B 27: Situation analysis indicators for MCWH and Nutrition

Notes: Indicators 5, 6, 14, 15 and 18: Updated population figures were received from National Department of Health on 15 February 2017. Therefore all indicators with






2015/16 2015/16 2015/16 2015/16 2015/16 2015/16 2015/16

1 Antenatal 1st visit before 20 w eeks rate % 67.7% 63.8% 73.6% 73.3% 76.9% 78.7% 72.3%


2 Mother postnatal visit w ithin 6 days rate % 67.8% 76.3% 54.3% 26.0% 47.8% 67.4% 44.7%


3 Antenatal client start on ART rate % 77.5% 79.3% 69.8% 46.3% 65.6% 83.5% 88.4%


4 Infant 1st PCR test positive around 10 w eeks rate % 1.0% 0.9% 1.7% 4.3% 1.4% 0.6% 1.5%

Numerator 9 144 88 26 4 15 3 8 Denominator 10 13 978 10 299 1 527 93 1 036 504 519





7 DTaP-IPV-HepB-Hib 3 - Measles 1st dose drop-out rate % -17.6% -23.6% -12.4% -16.8% -13.4% -16.3% -3.4%

Numerator 17 -11 529 -7 814 -1 553 -180 -1 134 -626 -222 Denominator 15 65 430 33 063 12 547 1 070 8 474 3 841 6 435


Numerator 18 13 9 2 2 - - - Denominator 19 8 685 4 951 1 736 179 775 348 696


Numerator 20 36 21 7 - 6 1 1 Denominator 21 10 726 7 301 1 452 154 764 566 489


Numerator 22 11 6 3 - 1 - 1 Denominator 23 1 254 601 103 70 354 41 85

11 School Grade 1 learners screened % 54 107 31 630 8 268 116 8 335 3 699 2 059

Element 2612 School Grade 8 learners screened % 7 657 2 737 1 735 - 843 2 342 -

Element 2813 Delivery in 10 to 19 years in facility rate % Not required to







report

Numerator 47 - - - - - - -Denominator 6 94 342 62 075 14 101 1 003 8 922 3 186 5 055


Numerator 30 1 366 714 824 850 218 692 20 506 142 954 65 561 94 151 Denominator 31 1 739 829 1 109 888 248 398 20 533 165 689 75 120 120 201



16 HPV 1st dose No 33 537 20 488 4 707 547 3 810 1 529 2 496

Element 3417 HPV 2nd dose No 32 178 18 891 4 973 562 3 764 1 478 2 510



19 Infant exclusively breastfed at DTaP-IPV-Hib-HBV 3rd dose rate % 31.6% 32.6% 35.9% 38.7% 23.6% 41.7% 21.4%


20 Maternal mortality in facility ratio 92.7 124.5 54.3 0.0 83.3 0.0 71.3

Numerator 40 67 47 8 - 8 - 4 Denominator / 100 000 49 0.722 0.377 0.147 0.011 0.096 0.035 0.056

21 Neonatal death in facility rate 8.8 8.7 9.3 11.2 7.4 10.9 8.6



Element ID

No per 1000

No per 100 000



Table B 28: Data elements with actual and projected performance values for MCWH and Nutrition

Notes: Elements 12, 14, 31, 33 & 38: Updated population figures were received from National Department of Health on 15 February 2017. Therefore all indicators with

population-related denominators were updated accordingly. Due to restructuring in the City Of Cape Town, official sign-off of targets for the Metro district has not been received by the City Health Directorate. Table B 29: Provincial strategic objectives and annual targets for MCWH and Nutrition [DHS 15] Note: No provincial strategic objectives specified for MCWH and Nutrition.


2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20SINJANI Antenatal 1st visits before 20 w eeks 3 60 384 64 604 60 521 61 717 62 033 63 365 64 563SINJANI Antenatal 1st visit total 4 99 069 98 136 89 431 89 853 89 679 89 846 89 875SINJANI Mother postnatal visit w ithin 6 days after delivery 5 79 000 97 483 63 971 57 005 58 358 61 299 64 468SINJANI Delivery in facility total 6 95 337 96 990 94 342 92 411 92 017 91 693 91 693SINJANI Antenatal client start on ART 7 0 7 648 6 070 6 380 6 682 6 860 7 078SINJANI Antenatal client eligible for ART initiation 8 0 9 240 7 834 7 657 7 777 7 812 7 812SINJANI Infant 1st PCR test positive around 10 w eeks 9 242 190 144 114 113 110 107SINJANI Infant 1st PCR test around 10 w eeks 10 12 617 13 645 13 978 12 270 12 239 12 259 12 259SINJANI Immunised fully under 1 year new 11 89 202 93 542 89 942 86 616 88 487 90 832 92 966StatsSA, February 2017 Population under 1 year 12 112 544 109 341 106 452 105 107 105 655 106 547 107 293SINJANI Measles 2nd dose 13 75 502 79 473 88 873 102 640 80 377 81 389 82 607StatsSA, February 2017 Population aged 1 year 14 110 050 109 157 108 142 107 595 107 885 108 132 108 180SINJANI DTaP-IPV-Hib-HBV 3rd dose 15 90 964 99 463 65 430 87 421 91 346 92 414 93 537SINJANI DTaP-IPV/Hib to Measles1st dose drop-out 17 -1 710 2 657 -11 529 -26 958 4 215 3 604 2 954SINJANI Child under 5 years diarrhoea death 18 12 12 13 23 23 24 24SINJANI Child under 5 years diarrhoea admitted 19 7 528 7 704 8 685 8 433 8 446 8 470 8 470SINJANI Child under 5 years pneumonia death 20 27 32 36 33 33 33 33SINJANI Child under 5 years pneumonia admitted 21 6 395 7 445 10 726 8 102 8 386 8 403 8 403SINJANI Child under 5 years severe acute malnutrition death 22 14 18 11 6 5 4 4SINJANI Child under 5 years severe acute malnutrition admitted 23 634 986 1 254 954 956 951 951SINJANI School Grade 1 learners screened 26 0 44 271 54 107 53 601 58 765 65 061 71 088SINJANI School Grade 8 learners screened 28 0 439 7 657 8 530 8 860 9 826 10 692SINJANI Contraceptive years equivalent 30 1 513 073 1 603 947 1 366 714 1 345 517 1 365 909 1 400 655 1 429 193SINJANI • Male sterilisations 30.1 837 717 615 522 534 542 555SINJANI • Female sterilisations 30.2 7 412 6 795 3 450 6 030 6 168 6 358 6 470SINJANI • Medroxyprogesterone injection 30.3 859 995 809 528 789 272 799 006 814 233 832 130 849 986SINJANI • Norethisterone enanthate injection 30.4 328 898 316 020 300 588 301 865 305 142 308 914 312 792SINJANI • Oral pill cycles 30.5 477 189 528 250 509 210 498 509 505 107 513 967 522 147SINJANI • IUCD inserted 30.6 9 289 3 448 3 208 4 035 4 113 4 191 4 258SINJANI • Subdermal implant 30.7 0 66 456 19 972 13 828 13 988 14 345 14 643SINJANI • Male condoms 30.8 127 606 318 123 416 309 114 157 641 110 014 002 111 557 177 114 490 533 116 786 523SINJANI • Female condoms 30.9 2 852 235 3 411 989 3 482 557 3 262 728 3 321 420 3 487 492 3 661 865StatsSA, February 2017 Female population 15 - 49 years 31 1 696 117 1 718 275 1 739 829 1 760 157 1 776 513 1 791 700 1 806 366SINJANI Cervical cancer screening in w oman 30 years and older 32 87 397 89 162 87 169 86 789 94 183 99 129 103 854StatsSA, February 2017 Female population 30 years and older ÷ 10 33 150 375 154 021 157 924 162 461 166 812 171 087 175 296SINJANI Girls 9 years and older that received HPV 1st dose 34 0 33 644 33 537 36 135 36 155 37 960 39 547SINJANI Girls 9 years and older that received HPV 2nd dose 36 0 32 061 32 178 34 843 34 117 35 993 37 558SINJANI Vitamin A dose 12 - 59 months 37 378 972 402 264 399 480 421 038 432 324 452 660 473 179StatsSA, February 2017 Population 12 - 59 months X 2 (Population 1 - 4 years X 2) 38 855 248 864 158 869 842 872 334 874 218 873 396 870 798SINJANI Infant exclusively breastfed at HepB 3rd dose 39 14 411 24 957 20 664 24 956 31 297 33 673 36 251SINJANI Maternal death in facility 40 66 54 67 56 58 55 52SINJANI Live births in facility 41 96 273 97 496 94 855 92 927 92 569 92 764 92 764SINJANI Inpatient death neonatal 42 505 544 834 512 518 511 506SINJANI Delivery in facility (10-19 years) 47 0 0 0 0 8 027 7 385 6 845SINJANI Live births (BBA) 48 3 531 3 799 3 846 1 683 1 720 1 726 1 609SINJANI All births know n to facility 49 99 762 101 229 72 246 94 610 94 289 94 490 94 373


DTaP-IPV-HepB-Hib 3rd Dose

DTaP-IPV-HepB-Hib 3rd Dose - Measles 1st dose drop-out

Elements 15, 17 & 39: The hexavalent vaccine replaced the pentavalent vaccine and Hepatitis B vaccine in a phased in approach by March 2015

Infant exclusively breastfed at DTaP-IPV-HepB-Hib 3rd Dose





Table B 30: Performance Indicators for MCWH and Nutrition [DHS 16]

Notes: Due to restructuring in the City Of Cape Town, official sign-off of targets for the Metro district has not been received by the City Health Directorate. Indicators 5, 6, 14, 15 & 18: Updated population figures were received from National Department of Health on 15 February 2017. Therefore all indicators with



2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

1 Antenatal 1st visit before 20 weeks rate % 61.0% 65.8% 67.7% 68.7% 69.2% 70.5% 71.8%


2 Mother postnatal visit within 6 days rate % 82.9% 100.5% 67.8% 61.7% 63.4% 66.9% 70.3%


3 Antenatal client start on ART rate % Not required to report 82.8% 77.5% 83.3% 85.9% 87.8% 90.6%


4 Infant 1st PCR test positive around 10 weeks rate % 1.9% 1.4% 1.0% 0.9% 0.9% 0.9% 0.9%

Numerator 9 242 190 144 114 113 110 107 Denominator 10 12 617 13 645 13 978 12 270 12 239 12 259 12 259





7 DTaP-IPV-HepB-Hib 3 - Measles 1st dose drop-out rate % -1.9% 2.7% -17.6% -30.8% 4.6% 3.9% 3.2%

Numerator 17 -1 710 2 657 -11 529 -26 958 4 215 3 604 2 954 Denominator 15 90 964 99 463 65 430 87 421 91 346 92 414 93 537






Numerator 22 14 18 11 6 5 4 4 Denominator 23 634 986 1 254 954 956 951 951

11 School Grade 1 learners screened % Not required to report 44 271 54 107 53 601 58 765 65 061 71 088

Element 2612 School Grade 8 learners screened % Not required to report 439 7 657 8 530 8 860 9 826 10 692

Element 2813 Delivery in 10 to 19 years in facility rate % Not required to report Not required to report Not required to report 0.0% 8.7% 8.1% 7.5%

Numerator 47 - - - - 8 027 7 385 6 845 Denominator 6 - - - 92 411 92 017 91 693 91 693





16 HPV 1st dose No Not required to report 33 644 33 537 36 135 36 155 37 960 39 547

Element 3417 HPV 2nd dose No Not required to report 32 061 32 178 34 843 34 117 35 993 37 558



19 Infant exclusively breastfed at DTaP-IPV-Hib-HBV 3rd dose rate

% 15.8% 25.1% 31.6% 28.5% 34.3% 36.4% 38.8%


20 Maternal mortality in facility ratio No per 100 000

66.2 53.3 92.7 59.2 61.5 58.2 55.3


21 Neonatal death in facility rate No per 1000 5.2 5.6 8.8 5.5 5.6 5.5 5.5



Audited / Actual performance Medium term targetsPerformance indicator









Table B 30: Performance Indicators for MCWH and Nutrition [DHS 16]

Notes: Due to restructuring in the City Of Cape Town, official sign-off of targets for the Metro district has not been received by the City Health Directorate. Indicators 5, 6, 14, 15 & 18: Updated population figures were received from National Department of Health on 15 February 2017. Therefore all indicators with



2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

1 Antenatal 1st visit before 20 weeks rate % 61.0% 65.8% 67.7% 68.7% 69.2% 70.5% 71.8%


2 Mother postnatal visit within 6 days rate % 82.9% 100.5% 67.8% 61.7% 63.4% 66.9% 70.3%


3 Antenatal client start on ART rate % Not required to report 82.8% 77.5% 83.3% 85.9% 87.8% 90.6%


4 Infant 1st PCR test positive around 10 weeks rate % 1.9% 1.4% 1.0% 0.9% 0.9% 0.9% 0.9%






7 DTaP-IPV-HepB-Hib 3 - Measles 1st dose drop-out rate % -1.9% 2.7% -17.6% -30.8% 4.6% 3.9% 3.2%

Numerator 17 -1 710 2 657 -11 529 -26 958 4 215 3 604 2 954 Denominator 15 90 964 99 463 65 430 87 421 91 346 92 414 93 537






Numerator 22 14 18 11 6 5 4 4 Denominator 23 634 986 1 254 954 956 951 951

11 School Grade 1 learners screened % Not required to report 44 271 54 107 53 601 58 765 65 061 71 088

Element 2612 School Grade 8 learners screened % Not required to report 439 7 657 8 530 8 860 9 826 10 692

Element 2813 Delivery in 10 to 19 years in facility rate % Not required to report Not required to report Not required to report 0.0% 8.7% 8.1% 7.5%

Numerator 47 - - - - 8 027 7 385 6 845 Denominator 6 - - - 92 411 92 017 91 693 91 693





16 HPV 1st dose No Not required to report 33 644 33 537 36 135 36 155 37 960 39 547

Element 3417 HPV 2nd dose No Not required to report 32 061 32 178 34 843 34 117 35 993 37 558



19 Infant exclusively breastfed at DTaP-IPV-Hib-HBV 3rd dose rate

% 15.8% 25.1% 31.6% 28.5% 34.3% 36.4% 38.8%


20 Maternal mortality in facility ratio No per 100 000

66.2 53.3 92.7 59.2 61.5 58.2 55.3


21 Neonatal death in facility rate No per 1000 5.2 5.6 8.8 5.5 5.6 5.5 5.5



Audited / Actual performance Medium term targetsPerformance indicator


Quarterly Targets for 17/18 B 31: Quarterly Targets for MCWH and Nutrition for 2015/16 [DHS 13]

Notes: Due to restructuring in the City Of Cape Town, official sign-off of targets for the Metro district has not been received by the City Health Directorate.



1 Antenatal 1st visit before 20 w eeks rate Quarterly 69.2% 67.2% 68.8% 70.5% 70.3%

Numerator 3 62 033 14 952 15 910 15 316 15 855

Denominator 4 89 679 22 264 23 139 21 732 22 545

2 Mother postnatal visit w ithin 6 days rate Quarterly 63.4% 62.0% 63.9% 64.1% 63.7%

Numerator 5 58 358 14 321 14 724 14 706 14 609

Denominator 6 92 017 23 114 23 047 22 933 22 924

3 Antenatal client start on ART rate Quarterly 85.9% 85.7% 86.1% 86.0% 85.9%

Numerator 7 6 682 1 676 1 668 1 664 1 672

Denominator 8 7 777 1 956 1 938 1 934 1 947

4 Infant 1st PCR test positive around 10 w eeks rate Quarterly 0.9% 0.9% 0.9% 0.9% 0.9%

Numerator 9 113 28 29 28 27

Denominator 10 12 239 3 058 3 089 3 057 3 034

5 Immunisation under 1 year coverage Quarterly 83.8% 90.9% 91.0% 90.3% 91.1%

Numerator 11 88 487 22 134 22 163 22 004 22 187

Denominator 12 105 655 24 360 24 360 24 360 24 361

6 Measles 2nd dose coverage Quarterly 74.5% 78.2% 78.9% 79.5% 81.9%

Numerator 13 80 377 19 731 19 913 20 060 20 673

Denominator 14 107 885 25 239 25 239 25 240 25 239

7 DTaP-IPV-HepB-Hib 3 - Measles 1st dose drop-out rate Quarterly 4.6% 4.7% 4.7% 4.6% 4.5%

Numerator 17 4 215 1 056 1 062 1 055 1 042

Denominator 15 91 346 22 579 22 618 22 981 23 167

8 Diarrhoea case fatality rate Quarterly 0.3% 0.2% 0.3% 0.2% 0.3%

Numerator 18 23 5 7 5 6

Denominator 19 8 446 1 996 2 111 2 100 2 239

9 Pneumonia case fatality rate Quarterly 0.4% 0.5% 0.5% 0.3% 0.3%

Numerator 20 33 10 13 5 5

Denominator 21 8 386 2 140 2 391 1 903 1 952

10 Severe acute malnutrition case fatality rate Quarterly 0.5% 0.7% 0.9% 0.0% 0.4%


Denominator 23 956 279 228 220 230

11 School Grade 1 learners screened Quarterly 58 765 16 588 14 055 14 422 13 701

Element 2612 School Grade 8 learners screened Quarterly 8 860 2 631 2 056 2 179 1 996

Element 2813 Delivery in 10 to 19 years in facility rate Quarterly 8.7% 8.7% 8.7% 8.8% 8.8%

Numerator 47 8 027 2 004 2 007 2 009 2 006

Denominator 6 92 017 23 117 23 050 22 933 22 918

14 Couple year protection rate (Int) Quarterly 76.9% 76.2% 76.2% 76.2% 76.2%

Numerator 30 1 365 909 341 460 341 427 341 487 341 534

Denominator 31 1 776 513 447 919 447 919 447 920 447 919

15 Cervical cancer screening coverage (annualised) Quarterly 56.5% 54.4% 58.6% 56.2% 53.3%

Numerator 32 94 183 23 018 24 813 23 775 22 576

Denominator 33 166 812 42 332 42 335 42 334 42 334

16 HPV 1st dose Annual 36 155 36 155 0 0 0

Element 3417 HPV 2nd dose Annual 34 117 0 34 117 0 0

Element 3618 Vitamin A 12 – 59 months coverage Quarterly 49.5% 51.0% 52.0% 51.5% 52.4%

Numerator 37 432 324 106 603 108 638 107 660 109 425

Denominator 38 874 218 208 993 208 994 208 994 208 995

19 Infant exclusively breastfed at DTaP-IPV-Hib-HBV 3rd dose rate Quarterly 34.3% 34.3% 34.2% 34.2% 34.3%

Numerator 39 31 297 7 799 7 870 7 869 7 761

Denominator 15 91 346 22 745 22 990 23 006 22 604

20 Maternal mortality in facility ratio Quarterly 61.5 54.1 58.3 54.1 79.5

Numerator 40 58 13 14 13 19

Denominator / 100 000 49 0.943 0.236 0.236 0.236 0.236

21 Neonatal death in facility rate Quarterly 5.6 5.5 5.6 5.6 5.7

Numerator 42 518 128 129 129 131

Denominator / 1 000 41 92.57 23.14 23.14 23.14 23.14


Programme performance indicator Quarterly targetsData source / Element ID

Indicators 5, 6, 14, 15 &18: Updated population figures were received from National Department of Health on 15 February 2017. Therefore all indicators with population-related denominators were updated accordingly.

Disease Prevention & Control



Notes: Element 7: Updated population figures were received from National Department of Health on 15 February 2017. Therefore all indicators with population-related


Table B 33: Situation Analysis Indicators for Disease Prevention and Control [DHS 18]

Notes: Indicator 1: Updated population figures were received from National Department of Health on 15 February 2017. Therefore all indicators with population-related

denominators were updated accordingly. Strategic Objectives - Annual Targets

Table B 34: Data Elements with Actual and Projected Performance Values for Disease Prevention and Control


denominators were updated accordingly. Table B 35: Provincial strategic objectives and annual targets for Disease Prevention and Control [DHS19] Note: No provincial strategic objectives specified for Disease Prevention and Control.


Table B 36: Performance indicators for Disease Prevention and Control [DHS 20] Notes:

Indicator 1: Updated population figures were received from National Department of Health on 15 February 2017. Therefore all indicators with population-related denominators were updated accordingly.



2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20SINJANI Cataract surgery total 6 7 692 7 929 7 684 8 326 8 528 8 984 9 447StatsSA, February 2017 Uninsured population 7 4 500 621 4 585 791 4 670 628 4 757 618 4 844 989 4 927 906 4 982 413CDC.xlsm or SINJANI Deaths from malaria 8 2 3 0 2 2 2 2CDC.xlsm or SINJANI Malaria cases reported 9 123 186 110 165 168 170 171




Eden District


2015/16 2015/16 2015/16 2015/16 2015/16 2015/16 2015/16SINJANI Cataract surgery total 6 7 684 5 503 1 369 74 738 0 0StatsSA (Household Survey) Uninsured population 7 4 670 628 3 056 296 595 646 53 422 504 483 198 613 262 169CDC.xlsm or SINJANI Deaths from malaria 8 0 0 0 0 0 0 0CDC.xlsm or SINJANI Malaria cases reported 9 110 68 8 0 18 7 9

Source Data Element Element ID





2015/16 2015/16 2015/16 2015/16 2015/16 2015/16 2015/16

1 Cataract surgery rate No per million

1 645 1 801 2 298 1 385 1 463 - -

Numerator 6 7 684 5 503 1 369 74 738 - - Denominator / 1 000 000 7 4.671 3.056 0.596 0.053 0.504 0.199 0.262

2 Malaria case fatality rate % 0.0% 0.0% 0.0% Not required to report

0.0% 0.0% 0.0%

Numerator 8 - - - - - - - Denominator 9 110 68 8 - 18 7 9


Element ID



2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

1 Cataract surgery rate No per million 1 709 1729 1645 1750 1760 1823 1896

Numerator 6 7 692 7 929 7 684 8 326 8 528 8 984 9 447 Denominator / 1 000 000 7 4.501 4.586 4.671 4.758 4.845 4.928 4.982

2 Malaria case fatality rate % 1.6% 1.6% 0.0% 1.2% 1.2% 1.2% 1.2%

Numerator 8 2 3 - 2 2 2 2 Denominator 9 123 186 110 165 168 170 171

Medium term targetsData source / Element IDPerformance indicator






























Eden District








2015/16 2015/16 2015/16 2015/16 2015/16 2015/16 2015/16


1 645 1 801 2 298 1 385 1 463 - -



0.0% 0.0% 0.0%



Element ID



2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20





























Eden District








2015/16 2015/16 2015/16 2015/16 2015/16 2015/16 2015/16


1 645 1 801 2 298 1 385 1 463 - -



0.0% 0.0% 0.0%



Element ID



2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20
































Eden District








2015/16 2015/16 2015/16 2015/16 2015/16 2015/16 2015/16


1 645 1 801 2 298 1 385 1 463 - -



0.0% 0.0% 0.0%



Element ID



2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20





























Eden District








2015/16 2015/16 2015/16 2015/16 2015/16 2015/16 2015/16


1 645 1 801 2 298 1 385 1 463 - -



0.0% 0.0% 0.0%



Element ID



2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20








Table B 37: Quarterly Targets for Disease Prevention and Control for 2015/16 [DHS 21]




Table B 38: Summary of payments and estimates – Programme 2: District Health Services

Notes

Sub-programme 2.6: 2017/18 National Conditional grant: Comprehensive HIV and AIDS – R1 454 773 000 (Compensation of employees

R446 284 000; Goods and services R669 472 000, Transfers and subsidies R338 781 000 and Payments for capital assets

R236 000).



1 Cataract surgery rate Quarterly 1760 1763 1736 1880 1661

Numerator 6 8528 2 136 2 103 2 278 2 012

Denominator / 1 000 000 7 4.845 1.211 1.211 1.211 1.211

2 Malaria case fatality rate Annual 1.2% 0.0% 2.6% 0.0% 1.9%


Denominator 9 168 39 39 39 53





% Change from

Revised estimate

2013/14 2014/15 2015/16 2016/17 2016/17 2016/17 2017/18 2016/17 2018/19 2019/20District Management 273 897 306 284 317 524 341 455 342 112 347 311 403 232 16.10 423 820 448 586 Community Health Clinics 958 255 1 036 408 1 079 406 1 170 680 1 174 100 1 172 273 1 241 524 5.91 1 322 360 1 391 954 Community Health Centres 1 315 348 1 496 331 1 679 765 1 862 828 1 857 488 1 823 014 2 049 840 12.44 2 144 616 2 263 350 Community Based Services 163 891 174 671 196 777 193 787 193 785 200 804 213 027 6.09 223 783 234 590 Other Community Services 1 1 1 1 1 1 HIV/Aids 927 547 1 082 792 1 208 872 1 341 104 1 389 104 1 389 104 1 532 363 10.31 1 727 489 1 908 051 Nutrition 35 606 36 223 41 305 44 087 44 087 45 643 46 381 1.62 48 571 51 233 Coroner Services 1 1 1 1 1 1 District Hospitals 2 210 739 2 512 441 2 735 939 2 872 373 2 883 387 2 927 631 3 138 102 7.19 3 285 638 3 465 850 Global Fund 153 979 122 123 93 292 35 172 30 676 94 530 208.16 89 846 1

6 039 262 6 767 273 7 352 880 7 826 316 7 919 237 7 936 458 8 719 001 9.86 9 266 125 9 763 617

1.

Revised estimate


Main appro-priation


Outcome

5.

Sub-programmeR'000

7. 8.

2.

4. 3.

9.

6.

10.





Table B 39: Payments and estimates by economic classification – Programme 2: District Health Services


Programme 2 is allocated 40.22 per cent of the vote in 2017/18 in comparison to the 39.40 per cent allocated

in the revised estimate of the 2016/17 budget. This amounts to a nominal increase of R782.543 million or 9.86 per

cent.

Sub-programmes 2.1 – 2.5, Primary Health Care Services, is allocated 44.82 per cent of the Programme 2

allocation in 2017/18 in comparison to the 44.65 per cent that was allocated in the revised estimate of the

2016/17 budget. This amounts to an increase of R364.221 million or 10.28 per cent.


% C hange fro m

R evised est imate


Salaries and wages 2 913 860 3 241 746 3 555 275 3 842 801 3 848 348 3 886 143 4 171 398 7.34 4 395 095 4 633 625 Social contributions 380 923 412 674 477 146 527 310 527 411 514 492 573 864 11.54 611 954 653 608


23 2 17 28 28 1 881 4 291 6 534 6 858 6 623 6 730 5 996 (10.91) 6 575 7 157

15 079 15 094 14 100 17 182 17 255 16 056 18 143 13.00 18 957 20 093 402 820 443 1 086 474 560 18.14 560

2 304 1 123 1 363 1 996 2 995 2 798 3 556 27.09 3 962 4 011 30 112 29 614 33 394 35 498 35 558 33 554 36 745 9.51 38 430 40 748 4 686 4 265 2 898 6 179 6 179 3 568 5 266 47.59 5 486 5 800 5 714 6 971 6 262 4 594 13 968 12 269 11 143 (9.18) 11 594 6 464

299 591 327 732 319 559 354 434 351 034 336 040 374 368 11.41 405 545 435 841

32 245 42 807 48 591 52 675 104 961 120 294 117 621 (2.22) 124 871 133 573 252 884 263 333 260 127 242 142 246 885 248 191 244 543 (1.47) 255 549 270 887

62 19 12 98 98 41 99 141.46 101 106 25 379 27 260 28 265 29 930 30 067 28 042 31 915 13.81 33 982 35 772

33 888 36 718 34 463 38 635 38 635 36 963 36 270 (1.87) 38 198 40 673 1 467 2 301 3 130 2 627 2 627 3 657 3 163 (13.51) 3 301 3 497

284 256 334 753 376 035 385 656 388 321 391 410 450 255 15.03 482 465 518 139 674 322 769 742 837 734 908 354 944 812 937 070 1 101 694 17.57 1 197 817 1 289 164

21 771 23 575 23 199 13 489 13 489 1 857 4 478 141.14 4 677 4 955 75 786 87 655 98 906 97 865 100 073 103 527 104 764 1.19 109 479 116 054 36 296 40 513 41 224 44 941 45 050 51 518 48 730 (5.41) 51 077 54 041

9 906 11 501 11 991 13 767 13 767 12 116 14 034 15.83 14 663 15 548 182 750 221 481 251 755 273 464 272 792 284 706 297 635 4.54 311 033 329 710

1 045 1 026 1 128 1 303 1 303 1 065 1 356 27.32 1 417 1 502

12 453 14 535 13 569 15 735 15 932 14 211 16 306 14.74 17 345 17 697 9 349 8 344 11 605 15 544 13 898 13 204 13 251 0.36 15 178 16 066 4 656 4 675 4 487 4 452 5 308 4 458 5 568 24.90 6 793 7 258

515 141 110 236 452 491 519 5.70 573 627 1 838 6 333 15 900 16 179 16 179 15 251 16 814 10.25 17 569 18 622

T ransfers and subsidies to 649 430 717 331 782 741 798 044 772 588 767 757 922 068 20.10 991 375 988 934 Provinces and municipalities 354 525 396 459 432 972 448 512 461 878 461 878 520 665 12.73 565 856 604 975


Departmental agencies and accounts 102 144 136 141 13 (100.00) 102 144 136 141 13 (100.00)

102 144 136 141 13 (100.00) Non-profit institutions 282 636 303 935 335 177 333 534 294 820 292 436 384 442 31.46 407 627 365 352

Households 12 167 16 793 14 456 15 857 15 890 13 430 16 961 26.29 17 892 18 607 Social benefits 12 080 15 907 14 382 15 389 15 422 12 916 16 460 27.44 17 364 18 058 Other transfers to households 87 886 74 468 468 514 501 (2.53) 528 549

P ayments fo r capital assets 73 536 107 260 89 867 74 300 81 515 87 792 86 879 (1.04) 90 504 93 445 Buildings and other fixed structures 16 543 10 69

Buildings 16 543 10 69 M achinery and equipment 56 861 107 250 89 711 74 300 81 461 87 738 86 879 (0.98) 90 504 93 445

Transport equipment 33 936 48 078 46 808 36 273 36 273 43 060 46 960 9.06 49 477 52 149 Other machinery and equipment 22 925 59 172 42 903 38 027 45 188 44 678 39 919 (10.65) 41 027 41 296

132 87 54 54 (100.00) P ayments fo r f inancial assets 853 1 638 1 050 713 (100.00)




Outco me


A djusted appro -

priat io n

Computer services

Catering: Departmental activities

Contractors

R evised est imate


Agency and support/outsourced services

Consumable suppliesConsumable: Stationery, printing and office suppliesOperating leases

Consultants and professional services: Business and advisory servicesLaboratory services


Other

EntertainmentFleet services (including government motor transport)

Communication (G&S)

Property payments

Inventory: M aterials and Inventory: Food and food

Inventory: M edical suppliesInventory: M edicineInventory: Other supplies

Transport provided: Departmental activityTravel and subsistenceTraining and developmentOperating paymentsVenues and facilities


Rental and hiring




Table B 39: Payments and estimates by economic classification – Programme 2: District Health Services


Programme 2 is allocated 40.22 per cent of the vote in 2017/18 in comparison to the 39.40 per cent allocated

in the revised estimate of the 2016/17 budget. This amounts to a nominal increase of R782.543 million or 9.86 per

cent.

Sub-programmes 2.1 – 2.5, Primary Health Care Services, is allocated 44.82 per cent of the Programme 2

allocation in 2017/18 in comparison to the 44.65 per cent that was allocated in the revised estimate of the

2016/17 budget. This amounts to an increase of R364.221 million or 10.28 per cent.


% C hange fro m

R evised est imate




23 2 17 28 28 1 881 4 291 6 534 6 858 6 623 6 730 5 996 (10.91) 6 575 7 157

15 079 15 094 14 100 17 182 17 255 16 056 18 143 13.00 18 957 20 093 402 820 443 1 086 474 560 18.14 560

2 304 1 123 1 363 1 996 2 995 2 798 3 556 27.09 3 962 4 011 30 112 29 614 33 394 35 498 35 558 33 554 36 745 9.51 38 430 40 748 4 686 4 265 2 898 6 179 6 179 3 568 5 266 47.59 5 486 5 800 5 714 6 971 6 262 4 594 13 968 12 269 11 143 (9.18) 11 594 6 464

299 591 327 732 319 559 354 434 351 034 336 040 374 368 11.41 405 545 435 841

32 245 42 807 48 591 52 675 104 961 120 294 117 621 (2.22) 124 871 133 573 252 884 263 333 260 127 242 142 246 885 248 191 244 543 (1.47) 255 549 270 887

62 19 12 98 98 41 99 141.46 101 106 25 379 27 260 28 265 29 930 30 067 28 042 31 915 13.81 33 982 35 772

33 888 36 718 34 463 38 635 38 635 36 963 36 270 (1.87) 38 198 40 673 1 467 2 301 3 130 2 627 2 627 3 657 3 163 (13.51) 3 301 3 497

284 256 334 753 376 035 385 656 388 321 391 410 450 255 15.03 482 465 518 139 674 322 769 742 837 734 908 354 944 812 937 070 1 101 694 17.57 1 197 817 1 289 164

21 771 23 575 23 199 13 489 13 489 1 857 4 478 141.14 4 677 4 955 75 786 87 655 98 906 97 865 100 073 103 527 104 764 1.19 109 479 116 054 36 296 40 513 41 224 44 941 45 050 51 518 48 730 (5.41) 51 077 54 041

9 906 11 501 11 991 13 767 13 767 12 116 14 034 15.83 14 663 15 548 182 750 221 481 251 755 273 464 272 792 284 706 297 635 4.54 311 033 329 710

1 045 1 026 1 128 1 303 1 303 1 065 1 356 27.32 1 417 1 502

12 453 14 535 13 569 15 735 15 932 14 211 16 306 14.74 17 345 17 697 9 349 8 344 11 605 15 544 13 898 13 204 13 251 0.36 15 178 16 066 4 656 4 675 4 487 4 452 5 308 4 458 5 568 24.90 6 793 7 258

515 141 110 236 452 491 519 5.70 573 627 1 838 6 333 15 900 16 179 16 179 15 251 16 814 10.25 17 569 18 622

T ransfers and subsidies to 649 430 717 331 782 741 798 044 772 588 767 757 922 068 20.10 991 375 988 934 Provinces and municipalities 354 525 396 459 432 972 448 512 461 878 461 878 520 665 12.73 565 856 604 975


Departmental agencies and accounts 102 144 136 141 13 (100.00) 102 144 136 141 13 (100.00)

102 144 136 141 13 (100.00) Non-profit institutions 282 636 303 935 335 177 333 534 294 820 292 436 384 442 31.46 407 627 365 352

Households 12 167 16 793 14 456 15 857 15 890 13 430 16 961 26.29 17 892 18 607 Social benefits 12 080 15 907 14 382 15 389 15 422 12 916 16 460 27.44 17 364 18 058 Other transfers to households 87 886 74 468 468 514 501 (2.53) 528 549

P ayments fo r capital assets 73 536 107 260 89 867 74 300 81 515 87 792 86 879 (1.04) 90 504 93 445 Buildings and other fixed structures 16 543 10 69

Buildings 16 543 10 69 M achinery and equipment 56 861 107 250 89 711 74 300 81 461 87 738 86 879 (0.98) 90 504 93 445


132 87 54 54 (100.00) P ayments fo r f inancial assets 853 1 638 1 050 713 (100.00)




Outco me


A djusted appro -

priat io n

Computer services

Catering: Departmental activities

Contractors

R evised est imate




Consultants and professional services: Business and advisory servicesLaboratory services


Other


Communication (G&S)

Property payments

Inventory: M aterials and Inventory: Food and food

Inventory: M edical suppliesInventory: M edicineInventory: Other supplies

Transport provided: Departmental activityTravel and subsistenceTraining and developmentOperating paymentsVenues and facilities


Rental and hiring

Sub-programme 2.6: HIV and AIDS is allocated 17.57 per cent of the Programme 2 allocation in 2017/18 in

comparison to the 17.50 per cent allocated in the revised estimate of the 2016/17 budget. This amounts to an

increase of R143.259 million or 10.31 per cent.

Sub-programme 2.7: Nutrition is allocated 0.53 per cent of the Programme 2 allocation in 2017/18 in comparison

to the 0.58 per cent of the revised estimate of the 2016/17 budget. This amounts to a nominal increase of 1.62

per cent or R738 000.

Sub-programme 2.9: District hospitals are allocated 35.99 per cent of the Programme 2 allocation in 2017/18, in


increase of 7.19 per cent or R210.471 million.

Sub-programme 2.10: After re-implementation the Global Fund are allocated 1.08 per cent of the Programme

2 allocation in 2017/18, in comparison to the 0.39 per cent allocated in the revised estimate of the 2016/17

budget. This amounts to an increase of 208.16 per cent or R63.854 million. These funds are earmarked for a

project in Klipfontein / Mitchells Plain together with the Western Cape Education Department.

Risk Management

RISK 1 Fragmented PHC Services

Mitigating Factors

Develop and manage the SLA for better, co-ordinated services within the Metro.

Advocate for provincialisation through technical support of the political process.

Use opportunities in specific instances to provincialise the service where feasible.


Mitigating Factors Monitor stock levels at district and facility levels. Monitor vaccine supply. Strengthen ability to move vaccine stock between facilities.


Mitigating Factors

Safety guidelines and protocols that empower staff to make decisions around their own safety.

Raise employee awareness on safety in the workplace. Ensuring optimal security measures are in place at health facilities. Engage the SAPS and community safety stakeholders on ways in which

closer collaboration and interagency partnerships could assist in securing the physical safety of staff.

RISK 4 Vandalism and theft




Mitigating Factors

Installation of vandal-proof infrastructure including fixtures and fittings, as far as possible.

Improve security services and contract management of security at facility level.

Increase public awareness to create ownership by communities.


Mitigating Factors Monitor expenditure regularly against budget. Ensure cost containment and efficiency measures are in place. Tight control of the filling of posts.














Risk Management


Mitigating Factors







Mitigating Factors








Mitigating Factors

Installation of vandal-proof infrastructure including fixtures and fittings, as far as possible.

Improve security services and contract management of security at facility level.

Increase public awareness to create ownership by communities.


Mitigating Factors Monitor expenditure regularly against budget. Ensure cost containment and efficiency measures are in place. Tight control of the filling of posts.

Programme 3: Emergency Medical Services

Purpose

To render pre-hospital emergency medical services including inter-hospital transfers, and planned patient

transport; including clinical governance and co-ordination of emergency medicine within the Provincial Health

Department

Structure

Sub-Programme 3.1: Emergency Transport

To render emergency medical services including ambulance services, special operations, communications and

air ambulance services

Sub-Programme 3.2: Planned Patient Transport

To render planned patient transport including local outpatient transport (within the boundaries of a given town

or local area) and inter-city or town outpatient transport (into referral centres)


Access to safe and efficient Emergency Medical Services for both patients and staff.

Improved service delivery through integrated services for maximum impact.

To ensure registration and licensing of ambulances as per the regulations to the National Health Act, 2003.



Source Data ElementProvince

wide valueCape Town

District

Cape Winelands

District


Eden District

Overberg District

West Coast District

2015/16 2015/16 2015/16 2015/16 2015/16 2015/16 2015/16WCG Health EMS ambulance licensing database

WCG: Health operational ambulances registered and licensed as per the National Ambulance Act








CAD system EMS P1 urban response under 15 minutes 2 138 444 86 903 14 219 3 848 20 291 4 374 8 809

CAD system EMS P1 urban calls (responses) 3 224 462 153 291 22 627 4 394 24 946 6 544 12 660

CAD system EMS P1 rural response under 40 minutes 4 15 713 111 2 973 802 4 247 2 113 5 467

CAD system EMS P1 rural calls (responses) 5 19 497 139 3 652 1 239 4 999 2 655 6 813

CAD system EMS inter-facility transfer 6 210 116 155 220 19 595 2 220 12 504 9 159 11 418

CAD system EMS clients total 7 520 113 263 769 80 300 14 385 74 490 35 841 51 328

CAD system Patients transported by ambulance (EMS emergency cases)

8 520 113 263 769 80 300 14 385 74 490 35 841 51 328

Element ID














Risk Management


Mitigating Factors







Mitigating Factors








Table B 41: Situation Analysis Indicators for EMS [EMS 1]

Notes

Indicator 2: Responses in the Cape Town District serviced farming areas located in or around the city. This, together with the relatively low call volume translates into a better resourced service when compared to other rural districts. The extended time allocation (namely 40 minutes) further facilitates this achievement.


Table B 42: Data elements with actual and projected performance values for Emergency Medical Services

Notes Element ID 2: From 2012/13 onwards, rostered ambulances include volunteer hours worked by ambulance personnel. These were previously excluded.

Table B 43: Provincial strategic objectives and annual targets for Emergency Medical Services [EMS 2]

Notes Indicator 1.1.1: This is a new indicator and based on current proposed legislation for licensing of emergency vehicles. Changes in this legislation may affect

the setting of this target based on new or additional requirements.


Table B 44: Performance Indicators for Emergency Medical Services [EMS 3]

TypeProvince

wide valueCape Town

District

Cape Winelands

District


Eden District

Overberg District

West Coast District

2015/16 2015/16 2015/16 2015/16 2015/16 2015/16 2015/16SECTOR SPECIFIC INDICATORS1. EMS P1 urban response under 15 minutes

rateQuarterly % 61.7% 56.7% 62.8% 87.6% 81.3% 66.8% 69.6%

Numerator 2 138 444 86 903 14 219 3 848 20 291 4 374 8 809

Denominator 3 224 462 153 291 22 627 4 394 24 946 6 544 12 660

2. EMS P1 rural response under 40 minutes rate Quarterly % 80.6% 79.9% 81.4% 64.7% 85.0% 79.6% 80.2%

Numerator 4 15 713 111 2 973 802 4 247 2 113 5 467

Denominator 5 19 497 139 3 652 1 239 4 999 2 655 6 813

3. EMS inter-facility transfer rate Quarterly % 40.4% 58.8% 24.4% 15.4% 16.8% 25.6% 22.2%

Numerator 6 210 116 155 220 19 595 2 220 12 504 9 159 11 418

Denominator 7 520 113 263 769 80 300 14 385 74 490 35 841 51 328

ADDITIONAL PROVINCIAL INDICATORS4. Total number of EMS emergency cases Quarterly No 520 113 263 769 80 300 14 385 74 490 35 841 51 328

Element 8

Programme performance indicatorFrequency

Data source /

Element ID







248 248 248 248



CAD system EMS P1 rural response under 40 minutes 4 25 234 23 972 15 713 14 118 10 298 10 533 10 770

CAD system EMS P1 rural calls (responses) 5 29 588 28 844 19 497 17 780 13 036 13 166 13 297




8 514 901 515 237 520 113 528 044 533 324 538 657 544 044





2019/20 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

1.1 1.1.1 Number of WCG: Health operational ambulances registered and licensed




248 248 248 248

Denominator 1

STRATEGIC GOAL: Embed good governance and values-driven leadership practices.

Data source /

Element ID


Ensure registration and licensing of ambulances as per the statutory requirements.



rateQuarterly % 70.9% 61.0% 61.7% 58.2% 65.0% 66.0% 67.0%

Numerator 2 130 899 112 100 138 444 122 645 77 908 79 898 81 920

Denominator 3 184 584 183 694 224 462 210 688 119 859 121 058 122 269


Numerator 4 25 234 23 972 15 713 14 118 10 298 10 533 10 770

Denominator 5 29 588 28 844 19 497 17 780 13 036 13 166 13 297


Numerator 6 169 450 176 945 210 116 203 306 203 306 205 339 207 392

Denominator 7 514 901 786 726 520 113 528 044 533 324 538 657 544 044


Element 8


Element ID





Table B 41: Situation Analysis Indicators for EMS [EMS 1]

Notes

Indicator 2: Responses in the Cape Town District serviced farming areas located in or around the city. This, together with the relatively low call volume translates into a better resourced service when compared to other rural districts. The extended time allocation (namely 40 minutes) further facilitates this achievement.


Table B 42: Data elements with actual and projected performance values for Emergency Medical Services

Notes Element ID 2: From 2012/13 onwards, rostered ambulances include volunteer hours worked by ambulance personnel. These were previously excluded.

Table B 43: Provincial strategic objectives and annual targets for Emergency Medical Services [EMS 2]

Notes Indicator 1.1.1: This is a new indicator and based on current proposed legislation for licensing of emergency vehicles. Changes in this legislation may affect

the setting of this target based on new or additional requirements.


Table B 44: Performance Indicators for Emergency Medical Services [EMS 3]

TypeProvince

wide valueCape Town

District

Cape Winelands

District


Eden District

Overberg District

West Coast District


rateQuarterly % 61.7% 56.7% 62.8% 87.6% 81.3% 66.8% 69.6%

Numerator 2 138 444 86 903 14 219 3 848 20 291 4 374 8 809

Denominator 3 224 462 153 291 22 627 4 394 24 946 6 544 12 660


Numerator 4 15 713 111 2 973 802 4 247 2 113 5 467

Denominator 5 19 497 139 3 652 1 239 4 999 2 655 6 813


Numerator 6 210 116 155 220 19 595 2 220 12 504 9 159 11 418

Denominator 7 520 113 263 769 80 300 14 385 74 490 35 841 51 328


Element 8


Data source /

Element ID







248 248 248 248



CAD system EMS P1 rural response under 40 minutes 4 25 234 23 972 15 713 14 118 10 298 10 533 10 770

CAD system EMS P1 rural calls (responses) 5 29 588 28 844 19 497 17 780 13 036 13 166 13 297




8 514 901 515 237 520 113 528 044 533 324 538 657 544 044





2019/20 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

1.1 1.1.1 Number of WCG: Health operational ambulances registered and licensed




248 248 248 248

Denominator 1


Data source /

Element ID


Ensure registration and licensing of ambulances as per the statutory requirements.



rateQuarterly % 70.9% 61.0% 61.7% 58.2% 65.0% 66.0% 67.0%

Numerator 2 130 899 112 100 138 444 122 645 77 908 79 898 81 920

Denominator 3 184 584 183 694 224 462 210 688 119 859 121 058 122 269


Numerator 4 25 234 23 972 15 713 14 118 10 298 10 533 10 770

Denominator 5 29 588 28 844 19 497 17 780 13 036 13 166 13 297


Numerator 6 169 450 176 945 210 116 203 306 203 306 205 339 207 392

Denominator 7 514 901 786 726 520 113 528 044 533 324 538 657 544 044


Element 8


Element ID



Table B 45: Quarterly targets for Emergency Medical Services for 2016/17 [EMS 4]


Table B 46: Summary of payments and estimates – Programme 3: Emergency Medical Services



1.1.1 Number of WCG: Health operational ambulances registered and licensed

Annual 248 - - - 248

Denominator 1





1. EMS P1 urban response under 15 minutes rate Quarterly 65.0% 65.0% 65.0% 65.0% 65.0%

Numerator 2 77 908 19 477 19 477 19 477 19 477

Denominator 3 119 859 29 965 29 965 29 965 29 964

2. EMS P1 rural response under 40 minutes rate Quarterly 79.0% 79.0% 79.0% 79.0% 79.0%

Numerator 4 10 298 2 575 2 575 2 575 2 573

Denominator 5 13 036 3 259 3 259 3 259 3 259

3. EMS inter-facility transfer rate Quarterly 38.1% 38.1% 38.1% 38.1% 38.1%

Numerator 6 203 306 50 827 50 827 50 827 50 825

Denominator 7 533 324 133 331 133 331 133 331 133 331

4. Total number of EMS emergency cases Quarterly 533 324 133 331 133 331 133 331 133 331

Element 8




Quarterly targets


% Change from

Revised estimate

2013/14 2014/15 2015/16 2016/17 2016/17 2016/17 2017/18 2016/17 2018/19 2019/20

Emergency Transport 755 571 812 615 850 341 915 165 915 151 906 251 952 625 5.12 999 597 1 055 618 Planned Patient Transport 64 177 68 038 80 791 82 737 82 737 87 771 81 829 (6.77) 86 465 91 561

819 748 880 653 931 132 997 902 997 888 994 022 1 034 454 4.07 1 086 062 1 147 179

1.

Sub-programmeR'000

Outcome

2.

Revised estimate


Main appro-priation






Table B 47: Payments and estimates by economic classification – Programme 3: Emergency Medical Services


Programme 3: Emergency Medical Services is allocated 4.77 per cent of the vote in 2017/18 in comparison to

the 4.93 per cent allocated in the revised estimate of the 2016/17 budget. This amounts to a nominal increase

of R40.432 million or 4.07 per cent.


% C hange fro m

R evised est imate

2013/ 14 2014/ 15 2015/ 16 2016/ 17 2016/ 17 2016/ 17 2017/ 18 2016/ 17 2018/ 19 2019/ 20

C urrent payments 722 184 754 826 791 628 879 614 898 442 889 433 949 951 6.80 996 770 1 052 815 Compensation of employees 486 359 507 873 540 269 590 602 590 602 594 078 639 948 7.72 670 731 706 952



792 1 894 647 2 358 2 358 2 358 2 540 7.72 2 654 2 814 172 8 86 216 216 220 232 5.45 241 255

6 365 6 421 6 656 8 091 8 091 7 855 8 717 10.97 9 109 9 655 50 1 62 62 67 70 74

120 77 44 37 37 87 40 (54.02) 42 45

93 121 89 557 87 398 99 476 128 840 108 990 124 088 13.85 129 671 137 451 472 411 500 659 659 746 710 (4.83) 741 785

3 4 2 3 3 2 3 50.00 3 3 106 947 111 437 116 822 131 128 120 592 123 619 122 994 (0.51) 130 619 138 718

1 097 1 334 2 104 1 714 1 714 3 855 1 847 (52.09) 1 928 2 045 6 760 8 365 10 801 10 131 10 131 12 725 10 911 (14.26) 11 402 12 085 563 512 524 919 919 1 029 992 (3.60) 1 038 1 101 10 11 (100.00)

7 873 11 938 10 116 16 094 16 094 14 591 17 336 18.81 18 114 19 199 1 432 2 504 2 523 2 931 2 931 2 813 3 158 12.26 3 300 3 497

2 370 3 118 1 647 3 790 3 790 1 153 4 084 254.21 4 269 4 525 5 361 6 508 8 034 8 126 8 126 10 546 8 755 (16.98) 9 148 9 700 1 666 2 138 2 672 2 092 2 092 3 612 2 253 (37.62) 2 356 2 497 528 639 714 1 015 1 015 1 022 1 093 6.95 1 143 1 211 63 72 51 80 80 58 86 48.28 90 96 70 10 89 89 61 96 57.38 100 106 5 8 1 1 2 1 (50.00) 1 1

T ransfers and subsidies to 42 106 48 171 52 789 55 037 659 779 705 (9.50) 743 773 Departmental agencies and accounts 12 15 16 14

12 15 16 14

12 15 16 14 Non-profit institutions 41 728 47 227 52 144 54 364 Households 366 929 629 659 659 779 705 (9.50) 743 773

Social benefits 366 878 629 659 659 779 705 (9.50) 743 773 Other transfers to households 51

P ayments fo r capital assets 54 337 75 968 84 938 63 251 98 787 101 456 83 798 (17.40) 88 549 93 591


P ayments fo r f inancial assets 1 121 1 688 1 777 2 354 (100.00)

T o tal eco no mic classif icat io n 819 748 880 653 931 132 997 902 997 888 994 022 1 034 454 4.07 1 086 062 1 147 179


Training and developmentOperating payments

Entertainment

Property payments

Venues and facilitiesRental and hiring



A djusted appro -

priat io n


Catering: Departmental M inor Assets

Inventory: M edical supplies

Inventory: Other suppliesConsumable suppliesConsumable: Stationery, printing and office supplies

Contractors




Communication (G&S)


Outco me

R evised est imate

Operating leases

Inventory: M edicine


Other




Table B 47: Payments and estimates by economic classification – Programme 3: Emergency Medical Services


Programme 3: Emergency Medical Services is allocated 4.77 per cent of the vote in 2017/18 in comparison to

the 4.93 per cent allocated in the revised estimate of the 2016/17 budget. This amounts to a nominal increase



% C hange fro m

R evised est imate

2013/ 14 2014/ 15 2015/ 16 2016/ 17 2016/ 17 2016/ 17 2017/ 18 2016/ 17 2018/ 19 2019/ 20

C urrent payments 722 184 754 826 791 628 879 614 898 442 889 433 949 951 6.80 996 770 1 052 815 Compensation of employees 486 359 507 873 540 269 590 602 590 602 594 078 639 948 7.72 670 731 706 952



792 1 894 647 2 358 2 358 2 358 2 540 7.72 2 654 2 814 172 8 86 216 216 220 232 5.45 241 255

6 365 6 421 6 656 8 091 8 091 7 855 8 717 10.97 9 109 9 655 50 1 62 62 67 70 74

120 77 44 37 37 87 40 (54.02) 42 45

93 121 89 557 87 398 99 476 128 840 108 990 124 088 13.85 129 671 137 451 472 411 500 659 659 746 710 (4.83) 741 785

3 4 2 3 3 2 3 50.00 3 3 106 947 111 437 116 822 131 128 120 592 123 619 122 994 (0.51) 130 619 138 718

1 097 1 334 2 104 1 714 1 714 3 855 1 847 (52.09) 1 928 2 045 6 760 8 365 10 801 10 131 10 131 12 725 10 911 (14.26) 11 402 12 085 563 512 524 919 919 1 029 992 (3.60) 1 038 1 101 10 11 (100.00)

7 873 11 938 10 116 16 094 16 094 14 591 17 336 18.81 18 114 19 199 1 432 2 504 2 523 2 931 2 931 2 813 3 158 12.26 3 300 3 497

2 370 3 118 1 647 3 790 3 790 1 153 4 084 254.21 4 269 4 525 5 361 6 508 8 034 8 126 8 126 10 546 8 755 (16.98) 9 148 9 700 1 666 2 138 2 672 2 092 2 092 3 612 2 253 (37.62) 2 356 2 497 528 639 714 1 015 1 015 1 022 1 093 6.95 1 143 1 211 63 72 51 80 80 58 86 48.28 90 96 70 10 89 89 61 96 57.38 100 106 5 8 1 1 2 1 (50.00) 1 1

T ransfers and subsidies to 42 106 48 171 52 789 55 037 659 779 705 (9.50) 743 773 Departmental agencies and accounts 12 15 16 14

12 15 16 14

12 15 16 14 Non-profit institutions 41 728 47 227 52 144 54 364 Households 366 929 629 659 659 779 705 (9.50) 743 773

Social benefits 366 878 629 659 659 779 705 (9.50) 743 773 Other transfers to households 51

P ayments fo r capital assets 54 337 75 968 84 938 63 251 98 787 101 456 83 798 (17.40) 88 549 93 591


P ayments fo r f inancial assets 1 121 1 688 1 777 2 354 (100.00)

T o tal eco no mic classif icat io n 819 748 880 653 931 132 997 902 997 888 994 022 1 034 454 4.07 1 086 062 1 147 179


Training and developmentOperating payments

Entertainment

Property payments

Venues and facilitiesRental and hiring



A djusted appro -

priat io n


Catering: Departmental M inor Assets


Inventory: Other suppliesConsumable suppliesConsumable: Stationery, printing and office supplies

Contractors




Communication (G&S)


Outco me

R evised est imate

Operating leases



Other

Risk Management


Mitigating Factors

Identify potential strategies geared toward attaining greater efficiency with the available resource allocation. These include shift changes and reviewing crew mandates to ensure demand patterns are met.

Re-prioritise the appointment of critical posts in areas where the shortage of resources has had the largest impact. This may also include the revision or withdrawal of posts in lesser prioritised areas.

Actively and continually explore all aspects of the business where potential savings can be made in an effort to fund more resources towards meeting the necessary crew mandates.

Monitor expenditure regularly against budget. Tight control of the filling of posts.


Mitigating Factors

Issue staff safety guidelines and protocols that will empower staff to make decisions around their own safety. This includes how to recognise potentially dangerous situations and what precautions should be taken.

Raise the profile of the safety of EMS (and other healthcare providers) within the local media and encourage open and honest discourse around the community's role in taking this challenge.

Engage the SAPS and community safety stakeholders on ways in which closer collaboration and interagency partnerships could assist in securing the passage of EMS resources in identified hotspots.


Mitigating Factors Installation of vandal-proof infrastructure including fixtures and fittings,

as far as possible. Improve security services and contract management at facility level.




Programme 4: Provincial Hospital Services

Purpose

Delivery of hospital services, which are accessible, appropriate, effective and provide general specialist

services, including a specialised rehabilitation service, dental service, psychiatric service, as well as providing a

platform for training health professionals and conducting research.

Structure

Sub-Programme 4.1: General (Regional) Hospitals

Rendering of hospital services at a general specialist level and providing a platform for the training of health

workers and conducting research

Sub-Programme 4.2: Tuberculosis Hospitals

To convert present tuberculosis hospitals into strategically placed centres of excellence in which a small

percentage of patients may undergo hospitalisation under conditions, which allow for isolation during the

intensive level of treatment, as well as the application of the standardized multi-drug and extreme drug-resistant

protocols

Sub-Programme 4.3: Psychiatric or Mental Hospitals

Rendering a specialist psychiatric hospital service for people with mental illness and intellectual disability and

providing a platform for the training of health workers and conducting research

Sub-Programme 4.4: Sub-Acute, Step Down and Chronic Medical Hospitals

Rendering specialised rehabilitation services for persons with physical disabilities including the provision of

orthotic and prosthetic services

Sub-Programme 4.5: Dental Training Hospitals

Rendering an affordable and comprehensive oral health service and providing a platform for the training of

health workers and conducting research


Improving service delivery

Improving quality of care

Improving governance and financial management





Purpose

Delivery of hospital services, which are accessible, appropriate, effective and provide general specialist

services, including a specialised rehabilitation service, dental service, psychiatric service, as well as providing a

platform for training health professionals and conducting research.

Structure

Sub-Programme 4.1: General (Regional) Hospitals

Rendering of hospital services at a general specialist level and providing a platform for the training of health

workers and conducting research

Sub-Programme 4.2: Tuberculosis Hospitals

To convert present tuberculosis hospitals into strategically placed centres of excellence in which a small

percentage of patients may undergo hospitalisation under conditions, which allow for isolation during the

intensive level of treatment, as well as the application of the standardized multi-drug and extreme drug-resistant

protocols

Sub-Programme 4.3: Psychiatric or Mental Hospitals

Rendering a specialist psychiatric hospital service for people with mental illness and intellectual disability and

providing a platform for the training of health workers and conducting research

Sub-Programme 4.4: Sub-Acute, Step Down and Chronic Medical Hospitals

Rendering specialised rehabilitation services for persons with physical disabilities including the provision of

orthotic and prosthetic services

Sub-Programme 4.5: Dental Training Hospitals

Rendering an affordable and comprehensive oral health service and providing a platform for the training of

health workers and conducting research



Improving quality of care

Improving governance and financial management

General / Regional Hospitals


Table B 48: Data elements with actual and projected performance values for General (Regional) Hospitals

Notes Element ID 1: As from 1 April 2016, there were 4 additional beds at Paarl Hospital and a decrease of 6 beds at Worcester Hospital. Element ID 5: New definition as from April 2015 (Excludes Day Patients). Element ID 6: Calculated fields on number of beds. Element ID 14 and 15: In New Somerset, Paarl, George and Worcester Hospitals, four disciplines can hold a maximum of 12 monthly Mortality and Morbidity Review

Meetings per year (192 in total). In Mowbray Maternity Hospital only one discipline can hold a maximum of 12 monthly Mortality and Morbidity Review meetings per year.

Table B 49: Provincial Strategic Objectives and Annual Targets for General (Regional) Hospitals [PHS1]


2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20SINJANI Actual (usable) beds (regional hospitals) 1 1 373 1 389 1 389 1 393 1 393 1 393 1 393

SINJANI Hospitals that conducted a national core standards self-assessment during the f inancial year (regional hospitals)

2 5 5 5 5 5 5 5

DHIS - NCS system Hospitals that achieved at least 75% compliance w ith the national core standards (regional hospitals)





5 5 5

SINJANI Patient days (Inpatient days + 1/2 Day patients) (regional hospitals)

4 438 392 425 987 451 758 452 521 452 550 452 560 452 570

SINJANI Inpatient separations (regional hospitals) 5 117 015 113 504 116 499 116 500 116 550 116 570 116 580

SINJANI Inpatient bed days available (Usable beds total x 30.42) (regional hospitals)

6 500 226 505 337 507 041 508 501 508 501 508 501 508 501

BAS Expenditure in regional hospitals 7 1 179 437 376 1 492 758 409 1 602 371 869 1 729 622 000 1 843 546 000 1 930 129 000 2 035 903 000

SINJANI OPD headcount (regional hospitals) 8 258 146 254 546 255 590 253 509 253 600 253 650 253 650

SINJANI Emergency headcount (regional hospitals) 9 156 145 160 819 159 350 161 700 161 710 161 725 161 730

SINJANI Patient day equivalent (PDE) (regional hospitals) 10 576 489 564 442 589 797 590 924 590 987 591 018 591 030

SINJANI Complaints resolved (regional hospitals) 11 Not required to report


383 303 308 311 311

SINJANI Complaints received (regional hospitals) 12 415 314 383 305 310 313 313

SINJANI Complaints resolved w ithin 25 w orking days (regional hospitals)

13 380 294 372 298 305 310 310

SINJANI Mortality and morbidity review s conducted per discipline (regional hospitals)

14 227 178 171 170 170 170 170

SINJANI Possible mortality and morbidity review s (regional hospitals) x number of disciplines w ithin regional hospitals

15 170 170 204 204 204 204 204





2019/20 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

1.1 1.1.1 Actual (usable) beds in regional hospitals

1 393 1 373 1 389 1 389 1 393 1 393 1 393 1 393

Element 1


Medium term targetsStrategic objective Programme performance indicator

STRATEGIC GOAL: Promote health and wellness.Provide quality general/ regional hospital services.






Table B 50: Performance Indicators for General (Regional) Hospitals [PHS 2]

Notes Indicator 6: From 2013/14, due to a change in the National Indicator Dataset definition, the indicator reflects complaints resolved within 25 working days, not

calendar days. Indicator 7: In New Somerset, Paarl, George and Worcester Hospitals, four disciplines can hold a maximum of 12 monthly Mortality and Morbidity Review Meetings

per year (192 in total). In Mowbray Maternity Hospital only one discipline can hold a maximum of 12 monthly Mortality and Morbidity Review meetings per year.


Table B 51: Quarterly Targets for General (Regional) Hospitals for 2017/18 [PHS 5]


2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20SECTOR SPECIFIC INDICATORS1. Percentage of Hospitals that achieved an

overall performance of ≥75% compliance w ith the national core standards (regional hospitals)





100.0% 100.0% 100.0%

Numerator 3 - - - - 5 5 5

Denominator 2 5 5 5 5 5 5 5

2. Average length of stay (regional hospitals) Quarterly Days 3.7 3.8 3.9 3.9 3.9 3.9 3.9

Numerator 4 438 392 425 987 451 758 452 521 452 550 452 560 452 570

Denominator 5 117 015 113 504 116 499 116 500 116 550 116 570 116 580

3. Inpatient bed utilisation rate (regional hospitals)

Quarterly % 87.6% 84.3% 89.1% 89.0% 89.0% 89.0% 89.0%

Numerator 4 438 392 425 987 451 758 452 521 452 550 452 560 452 570

Denominator 6 500 226 505 337 507 041 508 501 508 501 508 501 508 501

4. Expenditure per PDE (regional hospitals) Quarterly R R 2 046 R 2 645 R 2 717 R 2 927 R 3 119 R 3 266 R 3 445

Numerator 7 1 179 437 376 1 492 758 409 1 602 371 869 1 729 622 000 1 843 546 000 1 930 129 000 2 035 903 000

Denominator 10 576 489 564 442 589 797 590 924 590 987 591 018 591 030

5. Complaint resolution rate (regional hospitals)



100.0% 99.3% 99.4% 99.4% 99.4%

Numerator 11 - - 383 303 308 311 311

Denominator 12 415 314 383 305 310 313 313

6. Complaint resolution w ithin 25 w orking days rate (regional hospitals)

Quarterly % 91.6% 93.6% 97.1% 97.7% 98.4% 99.0% 99.0%

Numerator 13 380 294 372 298 305 310 310

Denominator 12 415 314 383 305 310 313 313

ADDITIONAL PROVINCIAL INDICATORS7. Mortality and morbidity review rate (regional

hospitals)Quarterly % 133.5% 104.7% 83.8% 83.3% 83.3% 83.3% 83.3%

Numerator 14 227 178 171 170 170 170 170

Denominator 15 170 170 204 204 204 204 204





1. Percentage of Hospitals that achieved an overall performance of ≥75% compliance w ith the national core standards (regional hospitals)

Quarterly 100.0% 0.0% 0.0% 0.0% 100.0%



2. Average length of stay (regional hospitals) Quarterly 3.9 3.9 3.9 3.8 3.9

Numerator 4 452 550 113 945 113 904 110 845 113 856

Denominator 5 116 550 29 017 28 937 29 539 29 056

3. Inpatient bed utilisation rate (regional hospitals) Quarterly 89.0% 89.6% 89.6% 87.2% 89.6%

Numerator 4 452 550 113 945 113 904 110 845 113 856

Denominator 6 508 501 127 125 127 125 127 125 127 125

4. Expenditure per PDE (regional hospitals) Quarterly R 3 119 R 2 744 R 2 752 R 2 798 R 4 171

Numerator 7 1 843 546 000 407 183 500 407 183 500 407 183 500 621 995 500

Denominator 10 590 987 148 387 147 950 145 514 149 137

5. Complaint resolution rate (regional hospitals) Quarterly 99.4% 98.9% 98.9% 100.0% 100.0%

Numerator 11 308 92 93 62 61

Denominator 12 310 93 94 62 61


Quarterly 98.4% 97.8% 97.9% 96.8% 101.6%

Numerator 13 305 91 92 60 62

Denominator 12 310 93 94 62 61

7. Mortality and morbidity review rate (regional hospitals) Quarterly 83.3% 84.3% 84.3% 84.3% 80.4%

Numerator 14 170 43 43 43 41

Denominator 15 204 51 51 51 51


Quarterly targets





1.1.1 Actual (usable) beds in regional hospitals Annual 1 393 - - - 1 393

Element 1







Table B 50: Performance Indicators for General (Regional) Hospitals [PHS 2]

Notes Indicator 6: From 2013/14, due to a change in the National Indicator Dataset definition, the indicator reflects complaints resolved within 25 working days, not

calendar days. Indicator 7: In New Somerset, Paarl, George and Worcester Hospitals, four disciplines can hold a maximum of 12 monthly Mortality and Morbidity Review Meetings

per year (192 in total). In Mowbray Maternity Hospital only one discipline can hold a maximum of 12 monthly Mortality and Morbidity Review meetings per year.


Table B 51: Quarterly Targets for General (Regional) Hospitals for 2017/18 [PHS 5]



overall performance of ≥75% compliance w ith the national core standards (regional hospitals)





100.0% 100.0% 100.0%

Numerator 3 - - - - 5 5 5


2. Average length of stay (regional hospitals) Quarterly Days 3.7 3.8 3.9 3.9 3.9 3.9 3.9

Numerator 4 438 392 425 987 451 758 452 521 452 550 452 560 452 570

Denominator 5 117 015 113 504 116 499 116 500 116 550 116 570 116 580

3. Inpatient bed utilisation rate (regional hospitals)

Quarterly % 87.6% 84.3% 89.1% 89.0% 89.0% 89.0% 89.0%

Numerator 4 438 392 425 987 451 758 452 521 452 550 452 560 452 570

Denominator 6 500 226 505 337 507 041 508 501 508 501 508 501 508 501

4. Expenditure per PDE (regional hospitals) Quarterly R R 2 046 R 2 645 R 2 717 R 2 927 R 3 119 R 3 266 R 3 445

Numerator 7 1 179 437 376 1 492 758 409 1 602 371 869 1 729 622 000 1 843 546 000 1 930 129 000 2 035 903 000

Denominator 10 576 489 564 442 589 797 590 924 590 987 591 018 591 030

5. Complaint resolution rate (regional hospitals)



100.0% 99.3% 99.4% 99.4% 99.4%

Numerator 11 - - 383 303 308 311 311

Denominator 12 415 314 383 305 310 313 313


Quarterly % 91.6% 93.6% 97.1% 97.7% 98.4% 99.0% 99.0%

Numerator 13 380 294 372 298 305 310 310

Denominator 12 415 314 383 305 310 313 313

ADDITIONAL PROVINCIAL INDICATORS7. Mortality and morbidity review rate (regional


Numerator 14 227 178 171 170 170 170 170

Denominator 15 170 170 204 204 204 204 204





1. Percentage of Hospitals that achieved an overall performance of ≥75% compliance w ith the national core standards (regional hospitals)

Quarterly 100.0% 0.0% 0.0% 0.0% 100.0%



2. Average length of stay (regional hospitals) Quarterly 3.9 3.9 3.9 3.8 3.9

Numerator 4 452 550 113 945 113 904 110 845 113 856

Denominator 5 116 550 29 017 28 937 29 539 29 056

3. Inpatient bed utilisation rate (regional hospitals) Quarterly 89.0% 89.6% 89.6% 87.2% 89.6%

Numerator 4 452 550 113 945 113 904 110 845 113 856

Denominator 6 508 501 127 125 127 125 127 125 127 125

4. Expenditure per PDE (regional hospitals) Quarterly R 3 119 R 2 744 R 2 752 R 2 798 R 4 171

Numerator 7 1 843 546 000 407 183 500 407 183 500 407 183 500 621 995 500

Denominator 10 590 987 148 387 147 950 145 514 149 137

5. Complaint resolution rate (regional hospitals) Quarterly 99.4% 98.9% 98.9% 100.0% 100.0%

Numerator 11 308 92 93 62 61

Denominator 12 310 93 94 62 61


Quarterly 98.4% 97.8% 97.9% 96.8% 101.6%

Numerator 13 305 91 92 60 62

Denominator 12 310 93 94 62 61

7. Mortality and morbidity review rate (regional hospitals) Quarterly 83.3% 84.3% 84.3% 84.3% 80.4%

Numerator 14 170 43 43 43 41

Denominator 15 204 51 51 51 51


Quarterly targets





1.1.1 Actual (usable) beds in regional hospitals Annual 1 393 - - - 1 393

Element 1



Tuberculosis Hospital


Table B 52: Data elements with actual and projected performance values for Tuberculosis Hospitals

Notes Element ID 15: The TB hospitals only have done discipline that can hold a maximum of 12 monthly Mortality and Morbidity Review meetings per year (72 in

total)

Table B 53: Provincial Strategic Objectives and Annual Targets for Tuberculosis Hospitals [PHS 3]


Table B 54: Performance Indicators for Tuberculosis Hospitals [PHS 4]

Notes Indicator 7: The TB hospitals only have one discipline that can hold a maximum of 12 monthly Mortality and Morbidity Review meetings per year (72 in total).


2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20SINJANI Actual (usable) beds (TB hospitals) 1 1 026 1 026 1 026 1 026 1 026 1 026 1 026

SINJANI Hospitals that conducted a national core standards self-assessment during the f inancial year (TB hospitals)

2 1 4 2 5 6 6 6

DHIS - NCS system Hospitals that achieved at least 75% compliance w ith the national core standards (TB hospitals)




4 4 6 6

SINJANI Patient days (Inpatient days + 1/2 Day patients) (TB hospitals)

4 270 148 271 847 280 871 281 165 286 788 292 524 298 374

SINJANI Inpatient separations (TB hospitals) 5 3 664 4 077 4 395 3 900 3 978 4 058 4 139

SINJANI Inpatient bed days available (Usable beds total x 30.42) (TB hospitals)

6 373 466 374 531 374 531 374 531 374 531 374 531 374 531

BAS Expenditure in TB hospitals 7 198 807 605 249 138 376 265 747 521 289 300 000 305 368 000 319 748 000 337 441 000

SINJANI OPD headcount (TB hospitals) 8 7 924 8 615 6 431 6 646 6 779 6 914 7 053

SINJANI Emergency headcount (TB hospitals) 9 Not applicable Not applicable 0 0 0 0 0

SINJANI Patient day equivalent (PDE) (TB hospitals) 10 272 789 274 719 282 993 283 380 289 047 294 828 300 725

SINJANI Complaints resolved (TB hospitals) 11 Not required to report


46 54 54 54 54

SINJANI Complaints received (TB hospitals) 12 44 44 46 54 54 54 54

SINJANI Complaints resolved w ithin 25 w orking days (TB hospitals)

13 44 44 45 51 51 51 51

SINJANI Mortality and morbidity review s conducted per discipline (TB hospitals)

14 66 67 64 64 64 64 64

SINJANI Possible mortality and morbidity review s (TB hospitals) x number of disciplines w ithin TB hospitals

15 50 50 72 72 72 72 72

Element IDAudited / Actual performance Medium term targets



2019/20 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

1.1 1.1.1 Actual (usable) beds in tuberculosis hospitals

1 026 1 026 1 026 1 026 1 026 1 026 1 026 1 026

Element 1

STRATEGIC GOAL: Promote health and wellness.Provide quality tuberculosis hospital services.

Strategic objective Programme performance indicator Data source /




overall performance of ≥75% compliance w ith the national core standards (TB hospitals)




80.0% 66.7% 100.0% 100.0%

Numerator 3 - - - 4 4 6 6


2. Average length of stay (TB hospitals) Quarterly Days 73.7 66.7 63.9 72.1 72.1 72.1 72.1

Numerator 4 270 148 271 847 280 871 281 165 286 788 292 524 298 374

Denominator 5 3 664 4 077 4 395 3 900 3 978 4 058 4 139

3. Inpatient bed utilisation rate (TB hospitals) Quarterly % 72.3% 72.6% 75.0% 75.1% 76.6% 78.1% 79.7%

Numerator 4 270 148 271 847 280 871 281 165 286 788 292 524 298 374

Denominator 6 373 466 374 531 374 531 374 531 374 531 374 531 374 531

4. Expenditure per PDE (TB hospitals) Quarterly R R 729 R 907 R 939 R 1 021 R 1 056 R 1 085 R 1 122

Numerator 7 198 807 605 249 138 376 265 747 521 289 300 000 305 368 000 319 748 000 337 441 000

Denominator 10 272 789 274 719 282 993 283 380 289 047 294 828 300 725

5. Complaint resolution rate (TB hospitals) Quarterly % Not required to report


100.0% 100.0% 100.0% 100.0% 100.0%

Numerator 11 - - 46 54 54 54 54

Denominator 12 44 44 46 54 54 54 54

6. Complaint resolution w ithin 25 w orking days rate (TB hospitals)

Quarterly % 100.0% 100.0% 97.8% 94.4% 94.4% 94.4% 94.4%

Numerator 13 44 44 45 51 51 51 51

Denominator 12 44 44 46 54 54 54 54

ADDITIONAL PROVINCIAL INDICATORS7. Mortality and morbidity review rate (TB


Numerator 14 66 67 64 64 64 64 64

Denominator 15 50 50 72 72 72 72 72








Table B 55: Quarterly Targets for Tuberculosis Hospitals for 2017/18 [PHS 5]

Psychiatric hospitals


Table B 56: Data Elements with Actual and Projected Performance Values for Psychiatric Hospitals

Notes Element ID 1: Additional 20 beds at Valkenberg Hospital Forensic as from 1 April 2016. Element ID 2: William Slater closed beds as from July 2015 & Lentegeur Intermediate care opening 20 beds as from 1 April 2016. Element ID 15: The psychiatric hospitals only have one discipline that can hold a maximum of 12 monthly Mortality and Morbidity Review meetings per year (48 in total).



1. Percentage of Hospitals that achieved an overall performance of ≥75% compliance w ith the national core standards (TB hospitals)

Quarterly 66.7% 0.0% 0.0% 66.7% 0.0%



2. Average length of stay (TB hospitals) Quarterly 72.1 70.1 66.1 71.3 83.0

Numerator 4 286 788 70 757 73 107 70 403 72 521

Denominator 5 3 978 1 010 1 106 988 874

3. Inpatient bed utilisation rate (TB hospitals) Quarterly 76.6% 75.6% 78.1% 75.2% 77.5%

Numerator 4 286 788 70 757 73 107 70 403 72 521

Denominator 6 374 531 93 633 93 633 93 633 93 632

4. Expenditure per PDE (TB hospitals) Quarterly R 1 056 R 1 071 R 1 036 R 1 076 R 1 044

Numerator 7 305 368 000 76 342 000 76 342 000 76 342 000 76 342 000

Denominator 10 289 047 71 314 73 683 70 958 73 092

5. Complaint resolution rate (TB hospitals) Quarterly 100.0% 100.0% 100.0% 100.0% 100.0%

Numerator 11 54 11 17 11 15

Denominator 12 54 11 17 11 15


Quarterly 94.4% 90.9% 94.1% 90.9% 100.0%

Numerator 13 51 10 16 10 15

Denominator 12 54 11 17 11 15

7. Mortality and morbidity review rate (TB hospitals) Quarterly 88.9% 100.0% 100.0% 72.2% 83.3%

Numerator 14 64 18 18 13 15

Denominator 15 72 18 18 18 18



Quarterly targets



2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20SINJANI Actual (usable) beds (psychiatric hospitals) 1 1 698 1 680 1 680 1 700 1 700 1 700 1 700

SINJANI Actual (usable) beds (step-dow n facilities) 2 145 145 130 150 150 150 150

SINJANI Number of psychiatric hospitals 3 4 4 4 4 4 4 4

DHIS - NCS system Hospitals that achieved at least 75% compliance w ith the national core standards (psychiatric hospitals)





4 4 4

SINJANI Patient days (Inpatient days + 1/2 Day patients) (psychiatric hospitals)

5 555 745 549 227 561 920 563 319 563 320 563 325 563 350

SINJANI Inpatient separations (psychiatric hospitals) 6 6 080 5 944 6 304 6 516 6 520 6 522 6 525

SINJANI Inpatient bed days available (Usable beds total x 30.42) (psychiatric hospitals)

7 619 838 617 648 613 267 620 568 620 568 620 568 620 568

BAS Expenditure in psychiatric hospitals 8 629 874 490 733 459 979 787 877 536 855 139 200 919 256 800 962 116 000 1 014 595 400

SINJANI OPD headcount (psychiatric hospitals) 9 41 034 40 409 41 814 44 661 44 665 44 670 44 675

SINJANI Emergency headcount (psychiatric hospitals) 10 Not applicable Not applicable Not applicable Not applicable Not applicable Not applicable Not applicable

SINJANI Patient day equivalent (PDE) (psychiatric hospitals) 11 569 423 562 696 576 560 578 206 578 208 578 215 578 242

SINJANI Complaints resolved (psychiatric hospitals) 12 Not required to report


82 102 103 104 104

Complaints received (psychiatric hospitals) 13 101 114 82 103 104 105 105

SINJANI Complaints resolved w ithin 25 w orking days (psychiatric hospitals)

14 93 112 77 101 102 103 103

SINJANI Mortality and morbidity review s conducted per discipline (psychiatric hospitals)

15 48 46 46 44 44 44 44

SINJANI Possible mortality and morbidity review s (psychiatric hospitals) X number of disciplines w ithin psychiatric hospitals

16 40 40 48 48 48 48 48

SINJANI Patient days (step-dow n facilities) 17 43 504 47 125 40 663 45 701 45 710 45 715 45 720

SINJANI Usable beds total x 30.42 (step-dow n facilities) 18 52 931 52 931 48 824 54 756 54 756 54 756 54 756




1.1.1 Actual (usable) beds in tuberculosis hospitals Annual 1 026 - - - 1 026

Element 1



Quarterly targets





Table B 55: Quarterly Targets for Tuberculosis Hospitals for 2017/18 [PHS 5]

Psychiatric hospitals


Table B 56: Data Elements with Actual and Projected Performance Values for Psychiatric Hospitals

Notes Element ID 1: Additional 20 beds at Valkenberg Hospital Forensic as from 1 April 2016. Element ID 2: William Slater closed beds as from July 2015 & Lentegeur Intermediate care opening 20 beds as from 1 April 2016. Element ID 15: The psychiatric hospitals only have one discipline that can hold a maximum of 12 monthly Mortality and Morbidity Review meetings per year (48 in total).



1. Percentage of Hospitals that achieved an overall performance of ≥75% compliance w ith the national core standards (TB hospitals)

Quarterly 66.7% 0.0% 0.0% 66.7% 0.0%



2. Average length of stay (TB hospitals) Quarterly 72.1 70.1 66.1 71.3 83.0

Numerator 4 286 788 70 757 73 107 70 403 72 521

Denominator 5 3 978 1 010 1 106 988 874

3. Inpatient bed utilisation rate (TB hospitals) Quarterly 76.6% 75.6% 78.1% 75.2% 77.5%

Numerator 4 286 788 70 757 73 107 70 403 72 521

Denominator 6 374 531 93 633 93 633 93 633 93 632

4. Expenditure per PDE (TB hospitals) Quarterly R 1 056 R 1 071 R 1 036 R 1 076 R 1 044

Numerator 7 305 368 000 76 342 000 76 342 000 76 342 000 76 342 000

Denominator 10 289 047 71 314 73 683 70 958 73 092

5. Complaint resolution rate (TB hospitals) Quarterly 100.0% 100.0% 100.0% 100.0% 100.0%

Numerator 11 54 11 17 11 15

Denominator 12 54 11 17 11 15


Quarterly 94.4% 90.9% 94.1% 90.9% 100.0%

Numerator 13 51 10 16 10 15

Denominator 12 54 11 17 11 15

7. Mortality and morbidity review rate (TB hospitals) Quarterly 88.9% 100.0% 100.0% 72.2% 83.3%

Numerator 14 64 18 18 13 15

Denominator 15 72 18 18 18 18



Quarterly targets



2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20SINJANI Actual (usable) beds (psychiatric hospitals) 1 1 698 1 680 1 680 1 700 1 700 1 700 1 700

SINJANI Actual (usable) beds (step-dow n facilities) 2 145 145 130 150 150 150 150

SINJANI Number of psychiatric hospitals 3 4 4 4 4 4 4 4

DHIS - NCS system Hospitals that achieved at least 75% compliance w ith the national core standards (psychiatric hospitals)





4 4 4

SINJANI Patient days (Inpatient days + 1/2 Day patients) (psychiatric hospitals)

5 555 745 549 227 561 920 563 319 563 320 563 325 563 350

SINJANI Inpatient separations (psychiatric hospitals) 6 6 080 5 944 6 304 6 516 6 520 6 522 6 525

SINJANI Inpatient bed days available (Usable beds total x 30.42) (psychiatric hospitals)

7 619 838 617 648 613 267 620 568 620 568 620 568 620 568

BAS Expenditure in psychiatric hospitals 8 629 874 490 733 459 979 787 877 536 855 139 200 919 256 800 962 116 000 1 014 595 400

SINJANI OPD headcount (psychiatric hospitals) 9 41 034 40 409 41 814 44 661 44 665 44 670 44 675

SINJANI Emergency headcount (psychiatric hospitals) 10 Not applicable Not applicable Not applicable Not applicable Not applicable Not applicable Not applicable

SINJANI Patient day equivalent (PDE) (psychiatric hospitals) 11 569 423 562 696 576 560 578 206 578 208 578 215 578 242

SINJANI Complaints resolved (psychiatric hospitals) 12 Not required to report


82 102 103 104 104

Complaints received (psychiatric hospitals) 13 101 114 82 103 104 105 105

SINJANI Complaints resolved w ithin 25 w orking days (psychiatric hospitals)

14 93 112 77 101 102 103 103

SINJANI Mortality and morbidity review s conducted per discipline (psychiatric hospitals)

15 48 46 46 44 44 44 44

SINJANI Possible mortality and morbidity review s (psychiatric hospitals) X number of disciplines w ithin psychiatric hospitals

16 40 40 48 48 48 48 48

SINJANI Patient days (step-dow n facilities) 17 43 504 47 125 40 663 45 701 45 710 45 715 45 720

SINJANI Usable beds total x 30.42 (step-dow n facilities) 18 52 931 52 931 48 824 54 756 54 756 54 756 54 756




1.1.1 Actual (usable) beds in tuberculosis hospitals Annual 1 026 - - - 1 026

Element 1



Quarterly targets

Table B 57: Provincial Strategic Objectives and Annual Targets for Psychiatric Hospitals [PHS 3]


Table B 58: Performance indicators for Psychiatric Hospitals [PHS 4]

Notes Indicator 8: The psychiatric hospitals only have one discipline that can hold a maximum of 12 monthly Mortality and Morbidity Review meetings per year (48 in

total).



overall performance of ≥75% compliance w ith the national core standards (psychiatric hospitals)





100.0% 100.0% 100.0%

Numerator 4 - - - - 4 4 4


2. Average length of stay (psychiatric hospitals)

Quarterly Days 91.4 92.4 89.1 86.5 86.4 86.4 86.3

Numerator 5 555 745 549 227 561 920 563 319 563 320 563 325 563 350

Denominator 6 6 080 5 944 6 304 6 516 6 520 6 522 6 525

3. Inpatient bed utilisation rate (psychiatric hospitals)

Quarterly % 89.7% 88.9% 91.6% 90.8% 90.8% 90.8% 90.8%

Numerator 5 555 745 549 227 561 920 563 319 563 320 563 325 563 350

Denominator 7 619 838 617 648 613 267 620 568 620 568 620 568 620 568

4. Expenditure per PDE (psychiatric hospitals) Quarterly R R 1 106 R 1 303 R 1 367 R 1 479 R 1 590 R 1 664 R 1 755

Numerator 8 629 874 490 733 459 979 787 877 536 855 139 200 919 256 800 962 116 000 1 014 595 400

Denominator 11 569 423 562 696 576 560 578 206 578 208 578 215 578 242

5. Complaint resolution rate (psychiatric hospitals)



100.0% 99.0% 99.0% 99.0% 99.0%

Numerator 12 - - 82 102 103 104 104

Denominator 13 101 114 82 103 104 105 105

6. Complaint resolution w ithin 25 w orking days rate (psychiatric hospitals)

Quarterly % 92.1% 98.2% 93.9% 98.1% 98.1% 98.1% 98.1%

Numerator 14 93 112 77 101 102 103 103

Denominator 13 101 114 82 103 104 105 105

ADDITIONAL PROVINCIAL INDICATORS7. Mortality and morbidity review rate

(psychiatric hospitals)Quarterly % 120.0% 115.0% 95.8% 91.7% 91.7% 91.7% 91.7%

Numerator 15 48 46 46 44 44 44 44

Denominator 16 40 40 48 48 48 48 48

8. Inpatient bed utilisation rate (step-dow n facilities)

Quarterly % 82.2% 89.0% 83.3% 83.5% 83.5% 83.5% 83.5%

Numerator 17 43 504 47 125 40 663 45 701 45 710 45 715 45 720

Denominator 18 52 931 52 931 48 824 54 756 54 756 54 756 54 756






2019/20 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

1.1 1.1.1 Actual (usable) beds in psychiatric hospitals

1 700 1 698 1 680 1 680 1 700 1 700 1 700 1 700

Element 1

1.1.2 Actual (usable) beds in step-dow n facilities

150 145 145 130 150 150 150 150

Element 2



STRATEGIC GOAL: Promote health and wellness.Provide quality psychiatric hospital services.





Table B 59: Quarterly targets for Psychiatric Hospitals for 2017/18 [PHS 5]

Notes Indicator 3: Patients are actively discharged in quarter 3 (over the festive period) as part of their rehabilitation process, hence the decrease in bed occupancy.

Rehabilitation Hospital


Table B 60: Data elements with actual and projected performance values for Rehabilitation Services

Notes Element ID 7: The expenditure includes only that of the Western Cape Rehabilitation Centre (WCRC) and the relevant portion of the public private partnership

(PPP) budget. The total cost of the PPP is managed as a separate entity against sub-programme 4.4, which artificially inflates the cost per PDE of this sub-programme since approximately 60 per cent of the PPP funding is for the benefit of Lentegeur Hospital (sub-programme 4.3). The budgets of



1. Percentage of Hospitals that achieved an overall performance of ≥75% compliance w ith the national core standards (psychiatric hospitals)

Quarterly 100.0% 0.0% 0.0% 0.0% 100.0%



2. Average length of stay (psychiatric hospitals) Quarterly 86.4 83.9 85.0 85.4 91.8

Numerator 5 563 320 140 235 141 633 141 056 140 396

Denominator 6 6 520 1 672 1 667 1 652 1 529

3. Inpatient bed utilisation rate (psychiatric hospitals) Quarterly 90.8% 90.4% 91.3% 90.9% 90.5%

Numerator 5 563 320 140 235 141 633 141 056 140 396

Denominator 7 620 568 155 142 155 142 155 142 155 142

4. Expenditure per PDE (psychiatric hospitals) Quarterly R 1 590 R 1 601 R 1 596 R 1 583 R 1 580

Numerator 8 919 256 800 229 814 200 229 814 200 229 814 200 229 814 200

Denominator 11 578 208 143 569 144 028 145 160 145 452

5. Complaint resolution rate (psychiatric hospitals) Quarterly 99.0% 96.2% 100.0% 100.0% 100.0%

Numerator 12 103 25 26 26 26

Denominator 13 104 26 26 26 26


Quarterly 98.1% 92.3% 100.0% 100.0% 100.0%

Numerator 14 102 24 26 26 26

Denominator 13 104 26 26 26 26

7. Mortality and morbidity review rate (psychiatric hospitals) Quarterly 91.7% 100.0% 100.0% 83.3% 83.3%

Numerator 15 44 12 12 10 10

Denominator 16 48 12 12 12 12

8. Inpatient bed utilisation rate (step-dow n facilities) Quarterly 83.5% 84.7% 85.7% 80.1% 83.5%

Numerator 17 45 710 11 591 11 733 10 959 11 427

Denominator 18 54 756 13 689 13 689 13 689 13 689



Quarterly targets



2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20SINJANI Actual (usable) beds (rehabilitation hospitals) 1 156 156 156 156 156 156 156

SINJANI Hospitals that conducted a national core standards self-assessment during the f inancial year (rehabilitation hospitals)

2 1 1 1 1 1 1 1

DHIS - NCS system Hospitals that achieved at least 75% compliance w ith the national core standards (rehabilitation hospitals)





0 0 0

SINJANI Patient days (Inpatient days + 1/2 Day patients) (rehabilitation hospitals)

4 44 176 44 188 42 651 43 195 44 297 44 297 44 297

SINJANI Inpatient separations (rehabilitation hospitals) 5 869 755 811 805 791 795 799

SINJANI Inpatient bed days available (Usable beds total x 30.42) (rehabilitation hospitals)

6 56 946 56 946 56 946 56 946 56 946 56 946 56 946

BAS Expenditure in rehabilitation hospitals 7 92 843 113 127 562 817 127 563 003 120 067 800 130 784 200 137 125 000 144 725 600

SINJANI OPD headcount (rehabilitation hospitals) 8 10 239 9 880 4 150 4 175 4 200 4 210 4 210

SINJANI Emergency headcount (rehabilitation hospitals) 9 Not applicable Not applicable Not applicable Not applicable Not applicable Not applicable Not applicable

SINJANI Patient day equivalent (PDE) (rehabilitation hospitals) 10 47 589 47 483 45 555 44 587 44 597 44 602 44 602

SINJANI Complaints resolved (rehabilitation hospitals) 11 Not required to report


22 42 42 42 42

SINJANI Complaints received (rehabilitation hospitals) 12 43 33 22 42 42 42 42

SINJANI Complaints resolved w ithin 25 w orking days (rehabilitation hospitals)

13 43 31 22 40 40 40 40

SINJANI Mortality and morbidity review s conducted per discipline (rehabilitation hospitals)

14 12 12 12 12 12 12 12

SINJANI Possible mortality and morbidity review s (rehabilitation hospitals) X number of disciplines w ithin rehabilitation hospitals

15 10 10 12 12 12 12 12




1.1.1 Actual (usable) beds in psychiatric hospitals Annual 1 700 - - - 1 700

Element 1

1.1.2 Actual (usable) beds in step-dow n facilities Annual 150 - - - 150

Element 2



Quarterly targets





Table B 59: Quarterly targets for Psychiatric Hospitals for 2017/18 [PHS 5]


Rehabilitation Hospital


Table B 60: Data elements with actual and projected performance values for Rehabilitation Services

Notes Element ID 7: The expenditure includes only that of the Western Cape Rehabilitation Centre (WCRC) and the relevant portion of the public private partnership

(PPP) budget. The total cost of the PPP is managed as a separate entity against sub-programme 4.4, which artificially inflates the cost per PDE of this sub-programme since approximately 60 per cent of the PPP funding is for the benefit of Lentegeur Hospital (sub-programme 4.3). The budgets of



1. Percentage of Hospitals that achieved an overall performance of ≥75% compliance w ith the national core standards (psychiatric hospitals)

Quarterly 100.0% 0.0% 0.0% 0.0% 100.0%



2. Average length of stay (psychiatric hospitals) Quarterly 86.4 83.9 85.0 85.4 91.8

Numerator 5 563 320 140 235 141 633 141 056 140 396

Denominator 6 6 520 1 672 1 667 1 652 1 529

3. Inpatient bed utilisation rate (psychiatric hospitals) Quarterly 90.8% 90.4% 91.3% 90.9% 90.5%

Numerator 5 563 320 140 235 141 633 141 056 140 396

Denominator 7 620 568 155 142 155 142 155 142 155 142

4. Expenditure per PDE (psychiatric hospitals) Quarterly R 1 590 R 1 601 R 1 596 R 1 583 R 1 580

Numerator 8 919 256 800 229 814 200 229 814 200 229 814 200 229 814 200

Denominator 11 578 208 143 569 144 028 145 160 145 452

5. Complaint resolution rate (psychiatric hospitals) Quarterly 99.0% 96.2% 100.0% 100.0% 100.0%

Numerator 12 103 25 26 26 26

Denominator 13 104 26 26 26 26


Quarterly 98.1% 92.3% 100.0% 100.0% 100.0%

Numerator 14 102 24 26 26 26

Denominator 13 104 26 26 26 26

7. Mortality and morbidity review rate (psychiatric hospitals) Quarterly 91.7% 100.0% 100.0% 83.3% 83.3%

Numerator 15 44 12 12 10 10

Denominator 16 48 12 12 12 12

8. Inpatient bed utilisation rate (step-dow n facilities) Quarterly 83.5% 84.7% 85.7% 80.1% 83.5%

Numerator 17 45 710 11 591 11 733 10 959 11 427

Denominator 18 54 756 13 689 13 689 13 689 13 689



Quarterly targets



2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20SINJANI Actual (usable) beds (rehabilitation hospitals) 1 156 156 156 156 156 156 156

SINJANI Hospitals that conducted a national core standards self-assessment during the f inancial year (rehabilitation hospitals)

2 1 1 1 1 1 1 1

DHIS - NCS system Hospitals that achieved at least 75% compliance w ith the national core standards (rehabilitation hospitals)





0 0 0

SINJANI Patient days (Inpatient days + 1/2 Day patients) (rehabilitation hospitals)

4 44 176 44 188 42 651 43 195 44 297 44 297 44 297

SINJANI Inpatient separations (rehabilitation hospitals) 5 869 755 811 805 791 795 799

SINJANI Inpatient bed days available (Usable beds total x 30.42) (rehabilitation hospitals)

6 56 946 56 946 56 946 56 946 56 946 56 946 56 946

BAS Expenditure in rehabilitation hospitals 7 92 843 113 127 562 817 127 563 003 120 067 800 130 784 200 137 125 000 144 725 600

SINJANI OPD headcount (rehabilitation hospitals) 8 10 239 9 880 4 150 4 175 4 200 4 210 4 210

SINJANI Emergency headcount (rehabilitation hospitals) 9 Not applicable Not applicable Not applicable Not applicable Not applicable Not applicable Not applicable

SINJANI Patient day equivalent (PDE) (rehabilitation hospitals) 10 47 589 47 483 45 555 44 587 44 597 44 602 44 602

SINJANI Complaints resolved (rehabilitation hospitals) 11 Not required to report


22 42 42 42 42

SINJANI Complaints received (rehabilitation hospitals) 12 43 33 22 42 42 42 42

SINJANI Complaints resolved w ithin 25 w orking days (rehabilitation hospitals)

13 43 31 22 40 40 40 40

SINJANI Mortality and morbidity review s conducted per discipline (rehabilitation hospitals)

14 12 12 12 12 12 12 12

SINJANI Possible mortality and morbidity review s (rehabilitation hospitals) X number of disciplines w ithin rehabilitation hospitals

15 10 10 12 12 12 12 12




1.1.1 Actual (usable) beds in psychiatric hospitals Annual 1 700 - - - 1 700

Element 1

1.1.2 Actual (usable) beds in step-dow n facilities Annual 150 - - - 150

Element 2



Quarterly targets

WCRC and Lentegeur will be used to calculate the cost per PDE and for monitoring and evaluation purposes, the costs of the PPP is divided proportionally between the two sub-programmes for accurate reflection of the total cost of the services.

Element ID 8: From 2014/15 Orthotic and Prosthetic services excluded from OPD headcount for rehabilitation hospitals. Element ID 15: The rehabilitation hospital only has one discipline that can hold a maximum of 12 monthly Mortality and Morbidity Review meetings per year.

Table B 61: Provincial strategic objectives and annual targets for Rehabilitation Services [PHS 3]


Table B 62: Performance indicators for Rehabilitation Services [PHS 4]

Notes Indicator 4: The expenditure includes only that of the Western Cape Rehabilitation Centre (WCRC) and the relevant portion of the public private partnership (PPP)

budget. The total cost of the PPP is managed as a separate entity against sub-programme 4.4, which artificially inflates the cost per PDE of this sub-programme since approximately 60 per cent of the PPP funding is for the benefit of Lentegeur Hospital (sub-programme 4.3). The budgets of WCRC and Lentegeur will be used to calculate the cost per PDE and for monitoring and evaluation purposes, the costs of the PPP is divided proportionally between the two sub-programmes for accurate reflection of the total cost of the services.

Indicator 7: The rehabilitation hospital only has one discipline that can hold a maximum of 12 monthly Mortality and Morbidity Review meetings per year.



overall performance of ≥75% compliance w ith the national core standards (rehabilitation hospitals)





0.0% 0.0% 0.0%

Numerator 3 - - - - 0 0 0


2. Average length of stay (rehabilitation hospitals)

Quarterly Days 50.8 58.5 52.6 53.7 56.0 55.7 55.4

Numerator 4 44 176 44 188 42 651 43 195 44 297 44 297 44 297

Denominator 5 869 755 811 805 791 795 799

3. Inpatient bed utilisation rate (rehabilitation hospitals)

Quarterly % 77.6% 77.6% 74.9% 75.9% 77.8% 77.8% 77.8%

Numerator 4 44 176 44 188 42 651 43 195 44 297 44 297 44 297

Denominator 6 56 946 56 946 56 946 56 946 56 946 56 946 56 946

4. Expenditure per PDE (rehabilitation hospitals)

Quarterly R R 1 951 R 2 686 R 2 800 R 2 693 R 2 933 R 3 074 R 3 245

Numerator 7 92 843 113 127 562 817 127 563 003 120 067 800 130 784 200 137 125 000 144 725 600

Denominator 10 47 589 47 483 45 555 44 587 44 597 44 602 44 602

5. Complaint resolution rate (rehabilitation hospitals)



100.0% 100.0% 100.0% 100.0% 100.0%

Numerator 11 - - 22 42 42 42 42

Denominator 12 43 33 22 42 42 42 42

6. Complaint resolution w ithin 25 w orking days rate (rehabilitation hospitals)

Quarterly % 100.0% 93.9% 100.0% 95.2% 95.2% 95.2% 95.2%

Numerator 13 43 31 22 40 40 40 40

Denominator 12 43 33 22 42 42 42 42


(rehabilitation hospitals)Quarterly % 120.0% 120.0% 100.0% 100.0% 100.0% 100.0% 100.0%

Numerator 14 12 12 12 12 12 12 12

Denominator 15 10 10 12 12 12 12 12






2019/20 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

1.1 1.1.1 Actual (usable) beds in rehabilitation hospitals

156 156 156 156 156 156 156 156

Element 1



STRATEGIC GOAL: Promote health and wellness.Provide quality rehabilitation hospital services.





Table B 63: Quarterly targets for Rehabilitation Services for 2017/18 [PHS 5]


Dental Training Hospital


Table B 64: Data elements with actual and projected performance values for Dental Training Hospitals

Notes Element ID 1 & 2: This is mostly a student driven service. In addition, there were staff capacity challenges during 2013/14 - vacant anaesthetists and registrar posts

resulted in a lower performance. These posts have subsequently been filled.

Table B 65: Provincial strategic objectives and annual targets for Dental Training Hospitals [PHS 3]



1. Percentage of Hospitals that achieved an overall performance of ≥75% compliance w ith the national core standards (rehabilitation hospitals)

Quarterly 0.0% 0.0% 0.0% 0.0% 0.0%



2. Average length of stay (rehabilitation hospitals) Quarterly 56.0 53.5 56.6 62.6 52.3

Numerator 4 44 297 10 923 11 661 10 825 10 888

Denominator 5 791 204 206 173 208

3. Inpatient bed utilisation rate (rehabilitation hospitals) Quarterly 77.8% 76.7% 81.9% 76.0% 76.5%

Numerator 4 44 297 10 923 11 661 10 825 10 888

Denominator 6 56 946 14 237 14 237 14 237 14 235

4. Expenditure per PDE (rehabilitation hospitals) Quarterly R 2 933 R 2 933 R 2 933 R 2 933 R 2 931

Numerator 7 130 784 200 32 696 050 32 696 050 32 696 050 32 696 050

Denominator 10 44 597 11 146 11 147 11 147 11 157

5. Complaint resolution rate (rehabilitation hospitals) Quarterly 100.0% 100.0% 100.0% 100.0% 100.0%

Numerator 11 42 10 11 11 10

Denominator 12 42 10 11 11 10


Quarterly 95.2% 100.0% 90.9% 90.9% 100.0%

Numerator 13 40 10 10 10 10

Denominator 12 42 10 11 11 10

7. Mortality and morbidity review rate (rehabilitation hospitals) Quarterly 100.0% 100.0% 100.0% 100.0% 100.0%

Numerator 14 12 3 3 3 3




Quarterly targets




1.1.1 Actual (usable) beds in rehabilitation hospitals Annual 156 - - - 156

Element 1



Quarterly targets


2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20SINJANI Oral health patient visits at dental training hospitals 1 114 848 121 262 122 373 122 250 122 260 122 270 123 000

SINJANI Prosthetic units (dentures) manufactured and issued 2 4 722 3 883 4 315 3 890 3 895 3 900 3 900




2019/20 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

1.1 Provide quality dental training hospital services.

1.1.1 Oral health patient visits at dental training hospitals

123 000 114 848 121 262 122 373 122 250 122 260 122 270 123 000

Element 1








Table B 63: Quarterly targets for Rehabilitation Services for 2017/18 [PHS 5]


Dental Training Hospital


Table B 64: Data elements with actual and projected performance values for Dental Training Hospitals

Notes Element ID 1 & 2: This is mostly a student driven service. In addition, there were staff capacity challenges during 2013/14 - vacant anaesthetists and registrar posts

resulted in a lower performance. These posts have subsequently been filled.

Table B 65: Provincial strategic objectives and annual targets for Dental Training Hospitals [PHS 3]



1. Percentage of Hospitals that achieved an overall performance of ≥75% compliance w ith the national core standards (rehabilitation hospitals)

Quarterly 0.0% 0.0% 0.0% 0.0% 0.0%



2. Average length of stay (rehabilitation hospitals) Quarterly 56.0 53.5 56.6 62.6 52.3

Numerator 4 44 297 10 923 11 661 10 825 10 888

Denominator 5 791 204 206 173 208

3. Inpatient bed utilisation rate (rehabilitation hospitals) Quarterly 77.8% 76.7% 81.9% 76.0% 76.5%

Numerator 4 44 297 10 923 11 661 10 825 10 888

Denominator 6 56 946 14 237 14 237 14 237 14 235

4. Expenditure per PDE (rehabilitation hospitals) Quarterly R 2 933 R 2 933 R 2 933 R 2 933 R 2 931

Numerator 7 130 784 200 32 696 050 32 696 050 32 696 050 32 696 050

Denominator 10 44 597 11 146 11 147 11 147 11 157

5. Complaint resolution rate (rehabilitation hospitals) Quarterly 100.0% 100.0% 100.0% 100.0% 100.0%

Numerator 11 42 10 11 11 10

Denominator 12 42 10 11 11 10


Quarterly 95.2% 100.0% 90.9% 90.9% 100.0%

Numerator 13 40 10 10 10 10

Denominator 12 42 10 11 11 10

7. Mortality and morbidity review rate (rehabilitation hospitals) Quarterly 100.0% 100.0% 100.0% 100.0% 100.0%

Numerator 14 12 3 3 3 3




Quarterly targets




1.1.1 Actual (usable) beds in rehabilitation hospitals Annual 156 - - - 156

Element 1



Quarterly targets


2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20SINJANI Oral health patient visits at dental training hospitals 1 114 848 121 262 122 373 122 250 122 260 122 270 123 000

SINJANI Prosthetic units (dentures) manufactured and issued 2 4 722 3 883 4 315 3 890 3 895 3 900 3 900




2019/20 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

1.1 Provide quality dental training hospital services.

1.1.1 Oral health patient visits at dental training hospitals

123 000 114 848 121 262 122 373 122 250 122 260 122 270 123 000

Element 1





Table B 66: Performance indicators for Dental Training Hospitals

Notes: There are no prescribed national indicators for Dental Training Hospitals.


Table B 67: Quarterly targets for Dental Training Hospitals for 2017/18

Notes: No prescribed sector indicators.


Table B 68: Summary of payments and estimates – Programme 4: Provincial Hospital Services

Notes: Sub-programmes 4.1, 4.3 & 4.5: 2017/18: National Conditional grant: Health Professions Training and Development: R161 095 000 (Compensation of employees).


2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20ADDITIONAL PROVINCIAL INDICATORS1. Number of removable oral health prosthetic

devices manufactured (dentures) Quarterly No 4 722 3 883 4 315 3 890 3 895 3 900 3 900

Element 2





% Change from

Revised estimate

2013/14 2014/15 2015/16 2016/17 2016/17 2016/17 2017/18 2016/17 2018/19 2019/20

General (Regional) Hospitals 1 336 141 1 492 758 1 625 357 1 753 924 1 753 932 1 747 883 1 869 043 6.93 1 956 849 2 064 078 Tuberculosis Hospitals 225 222 249 138 265 748 289 269 289 300 291 777 305 368 4.66 319 748 337 441 PsychiatrIc/Mental Hospitals 668 413 700 868 755 887 819 544 820 393 821 975 881 999 7.30 922 867 972 993 Sub-acute, Step dow n and Chronic Medical Hospitals

150 328 160 155 166 601 182 827 182 827 181 555 198 608 9.39 208 359 220 130

Dental Training Hospitals 119 784 125 814 141 760 153 132 153 131 148 049 164 125 10.86 171 546 180 586

2 499 888 2 728 733 2 955 353 3 198 696 3 199 583 3 191 239 3 419 143 7.14 3 579 369 3 775 228 Total payments and estimates

2.3.

5.

Revised estimate


Main appro-priation


1.

4.

Sub-programmeR'000

Outcome



1.1.1 Oral health patient visits at dental training hospitals Quarterly 122 260 37 000 38 904 23 976 22 380

Element 1



Quarterly targetsFrequency Annual target


1. Number of removable oral health prosthetic devices manufactured (dentures)

Quarterly 3 895 1 010 1 350 1 080 455

Element 2



Quarterly targets





Table B 69: Payments and estimates by economic classification – Programme 4: Provincial Hospital Services


Programme 4: Provincial Hospital Services is allocated 15.77 per cent of the vote during 2017/18 in comparison

to the 15.84 per cent allocated in the revised estimate of the 2016/17 budget. This amounts to a nominal increase


Sub-programme 4.1: General (Regional) Hospitals is allocated 54.66 per cent of the Programme 4 budget in

2017/18 in comparison to the 54.77 per cent allocated in the revised estimate of the 2016/17 budget. This

amounts to a nominal increase of R121.160 million or 6.93 per cent.


% C hange fro m

R evised est imate



Goods and services 671 497 727 472 782 514 866 358 866 972 857 599 905 228 5.55 951 342 1 008 596 of which

48 5 49 4 4 36 4 (88.89) 4 4 40 35 126 54 54 63 58 (7.94) 61 64

7 148 9 993 8 422 10 842 10 853 10 079 10 155 0.75 10 614 11 250 302 203 170 302 302 436 298 (31.65) 309 328

14 202 16 356 17 220 18 593 18 593 15 858 17 527 10.52 18 314 19 412 922 1 675 468 2 309 2 309 1 404 1 165 (17.02) 1 217 1 290

51 976 54 477 58 347 64 635 64 635 63 318 68 292 7.86 71 888 76 202

62 825 63 186 62 531 71 078 69 078 59 486 65 204 9.61 69 647 73 268 207

25 688 21 622 21 919 27 221 28 125 28 296 29 766 5.20 31 106 32 973 54 120 57 484 57 237 65 661 67 661 66 854 66 704 (0.22) 69 704 73 886

4 1 2 10 10 7 15 114.29 15 15 4 930 5 114 5 350 5 957 5 957 5 437 5 853 7.65 6 217 6 600

4 193 3 961 5 241 5 974 5 974 5 736 6 424 11.99 6 714 7 117 5 005 7 699 7 938 8 566 8 566 11 045 11 848 7.27 12 382 13 124

163 654 185 294 202 393 207 529 205 529 210 198 221 847 5.54 235 085 249 914 52 875 60 101 61 376 74 741 74 741 76 092 80 835 6.23 84 473 89 543 3 238 3 149 3 370 1 741 1 741 1 448 1 746 20.58 1 823 1 932

62 737 68 791 75 469 82 312 82 312 80 139 87 143 8.74 91 061 96 528 8 891 13 295 12 327 16 419 16 419 13 775 14 962 8.62 15 636 16 575

3 860 3 973 4 713 5 221 5 221 4 749 5 108 7.56 5 338 5 659 134 937 141 667 168 380 184 701 186 804 192 322 198 159 3.04 207 078 219 498

1 123 786 840 1 107 1 107 1 048 1 097 4.68 1 146 1 214

3 517 3 834 3 644 4 432 4 432 4 233 4 483 5.91 4 681 4 962 3 467 2 761 2 885 4 699 4 699 3 832 4 569 19.23 4 775 5 062 877 1 386 1 448 1 427 1 427 1 181 1 411 19.48 1 474 1 561

12 12 2 14 14 1 5 400.00 5 5 699 612 647 809 405 526 550 4.56 575 610

T ransfers and subsidies to 7 705 13 969 12 170 16 002 15 926 14 669 17 069 16.36 18 006 18 726 Departmental agencies and accounts 55 57 52 76

55 57 52 76

55 57 52 76 Non-profit institutions 2 000 2 505 2 802 2 802 2 802 3 026 7.99 3 192 3 320

Households 7 650 11 912 9 613 13 124 13 124 11 867 14 043 18.34 14 814 15 406 Social benefits 7 650 11 435 9 520 12 853 12 853 11 867 13 753 15.89 14 508 15 088 Other transfers to households 477 93 271 271 290 306 318

P ayments fo r capital assets 28 915 41 151 40 836 33 911 34 260 37 967 29 724 (21.71) 30 260 30 827 M achinery and equipment 28 884 41 145 40 748 33 911 34 260 36 999 29 724 (19.66) 30 260 30 827

Transport equipment 7 849 9 268 9 253 8 113 8 113 9 528 9 382 (1.53) 9 918 10 485 Other machinery and equipment 21 035 31 877 31 495 25 798 26 147 27 471 20 342 (25.95) 20 342 20 342

31 6 88 968 (100.00)

P ayments fo r f inancial assets 271 2 653 520 343 (100.00)



R evised est imate


Legal costsContractorsAgency and support/outsourced services

Administrative fees

Rental and hiring

Inventory: Other suppliesConsumable supplies

A djusted appro -

priat io n

Laboratory services


AdvertisingM inor Assets



Communication (G&S)


Outco me


Entertainment

Computer services

Other



Consultants and professional services: Business and advisory services


Consumable: Stationery, printing and office suppliesOperating leasesProperty paymentsTransport provided: Departmental activity

Training and developmentTravel and subsistence


Operating payments





Table B 69: Payments and estimates by economic classification – Programme 4: Provincial Hospital Services


Programme 4: Provincial Hospital Services is allocated 15.77 per cent of the vote during 2017/18 in comparison

to the 15.84 per cent allocated in the revised estimate of the 2016/17 budget. This amounts to a nominal increase


Sub-programme 4.1: General (Regional) Hospitals is allocated 54.66 per cent of the Programme 4 budget in

2017/18 in comparison to the 54.77 per cent allocated in the revised estimate of the 2016/17 budget. This



% C hange fro m

R evised est imate



Goods and services 671 497 727 472 782 514 866 358 866 972 857 599 905 228 5.55 951 342 1 008 596 of which

48 5 49 4 4 36 4 (88.89) 4 4 40 35 126 54 54 63 58 (7.94) 61 64

7 148 9 993 8 422 10 842 10 853 10 079 10 155 0.75 10 614 11 250 302 203 170 302 302 436 298 (31.65) 309 328

14 202 16 356 17 220 18 593 18 593 15 858 17 527 10.52 18 314 19 412 922 1 675 468 2 309 2 309 1 404 1 165 (17.02) 1 217 1 290

51 976 54 477 58 347 64 635 64 635 63 318 68 292 7.86 71 888 76 202

62 825 63 186 62 531 71 078 69 078 59 486 65 204 9.61 69 647 73 268 207

25 688 21 622 21 919 27 221 28 125 28 296 29 766 5.20 31 106 32 973 54 120 57 484 57 237 65 661 67 661 66 854 66 704 (0.22) 69 704 73 886

4 1 2 10 10 7 15 114.29 15 15 4 930 5 114 5 350 5 957 5 957 5 437 5 853 7.65 6 217 6 600

4 193 3 961 5 241 5 974 5 974 5 736 6 424 11.99 6 714 7 117 5 005 7 699 7 938 8 566 8 566 11 045 11 848 7.27 12 382 13 124

163 654 185 294 202 393 207 529 205 529 210 198 221 847 5.54 235 085 249 914 52 875 60 101 61 376 74 741 74 741 76 092 80 835 6.23 84 473 89 543 3 238 3 149 3 370 1 741 1 741 1 448 1 746 20.58 1 823 1 932

62 737 68 791 75 469 82 312 82 312 80 139 87 143 8.74 91 061 96 528 8 891 13 295 12 327 16 419 16 419 13 775 14 962 8.62 15 636 16 575

3 860 3 973 4 713 5 221 5 221 4 749 5 108 7.56 5 338 5 659 134 937 141 667 168 380 184 701 186 804 192 322 198 159 3.04 207 078 219 498

1 123 786 840 1 107 1 107 1 048 1 097 4.68 1 146 1 214

3 517 3 834 3 644 4 432 4 432 4 233 4 483 5.91 4 681 4 962 3 467 2 761 2 885 4 699 4 699 3 832 4 569 19.23 4 775 5 062 877 1 386 1 448 1 427 1 427 1 181 1 411 19.48 1 474 1 561

12 12 2 14 14 1 5 400.00 5 5 699 612 647 809 405 526 550 4.56 575 610


55 57 52 76

55 57 52 76 Non-profit institutions 2 000 2 505 2 802 2 802 2 802 3 026 7.99 3 192 3 320

Households 7 650 11 912 9 613 13 124 13 124 11 867 14 043 18.34 14 814 15 406 Social benefits 7 650 11 435 9 520 12 853 12 853 11 867 13 753 15.89 14 508 15 088 Other transfers to households 477 93 271 271 290 306 318

P ayments fo r capital assets 28 915 41 151 40 836 33 911 34 260 37 967 29 724 (21.71) 30 260 30 827 M achinery and equipment 28 884 41 145 40 748 33 911 34 260 36 999 29 724 (19.66) 30 260 30 827


31 6 88 968 (100.00)

P ayments fo r f inancial assets 271 2 653 520 343 (100.00)



R evised est imate


Legal costsContractorsAgency and support/outsourced services

Administrative fees

Rental and hiring

Inventory: Other suppliesConsumable supplies

A djusted appro -

priat io n

Laboratory services





Communication (G&S)


Outco me


Entertainment

Computer services

Other



Consultants and professional services: Business and advisory services


Consumable: Stationery, printing and office suppliesOperating leasesProperty paymentsTransport provided: Departmental activity

Training and developmentTravel and subsistence


Operating payments


Sub-programme 4.2: TB Hospitals is allocated 8.93 per cent of the Programme 4 budget in 2017/18 in comparison

to the 9.14 per cent that was allocated in the revised estimate of the 2016/17 budget. This is a nominal increase


Sub-programme 4.3: Psychiatric/ Mental Hospitals are allocated 25.80 per cent of the Programme 4 budget in

2017/18 in comparison to the 25.76 per cent that was allocated in the revised estimate of the 2016/17 budget.

This amounts to a nominal increase of R60.024 million or 7.30 per cent.

Sub-programme 4.4: Sub-acute step down & Chronic Medical Hospitals is allocated 5.81 per cent of the

Programme 4 budget in 2017/18 in comparison to the 5.69 per cent that was allocated in the revised estimate

of the 2016/17 budget. This amounts to a nominal increase of R17.053 million or 9.39 per cent.

Sub-programme 4.5: Dental Training Hospitals is allocated 4.80 per cent of the Programme 4 budget for 2017/18

in comparison to the 4.64 per cent that was allocated in the revised estimate of the 2016/17 budget. This


Risk Management

A combined risk table has been developed for Programme 4. Each facility within the Programme will address

their specific risks within this framework. Specific risk areas within relevant sub-programmes have been identified

and are highlighted in the risk table below.


Mitigating Factors





Mitigating Factors Installation of vandal-proof infrastructure including fixtures and fittings, as

far as possible. Improve security services and contract management at facility level.


Mitigating Factors Ensure cost containment and efficiency measures are in place. Tight control of the filling of posts. Monitor expenditure regularly against budget.




Programme 5: Central Hospital Services

Purpose

To provide tertiary and quaternary health services and to create a platform for the training of health workers

and research

Structure

Sub-Programme 5.1: Central Hospital Services

Rendering of general and highly specialised medical health and quaternary services on a national basis and

maintaining a platform for the training of health workers and research

Sub-Programme 5.2: Provincial Tertiary Hospital Services

Rendering of general specialist and tertiary health services on a national basis and maintaining a platform for

the training of health workers and research



Improving quality of care and patient experience

Central Hospitals


Table B 70: Data elements with actual and projected performance values for Central Hospital Services

Notes Element ID 11 and 12: The systems and opportunities for patients to register complaints were strengthened, hence less complaints registered suggests that the quality

of the services are increasing. Element ID 15: Morbidity and Mortality reviews can be held a maximum of 12 times per year for each of the key service disciplines in the hospitals.


2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20SINJANI Actual (usable) beds (central hospitals) 1 2 359 2 359 2 359 2 359 2 359 2 359 2 359

SINJANI Hospitals that conducted a national core standards self-assessment during the f inancial year (central hospitals)

2 2 2 2 2 2 2 2

DHIS - NCS system Hospitals that achieved at least 75% compliance w ith the national core standards (central hospitals)





2 2 2

SINJANI Patient days (Inpatient days + 1/2 Day patients) (central hospitals)

4 729 091 738 641 745 141 743 525 741 983 736 932 736 932

SINJANI Inpatient separations (central hospitals) 5 118 351 119 127 117 668 118 272 120 176 118 547 120 487

SINJANI Inpatient bed days available (Usable beds total x 30.42) (central hospitals)

6 856 566 861 129 861 129 861 129 861 129 861 129 861 129

BAS Expenditure in central hospitals 7 3 511 033 649 4 325 098 495 4 641 532 537 4 957 910 000 5 276 038 000 5 524 364 000 5 828 033 000

SINJANI OPD headcount (central hospitals) 8 704 582 715 581 696 243 707 344 737 425 739 631 740 499

SINJANI Emergency headcount (central hospitals) 9 97 664 96 993 94 151 90 640 98 120 98 620 98 622

SINJANI Patient day equivalent (PDE) (central hospitals) 10 996 506 1 009 499 1 008 606 1 019 427 1 020 498 1 016 349 1 016 639

SINJANI Complaints resolved (central hospitals) 11 Not required to report


737 778 782 782 782

SINJANI Complaints received (central hospitals) 12 900 921 781 845 845 845 845

SINJANI Complaints resolved w ithin 25 w orking days (central hospitals)

13 760 773 648 701 701 701 701

SINJANI Mortality and morbidity review s conducted per discipline (central hospitals)

14 66 86 87 84 79 79 79

SINJANI Planned mortality and morbidity review s (central hospitals) X number of disciplines w ithin central hospitals

15 70 90 84 84 84 84 84

Audited / Actual performance Medium term targetsElement ID




Programme 5: Central Hospital Services

Purpose

To provide tertiary and quaternary health services and to create a platform for the training of health workers

and research

Structure


Rendering of general and highly specialised medical health and quaternary services on a national basis and

maintaining a platform for the training of health workers and research

Sub-Programme 5.2: Provincial Tertiary Hospital Services

Rendering of general specialist and tertiary health services on a national basis and maintaining a platform for

the training of health workers and research



Improving quality of care and patient experience

Central Hospitals


Table B 70: Data elements with actual and projected performance values for Central Hospital Services

Notes Element ID 11 and 12: The systems and opportunities for patients to register complaints were strengthened, hence less complaints registered suggests that the quality

of the services are increasing. Element ID 15: Morbidity and Mortality reviews can be held a maximum of 12 times per year for each of the key service disciplines in the hospitals.


2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20SINJANI Actual (usable) beds (central hospitals) 1 2 359 2 359 2 359 2 359 2 359 2 359 2 359

SINJANI Hospitals that conducted a national core standards self-assessment during the f inancial year (central hospitals)

2 2 2 2 2 2 2 2

DHIS - NCS system Hospitals that achieved at least 75% compliance w ith the national core standards (central hospitals)





2 2 2

SINJANI Patient days (Inpatient days + 1/2 Day patients) (central hospitals)

4 729 091 738 641 745 141 743 525 741 983 736 932 736 932

SINJANI Inpatient separations (central hospitals) 5 118 351 119 127 117 668 118 272 120 176 118 547 120 487

SINJANI Inpatient bed days available (Usable beds total x 30.42) (central hospitals)

6 856 566 861 129 861 129 861 129 861 129 861 129 861 129

BAS Expenditure in central hospitals 7 3 511 033 649 4 325 098 495 4 641 532 537 4 957 910 000 5 276 038 000 5 524 364 000 5 828 033 000

SINJANI OPD headcount (central hospitals) 8 704 582 715 581 696 243 707 344 737 425 739 631 740 499

SINJANI Emergency headcount (central hospitals) 9 97 664 96 993 94 151 90 640 98 120 98 620 98 622

SINJANI Patient day equivalent (PDE) (central hospitals) 10 996 506 1 009 499 1 008 606 1 019 427 1 020 498 1 016 349 1 016 639

SINJANI Complaints resolved (central hospitals) 11 Not required to report


737 778 782 782 782

SINJANI Complaints received (central hospitals) 12 900 921 781 845 845 845 845

SINJANI Complaints resolved w ithin 25 w orking days (central hospitals)

13 760 773 648 701 701 701 701

SINJANI Mortality and morbidity review s conducted per discipline (central hospitals)

14 66 86 87 84 79 79 79

SINJANI Planned mortality and morbidity review s (central hospitals) X number of disciplines w ithin central hospitals

15 70 90 84 84 84 84 84


Table B 71: Provincial strategic objectives and annual targets for Central Hospital Services [C&THS 1]


Table B 72: Performance indicators for Central Hospital Services [C&THS 2]

TypeEstimated

performance

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20SECTOR SPECIFIC INDICATORS1. Percentage of Hospitals achieved an

overall performance of ≥75% compliance w ith the national core standards (central hospitals)





100.0% 100.0% 100.0%

Numerator 3 - - - - 2 2 2


2. Average length of stay (central hospitals) Quarterly Days 6.2 6.2 6.3 6.3 6.2 6.2 6.1

Numerator 4 729 091 738 641 745 141 743 525 741 983 736 932 736 932

Denominator 5 118 351 119 127 117 668 118 272 120 176 118 547 120 487

3 Inpatient bed utilisation rate (central hospitals)

Quarterly % 85.1% 85.8% 86.5% 86.3% 86.2% 85.6% 85.6%

Numerator 4 729 091 738 641 745 141 743 525 741 983 736 932 736 932

Denominator 6 856 566 861 129 861 129 861 129 861 129 861 129 861 129

4. Expenditure per PDE (central hospitals) Quarterly R R 3 523 R 4 284 R 4 602 R 4 863 R 5 170 R 5 435 R 5 733

Numerator 7 3 511 033 649 4 325 098 495 4 641 532 537 4 957 910 000 5 276 038 000 5 524 364 000 5 828 033 000

Denominator 10 996 506 1 009 499 1 008 606 1 019 427 1 020 498 1 016 349 1 016 639

5. Complaint resolution rate (central hospitals) Quarterly % Not required to report


94.4% 92.1% 92.6% 92.6% 92.6%

Numerator 11 - - 737 778 782 782 782

Denominator 12 900 921 781 845 845 845 845

6. Complaint resolution w ithin 25 w orking days rate (central hospitals)

Quarterly % 84.4% 83.9% 83.0% 83.0% 83.0% 83.0% 83.0%

Numerator 13 760 773 648 701 701 701 701

Denominator 12 900 921 781 845 845 845 845

ADDITIONAL PROVINCIAL INDICATORS7. Mortality and morbidity review rate (central


Numerator 14 66 86 87 84 79 79 79

Denominator 15 70 90 84 84 84 84 84





2019/20 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

1.1 1.1.1 Actual (usable) beds in central hospitals

2 359 2 359 2 359 2 359 2 359 2 359 2 359 2 359

Element 1



STRATEGIC GOAL: Promote health and wellness.Provide access to the full package of central hospital services.






Table B 73: Quarterly targets for Central Hospital Services for 2017/18 [C&THS 3]


Table B 74: Data elements with actual and projected performance values for Groote Schuur Hospital

Notes Element ID 3 and 4: Patient days and separations will vary depending on admission rates and average length of stay. Element ID 10 and 11: The systems and opportunities for patients to register complaints were strengthened, hence less complaints registered suggests that the quality

of the services are increasing. Element ID 14: Morbidity and Mortality reviews are held at least 12 times per year for each of the key service disciplines in the hospital.

Table B 75: Provincial strategic objectives and annual targets for Groote Schuur Hospital [C&THS 4]

Notes Indicator 1.1.1: The increase in the number of beds in 2013/14 is to absorb some services previously rendered by GF Jooste Hospital.


2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20SINJANI Actual (usable) beds (Groote Schuur Hospital) 1 975 975 975 975 975 975 975

DHIS - NCS system Hospitals that achieved at least 75% compliance w ith the national core standards (Groote Schuur Hospital)





Yes Yes Yes

SINJANI Patient days (Inpatient days + 1/2 Day patients) (Groote Schuur Hospital)

3 297 539 302 322 304 045 303 232 302 494 302 494 302 494

SINJANI Inpatient separations (Groote Schuur Hospital) 4 49 012 49 362 49 259 49 732 50 416 49 589 50 416

SINJANI Inpatient bed days available (Usable beds total x 30.42) (Groote Schuur Hospital)

5 351 351 355 914 355 914 355 914 355 914 355 914 355 914

BAS Expenditure in Groote Schuur Hospital 6 1 679 680 074 2 053 466 313 2 190 311 487 2 337 807 000 2 492 354 000 2 609 440 000 2 752 796 000

SINJANI OPD headcount (Groote Schuur Hospital) 7 372 146 383 760 371 900 369 696 376 605 382 957 382 957

SINJANI Emergency headcount (Groote Schuur Hospital) 8 40 601 39 901 40 375 39 136 41 100 41 500 41 501

SINJANI Patient day equivalent (PDE) (Groote Schuur Hospital) 9 435 121 443 542 441 470 439 509 441 729 443 980 443 980

SINJANI Complaints resolved (Groote Schuur Hospital) 10 Not required to report


428 453 463 463 463

SINJANI Complaints received (Groote Schuur Hospital) 11 466 542 428 482 482 482 482

SINJANI Complaints resolved w ithin 25 w orking days (Groote Schuur Hospital)

12 415 489 390 433 433 433 433

SINJANI Mortality and morbidity review s conducted per discipline (Groote Schuur Hospital)

13 27 36 39 36 33 33 33

SINJANI Planned mortality and morbidity review s (Groote Schuur Hospital) X number of disciplines w ithin Groote Schuur Hospital

14 30 40 36 36 36 36 36




2019/20 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

1.1 1.1.1 Actual (usable) beds in Groote Schuur Hospital

975 975 975 975 975 975 975 975

Element 1



STRATEGIC GOAL: Promote health and wellness.Provide access to the full package of central hospital services at Groote Schuur Hospital.



1.1.1 Actual (usable) beds in central hospitals Annual 2 359 - - - 2 359

Element 1



Quarterly targets



1. Percentage of Hospitals achieved an overall performance of ≥75% compliance w ith the national core standards (central hospitals)

Quarterly 100.0% 0.0% 0.0% 0.0% 100.0%



2. Average length of stay (central hospitals) Quarterly 6.2 6.1 6.3 6.1 6.2

Numerator 4 741 983 185 798 189 508 181 181 185 496

Denominator 5 120 176 30 284 30 044 29 804 30 044

3 Inpatient bed utilisation rate (central hospitals) Quarterly 86.2% 86.5% 87.3% 84.4% 86.4%

Numerator 4 741 983 185 798 189 508 181 181 185 496

Denominator 6 861 129 214 692 217 052 214 692 214 692

4. Expenditure per PDE (central hospitals) Quarterly R 5 170 R 5 170 R 5 013 R 5 170 R 5 337

Numerator 7 5 276 038 000 1 319 009 500 1 319 009 500 1 319 009 500 1 319 009 500

Denominator 10 1 020 498 255 125 263 120 255 125 247 128

5. Complaint resolution rate (central hospitals) Quarterly 92.6% 92.5% 92.5% 92.5% 92.5%

Numerator 11 782 195 196 196 194

Denominator 12 845 211 212 212 210


Quarterly 83.0% 82.9% 82.5% 82.5% 83.8%

Numerator 13 701 175 175 175 176

Denominator 12 845 211 212 212 210

7. Mortality and morbidity review rate (central hospitals) Quarterly 94.0% 90.5% 95.2% 90.5% 100.0%

Numerator 14 79 19 20 19 21

Denominator 15 84 21 21 21 21


Quarterly targets







Table B 73: Quarterly targets for Central Hospital Services for 2017/18 [C&THS 3]


Table B 74: Data elements with actual and projected performance values for Groote Schuur Hospital

Notes Element ID 3 and 4: Patient days and separations will vary depending on admission rates and average length of stay. Element ID 10 and 11: The systems and opportunities for patients to register complaints were strengthened, hence less complaints registered suggests that the quality


Table B 75: Provincial strategic objectives and annual targets for Groote Schuur Hospital [C&THS 4]

Notes Indicator 1.1.1: The increase in the number of beds in 2013/14 is to absorb some services previously rendered by GF Jooste Hospital.


2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20SINJANI Actual (usable) beds (Groote Schuur Hospital) 1 975 975 975 975 975 975 975

DHIS - NCS system Hospitals that achieved at least 75% compliance w ith the national core standards (Groote Schuur Hospital)





Yes Yes Yes

SINJANI Patient days (Inpatient days + 1/2 Day patients) (Groote Schuur Hospital)

3 297 539 302 322 304 045 303 232 302 494 302 494 302 494

SINJANI Inpatient separations (Groote Schuur Hospital) 4 49 012 49 362 49 259 49 732 50 416 49 589 50 416

SINJANI Inpatient bed days available (Usable beds total x 30.42) (Groote Schuur Hospital)

5 351 351 355 914 355 914 355 914 355 914 355 914 355 914

BAS Expenditure in Groote Schuur Hospital 6 1 679 680 074 2 053 466 313 2 190 311 487 2 337 807 000 2 492 354 000 2 609 440 000 2 752 796 000

SINJANI OPD headcount (Groote Schuur Hospital) 7 372 146 383 760 371 900 369 696 376 605 382 957 382 957

SINJANI Emergency headcount (Groote Schuur Hospital) 8 40 601 39 901 40 375 39 136 41 100 41 500 41 501

SINJANI Patient day equivalent (PDE) (Groote Schuur Hospital) 9 435 121 443 542 441 470 439 509 441 729 443 980 443 980

SINJANI Complaints resolved (Groote Schuur Hospital) 10 Not required to report


428 453 463 463 463

SINJANI Complaints received (Groote Schuur Hospital) 11 466 542 428 482 482 482 482

SINJANI Complaints resolved w ithin 25 w orking days (Groote Schuur Hospital)

12 415 489 390 433 433 433 433

SINJANI Mortality and morbidity review s conducted per discipline (Groote Schuur Hospital)

13 27 36 39 36 33 33 33

SINJANI Planned mortality and morbidity review s (Groote Schuur Hospital) X number of disciplines w ithin Groote Schuur Hospital

14 30 40 36 36 36 36 36




2019/20 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

1.1 1.1.1 Actual (usable) beds in Groote Schuur Hospital

975 975 975 975 975 975 975 975

Element 1



STRATEGIC GOAL: Promote health and wellness.Provide access to the full package of central hospital services at Groote Schuur Hospital.



1.1.1 Actual (usable) beds in central hospitals Annual 2 359 - - - 2 359

Element 1



Quarterly targets



1. Percentage of Hospitals achieved an overall performance of ≥75% compliance w ith the national core standards (central hospitals)

Quarterly 100.0% 0.0% 0.0% 0.0% 100.0%



2. Average length of stay (central hospitals) Quarterly 6.2 6.1 6.3 6.1 6.2

Numerator 4 741 983 185 798 189 508 181 181 185 496

Denominator 5 120 176 30 284 30 044 29 804 30 044

3 Inpatient bed utilisation rate (central hospitals) Quarterly 86.2% 86.5% 87.3% 84.4% 86.4%

Numerator 4 741 983 185 798 189 508 181 181 185 496

Denominator 6 861 129 214 692 217 052 214 692 214 692

4. Expenditure per PDE (central hospitals) Quarterly R 5 170 R 5 170 R 5 013 R 5 170 R 5 337

Numerator 7 5 276 038 000 1 319 009 500 1 319 009 500 1 319 009 500 1 319 009 500

Denominator 10 1 020 498 255 125 263 120 255 125 247 128

5. Complaint resolution rate (central hospitals) Quarterly 92.6% 92.5% 92.5% 92.5% 92.5%

Numerator 11 782 195 196 196 194

Denominator 12 845 211 212 212 210


Quarterly 83.0% 82.9% 82.5% 82.5% 83.8%

Numerator 13 701 175 175 175 176

Denominator 12 845 211 212 212 210

7. Mortality and morbidity review rate (central hospitals) Quarterly 94.0% 90.5% 95.2% 90.5% 100.0%

Numerator 14 79 19 20 19 21

Denominator 15 84 21 21 21 21


Quarterly targets




Table B 76: Performance indicators Groote Schuur Hospital [C&THS 5]


Table B 77: Quarterly targets for Groote Schuur Hospital for 2017/18 [C&THS 6]

TypeEstimated

performance


overall performance of ≥75% compliance w ith the national core standards (Groote Schuur Hospital)

Quarterly Yes / No Not required to report




Yes Yes Yes

Element 2

2. Average length of stay (Groote Schuur Hospital)

Quarterly Days 6.1 6.1 6.2 6.1 6.0 6.1 6.0

Numerator 3 297 539 302 322 304 045 303 232 302 494 302 494 302 494

Denominator 4 49 012 49 362 49 259 49 732 50 416 49 589 50 416

3. Inpatient bed utilisation rate (Groote Schuur Hospital)

Quarterly % 84.7% 84.9% 85.4% 85.2% 85.0% 85.0% 85.0%

Numerator 3 297 539 302 322 304 045 303 232 302 494 302 494 302 494

Denominator 5 351 351 355 914 355 914 355 914 355 914 355 914 355 914

4. Expenditure per PDE (Groote Schuur Hospital)

Quarterly R R 3 860 R 4 630 R 4 961 R 5 319 R 5 642 R 5 877 R 6 200

Numerator 6 1 679 680 074 2 053 466 313 2 190 311 487 2 337 807 000 2 492 354 000 2 609 440 000 2 752 796 000

Denominator 9 435 121 443 542 441 470 439 509 441 729 443 980 443 980

5. Complaint resolution rate (Groote Schuur Hospital)



100.0% 94.0% 96.0% 96.0% 96.0%

Numerator 10 - - 428 453 463 463 463

Denominator 11 466 542 428 482 482 482 482

6. Complaint resolution w ithin 25 w orking days rate (Groote Schuur Hospital)

Quarterly % 89.1% 90.2% 91.1% 89.8% 89.8% 89.8% 89.8%

Numerator 12 415 489 390 433 433 433 433

Denominator 11 466 542 428 482 482 482 482

ADDITIONAL PROVINCIAL INDICATORS7. Mortality and morbidity review rate (Groote

Schuur Hospital)Quarterly % 90.0% 90.0% 108.3% 100.0% 91.7% 91.7% 91.7%

Numerator 13 27 36 39 36 33 33 33

Denominator 14 30 40 36 36 36 36 36

Programme performance indicatorFrequency Data source /




1. Percentage of Hospitals achieved an overall performance of ≥75% compliance w ith the national core standards (Groote Schuur Hospital)

Quarterly Yes No No No Yes

Element 2

2. Average length of stay (Groote Schuur Hospital) Quarterly 6.0 6.0 6.1 5.9 6.0

Numerator 3 302 494 75 926 77 438 73 506 75 624

Denominator 4 50 416 12 705 12 604 12 503 12 604

3. Inpatient bed utilisation rate (Groote Schuur Hospital) Quarterly 85.0% 85.6% 86.3% 82.8% 85.2%

Numerator 3 302 494 75 926 77 438 73 506 75 624

Denominator 5 355 914 88 735 89 710 88 735 88 735

4. Expenditure per PDE (Groote Schuur Hospital) Quarterly R 5 642 R 5 642 R 5 532 R 5 642 R 5 757

Numerator 6 2 492 354 000 623 088 500 623 088 500 623 088 500 623 088 500

Denominator 9 441 729 110 432 112 641 110 432 108 224

5. Complaint resolution rate (Groote Schuur Hospital) Quarterly 96.0% 96.0% 96.0% 96.0% 96.0%

Numerator 10 463 115 116 116 115

Denominator 11 482 120 121 121 120

6. Complaint resolution w ithin 25 w orking days rate (Groote Schuur Hospital)

Quarterly 89.8% 90.0% 89.3% 89.3% 90.8%

Numerator 12 433 108 108 108 109

Denominator 11 482 120 121 121 120

7. Mortality and morbidity review rate (Groote Schuur Hospital) Quarterly 91.7% 88.9% 88.9% 88.9% 100.0%

Numerator 13 33 8 8 8 9





Quarterly targets



1.1.1 Actual (usable) beds in Groote Schuur Hospital Annual 975 - - - 975

Element 1



Quarterly targets





Table B 78: Data elements with actual and projected performance values for Tygerberg Hospital

Notes Element ID 3: The number of inpatient days is projected to decline in 2017/18 – 2019/20 as Khayelitsha hospital absorbs some patients. Element ID 10 & 11: The systems and opportunities for patients to register complaints were strengthened, hence less complaints registered suggests that the quality


Table B 79: Provincial strategic objectives and annual targets for Tygerberg Hospital [C&THS 4]


Table B 80: Performance indicators for Tygerberg Hospital [C&THS 5]


2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20SINJANI Actual (usable) beds (Tygerberg Hospital) 1 1 384 1 384 1 384 1 384 1 384 1 384 1 384

DHIS - NCS system Hospitals that achieved at least 75% compliance w ith the national core standards (Tygerberg Hospital)





Yes Yes Yes

SINJANI Patient days (Inpatient days + 1/2 Day patients) (Tygerberg Hospital)

3 431 552 436 319 441 096 440 293 439 489 434 438 434 438

SINJANI Inpatient separations (Tygerberg Hospital) 4 69 339 69 765 68 409 68 540 69 760 68 958 70 071

SINJANI Inpatient bed days available (Usable beds total x 30.42) (Tygerberg Hospital)

5 505 215 505 215 505 215 505 215 505 215 505 215 505 215

BAS Expenditure in Tygerberg Hospital 6 1 831 353 574 2 271 632 182 2 451 221 050 2 620 103 000 2 783 684 000 2 914 924 000 3 075 237 000

SINJANI OPD headcount (Tygerberg Hospital) 7 332 436 331 821 324 343 337 648 360 820 356 674 357 542

SINJANI Emergency headcount (Tygerberg Hospital) 8 57 063 57 092 53 776 51 504 57 020 57 120 57 121

SINJANI Patient day equivalent (PDE) (Tygerberg Hospital) 9 561 385 565 957 567 136 579 917 578 769 572 369 572 659

SINJANI Complaints resolved (Tygerberg Hospital) 10 Not required to report


309 325 319 319 319

SINJANI Complaints received (Tygerberg Hospital) 11 434 379 353 363 363 363 363

SINJANI Complaints resolved w ithin 25 w orking days (Tygerberg Hospital)

12 345 284 258 268 268 268 268

SINJANI Mortality and morbidity review s conducted per discipline (Tygerberg Hospital)

13 39 50 48 48 46 46 46

SINJANI Planned mortality and morbidity review s (Tygerberg Hospital) X number of disciplines w ithin Tygerberg Hospital

14 40 50 48 48 48 48 48


TypeEstimated

performance


overall performance of ≥75% compliance w ith the national core standards (Tygerberg Hospital)





Yes Yes Yes

Element 2

2. Average length of stay (Tygerberg Hospital)

Quarterly Days 6.2 6.3 6.4 6.4 6.3 6.3 6.2

Numerator 3 431 552 436 319 441 096 440 293 439 489 434 438 434 438

Denominator 4 69 339 69 765 68 409 68 540 69 760 68 958 70 071

3. Inpatient bed utilisation rate (Tygerberg Hospital)

Quarterly % 85.4% 86.4% 87.3% 87.1% 87.0% 86.0% 86.0%

Numerator 3 431 552 436 319 441 096 440 293 439 489 434 438 434 438

Denominator 5 505 215 505 215 505 215 505 215 505 215 505 215 505 215

4. Expenditure per PDE (Tygerberg Hospital) Quarterly R R 3 262 R 4 014 R 4 322 R 4 518 R 4 810 R 5 093 R 5 370

Numerator 6 1 831 353 574 2 271 632 182 2 451 221 050 2 620 103 000 2 783 684 000 2 914 924 000 3 075 237 000

Denominator 9 561 385 565 957 567 136 579 917 578 769 572 369 572 659

5. Complaint resolution rate (Tygerberg Hospital)



87.5% 89.5% 88.0% 88.0% 88.0%

Numerator 10 - - 309 325 319 319 319

Denominator 11 434 379 353 363 363 363 363

6. Complaint resolution w ithin 25 w orking days rate (Tygerberg Hospital)

Quarterly % 79.5% 74.9% 73.1% 73.8% 73.8% 73.8% 73.8%

Numerator 12 345 284 258 268 268 268 268

Denominator 11 434 379 353 363 363 363 363


(Tygerberg Hospital)Quarterly % 97.5% 100.0% 100.0% 100.0% 95.8% 95.8% 95.8%

Numerator 13 39 50 48 48 46 46 46

Denominator 14 40 50 48 48 48 48 48





2019/20 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

1.1 1.1.1 Actual (usable) beds in Tygerberg Hospital

1 384 1 384 1 384 1 384 1 384 1 384 1 384 1 384

Element 1

STRATEGIC GOAL: Promote health and wellness.Provide access to the full package of central hospital services at Tygerberg Hospital.







Table B 78: Data elements with actual and projected performance values for Tygerberg Hospital

Notes Element ID 3: The number of inpatient days is projected to decline in 2017/18 – 2019/20 as Khayelitsha hospital absorbs some patients. Element ID 10 & 11: The systems and opportunities for patients to register complaints were strengthened, hence less complaints registered suggests that the quality


Table B 79: Provincial strategic objectives and annual targets for Tygerberg Hospital [C&THS 4]


Table B 80: Performance indicators for Tygerberg Hospital [C&THS 5]


2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20SINJANI Actual (usable) beds (Tygerberg Hospital) 1 1 384 1 384 1 384 1 384 1 384 1 384 1 384

DHIS - NCS system Hospitals that achieved at least 75% compliance w ith the national core standards (Tygerberg Hospital)





Yes Yes Yes

SINJANI Patient days (Inpatient days + 1/2 Day patients) (Tygerberg Hospital)

3 431 552 436 319 441 096 440 293 439 489 434 438 434 438

SINJANI Inpatient separations (Tygerberg Hospital) 4 69 339 69 765 68 409 68 540 69 760 68 958 70 071

SINJANI Inpatient bed days available (Usable beds total x 30.42) (Tygerberg Hospital)

5 505 215 505 215 505 215 505 215 505 215 505 215 505 215

BAS Expenditure in Tygerberg Hospital 6 1 831 353 574 2 271 632 182 2 451 221 050 2 620 103 000 2 783 684 000 2 914 924 000 3 075 237 000

SINJANI OPD headcount (Tygerberg Hospital) 7 332 436 331 821 324 343 337 648 360 820 356 674 357 542

SINJANI Emergency headcount (Tygerberg Hospital) 8 57 063 57 092 53 776 51 504 57 020 57 120 57 121

SINJANI Patient day equivalent (PDE) (Tygerberg Hospital) 9 561 385 565 957 567 136 579 917 578 769 572 369 572 659

SINJANI Complaints resolved (Tygerberg Hospital) 10 Not required to report


309 325 319 319 319

SINJANI Complaints received (Tygerberg Hospital) 11 434 379 353 363 363 363 363

SINJANI Complaints resolved w ithin 25 w orking days (Tygerberg Hospital)

12 345 284 258 268 268 268 268

SINJANI Mortality and morbidity review s conducted per discipline (Tygerberg Hospital)

13 39 50 48 48 46 46 46

SINJANI Planned mortality and morbidity review s (Tygerberg Hospital) X number of disciplines w ithin Tygerberg Hospital

14 40 50 48 48 48 48 48


TypeEstimated

performance


overall performance of ≥75% compliance w ith the national core standards (Tygerberg Hospital)





Yes Yes Yes

Element 2

2. Average length of stay (Tygerberg Hospital)

Quarterly Days 6.2 6.3 6.4 6.4 6.3 6.3 6.2

Numerator 3 431 552 436 319 441 096 440 293 439 489 434 438 434 438

Denominator 4 69 339 69 765 68 409 68 540 69 760 68 958 70 071

3. Inpatient bed utilisation rate (Tygerberg Hospital)

Quarterly % 85.4% 86.4% 87.3% 87.1% 87.0% 86.0% 86.0%

Numerator 3 431 552 436 319 441 096 440 293 439 489 434 438 434 438

Denominator 5 505 215 505 215 505 215 505 215 505 215 505 215 505 215

4. Expenditure per PDE (Tygerberg Hospital) Quarterly R R 3 262 R 4 014 R 4 322 R 4 518 R 4 810 R 5 093 R 5 370

Numerator 6 1 831 353 574 2 271 632 182 2 451 221 050 2 620 103 000 2 783 684 000 2 914 924 000 3 075 237 000

Denominator 9 561 385 565 957 567 136 579 917 578 769 572 369 572 659

5. Complaint resolution rate (Tygerberg Hospital)



87.5% 89.5% 88.0% 88.0% 88.0%

Numerator 10 - - 309 325 319 319 319

Denominator 11 434 379 353 363 363 363 363


Quarterly % 79.5% 74.9% 73.1% 73.8% 73.8% 73.8% 73.8%

Numerator 12 345 284 258 268 268 268 268

Denominator 11 434 379 353 363 363 363 363


(Tygerberg Hospital)Quarterly % 97.5% 100.0% 100.0% 100.0% 95.8% 95.8% 95.8%

Numerator 13 39 50 48 48 46 46 46

Denominator 14 40 50 48 48 48 48 48





2019/20 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

1.1 1.1.1 Actual (usable) beds in Tygerberg Hospital

1 384 1 384 1 384 1 384 1 384 1 384 1 384 1 384

Element 1

STRATEGIC GOAL: Promote health and wellness.Provide access to the full package of central hospital services at Tygerberg Hospital.




Table B 81: Quarterly targets for Tygerberg Hospital for 2017/18 [C&THS 6]

Tertiary Hospital

There is one provincial tertiary hospital in the Western Cape, namely Red Cross War Memorial Children’s Hospital

(270 beds). Maitland Cottage Home is a provincially-aided health facility which operates as an extension of Red

Cross War Memorial Children’s Hospital and provides for specialist orthopaedic surgery, post-operative care and

rehabilitation for children with orthopaedic conditions. The facility has 85 beds and performs over 500 surgical

procedures per annum.



1. Percentage of Hospitals achieved an overall performance of ≥75% compliance w ith the national core standards (Tygerberg Hospital)


Element 2

2. Average length of stay (Tygerberg Hospital) Quarterly 6.3 6.3 6.4 6.2 6.3

Numerator 3 439 489 109 872 112 070 107 675 109 872

Denominator 4 69 760 17 580 17 440 17 300 17 440

3. Inpatient bed utilisation rate (Tygerberg Hospital) Quarterly 87.0% 87.2% 88.0% 85.5% 87.2%

Numerator 3 439 489 109 872 112 070 107 675 109 872

Denominator 5 505 215 125 958 127 342 125 958 125 958

4. Expenditure per PDE (Tygerberg Hospital) Quarterly R 4 810 R 4 810 R 4 625 R 4 810 R 5 010

Numerator 6 2 783 684 000 695 921 000 695 921 000 695 921 000 695 921 000

Denominator 9 578 769.00 144 692.35 150 480.04 144 692.35 138 904.66

5. Complaint resolution rate (Tygerberg Hospital) Quarterly 88.0% 87.9% 87.9% 87.9% 87.8%

Numerator 10 319 80 80 80 79

Denominator 11 363 91 91 91 90


Quarterly 73.8% 73.6% 73.6% 73.6% 74.4%

Numerator 12 268 67 67 67 67

Denominator 11 363 91 91 91 90

7. Mortality and morbidity review rate (Tygerberg Hospital) Quarterly 95.8% 91.7% 100.0% 91.7% 100.0%

Numerator 13 46 11 12 11 12

Denominator 14 48 12 12 12 12


Quarterly targets





1.1.1 Actual (usable) beds in Tygerberg Hospital Annual 1 384 - - - 1 384

Element 1



Quarterly targets





Table B 82: Data elements with actual and projected performance values for Provincial Tertiary Hospital Services – Red Cross War Memorial Children’s Hospital (RCWMCH)

Notes Element ID 1: The hospital commissioned an additional two Intensive Care Unit (ICU) beds in 2014/15. Element ID 3 & 4: Twenty usable beds were transferred to Tygerberg Hospital during the last quarter of 2012/13 to accommodate the change in drainage areas

with the commissioning of Khayelitsha District Hospital. As a result, there were corresponding decreases in inpatient separations (ID 7) and patient days (ID 6) since then which has now stabilised.

Element ID 7 & 8: The strengthening of the district health service platform with the opening of Khayelitsha and Mitchells Plain hospitals assisted to reduce the number of emergency headcounts but these are now stabilising.

Element ID 10 & 11: The systems and opportunities for patients to register complaints were strengthened, hence less complaints registered suggests that the quality of the services are increasing.

Element ID 14: In Red Cross War Memorial Children’s Hospital, there is only one key discipline (paediatrics) and hence a maximum of 12 planned mortality and morbidity review meetings can be held per year.

Table B 83: Provincial strategic objectives and annual targets for Provincial Tertiary Hospital Services – RCWMCH [C&THS 1]


2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20SINJANI Actual (usable) beds (RCWMCH) 1 270 272 272 272 272 272 272

DHIS - NCS system Hospitals that achieved at least 75% compliance w ith the national core standards (RCWMCH)





Yes Yes Yes

SINJANI Patient days (Inpatient days + 1/2 Day patients) (RCWMCH)

3 82 503 81 472 79 852 82 596 81 410 81 410 81 408

SINJANI Inpatient separations (RCWMCH) 4 22 101 20 728 20 166 20 788 20 352 20 352 20 352

SINJANI Inpatient bed days available (Usable beds total x 30.42) (RCWMCH)

5 98 713 99 291 99 291 99 291 99 291 99 291 99 291

BAS Expenditure in RCWMCH 6 511 063 961 629 563 698 708 917 790 732 622 000 789 765 000 826 505 000 871 592 000

SINJANI OPD headcount (RCWMCH) 7 118 631 111 210 112 322 113 908 120 161 120 161 120 158

SINJANI Emergency headcount (RCWMCH) 8 41 642 35 421 36 753 38 564 38 219 39 241 39 242

SINJANI Patient day equivalent (PDE) (RCWMCH) 9 135 927 130 349 129 543 133 420 134 203 134 544 134 541

SINJANI Complaints resolved (RCWMCH) 10 Not required to report


141 238 165 163 165

SINJANI Complaints received (RCWMCH) 11 145 201 141 248 172 170 172

SINJANI Complaints resolved w ithin 25 w orking days (RCWMCH)

12 105 145 130 232 154 153 154

SINJANI Mortality and morbidity review s conducted per discipline (RCWMCH)

13 10 11 11 11 11 11 11

SINJANI Planned mortality and morbidity review s (RCWMCH) X number of disciplines w ithin RCWMCH

14 10 11 12 12 12 12 12




2019/20 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

1.1 1.1.1 Actual (usable) beds in RCWMCH

272 270 272 272 272 272 272 272

Element 1

Provide access to the full package of central hospital services at RCWMCH








Table B 82: Data elements with actual and projected performance values for Provincial Tertiary Hospital Services – Red Cross War Memorial Children’s Hospital (RCWMCH)

Notes Element ID 1: The hospital commissioned an additional two Intensive Care Unit (ICU) beds in 2014/15. Element ID 3 & 4: Twenty usable beds were transferred to Tygerberg Hospital during the last quarter of 2012/13 to accommodate the change in drainage areas

with the commissioning of Khayelitsha District Hospital. As a result, there were corresponding decreases in inpatient separations (ID 7) and patient days (ID 6) since then which has now stabilised.

Element ID 7 & 8: The strengthening of the district health service platform with the opening of Khayelitsha and Mitchells Plain hospitals assisted to reduce the number of emergency headcounts but these are now stabilising.

Element ID 10 & 11: The systems and opportunities for patients to register complaints were strengthened, hence less complaints registered suggests that the quality of the services are increasing.

Element ID 14: In Red Cross War Memorial Children’s Hospital, there is only one key discipline (paediatrics) and hence a maximum of 12 planned mortality and morbidity review meetings can be held per year.

Table B 83: Provincial strategic objectives and annual targets for Provincial Tertiary Hospital Services – RCWMCH [C&THS 1]


2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20SINJANI Actual (usable) beds (RCWMCH) 1 270 272 272 272 272 272 272

DHIS - NCS system Hospitals that achieved at least 75% compliance w ith the national core standards (RCWMCH)





Yes Yes Yes

SINJANI Patient days (Inpatient days + 1/2 Day patients) (RCWMCH)

3 82 503 81 472 79 852 82 596 81 410 81 410 81 408

SINJANI Inpatient separations (RCWMCH) 4 22 101 20 728 20 166 20 788 20 352 20 352 20 352

SINJANI Inpatient bed days available (Usable beds total x 30.42) (RCWMCH)

5 98 713 99 291 99 291 99 291 99 291 99 291 99 291

BAS Expenditure in RCWMCH 6 511 063 961 629 563 698 708 917 790 732 622 000 789 765 000 826 505 000 871 592 000

SINJANI OPD headcount (RCWMCH) 7 118 631 111 210 112 322 113 908 120 161 120 161 120 158

SINJANI Emergency headcount (RCWMCH) 8 41 642 35 421 36 753 38 564 38 219 39 241 39 242

SINJANI Patient day equivalent (PDE) (RCWMCH) 9 135 927 130 349 129 543 133 420 134 203 134 544 134 541

SINJANI Complaints resolved (RCWMCH) 10 Not required to report


141 238 165 163 165

SINJANI Complaints received (RCWMCH) 11 145 201 141 248 172 170 172

SINJANI Complaints resolved w ithin 25 w orking days (RCWMCH)

12 105 145 130 232 154 153 154

SINJANI Mortality and morbidity review s conducted per discipline (RCWMCH)

13 10 11 11 11 11 11 11

SINJANI Planned mortality and morbidity review s (RCWMCH) X number of disciplines w ithin RCWMCH

14 10 11 12 12 12 12 12




2019/20 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

1.1 1.1.1 Actual (usable) beds in RCWMCH

272 270 272 272 272 272 272 272

Element 1

Provide access to the full package of central hospital services at RCWMCH





Table B 84: Performance indicators for Provincial Tertiary Hospital Services – RCWMCH [C&THS 2]


Table B 85: Quarterly targets for Provincial Tertiary Hospital Services – RCWMCH for 2017/18 [C&THS3]

TypeEstimated

performance


overall performance of ≥75% compliance w ith the national core standards for health facilities (RCWMCH)





Yes Yes Yes

Element 2

2. Average length of stay (RCWMCH) Quarterly Days 3.7 3.9 4.0 4.0 4.0 4.0 4.0

Numerator 3 82 503 81 472 79 852 82 596 81 410 81 410 81 408

Denominator 4 22 101 20 728 20 166 20 788 20 352 20 352 20 352

3. Inpatient bed utilisation rate (RCWMCH) Quarterly % 83.6% 82.1% 80.4% 83.2% 82.0% 82.0% 82.0%

Numerator 3 82 503 81 472 79 852 82 596 81 410 81 410 81 408

Denominator 5 98 713 99 291 99 291 99 291 99 291 99 291 99 291

4. Expenditure per PDE (RCWMCH) Quarterly R R 3 760 R 4 830 R 5 472 R 5 491 R 5 885 R 6 143 R 6 478

Numerator 6 511 063 961 629 563 698 708 917 790 732 622 000 789 765 000 826 505 000 871 592 000

Denominator 9 135 927 130 349 129 543 133 420 134 203 134 544 134 541

5. Complaint resolution rate (RCWMCH) Quarterly % Not required to report


100.0% 96.0% 96.0% 96.0% 96.0%

Numerator 10 - - 141 238 165 163 165

Denominator 11 145 201 141 248 172 170 172

6. Complaint resolution w ithin 25 w orking days rate (RCWMCH)

Quarterly % 72.4% 72.1% 92.2% 93.5% 89.5% 90.0% 89.5%

Numerator 12 105 145 130 232 154 153 154

Denominator 11 145 201 141 248 172 170 172


(RCWMCH)Quarterly % 100.0% 100.0% 91.7% 91.7% 91.7% 91.7% 91.7%

Numerator 13 10 11 11 11 11 11 11

Denominator 14 10 11 12 12 12 12 12





1. Percentage of Hospitals achieved an overall performance of ≥75% compliance w ith the national core standards for health facilities (RCWMCH)


Element 2

2. Average length of stay (RCWMCH) Quarterly 4.0 4.0 4.1 3.9 4.0

Numerator 3 81 410 20 434 20 922 19 701 20 353

Denominator 4 20 352 5 129 5 088 5 047 5 088

3. Inpatient bed utilisation rate (RCWMCH) Quarterly 82.0% 82.5% 83.6% 79.6% 82.2%

Numerator 3 81 410 20 434 20 922 19 701 20 353

Denominator 5 99 291 24 755 25 027 24 755 24 755

4. Expenditure per PDE (RCWMCH) Quarterly R 5 885 R 5 885 R 5 659 R 5 885 R 6 130

Numerator 6 789 765 000 197 441 250 197 441 250 197 441 250 197 441 250

Denominator 9 134 203 33 551 34 893 33 551 32 209

5. Complaint resolution rate (RCWMCH) Quarterly 96.0% 95.3% 95.3% 95.3% 97.7%

Numerator 10 165 41 41 41 42

Denominator 11 172 43 43 43 43

6. Complaint resolution w ithin 25 w orking days rate (RCWMCH) Quarterly 89.5% 88.4% 90.7% 90.7% 88.4%

Numerator 12 154 38 39 39 38

Denominator 11 172 43 43 43 43

7. Mortality and morbidity review rate (RCWMCH) Quarterly 91.7% 100.0% 100.0% 66.7% 100.0%

Numerator 13 11 3 3 2 3



Quarterly targets





1.1.1 Actual (usable) beds in RCWMCH Annual 272 - - - 272

Element 1



Quarterly targets





Table B 86: Summary of payments and estimates – Programme 5: Central Hospital Services

Notes

Sub-programmes 5.1 & 5.2: 2017/18: National Conditional grant: National Tertiary Services: R2 876 410 000 (Compensation of employees R1 926 369 000, Goods and services R942 291 000 and Payments for capital assets R7 750 000).

Sub-programmes 5.1 & 5.2: 2017/18: National Conditional grant: Health Professions Training and Development: R381 605 000 (Compensation of employees).

Red Cross War Memorial Children's Hospital was reclassified as a Provincial Tertiary Hospital and moved from

Sub-programme 5.1: Central Hospitals to Sub-programme 5.2: Provincial Tertiary Hospitals with effect from 1 April

2013.


% Change from

Revised estimate

2013/14 2014/15 2015/16 2016/17 2016/17 2016/17 2017/18 2016/17 2018/19 2019/20

Central Hospital Services 3 977 523 4 325 098 4 641 532 4 953 125 4 957 910 4 959 982 5 276 038 6.37 5 524 364 5 828 033 Provincial Tertiary Hospital Services

587 898 638 979 718 879 743 506 743 460 752 699 801 362 6.47 838 740 884 316



Main appro-priation


1.

Sub-programmeR'000

Outcome

Revised estimate

2.





Table B 86: Summary of payments and estimates – Programme 5: Central Hospital Services

Notes

Sub-programmes 5.1 & 5.2: 2017/18: National Conditional grant: National Tertiary Services: R2 876 410 000 (Compensation of employees R1 926 369 000, Goods and services R942 291 000 and Payments for capital assets R7 750 000).

Sub-programmes 5.1 & 5.2: 2017/18: National Conditional grant: Health Professions Training and Development: R381 605 000 (Compensation of employees).

Red Cross War Memorial Children's Hospital was reclassified as a Provincial Tertiary Hospital and moved from

Sub-programme 5.1: Central Hospitals to Sub-programme 5.2: Provincial Tertiary Hospitals with effect from 1 April

2013.


% Change from

Revised estimate

2013/14 2014/15 2015/16 2016/17 2016/17 2016/17 2017/18 2016/17 2018/19 2019/20

Central Hospital Services 3 977 523 4 325 098 4 641 532 4 953 125 4 957 910 4 959 982 5 276 038 6.37 5 524 364 5 828 033 Provincial Tertiary Hospital Services

587 898 638 979 718 879 743 506 743 460 752 699 801 362 6.47 838 740 884 316



Main appro-priation


1.

Sub-programmeR'000

Outcome

Revised estimate

2.

Table B 87: Payments and estimates by economic classification – Programme 5: Central Hospital Services


Programme 5: Central Hospital Services is allocated 28.03 per cent of the vote in 2017/18 in comparison to the

28.36 per cent of the vote that was allocated in the revised estimate of the 2016/17 budget. This amounts to a


% C hange fro m

R evised est imate

2013/ 14 2014/ 15 2015/ 16 2016/ 17 2016/ 17 2016/ 17 2017/ 18 2016/ 17 2018/ 19 2019/ 20

C urrent payments 4 488 181 4 913 009 5 268 274 5 604 274 5 604 274 5 613 182 5 993 996 6.78 6 277 920 6 625 747 Compensation of employees 3 127 750 3 374 685 3 606 404 3 861 447 3 861 447 3 877 292 4 162 094 7.35 4 356 614 4 587 139



2 (100.00) 177 187 105 183 183 75 199 165.33 207 219

7 100 8 427 7 019 12 270 12 270 11 055 11 507 4.09 12 025 12 746 117 14 3 70 70 36 76 111.11 80 84

6 666 7 946 10 520 9 085 9 085 5 592 6 427 14.93 6 716 7 119 605 798 451 1 045 1 045 689 1 084 57.33 1 133 1 201 1 613 1 918 1 910 2 214 2 214 2 144 2 196 2.43 2 295 2 433

165 987 178 840 172 183 188 693 178 193 173 706 177 961 2.45 187 215 196 950 1

68 818 80 248 85 335 88 775 89 775 94 194 95 643 1.54 99 946 105 943 82 498 92 157 98 273 100 942 96 173 114 587 102 863 (10.23) 107 492 113 943

6 1 2 2 2 2 2 1 062 1 010 1 010 1 290 1 290 1 014 1 172 15.58 1 244 1 321

8 971 10 802 9 792 13 332 13 332 8 793 10 747 22.22 11 230 11 903 6 342 7 990 7 903 10 318 10 318 9 336 10 398 11.38 10 866 11 518

558 994 636 184 702 257 701 411 715 680 697 535 755 870 8.36 795 588 846 844 162 421 197 798 211 475 243 128 242 128 237 166 254 610 7.36 266 067 282 029 11 266 10 347 8 805 4 312 5 312 8 596 8 913 3.69 9 315 9 874 88 414 102 334 110 333 118 986 120 986 116 757 124 005 6.21 129 585 137 360 12 626 13 639 15 888 14 248 14 248 17 178 16 953 (1.31) 17 716 18 779

2 354 2 892 2 914 3 080 3 080 2 630 3 025 15.02 3 161 3 350 156 550 169 953 203 877 217 547 215 547 221 985 235 533 6.10 246 132 260 900

172 70 186 186 200 209 222

1 892 1 741 1 646 2 053 2 053 1 528 1 608 5.24 1 681 1 782 3 517 3 666 3 845 4 392 4 392 4 671 4 909 5.10 5 130 5 438 986 1 290 1 268 1 017 1 017 1 211 1 045 (13.71) 1 092 1 158 39 49 49 53 55 58

11 237 8 072 5 058 4 199 4 199 5 410 4 903 (9.37) 5 124 5 432


38 38 71 46

38 38 71 46 Non-profit institutions 11 933 12 415 9 961 10 838 10 838 10 837 11 597 7.01 12 235 12 724

Households 14 597 16 673 17 323 16 414 16 414 15 783 17 563 11.28 18 529 19 271 Social benefits 14 597 16 039 16 783 16 414 16 414 15 783 17 563 11.28 18 529 19 271 Other transfers to households 634 540

P ayments fo r capital assets 50 179 21 314 64 727 65 059 69 844 72 712 54 244 (25.40) 54 420 54 607 Buildings and other fixed structures 27 16 (100.00)

Buildings 27 16 (100.00) M achinery and equipment 49 954 21 314 64 700 65 059 69 844 72 696 54 224 (25.41) 54 400 54 587


225 20 20 20 P ayments fo r f inancial assets 493 628 55 167 (100.00)



Other

Inventory: Other supplies


Consumable supplies

Administrative fees




R evised est imate


Laboratory services

Communication (G&S)


Outco me


A djusted appro -

priat io n

Legal costsContractors



Agency and support/outsourced servicesEntertainmentFleet services (including government motor transport)

Inventory: M edical suppliesInventory: M edicine

Consumable: Stationery, printing and office suppliesOperating leases

Training and developmentOperating paymentsVenues and facilities

Property paymentsTransport provided: Departmental activityTravel and subsistence

Rental and hiring




nominal increase of R369.719 million or 6.38 per cent. Approximately, 55 per cent of the Programme 5 budget is

from conditional grants (NTSG and HPTDG).

Risk Management


Mitigating Factors

Establish and embed mechanisms to enhance cost containment and efficiencies.





RISK 3 Aging Infrastructure

Mitigating Factors Enhanced pro-active maintenance and replacement of infrastructure as budget allows.




nominal increase of R369.719 million or 6.38 per cent. Approximately, 55 per cent of the Programme 5 budget is

from conditional grants (NTSG and HPTDG).

Risk Management


Mitigating Factors






RISK 3 Aging Infrastructure

Mitigating Factors Enhanced pro-active maintenance and replacement of infrastructure as budget allows.

Programme 6: Health Science & Training

Purpose

To create training and development opportunities for actual and potential employees of the Department of

Health

Structure

Sub-Programme 6.1: Nurse Training College

Training of nurses at undergraduate and post-basic level, target group includes actual and potential employees

Sub-Programme 6.2: Emergency Medical Services (EMS) Training College

Training of rescue and ambulance personnel, target group includes actual and potential employees

Sub-Programme 6.3: Bursaries

Provision of bursaries for health science training programmes at undergraduate and postgraduate levels, target

group includes actual and potential employees

Sub-Programme 6.4: Primary Health Care (PHC) Training

Provision of PHC related training for personnel, provided by the regions

Sub-Programme 6.5: Training (Other)

Provision of skills development interventions for all occupational categories in the Department, target group

includes actual and potential employees


Review education and training, in line with an effective and appropriate staffing model

Implementation of a change management strategy

Competent leadership and management development

Continuous competence-based clinical skills development

Professional human resource capacity at all levels

Transfer of the Nursing Colleges to CPUT





Table B 88: Data elements with actual and projected performance values for Health Sciences and Training

Notes Element ID 3: The allocation is based on service needs but importantly, the availability of vacant funded posts when nursing bursars graduate. The reduction in the

allocation of nursing bursaries is due to a reduction in the availability of vacant funded nursing posts where the supply of graduate nurses outstrips the demand for entry level nurses (the shortages of nurses are in the specialty categories).

Element ID 4: The revised downward targets from 2014/15 onwards reflect a National Department of Health’s decision to disband accredited short course training. Element ID 5: The reduced training targets from 2013/14 onwards are due to training saturation on the formal qualification of home community based carers (HCBC).

The number of HCBCs contracted by the Department through NGOs has steadily increased from 2500 to 3500 in the last 6 years on the CBS platform. A critical mass of the HCBCs has been trained on the NQF formal qualifications, levels 1 to 4. An integrated training plan will address formal training for new entrants on the following: the basic accredited training package from 2016 for rural for entry level CHWs, as well as the NQF level 3 Health Promotions Officer - Community Health Worker qualification from 2017.

Element ID 6: Actual Intake of data capturer interns in 2015/16 exceeded target of 160 as a result of increased demand and availability of funding. Element ID 7: The reduction of the intake of pharmacy assistants in 2015/16 is as a result of attrition of nine (9) Learner Basic Pharmacist Assistants. Therefore only 87

registered as Learner Post Basic Pharmacist Assistants for the training programme in 2015/16. Element ID 8: The intake of assistant to artisan (ATA) reduced in 2014/15 due to infrastructural challenges of supervision and mentorship. Element ID 9: The actual performance of 186 in 2012/13 reflected the additional amount of the Premier’s Advancement of Youth (PAY) interns the Department had

accommodated at short notice. The intake of HR and finance interns as a potential recruitment measure to deal with the scarce finance and HR skills is a priority programme. Additional budget has been set aside to grow the number of interns incrementally as per the Departmental need from 2014/15 on.

Element ID 11: Recruitment of Forensic Pathology Services Assistants is a challenge, particularly in rural districts.

Table B 89: Provincial strategic objectives and annual targets for Health Sciences and Training [HST 1]


2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20Bursary Information Management system (BIMS)

Bursaries aw arded for scarce and critical skills categories



2 554 2 472 2 358 2 310 2 310

BIMS Bursaries aw arded for f irst year medicine students 2 35 41 45 50 53 60 60

BIMS Bursaries aw arded for f irst year nursing students 3 370 269 288 195 150 150 150

EMC information system Intake of EMC staff on accredited HPCSA courses 4 159 96 78 90 90 90 90

EPWP w eb based database

Registration of home community based carers 5 1 400 739 759 800 800 800 800


Intake of data capturer interns 6 163 180 192 160 160 160 160


Intake of pharmacist assistants 7 96 96 87 120 120 120 120


Intake of assistant to artisan (ATA) interns 8 127 110 124 120 120 120 120


Intake of HR and finance interns 9 130 138 150 160 170 180 180


Intake of emergency medical care assistants 10 125 131 104 140 140 140 140


Intake of forensic pathology service assistants 11 Not required to report


15 11 10 15 20





2019/20 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

1.1 1.1.1 Number of bursaries aw arded for scarce and critical skills categories

2 310 Not required to report


2 554 2 472 2 358 2 310 2 310

Element 1




STRATEGIC GOAL: Embed good governance and values-driven leadership practices.Implement a Human Resource Development (HRD) strategy.





Table B 88: Data elements with actual and projected performance values for Health Sciences and Training

Notes Element ID 3: The allocation is based on service needs but importantly, the availability of vacant funded posts when nursing bursars graduate. The reduction in the

allocation of nursing bursaries is due to a reduction in the availability of vacant funded nursing posts where the supply of graduate nurses outstrips the demand for entry level nurses (the shortages of nurses are in the specialty categories).

Element ID 4: The revised downward targets from 2014/15 onwards reflect a National Department of Health’s decision to disband accredited short course training. Element ID 5: The reduced training targets from 2013/14 onwards are due to training saturation on the formal qualification of home community based carers (HCBC).

The number of HCBCs contracted by the Department through NGOs has steadily increased from 2500 to 3500 in the last 6 years on the CBS platform. A critical mass of the HCBCs has been trained on the NQF formal qualifications, levels 1 to 4. An integrated training plan will address formal training for new entrants on the following: the basic accredited training package from 2016 for rural for entry level CHWs, as well as the NQF level 3 Health Promotions Officer - Community Health Worker qualification from 2017.

Element ID 6: Actual Intake of data capturer interns in 2015/16 exceeded target of 160 as a result of increased demand and availability of funding. Element ID 7: The reduction of the intake of pharmacy assistants in 2015/16 is as a result of attrition of nine (9) Learner Basic Pharmacist Assistants. Therefore only 87

registered as Learner Post Basic Pharmacist Assistants for the training programme in 2015/16. Element ID 8: The intake of assistant to artisan (ATA) reduced in 2014/15 due to infrastructural challenges of supervision and mentorship. Element ID 9: The actual performance of 186 in 2012/13 reflected the additional amount of the Premier’s Advancement of Youth (PAY) interns the Department had

accommodated at short notice. The intake of HR and finance interns as a potential recruitment measure to deal with the scarce finance and HR skills is a priority programme. Additional budget has been set aside to grow the number of interns incrementally as per the Departmental need from 2014/15 on.

Element ID 11: Recruitment of Forensic Pathology Services Assistants is a challenge, particularly in rural districts.

Table B 89: Provincial strategic objectives and annual targets for Health Sciences and Training [HST 1]


2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20Bursary Information Management system (BIMS)

Bursaries aw arded for scarce and critical skills categories



2 554 2 472 2 358 2 310 2 310

BIMS Bursaries aw arded for f irst year medicine students 2 35 41 45 50 53 60 60

BIMS Bursaries aw arded for f irst year nursing students 3 370 269 288 195 150 150 150

EMC information system Intake of EMC staff on accredited HPCSA courses 4 159 96 78 90 90 90 90


Registration of home community based carers 5 1 400 739 759 800 800 800 800


Intake of data capturer interns 6 163 180 192 160 160 160 160


Intake of pharmacist assistants 7 96 96 87 120 120 120 120


Intake of assistant to artisan (ATA) interns 8 127 110 124 120 120 120 120


Intake of HR and finance interns 9 130 138 150 160 170 180 180


Intake of emergency medical care assistants 10 125 131 104 140 140 140 140


Intake of forensic pathology service assistants 11 Not required to report


15 11 10 15 20





2019/20 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

1.1 1.1.1 Number of bursaries aw arded for scarce and critical skills categories

2 310 Not required to report


2 554 2 472 2 358 2 310 2 310

Element 1




STRATEGIC GOAL: Embed good governance and values-driven leadership practices.Implement a Human Resource Development (HRD) strategy.


Table B 90: Performance indicators for Health Sciences and Training [HST 2]


Table B 91: Quarterly targets for Health Sciences and Training for 2017/18 [HST 3]

TypeEstimated

performance

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20SECTOR SPECIFIC INDICATORS1. Number of bursaries aw arded for f irst year

medicine studentsAnnual No 35 41 45 50 53 60 60

Element 2

2. Number of bursaries aw arded for f irst year nursing students

Annual No 370 269 288 195 150 150 150

Element 3

ADDITIONAL PROVINCIAL INDICATORS3. EMC intake on accredited HPCSA courses Annual No 159 96 78 90 90 90 90

Element 4

4. Intake of home community based carers (HCBCs)

Annual No 1 400 739 759 800 800 800 800

Element 5

5. Intake of data capturer interns Annual No 163 180 192 160 160 160 160

Element 6

6. Intake of learner basic/post basic pharmacist assistants

Annual No 96 96 87 120 120 120 120

Element 7

7. Intake of assistant to artisan (ATA) interns Annual No 127 110 124 120 120 120 120

Element 8

8. Intake of HR and finance interns Annual No 130 138 150 160 170 180 180

Element 9

9. Intake of emergency medical care (EMC) assistant interns

Annual No 125 131 104 140 140 140 140

Element 10

10. Intake of forensic pathology service (FPS) assistant interns

Annual No Not required to report


15 11 10 15 20

Element 11





1.1.1 Number of bursaries aw arded for scarce and critical skills categories

Annual 2 358 2 358 - - -

Element 1


PROVINCIAL STRATEGIC OBJECTIVE INDICATORS:

Quarterly targets



1. Number of bursaries aw arded for f irst year medicine students

Annual 53 53 - - -

Element 2

2. Number of bursaries aw arded for f irst year nursing students Annual 150 150 - - -

Element 3

3. EMC intake on accredited HPCSA courses Annual 90 - - - 90

Element 4

4. Intake of home community based carers (HCBCs) Annual 800 - - - 800

Element 5

5. Intake of data capturer interns Annual 160 160 - - -

Element 6

6. Intake of learner basic/post basic pharmacist assistants Annual 120 120 - - -

Element 7

7. Intake of assistant to artisan (ATA) interns Annual 120 120 - - -

Element 8

8. Intake of HR and finance interns Annual 170 170 - - -

Element 9

9. Intake of emergency medical care (EMC) assistant interns Annual 140 140 - - -

Element 10

10. Intake of forensic pathology service (FPS) assistant interns Annual 10 10 - - -

Element 11

ADDITIONAL PROVINCIAL INDICATORS:

SECTOR SPECIFIC INDICATORS:


Quarterly targets





Table B 92: Summary of payments and estimates – Programme 6: Health Sciences and Training

Notes Sub-programme 6.5: 2017/18: National Conditional grant: Social Sector EPWP Incentive Grant for Provinces – R3 334 000 (Compensation of employees).


% Change from

Revised estimate

2013/14 2014/15 2015/16 2016/17 2016/17 2016/17 2017/18 2016/17 2018/19 2019/20

Nurse Training College 79 031 88 801 91 555 98 104 98 102 95 554 70 401 (26.32) 73 797 77 847 Emergency Medical Services (EMS) Training College

23 186 29 075 30 664 28 311 28 311 29 537 32 878 11.31 34 350 36 122

Bursaries 52 716 78 739 83 470 84 294 84 294 84 294 80 264 (4.78) 84 576 88 174 Primary Health Care (PHC) Training

1 1 1 1 1 1

Training (Other) 109 260 115 496 114 104 130 171 138 524 133 877 132 909 (0.72) 143 177 151 117

264 193 312 111 319 793 340 881 349 232 343 263 316 453 (7.81) 335 901 353 261


Main appro-priation


Revised estimate

Sub-programmeR'000

Outcome

5.

2.

3.

1.

4.






Table B 92: Summary of payments and estimates – Programme 6: Health Sciences and Training

Notes Sub-programme 6.5: 2017/18: National Conditional grant: Social Sector EPWP Incentive Grant for Provinces – R3 334 000 (Compensation of employees).


% Change from

Revised estimate

2013/14 2014/15 2015/16 2016/17 2016/17 2016/17 2017/18 2016/17 2018/19 2019/20

Nurse Training College 79 031 88 801 91 555 98 104 98 102 95 554 70 401 (26.32) 73 797 77 847 Emergency Medical Services (EMS) Training College

23 186 29 075 30 664 28 311 28 311 29 537 32 878 11.31 34 350 36 122

Bursaries 52 716 78 739 83 470 84 294 84 294 84 294 80 264 (4.78) 84 576 88 174 Primary Health Care (PHC) Training

1 1 1 1 1 1

Training (Other) 109 260 115 496 114 104 130 171 138 524 133 877 132 909 (0.72) 143 177 151 117

264 193 312 111 319 793 340 881 349 232 343 263 316 453 (7.81) 335 901 353 261


Main appro-priation


Revised estimate

Sub-programmeR'000

Outcome

5.

2.

3.

1.

4.


Table B 93: Payments and estimates by economic classification – Programme 6: Health Sciences and Training


Programme 6: Health Sciences and Training is allocated 1.46 per cent of the vote in 2017/18 in comparison to

the 1.70 per cent that was allocated in the revised estimate of the 2016/17 budget. This amounts to a nominal

decrease of R26.810 million or (7.81) per cent.


% C hange fro m

R evised est imate

2013/ 14 2014/ 15 2015/ 16 2016/ 17 2016/ 17 2016/ 17 2017/ 18 2016/ 17 2018/ 19 2019/ 20

C urrent payments 164 096 176 494 175 384 197 141 199 873 191 982 174 337 (9.19) 183 218 195 031 Compensation of employees 105 463 107 967 113 676 128 148 131 880 129 331 124 854 (3.46) 127 544 134 410

Salaries and wages 95 706 97 737 102 336 116 106 119 838 117 443 111 835 (4.78) 113 752 119 737 Social contributions 9 757 10 230 11 340 12 042 12 042 11 888 13 019 9.51 13 792 14 673

Goods and services 58 633 68 527 61 708 68 993 67 993 62 651 49 483 (21.02) 55 674 60 621 of which

32 9 14 45 45 125 247 97.60 348 410 156 713 577 914 914 529 985 86.20 1 029 1 091

7 279 7 758 8 703 9 542 9 542 9 543 10 279 7.71 10 742 11 387 2 060 1 366 1 665 2 240 2 240 2 445 411 (83.19) 516 583 873 915 989 923 923 952 995 4.52 1 039 1 102 1 1 1 1 1 1

2 562 1 047 96 747 747 147 805 447.62 841 891

33 986 127 796 796 165 858 420.00 897 950 4 647 5 977 5 756 5 922 4 543 4 652 2 097 (54.92) 2 191 2 322

4 4 4 4 4 4 1 288 1 402 1 417 1 574 1 574 1 368 1 672 22.22 1 775 1 885

101 21 104 108 108 272 117 (56.99) 123 130 47 281 253 280 280 331 302 (8.76) 316 335

1 15 1 11 11 9 14 55.56 14 15 6 875 7 476 6 855 8 817 8 817 6 948 4 971 (28.45) 5 207 5 525 807 1 237 966 1 293 1 293 942 1 393 47.88 1 456 1 543

493 442 531 500 500 469 539 14.93 563 597 7 438 9 130 10 831 10 373 10 373 10 737 5 840 (45.61) 6 104 6 472 7 611 8 470 8 718 6 445 7 824 7 670 6 506 (15.18) 7 182 7 727

13 960 19 372 12 912 16 292 15 292 14 070 10 356 (26.40) 14 037 16 273 162 408 216 361 361 527 321 (39.09) 348 358

2 157 1 292 950 1 727 1 727 722 686 (4.99) 853 927 51 209 27 78 78 24 84 250.00 88 93

T ransfers and subsidies to 97 346 127 798 136 634 141 178 145 797 146 674 137 354 (6.35) 147 774 153 165


4 111 4 344 4 579 5 044 5 044 4 790 5 397 12.67 5 694 5 922 2 2 2 2 2 (100.00)

3 480 3 773 3 992 4 192 4 192 4 192 4 485 6.99 4 732 4 921 Non-profit institutions 43 970 48 409 52 733 56 732 61 353 61 353 57 000 (7.10) 63 000 65 000 Households 45 783 71 270 75 328 75 208 75 208 76 337 70 472 (7.68) 74 348 77 322

Social benefits 346 289 519 456 456 1 586 487 (69.29) 514 535 Other transfers to households 45 437 70 981 74 809 74 752 74 752 74 751 69 985 (6.38) 73 834 76 787

P ayments fo r capital assets 2 673 7 814 7 775 2 562 3 562 4 487 4 762 6.13 4 909 5 065

M achinery and equipment 2 673 7 814 7 775 2 562 3 562 4 487 4 762 6.13 4 909 5 065 Transport equipment 1 821 2 855 2 095 2 227 2 227 2 125 2 365 11.29 2 512 2 668 Other machinery and equipment 852 4 959 5 680 335 1 335 2 362 2 397 1.48 2 397 2 397

P ayments fo r f inancial assets 78 5 120 (100.00)

T o tal eco no mic classif icat io n 264 193 312 111 319 793 340 881 349 232 343 263 316 453 (7.81) 335 901 353 261

Higher education institutions OtherSETA

Operating paymentsVenues and facilitiesRental and hiring

Property paymentsTravel and subsistenceTraining and development



M inor AssetsBursaries: Employees

Agency and support/outsourced servicesEntertainment

Contractors






R evised est imate


Communication (G&S)


Outco me

Advertising


A djusted appro -

priat io n




Risk Management


Mitigating Factors



RISK 2 Transfer of the Nursing College

Mitigating Factors Engage CPUT on Agreement for transfer of the College. Engage organized labour on timelines for the transfer.




Risk Management


Mitigating Factors



RISK 2 Transfer of the Nursing College

Mitigating Factors Engage CPUT on Agreement for transfer of the College. Engage organized labour on timelines for the transfer.

Programme 7: Health Care Support Services

Purpose

To render support services required by the Department to realise its aims.

Structure

Sub-Programme 7.1: Laundry Services

To render laundry and related technical support service to health facilities

Sub-Programme 7.2: Engineering Services

Rendering routine, day-to-day and emergency maintenance service to buildings, engineering installations and

health technology

Sub-Programme 7.3: Forensic Services

(This function has been transferred from sub-programme 2.8)

To render specialised forensic pathology and medico-legal services in order to establish the circumstances and

causes surrounding unnatural death. It includes the provision of the Inspector of Anatomy functions, in terms of

Chapter 8 of the National Health Act and its Regulations

Sub-Programme 7.4: Orthotic & Prosthetic Services

To render specialised orthotic and prosthetic services; please note this service is reported in Sub-programme 4.4

Programme 7.5: Cape Medical Depot

The management and supply of pharmaceuticals and medical supplies to health facilities

NOTE: Sub-programme 7.5 has been renamed since 2013, in line with the incorporation of the trading entity into the

Department.

Laundry Services


Improve the efficiency of in-house laundry services

Improve measurement of and reporting on linen losses

Monitor and improve quality of both in-house and outsourced laundry services





Table B 94: Data elements with actual and projected performance values for Laundry Services

Notes Element ID 1: The decrease in expenditure in 2014/15 is due to the closing of the George Regional Laundry (end of September 2014). Provision is made for inflation

and annual salary increases. Element ID 2: George Regional Laundry was closed at the end of September 2014; subsequent reporting therefore only reflects information pertaining to Tygerberg

and Lentegeur Regional Laundries. The on-premises laundry at Swartland Hospital ceased operations during 2015/16 with this service now being rendered through the in-house laundry service. A slight increase is expected in the number of pieces to be laundered from 2016/17, which relates to infrastructure projects that are planned or underway e.g. the addition of acute psychiatric wards at various facilities.

Element ID 3: Expenditure increased from 2014/15 as the George Regional Laundry ceased operations in September 2014, with this work now outsourced. An increase in expenditure is expected in 2017/18 onwards due to the renewal of service provider contracts and the renewal of the steam contract. These services have been rendered at below market value for some time.

Element ID 4: A slight increase is expected in the number of items to be laundered outsourced, which relates to infrastructure projects that are planned or underway. The number of outsourced pieces increased in 2014/15 due to George Regional Laundry ceasing operations in September 2014.

Table B 95: Provincial strategic objectives and annual targets for Laundry Services [HCSS 1]

Notes

Indicator 1.1.1: The majority of costs in the regional laundries are fixed costs (compensation of employees). An increase in the number of pieces laundered will therefore positively impact on the cost per piece. The reduction in the cost per piece laundered in 2015/16 compared to 2014/15 is due to George Regional Laundry ceasing operations in 2014/15. The service rendered at the latter was less cost-effective than that rendered at the upgraded Lentegeur Regional Laundry, which is reflected in the 2015/16 performance. The forecasted increase in cost per piece is due to inflation and salary increases.


Table B 96: Performance indicators for Laundry Services [HCSS 2]

Notes

Linen losses have remained high in the province and it is of serious concern to the Department. More focus is being placed on the outcomes of linen audits performed and actions taken to address these.

Monitoring and improvement of the quality of both the in-house and outsourced laundry services rendered to health facilities has received more focus in 2016/17. An improved annual client satisfaction survey (testing the satisfaction of health facility staff with the laundry service being rendered) is planned to be implemented. The outcomes of this survey will be used to ensure a more effective laundry service to health facilities.

No prescribed national indicators.


Table B 97: Quarterly targets for Laundry Services for 2017/18 [HCSS 3]


2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20BAS Expenditure on in-house laundries excluding capital 1 63 260 438 61 105 421 58 486 645 64 153 024 68 544 536 73 462 273 81 197 861

Laundry returns.xls Items laundered in-house 2 14 376 272 12 862 253 13 030 231 13 132 536 13 232 536 13 332 536 13 398 987

BAS Expenditure on outsourced laundry services 3 22 685 064 27 417 693 27 376 128 33 223 989 33 643 884 36 671 834 39 972 299

Private laundry returns.xls

Items laundered outsourced 4 7 118 224 8 364 679 8 266 131 8 562 884 8 562 884 8 572 884 8 594 284





2019/20 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

1.1 Provide an efficient and effective laundry service.

1.1.1 Average cost per item laundered in-house

R 6.06 R 4.40 R 4.75 R 4.49 R 4.89 R 5.18 R 5.51 R 6.06

Numerator 1 81 197 861 63 260 438 61 105 421 58 486 645 64 153 024 68 544 536 73 462 273 81 197 861

Denominator 2 13 398 987 14 376 272 12 862 253 13 030 231 13 132 536 13 232 536 13 332 536 13 398 987

Audited / Actual performanceData source / Element ID




2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20ADDITIONAL PROVINCIAL INDICATORS1. Average cost per item laundered

outsourcedQuarterly R R 3.19 R 3.28 R 3.31 R 3.88 R 3.93 R 4.28 R 4.65

Numerator 3 22 685 064 27 417 693 27 376 128 33 223 989 33 643 884 36 671 834 39 972 299

Denominator 4 7 118 224 8 364 679 8 266 131 8 562 884 8 562 884 8 572 884 8 594 284





1.1.1 Average cost per item laundered in-house Quarterly R 5.18 R 5.16 R 5.24 R 5.18 R 5.14

Numerator 1 68 544 536 17 536 134 17 336 134 17 136 134 16 536 134

Denominator 2 13 232 536 3 400 134 3 307 134 3 306 134 3 219 134





1. Average cost per item laundered outsourced Quarterly R 3.93 R 3.79 R 3.79 R 4.02 R 4.12

Numerator 3 33 643 884 7 829 083 8 492 333 8 605 698 8 716 771

Denominator 4 8 562 884 2 065 721 2 240 721 2 140 721 2 115 721


Quarterly targets






Table B 94: Data elements with actual and projected performance values for Laundry Services

Notes Element ID 1: The decrease in expenditure in 2014/15 is due to the closing of the George Regional Laundry (end of September 2014). Provision is made for inflation

and annual salary increases. Element ID 2: George Regional Laundry was closed at the end of September 2014; subsequent reporting therefore only reflects information pertaining to Tygerberg

and Lentegeur Regional Laundries. The on-premises laundry at Swartland Hospital ceased operations during 2015/16 with this service now being rendered through the in-house laundry service. A slight increase is expected in the number of pieces to be laundered from 2016/17, which relates to infrastructure projects that are planned or underway e.g. the addition of acute psychiatric wards at various facilities.

Element ID 3: Expenditure increased from 2014/15 as the George Regional Laundry ceased operations in September 2014, with this work now outsourced. An increase in expenditure is expected in 2017/18 onwards due to the renewal of service provider contracts and the renewal of the steam contract. These services have been rendered at below market value for some time.

Element ID 4: A slight increase is expected in the number of items to be laundered outsourced, which relates to infrastructure projects that are planned or underway. The number of outsourced pieces increased in 2014/15 due to George Regional Laundry ceasing operations in September 2014.

Table B 95: Provincial strategic objectives and annual targets for Laundry Services [HCSS 1]

Notes

Indicator 1.1.1: The majority of costs in the regional laundries are fixed costs (compensation of employees). An increase in the number of pieces laundered will therefore positively impact on the cost per piece. The reduction in the cost per piece laundered in 2015/16 compared to 2014/15 is due to George Regional Laundry ceasing operations in 2014/15. The service rendered at the latter was less cost-effective than that rendered at the upgraded Lentegeur Regional Laundry, which is reflected in the 2015/16 performance. The forecasted increase in cost per piece is due to inflation and salary increases.


Table B 96: Performance indicators for Laundry Services [HCSS 2]

Notes

Linen losses have remained high in the province and it is of serious concern to the Department. More focus is being placed on the outcomes of linen audits performed and actions taken to address these.

Monitoring and improvement of the quality of both the in-house and outsourced laundry services rendered to health facilities has received more focus in 2016/17. An improved annual client satisfaction survey (testing the satisfaction of health facility staff with the laundry service being rendered) is planned to be implemented. The outcomes of this survey will be used to ensure a more effective laundry service to health facilities.

No prescribed national indicators.


Table B 97: Quarterly targets for Laundry Services for 2017/18 [HCSS 3]


2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20BAS Expenditure on in-house laundries excluding capital 1 63 260 438 61 105 421 58 486 645 64 153 024 68 544 536 73 462 273 81 197 861

Laundry returns.xls Items laundered in-house 2 14 376 272 12 862 253 13 030 231 13 132 536 13 232 536 13 332 536 13 398 987

BAS Expenditure on outsourced laundry services 3 22 685 064 27 417 693 27 376 128 33 223 989 33 643 884 36 671 834 39 972 299

Private laundry returns.xls

Items laundered outsourced 4 7 118 224 8 364 679 8 266 131 8 562 884 8 562 884 8 572 884 8 594 284





2019/20 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

1.1 Provide an efficient and effective laundry service.

1.1.1 Average cost per item laundered in-house

R 6.06 R 4.40 R 4.75 R 4.49 R 4.89 R 5.18 R 5.51 R 6.06

Numerator 1 81 197 861 63 260 438 61 105 421 58 486 645 64 153 024 68 544 536 73 462 273 81 197 861

Denominator 2 13 398 987 14 376 272 12 862 253 13 030 231 13 132 536 13 232 536 13 332 536 13 398 987





2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20ADDITIONAL PROVINCIAL INDICATORS1. Average cost per item laundered

outsourcedQuarterly R R 3.19 R 3.28 R 3.31 R 3.88 R 3.93 R 4.28 R 4.65

Numerator 3 22 685 064 27 417 693 27 376 128 33 223 989 33 643 884 36 671 834 39 972 299

Denominator 4 7 118 224 8 364 679 8 266 131 8 562 884 8 562 884 8 572 884 8 594 284





1.1.1 Average cost per item laundered in-house Quarterly R 5.18 R 5.16 R 5.24 R 5.18 R 5.14

Numerator 1 68 544 536 17 536 134 17 336 134 17 136 134 16 536 134

Denominator 2 13 232 536 3 400 134 3 307 134 3 306 134 3 219 134





1. Average cost per item laundered outsourced Quarterly R 3.93 R 3.79 R 3.79 R 4.02 R 4.12

Numerator 3 33 643 884 7 829 083 8 492 333 8 605 698 8 716 771

Denominator 4 8 562 884 2 065 721 2 240 721 2 140 721 2 115 721


Quarterly targets


Engineering Services


Continue, within budget constraints, with the implementation of the Blueprint: Organisation and

Establishment for the Provisioning of Day-to-day, Routine and Emergency Building Maintenance Services

and the Blueprint on the Organisation and Establishment for the Provision of Health Technology

Maintenance Services by the Department of Health.

Ensure compliance with the Health Risk Waste regulations and the relevant policy.

Continue with a phased approach to ensure fire compliance at all facilities.

On-going implementation of processes to ensure a reduction in utility (water and electricity) consumption

at all facilities. The Western Cape Government launched its Energy Security Game Changer in partnership

with the World Wide Fund for Nature. Through the Energy Security Game Changer, the province aims to

reduce its demand from the national grid by 10 per cent by 2020. WCGH is committed to this Game

Changer and aims to achieve a 10 per cent reduction in energy utilisation at provincial hospitals by 2020.

It is important to note that the recruitment, selection and retention of suitably qualified and experienced

technical staff remains an ongoing challenge.


Table B 98: Data elements with actual and projected performance values for Engineering Services

Table B 99: Provincial strategic objectives and annual targets for Engineering Services [HCSS 1] Notes

Indicator 1.1.1: This indicator was introduced with effect from 2016/17 in line with GGHH 2020 Climate Challenge targets which require a 10 per cent reduction in overall energy consumption at WCG: Health hospitals by 2020.



2019/20 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

1.1 Provide an efficient and effective maintenance service.

1.1.1 Percentage reduction in energy consumption at provincial hospitals (compared to 2014/15 baseline)

10.7% Not required to report



2.9% 7.2% 10.7% 10.7%

Numerator 1 16 366 404 - - - 4 402 964 10 969 864 16 366 404 16 366 404Denominator 2 153 279 246 - - - 153 279 246 153 279 246 153 279 246 153 279 246





2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20Hospital Infrastructure Efficiency.xls

Baseline (2014/15 kw h/year) energy utilisation for all provincial hospitals minus utilisation for all provincial hospitals for current f inancial year




4 402 964 10 969 864 16 366 404 16 366 404

Hospital Infrastructure Efficiency.xls

Baseline (2014/15 kw h/year) energy utilisation for all provincial hospitals




153 279 246 153 279 246 153 279 246 153 279 246

Clinical engineering maintenance job card database

Threshold (provincial benchmark) achieved for clinical engineering maintenance jobs completed





Yes Yes Yes

Engineering maintenance job card database

Threshold (provincial benchmark) achieved for engineering maintenance jobs completed





Yes Yes Yes

Engineering maintenance job card system

Selected hospitals achieving the provincial benchmark for average w ater consumption per hospital bed per day





27 29 29

Engineering maintenance job card system

Hospitals selected to monitor average w ater consumption per hospital bed per day





50 50 50






Table B 100: Performance indicators for Engineering Services [HCSS 2]

Notes

General: No prescribed sector indicators. Indicator 1: New indicator introduced in 2017/18. Indicator 2: New indicator introduced in 2017/18. Indicator 3: Various mechanisms are being introduced to reduce water consumption at health facilities. Targets have been set accordingly.


Table B 101: Quarterly targets for Engineering Services for 2017/18 [HCSS 3]

Notes Indicator 1.1.1: Indicator was introduced in 2016/17. Target has been set based on predicted energy saving to be realised.

Forensic Services


To ensure access to a forensic service


Table B 102: Data elements with actual and projected performance values for Forensic Pathology Services

Notes: Element ID 1: Child death review process will be expanded across 5 geographic areas (2x Metro, 3 Rural).


2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20ADDITIONAL PROVINCIAL INDICATORS1. Threshold (provincial benchmark) achieved

for clinical engineering maintenance jobs completed





Yes Yes Yes

Element 3 - - - -

2. Threshold (provincial benchmark) achieved for engineering maintenance jobs completed





Yes Yes Yes

Element 4 - - - - Yes Yes Yes

3. Percentage of selected hospitals achieving the provincial benchmark for w ater utilisation

Annual % Not required to report




54.0% 58.0% 58.0%

Numerator 5 - - - - 27 29 29

Denominator 6 - - - - 50 50 50







Annual 7.2% 7.2%

Numerator 1 10 969 864 - - - 10 969 864

Denominator 2 153 279 246 - - - 153 279 246



Quarterly targets



1. Threshold (provincial benchmark) achieved for clinical engineering maintenance jobs completed

Quarterly Yes Yes Yes Yes Yes

Element 3



Element 4


Annual 54.0% 54.0%

Numerator 5 27 - - - 27

Denominator 6 50 - - - 50




Quarterly targets


2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20Minutes of CDR Review Board

Number of Child Death Review Boards established 1 Not required to report




5 5 5

Autopsy Database Number of Post-Mortem Examination Performed 2 Not required to report




11 298 11 632 11 973

PERSAL Full-Time Equivalent (Medical Personnel) 3 Not required to report




32 33 34

FPS system Toxicology service commissioned 4 Not required to report


No No No Yes Yes






Table B 100: Performance indicators for Engineering Services [HCSS 2]

Notes

General: No prescribed sector indicators. Indicator 1: New indicator introduced in 2017/18. Indicator 2: New indicator introduced in 2017/18. Indicator 3: Various mechanisms are being introduced to reduce water consumption at health facilities. Targets have been set accordingly.


Table B 101: Quarterly targets for Engineering Services for 2017/18 [HCSS 3]

Notes Indicator 1.1.1: Indicator was introduced in 2016/17. Target has been set based on predicted energy saving to be realised.

Forensic Services


To ensure access to a forensic service


Table B 102: Data elements with actual and projected performance values for Forensic Pathology Services

Notes: Element ID 1: Child death review process will be expanded across 5 geographic areas (2x Metro, 3 Rural).


2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20ADDITIONAL PROVINCIAL INDICATORS1. Threshold (provincial benchmark) achieved

for clinical engineering maintenance jobs completed





Yes Yes Yes

Element 3 - - - -






Yes Yes Yes

Element 4 - - - - Yes Yes Yes


Annual % Not required to report




54.0% 58.0% 58.0%

Numerator 5 - - - - 27 29 29

Denominator 6 - - - - 50 50 50







Annual 7.2% 7.2%

Numerator 1 10 969 864 - - - 10 969 864

Denominator 2 153 279 246 - - - 153 279 246



Quarterly targets



1. Threshold (provincial benchmark) achieved for clinical engineering maintenance jobs completed


Element 3



Element 4


Annual 54.0% 54.0%

Numerator 5 27 - - - 27

Denominator 6 50 - - - 50




Quarterly targets


2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20Minutes of CDR Review Board

Number of Child Death Review Boards established 1 Not required to report




5 5 5

Autopsy Database Number of Post-Mortem Examination Performed 2 Not required to report




11 298 11 632 11 973

PERSAL Full-Time Equivalent (Medical Personnel) 3 Not required to report




32 33 34

FPS system Toxicology service commissioned 4 Not required to report


No No No Yes Yes


Table B 103: Provincial strategic objectives and annual targets for Forensic Pathology Services [HCSS 1]

Notes: Indicator 1.1.1: This is a new indicator. Child death review provides an opportunity to explore the pattern of child deaths and to inform

prevention with the potential to influence and improve child survival in the Western Cape. This further links to the “First Thousand Days Policy” of the Western Cape Government.


Table B 104: Performance indicators for Forensic Pathology Services [HCSS 2]

Notes: General: No prescribed national indicators. Indicator 1: New indicator introduced in 2017/18. Indicator 2: Although the full commissioning will only occur in 2017/18, the Department will in the meantime engage in the necessary preparation work of

developing service standards and procurement of prioritised equipment.


Table B 105: Quarterly targets for Forensic Pathology Services for 2017/18 [HCSS 3]

Cape Medical Depot


Ensuring adequate infrastructure for the Cape Medical Depot (CMD), including a computerised system

implemented for the relevant warehouse functions with respect to the procurement, warehousing and

accounting requirements to meet its own as well as its clients’ needs. The investigation and feasibility study

with respect to the replacement/upgrade of the computerised system (MEDSAS), as well as the

infrastructure currently in use at the CMD is the primary priority for the 2017/18 financial year.

On-going quality improvement efforts include:

- Improving service delivery to facilities

- The timely purchase and distribution of adequate stock

New performance indicators to measure efficiency with regards to the processing of pharmaceutical

orders and responses to demander (facility) queries have been completed. However, the performance

indicators for non-pharmaceutical orders are included in the annual targets as of the 2016/17 year.



2019/20 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

1.1 Ensure access to a Forensic Pathology Service.

1.1.1 Number of Child Death Review Boards established





5 5 5

Element 1





2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20ADDITIONAL PROVINCIAL INDICATORS:1. Number of Post-Mortem Examinations per

FTE PathologistQuarterly Ratio Not required to




report350 350 350

Numerator 2 - - - - 11 298 11 632 11 973

Denominator 3 - - - - 32 33 34

2. Toxicology service commissioned Annual No Not required to report


No No No Yes Yes

Element 4

Medium term targetsProgramme performance indicatorFrequency





1.1.1 Number of Child Death Review Boards established Annual 5 - - - 5

Element 1



Quarterly targets



1. Number of Post-Mortem Examinations per FTE Pathologist Quarterly 350 89 89 88 84

Numerator 2 11 298 2 870 2 859 2 851 2 718

Denominator 3 32 32 32 32 32

2. Toxicology service commissioned Annual No - - - No

Element 4



Quarterly targets





Table B 106: Data elements with actual and projected performance values for the Cape Medical Depot

Table B 107: Provincial strategic objectives and annual targets for the Cape Medical Depot [HCSS 1]


Table B 108: Performance indicators for the Cape Medical Depot [HCSS 2]

Note: There are no prescribed sector indicators for the Cape Medical Depot


Table B 109: Quarterly targets for the Cape Medical Depot for 2017/18 [HCSS 3]


Table B 110: Summary and payments – Programme 7: Health Care Support Services

Notes: Sub-programme 7.2: 2017/18: National Conditional grant: Expanded Public Works Programme Integrated Grant for Provinces: R2 473 000 (Compensation of

employees R2 458 000; Goods and services R15 000).


2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20MEDSAS Pharmaceutical items that are in stock at the CMD 1 746 672 716 691 694 694 694

MEDSAS Pharmaceutical items on the stock register 2 787 763 763 730 730 730 730




2019/20 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

1.1 Ensure optimum pharmaceutical stock levels to meet the demand.

1.1.1 Percentage of pharmaceutical stock available

95.1% 94.8% 88.1% 93.8% 94.7% 95.1% 95.1% 95.1%

Numerator 1 694 746 672 716 691 694 694 694

Denominator 2 730 787 763 763 730 730 730 730





2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20SECTOR SPECIFIC INDICATORS







1.1.1 Percentage of pharmaceutical stock available Quarterly 95.1% 95.1% 95.1% 95.1% 95.1%

Numerator 1 694 694 694 694 694

Denominator 2 730 730 730 730 730



Quarterly targets


% Change from

Revised estimate

2013/14 2014/15 2015/16 2016/17 2016/17 2016/17 2017/18 2016/17 2018/19 2019/20Laundry Services 69 859 72 791 80 467 96 443 98 443 95 240 101 990 7.09 106 797 112 950 Engineering Services 107 355 106 280 117 814 90 476 88 476 88 488 99 365 12.29 101 459 107 038 Forensic Services 114 819 128 772 150 958 154 472 154 676 161 728 166 020 2.65 173 577 182 612 Orthotic and Prosthetic Services

1 1 1 1 1 1

Cape Medical Depot 47 118 48 593 73 738 64 153 64 259 65 634 71 723 9.28 75 069 79 269

339 151 356 436 422 977 405 545 405 855 411 091 439 099 6.81 456 903 481 870

5.

1.

4.

2. 3.

Revised estimate


Main appro-priation


Sub-programmeR'000

Outcome






Table B 106: Data elements with actual and projected performance values for the Cape Medical Depot

Table B 107: Provincial strategic objectives and annual targets for the Cape Medical Depot [HCSS 1]


Table B 108: Performance indicators for the Cape Medical Depot [HCSS 2]

Note: There are no prescribed sector indicators for the Cape Medical Depot


Table B 109: Quarterly targets for the Cape Medical Depot for 2017/18 [HCSS 3]


Table B 110: Summary and payments – Programme 7: Health Care Support Services

Notes: Sub-programme 7.2: 2017/18: National Conditional grant: Expanded Public Works Programme Integrated Grant for Provinces: R2 473 000 (Compensation of

employees R2 458 000; Goods and services R15 000).


2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20MEDSAS Pharmaceutical items that are in stock at the CMD 1 746 672 716 691 694 694 694

MEDSAS Pharmaceutical items on the stock register 2 787 763 763 730 730 730 730




2019/20 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

1.1 Ensure optimum pharmaceutical stock levels to meet the demand.

1.1.1 Percentage of pharmaceutical stock available

95.1% 94.8% 88.1% 93.8% 94.7% 95.1% 95.1% 95.1%

Numerator 1 694 746 672 716 691 694 694 694

Denominator 2 730 787 763 763 730 730 730 730





2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20SECTOR SPECIFIC INDICATORS







1.1.1 Percentage of pharmaceutical stock available Quarterly 95.1% 95.1% 95.1% 95.1% 95.1%

Numerator 1 694 694 694 694 694

Denominator 2 730 730 730 730 730



Quarterly targets


% Change from

Revised estimate

2013/14 2014/15 2015/16 2016/17 2016/17 2016/17 2017/18 2016/17 2018/19 2019/20Laundry Services 69 859 72 791 80 467 96 443 98 443 95 240 101 990 7.09 106 797 112 950 Engineering Services 107 355 106 280 117 814 90 476 88 476 88 488 99 365 12.29 101 459 107 038 Forensic Services 114 819 128 772 150 958 154 472 154 676 161 728 166 020 2.65 173 577 182 612 Orthotic and Prosthetic Services

1 1 1 1 1 1

Cape Medical Depot 47 118 48 593 73 738 64 153 64 259 65 634 71 723 9.28 75 069 79 269

339 151 356 436 422 977 405 545 405 855 411 091 439 099 6.81 456 903 481 870

5.

1.

4.

2. 3.

Revised estimate


Main appro-priation


Sub-programmeR'000

Outcome


Day-to-day and Emergency maintenance allocation transferred from Sub-programme 7.2 to various sub-

programmes in Programme 8 as from 1 April 2016.

The ordinance through which the Cape Medical Depot (CMD) was created was abolished in the 2012/13

financial year; consequently the CMD has thus become part of the Department, Sub-programme 7.5: Cape

Medical Depot.

Table B 111: Payments and estimates by economic classification – Programme 7: Health Care Support Services


% C hange fro m

R evised est imate

2013/ 14 2014/ 15 2015/ 16 2016/ 17 2016/ 17 2016/ 17 2017/ 18 2016/ 17 2018/ 19 2019/ 20

C urrent payments 322 474 329 920 393 973 381 911 380 817 383 708 410 779 7.06 427 594 451 520 Compensation of employees 199 425 205 051 222 286 246 755 246 861 245 648 268 332 9.23 278 574 293 546



7 2 11 (100.00) 1 840 1 632 1 744 2 047 2 047 2 180 1 891 (13.26) 1 977 2 095

82 118 84 214 214 137 203 48.18 210 222 2 737 2 656 2 342 3 437 3 437 2 621 3 420 30.48 3 574 3 790 2 106 1 941 1 879 2 524 2 524 1 840 2 719 47.77 2 841 3 011

32 5 29 884 884 871 468 (46.27) 488 517

436 428 481 615 615 617 647 4.86 681 716 9 473 10 144 14 600 14 092 11 400 12 291 12 970 5.52 13 553 14 369 8 267 10 754 9 401 12 667 11 667 9 737 10 231 5.07 10 691 11 333

8 2 1 9 9 2 9 350.00 9 9 8 552 8 783 9 576 10 859 10 659 9 015 11 577 28.42 12 293 13 055

9 716 9 659 9 712 12 415 11 115 12 500 12 708 1.66 13 278 14 074 2 697 3 870 3 877 4 022 4 022 4 591 4 530 (1.33) 4 734 5 018

7 25 078 8 917 8 917 8 922 9 605 7.66 10 037 10 639 2 (100.00) 601 547 917 962 962 988 1 023 3.54 1 067 1 131

17 508 18 163 25 657 34 206 38 206 38 909 40 761 4.76 42 579 45 132 1 892 2 550 2 346 2 866 2 866 2 483 2 937 18.28 3 069 3 253

663 754 756 938 938 846 1 001 18.32 1 046 1 109 44 296 42 047 52 116 11 699 12 391 15 136 13 633 (9.93) 14 240 15 092

12 (100.00)

2 236 2 554 2 027 2 825 2 125 2 157 2 422 12.29 2 530 2 681 617 787 874 718 718 981 846 (13.76) 882 936

9 025 6 978 7 847 7 616 7 616 10 796 8 175 (24.28) 8 541 9 051 34 44 65 90 90 88 97 10.23 101 107

224 446 276 534 534 327 574 75.54 599 634

T ransfers and subsidies to 347 894 781 646 646 443 689 55.53 725 754

Households 347 894 781 646 646 443 689 55.53 725 754 Social benefits 347 882 781 646 646 443 689 55.53 725 754 Other transfers to households 12

P ayments fo r capital assets 14 880 24 077 28 114 22 988 24 392 26 839 27 631 2.95 28 584 29 596 Buildings and other fixed structures 140 26 (100.00)

Buildings 140 26 (100.00) M achinery and equipment 14 726 24 077 28 078 22 988 24 392 26 813 27 631 3.05 28 584 29 596


14 36 P ayments fo r f inancial assets 1 450 1 545 109 101 (100.00)

T o tal eco no mic classif icat io n 339 151 356 436 422 977 405 545 405 855 411 091 439 099 6.81 456 903 481 870

Rental and hiring

Consumable: Stationery, printing and office supplies

Travel and subsistenceTraining and developmentOperating paymentsVenues and facilities


Operating leases


Property payments

Laboratory services


Inventory: Other supplies

R evised est imate


Communication (G&S)


Outco me


A djusted appro -

priat io n

Inventory: M aterials and Inventory: M edical suppliesInventory: M edicine

Consumable supplies

M edsas inventory interface


ContractorsAgency and support/outsourced services








the revised estimate of the 2016/17 budget. This amounts to a nominal increase of R28.008 million or 6.81 per

cent.

Sub-programme 7.1: Laundry Services is allocated 23.23 per cent of the 2017/18 Programme 7 budget in

comparison to the 23.17 per cent that was allocated in the revised estimate of the 2016/17 budget. This is an


Sub-programme 7.2: Engineering Services is allocated 22.63 per cent of the Programme 7 budget in 2017/18 in



Sub-programme 7.3: Forensic Pathology Services is allocated 37.81 per cent of the Programme 7 budget in


This amounts to a nominal increase of R4.292 million or 2.65 per cent in nominal terms.

Sub-programme 7.5: Cape Medical Depot is allocated 16.33 per cent of the Programme 7 budget in 2017/18 in

comparison to the 15.97 per cent of the Programme 7 budget that was allocated in the adjusted estimate of

the 2016/17 budget. This amounts to a nominal increase of R6.089 million or 9.28 per cent.

Risk Management


Mitigating Factors

Monitor stock levels. Monitor vaccine supply. Provide alternatives to the essential medicines, where possible. Tight contract management with suppliers. Create provincial contracts for items that have been excluded from the

revised national tenders, where possible. Optimal functioning of ICT system for stock management.

RISK 2 Waste Management

Mitigating Factors Improve contract management for waste management. Regular audits and reports for monitoring waste management practices.






the revised estimate of the 2016/17 budget. This amounts to a nominal increase of R28.008 million or 6.81 per

cent.

Sub-programme 7.1: Laundry Services is allocated 23.23 per cent of the 2017/18 Programme 7 budget in



Sub-programme 7.2: Engineering Services is allocated 22.63 per cent of the Programme 7 budget in 2017/18 in



Sub-programme 7.3: Forensic Pathology Services is allocated 37.81 per cent of the Programme 7 budget in


This amounts to a nominal increase of R4.292 million or 2.65 per cent in nominal terms.

Sub-programme 7.5: Cape Medical Depot is allocated 16.33 per cent of the Programme 7 budget in 2017/18 in

comparison to the 15.97 per cent of the Programme 7 budget that was allocated in the adjusted estimate of

the 2016/17 budget. This amounts to a nominal increase of R6.089 million or 9.28 per cent.

Risk Management


Mitigating Factors

Monitor stock levels. Monitor vaccine supply. Provide alternatives to the essential medicines, where possible. Tight contract management with suppliers. Create provincial contracts for items that have been excluded from the

revised national tenders, where possible. Optimal functioning of ICT system for stock management.

RISK 2 Waste Management

Mitigating Factors Improve contract management for waste management. Regular audits and reports for monitoring waste management practices.

RISK 3 Aging infrastructure and Health Technology

Mitigating Factors

Full and effective expenditure of maintenance budget. Planning and prioritisation of all levels of maintenance. Implement intern programmes to attact technical skills for both

Engineering and Health Technology. Outsource services where there is a skills gap. Use basic internal maintenance management system for HT and

Engineering to enable maintenance planning. Perform regulatory inspections. Adoption and implementation of HT policy, guidelines and SOPs.

RISK 4 Water shortage

Mitigating Factors

Measure water consumption monthly and report quarterly to ensure technical interventions and behaviour changes.

Maintain water storage at larger facilities to ensure spare capacity for a set period of time.

Report and monitor water leaks at health facilities. Reduce water consumption through change behaviour.




Programme 8: Health Facilities Management

Purpose

The provision of new health facilities and the refurbishment, upgrading and maintenance of existing facilities,

including health technology

Structure

Sub-Programme 8.1: Community Health Facilities

Planning, design, construction, upgrading, refurbishment, additions and maintenance of community health

centres, community day centres, and clinics

Sub-Programme 8.2: Emergency Medical Rescue Services

Planning, design, construction, upgrading, refurbishment, additions, and maintenance of emergency medical

services facilities

Sub-Programme 8.3: District Hospital Services

Planning, design, construction, upgrading, refurbishment, additions, and maintenance of district hospitals

Sub-Programme 8.4: Provincial Hospital Services

Planning, design, construction, upgrading, refurbishment, additions, and maintenance of provincial hospitals


Planning, design, construction, upgrading, refurbishment, additions, and maintenance of central hospitals

Sub-Programme 8.6: Other Facilities

Planning, design, construction, upgrading, refurbishment, additions, and maintenance of other health facilities,

including forensic pathology facilities


National Treasury Instruction No 4 of 2015 prescribes the implementation of the Standard for Infrastructure

Procurement and Delivery Management (SIPDM). Implementation thereof is effective from 01 July 2016. This has

necessitated various changes to the Western Cape Infrastructure Delivery Management System (IDMS), as well

as a revision of Provincial Treasury Instruction (PTI) 16B both of which are being facilitated by Western Cape

Government: Provincial Treasury.

In the meantime, the Chief Directorate: Infrastructure and Technical Management is continuing with the

implementation of the IDMS. Linked to this is the capacitation of the Chief Directorate, which is now reaching




Programme 8: Health Facilities Management

Purpose

The provision of new health facilities and the refurbishment, upgrading and maintenance of existing facilities,

including health technology

Structure

Sub-Programme 8.1: Community Health Facilities

Planning, design, construction, upgrading, refurbishment, additions and maintenance of community health

centres, community day centres, and clinics

Sub-Programme 8.2: Emergency Medical Rescue Services

Planning, design, construction, upgrading, refurbishment, additions, and maintenance of emergency medical

services facilities

Sub-Programme 8.3: District Hospital Services

Planning, design, construction, upgrading, refurbishment, additions, and maintenance of district hospitals

Sub-Programme 8.4: Provincial Hospital Services

Planning, design, construction, upgrading, refurbishment, additions, and maintenance of provincial hospitals


Planning, design, construction, upgrading, refurbishment, additions, and maintenance of central hospitals

Sub-Programme 8.6: Other Facilities

Planning, design, construction, upgrading, refurbishment, additions, and maintenance of other health facilities,

including forensic pathology facilities


National Treasury Instruction No 4 of 2015 prescribes the implementation of the Standard for Infrastructure

Procurement and Delivery Management (SIPDM). Implementation thereof is effective from 01 July 2016. This has

necessitated various changes to the Western Cape Infrastructure Delivery Management System (IDMS), as well

as a revision of Provincial Treasury Instruction (PTI) 16B both of which are being facilitated by Western Cape

Government: Provincial Treasury.

In the meantime, the Chief Directorate: Infrastructure and Technical Management is continuing with the

implementation of the IDMS. Linked to this is the capacitation of the Chief Directorate, which is now reaching

completion. However the recruitment, selection and retention of suitably qualified and experienced technical

staff remains a challenge.

Within this context, the following priorities have been identified:

Continue development and implementation of Health Technology Strategy and Standard Equipment List

per facility type;

Strengthen and improve the primary health care infrastructure and health technology in all Districts with

specific focus on Metro integration;

Modernise emergency centres at hospitals;

Provide or upgrade acute psychiatric units at hospitals;

Focus on maintenance and fire compliance at existing health facilities;

Develop health technology policy and related assessment framework incorporating performance

measures such as access, coverage, equity efficiency and cost-effectiveness

As stated in Part A, National Treasury introduced into the 2014 DoRA the Performance-Based Incentive (PBI) Process for the Health Facilities Revitalisation Grant. In terms of this process, provincial departments across the country that comply with the annual DoRA submission requirements, have the opportunity to share in the unallocated funding for the following year. Specifics pertaining to the distribution of the PBI allocation are communicated to provinces during December of each year.

For priorities per sub-programme, refer to infrastructure schedules below.


Table B 112: Data elements with actual and projected performance values for Health Facilities Management

Note Element ID 1 & 2:

The budget allocation is in line with the allocations from National Department of Health and Provincial Treasury. The Division of Revenue Act stipulated with effect from 2013/14 that higher percentages of the grant should be allocated to maintenance. In addition to this, funding was shifted to Health Technology in 2013/14 as a mitigating strategy. It is very difficult to align actual expenditure to the budget allocation, as capital projects are generally multi-year.

The biggest contributing factors to the under expenditure in 2013/14 were progress on Vredenburg Hospital Phase 2B (poor contractor performance), delays on Lentegeur Regional Laundry (due to strike action) and slow progress on Tygerberg Hospital PPP (due to finalisation of Healthcare 2030).

Under expenditure in 2014/15 was mainly due to the legal dispute between WCGTPW and the contractor on Vredenburg Hospital Phase 2B and the subsequent cancellation of the contract; delays in achieving Practical Completion of Rawsonville Clinic, Du Noon CHC and Delft Symphony Way CDC; delay in tender award of District Six CDC project (5 months) and Paarl Hospital acute psychiatric unit project (4 months); Poor performance of Professional Service Provider consultants, delaying design stage of Valkenberg Hospital and Napier Clinic projects; and lack of credible project cash flows aligned with project specific Stage deliverables.

Under expenditure in 2015/16 was attributable to Professional Service Provider consultant appointment delays (e.g. Satellite Clinics, Acute Psychiatric Units); Design delays (e.g. Valkenberg Hospital Acute Precinct Stage 5, Helderberg Hospital EC Stage 5); Tender delays (e.g. Vredenburg Hospital Phase 2B Completion); Contractor delays (e.g. District Six CDC: New, Groote Schuur Hospital: Main Kitchen upgrade, Worcester Hospital: Phase 5 revitalisation); Cancellation of contractor’s contract (Groote Schuur Hospital: Linear Accelerator Installation New Bunker).

It is important to note that the Performance-Based Incentive (PBI) process for the Health Facilities Revitalisation Grant (HFRG) applies to budgets from 2016/17 onwards. The aim is to achieve better value for money from investment in provincial infrastructure by institutionalising proper planning within provinces. Provinces are required to bid for HFRG allocations in advance and financial incentives will be built into the grant for provinces that implement best practices in delivering infrastructure.


2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20BAS Programme 8 Capital infrastructure expenditure

(excluding Maintenance)1 425 339 929 283 038 829 363 751 000 326 399 000 327 685 000 346 709 000 488 750 000

BAS Programme 8 Capital infrastructure budget (excluding Maintenance)

2 514 935 000 341 476 200 396 357 000 326 399 000 327 685 000 346 709 000 488 750 000

Project lists (Capital, Scheduled Maintenance, Professional Day-to-day (only Management Contract projects))

Health facilities in NHI Pilot District (Eden District) that have undergone major and minor refurbishment




6 4 1 2

Project lists (Capital, Scheduled Maintenance, Professional Day-to-day (only Management Contract projects))

Health facilities that have undergone major and minor refurbishment (excluding facilites in NHI Pilot District (Eden District))




52 38 54 25

BAS Programme 8 expenditure on Maintenance 5 Not required to report




329 583 000 291 234 000 183 079 000

BAS Programme 8 Maintenance budget 6 Not required to report




329 583 000 291 234 000 183 079 000

BAS Programme 8 Health Technology expenditure 7 245 750 000 183 391 491 107 194 000 101 242 000 76 927 000 77 442 000 92 054 000

BAS Programme 8 Health Technology budget allocation 8 219 823 000 190 859 000 109 545 000 67 665 000 76 927 000 77 442 000 92 054 000






Table B 113: Provincial Strategic Performance Objectives and Annual Targets for Health Facilities Management [HFM 1]

Notes Indicator 1.1.1:

Capital projects are multi-year projects and this has an impact on expenditure. Some projects are delayed and others proceed faster than planned, which directly impacts on expenditure.

Slow progress in terms of projects and execution thereof impacted on performance in 2013/14. Under expenditure in 2014/15 was mainly due to the legal dispute between WCGTPW and the contractor on Vredenburg Hospital Phase 2B and the subsequent

cancellation of the contract; delays in achieving Practical Completion of Rawsonville Clinic, Du Noon CHC and Delft Symphony Way CDC; delay in tender award of District Six CDC project (5 months) and Paarl Hospital acute psychiatric unit project (4 months); Poor performance of Professional Service Provider consultants, delaying design stage of Valkenberg Hospital and Napier Clinic projects; and lack of credible project cash flows aligned with project specific Stage deliverables.

Under expenditure in 2015/16 was mainly due to Professional Service Provider consultant appointment delays; Design delays; Tender delays; Contractor delays; and Cancellation of contractor’s contract.


Table B 114: Performance indicators for Health Facilities Management [HFM 2]

Notes Indicator 3: New indicator introduced in 2017/18. Indicator 4: Health Technology performance is closely linked to infrastructure as equipping can only take place after completion has been achieved. Over-

expenditure in 2013/14 was planned as mitigating factor for the expected under expenditure on capital projects. Targets are set based on Health Technology requirements linked to infrastructure projects. The planned over-expenditure on Health Technology for 2016/17 is to off-set projected under-expenditure on maintenance.


2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20SECTOR SPECIFIC INDICATORS1. Number of health facilities that have

undergone major and minor refurbishment in NHI Pilot District (Eden District)




6 4 1 2

Element 3

2. Number of health facilities that have undergone major and minor refurbishment (excluding facilities in NHI Pilot District (Eden District))




52 38 54 25

Element 4

ADDITIONAL PROVINCIAL INDICATORS3. Percentage of Programme 8 Maintenance

budget spentQuarterly % Not required to




report100.0% 100.0% 100.0%

Numerator 5 - - - - 329 583 000 291 234 000 183 079 000

Denominator 6 - - - - 329 583 000 291 234 000 183 079 000

4. Percentage of Programme 8 Health Technology budget spent

Quarterly % 111.8% 96.1% 97.9% 149.6% 100.0% 100.0% 100.0%

Numerator 7 245 750 000 183 391 491 107 194 000 101 242 000 76 927 000 77 442 000 92 054 000

Denominator 8 219 823 000 190 859 000 109 545 000 67 665 000 76 927 000 77 442 000 92 054 000





2019/20 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

1.1 Efficient and effective management of infrastructure.

1.1.1 Percentage of Programme 8 Capital infrastructure budget spent (excluding Maintenance)

100.0% 82.6% 82.9% 91.8% 100.0% 100.0% 100.0% 100.0%

Numerator 1 488 750 000 425 339 929 283 038 829 363 751 000 326 399 000 327 685 000 346 709 000 488 750 000

Denominator 2 488 750 000 514 935 000 341 476 200 396 357 000 326 399 000 327 685 000 346 709 000 488 750 000







Table B 113: Provincial Strategic Performance Objectives and Annual Targets for Health Facilities Management [HFM 1]

Notes Indicator 1.1.1:

Capital projects are multi-year projects and this has an impact on expenditure. Some projects are delayed and others proceed faster than planned, which directly impacts on expenditure.

Slow progress in terms of projects and execution thereof impacted on performance in 2013/14. Under expenditure in 2014/15 was mainly due to the legal dispute between WCGTPW and the contractor on Vredenburg Hospital Phase 2B and the subsequent

cancellation of the contract; delays in achieving Practical Completion of Rawsonville Clinic, Du Noon CHC and Delft Symphony Way CDC; delay in tender award of District Six CDC project (5 months) and Paarl Hospital acute psychiatric unit project (4 months); Poor performance of Professional Service Provider consultants, delaying design stage of Valkenberg Hospital and Napier Clinic projects; and lack of credible project cash flows aligned with project specific Stage deliverables.

Under expenditure in 2015/16 was mainly due to Professional Service Provider consultant appointment delays; Design delays; Tender delays; Contractor delays; and Cancellation of contractor’s contract.


Table B 114: Performance indicators for Health Facilities Management [HFM 2]

Notes Indicator 3: New indicator introduced in 2017/18. Indicator 4: Health Technology performance is closely linked to infrastructure as equipping can only take place after completion has been achieved. Over-

expenditure in 2013/14 was planned as mitigating factor for the expected under expenditure on capital projects. Targets are set based on Health Technology requirements linked to infrastructure projects. The planned over-expenditure on Health Technology for 2016/17 is to off-set projected under-expenditure on maintenance.


2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20SECTOR SPECIFIC INDICATORS1. Number of health facilities that have

undergone major and minor refurbishment in NHI Pilot District (Eden District)




6 4 1 2

Element 3





52 38 54 25

Element 4

ADDITIONAL PROVINCIAL INDICATORS3. Percentage of Programme 8 Maintenance

budget spentQuarterly % Not required to




report100.0% 100.0% 100.0%

Numerator 5 - - - - 329 583 000 291 234 000 183 079 000

Denominator 6 - - - - 329 583 000 291 234 000 183 079 000

4. Percentage of Programme 8 Health Technology budget spent

Quarterly % 111.8% 96.1% 97.9% 149.6% 100.0% 100.0% 100.0%

Numerator 7 245 750 000 183 391 491 107 194 000 101 242 000 76 927 000 77 442 000 92 054 000

Denominator 8 219 823 000 190 859 000 109 545 000 67 665 000 76 927 000 77 442 000 92 054 000





2019/20 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

1.1 Efficient and effective management of infrastructure.


100.0% 82.6% 82.9% 91.8% 100.0% 100.0% 100.0% 100.0%

Numerator 1 488 750 000 425 339 929 283 038 829 363 751 000 326 399 000 327 685 000 346 709 000 488 750 000

Denominator 2 488 750 000 514 935 000 341 476 200 396 357 000 326 399 000 327 685 000 346 709 000 488 750 000





Table B 115: Quarterly Targets for Health Facilities Management for 2017/18 [HFM 3]


Table B 116: Summary of payments and estimates – Programme 8: Health Facilities Management

Notes Sub-programme 8.1 – 8.6: 2017/18: National Conditional grant: Health Facility Revitalisation: R605 786 000 (Compensation of employees R50 153 000; Goods and

services R163 915 000 and Payments for capital assets R391 718 000).

Day-to-day and Emergency maintenance allocation transferred from sub-programme 7.2 to various sub-

programmes in Programme 8 as from 1 April 2016.


% Change from

Revised estimate

2013/14 2014/15 2015/16 2016/17 2016/17 2016/17 2017/18 2016/17 2018/19 2019/20

Community Health Facilities 176 571 189 004 180 130 211 099 238 483 244 361 238 756 (2.29) 149 249 186 216 Emergency Medical Rescue Services

16 481 6 697 18 611 23 378 24 621 21 334 10 366 (51.41) 23 653 10 439

District Hospital Services 291 238 152 543 145 995 210 659 248 902 248 215 218 154 (12.11) 197 439 191 519 Provincial Hospital Services 143 984 126 769 214 428 125 334 135 239 141 168 77 924 (44.80) 87 631 121 326 Central Hospital Services 205 925 190 701 145 503 110 647 121 630 122 884 170 727 38.93 179 703 154 946 Other Facilities 43 653 47 209 75 764 125 385 98 920 89 833 99 536 10.80 166 475 181 936

877 852 712 923 780 431 806 502 867 795 867 795 815 463 (6.03) 804 150 846 382

5. 6.

1.

4.

Sub-programmeR'000

Outcome

2.

3.

Revised estimate


Main appro-priation






Quarterly 100.0% 20.2% 46.5% 77.8% 100.0%

Numerator 1 327 685 000 66 173 991 152 352 694 255 091 626 327 685 000

Denominator 2 327 685 000 327 685 000 327 685 000 327 685 000 327 685 000





1. Number of health facilities that have undergone major and minor refurbishment in NHI Pilot District (Eden District)

Annual 4 - - - 4

Element 3


Annual 38 - - - 38

Element 4

3. Percentage of Programme 8 Maintenance budget spent Quarterly 100.0% 13.4% 31.2% 53.7% 100.0%

Numerator 5 329 583 000 44 294 409 102 752 738 176 966 198 329 583 000

Denominator 6 329 583 000 329 583 000 329 583 000 329 583 000 329 583 000

4. Percentage of Programme 8 Health Technology budget spent Quarterly 100.0% 1.9% 6.5% 13.6% 100.0%

Numerator 7 76 927 000 1 467 129 5 015 487 10 476 088 76 927 000

Denominator 8 76 927 000 76 927 000 76 927 000 76 927 000 76 927 000



Quarterly targets







Programme 8 is allocated 3.76 per cent of the vote in 2017/18 in comparison to the 4.31 per cent that was

allocated in the revised estimate of the 2016/17 budget. This translates into a decrease of R52.332 million or

(6.03) per cent. This is mainly due to the reduced Performance-Based Incentive allocation received from

National Treasury and National Department of Health (i.e. R70.090 million received in 2016/17 versus

R32.300 million in 2017/18).


% C hange fro m

R evised est imate

2013/ 14 2014/ 15 2015/ 16 2016/ 17 2016/ 17 2016/ 17 2017/ 18 2016/ 17 2018/ 19 2019/ 20

C urrent payments 246 675 264 940 356 755 415 804 474 049 457 608 404 550 (11.59) 373 898 276 488 Compensation of employees 16 994 32 420 36 898 55 313 47 103 46 925 57 649 22.85 64 460 70 201



88 60 10 10 10 11 11 15 072 10 417 13 523 10 297 14 606 14 385 6 487 (54.90) 6 622 7 859

87 21 4 6 6 3 7 133.33 7 8 47 164 238 173 122 142 137 (3.52) 171 185

6 505 1 112 716 2 000 41 3 318 7992.68 3 947 5 072 761 29 635 164 964 97 (89.94) 103 110

8 788 16 204 29 976 212 581 42 402 25 927 19 262 (25.71) 16 680 5 554

1 008 59 227 159 2 (100.00) 140 11

9 2 45 39 2 3 50.00 3 3 19 8 2 26 23

86 493 98 10 7 29 4 (86.21) 4 4 9 982 5 751 3 079 795 975 2 493 155.69 2 549 3 037

13 4 296 1 274 1 531 8 024 599 1 712 1 991 16.30 1 841 3 130 1 708 590 846 308 252 462 220 (52.38) 234 248

27 26 26 27 26 (3.70) 28 29 177 924 193 635 267 220 123 583 364 410 363 667 310 321 (14.67) 274 554 177 525

637 814 809 1 057 974 1 015 1 354 33.40 1 580 1 675 2 494 1 195 1 445 1 319 2 363 1 278 1 075 (15.88) 1 002 1 728

17 21 20 66 144 52 96 84.62 102 109 1 88 662 5 166 4

T ransfers and subsidies to 26 523 1 693 10 136 20 026 15 033 15 073 15 000 (0.48) 15 000 Higher education institutions 5 000 5 000 15 000 Non-profit institutions 26 500 231 10 000 15 000 15 000 15 000 10 000 (33.33) Households 23 1 462 136 26 33 73 (100.00)

Social benefits 23 1 462 136 26 33 73 (100.00)



M achinery and equipment 205 293 163 124 94 635 43 663 45 696 61 750 67 228 8.87 68 543 81 144 Transport equipment 3 3 1 10 20 32 (100.00) Other machinery and equipment 205 290 163 121 94 634 43 653 45 676 61 718 67 228 8.93 68 543 81 144

478 359 5 974 10 6 618 6 967 1 000 (85.65)

P ayments fo r f inancial assets 174



R evised est imate


Communication (G&S)


Outco me


A djusted appro -

priat io n


Computer services

ContractorsAgency and support/outsourced servicesEntertainment


Consultants and professional services: Business and advisory servicesInfrastructure and planning


Property payments

Inventory: M aterials and suppliesInventory: M edical suppliesInventory: Other suppliesConsumable suppliesConsumable: Stationery, printing and office suppliesOperating leases

Travel and subsistenceTraining and developmentOperating paymentsVenues and facilitiesRental and hiring






Programme 8 is allocated 3.76 per cent of the vote in 2017/18 in comparison to the 4.31 per cent that was

allocated in the revised estimate of the 2016/17 budget. This translates into a decrease of R52.332 million or

(6.03) per cent. This is mainly due to the reduced Performance-Based Incentive allocation received from

National Treasury and National Department of Health (i.e. R70.090 million received in 2016/17 versus

R32.300 million in 2017/18).


% C hange fro m

R evised est imate

2013/ 14 2014/ 15 2015/ 16 2016/ 17 2016/ 17 2016/ 17 2017/ 18 2016/ 17 2018/ 19 2019/ 20

C urrent payments 246 675 264 940 356 755 415 804 474 049 457 608 404 550 (11.59) 373 898 276 488 Compensation of employees 16 994 32 420 36 898 55 313 47 103 46 925 57 649 22.85 64 460 70 201



88 60 10 10 10 11 11 15 072 10 417 13 523 10 297 14 606 14 385 6 487 (54.90) 6 622 7 859

87 21 4 6 6 3 7 133.33 7 8 47 164 238 173 122 142 137 (3.52) 171 185

6 505 1 112 716 2 000 41 3 318 7992.68 3 947 5 072 761 29 635 164 964 97 (89.94) 103 110

8 788 16 204 29 976 212 581 42 402 25 927 19 262 (25.71) 16 680 5 554

1 008 59 227 159 2 (100.00) 140 11

9 2 45 39 2 3 50.00 3 3 19 8 2 26 23

86 493 98 10 7 29 4 (86.21) 4 4 9 982 5 751 3 079 795 975 2 493 155.69 2 549 3 037

13 4 296 1 274 1 531 8 024 599 1 712 1 991 16.30 1 841 3 130 1 708 590 846 308 252 462 220 (52.38) 234 248

27 26 26 27 26 (3.70) 28 29 177 924 193 635 267 220 123 583 364 410 363 667 310 321 (14.67) 274 554 177 525

637 814 809 1 057 974 1 015 1 354 33.40 1 580 1 675 2 494 1 195 1 445 1 319 2 363 1 278 1 075 (15.88) 1 002 1 728

17 21 20 66 144 52 96 84.62 102 109 1 88 662 5 166 4

T ransfers and subsidies to 26 523 1 693 10 136 20 026 15 033 15 073 15 000 (0.48) 15 000 Higher education institutions 5 000 5 000 15 000 Non-profit institutions 26 500 231 10 000 15 000 15 000 15 000 10 000 (33.33) Households 23 1 462 136 26 33 73 (100.00)

Social benefits 23 1 462 136 26 33 73 (100.00)



M achinery and equipment 205 293 163 124 94 635 43 663 45 696 61 750 67 228 8.87 68 543 81 144 Transport equipment 3 3 1 10 20 32 (100.00) Other machinery and equipment 205 290 163 121 94 634 43 653 45 676 61 718 67 228 8.93 68 543 81 144

478 359 5 974 10 6 618 6 967 1 000 (85.65)

P ayments fo r f inancial assets 174



R evised est imate


Communication (G&S)


Outco me


A djusted appro -

priat io n


Computer services

ContractorsAgency and support/outsourced servicesEntertainment


Consultants and professional services: Business and advisory servicesInfrastructure and planning


Property payments

Inventory: M aterials and suppliesInventory: M edical suppliesInventory: Other suppliesConsumable suppliesConsumable: Stationery, printing and office suppliesOperating leases

Travel and subsistenceTraining and developmentOperating paymentsVenues and facilitiesRental and hiring

Risk Management

RISK 1 Fire Outbreak

Mitigating Factors

Ensure that design and construction of infrastructure is compliant through phased fire compliance.

Ensure compliance of the physical environment and physical entities such as fire detectors, fire extinguishers, alarms, sprinkler systems, fire doors, and fire exits are in order.

Establish Health and Safety committees, appoint and train emergency representatives (fire, first aid and floor marshals), in accordance with the National Core Standards.

RISK 2 Ageing infrastructure and Health Technology

Mitigating Factors

Full and effective expenditure of infrastructure budget. Focus on maintenance Planning and prioritisation of all levels of maintenance. Implement alternative contracting strategies to overcome

procurement system challenges. Outsource services where there is a skills gap. Monitor compliance with the Service Delivery Agreement between

WCGH and WCGTPW. Use basic internal maintenance management system for HT and

Engineering to enable maintenance planning. Utilise Facility Condition Assessments to prioritise facility maintenance. Perform regulatory inspections. Adoption and implementation of HT policy, guidelines and SOPs.

Capital Infrastructure Programme

Deliverables

The long-term strategy of the Department is to plan ahead according to the projected health service

requirements and future growth of the population. In line with this strategy, infrastructure takes these

requirements into consideration in its planning and execution of projects, whilst taking cognisance of the

Department’s drive towards improving patient-centred care. This is achieved by allowing some flexibility in the

design and size of facilities, which often results in facilities requiring staged commissioning. WCGH’s infrastructure

planning needs are documented in its annual U-AMP – the 2017/18 U-AMP being the latest version available at

www.westerncape.gov.za. Flexibility, expandability, and adaptability in design render more resilient health

infrastructure, facilitating improved responsiveness to service pressures. The overarching infrastructure priorities

for Programme 8 are:

1.) The primary objective of the infrastructure programme is to promote and advance the health and well-being of health facility users in the Province in a sustainable responsible manner, whereby infrastructure is being planned, delivered, operated and maintained with an increased focus on ensuring sustainability of both the infrastructure itself as well as that of the environment, whilst retaining focus on a patient-centred approach. This objective is being met through what has been termed the “5Ls Agenda”.

2.) Planning for the replacement of Helderberg Hospital, the new Klipfontein Regional Hospital, Central and Regional Tygerberg Hospitals.

3.) Rehabilitation of current Tygerberg Hospital building and engineering systems to retain the hospital fully functional until the new hospitals are commissioned.




Infrastructure planning and delivery is faced with the following challenges:

The infrastructure budget allocation has continuously been reducing over the past few years, which

necessitates the on-going reprioritisation of projects;

Under expenditure of the grant allocation over the past few years; and

Scarcity of skilled human resourses and expertise.

The tables that follow indicate the deliverables in the capital infrastructure programme. The project categories stipulated by NT are firstly provided in the table below, followed by the milestone definitions.

Project Categories

NT Infrastructure Budget Categories

1. New or replaced infrastructure asset – capital New infrastructure includes any construction of structure such as new building,

new school, new clinic, new hospital, new community health care centre, new tarred and gravel roads etc. It does not include additions to existing structures. Replaced infrastructure asset refers to the replacing of the existing old structure with a new structure, for example demolition or relocation of a school or health facility to build the new one. When a new asset has been created or an old asset replaced, the expenditure is classified as capital expenditure (payments of capital assets).

2. Upgrade and additions – Capital This involves activities aimed at improving the capacity and effectiveness of an

asset above that of the initial design purpose. The decision to upgrade or enlarge an asset is a deliberate investment decision which may be undertaken at any time and is not dictated by the condition of the asset, but rather in response to a change in demand and/or change in service requirements. Upgrades and additions are classified as payments for capital assets.

3. Renovations, rehabilitation or refurbishments – capital Activities required due to neglect or unsatisfactory maintenance or

degeneration of an asset. The action implies that the asset is restored to its original condition, thereby enhancing the capacity and value of an existing asset that has become inoperative due to the deterioration of the asset. Such transactions are classified as payments for capital assets.

4. Maintenance and repairs – Current Includes activities aimed at maintaining the capacity and effectiveness of an

asset at its intended level. The maintenance action implies that the asset is restored to its original condition and there is no significant enhancement to its capacity, or the value of the asset. Spending under this classification is of a current nature.

5. Infrastructure transfers – Current

This category is relevant when the department makes a transfer of funds that the beneficiary must use either For the construction of new infrastructure; or For upgrades / additions to capital or refurbishment / rehabilitation of

existing infrastructure

6. Infrastructure transfers – Capital

This category is relevant when the department makes a transfer o funds to an entity to cover administrative payments relating to the construction of infrastructure, such as conducting a feasibility study in the construction of a new office building. Administrative costs directly relating to the infrastructure project will only be capitalised once the decision has been made to construct the infrastructure. Therefore records of such costs should be maintained until the final decision on the prject is made.




Infrastructure planning and delivery is faced with the following challenges:

The infrastructure budget allocation has continuously been reducing over the past few years, which

necessitates the on-going reprioritisation of projects;

Under expenditure of the grant allocation over the past few years; and

Scarcity of skilled human resourses and expertise.

The tables that follow indicate the deliverables in the capital infrastructure programme. The project categories stipulated by NT are firstly provided in the table below, followed by the milestone definitions.

Project Categories

NT Infrastructure Budget Categories

1. New or replaced infrastructure asset – capital New infrastructure includes any construction of structure such as new building,

new school, new clinic, new hospital, new community health care centre, new tarred and gravel roads etc. It does not include additions to existing structures. Replaced infrastructure asset refers to the replacing of the existing old structure with a new structure, for example demolition or relocation of a school or health facility to build the new one. When a new asset has been created or an old asset replaced, the expenditure is classified as capital expenditure (payments of capital assets).

2. Upgrade and additions – Capital This involves activities aimed at improving the capacity and effectiveness of an

asset above that of the initial design purpose. The decision to upgrade or enlarge an asset is a deliberate investment decision which may be undertaken at any time and is not dictated by the condition of the asset, but rather in response to a change in demand and/or change in service requirements. Upgrades and additions are classified as payments for capital assets.

3. Renovations, rehabilitation or refurbishments – capital Activities required due to neglect or unsatisfactory maintenance or

degeneration of an asset. The action implies that the asset is restored to its original condition, thereby enhancing the capacity and value of an existing asset that has become inoperative due to the deterioration of the asset. Such transactions are classified as payments for capital assets.

4. Maintenance and repairs – Current Includes activities aimed at maintaining the capacity and effectiveness of an

asset at its intended level. The maintenance action implies that the asset is restored to its original condition and there is no significant enhancement to its capacity, or the value of the asset. Spending under this classification is of a current nature.

5. Infrastructure transfers – Current

This category is relevant when the department makes a transfer of funds that the beneficiary must use either For the construction of new infrastructure; or For upgrades / additions to capital or refurbishment / rehabilitation of

existing infrastructure

6. Infrastructure transfers – Capital

This category is relevant when the department makes a transfer o funds to an entity to cover administrative payments relating to the construction of infrastructure, such as conducting a feasibility study in the construction of a new office building. Administrative costs directly relating to the infrastructure project will only be capitalised once the decision has been made to construct the infrastructure. Therefore records of such costs should be maintained until the final decision on the prject is made.

Milestone Definitions

Milestone definitions, updated in line with the SIPDM and reflected in Schedules 1 to 6 below, are included in

the table below.

Control Framework for Infrastructure Delivery Management

Stage Description

Stage 0: Project Initiation Project Initiation Report (Business Case) being prepared

Stage 1: Infrastructure Planning Project Initiation Report completed and Infrastructure Plan (e.g. U-AMP) being prepared

Stage 2: Strategic Resourcing Infrastructure Plan completed and delivery and / or procurement strategy being prepared

Stage 3: Preparation and Briefing Delivery and / or procurement strategy accepted and Strategic Brief being prepared

OR

Stage 3: Prefeasibility Delivery and / or procurement strategy accepted and Prefeasibility Report being prepared

Stage 4: Concept and Viability Strategic Brief accepted and Concept Report being prepared

OR

Stage 4: Feasibility Prefeasibility Report accepted and Feasibility Report being prepared

Stage 5: Design Development Concept Report or Feasibility Report accepted and Design Development Report being prepared

Stage 6: Design Documentation

Stage 6A: Production Information

Design Development Report accepted and production information being prepared

Stage 6B: Manufacture, Fabrication and Construction Information

Design Development Report accepted and manufacture, fabrication and construction information for construction being prepared

Stage 7: Works Design documentation accepted and construction underway

Stage 8: Handover Construction completed and process of record information preparation and hand over underway

Stage 9: Close Out Record information and hand over complete; Final Account and Close-out report being prepared




Sche

dule

1: S

ub-p

rogr

amm

e 8.

1 C

omm

unity

Hea

lth F

acilit

ies

No

WC

GH

Proj

ect

No

Fund

Pr

ojec

t Nam

e Di

stric

t Mun

icip

ality

Star

t Dat

e (d

ate

Stra

tegi

c Br

ief

issue

d)

Com

plet

ion

Date

(P

ract

ical

C

ompl

etio

n)

Tota

l Pro

ject

C

ost (

at

Com

plet

ion)

R0

00's

Adj

uste

d 20

16/1

7 R0

00's

2017

/18

R000

's 20

18/1

9 R0

00's

2019

/20

R000

's 20

20/2

1 R0

00's

2021

/22

R000

's

Stag

e 1:

Infra

stru

ctur

e Pl

anni

ng

1 C

I810

043

HFRG

Ho

ut B

ay-

Hou

t Ba

y C

DC

- Re

plac

emen

t M

etro

01

-Dec

-18

30-J

un-2

3 50

000

-

- -

50

1 00

0 15

000

2 C

I810

055

HFRG

M

aitla

nd- M

aitla

nd C

DC

- Re

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t M

etro

01

-Dec

-17

30-S

ep-2

3 70

000

-

1 50

50

0 2

000

25 0

00

3 C

I810

177

HFRG

N

elsp

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- Nel

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war

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1 3

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6 50

0 50

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Ph

ilippi

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7 30

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70 0

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20 0

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8 90

0

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3 20

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1 00

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1

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8 00

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W

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, R

& R

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s 31

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31-M

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2 4

000

- -

500

4 00

0 50

0 -

Stag

e 3:

Pre

para

tion

and

Brie

fing

1 HC

I810

001

HFRG

Bl

ackh

eath

- Kle

invl

ei C

DC

- New

W

oman

and

Chi

ld H

ealth

Uni

t M

etro

01

-Ap

r-17

15-D

ec-1

7 10

000

-

10 0

00

- -

- -

2 C

I810

048

HFRG

Bo

tha

sig- B

otha

sig C

DC

- Up

grad

e an

d A

dd

ition

s M

etro

31

-Mar

-17

31-M

ar-2

0 10

000

-

249

1 99

6 7

600

150

-

3 C

I810

032

HFRG

G

oud

a- G

oud

a C

linic

- Re

plac

emen

t C

ap

e W

inel

and

s 30

-Mar

-17

31-M

ar-2

0 14

000

-

100

500

1 00

0 12

000

40

0

4 C

I810

129

HFRG

Kr

aaifo

ntei

n- B

loek

omb

os C

HC-

New

M

etro

01

-May

-17

01-A

pr-2

2 10

0 00

0 -

250

2 00

0 10

000

40

000

30

000

5 C

I810

052

HFRG

La

dism

ith- L

ad

ismith

Clin

ic-

Repl

acem

ent

Eden

30

-Mar

-17

28-M

ar-2

0 19

500

-

250

1 00

0 6

000

10 0

00

1 25

0

6 C

I810

057

HFRG

M

alm

esbu

ry- C

hats

wor

th S

atel

lite

Clin

ic- R

epla

cem

ent

Wes

t Coa

st

30-M

ar-1

7 30

-Mar

-22

5 00

0 -

- 50

10

0 90

0 3

000

7 C

I810

178

HFRG

N

elsp

oort-

Nel

spoo

rt H

osp

ital-

Elec

trica

l ca

ble

repl

acem

ent

Cen

tral K

aro

o 30

-Ap

r-17

31-M

ar-2

1 5

000

- 1

5 00

0 -

- -

8 C

I810

161

HFRG

N

yang

a- N

yang

a C

DC

- Ph

arm

acy

Com

plia

nce

and

G

ener

al M

aint

enan

ce

Met

ro

01-J

un-1

6 30

-Mar

-19

1 85

0 -

500

1 35

0 50

-

-

9 C

I810

074

HFRG

Pa

arl-

Mb

ekw

eni C

DC

- Re

plac

emen

t C

ap

e W

inel

and

s 28

-Feb

-17

31-M

ar-2

1 66

000

-

250

1 50

0 10

000

35

000

18

250

10

CI8

1009

6 HF

RG

Vre

den

bur

g- V

red

enb

urg

CD

C-

New

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est C

oast

31

-Mar

-17

30-A

pr-2

0 70

000

-

50

1 00

0 15

000

25

000

28

000

Stag

e 4:

Con

cept

and

Via

bilit

y

PART B



No

WC

GH

Proj

ect

No

Fund

Pr

ojec

t Nam

e Di

stric

t Mun

icip

ality

Star

t Dat

e (d

ate

Stra

tegi

c Br

ief

issue

d)

Com

plet

ion

Date

(P

ract

ical

C

ompl

etio

n)

Tota

l Pro

ject

C

ost (

at

Com

plet

ion)

R0

00's

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uste

d 20

16/1

7 R0

00's

2017

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R000

's 20

18/1

9 R0

00's

2019

/20

R000

's 20

20/2

1 R0

00's

2021

/22

R000

's

1 C

I810

013

HFRG

D

e D

oorn

s- D

e D

oorn

s CD

C-

Upgr

ade

and

Ad

diti

ons

Ca

pe

Win

elan

ds

09-A

pr-1

4 30

-Sep

-22

30 0

00

750

50

5 00

0 1

000

6 00

0 21

000

2 C

I810

021

HFRG

El

sies R

iver

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es R

iver

CH

C-

Repl

acem

ent

Met

ro

25-M

ay-1

6 31

-Oct

-22

126

000

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000

5 00

0 15

000

55

000

35

000

3 C

I810

038

HFRG

Ha

nove

r Pa

rk- H

ano

ver P

ark

CHC

- Re

plac

emen

t M

etro

30

-Jun

-16

31-M

ar-2

3 12

6 00

0 -

500

3 38

0 12

000

55

000

35

000

4 C

I810

053

HFRG

La

ings

bur

g- L

ain

gsb

urg

Clin

ic-

Upgr

ade

and

Ad

diti

ons

Cen

tral K

aro

o 30

-Ap

r-14

30-J

un-2

2 23

000

25

0 50

0 1

000

1 84

9 10

000

9

000

5 C

I810

056

HFRG

M

alm

esbu

ry- A

bb

otsd

ale

Sa

tellit

e C

linic

- Rep

lace

men

t W

est C

oast

05

-May

-15

01-A

pr-1

9 4

500

100

1 00

0 2

350

50

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6 C

I810

080

HFRG

Pa

row

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ensm

ead

CD

C-

Repl

acem

ent

Met

ro

01-A

ug-1

5 30

-Nov

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60 0

00

100

500

5 00

0 15

000

35

000

4

000

7 C

I810

088

HFRG

St

Hel

ena

Bay-

Sa

ndy

Poin

t Sa

tellit

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linic

- Rep

lace

men

t W

est C

oast

05

-May

-15

30-D

ec-1

9 4

000

- 1

- 50

3

500

500

8 C

I810

130

HFRG

V

ario

us P

harm

acie

s up

grad

e 8.

1-

Pha

rmac

ies r

ehab

ilitat

ion

Var

ious

30

-Jun

-15

30-A

pr-1

9 7

000

1 00

0 1

000

2 50

0 2

500

- -

9 C

I810

162

HFRG

W

ellin

gton

- Win

dm

eul C

linic

- Up

grad

e a

nd A

dd

ition

s

Ca

pe

Win

elan

ds

01-J

un-1

6 30

-Mar

-19

2 05

0 -

800

1 20

0 50

-

-

10

CI8

1010

1 HF

RG

Wor

cest

er- A

vian

Pa

rk C

linic

- New

C

ap

e W

inel

and

s 01

-Jul

-15

30-S

ep-2

0 23

000

20

0 50

0 1

000

8 00

0 15

000

-

Stag

e 5:

Des

ign

Deve

lopm

ent

1 C

I810

022

HFRG

G

ansb

aai-

Gan

sbaa

i Clin

ic-

Upgr

ade

and

Ad

diti

ons

Ove

rber

g

31-J

ul-1

4 03

-Dec

-19

20 0

00

565

1 00

0 4

000

14 0

00

292

-

Stag

e 7:

Wor

ks

1 C

I810

004

HFRG

Be

aufo

rt W

est-

Hill

Sid

e C

linic

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plac

emen

t C

entra

l Ka

roo

01-N

ov-1

2 23

-Mar

-17

24 2

75

13 0

71

2 14

0 10

0 -

- -

2 C

I810

017

HFRG

C

ap

e To

wn-

Dist

rict S

ix C

DC

- N

ew

Met

ro

11-J

an-1

2 23

-Jul

-17

104

141

32 8

89

19 7

10

1 09

5 -

- -

3 C

I810

030

HFRG

G

eorg

e- T

hem

bal

ethu

CD

C-

Repl

acem

ent

Eden

16

-Mar

-15

31-J

an-1

8 64

000

24

657

31

755

40

0 50

-

-

4 C

I810

069

HFRG

N

apie

r- N

apie

r Clin

ic-

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ent

Ove

rber

g

22-O

ct-1

2 29

-Sep

-17

22 0

00

9 56

3 9

105

50

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-

5 C

I810

079

HFRG

Pr

ince

Alfr

ed H

am

let-

Prin

ce

Alfr

ed H

am

let C

linic

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plac

emen

t

Ca

pe

Win

elan

ds

20-M

ar-1

2 30

-Nov

-17

31 0

05

9 91

7 16

088

4

800

200

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6 C

I810

098

HFRG

W

ellin

gton

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lingt

on C

DC

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arm

acy

add

ition

s and

al

tera

tions

Ca

pe

Win

elan

ds

01-A

pr-1

3 31

-Mar

-18

4 81

3 1

551

3 80

8 50

0 -

- -

7 C

I810

100

HFRG

W

olse

ley-

Wol

sele

y C

linic

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plac

emen

t C

ap

e W

inel

and

s 20

-Mar

-12

30-N

ov-1

7 25

007

6

641

15 0

33

2 87

0 50

-

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Stag

e 9:

Clo

se-O

ut

1 C

I810

065

HFRG

C

itrus

da

l- C

itrus

da

l Clin

ic-

Upgr

ade

and

Ad

diti

ons

Wes

t Coa

st

01-A

pr-1

5 10

-Jun

-16

5 62

1 1

974

50

- -

- -

2 C

I810

016

HFRG

D

elft-

Sym

pho

ny W

ay C

DC

- New

M

etro

26

-Jan

-11

06-J

ul-1

5 49

948

1

048

50

- -

- -

3 C

I810

018

HFRG

D

u N

oon-

Du

Noo

n C

HC- N

ew

Met

ro

01-A

pr-1

0 31

-Oct

-15

71 6

85

1 00

0 76

9 -

- -

-

Sche

dule

1: S

ub-p

rogr

amm

e 8.

1 C

omm

unity

Hea

lth F

acilit

ies

No

WC

GH

Proj

ect

No

Fund

Pr

ojec

t Nam

e Di

stric

t Mun

icip

ality

Star

t Dat

e (d

ate

Stra

tegi

c Br

ief

issue

d)

Com

plet

ion

Date

(P

ract

ical

C

ompl

etio

n)

Tota

l Pro

ject

C

ost (

at

Com

plet

ion)

R0

00's

Adj

uste

d 20

16/1

7 R0

00's

2017

/18

R000

's 20

18/1

9 R0

00's

2019

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R000

's 20

20/2

1 R0

00's

2021

/22

R000

's

Stag

e 1:

Infra

stru

ctur

e Pl

anni

ng

1 C

I810

043

HFRG

Ho

ut B

ay-

Hou

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y C

DC

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plac

emen

t M

etro

01

-Dec

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30-J

un-2

3 50

000

-

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50

1 00

0 15

000

2 C

I810

055

HFRG

M

aitla

nd- M

aitla

nd C

DC

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plac

emen

t M

etro

01

-Dec

-17

30-S

ep-2

3 70

000

-

1 50

50

0 2

000

25 0

00

3 C

I810

177

HFRG

N

elsp

oort

- Nel

spoo

rt H

osp

ital-

Repa

irs to

war

ds

Cen

tral K

aro

o 30

-Ap

r-17

31-M

ar-2

2 10

000

-

1 3

000

6 50

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0 -

4 C

I810

062

HFRG

Ph

ilippi

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tevr

eden

CD

C- N

ew

Met

ro

30-A

ug-1

7 30

-Nov

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70 0

00

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0 50

0 1

000

20 0

00

35 0

00

5 C

I810

077

HFRG

Pi

ketb

erg-

Pik

etb

erg

Clin

ic-

Upgr

ade

and

Ad

diti

ons

Wes

t Coa

st

01-J

ul-1

8 31

-Mar

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10 0

00

- -

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1

000

8 90

0

6 C

I810

086

HFRG

Sa

ldan

ha- D

iazv

ille C

linic

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plac

emen

t W

est C

oast

01

-Sep

-17

31-M

ar-2

3 20

000

-

1 1

250

1 00

0 15

000

7 C

I810

095

HFRG

V

illier

sdor

p- V

illier

sdor

p C

linic

- Re

plac

emen

t O

verb

erg

01

-May

-17

31-M

ar-2

0 20

000

-

1 25

0 1

000

13 0

00

6 00

0

8 C

I810

097

HFRG

V

red

end

al-

Vre

den

da

l Nor

th

Clin

ic- U

pgr

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and

Ad

diti

ons

Wes

t Coa

st

01-A

ug-1

8 31

-Mar

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10 0

00

- -

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1

000

8 00

0

9 C

I810

179

HFRG

W

orce

ster

- Em

pilis

wen

i Clin

ic- R

, R

& R

C

ap

e W

inel

and

s 31

-Mar

-18

31-M

ar-2

2 4

000

- -

500

4 00

0 50

0 -

Stag

e 3:

Pre

para

tion

and

Brie

fing

1 HC

I810

001

HFRG

Bl

ackh

eath

- Kle

invl

ei C

DC

- New

W

oman

and

Chi

ld H

ealth

Uni

t M

etro

01

-Ap

r-17

15-D

ec-1

7 10

000

-

10 0

00

- -

- -

2 C

I810

048

HFRG

Bo

tha

sig- B

otha

sig C

DC

- Up

grad

e an

d A

dd

ition

s M

etro

31

-Mar

-17

31-M

ar-2

0 10

000

-

249

1 99

6 7

600

150

-

3 C

I810

032

HFRG

G

oud

a- G

oud

a C

linic

- Re

plac

emen

t C

ap

e W

inel

and

s 30

-Mar

-17

31-M

ar-2

0 14

000

-

100

500

1 00

0 12

000

40

0

4 C

I810

129

HFRG

Kr

aaifo

ntei

n- B

loek

omb

os C

HC-

New

M

etro

01

-May

-17

01-A

pr-2

2 10

0 00

0 -

250

2 00

0 10

000

40

000

30

000

5 C

I810

052

HFRG

La

dism

ith- L

ad

ismith

Clin

ic-

Repl

acem

ent

Eden

30

-Mar

-17

28-M

ar-2

0 19

500

-

250

1 00

0 6

000

10 0

00

1 25

0

6 C

I810

057

HFRG

M

alm

esbu

ry- C

hats

wor

th S

atel

lite

Clin

ic- R

epla

cem

ent

Wes

t Coa

st

30-M

ar-1

7 30

-Mar

-22

5 00

0 -

- 50

10

0 90

0 3

000

7 C

I810

178

HFRG

N

elsp

oort-

Nel

spoo

rt H

osp

ital-

Elec

trica

l ca

ble

repl

acem

ent

Cen

tral K

aro

o 30

-Ap

r-17

31-M

ar-2

1 5

000

- 1

5 00

0 -

- -

8 C

I810

161

HFRG

N

yang

a- N

yang

a C

DC

- Ph

arm

acy

Com

plia

nce

and

G

ener

al M

aint

enan

ce

Met

ro

01-J

un-1

6 30

-Mar

-19

1 85

0 -

500

1 35

0 50

-

-

9 C

I810

074

HFRG

Pa

arl-

Mb

ekw

eni C

DC

- Re

plac

emen

t C

ap

e W

inel

and

s 28

-Feb

-17

31-M

ar-2

1 66

000

-

250

1 50

0 10

000

35

000

18

250

10

CI8

1009

6 HF

RG

Vre

den

bur

g- V

red

enb

urg

CD

C-

New

W

est C

oast

31

-Mar

-17

30-A

pr-2

0 70

000

-

50

1 00

0 15

000

25

000

28

000

Stag

e 4:

Con

cept

and

Via

bilit

y




No

WC

GH

Proj

ect

No

Fund

Pr

ojec

t Nam

e Di

stric

t Mun

icip

ality

Star

t Dat

e (d

ate

Stra

tegi

c Br

ief

issue

d)

Com

plet

ion

Date

(P

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Tota

l Pro

ject

C

ost (

at

Com

plet

ion)

R0

00's

Adj

uste

d 20

16/1

7 R0

00's

2017

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R000

's 20

18/1

9 R0

00's

2019

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R000

's 20

20/2

1 R0

00's

2021

/22

R000

's

4 C

I810

039

HFRG

He

idev

eld

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dev

eld

CD

C-

Tem

por

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EC a

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font

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Hub

(e

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wor

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Met

ro

01-O

ct-1

2 19

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42 0

00

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126

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5 C

I810

041

HFRG

He

rman

us- H

erm

anus

CD

C- N

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g

01-A

pr-1

0 19

-Nov

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46 6

00

4 00

0 50

-

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-

6 C

I810

058

HFRG

M

alm

esbu

ry- M

alm

esbu

ry C

DC

- N

ew

Wes

t Coa

st

30-A

pr-0

8 13

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r-12

31 4

21

105

5 -

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7 C

I810

061

HFRG

M

fule

ni- M

fule

ni C

DC

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por

ary

Met

ro

01-A

pr-1

4 14

-Aug

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31 0

00

1 50

0 5

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8 C

I810

076

HFRG

Ph

illip

i- In

zam

e Za

ban

tu C

DC

- N

ew In

fect

ious

Dise

ase

s Uni

t and

Ph

arm

acy

upgr

ade

Met

ro

01-A

pr-1

0 18

-Feb

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11 5

83

400

10

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9 C

I810

102

HFRG

W

orce

ster

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cest

er C

DC

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enta

l Sui

te a

dd

ition

s and

al

tera

tions

Ca

pe

Win

elan

ds

01-A

pr-1

2 30

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4 69

0 40

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Mai

nten

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1 HM

D81

0001

PE

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01

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31-M

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6 76

3 4

274

5 78

4 6

154

8 15

4 8

610

2 HM

P810

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PES

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PES

V

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01-A

pr-1

6 31

-Mar

-30

N/A

-

6 13

0 7

250

4 00

0 -

-

3 HM

R810

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HFRG

M

aint

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tine-

8.1

Var

ious

Fa

cilit

ies-

HFR

G

Var

ious

01

-Ap

r-16

31-M

ar-3

0 N

/A

15 0

81

700

4 30

0 1

450

- -

4 HM

R810

001

PES

Mai

nt- R

outin

e- 8

.1 V

ario

us

Faci

litie

s- P

ES

Var

ious

01

-Ap

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31-M

ar-3

0 N

/A

5 95

1 23

441

25

925

25

905

2

813

2 95

4

5 M

S810

001

HFRG

M

aint

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edul

ed- 8

.1 V

ario

us

Faci

litie

s- H

FRG

V

ario

us

01-A

pr-1

6 31

-Mar

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N/A

77

718

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303

44

748

3

658

29 5

00

30 0

00

6 M

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PES:

M

aint

enan

ce

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nt- S

ched

uled

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ious

Fa

cilit

ies-

PES

MA

INT

Var

ious

01

-Ap

r-16

31-M

ar-3

0 N

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- 9

600

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Non

-infra

stru

ctur

e

1 C

H81

0004

HF

RG

Beau

fort

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t- Hi

ll Si

de

Clin

ic- H

T-

Repl

acem

ent

Cen

tral K

aro

o 01

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r-16

31-M

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7 2

208

1 78

0 50

0 -

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2 C

H81

0017

HF

RG

Ca

pe

Tow

n- D

istric

t Six

CD

C- H

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etro

01

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r-16

31-M

ar-1

8 12

000

2

000

7 08

9 -

- -

-

3 C

H81

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HF

RG

Gan

sbaa

i- G

ansb

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linic

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Up

grad

e a

nd A

dd

ition

s O

verb

erg

01

-Ap

r-18

31-M

ar-2

0 3

500

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500

2 50

0 -

4 C

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HF

RG

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The

mb

alet

hu C

DC

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Re

plac

emen

t Ed

en

30-M

ar-1

7 31

-Mar

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8 00

0 -

6 00

0 -

- -

-

5 C

O81

0030

HF

RG

Geo

rge-

The

mb

alet

hu C

DC

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plac

emen

t Ed

en

18-A

pr-1

7 31

-Aug

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100

160

100

- -

- -

6 C

H81

0155

HF

RG

Kha

yelit

sha

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ayel

itsha

(Site

B)

CH

C- H

T- T

emp

orar

y ID

U M

etro

01

-Ap

r-16

31-M

ar-1

8 1

500

50

50

- -

- -

7 C

H81

0056

HF

RG

Mal

mes

bury

- Ab

bot

sda

le S

ate

llite

Clin

ic- H

T- R

epla

cem

ent

Wes

t Coa

st

01-A

pr-1

8 01

-Dec

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800

- -

300

500

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8 C

H81

0028

HF

RG

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sel B

ay-

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k C

linic

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01

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r-17

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8 2

000

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0 1

500

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9 C

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HF

RG

Nap

ier-

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linic

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Re

plac

emen

t O

verb

erg

01

-Sep

-16

31-M

ar-1

8 3

000

20

1 50

0 -

- -

-

PART B



No

WC

GH

Proj

ect

No

Fund

Pr

ojec

t Nam

e Di

stric

t Mun

icip

ality

Star

t Dat

e (d

ate

Stra

tegi

c Br

ief

issue

d)

Com

plet

ion

Date

(P

ract

ical

C

ompl

etio

n)

Tota

l Pro

ject

C

ost (

at

Com

plet

ion)

R0

00's

Adj

uste

d 20

16/1

7 R0

00's

2017

/18

R000

's 20

18/1

9 R0

00's

2019

/20

R000

's 20

20/2

1 R0

00's

2021

/22

R000

's

10

CO

8100

69 &

C

Q81

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RG

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ier-

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ier C

linic

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and

Q

A- R

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ent

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rber

g

01-A

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6 31

-Aug

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100

50

50

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11

CH

8100

79

HFRG

Pr

ince

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ed H

am

let-

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ce

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am

let C

linic

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Re

plac

emen

t

Ca

pe

Win

elan

ds

01-S

ep-1

6 31

-Mar

-18

4 00

0 20

0 3

000

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12

CO

8100

79 &

C

Q81

0079

HF

RG

Prin

ce A

lfred

Ha

mle

t- Pr

ince

A

lfred

Ha

mle

t Clin

ic- O

D a

nd Q

A-

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acem

ent

Ca

pe

Win

elan

ds

01-A

pr-1

6 31

-Mar

-18

130

170

30

- -

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13

CH

8100

98

HFRG

W

ellin

gton

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lingt

on C

DC

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Ph

arm

acy

add

ition

s and

al

tera

tions

Ca

pe

Win

elan

ds

01-A

pr-1

7 30

-Mar

-19

100

- 10

0 -

- -

-

14

CH

8101

62

HFRG

W

ellin

gton

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dm

eul C

linic

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Up

grad

e a

nd A

dd

ition

s

Ca

pe

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elan

ds

01-A

pr-1

8 30

-Mar

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2 00

0 -

- 50

0 50

0 -

-

15

CH

8101

00

HFRG

W

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ley-

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sele

y C

linic

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Re

plac

emen

t C

ap

e W

inel

and

s 01

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r-17

30-M

ar-1

8 4

000

200

3 45

0 -

- -

-

16

CO

8101

00 &

C

Q81

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HF

RG

Wol

sele

y- W

olse

ley

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ic- O

D a

nd

QA

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lace

men

t C

ap

e W

inel

and

s 01

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r-16

31-M

ar-1

8 13

0 17

0 30

-

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-

Sub-

prog

ram

me

8.1

Gra

nd To

tal

221

994

238

756

149

249

186

216

385

809

339

864

No

WC

GH

Proj

ect

No

Fund

Pr

ojec

t Nam

e Di

stric

t Mun

icip

ality

Star

t Dat

e (d

ate

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c Br

ief

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plet

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l Pro

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ost (

at

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plet

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00's

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7 R0

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R000

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9 R0

00's

2019

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R000

's 20

20/2

1 R0

00's

2021

/22

R000

's

4 C

I810

039

HFRG

He

idev

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C-

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por

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t Klip

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ein

Hub

(e

nab

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k fo

r GF

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te

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ro

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ct-1

2 19

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00

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rman

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C- N

ew

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01-A

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0 19

-Nov

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46 6

00

4 00

0 50

-

- -

-

6 C

I810

058

HFRG

M

alm

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ry- M

alm

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ry C

DC

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st

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pr-0

8 13

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21

105

5 -

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7 C

I810

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fule

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ni C

DC

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por

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ro

01-A

pr-1

4 14

-Aug

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31 0

00

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0 5

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8 C

I810

076

HFRG

Ph

illip

i- In

zam

e Za

ban

tu C

DC

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ew In

fect

ious

Dise

ase

s Uni

t and

Ph

arm

acy

upgr

ade

Met

ro

01-A

pr-1

0 18

-Feb

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11 5

83

400

10

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9 C

I810

102

HFRG

W

orce

ster

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cest

er C

DC

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enta

l Sui

te a

dd

ition

s and

al

tera

tions

Ca

pe

Win

elan

ds

01-A

pr-1

2 30

-Sep

-15

4 69

0 40

0 50

-

- -

-

Mai

nten

ance

1 HM

D81

0001

PE

S M

aint

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f Day

-to-d

ay- 8

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Var

ious

Fac

ilitie

s- P

ES

Var

ious

01

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r-16

31-M

ar-3

0 N

/A

6 76

3 4

274

5 78

4 6

154

8 15

4 8

610

2 HM

P810

001

PES

Mai

nt- P

rof D

ay-to

-day

- 8.1

V

ario

us F

acilit

ies-

PES

V

ario

us

01-A

pr-1

6 31

-Mar

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N/A

-

6 13

0 7

250

4 00

0 -

-

3 HM

R810

001

HFRG

M

aint

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8.1

Var

ious

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cilit

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HFR

G

Var

ious

01

-Ap

r-16

31-M

ar-3

0 N

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15 0

81

700

4 30

0 1

450

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4 HM

R810

001

PES

Mai

nt- R

outin

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.1 V

ario

us

Faci

litie

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ES

Var

ious

01

-Ap

r-16

31-M

ar-3

0 N

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5 95

1 23

441

25

925

25

905

2

813

2 95

4

5 M

S810

001

HFRG

M

aint

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edul

ed- 8

.1 V

ario

us

Faci

litie

s- H

FRG

V

ario

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01-A

pr-1

6 31

-Mar

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N/A

77

718

61

303

44

748

3

658

29 5

00

30 0

00

6 M

S810

001

PES:

M

aint

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ce

Mai

nt- S

ched

uled

- 8.1

Var

ious

Fa

cilit

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PES

MA

INT

Var

ious

01

-Ap

r-16

31-M

ar-3

0 N

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- -

- 9

600

- -

Non

-infra

stru

ctur

e

1 C

H81

0004

HF

RG

Beau

fort

Wes

t- Hi

ll Si

de

Clin

ic- H

T-

Repl

acem

ent

Cen

tral K

aro

o 01

-Ap

r-16

31-M

ar-1

7 2

208

1 78

0 50

0 -

- -

-

2 C

H81

0017

HF

RG

Ca

pe

Tow

n- D

istric

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CD

C- H

T-

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M

etro

01

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r-16

31-M

ar-1

8 12

000

2

000

7 08

9 -

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-

3 C

H81

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HF

RG

Gan

sbaa

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linic

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Up

grad

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dd

ition

s O

verb

erg

01

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r-18

31-M

ar-2

0 3

500

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- 1

500

2 50

0 -

4 C

H81

0030

HF

RG

Geo

rge-

The

mb

alet

hu C

DC

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Re

plac

emen

t Ed

en

30-M

ar-1

7 31

-Mar

-19

8 00

0 -

6 00

0 -

- -

-

5 C

O81

0030

HF

RG

Geo

rge-

The

mb

alet

hu C

DC

- OD

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plac

emen

t Ed

en

18-A

pr-1

7 31

-Aug

-19

100

160

100

- -

- -

6 C

H81

0155

HF

RG

Kha

yelit

sha

- Kh

ayel

itsha

(Site

B)

CH

C- H

T- T

emp

orar

y ID

U M

etro

01

-Ap

r-16

31-M

ar-1

8 1

500

50

50

- -

- -

7 C

H81

0056

HF

RG

Mal

mes

bury

- Ab

bot

sda

le S

ate

llite

Clin

ic- H

T- R

epla

cem

ent

Wes

t Coa

st

01-A

pr-1

8 01

-Dec

-19

800

- -

300

500

- -

8 C

H81

0028

HF

RG

Mos

sel B

ay-

Asla

Par

k C

linic

- HT

Eden

01

-Ap

r-17

31-M

ar-1

8 2

000

- 50

0 1

500

- -

-

9 C

H81

0069

HF

RG

Nap

ier-

Nap

ier C

linic

- HT-

Re

plac

emen

t O

verb

erg

01

-Sep

-16

31-M

ar-1

8 3

000

20

1 50

0 -

- -

-




Sche

dule

2: S

ub-P

rogr

amm

e 8.

2 Em

erge

ncy

Med

ical

Res

cue

Serv

ices

No

WC

GH

Proj

ect

No

Fund

Pr

ojec

t Nam

e Di

stric

t Mun

icip

ality

Star

t Dat

e (d

ate

Stra

tegi

c Br

ief

issue

d)

Com

plet

ion

Date

(P

ract

ical

C

ompl

etio

n)

Tota

l Pro

ject

C

ost (

at

Com

plet

ion)

R0

00's

Adj

uste

d 20

16/1

7 R0

00's

2017

/18

R000

's 20

18/1

9 R0

00's

2019

/20

R000

's 20

20/2

1 R0

00's

2021

/22

R000

's

Stag

e 1:

Infra

stru

ctur

e Pl

anni

ng

1 C

I820

027

HFRG

V

illier

sdor

p- V

illier

sdor

p

Am

bul

ance

Sta

tion-

Re

plac

emen

t

Ove

rber

g

01-M

ay-1

7 31

-Mar

-20

12 0

00

- 50

30

0 -

10 0

00

700

Stag

e 4:

Con

cept

and

Via

bilit

y

1 C

I820

033

HFRG

D

arlin

g- D

arlin

g A

mb

ulan

ce

Stat

ion-

Up

grad

e an

d A

dd

ition

s in

clud

ing

was

h b

ay

Wes

t Coa

st

01-J

un-1

6 30

-Mar

-19

1 40

0 -

250

1 00

0 15

0 -

-

Stag

e 5:

Des

ign

Deve

lopm

ent

1 C

I820

001

HFRG

C

ale

don

- Ca

led

on A

mb

ulan

ce

Stat

ion-

Com

mun

ica

tions

Cen

tre

exte

nsio

n

Ove

rber

g

01-A

ug-1

4 30

-Mar

-21

5 50

0 30

0 30

0 -

5 00

0 -

-

Stag

e 6A

: Pro

duct

ion

Info

rmat

ion

1 C

I820

032

HFRG

Bo

nnie

vale

- Bon

niev

ale

A

mb

ulan

ce S

tatio

n- U

pgr

ade

and

A

dd

ition

s inc

lud

ing

was

h b

ay

Ca

pe

Win

elan

ds

01-J

un-1

6 30

-Mar

-19

2 17

5 -

536

1 63

9 50

-

-

2 C

I820

034

HFRG

Pr

ince

Alb

ert-

Prin

ce A

lber

t A

mb

ulan

ce S

tatio

n- U

pgr

ade

and

A

dd

ition

s inc

lud

ing

was

h b

ay

Cen

tral K

aro

o 01

-Jun

-16

30-M

ar-1

9 2

200

- 80

0 1

400

50

- -

3 C

I820

023

HFRG

Sw

elle

ndam

- Sw

elle

ndam

A

mb

ulan

ce S

tatio

n- U

pgr

ade

and

A

dd

ition

s

Ove

rber

g

31-M

ar-1

5 31

-Jan

-19

4 00

0 20

0 20

0 -

- 4

000

-

Stag

e 9:

Clo

se O

ut

1 C

I820

035

HFRG

Le

eu-G

amka

- Lee

u-G

amka

A

mb

ulan

ce S

tatio

n- N

ew

Cen

tral K

aro

o 30

-Ap

r-08

22-M

ay-1

2 15

229

-

50

- -

- -

2 C

I820

014

HFRG

Pi

ketb

erg-

Pik

etb

erg

Am

bul

ance

St

atio

n- R

epla

cem

ent

Wes

t Coa

st

01-A

pr-1

0 14

-Jul

-16

16 5

00

5 50

0 25

-

- -

-

Mai

nten

ance

1 HM

R820

001

HFRG

M

aint

- Rou

tine-

8.2

Var

ious

Fa

cilit

ies-

HFR

G

Var

ious

01

-Ap

r-16

31-M

ar-3

0 N

/A

5 13

2 -

750

750

- -

2 HM

R820

001

PES

Mai

nt- R

outin

e- 8

.2 V

ario

us

Faci

litie

s- P

ES

Var

ious

01

-Ap

r-16

31-M

ar-3

0 N

/A

2 85

7 1

177

1 46

4 1

464

1 21

2 1

273

3 M

S820

001

HFRG

M

aint

- Sch

edul

ed- 8

.2 V

ario

us

Faci

litie

s- H

FRG

V

ario

us

01-A

pr-1

6 31

-Mar

-30

N/A

8

467

6 97

8 17

100

1

975

4 00

0 4

000

Non

-infra

stru

ctur

e

1 C

H82

0020

HF

RG

Som

erse

t Wes

t- He

lder

ber

g A

mb

ulan

ce S

tatio

n- H

T- N

ew

Met

ro

01-S

ep-1

9 31

-Mar

-21

1 00

0 -

- -

1 00

0 -

-

Sub-

prog

ram

me

8.2

Gra

nd To

tal

22 4

56

10 3

66

23 6

53

10 4

39

19 2

12

5 97

3

PART B



Sche

dule

3: S

ub-P

rogr

amm

e 8.

3 Di

stric

t Hea

lth S

ervi

ces

No

WC

GH

Proj

ect

No

Fund

Pr

ojec

t Nam

e Di

stric

t Mun

icip

ality

Star

t Dat

e (d

ate

Stra

tegi

c Br

ief

issue

d)

Com

plet

ion

Date

(P

ract

ical

C

ompl

etio

n)

Tota

l Pro

ject

C

ost (

at

Com

plet

ion)

R0

00's

Adj

uste

d 20

16/1

7 R0

00's

2017

/18

R000

's 20

18/1

9 R0

00's

2019

/20

R000

's 20

20/2

1 R0

00's

2021

/22

R000

's

Stag

e 1:

Infra

stru

ctur

e Pl

anni

ng

1 C

I830

002

HFRG

Be

aufo

rt W

est-

Beau

fort

Wes

t Ho

spita

l- Ra

tiona

lisa

tion

Cen

tral K

aro

o 01

-Dec

-17

30-A

pr-2

4 30

000

-

- 1

50

500

2 00

0

2 C

I830

119

HFRG

Be

llville

- Ka

rl Br

emer

Hos

pita

l- Ho

spita

l and

nur

ses h

ome

repa

irs

and

reno

vatio

n

Met

ro

01-J

ul-1

7 31

-Mar

-22

50 0

00

- 1

4 00

0 15

000

30

000

1

000

3 C

I830

120

HFRG

C

eres

- Cer

es H

osp

ital-

Hosp

ital

and

nur

ses h

ome

repa

irs a

nd

reno

vatio

n

Ca

pe

Win

elan

ds

30-J

ul-1

7 31

-Mar

-20

10 0

00

- 1

1 00

0 8

500

500

-

4 C

I830

124

HFRG

Fi

sh H

oek-

Fal

se B

ay H

osp

ital-

Fire

C

ompl

ianc

e co

mpl

etio

n a

nd

cha

nges

to in

tern

al s

pac

es

CITY

OF

CA

PE T

OW

N

31-D

ec-1

7 31

-Mar

-21

6 50

0 -

1 50

6

000

500

-

5 C

I830

056

HFRG

M

alm

esbu

ry- S

war

tland

Hos

pita

l- Re

hab

ilitat

ion

Wes

t Coa

st

30-N

ov-1

8 31

-Aug

-22

10 0

00

- -

1 5

000

4 50

0 50

0

6 C

I830

034

HFRG

M

onta

gu- M

onta

gu H

osp

ital-

Reha

bilit

atio

n C

ap

e W

inel

and

s 30

-May

-17

31-M

ar-2

0 4

000

- 1

50

1 00

0 3

000

-

7 C

I830

067

HFRG

M

osse

l Ba

y- M

osse

l Ba

y Ho

spita

l- En

tranc

e an

d R

ecor

ds U

pgr

ade

Eden

15

-Nov

-17

31-M

ar-2

1 30

000

-

1 50

11

000

15

000

4

950

8 C

I830

121

HFRG

So

mer

set W

est-

Held

erb

erg

Hosp

ital-

Hosp

ital r

epa

irs a

nd

reno

vatio

n

Met

ro

30-J

ul-1

7 31

-Mar

-22

20 0

00

- 1

1 00

0 10

000

9

000

1 00

0

Stag

e 3:

Pre

para

tion

and

Brie

fing

1 C

I830

123

HFRG

C

ale

don

- Ca

led

on H

osp

ital-

Acu

te P

sych

iatri

c Un

it an

d R

& R

O

verb

erg

31

-Mar

-17

31-M

ar-2

2 10

000

-

1 50

0 5

000

4 00

0 50

0

2 C

I830

116

HFRG

Pi

ketb

erg-

Rad

ie K

otze

Hos

pita

l- Ho

spita

l lay

out i

mp

rove

men

t W

est C

oast

01

-Jun

-16

30-M

ar-1

9 6

000

- 25

0 5

750

25

- -

3 C

I830

044

HFRG

Ro

ber

tson

- Rob

erts

on H

osp

ital-

Acu

te P

sych

iatri

c W

ard

and

New

EC

Ca

pe

Win

elan

ds

31-M

ay-1

7 31

-May

-20

20 0

00

- 25

0 2

000

10 0

00

8 00

0 -

4 C

I830

122

HFRG

St

elle

nbos

ch -

Stel

lenb

osch

Ho

spita

l- Ho

spita

l and

stor

es

repa

irs a

nd re

nova

tion

Ca

pe

Win

elan

ds

30-M

ay-1

7 31

-Mar

-22

19 0

00

- 1

1 00

0 10

000

8

000

1 00

0

Stag

e 4:

Con

cept

and

Via

bilit

y

1 C

I830

118

HFRG

Br

edas

dor

p- O

tto

du

Ples

sis

Hosp

ital-

Acu

te P

sych

iatri

c W

ard

O

verb

erg

30

-Ap

r-16

31-M

ar-2

1 3

600

- 22

4 2

000

1 37

6 -

-

2 C

I830

114

HFRG

C

eres

- Cer

es H

osp

ital-

New

Acu

te

Psyc

hiat

ric W

ard

C

ap

e W

inel

and

s 01

-Jun

-16

30-M

ar-1

9 3

200

- 50

0 2

500

200

- -

3 C

I830

015

HFRG

Ee

rste

Rive

r- Ee

rste

Rive

r Hos

pita

l- A

cute

Psy

chia

tric

Unit

Met

ro

23-F

eb-1

5 30

-Dec

-21

40 0

00

- 50

0 4

000

8 00

0 20

000

7

500

4 C

I830

115

HFRG

He

rman

us- H

erm

anus

Hos

pita

l- N

ew A

cute

Psy

chia

tric

War

d

Ove

rber

g

01-J

un-1

6 30

-Mar

-19

2 00

0 -

250

1 70

0 50

-

-

5 C

I830

021

HFRG

Kh

aye

litsh

a- K

haye

litsh

a H

osp

ital-

Acu

te P

sych

iatri

c Un

it M

etro

23

-Feb

-15

31-M

ar-2

0 40

000

-

750

4 00

0 8

000

15 0

00

12 2

50

6 C

I830

117

HFRG

Sw

elle

ndam

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elle

ndam

Ho

spita

l- A

cute

Psy

chia

tric

War

d

Ove

rber

g

01-J

un-1

6 30

-Mar

-19

2 00

0 -

800

1 20

0 -

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Sche

dule

2: S

ub-P

rogr

amm

e 8.

2 Em

erge

ncy

Med

ical

Res

cue

Serv

ices

No

WC

GH

Proj

ect

No

Fund

Pr

ojec

t Nam

e Di

stric

t Mun

icip

ality

Star

t Dat

e (d

ate

Stra

tegi

c Br

ief

issue

d)

Com

plet

ion

Date

(P

ract

ical

C

ompl

etio

n)

Tota

l Pro

ject

C

ost (

at

Com

plet

ion)

R0

00's

Adj

uste

d 20

16/1

7 R0

00's

2017

/18

R000

's 20

18/1

9 R0

00's

2019

/20

R000

's 20

20/2

1 R0

00's

2021

/22

R000

's

Stag

e 1:

Infra

stru

ctur

e Pl

anni

ng

1 C

I820

027

HFRG

V

illier

sdor

p- V

illier

sdor

p

Am

bul

ance

Sta

tion-

Re

plac

emen

t

Ove

rber

g

01-M

ay-1

7 31

-Mar

-20

12 0

00

- 50

30

0 -

10 0

00

700

Stag

e 4:

Con

cept

and

Via

bilit

y

1 C

I820

033

HFRG

D

arlin

g- D

arlin

g A

mb

ulan

ce

Stat

ion-

Up

grad

e an

d A

dd

ition

s in

clud

ing

was

h b

ay

Wes

t Coa

st

01-J

un-1

6 30

-Mar

-19

1 40

0 -

250

1 00

0 15

0 -

-

Stag

e 5:

Des

ign

Deve

lopm

ent

1 C

I820

001

HFRG

C

ale

don

- Ca

led

on A

mb

ulan

ce

Stat

ion-

Com

mun

ica

tions

Cen

tre

exte

nsio

n

Ove

rber

g

01-A

ug-1

4 30

-Mar

-21

5 50

0 30

0 30

0 -

5 00

0 -

-

Stag

e 6A

: Pro

duct

ion

Info

rmat

ion

1 C

I820

032

HFRG

Bo

nnie

vale

- Bon

niev

ale

A

mb

ulan

ce S

tatio

n- U

pgr

ade

and

A

dd

ition

s inc

lud

ing

was

h b

ay

Ca

pe

Win

elan

ds

01-J

un-1

6 30

-Mar

-19

2 17

5 -

536

1 63

9 50

-

-

2 C

I820

034

HFRG

Pr

ince

Alb

ert-

Prin

ce A

lber

t A

mb

ulan

ce S

tatio

n- U

pgr

ade

and

A

dd

ition

s inc

lud

ing

was

h b

ay

Cen

tral K

aro

o 01

-Jun

-16

30-M

ar-1

9 2

200

- 80

0 1

400

50

- -

3 C

I820

023

HFRG

Sw

elle

ndam

- Sw

elle

ndam

A

mb

ulan

ce S

tatio

n- U

pgr

ade

and

A

dd

ition

s

Ove

rber

g

31-M

ar-1

5 31

-Jan

-19

4 00

0 20

0 20

0 -

- 4

000

-

Stag

e 9:

Clo

se O

ut

1 C

I820

035

HFRG

Le

eu-G

amka

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u-G

amka

A

mb

ulan

ce S

tatio

n- N

ew

Cen

tral K

aro

o 30

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r-08

22-M

ay-1

2 15

229

-

50

- -

- -

2 C

I820

014

HFRG

Pi

ketb

erg-

Pik

etb

erg

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bul

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n- R

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cem

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t Coa

st

01-A

pr-1

0 14

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16 5

00

5 50

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Mai

nten

ance

1 HM

R820

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HFRG

M

aint

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cilit

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HFR

G

Var

ious

01

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r-16

31-M

ar-3

0 N

/A

5 13

2 -

750

750

- -

2 HM

R820

001

PES

Mai

nt- R

outin

e- 8

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ario

us

Faci

litie

s- P

ES

Var

ious

01

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r-16

31-M

ar-3

0 N

/A

2 85

7 1

177

1 46

4 1

464

1 21

2 1

273

3 M

S820

001

HFRG

M

aint

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edul

ed- 8

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ario

us

Faci

litie

s- H

FRG

V

ario

us

01-A

pr-1

6 31

-Mar

-30

N/A

8

467

6 97

8 17

100

1

975

4 00

0 4

000

Non

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stru

ctur

e

1 C

H82

0020

HF

RG

Som

erse

t Wes

t- He

lder

ber

g A

mb

ulan

ce S

tatio

n- H

T- N

ew

Met

ro

01-S

ep-1

9 31

-Mar

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1 00

0 -

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1 00

0 -

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Sub-

prog

ram

me

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Gra

nd To

tal

22 4

56

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66

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53

10 4

39

19 2

12

5 97

3




No

WC

GH

Proj

ect

No

Fund

Pr

ojec

t Nam

e Di

stric

t Mun

icip

ality

Star

t Dat

e (d

ate

Stra

tegi

c Br

ief

issue

d)

Com

plet

ion

Date

(P

ract

ical

C

ompl

etio

n)

Tota

l Pro

ject

C

ost (

at

Com

plet

ion)

R0

00's

Adj

uste

d 20

16/1

7 R0

00's

2017

/18

R000

's 20

18/1

9 R0

00's

2019

/20

R000

's 20

20/2

1 R0

00's

2021

/22

R000

's

7 C

I830

073

HFRG

V

ario

us P

harm

acie

s up

grad

e 8.

3 V

ario

us

30-J

un-1

5 30

-Ap

r-19

6 00

0 50

0 2

000

2 00

0 2

000

- -

Stag

e 6A

: Pro

duct

ion

Info

rmat

ion

1 C

I830

045

HFRG

So

mer

set W

est-

Held

erb

erg

Hosp

ital-

EC U

pgr

ade

and

A

dd

ition

s

Met

ro

01-A

pr-1

3 30

-Ap

r-19

35 0

00

950

6 35

2 22

322

5

500

71

-

2 C

I830

052

HFRG

W

ynb

erg-

Vic

toria

Hos

pita

l- N

ew

EC

Met

ro

01-A

pr-1

2 13

-Mar

-19

72 2

00

3 70

1 8

217

29 0

00

14 0

50

7 41

1 -

Stag

e 7:

Wor

ks

1 C

I830

003

HFRG

Be

llville

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rl Br

emer

Hos

pita

l- N

ew

Bulk

Sto

re

Met

ro

10-S

ep-1

3 09

-May

-17

18 6

65

11 4

93

4 20

0 50

0 -

- -

2 C

I830

012

HFRG

C

itrus

da

l- C

itrus

da

l Hos

pita

l- Up

grad

e a

nd A

dd

ition

s to

Chi

ldre

ns W

ard

, EC

and

Ca

lmin

g Ro

om

Wes

t Coa

st

01-A

pr-1

5 01

-Mar

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15 3

00

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0 -

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osp

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CT

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and

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omp

letio

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etro

01

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14-F

eb-1

7 19

390

17

193

2

314

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4 C

I830

047

HFRG

St

elle

nbos

ch- S

telle

nbos

ch

Hosp

ital-

EC U

pgr

ade

and

A

dd

ition

s

Ca

pe

Win

elan

ds

30-N

ov-1

3 31

-Oct

-17

35 2

70

12 8

00

18 0

00

50

- -

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5 C

I830

080

HFRG

V

red

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urg-

Vre

den

bur

g Ho

spita

l- Up

grad

e Ph

2B

Com

plet

ion

Wes

t Coa

st

31-M

ar-1

5 30

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161

995

34 6

54

69 8

30

44 5

00

800

50

-

Stag

e 9:

Clo

se O

ut

1 C

I830

006

HFRG

Be

llville

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rl Br

emer

Hos

pita

l- N

ew

EC

Met

ro

01-A

pr-0

9 03

-Mar

-14

61 8

00

450

50

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2 C

I830

032

HFRG

M

itche

lls P

lain

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hells

Pla

in

Hosp

ital-

Acu

te P

sych

iatri

c Un

it M

etro

01

-Mar

-13

30-S

ep-1

4 39

475

80

0 50

0 -

- -

-

3 C

I830

031

HFRG

M

itche

lls P

lain

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hells

Pla

in

Hosp

ital-

New

M

etro

01

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r-05

18-F

eb-1

3 56

5 23

1 1

497

4 50

0 -

- -

-

4 C

I830

042

HFRG

Ro

ber

tson

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erts

on H

osp

ital-

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Bul

k St

ore

Ca

pe

Win

elan

ds

01-A

pr-1

1 31

-May

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7 08

5 52

10

-

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-

Mai

nten

ance

1 HM

D83

0001

PE

S M

aint

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f Day

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Var

ious

Fac

ilitie

s- P

ES

Var

ious

01

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r-16

31-M

ar-3

0 N

/A

20 2

09

11 4

15

15 4

48

16 4

37

13 6

04

14 3

65

2 HM

P830

001

PES

Mai

nt- P

rof D

ay-to

-day

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V

ario

us F

acilit

ies-

PES

V

ario

us

01-A

pr-1

6 31

-Mar

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N/A

-

22 6

71

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3 HM

R830

001

HFRG

M

aint

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tine-

8.3

Var

ious

Fa

cilit

ies-

HFR

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Var

ious

01

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r-16

31-M

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0 N

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3 25

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545

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150

-

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4 HM

R830

001

PES

Mai

nt- R

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ario

us

Faci

litie

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Var

ious

01

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r-16

31-M

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10 4

05

5 69

6 6

535

6 53

5 8

305

8 72

0

5 M

S830

001

HFRG

M

aint

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edul

ed- 8

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ario

us

Faci

litie

s- H

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V

ario

us

01-A

pr-1

6 31

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N/A

52

289

37

429

20

633

1

400

43 0

00

70 7

49

6 M

S830

001

PES:

M

aint

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ce

Mai

nt- S

ched

uled

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Var

ious

Fa

cilit

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PES

MA

INT

Var

ious

01

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r-16

31-M

ar-3

0 N

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- -

- 14

700

-

-

PART B



No

WC

GH

Proj

ect

No

Fund

Pr

ojec

t Nam

e Di

stric

t Mun

icip

ality

Star

t Dat

e (d

ate

Stra

tegi

c Br

ief

issue

d)

Com

plet

ion

Date

(P

ract

ical

C

ompl

etio

n)

Tota

l Pro

ject

C

ost (

at

Com

plet

ion)

R0

00's

Adj

uste

d 20

16/1

7 R0

00's

2017

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R000

's 20

18/1

9 R0

00's

2019

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R000

's 20

20/2

1 R0

00's

2021

/22

R000

's

Non

-infra

stru

ctur

e

1 C

H83

0001

HF

RG

Atla

ntis-

Wes

fleur

Hos

pita

l- H

T-

Ad

diti

on o

f EC

and

Pa

edia

tric

War

d

Met

ro

01-A

pr-1

5 31

-Mar

-17

8 00

0 3

000

500

- -

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2 C

H83

0003

HF

RG

Bellv

ille- K

arl

Brem

er H

osp

ital-

HT-

New

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k St

ore

M

etro

01

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r-16

30-D

ec-1

7 1

800

1 50

0 30

0 -

- -

-

3 C

H83

0115

HF

RG

Herm

anus

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man

us H

osp

ital-

HT-

New

Acu

te P

sych

iatri

c W

ard

O

verb

erg

01

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r-19

30-M

ar-2

0 1

000

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500

500

- -

4 C

H83

0022

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RG

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sha

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sha

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l- H

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T Sc

an

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ro

01-A

pr-1

6 30

-Sep

-17

6 00

0 6

000

500

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5 C

H83

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HF

RG

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na- K

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a H

osp

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en

01-A

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6 31

-Mar

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3 30

0 2

300

1 00

0 -

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-

6 C

H83

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HF

RG

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na- K

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nd S

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01

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8 3

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256

500

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hells

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in- M

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lain

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ew W

ard

M

etro

01

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31-M

ar-1

8 8

000

200

2 00

0 -

- -

-

8 C

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RG

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in- M

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lain

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aste

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agem

ent

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ro

01-A

pr-1

7 30

-Mar

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2 50

0 -

- 2

000

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-

9 C

O83

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HF

RG

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hells

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in- M

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lain

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CM

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por

t M

etro

01

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0 N

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3 5

358

6 07

9 6

614

5 60

0 5

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10

CO

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osse

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y- M

osse

l Ba

y Ho

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en

01-A

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6 31

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33

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0 68

6 86

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11

CH

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om

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6 31

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800

300

250

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12

CH

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mer

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nd

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ons

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ro

01-A

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5 31

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8 00

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CO

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D a

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A

Met

ro

01-A

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6 31

-Mar

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380

180

200

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- 52

9

14

CH

8300

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HFRG

St

elle

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telle

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ch

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EC

C

ap

e W

inel

and

s 01

-Sep

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30-O

ct-1

8 8

000

100

3 00

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100

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15

CO

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C

Q83

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HF

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pe

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6 31

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380

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180

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upp

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t Coa

st

01-A

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6 31

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HFRG

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01

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19

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C

Met

ro

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pr-1

7 31

-Mar

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16 0

00

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5 50

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000

2 50

0 -

20

CQ

8300

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HFRG

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EC

M

etro

01

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0 26

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me

8.3

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nd To

tal

203

260

218

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197

439

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983

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e Di

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e (d

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plet

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Date

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C

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n)

Tota

l Pro

ject

C

ost (

at

Com

plet

ion)

R0

00's

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uste

d 20

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's 20

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's 20

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HFRG

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us P

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3 V

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us

30-J

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5 30

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6 00

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2 00

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000

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Stag

e 6A

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duct

ion

Info

rmat

ion

1 C

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045

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mer

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ew

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ro

01-A

pr-1

2 13

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00

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217

29 0

00

14 0

50

7 41

1 -

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e 7:

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ks

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HFRG

Be

llville

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l- N

ew

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re

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ro

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ep-1

3 09

-May

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18 6

65

11 4

93

4 20

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HFRG

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da

l- C

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da

l Hos

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grad

e a

nd A

dd

ition

s to

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ldre

ns W

ard

, EC

and

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lmin

g Ro

om

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t Coa

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pr-1

5 01

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00

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ch

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3 31

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plet

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30

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00

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e 9:

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se O

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HFRG

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llville

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rl Br

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EC

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01-A

pr-0

9 03

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61 8

00

450

50

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HFRG

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itche

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lain

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it M

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01

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30-S

ep-1

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475

80

0 50

0 -

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-

3 C

I830

031

HFRG

M

itche

lls P

lain

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hells

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in

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M

etro

01

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r-05

18-F

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3 56

5 23

1 1

497

4 50

0 -

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4 C

I830

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HFRG

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ber

tson

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on H

osp

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k St

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pe

Win

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ds

01-A

pr-1

1 31

-May

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7 08

5 52

10

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1 HM

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01

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31-M

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11 4

15

15 4

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65

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01-A

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6 31

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71

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HFRG

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aint

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01

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31-M

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0 N

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3 25

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150

-

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4 HM

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01

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6 6

535

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01-A

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6 31

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PES:

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aint

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PES

MA

INT

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01

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r-16

31-M

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0 N

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700

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Sche

dule

4: S

ub-P

rogr

amm

e 8.

4 Pr

ovin

cial

Hos

pita

l Ser

vice

s

No

WC

GH

Proj

ect

No

Fund

Pr

ojec

t Nam

e Di

stric

t Mun

icip

ality

Star

t Dat

e (d

ate

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ief

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Com

plet

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Date

(P

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Tota

l Pro

ject

C

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at

Com

plet

ion)

R0

00's

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uste

d 20

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7 R0

00's

2017

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R000

's 20

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9 R0

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2019

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R000

's 20

20/2

1 R0

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2021

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R000

's

Stag

e 1:

Infra

stru

ctur

e Pl

anni

ng

1 C

I840

025

HFRG

Be

lha

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ona

l Ho

spita

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h1

Met

ro

01-A

ug-1

8 31

-Mar

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2 40

0 00

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000

300

000

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HFRG

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l rep

airs

and

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vatio

n Ed

en

30-O

ct-1

7 31

-Mar

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15 0

00

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2 00

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000

1

000

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0

3 C

I840

066

HFRG

G

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omer

set

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Repa

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nd re

nova

tion

incl

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g st

ores

up

grad

e

Met

ro

30-J

ul-1

8 31

-Mar

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20 0

00

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500

15 0

00

3 00

0 -

4 C

I840

067

HFRG

M

aitla

nd- A

lexa

ndra

Hos

pita

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pairs

and

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vatio

n M

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30

-Aug

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31-M

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2 20

000

-

1 1

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16 0

00

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5 C

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HFRG

M

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nity

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spita

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al m

aint

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ce

Met

ro

30-N

ov-1

7 31

-Mar

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10 0

00

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50

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000

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6 C

I840

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HFRG

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bse

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R &

R

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ro

01-M

ar-1

8 30

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20 0

00

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1 00

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000

9 00

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000

7 C

I840

069

HFRG

W

orce

ster

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sklo

of H

osp

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R &

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n ho

spita

l inc

lud

ing

mec

hani

cal w

ork

on H

VA

C

Win

elan

ds

31-M

ar-1

8 31

-Mar

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10 0

00

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50

1 00

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000

4 00

0

8 C

I840

061

HFRG

W

orce

ster

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cest

er H

osp

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MO

U up

grad

e C

ap

e W

inel

and

s 30

-Jan

-18

30-J

un-2

2 5

000

- 1

1 50

0 3

500

-

Stag

e 4:

Con

cept

and

Via

bilit

y

1 C

I840

010

HFRG

G

reen

Poi

nt- N

ew S

omer

set

Hosp

ital-

Acu

te P

sych

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c Un

it M

etro

23

-Feb

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31-M

ar-2

0 41

000

50

0 75

0 9

000

15 0

00

15 6

96

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2 C

I840

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HFRG

G

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Met

ro

22-M

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5 30

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17 0

00

500

749

9 62

4 6

000

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3 C

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HFRG

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pe

Win

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01-A

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5 31

-Mar

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6 00

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Stag

e 5:

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ign

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ent

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HFRG

O

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Met

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01-A

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0 31

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491

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Stag

e 6A

: Pro

duct

ion

Info

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ion

1 C

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HFRG

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01-A

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0 31

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50

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000

18

500

1

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e 7:

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ks

1 C

I840

022

HFRG

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bse

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al

adm

in b

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Met

ro

01-A

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0 31

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63 2

30

36 0

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640

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01-A

pr-1

2 09

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40 5

28

3 55

7 30

0 -

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-

Stag

e 8:

Han

dove

r

PART B



No

WC

GH

Proj

ect

No

Fund

Pr

ojec

t Nam

e Di

stric

t Mun

icip

ality

Star

t Dat

e (d

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Stra

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c Br

ief

issue

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Com

plet

ion

Date

(P

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ical

C

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n)

Tota

l Pro

ject

C

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at

Com

plet

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7 R0

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s 01

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6 42

630

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Stag

e 9:

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en

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4 10

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01

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Faci

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s- P

ES

Var

ious

01

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r-16

31-M

ar-3

0 N

/A

7 98

0 6

492

5 82

7 5

837

13 9

39

14 6

36

4 M

S840

001

HFRG

M

aint

- Sch

edul

ed- 8

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ario

us

Faci

litie

s- H

FRG

V

ario

us

01-A

pr-1

6 31

-Mar

-30

N/A

15

207

30

240

25

505

-

17 0

00

23 5

00

5 M

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001

PES:

M

aint

enan

ce

Mai

nt- S

ched

uled

- 8.4

Var

ious

Fa

cilit

ies-

PES

MA

INT

Var

ious

01

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r-16

31-M

ar-3

0 N

/A

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5 00

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Non

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ctur

e

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ro

01-A

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9 31

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Met

ro

01-A

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6 30

-Sep

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8 00

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300

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3 C

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HF

RG

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en P

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Unit

Met

ro

01-A

pr-1

9 31

-Oct

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300

100

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300

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4 C

O84

0017

&

CQ

8400

17

HFRG

O

bse

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tory

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kenb

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Hosp

ital-

OD

and

QA

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ensic

Pr

ecin

ct- L

ow S

ecur

ity, C

hron

ic

and

OT

Met

ro

01-A

pr-1

2 31

-Mar

-22

2 84

3 -

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1 34

0 64

5 -

5 C

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0051

HF

RG

Ob

serv

ato

ry- V

alke

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g Ho

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l- O

D- C

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pp

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Met

ro

01-A

pr-1

6 31

-Mar

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N/A

94

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3 78

7 85

7 1

173

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6

6 C

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serv

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upp

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Met

ro

01-A

pr-1

6 31

-Mar

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N/A

99

4 1

103

1 20

3 1

307

999

1 05

2

Sub-

prog

ram

me

8.4

Gra

nd To

tal

86 5

16

77 9

24

87 6

31

121

326

148

714

353

425

Sche

dule

4: S

ub-P

rogr

amm

e 8.

4 Pr

ovin

cial

Hos

pita

l Ser

vice

s

No

WC

GH

Proj

ect

No

Fund

Pr

ojec

t Nam

e Di

stric

t Mun

icip

ality

Star

t Dat

e (d

ate

Stra

tegi

c Br

ief

issue

d)

Com

plet

ion

Date

(P

ract

ical

C

ompl

etio

n)

Tota

l Pro

ject

C

ost (

at

Com

plet

ion)

R0

00's

Adj

uste

d 20

16/1

7 R0

00's

2017

/18

R000

's 20

18/1

9 R0

00's

2019

/20

R000

's 20

20/2

1 R0

00's

2021

/22

R000

's

Stag

e 1:

Infra

stru

ctur

e Pl

anni

ng

1 C

I840

025

HFRG

Be

lha

r- Ty

gerb

erg

Regi

ona

l Ho

spita

l- N

ew P

h1

Met

ro

01-A

ug-1

8 31

-Mar

-26

2 40

0 00

0 -

- -

2 50

0 5

000

300

000

2 C

I840

065

HFRG

G

eorg

e- G

eorg

e Ho

spita

l- Ho

spita

l rep

airs

and

reno

vatio

n Ed

en

30-O

ct-1

7 31

-Mar

-22

15 0

00

- 1

2 00

0 14

000

1

000

1 00

0

3 C

I840

066

HFRG

G

reen

Poi

nt- N

ew S

omer

set

Hosp

ital-

Repa

irs a

nd re

nova

tion

incl

udin

g st

ores

up

grad

e

Met

ro

30-J

ul-1

8 31

-Mar

-22

20 0

00

- 1

500

15 0

00

3 00

0 -

4 C

I840

067

HFRG

M

aitla

nd- A

lexa

ndra

Hos

pita

l- Re

pairs

and

reno

vatio

n M

etro

30

-Aug

-17

31-M

ar-2

2 20

000

-

1 1

500

16 0

00

1 00

0 -

5 C

I840

068

HFRG

M

owb

ray-

Mow

bra

y M

ater

nity

Ho

spita

l- G

ener

al m

aint

enan

ce

Met

ro

30-N

ov-1

7 31

-Mar

-21

10 0

00

- 1

50

3 00

0 6

000

-

6 C

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HFRG

O

bse

rva

tory

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g Ho

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l- R,

R &

R

Met

ro

01-M

ar-1

8 30

-Mar

-22

20 0

00

- -

1 00

0 9

000

9 00

0 2

000

7 C

I840

069

HFRG

W

orce

ster

- Bre

wel

sklo

of H

osp

ital-

R &

R o

n ho

spita

l inc

lud

ing

mec

hani

cal w

ork

on H

VA

C

Win

elan

ds

31-M

ar-1

8 31

-Mar

-22

10 0

00

- -

50

1 00

0 5

000

4 00

0

8 C

I840

061

HFRG

W

orce

ster

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cest

er H

osp

ital-

MO

U up

grad

e C

ap

e W

inel

and

s 30

-Jan

-18

30-J

un-2

2 5

000

- 1

1 50

0 3

500

-

Stag

e 4:

Con

cept

and

Via

bilit

y

1 C

I840

010

HFRG

G

reen

Poi

nt- N

ew S

omer

set

Hosp

ital-

Acu

te P

sych

iatri

c Un

it M

etro

23

-Feb

-15

31-M

ar-2

0 41

000

50

0 75

0 9

000

15 0

00

15 6

96

-

2 C

I840

008

HFRG

G

reen

Poi

nt- N

ew S

omer

set

Hosp

ital-

Upgr

adin

g of

thea

tres

and

ven

tilat

ion

Met

ro

22-M

ay-1

5 30

-Mar

-18

17 0

00

500

749

9 62

4 6

000

- -

3 C

I840

053

HFRG

W

orce

ster

- Wor

cest

er H

osp

ital-

Fire

com

plia

nce

Ca

pe

Win

elan

ds

01-A

pr-1

5 31

-Mar

-18

6 00

0 50

0 4

500

1 00

0 -

- -

Stag

e 5:

Des

ign

Deve

lopm

ent

1 C

I840

014

HFRG

O

bse

rva

tory

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kenb

erg

Hosp

ital-

Acu

te P

reci

nct

Red

evel

opm

ent

Met

ro

01-A

pr-1

0 31

-Mar

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491

000

4 50

0 10

0 -

- -

-

Stag

e 6A

: Pro

duct

ion

Info

rmat

ion

1 C

I840

016

HFRG

O

bse

rva

tory

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kenb

erg

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ital-

Fore

nsic

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cinc

t En

ab

ling

Wor

k

Met

ro

01-A

pr-1

0 31

-Mar

-18

41 0

00

530

50

- 10

000

18

500

1

500

Stag

e 7:

Wor

ks

1 C

I840

022

HFRG

O

bse

rva

tory

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kenb

erg

Hosp

ital-

Reno

vatio

ns to

hist

oric

al

adm

in b

uild

ing

Ph2

Met

ro

01-A

pr-1

0 31

-Mar

-18

63 2

30

36 0

50

23 0

00

640

- -

-

2 C

I840

032

HFRG

W

orce

ster

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cest

er H

osp

ital-

Upgr

ade

Ph5

Ca

pe

Win

elan

ds

01-A

pr-1

2 09

-Nov

-16

40 5

28

3 55

7 30

0 -

- -

-

Stag

e 8:

Han

dove

r




Sche

dule

5: S

ub-P

rogr

amm

e 8.

5 C

entra

l Hos

pita

l Ser

vice

s

No

WC

GH

Proj

ect

No

Fund

Pr

ojec

t Nam

e Di

stric

t Mun

icip

ality

Star

t Dat

e (d

ate

Stra

tegi

c Br

ief

issue

d)

Com

plet

ion

Date

(P

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ical

C

ompl

etio

n)

Tota

l Pro

ject

C

ost (

at

Com

plet

ion)

R0

00's

Adj

uste

d 20

16/1

7 R0

00's

2017

/18

R000

's 20

18/1

9 R0

00's

2019

/20

R000

's 20

20/2

1 R0

00's

2021

/22

R000

's

Stag

e 1:

Infra

stru

ctur

e Pl

anni

ng

1 C

I850

056

HFRG

O

bse

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tory

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ote

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ur

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ital-

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M

etro

01

-Dec

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30-N

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000

-

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1 00

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000

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00

2 C

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tilat

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and

AC

re

furb

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ent i

ncl M

echa

nica

l In

stal

latio

n

Met

ro

01-A

pr-1

8 31

-Mar

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65 0

00

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00

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00

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00

25 0

00

3 C

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de

Met

ro

30-A

ug-1

8 30

-Mar

-22

9 00

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1 00

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000

3 00

0

4 C

I850

031

HFRG

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row

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erb

erg

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ital-

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blin

g w

ork-

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oliti

ons a

nd

Infra

stru

ctur

e

Met

ro

30-J

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8 31

-Jul

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265

000

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0 10

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0

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002

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Pa

row

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erb

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acem

ent (

PPP)

M

etro

01

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r-12

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ar-2

3 7

800

000

250

250

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Stag

e 3:

Pre

para

tion

and

Brie

fing

1 C

I850

048

HFRG

Pa

row

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erb

erg

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ital-

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hani

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ro

31-M

ar-1

7 31

-Mar

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12 0

00

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Stag

e 4:

Con

cept

and

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ur

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ital-

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ro

01-J

un-1

6 31

-Mar

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21 0

00

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000

5 00

0 6

000

3 00

0 3

000

2 C

I850

042

PES

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serv

ato

ry- G

root

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spita

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scie

nce

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bilit

atio

n

Met

ro

01-J

un-1

6 31

-Mar

-20

10 0

00

- 5

000

15 0

00

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-

3 C

I850

047

HFRG

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row

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erg

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11kV

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ener

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nel U

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ade

Met

ro

01-O

ct-1

6 13

-Dec

-19

8 00

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0 7

000

500

10 0

00

500

-

4 C

I850

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Pa

row

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ain

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Met

ro

01-O

ct-1

6 31

-Mar

-21

20 0

00

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6 50

0 5

000

5 00

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0

Stag

e 5:

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ign

Deve

lopm

ent

1 C

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005

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bse

rva

tory

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ote

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ur

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ital-

EC u

pgr

ade

and

ad

diti

ons

Met

ro

03-J

ul-1

0 30

-Jun

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127

000

2 50

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000

8 00

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000

69 5

59

-

2 C

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row

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e Up

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e M

etro

01

-Jan

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30-N

ov-1

8 26

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5 00

0 10

000

10

000

1

-

Stag

e 7:

Wor

ks

1 C

I850

051

HFRG

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bse

rva

tory

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ote

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ur

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ital-

Cen

tral K

itche

n- F

loor

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plac

emen

t Com

plet

ion

Met

ro

23-J

un-1

6 30

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r-17

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800

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011

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row

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erb

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h2

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ro

27-A

ug-1

4 03

-May

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20 1

80

11 0

20

6 90

0 50

0 -

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Stag

e 9:

Clo

se O

ut

PART B



No

WC

GH

Proj

ect

No

Fund

Pr

ojec

t Nam

e Di

stric

t Mun

icip

ality

Star

t Dat

e (d

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Stra

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Com

plet

ion

Date

(P

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ical

C

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etio

n)

Tota

l Pro

ject

C

ost (

at

Com

plet

ion)

R0

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uste

d 20

16/1

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18/1

9 R0

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2019

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R000

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20/2

1 R0

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2021

/22

R000

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1 C

I850

001

HFRG

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loor

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plac

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Met

ro

10-S

ep-1

3 31

-Aug

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4 10

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stru

ctur

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8 30

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lan

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ro

01-N

ov-1

5 31

-Mar

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905

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01-A

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6 31

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250

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ious

Fac

ilitie

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ES

Var

ious

01

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r-16

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0 N

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539

700

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PES

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01-A

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Faci

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PES:

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Var

ious

Fa

cilit

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PES

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INT

Var

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01-A

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8 01

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01

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01

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01-M

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8 01

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5 31

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6 31

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00

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l Hos

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t Mun

icip

ality

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e (d

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plet

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Date

(P

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Tota

l Pro

ject

C

ost (

at

Com

plet

ion)

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9 R0

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stru

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8 30

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Stag

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6: S

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plet

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at

Com

plet

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PArt clinks to other Plans




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to O

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Tabl

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PART B



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Estim

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2013

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R000

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2014

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2015

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R000

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2018

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acem

ent a

sset

s 13

7 53

7 13

5 49

2 13

2 46

1 12

9 22

5 11

1 58

5 17

8 80

0

No

Proj

ect N

ame

Sub

-

pro

gram

me

Dist

rict

Mun

icip

ality

O

utp

uts

Out

com

e

Mai

n

Ap

pro

-

pria

tion

Ad

just

ed

Ap

pro

-

pria

tion

Revi

sed

Estim

ate

Med

ium

Ter

m E

stim

ates

2013

/14

R000

's

2014

/15

R000

’s

2015

/16

R000

’s

2016

/17

R000

’s

2017

/18

R000

’s

2018

/19

R000

’s

2019

/20

R000

’s

1 Be

aufo

rt W

est-

Beau

fort

Wes

t FP

L-

Repl

acem

ent

8.6

Cen

tral K

aro

o FP

L Re

plac

emen

t 36

19

75

32

20

0 20

0 -

- -

2 Be

aufo

rt W

est-

Hill

Sid

e C

linic

-

Repl

acem

ent

8.1

Cen

tral K

aro

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linic

Rep

lace

men

t 5

715

518

583

12 8

00

13 0

71

13 0

71

3 83

4 -

-

3 Be

lha

r- Ty

gerb

erg

Regi

ona

l Ho

spita

l-

Repl

acem

ent P

h1

8.4

Met

ro

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ent

Hosp

ital

Ph1

- -

- -

- -

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5 00

0

4 C

ap

e To

wn-

Dist

rict S

ix C

DC

- New

8.

1 M

etro

C

DC

Rep

lace

men

t 3

460

5 43

2 30

557

40

000

32

889

32

889

20

995

1

095

-

5 D

e D

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s-

De

Doo

rns

Am

bul

ance

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ion-

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lace

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t

8.2

Ca

pe

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St

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- 7

697

500

550

550

- 5

000

500

6 D

elft-

Sym

pho

ny W

ay C

DC

- New

8.

1 M

etro

N

ew

Com

mun

ity

Day

Cen

tre

22 4

54

17 9

57

275

100

1 04

8 1

048

- -

-

7 D

u N

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Du

Noo

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HC- N

ew

8.1

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C

omm

unity

Heal

th C

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40 4

51

13 0

98

1 58

2 25

1

000

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8 El

sies R

iver

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es R

iver

CH

C- R

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ent

8.1

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ro

CH

C R

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ent

- -

- 25

0 -

- 75

0 5

000

15 0

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9 G

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C

DC

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8.1

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C

DC

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lace

men

t -

85

4 59

3 13

721

24

657

24

657

28

111

1

000

-

10

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ulet

hu- G

ugul

ethu

2 C

DC

-New

8.

1 M

etro

N

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DC

-

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150

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- -

-

11

Hano

ver

Park

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nove

r Pa

rk

CHC

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Repl

acem

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8.1

Met

ro

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C R

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0 -

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27

000




No

Proj

ect N

ame

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prog

ram

me

Dist

rict

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icip

ality

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com

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ain

App

ro-

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Revi

sed

Estim

ate

Med

ium

Term

Est

imat

es

2013

/14

R000

's 20

14/1

5 R0

00’s

20

15/1

6 R0

00’s

20

16/1

7 R0

00’s

20

17/1

8 R0

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20

18/1

9 R0

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20

19/2

0 R0

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31

Paa

rl- P

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c

Unit

8.4

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pe

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hiat

ric

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luat

ion

Unit

1 77

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471

31 4

55

600

1 68

0 1

680

- -

-

32

Paro

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Ca

pe

Med

ical

D

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-

Repl

acem

ent

8.6

Met

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Ca

pe

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D

epot

repl

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- -

- 1

000

- -

200

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33

Paro

w- R

aven

smea

d C

DC

- Rep

lace

men

t 8.

1 M

etro

C

DC

Rep

lace

men

t -

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1 00

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0 10

0 75

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000

15

000

34

Paro

w- T

yger

ber

g Ho

spita

l- Re

plac

emen

t

(PPP

)

8.5

Met

ro

Hosp

ital

Repl

acem

ent

(PPP

)

1 34

6 4

037

5 24

8 25

0 25

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35

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mb

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8.2

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37

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43

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327

192

1 18

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PART B



No

Proj

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Dist

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sed

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ate

Med

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Est

imat

es

2013

/14

R000

's 20

14/1

5 R0

00’s

20

15/1

6 R0

00’s

20

16/1

7 R0

00’s

20

17/1

8 R0

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20

18/1

9 R0

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20

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49

Wor

cest

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k C

linic

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8.

1 C

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and

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linic

-

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500

200

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4 25

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l new

and

repl

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ent a

sset

s 13

9 70

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6 99

2 13

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2 12

3 70

5 16

5 91

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8

No

Proj

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ame

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ram

me

Dist

rict

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ality

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com

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d A

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n

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sed

Estim

ate

Med

ium

Term

Est

imat

es

2013

/14

R000

's 20

14/1

5 R0

00’s

20

15/1

6 R0

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20

16/1

7 R0

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20

17/1

8 R0

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20

18/1

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20

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0 R0

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31

Paa

rl- P

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Acu

te P

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c

Unit

8.4

Ca

pe

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ds

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ric

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luat

ion

Unit

1 77

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471

31 4

55

600

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680

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-

32

Paro

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Ca

pe

Med

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D

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8.6

Met

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Ca

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D

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repl

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33

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DC

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C

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Rob

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52

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40

Som

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45

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Wes

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C

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28

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bur

g FP

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8.6

Wes

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st

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acem

ent

- -

- -

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0 -

48

Wol

sele

y- W

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ic- R

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8.1

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327

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1 18

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641

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1 15

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-

-




Tabl

e C

2: M

aint

enan

ce a

nd R

epai

rs

No

Proj

ect N

ame

Sub-

prog

ram

me

Dist

rict

Mun

icip

ality

O

utpu

ts

Out

com

e M

ain

App

ro-

pria

tion

Adj

uste

d A

ppro

-pr

iatio

n

Revi

sed

Estim

ate

Med

ium

Term

Est

imat

es

2013

/14

R000

's 20

14/1

5 R0

00’s

20

15/1

6 R0

00’s

20

16/1

7 R0

00’s

20

17/1

8 R0

00’s

20

18/1

9 R0

00’s

20

19/2

0 R0

00’s

Prov

inci

al E

quita

ble

Shar

e: In

frast

ruct

ure

Prof

essio

nal D

ay-t

o-da

y M

aint

enan

ce

1 C

omm

unity

Hea

lth F

acilit

ies

8.1

Var

ious

M

aint

- Pro

f Day

-to-d

ay-

8.1

Var

ious

Fa

cilit

ies-

PE

S

- -

- 5

242

6 76

3 8

640

4 27

4 5

784

6 15

4

2 C

omm

unity

Hea

lth F

acilit

ies

8.1

Var

ious

M

aint

- Pro

f Day

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ay-

8.1

Var

ious

Fa

cilit

ies-

PE

S

- -

- -

- -

6 13

0 7

250

4 00

0

3 D

istric

t Hos

pita

l Ser

vice

s 8.

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ario

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Mai

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-day

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3 V

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us

Faci

litie

s-

PES

- -

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745

20 2

09

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40

11 4

15

15 4

48

16 4

37

4 D

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Faci

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22 6

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5 Pr

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Faci

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PES

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7 18

7 9

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Faci

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539

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Faci

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PES

MA

IN

- -

- 15

166

4

652

5 45

0 12

960

17

539

18

661

Rout

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Mai

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Com

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Fac

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Mai

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PES

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054

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23 4

41

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2 V

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PES

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5

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6 53

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535

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ario

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PES

- -

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980

7 98

0 10

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6

492

5 82

7 5

837

5 C

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PES

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152

3 15

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1 30

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6 O

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ario

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PES

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- 9

552

9 55

2 4

942

1 25

5 1

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1 66

0

Tota

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e 69

893

79

247

79

445

11

6 72

3 96

462

96

246

Prov

inci

al E

quita

ble

Shar

e: M

aint

enan

ce

Sche

dule

d M

aint

enan

ce

PART B



No

Proj

ect N

ame

Sub-

prog

ram

me

Dist

rict

Mun

icip

ality

O

utpu

ts

Out

com

e M

ain

App

ro-

pria

tion

Adj

uste

d A

ppro

-pr

iatio

n

Revi

sed

Estim

ate

Med

ium

Term

Est

imat

es

2013

/14

R000

's 20

14/1

5 R0

00’s

20

15/1

6 R0

00’s

20

16/1

7 R0

00’s

20

17/1

8 R0

00’s

20

18/1

9 R0

00’s

20

19/2

0 R0

00’s

1 C

omm

unity

Hea

lth F

acilit

ies

8.1

Var

ious

M

aint

-Sch

edul

ed-8

.1

Var

ious

Fac

ilitie

s-PE

S M

AIN

- -

- -

- -

- -

9 60

0

2 D

istric

t Hos

pita

l Ser

vice

s 8.

3 V

ario

us

Mai

nt-S

ched

uled

-8.3

V

ario

us F

acilit

ies-

PES

MA

INT

- -

- -

- -

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14 7

00

3 Pr

ovin

cial

Hos

pita

l Ser

vice

s 8.

4 V

ario

us

Mai

nt-S

ched

uled

-8.4

V

ario

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acilit

ies-

PES

MA

INT

- -

- -

- -

4 24

6 13

842

5

000

4 C

entra

l Hos

pita

l Ser

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s 8.

5 V

ario

us

Mai

nt-S

ched

uled

-8.5

V

ario

us F

acilit

ies-

PES

MA

INT

- -

- -

- -

55 7

54

36 1

58

20 7

00

Tota

l Pro

vinc

ial E

quita

ble

Shar

e: M

aint

enan

ce

- -

- 60

000

50

000

50

000

Heal

th F

acili

ties

Revi

talis

atio

n G

rant

Prof

essio

nal D

ay-t

o-da

y M

aint

enan

ce

1 C

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l Hos

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l Ser

vice

s 8.

5 V

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ay-to

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Faci

litie

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PES

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10 8

00

14 3

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7 25

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550

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1

Com

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ity H

ealth

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PES

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15 0

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41

700

4 30

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2 Em

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s 8.

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PES

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5 13

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3 D

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PES

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3 25

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5 2

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11 1

50

4 Pr

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l Ser

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s 8.

4 V

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PES

- -

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2 44

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103

251

8 34

9 6

000

5 C

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l Hos

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l Ser

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5 V

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PES

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2 07

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3 09

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222

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4 30

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Sche

dule

d M

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1 C

omm

unity

Hea

lth F

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8.1

Var

ious

M

aint

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edul

ed-8

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ious

Fac

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s-HF

RG

- -

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318

77

718

83

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303

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748

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13 5

21

8 46

7 7

519

6 97

8 17

100

1

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3 D

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l Ser

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V

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acilit

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HFRG

-

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38 0

31

52 2

89

42 5

52

37 4

29

20 6

33

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4 Pr

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pita

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vice

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13 7

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17 2

54

7 84

3 6

815

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187

-

Tota

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talis

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rant

16

0 89

7 20

3 39

9 20

1 99

2 15

2 86

0 14

4 77

2 36

833

Tabl

e C

2: M

aint

enan

ce a

nd R

epai

rs

No

Proj

ect N

ame

Sub-

prog

ram

me

Dist

rict

Mun

icip

ality

O

utpu

ts

Out

com

e M

ain

App

ro-

pria

tion

Adj

uste

d A

ppro

-pr

iatio

n

Revi

sed

Estim

ate

Med

ium

Term

Est

imat

es

2013

/14

R000

's 20

14/1

5 R0

00’s

20

15/1

6 R0

00’s

20

16/1

7 R0

00’s

20

17/1

8 R0

00’s

20

18/1

9 R0

00’s

20

19/2

0 R0

00’s

Prov

inci

al E

quita

ble

Shar

e: In

frast

ruct

ure

Prof

essio

nal D

ay-t

o-da

y M

aint

enan

ce

1 C

omm

unity

Hea

lth F

acilit

ies

8.1

Var

ious

M

aint

- Pro

f Day

-to-d

ay-

8.1

Var

ious

Fa

cilit

ies-

PE

S

- -

- 5

242

6 76

3 8

640

4 27

4 5

784

6 15

4

2 C

omm

unity

Hea

lth F

acilit

ies

8.1

Var

ious

M

aint

- Pro

f Day

-to-d

ay-

8.1

Var

ious

Fa

cilit

ies-

PE

S

- -

- -

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6 13

0 7

250

4 00

0

3 D

istric

t Hos

pita

l Ser

vice

s 8.

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ario

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nt- P

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ay-to

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ario

us

Faci

litie

s-

PES

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745

20 2

09

10 8

40

11 4

15

15 4

48

16 4

37

4 D

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t Hos

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vice

s 8.

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PES

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22 6

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7 18

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PES

MA

IN

- -

- 15

166

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0 12

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17

539

18

661

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1

Com

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PES

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1 5

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41

25 9

25

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PES

- -

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857

2 85

7 2

519

1 17

7 1

464

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4

3 D

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l Ser

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s 8.

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us

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ario

us F

acilit

ies-

PES

- -

- 10

405

10

405

11

998

5

696

6 53

5 6

535

4 Pr

ovin

cial

Hos

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l Ser

vice

s 8.

4 V

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us

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nt-R

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e-8.

4 V

ario

us F

acilit

ies-

PES

- -

- 7

980

7 98

0 10

228

6

492

5 82

7 5

837

5 C

entra

l Hos

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l Ser

vice

s 8.

5 V

ario

us

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5 V

ario

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acilit

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PES

- -

- 3

152

3 15

2 4

502

1 30

0 1

400

1 40

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6 O

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6 V

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PES

- -

- 9

552

9 55

2 4

942

1 25

5 1

590

1 66

0

Tota

l Pro

vinc

ial E

quita

ble

Shar

e 69

893

79

247

79

445

11

6 72

3 96

462

96

246

Prov

inci

al E

quita

ble

Shar

e: M

aint

enan

ce

Sche

dule

d M

aint

enan

ce




No

Proj

ect N

ame

Sub-

prog

ram

me

Dist

rict

Mun

icip

ality

O

utpu

ts

Out

com

e M

ain

App

ro-

pria

tion

Adj

uste

d A

ppro

-pr

iatio

n

Revi

sed

Estim

ate

Med

ium

Term

Est

imat

es

2013

/14

R000

's 20

14/1

5 R0

00’s

20

15/1

6 R0

00’s

20

16/1

7 R0

00’s

20

17/1

8 R0

00’s

20

18/1

9 R0

00’s

20

19/2

0 R0

00’s

Tota

l mai

nten

ance

and

repa

irs

230

790

282

646

281

437

329

583

291

234

183

079

PART B



Tabl

e C

3: U

pgra

des

and

Add

ition

s

No

Proj

ect N

ame

Sub-

prog

ram

me

Dist

rict

Mun

icip

ality

O

utpu

ts

Out

com

e M

ain

App

ro-

pria

tion

Adj

uste

d A

ppro

-pr

iatio

n

Revi

sed

Estim

ate

Med

ium

Term

Est

imat

es

2013

/14

R000

's 20

14/1

5 R0

00’s

20

15/1

6 R0

00’s

20

16/1

7 R0

00’s

20

17/1

8 R0

00’s

20

18/1

9 R0

00’s

20

19/2

0 R0

00’s

1 Be

llville

- Ka

rl Br

emer

Hos

pita

l- N

ew B

ulk

Stor

e 8.

3 M

etro

N

ew B

ulk

Stor

e -

728

963

14 2

20

11 4

93

10 7

87

4 20

0 50

0 -

2 Be

llville

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rl Br

emer

Hos

pita

l- N

ew E

C

8.3

Met

ro

Emer

genc

y C

entre

Up

grad

e a

nd A

dd

ition

s 30

082

2

770

- 5

450

- 50

-

-

3 Bl

ackh

eath

- Kle

invl

ei C

DC

- New

Wom

an

and

Chi

ld H

ealth

Uni

t 8.

1 C

ITY O

F C

APE

TO

WN

N

ew W

oman

and

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ld

Unit

- -

- -

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10 0

00

4 Bo

nnie

vale

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niev

ale

Am

bul

ance

St

atio

n- U

pgr

ade

and

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diti

ons i

nclu

din

g w

ash

bay

8.2

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pe

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elan

ds

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ade

and

Ad

diti

ons

- -

- -

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536

1 63

9 50

5 Bo

tha

sig- B

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sig C

DC

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grad

e a

nd

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diti

ons

8.1

Met

ro

CD

C U

pgr

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and

A

dd

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s -

- -

- -

- 24

9 1

996

7 60

0

6 C

ale

don

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led

on A

mb

ulan

ce S

tatio

n-

Com

mun

ica

tions

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tre e

xten

sion

8.2

Ove

rber

g

Com

mun

ica

tion

Cen

tre

exte

nsio

n to

A

mb

ulan

ce S

tatio

n

- -

36

- 30

0 72

30

0 -

5 00

0

7 C

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es H

osp

ital-

New

Acu

te

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hiat

ric W

ard

8.

3 C

ap

e W

inel

and

s Up

grad

e a

nd A

dd

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s -

- -

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0 2

500

200

8 C

itrus

da

l- C

itrus

da

l Clin

ic- U

pgr

ade

and

A

dd

ition

s 8.

1 W

est C

oast

Up

grad

e a

nd A

dd

ition

s -

- 2

171

1 00

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974

2 22

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-

-

9 C

itrus

da

l- C

itrus

da

l Hos

pita

l- Up

grad

e an

d A

dd

ition

s to

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ldre

ns W

ard

, EC

and

C

alm

ing

Room

8.3

Wes

t Coa

st

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ade

and

ad

diti

ons

of c

hild

ren'

s war

d -

- 85

8 8

000

8 51

0 9

448

500

- -

10

Dar

ling-

Dar

ling

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bul

ance

Sta

tion-

Up

grad

e a

nd A

dd

ition

s inc

lud

ing

was

h b

ay

8.2

Wes

t Coa

st

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and

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diti

ons

- -

- -

- -

250

1 00

0 15

0

11

De

Doo

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Doo

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DC

- Up

grad

e an

d A

dd

ition

s 8.

1 C

ap

e W

inel

and

s C

DC

Up

grad

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nd

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diti

ons

- 7

366

1 50

0 75

0 44

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5

000

1 00

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12

Eerst

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ver-

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ver H

osp

ital-

Acu

te

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hiat

ric U

nit

8.3

Met

ro

Acu

te P

sych

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c Un

it -

- -

1 00

0 -

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0 4

000

8 00

0

13

Gan

sbaa

i- G

ansb

aai C

linic

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grad

e an

d A

dd

ition

s 8.

1 O

verb

erg

C

linic

Up

grad

e a

nd

Ad

diti

ons

- -

278

250

565

244

1 00

0 4

000

14 0

00

14

Gre

en P

oint

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Som

erse

t Hos

pita

l- A

cute

Psy

chia

tric

Unit

8.4

Met

ro

Acu

te P

sych

iatri

c Un

it -

- 54

1

252

500

749

750

9 00

0 15

000

15

Heid

evel

d- H

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d C

DC

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por

ary

EC a

t Klip

font

ein

Hub

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blin

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ork

for

GF

Joos

te H

osp

ital)

8.1

Met

ro

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blin

g w

ork

for t

he

GF

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te H

osp

ital

Proj

ect:

New

Em

erge

ncy

Cen

tre a

t He

idev

eld

CH

C

22 0

79

16 5

36

822

25

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2 12

6 -

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16

Herm

anus

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man

us H

osp

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New

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chia

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rd

8.3

Ove

rber

g

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ade

and

Ad

diti

ons

- -

- -

- -

250

1 70

0 50

17

Kha

yelit

sha

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yelit

sha

Hos

pita

l- A

cute

Ps

ychi

atric

Uni

t 8.

3 M

etro

30

bed

Acu

te

Psyc

hiat

ric U

nit

- -

- 80

0 -

- 75

0 4

000

8 00

0

18

Kha

yelit

sha

- Kha

yelit

sha

Hos

pita

l- C

T Sc

an

and

Wa

rd C

omp

letio

n 8.

3 M

etro

W

ard

com

ple

tion

and

C

T Sc

an

- -

- -

17 1

93

11 4

33

2 31

4 -

-

19

Lain

gsb

urg-

La

ings

bur

g C

linic

- Up

grad

e an

d A

dd

ition

s 8.

1 C

entra

l Ka

roo

Clin

ic U

pgr

ade

and

A

dd

ition

s -

- 28

50

0 25

0 25

4 50

0 1

000

1 84

9

20

Mitc

hells

Pla

in- M

itche

lls P

lain

Hos

pita

l- A

cute

Psy

chia

tric

Unit

8.3

Met

ro

Psyc

hiat

ric E

valu

atio

n Un

it 12

894

24

643

22

0 25

80

0 50

0 50

0 -

-

21

Mos

sel B

ay-

Mos

sel B

ay

Hosp

ital-

Entra

nce

and

Rec

ord

s Up

grad

e 8.

3 Ed

en

Upgr

ade

and

Ad

diti

ons

- -

- -

- -

1 50

11

000

No

Proj

ect N

ame

Sub-

prog

ram

me

Dist

rict

Mun

icip

ality

O

utpu

ts

Out

com

e M

ain

App

ro-

pria

tion

Adj

uste

d A

ppro

-pr

iatio

n

Revi

sed

Estim

ate

Med

ium

Term

Est

imat

es

2013

/14

R000

's 20

14/1

5 R0

00’s

20

15/1

6 R0

00’s

20

16/1

7 R0

00’s

20

17/1

8 R0

00’s

20

18/1

9 R0

00’s

20

19/2

0 R0

00’s

Tota

l mai

nten

ance

and

repa

irs

230

790

282

646

281

437

329

583

291

234

183

079




No

Proj

ect N

ame

Sub-

prog

ram

me

Dist

rict

Mun

icip

ality

O

utpu

ts

Out

com

e M

ain

App

ro-

pria

tion

Adj

uste

d A

ppro

-pr

iatio

n

Revi

sed

Estim

ate

Med

ium

Term

Est

imat

es

2013

/14

R000

's 20

14/1

5 R0

00’s

20

15/1

6 R0

00’s

20

16/1

7 R0

00’s

20

17/1

8 R0

00’s

20

18/1

9 R0

00’s

20

19/2

0 R0

00’s

22

Philli

pi-

Inza

me

Zab

antu

CD

C- N

ew

Infe

ctio

us D

isea

ses U

nit a

nd P

harm

acy

upgr

ade

8.1

Met

ro

ARV

Con

sulti

ng ro

oms

and

New

Pha

rmac

y 1

665

1 99

9 8

25

400

15

10

- -

23

Pike

tber

g- P

iket

ber

g C

linic

- Up

grad

e a

nd

Ad

diti

ons

8.1

Wes

t Coa

st

Clin

ic U

pgr

ade

and

A

dd

ition

s -

- -

- -

- -

- 50

24

Prin

ce A

lber

t- Pr

ince

Alb

ert A

mb

ulan

ce

Stat

ion-

Up

grad

e an

d A

dd

ition

s inc

lud

ing

was

h b

ay

8.2

Cen

tral K

aro

o Up

grad

e a

nd A

dd

ition

s -

- -

- -

- 80

0 1

400

50

25

Rob

erts

on- R

ober

tson

Hos

pita

l- A

cute

Ps

ychi

atric

War

d a

nd N

ew E

C

8.3

Ca

pe

Win

elan

ds

Acu

te P

sych

iatri

c W

ard

an

d N

ew E

C

- -

- -

- -

250

2 00

0 10

000

26

Stel

lenb

osch

- Ste

llenb

osch

Hos

pita

l- EC

Up

grad

e a

nd A

dd

ition

s 8.

3 C

ap

e W

inel

and

s Em

erge

ncy

Cen

tre

Upgr

ade

and

Ad

diti

ons

- 78

4 2

290

18 0

00

12 8

00

8 95

5 18

000

50

-

27

Swel

lend

am- S

wel

lend

am A

mb

ulan

ce

Stat

ion-

Up

grad

e an

d A

dd

ition

s 8.

2 O

verb

erg

Up

grad

e a

nd A

dd

ition

s -

- -

- 20

0 20

0 20

0 -

-

28

Thor

nton

- Wes

tern

Cap

e Re

hab

ilitat

ion

Cen

tre- O

rthot

ic &

Pro

sthe

tic C

entre

Up

grad

e

8.6

Met

ro

Orth

otic

& P

rost

hetic

C

entre

up

gra

de

- -

- 50

0 50

0 50

0 2

000

1 00

0 10

000

29

Vre

den

da

l- V

red

end

al N

orth

Clin

ic-

Upgr

ade

and

Ad

diti

ons

8.1

Wes

t Coa

st

Clin

ic U

pgr

ade

and

A

dd

ition

s -

- -

- -

- -

- 50

30

Wel

lingt

on- W

ellin

gton

CD

C- P

harm

acy

add

ition

s and

alte

ratio

ns

8.1

Ca

pe

Win

elan

ds

Pha

rmac

y ad

diti

ons

and

alte

ratio

ns

- -

138

4 37

9 1

551

1 74

3 3

808

500

-

31

Wel

lingt

on- W

ind

meu

l Clin

ic- U

pgr

ade

and

Ad

diti

ons

8.

1 C

ap

e W

inel

and

s Up

grad

e a

nd A

dd

ition

s -

- -

- -

- 80

0 1

200

50

32

Wor

cest

er- W

CC

N B

olan

d C

amp

us-

Ad

diti

ona

l Nur

ses a

ccom

mod

atio

n- E

rica

Ho

stel

8.6

Ca

pe

Win

elan

ds

Nur

ses

acco

mm

odat

ion

at t

he

Eric

a h

oste

l ad

diti

ons

- 36

3 5

463

1 00

0 2

014

322

300

- -

33

Wor

cest

er- W

orce

ster

CD

C- D

enta

l Sui

te

add

ition

s and

alte

ratio

ns

8.1

Ca

pe

Win

elan

ds

Den

tal s

uite

ad

diti

ons

and

alte

ratio

ns

185

1 97

9 1

844

50

400

285

50

- -

34

Wyn

ber

g- V

icto

ria H

osp

ital-

New

EC

8.

3 M

etro

N

ew E

mer

genc

y C

entre

20

4 45

2 1

632

5 00

0 3

701

853

8 21

7 29

000

14

050

Tota

l upg

rade

s an

d ad

ditio

ns

57 5

31

64 3

51

49 0

26

59 8

11

71 5

35

106

149

PART B



Tabl

e C

4: R

ehab

ilitat

ion,

Ren

ovat

ions

and

Ref

urbi

shm

ents

No

Proj

ect N

ame

Sub-

prog

ram

me

Dist

rict

Mun

icip

ality

O

utpu

ts

Out

com

e M

ain

App

ro-

pria

tion

Adj

uste

d A

ppro

-pr

iatio

n

Revi

sed

Estim

ate

Med

ium

Term

Est

imat

es

2013

/14

R000

's 20

14/1

5 R0

00’s

20

15/1

6 R0

00’s

20

16/1

7 R0

00’s

20

17/1

8 R0

00’s

20

18/1

9 R0

00’s

20

19/2

0 R0

00’s

1 Be

aufo

rt W

est-

Beau

fort

Wes

t Hos

pita

l- Ra

tiona

lisa

tion

8.3

Cen

tral K

aro

o Ho

spita

l rat

iona

lisa

tion

- -

- -

- -

- 1

50

2 Be

llville

- Ka

rl Br

emer

Hos

pita

l- Ho

spita

l an

d n

urse

s hom

e re

pairs

and

reno

vatio

n 8.

3 M

etro

Ho

spita

l and

nur

ses

hom

e re

pairs

and

re

nova

tion

- -

- -

- -

1 4

000

15 0

00

3 Br

edas

dor

p- O

tto

du

Ples

sis H

osp

ital-

Acu

te P

sych

iatri

c W

ard

8.

3 O

verb

erg

Re

hab

ilitat

ion

to a

cute

p

syci

atric

Wa

rd

- -

- -

- -

224

2 00

0 1

376

4 C

ale

don

- Ca

led

on H

osp

ital-

Acu

te

Psyc

hiat

ric U

nit a

nd R

& R

8.

3 O

verb

erg

A

cute

Psy

chia

tric

Unit

and

R &

R

- -

- -

- -

1 50

0 5

000

5 C

eres

- Cer

es H

osp

ital-

Hosp

ital a

nd

nurs

es h

ome

repa

irs a

nd re

nova

tion

8.3

Ca

pe

Win

elan

ds

Hosp

ital a

nd n

urse

s ho

me

repa

irs a

nd

reno

vatio

n

- -

- -

- -

1 1

000

8 50

0

6 Fi

sh H

oek-

Fal

se B

ay H

osp

ital-

Fire

C

ompl

ianc

e co

mpl

etio

n a

nd c

hang

es to

in

tern

al s

pac

es

8.3

Met

ro

Fire

Com

plia

nce

com

plet

ion

and

ch

ang

es to

inte

rna

l sp

aces

- -

- -

- -

1 50

6

000

7 G

eorg

e- G

eorg

e Ho

spita

l- Ho

spita

l re

pairs

and

reno

vatio

n 8.

4 Ed

en

R&R

- Gen

eral

M

aint

enan

ce

- -

- -

- -

1 2

000

14 0

00

8 G

eorg

e- G

eorg

e Re

gion

al H

osp

ital-

Acu

te P

sych

iatri

c Un

it 8.

4 Ed

en

Psyc

hiat

ric E

valu

atio

n Un

it 9

385

5 16

8 1

026

5 85

0 85

0 75

-

-

9 G

reen

Poi

nt- N

ew S

omer

set H

osp

ital-

Repa

irs a

nd re

nova

tion

incl

udin

g st

ores

up

grad

e

8.4

Met

ro

Hosp

ital r

epa

irs a

nd

reno

vatio

n in

clud

ing

Stor

es u

pgr

ade

- -

- -

- -

1 50

0 15

000

10

Gre

en P

oint

- New

Som

erse

t Hos

pita

l- Up

grad

ing

of th

eatre

s and

ven

tilat

ion

8.4

Met

ro

Upgr

adin

g of

thea

tres

and

ven

tilat

ion

- -

900

1 50

0 50

0 50

0 74

9 9

624

6 00

0

11

Mai

tland

- Ale

xand

ra H

osp

ital-

Repa

irs

and

reno

vatio

n 8.

4 M

etro

Ho

spita

l and

nur

ses

hom

e re

pairs

and

re

nova

tion

- -

- -

- -

1 1

500

16 0

00

12

Mal

mes

bury

- Sw

artla

nd H

osp

ital-

Reha

bilit

atio

n 8.

3 W

est C

oast

Ho

spita

l Reh

abilit

atio

n -

- -

- -

- -

1 5

000

13

Mon

tagu

- Mon

tagu

Hos

pita

l- Re

hab

ilitat

ion

8.3

Ca

pe

Win

elan

ds

Hosp

ital R

ehab

ilitat

ion

- -

- -

- -

1 50

1

000

14

Mow

bra

y- M

owb

ray

Mat

erni

ty H

osp

ital-

Gen

eral

mai

nten

ance

8.

4 M

etro

G

ener

al m

aint

enan

ce

- -

- -

- -

1 50

3

000

15

Nel

spoo

rt - N

elsp

oort

Hos

pita

l- Re

pairs

to

war

ds

8.1

Cen

tral K

aro

o R

& R

to w

ard

s -

- -

- -

- 1

3 00

0 6

500

16

Nel

spoo

rt- N

elsp

oort

Hos

pita

l- El

ectri

cal

cab

le re

plac

emen

t 8.

1 C

entra

l Ka

roo

Elec

trica

l ca

ble

repl

acem

ent

(ove

rhea

d)

- -

- -

- -

1 5

000

-

17

Nya

nga

- Nya

nga

CD

C- P

harm

acy

Com

plia

nce

and

Gen

eral

Mai

nten

ance

8.

1 M

etro

Ph

arm

acy

com

plia

nce

and

R &

R

- -

- -

- -

500

1 35

0 50

18

Ob

serv

ato

ry -

Val

kenb

erg

Hosp

ital-

R, R

&

R 8.

4 M

etro

R,

R &

R

- -

- -

- -

- 1

000

9 00

0

19

Ob

serv

ato

ry- G

root

e Sc

huur

Hos

pita

l- BM

S Up

grad

e 8.

5 M

etro

R&

R - B

MS

Upgr

ade

- -

- -

- 12

8 4

000

5 00

0 6

000

20

Ob

serv

ato

ry- G

root

e Sc

huur

Hos

pita

l- C

entra

l Kitc

hen-

Flo

or R

epla

cem

ent

8.5

Met

ro

Cen

tral K

itche

n: F

loor

Re

plac

emen

t 17

4 78

1

956

572

1 89

2 1

263

50

- -

21

Ob

serv

ato

ry- G

root

e Sc

huur

Hos

pita

l- C

entra

l Kitc

hen-

Flo

or R

epla

cem

ent

Com

plet

ion

8.5

Met

ro

Com

plet

ion

of P

hase

2

of c

anc

elle

d p

roje

ct.

- -

- -

500

500

1 80

0 -

-

No

Proj

ect N

ame

Sub-

prog

ram

me

Dist

rict

Mun

icip

ality

O

utpu

ts

Out

com

e M

ain

App

ro-

pria

tion

Adj

uste

d A

ppro

-pr

iatio

n

Revi

sed

Estim

ate

Med

ium

Term

Est

imat

es

2013

/14

R000

's 20

14/1

5 R0

00’s

20

15/1

6 R0

00’s

20

16/1

7 R0

00’s

20

17/1

8 R0

00’s

20

18/1

9 R0

00’s

20

19/2

0 R0

00’s

22

Philli

pi-

Inza

me

Zab

antu

CD

C- N

ew

Infe

ctio

us D

isea

ses U

nit a

nd P

harm

acy

upgr

ade

8.1

Met

ro

ARV

Con

sulti

ng ro

oms

and

New

Pha

rmac

y 1

665

1 99

9 8

25

400

15

10

- -

23

Pike

tber

g- P

iket

ber

g C

linic

- Up

grad

e a

nd

Ad

diti

ons

8.1

Wes

t Coa

st

Clin

ic U

pgr

ade

and

A

dd

ition

s -

- -

- -

- -

- 50

24

Prin

ce A

lber

t- Pr

ince

Alb

ert A

mb

ulan

ce

Stat

ion-

Up

grad

e an

d A

dd

ition

s inc

lud

ing

was

h b

ay

8.2

Cen

tral K

aro

o Up

grad

e a

nd A

dd

ition

s -

- -

- -

- 80

0 1

400

50

25

Rob

erts

on- R

ober

tson

Hos

pita

l- A

cute

Ps

ychi

atric

War

d a

nd N

ew E

C

8.3

Ca

pe

Win

elan

ds

Acu

te P

sych

iatri

c W

ard

an

d N

ew E

C

- -

- -

- -

250

2 00

0 10

000

26

Stel

lenb

osch

- Ste

llenb

osch

Hos

pita

l- EC

Up

grad

e a

nd A

dd

ition

s 8.

3 C

ap

e W

inel

and

s Em

erge

ncy

Cen

tre

Upgr

ade

and

Ad

diti

ons

- 78

4 2

290

18 0

00

12 8

00

8 95

5 18

000

50

-

27

Swel

lend

am- S

wel

lend

am A

mb

ulan

ce

Stat

ion-

Up

grad

e an

d A

dd

ition

s 8.

2 O

verb

erg

Up

grad

e a

nd A

dd

ition

s -

- -

- 20

0 20

0 20

0 -

-

28

Thor

nton

- Wes

tern

Cap

e Re

hab

ilitat

ion

Cen

tre- O

rthot

ic &

Pro

sthe

tic C

entre

Up

grad

e

8.6

Met

ro

Orth

otic

& P

rost

hetic

C

entre

up

gra

de

- -

- 50

0 50

0 50

0 2

000

1 00

0 10

000

29

Vre

den

da

l- V

red

end

al N

orth

Clin

ic-

Upgr

ade

and

Ad

diti

ons

8.1

Wes

t Coa

st

Clin

ic U

pgr

ade

and

A

dd

ition

s -

- -

- -

- -

- 50

30

Wel

lingt

on- W

ellin

gton

CD

C- P

harm

acy

add

ition

s and

alte

ratio

ns

8.1

Ca

pe

Win

elan

ds

Pha

rmac

y ad

diti

ons

and

alte

ratio

ns

- -

138

4 37

9 1

551

1 74

3 3

808

500

-

31

Wel

lingt

on- W

ind

meu

l Clin

ic- U

pgr

ade

and

Ad

diti

ons

8.

1 C

ap

e W

inel

and

s Up

grad

e a

nd A

dd

ition

s -

- -

- -

- 80

0 1

200

50

32

Wor

cest

er- W

CC

N B

olan

d C

amp

us-

Ad

diti

ona

l Nur

ses a

ccom

mod

atio

n- E

rica

Ho

stel

8.6

Ca

pe

Win

elan

ds

Nur

ses

acco

mm

odat

ion

at t

he

Eric

a h

oste

l ad

diti

ons

- 36

3 5

463

1 00

0 2

014

322

300

- -

33

Wor

cest

er- W

orce

ster

CD

C- D

enta

l Sui

te

add

ition

s and

alte

ratio

ns

8.1

Ca

pe

Win

elan

ds

Den

tal s

uite

ad

diti

ons

and

alte

ratio

ns

185

1 97

9 1

844

50

400

285

50

- -

34

Wyn

ber

g- V

icto

ria H

osp

ital-

New

EC

8.

3 M

etro

N

ew E

mer

genc

y C

entre

20

4 45

2 1

632

5 00

0 3

701

853

8 21

7 29

000

14

050

Tota

l upg

rade

s an

d ad

ditio

ns

57 5

31

64 3

51

49 0

26

59 8

11

71 5

35

106

149




No

Proj

ect N

ame

Sub-

prog

ram

me

Dist

rict

Mun

icip

ality

O

utpu

ts

Out

com

e M

ain

App

ro-

pria

tion

Adj

uste

d A

ppro

-pr

iatio

n

Revi

sed

Estim

ate

Med

ium

Term

Est

imat

es

2013

/14

R000

's 20

14/1

5 R0

00’s

20

15/1

6 R0

00’s

20

16/1

7 R0

00’s

20

17/1

8 R0

00’s

20

18/1

9 R0

00’s

20

19/2

0 R0

00’s

22

Ob

serv

ato

ry- G

root

e Sc

huur

Hos

pita

l- EC

up

grad

e a

nd a

dd

ition

s 8.

5 M

etro

Em

erge

ncy

Cen

tre

Upgr

ade

and

Ad

diti

ons

1 04

1 1

408

2 40

2 2

500

2 50

0 2

679

1 00

0 8

000

8 00

0

23

Ob

serv

ato

ry- G

root

e Sc

huur

Hos

pita

l- M

aste

rpla

n 8.

5 M

etro

M

aste

rpla

n 50

0 -

- -

- -

- -

1 00

0

24

Ob

serv

ato

ry- G

root

e Sc

huur

Hos

pita

l- R

&

R to

OPD

8.

5 M

etro

R

& R

to O

PD

- -

- -

- -

- -

1 00

0

25

Ob

serv

ato

ry- G

root

e Sc

huur

Hos

pita

l- V

entil

atio

n a

nd A

C re

furb

ishm

ent i

ncl

Mec

hani

cal I

nsta

llatio

n

8.5

Met

ro

R&R

- Ven

tilat

ion,

AC

&

AC

Pip

ing

-

- -

- -

- -

15 0

00

10 0

00

26

Ob

serv

ato

ry- V

alke

nber

g Ho

spita

l- Re

nova

tions

to h

istor

ica

l ad

min

bui

ldin

g Ph

2

8.4

Met

ro

Reno

vatio

ns to

the

hist

oric

al a

dm

inist

ratio

n b

uild

ing

Ph2

- -

2 59

4 37

350

36

050

37

273

23

000

64

0 -

27

Paro

w- T

yger

ber

g Ho

spita

l- 11

kV

Gen

erat

or P

ane

l Up

grad

e 8.

5 M

etro

Re

plac

emen

t of 1

1kV

ge

nera

tor s

witc

hgea

r an

d c

ontro

l pan

el

- -

- -

500

500

7 00

0 50

0 10

000

28

Paro

w- T

yger

ber

g Ho

spita

l- 11

kV M

ain

Sub

stat

ion

Upgr

ade

8.5

Met

ro

Repl

acem

ent o

f 11k

V

mai

n su

bst

atio

n sw

itchg

ear a

nd

pro

tect

ion

pan

els

- -

- -

- -

2 90

0 6

500

5 00

0

29

Paro

w- T

yger

ber

g Ho

spita

l- C

1D W

est E

C

Ph2

8.5

Met

ro

C1D

Wes

t EC

Ph2

-

- 1

760

15 1

00

11 0

20

12 8

84

6 90

0 50

0 -

30

Paro

w- T

yger

ber

g Ho

spita

l- C

ivil

wor

ks

and

road

s up

gra

de

8.5

Met

ro

Civ

il w

orks

in R

oad

s up

grad

e -

- -

- -

- -

- 1

000

31

Paro

w- T

yger

ber

g Ho

spita

l- M

echa

nica

l Up

grad

e 8.

5 M

etro

M

edic

al g

as u

pgr

ade

- -

- -

- -

100

4 00

0 4

000

32

Paro

w- T

yger

ber

g Ho

spita

l- Se

wer

age

Upgr

ade

8.5

Met

ro

Sew

er S

tack

Re

plac

emen

t -

- -

- -

- 5

000

10 0

00

10 0

00

33

Pike

tber

g- R

adie

Kot

ze H

osp

ital-

Hosp

ital

layo

ut im

pro

vem

ent

8.3

Wes

t Coa

st

R&R

- -

- -

- -

250

5 75

0 25

34

Rond

ebos

ch- R

ed C

ross

Wa

r Mem

oria

l C

hild

rens

Hos

pita

l- M

aste

rpla

n 8.

5 M

etro

M

aste

rpla

n -

- -

500

900

- 5

- -

35

Som

erse

t Wes

t- He

lder

ber

g H

osp

ital-

EC

Upgr

ade

and

Ad

diti

ons

8.3

Met

ro

Emer

genc

y C

entre

Up

grad

e a

nd A

dd

ition

s -

216

638

7 50

0 95

0 1

040

6 35

2 22

322

5

500

36

Som

erse

t Wes

t- He

lder

ber

g H

osp

ital-

Hosp

ital r

epa

irs a

nd re

nova

tion

8.3

Met

ro

R &

R to

hos

pita

l -

- -

- -

- 1

1 00

0 10

000

37

Stel

lenb

osch

- St

elle

nbos

ch H

osp

ital-

Hosp

ital a

nd st

ores

repa

irs a

nd

reno

vatio

n

8.3

Ca

pe

Win

elan

ds

R &

R to

hos

pita

l in

clud

ing

stor

es

- -

- -

- -

1 1

000

10 0

00

38

Swel

lend

am- S

wel

lend

am H

osp

ital-

Acu

te P

sych

iatri

c W

ard

8.

3 O

verb

erg

R&

R -

- -

- -

- 80

0 1

200

-

39

Var

ious

Pha

rmac

ies u

pgr

ade

8.1-

Ph

arm

acie

s reh

abilit

atio

n 8.

1 V

ario

us

Pha

rmac

ies

reha

bilit

atio

n -

- -

1 00

0 1

000

800

1 00

0 2

500

2 50

0

40

Var

ious

Pha

rmac

ies u

pgr

ade

8.3

8.3

Var

ious

Ph

arm

acy

reha

bilit

atio

n -

- -

1 00

0 50

0 80

0 2

000

2 00

0 2

000

41

Vre

den

bur

g- V

red

enb

urg

Hosp

ital-

Upgr

ade

Ph2B

Com

ple

tion

8.3

Wes

t Coa

st

Hosp

ital u

pgr

ade

Ph2B

C

ompl

etio

n -

- 62

4 27

000

34

654

43

844

69

830

44

500

80

0

42

Wor

cest

er- B

rew

elsk

loof

Hos

pita

l- R

& R

on

hos

pita

l inc

lud

ing

mec

hani

cal w

ork

on H

VA

C

8.4

Ca

pe

Win

elan

ds

R &

R o

n ho

spita

l in

clud

ing

mec

hani

cal

wor

k on

HV

AC

- -

- -

- -

- 50

1

000

43

Wor

cest

er- E

mp

ilisw

eni C

linic

- R, R

& R

8.

1 W

inel

and

s R

& R

& R

-

- -

- -

- -

500

4 00

0

PART B



No

Proj

ect N

ame

Sub-

prog

ram

me

Dist

rict

Mun

icip

ality

O

utpu

ts

Out

com

e M

ain

App

ro-

pria

tion

Adj

uste

d A

ppro

-pr

iatio

n

Revi

sed

Estim

ate

Med

ium

Term

Est

imat

es

2013

/14

R000

's 20

14/1

5 R0

00’s

20

15/1

6 R0

00’s

20

16/1

7 R0

00’s

20

17/1

8 R0

00’s

20

18/1

9 R0

00’s

20

19/2

0 R0

00’s

44

Wor

cest

er- W

CC

N B

olan

d C

amp

us-

Nur

ses a

ccom

mod

atio

n a

t Eric

a H

oste

l, R

& R

8.6

Ca

pe

Win

elan

ds

Nur

ses

acco

mm

odat

ion

at

Eric

a H

oste

l, R

& R

1 14

0 3

553

14 5

78

8 70

0 11

900

13

156

30

0 -

-

45

Wor

cest

er- W

orce

ster

Hos

pita

l- Fi

re

com

plia

nce

8.4

Ca

pe

Win

elan

ds

Fire

com

plia

nce

- -

- 1

000

500

250

4 50

0 1

000

-

46

Wor

cest

er- W

orce

ster

Hos

pita

l- M

OU

upgr

ade

8.4

Ca

pe

Win

elan

ds

MO

U Up

grad

e -

- -

- -

- 1

1 50

0

47

Wor

cest

er- W

orce

ster

Hos

pita

l- Up

grad

e Ph

5 8.

4 C

ap

e W

inel

and

s Ho

spita

l Up

grad

e Ph

5 1

969

13 1

51

16 8

50

3 71

5 3

557

4 23

9 30

0 -

-

Tota

l reh

abili

tatio

n, re

nova

tions

and

refu

rbish

men

ts

107

442

107

773

120

706

138

649

163

589

203

801

No

Proj

ect N

ame

Sub-

prog

ram

me

Dist

rict

Mun

icip

ality

O

utpu

ts

Out

com

e M

ain

App

ro-

pria

tion

Adj

uste

d A

ppro

-pr

iatio

n

Revi

sed

Estim

ate

Med

ium

Term

Est

imat

es

2013

/14

R000

's 20

14/1

5 R0

00’s

20

15/1

6 R0

00’s

20

16/1

7 R0

00’s

20

17/1

8 R0

00’s

20

18/1

9 R0

00’s

20

19/2

0 R0

00’s

22

Ob

serv

ato

ry- G

root

e Sc

huur

Hos

pita

l- EC

up

grad

e a

nd a

dd

ition

s 8.

5 M

etro

Em

erge

ncy

Cen

tre

Upgr

ade

and

Ad

diti

ons

1 04

1 1

408

2 40

2 2

500

2 50

0 2

679

1 00

0 8

000

8 00

0

23

Ob

serv

ato

ry- G

root

e Sc

huur

Hos

pita

l- M

aste

rpla

n 8.

5 M

etro

M

aste

rpla

n 50

0 -

- -

- -

- -

1 00

0

24

Ob

serv

ato

ry- G

root

e Sc

huur

Hos

pita

l- R

&

R to

OPD

8.

5 M

etro

R

& R

to O

PD

- -

- -

- -

- -

1 00

0

25

Ob

serv

ato

ry- G

root

e Sc

huur

Hos

pita

l- V

entil

atio

n a

nd A

C re

furb

ishm

ent i

ncl

Mec

hani

cal I

nsta

llatio

n

8.5

Met

ro

R&R

- Ven

tilat

ion,

AC

&

AC

Pip

ing

-

- -

- -

- -

15 0

00

10 0

00

26

Ob

serv

ato

ry- V

alke

nber

g Ho

spita

l- Re

nova

tions

to h

istor

ica

l ad

min

bui

ldin

g Ph

2

8.4

Met

ro

Reno

vatio

ns to

the

hist

oric

al a

dm

inist

ratio

n b

uild

ing

Ph2

- -

2 59

4 37

350

36

050

37

273

23

000

64

0 -

27

Paro

w- T

yger

ber

g Ho

spita

l- 11

kV

Gen

erat

or P

ane

l Up

grad

e 8.

5 M

etro

Re

plac

emen

t of 1

1kV

ge

nera

tor s

witc

hgea

r an

d c

ontro

l pan

el

- -

- -

500

500

7 00

0 50

0 10

000

28

Paro

w- T

yger

ber

g Ho

spita

l- 11

kV M

ain

Sub

stat

ion

Upgr

ade

8.5

Met

ro

Repl

acem

ent o

f 11k

V

mai

n su

bst

atio

n sw

itchg

ear a

nd

pro

tect

ion

pan

els

- -

- -

- -

2 90

0 6

500

5 00

0

29

Paro

w- T

yger

ber

g Ho

spita

l- C

1D W

est E

C

Ph2

8.5

Met

ro

C1D

Wes

t EC

Ph2

-

- 1

760

15 1

00

11 0

20

12 8

84

6 90

0 50

0 -

30

Paro

w- T

yger

ber

g Ho

spita

l- C

ivil

wor

ks

and

road

s up

gra

de

8.5

Met

ro

Civ

il w

orks

in R

oad

s up

grad

e -

- -

- -

- -

- 1

000

31

Paro

w- T

yger

ber

g Ho

spita

l- M

echa

nica

l Up

grad

e 8.

5 M

etro

M

edic

al g

as u

pgr

ade

- -

- -

- -

100

4 00

0 4

000

32

Paro

w- T

yger

ber

g Ho

spita

l- Se

wer

age

Upgr

ade

8.5

Met

ro

Sew

er S

tack

Re

plac

emen

t -

- -

- -

- 5

000

10 0

00

10 0

00

33

Pike

tber

g- R

adie

Kot

ze H

osp

ital-

Hosp

ital

layo

ut im

pro

vem

ent

8.3

Wes

t Coa

st

R&R

- -

- -

- -

250

5 75

0 25

34

Rond

ebos

ch- R

ed C

ross

Wa

r Mem

oria

l C

hild

rens

Hos

pita

l- M

aste

rpla

n 8.

5 M

etro

M

aste

rpla

n -

- -

500

900

- 5

- -

35

Som

erse

t Wes

t- He

lder

ber

g H

osp

ital-

EC

Upgr

ade

and

Ad

diti

ons

8.3

Met

ro

Emer

genc

y C

entre

Up

grad

e a

nd A

dd

ition

s -

216

638

7 50

0 95

0 1

040

6 35

2 22

322

5

500

36

Som

erse

t Wes

t- He

lder

ber

g H

osp

ital-

Hosp

ital r

epa

irs a

nd re

nova

tion

8.3

Met

ro

R &

R to

hos

pita

l -

- -

- -

- 1

1 00

0 10

000

37

Stel

lenb

osch

- St

elle

nbos

ch H

osp

ital-

Hosp

ital a

nd st

ores

repa

irs a

nd

reno

vatio

n

8.3

Ca

pe

Win

elan

ds

R &

R to

hos

pita

l in

clud

ing

stor

es

- -

- -

- -

1 1

000

10 0

00

38

Swel

lend

am- S

wel

lend

am H

osp

ital-

Acu

te P

sych

iatri

c W

ard

8.

3 O

verb

erg

R&

R -

- -

- -

- 80

0 1

200

-

39

Var

ious

Pha

rmac

ies u

pgr

ade

8.1-

Ph

arm

acie

s reh

abilit

atio

n 8.

1 V

ario

us

Pha

rmac

ies

reha

bilit

atio

n -

- -

1 00

0 1

000

800

1 00

0 2

500

2 50

0

40

Var

ious

Pha

rmac

ies u

pgr

ade

8.3

8.3

Var

ious

Ph

arm

acy

reha

bilit

atio

n -

- -

1 00

0 50

0 80

0 2

000

2 00

0 2

000

41

Vre

den

bur

g- V

red

enb

urg

Hosp

ital-

Upgr

ade

Ph2B

Com

ple

tion

8.3

Wes

t Coa

st

Hosp

ital u

pgr

ade

Ph2B

C

ompl

etio

n -

- 62

4 27

000

34

654

43

844

69

830

44

500

80

0

42

Wor

cest

er- B

rew

elsk

loof

Hos

pita

l- R

& R

on

hos

pita

l inc

lud

ing

mec

hani

cal w

ork

on H

VA

C

8.4

Ca

pe

Win

elan

ds

R &

R o

n ho

spita

l in

clud

ing

mec

hani

cal

wor

k on

HV

AC

- -

- -

- -

- 50

1

000

43

Wor

cest

er- E

mp

ilisw

eni C

linic

- R, R

& R

8.

1 W

inel

and

s R

& R

& R

-

- -

- -

- -

500

4 00

0




Tabl

e C

5: N

on-in

frast

ruct

ure

No

Proj

ect N

ame

Sub-

prog

ram

me

Dist

rict

Mun

icip

ality

O

utpu

ts

Out

com

e M

ain

App

ro-

pria

tion

Adj

uste

d A

ppro

-pr

iatio

n

Revi

sed

Estim

ate

Med

ium

Term

Est

imat

es

2013

/14

R000

's 20

14/1

5 R0

00's

2015

/16

R000

's 20

16/1

7 R0

00’s

20

17/1

8 R0

00’s

20

18/1

9 R0

00’s

20

19/2

0 R0

00’s

1 A

tlant

is- W

esfle

ur H

osp

ital-

HT-

Ad

diti

on o

f EC

and

Pa

edia

tric

Wa

rd

8.3

Met

ro

HT: E

C

- -

- 3

000

3 00

0 3

586

500

- -

2 Be

aufo

rt W

est-

Cen

tral K

aro

o D

istric

t O

ffice

- OD

- Pro

ject

Sup

por

t 8.

6 C

entra

l Ka

roo

OD

: Pro

ject

Sup

por

t -

- -

- 36

5 -

369

402

438

3 Be

aufo

rt W

est-

Hill

Sid

e C

linic

- HT-

Re

plac

emen

t 8.

1 C

entra

l Ka

roo

HT: C

linic

-

- -

1 80

0 1

780

1 74

7 50

0 -

-

4 Be

llville

- Ka

rl Br

emer

Hos

pita

l- HT

- New

Bu

lk S

tore

8.

3 M

etro

HT

: Sto

re

- -

- 1

500

1 50

0 1

242

300

- -

5 C

ap

e To

wn-

Dist

rict S

ix C

DC

- HT-

New

8.

1 M

etro

HT

: CD

C

- -

- 2

000

2 00

0 3

012

7 08

9 -

-

6 G

ansb

aai-

Gan

sbaa

i Clin

ic- H

T- U

pgr

ade

and

Ad

diti

ons

8.1

Ove

rber

g

HT: C

linic

-

- -

- -

- -

- 1

500

7 G

eorg

e- T

hem

bal

ethu

CD

C- H

T-

Repl

acem

ent

8.1

Eden

HT

: CD

C R

epla

cem

ent

- -

- -

- -

6 00

0 -

-

8 G

eorg

e- T

hem

bal

ethu

CD

C- O

D-

Repl

acem

ent

8.1

Eden

O

D a

nd Q

A

- -

- -

160

160

100

- -

9 G

reen

Poi

nt- N

ew S

omer

set H

osp

ital-

HT-

A

cute

Psy

chia

tric

Unit

8.4

Met

ro

HT: A

cute

Psy

chia

tric

Unit

- -

- -

- -

- -

1 50

0

10

Gre

en P

oint

- New

Som

erse

t Hos

pita

l- H

T-

Upgr

adin

g of

thea

tres a

nd v

entil

atio

n 8.

4 M

etro

HT

: The

atre

Com

plex

Up

grad

e -

- -

3 00

0 3

000

2 09

7 30

0 -

-

11

Gre

en P

oint

- New

Som

erse

t Hos

pita

l- Q

A-

Acu

te P

sych

iatri

c Un

it 8.

4 M

etro

O

D a

nd Q

A

- -

- -

100

- -

- 30

0

12

Herm

anus

- Her

man

us H

osp

ital-

HT- N

ew

Acu

te P

sych

iatri

c W

ard

8.

3 O

verb

erg

HT

: Acu

te P

sych

iatri

c W

ard

-

- -

- -

- -

500

500

13

Infra

Uni

t- Be

llville

Eng

Wor

ksho

p- O

D-

Ca

pac

itatio

n 8.

6 M

etro

O

D: C

ap

acita

tion

- -

- 4

561

5 02

4 4

893

7 69

4 8

691

9 46

5

14

Infra

Uni

t- Be

llville

Eng

Wor

ksho

p- O

D-

Ca

pac

itatio

n 8.

6 M

etro

O

D: I

nfra

Sup

por

t -

- -

1 26

3 60

20

5 24

8 28

9 30

7

15

Infra

Uni

t- En

g an

d T

ech

Serv

ices

- OD

- C

ap

acita

tion

8.6

Met

ro

OD

: Ca

pac

itatio

n -

- -

1 17

7 11

2 84

95

3 1

382

1 50

5

16

Infra

Uni

t- En

g an

d T

ech

Serv

ices

- OD

- C

ap

acita

tion

8.6

Met

ro

OD

: Inf

ra S

upp

ort

- -

- 42

3 41

7 41

5 41

2 44

8 48

4

17

Infra

Uni

t- HT

Uni

t- O

D- C

ap

acita

tion

8.6

Met

ro

OD

: Ca

pac

itatio

n -

- -

3 50

4 4

197

4 23

3 4

520

4 92

2 5

360

18

Infra

Uni

t- HT

Uni

t- O

D- C

ap

acita

tion

8.6

Met

ro

OD

: Inf

ra S

upp

ort

- -

- 2

543

1 89

6 1

782

2 20

8 2

435

2 64

5

19

Infra

Uni

t- In

fra M

an C

D- O

D-

Ca

pac

itatio

n 8.

6 M

etro

O

D: C

ap

acita

tion

- -

- 3

505

3 61

5 3

558

3 88

8 4

237

4 61

2

20

Infra

Uni

t- In

fra M

an C

D- O

D-

Ca

pac

itatio

n 8.

6 M

etro

O

D: I

nfra

Sup

por

t -

- -

3 91

0 3

217

3 00

6 3

417

4 18

5 4

544

21

Infra

Uni

t- In

fra P

lann

ing-

OD

- C

ap

acita

tion

8.6

Met

ro

OD

: Ca

pac

itatio

n -

- -

11 0

40

9 80

4 12

710

11

752

12

915

14

065

22

Infra

Uni

t- In

fra P

lann

ing-

OD

- C

ap

acita

tion

8.6

Met

ro

OD

: Inf

ra S

upp

ort

- -

- 1

705

1 22

0 1

218

1 55

4 1

704

1 83

3

23

Infra

Uni

t- In

fra P

rog

Del

iver

y- O

D-

Ca

pac

itatio

n 8.

6 M

etro

O

D: C

ap

acita

tion

- -

- 8

703

7 39

9 5

427

8 85

1 9

638

10 4

97

24

Infra

Uni

t- In

fra P

rog

Del

iver

y- O

D-

Ca

pac

itatio

n 8.

6 M

etro

O

D: I

nfra

Sup

por

t -

- -

2 34

7 1

440

1 62

4 2

437

2 66

7 2

884

PART B



No

Proj

ect N

ame

Sub-

prog

ram

me

Dist

rict

Mun

icip

ality

O

utpu

ts

Out

com

e M

ain

App

ro-

pria

tion

Adj

uste

d A

ppro

-pr

iatio

n

Revi

sed

Estim

ate

Med

ium

Term

Est

imat

es

2013

/14

R000

's 20

14/1

5 R0

00's

2015

/16

R000

's 20

16/1

7 R0

00’s

20

17/1

8 R0

00’s

20

18/1

9 R0

00’s

20

19/2

0 R0

00’s

25

Kha

yelit

sha

- Kh

ayel

itsha

(Site

B) C

HC

- HT-

Te

mp

orar

y ID

U 8.

1 M

etro

H

T- T

emp

orar

y -

- -

- 50

1

268

50

- -

26

Kha

yelit

sha

- Kha

yelit

sha

Hos

pita

l- HT

- CT

Sca

n 8.

3 M

etro

HT

: Hos

pita

l (C

T Sc

an)

- -

- 6

000

6 00

0 5

072

500

- -

27

Knys

na- K

nysn

a H

osp

ital-

HT- P

AC

S-RI

S 8.

3 Ed

en

HT: P

AC

S-RI

S -

- -

2 30

0 2

300

2 11

4 1

000

- -

28

Knys

na- K

nysn

a H

osp

ital-

HT- W

ard

s and

Su

pp

ort S

ervi

ces

8.3

Eden

HT

Hos

pita

l: W

ard

s &

sup

p se

rvic

es

- -

- -

256

1 92

2 50

0 -

-

29

Mal

mes

bury

- Ab

bot

sda

le S

ate

llite

Clin

ic-

HT-

Rep

lace

men

t 8.

1 W

est C

oast

HT

: Rep

lace

men

t -

- -

- -

- -

300

500

30

Mitc

hells

Pla

in- M

etro

Ea

st D

istric

t M

aint

enan

ce H

ub- O

D- I

nfra

stru

ctur

e Su

pp

ort

8.6

Met

ro

Hub

and

Sp

oke

Impl

emen

tatio

n -

- -

- -

- 1

500

1 50

0 1

500

31

Mitc

hells

Pla

in- M

itche

lls P

lain

Hos

pita

l- H

T- N

ew W

ard

8.

3 M

etro

HT

Hos

pita

l: N

ew W

ard

-

- -

- 20

0 1

517

2 00

0 -

-

32

Mitc

hells

Pla

in- M

itche

lls P

lain

Hos

pita

l- H

T- W

aste

Man

age

men

t 8.

3 M

etro

HT

: Was

te

Man

agem

ent

- -

- -

- -

- 2

000

-

33

Mitc

hells

Pla

in- M

itche

lls P

lain

Hos

pita

l- O

D- S

CM

Sup

por

t 8.

3 M

etro

O

D: S

CM

Sup

por

t -

- -

3 53

9 4

303

4 19

8 5

358

6 07

9 6

614

34

Mos

sel B

ay-

Asla

Par

k C

linic

- HT

8.1

Eden

HT

: Clin

ic

- -

- -

- -

500

1 50

0 -

35

Mos

sel B

ay-

Mos

sel B

ay

Hosp

ital-

OD

- SC

M S

upp

ort

8.3

Eden

O

D: S

CM

Sup

por

t -

- -

541

339

355

355

385

420

36

Nap

ier-

Nap

ier C

linic

- HT-

Rep

lace

men

t 8.

1 O

verb

erg

HT

: Clin

ic

- -

- -

20

- 1

500

- -

37

Nap

ier-

Nap

ier C

linic

- OD

and

QA

- Re

plac

emen

t 8.

1 O

verb

erg

O

D a

nd Q

A

- -

- 50

50

50

50

-

-

38

Ob

serv

ato

ry- G

root

e Sc

huur

Hos

pita

l- H

T-

Refu

rbish

men

t 8.

5 M

etro

HT

: Ref

urbi

shm

ent

- -

- -

- -

10 4

97

7 14

0 3

344

39

Ob

serv

ato

ry- G

root

e Sc

huur

Hos

pita

l- H

T-

Refu

rbish

men

t 8.

5 M

etro

(b

lank

) -

- -

- -

- -

11 2

77

22 0

84

40

Ob

serv

ato

ry- O

bse

rva

tory

FPL

- HT-

Re

plac

emen

t 8.

6 M

etro

HT

: FPL

-

- -

- -

- -

- 9

500

41

Ob

serv

ato

ry- O

bse

rva

tory

FPL

- OD

and

Q

A- R

epla

cem

ent

8.6

Met

ro

OD

and

QA

-

- -

- 10

0 -

- 15

0 15

0

42

Ob

serv

ato

ry- V

alke

nber

g Ho

spita

l- O

D

and

QA

- For

ensic

Pre

cinc

t- Lo

w S

ecur

ity,

Chr

onic

and

OT

8.4

Met

ro

OD

and

QA

-

- -

258

- 34

-

- 1

340

43

Ob

serv

ato

ry- V

alke

nber

g Ho

spita

l- O

D-

Com

miss

ioni

ng S

upp

ort

8.4

Met

ro

OD

: Com

miss

ioni

ng

Sup

por

t -

- -

959

941

922

723

787

857

44

Ob

serv

ato

ry- V

alke

nber

g Ho

spita

l- O

D-

Proj

ect S

upp

ort

8.4

Met

ro

OD

: Pro

ject

Sup

por

t -

- -

747

994

1 00

7 1

103

1 20

3 1

307

45

Paro

w- T

yger

ber

g Ho

spita

l- H

T- C

1D W

est

8.5

Met

ro

HT: C

D W

est

- -

- 2

000

2 00

0 1

500

2 00

0 -

-

46

Paro

w- T

yger

ber

g Ho

spita

l- H

T-

Refu

rbish

men

t 8.

5 M

etro

HT

Hos

pita

l: Re

furb

ishm

ent

- -

- -

2 00

0 8

000

25 7

45

20 7

10

11 0

00

47

Paro

w- T

yger

ber

g Ho

spita

l- H

T-

Refu

rbish

men

t 8.

5 M

etro

(b

lank

) -

- -

- -

- -

16 9

15

28 1

26

48

Paro

w- T

yger

ber

g Ho

spita

l- H

T-

Repl

acem

ent o

f Cat

h La

b

8.5

Met

ro

HT: C

ath

La

b

- -

- 10

000

10

000

12

460

1

481

- -

Tabl

e C

5: N

on-in

frast

ruct

ure

No

Proj

ect N

ame

Sub-

prog

ram

me

Dist

rict

Mun

icip

ality

O

utpu

ts

Out

com

e M

ain

App

ro-

pria

tion

Adj

uste

d A

ppro

-pr

iatio

n

Revi

sed

Estim

ate

Med

ium

Term

Est

imat

es

2013

/14

R000

's 20

14/1

5 R0

00's

2015

/16

R000

's 20

16/1

7 R0

00’s

20

17/1

8 R0

00’s

20

18/1

9 R0

00’s

20

19/2

0 R0

00’s

1 A

tlant

is- W

esfle

ur H

osp

ital-

HT-

Ad

diti

on o

f EC

and

Pa

edia

tric

Wa

rd

8.3

Met

ro

HT: E

C

- -

- 3

000

3 00

0 3

586

500

- -

2 Be

aufo

rt W

est-

Cen

tral K

aro

o D

istric

t O

ffice

- OD

- Pro

ject

Sup

por

t 8.

6 C

entra

l Ka

roo

OD

: Pro

ject

Sup

por

t -

- -

- 36

5 -

369

402

438

3 Be

aufo

rt W

est-

Hill

Sid

e C

linic

- HT-

Re

plac

emen

t 8.

1 C

entra

l Ka

roo

HT: C

linic

-

- -

1 80

0 1

780

1 74

7 50

0 -

-

4 Be

llville

- Ka

rl Br

emer

Hos

pita

l- HT

- New

Bu

lk S

tore

8.

3 M

etro

HT

: Sto

re

- -

- 1

500

1 50

0 1

242

300

- -

5 C

ap

e To

wn-

Dist

rict S

ix C

DC

- HT-

New

8.

1 M

etro

HT

: CD

C

- -

- 2

000

2 00

0 3

012

7 08

9 -

-

6 G

ansb

aai-

Gan

sbaa

i Clin

ic- H

T- U

pgr

ade

and

Ad

diti

ons

8.1

Ove

rber

g

HT: C

linic

-

- -

- -

- -

- 1

500

7 G

eorg

e- T

hem

bal

ethu

CD

C- H

T-

Repl

acem

ent

8.1

Eden

HT

: CD

C R

epla

cem

ent

- -

- -

- -

6 00

0 -

-

8 G

eorg

e- T

hem

bal

ethu

CD

C- O

D-

Repl

acem

ent

8.1

Eden

O

D a

nd Q

A

- -

- -

160

160

100

- -

9 G

reen

Poi

nt- N

ew S

omer

set H

osp

ital-

HT-

A

cute

Psy

chia

tric

Unit

8.4

Met

ro

HT: A

cute

Psy

chia

tric

Unit

- -

- -

- -

- -

1 50

0

10

Gre

en P

oint

- New

Som

erse

t Hos

pita

l- H

T-

Upgr

adin

g of

thea

tres a

nd v

entil

atio

n 8.

4 M

etro

HT

: The

atre

Com

plex

Up

grad

e -

- -

3 00

0 3

000

2 09

7 30

0 -

-

11

Gre

en P

oint

- New

Som

erse

t Hos

pita

l- Q

A-

Acu

te P

sych

iatri

c Un

it 8.

4 M

etro

O

D a

nd Q

A

- -

- -

100

- -

- 30

0

12

Herm

anus

- Her

man

us H

osp

ital-

HT- N

ew

Acu

te P

sych

iatri

c W

ard

8.

3 O

verb

erg

HT

: Acu

te P

sych

iatri

c W

ard

-

- -

- -

- -

500

500

13

Infra

Uni

t- Be

llville

Eng

Wor

ksho

p- O

D-

Ca

pac

itatio

n 8.

6 M

etro

O

D: C

ap

acita

tion

- -

- 4

561

5 02

4 4

893

7 69

4 8

691

9 46

5

14

Infra

Uni

t- Be

llville

Eng

Wor

ksho

p- O

D-

Ca

pac

itatio

n 8.

6 M

etro

O

D: I

nfra

Sup

por

t -

- -

1 26

3 60

20

5 24

8 28

9 30

7

15

Infra

Uni

t- En

g an

d T

ech

Serv

ices

- OD

- C

ap

acita

tion

8.6

Met

ro

OD

: Ca

pac

itatio

n -

- -

1 17

7 11

2 84

95

3 1

382

1 50

5

16

Infra

Uni

t- En

g an

d T

ech

Serv

ices

- OD

- C

ap

acita

tion

8.6

Met

ro

OD

: Inf

ra S

upp

ort

- -

- 42

3 41

7 41

5 41

2 44

8 48

4

17

Infra

Uni

t- HT

Uni

t- O

D- C

ap

acita

tion

8.6

Met

ro

OD

: Ca

pac

itatio

n -

- -

3 50

4 4

197

4 23

3 4

520

4 92

2 5

360

18

Infra

Uni

t- HT

Uni

t- O

D- C

ap

acita

tion

8.6

Met

ro

OD

: Inf

ra S

upp

ort

- -

- 2

543

1 89

6 1

782

2 20

8 2

435

2 64

5

19

Infra

Uni

t- In

fra M

an C

D- O

D-

Ca

pac

itatio

n 8.

6 M

etro

O

D: C

ap

acita

tion

- -

- 3

505

3 61

5 3

558

3 88

8 4

237

4 61

2

20

Infra

Uni

t- In

fra M

an C

D- O

D-

Ca

pac

itatio

n 8.

6 M

etro

O

D: I

nfra

Sup

por

t -

- -

3 91

0 3

217

3 00

6 3

417

4 18

5 4

544

21

Infra

Uni

t- In

fra P

lann

ing-

OD

- C

ap

acita

tion

8.6

Met

ro

OD

: Ca

pac

itatio

n -

- -

11 0

40

9 80

4 12

710

11

752

12

915

14

065

22

Infra

Uni

t- In

fra P

lann

ing-

OD

- C

ap

acita

tion

8.6

Met

ro

OD

: Inf

ra S

upp

ort

- -

- 1

705

1 22

0 1

218

1 55

4 1

704

1 83

3

23

Infra

Uni

t- In

fra P

rog

Del

iver

y- O

D-

Ca

pac

itatio

n 8.

6 M

etro

O

D: C

ap

acita

tion

- -

- 8

703

7 39

9 5

427

8 85

1 9

638

10 4

97

24

Infra

Uni

t- In

fra P

rog

Del

iver

y- O

D-

Ca

pac

itatio

n 8.

6 M

etro

O

D: I

nfra

Sup

por

t -

- -

2 34

7 1

440

1 62

4 2

437

2 66

7 2

884




No

Proj

ect N

ame

Sub-

prog

ram

me

Dist

rict

Mun

icip

ality

O

utpu

ts

Out

com

e M

ain

App

ro-

pria

tion

Adj

uste

d A

ppro

-pr

iatio

n

Revi

sed

Estim

ate

Med

ium

Term

Est

imat

es

2013

/14

R000

's 20

14/1

5 R0

00's

2015

/16

R000

's 20

16/1

7 R0

00’s

20

17/1

8 R0

00’s

20

18/1

9 R0

00’s

20

19/2

0 R0

00’s

49

Paro

w- T

yger

ber

g Ho

spita

l- H

T- W

ard

fu

rnitu

re

8.5

Met

ro

HT: W

ard

furn

iture

-

- -

1 00

0 1

000

666

796

1 50

0 -

50

Paro

w- T

yger

ber

g Ho

spita

l- O

D- P

roje

ct

Sup

por

t 8.

5 M

etro

O

D: P

roje

ct S

upp

ort

- -

- 3

544

3 17

2 2

967

3 77

7 4

256

4 63

4

51

Pike

tber

g- R

adie

Kot

ze H

osp

ital-

HT-

Ps

ychi

atric

Exa

min

ing

Room

8.

3 W

est C

oast

HT

: Hos

pita

l -

- -

300

300

584

250

- -

52

Prin

ce A

lfred

Ha

mle

t- Pr

ince

Alfr

ed

Ham

let C

linic

- HT-

Rep

lace

men

t 8.

1 C

ap

e W

inel

and

s HT

: Clin

ic

- -

- -

200

1 42

8 3

000

- -

53

Prin

ce A

lfred

Ha

mle

t- Pr

ince

Alfr

ed

Ham

let C

linic

- OD

and

QA

- Rep

lace

men

t 8.

1 C

ap

e W

inel

and

s O

D a

nd Q

A

- -

- 10

0 17

0 10

0 30

-

-

54

Som

erse

t Wes

t- He

lder

ber

g A

mb

ulan

ce

Stat

ion-

HT-

New

8.

2 M

etro

HT

new

am

bul

ance

st

atio

n -

- -

- -

- -

- 1

000

55

Som

erse

t Wes

t- He

lder

ber

g H

osp

ital-

HT-

EC

Up

grad

e a

nd A

dd

ition

s 8.

3 M

etro

HT

: EC

-

- 1

301

- 67

79

60

0 2

500

2 50

0

56

Som

erse

t Wes

t- He

lder

ber

g H

osp

ital-

OD

an

d Q

A

8.3

Met

ro

OD

and

QA

-

- -

100

180

99

200

- -

57

Stel

lenb

osch

- Ste

llenb

osch

Hos

pita

l- H

T-

EC

8.3

Ca

pe

Win

elan

ds

HT: E

C

- -

- -

100

1 32

7 3

000

2 10

0 -

58

Stel

lenb

osch

- Ste

llenb

osch

Hos

pita

l- O

D

and

QA

- Rep

lace

men

t 8.

3 C

ap

e W

inel

and

s O

D a

nd Q

A

- -

- 20

0 18

0 20

0 18

0 -

-

59

Var

ious

Fac

ilitie

s- H

T-M

oder

nisa

tion

8.6

8.6

Var

ious

HT

: OF

- -

- 1

000

3 42

2 3

422

2 90

0 2

000

2 00

0

60

Vre

den

bur

g- V

red

enb

urg

Hosp

ital-

HT

8.3

Wes

t Coa

st

HT: H

osp

ital

- -

- 4

554

4 55

4 2

487

2 36

9 3

000

-

61

Vre

den

bur

g- V

red

enb

urg

Hosp

ital-

OD

- Pr

ojec

t Sup

por

t 8.

3 W

est C

oast

O

D: P

roje

ct S

upp

ort

- -

- 49

0 63

6 62

7 52

6 57

3 62

4

62

Vre

den

bur

g- V

red

enb

urg

Hosp

ital-

OD

- SC

M S

upp

ort

8.3

Wes

t Coa

st

OD

: SC

M S

upp

ort

- -

- 95

6 49

1 41

0 75

5 88

2 95

8

63

Wel

lingt

on- W

ellin

gton

CD

C- H

T-

Pha

rmac

y ad

diti

ons a

nd a

ltera

tions

8.

1 C

ap

e W

inel

and

s HT

: CD

C

- -

- -

- -

100

- -

64

Wel

lingt

on- W

ind

meu

l Clin

ic- H

T-

Upgr

ade

and

Ad

diti

ons

8.

1 C

ap

e W

inel

and

s HT

: Clin

ic

- -

- -

- -

- 50

0 50

0

65

Wol

sele

y- W

olse

ley

Clin

ic- H

T-

Repl

acem

ent

8.1

Ca

pe

Win

elan

ds

HT: C

linic

-

- -

- 20

0 1

430

3 45

0 -

-

66

Wol

sele

y- W

olse

ley

Clin

ic- O

D a

nd Q

A-

Repl

acem

ent

8.1

Ca

pe

Win

elan

ds

OD

and

QA

-

- -

100

170

100

30

- -

67

Wyn

ber

g- V

icto

ria H

osp

ital-

HT- N

ew E

C

8.3

Met

ro

HT: E

C

- -

- -

- -

- 5

500

8 00

0

68

Wyn

ber

g- V

icto

ria H

osp

ital-

QA

- New

EC

8.

3 M

etro

O

D a

nd Q

A

- -

- -

100

- -

130

130

Tota

l non

-infra

stru

ctur

e 94

719

94

801

10

7 34

4 13

9 91

7 14

7 30

2 16

9 52

7

PART B



Tabl

e C

6: T

rans

fer C

apita

l

No

Proj

ect N

ame

Sub-

prog

ram

me

Dist

rict

Mun

icip

ality

O

utpu

ts

Out

com

e M

ain

App

ro-

pria

tion

Adj

uste

d A

ppro

-pr

iatio

n

Revi

sed

Estim

ate

Med

ium

Term

Est

imat

es

2013

/14

R000

's 20

14/1

5 R0

00's

2015

/16

R000

's 20

16/1

7 20

17/1

8 R0

00’s

20

18/1

9 R0

00’s

20

19/2

0 R0

00’s

1 O

bse

rva

tory

- G

root

e Sc

huur

Ho

spita

l- N

euro

scie

nce

Reha

bilit

atio

n 8.

5 M

etro

N

euro

scie

nce

Reha

bilit

atio

n -

- -

5 00

0 -

- 5

000

15 0

00

-

2 Ro

ndeb

osch

- Re

d C

ross

W

ar M

emor

ial

Chi

ldre

ns H

osp

ital-

Paed

s IC

U Up

grad

e an

d E

xten

sion

(in p

artn

ersh

ip w

ith C

HT)

8.5

Met

ro

Proj

ect

in

Partn

ersh

ip

with

CHT

-

- -

10 0

00

10 0

00

10 0

00

10 0

00

- -

3 Tr

ansf

er to

CEI

for I

CT

8.6

Var

ious

Tr

ansf

er to

CEI

for I

CT

- -

- 2

000

- -

3 27

8 3

905

5 02

6

Tota

l tra

nsfe

r cap

ital

17 0

00

10 0

00

10 0

00

18 2

78

18 9

05

5 02

6

No

Proj

ect N

ame

Sub-

prog

ram

me

Dist

rict

Mun

icip

ality

O

utpu

ts

Out

com

e M

ain

App

ro-

pria

tion

Adj

uste

d A

ppro

-pr

iatio

n

Revi

sed

Estim

ate

Med

ium

Term

Est

imat

es

2013

/14

R000

's 20

14/1

5 R0

00's

2015

/16

R000

's 20

16/1

7 R0

00’s

20

17/1

8 R0

00’s

20

18/1

9 R0

00’s

20

19/2

0 R0

00’s

49

Paro

w- T

yger

ber

g Ho

spita

l- H

T- W

ard

fu

rnitu

re

8.5

Met

ro

HT: W

ard

furn

iture

-

- -

1 00

0 1

000

666

796

1 50

0 -

50

Paro

w- T

yger

ber

g Ho

spita

l- O

D- P

roje

ct

Sup

por

t 8.

5 M

etro

O

D: P

roje

ct S

upp

ort

- -

- 3

544

3 17

2 2

967

3 77

7 4

256

4 63

4

51

Pike

tber

g- R

adie

Kot

ze H

osp

ital-

HT-

Ps

ychi

atric

Exa

min

ing

Room

8.

3 W

est C

oast

HT

: Hos

pita

l -

- -

300

300

584

250

- -

52

Prin

ce A

lfred

Ha

mle

t- Pr

ince

Alfr

ed

Ham

let C

linic

- HT-

Rep

lace

men

t 8.

1 C

ap

e W

inel

and

s HT

: Clin

ic

- -

- -

200

1 42

8 3

000

- -

53

Prin

ce A

lfred

Ha

mle

t- Pr

ince

Alfr

ed

Ham

let C

linic

- OD

and

QA

- Rep

lace

men

t 8.

1 C

ap

e W

inel

and

s O

D a

nd Q

A

- -

- 10

0 17

0 10

0 30

-

-

54

Som

erse

t Wes

t- He

lder

ber

g A

mb

ulan

ce

Stat

ion-

HT-

New

8.

2 M

etro

HT

new

am

bul

ance

st

atio

n -

- -

- -

- -

- 1

000

55

Som

erse

t Wes

t- He

lder

ber

g H

osp

ital-

HT-

EC

Up

grad

e a

nd A

dd

ition

s 8.

3 M

etro

HT

: EC

-

- 1

301

- 67

79

60

0 2

500

2 50

0

56

Som

erse

t Wes

t- He

lder

ber

g H

osp

ital-

OD

an

d Q

A

8.3

Met

ro

OD

and

QA

-

- -

100

180

99

200

- -

57

Stel

lenb

osch

- Ste

llenb

osch

Hos

pita

l- H

T-

EC

8.3

Ca

pe

Win

elan

ds

HT: E

C

- -

- -

100

1 32

7 3

000

2 10

0 -

58

Stel

lenb

osch

- Ste

llenb

osch

Hos

pita

l- O

D

and

QA

- Rep

lace

men

t 8.

3 C

ap

e W

inel

and

s O

D a

nd Q

A

- -

- 20

0 18

0 20

0 18

0 -

-

59

Var

ious

Fac

ilitie

s- H

T-M

oder

nisa

tion

8.6

8.6

Var

ious

HT

: OF

- -

- 1

000

3 42

2 3

422

2 90

0 2

000

2 00

0

60

Vre

den

bur

g- V

red

enb

urg

Hosp

ital-

HT

8.3

Wes

t Coa

st

HT: H

osp

ital

- -

- 4

554

4 55

4 2

487

2 36

9 3

000

-

61

Vre

den

bur

g- V

red

enb

urg

Hosp

ital-

OD

- Pr

ojec

t Sup

por

t 8.

3 W

est C

oast

O

D: P

roje

ct S

upp

ort

- -

- 49

0 63

6 62

7 52

6 57

3 62

4

62

Vre

den

bur

g- V

red

enb

urg

Hosp

ital-

OD

- SC

M S

upp

ort

8.3

Wes

t Coa

st

OD

: SC

M S

upp

ort

- -

- 95

6 49

1 41

0 75

5 88

2 95

8

63

Wel

lingt

on- W

ellin

gton

CD

C- H

T-

Pha

rmac

y ad

diti

ons a

nd a

ltera

tions

8.

1 C

ap

e W

inel

and

s HT

: CD

C

- -

- -

- -

100

- -

64

Wel

lingt

on- W

ind

meu

l Clin

ic- H

T-

Upgr

ade

and

Ad

diti

ons

8.

1 C

ap

e W

inel

and

s HT

: Clin

ic

- -

- -

- -

- 50

0 50

0

65

Wol

sele

y- W

olse

ley

Clin

ic- H

T-

Repl

acem

ent

8.1

Ca

pe

Win

elan

ds

HT: C

linic

-

- -

- 20

0 1

430

3 45

0 -

-

66

Wol

sele

y- W

olse

ley

Clin

ic- O

D a

nd Q

A-

Repl

acem

ent

8.1

Ca

pe

Win

elan

ds

OD

and

QA

-

- -

100

170

100

30

- -

67

Wyn

ber

g- V

icto

ria H

osp

ital-

HT- N

ew E

C

8.3

Met

ro

HT: E

C

- -

- -

- -

- 5

500

8 00

0

68

Wyn

ber

g- V

icto

ria H

osp

ital-

QA

- New

EC

8.

3 M

etro

O

D a

nd Q

A

- -

- -

100

- -

130

130

Tota

l non

-infra

stru

ctur

e 94

719

94

801

10

7 34

4 13

9 91

7 14

7 30

2 16

9 52

7




•

•

•

•

•

•

•

•

•

PART C

Links to Other Plans


HEALTH FACILITY REVITALISATION GRANT (NATIONAL HEALTH GRANT)

To help accelerate construction, maintenance, upgrading and rehabilitation of new and existing infrastructure in health including, health technology, organisational systems (OD) and quality assurance (QA)

To enhance capacity to delivery health infrastructure

1. Number of health facilities planned (projects being planned i.e. in Control Framework for Infrastucture Delivery Management Stage 0, 1, 2, 3 or 4)

2. Number of health facilities designed (projects being designed i.e. in Control Framework for Infrastucture Delivery Management Stage 5 or 6)

3. Number of health facilities constructed (projects being constructed i.e. in Control Framework for Infrastucture Delivery Management Stage 7 or 8)

5814

12

18

4. Number of health facilities equipped 1315

5. Number of health facilities operationalized

816

6. Number of health facilities maintained 7217

EXPANDED PUBLIC WORKS PROGRAMME INTEGRATED GRANT FOR PROVINCES

To incentivise provincial departments to expand work creation efforts through the use of labour intensive delivery methods in the following identified focus areas, in compliance with the EPWP guidelines. Road maintenance and the

maintenance of buildings Low traffic volume roads and rural

roads Other economic and social

infrastructure Tourism and cultural industries Sustainable land-based livelihoods Waste management

1. Number of people employed and receiving income through the EPWP

2017/18 target is 68, comprising: Grounds – Cleaning

gardens at Hospitals and Clinics in Metropole area. Target – Gender 50/50 comprising of African, Coloured and White (48 people).

Central Laundries – Sorting of linen and delivery of clean linen to various health facilities. Target – 60% Female 40% Male (20 people)

Also targeting persons with physical challenges.

2. Increased average duration of the work opportunities created

Average duration of 1 year (with option to extend for an additional year)

SOCIAL SECTOR EPWP INCENTIVE GRANT FOR PROVINCES

To incentivise provincial Social Sector departments to increase job creation by focusing on the strengthening and expansion of social sector programmes that have employment potential.

1. Number of Intern Emergency Medical Care Officers receiving stipends

137

Public Entities

Table C 8: Public Entities Name of public entity Mandate Outputs Current annual budget

(R’000) Date of next evaluation

Note: Western Cape Government Health does not have any public entities and therefore this table is not applicable.

14 This figure only includes projects with a budget allocation for 2017/18. 15 Calculation includes facilities where a Health Technology project is planned to be completed during 2017/18 (i.e. area in facility will be equipped). 16 Areas / facilities are deemed to become operational within three months after being equipped. 17 This figure includes facilities where maintenance expenditure is planned to be incurred during 2017/18.




Public-Private Partnership

Table C 9: Public -private partnerships [PPP]

Name of PPP Purpose Outputs Current annual

budget

R’000

Date of termination

Measures to ensure smooth

transfer of responsibilities

Western Cape Rehabilitation Centre (WCRC) Public Private Partnership

Provision of equipment, facilities management and all associated services at the WCRC and the Lentegeur Hospital.

WCRC:

The private party ensures the provision of catering services, manning the Helpdesk, cleaning of all areas, provision of general estate management services, general grounds and garden maintenance, supply, maintenance and replacement of linen, control of pests and infestations, provision, management, calibration, repair, maintenance, cleaning and replacement of all medical devices, waste management, security services provision, utilities management and remedial works.

64 211 (Includes Compensation of Employees for PPP unit)

28 February 2019 Partnership Management Plan

Governance Structures

PPP agreement

Performance indicators

Patients and other stakeholder satisfaction

Knowledge management systems

Exit Strategy

Lentegeur Hospital:

The private party ensures the provision of catering services, cleaning services, gardens and grounds maintenance, pest control services, security services and waste management.

Tygerberg Hospital Public Private Partnership

Replacement of the existing Tygerberg Hospital using a Public Private Partnership procurement approach.

Note that the feasibility study for this project is currently under review.

250 To be determined The feasibility study has been completed. Consultation process with NDoH, NT and WCGPT underway in order to finalize preparations for Treasury Approval-1 submission.

PART C



Public-Private Partnership

Table C 9: Public -private partnerships [PPP]

Name of PPP Purpose Outputs Current annual

budget

R’000

Date of termination

Measures to ensure smooth

transfer of responsibilities

Western Cape Rehabilitation Centre (WCRC) Public Private Partnership

Provision of equipment, facilities management and all associated services at the WCRC and the Lentegeur Hospital.

WCRC:

The private party ensures the provision of catering services, manning the Helpdesk, cleaning of all areas, provision of general estate management services, general grounds and garden maintenance, supply, maintenance and replacement of linen, control of pests and infestations, provision, management, calibration, repair, maintenance, cleaning and replacement of all medical devices, waste management, security services provision, utilities management and remedial works.

64 211 (Includes Compensation of Employees for PPP unit)

28 February 2019 Partnership Management Plan

Governance Structures

PPP agreement

Performance indicators

Patients and other stakeholder satisfaction

Knowledge management systems

Exit Strategy

Lentegeur Hospital:

The private party ensures the provision of catering services, cleaning services, gardens and grounds maintenance, pest control services, security services and waste management.

Tygerberg Hospital Public Private Partnership

Replacement of the existing Tygerberg Hospital using a Public Private Partnership procurement approach.

Note that the feasibility study for this project is currently under review.

250 To be determined The feasibility study has been completed. Consultation process with NDoH, NT and WCGPT underway in order to finalize preparations for Treasury Approval-1 submission.

In Conclusion The single most dominant factor that impacts on the planning for the 2017/18 financial year is the budget shortfall which is essentially owing to a combination of factors including the public sector wage agreement, reduction in conditional grants, and allocations less than the inflationary rates. This will pose further risks to the Department. This includes, amongst others, compromised quality of care and patient experience, increased risk of medico-legal claims, escalated pressures on staff especially at the coal face of service delivery and then cumulatively a risk of reputational damage to the Department. However, the Minister and the Department are committed to fiscal discipline and working within the allocated budget to deliver the best quality of care that we can within the available resources. The WCG: Health has developed good systems, processes and capacity over the years, through the dedication and commitment of our staff. We will endeavour to protect and sustain the gains we have made. This is essential if we are to achieve the desired health outcomes and optimal patient experience we strive for.

PART C



Annexures




Annexures

Annexure A: Amendments to the Strategic Plan


STRATEGIC OBJECTIVES AND EXPECTED OUTCOMES FOR 2015-2019

Table C.10 below is reflected on page 52 of the Strategic Plan 2015 – 2019.

The strategic objectives that are being updated are in italic and strikethrough font with changes highlighted in

grey. The revised Table C.10 is subsequently reflected.


The strategic objective indicator definition that is being updated is in italic and strikethrough font with changes

highlighted in grey. The revised Table C.11 is subsequently reflected.

GOAL: EMBED GOOD GOVERNANCE AND VALUES-DRIVEN LEADERSHIP PRACTICES

Table C 10: Strategic objectives and expected outcomes for Administration

Strategic objective

(short title)

Strategic objective statement (SMART)

Indicator Baseline

(2013/14)

Target

(2019/20)

1. Promote efficient use of financial resources.

1.1. Promote efficient use of financial resources to ensure the under or over spending of the annual equitable share is within 1% of the budget allocation.

1.1.1. Percentage of the annual equitable share budget allocation spent

99.8% 100%

Numerator: 11 517 782 000 16 482 058 000

17 288 066 000

Denominator: 11 544 801 000 16 482 058 000

17 288 066 000

2. Develop and implement a comprehensive Human Resource Plan.

2.1. Review and align the comprehensive Human Resource Plan with the goals and objectives of Healthcare 2030 by 2015.

2.1.1. Timeous submission of a Human Resource Plan for 2015 - 2019 to DPSA

Yes


Yes

3. Transform the organisational culture.

3.1. Reduce the level of cultural ‘entropy’ within the organisation by 3% by 2019/20.

3.1.1. Cultural entropy level for WCG: Health

24%

24.5%

21%

19.1%

Numerator 3 982 3 864

14 500

Denominator

16 220

18 400

76 000

3.2. To achieve two value matches in the Barrett’s Survey by 2019/20.

3.2.1. Number of value matches in the Barrett’s Survey

1 2

5

Annexures


Annexures

Annexure A: Amendments to the Strategic Plan







The strategic objective indicator definition that is being updated is in italic and strikethrough font with changes

highlighted in grey. The revised Table C.11 is subsequently reflected.


Table C 10: Strategic objectives and expected outcomes for Administration

Strategic objective

(short title)


Indicator Baseline

(2013/14)

Target

(2019/20)

1. Promote efficient use of financial resources.

1.1. Promote efficient use of financial resources to ensure the under or over spending of the annual equitable share is within 1% of the budget allocation.

1.1.1. Percentage of the annual equitable share budget allocation spent

99.8% 100%

Numerator: 11 517 782 000 16 482 058 000

17 288 066 000

Denominator: 11 544 801 000 16 482 058 000

17 288 066 000

2. Develop and implement a comprehensive Human Resource Plan.

2.1. Review and align the comprehensive Human Resource Plan with the goals and objectives of Healthcare 2030 by 2015.

2.1.1. Timeous submission of a Human Resource Plan for 2015 - 2019 to DPSA

Yes


Yes

3. Transform the organisational culture.

3.1. Reduce the level of cultural ‘entropy’ within the organisation by 3% by 2019/20.

3.1.1. Cultural entropy level for WCG: Health

24%

24.5%

21%

19.1%

Numerator 3 982 3 864

14 500

Denominator

16 220

18 400

76 000

3.2. To achieve two value matches in the Barrett’s Survey by 2019/20.

3.2.1. Number of value matches in the Barrett’s Survey

1 2

5

Strategic objective

(short title)


Indicator Baseline

(2013/14)

Target

(2019/20)

4. Roll-out electronic

patient administration

systems to PHC

facilities.

4.1. Roll-out the Primary Health Care Information System (PHCIS) software suite to 189 PHC facilities by 2019/20.

4.1.1. Percentage of PHC facilities where PHCIS software suite has been rolled-out

18.0% 100.0%

Numerator 34 189

Denominator 189 189

Note

Indicator 1.1.1: The estimated numerator and denominator targets for 2019/20 are subject to change based on the economic factors.




Tabl

e C

11:

Tech

nica

l ind

icat

or d

efin

ition

for A

dmin

istra

tion

No.

In

dica

tor t

itle

Shor

t def

initi

on

Purp

ose

/ Im

porta

nce

Form

(dat

a co

llect

ion)

So

urce

M

etho

d of

C

alcu

latio

n Fa

ctor

Da

ta li

mita

tions

Ty

pe o

f in

dica

tor

Cal

cula

tion

type

Re

porti

ng

cycl

e N

ew

indi

cato

r De

sired

pe

rform

ance

In

dica

tor

resp

onsib

ility

PRO

VIN

CIA

L ST

RATE

GIC

OBJ

ECTIV

E IN

DIC

ATO

R

1.1.

1 Pe

rcen

tage

of t

he

annu

al e

quita

ble

shar

e bu

dget

al

loca

tion

spen

t

Perc

enta

ge o

f the

al

loca

ted

equi

tabl

e sh

are

annu

al b

udge

t th

at w

as sp

ent b

y th

e D

epar

tmen

t.

For q

uarte

rly re

porti

ng

the

proj

ecte

d an

nual

ex

pend

iture

ver

sus t

he

annu

al b

udge

t sho

uld

be u

sed.

Ensu

re th

e un

der-

or

over

-spe

ndin

g of

th

e eq

uita

ble

shar

e is

with

in 1

% o

f the

bu

dget

allo

catio

n.

Num

erat

or:

Expe

nditu

re

repo

rts

Num

erat

or:

BAS

Num

erat

or:

Ann

ual

expe

nditu

re o

n eq

uita

ble

shar

e bu

dget

(Qua

rterly

, use

pr

ojec

ted

annu

al

expe

nditu

re)

100

Dep

enda

nt o

n ac

cura

te

expe

nditu

re

info

rmat

ion

on

the

equi

tabl

e sh

are

budg

et.

(Qua

rterly

de

pend

ant o

n re

alist

ic

proj

ecte

d ex

pend

iture

.)

Out

put

Perc

enta

ge

Qua

rterly

Ann

ual

No

The

over

- / u

nder

-sp

endi

ng o

f the

an

nual

equ

itabl

e sh

are

do

not

exce

ed 1

% o

f the

bu

dget

allo

catio

n.

Chi

ef F

inan

cial

O

ffice

r (C

FO)

Den

omin

ator

:

Ann

ual

allo

cate

d bu

dget

Den

omin

ator

:

BAS

Den

omin

ator

:

Tota

l BA

S an

nual

eq

uita

ble

shar

e bu

dget

al

loca

tion




The strategic objectives that are being removed are in italic and strikethrough font. The revised Table C.12 is

subsequently reflected.

Table C 12: Strategic objectives and expected outcomes for District Health Services

Strategic objective

(short title)


Indicator Baseline

(2013/14)

Target

(2019/20)

1. Improve the

proportion of ART

clients who remain in

care

1.1. 85% of people who

initiate ART must

remain in care after

12 months by

2019/20

1.1.1. ART retention in care

after 12 month

74.8% 85.0%

Numerator: 21 662 29 750

Denominator: 28 960 35 000


initiate ART must


48 months


after 48 months

68.0% 70.0%

Numerator: 4010 24 500

Denominator: 5820 35 000

2. Improve the TB

programme success

rate

2.1. TB programme must

have 85 % success

rate in 2019/20.

2.1.1. TB programme

success rate

81.5% 85.0%

Numerator: 37 626 40 800


3. Reduce mortality in

children under 5

years

3.1. An under 5 years

mortality rate of

<18.0/1 000 children

by 2019/20.

3.1.1. Under 5 mortality rate

(Stats SA)

28.6/1 000 18.0/1 000

Numerator: 2 981 1 999

Denominator: 104.102 99.347

Annexures


Tabl

e C

11:

Tech

nica

l ind

icat

or d

efin

ition

for A

dmin

istra

tion

No.

In

dica

tor t

itle

Shor

t def

initi

on

Purp

ose

/ Im

porta

nce

Form

(dat

a co

llect

ion)

So

urce

M

etho

d of

C

alcu

latio

n Fa

ctor

Da

ta li

mita

tions

Ty

pe o

f in

dica

tor

Cal

cula

tion

type

Re

porti

ng

cycl

e N

ew

indi

cato

r De

sired

pe

rform

ance

In

dica

tor

resp

onsib

ility

PRO

VIN

CIA

L ST

RATE

GIC

OBJ

ECTIV

E IN

DIC

ATO

R

1.1.

1 Pe

rcen

tage

of t

he

annu

al e

quita

ble

shar

e bu

dget

al

loca

tion

spen

t

Perc

enta

ge o

f the

al

loca

ted

equi

tabl

e sh

are

annu

al b

udge

t th

at w

as sp

ent b

y th

e D

epar

tmen

t.

For q

uarte

rly re

porti

ng

the

proj

ecte

d an

nual

ex

pend

iture

ver

sus t

he

annu

al b

udge

t sho

uld

be u

sed.

Ensu

re th

e un

der-

or

over

-spe

ndin

g of

th

e eq

uita

ble

shar

e is

with

in 1

% o

f the

bu

dget

allo

catio

n.

Num

erat

or:

Expe

nditu

re

repo

rts

Num

erat

or:

BAS

Num

erat

or:

Ann

ual

expe

nditu

re o

n eq

uita

ble

shar

e bu

dget

(Qua

rterly

, use

pr

ojec

ted

annu

al

expe

nditu

re)

100

Dep

enda

nt o

n ac

cura

te

expe

nditu

re

info

rmat

ion

on

the

equi

tabl

e sh

are

budg

et.

(Qua

rterly

de

pend

ant o

n re

alist

ic

proj

ecte

d ex

pend

iture

.)

Out

put

Perc

enta

ge

Qua

rterly

Ann

ual

No

The

over

- / u

nder

-sp

endi

ng o

f the

an

nual

equ

itabl

e sh

are

do

not

exce

ed 1

% o

f the

bu

dget

allo

catio

n.

Chi

ef F

inan

cial

O

ffice

r (C

FO)

Den

omin

ator

:

Ann

ual

allo

cate

d bu

dget

Den

omin

ator

:

BAS

Den

omin

ator

:

Tota

l BA

S an

nual

eq

uita

ble

shar

e bu

dget

al

loca

tion




The strategic objectives that are being removed are in italic and strikethrough font. The revised Table C.12 is

subsequently reflected.

Table C 12: Strategic objectives and expected outcomes for District Health Services

Strategic objective

(short title)


Indicator Baseline

(2013/14)

Target

(2019/20)

1. Improve the

proportion of ART

clients who remain in

care


initiate ART must


12 months by

2019/20


after 12 month

74.8% 85.0%

Numerator: 21 662 29 750



initiate ART must


48 months


after 48 months

68.0% 70.0%

Numerator: 4010 24 500

Denominator: 5820 35 000

2. Improve the TB

programme success

rate

2.1. TB programme must

have 85 % success

rate in 2019/20.

2.1.1. TB programme

success rate

81.5% 85.0%

Numerator: 37 626 40 800


3. Reduce mortality in

children under 5

years

3.1. An under 5 years

mortality rate of

<18.0/1 000 children

by 2019/20.

3.1.1. Under 5 mortality rate

(Stats SA)

28.6/1 000 18.0/1 000

Numerator: 2 981 1 999

Denominator: 104.102 99.347




STRA

TEG

IC O

BJEC

TIVES

AN

D E

XPEC

TED

OUT

CO

MES

FO

R 20

15-2

019

Tabl

e C

.13

belo

w is

refle

cted

on

page

160

of t

he S

trate

gic

Plan

201

5 –

2019

.

The

stra

tegi

c ob

ject

ive

indi

cato

r def

initi

on th

at is

bei

ng u

pdat

ed is

in it

alic

and

strik

ethr

ough

font

with

cha

nges

hig

hlig

hted

in g

rey.

The

revi

sed

Tabl

e C

.13

is su

bseq

uent

ly

refle

cted

.

GO

AL:

PRO

MO

TE H

EALT

H A

ND

WEL

LNES

S

Ta

ble

C 1

3: Te

chni

cal i

ndic

ator

def

initi

on fo

r Dist

rict H

ealth

Ser

vice

s N

o In

dica

tor t

itle

Shor

t def

initi

on

Purp

ose

/ Im

porta

nce

Form

(dat

a co

llect

ion)

So

urce

M

etho

d of

C

alcu

latio

n Fa

ctor

Da

ta li

mita

tions

Ty

pe o

f in

dica

tor

Cal

cula

tion

type

Re

porti

ng

cycl

e N

ew

indi

cato

r De

sired

pe

rform

ance

In

dica

tor

resp

onsib

ility

PRO

VIN

CIA

L ST

RATE

GIC

OBJ

ECTIV

E IN

DIC

ATO

RS

2.1.

1 A

RT re

tent

ion

in

care

afte

r 12

mon

ths

The

prop

ortio

n of

pe

ople

who

star

ted

ART

trea

tmen

t car

e 12

m

onth

s pre

viou

sly a

nd

rem

aine

d in

car

e.

Incl

ude

2nd

and

3rd

line

treat

men

t, tra

nsfe

rs in

(TFI

) and

cl

ient

s who

rest

arte

d th

eir t

reat

men

t. Re

tain

ed in

car

e ex

clud

es tr

ansf

ers o

ut

(TFO

), lo

st to

follo

w u

p (L

TF) a

nd d

eath

s (RI

P).

Trea

tmen

t of H

IV

infe

ctio

n ca

n be

ef

fect

ive

only

if

patie

nts a

re

reta

ined

in c

are

over

tim

e.

Num

erat

or:

ART

regi

ster

Num

erat

or:

Tier.n

et /

iKap

a

Num

erat

or:

ART

clie

nts

reta

ined

in

care

afte

r 12

mon

ths

100

Acc

ura

cy

depe

nden

t on

qual

ity o

f dat

a fro

m re

porti

ng

faci

litie

s and

ab

ility

to m

onito

r th

e ou

tcom

es

spec

ific

coho

rts

accu

rate

ly.

Out

com

e Pe

rcen

tage

Q

uarte

rly

Yes

High

er

perc

enta

ge

ind

icat

es m

ore

patie

nts a

re st

ill on

ART

afte

r 12

mon

ths.

Dire

ctor

: HI

V/A

IDS

& T

B

Den

omin

ator

:

ART

regi

ster

Den

omin

ator

:

Tier.n

et /

iKap

a

Den

omin

ator

:

ART

clie

nts

initi

ated

on

treat

men

t (12

m

onth

coh

ort)

2.1.

2 A

RT re

tent

ion

in

care

afte

r 48

mon

ths

The

prop

ortio

n of

pe

ople

w

ho

star

ted

ART

tre

atm

ent c

are

48

mon

ths

prev

ious

ly a

nd

rem

aine

d in

car

e.

Incl

ude

2nd

and

3rd

line

treat

men

t, tra

nsfe

rs in

(TFI

) and

cl

ient

s who

rest

arte

d th

eir t

reat

men

t. Re

tain

ed in

car

e ex

clud

es tr

ansf

ers o

ut

(TFO

), lo

st to

follo

w u

p (L

TF) a

nd d

eath

s (RI

P).

Trea

tmen

t of H

IV

infe

ctio

n ca

n be

ef

fect

ive

only

if

patie

nts a

re

reta

ined

in c

are

over

tim

e.

Num

erat

or:

ART

regi

ster

Den

omin

ator

:

ART

regi

ster

Num

erat

or:

Tier.n

et /

iKap

a

Den

omin

ator

:

Tier.n

et /

iKap

a

Num

erat

or:

ART

clie

nts

reta

ined

in

care

afte

r 48

mon

ths

Den

omin

ator

:

ART

clie

nts

initi

ated

on

treat

men

t (48

m

onth

coh

ort)

100

Acc

ura

cy

depe

nden

t on

qual

ity o

f dat

a fro

m re

porti

ng

faci

litie

s and

ab

ility

to m

onito

r th

e ou

tcom

es

spec

ific

coho

rts

accu

rate

ly.

Out

com

e Pe

rcen

tage

A

nnua

l

Qua

rterly

Ye

s Hi

gher

pe

rcen

tage

in

dic

ates

mor

e pa

tient

s are

still

on A

RT a

fter 1

2 48

m

onth

s

Dire

ctor

: HI

V/A

IDS

& T

B






GOAL: PROMOTE HEALTH AND WELLNESS EMBED GOOD GOVERNANCE AND VALUES-DRIVEN

LEADERSHIP PRACTICES

Table C 14: Strategic objectives and expected outcomes for Emergency Medical Services

Strategic objective

(short title)


Indicator Baseline

(2013/14)

Target

(2019/20)

1. Ensure registration

and licensing of

ambulances as per

the statutory

requirements*

1.1. Ensure at least 95%

of all WCG:

Health’s rostered

operational

ambulances are

registered and

licensed in

accordance with

the statutory

requirements* by

2019/20.

1.1.1. Percentage Number

of WCG: Health

rostered operational

ambulances

registered and

licensed

0%

Not required to

report

94.8%

248

Numerator: 0 181

Denominator: 166 191

*The National Health Act: Regulations: Emergency Medical Services likely to take effect within the 2015 MTEF period has been promulgated by

the National Health Minister in 2015.

Annexures


STRA

TEG

IC O

BJEC

TIVES

AN

D E

XPEC

TED

OUT

CO

MES

FO

R 20

15-2

019

Tabl

e C

.13

belo

w is

refle

cted

on

page

160

of t

he S

trate

gic

Plan

201

5 –

2019

.

The

stra

tegi

c ob

ject

ive

indi

cato

r def

initi

on th

at is

bei

ng u

pdat

ed is

in it

alic

and

strik

ethr

ough

font

with

cha

nges

hig

hlig

hted

in g

rey.

The

revi

sed

Tabl

e C

.13

is su

bseq

uent

ly

refle

cted

.

GO

AL:

PRO

MO

TE H

EALT

H A

ND

WEL

LNES

S

Ta

ble

C 1

3: Te

chni

cal i

ndic

ator

def

initi

on fo

r Dist

rict H

ealth

Ser

vice

s N

o In

dica

tor t

itle

Shor

t def

initi

on

Purp

ose

/ Im

porta

nce

Form

(dat

a co

llect

ion)

So

urce

M

etho

d of

C

alcu

latio

n Fa

ctor

Da

ta li

mita

tions

Ty

pe o

f in

dica

tor

Cal

cula

tion

type

Re

porti

ng

cycl

e N

ew

indi

cato

r De

sired

pe

rform

ance

In

dica

tor

resp

onsib

ility

PRO

VIN

CIA

L ST

RATE

GIC

OBJ

ECTIV

E IN

DIC

ATO

RS

2.1.

1 A

RT re

tent

ion

in

care

afte

r 12

mon

ths

The

prop

ortio

n of

pe

ople

who

star

ted

ART

trea

tmen

t car

e 12

m

onth

s pre

viou

sly a

nd

rem

aine

d in

car

e.

Incl

ude

2nd

and

3rd

line

treat

men

t, tra

nsfe

rs in

(TFI

) and

cl

ient

s who

rest

arte

d th

eir t

reat

men

t. Re

tain

ed in

car

e ex

clud

es tr

ansf

ers o

ut

(TFO

), lo

st to

follo

w u

p (L

TF) a

nd d

eath

s (RI

P).

Trea

tmen

t of H

IV

infe

ctio

n ca

n be

ef

fect

ive

only

if

patie

nts a

re

reta

ined

in c

are

over

tim

e.

Num

erat

or:

ART

regi

ster

Num

erat

or:

Tier.n

et /

iKap

a

Num

erat

or:

ART

clie

nts

reta

ined

in

care

afte

r 12

mon

ths

100

Acc

ura

cy

depe

nden

t on

qual

ity o

f dat

a fro

m re

porti

ng

faci

litie

s and

ab

ility

to m

onito

r th

e ou

tcom

es

spec

ific

coho

rts

accu

rate

ly.

Out

com

e Pe

rcen

tage

Q

uarte

rly

Yes

High

er

perc

enta

ge

ind

icat

es m

ore

patie

nts a

re st

ill on

ART

afte

r 12

mon

ths.

Dire

ctor

: HI

V/A

IDS

& T

B

Den

omin

ator

:

ART

regi

ster

Den

omin

ator

:

Tier.n

et /

iKap

a

Den

omin

ator

:

ART

clie

nts

initi

ated

on

treat

men

t (12

m

onth

coh

ort)

2.1.

2 A

RT re

tent

ion

in

care

afte

r 48

mon

ths

The

prop

ortio

n of

pe

ople

w

ho

star

ted

ART

tre

atm

ent c

are

48

mon

ths

prev

ious

ly a

nd

rem

aine

d in

car

e.

Incl

ude

2nd

and

3rd

line

treat

men

t, tra

nsfe

rs in

(TFI

) and

cl

ient

s who

rest

arte

d th

eir t

reat

men

t. Re

tain

ed in

car

e ex

clud

es tr

ansf

ers o

ut

(TFO

), lo

st to

follo

w u

p (L

TF) a

nd d

eath

s (RI

P).

Trea

tmen

t of H

IV

infe

ctio

n ca

n be

ef

fect

ive

only

if

patie

nts a

re

reta

ined

in c

are

over

tim

e.

Num

erat

or:

ART

regi

ster

Den

omin

ator

:

ART

regi

ster

Num

erat

or:

Tier.n

et /

iKap

a

Den

omin

ator

:

Tier.n

et /

iKap

a

Num

erat

or:

ART

clie

nts

reta

ined

in

care

afte

r 48

mon

ths

Den

omin

ator

:

ART

clie

nts

initi

ated

on

treat

men

t (48

m

onth

coh

ort)

100

Acc

ura

cy

depe

nden

t on

qual

ity o

f dat

a fro

m re

porti

ng

faci

litie

s and

ab

ility

to m

onito

r th

e ou

tcom

es

spec

ific

coho

rts

accu

rate

ly.

Out

com

e Pe

rcen

tage

A

nnua

l

Qua

rterly

Ye

s Hi

gher

pe

rcen

tage

in

dic

ates

mor

e pa

tient

s are

still

on A

RT a

fter 1

2 48

m

onth

s

Dire

ctor

: HI

V/A

IDS

& T

B






GOAL: PROMOTE HEALTH AND WELLNESS EMBED GOOD GOVERNANCE AND VALUES-DRIVEN

LEADERSHIP PRACTICES

Table C 14: Strategic objectives and expected outcomes for Emergency Medical Services

Strategic objective

(short title)


Indicator Baseline

(2013/14)

Target

(2019/20)

1. Ensure registration

and licensing of

ambulances as per

the statutory

requirements*

1.1. Ensure at least 95%

of all WCG:

Health’s rostered

operational

ambulances are

registered and

licensed in

accordance with

the statutory

requirements* by

2019/20.

1.1.1. Percentage Number

of WCG: Health

rostered operational

ambulances

registered and

licensed

0%

Not required to

report

94.8%

248

Numerator: 0 181


*The National Health Act: Regulations: Emergency Medical Services likely to take effect within the 2015 MTEF period has been promulgated by

the National Health Minister in 2015.









GOAL: PROMOTE HEALTH AND WELLNESS

Table C 15: Strategic objectives and expected outcomes for Provincial Hospital Services

Strategic objective

(short title)


Indicator Baseline

(2013/14)

Target

(2019/20)

1. Provide quality

general/ regional

hospital services.

1.1. Provide access to

the full package of

regional hospital

service by ensuring

there are 1 389

1 393 regional

hospital beds by

2019/20.

1.1.1. Actual (usable) beds

in regional hospitals

1 373

1 389

1 393

2. Actual (usable) beds

in psychiatric

hospitals.


the full package of

psychiatric hospital

service by ensuring

there are 1 680

1 700 psychiatric

hospital beds and

145 150 step-down

psychiatric facilities

beds by 2019/20.


in psychiatric hospitals


in step down facilities

1 698

145

1 680

1 700

145

150

3. Provide quality dental

training hospital

services.


dental training

hospital services by

ensuring at least

115 598 128 579

oral health patients

are treated per

annum at dental

training hospitals by

2019/20.

3.1.1. Oral health patient

visits at dental training

hospitals

114 848 115 598

123 000

Annexures


STRA

TEG

IC O

BJEC

TIVES

AN

D E

XPEC

TED

OUT

CO

MES

FO

R 20

15-2

019

Tabl

e C

.16

belo

w is

refle

cted

on

page

162

to 1

63 o

f the

Stra

tegi

c Pl

an 2

015

– 20

19.

The

stra

tegi

c ob

ject

ive

indi

cato

r def

initi

on th

at is

bei

ng u

pdat

ed is

in it

alic

and

strik

ethr

ough

font

with

cha

nges

hig

hlig

hted

in g

rey.

The

revi

sed

Tab

le C

.16

is

subs

eque

ntly

refle

cted

.

GO

AL:

PRO

MO

TE H

EALT

H A

ND

WEL

LNES

S Tabl

e C

16:

Tech

nica

l ind

icat

or d

efin

ition

for P

rovi

ncia

l Hos

pita

l Ser

vice

s N

o In

dica

tor t

itle

Shor

t def

initi

on

Purp

ose

/ Im

porta

nce

Form

(dat

a co

llect

ion)

So

urce

M

etho

d of

C

alcu

latio

n Fa

ctor

Da

ta li

mita

tions

Ty

pe o

f in

dica

tor

Cal

cula

tion

type

Re

porti

ng

cycl

e N

ew

indi

cato

r De

sired

pe

rform

ance

In

dica

tor

resp

onsib

ility

PRO

VIN

CIA

L ST

RATE

GIC

OBJ

ECTIV

E IN

DIC

ATO

RS

1.1.

1 A

ctua

l (us

able

) be

ds in

regi

onal

ho

spita

ls

Act

ual (

usab

le) b

eds

in re

gion

al h

ospi

tals

are

beds

act

ually

av

aila

ble

for u

se

with

in th

e re

gion

al

hosp

ital,

rega

rdle

ss o

f w

heth

er th

ey a

re

occu

pie

d by

a

patie

nt o

r a lo

dger

.

(Thi

s is a

fixe

d va

lue

that

doe

s not

flu

ctua

te d

ue to

re

nova

tions

or

inte

rmitt

ent s

taff

chal

leng

es.)

Mon

itors

the

avai

labi

lity

of

regi

onal

hos

pita

l be

ds to

ens

ure

acce

ssib

ility

of

regi

onal

hos

pita

l se

rvic

es.

Inpa

tient

Th

roug

hput

Fo

rm

SIN

JAN

I A

ctua

l (us

able

) be

ds (r

egio

nal

hosp

itals)

Non

e (N

r) D

epen

dent

on

accu

racy

of

data

from

re

porti

ng

faci

litie

s.

Inpu

t C

umul

ativ

e Q

uarte

rly

Ann

ual

No

High

er le

vels

of

upta

ke m

ay

ind

icat

e an

in

crea

sed

burd

en

of d

iseas

e or

gr

eate

r rel

ianc

e on

the

publ

ic

heal

th sy

stem

.

Regi

onal

hos

pita

l pr

ogra

mm

e m

anag

er

No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

PRO

VIN

CIA

L ST

RATE

GIC

OBJ

ECTIV

E IN

DIC

ATO

RS







Table C 15: Strategic objectives and expected outcomes for Provincial Hospital Services

Strategic objective

(short title)


Indicator Baseline

(2013/14)

Target

(2019/20)

1. Provide quality

general/ regional

hospital services.


the full package of

regional hospital

service by ensuring

there are 1 389

1 393 regional

hospital beds by

2019/20.


in regional hospitals

1 373

1 389

1 393

2. Actual (usable) beds

in psychiatric

hospitals.


the full package of

psychiatric hospital

service by ensuring

there are 1 680

1 700 psychiatric

hospital beds and

145 150 step-down

psychiatric facilities

beds by 2019/20.


in psychiatric hospitals


in step down facilities

1 698

145

1 680

1 700

145

150

3. Provide quality dental

training hospital

services.


dental training

hospital services by

ensuring at least

115 598 128 579

oral health patients

are treated per

annum at dental

training hospitals by

2019/20.

3.1.1. Oral health patient

visits at dental training

hospitals

114 848 115 598

123 000




No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

1.1.

1 A

ctua

l (us

able

) be

ds in

TB

hosp

itals

Act

ual (

usab

le) b

eds

in T

B ho

spita

ls ar

e be

ds a

ctua

lly

avai

labl

e fo

r use

w

ithin

the

TB h

ospi

tal,

rega

rdle

ss o

f whe

ther

th

ey a

re o

ccup

ied

by

a pa

tient

or a

lodg

er.

(Thi

s is a

fixe

d va

lue

that

doe

s not

flu

ctua

te d

ue to

re

nova

tions

or

inte

rmitt

ent s

taff

chal

leng

es.)

Mon

itors

the

avai

labi

lity

of T

B ho

spita

l bed

s to

ensu

re a

cces

sibilit

y of

TB

hosp

ital

serv

ices

.

Inpa

tient

Th

roug

hput

Fo

rm

SIN

JAN

I A

ctua

l (us

able

) be

ds (T

B ho

spita

ls)

Non

e (N

r) D

epen

dent

on

accu

racy

of

data

from

re

porti

ng

faci

litie

s.

Inpu

t C

umul

ativ

e Q

uarte

rly

Ann

ual

No

High

er le

vels

of

upta

ke m

ay

ind

icat

e an

in

crea

sed

burd

en

of d

iseas

e or

gr

eate

r rel

ianc

e on

the

publ

ic

heal

th sy

stem

.

Chi

ef D

irect

or:

Met

ro D

istric

t He

alth

Ser

vice

s (M

DHS

)

and

Chi

ef D

irect

or:

Rura

l Dist

rict

Heal

th S

ervi

ces

(RD

HS)

No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Dat

a lim

itatio

ns

Type

of

ind

icat

or

Cal

cula

tion

type

Re

porti

ng

cycl

e N

ew

ind

icat

or

Des

ired

perfo

rman

ce

Indi

cato

r re

spon

sibilit

y

PRO

VIN

CIA

L ST

RATE

GIC

OBJ

ECTIV

E IN

DIC

ATO

RS

1.1.

1 A

ctua

l (us

able

) be

ds in

psy

chia

tric

hosp

itals

Act

ual (

usab

le) b

eds

in p

sych

iatri

c ho

spita

ls ar

e be

ds a

ctua

lly

avai

labl

e fo

r use

w

ithin

the

psyc

hiat

ric

hosp

ital,

rega

rdle

ss o

f w

heth

er th

ey a

re

occu

pie

d by

a

patie

nt o

r a lo

dger

.

(Thi

s is a

fixe

d va

lue

that

doe

s not

flu

ctua

te d

ue to

re

nova

tions

or

inte

rmitt

ent s

taff

chal

leng

es.)

Mon

itors

the

avai

labi

lity

of

psyc

hiat

ric h

ospi

tal

beds

to e

nsur

e ac

cess

ibilit

y of

ps

ychi

atric

hos

pita

l se

rvic

es.

Inpa

tient

Th

roug

hput

Fo

rm

SIN

JAN

I A

ctua

l (us

able

) be

ds (p

sych

iatri

c ho

spita

ls)

Non

e (N

r) D

epen

dent

on

accu

racy

of

data

from

re

porti

ng

faci

litie

s.

Inpu

t C

umul

ativ

e Q

uarte

rly

Ann

ual

No

High

er le

vels

of

upta

ke m

ay

ind

icat

e an

in

crea

sed

burd

en

of d

iseas

e or

gr

eate

r rel

ianc

e on

the

publ

ic

heal

th sy

stem

.

Psyc

hiat

ric

hosp

ital

prog

ram

me

man

ager

1.1.

2 A

ctua

l (us

able

) be

ds in

step

-dow

n fa

cilit

ies

Act

ual (

usab

le) b

eds

in st

ep-d

own

faci

litie

s ar

e be

ds a

ctua

lly

avai

labl

e fo

r use

w

ithin

the

psyc

hiat

ric

hosp

ital,

rega

rdle

ss o

f w

heth

er th

ey a

re

occu

pie

d by

a

patie

nt o

r a lo

dger

.

(Thi

s is a

fixe

d va

lue

that

doe

s not

flu

ctua

te d

ue to

re

nova

tions

or

inte

rmitt

ent s

taff

chal

leng

es.)

Mon

itors

the

avai

labi

lity

of

psyc

hiat

ric h

ospi

tal

beds

to e

nsur

e ac

cess

ibilit

y of

ps

ychi

atric

hos

pita

l se

rvic

es.

Inpa

tient

Th

roug

hput

Fo

rm

SIN

JAN

I A

ctua

l (us

able

) be

ds (s

tep-

dow

n fa

cilit

ies)

Non

e (N

r) D

epen

dent

on

accu

racy

of

data

from

re

porti

ng

faci

litie

s.

Inpu

t C

umul

ativ

e Q

uarte

rly

Ann

ual

No

High

er le

vels

of

upta

ke m

ay

ind

icat

e an

in

crea

sed

burd

en

of d

iseas

e or

gr

eate

r rel

ianc

e on

the

publ

ic

heal

th sy

stem

.

Psyc

hiat

ric

hosp

ital

prog

ram

me

man

ager

Annexures


No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Dat

a lim

itatio

ns

Type

of

ind

icat

or

Cal

cula

tion

type

Re

porti

ng

cycl

e N

ew

ind

icat

or

Des

ired

perfo

rman

ce

Indi

cato

r re

spon

sibilit

y

PRO

VIN

CIA

L ST

RATE

GIC

OBJ

ECTIV

E IN

DIC

ATO

RS

1.1.

1 A

ctua

l (us

able

) be

ds in

re

habi

litat

ion

hosp

itals

Act

ual (

usab

le) b

eds

in re

habi

litat

ion

hosp

itals

are

beds

ac

tual

ly a

vaila

ble

for

use

with

in th

e re

habi

litat

ion

hosp

ital,

rega

rdle

ss o

f whe

ther

th

ey a

re o

ccup

ied

by

a pa

tient

or a

lodg

er.

(Thi

s is a

fixe

d va

lue

that

doe

s not

flu

ctua

te d

ue to

re

nova

tions

or

inte

rmitt

ent s

taff

chal

leng

es.)

Mon

itors

the

avai

labi

lity

of

reha

bilit

atio

n ho

spita

l bed

s to

ensu

re a

cces

sibilit

y of

reha

bilit

atio

n ho

spita

l ser

vice

s.

Inpa

tient

Th

roug

hput

Fo

rm

SIN

JAN

I A

ctua

l (us

able

) be

ds

(reha

bilit

atio

n ho

spita

ls)

Non

e (N

r) D

epen

dent

on

accu

racy

of

data

from

re

porti

ng

faci

litie

s.

Inpu

t C

umul

ativ

e Q

uarte

rly

Ann

ual

No

High

er le

vels

of

upta

ke m

ay

ind

icat

e an

in

crea

sed

burd

en

of d

iseas

e or

gr

eate

r rel

ianc

e on

the

publ

ic

heal

th sy

stem

.

Reha

bilit

atio

n ho

spita

l pr

ogra

mm

e m

anag

er

No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

1.1.

1 A

ctua

l (us

able

) be

ds in

TB

hosp

itals

Act

ual (

usab

le) b

eds

in T

B ho

spita

ls ar

e be

ds a

ctua

lly

avai

labl

e fo

r use

w

ithin

the

TB h

ospi

tal,

rega

rdle

ss o

f whe

ther

th

ey a

re o

ccup

ied

by

a pa

tient

or a

lodg

er.

(Thi

s is a

fixe

d va

lue

that

doe

s not

flu

ctua

te d

ue to

re

nova

tions

or

inte

rmitt

ent s

taff

chal

leng

es.)

Mon

itors

the

avai

labi

lity

of T

B ho

spita

l bed

s to

ensu

re a

cces

sibilit

y of

TB

hosp

ital

serv

ices

.

Inpa

tient

Th

roug

hput

Fo

rm

SIN

JAN

I A

ctua

l (us

able

) be

ds (T

B ho

spita

ls)

Non

e (N

r) D

epen

dent

on

accu

racy

of

data

from

re

porti

ng

faci

litie

s.

Inpu

t C

umul

ativ

e Q

uarte

rly

Ann

ual

No

High

er le

vels

of

upta

ke m

ay

ind

icat

e an

in

crea

sed

burd

en

of d

iseas

e or

gr

eate

r rel

ianc

e on

the

publ

ic

heal

th sy

stem

.

Chi

ef D

irect

or:

Met

ro D

istric

t He

alth

Ser

vice

s (M

DHS

)

and

Chi

ef D

irect

or:

Rura

l Dist

rict

Heal

th S

ervi

ces

(RD

HS)

No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Dat

a lim

itatio

ns

Type

of

ind

icat

or

Cal

cula

tion

type

Re

porti

ng

cycl

e N

ew

ind

icat

or

Des

ired

perfo

rman

ce

Indi

cato

r re

spon

sibilit

y

PRO

VIN

CIA

L ST

RATE

GIC

OBJ

ECTIV

E IN

DIC

ATO

RS

1.1.

1 A

ctua

l (us

able

) be

ds in

psy

chia

tric

hosp

itals

Act

ual (

usab

le) b

eds

in p

sych

iatri

c ho

spita

ls ar

e be

ds a

ctua

lly

avai

labl

e fo

r use

w

ithin

the

psyc

hiat

ric

hosp

ital,

rega

rdle

ss o

f w

heth

er th

ey a

re

occu

pie

d by

a

patie

nt o

r a lo

dger

.

(Thi

s is a

fixe

d va

lue

that

doe

s not

flu

ctua

te d

ue to

re

nova

tions

or

inte

rmitt

ent s

taff

chal

leng

es.)

Mon

itors

the

avai

labi

lity

of

psyc

hiat

ric h

ospi

tal

beds

to e

nsur

e ac

cess

ibilit

y of

ps

ychi

atric

hos

pita

l se

rvic

es.

Inpa

tient

Th

roug

hput

Fo

rm

SIN

JAN

I A

ctua

l (us

able

) be

ds (p

sych

iatri

c ho

spita

ls)

Non

e (N

r) D

epen

dent

on

accu

racy

of

data

from

re

porti

ng

faci

litie

s.

Inpu

t C

umul

ativ

e Q

uarte

rly

Ann

ual

No

High

er le

vels

of

upta

ke m

ay

ind

icat

e an

in

crea

sed

burd

en

of d

iseas

e or

gr

eate

r rel

ianc

e on

the

publ

ic

heal

th sy

stem

.

Psyc

hiat

ric

hosp

ital

prog

ram

me

man

ager

1.1.

2 A

ctua

l (us

able

) be

ds in

step

-dow

n fa

cilit

ies

Act

ual (

usab

le) b

eds

in st

ep-d

own

faci

litie

s ar

e be

ds a

ctua

lly

avai

labl

e fo

r use

w

ithin

the

psyc

hiat

ric

hosp

ital,

rega

rdle

ss o

f w

heth

er th

ey a

re

occu

pie

d by

a

patie

nt o

r a lo

dger

.

(Thi

s is a

fixe

d va

lue

that

doe

s not

flu

ctua

te d

ue to

re

nova

tions

or

inte

rmitt

ent s

taff

chal

leng

es.)

Mon

itors

the

avai

labi

lity

of

psyc

hiat

ric h

ospi

tal

beds

to e

nsur

e ac

cess

ibilit

y of

ps

ychi

atric

hos

pita

l se

rvic

es.

Inpa

tient

Th

roug

hput

Fo

rm

SIN

JAN

I A

ctua

l (us

able

) be

ds (s

tep-

dow

n fa

cilit

ies)

Non

e (N

r) D

epen

dent

on

accu

racy

of

data

from

re

porti

ng

faci

litie

s.

Inpu

t C

umul

ativ

e Q

uarte

rly

Ann

ual

No

High

er le

vels

of

upta

ke m

ay

ind

icat

e an

in

crea

sed

burd

en

of d

iseas

e or

gr

eate

r rel

ianc

e on

the

publ

ic

heal

th sy

stem

.

Psyc

hiat

ric

hosp

ital

prog

ram

me

man

ager




Prog

ram

me

5:

Cen

tral H

ospi

tal S

ervi

ces

STRA

TEG

IC O

BJEC

TIVES

AN

D E

XPEC

TED

OUT

CO

MES

FO

R 20

15-2

019

Tabl

e C

.17

belo

w is

refle

cted

on

page

164

to 1

65 o

f the

Stra

tegi

c Pl

an 2

015

– 20

19.

The

stra

tegi

c ob

ject

ives

that

are

bei

ng u

pdat

ed a

re in

ital

ic a

nd st

riket

hrou

gh fo

nt w

ith c

hang

es h

ighl

ight

ed in

gre

y. T

he re

vise

d Ta

ble

C.1

7 is

subs

eque

ntly

refle

cted

.

GO

AL:

PRO

MO

TE H

EALT

H A

ND

WEL

LNES

S

Tabl

e C

17:

Tech

nica

l ind

icat

or d

efin

ition

for C

entra

l Hos

pita

l Ser

vice

s N

o In

dica

tor t

itle

Shor

t def

initi

on

Purp

ose

/ Im

porta

nce

Form

(dat

a co

llect

ion)

So

urce

M

etho

d of

C

alcu

latio

n Fa

ctor

Da

ta li

mita

tions

Ty

pe o

f in

dica

tor

Cal

cula

tion

type

Re

porti

ng

cycl

e N

ew

indi

cato

r De

sired

pe

rform

ance

In

dica

tor

resp

onsib

ility

PRO

VIN

CIA

L ST

RATE

GIC

OBJ

ECTIV

E IN

DIC

ATO

RS

1.1.

1 A

ctua

l (us

able

) be

ds in

cen

tral

hosp

itals

Act

ual (

usab

le) b

eds

in c

entra

l hos

pita

ls ar

e be

ds a

ctua

lly

avai

labl

e fo

r use

w

ithin

the

cent

ral

hosp

ital,

rega

rdle

ss o

f w

heth

er th

ey a

re

occu

pie

d by

a

patie

nt o

r a lo

dger

.

(Thi

s is a

fixe

d va

lue

that

doe

s not

flu

ctua

te d

ue to

re

nova

tions

or

inte

rmitt

ent s

taff

chal

leng

es.)

Mon

itors

the

avai

labi

lity

of

cent

ral h

ospi

tal

beds

to e

nsur

e ac

cess

ibilit

y of

ce

ntra

l hos

pita

l se

rvic

es.

Inpa

tient

Th

roug

hput

Fo

rm

SIN

JAN

I A

ctua

l (us

able

) be

ds (c

entra

l ho

spita

ls)

Non

e (N

r) D

epen

dent

on

accu

racy

of

data

from

re

porti

ng

faci

litie

s.

Inpu

t C

umul

ativ

e Q

uarte

rly

Ann

ual

No

High

er le

vels

of

upta

ke m

ay

ind

icat

e an

in

crea

sed

burd

en

of d

iseas

e or

gr

eate

r rel

ianc

e on

the

publ

ic

heal

th sy

stem

.

Cen

tral h

ospi

tal

prog

ram

me

man

ager

No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Dat

a lim

itatio

ns

Type

of

ind

icat

or

Cal

cula

tion

type

Re

porti

ng

cycl

e N

ew

ind

icat

or

Des

ired

perfo

rman

ce

Indi

cato

r re

spon

sibilit

y

PRO

VIN

CIA

L ST

RATE

GIC

OBJ

ECTIV

E IN

DIC

ATO

RS

Annexures


No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

1.1.

1 A

ctua

l (us

able

) be

ds in

Gro

ote

Schu

ur H

osp

ital

Act

ual (

usab

le) b

eds

in G

root

e Sc

huur

Ho

spita

l are

bed

s ac

tual

ly a

vaila

ble

for

use

with

in th

e re

gion

al

hosp

ital,

rega

rdle

ss o

f w

heth

er th

ey a

re

occu

pie

d by

a

patie

nt o

r a lo

dger

.

(Thi

s is a

fixe

d va

lue

that

doe

s not

flu

ctua

te d

ue to

re

nova

tions

or

inte

rmitt

ent s

taff

chal

leng

es.)

Mon

itors

the

avai

labi

lity

of

Gro

ote

Schu

ur

Hosp

ital b

eds t

o en

sure

acc

essib

ility

of G

root

e Sc

huur

Ho

spita

l ser

vice

s.

Inpa

tient

Th

roug

hput

Fo

rm

SIN

JAN

I A

ctua

l (us

able

) be

ds (G

root

e Sc

huur

Hos

pita

l)

Non

e (N

r) D

epen

dent

on

accu

racy

of

data

from

re

porti

ng

faci

litie

s.

Inpu

t C

umul

ativ

e Q

uarte

rly

Ann

ual

No

High

er le

vels

of

upta

ke m

ay

ind

icat

e an

in

crea

sed

burd

en

of d

iseas

e or

gr

eate

r rel

ianc

e on

the

publ

ic

heal

th sy

stem

.

CEO

Gro

ote

Schu

ur H

osp

ital

No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Dat

a lim

itatio

ns

Type

of

ind

icat

or

Cal

cula

tion

type

Re

porti

ng

cycl

e N

ew

ind

icat

or

Des

ired

perfo

rman

ce

Indi

cato

r re

spon

sibilit

y

PRO

VIN

CIA

L ST

RATE

GIC

OBJ

ECTIV

E IN

DIC

ATO

RS

1.1.

1 A

ctua

l (us

able

) be

ds in

Tyg

erbe

rg

Hosp

ital

Act

ual (

usab

le) b

eds

in T

yger

berg

Hos

pita

l ar

e be

ds a

ctua

lly

avai

labl

e fo

r use

w

ithin

the

regi

onal

ho

spita

l, re

gard

less

of

whe

ther

they

are

oc

cup

ied

by a

pa

tient

or a

lodg

er.

(Thi

s is a

fixe

d va

lue

that

doe

s not

flu

ctua

te d

ue to

re

nova

tions

or

inte

rmitt

ent s

taff

chal

leng

es.)

Mon

itors

the

avai

labi

lity

of

Tyge

rber

g Ho

spita

l be

ds to

ens

ure

acce

ssib

ility

of

Tyge

rber

g Ho

spita

l se

rvic

es.

Inpa

tient

Th

roug

hput

Fo

rm

SIN

JAN

I A

ctua

l (us

able

) be

ds (T

yger

berg

Ho

spita

l)

Non

e (N

r) D

epen

dent

on

accu

racy

of

data

from

re

porti

ng

faci

litie

s.

Inpu

t C

umul

ativ

e Q

uarte

rly

Ann

ual

No

High

er le

vels

of

upta

ke m

ay

ind

icat

e an

in

crea

sed

burd

en

of d

iseas

e or

gr

eate

r rel

ianc

e on

the

publ

ic

heal

th sy

stem

.

CEO

Tyg

erbe

rg

Hosp

ital

Prog

ram

me

5:

Cen

tral H

ospi

tal S

ervi

ces

STRA

TEG

IC O

BJEC

TIVES

AN

D E

XPEC

TED

OUT

CO

MES

FO

R 20

15-2

019

Tabl

e C

.17

belo

w is

refle

cted

on

page

164

to 1

65 o

f the

Stra

tegi

c Pl

an 2

015

– 20

19.

The

stra

tegi

c ob

ject

ives

that

are

bei

ng u

pdat

ed a

re in

ital

ic a

nd st

riket

hrou

gh fo

nt w

ith c

hang

es h

ighl

ight

ed in

gre

y. T

he re

vise

d Ta

ble

C.1

7 is

subs

eque

ntly

refle

cted

.

GO

AL:

PRO

MO

TE H

EALT

H A

ND

WEL

LNES

S

Tabl

e C

17:

Tech

nica

l ind

icat

or d

efin

ition

for C

entra

l Hos

pita

l Ser

vice

s N

o In

dica

tor t

itle

Shor

t def

initi

on

Purp

ose

/ Im

porta

nce

Form

(dat

a co

llect

ion)

So

urce

M

etho

d of

C

alcu

latio

n Fa

ctor

Da

ta li

mita

tions

Ty

pe o

f in

dica

tor

Cal

cula

tion

type

Re

porti

ng

cycl

e N

ew

indi

cato

r De

sired

pe

rform

ance

In

dica

tor

resp

onsib

ility

PRO

VIN

CIA

L ST

RATE

GIC

OBJ

ECTIV

E IN

DIC

ATO

RS

1.1.

1 A

ctua

l (us

able

) be

ds in

cen

tral

hosp

itals

Act

ual (

usab

le) b

eds

in c

entra

l hos

pita

ls ar

e be

ds a

ctua

lly

avai

labl

e fo

r use

w

ithin

the

cent

ral

hosp

ital,

rega

rdle

ss o

f w

heth

er th

ey a

re

occu

pie

d by

a

patie

nt o

r a lo

dger

.

(Thi

s is a

fixe

d va

lue

that

doe

s not

flu

ctua

te d

ue to

re

nova

tions

or

inte

rmitt

ent s

taff

chal

leng

es.)

Mon

itors

the

avai

labi

lity

of

cent

ral h

ospi

tal

beds

to e

nsur

e ac

cess

ibilit

y of

ce

ntra

l hos

pita

l se

rvic

es.

Inpa

tient

Th

roug

hput

Fo

rm

SIN

JAN

I A

ctua

l (us

able

) be

ds (c

entra

l ho

spita

ls)

Non

e (N

r) D

epen

dent

on

accu

racy

of

data

from

re

porti

ng

faci

litie

s.

Inpu

t C

umul

ativ

e Q

uarte

rly

Ann

ual

No

High

er le

vels

of

upta

ke m

ay

ind

icat

e an

in

crea

sed

burd

en

of d

iseas

e or

gr

eate

r rel

ianc

e on

the

publ

ic

heal

th sy

stem

.

Cen

tral h

ospi

tal

prog

ram

me

man

ager

No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Dat

a lim

itatio

ns

Type

of

ind

icat

or

Cal

cula

tion

type

Re

porti

ng

cycl

e N

ew

ind

icat

or

Des

ired

perfo

rman

ce

Indi

cato

r re

spon

sibilit

y

PRO

VIN

CIA

L ST

RATE

GIC

OBJ

ECTIV

E IN

DIC

ATO

RS




No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Dat

a lim

itatio

ns

Type

of

ind

icat

or

Cal

cula

tion

type

Re

porti

ng

cycl

e N

ew

ind

icat

or

Des

ired

perfo

rman

ce

Indi

cato

r re

spon

sibilit

y

PRO

VIN

CIA

L ST

RATE

GIC

OBJ

ECTIV

E IN

DIC

ATO

RS

1.1.

1 A

ctua

l (us

able

) be

ds in

Red

Cro

ss

War

Mem

oria

l C

hild

ren’

s Hos

pita

l (R

CW

MC

H)

Act

ual (

usab

le) b

eds

in R

CW

MC

H ar

e be

ds

actu

ally

ava

ilabl

e fo

r us

e w

ithin

the

regi

onal

ho

spita

l, re

gard

less

of

whe

ther

they

are

oc

cup

ied

by a

pa

tient

or a

lodg

er.

(Thi

s is a

fixe

d va

lue

that

doe

s not

flu

ctua

te d

ue to

re

nova

tions

or

inte

rmitt

ent s

taff

chal

leng

es.)

Mon

itors

the

avai

labi

lity

of

RCW

MC

H be

ds to

en

sure

acc

essib

ility

of R

CW

MC

H se

rvic

es.

Inpa

tient

Th

roug

hput

Fo

rm

SIN

JAN

I A

ctua

l (us

able

) be

ds (R

CW

MC

H)

Non

e (N

r) D

epen

dent

on

accu

racy

of

data

from

re

porti

ng

faci

litie

s.

Inpu

t C

umul

ativ

e Q

uarte

rly

Ann

ual

No

High

er le

vels

of

upta

ke m

ay

ind

icat

e an

in

crea

sed

burd

en

of d

iseas

e or

gr

eate

r rel

ianc

e on

the

publ

ic

heal

th sy

stem

.

CEO

RC

WM

CH

Programme 6: HEALTH SCIENCES & TRAINING






Table C 18: Strategic objectives and expected outcomes for Health Care Support Services Strategic objective

(short title)

Strategic objective

statement (SMART)

Indicator Baseline

(2013/14)

Target

(2019/20)

1. Implement a Human Resource Development (HRD) strategy.

1.1. Implement a HRD strategy by providing study opportunities for categories of scarce and critical skills, by 2019/20.

1.1.1. Number of bursaries awarded for scarce and critical skills categories.

2 915

Not required to

report

2 750

2 310

Annexures


No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Dat

a lim

itatio

ns

Type

of

ind

icat

or

Cal

cula

tion

type

Re

porti

ng

cycl

e N

ew

ind

icat

or

Des

ired

perfo

rman

ce

Indi

cato

r re

spon

sibilit

y

PRO

VIN

CIA

L ST

RATE

GIC

OBJ

ECTIV

E IN

DIC

ATO

RS

1.1.

1 A

ctua

l (us

able

) be

ds in

Red

Cro

ss

War

Mem

oria

l C

hild

ren’

s Hos

pita

l (R

CW

MC

H)

Act

ual (

usab

le) b

eds

in R

CW

MC

H ar

e be

ds

actu

ally

ava

ilabl

e fo

r us

e w

ithin

the

regi

onal

ho

spita

l, re

gard

less

of

whe

ther

they

are

oc

cup

ied

by a

pa

tient

or a

lodg

er.

(Thi

s is a

fixe

d va

lue

that

doe

s not

flu

ctua

te d

ue to

re

nova

tions

or

inte

rmitt

ent s

taff

chal

leng

es.)

Mon

itors

the

avai

labi

lity

of

RCW

MC

H be

ds to

en

sure

acc

essib

ility

of R

CW

MC

H se

rvic

es.

Inpa

tient

Th

roug

hput

Fo

rm

SIN

JAN

I A

ctua

l (us

able

) be

ds (R

CW

MC

H)

Non

e (N

r) D

epen

dent

on

accu

racy

of

data

from

re

porti

ng

faci

litie

s.

Inpu

t C

umul

ativ

e Q

uarte

rly

Ann

ual

No

High

er le

vels

of

upta

ke m

ay

ind

icat

e an

in

crea

sed

burd

en

of d

iseas

e or

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Programme 6: HEALTH SCIENCES & TRAINING







(short title)

Strategic objective

statement (SMART)

Indicator Baseline

(2013/14)

Target

(2019/20)

1. Implement a Human Resource Development (HRD) strategy.

1.1. Implement a HRD strategy by providing study opportunities for categories of scarce and critical skills, by 2019/20.

1.1.1. Number of bursaries awarded for scarce and critical skills categories.

2 915

Not required to

report

2 750

2 310




Programme 7: HEALTH CARE SUPPORT SERVICES


Table C.19 below is reflected on pages 106 and 107 of the Strategic Plan 2015 – 2019.



Table C. 20 below is reflected on page 106 of the Strategic Plan 2015 – 2019.





(short title)

Strategic objective

statement (SMART)

Indicator Baseline

(2013/14)

Target

(2019/20)

2. Provide an efficient and effective laundry service.

2.1. Provide an efficient and effective laundry service by ensuring the average cost per item laundered in-house does not exceed R5.92 by 2019/20.

2.1.1. Average cost per item laundered in-house

R4.40 R5.92

R6.06

Numerator: 63 260 438 95 450 056

81 197 861

Denominator: 14 376 272 16 123 320

13 398 987

3. Provide an efficient and effective maintenance service.

3.1. Provide an efficient and effective maintenance service by ensuring a 10.7% reduction in energy consumption at provincial hospitals 100% of the maintenance budget is spent by 2019/20 (compared to 2014/15 baseline).

3.1.1. Percentage reduction in energy consumption at provincial hospitals (compared to 2014/15 baseline)maintenance budget spent

100.0%

Not required to

report

100.0%

10.7%

Numerator: 15107 356 000 140 102 393

16 366 404

Denominator: 103 400 000 140 102 393

153 279 246


Table C 20: Strategic objectives and expected outcomes for Health Care Support Services

Strategic objective

(short title)


Indicator Baseline

(2013/14)

Target

(2019/20)

4. Ensure access to a Forensic Pathology Service.

4.1. Ensure access to Forensic Pathology Service by maintaining cases released

4.1.1. Percentage of FPS cases released within 5 days (excluding unidentified persons)

74.4%

74.4%

Numerator: 7 266

7 177

9 081

Strategic objective

(short title)


Indicator Baseline

(2013/14)

Target

(2019/20) within 5 days at 74.4% by 2019/20.

Denominator: 9 340

9 646

12 204

5. Ensure optimum pharmaceutical stock levels to meet the demand.

5.1. Maintain stock levels to ensure 97% of pharmaceutical stock is available by 2019/20.

5.1.1. Percentage of pharmaceutical stock available

94.8%

97.0%

95.1%

Numerator: 746 735

694


730

Annexures


Programme 7: HEALTH CARE SUPPORT SERVICES


Table C.19 below is reflected on pages 106 and 107 of the Strategic Plan 2015 – 2019.



Table C. 20 below is reflected on page 106 of the Strategic Plan 2015 – 2019.





(short title)

Strategic objective

statement (SMART)

Indicator Baseline

(2013/14)

Target

(2019/20)

2. Provide an efficient and effective laundry service.

2.1. Provide an efficient and effective laundry service by ensuring the average cost per item laundered in-house does not exceed R5.92 by 2019/20.

2.1.1. Average cost per item laundered in-house

R4.40 R5.92

R6.06

Numerator: 63 260 438 95 450 056

81 197 861

Denominator: 14 376 272 16 123 320

13 398 987

3. Provide an efficient and effective maintenance service.

3.1. Provide an efficient and effective maintenance service by ensuring a 10.7% reduction in energy consumption at provincial hospitals 100% of the maintenance budget is spent by 2019/20 (compared to 2014/15 baseline).

3.1.1. Percentage reduction in energy consumption at provincial hospitals (compared to 2014/15 baseline)maintenance budget spent

100.0%

Not required to

report

100.0%

10.7%

Numerator: 15107 356 000 140 102 393

16 366 404

Denominator: 103 400 000 140 102 393

153 279 246


Table C 20: Strategic objectives and expected outcomes for Health Care Support Services

Strategic objective

(short title)


Indicator Baseline

(2013/14)

Target

(2019/20)

4. Ensure access to a Forensic Pathology Service.

4.1. Ensure access to Forensic Pathology Service by maintaining cases released

4.1.1. Percentage of FPS cases released within 5 days (excluding unidentified persons)

74.4%

74.4%

Numerator: 7 266

7 177

9 081

Strategic objective

(short title)


Indicator Baseline

(2013/14)

Target

(2019/20) within 5 days at 74.4% by 2019/20.

Denominator: 9 340

9 646

12 204

5. Ensure optimum pharmaceutical stock levels to meet the demand.

5.1. Maintain stock levels to ensure 97% of pharmaceutical stock is available by 2019/20.

5.1.1. Percentage of pharmaceutical stock available

94.8%

97.0%

95.1%

Numerator: 746 735

694


730




Programme 8: HEALTH FACILITIES MANAGEMENT






Table C 21: Strategic objectives and expected outcomes for Health Care Support Services Health Facilities Management

Strategic objective

(short title)


Indicator Baseline

(2013/14)

Target

(2019/20)

1. Efficient and effective management of infrastructure.

1.1. Efficient and effective management of infrastructure by ensuring 100% of the annual allocated budgets are spent and 100% of projects planned for completion is achieved by 2019/20.

1.1.1. Percentage of Programme 8 capital infrastructure budget spent (excluding maintenance

82.6% 100%

Numerator: 425 339 929 3 263 929 000

488 750 000

Denominator: 514 935 000 3 263 929 000

488 750 000

Annexure B: Amendments to the Current Annual Performance Plan: 2016/17 Programme 2: District Health Services

Sub-programme 2.3: Community Health Centres

Disease Prevention and Control

Tables C. 22 & C. 23 below is reflected on page 80 of the Annual Performance Plan 2016-17. Programme 2: Disease Prevention and Control: Chronic disease screening indicators to be removed from the

2016-17 APP are in italic and strikethrough font.

Table C 22: Programme performance indicators and annual targets for 2016/17

Programme performance

indicator

Audited/Actual performance Estimated

performance

2015/16

Medium-term targets

2012/13 2013/14 2014/15 2016/17 2017/18 2018/19

1 Client screened for

hypertension

Not required

to report

Not required to

report

Not required

to report

0 8 210 82 562 123 678


diabetes

Not required

to report

Not required to

report

Not required

to report

0 41 049 82 562 123 678


mental health

Not required

to report

Not required to

report

Not required

to report

0 8 210 82 562 123 678

Table C 23: Quarterly targets for 2016/17

Performance indicator Frequency Annual target

2016/17

Quarterly targets

Quarter 1 Quarter 2 Quarter 3 Quarter 4

1 Client screened for hypertension

Quarterly 8 210 2 053 2 053 2 053 2 053

2 Client screened for diabetes

Quarterly 41 049 10 262 10 262 10 262 10 262

3 Client screened for mental health

Quarterly 8 210 2 053 2 053 2 053 2 053

Annexures


Programme 8: HEALTH FACILITIES MANAGEMENT






Table C 21: Strategic objectives and expected outcomes for Health Care Support Services Health Facilities Management

Strategic objective

(short title)


Indicator Baseline

(2013/14)

Target

(2019/20)

1. Efficient and effective management of infrastructure.

1.1. Efficient and effective management of infrastructure by ensuring 100% of the annual allocated budgets are spent and 100% of projects planned for completion is achieved by 2019/20.

1.1.1. Percentage of Programme 8 capital infrastructure budget spent (excluding maintenance

82.6% 100%

Numerator: 425 339 929 3 263 929 000

488 750 000

Denominator: 514 935 000 3 263 929 000

488 750 000

Annexure B: Amendments to the Current Annual Performance Plan: 2016/17 Programme 2: District Health Services


Disease Prevention and Control

Tables C. 22 & C. 23 below is reflected on page 80 of the Annual Performance Plan 2016-17. Programme 2: Disease Prevention and Control: Chronic disease screening indicators to be removed from the

2016-17 APP are in italic and strikethrough font.



indicator


performance

2015/16

Medium-term targets

2012/13 2013/14 2014/15 2016/17 2017/18 2018/19


hypertension

Not required

to report

Not required to

report

Not required

to report

0 8 210 82 562 123 678


diabetes

Not required

to report

Not required to

report

Not required

to report

0 41 049 82 562 123 678


mental health

Not required

to report

Not required to

report

Not required

to report

0 8 210 82 562 123 678



2016/17

Quarterly targets


1 Client screened for hypertension

Quarterly 8 210 2 053 2 053 2 053 2 053

2 Client screened for diabetes

Quarterly 41 049 10 262 10 262 10 262 10 262

3 Client screened for mental health

Quarterly 8 210 2 053 2 053 2 053 2 053






MCWH

Tables C. 24 & C. 25 below is reflected on pages 76 & 78 of the Annual Performance Plan 2016-17.

Programme 2: MCWH: The performance indicators that are being updated are in italic and strikethrough font

with changes highlighted in grey.



indicator


performance

2015/16

Medium-term targets

2012/13 2013/14 2014/15 2016/17 2017/18 2018/19

1 Couple year

protection rate

(annualised)

Numerator

Denominator

58.7%

967 968

1 648 915

64.8%

1 086 831

1 676 161

59.2%

1 008 850

1 704 472

67.5%

1 169 300

1 733 187

61.1%

58.4%

1 077 217

1 029 264

1 762 676

61.1%

58.4%

1 095 552

1 046 252

1 791 676

63.2%

60.3%

1 150 040

1 098 289

1 819 079



2016/17

Quarterly targets


1 Couple year protection rate (annualised) Numerator Denominator

Quarterly 61.1%

58.4%

1 077 217

1 029 264 1 762 676

62.3%

59.6%

274 679

262 451 440 669

62.0%

59.2%

273 258

261 093 440 669

60.0%

57.3%

264 332

252 565 440 669

60.1%

57.4%

264 969

253 155 440 669



MCWH






Audited/Actual performance Estimated performance

2015/16

Medium-term targets

2012/13 2013/14 2014/15 2016/17 2017/18 2018/19

1 School Grade 1 Screening Coverage (Annualised) School Grade 1 – learners screened Numerator Denominator

Not required to report - -


41.6% 44 271 44 271 106 501

42.1% 44 717 44 717 106 284

41.5% 45 890 45 890 110 462

41.9% 46 491 46 491 110 919

42.3% 47 112 47 112 111 373




2.6% 439 439 16964

6.4% 4 510 4 510 70 154

11.1% 7 845 7 845 70 365

17.3% 12 254 12 254 70 630

25.0% 17 745 17 745 70 900

3 Human Papilloma Virus Vaccine 1st dose coverage HPV 1st dose Numerator Denominator



79.8% 33 644 33 644 42 168

77.4% 32 727 32 727 42 263

79.4% 33 613 33 613 42 335

79.0% 33 555 33 555 42 491

81.5% 34 779 34 779 42 664

4 Human Papilloma Virus Vaccine 2nd dose coverage HPV 2nd dose Numerator Denominator



31.9% 13 445 13 445 42 168

75.2% 31 765 31 765 42 263

76.8% 32 497 32 497 42 335

77.9% 33 121 33 121 42 491

79.1% 33 744 33 744 42 664

Annexures




MCWH






indicator


performance

2015/16

Medium-term targets

2012/13 2013/14 2014/15 2016/17 2017/18 2018/19

1 Couple year

protection rate

(annualised)

Numerator

Denominator

58.7%

967 968

1 648 915

64.8%

1 086 831

1 676 161

59.2%

1 008 850

1 704 472

67.5%

1 169 300

1 733 187

61.1%

58.4%

1 077 217

1 029 264

1 762 676

61.1%

58.4%

1 095 552

1 046 252

1 791 676

63.2%

60.3%

1 150 040

1 098 289

1 819 079



2016/17

Quarterly targets


1 Couple year protection rate (annualised) Numerator Denominator

Quarterly 61.1%

58.4%

1 077 217

1 029 264 1 762 676

62.3%

59.6%

274 679

262 451 440 669

62.0%

59.2%

273 258

261 093 440 669

60.0%

57.3%

264 332

252 565 440 669

60.1%

57.4%

264 969

253 155 440 669



MCWH







2015/16

Medium-term targets

2012/13 2013/14 2014/15 2016/17 2017/18 2018/19




41.6% 44 271 44 271 106 501

42.1% 44 717 44 717 106 284

41.5% 45 890 45 890 110 462

41.9% 46 491 46 491 110 919

42.3% 47 112 47 112 111 373




2.6% 439 439 16964

6.4% 4 510 4 510 70 154

11.1% 7 845 7 845 70 365

17.3% 12 254 12 254 70 630

25.0% 17 745 17 745 70 900




79.8% 33 644 33 644 42 168

77.4% 32 727 32 727 42 263

79.4% 33 613 33 613 42 335

79.0% 33 555 33 555 42 491

81.5% 34 779 34 779 42 664




31.9% 13 445 13 445 42 168

75.2% 31 765 31 765 42 263

76.8% 32 497 32 497 42 335

77.9% 33 121 33 121 42 491

79.1% 33 744 33 744 42 664






2016/17

Quarterly targets



Quarterly 41.5% 45 890 45 890 110 462

43.3% 12 573 12 573 29043

46.1% 14 601 14 601 31679

37.5% 9 330 9 330 24869

37.7% 9 385 9 385 24871


Quarterly 11.1% 7 845 7 845 70 365

10.6% 1 779 1 779 16 783

11.8% 2 172 2 172 18 480

12.0% 2 301 2 301 19 208

10.0% 1 593 1 593 15 893


Quarterly 79.4% 33 613 33 613 42 335

81.8% 18 436 18 436 22 534

76.6% 5 059 5 059 6 601

76.6% 5 059 2 059 6 601

76.6% 5 059 1 059 6 601


Quarterly 76.8% 32 497 32 497 42 335

21.1% 4 747 4 747 22 534

193.4% 12 766 12 766 6 601

71.9% 4 747 4 747 6 601

155.1% 10 237 10 237 6 601


Comprehensive HIV and AIDS Grant

HIV/AIDS, STIs and Tuberculosis (HAST)

Tables C. 28 & C. 29 below is reflected on page 69 &70 of the Annual Performance Plan 2016-17.

Programme 2: HIV/AIDS, STIs and Tuberculosis: The performance indicators that are being updated are in italic

and strikethrough font with changes highlighted in grey.




2015/16

Medium-term targets

2012/13 2013/14 2014/15 2016/17 2017/18 2018/19

1 Male condom distribution rate (annualised) Numerator Denominator

54.1

113 929 651

2 106 076

59.1

127 606 318

2 160 523

55.7

123 416 309

2 216 129

53.9

122 528 065

2 272 522

46.0

42.9 107 185 693

100 000 000 2 330 401

46.2

43.1 110 361 330

102 967 121 2 386 855

48.4

45.2 118 144 267

110 228 601 2 440 886

2 Medical male circumcision performed - total

0 16 602 15 498 14 197 33 741 23 560

25 840 18 037

26 229 18 308



2016/17

Quarterly targets



Quarterly 46.0

42.9

107 185 693

100 000 000 2 330 401

43.6

40.6

25 380 760

23 679 242 582 602

46.6

43.4

27 122 330

25 304 058 582 602

46.6

43.5

27 147 668

25 327 697 582 602

47.3

44.1

27 534 935

25 689 003 582 595


Quarterly 33 741 23 560

8 625 6 022

8 607 6 010

8 080 5 642

8 430 5 886

Annexures




2016/17

Quarterly targets



Quarterly 41.5% 45 890 45 890 110 462

43.3% 12 573 12 573 29043

46.1% 14 601 14 601 31679

37.5% 9 330 9 330 24869

37.7% 9 385 9 385 24871


Quarterly 11.1% 7 845 7 845 70 365

10.6% 1 779 1 779 16 783

11.8% 2 172 2 172 18 480

12.0% 2 301 2 301 19 208

10.0% 1 593 1 593 15 893


Quarterly 79.4% 33 613 33 613 42 335

81.8% 18 436 18 436 22 534

76.6% 5 059 5 059 6 601

76.6% 5 059 2 059 6 601

76.6% 5 059 1 059 6 601


Quarterly 76.8% 32 497 32 497 42 335

21.1% 4 747 4 747 22 534

193.4% 12 766 12 766 6 601

71.9% 4 747 4 747 6 601

155.1% 10 237 10 237 6 601


Comprehensive HIV and AIDS Grant

HIV/AIDS, STIs and Tuberculosis (HAST)

Tables C. 28 & C. 29 below is reflected on page 69 &70 of the Annual Performance Plan 2016-17.

Programme 2: HIV/AIDS, STIs and Tuberculosis: The performance indicators that are being updated are in italic

and strikethrough font with changes highlighted in grey.




2015/16

Medium-term targets

2012/13 2013/14 2014/15 2016/17 2017/18 2018/19


54.1

113 929 651

2 106 076

59.1

127 606 318

2 160 523

55.7

123 416 309

2 216 129

53.9

122 528 065

2 272 522

46.0

42.9 107 185 693

100 000 000 2 330 401

46.2

43.1 110 361 330

102 967 121 2 386 855

48.4

45.2 118 144 267

110 228 601 2 440 886


0 16 602 15 498 14 197 33 741 23 560

25 840 18 037

26 229 18 308



2016/17

Quarterly targets



Quarterly 46.0

42.9

107 185 693

100 000 000 2 330 401

43.6

40.6

25 380 760

23 679 242 582 602

46.6

43.4

27 122 330

25 304 058 582 602

46.6

43.5

27 147 668

25 327 697 582 602

47.3

44.1

27 534 935

25 689 003 582 595


Quarterly 33 741 23 560

8 625 6 022

8 607 6 010

8 080 5 642

8 430 5 886




Ann

exur

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1:

Adm

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Man

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Annexures


No.

In

dica

tor t

itle

Shor

t def

initi

on

Purp

ose

/ Im

porta

nce

Form

(dat

a co

llect

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of e

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unpr

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of v

otes

for

limiti

ng v

alue

s tha

t pa

rtici

pant

s in

the

Barre

tt va

lues

surv

ey

pick

to d

escr

ibe

the

curre

nt c

ultu

re o

f the

or

gani

satio

n.

Entro

py ri

sk b

ands

:

Le

ss th

an 1

0%:

heal

thy

func

tioni

ng

10

% -

19%

: pro

blem

s re

quirin

g at

tent

ion

and

care

ful

mon

itorin

g

20

% -

29%

: sig

nific

ant p

robl

ems

requ

iring

imm

edia

te

atte

ntio

n

30%

- 39

%: c

risis

situa

tion

requ

iring

imm

edia

te c

hang

e

Abo

ve 4

0%:

impe

ndin

g ris

k of

im

plos

ion,

ba

nkru

ptcy

, or

failu

re

Org

anisa

tiona

l cu

lture

has

an

influ

ence

on

the

over

all

perfo

rman

ce o

f the

or

gani

satio

n.

Lead

ersh

ip p

lays

a

criti

cal r

ole

in

driv

ing

a va

lues

-dr

iven

cul

ture

with

th

e or

gani

satio

n.

Num

erat

or:

Barre

tt va

lues

su

rvey

Num

erat

or:

Cul

tura

l Val

ues

Ass

essm

ent

(CV

A)

repo

rt

Num

erat

or:

Vot

es fo

r po

tent

ially

lim

iting

val

ues

(PL)

in c

urre

nt

cultu

re

100

Resp

onde

nts

base

thei

r an

swer

s (vo

tes f

or

the

valu

es) o

n th

eir p

erso

nal

perc

eptio

n of

the

orga

nisa

tion.

Parti

cipa

tion

is lim

ited

to st

aff

with

acc

ess t

o co

mpu

ters

and,

th

eref

ore,

the

maj

ority

of s

taff

who

par

ticip

ate

falls

in th

e ad

min

ca

tego

ry.

Out

put

Perc

enta

ge

Bi-a

nnua

l N

o A

redu

ctio

n in

cu

ltura

l ent

ropy

en

able

s a m

ore

optim

al w

ork

envi

ronm

ent t

hat

impr

oves

or

gani

satio

nal

perfo

rman

ce,

incr

ease

s em

ploy

ee

enga

gem

ent a

s wel

l as

redu

ces

empl

oyee

turn

over

.

Dire

ctor

: Hum

an

Reso

urce

M

anag

emen

t

Den

omin

ator

:

Barre

tt va

lues

su

rvey

Den

omin

ator

:

Cul

tura

l Val

ues

Ass

essm

ent

(CV

A)

repo

rt

Den

omin

ator

:

Parti

cipa

nts i

n th

e su

rvey

x 1

0 po

ssib

le v

alue

s

Ann

exur

e C

: Tec

hnic

al In

dica

tor D

escr

iptio

ns

Prog

ram

me

1:

Adm

inist

ratio

n PR

OVI

NC

IAL

STRA

TEG

IC O

BJEC

TIVES

FO

R A

DM

INIS

TRA

TION

[AD

MIN

1 &

3]

No.

In

dica

tor t

itle

Shor

t def

initi

on

Purp

ose

/ Im

porta

nce

Form

(dat

a co

llect

ion)

So

urce

M

etho

d of

C

alcu

latio

n Fa

ctor

Da

ta li

mita

tions

Ty

pe o

f in

dica

tor

Cal

cula

tion

type

Re

porti

ng

cycl

e N

ew

indi

cato

r De

sired

pe

rform

ance

In

dica

tor

resp

onsib

ility

GO

AL

2: TO

EM

BED

GO

OD

GO

VERN

AN

CE

AN

D VA

LUES

-DRI

VEN

LEA

DERS

HIP

PRA

CTIC

ES

1.1.

1 Pe

rcen

tage

of t

he

annu

al e

quita

ble

shar

e bu

dget

al

loca

tion

spen

t

Perc

enta

ge o

f the

al

loca

ted

equi

tabl

e sh

are

annu

al b

udge

t th

at w

as sp

ent b

y th

e D

epar

tmen

t.

For q

uarte

rly re

porti

ng

the

proj

ecte

d an

nual

ex

pend

iture

ver

sus t

he

annu

al b

udge

t sho

uld

be u

sed.

Ensu

re th

e un

der-

or

over

-spe

ndin

g of

th

e eq

uita

ble

shar

e is

with

in 1

% o

f the

bu

dget

allo

catio

n.

Num

erat

or:

Expe

nditu

re

repo

rts

Num

erat

or:

BAS

Num

erat

or:

Ann

ual

expe

nditu

re o

n eq

uita

ble

shar

e bu

dget

(Qua

rterly

, use

pr

ojec

ted

annu

al

expe

nditu

re)

100

Dep

enda

nt o

n ac

cura

te

expe

nditu

re

info

rmat

ion

on

the

equi

tabl

e sh

are

budg

et.

(Qua

rterly

de

pend

ant o

n re

alist

ic

proj

ecte

d ex

pend

iture

.)

Out

put

Perc

enta

ge

Ann

ual

No

The

over

- / u

nder

-sp

endi

ng o

f the

an

nual

equ

itabl

e sh

are

do

not

exce

ed 1

% o

f the

bu

dget

allo

catio

n.

Chi

ef F

inan

cial

O

ffice

r (C

FO)

Den

omin

ator

:

Ann

ual

allo

cate

d bu

dget

Den

omin

ator

:

BAS

Den

omin

ator

:

Tota

l BA

S an

nual

eq

uita

ble

shar

e bu

dget

al

loca

tion

2.1.

1 Tim

eous

subm

issio

n of

a H

uman

Re

sour

ce P

lan

for

2015

- 20

19 to

DPS

A

The

2015

- 20

19

Hum

an R

esou

rce

Plan

is

subm

itted

to th

e D

epar

tmen

t of P

ublic

Se

rvic

e an

d A

dmin

istra

tion

(DPS

A)

timeo

usly

.

Stre

ngth

en h

uman

re

sour

ce c

apac

ity

to e

nhan

ce se

rvic

e de

liver

y by

im

plem

entin

g,

revi

ewin

g an

d am

endi

ng th

e de

partm

enta

l Hu

man

Res

ourc

e Pl

an.

Subm

issio

n of

th

e 20

15 -

2019

Hu

man

Re

sour

ce P

lan

Subm

issio

n of

th

e 20

15 -

2019

Hu

man

Re

sour

ce P

lan

Revi

sed

Hum

an

Reso

urce

Pla

n fo

r 201

5 –

2019

su

bmitt

ed

timeo

usly

to

DPS

A

Yes o

r No

Ava

ilabi

lity

of

docu

men

tatio

n to

pro

of

subm

issio

n of

Pl

an.

Inpu

t C

ompl

ianc

e A

nnua

lly

No

Adh

eren

ce to

the

due

dat

e fo

r the

su

bmiss

ion

of th

e pl

an to

the

Dep

artm

ent o

f Pu

blic

Ser

vice

and

A

dmin

istra

tion.

Dire

ctor

: Hu

man

Re

sour

ce

Man

agem

ent




No.

In

dica

tor t

itle

Shor

t def

initi

on

Purp

ose

/ Im

porta

nce

Form

(dat

a co

llect

ion)

So

urce

M

etho

d of

C

alcu

latio

n Fa

ctor

Da

ta li

mita

tions

Ty

pe o

f in

dica

tor

Cal

cula

tion

type

Re

porti

ng

cycl

e N

ew

indi

cato

r De

sired

pe

rform

ance

In

dica

tor

resp

onsib

ility

3.1.

2 N

umbe

r of v

alue

m

atch

es in

the

Barre

tt su

rvey

Cul

tura

l val

ue

mat

ches

hig

hlig

ht th

e re

latio

nshi

p be

twee

n pe

rsona

l val

ues,

curre

nt a

nd d

esire

d or

gani

satio

nal v

alue

s. In

a h

ighl

y al

igne

d cu

lture

, one

wou

ld

expe

ct to

see

thre

e or

fo

ur p

ositi

ve v

alue

s m

atch

es b

etw

een

perso

nal,

curre

nt, a

nd

desir

ed v

alue

s. Th

ese

valu

es in

dica

te w

hole

sy

stem

cha

nge.

Mat

chin

g va

lues

in

dic

ate

alig

nmen

t be

twee

n pe

rsona

l, cu

rrent

and

des

ired

valu

es -

the

ind

ivid

ual a

nd

colle

ctiv

e co

nsci

ousn

ess h

ave

grow

n to

the

sam

e le

vel a

nd th

e co

llect

ive

exhi

bits

th

e be

havi

ours.

Barre

tt va

lues

su

rvey

C

ultu

ral V

alue

s A

sses

smen

t (C

VA

) re

port

Val

ue m

atch

es

in th

e Ba

rrett

valu

es su

rvey

1 Re

spon

dent

s ba

se th

eir

answ

ers (

vote

s for

th

e va

lues

) on

thei

r per

sona

l pe

rcep

tion

of th

e or

gani

satio

n.

Parti

cipa

tion

is lim

ited

to st

aff

with

acc

ess t

o co

mpu

ters

and,

th

eref

ore,

the

maj

ority

of s

taff

who

par

ticip

ate

falls

in th

e ad

min

ca

tego

ry.

Out

put

Num

ber

Bi-a

nnua

l N

o Hi

gher

num

ber o

f va

lue

mat

ches

in

dic

ates

bet

ter

alig

nmen

t bet

wee

n pe

rsona

l, cu

rrent

an

d d

esire

d va

lues

.

Dire

ctor

: Hum

an

Reso

urce

M

anag

emen

t

PERF

ORM

AN

CE

IND

ICA

TORS

FO

R A

DM

INIS

TRA

TION

[AD

MIN

2 &

3]

No.

In

dica

tor t

itle

Shor

t def

initi

on

Purp

ose

/ Im

porta

nce

Form

(dat

a co

llect

ion)

So

urce

M

etho

d of

C

alcu

latio

n Fa

ctor

Da

ta li

mita

tions

Ty

pe o

f in

dica

tor

Cal

cula

tion

type

Re

porti

ng

cycl

e N

ew

indi

cato

r De

sired

pe

rform

ance

In

dica

tor

resp

onsib

ility

SEC

TOR

SPEC

IFIC

INDI

CA

TORS

1.

A

udit

opin

ion

from

A

udito

r-Gen

eral

of

Sout

h A

frica

Out

com

e of

the

audi

t co

nduc

ted

by th

e A

udito

r-Gen

eral

of

Sout

h A

frica

(AG

SA).

Not

e: T

he a

udit

opin

ion

expr

esse

d du

ring

the

curre

nt

finan

cial

yea

r will

rela

te to

the

audi

t ou

tcom

e of

the

prev

ious

fina

ncia

l yea

r (e

.g. t

he a

udit

opin

ion

expr

esse

d d

urin

g 20

15/1

6 w

ill re

late

to

the

audi

t out

com

e of

20

14/1

5).

Mon

itors

the

outc

ome

of th

e au

dit

cond

ucte

d by

the

AG

SA.

Aud

it Re

port

of

AG

SA

Aud

it Re

port

of

AG

SA

Aud

it op

inio

n ex

pres

sed

in

Aud

it Re

port

of

AG

SA

Non

e Tim

eous

av

aila

bilit

y of

the

Aud

it Re

port

of

the

AG

SA.

Out

put

Cat

egor

ical

A

nnua

l N

o Un

qual

ified

or c

lean

au

dit

i.e. n

o m

atte

rs of

em

phas

is.

Chi

ef F

inan

cial

O

ffice

r

2.

Pe

rcen

tage

of

hosp

itals

with

br

oadb

and

acce

ss

Prop

ortio

n of

hos

pita

ls th

at h

ave

acce

ss to

at

leas

t 2 M

bps

(meg

abit

per s

econ

d)

conn

ectio

n.

Prov

ide

conn

ectiv

ity

requ

ired

to e

nabl

e th

e ro

ll-ou

t of

elec

troni

c in

form

atio

n sy

stem

s.

Num

erat

or:

Sinte

lligen

t

Num

erat

or:

Sinte

lligen

t

Num

erat

or:

Hosp

itals

with

m

inim

um 2

M

bps

conn

ectiv

ity

100

Dep

enda

nt o

n ac

cura

te

mon

itorin

g an

d re

cord

ing

of

hosp

itals

with

sp

ecifi

ed a

cces

s.

Inpu

t Pe

rcen

tage

Q

uarte

rly

No

Hi

gher

num

ber o

f fa

cilit

ies w

ith

spec

ified

acc

ess

will

resu

lt in

in

crea

sed

ICT

conn

ectiv

ity.

Dire

ctor

: In

form

atio

n M

anag

emen

t

Annexures


No.

In

dica

tor t

itle

Shor

t def

initi

on

Purp

ose

/ Im

porta

nce

Form

(dat

a co

llect

ion)

So

urce

M

etho

d of

C

alcu

latio

n Fa

ctor

Da

ta li

mita

tions

Ty

pe o

f in

dica

tor

Cal

cula

tion

type

Re

porti

ng

cycl

e N

ew

indi

cato

r De

sired

pe

rform

ance

In

dica

tor

resp

onsib

ility

Den

omin

ator

:

Faci

lity

list

Den

omin

ator

:

SIN

JAN

I

Den

omin

ator

:

Num

ber o

f ho

spita

ls

3.

Pe

rcen

tage

of f

ixed

PHC

faci

litie

s with

br

oadb

and

acce

ss

Prop

ortio

n of

fixe

d PH

C fa

cilit

ies t

hat

have

acc

ess t

o at

le

ast 5

12 K

bps (

kilo

bit

per s

econ

d)

conn

ectio

n.

Prov

ide

conn

ectiv

ity

requ

ired

to e

nabl

e th

e ro

ll-ou

t of

elec

troni

c in

form

atio

n sy

stem

s.

Num

erat

or:

Sinte

lligen

t

Num

erat

or:

Sinte

lligen

t

Num

erat

or:

Fixed

PHC

fa

cilit

ies w

ith

min

imum

512

kb

ps

conn

ectiv

ity

100

Dep

enda

nt o

n ac

cura

te

mon

itorin

g an

d re

cord

ing

of

fixed

PHC

fa

cilit

ies w

ith

spec

ified

acc

ess.

Inpu

t Pe

rcen

tage

Q

uarte

rly

No

Hi

gher

num

ber o

f fa

cilit

ies w

ith

spec

ified

acc

ess

will

resu

lt in

in

crea

sed

ICT

conn

ectiv

ity.

Dire

ctor

: In

form

atio

n M

anag

emen

t

Den

omin

ator

:

Faci

lity

list

Den

omin

ator

:

SIN

JAN

I

Den

omin

ator

:

Num

ber o

f fix

ed P

HC

faci

litie

s

No.

In

dica

tor t

itle

Shor

t def

initi

on

Purp

ose

/ Im

porta

nce

Form

(dat

a co

llect

ion)

So

urce

M

etho

d of

C

alcu

latio

n Fa

ctor

Da

ta li

mita

tions

Ty

pe o

f in

dica

tor

Cal

cula

tion

type

Re

porti

ng

cycl

e N

ew

indi

cato

r De

sired

pe

rform

ance

In

dica

tor

resp

onsib

ility

3.1.

2 N

umbe

r of v

alue

m

atch

es in

the

Barre

tt su

rvey

Cul

tura

l val

ue

mat

ches

hig

hlig

ht th

e re

latio

nshi

p be

twee

n pe

rsona

l val

ues,

curre

nt a

nd d

esire

d or

gani

satio

nal v

alue

s. In

a h

ighl

y al

igne

d cu

lture

, one

wou

ld

expe

ct to

see

thre

e or

fo

ur p

ositi

ve v

alue

s m

atch

es b

etw

een

perso

nal,

curre

nt, a

nd

desir

ed v

alue

s. Th

ese

valu

es in

dica

te w

hole

sy

stem

cha

nge.

Mat

chin

g va

lues

in

dic

ate

alig

nmen

t be

twee

n pe

rsona

l, cu

rrent

and

des

ired

valu

es -

the

ind

ivid

ual a

nd

colle

ctiv

e co

nsci

ousn

ess h

ave

grow

n to

the

sam

e le

vel a

nd th

e co

llect

ive

exhi

bits

th

e be

havi

ours.

Barre

tt va

lues

su

rvey

C

ultu

ral V

alue

s A

sses

smen

t (C

VA

) re

port

Val

ue m

atch

es

in th

e Ba

rrett

valu

es su

rvey

1 Re

spon

dent

s ba

se th

eir

answ

ers (

vote

s for

th

e va

lues

) on

thei

r per

sona

l pe

rcep

tion

of th

e or

gani

satio

n.

Parti

cipa

tion

is lim

ited

to st

aff

with

acc

ess t

o co

mpu

ters

and,

th

eref

ore,

the

maj

ority

of s

taff

who

par

ticip

ate

falls

in th

e ad

min

ca

tego

ry.

Out

put

Num

ber

Bi-a

nnua

l N

o Hi

gher

num

ber o

f va

lue

mat

ches

in

dic

ates

bet

ter

alig

nmen

t bet

wee

n pe

rsona

l, cu

rrent

an

d d

esire

d va

lues

.

Dire

ctor

: Hum

an

Reso

urce

M

anag

emen

t

PERF

ORM

AN

CE

IND

ICA

TORS

FO

R A

DM

INIS

TRA

TION

[AD

MIN

2 &

3]

No.

In

dica

tor t

itle

Shor

t def

initi

on

Purp

ose

/ Im

porta

nce

Form

(dat

a co

llect

ion)

So

urce

M

etho

d of

C

alcu

latio

n Fa

ctor

Da

ta li

mita

tions

Ty

pe o

f in

dica

tor

Cal

cula

tion

type

Re

porti

ng

cycl

e N

ew

indi

cato

r De

sired

pe

rform

ance

In

dica

tor

resp

onsib

ility

SEC

TOR

SPEC

IFIC

INDI

CA

TORS

1.

A

udit

opin

ion

from

A

udito

r-Gen

eral

of

Sout

h A

frica

Out

com

e of

the

audi

t co

nduc

ted

by th

e A

udito

r-Gen

eral

of

Sout

h A

frica

(AG

SA).

Not

e: T

he a

udit

opin

ion

expr

esse

d du

ring

the

curre

nt

finan

cial

yea

r will

rela

te to

the

audi

t ou

tcom

e of

the

prev

ious

fina

ncia

l yea

r (e

.g. t

he a

udit

opin

ion

expr

esse

d d

urin

g 20

15/1

6 w

ill re

late

to

the

audi

t out

com

e of

20

14/1

5).

Mon

itors

the

outc

ome

of th

e au

dit

cond

ucte

d by

the

AG

SA.

Aud

it Re

port

of

AG

SA

Aud

it Re

port

of

AG

SA

Aud

it op

inio

n ex

pres

sed

in

Aud

it Re

port

of

AG

SA

Non

e Tim

eous

av

aila

bilit

y of

the

Aud

it Re

port

of

the

AG

SA.

Out

put

Cat

egor

ical

A

nnua

l N

o Un

qual

ified

or c

lean

au

dit

i.e. n

o m

atte

rs of

em

phas

is.

Chi

ef F

inan

cial

O

ffice

r

2.

Pe

rcen

tage

of

hosp

itals

with

br

oadb

and

acce

ss

Prop

ortio

n of

hos

pita

ls th

at h

ave

acce

ss to

at

leas

t 2 M

bps

(meg

abit

per s

econ

d)

conn

ectio

n.

Prov

ide

conn

ectiv

ity

requ

ired

to e

nabl

e th

e ro

ll-ou

t of

elec

troni

c in

form

atio

n sy

stem

s.

Num

erat

or:

Sinte

lligen

t

Num

erat

or:

Sinte

lligen

t

Num

erat

or:

Hosp

itals

with

m

inim

um 2

M

bps

conn

ectiv

ity

100

Dep

enda

nt o

n ac

cura

te

mon

itorin

g an

d re

cord

ing

of

hosp

itals

with

sp

ecifi

ed a

cces

s.

Inpu

t Pe

rcen

tage

Q

uarte

rly

No

Hi

gher

num

ber o

f fa

cilit

ies w

ith

spec

ified

acc

ess

will

resu

lt in

in

crea

sed

ICT

conn

ectiv

ity.

Dire

ctor

: In

form

atio

n M

anag

emen

t




No.

In

dica

tor t

itle

Shor

t def

initi

on

Purp

ose

/ Im

porta

nce

Form

(dat

a co

llect

ion)

So

urce

M

etho

d of

C

alcu

latio

n Fa

ctor

Da

ta li

mita

tions

Ty

pe o

f in

dica

tor

Cal

cula

tion

type

Re

porti

ng

cycl

e N

ew

indi

cato

r De

sired

pe

rform

ance

In

dica

tor

resp

onsib

ility

ADD

ITIO

NA

L PR

OVI

NC

IAL

INDI

CA

TOR

Not

e

Ther

e ar

e no

add

ition

al p

rovi

ncia

l indi

cato

rs.

Annexures


Prog

ram

me

2:

Dist

rict H

ealth

Ser

vice

s PE

RFO

RMA

NC

E IN

DIC

ATO

RS F

OR

DIS

TRIC

T HE

ALT

H SE

RVIC

ES [D

HS 2

, 4 &

5]

No.

In

dica

tor t

itle

Shor

t def

initi

on

Purp

ose

/ Im

porta

nce

Form

(dat

a co

llect

ion)

So

urce

M

etho

d of

C

alcu

latio

n Fa

ctor

Da

ta li

mita

tions

Ty

pe o

f in

dica

tor

Cal

cula

tion

type

Re

porti

ng

cycl

e N

ew

indi

cato

r De

sired

pe

rform

ance

In

dica

tor

resp

onsib

ility

SEC

TOR

SPEC

IFIC

INDI

CA

TORS

1.

Id

eal c

linic

stat

us

dete

rmin

atio

ns

cond

ucte

d by

Pe

rfect

Per

man

ent

Team

for I

deal

C

linic

Rea

lisat

ion

and

Ma

inte

nanc

e (P

PTIC

RM) r

ate

(fixe

d cl

inic

/CHC

/CD

C)

Fixed

clin

ics,

CHC

s an

d C

DC

s whe

re

Idea

l clin

ic st

atus

de

term

inat

ions

are

co

nduc

ted

by

PPTIC

RM a

s a

prop

ortio

n Fix

ed

clin

ics p

lus f

ixed

CHC

s/C

DC

s

Mon

itors

whe

ther

PH

C h

ealth

es

tabl

ishm

ents

are

m

easu

ring

thei

r le

vel o

f com

plia

nce

with

stan

dard

s in

orde

r to

clos

e ga

ps

in p

repa

ratio

n fo

r an

ext

erna

l as

sess

men

t by

the

Offi

ce o

f Hea

lth

Stan

dard

s C

ompl

ianc

e

Num

erat

or:

Idea

l clin

ic

dash

boar

d re

port

Den

omin

ator

:

Idea

l clin

ic

dash

boar

d re

port

Num

erat

or:

Nat

iona

l idea

l cl

inic

m

onito

ring

syst

em

Den

omin

ator

:

Nat

iona

l idea

l cl

inic

m

onito

ring

syst

em

Num

erat

or:

Idea

l clin

ic

stat

us

dete

rmin

atio

ns

cond

ucte

d by

PP

TICRM

Den

omin

ator

: Fix

ed P

HC

clin

ics/

fixed

C

HCs/

CD

Cs

100

The

indi

cato

r m

easu

res s

elf o

r pe

er a

sses

smen

t, an

d pe

rform

ance

is

relia

nt o

n ac

cura

cy o

f in

terp

reta

tion

of

idea

l clin

ic d

ata

elem

ents

Cum

ulat

ive

Perc

enta

ge

Qua

rterly

Ye

s Hi

gher

per

cent

age

ind

icat

es g

reat

er

leve

l of i

deal

clin

ic

prin

cipl

es

Dist

rict H

ealth

Se

rvic

es a

nd

Qua

lity

Ass

uran

ce

Dire

ctor

ates

No.

In

dica

tor t

itle

Shor

t def

initi

on

Purp

ose

/ Im

porta

nce

Form

(dat

a co

llect

ion)

So

urce

M

etho

d of

C

alcu

latio

n Fa

ctor

Da

ta li

mita

tions

Ty

pe o

f in

dica

tor

Cal

cula

tion

type

Re

porti

ng

cycl

e N

ew

indi

cato

r De

sired

pe

rform

ance

In

dica

tor

resp

onsib

ility

ADD

ITIO

NA

L PR

OVI

NC

IAL

INDI

CA

TOR

Not

e

Ther

e ar

e no

add

ition

al p

rovi

ncia

l indi

cato

rs.




No.

In

dica

tor t

itle

Shor

t def

initi

on

Purp

ose

/ Im

porta

nce

Form

(dat

a co

llect

ion)

So

urce

M

etho

d of

C

alcu

latio

n Fa

ctor

Da

ta li

mita

tions

Ty

pe o

f in

dica

tor

Cal

cula

tion

type

Re

porti

ng

cycl

e N

ew

indi

cato

r De

sired

pe

rform

ance

In

dica

tor

resp

onsib

ility

2.

O

HH re

gist

ratio

n vi

sit

cove

rage

(a

nnua

lised

)

Out

reac

h ho

useh

olds

re

gist

ered

by

War

d Ba

sed

Out

reac

h Te

ams a

s a p

ropo

rtion

of

OHH

in p

opul

atio

n

(Not

app

licab

le to

W

este

rn C

ape

– se

e no

tes b

elow

tabl

e.)

Mon

itors

impl

emen

tatio

n of

th

e PH

C re

-en

gine

erin

g st

rate

gy.

Num

erat

or:

N/A

Num

erat

or:

N/A

Num

erat

or:

OHH

re

gist

ratio

n vi

sit

100

Dep

ende

nt o

n ac

cura

cy o

f OHH

in

pop

ulat

ion.

Out

put

Perc

enta

ge

Qua

rterly

N

o Hi

gher

leve

ls of

up

take

may

in

dic

ate

an

incr

ease

d bu

rden

of

dise

ase,

or

grea

ter r

elia

nce

on p

ublic

hea

lth

syst

em.

CBS

/ O

utre

ach

Serv

ices

pr

ogra

mm

e m

anag

er

Den

omin

ator

:

N/A

Den

omin

ator

:

N/A

Den

omin

ator

:

Hous

ehol

d m

id-y

ear

estim

ate

Annexures


No.

In

dica

tor t

itle

Shor

t def

initi

on

Purp

ose

/ Im

porta

nce

Form

(dat

a co

llect

ion)

So

urce

M

etho

d of

C

alcu

latio

n Fa

ctor

Da

ta li

mita

tions

Ty

pe o

f in

dica

tor

Cal

cula

tion

type

Re

porti

ng

cycl

e N

ew

indi

cato

r De

sired

pe

rform

ance

In

dica

tor

resp

onsib

ility

3.

PH

C u

tilisa

tion

rate

- To

tal

Ave

rage

num

ber o

f PH

C v

isits

per

per

son

per y

ear i

n th

e po

pula

tion.

Mon

itors

PHC

ac

cess

and

ut

ilisat

ion.

Num

erat

or:

Rout

ine

Mon

thly

Re

port

Num

erat

or:

SIN

JAN

I

Num

erat

or:

PHC

tota

l he

adco

unt

1 D

epen

dent

on

the

accu

racy

of

the

estim

ated

to

tal p

opul

atio

n fro

m S

tats

SA

.

Out

put

Rate

(a

nnua

lised

) Q

uarte

rly

No

High

er le

vels

of

upta

ke m

ay

ind

icat

e an

in

crea

sed

burd

en

of d

iseas

e or

gr

eate

r rel

ianc

e on

the

publ

ic

heal

th sy

stem

. A

low

er u

ptak

e m

ay

ind

icat

e un

deru

tiliza

tion

of

faci

lity

DHS

Man

ager

Den

omin

ator

:

Popu

latio

n -

Tota

l

4.

C

ompl

aint

re

solu

tion

rate

(PHC

fa

cilit

ies)

Com

plai

nts r

esol

ved

in

fixed

PHC

faci

litie

s as

a pr

opor

tion

of

com

plai

nts r

ecei

ved

in fi

xed

PHC

faci

litie

s.

Mon

itors

the

publ

ic

heal

th sy

stem

re

spon

se to

cu

stom

er c

once

rns

in P

HC fa

cilit

ies.

Num

erat

or:

Com

plai

nts

and

Com

plim

ents

Re

gist

er

Num

erat

or:

SIN

JAN

I

Num

erat

or:

Com

plai

nt

reso

lved

[PHC

fa

cilit

ies]

100

Acc

ura

cy o

f in

form

atio

n is

depe

nden

t on

the

accu

racy

of

time

stam

p fo

r ea

ch c

ompl

aint

Qua

lity

Perc

enta

ge

Qua

rterly

N

o Hi

gher

rate

su

gges

ts b

ette

r m

anag

emen

t of

com

plai

nts i

n PH

C

faci

litie

s.

Qua

lity

Ass

uran

ce

Den

omin

ator

:

Com

plai

nts

and

Com

plim

ents

Re

gist

er

Den

omin

ator

:

SIN

JAN

I

Den

omin

ator

:

Com

plai

nt

rece

ived

[PH

C

faci

litie

s]

5.

C

ompl

aint

re

solu

tion

with

in 2

5 w

orkin

g d

ays r

ate

(PHC

faci

litie

s)

Com

plai

nts r

esol

ved

with

in 2

5 w

orkin

g d

ays

in fi

xed

PHC

faci

litie

s as

a p

ropo

rtion

of a

ll co

mpl

aint

s res

olve

d in

fix

ed P

HC fa

cilit

ies.

Mon

itors

the

time

fram

e in

whi

ch th

e pu

blic

hea

lth

syst

em re

spon

ds to

co

mpl

aint

s in

PHC

fa

cilit

ies.

Num

erat

or:

Com

plai

nts

and

Com

plim

ents

Re

gist

er

Num

erat

or:

SIN

JAN

I

Num

erat

or:

Com

plai

nt

reso

lved

with

in

25 w

orkin

g da

ys (P

HC

faci

litie

s)

100

Acc

ura

cy o

f in

form

atio

n is

depe

nden

t on

the

accu

racy

of

the

time

stam

p re

cord

ed fo

r ea

ch c

ompl

aint

.

Qua

lity

Perc

enta

ge

Qua

rterly

N

o Hi

gher

rate

su

gges

ts b

ette

r m

anag

emen

t of

com

plai

nts i

n PH

C

faci

litie

s.

Qua

lity

Ass

uran

ce

Den

omin

ator

:

Com

plai

nts

and

Com

plim

ents

Re

gist

er

Den

omin

ator

:

SIN

JAN

I

Den

omin

ator

:

Com

plai

nt

reso

lved

(PH

C

faci

litie

s)

No.

In

dica

tor t

itle

Shor

t def

initi

on

Purp

ose

/ Im

porta

nce

Form

(dat

a co

llect

ion)

So

urce

M

etho

d of

C

alcu

latio

n Fa

ctor

Da

ta li

mita

tions

Ty

pe o

f in

dica

tor

Cal

cula

tion

type

Re

porti

ng

cycl

e N

ew

indi

cato

r De

sired

pe

rform

ance

In

dica

tor

resp

onsib

ility

2.

O

HH re

gist

ratio

n vi

sit

cove

rage

(a

nnua

lised

)

Out

reac

h ho

useh

olds

re

gist

ered

by

War

d Ba

sed

Out

reac

h Te

ams a

s a p

ropo

rtion

of

OHH

in p

opul

atio

n

(Not

app

licab

le to

W

este

rn C

ape

– se

e no

tes b

elow

tabl

e.)

Mon

itors

impl

emen

tatio

n of

th

e PH

C re

-en

gine

erin

g st

rate

gy.

Num

erat

or:

N/A

Num

erat

or:

N/A

Num

erat

or:

OHH

re

gist

ratio

n vi

sit

100

Dep

ende

nt o

n ac

cura

cy o

f OHH

in

pop

ulat

ion.

Out

put

Perc

enta

ge

Qua

rterly

N

o Hi

gher

leve

ls of

up

take

may

in

dic

ate

an

incr

ease

d bu

rden

of

dise

ase,

or

grea

ter r

elia

nce

on p

ublic

hea

lth

syst

em.

CBS

/ O

utre

ach

Serv

ices

pr

ogra

mm

e m

anag

er

Den

omin

ator

:

N/A

Den

omin

ator

:

N/A

Den

omin

ator

:

Hous

ehol

d m

id-y

ear

estim

ate




PERF

ORM

AN

CE

IND

ICA

TORS

FO

R D

ISTR

ICT

HOSP

ITA

LS [D

HS 6

, 8 &

9]

No.

In

dica

tor t

itle

Shor

t def

initi

on

Purp

ose

/ Im

porta

nce

Form

(dat

a co

llect

ion)

So

urce

M

etho

d of

C

alcu

latio

n Fa

ctor

Da

ta li

mita

tions

Ty

pe o

f in

dica

tor

Cal

cula

tion

type

Re

porti

ng

cycl

e N

ew

indi

cato

r De

sired

pe

rform

ance

In

dica

tor

resp

onsib

ility

SEC

TOR

SPEC

IFIC

INDI

CA

TORS

1.

1)

Perc

enta

ge o

f Ho

spita

ls th

at

achi

eved

an

over

all

perfo

rman

ce o

f ≥7

5% c

ompl

ianc

e w

ith th

e na

tiona

l co

re st

anda

rds

(dist

rict h

osp

itals)

Dist

rict h

osp

itals

that

ac

hiev

ed a

pe

rform

ance

of a

t le

ast 7

5% o

n N

CS

self-

asse

ssm

ent.

Mon

itors

the

leve

l of

com

plia

nce

with

th

e na

tiona

l cor

e st

anda

rds i

n d

istric

t ho

spita

ls.

Num

erat

or:

Nat

iona

l cor

e st

anda

rds s

elf-

asse

ssm

ent

Den

omin

ator

: Ho

spita

l Sem

i-pe

rman

ent

Dat

a ve

rsion

2

Num

erat

or:

DHI

S - N

CS

syst

em

Den

omin

ator

: SI

NJA

NI

Num

erat

or:

Hosp

itals

that

ac

hiev

ed a

t le

ast 7

5%

com

plia

nce

with

th

e na

tiona

l cor

e st

anda

rds

(dist

rict h

osp

itals)

D

enom

inat

or:

Hosp

itals

that

co

nduc

ted

a na

tiona

l cor

e st

anda

rds s

elf-

asse

ssm

ent

durin

g th

e fin

anci

al y

ear

(dist

rict h

osp

itals)

100

Relia

bilit

y of

dat

a pr

ovid

ed

Qua

lity

Perc

enta

ge

Qua

rterly

N

o Hi

gher

per

cent

age

ind

icat

es m

ore

dist

rict h

osp

itals

are

com

plia

nt w

ith th

e na

tiona

l cor

e st

anda

rds f

or

qual

ity a

ssur

ance

.

Qua

lity

assu

ranc

e

Annexures


2.

A

vera

ge le

ngth

of

stay

(dist

rict

hosp

itals)

Ave

rage

nu

mbe

r of

pa

tient

da

ys

an

adm

itted

p

atie

nt

spen

ds

in

a d

istric

t ho

spita

l be

fore

se

para

tion.

In

patie

nt s

epar

atio

n is

the

tota

l of

, in

patie

nt

disc

harg

es,

inpa

tient

de

aths

and

inp

atie

nt

trans

fers

out.

(Thi

s is a

pro

xy

ind

icat

or a

s ide

ally

it

shou

ld o

nly

incl

ude

inpa

tient

day

s for

th

ose

clie

nts

sepa

rate

d d

urin

g th

e re

porti

ng p

erio

d.)

Mon

itors

effe

ctiv

enes

s and

ef

ficie

ncy

of

inpa

tient

m

anag

emen

t in

dist

rict h

osp

itals.

Num

erat

or:

Inpa

tient

Th

roug

hput

Fo

rm

Num

erat

or:

SIN

JAN

I

Num

erat

or:

Patie

nt d

ays

Sum

of:

In

patie

nt d

ays

½

day

pa

tient

s (d

istric

t hos

pita

ls)

1 A

ccur

acy

de

pend

ent

on

qual

ity

of

data

fro

m

repo

rting

fa

cilit

ies.

Hi

gh le

vels

of

effic

ienc

y co

uld

hide

poo

r qua

lity.

Effic

ienc

y

Ratio

ex

pres

sed

in

days

Qua

rterly

N

o A

low

ave

rage

le

ngth

of s

tay

refle

cts h

igh

leve

ls of

effi

cien

cy. B

ut

thes

e hi

gh

effic

ienc

y le

vels

mig

ht a

lso

com

prom

ise q

ualit

y of

hos

pita

l car

e.

Chi

ef

Dire

ctor

: M

DHS

an

d C

hief

Dire

ctor

: RD

HS

Den

omin

ator

: In

patie

nt

Thro

ughp

ut

form

Den

omin

ator

: SI

NJA

NI

Den

omin

ator

: In

patie

nt

Sepa

ratio

ns-

tota

l Su

m o

f:

In

patie

nt

deat

hs

In

pat

ient

di

scha

rges

Inpa

tient

tra

nsfe

rs ou

t (d

istric

t ho

spita

ls)

3.

In

patie

nt b

ed

utilis

atio

n ra

te

(dist

rict h

osp

itals)

Inpa

tient

bed

day

s ex

pres

sed

as a

pe

rcen

tage

of t

he

max

imum

inpa

tient

be

d d

ays a

vaila

ble

(i.e.

inpa

tient

bed

s X

days

in th

e pe

riod

) in

dist

rict h

osp

itals.

Mon

itors

effe

ctiv

enes

s an

d ef

ficie

ncy

of

inpa

tient

m

anag

emen

t. Sp

ecifi

cally

m

onito

rs th

e ov

er-

or u

nder

-util

isatio

n of

dist

rict h

osp

ital

beds

.

Num

erat

or:

Inpa

tient

Th

roug

hput

Fo

rm

Num

erat

or:

SIN

JAN

I N

umer

ator

: Pa

tient

day

s Su

m o

f:

Inpa

tient

day

s

½ d

ay

patie

nts

(dist

rict h

osp

itals)

100

Acc

ura

cy

depe

nden

t on

qual

ity o

f dat

a fro

m re

porti

ng

faci

litie

s and

co

rrect

repo

rting

of

usa

ble

beds

.

Effic

ienc

y Pe

rcen

tage

Q

uarte

rly

No

High

er b

ed

utilis

atio

n in

dic

ates

ef

ficie

nt u

se o

f av

aila

ble

beds

an

d/or

hig

her

burd

en o

f dise

ase

and/

or b

ette

r se

rvic

e le

vels.

Chi

ef

Dire

ctor

: M

DHS

an

d C

hief

Dire

ctor

: RD

HS

Den

omin

ator

: In

patie

nt

Thro

ughp

ut

Form

Den

omin

ator

: SI

NJA

NI

Den

omin

ator

: In

patie

nt

bed

days

av

aila

ble

(Usa

ble

beds

to

tal

x 30

.42)

(d

istric

t hos

pita

ls)

4.

Ex

pend

iture

per

pa

tient

day

eq

uiva

lent

(PD

E)

(dist

rict h

osp

itals)

Ave

rage

cos

t per

PD

E in

dist

rict h

osp

itals.

PD

E is

the

sum

of

inpa

tient

day

s, ½

x

day

patie

nts, ⅓

x O

PD

head

coun

t and

⅓ x

em

erge

ncy

head

coun

t.

Mon

itors

effe

ctiv

e an

d ef

ficie

nt

man

agem

ent o

f in

patie

nt fa

cilit

ies.

Num

erat

or:

Finan

cial

dat

a

Num

erat

or:

BAS

Num

erat

or:

Expe

nditu

re in

di

stric

t hos

pita

ls (s

ub-p

rogr

amm

e 2.

9)

1 A

ccur

acy

of

ex

pend

iture

de

pend

ent

on

the

corre

ct

expe

nditu

re

allo

catio

n.

Acc

ura

cy o

f PD

Es

depe

nden

t on

qual

ity o

f dat

a fro

m re

porti

ng

faci

litie

s.

Effic

ienc

y Ra

te

expr

esse

d in

Ra

nd

Qua

rterly

N

o Lo

wer

rate

in

dic

ates

effi

cien

t us

e of

fina

ncia

l re

sour

ces.

Chi

ef

Dire

ctor

: M

DHS

an

d C

hief

Dire

ctor

: RD

HS

Den

omin

ator

:

Den

omin

ator

:

Den

omin

ator

: Pa

tient

da

y eq

uiva

lent

(PD

E)

(dist

rict h

osp

itals)

Su

m o

f:

PERF

ORM

AN

CE

IND

ICA

TORS

FO

R D

ISTR

ICT

HOSP

ITA

LS [D

HS 6

, 8 &

9]

No.

In

dica

tor t

itle

Shor

t def

initi

on

Purp

ose

/ Im

porta

nce

Form

(dat

a co

llect

ion)

So

urce

M

etho

d of

C

alcu

latio

n Fa

ctor

Da

ta li

mita

tions

Ty

pe o

f in

dica

tor

Cal

cula

tion

type

Re

porti

ng

cycl

e N

ew

indi

cato

r De

sired

pe

rform

ance

In

dica

tor

resp

onsib

ility

SEC

TOR

SPEC

IFIC

INDI

CA

TORS

1.

1)

Perc

enta

ge o

f Ho

spita

ls th

at

achi

eved

an

over

all

perfo

rman

ce o

f ≥7

5% c

ompl

ianc

e w

ith th

e na

tiona

l co

re st

anda

rds

(dist

rict h

osp

itals)

Dist

rict h

osp

itals

that

ac

hiev

ed a

pe

rform

ance

of a

t le

ast 7

5% o

n N

CS

self-

asse

ssm

ent.

Mon

itors

the

leve

l of

com

plia

nce

with

th

e na

tiona

l cor

e st

anda

rds i

n d

istric

t ho

spita

ls.

Num

erat

or:

Nat

iona

l cor

e st

anda

rds s

elf-

asse

ssm

ent

Den

omin

ator

: Ho

spita

l Sem

i-pe

rman

ent

Dat

a ve

rsion

2

Num

erat

or:

DHI

S - N

CS

syst

em

Den

omin

ator

: SI

NJA

NI

Num

erat

or:

Hosp

itals

that

ac

hiev

ed a

t le

ast 7

5%

com

plia

nce

with

th

e na

tiona

l cor

e st

anda

rds

(dist

rict h

osp

itals)

D

enom

inat

or:

Hosp

itals

that

co

nduc

ted

a na

tiona

l cor

e st

anda

rds s

elf-

asse

ssm

ent

durin

g th

e fin

anci

al y

ear

(dist

rict h

osp

itals)

100

Relia

bilit

y of

dat

a pr

ovid

ed

Qua

lity

Perc

enta

ge

Qua

rterly

N

o Hi

gher

per

cent

age

ind

icat

es m

ore

dist

rict h

osp

itals

are

com

plia

nt w

ith th

e na

tiona

l cor

e st

anda

rds f

or

qual

ity a

ssur

ance

.

Qua

lity

assu

ranc

e




Inpa

tient

Th

roug

hput

Fo

rm

SIN

JAN

I

Inpa

tient

day

s

½

day

pa

tient

s

Out

patie

nt

and

Inpa

tient

Re

late

d Se

rvic

es

SIN

JAN

I

⅓ O

PD

head

coun

t

⅓

emer

genc

y he

adco

unt

5.

C

ompl

aint

re

solu

tion

rate

(d

istric

t hos

pita

ls)

Com

plai

nts r

esol

ved

in

dist

rict h

osp

itals

as a

pr

opor

tion

of

com

plai

nts r

ecei

ved

in d

istric

t hos

pita

ls.

Mon

itors

the

publ

ic

heal

th sy

stem

re

spon

se to

cu

stom

er c

once

rns

in d

istric

t hos

pita

ls.

Num

erat

or:

Com

plai

nts

and

Com

plim

ents

Re

gist

er

Num

erat

or:

SIN

JAN

I N

umer

ator

: C

ompl

aint

s re

solv

ed (d

istric

t ho

spita

ls)

100

Acc

ura

cy o

f in

form

atio

n is

depe

nden

t on

accu

rate

re

cord

ing

of

com

plai

nts (

all

com

plai

nts

reco

rded

and

no

dupl

icat

ions

).

Qua

lity

Perc

enta

ge

Qua

rterly

N

o Hi

gher

rate

sugg

ests

be

tter

man

agem

ent o

f co

mpl

aint

s in

dist

rict

hosp

itals.

Chi

ef

Dire

ctor

: M

DHS

an

d C

hief

Dire

ctor

: RD

HS

Den

omin

ator

: C

ompl

aint

s an

d C

ompl

imen

ts

Regi

ster

Den

omin

ator

: SI

NJA

NI

Den

omin

ator

: C

ompl

aint

s re

ceiv

ed (d

istric

t ho

spita

ls)

9.

Com

plai

nt

reso

lutio

n w

ithin

25

wor

king

day

s rat

e (d

istric

t hos

pita

ls)

Com

plai

nts r

esol

ved

with

in 2

5 w

orkin

g d

ays

in d

istric

t hos

pita

ls as

a

prop

ortio

n of

all

com

plai

nts r

esol

ved

in

dist

rict h

osp

itals.

Mon

itors

the

publ

ic

heal

th sy

stem

re

spon

se to

cu

stom

er c

once

rns

in d

istric

t hos

pita

ls.

Num

erat

or:

Com

plai

nts

and

Com

plim

ents

Re

gist

er

Num

erat

or:

SIN

JAN

I

Num

erat

or:

Com

plai

nts

reso

lved

with

in 2

5 w

orkin

g da

ys

(dist

rict h

osp

itals)

100

Acc

ura

cy o

f in

form

atio

n is

depe

nden

t on

the

accu

racy

of

the

time

stam

p re

cord

ed fo

r ea

ch c

ompl

aint

.

Qua

lity

Perc

enta

ge

Qua

rterly

N

o Hi

gher

rate

sugg

ests

be

tter

man

agem

ent o

f co

mpl

aint

s in

dist

rict

hosp

itals.

Chi

ef

Dire

ctor

: M

DHS

an

d C

hief

Dire

ctor

: RD

HS

Den

omin

ator

: C

ompl

aint

s an

d C

ompl

imen

ts

Regi

ster

Den

omin

ator

: SI

NJA

NI

Den

omin

ator

: C

ompl

aint

s re

solv

ed (d

istric

t ho

spita

ls)

Annexures


PERF

ORM

AN

CE

IND

ICA

TORS

FO

R HI

V A

ND

AID

S, T

B A

ND

STI

CO

NTR

OL

[DHS

10,

12

& 1

3]

0No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

SEC

TOR

SPEC

IFIC

INDI

CA

TORS

1.

A

RT c

lient

rem

ain

on A

RT e

nd o

f m

onth

- to

tal

Tota

l clie

nts

initi

ated

on

ART

an

d re

tain

ed in

ca

re.

Trac

ks th

e nu

mbe

r of

clie

nts o

n A

RT

Num

erat

or:

Faci

lity

regi

ster

Num

erat

or:

Tier.n

et

Num

erat

or:

Tota

l clie

nts o

n tre

atm

ent m

inus

lo

st to

follo

w u

p m

inus

die

d m

inus

tra

nsfe

rred

out

1 N

one

Out

put

Cum

ulat

ive

tota

l Q

uarte

rly

No

High

er to

tal

ind

icat

es a

larg

er

popu

latio

n on

A

RT tr

eatm

ent

HIV

/AID

S

Prog

ram

me

Man

ager

2.

TB

/HIV

co-

infe

cted

on

ART

rate

TB

/HIV

co-

infe

cted

cl

ient

s on

ART

as a

pr

opor

tion

of H

IV

posit

ive

TB c

lient

s

All

elig

ibile

co-

infe

cted

clie

nts

mus

t be

on A

RT to

re

duce

mor

talit

y.

Mon

itors

ART

co

vera

ge fo

r TB

clie

nts

Num

erat

or:

Faci

lity

regi

ster

Num

erat

or:

Sinja

ni

Num

erat

or:

Tota

l num

ber o

f re

gist

ered

HIV

an

d TB

co-

infe

cted

pat

ient

s on

ART

1 A

vaila

bilit

y of

da

ta in

ETR

.net

, TB

regi

ster

, pa

tient

reco

rds

Out

com

e Pe

rcen

tage

Q

uarte

rly

No

High

er p

ropo

rtion

of

TB/

HIV

co-

infe

cted

on

ART

tre

atm

ent w

ill re

duce

co-

infe

ctio

n ra

tes

TB/H

IV m

anag

er

Den

omin

ator

:

Faci

lity

regi

ster

Den

omin

ator

:

Sinja

ni

Den

omin

ator

:

Tota

l num

ber o

f re

gist

ered

HIV

an

d TB

co-

infe

cted

pat

ient

s

3.

HI

V te

st d

one

- tot

al

ALL

clie

nts t

este

d fo

r HI

V, i

nclu

din

g cl

ient

s un

der 1

5 ye

ars a

nd

ante

nata

l clie

nts.

Mon

itors

annu

al

test

ing

of p

erso

ns

who

are

not

kno

wn

HIV

pos

itive

aga

inst

a

set t

arge

t. Th

is as

sists

in re

sour

ce

plan

ning

e.g

. tes

t kit

s and

staf

fing

and

ind

ivid

uals’

leve

l of

know

ledg

e of

thei

r HI

V st

atus

.

Num

erat

or:

HIV

C

ouns

ellin

g an

d Te

stin

g Re

gist

er

Num

erat

or:

SIN

JAN

I

Num

erat

or:

Clie

nt te

sted

for

HIV

(inc

ludi

ng

AN

C)

1 D

epen

dent

on

the

accu

racy

of

faci

lity

regi

ster

Proc

ess

Num

ber

Qua

rterly

N

o Hi

gher

num

ber

ind

icat

es a

n in

crea

sed

popu

latio

n kn

owin

g th

eir H

IV

stat

us.

HIV

/AID

S

Prog

ram

me

Man

ager

Inpa

tient

Th

roug

hput

Fo

rm

SIN

JAN

I

Inpa

tient

day

s

½

day

pa

tient

s

Out

patie

nt

and

Inpa

tient

Re

late

d Se

rvic

es

SIN

JAN

I

⅓ O

PD

head

coun

t

⅓

emer

genc

y he

adco

unt

5.

C

ompl

aint

re

solu

tion

rate

(d

istric

t hos

pita

ls)

Com

plai

nts r

esol

ved

in

dist

rict h

osp

itals

as a

pr

opor

tion

of

com

plai

nts r

ecei

ved

in d

istric

t hos

pita

ls.

Mon

itors

the

publ

ic

heal

th sy

stem

re

spon

se to

cu

stom

er c

once

rns

in d

istric

t hos

pita

ls.

Num

erat

or:

Com

plai

nts

and

Com

plim

ents

Re

gist

er

Num

erat

or:

SIN

JAN

I N

umer

ator

: C

ompl

aint

s re

solv

ed (d

istric

t ho

spita

ls)

100

Acc

ura

cy o

f in

form

atio

n is

depe

nden

t on

accu

rate

re

cord

ing

of

com

plai

nts (

all

com

plai

nts

reco

rded

and

no

dupl

icat

ions

).

Qua

lity

Perc

enta

ge

Qua

rterly

N

o Hi

gher

rate

sugg

ests

be

tter

man

agem

ent o

f co

mpl

aint

s in

dist

rict

hosp

itals.

Chi

ef

Dire

ctor

: M

DHS

an

d C

hief

Dire

ctor

: RD

HS

Den

omin

ator

: C

ompl

aint

s an

d C

ompl

imen

ts

Regi

ster

Den

omin

ator

: SI

NJA

NI

Den

omin

ator

: C

ompl

aint

s re

ceiv

ed (d

istric

t ho

spita

ls)

9.

Com

plai

nt

reso

lutio

n w

ithin

25

wor

king

day

s rat

e (d

istric

t hos

pita

ls)

Com

plai

nts r

esol

ved

with

in 2

5 w

orkin

g d

ays

in d

istric

t hos

pita

ls as

a

prop

ortio

n of

all

com

plai

nts r

esol

ved

in

dist

rict h

osp

itals.

Mon

itors

the

publ

ic

heal

th sy

stem

re

spon

se to

cu

stom

er c

once

rns

in d

istric

t hos

pita

ls.

Num

erat

or:

Com

plai

nts

and

Com

plim

ents

Re

gist

er

Num

erat

or:

SIN

JAN

I

Num

erat

or:

Com

plai

nts

reso

lved

with

in 2

5 w

orkin

g da

ys

(dist

rict h

osp

itals)

100

Acc

ura

cy o

f in

form

atio

n is

depe

nden

t on

the

accu

racy

of

the

time

stam

p re

cord

ed fo

r ea

ch c

ompl

aint

.

Qua

lity

Perc

enta

ge

Qua

rterly

N

o Hi

gher

rate

sugg

ests

be

tter

man

agem

ent o

f co

mpl

aint

s in

dist

rict

hosp

itals.

Chi

ef

Dire

ctor

: M

DHS

an

d C

hief

Dire

ctor

: RD

HS

Den

omin

ator

: C

ompl

aint

s an

d C

ompl

imen

ts

Regi

ster

Den

omin

ator

: SI

NJA

NI

Den

omin

ator

: C

ompl

aint

s re

solv

ed (d

istric

t ho

spita

ls)




0No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

4.

TB

clie

nt 5

yea

rs an

d ol

der s

tart

on

treat

men

t rat

e

TB c

lient

5 y

ears

and

olde

r sta

rt on

tre

atm

ent a

s a

prop

ortio

n of

TB

sym

ptom

atic

clie

nt 5

ye

ars a

nd o

lder

test

po

sitiv

e

Mon

itors

trend

s in

early

iden

tific

atio

n of

chi

ldre

n w

ith T

B sy

mpt

oms i

n he

alth

ca

re fa

cilit

ies

Num

erat

or:

Rout

ine

Mon

thly

Re

port

Den

omin

ator

:

Rout

ine

Mon

thly

Re

port

Num

erat

or:

SIN

JAN

I

Den

omin

ator

:

SIN

JAN

I

Num

erat

or:

SUM

([TB

clie

nt 5

ye

ars a

nd o

lder

st

art o

n tre

atm

ent]

)

Den

omin

ator

:

SUM

([TB

sy

mpt

omat

ic

clie

nt 5

yea

rs an

d ol

der t

este

d po

sitiv

e])

100

Acc

ura

cy

depe

nden

t on

qual

ity o

f dat

a fro

m re

porti

ng

faci

lity

Proc

ess/

Act

ivity

Ra

te

Qua

rterly

N

o Sc

reen

ing

will

enab

le e

arly

id

entif

icat

ion

of

TB su

spec

t in

heal

th fa

cilit

ies

TB P

rogr

amm

e M

anag

er

5.

M

ale

cond

om

dist

ribut

ion

M

ale

cond

oms

dist

ribut

ed fr

om a

pr

imar

y d

istrib

utio

n sit

e to

hea

lth fa

cilit

ies o

r po

ints

in th

e co

mm

unity

(e.g

. ca

mpa

igns

, non

-tra

ditio

nal o

utle

ts,

etc.

)

Mon

itors

dist

ribut

ion

of m

ale

cond

oms

for p

reve

ntio

n of

HI

V a

nd o

ther

STIs

, an

d fo

r co

ntra

cept

ive

purp

oses

. Not

e th

at

rese

arch

indi

cate

s on

ly a

roun

d 60

% o

f di

strib

uted

co

ndom

s are

use

d fo

r the

inte

nded

pu

rpos

e.

Num

erat

or:

Rout

ine

Mon

thly

Re

port

Num

erat

or:

SIN

JAN

I

Num

erat

or:

SUM

([M

ale

cond

oms

dist

ribut

ed])

1 N

one

Proc

ess

Num

ber

Qua

rterly

N

o Hi

gher

num

ber

ind

icat

ed b

ette

r di

strib

utio

n (a

nd

ind

irect

ly b

ette

r up

take

) of

cond

oms i

n th

e pr

ovin

ce

HIV

/AID

S C

lust

er

6.

M

edic

al m

ale

circ

umci

sion

- Tot

al

Med

ical

mal

e ci

rcum

cisio

ns (M

MC

s)

perfo

rmed

. All

mal

es

who

are

circ

umci

sed

unde

r med

ical

su

perv

ision

are

re

cord

ed.

Mon

itors

med

ical

m

ale

circ

umci

sions

pe

rform

ed u

nder

su

perv

ision

Rout

ine

Mon

thly

Re

port

SIN

JAN

I N

umer

ator

:

Med

ical

mal

e ci

rcum

cisio

ns

(MM

Cs)

co

nduc

ted

1 A

ssum

ed th

at a

ll M

MC

s rep

orte

d on

DHI

S ar

e co

nduc

ted

unde

r sup

ervi

sion

Out

put

Num

ber

Qua

rterly

N

o Hi

gher

num

ber

ind

icat

es g

reat

er

avai

labi

lity

of th

e se

rvic

e or

gre

ater

up

take

of t

he

serv

ice

HIV

/AID

S Pr

ogra

mm

e M

anag

er

7.

TB

clie

nt tr

eatm

ent

succ

ess r

ate

TB c

lient

s suc

cess

fully

co

mpl

eted

trea

tmen

t (b

oth

cure

d an

d tre

atm

ent c

ompl

eted

) as

a p

ropo

rtion

of A

LL

TB c

lient

s sta

rted

on

treat

men

t. Th

is ap

plie

s to

ALL

TB

clie

nts (

New

, Re

treat

men

t, O

ther

, pu

lmon

ary

and

extra

pu

lmon

ary)

Mon

itors

succ

ess o

f TB

trea

tmen

t for

ALL

ty

pes o

f TB.

Thi

s fo

llow

s a c

ohor

t an

alys

is th

eref

ore

the

clie

nts w

ould

ha

ve b

een

star

ted

on tr

eatm

ent a

t le

ast 6

mon

ths p

rio

Num

erat

or:

TB re

gist

er

Num

erat

or:

ETR.

net

Num

erat

or:

TB c

lient

su

cces

sful

ly

com

plet

ed

treat

men

t

100

Acc

ura

cy

depe

nden

t on

qual

ity o

f dat

a fro

m re

porti

ng

faci

litie

s.

Out

com

e Pe

rcen

tage

Q

uarte

rly

No

High

er

perc

enta

ge

sugg

ests

bet

ter

treat

men

t su

cces

s rat

e.

TB P

rogr

amm

e M

anag

er

Den

omin

ator

:

TB re

gist

er

Den

omin

ator

:

ETR.

net

Den

omin

ator

:

All

TB c

lient

s

Annexures


0No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

8.

TB

clie

nt lo

st to

fo

llow

up

rate

TB

clie

nts w

ho a

re lo

st

to fo

llow

up

(miss

ed

two

mon

ths o

r mor

e of

tre

atm

ent)

as a

pr

opor

tion

of T

B cl

ient

s st

arte

d on

trea

tmen

t. Th

is ap

plie

s to

ALL

TB

clie

nts (

New

, Re

treat

men

t, O

ther

, pu

lmon

ary

and

extra

-pu

lmon

ary)

.

Mon

itors

the

effe

ctiv

enes

s of t

he

rete

ntio

n in

car

e st

rate

gies

. Thi

s fo

llow

s a c

ohor

t an

alys

is th

eref

ore

the

clie

nts w

ould

ha

ve b

een

star

ted

on tr

eatm

ent a

t le

ast 6

mon

ths p

rior

Num

erat

or:

TB re

gist

er

Num

erat

or:

ETR.

net

Num

erat

or:

SUM

[TB

clie

nt

lost

to fo

llow

up]

100

Acc

ura

cy

depe

nden

t on

qual

ity o

f dat

a fro

m re

porti

ng

faci

lity

Out

com

e Pe

rcen

tage

Q

uarte

rly

No

Low

er le

vels

of

inte

rrupt

ion

refle

ct im

prov

ed

case

hol

ding

, w

hich

is

impo

rtant

for

faci

litat

ing

succ

essf

ul T

B tre

atm

ent

TB P

rogr

amm

e M

anag

er

Den

omin

ator

:

TB re

gist

er

Den

omin

ator

:

ETR.

net

Den

omin

ator

:

All

TB c

lient

s

9.

TB

clie

nt d

eath

rate

TB

clie

nts w

ho d

ied

durin

g tre

atm

ent a

s a

prop

ortio

n of

TB

clie

nts

star

ted

on tr

eatm

ent.

This

appl

ies t

o A

LL T

B cl

ient

s (N

ew,

Retre

atm

ent,

Oth

er,

pulm

onar

y an

d ex

tra

pulm

onar

y

Mon

itors

deat

h du

ring

TB tr

eatm

ent

perio

d. T

he c

ause

of

dea

th m

ay n

ot

nece

ssar

ily b

e d

ue

to T

B. T

his f

ollo

ws a

co

hort

anal

ysis

ther

efor

e th

e cl

ient

s w

ould

hav

e be

en

star

ted

on

treat

men

t at l

east

6

mon

ths p

rior

Num

erat

or:

TB re

gist

er

Num

erat

or:

ETR.

net

Num

erat

or:

SUM

([TB

clie

nt

died

dur

ing

treat

men

t])

100

Acc

ura

cy

depe

nden

t on

qual

ity o

f dat

a fro

m re

porti

ng

faci

lity.

Out

com

e Pe

rcen

tage

Q

uarte

rly

Yes

Low

er le

vels

of

deat

h d

esire

d

TB P

rogr

amm

e M

anag

er

Den

omin

ator

:

TB re

gist

er

Den

omin

ator

:

ETR.

net

Den

omin

ator

:

All

TB c

lient

s

10.

TB

MD

R tr

eatm

ent

succ

ess r

ate

TB M

DR

clie

nt

succ

essf

ully

co

mpl

etin

g tre

atm

ent

as a

pro

porti

on o

f TB

MD

R co

nfirm

ed c

lient

s st

arte

d on

trea

tmen

t

Mon

itors

succ

ess o

f M

DR

TB tr

eatm

ent

Num

erat

or:

MD

R re

gist

er

Num

erat

or:

EDR.

net

Num

erat

or:

TB M

DR

clie

nt

succ

essf

ully

co

mpl

ete

treat

men

t])

100

Acc

ura

cy

depe

nden

t on

qual

ity o

f dat

a su

bmitt

ed h

ealth

fa

cilit

ies

Out

com

e Pe

rcen

tage

Q

uarte

rly

Yes

High

er

perc

enta

ge

ind

icat

es a

be

tter t

reat

men

t ra

te

TB P

rogr

amm

e M

anag

er

Den

omin

ator

:

MD

R re

gist

er

Den

omin

ator

:

EDR.

net

Den

omin

ator

:

TB M

DR

conf

irmed

clie

nt

star

t on

treat

men

t

0No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

4.

TB

clie

nt 5

yea

rs an

d ol

der s

tart

on

treat

men

t rat

e

TB c

lient

5 y

ears

and

olde

r sta

rt on

tre

atm

ent a

s a

prop

ortio

n of

TB

sym

ptom

atic

clie

nt 5

ye

ars a

nd o

lder

test

po

sitiv

e

Mon

itors

trend

s in

early

iden

tific

atio

n of

chi

ldre

n w

ith T

B sy

mpt

oms i

n he

alth

ca

re fa

cilit

ies

Num

erat

or:

Rout

ine

Mon

thly

Re

port

Den

omin

ator

:

Rout

ine

Mon

thly

Re

port

Num

erat

or:

SIN

JAN

I

Den

omin

ator

:

SIN

JAN

I

Num

erat

or:

SUM

([TB

clie

nt 5

ye

ars a

nd o

lder

st

art o

n tre

atm

ent]

)

Den

omin

ator

:

SUM

([TB

sy

mpt

omat

ic

clie

nt 5

yea

rs an

d ol

der t

este

d po

sitiv

e])

100

Acc

ura

cy

depe

nden

t on

qual

ity o

f dat

a fro

m re

porti

ng

faci

lity

Proc

ess/

Act

ivity

Ra

te

Qua

rterly

N

o Sc

reen

ing

will

enab

le e

arly

id

entif

icat

ion

of

TB su

spec

t in

heal

th fa

cilit

ies

TB P

rogr

amm

e M

anag

er

5.

M

ale

cond

om

dist

ribut

ion

M

ale

cond

oms

dist

ribut

ed fr

om a

pr

imar

y d

istrib

utio

n sit

e to

hea

lth fa

cilit

ies o

r po

ints

in th

e co

mm

unity

(e.g

. ca

mpa

igns

, non

-tra

ditio

nal o

utle

ts,

etc.

)

Mon

itors

dist

ribut

ion

of m

ale

cond

oms

for p

reve

ntio

n of

HI

V a

nd o

ther

STIs

, an

d fo

r co

ntra

cept

ive

purp

oses

. Not

e th

at

rese

arch

indi

cate

s on

ly a

roun

d 60

% o

f di

strib

uted

co

ndom

s are

use

d fo

r the

inte

nded

pu

rpos

e.

Num

erat

or:

Rout

ine

Mon

thly

Re

port

Num

erat

or:

SIN

JAN

I

Num

erat

or:

SUM

([M

ale

cond

oms

dist

ribut

ed])

1 N

one

Proc

ess

Num

ber

Qua

rterly

N

o Hi

gher

num

ber

ind

icat

ed b

ette

r di

strib

utio

n (a

nd

ind

irect

ly b

ette

r up

take

) of

cond

oms i

n th

e pr

ovin

ce

HIV

/AID

S C

lust

er

6.

M

edic

al m

ale

circ

umci

sion

- Tot

al

Med

ical

mal

e ci

rcum

cisio

ns (M

MC

s)

perfo

rmed

. All

mal

es

who

are

circ

umci

sed

unde

r med

ical

su

perv

ision

are

re

cord

ed.

Mon

itors

med

ical

m

ale

circ

umci

sions

pe

rform

ed u

nder

su

perv

ision

Rout

ine

Mon

thly

Re

port

SIN

JAN

I N

umer

ator

:

Med

ical

mal

e ci

rcum

cisio

ns

(MM

Cs)

co

nduc

ted

1 A

ssum

ed th

at a

ll M

MC

s rep

orte

d on

DHI

S ar

e co

nduc

ted

unde

r sup

ervi

sion

Out

put

Num

ber

Qua

rterly

N

o Hi

gher

num

ber

ind

icat

es g

reat

er

avai

labi

lity

of th

e se

rvic

e or

gre

ater

up

take

of t

he

serv

ice

HIV

/AID

S Pr

ogra

mm

e M

anag

er

7.

TB

clie

nt tr

eatm

ent

succ

ess r

ate

TB c

lient

s suc

cess

fully

co

mpl

eted

trea

tmen

t (b

oth

cure

d an

d tre

atm

ent c

ompl

eted

) as

a p

ropo

rtion

of A

LL

TB c

lient

s sta

rted

on

treat

men

t. Th

is ap

plie

s to

ALL

TB

clie

nts (

New

, Re

treat

men

t, O

ther

, pu

lmon

ary

and

extra

pu

lmon

ary)

Mon

itors

succ

ess o

f TB

trea

tmen

t for

ALL

ty

pes o

f TB.

Thi

s fo

llow

s a c

ohor

t an

alys

is th

eref

ore

the

clie

nts w

ould

ha

ve b

een

star

ted

on tr

eatm

ent a

t le

ast 6

mon

ths p

rio

Num

erat

or:

TB re

gist

er

Num

erat

or:

ETR.

net

Num

erat

or:

TB c

lient

su

cces

sful

ly

com

plet

ed

treat

men

t

100

Acc

ura

cy

depe

nden

t on

qual

ity o

f dat

a fro

m re

porti

ng

faci

litie

s.

Out

com

e Pe

rcen

tage

Q

uarte

rly

No

High

er

perc

enta

ge

sugg

ests

bet

ter

treat

men

t su

cces

s rat

e.

TB P

rogr

amm

e M

anag

er

Den

omin

ator

:

TB re

gist

er

Den

omin

ator

:

ETR.

net

Den

omin

ator

:

All

TB c

lient

s




PRO

VIN

CIA

L ST

RATE

GIC

OBJ

ECTIV

ES F

OR

HIV

AN

D A

IDS,

TB

AN

D S

TI C

ON

TRO

L [D

HS 1

1 &

13]

No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

PRO

VIN

CIA

L ST

RATE

GIC

OBJ

ECTIV

E IN

DIC

ATO

RS

1.1.

1 TB

pro

gram

me

succ

ess r

ate

All

TB c

lient

s who

su

cces

sful

ly

com

plet

ed th

eir T

B tre

atm

ent (

i.e. c

ured

+

treat

men

t com

plet

ed)

as a

pro

porti

on o

f all

TB c

lient

s who

star

ted

on tr

eatm

ent.

All

TB p

atie

nts i

nclu

de

pulm

onar

y an

d ex

tra-

pulm

onar

y cl

ient

s.

Mon

itors

succ

ess o

f TB

trea

tmen

t for

all

type

s of T

B.

Num

erat

or:

TB re

gist

er

Num

erat

or:

ETR.

net

Num

erat

or:

All

TB c

ases

tre

atm

ent

succ

ess

(out

com

e co

hort)

100

Acc

ura

cy

depe

nden

t on

qual

ity o

f dat

a fro

m re

porti

ng

faci

litie

s.

Out

com

e Pe

rcen

tage

Q

uarte

rly

No

High

er

perc

enta

ge

ind

icat

es m

ore

TB

clie

nts a

re tr

eate

d su

cces

sful

ly.

Dire

ctor

: HI

V/A

IDS

& T

B

Den

omin

ator

:

TB re

gist

er

Den

omin

ator

:

ETR.

net

Den

omin

ator

:

All

TB c

ases

(o

utco

me

coho

rt)

2.1.

1 A

RT re

tent

ion

in

care

afte

r 12

mon

ths

The

prop

ortio

n of

pe

ople

who

star

ted

ART

trea

tmen

t car

e 12

m

onth

s pre

viou

sly a

nd

rem

aine

d in

car

e.

Incl

ude

2nd

and

3rd

line

treat

men

t, tra

nsfe

rs in

(TFI

). Re

tain

ed in

car

e ex

clud

es tr

ansf

ers o

ut

(TFO

), lo

st to

follo

w u

p (L

TF) a

nd d

eath

s (RI

P).

Trea

tmen

t of H

IV

infe

ctio

n ca

n be

ef

fect

ive

only

if

patie

nts a

re

reta

ined

in c

are

over

tim

e.

Num

erat

or:

ART

regi

ster

Num

erat

or:

Tier.n

et /

iKap

a

Num

erat

or:

ART

clie

nts

reta

ined

in

care

afte

r 12

mon

ths

100

Acc

ura

cy

depe

nden

t on

qual

ity o

f dat

a fro

m re

porti

ng

faci

litie

s and

ab

ility

to m

onito

r th

e ou

tcom

es

spec

ific

coho

rts

accu

rate

ly.

Out

com

e Pe

rcen

tage

Q

uarte

rly

No

High

er

perc

enta

ge

ind

icat

es m

ore

patie

nts a

re st

ill on

ART

afte

r 12

mon

ths.

Dire

ctor

: HI

V/A

IDS

& T

B

Den

omin

ator

:

ART

regi

ster

Den

omin

ator

:

Tier.n

et /

iKap

a

Den

omin

ator

:

ART

clie

nts

initi

ated

on

treat

men

t (12

m

onth

coh

ort)

2.1.

2 A

RT re

tent

ion

in

care

afte

r 48

mon

ths

The

prop

ortio

n of

pe

ople

who

star

ted

ART

trea

tmen

t car

e 48

m

onth

s pre

viou

sly a

nd

rem

aine

d in

car

e.

Incl

ude

2nd

and

3rd

line

treat

men

t, tra

nsfe

rs in

(TFI

. Re

tain

ed in

car

e ex

clud

es tr

ansf

ers o

ut

(TFO

), lo

st to

follo

w u

p (L

TF) a

nd d

eath

s (RI

P).

Trea

tmen

t of H

IV

infe

ctio

n ca

n be

ef

fect

ive

only

if

patie

nts a

re

reta

ined

in c

are

over

tim

e.

Num

erat

or:

ART

regi

ster

Num

erat

or:

Tier.n

et /

iKap

a

Num

erat

or:

ART

clie

nts

reta

ined

in

care

afte

r 48

mon

ths

100

Acc

ura

cy

depe

nden

t on

qual

ity o

f dat

a fro

m re

porti

ng

faci

litie

s and

ab

ility

to m

onito

r th

e ou

tcom

es

spec

ific

coho

rts

accu

rate

ly.

Out

com

e Pe

rcen

tage

Q

uarte

rly

No

High

er

perc

enta

ge

ind

icat

es m

ore

patie

nts a

re st

ill on

ART

afte

r 12

mon

ths.

Dire

ctor

: HI

V/A

IDS

& T

B

Den

omin

ator

:

ART

regi

ster

Den

omin

ator

:

Tier.n

et /

iKap

a

Den

omin

ator

:

ART

clie

nts

initi

ated

on

treat

men

t (48

m

onth

coh

ort)

Annexures


PERF

ORM

AN

CE

IND

ICA

TORS

FO

R M

ATE

RNA

L, C

HILD

AN

D W

OM

EN’S

HEA

LTH

& N

UTRI

TION

[DHS

14,

16

& 1

7]

No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

SEC

TOR

SPEC

IFIC

INDI

CA

TORS

1.

A

nten

atal

1st v

isit

befo

re 2

0 w

eeks

ra

te

Wom

en w

ho h

ave

a bo

okin

g vi

sit (f

irst v

isit)

be

fore

they

are

20

wee

ks in

to th

eir

preg

nanc

y as

a

prop

ortio

n of

all

ante

nata

l 1st

visi

ts.

Mon

itors

early

ut

ilisat

ion

of

ante

nata

l ser

vice

s.

Num

erat

or:

Rout

ine

Mon

thly

Re

port

Num

erat

or:

SIN

JAN

I

Num

erat

or:

Ant

enat

al 1

st v

isit

befo

re 2

0 w

eeks

100

Acc

ura

cy

depe

nden

t on

qual

ity o

f dat

a su

bmitt

ed h

ealth

fa

cilit

ies

Proc

ess

Perc

enta

ge

Qua

rterly

N

o Hi

gher

pe

rcen

tage

in

dic

ates

bet

ter

upta

ke o

f AN

C

serv

ices

MN

CW

H pr

ogra

mm

e m

anag

er

Den

omin

ator

:

Rout

ine

Mon

thly

Re

port

Den

omin

ator

:

SIN

JAN

I

Den

omin

ator

:

Ant

enat

al 1

st v

isit

Sum

of:

A

nten

atal

1st

visit

bef

ore

20

wee

ks

Ant

enat

al 1

st v

isit

20 w

eeks

or l

ater

2.

Mot

her p

ostn

atal

vi

sit w

ithin

6 d

ays

rate

Mot

hers

who

rece

ived

po

stna

tal c

are

with

in 6

da

ys a

fter d

eliv

ery

as

a pr

opor

tion

of

deliv

erie

s in

heal

th

faci

litie

s.

Not

e: M

ay b

e m

ore

than

100

% in

are

as

with

a lo

w d

eliv

ery

in

faci

lity

rate

if m

any

mot

hers

who

de

liver

ed o

utsid

e he

alth

faci

litie

s had

a

post

nata

l visi

t with

in 6

da

ys a

fter d

eliv

ery.

Mon

itors

acc

ess t

o an

d ut

ilisat

ion

of

post

nata

l ser

vice

s.

Num

erat

or:

Rout

ine

Mon

thly

Re

port

Num

erat

or:

SIN

JAN

I

Num

erat

or:

Mot

her p

ostn

atal

vi

sit w

ithin

6 d

ays

afte

r del

iver

y

100

Acc

ura

cy

depe

nden

t on

qual

ity o

f dat

a su

bmitt

ed h

ealth

fa

cilit

ies

Proc

ess

Perc

enta

ge

Qua

rterly

N

o Hi

gher

pe

rcen

tage

in

dic

ates

bet

ter

upta

ke o

f po

stna

tal s

ervi

ces

MN

CW

H pr

ogra

mm

e m

anag

er

Den

omin

ator

:

Out

patie

nt

and

Inpa

tient

Re

late

d Se

rvic

es

Den

omin

ator

:

SIN

JAN

I

Den

omin

ator

:

Del

iver

y in

faci

lity

tota

3.

A

nten

atal

clie

nt

star

t on

ART

rate

A

nten

atal

clie

nts w

ho

star

ted

on A

RT a

s a

prop

ortio

n of

the

tota

l nu

mbe

r of a

nten

atal

cl

ient

s who

are

HIV

po

sitiv

e an

d no

t pr

evio

usly

on

ART

Mon

itors

impl

emen

tatio

n of

PM

TCT

guid

elin

es in

te

rms o

f ART

in

itiat

ion

of e

ligib

le

HIV

pos

itive

an

tena

tal c

lient

s.

Num

erat

or:

Ant

i-ret

rovi

ral

Trea

tmen

t M

onth

ly

Repo

rt (v

ersio

n 2)

Num

erat

or:

SIN

JAN

I

Num

erat

or:

Ant

enat

al c

lient

st

art o

n A

RT

100

Acc

ura

cy

depe

nden

t on

qual

ity o

f dat

a Re

porte

d by

he

alth

faci

litie

s

Out

put

Perc

enta

ge

Ann

ual

No

High

er

perc

enta

ge

ind

icat

es g

reat

er

cove

rage

of

HIV

po

sitiv

e cl

ient

s on

HIV

Tre

atm

ent

MN

CW

H pr

ogra

mm

e m

anag

er

Den

omin

ator

:

HIV

C

ouns

ellin

g an

d Te

stin

g (v

ersio

n 3)

Den

omin

ator

:

SIN

JAN

I

Den

omin

ator

:

Ant

enat

al c

lient

el

igib

le fo

r ART

in

itiat

ion

PRO

VIN

CIA

L ST

RATE

GIC

OBJ

ECTIV

ES F

OR

HIV

AN

D A

IDS,

TB

AN

D S

TI C

ON

TRO

L [D

HS 1

1 &

13]

No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

PRO

VIN

CIA

L ST

RATE

GIC

OBJ

ECTIV

E IN

DIC

ATO

RS

1.1.

1 TB

pro

gram

me

succ

ess r

ate

All

TB c

lient

s who

su

cces

sful

ly

com

plet

ed th

eir T

B tre

atm

ent (

i.e. c

ured

+

treat

men

t com

plet

ed)

as a

pro

porti

on o

f all

TB c

lient

s who

star

ted

on tr

eatm

ent.

All

TB p

atie

nts i

nclu

de

pulm

onar

y an

d ex

tra-

pulm

onar

y cl

ient

s.

Mon

itors

succ

ess o

f TB

trea

tmen

t for

all

type

s of T

B.

Num

erat

or:

TB re

gist

er

Num

erat

or:

ETR.

net

Num

erat

or:

All

TB c

ases

tre

atm

ent

succ

ess

(out

com

e co

hort)

100

Acc

ura

cy

depe

nden

t on

qual

ity o

f dat

a fro

m re

porti

ng

faci

litie

s.

Out

com

e Pe

rcen

tage

Q

uarte

rly

No

High

er

perc

enta

ge

ind

icat

es m

ore

TB

clie

nts a

re tr

eate

d su

cces

sful

ly.

Dire

ctor

: HI

V/A

IDS

& T

B

Den

omin

ator

:

TB re

gist

er

Den

omin

ator

:

ETR.

net

Den

omin

ator

:

All

TB c

ases

(o

utco

me

coho

rt)

2.1.

1 A

RT re

tent

ion

in

care

afte

r 12

mon

ths

The

prop

ortio

n of

pe

ople

who

star

ted

ART

trea

tmen

t car

e 12

m

onth

s pre

viou

sly a

nd

rem

aine

d in

car

e.

Incl

ude

2nd

and

3rd

line

treat

men

t, tra

nsfe

rs in

(TFI

). Re

tain

ed in

car

e ex

clud

es tr

ansf

ers o

ut

(TFO

), lo

st to

follo

w u

p (L

TF) a

nd d

eath

s (RI

P).

Trea

tmen

t of H

IV

infe

ctio

n ca

n be

ef

fect

ive

only

if

patie

nts a

re

reta

ined

in c

are

over

tim

e.

Num

erat

or:

ART

regi

ster

Num

erat

or:

Tier.n

et /

iKap

a

Num

erat

or:

ART

clie

nts

reta

ined

in

care

afte

r 12

mon

ths

100

Acc

ura

cy

depe

nden

t on

qual

ity o

f dat

a fro

m re

porti

ng

faci

litie

s and

ab

ility

to m

onito

r th

e ou

tcom

es

spec

ific

coho

rts

accu

rate

ly.

Out

com

e Pe

rcen

tage

Q

uarte

rly

No

High

er

perc

enta

ge

ind

icat

es m

ore

patie

nts a

re st

ill on

ART

afte

r 12

mon

ths.

Dire

ctor

: HI

V/A

IDS

& T

B

Den

omin

ator

:

ART

regi

ster

Den

omin

ator

:

Tier.n

et /

iKap

a

Den

omin

ator

:

ART

clie

nts

initi

ated

on

treat

men

t (12

m

onth

coh

ort)

2.1.

2 A

RT re

tent

ion

in

care

afte

r 48

mon

ths

The

prop

ortio

n of

pe

ople

who

star

ted

ART

trea

tmen

t car

e 48

m

onth

s pre

viou

sly a

nd

rem

aine

d in

car

e.

Incl

ude

2nd

and

3rd

line

treat

men

t, tra

nsfe

rs in

(TFI

. Re

tain

ed in

car

e ex

clud

es tr

ansf

ers o

ut

(TFO

), lo

st to

follo

w u

p (L

TF) a

nd d

eath

s (RI

P).

Trea

tmen

t of H

IV

infe

ctio

n ca

n be

ef

fect

ive

only

if

patie

nts a

re

reta

ined

in c

are

over

tim

e.

Num

erat

or:

ART

regi

ster

Num

erat

or:

Tier.n

et /

iKap

a

Num

erat

or:

ART

clie

nts

reta

ined

in

care

afte

r 48

mon

ths

100

Acc

ura

cy

depe

nden

t on

qual

ity o

f dat

a fro

m re

porti

ng

faci

litie

s and

ab

ility

to m

onito

r th

e ou

tcom

es

spec

ific

coho

rts

accu

rate

ly.

Out

com

e Pe

rcen

tage

Q

uarte

rly

No

High

er

perc

enta

ge

ind

icat

es m

ore

patie

nts a

re st

ill on

ART

afte

r 12

mon

ths.

Dire

ctor

: HI

V/A

IDS

& T

B

Den

omin

ator

:

ART

regi

ster

Den

omin

ator

:

Tier.n

et /

iKap

a

Den

omin

ator

:

ART

clie

nts

initi

ated

on

treat

men

t (48

m

onth

coh

ort)




No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

4.

In

fant

1st P

CR

test

po

sitiv

e ar

ound

10

wee

ks ra

te

Infa

nts t

este

d PC

R po

sitiv

e fo

r fol

low

up

test

as a

pro

porti

on o

f In

fant

s PC

R te

sted

ar

ound

10

wee

ks

Mon

itors

PCR

posit

ivity

rate

in H

IV

expo

sed

infa

nts

arou

nd 1

0 w

eeks

Num

erat

or:

PMTC

T Ba

by

Follo

w-u

p Re

gist

er

Num

erat

or:

SIN

JAN

I

Num

erat

or:

Infa

nt P

CR

test

po

sitiv

e ar

ound

10

wee

ks

100

Acc

ura

cy

depe

nden

t on

qual

ity o

f dat

a su

bmitt

ed h

ealth

fa

cilit

ies

Out

put

Perc

enta

ge

Qua

rterly

N

o Lo

wer

pe

rcen

tage

in

dic

ate

few

er

HIV

tran

smiss

ions

fro

m m

othe

r to

child

PMTC

T Pr

ogra

mm

e

Den

omin

ator

:

PMTC

T Ba

by

Follo

w-u

p Re

gist

er

Den

omin

ator

:

SIN

JAN

I

Den

omin

ator

:

Infa

nt P

CR

test

ar

ound

10

wee

ks

Annexures


No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

4.

In

fant

1st P

CR

test

po

sitiv

e ar

ound

10

wee

ks ra

te

Infa

nts t

este

d PC

R po

sitiv

e fo

r fol

low

up

test

as a

pro

porti

on o

f In

fant

s PC

R te

sted

ar

ound

10

wee

ks

Mon

itors

PCR

posit

ivity

rate

in H

IV

expo

sed

infa

nts

arou

nd 1

0 w

eeks

Num

erat

or:

PMTC

T Ba

by

Follo

w-u

p Re

gist

er

Num

erat

or:

SIN

JAN

I

Num

erat

or:

Infa

nt P

CR

test

po

sitiv

e ar

ound

10

wee

ks

100

Acc

ura

cy

depe

nden

t on

qual

ity o

f dat

a su

bmitt

ed h

ealth

fa

cilit

ies

Out

put

Perc

enta

ge

Qua

rterly

N

o Lo

wer

pe

rcen

tage

in

dic

ate

few

er

HIV

tran

smiss

ions

fro

m m

othe

r to

child

PMTC

T Pr

ogra

mm

e

Den

omin

ator

:

PMTC

T Ba

by

Follo

w-u

p Re

gist

er

Den

omin

ator

:

SIN

JAN

I

Den

omin

ator

:

Infa

nt P

CR

test

ar

ound

10

wee

ks




No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

8.

D

iarrh

oea

case

fa

talit

y ra

te

Chi

ldre

n un

der 5

yea

rs w

ho w

ere

adm

itted

w

ith d

iarrh

oea

to a

n in

patie

nt fa

cilit

y an

d w

ho d

ied

as a

pr

opor

tion

of c

hild

ren

unde

r 5 y

ears

who

w

ere

adm

itted

with

di

arrh

oea

to a

n in

patie

nt fa

cilit

y.

Not

e: U

nder

1-y

ear

diar

rhoe

a d

eath

s are

in

clud

ed.

Mon

itors

treat

men

t ou

tcom

e fo

r ch

ildre

n un

der 5

-ye

ars w

ho w

ere

adm

itted

with

di

arrh

oea

to a

n in

patie

nt fa

cilit

y.

Num

erat

or:

Inpa

tient

th

roug

hput

fo

rm

Num

erat

or:

SIN

JAN

I

Num

erat

or:

Chi

ld u

nder

5

year

s dia

rrhoe

a de

ath

100

Dep

ende

nt o

n ac

cura

te

reco

rdin

g of

in

patie

nt d

eath

s un

der 5

yea

rs an

d qu

ality

of

data

from

re

porti

ng

faci

litie

s.

Out

com

e Pe

rcen

tage

Q

uarte

rly

No

Low

er ra

te m

eans

fe

wer

chi

ldre

n un

der 5

-yea

rs di

ed d

ue to

di

arrh

oea.

Dire

ctor

: Fac

ility

Base

d Pr

ogra

mm

es

Den

omin

ator

:

Inpa

tient

th

roug

hput

fo

rm

Den

omin

ator

: SI

NJA

NI

Den

omin

ator

:

Dia

rrhoe

a se

para

tion

unde

r 5

year

s

9.

Pn

eum

onia

cas

e fa

talit

y un

der 5

ye

ars r

ate

Pneu

mon

ia d

eath

s in

child

ren

unde

r 5 y

ears

as a

pro

porti

on o

f pn

eum

onia

se

para

tions

und

er 5

ye

ars i

n he

alth

fa

cilit

ies

Mon

itors

treat

men

t ou

tcom

e fo

r ch

ildre

n un

der 5

ye

ars w

ho w

ere

sepa

rate

d w

ith

pneu

mon

ia

Num

erat

or:

Inpa

tient

th

roug

hput

fo

rm

Num

erat

or:

SIN

JAN

I

Num

erat

or:

Pneu

mon

ia

deat

h un

der 5

ye

ars

100

Relia

nt o

n ac

cura

cy o

f di

agno

sis /

ca

use

of d

eath

; A

ccur

acy

de

pend

ent o

n qu

ality

of d

ata

subm

itted

hea

lth

faci

litie

s

Impa

ct

Perc

enta

ge

Qua

rterly

Ye

s Lo

wer

chi

ldre

n m

orta

lity

rate

is

desir

ed

MN

CW

H Pr

ogra

mm

e m

anag

er

Den

omin

ator

:

Inpa

tient

th

roug

hput

fo

rm

Den

omin

ator

: SI

NJA

NI

Den

omin

ator

:

Pneu

mon

ia

sepa

ratio

n un

der

5 ye

ars

10.

Se

vere

acu

te

mal

nutri

tion

case

fa

talit

y un

der 5

ye

ars r

ate

Seve

re a

cute

m

alnu

tritio

n d

eath

s in

child

ren

unde

r 5 y

ears

as a

pro

porti

on o

f se

vere

acu

te

mal

nutri

tion

(SA

M)

unde

r 5 y

ears

in h

ealth

fa

cilit

ies

Mon

itors

treat

men

t ou

tcom

e fo

r ch

ildre

n un

der 5

ye

ars w

ho w

ere

sepa

rate

d w

ith

Seve

re a

cute

m

alnu

tritio

n (S

AM

)

Num

erat

or:

Inpa

tient

th

roug

hput

fo

rm

Num

erat

or:

SIN

JAN

I

Num

erat

or:

Seve

re a

cute

m

alnu

tritio

n (S

AM

) dea

th in

fa

cilit

y un

der 5

ye

ars

100

Acc

ura

cy

depe

nden

t on

qual

ity o

f dat

a su

bmitt

ed h

ealth

fa

cilit

ies

Impa

ct

Perc

enta

ge

Qua

rterly

Ye

s Lo

wer

chi

ldre

n m

orta

lity

rate

is

desir

ed

MN

CW

H Pr

ogra

mm

e m

anag

er

Den

omin

ator

:

Inpa

tient

th

roug

hput

fo

rm

Den

omin

ator

: SI

NJA

NI

Den

omin

ator

:

Seve

re A

cute

M

alnu

tritio

n se

para

tion

unde

r 5

year

s

11.

Sc

hool

Gra

de 1

- le

arne

rs sc

reen

ed

Gra

de 1

lear

ners

scre

ened

by

a nu

rse in

lin

e w

ith th

e In

tegr

ated

Sch

ool

Heal

th P

rogr

amm

e (IS

HP) s

ervi

ce

pack

age

Mon

itors

impl

emen

tatio

n of

th

e In

tegr

ated

Sc

hool

Hea

lth

Prog

ram

(ISH

P)

Num

erat

or:

SIN

JAN

I

Num

erat

or:

SIN

JAN

I

Num

erat

or:

Scho

ol G

rade

1 -

lear

ners

scre

ened

1 N

one

Proc

ess

Num

ber

Qua

rterly

Ye

s Hi

gher

num

ber

ind

icat

es g

reat

er

prop

ortio

n of

sc

hool

chi

ldre

n re

ceiv

ed h

ealth

se

rvic

es a

t the

ir sc

hool

.

Scho

ol h

ealth

se

rvic

es

12.

Sc

hool

Gra

de 8

–

lear

ners

scre

ened

G

rade

8 le

arne

rs sc

reen

ed b

y a

nurse

in

line

with

the

Inte

grat

ed S

choo

l He

alth

Pro

gram

me

Mon

itors

impl

emen

tatio

n of

th

e In

tegr

ated

Sc

hool

Hea

lth

Prog

ram

(ISH

P)

Num

erat

or:

SIN

JAN

I

Num

erat

or:

SIN

JAN

I

Num

erat

or:

Scho

ol G

rade

8 -

lear

ners

scre

ened

1 N

one

Proc

ess

Num

ber

Qua

rterly

Ye

s Hi

gher

num

ber

ind

icat

es g

reat

er

prop

ortio

n of

sc

hool

chi

ldre

n re

ceiv

ed h

ealth

Scho

ol h

ealth

se

rvic

es

Annexures


No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

(ISHP

) ser

vice

pa

ckag

e.

se

rvic

es a

t the

ir sc

hool

.

13.

D

eliv

ery

in 1

0 to

19

year

s in

faci

lity

rate

Del

iver

ies t

o w

omen

un

der t

he a

ge o

f 20

year

s as p

ropo

rtion

of

tota

l del

iver

ies i

n he

alth

faci

litie

s

Mon

itors

the

prop

ortio

n of

de

liver

ies i

n fa

cilit

y by

teen

ager

s (y

oung

wom

en

unde

r 20

year

s).

Num

erat

or:

Out

patie

nt

and

Inpa

tient

re

late

d se

rvic

es fo

rm

Den

omin

ator

:

Out

patie

nt

and

inpa

tient

re

late

d se

rvic

es fo

rm

Num

erat

or:

SIN

JAN

I

Den

omin

ator

:

SIN

JAN

I

Num

erat

or:

Del

iver

y 10

–19

year

s in

faci

lity]

Den

omin

ator

:

Del

iver

y in

faci

lity

tota

l

100

Non

e Pr

oces

s Pe

rcen

tage

Q

uarte

rly

Yes

Low

er

perc

enta

ge

ind

icat

es b

ette

r fa

mily

pla

nnin

g

HIV

and

A

dole

scen

t He

alth

No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

8.

D

iarrh

oea

case

fa

talit

y ra

te

Chi

ldre

n un

der 5

yea

rs w

ho w

ere

adm

itted

w

ith d

iarrh

oea

to a

n in

patie

nt fa

cilit

y an

d w

ho d

ied

as a

pr

opor

tion

of c

hild

ren

unde

r 5 y

ears

who

w

ere

adm

itted

with

di

arrh

oea

to a

n in

patie

nt fa

cilit

y.

Not

e: U

nder

1-y

ear

diar

rhoe

a d

eath

s are

in

clud

ed.

Mon

itors

treat

men

t ou

tcom

e fo

r ch

ildre

n un

der 5

-ye

ars w

ho w

ere

adm

itted

with

di

arrh

oea

to a

n in

patie

nt fa

cilit

y.

Num

erat

or:

Inpa

tient

th

roug

hput

fo

rm

Num

erat

or:

SIN

JAN

I

Num

erat

or:

Chi

ld u

nder

5

year

s dia

rrhoe

a de

ath

100

Dep

ende

nt o

n ac

cura

te

reco

rdin

g of

in

patie

nt d

eath

s un

der 5

yea

rs an

d qu

ality

of

data

from

re

porti

ng

faci

litie

s.

Out

com

e Pe

rcen

tage

Q

uarte

rly

No

Low

er ra

te m

eans

fe

wer

chi

ldre

n un

der 5

-yea

rs di

ed d

ue to

di

arrh

oea.

Dire

ctor

: Fac

ility

Base

d Pr

ogra

mm

es

Den

omin

ator

:

Inpa

tient

th

roug

hput

fo

rm

Den

omin

ator

: SI

NJA

NI

Den

omin

ator

:

Dia

rrhoe

a se

para

tion

unde

r 5

year

s

9.

Pn

eum

onia

cas

e fa

talit

y un

der 5

ye

ars r

ate

Pneu

mon

ia d

eath

s in

child

ren

unde

r 5 y

ears

as a

pro

porti

on o

f pn

eum

onia

se

para

tions

und

er 5

ye

ars i

n he

alth

fa

cilit

ies

Mon

itors

treat

men

t ou

tcom

e fo

r ch

ildre

n un

der 5

ye

ars w

ho w

ere

sepa

rate

d w

ith

pneu

mon

ia

Num

erat

or:

Inpa

tient

th

roug

hput

fo

rm

Num

erat

or:

SIN

JAN

I

Num

erat

or:

Pneu

mon

ia

deat

h un

der 5

ye

ars

100

Relia

nt o

n ac

cura

cy o

f di

agno

sis /

ca

use

of d

eath

; A

ccur

acy

de

pend

ent o

n qu

ality

of d

ata

subm

itted

hea

lth

faci

litie

s

Impa

ct

Perc

enta

ge

Qua

rterly

Ye

s Lo

wer

chi

ldre

n m

orta

lity

rate

is

desir

ed

MN

CW

H Pr

ogra

mm

e m

anag

er

Den

omin

ator

:

Inpa

tient

th

roug

hput

fo

rm

Den

omin

ator

: SI

NJA

NI

Den

omin

ator

:

Pneu

mon

ia

sepa

ratio

n un

der

5 ye

ars

10.

Se

vere

acu

te

mal

nutri

tion

case

fa

talit

y un

der 5

ye

ars r

ate

Seve

re a

cute

m

alnu

tritio

n d

eath

s in

child

ren

unde

r 5 y

ears

as a

pro

porti

on o

f se

vere

acu

te

mal

nutri

tion

(SA

M)

unde

r 5 y

ears

in h

ealth

fa

cilit

ies

Mon

itors

treat

men

t ou

tcom

e fo

r ch

ildre

n un

der 5

ye

ars w

ho w

ere

sepa

rate

d w

ith

Seve

re a

cute

m

alnu

tritio

n (S

AM

)

Num

erat

or:

Inpa

tient

th

roug

hput

fo

rm

Num

erat

or:

SIN

JAN

I

Num

erat

or:

Seve

re a

cute

m

alnu

tritio

n (S

AM

) dea

th in

fa

cilit

y un

der 5

ye

ars

100

Acc

ura

cy

depe

nden

t on

qual

ity o

f dat

a su

bmitt

ed h

ealth

fa

cilit

ies

Impa

ct

Perc

enta

ge

Qua

rterly

Ye

s Lo

wer

chi

ldre

n m

orta

lity

rate

is

desir

ed

MN

CW

H Pr

ogra

mm

e m

anag

er

Den

omin

ator

:

Inpa

tient

th

roug

hput

fo

rm

Den

omin

ator

: SI

NJA

NI

Den

omin

ator

:

Seve

re A

cute

M

alnu

tritio

n se

para

tion

unde

r 5

year

s

11.

Sc

hool

Gra

de 1

- le

arne

rs sc

reen

ed

Gra

de 1

lear

ners

scre

ened

by

a nu

rse in

lin

e w

ith th

e In

tegr

ated

Sch

ool

Heal

th P

rogr

amm

e (IS

HP) s

ervi

ce

pack

age

Mon

itors

impl

emen

tatio

n of

th

e In

tegr

ated

Sc

hool

Hea

lth

Prog

ram

(ISH

P)

Num

erat

or:

SIN

JAN

I

Num

erat

or:

SIN

JAN

I

Num

erat

or:

Scho

ol G

rade

1 -

lear

ners

scre

ened

1 N

one

Proc

ess

Num

ber

Qua

rterly

Ye

s Hi

gher

num

ber

ind

icat

es g

reat

er

prop

ortio

n of

sc

hool

chi

ldre

n re

ceiv

ed h

ealth

se

rvic

es a

t the

ir sc

hool

.

Scho

ol h

ealth

se

rvic

es

12.

Sc

hool

Gra

de 8

–

lear

ners

scre

ened

G

rade

8 le

arne

rs sc

reen

ed b

y a

nurse

in

line

with

the

Inte

grat

ed S

choo

l He

alth

Pro

gram

me

Mon

itors

impl

emen

tatio

n of

th

e In

tegr

ated

Sc

hool

Hea

lth

Prog

ram

(ISH

P)

Num

erat

or:

SIN

JAN

I

Num

erat

or:

SIN

JAN

I

Num

erat

or:

Scho

ol G

rade

8 -

lear

ners

scre

ened

1 N

one

Proc

ess

Num

ber

Qua

rterly

Ye

s Hi

gher

num

ber

ind

icat

es g

reat

er

prop

ortio

n of

sc

hool

chi

ldre

n re

ceiv

ed h

ealth

Scho

ol h

ealth

se

rvic

es




No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

14.

C

oupl

e ye

ar

prot

ectio

n ra

te (I

nt)

Wom

en p

rote

cted

ag

ains

t pre

gnan

cy b

y us

ing

mod

ern

cont

race

ptiv

e m

etho

ds, i

nclu

ding

st

erilis

atio

ns, a

s pr

opor

tion

of fe

mal

e po

pula

tion

15-4

9 ye

ar.

Mon

itors

acc

ess t

o an

d ut

ilisat

ion

of

mod

ern

cont

race

ptiv

es to

pr

even

t unp

lann

ed

preg

nanc

ies.

Serv

es

as p

roxy

for t

he

ind

icat

or

cont

race

ptiv

e pr

eval

ence

rate

by

mon

itorin

g tre

nds

betw

een

offic

ial

surv

eys

Num

erat

or:

Num

erat

or:

Num

erat

or:

Sum

of

M

ale

ster

ilisat

ions

X

10

Fe

mal

e st

erilis

atio

ns

X10

M

edro

xypr

oges

tero

ne

inje

ctio

n ÷

4

Nor

ethi

ster

one

enan

that

e in

ject

ion

÷ 6

O

ral p

ill cy

cles

÷

15

IU

CD

inse

rted

X 4.

5

Subd

erm

al

impl

ant x

2.5

Mal

e co

ndom

s ÷

120

Fe

mal

e co

ndom

s ÷

120

100

Acc

ura

cy

depe

nden

t on

qual

ity o

f dat

a su

bmitt

ed h

ealth

fa

cilit

ies

Out

com

e Pe

rcen

tage

Q

uarte

rly

No

High

er

perc

enta

ge

ind

icat

es h

ighe

r us

age

of

cont

race

ptiv

e m

etho

ds.

MN

CW

H Pr

ogra

mm

e M

anag

er

Out

patie

nt

and

Inpa

tient

Re

late

d Se

rvic

es

SIN

JAN

I

Rout

ine

Mon

thly

Re

port

SIN

JAN

I

Den

omin

ator

:

Popu

latio

n da

ta

Den

omin

ator

:

Stat

s SA

, Fe

brua

ry 2

017

Den

omin

ator

:

Fem

ale

popu

latio

n 15

–

49 y

ears

Annexures


No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

15.

C

ervi

cal c

ance

r sc

reen

ing

cove

rage

(a

nnua

lised

)

Cer

vica

l sm

ears

in

wom

en 3

0 ye

ars a

nd

olde

r as a

pro

porti

on

of 1

0% o

f the

fem

ale

popu

latio

n 30

yea

rs an

d ol

der.

Mon

itors

impl

emen

tatio

n of

th

e po

licy

on

cerv

ical

scre

enin

g.

Num

erat

or:

Rout

ine

Mon

thly

Re

port

Den

omin

ator

: Po

pula

tion

data

Num

erat

or:

SIN

JAN

I D

enom

inat

or:

Stat

s SA

, Fe

brua

ry 2

017

Num

erat

or:

Cer

vica

l ca

ncer

sc

reen

ing

in

wom

an 3

0 ye

ars

and

olde

r D

enom

inat

or:

Fem

ale

popu

latio

n 30

ye

ars a

nd o

lder

÷1

0

100

Dep

ende

nt

on

accu

rate

re

cord

ing

of

wom

en s

cree

ned

acco

rdin

g to

the

po

licy

(i.e.

cor

rect

ag

e gr

oup

AN

D

coun

ted

only

on

ce

ever

y 10

ye

ars)

. D

epen

dent

on

the

accu

racy

of

the

estim

ated

fe

mal

e po

pula

tion

aged

30

yea

rs an

d ol

der f

rom

Sta

ts

SA.

Out

put

Perc

enta

ge

(ann

ualis

ed)

Qua

rterly

N

o Hi

gher

pe

rcen

tage

in

dic

ates

mor

e w

omen

in th

e sp

ecifi

ed a

ge

grou

p ar

e sc

reen

ed fo

r ce

rvic

al c

ance

r.

Dire

ctor

: Fac

ility

Base

d Pr

ogra

mm

es

No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

14.

C

oupl

e ye

ar

prot

ectio

n ra

te (I

nt)

Wom

en p

rote

cted

ag

ains

t pre

gnan

cy b

y us

ing

mod

ern

cont

race

ptiv

e m

etho

ds, i

nclu

ding

st

erilis

atio

ns, a

s pr

opor

tion

of fe

mal

e po

pula

tion

15-4

9 ye

ar.

Mon

itors

acc

ess t

o an

d ut

ilisat

ion

of

mod

ern

cont

race

ptiv

es to

pr

even

t unp

lann

ed

preg

nanc

ies.

Serv

es

as p

roxy

for t

he

ind

icat

or

cont

race

ptiv

e pr

eval

ence

rate

by

mon

itorin

g tre

nds

betw

een

offic

ial

surv

eys

Num

erat

or:

Num

erat

or:

Num

erat

or:

Sum

of

M

ale

ster

ilisat

ions

X

10

Fe

mal

e st

erilis

atio

ns

X10

M

edro

xypr

oges

tero

ne

inje

ctio

n ÷

4

Nor

ethi

ster

one

enan

that

e in

ject

ion

÷ 6

O

ral p

ill cy

cles

÷

15

IU

CD

inse

rted

X 4.

5

Subd

erm

al

impl

ant x

2.5

Mal

e co

ndom

s ÷

120

Fe

mal

e co

ndom

s ÷

120

100

Acc

ura

cy

depe

nden

t on

qual

ity o

f dat

a su

bmitt

ed h

ealth

fa

cilit

ies

Out

com

e Pe

rcen

tage

Q

uarte

rly

No

High

er

perc

enta

ge

ind

icat

es h

ighe

r us

age

of

cont

race

ptiv

e m

etho

ds.

MN

CW

H Pr

ogra

mm

e M

anag

er

Out

patie

nt

and

Inpa

tient

Re

late

d Se

rvic

es

SIN

JAN

I

Rout

ine

Mon

thly

Re

port

SIN

JAN

I

Den

omin

ator

:

Popu

latio

n da

ta

Den

omin

ator

:

Stat

s SA

, Fe

brua

ry 2

017

Den

omin

ator

:

Fem

ale

popu

latio

n 15

–

49 y

ears

Annexures


No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

20.

M

ater

nal m

orta

lity

in fa

cilit

y ra

tio

Mat

erna

l dea

th is

de

ath

occu

rring

du

ring

preg

nanc

y,

child

birth

and

the

puer

periu

m o

f a

wom

an w

hile

pr

egna

nt o

r with

in 4

2 da

ys o

f ter

min

atio

n of

pr

egna

ncy,

irr

espe

ctiv

e of

the

dura

tion

and

site

of

preg

nanc

y an

d

irres

pect

ive

of th

e ca

use

of d

eath

(o

bst

etric

and

non

-ob

stet

ric) p

er 1

00,0

00

live

birth

s in

faci

lity

This

is a

prox

y fo

r the

po

pula

tion-

base

d m

ater

nal m

orta

lity

ratio

, aim

ed a

t m

onito

ring

trend

s in

heal

th fa

cilit

ies

betw

een

offic

ial

surv

eys.

Focu

ses o

n ob

stet

ric c

aus

es

(aro

und

30%

of a

ll m

ater

nal m

orta

lity)

. Pr

ovid

es in

dic

atio

n of

hea

lth sy

stem

re

sults

in te

rms o

f pr

even

tion

of

unpl

anne

d pr

egna

ncie

s, an

tena

tal c

are,

de

liver

y an

d po

stna

tal s

ervi

ces

Num

erat

or:

Mat

erna

l de

ath

notif

icat

ion

form

Num

erat

or:

Nat

iona

l C

omm

ittee

on

C

onfid

entia

l En

quiry

into

M

ater

nal

Dea

ths

(NC

CEM

D)

regi

ster

or

SIN

JAN

I

Num

erat

or:

Mat

erna

l dea

th

in fa

cilit

y

100

000

Com

plet

enes

s of

repo

rting

Im

pact

Ra

tio p

er

100

000

live

birth

s

Ann

ually

N

o Lo

wer

mat

erna

l m

orta

lity

ratio

in

faci

litie

s ind

icat

e on

bet

ter

obst

etric

m

anag

emen

t pr

actic

es a

nd

ante

nata

l car

e

MN

CW

H Pr

ogra

mm

e M

anag

er

Den

omin

ator

:

Out

patie

nt

and

Inpa

tient

Re

late

d Se

rvic

es

Den

omin

ator

:

SIN

JAN

I

Den

omin

ator

:

Live

birth

in

faci

lity

+ B

aby

born

aliv

e be

fore

ar

rival

at

faci

lity

21.

N

eona

tal d

eath

in

faci

lity

rate

N

eona

tal

0-28

day

s w

ho d

ied

dur

ing

thei

r st

ay in

the

faci

lity

as a

pr

opor

tion

of liv

e bi

rths

in fa

cilit

y

Mon

itors

treat

men

t ou

tcom

e fo

r ad

mitt

ed c

hild

ren

unde

r 28

day

s

Num

erat

or:

Out

patie

nt

and

Inpa

tient

Re

late

d Se

rvic

es

Num

erat

or:

SIN

JAN

I

Num

erat

or:

Inpa

tient

dea

th

0-7

day

s +

Inpa

tient

dea

th

8-28

day

s

1 00

0 Q

ualit

y of

re

porti

ng

Impa

ct

Perc

enta

ge

Ann

ually

N

o

Low

er d

eath

rate

in

faci

litie

s in

dic

ate

bette

r ob

stet

ric

man

agem

ent

prac

tices

and

an

tena

tal a

nd

care

MN

CW

H Pr

ogra

mm

e M

anag

er

Den

omin

ator

:

Out

patie

nt

and

Inpa

tient

Re

late

d Se

rvic

es

Den

omin

ator

:

SIN

JAN

I

Den

omin

ator

:

Live

birth

in

faci

lity




PERF

ORM

AN

CE

IND

ICA

TORS

FO

R D

ISEA

SE P

REV

ENTIO

N A

ND

CO

NTR

OL

[DHS

18,

20

& 2

1]

No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

SEC

TOR

SPEC

IFIC

AN

NUA

L IN

DIC

ATO

RS

1.

C

atar

act s

urge

ry

rate

C

lient

s who

had

ca

tara

ct su

rger

y pe

r 1

milli

on u

nins

ured

po

pula

tion.

Acc

essib

ility

of

thea

tres.

Ava

ilabi

lity

of h

uman

reso

urce

s an

d co

nsum

able

s

Num

erat

or:

Out

patie

nt

and

Inpa

tient

Re

late

d Se

rvic

es

Num

erat

or:

SIN

JAN

I

Num

erat

or:

Cat

arac

t su

rger

y to

tal

1 00

0 00

0 A

ccur

acy

de

pend

ant o

n qu

ality

of d

ata

from

hea

lth

faci

litie

s

Out

put

Rate

per

1

000

000

popu

latio

n

Qua

rterly

N

o Hi

gher

num

ber o

f ca

tara

ct su

rger

y ra

te in

dica

ted

grea

ter

prop

ortio

n of

the

popu

latio

n re

ceiv

ed

cata

ract

surg

ery

NC

D

Prog

ram

me

Man

ager

Den

omin

ator

:

Popu

latio

n da

ta

Den

omin

ator

:

Stat

s SA

Ho

useh

old

Surv

ey

Den

omin

ator

:

Unin

sure

d po

pula

tion

2.

M

alar

ia c

ase

fata

lity

rate

D

eath

s fro

m m

alar

ia

as a

per

cent

age

of

the

num

ber o

f cas

es

repo

rted

Mon

itor t

he n

umbe

r de

aths

cau

sed

by

Mal

aria

Num

erat

or:

Not

ifiab

le

Med

ical

C

ondi

tions

no

tific

atio

n fo

rm

Num

erat

or:

CD

C.x

lsm o

r SI

NJA

NI

Num

erat

or:

Dea

ths f

rom

m

alar

ia

100

Acc

ura

cy

depe

ndan

t on

qual

ity o

f dat

a fro

m h

ealth

fa

cilit

ies

Out

com

e Ra

te

Qua

rterly

N

o Lo

wer

pe

rcen

tage

in

dic

ates

a

decr

easin

g bu

rden

of

mal

aria

Com

mun

icab

le

Dise

ases

Den

omin

ator

:

Not

ifiab

le

Med

ical

C

ondi

tions

no

tific

atio

n fo

rm

Den

omin

ator

:

CD

C.x

lsm o

r SI

NJA

NI

Den

omin

ator

:

Tota

l num

ber

of M

alar

ia

case

s rep

orte

d

Annexures


Prog

ram

me

3:

Emer

genc

y M

edic

al S

ervi

ces

SITU

ATIO

N A

NA

LYSI

S A

ND

PER

FORM

AN

CE

IND

ICA

TORS

FO

R EM

ERG

ENC

Y M

EDIC

AL

SERV

ICES

[EM

S 1,

3 &

4]

No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

SEC

TOR

SPEC

IFIC

INDI

CA

TORS

1.

EM

S P1

urb

an

resp

onse

und

er 1

5 m

inut

es ra

te

Emer

genc

y P1

cal

ls in

ur

ban

loca

tions

with

a

resp

onse

tim

e un

der

15 m

inut

es a

s a

prop

ortio

n of

EM

S P1

ur

ban

calls

. Res

pons

e tim

e is

calc

ulat

ed

from

the

time

the

call

is re

ceiv

ed to

the

time

of th

e fir

st d

ispat

ched

m

edic

al re

sour

ce

arriv

es o

n sc

ene.

Mon

itors

com

plia

nce

with

th

e no

rm fo

r cr

itica

lly ill

or i

njur

ed

patie

nts t

o re

ceiv

e EM

S w

ithin

15

min

utes

in u

rban

ar

eas.

Num

erat

or:

CA

D sy

stem

Num

erat

or:

CA

D sy

stem

Num

erat

or:

EMS

P1 u

rban

re

spon

se u

nder

15

min

utes

100

Acc

ura

cy

depe

ndan

t on

qual

ity o

f dat

a fro

m re

porti

ng

EMS

stat

ion

incl

udin

g th

e ac

cura

cy o

f the

tim

e st

amp

for

each

cal

l out

.

Out

put

Perc

enta

ge

Qua

rterly

N

o Hi

gher

rate

in

dic

ates

bet

ter

resp

onse

tim

es in

ur

ban

area

s.

EMS

man

ager

Den

omin

ator

:

CA

D sy

stem

Den

omin

ator

:

CA

D sy

stem

Den

omin

ator

:

EMS

P1 u

rban

ca

lls (r

espo

nses

)

2.

EM

S P1

rura

l re

spon

se u

nder

40

min

utes

rate

Emer

genc

y P1

cal

ls in

ru

ral l

ocat

ions

with

a

resp

onse

tim

e un

der

40 m

inut

es a

s a

prop

ortio

n of

EM

S P1

ru

ral c

alls.

Res

pons

e tim

e is

calc

ulat

ed

from

the

time

the

call

is re

ceiv

ed to

the

time

of th

e fir

st d

ispat

ched

m

edic

al re

sour

ce

arriv

es o

n sc

ene.

Mon

itors

com

plia

nce

with

th

e no

rm fo

r cr

itica

lly ill

or i

njur

ed

patie

nts t

o re

ceiv

e EM

S w

ithin

40

min

utes

in ru

ral

area

s.

Num

erat

or:

CA

D sy

stem

Num

erat

or:

CA

D sy

stem

Num

erat

or:

EMS

P1 ru

ral

resp

onse

und

er

40 m

inut

es

100

Acc

ura

cy

depe

ndan

t on

qual

ity o

f dat

a fro

m re

porti

ng

EMS

stat

ion

incl

udin

g th

e ac

cura

cy o

f the

tim

e st

amp

for

each

cal

l out

.

Out

put

Perc

enta

ge

Qua

rterly

N

o Hi

gher

rate

in

dic

ates

bet

ter

resp

onse

tim

es in

ru

ral a

reas

.

EMS

man

ager

Den

omin

ator

:

CA

D sy

stem

Den

omin

ator

:

CA

D sy

stem

Den

omin

ator

:

EMS

P1 ru

ral c

alls

(resp

onse

s)

3.

EM

S in

ter-f

acilit

y tra

nsfe

r rat

e

Inte

r-fac

ility

trans

fers

(i.e.

from

one

in

patie

nt fa

cilit

y to

an

othe

r inp

atie

nt

faci

lity)

as a

pr

opor

tion

of a

ll EM

S pa

tient

s tra

nspo

rted.

Mon

itors

use

of

ambu

lanc

es fo

r in

ter-f

acilit

y tra

nsfe

rs as

op

pose

d to

em

erge

ncy

resp

onse

s.

Num

erat

or:

CA

D sy

stem

Num

erat

or:

CA

D sy

stem

Num

erat

or:

EMS

inte

r-fac

ility

trans

fer

100

Acc

ura

cy

depe

ndan

t on

qual

ity o

f dat

a fro

m re

porti

ng

EMS

stat

ions

.

Out

put

Perc

enta

ge

Qua

rterly

N

o Lo

wer

rate

in

dic

ates

mor

e am

bula

nces

are

av

aila

ble

for

emer

genc

y re

spon

ses.

EMS

man

ager

s

Den

omin

ator

:

CA

D sy

stem

Den

omin

ator

:

CA

D sy

stem

Den

omin

ator

:

EMS

clie

nts t

otal

PERF

ORM

AN

CE

IND

ICA

TORS

FO

R D

ISEA

SE P

REV

ENTIO

N A

ND

CO

NTR

OL

[DHS

18,

20

& 2

1]

No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

SEC

TOR

SPEC

IFIC

AN

NUA

L IN

DIC

ATO

RS

1.

C

atar

act s

urge

ry

rate

C

lient

s who

had

ca

tara

ct su

rger

y pe

r 1

milli

on u

nins

ured

po

pula

tion.

Acc

essib

ility

of

thea

tres.

Ava

ilabi

lity

of h

uman

reso

urce

s an

d co

nsum

able

s

Num

erat

or:

Out

patie

nt

and

Inpa

tient

Re

late

d Se

rvic

es

Num

erat

or:

SIN

JAN

I

Num

erat

or:

Cat

arac

t su

rger

y to

tal

1 00

0 00

0 A

ccur

acy

de

pend

ant o

n qu

ality

of d

ata

from

hea

lth

faci

litie

s

Out

put

Rate

per

1

000

000

popu

latio

n

Qua

rterly

N

o Hi

gher

num

ber o

f ca

tara

ct su

rger

y ra

te in

dica

ted

grea

ter

prop

ortio

n of

the

popu

latio

n re

ceiv

ed

cata

ract

surg

ery

NC

D

Prog

ram

me

Man

ager

Den

omin

ator

:

Popu

latio

n da

ta

Den

omin

ator

:

Stat

s SA

Ho

useh

old

Surv

ey

Den

omin

ator

:

Unin

sure

d po

pula

tion

2.

M

alar

ia c

ase

fata

lity

rate

D

eath

s fro

m m

alar

ia

as a

per

cent

age

of

the

num

ber o

f cas

es

repo

rted

Mon

itor t

he n

umbe

r de

aths

cau

sed

by

Mal

aria

Num

erat

or:

Not

ifiab

le

Med

ical

C

ondi

tions

no

tific

atio

n fo

rm

Num

erat

or:

CD

C.x

lsm o

r SI

NJA

NI

Num

erat

or:

Dea

ths f

rom

m

alar

ia

100

Acc

ura

cy

depe

ndan

t on

qual

ity o

f dat

a fro

m h

ealth

fa

cilit

ies

Out

com

e Ra

te

Qua

rterly

N

o Lo

wer

pe

rcen

tage

in

dic

ates

a

decr

easin

g bu

rden

of

mal

aria

Com

mun

icab

le

Dise

ases

Den

omin

ator

:

Not

ifiab

le

Med

ical

C

ondi

tions

no

tific

atio

n fo

rm

Den

omin

ator

:

CD

C.x

lsm o

r SI

NJA

NI

Den

omin

ator

:

Tota

l num

ber

of M

alar

ia

case

s rep

orte

d




No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

ADD

ITIO

NA

L PR

OVI

NC

IAL

INDI

CA

TORS

4.

To

tal n

umbe

r of

EMS

emer

genc

y ca

ses

Num

ber o

f pat

ient

s tra

nspo

rted

by

ambu

lanc

e.

Mon

itor s

ervi

ce

volu

mes

and

de

man

d.

CA

D sy

stem

C

AD

syst

em

Patie

nts

trans

porte

d by

am

bula

nce

1 A

ccur

acy

de

pend

ant o

n qu

ality

of d

ata

from

repo

rting

EM

S st

atio

n.

Out

put

Sum

for

perio

d un

der

revi

ew

Qua

rterly

N

o Hi

gher

num

bers

can

ind

icat

e a

grea

ter r

elia

nce

on e

mer

genc

y se

rvic

es o

r gr

eate

r effi

cien

cy

of re

sour

ces.

EMS

man

ager

PRO

VIN

CIA

L ST

RATE

GIC

OBJ

ECTIV

ES F

OR

EMER

GEN

CY

MED

ICA

L SE

RVIC

ES [E

MS

2 &

4]

No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

PRO

VIN

CIA

L ST

RATE

GIC

OBJ

ECTIV

E IN

DIC

ATO

RS

1.1.

1 N

umbe

r of W

CG

: He

alth

ope

ratio

nal

ambu

lanc

es

regi

ster

ed a

nd

licen

sed

Ensu

re re

gist

ratio

n an

d lic

ensin

g of

am

bula

nces

as p

er

the

stat

utor

y re

quire

men

ts.

Am

bula

nces

are

re

quire

d to

be

licen

sed

in o

rder

to

be o

pera

tiona

l. Fa

ilure

to lic

ense

am

bula

nces

ne

gativ

ely

affe

cts

the

abilit

y to

serv

ice

EMS

inci

dent

s.

Dep

artm

enta

l Re

gist

ry

The

DO

H lic

ensin

g an

d in

spec

tora

te

dire

ctor

ate

regi

ster

WC

G: H

ealth

op

erat

iona

l am

bula

nces

re

gist

ered

and

lic

ense

d as

per

st

atut

ory

requ

irem

ents

.

1 D

elay

s in

licen

sing

docu

men

tatio

n fro

m th

e lic

ensin

g au

thor

ity m

ay

dela

y re

porti

ng.

New

am

bula

nces

ad

ded

to fl

eet

may

not

be

licen

sed

imm

edia

tely

. The

sa

me

wou

ld

appl

y to

veh

icle

s th

at h

ave

been

w

ritte

n of

f dur

ing

the

year

Gov

erna

nce

N

umbe

r A

nnua

lly

Yes

High

er p

ropo

rtion

is

bette

r as t

his

ind

icat

ed th

e co

mpl

ianc

e w

ith

the

stat

utor

y re

quire

men

ts.

EMS

man

ager

Annexures


Prog

ram

me

4:

Prov

inci

al H

ospi

tals

PRO

VIN

CIA

L ST

RATE

GIC

OBJ

ECTIV

ES F

OR

GEN

ERA

L (R

EGIO

NA

L) H

OSP

ITALS

[PHS

1 &

5]

No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

PRO

VIN

CIA

L ST

RATE

GIC

OBJ

ECTIV

E IN

DIC

ATO

RS

1.1.

1 A

ctua

l (us

able

) be

ds in

regi

onal

ho

spita

ls

Act

ual (

usab

le) b

eds

in re

gion

al h

ospi

tals

are

beds

act

ually

av

aila

ble

for u

se

with

in th

e re

gion

al

hosp

ital,

rega

rdle

ss o

f w

heth

er th

ey a

re

occu

pie

d by

a

patie

nt o

r a lo

dger

.

(Thi

s is a

fixe

d va

lue

that

doe

s not

flu

ctua

te d

ue to

re

nova

tions

or

inte

rmitt

ent s

taff

chal

leng

es.)

Mon

itors

the

avai

labi

lity

of

regi

onal

hos

pita

l be

ds to

ens

ure

acce

ssib

ility

of

regi

onal

hos

pita

l se

rvic

es.

Inpa

tient

Th

roug

hput

Fo

rm

SIN

JAN

I A

ctua

l (us

able

) be

ds (r

egio

nal

hosp

itals)

Non

e (N

r) D

epen

dent

on

accu

racy

of

data

from

re

porti

ng

faci

litie

s.

Inpu

t C

umul

ativ

e A

nnua

l N

o Hi

gher

leve

ls of

up

take

may

in

dic

ate

an

incr

ease

d bu

rden

of

dise

ase

or

grea

ter r

elia

nce

on th

e pu

blic

he

alth

syst

em.

Regi

onal

hos

pita

l pr

ogra

mm

e m

anag

er

PERF

ORM

AN

CE

IND

ICA

TORS

FO

R G

ENER

AL

(REG

ION

AL)

HO

SPIT

ALS

[PH

S 2

& 5

]

No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

SEC

TOR

SPEC

IFIC

INDI

CA

TORS

1.

Pe

rcen

tage

of

Hosp

itals

that

ac

hiev

ed a

n ov

eral

l pe

rform

ance

of

≥75%

com

plia

nce

with

the

natio

nal

core

stan

dard

s (re

gio

nal h

ospi

tals)

Regi

onal

hos

pita

ls th

at

achi

eved

a

perfo

rman

ce o

f at

leas

t 75%

on

NC

S se

lf-as

sess

men

t.

Mon

itors

the

leve

l of

com

plia

nce

with

th

e na

tiona

l cor

e st

anda

rds i

n re

gion

al h

ospi

tals.

Num

erat

or:

Nat

iona

l cor

e st

anda

rds s

elf-

asse

ssm

ent

Num

erat

or:

DHI

S - N

CS

syst

em

Num

erat

or:

Hosp

itals

that

ac

hiev

ed a

t le

ast 7

5%

com

plia

nce

with

th

e na

tiona

l cor

e st

anda

rds

(reg

iona

l ho

spita

ls)

100

Acc

ura

cy

depe

nden

t on

the

com

plet

enes

s of

the

self-

asse

ssm

ent a

nd

relia

bilit

y of

dat

a ca

ptur

ed o

n th

e as

sess

men

t.

Out

put

Perc

enta

ge

Qua

rterly

N

o Hi

gher

per

cent

age

ind

icat

es m

ore

regi

onal

hos

pita

ls ar

e co

mpl

iant

with

th

e na

tiona

l cor

e st

anda

rds f

or

qual

ity a

ssur

ance

.

Regi

onal

ho

spita

l pr

ogra

mm

e m

anag

er

No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

ADD

ITIO

NA

L PR

OVI

NC

IAL

INDI

CA

TORS

4.

To

tal n

umbe

r of

EMS

emer

genc

y ca

ses

Num

ber o

f pat

ient

s tra

nspo

rted

by

ambu

lanc

e.

Mon

itor s

ervi

ce

volu

mes

and

de

man

d.

CA

D sy

stem

C

AD

syst

em

Patie

nts

trans

porte

d by

am

bula

nce

1 A

ccur

acy

de

pend

ant o

n qu

ality

of d

ata

from

repo

rting

EM

S st

atio

n.

Out

put

Sum

for

perio

d un

der

revi

ew

Qua

rterly

N

o Hi

gher

num

bers

can

ind

icat

e a

grea

ter r

elia

nce

on e

mer

genc

y se

rvic

es o

r gr

eate

r effi

cien

cy

of re

sour

ces.

EMS

man

ager

PRO

VIN

CIA

L ST

RATE

GIC

OBJ

ECTIV

ES F

OR

EMER

GEN

CY

MED

ICA

L SE

RVIC

ES [E

MS

2 &

4]

No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

PRO

VIN

CIA

L ST

RATE

GIC

OBJ

ECTIV

E IN

DIC

ATO

RS

1.1.

1 N

umbe

r of W

CG

: He

alth

ope

ratio

nal

ambu

lanc

es

regi

ster

ed a

nd

licen

sed

Ensu

re re

gist

ratio

n an

d lic

ensin

g of

am

bula

nces

as p

er

the

stat

utor

y re

quire

men

ts.

Am

bula

nces

are

re

quire

d to

be

licen

sed

in o

rder

to

be o

pera

tiona

l. Fa

ilure

to lic

ense

am

bula

nces

ne

gativ

ely

affe

cts

the

abilit

y to

serv

ice

EMS

inci

dent

s.

Dep

artm

enta

l Re

gist

ry

The

DO

H lic

ensin

g an

d in

spec

tora

te

dire

ctor

ate

regi

ster

WC

G: H

ealth

op

erat

iona

l am

bula

nces

re

gist

ered

and

lic

ense

d as

per

st

atut

ory

requ

irem

ents

.

1 D

elay

s in

licen

sing

docu

men

tatio

n fro

m th

e lic

ensin

g au

thor

ity m

ay

dela

y re

porti

ng.

New

am

bula

nces

ad

ded

to fl

eet

may

not

be

licen

sed

imm

edia

tely

. The

sa

me

wou

ld

appl

y to

veh

icle

s th

at h

ave

been

w

ritte

n of

f dur

ing

the

year

Gov

erna

nce

N

umbe

r A

nnua

lly

Yes

High

er p

ropo

rtion

is

bette

r as t

his

ind

icat

ed th

e co

mpl

ianc

e w

ith

the

stat

utor

y re

quire

men

ts.

EMS

man

ager




No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

Den

omin

ator

:

Hosp

ital S

emi-

perm

anen

t D

ata

versi

on 2

Den

omin

ator

:

SIN

JAN

I

Den

omin

ator

:

Hosp

itals

that

co

nduc

ted

a na

tiona

l cor

e st

anda

rds s

elf-

asse

ssm

ent

durin

g th

e fin

anci

al y

ear

(reg

iona

l ho

spita

ls)

2.

A

vera

ge le

ngth

of

stay

(reg

iona

l ho

spita

ls)

Ave

rage

num

ber o

f pa

tient

day

s an

adm

itted

pat

ient

sp

ends

in a

regi

onal

ho

spita

l bef

ore

sepa

ratio

n.

Inpa

tient

sepa

ratio

n is

the

tota

l of d

ay

patie

nts,

inpa

tient

di

scha

rges

, inp

atie

nt

deat

hs a

nd in

patie

nt

trans

fers

out.

(Thi

s is a

pro

xy

ind

icat

or a

s ide

ally

it

shou

ld o

nly

incl

ude

inpa

tient

day

s for

th

ose

clie

nts

sepa

rate

d d

urin

g th

e re

porti

ng p

erio

d.)

Mon

itors

effe

ctiv

enes

s and

ef

ficie

ncy

of

inpa

tient

m

anag

emen

t in

regi

onal

hos

pita

ls.

Num

erat

or:

Inpa

tient

Th

roug

hput

Fo

rm

Num

erat

or:

SIN

JAN

I

Num

erat

or:

Patie

nt d

ays

Sum

of:

In

patie

nt d

ays

½

day

pa

tient

s (re

gio

nal

hosp

itals)

1 A

ccur

acy

de

pend

ent o

n qu

ality

of d

ata

from

repo

rting

fa

cilit

ies.

High

leve

ls of

ef

ficie

ncy

coul

d hi

de p

oor q

ualit

y.

Effic

ienc

y

Ratio

ex

pres

sed

in

days

Qua

rterly

N

o A

low

ave

rage

le

ngth

of s

tay

refle

cts h

igh

leve

ls of

effi

cien

cy. B

ut

thes

e hi

gh

effic

ienc

y le

vels

mig

ht a

lso

com

prom

ise q

ualit

y of

hos

pita

l car

e.

Regi

onal

ho

spita

l pr

ogra

mm

e m

anag

er

Den

omin

ator

:

Inpa

tient

Th

roug

hput

Fo

rm

Den

omin

ator

:

SIN

JAN

I

Den

omin

ator

:

Inpa

tient

se

para

tions

- to

tal

Sum

of:

In

patie

nt

deat

hs

In

patie

nt

disc

harg

es

In

patie

nt

trans

fers

out

(reg

iona

l ho

spita

ls)

3.

In

patie

nt b

ed

utilis

atio

n ra

te

(reg

iona

l hos

pita

ls)

Inpa

tient

bed

day

s ex

pres

sed

as a

pe

rcen

tage

of t

he

max

imum

inpa

tient

be

d d

ays a

vaila

ble

(i.e.

inpa

tient

bed

s X

days

in th

e pe

riod

) in

regi

onal

hos

pita

ls.

Mon

itors

effe

ctiv

enes

s and

ef

ficie

ncy

of

inpa

tient

m

anag

emen

t.

Spec

ifica

lly

mon

itors

the

over

- /

unde

r- ut

ilisat

ion

of

regi

onal

hos

pita

l be

ds.

Num

erat

or:

Inpa

tient

Th

roug

hput

Fo

rm

Num

erat

or:

SIN

JAN

I

Num

erat

or:

Patie

nt d

ays

Sum

of:

In

patie

nt d

ays

½

day

pa

tient

s (re

gio

nal

hosp

itals)

100

Acc

ura

cy

depe

nden

t on

qual

ity o

f dat

a fro

m re

porti

ng

faci

litie

s and

co

rrect

repo

rting

of

usa

ble

beds

.

Effic

ienc

y Pe

rcen

tage

Q

uarte

rly

No

High

er b

ed

utilis

atio

n in

dic

ates

ef

ficie

nt u

se o

f av

aila

ble

beds

an

d/or

hig

her

burd

en o

f dise

ase

and/

or b

ette

r se

rvic

e le

vels.

Regi

onal

ho

spita

l pr

ogra

mm

e m

anag

er

Annexures


No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

Den

omin

ator

:

Inpa

tient

Th

roug

hput

Fo

rm

Den

omin

ator

:

SIN

JAN

I

Den

omin

ator

:

Inpa

tient

bed

da

ys a

vaila

ble

(Usa

ble

beds

to

tal

x 30

.42)

(reg

iona

l ho

spita

ls)

4.

Ex

pend

iture

per

PD

E (re

gio

nal h

ospi

tals)

A

vera

ge c

ost p

er

patie

nt d

ay

equi

vale

nt (P

DE)

in

regi

onal

hos

pita

ls. P

DE

is th

e su

m o

f inp

atie

nt

days

, ½ x

day

pa

tient

s, ⅓

x O

PD

head

coun

t and

⅓ x

em

erge

ncy

head

coun

t.

Mon

itors

effe

ctiv

e an

d ef

ficie

nt

man

agem

ent o

f in

patie

nt fa

cilit

ies.

Num

erat

or:

Finan

cial

dat

a

Num

erat

or:

BAS

Num

erat

or:

Expe

nditu

re in

re

gion

al h

ospi

tals

(sub

-pro

gram

me

4.1)

1 A

ccur

acy

of

expe

nditu

re

depe

nden

t on

the

corre

ct

expe

nditu

re

allo

catio

n.

Acc

ura

cy o

f PD

E’s d

epen

dent

on

qua

lity

of

data

from

re

porti

ng

faci

litie

s.

Out

com

e

Rate

ex

pres

sed

in

Rand

Qua

rterly

N

o Lo

wer

rate

in

dic

ates

effi

cien

t us

e of

fina

ncia

l re

sour

ces.

Regi

onal

ho

spita

l pr

ogra

mm

e m

anag

er

Den

omin

ator

:

Den

omin

ator

:

Den

omin

ator

:

Patie

nt d

ay

equi

vale

nt (P

DE)

(re

gio

nal

hosp

itals)

Sum

of:

Inpa

tient

Th

roug

hput

Fo

rm

SIN

JAN

I

Inpa

tient

day

s

1/

2 d

ay

patie

nts

Out

patie

nt

and

Inpa

tient

Re

late

d Se

rvic

es

SIN

JAN

I

1/3

OPD

he

adco

unt

1/

3 em

erge

ncy

head

coun

t

5.

C

ompl

aint

re

solu

tion

rate

(re

gio

nal h

ospi

tals)

Com

plai

nts r

esol

ved

in

regi

onal

hos

pita

ls as

a

prop

ortio

n of

co

mpl

aint

s rec

eive

d in

regi

onal

hos

pita

ls.

Mon

itors

the

publ

ic

heal

th sy

stem

re

spon

se to

cu

stom

er c

once

rns

in re

gion

al h

ospi

tals.

Num

erat

or:

Com

plai

nts

and

Com

plim

ents

Re

gist

er

Num

erat

or:

SIN

JAN

I N

umer

ator

: C

ompl

aint

s re

solv

ed

(reg

iona

l ho

spita

ls)

100

Acc

ura

cy o

f in

form

atio

n is

depe

nden

t on

accu

rate

re

cord

ing

of

com

plai

nts (

all

com

plai

nts

reco

rded

and

no

dupl

icat

ions

).

Qua

lity

Perc

enta

ge

Qua

rterly

N

o Hi

gher

rate

sugg

ests

be

tter

man

agem

ent o

f co

mpl

aint

s in

regi

onal

hos

pita

ls.

Regi

onal

ho

spita

l pr

ogra

mm

e m

anag

er

Den

omin

ator

: C

ompl

aint

s an

d C

ompl

imen

ts

Regi

ster

Den

omin

ator

: SI

NJA

NI

Den

omin

ator

: C

ompl

aint

s re

ceiv

ed

(reg

iona

l ho

spita

ls)

6.

C

ompl

aint

re

solu

tion

with

in 2

5 w

orkin

g d

ays r

ate

(reg

iona

l hos

pita

ls)

Com

plai

nts r

esol

ved

with

in 2

5 w

orkin

g d

ays

in re

gion

al h

ospi

tals

as

a pr

opor

tion

of a

ll co

mpl

aint

s res

olve

d in

re

gion

al h

ospi

tals.

Mon

itors

the

publ

ic

heal

th sy

stem

re

spon

se to

cu

stom

er c

once

rns

in re

gion

al h

ospi

tals.

Num

erat

or:

Com

plai

nts

and

Com

plim

ents

Re

gist

er

Num

erat

or:

SIN

JAN

I N

umer

ator

: C

ompl

aint

s re

solv

ed w

ithin

25

wor

king

day

s (re

gio

nal

hosp

itals)

100

Acc

ura

cy o

f in

form

atio

n is

depe

nden

t on

the

accu

racy

of

the

time

stam

p

Qua

lity

Perc

enta

ge

Qua

rterly

N

o Hi

gher

rate

sugg

ests

be

tter

man

agem

ent o

f co

mpl

aint

s in

regi

onal

hos

pita

ls.

Regi

onal

ho

spita

l pr

ogra

mm

e m

anag

er

No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

Den

omin

ator

:

Hosp

ital S

emi-

perm

anen

t D

ata

versi

on 2

Den

omin

ator

:

SIN

JAN

I

Den

omin

ator

:

Hosp

itals

that

co

nduc

ted

a na

tiona

l cor

e st

anda

rds s

elf-

asse

ssm

ent

durin

g th

e fin

anci

al y

ear

(reg

iona

l ho

spita

ls)

2.

A

vera

ge le

ngth

of

stay

(reg

iona

l ho

spita

ls)

Ave

rage

num

ber o

f pa

tient

day

s an

adm

itted

pat

ient

sp

ends

in a

regi

onal

ho

spita

l bef

ore

sepa

ratio

n.

Inpa

tient

sepa

ratio

n is

the

tota

l of d

ay

patie

nts,

inpa

tient

di

scha

rges

, inp

atie

nt

deat

hs a

nd in

patie

nt

trans

fers

out.

(Thi

s is a

pro

xy

ind

icat

or a

s ide

ally

it

shou

ld o

nly

incl

ude

inpa

tient

day

s for

th

ose

clie

nts

sepa

rate

d d

urin

g th

e re

porti

ng p

erio

d.)

Mon

itors

effe

ctiv

enes

s and

ef

ficie

ncy

of

inpa

tient

m

anag

emen

t in

regi

onal

hos

pita

ls.

Num

erat

or:

Inpa

tient

Th

roug

hput

Fo

rm

Num

erat

or:

SIN

JAN

I

Num

erat

or:

Patie

nt d

ays

Sum

of:

In

patie

nt d

ays

½

day

pa

tient

s (re

gio

nal

hosp

itals)

1 A

ccur

acy

de

pend

ent o

n qu

ality

of d

ata

from

repo

rting

fa

cilit

ies.

High

leve

ls of

ef

ficie

ncy

coul

d hi

de p

oor q

ualit

y.

Effic

ienc

y

Ratio

ex

pres

sed

in

days

Qua

rterly

N

o A

low

ave

rage

le

ngth

of s

tay

refle

cts h

igh

leve

ls of

effi

cien

cy. B

ut

thes

e hi

gh

effic

ienc

y le

vels

mig

ht a

lso

com

prom

ise q

ualit

y of

hos

pita

l car

e.

Regi

onal

ho

spita

l pr

ogra

mm

e m

anag

er

Den

omin

ator

:

Inpa

tient

Th

roug

hput

Fo

rm

Den

omin

ator

:

SIN

JAN

I

Den

omin

ator

:

Inpa

tient

se

para

tions

- to

tal

Sum

of:

In

patie

nt

deat

hs

In

patie

nt

disc

harg

es

In

patie

nt

trans

fers

out

(reg

iona

l ho

spita

ls)

3.

In

patie

nt b

ed

utilis

atio

n ra

te

(reg

iona

l hos

pita

ls)

Inpa

tient

bed

day

s ex

pres

sed

as a

pe

rcen

tage

of t

he

max

imum

inpa

tient

be

d d

ays a

vaila

ble

(i.e.

inpa

tient

bed

s X

days

in th

e pe

riod

) in

regi

onal

hos

pita

ls.

Mon

itors

effe

ctiv

enes

s and

ef

ficie

ncy

of

inpa

tient

m

anag

emen

t.

Spec

ifica

lly

mon

itors

the

over

- /

unde

r- ut

ilisat

ion

of

regi

onal

hos

pita

l be

ds.

Num

erat

or:

Inpa

tient

Th

roug

hput

Fo

rm

Num

erat

or:

SIN

JAN

I

Num

erat

or:

Patie

nt d

ays

Sum

of:

In

patie

nt d

ays

½

day

pa

tient

s (re

gio

nal

hosp

itals)

100

Acc

ura

cy

depe

nden

t on

qual

ity o

f dat

a fro

m re

porti

ng

faci

litie

s and

co

rrect

repo

rting

of

usa

ble

beds

.

Effic

ienc

y Pe

rcen

tage

Q

uarte

rly

No

High

er b

ed

utilis

atio

n in

dic

ates

ef

ficie

nt u

se o

f av

aila

ble

beds

an

d/or

hig

her

burd

en o

f dise

ase

and/

or b

ette

r se

rvic

e le

vels.

Regi

onal

ho

spita

l pr

ogra

mm

e m

anag

er




No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

Den

omin

ator

: C

ompl

aint

s an

d C

ompl

imen

ts

Regi

ster

Den

omin

ator

: SI

NJA

NI

Den

omin

ator

: C

ompl

aint

s re

solv

ed

(reg

iona

l ho

spita

ls)

reco

rded

for

each

com

plai

nt.

Annexures


No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

ADD

ITIO

NA

L PR

OVI

NC

IAL

INDI

CA

TORS

7.

M

orta

lity

and

mor

bid

ity re

view

ra

te (r

egio

nal

hosp

itals)

Freq

uenc

y of

co

nduc

ting

mor

talit

y an

d m

orbi

dity

revi

ews

in re

gion

al h

ospi

tals

that

shou

ld in

clud

e,

but i

s not

limite

d to

: (a

) mat

erna

l dea

ths,

(b) n

eona

tal d

eath

s, (c

) wro

ng si

te su

rger

y,

(d) a

naes

thet

ic

deat

hs.

At l

east

10

revi

ews

shou

ld b

e co

nduc

ted

per k

ey d

iscip

line

per

year

. A

max

imum

of 1

2 m

eetin

gs c

an b

e he

ld

per d

iscip

line

per y

ear

(one

for e

ach

mon

th).

Mon

itors

the

faci

lity’

s aim

of

ensu

ring

qual

ity

heal

th c

are

serv

ice

prov

ision

. G

uide

line

to b

e de

velo

ped

to

incl

ude

amon

g ot

her t

hing

s m

easu

res s

uch

as

caes

area

n se

ctio

n in

fect

ion

rate

, an

aest

hetic

dea

th

rate

, mat

erna

l and

pa

edia

tric

dea

ths

and

wro

ng si

te

surg

ery.

Num

erat

or:

Hosp

ital S

emi-

perm

anen

t D

ata

versi

on 2

Num

erat

or:

SIN

JAN

I N

umer

ator

: M

orta

lity

and

mor

bid

ity re

view

s co

nduc

ted

per

disc

iplin

e (re

gio

nal

hosp

itals)

100

Acc

ura

cy

depe

nden

t on

qual

ity o

f dat

a fro

m re

porti

ng

faci

litie

s.

Qua

lity

Perc

enta

ge

Qua

rterly

N

o Hi

gher

per

cent

age

ind

icat

es m

ore

revi

ews w

ere

cond

ucte

d an

d su

gges

ts b

ette

r cl

inic

al

gove

rnan

ce.

Regi

onal

ho

spita

l pr

ogra

mm

e m

anag

er

Den

omin

ator

: Ho

spita

l Sem

i-pe

rman

ent

Dat

a ve

rsion

2

Den

omin

ator

: SI

NJA

NI

Den

omin

ator

: Pl

anne

d m

orta

lity

and

mor

bid

ity re

view

s (re

gio

nal

hosp

itals)

(n

umbe

r of

disc

iplin

es w

ithin

re

gion

al h

ospi

tals

x nu

mbe

r of

regi

onal

hos

pita

ls x

12)

Not

e:

Indi

cato

r 3:

The

new

clie

nt sa

tisfa

ctio

n su

rvey

mod

ule

has n

ot b

een

rolle

d-o

ut b

y th

e N

atio

nal D

epar

tmen

t of H

ealth

and

, the

refo

re, t

he W

este

rn C

ape

had

to re

vert

to th

e pr

evio

us d

efin

ition

(on

the

“old

” sy

stem

) to

repo

rt on

this

indi

cato

r.

PRO

VIN

CIA

L ST

RATE

GIC

OBJ

ECTIV

ES F

OR

TB H

OSP

ITA

LS [P

HS 3

& 5

]

No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

PRO

VIN

CIA

L ST

RATE

GIC

OBJ

ECTIV

E IN

DIC

ATO

RS

1.1.

1 A

ctua

l (us

able

) be

ds in

tube

rcul

osis

hosp

itals

Act

ual (

usab

le) b

eds

in T

B ho

spita

ls ar

e be

ds a

ctua

lly

avai

labl

e fo

r use

w

ithin

the

TB h

ospi

tal,

rega

rdle

ss o

f whe

ther

th

ey a

re o

ccup

ied

by

a pa

tient

or a

lodg

er.

(Thi

s is a

fixe

d va

lue

that

doe

s not

flu

ctua

te d

ue to

re

nova

tions

or

inte

rmitt

ent s

taff

chal

leng

es.)

Mon

itors

the

avai

labi

lity

of T

B ho

spita

l bed

s to

ensu

re a

cces

sibilit

y of

TB

hosp

ital

serv

ices

.

Inpa

tient

Th

roug

hput

Fo

rm

SIN

JAN

I A

ctua

l (us

able

) be

ds (T

B ho

spita

ls)

Non

e (N

r) D

epen

dent

on

accu

racy

of

data

from

re

porti

ng

faci

litie

s.

Inpu

t C

umul

ativ

e A

nnua

l N

o Hi

gher

leve

ls of

up

take

may

in

dic

ate

an

incr

ease

d bu

rden

of

dise

ase

or

grea

ter r

elia

nce

on th

e pu

blic

he

alth

syst

em.

Chi

ef D

irect

or:

Met

ro D

istric

t He

alth

Ser

vice

s (M

DHS

)

and

Chi

ef D

irect

or:

Rura

l Dist

rict

Heal

th S

ervi

ces

(RD

HS)

No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

Den

omin

ator

: C

ompl

aint

s an

d C

ompl

imen

ts

Regi

ster

Den

omin

ator

: SI

NJA

NI

Den

omin

ator

: C

ompl

aint

s re

solv

ed

(reg

iona

l ho

spita

ls)

reco

rded

for

each

com

plai

nt.




PERF

ORM

AN

CE

IND

ICA

TORS

FO

R TB

HO

SPIT

ALS

[PHS

4 &

5]

No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

SEC

TOR

SPEC

IFIC

INDI

CA

TORS

1.

Pe

rcen

tage

of

Hosp

itals

that

ac

hiev

ed a

n ov

eral

l pe

rform

ance

of

≥75%

com

plia

nce

with

the

natio

nal

core

stan

dard

s (T

B ho

spita

ls)

TB h

ospi

tals

that

ac

hiev

ed a

pe

rform

ance

of a

t le

ast 7

5% o

n N

CS

self-

asse

ssm

ent.

Mon

itors

the

leve

l of

com

plia

nce

with

th

e na

tiona

l cor

e st

anda

rds i

n TB

ho

spita

ls.

Num

erat

or:

Nat

iona

l cor

e st

anda

rds s

elf-

asse

ssm

ent

Num

erat

or:

DHI

S - N

CS

syst

em

Num

erat

or:

Hosp

itals

that

ac

hiev

ed a

t le

ast 7

5%

com

plia

nce

with

th

e na

tiona

l cor

e st

anda

rds (

TB

hosp

itals)

100

Acc

ura

cy

depe

nden

t on

the

com

plet

enes

s of

the

self-

asse

ssm

ent a

nd

relia

bilit

y of

dat

a ca

ptur

ed o

n th

e as

sess

men

t.

Out

put

Perc

enta

ge

Qua

rterly

N

o Hi

gher

per

cent

age

ind

icat

es m

ore

TB

hosp

itals

are

com

plia

nt w

ith th

e na

tiona

l cor

e st

anda

rds f

or

qual

ity a

ssur

ance

.

Chi

ef D

irect

or:

MD

HS

and

Chi

ef D

irect

or:

RDHS

Den

omin

ator

:

Hosp

ital S

emi-

perm

anen

t D

ata

versi

on 2

Den

omin

ator

:

SIN

JAN

I

Den

omin

ator

:

Hosp

itals

that

co

nduc

ted

a na

tiona

l cor

e st

anda

rds s

elf-

asse

ssm

ent

durin

g th

e fin

anci

al y

ear (

TB

hosp

itals)

2.

A

vera

ge le

ngth

of

stay

(TB

hosp

itals)

A

vera

ge n

umbe

r of

patie

nt d

ays a

n ad

mitt

ed p

atie

nt

spen

ds in

a T

B ho

spita

l be

fore

sepa

ratio

n.

Inpa

tient

sepa

ratio

n is

the

tota

l of d

ay

patie

nts,

inpa

tient

di

scha

rges

, inp

atie

nt

deat

hs a

nd in

patie

nt

trans

fers

out.

(Thi

s is a

pro

xy

ind

icat

or a

s ide

ally

it

shou

ld o

nly

incl

ude

inpa

tient

day

s for

th

ose

clie

nts

sepa

rate

d d

urin

g th

e re

porti

ng p

erio

d.)

Mon

itors

effe

ctiv

enes

s and

ef

ficie

ncy

of

inpa

tient

m

anag

emen

t in

TB

hosp

itals.

Num

erat

or:

Inpa

tient

Th

roug

hput

Fo

rm

Num

erat

or:

SIN

JAN

I

Num

erat

or:

Patie

nt d

ays

Sum

of:

In

patie

nt d

ays

½

day

pa

tient

s (T

B ho

spita

ls)

1 A

ccur

acy

de

pend

ent o

n qu

ality

of d

ata

from

repo

rting

fa

cilit

ies.

High

leve

ls of

ef

ficie

ncy

coul

d hi

de p

oor q

ualit

y.

Effic

ienc

y

Ratio

ex

pres

sed

in

days

Qua

rterly

N

o A

low

ave

rage

le

ngth

of s

tay

refle

cts h

igh

leve

ls of

effi

cien

cy. B

ut

thes

e hi

gh

effic

ienc

y le

vels

mig

ht a

lso

com

prom

ise q

ualit

y of

hos

pita

l car

e.

Chi

ef D

irect

or:

MD

HS

and

Chi

ef D

irect

or:

RDHS

Den

omin

ator

:

Inpa

tient

Th

roug

hput

Fo

rm

Den

omin

ator

:

SIN

JAN

I

Den

omin

ator

:

Inpa

tient

se

para

tions

- to

tal

Sum

of:

In

patie

nt

deat

hs

In

patie

nt

disc

harg

es

In

patie

nt

trans

fers

out

(TB

hosp

itals)

Annexures


No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

3.

In

patie

nt b

ed

utilis

atio

n ra

te (T

B ho

spita

ls)

Inpa

tient

bed

day

s ex

pres

sed

as a

pe

rcen

tage

of t

he

max

imum

inpa

tient

be

d d

ays a

vaila

ble

(i.e.

inpa

tient

bed

s X

days

in th

e pe

riod

) in

TB h

ospi

tals.

Mon

itors

effe

ctiv

enes

s and

ef

ficie

ncy

of

inpa

tient

m

anag

emen

t.

Spec

ifica

lly

mon

itors

the

over

- /

unde

r- ut

ilisat

ion

of

TB h

ospi

tal b

eds.

Num

erat

or:

Inpa

tient

Th

roug

hput

Fo

rm

Num

erat

or:

SIN

JAN

I

Num

erat

or:

Patie

nt d

ays

Sum

of:

In

patie

nt d

ays

½

day

pa

tient

s (T

B ho

spita

ls)

100

Acc

ura

cy

depe

nden

t on

qual

ity o

f dat

a fro

m re

porti

ng

faci

litie

s and

co

rrect

repo

rting

of

usa

ble

beds

.

Effic

ienc

y Pe

rcen

tage

Q

uarte

rly

No

High

er b

ed

utilis

atio

n in

dic

ates

ef

ficie

nt u

se o

f av

aila

ble

beds

an

d/or

hig

her

burd

en o

f dise

ase

and/

or b

ette

r se

rvic

e le

vels.

Chi

ef D

irect

or:

MD

HS

and

Chi

ef D

irect

or:

RDHS

Den

omin

ator

:

Inpa

tient

Th

roug

hput

Fo

rm

Den

omin

ator

:

SIN

JAN

I

Den

omin

ator

:

Inpa

tient

bed

da

ys a

vaila

ble

(Usa

ble

beds

to

tal

x 30

.42)

(TB

hosp

itals)

4.

Ex

pend

iture

per

PD

E (T

B ho

spita

ls)

Ave

rage

cos

t per

pa

tient

day

eq

uiva

lent

(PD

E) in

TB

hosp

itals.

PD

E is

the

sum

of i

npat

ient

day

s, ½

x d

ay p

atie

nts, ⅓

x

OPD

hea

dcou

nt a

nd

⅓ x

em

erge

ncy

head

coun

t.

Mon

itors

effe

ctiv

e an

d ef

ficie

nt

man

agem

ent o

f in

patie

nt fa

cilit

ies.

Num

erat

or:

Finan

cial

dat

a

Num

erat

or:

BAS

Num

erat

or:

Expe

nditu

re in

TB

hosp

itals

(sub

-pr

ogra

mm

e 4.

2)

1 A

ccur

acy

of

expe

nditu

re

depe

nden

t on

the

corre

ct

expe

nditu

re

allo

catio

n.

Acc

ura

cy o

f PD

E’s d

epen

dent

on

qua

lity

of

data

from

re

porti

ng

faci

litie

s.

Effic

ienc

y Ra

te

expr

esse

d in

Ra

nd

Qua

rterly

N

o Lo

wer

rate

in

dic

ates

effi

cien

t us

e of

fina

ncia

l re

sour

ces.

Chi

ef D

irect

or:

MD

HS

and

Chi

ef D

irect

or:

RDHS

D

enom

inat

or:

Den

omin

ator

:

Den

omin

ator

:

Patie

nt d

ay

equi

vale

nt (P

DE)

(T

B ho

spita

ls)

Sum

of:

Inpa

tient

Th

roug

hput

Fo

rm

SIN

JAN

I

Inpa

tient

day

s

1/

2 d

ay

patie

nts

Out

patie

nt

and

Inpa

tient

Re

late

d Se

rvic

es

SIN

JAN

I

1/3

OPD

he

adco

unt

1/

3 em

erge

ncy

head

coun

t

5.

C

ompl

aint

re

solu

tion

rate

(TB

hosp

itals)

Com

plai

nts r

esol

ved

in

TB h

ospi

tals

as a

pr

opor

tion

of

com

plai

nts r

ecei

ved

in T

B ho

spita

ls.

Mon

itors

the

publ

ic

heal

th sy

stem

re

spon

se to

cu

stom

er c

once

rns

in T

B ho

spita

ls.

Num

erat

or:

Com

plai

nts

and

Com

plim

ents

Re

gist

er

Num

erat

or:

SIN

JAN

I N

umer

ator

: C

ompl

aint

s re

solv

ed (T

B ho

spita

ls)

100

Acc

ura

cy o

f in

form

atio

n is

depe

nden

t on

accu

rate

re

cord

ing

of

Qua

lity

Perc

enta

ge

Qua

rterly

Ye

s Hi

gher

rate

sugg

ests

be

tter

man

agem

ent o

f co

mpl

aint

s in

TB

hosp

itals.

Chi

ef D

irect

or:

MD

HS

and

PERF

ORM

AN

CE

IND

ICA

TORS

FO

R TB

HO

SPIT

ALS

[PHS

4 &

5]

No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

SEC

TOR

SPEC

IFIC

INDI

CA

TORS

1.

Pe

rcen

tage

of

Hosp

itals

that

ac

hiev

ed a

n ov

eral

l pe

rform

ance

of

≥75%

com

plia

nce

with

the

natio

nal

core

stan

dard

s (T

B ho

spita

ls)

TB h

ospi

tals

that

ac

hiev

ed a

pe

rform

ance

of a

t le

ast 7

5% o

n N

CS

self-

asse

ssm

ent.

Mon

itors

the

leve

l of

com

plia

nce

with

th

e na

tiona

l cor

e st

anda

rds i

n TB

ho

spita

ls.

Num

erat

or:

Nat

iona

l cor

e st

anda

rds s

elf-

asse

ssm

ent

Num

erat

or:

DHI

S - N

CS

syst

em

Num

erat

or:

Hosp

itals

that

ac

hiev

ed a

t le

ast 7

5%

com

plia

nce

with

th

e na

tiona

l cor

e st

anda

rds (

TB

hosp

itals)

100

Acc

ura

cy

depe

nden

t on

the

com

plet

enes

s of

the

self-

asse

ssm

ent a

nd

relia

bilit

y of

dat

a ca

ptur

ed o

n th

e as

sess

men

t.

Out

put

Perc

enta

ge

Qua

rterly

N

o Hi

gher

per

cent

age

ind

icat

es m

ore

TB

hosp

itals

are

com

plia

nt w

ith th

e na

tiona

l cor

e st

anda

rds f

or

qual

ity a

ssur

ance

.

Chi

ef D

irect

or:

MD

HS

and

Chi

ef D

irect

or:

RDHS

Den

omin

ator

:

Hosp

ital S

emi-

perm

anen

t D

ata

versi

on 2

Den

omin

ator

:

SIN

JAN

I

Den

omin

ator

:

Hosp

itals

that

co

nduc

ted

a na

tiona

l cor

e st

anda

rds s

elf-

asse

ssm

ent

durin

g th

e fin

anci

al y

ear (

TB

hosp

itals)

2.

A

vera

ge le

ngth

of

stay

(TB

hosp

itals)

A

vera

ge n

umbe

r of

patie

nt d

ays a

n ad

mitt

ed p

atie

nt

spen

ds in

a T

B ho

spita

l be

fore

sepa

ratio

n.

Inpa

tient

sepa

ratio

n is

the

tota

l of d

ay

patie

nts,

inpa

tient

di

scha

rges

, inp

atie

nt

deat

hs a

nd in

patie

nt

trans

fers

out.

(Thi

s is a

pro

xy

ind

icat

or a

s ide

ally

it

shou

ld o

nly

incl

ude

inpa

tient

day

s for

th

ose

clie

nts

sepa

rate

d d

urin

g th

e re

porti

ng p

erio

d.)

Mon

itors

effe

ctiv

enes

s and

ef

ficie

ncy

of

inpa

tient

m

anag

emen

t in

TB

hosp

itals.

Num

erat

or:

Inpa

tient

Th

roug

hput

Fo

rm

Num

erat

or:

SIN

JAN

I

Num

erat

or:

Patie

nt d

ays

Sum

of:

In

patie

nt d

ays

½

day

pa

tient

s (T

B ho

spita

ls)

1 A

ccur

acy

de

pend

ent o

n qu

ality

of d

ata

from

repo

rting

fa

cilit

ies.

High

leve

ls of

ef

ficie

ncy

coul

d hi

de p

oor q

ualit

y.

Effic

ienc

y

Ratio

ex

pres

sed

in

days

Qua

rterly

N

o A

low

ave

rage

le

ngth

of s

tay

refle

cts h

igh

leve

ls of

effi

cien

cy. B

ut

thes

e hi

gh

effic

ienc

y le

vels

mig

ht a

lso

com

prom

ise q

ualit

y of

hos

pita

l car

e.

Chi

ef D

irect

or:

MD

HS

and

Chi

ef D

irect

or:

RDHS

Den

omin

ator

:

Inpa

tient

Th

roug

hput

Fo

rm

Den

omin

ator

:

SIN

JAN

I

Den

omin

ator

:

Inpa

tient

se

para

tions

- to

tal

Sum

of:

In

patie

nt

deat

hs

In

patie

nt

disc

harg

es

In

patie

nt

trans

fers

out

(TB

hosp

itals)




No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

Den

omin

ator

: C

ompl

aint

s an

d C

ompl

imen

ts

Regi

ster

Den

omin

ator

: SI

NJA

NI

Den

omin

ator

: C

ompl

aint

s re

ceiv

ed (T

B ho

spita

ls)

com

plai

nts (

all

com

plai

nts

reco

rded

and

no

dupl

icat

ions

).

Chi

ef D

irect

or:

RDHS

6.

C

ompl

aint

re

solu

tion

with

in 2

5 w

orkin

g d

ays r

ate

(TB

hosp

itals)

Com

plai

nts r

esol

ved

with

in 2

5 w

orkin

g d

ays

in T

B ho

spita

ls as

a

prop

ortio

n of

all

com

plai

nts r

esol

ved

in

TB h

ospi

tals.

Mon

itors

the

publ

ic

heal

th sy

stem

re

spon

se to

cu

stom

er c

once

rns

in T

B ho

spita

ls.

Num

erat

or:

Com

plai

nts

and

Com

plim

ents

Re

gist

er

Num

erat

or:

SIN

JAN

I N

umer

ator

: C

ompl

aint

s re

solv

ed w

ithin

25

wor

king

day

s (T

B ho

spita

ls)

100

Acc

ura

cy o

f in

form

atio

n is

depe

nden

t on

the

accu

racy

of

the

time

stam

p re

cord

ed fo

r ea

ch c

ompl

aint

.

Qua

lity

Perc

enta

ge

Qua

rterly

N

o Hi

gher

rate

sugg

ests

be

tter

man

agem

ent o

f co

mpl

aint

s in

TB

hosp

itals.

Chi

ef D

irect

or:

MD

HS

and

Chi

ef D

irect

or:

RDHS

D

enom

inat

or:

Com

plai

nts

and

Com

plim

ents

Re

gist

er

Den

omin

ator

: SI

NJA

NI

Den

omin

ator

: C

ompl

aint

s re

solv

ed (T

B ho

spita

ls)

Annexures


No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

ADD

ITIO

NA

L PR

OVI

NC

IAL

INDI

CA

TORS

7.

M

orta

lity

and

mor

bid

ity re

view

ra

te (T

B ho

spita

ls)

Freq

uenc

y of

co

nduc

ting

mor

talit

y an

d m

orbi

dity

revi

ews

in T

B ho

spita

ls th

at

shou

ld in

clud

e, b

ut is

no

t lim

ited

to:

(a) m

ater

nal d

eath

s, (b

) neo

nata

l dea

ths,

(c) w

rong

site

surg

ery,

(d

) ana

esth

etic

de

aths

.

At l

east

10

revi

ews

shou

ld b

e co

nduc

ted

per k

ey d

iscip

line

per

year

.

TB h

ospi

tals

have

onl

y on

e d

iscip

line,

th

eref

ore

plan

ned

mor

bid

ity a

nd

mor

talit

y re

view

s are

ca

lcul

ated

as t

he

num

ber o

f TB

hosp

itals

x 12

(mon

ths i

n a

year

).

Mon

itors

the

faci

lity’

s aim

of

ensu

ring

qual

ity

heal

th c

are

serv

ice

prov

ision

.

Gui

delin

e to

be

deve

lope

d to

in

clud

e am

ong

othe

r thi

ngs

mea

sure

s suc

h as

ca

esar

ean

sect

ion

infe

ctio

n ra

te,

anae

sthe

tic d

eath

ra

te, m

ater

nal a

nd

paed

iatri

c d

eath

s an

d w

rong

site

su

rger

y.

Num

erat

or:

Hosp

ital S

emi-

perm

anen

t D

ata

versi

on 2

Num

erat

or:

SIN

JAN

I N

umer

ator

: M

orta

lity

and

mor

bid

ity re

view

s co

nduc

ted

per

disc

iplin

e (T

B ho

spita

ls)

100

Acc

ura

cy

depe

nden

t on

qual

ity o

f dat

a fro

m re

porti

ng

faci

litie

s.

Qua

lity

Perc

enta

ge

Qua

rterly

N

o Hi

gher

per

cent

age

ind

icat

es m

ore

revi

ews w

ere

cond

ucte

d an

d su

gges

ts b

ette

r cl

inic

al

gove

rnan

ce.

Chi

ef D

irect

or:

MD

HS

and

Chi

ef D

irect

or:

RDHS

D

enom

inat

or:

Hosp

ital S

emi-

perm

anen

t D

ata

versi

on 2

Den

omin

ator

: SI

NJA

NI

Den

omin

ator

: Pl

anne

d m

orta

lity

and

mor

bid

ity re

view

s (T

B ho

spita

ls)

(num

ber o

f di

scip

lines

with

in

TB h

ospi

tals

x nu

mbe

r of T

B ho

spita

ls x

12)

Not

e:

Indi

cato

r 4:

The

new

clie

nt sa

tisfa

ctio

n su

rvey

mod

ule

has n

ot b

een

rolle

d-o

ut b

y th

e N

atio

nal D

epar

tmen

t of H

ealth

and

, the

refo

re, t

he W

este

rn C

ape

had

to re

vert

to th

e pr

evio

us d

efin

ition

(on

the

“old

” sy

stem

) to

repo

rt on

this

indi

cato

r.

No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

Den

omin

ator

: C

ompl

aint

s an

d C

ompl

imen

ts

Regi

ster

Den

omin

ator

: SI

NJA

NI

Den

omin

ator

: C

ompl

aint

s re

ceiv

ed (T

B ho

spita

ls)

com

plai

nts (

all

com

plai

nts

reco

rded

and

no

dupl

icat

ions

).

Chi

ef D

irect

or:

RDHS

6.

C

ompl

aint

re

solu

tion

with

in 2

5 w

orkin

g d

ays r

ate

(TB

hosp

itals)

Com

plai

nts r

esol

ved

with

in 2

5 w

orkin

g d

ays

in T

B ho

spita

ls as

a

prop

ortio

n of

all

com

plai

nts r

esol

ved

in

TB h

ospi

tals.

Mon

itors

the

publ

ic

heal

th sy

stem

re

spon

se to

cu

stom

er c

once

rns

in T

B ho

spita

ls.

Num

erat

or:

Com

plai

nts

and

Com

plim

ents

Re

gist

er

Num

erat

or:

SIN

JAN

I N

umer

ator

: C

ompl

aint

s re

solv

ed w

ithin

25

wor

king

day

s (T

B ho

spita

ls)

100

Acc

ura

cy o

f in

form

atio

n is

depe

nden

t on

the

accu

racy

of

the

time

stam

p re

cord

ed fo

r ea

ch c

ompl

aint

.

Qua

lity

Perc

enta

ge

Qua

rterly

N

o Hi

gher

rate

sugg

ests

be

tter

man

agem

ent o

f co

mpl

aint

s in

TB

hosp

itals.

Chi

ef D

irect

or:

MD

HS

and

Chi

ef D

irect

or:

RDHS

D

enom

inat

or:

Com

plai

nts

and

Com

plim

ents

Re

gist

er

Den

omin

ator

: SI

NJA

NI

Den

omin

ator

: C

ompl

aint

s re

solv

ed (T

B ho

spita

ls)




PRO

VIN

CIA

L ST

RATE

GIC

OBJ

ECTIV

ES F

OR

PSYC

HIA

TRIC

HO

SPIT

ALS

[PHS

3 &

5]

No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

PRO

VIN

CIA

L ST

RATE

GIC

OBJ

ECTIV

E IN

DIC

ATO

RS

1.1.

1 A

ctua

l (us

able

) be

ds in

psy

chia

tric

hosp

itals

Act

ual (

usab

le) b

eds

in p

sych

iatri

c ho

spita

ls ar

e be

ds a

ctua

lly

avai

labl

e fo

r use

w

ithin

the

psyc

hiat

ric

hosp

ital,

rega

rdle

ss o

f w

heth

er th

ey a

re

occu

pie

d by

a

patie

nt o

r a lo

dger

.

(Thi

s is a

fixe

d va

lue

that

doe

s not

flu

ctua

te d

ue to

re

nova

tions

or

inte

rmitt

ent s

taff

chal

leng

es.)

Mon

itors

the

avai

labi

lity

of

psyc

hiat

ric h

ospi

tal

beds

to e

nsur

e ac

cess

ibilit

y of

ps

ychi

atric

hos

pita

l se

rvic

es.

Inpa

tient

Th

roug

hput

Fo

rm

SIN

JAN

I A

ctua

l (us

able

) be

ds (p

sych

iatri

c ho

spita

ls)

Non

e (N

r) D

epen

dent

on

accu

racy

of

data

from

re

porti

ng

faci

litie

s.

Inpu

t C

umul

ativ

e A

nnua

l N

o Hi

gher

leve

ls of

up

take

may

in

dic

ate

an

incr

ease

d bu

rden

of

dise

ase

or

grea

ter r

elia

nce

on th

e pu

blic

he

alth

syst

em.

Psyc

hiat

ric

hosp

ital

prog

ram

me

man

ager

1.1.

2 A

ctua

l (us

able

) be

ds in

step

-dow

n fa

cilit

ies

Act

ual (

usab

le) b

eds

in st

ep-d

own

faci

litie

s ar

e be

ds a

ctua

lly

avai

labl

e fo

r use

w

ithin

the

psyc

hiat

ric

hosp

ital,

rega

rdle

ss o

f w

heth

er th

ey a

re

occu

pie

d by

a

patie

nt o

r a lo

dger

.

(Thi

s is a

fixe

d va

lue

that

doe

s not

flu

ctua

te d

ue to

re

nova

tions

or

inte

rmitt

ent s

taff

chal

leng

es.)

Mon

itors

the

avai

labi

lity

of

psyc

hiat

ric h

ospi

tal

beds

to e

nsur

e ac

cess

ibilit

y of

ps

ychi

atric

hos

pita

l se

rvic

es.

Inpa

tient

Th

roug

hput

Fo

rm

SIN

JAN

I A

ctua

l (us

able

) be

ds (s

tep-

dow

n fa

cilit

ies)

Non

e (N

r) D

epen

dent

on

accu

racy

of

data

from

re

porti

ng

faci

litie

s.

Inpu

t C

umul

ativ

e A

nnua

l N

o Hi

gher

leve

ls of

up

take

may

in

dic

ate

an

incr

ease

d bu

rden

of

dise

ase

or

grea

ter r

elia

nce

on th

e pu

blic

he

alth

syst

em.

Psyc

hiat

ric

hosp

ital

prog

ram

me

man

ager

Annexures


PERF

ORM

AN

CE

IND

ICA

TORS

FO

R ST

EP-D

OW

N F

AC

ILITI

ES [P

HS 4

& 5

]

No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

SEC

TOR

SPEC

IFIC

INDI

CA

TORS

1.

Pe

rcen

tage

of

Hosp

itals

that

ac

hiev

ed a

n ov

eral

l pe

rform

ance

of

≥75%

com

plia

nce

with

the

natio

nal

core

stan

dard

s (P

sych

iatri

c ho

spita

ls)

Psyc

hiat

ric h

osp

itals

that

ach

ieve

d a

perfo

rman

ce o

f at

leas

t 75%

on

NC

S se

lf-as

sess

men

t.

Mon

itors

the

leve

l of

com

plia

nce

with

th

e na

tiona

l cor

e st

anda

rds i

n Ps

ychi

atric

ho

spita

ls.

Num

erat

or:

Hosp

ital S

emi-

perm

anen

t D

ata

versi

on 2

Num

erat

or:

SIN

JAN

I N

umer

ator

: Ho

spita

ls th

at

achi

eved

at

leas

t 75%

co

mpl

ianc

e w

ith

the

natio

nal c

ore

stan

dard

s (P

sych

iatri

c ho

spita

ls)

100

Acc

ura

cy

depe

nden

t on

corre

ct re

cord

ing

prac

tices

, i.e

. ea

ch h

ospi

tal

mus

t be

reco

rded

onl

y on

ce in

the

mon

th w

hen

the

asse

ssm

ent w

as

cond

ucte

d.

Qua

lity

Perc

enta

ge

Qua

rterly

N

o Hi

gher

per

cent

age

ind

icat

es m

ore

Psyc

hiat

ric h

osp

itals

are

com

plia

nt w

ith

the

natio

nal c

ore

stan

dard

s for

qu

ality

ass

uran

ce.

Psyc

hiat

ric

hosp

ital

prog

ram

me

man

ager

Den

omin

ator

:

Faci

lity

list

Den

omin

ator

:

SIN

JAN

I

Den

omin

ator

:

Num

ber o

f Ps

ychi

atric

ho

spita

ls

2.

A

vera

ge le

ngth

of

stay

(psy

chia

tric

hosp

itals)

Ave

rage

num

ber o

f pa

tient

day

s an

adm

itted

pat

ient

sp

ends

in a

psy

chia

tric

hosp

ital b

efor

e se

para

tion.

Inpa

tient

sepa

ratio

n is

the

tota

l of d

ay

patie

nts,

inpa

tient

di

scha

rges

, inp

atie

nt

deat

hs a

nd in

patie

nt

trans

fers

out.

(Thi

s is a

pro

xy

ind

icat

or a

s ide

ally

it

shou

ld o

nly

incl

ude

inpa

tient

day

s for

th

ose

clie

nts

sepa

rate

d d

urin

g th

e re

porti

ng p

erio

d.)

Mon

itors

effe

ctiv

enes

s and

ef

ficie

ncy

of

inpa

tient

m

anag

emen

t in

psyc

hiat

ric

hosp

itals.

Num

erat

or:

Inpa

tient

Th

roug

hput

Fo

rm

Num

erat

or:

SIN

JAN

I

Num

erat

or:

Patie

nt d

ays

Sum

of:

In

patie

nt d

ays

½

day

pa

tient

s (p

sych

iatri

c ho

spita

ls)

1 A

ccur

acy

de

pend

ent o

n qu

ality

of d

ata

from

repo

rting

fa

cilit

ies.

High

leve

ls of

ef

ficie

ncy

coul

d hi

de p

oor q

ualit

y.

Effic

ienc

y

Ratio

ex

pres

sed

in

days

Qua

rterly

N

o A

low

ave

rage

le

ngth

of s

tay

refle

cts h

igh

leve

ls of

effi

cien

cy. B

ut

thes

e hi

gh

effic

ienc

y le

vels

mig

ht a

lso

com

prom

ise q

ualit

y of

hos

pita

l car

e.

Psyc

hiat

ric

hosp

ital

prog

ram

me

man

ager

Den

omin

ator

:

Inpa

tient

Th

roug

hput

Fo

rm

Den

omin

ator

:

SIN

JAN

I

Den

omin

ator

:

Inpa

tient

se

para

tions

- to

tal

Sum

of:

In

patie

nt

deat

hs

In

patie

nt

disc

harg

es

In

patie

nt

trans

fers

out

(psy

chia

tric

hosp

itals)

PRO

VIN

CIA

L ST

RATE

GIC

OBJ

ECTIV

ES F

OR

PSYC

HIA

TRIC

HO

SPIT

ALS

[PHS

3 &

5]

No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

PRO

VIN

CIA

L ST

RATE

GIC

OBJ

ECTIV

E IN

DIC

ATO

RS

1.1.

1 A

ctua

l (us

able

) be

ds in

psy

chia

tric

hosp

itals

Act

ual (

usab

le) b

eds

in p

sych

iatri

c ho

spita

ls ar

e be

ds a

ctua

lly

avai

labl

e fo

r use

w

ithin

the

psyc

hiat

ric

hosp

ital,

rega

rdle

ss o

f w

heth

er th

ey a

re

occu

pie

d by

a

patie

nt o

r a lo

dger

.

(Thi

s is a

fixe

d va

lue

that

doe

s not

flu

ctua

te d

ue to

re

nova

tions

or

inte

rmitt

ent s

taff

chal

leng

es.)

Mon

itors

the

avai

labi

lity

of

psyc

hiat

ric h

ospi

tal

beds

to e

nsur

e ac

cess

ibilit

y of

ps

ychi

atric

hos

pita

l se

rvic

es.

Inpa

tient

Th

roug

hput

Fo

rm

SIN

JAN

I A

ctua

l (us

able

) be

ds (p

sych

iatri

c ho

spita

ls)

Non

e (N

r) D

epen

dent

on

accu

racy

of

data

from

re

porti

ng

faci

litie

s.

Inpu

t C

umul

ativ

e A

nnua

l N

o Hi

gher

leve

ls of

up

take

may

in

dic

ate

an

incr

ease

d bu

rden

of

dise

ase

or

grea

ter r

elia

nce

on th

e pu

blic

he

alth

syst

em.

Psyc

hiat

ric

hosp

ital

prog

ram

me

man

ager

1.1.

2 A

ctua

l (us

able

) be

ds in

step

-dow

n fa

cilit

ies

Act

ual (

usab

le) b

eds

in st

ep-d

own

faci

litie

s ar

e be

ds a

ctua

lly

avai

labl

e fo

r use

w

ithin

the

psyc

hiat

ric

hosp

ital,

rega

rdle

ss o

f w

heth

er th

ey a

re

occu

pie

d by

a

patie

nt o

r a lo

dger

.

(Thi

s is a

fixe

d va

lue

that

doe

s not

flu

ctua

te d

ue to

re

nova

tions

or

inte

rmitt

ent s

taff

chal

leng

es.)

Mon

itors

the

avai

labi

lity

of

psyc

hiat

ric h

ospi

tal

beds

to e

nsur

e ac

cess

ibilit

y of

ps

ychi

atric

hos

pita

l se

rvic

es.

Inpa

tient

Th

roug

hput

Fo

rm

SIN

JAN

I A

ctua

l (us

able

) be

ds (s

tep-

dow

n fa

cilit

ies)

Non

e (N

r) D

epen

dent

on

accu

racy

of

data

from

re

porti

ng

faci

litie

s.

Inpu

t C

umul

ativ

e A

nnua

l N

o Hi

gher

leve

ls of

up

take

may

in

dic

ate

an

incr

ease

d bu

rden

of

dise

ase

or

grea

ter r

elia

nce

on th

e pu

blic

he

alth

syst

em.

Psyc

hiat

ric

hosp

ital

prog

ram

me

man

ager




No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

3.

In

patie

nt b

ed

utilis

atio

n ra

te

(psy

chia

tric

hosp

itals)

Inpa

tient

bed

day

s ex

pres

sed

as a

pe

rcen

tage

of t

he

max

imum

inpa

tient

be

d d

ays a

vaila

ble

(i.e.

inpa

tient

bed

s X

days

in th

e pe

riod

) in

psyc

hiat

ric h

osp

itals.

Mon

itors

effe

ctiv

enes

s and

ef

ficie

ncy

of

inpa

tient

m

anag

emen

t.

Spec

ifica

lly

mon

itors

the

over

- /

unde

r- ut

ilisat

ion

of

psyc

hiat

ric h

ospi

tal

beds

.

Num

erat

or:

Inpa

tient

Th

roug

hput

Fo

rm

Num

erat

or:

SIN

JAN

I

Num

erat

or:

Patie

nt d

ays

Sum

of:

In

patie

nt d

ays

½

day

pa

tient

s (p

sych

iatri

c ho

spita

ls)

100

Acc

ura

cy

depe

nden

t on

qual

ity o

f dat

a fro

m re

porti

ng

faci

litie

s and

co

rrect

repo

rting

of

usa

ble

beds

.

Effic

ienc

y Pe

rcen

tage

Q

uarte

rly

No

High

er b

ed

utilis

atio

n in

dic

ates

ef

ficie

nt u

se o

f av

aila

ble

beds

an

d/or

hig

her

burd

en o

f dise

ase

and/

or b

ette

r se

rvic

e le

vels.

Psyc

hiat

ric

hosp

ital

prog

ram

me

man

ager

Den

omin

ator

:

Inpa

tient

Th

roug

hput

Fo

rm

Den

omin

ator

:

SIN

JAN

I

Den

omin

ator

:

Inpa

tient

bed

da

ys a

vaila

ble

(Usa

ble

beds

to

tal

x 30

.42)

(psy

chia

tric

hosp

itals)

4.

Ex

pend

iture

per

PD

E (p

sych

iatri

c ho

spita

ls)

Ave

rage

cos

t per

pa

tient

day

eq

uiva

lent

(PD

E) in

ps

ychi

atric

hos

pita

ls.

PDE

is th

e su

m o

f in

patie

nt d

ays,

½ x

da

y pa

tient

s, ⅓

x O

PD

head

coun

t and

⅓ x

em

erge

ncy

head

coun

t.

Mon

itors

effe

ctiv

e an

d ef

ficie

nt

man

agem

ent o

f in

patie

nt fa

cilit

ies.

Num

erat

or:

Finan

cial

dat

a

Num

erat

or:

BAS

Num

erat

or:

Expe

nditu

re in

ps

ychi

atric

ho

spita

ls (s

ub-

prog

ram

me

4.3)

1 A

ccur

acy

of

expe

nditu

re

depe

nden

t on

the

corre

ct

expe

nditu

re

allo

catio

n.

Acc

ura

cy o

f PD

E’s d

epen

dent

on

qua

lity

of

data

from

re

porti

ng

faci

litie

s.

Effic

ienc

y Ra

te

expr

esse

d in

Ra

nd

Qua

rterly

N

o Lo

wer

rate

in

dic

ates

effi

cien

t us

e of

fina

ncia

l re

sour

ces.

Psyc

hiat

ric

hosp

ital

prog

ram

me

man

ager

Den

omin

ator

:

Den

omin

ator

:

Den

omin

ator

:

Patie

nt d

ay

equi

vale

nt (P

DE)

(p

sych

iatri

c ho

spita

ls)

Sum

of:

Inpa

tient

Th

roug

hput

Fo

rm

SIN

JAN

I

Inpa

tient

day

s

1/

2 d

ay

patie

nts

Out

patie

nt

and

Inpa

tient

Re

late

d Se

rvic

es

SIN

JAN

I

1/3

OPD

he

adco

unt

1/

3 em

erge

ncy

head

coun

t

5.

C

ompl

aint

re

solu

tion

rate

(p

sych

iatri

c ho

spita

ls)

Com

plai

nts r

esol

ved

in

psyc

hiat

ric h

ospi

tals

as

a pr

opor

tion

of

com

plai

nts r

ecei

ved

Mon

itors

the

publ

ic

heal

th sy

stem

re

spon

se to

cu

stom

er c

once

rns

Num

erat

or:

Com

plai

nts

and

Com

plim

ents

Re

gist

er

Num

erat

or:

SIN

JAN

I N

umer

ator

: C

ompl

aint

s re

solv

ed

(psy

chia

tric

hosp

itals)

100

Acc

ura

cy o

f in

form

atio

n is

depe

nden

t on

accu

rate

re

cord

ing

of

Qua

lity

Perc

enta

ge

Qua

rterly

N

o Hi

gher

rate

sugg

ests

be

tter

man

agem

ent o

f co

mpl

aint

s in

Psyc

hiat

ric

hosp

ital

prog

ram

me

man

ager

Annexures


No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

in p

sych

iatri

c ho

spita

ls.

in p

sych

iatri

c ho

spita

ls.

Den

omin

ator

: C

ompl

aint

s an

d C

ompl

imen

ts

Regi

ster

Den

omin

ator

: SI

NJA

NI

Den

omin

ator

: C

ompl

aint

s re

ceiv

ed

(psy

chia

tric

hosp

itals)

com

plai

nts (

all

com

plai

nts

reco

rded

and

no

dupl

icat

ions

).

psyc

hiat

ric

hosp

itals.

6.

C

ompl

aint

re

solu

tion

with

in 2

5 w

orkin

g d

ays r

ate

(psy

chia

tric

hosp

itals)

Com

plai

nts r

esol

ved

with

in 2

5 w

orkin

g d

ays

in p

sych

iatri

c ho

spita

ls as

a p

ropo

rtion

of a

ll co

mpl

aint

s res

olve

d in

ps

ychi

atric

hos

pita

ls.

Mon

itors

the

publ

ic

heal

th sy

stem

re

spon

se to

cu

stom

er c

once

rns

in p

sych

iatri

c ho

spita

ls.

Num

erat

or:

Com

plai

nts

and

Com

plim

ents

Re

gist

er

Num

erat

or:

SIN

JAN

I N

umer

ator

: C

ompl

aint

s re

solv

ed w

ithin

25

wor

king

day

s (p

sych

iatri

c ho

spita

ls)

100

Acc

ura

cy o

f in

form

atio

n is

depe

nden

t on

the

accu

racy

of

the

time

stam

p re

cord

ed fo

r ea

ch c

ompl

aint

.

Qua

lity

Perc

enta

ge

Qua

rterly

N

o Hi

gher

rate

sugg

ests

be

tter

man

agem

ent o

f co

mpl

aint

s in

psyc

hiat

ric

hosp

itals.

Psyc

hiat

ric

hosp

ital

prog

ram

me

man

ager

Den

omin

ator

: C

ompl

aint

s an

d C

ompl

imen

ts

Regi

ster

Den

omin

ator

: SI

NJA

NI

Den

omin

ator

: C

ompl

aint

s re

solv

ed

(psy

chia

tric

hosp

itals)

No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

3.

In

patie

nt b

ed

utilis

atio

n ra

te

(psy

chia

tric

hosp

itals)

Inpa

tient

bed

day

s ex

pres

sed

as a

pe

rcen

tage

of t

he

max

imum

inpa

tient

be

d d

ays a

vaila

ble

(i.e.

inpa

tient

bed

s X

days

in th

e pe

riod

) in

psyc

hiat

ric h

osp

itals.

Mon

itors

effe

ctiv

enes

s and

ef

ficie

ncy

of

inpa

tient

m

anag

emen

t.

Spec

ifica

lly

mon

itors

the

over

- /

unde

r- ut

ilisat

ion

of

psyc

hiat

ric h

ospi

tal

beds

.

Num

erat

or:

Inpa

tient

Th

roug

hput

Fo

rm

Num

erat

or:

SIN

JAN

I

Num

erat

or:

Patie

nt d

ays

Sum

of:

In

patie

nt d

ays

½

day

pa

tient

s (p

sych

iatri

c ho

spita

ls)

100

Acc

ura

cy

depe

nden

t on

qual

ity o

f dat

a fro

m re

porti

ng

faci

litie

s and

co

rrect

repo

rting

of

usa

ble

beds

.

Effic

ienc

y Pe

rcen

tage

Q

uarte

rly

No

High

er b

ed

utilis

atio

n in

dic

ates

ef

ficie

nt u

se o

f av

aila

ble

beds

an

d/or

hig

her

burd

en o

f dise

ase

and/

or b

ette

r se

rvic

e le

vels.

Psyc

hiat

ric

hosp

ital

prog

ram

me

man

ager

Den

omin

ator

:

Inpa

tient

Th

roug

hput

Fo

rm

Den

omin

ator

:

SIN

JAN

I

Den

omin

ator

:

Inpa

tient

bed

da

ys a

vaila

ble

(Usa

ble

beds

to

tal

x 30

.42)

(psy

chia

tric

hosp

itals)

4.

Ex

pend

iture

per

PD

E (p

sych

iatri

c ho

spita

ls)

Ave

rage

cos

t per

pa

tient

day

eq

uiva

lent

(PD

E) in

ps

ychi

atric

hos

pita

ls.

PDE

is th

e su

m o

f in

patie

nt d

ays,

½ x

da

y pa

tient

s, ⅓

x O

PD

head

coun

t and

⅓ x

em

erge

ncy

head

coun

t.

Mon

itors

effe

ctiv

e an

d ef

ficie

nt

man

agem

ent o

f in

patie

nt fa

cilit

ies.

Num

erat

or:

Finan

cial

dat

a

Num

erat

or:

BAS

Num

erat

or:

Expe

nditu

re in

ps

ychi

atric

ho

spita

ls (s

ub-

prog

ram

me

4.3)

1 A

ccur

acy

of

expe

nditu

re

depe

nden

t on

the

corre

ct

expe

nditu

re

allo

catio

n.

Acc

ura

cy o

f PD

E’s d

epen

dent

on

qua

lity

of

data

from

re

porti

ng

faci

litie

s.

Effic

ienc

y Ra

te

expr

esse

d in

Ra

nd

Qua

rterly

N

o Lo

wer

rate

in

dic

ates

effi

cien

t us

e of

fina

ncia

l re

sour

ces.

Psyc

hiat

ric

hosp

ital

prog

ram

me

man

ager

Den

omin

ator

:

Den

omin

ator

:

Den

omin

ator

:

Patie

nt d

ay

equi

vale

nt (P

DE)

(p

sych

iatri

c ho

spita

ls)

Sum

of:

Inpa

tient

Th

roug

hput

Fo

rm

SIN

JAN

I

Inpa

tient

day

s

1/

2 d

ay

patie

nts

Out

patie

nt

and

Inpa

tient

Re

late

d Se

rvic

es

SIN

JAN

I

1/3

OPD

he

adco

unt

1/

3 em

erge

ncy

head

coun

t

5.

C

ompl

aint

re

solu

tion

rate

(p

sych

iatri

c ho

spita

ls)

Com

plai

nts r

esol

ved

in

psyc

hiat

ric h

ospi

tals

as

a pr

opor

tion

of

com

plai

nts r

ecei

ved

Mon

itors

the

publ

ic

heal

th sy

stem

re

spon

se to

cu

stom

er c

once

rns

Num

erat

or:

Com

plai

nts

and

Com

plim

ents

Re

gist

er

Num

erat

or:

SIN

JAN

I N

umer

ator

: C

ompl

aint

s re

solv

ed

(psy

chia

tric

hosp

itals)

100

Acc

ura

cy o

f in

form

atio

n is

depe

nden

t on

accu

rate

re

cord

ing

of

Qua

lity

Perc

enta

ge

Qua

rterly

N

o Hi

gher

rate

sugg

ests

be

tter

man

agem

ent o

f co

mpl

aint

s in

Psyc

hiat

ric

hosp

ital

prog

ram

me

man

ager




No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

ADD

ITIO

NA

L PR

OVI

NC

IAL

INDI

CA

TORS

7.

M

orta

lity

and

mor

bid

ity re

view

ra

te (p

sych

iatri

c ho

spita

ls)

Freq

uenc

y of

co

nduc

ting

mor

talit

y an

d m

orbi

dity

revi

ews

in p

sych

iatri

c ho

spita

ls th

at sh

ould

incl

ude,

bu

t is n

ot lim

ited

to:

(a) m

ater

nal d

eath

s, (b

) neo

nata

l dea

ths,

(c) w

rong

site

surg

ery,

(d

) ana

esth

etic

de

aths

.

At l

east

10

revi

ews

shou

ld b

e co

nduc

ted

per k

ey d

iscip

line

per

year

.

Psyc

hiat

ric h

osp

itals

have

onl

y on

e di

scip

line,

ther

efor

e pl

anne

d m

orbi

dity

an

d m

orta

lity

revi

ews

are

calc

ulat

ed a

s the

nu

mbe

r of p

sych

iatri

c ho

spita

ls x

12 (m

onth

s in

a y

ear).

Mon

itors

the

faci

lity’

s aim

of

ensu

ring

qual

ity

heal

th c

are

serv

ice

prov

ision

.

Gui

delin

e to

be

deve

lope

d to

in

clud

e am

ong

othe

r thi

ngs

mea

sure

s suc

h as

ca

esar

ean

sect

ion

infe

ctio

n ra

te,

anae

sthe

tic d

eath

ra

te, m

ater

nal a

nd

paed

iatri

c d

eath

s an

d w

rong

site

su

rger

y.

Num

erat

or:

Hosp

ital S

emi-

perm

anen

t D

ata

versi

on 2

Num

erat

or:

SIN

JAN

I N

umer

ator

: M

orta

lity

and

mor

bid

ity re

view

s co

nduc

ted

per

disc

iplin

e (p

sych

iatri

c ho

spita

ls)

100

Acc

ura

cy

depe

nden

t on

qual

ity o

f dat

a fro

m re

porti

ng

faci

litie

s.

Qua

lity

Perc

enta

ge

Qua

rterly

N

o Hi

gher

per

cent

age

ind

icat

es m

ore

revi

ews w

ere

cond

ucte

d an

d su

gges

ts b

ette

r cl

inic

al

gove

rnan

ce.

Psyc

hiat

ric

hosp

ital

prog

ram

me

man

ager

Den

omin

ator

: Ho

spita

l Sem

i-pe

rman

ent

Dat

a ve

rsion

2

Den

omin

ator

: SI

NJA

NI

Den

omin

ator

: Pl

anne

d m

orta

lity

and

m

orbi

dity

revi

ews

(psy

chia

tric

hosp

itals)

(n

umbe

r of

disc

iplin

es w

ithin

ps

ychi

atric

ho

spita

ls x

num

ber o

f ps

ychi

atric

ho

spita

ls x

12)

8.

In

patie

nt b

ed

utilis

atio

n ra

te (s

tep

-do

wn

faci

litie

s)

Inpa

tient

bed

day

s ex

pres

sed

as a

pe

rcen

tage

of t

he

max

imum

inpa

tient

be

d d

ays a

vaila

ble

(i.e.

inpa

tient

bed

s X

days

in th

e pe

riod

) in

step

-dow

n fa

cilit

ies.

Mon

itors

effe

ctiv

enes

s and

ef

ficie

ncy

of

inpa

tient

m

anag

emen

t.

Spec

ifica

lly

mon

itors

the

over

- /

unde

r- ut

ilisat

ion

of

beds

in st

ep-d

own

faci

litie

s.

Num

erat

or:

Inpa

tient

Th

roug

hput

Fo

rm

Num

erat

or:

SIN

JAN

I

Num

erat

or:

Patie

nt d

ays

Sum

of:

In

patie

nt d

ays

½

day

pa

tient

s (s

tep-

dow

n fa

cilit

ies)

100

Acc

ura

cy

depe

nden

t on

qual

ity o

f dat

a fro

m re

porti

ng

faci

litie

s and

co

rrect

repo

rting

of

usa

ble

beds

.

Effic

ienc

y Pe

rcen

tage

Q

uarte

rly

No

High

er b

ed

utilis

atio

n in

dic

ates

ef

ficie

nt u

se o

f av

aila

ble

beds

an

d/or

hig

her

burd

en o

f dise

ase

and/

or b

ette

r se

rvic

e le

vels.

Psyc

hiat

ric

hosp

ital

prog

ram

me

man

ager

Den

omin

ator

:

Inpa

tient

Th

roug

hput

Fo

rm

Den

omin

ator

:

SIN

JAN

I

Den

omin

ator

:

Inpa

tient

bed

da

ys a

vaila

ble

(Usa

ble

beds

to

tal

x 30

.42)

(ste

p-do

wn

faci

litie

s)

Not

e:

Indi

cato

r 4:

The

new

clie

nt sa

tisfa

ctio

n su

rvey

mod

ule

has n

ot b

een

rolle

d-o

ut b

y th

e N

atio

nal D

epar

tmen

t of H

ealth

and

, the

refo

re, t

he W

este

rn C

ape

had

to re

vert

to th

e pr

evio

us d

efin

ition

(on

the

“old

” sy

stem

) to

repo

rt on

this

indi

cato

r

Annexures


PRO

VIN

CIA

L ST

RATE

GIC

OBJ

ECTIV

ES F

OR

SPEC

IALI

SED

REH

ABI

LITA

TION

SER

VIC

ES [P

HS 3

& 5

]

No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

PRO

VIN

CIA

L ST

RATE

GIC

OBJ

ECTIV

E IN

DIC

ATO

RS

1.1.

1 A

ctua

l (us

able

) be

ds in

re

habi

litat

ion

hosp

itals

Act

ual (

usab

le) b

eds

in re

habi

litat

ion

hosp

itals

are

beds

ac

tual

ly a

vaila

ble

for

use

with

in th

e re

habi

litat

ion

hosp

ital,

rega

rdle

ss o

f whe

ther

th

ey a

re o

ccup

ied

by

a pa

tient

or a

lodg

er.

(Thi

s is a

fixe

d va

lue

that

doe

s not

flu

ctua

te d

ue to

re

nova

tions

or

inte

rmitt

ent s

taff

chal

leng

es.)

Mon

itors

the

avai

labi

lity

of

reha

bilit

atio

n ho

spita

l bed

s to

ensu

re a

cces

sibilit

y of

reha

bilit

atio

n ho

spita

l ser

vice

s.

Inpa

tient

Th

roug

hput

Fo

rm

SIN

JAN

I A

ctua

l (us

able

) be

ds

(reha

bilit

atio

n ho

spita

ls)

Non

e (N

r) D

epen

dent

on

accu

racy

of

data

from

re

porti

ng

faci

litie

s.

Inpu

t C

umul

ativ

e A

nnua

l N

o Hi

gher

leve

ls of

up

take

may

in

dic

ate

an

incr

ease

d bu

rden

of

dise

ase

or

grea

ter r

elia

nce

on th

e pu

blic

he

alth

syst

em.

Reha

bilit

atio

n ho

spita

l pr

ogra

mm

e m

anag

er

PERF

ORM

AN

CE

IND

ICA

TORS

FO

R SP

ECIA

LISE

D R

EHA

BILI

TATIO

N S

ERVI

CES

[PHS

4 &

5]

No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

SEC

TOR

SPEC

IFIC

INDI

CA

TORS

1.

Pe

rcen

tage

of

Hosp

itals

that

ac

hiev

ed a

n ov

eral

l pe

rform

ance

of

≥75%

com

plia

nce

with

the

natio

nal

core

stan

dard

s (R

ehab

ilitat

ion

hosp

itals)

Reha

bilit

atio

n ho

spita

ls th

at

achi

eved

a

perfo

rman

ce o

f at

leas

t 75%

on

NC

S se

lf-as

sess

men

t.

Mon

itors

the

leve

l of

com

plia

nce

with

th

e na

tiona

l cor

e st

anda

rds i

n Re

habi

litat

ion

hosp

itals.

Num

erat

or:

Hosp

ital S

emi-

perm

anen

t D

ata

versi

on 2

Num

erat

or:

SIN

JAN

I N

umer

ator

: Ho

spita

ls th

at

achi

eved

at

leas

t 75%

co

mpl

ianc

e w

ith

the

natio

nal c

ore

stan

dard

s (R

ehab

ilitat

ion

hosp

itals)

100

Acc

ura

cy

depe

nden

t on

corre

ct re

cord

ing

prac

tices

, i.e

. ea

ch h

ospi

tal

mus

t be

reco

rded

onl

y on

ce in

the

mon

th w

hen

the

asse

ssm

ent w

as

cond

ucte

d.

Qua

lity

Perc

enta

ge

Qua

rterly

N

o Hi

gher

per

cent

age

ind

icat

es m

ore

Reha

bilit

atio

n ho

spita

ls ar

e co

mpl

iant

with

the

natio

nal c

ore

stan

dard

s for

qu

ality

ass

uran

ce.

Reha

bilit

atio

n ho

spita

l pr

ogra

mm

e m

anag

er

Den

omin

ator

:

Faci

lity

list

Den

omin

ator

:

SIN

JAN

I

Den

omin

ator

:

Num

ber o

f re

habi

litat

ion

hosp

itals

No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

ADD

ITIO

NA

L PR

OVI

NC

IAL

INDI

CA

TORS

7.

M

orta

lity

and

mor

bid

ity re

view

ra

te (p

sych

iatri

c ho

spita

ls)

Freq

uenc

y of

co

nduc

ting

mor

talit

y an

d m

orbi

dity

revi

ews

in p

sych

iatri

c ho

spita

ls th

at sh

ould

incl

ude,

bu

t is n

ot lim

ited

to:

(a) m

ater

nal d

eath

s, (b

) neo

nata

l dea

ths,

(c) w

rong

site

surg

ery,

(d

) ana

esth

etic

de

aths

.

At l

east

10

revi

ews

shou

ld b

e co

nduc

ted

per k

ey d

iscip

line

per

year

.

Psyc

hiat

ric h

osp

itals

have

onl

y on

e di

scip

line,

ther

efor

e pl

anne

d m

orbi

dity

an

d m

orta

lity

revi

ews

are

calc

ulat

ed a

s the

nu

mbe

r of p

sych

iatri

c ho

spita

ls x

12 (m

onth

s in

a y

ear).

Mon

itors

the

faci

lity’

s aim

of

ensu

ring

qual

ity

heal

th c

are

serv

ice

prov

ision

.

Gui

delin

e to

be

deve

lope

d to

in

clud

e am

ong

othe

r thi

ngs

mea

sure

s suc

h as

ca

esar

ean

sect

ion

infe

ctio

n ra

te,

anae

sthe

tic d

eath

ra

te, m

ater

nal a

nd

paed

iatri

c d

eath

s an

d w

rong

site

su

rger

y.

Num

erat

or:

Hosp

ital S

emi-

perm

anen

t D

ata

versi

on 2

Num

erat

or:

SIN

JAN

I N

umer

ator

: M

orta

lity

and

mor

bid

ity re

view

s co

nduc

ted

per

disc

iplin

e (p

sych

iatri

c ho

spita

ls)

100

Acc

ura

cy

depe

nden

t on

qual

ity o

f dat

a fro

m re

porti

ng

faci

litie

s.

Qua

lity

Perc

enta

ge

Qua

rterly

N

o Hi

gher

per

cent

age

ind

icat

es m

ore

revi

ews w

ere

cond

ucte

d an

d su

gges

ts b

ette

r cl

inic

al

gove

rnan

ce.

Psyc

hiat

ric

hosp

ital

prog

ram

me

man

ager

Den

omin

ator

: Ho

spita

l Sem

i-pe

rman

ent

Dat

a ve

rsion

2

Den

omin

ator

: SI

NJA

NI

Den

omin

ator

: Pl

anne

d m

orta

lity

and

m

orbi

dity

revi

ews

(psy

chia

tric

hosp

itals)

(n

umbe

r of

disc

iplin

es w

ithin

ps

ychi

atric

ho

spita

ls x

num

ber o

f ps

ychi

atric

ho

spita

ls x

12)

8.

In

patie

nt b

ed

utilis

atio

n ra

te (s

tep

-do

wn

faci

litie

s)

Inpa

tient

bed

day

s ex

pres

sed

as a

pe

rcen

tage

of t

he

max

imum

inpa

tient

be

d d

ays a

vaila

ble

(i.e.

inpa

tient

bed

s X

days

in th

e pe

riod

) in

step

-dow

n fa

cilit

ies.

Mon

itors

effe

ctiv

enes

s and

ef

ficie

ncy

of

inpa

tient

m

anag

emen

t.

Spec

ifica

lly

mon

itors

the

over

- /

unde

r- ut

ilisat

ion

of

beds

in st

ep-d

own

faci

litie

s.

Num

erat

or:

Inpa

tient

Th

roug

hput

Fo

rm

Num

erat

or:

SIN

JAN

I

Num

erat

or:

Patie

nt d

ays

Sum

of:

In

patie

nt d

ays

½

day

pa

tient

s (s

tep-

dow

n fa

cilit

ies)

100

Acc

ura

cy

depe

nden

t on

qual

ity o

f dat

a fro

m re

porti

ng

faci

litie

s and

co

rrect

repo

rting

of

usa

ble

beds

.

Effic

ienc

y Pe

rcen

tage

Q

uarte

rly

No

High

er b

ed

utilis

atio

n in

dic

ates

ef

ficie

nt u

se o

f av

aila

ble

beds

an

d/or

hig

her

burd

en o

f dise

ase

and/

or b

ette

r se

rvic

e le

vels.

Psyc

hiat

ric

hosp

ital

prog

ram

me

man

ager

Den

omin

ator

:

Inpa

tient

Th

roug

hput

Fo

rm

Den

omin

ator

:

SIN

JAN

I

Den

omin

ator

:

Inpa

tient

bed

da

ys a

vaila

ble

(Usa

ble

beds

to

tal

x 30

.42)

(ste

p-do

wn

faci

litie

s)

Not

e:

Indi

cato

r 4:

The

new

clie

nt sa

tisfa

ctio

n su

rvey

mod

ule

has n

ot b

een

rolle

d-o

ut b

y th

e N

atio

nal D

epar

tmen

t of H

ealth

and

, the

refo

re, t

he W

este

rn C

ape

had

to re

vert

to th

e pr

evio

us d

efin

ition

(on

the

“old

” sy

stem

) to

repo

rt on

this

indi

cato

r




No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

2.

A

vera

ge le

ngth

of

stay

(reh

abilit

atio

n ho

spita

ls)

Ave

rage

num

ber o

f pa

tient

day

s an

adm

itted

pat

ient

sp

ends

in a

re

habi

litat

ion

hosp

ital

befo

re se

para

tion.

Inpa

tient

sepa

ratio

n is

the

tota

l of d

ay

patie

nts,

inpa

tient

di

scha

rges

, inp

atie

nt

deat

hs a

nd in

patie

nt

trans

fers

out.

(Thi

s is a

pro

xy

ind

icat

or a

s ide

ally

it

shou

ld o

nly

incl

ude

inpa

tient

day

s for

th

ose

clie

nts

sepa

rate

d d

urin

g th

e re

porti

ng p

erio

d.)

Mon

itors

effe

ctiv

enes

s and

ef

ficie

ncy

of

inpa

tient

m

anag

emen

t in

reha

bilit

atio

n ho

spita

ls.

Num

erat

or:

Inpa

tient

Th

roug

hput

Fo

rm

Num

erat

or:

SIN

JAN

I

Num

erat

or:

Patie

nt d

ays

Sum

of:

In

patie

nt d

ays

½

day

pa

tient

s (re

hab

ilitat

ion

hosp

itals)

1 A

ccur

acy

de

pend

ent o

n qu

ality

of d

ata

from

repo

rting

fa

cilit

ies.

High

leve

ls of

ef

ficie

ncy

coul

d hi

de p

oor q

ualit

y.

Effic

ienc

y

Ratio

ex

pres

sed

in

days

Qua

rterly

N

o A

low

ave

rage

le

ngth

of s

tay

refle

cts h

igh

leve

ls of

effi

cien

cy. B

ut

thes

e hi

gh

effic

ienc

y le

vels

mig

ht a

lso

com

prom

ise q

ualit

y of

hos

pita

l car

e.

Reha

bilit

atio

n ho

spita

l pr

ogra

mm

e m

anag

er

Den

omin

ator

:

Inpa

tient

Th

roug

hput

Fo

rm

Den

omin

ator

:

SIN

JAN

I

Den

omin

ator

:

Inpa

tient

se

para

tions

- to

tal

Sum

of:

In

patie

nt

deat

hs

In

patie

nt

disc

harg

es

In

patie

nt

trans

fers

out

(reha

bilit

atio

n ho

spita

ls)

3.

In

patie

nt b

ed

utilis

atio

n ra

te

(reha

bilit

atio

n ho

spita

ls)

Inpa

tient

bed

day

s ex

pres

sed

as a

pe

rcen

tage

of t

he

max

imum

inpa

tient

be

d d

ays a

vaila

ble

(i.e.

inpa

tient

bed

s X

days

in th

e pe

riod

) in

reha

bilit

atio

n ho

spita

ls.

Mon

itors

effe

ctiv

enes

s and

ef

ficie

ncy

of

inpa

tient

m

anag

emen

t.

Spec

ifica

lly

mon

itors

the

over

- /

unde

r- ut

ilisat

ion

of

reha

bilit

atio

n ho

spita

l bed

s.

Num

erat

or:

Inpa

tient

Th

roug

hput

Fo

rm

Num

erat

or:

SIN

JAN

I

Num

erat

or:

Patie

nt d

ays

Sum

of:

In

patie

nt d

ays

½

day

pa

tient

s (re

hab

ilitat

ion

hosp

itals)

100

Acc

ura

cy

depe

nden

t on

qual

ity o

f dat

a fro

m re

porti

ng

faci

litie

s and

co

rrect

repo

rting

of

usa

ble

beds

.

Effic

ienc

y Pe

rcen

tage

Q

uarte

rly

No

High

er b

ed

utilis

atio

n in

dic

ates

ef

ficie

nt u

se o

f av

aila

ble

beds

an

d/or

hig

her

burd

en o

f dise

ase

and/

or b

ette

r se

rvic

e le

vels.

Reha

bilit

atio

n ho

spita

l pr

ogra

mm

e m

anag

er

Den

omin

ator

:

Inpa

tient

Th

roug

hput

Fo

rm

Den

omin

ator

:

SIN

JAN

I

Den

omin

ator

:

Inpa

tient

bed

da

ys a

vaila

ble

(Usa

ble

beds

to

tal

x 30

.42)

(reha

bilit

atio

n ho

spita

ls)

Annexures


No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

4.

Ex

pend

iture

per

PD

E (re

hab

ilitat

ion

hosp

itals)

Ave

rage

cos

t per

pa

tient

day

eq

uiva

lent

(PD

E) in

re

habi

litat

ion

hosp

itals.

PD

E is

the

sum

of i

npat

ient

day

s, ½

x d

ay p

atie

nts, ⅓

x

OPD

hea

dcou

nt a

nd

⅓ x

em

erge

ncy

head

coun

t.

Mon

itors

effe

ctiv

e an

d ef

ficie

nt

man

agem

ent o

f in

patie

nt fa

cilit

ies.

Num

erat

or:

Finan

cial

dat

a

Num

erat

or:

BAS

Num

erat

or:

Expe

nditu

re in

re

habi

litat

ion

hosp

itals

(sub

-pr

ogra

mm

e 4.

4)

1 A

ccur

acy

of

expe

nditu

re

depe

nden

t on

the

corre

ct

expe

nditu

re

allo

catio

n.

Acc

ura

cy o

f PD

E’s d

epen

dent

on

qua

lity

of

data

from

re

porti

ng

faci

litie

s.

Effic

ienc

y Ra

te

expr

esse

d in

Ra

nd

Qua

rterly

N

o Lo

wer

rate

in

dic

ates

effi

cien

t us

e of

fina

ncia

l re

sour

ces.

Reha

bilit

atio

n ho

spita

l pr

ogra

mm

e m

anag

er

Den

omin

ator

:

Den

omin

ator

:

Den

omin

ator

:

Patie

nt d

ay

equi

vale

nt (P

DE)

(re

hab

ilitat

ion

hosp

itals)

Sum

of:

Inpa

tient

Th

roug

hput

Fo

rm

SIN

JAN

I

Inpa

tient

day

s

1/

2 d

ay

patie

nts

Out

patie

nt

and

Inpa

tient

Re

late

d Se

rvic

es

SIN

JAN

I

1/3

OPD

he

adco

unt

1/

3 em

erge

ncy

head

coun

t

5.

C

ompl

aint

re

solu

tion

rate

(re

hab

ilitat

ion

hosp

itals)

Com

plai

nts r

esol

ved

in

reha

bilit

atio

n ho

spita

ls as

a p

ropo

rtion

of

com

plai

nts r

ecei

ved

in re

habi

litat

ion

hosp

itals.

Mon

itors

the

publ

ic

heal

th sy

stem

re

spon

se to

cu

stom

er c

once

rns

in re

habi

litat

ion

hosp

itals.

Num

erat

or:

Com

plai

nts

and

Com

plim

ents

Re

gist

er

Num

erat

or:

SIN

JAN

I N

umer

ator

: C

ompl

aint

s re

solv

ed

(reha

bilit

atio

n ho

spita

ls)

100

Acc

ura

cy o

f in

form

atio

n is

depe

nden

t on

accu

rate

re

cord

ing

of

com

plai

nts (

all

com

plai

nts

reco

rded

and

no

dupl

icat

ions

).

Qua

lity

Perc

enta

ge

Qua

rterly

N

o Hi

gher

rate

sugg

ests

be

tter

man

agem

ent o

f co

mpl

aint

s in

reha

bilit

atio

n ho

spita

ls.

Reha

bilit

atio

n ho

spita

l pr

ogra

mm

e m

anag

er

Den

omin

ator

: C

ompl

aint

s an

d C

ompl

imen

ts

Regi

ster

Den

omin

ator

: SI

NJA

NI

Den

omin

ator

: C

ompl

aint

s re

ceiv

ed

(reha

bilit

atio

n ho

spita

ls)

6.

C

ompl

aint

re

solu

tion

with

in 2

5 w

orkin

g d

ays r

ate

(reha

bilit

atio

n ho

spita

ls)

Com

plai

nts r

esol

ved

with

in 2

5 w

orkin

g d

ays

in re

habi

litat

ion

hosp

itals

as a

pr

opor

tion

of a

ll co

mpl

aint

s res

olve

d in

re

habi

litat

ion

hosp

itals.

Mon

itors

the

publ

ic

heal

th sy

stem

re

spon

se to

cu

stom

er c

once

rns

in re

habi

litat

ion

hosp

itals.

Num

erat

or:

Com

plai

nts

and

Com

plim

ents

Re

gist

er

Num

erat

or:

SIN

JAN

I N

umer

ator

: C

ompl

aint

s re

solv

ed w

ithin

25

wor

king

day

s (re

hab

ilitat

ion

hosp

itals)

100

Acc

ura

cy o

f in

form

atio

n is

depe

nden

t on

the

accu

racy

of

the

time

stam

p re

cord

ed fo

r ea

ch c

ompl

aint

.

Qua

lity

Perc

enta

ge

Qua

rterly

N

o Hi

gher

rate

sugg

ests

be

tter

man

agem

ent o

f co

mpl

aint

s in

reha

bilit

atio

n ho

spita

ls.

Reha

bilit

atio

n ho

spita

l pr

ogra

mm

e m

anag

er

Den

omin

ator

: C

ompl

aint

s an

d C

ompl

imen

ts

Regi

ster

Den

omin

ator

: SI

NJA

NI

Den

omin

ator

: C

ompl

aint

s re

solv

ed

(reha

bilit

atio

n ho

spita

ls)

No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

2.

A

vera

ge le

ngth

of

stay

(reh

abilit

atio

n ho

spita

ls)

Ave

rage

num

ber o

f pa

tient

day

s an

adm

itted

pat

ient

sp

ends

in a

re

habi

litat

ion

hosp

ital

befo

re se

para

tion.

Inpa

tient

sepa

ratio

n is

the

tota

l of d

ay

patie

nts,

inpa

tient

di

scha

rges

, inp

atie

nt

deat

hs a

nd in

patie

nt

trans

fers

out.

(Thi

s is a

pro

xy

ind

icat

or a

s ide

ally

it

shou

ld o

nly

incl

ude

inpa

tient

day

s for

th

ose

clie

nts

sepa

rate

d d

urin

g th

e re

porti

ng p

erio

d.)

Mon

itors

effe

ctiv

enes

s and

ef

ficie

ncy

of

inpa

tient

m

anag

emen

t in

reha

bilit

atio

n ho

spita

ls.

Num

erat

or:

Inpa

tient

Th

roug

hput

Fo

rm

Num

erat

or:

SIN

JAN

I

Num

erat

or:

Patie

nt d

ays

Sum

of:

In

patie

nt d

ays

½

day

pa

tient

s (re

hab

ilitat

ion

hosp

itals)

1 A

ccur

acy

de

pend

ent o

n qu

ality

of d

ata

from

repo

rting

fa

cilit

ies.

High

leve

ls of

ef

ficie

ncy

coul

d hi

de p

oor q

ualit

y.

Effic

ienc

y

Ratio

ex

pres

sed

in

days

Qua

rterly

N

o A

low

ave

rage

le

ngth

of s

tay

refle

cts h

igh

leve

ls of

effi

cien

cy. B

ut

thes

e hi

gh

effic

ienc

y le

vels

mig

ht a

lso

com

prom

ise q

ualit

y of

hos

pita

l car

e.

Reha

bilit

atio

n ho

spita

l pr

ogra

mm

e m

anag

er

Den

omin

ator

:

Inpa

tient

Th

roug

hput

Fo

rm

Den

omin

ator

:

SIN

JAN

I

Den

omin

ator

:

Inpa

tient

se

para

tions

- to

tal

Sum

of:

In

patie

nt

deat

hs

In

patie

nt

disc

harg

es

In

patie

nt

trans

fers

out

(reha

bilit

atio

n ho

spita

ls)

3.

In

patie

nt b

ed

utilis

atio

n ra

te

(reha

bilit

atio

n ho

spita

ls)

Inpa

tient

bed

day

s ex

pres

sed

as a

pe

rcen

tage

of t

he

max

imum

inpa

tient

be

d d

ays a

vaila

ble

(i.e.

inpa

tient

bed

s X

days

in th

e pe

riod

) in

reha

bilit

atio

n ho

spita

ls.

Mon

itors

effe

ctiv

enes

s and

ef

ficie

ncy

of

inpa

tient

m

anag

emen

t.

Spec

ifica

lly

mon

itors

the

over

- /

unde

r- ut

ilisat

ion

of

reha

bilit

atio

n ho

spita

l bed

s.

Num

erat

or:

Inpa

tient

Th

roug

hput

Fo

rm

Num

erat

or:

SIN

JAN

I

Num

erat

or:

Patie

nt d

ays

Sum

of:

In

patie

nt d

ays

½

day

pa

tient

s (re

hab

ilitat

ion

hosp

itals)

100

Acc

ura

cy

depe

nden

t on

qual

ity o

f dat

a fro

m re

porti

ng

faci

litie

s and

co

rrect

repo

rting

of

usa

ble

beds

.

Effic

ienc

y Pe

rcen

tage

Q

uarte

rly

No

High

er b

ed

utilis

atio

n in

dic

ates

ef

ficie

nt u

se o

f av

aila

ble

beds

an

d/or

hig

her

burd

en o

f dise

ase

and/

or b

ette

r se

rvic

e le

vels.

Reha

bilit

atio

n ho

spita

l pr

ogra

mm

e m

anag

er

Den

omin

ator

:

Inpa

tient

Th

roug

hput

Fo

rm

Den

omin

ator

:

SIN

JAN

I

Den

omin

ator

:

Inpa

tient

bed

da

ys a

vaila

ble

(Usa

ble

beds

to

tal

x 30

.42)

(reha

bilit

atio

n ho

spita

ls)




No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

ADD

ITIO

NA

L PR

OVI

NC

IAL

INDI

CA

TORS

7.

M

orta

lity

and

mor

bid

ity re

view

ra

te (r

ehab

ilitat

ion

hosp

itals)

Freq

uenc

y of

co

nduc

ting

mor

talit

y an

d m

orbi

dity

revi

ews

in re

habi

litat

ion

hosp

itals

that

shou

ld

incl

ude,

but

is n

ot

limite

d to

: (a

) mat

erna

l dea

ths,

(b) n

eona

tal d

eath

s, (c

) wro

ng si

te su

rger

y,

(d) a

naes

thet

ic

deat

hs.

At l

east

10

revi

ews

shou

ld b

e co

nduc

ted

per k

ey d

iscip

line

per

year

.

Reha

bilit

atio

n ho

spita

ls ha

ve o

ne

disc

iplin

e, th

eref

ore

plan

ned

mor

bidi

ty

and

mor

talit

y re

view

s ar

e ca

lcul

ated

as t

he

num

ber o

f reh

ab

hosp

itals

x 12

(mon

ths

in a

yea

r).

Mon

itors

the

faci

lity’

s aim

of

ensu

ring

qual

ity

heal

th c

are

serv

ice

prov

ision

.

Gui

delin

e to

be

deve

lope

d to

in

clud

e am

ong

othe

r thi

ngs

mea

sure

s suc

h as

ca

esar

ean

sect

ion

infe

ctio

n ra

te,

anae

sthe

tic d

eath

ra

te, m

ater

nal a

nd

paed

iatri

c d

eath

s an

d w

rong

site

su

rger

y.

Num

erat

or:

Hosp

ital S

emi-

perm

anen

t D

ata

versi

on 2

Num

erat

or:

SIN

JAN

I N

umer

ator

: M

orta

lity

and

mor

bid

ity re

view

s co

nduc

ted

per

disc

iplin

e (re

hab

ilitat

ion

hosp

itals)

100

Acc

ura

cy

depe

nden

t on

qual

ity o

f dat

a fro

m re

porti

ng

faci

litie

s.

Qua

lity

Perc

enta

ge

Qua

rterly

N

o Hi

gher

per

cent

age

ind

icat

es m

ore

revi

ews w

ere

cond

ucte

d an

d su

gges

ts b

ette

r cl

inic

al

gove

rnan

ce.

Reha

bilit

atio

n ho

spita

l pr

ogra

mm

e m

anag

er

Den

omin

ator

: Ho

spita

l Sem

i-pe

rman

ent

Dat

a ve

rsion

2

Den

omin

ator

: SI

NJA

NI

Den

omin

ator

: Pl

anne

d m

orta

lity

and

mor

bid

ity re

view

s (re

hab

ilitat

ion

hosp

itals)

(n

umbe

r of

disc

iplin

es w

ithin

re

habi

litat

ion

hosp

itals

x nu

mbe

r of

reha

bilit

atio

n ho

spita

ls x

12)

Not

e:

Indi

cato

r 4:

The

new

clie

nt sa

tisfa

ctio

n su

rvey

mod

ule

has n

ot b

een

rolle

d-o

ut b

y th

e N

atio

nal D

epar

tmen

t of H

ealth

and

, the

refo

re, t

he W

este

rn C

ape

had

to re

vert

to th

e pr

evio

us d

efin

ition

(on

the

“old

” sy

stem

) to

repo

rt on

this

indi

cato

r.

Annexures


PRO

VIN

CIA

L ST

RATE

GIC

OBJ

ECTIV

ES F

OR

DEN

TAL

TRAI

NIN

G H

OSP

ITA

LS [P

HS 3

& 5

]

No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

PRO

VIN

CIA

L ST

RATE

GIC

OBJ

ECTIV

E IN

DIC

ATO

RS

1.1.

1 O

ral h

ealth

pat

ient

vi

sits a

t den

tal

train

ing

hosp

itals

Tota

l num

ber o

f pa

tient

visi

ts fo

r tre

atm

ent r

ecor

ded

at

the

vario

us c

linic

s of

the

oral

hea

lth

cent

res.

Mon

itorin

g th

e se

rvic

e vo

lum

es a

t th

e or

al h

ealth

ce

ntre

s.

Den

tal T

rain

ing

Hosp

ital F

orm

SI

NJA

NI

Sum

of p

atie

nt

visit

s at

Tyge

rber

g an

d UW

C O

ral H

ealth

C

entre

s + O

ther

or

al h

ealth

clin

ics

(out

reac

h cl

inic

s)

Non

e (n

o)

Dep

enda

nt o

n ac

cura

cy o

f da

ta fr

om

repo

rting

fa

cilit

ies.

Out

put

Sum

for

perio

d un

der

revi

ew

Qua

rterly

N

o Hi

gher

leve

ls of

up

take

may

in

dic

ate

an

incr

ease

d bu

rden

of

dise

ase,

or

grea

ter r

elia

nce

on

the

publ

ic h

ealth

sy

stem

.

Dea

n: D

enta

l Fa

culty

PERF

ORM

AN

CE

IND

ICA

TORS

FO

R D

ENTA

L TR

AIN

ING

HO

SPITA

LS [P

HS 4

& 5

]

No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

ADD

ITIO

NA

L PR

OVI

NC

IAL

INDI

CA

TORS

1.

Num

ber o

f re

mov

able

ora

l he

alth

pro

sthe

tic

devi

ces

man

ufac

ture

d (d

entu

res)

Num

ber o

f pro

sthe

tic

units

(den

ture

s)

man

ufac

ture

d th

at

wer

e iss

ued

to a

nd

rece

ived

by

the

patie

nt a

t the

ora

l he

alth

cen

tres.

Mon

itorin

g th

e se

rvic

e vo

lum

es fo

r pr

osth

etic

uni

ts

(den

ture

s).

Den

tal T

rain

ing

Hosp

ital F

orm

SI

NJA

NI

Pros

thet

ic u

nits

(d

entu

res)

issu

ed

Non

e (n

o)

Dep

enda

nt o

n ac

cura

cy o

f da

ta fr

om

repo

rting

fa

cilit

ies.

Out

put

Sum

for

perio

d un

der

revi

ew

Qua

rterly

N

o Hi

gher

leve

ls of

up

take

may

in

dic

ate

an

incr

ease

d bu

rden

of

dise

ase

and

also

a

grea

ter r

elia

nce

on th

e pu

blic

hea

lth

syst

em.

Dea

n: D

enta

l Fa

culty

No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

ADD

ITIO

NA

L PR

OVI

NC

IAL

INDI

CA

TORS

7.

M

orta

lity

and

mor

bid

ity re

view

ra

te (r

ehab

ilitat

ion

hosp

itals)

Freq

uenc

y of

co

nduc

ting

mor

talit

y an

d m

orbi

dity

revi

ews

in re

habi

litat

ion

hosp

itals

that

shou

ld

incl

ude,

but

is n

ot

limite

d to

: (a

) mat

erna

l dea

ths,

(b) n

eona

tal d

eath

s, (c

) wro

ng si

te su

rger

y,

(d) a

naes

thet

ic

deat

hs.

At l

east

10

revi

ews

shou

ld b

e co

nduc

ted

per k

ey d

iscip

line

per

year

.

Reha

bilit

atio

n ho

spita

ls ha

ve o

ne

disc

iplin

e, th

eref

ore

plan

ned

mor

bidi

ty

and

mor

talit

y re

view

s ar

e ca

lcul

ated

as t

he

num

ber o

f reh

ab

hosp

itals

x 12

(mon

ths

in a

yea

r).

Mon

itors

the

faci

lity’

s aim

of

ensu

ring

qual

ity

heal

th c

are

serv

ice

prov

ision

.

Gui

delin

e to

be

deve

lope

d to

in

clud

e am

ong

othe

r thi

ngs

mea

sure

s suc

h as

ca

esar

ean

sect

ion

infe

ctio

n ra

te,

anae

sthe

tic d

eath

ra

te, m

ater

nal a

nd

paed

iatri

c d

eath

s an

d w

rong

site

su

rger

y.

Num

erat

or:

Hosp

ital S

emi-

perm

anen

t D

ata

versi

on 2

Num

erat

or:

SIN

JAN

I N

umer

ator

: M

orta

lity

and

mor

bid

ity re

view

s co

nduc

ted

per

disc

iplin

e (re

hab

ilitat

ion

hosp

itals)

100

Acc

ura

cy

depe

nden

t on

qual

ity o

f dat

a fro

m re

porti

ng

faci

litie

s.

Qua

lity

Perc

enta

ge

Qua

rterly

N

o Hi

gher

per

cent

age

ind

icat

es m

ore

revi

ews w

ere

cond

ucte

d an

d su

gges

ts b

ette

r cl

inic

al

gove

rnan

ce.

Reha

bilit

atio

n ho

spita

l pr

ogra

mm

e m

anag

er

Den

omin

ator

: Ho

spita

l Sem

i-pe

rman

ent

Dat

a ve

rsion

2

Den

omin

ator

: SI

NJA

NI

Den

omin

ator

: Pl

anne

d m

orta

lity

and

mor

bid

ity re

view

s (re

hab

ilitat

ion

hosp

itals)

(n

umbe

r of

disc

iplin

es w

ithin

re

habi

litat

ion

hosp

itals

x nu

mbe

r of

reha

bilit

atio

n ho

spita

ls x

12)

Not

e:

Indi

cato

r 4:

The

new

clie

nt sa

tisfa

ctio

n su

rvey

mod

ule

has n

ot b

een

rolle

d-o

ut b

y th

e N

atio

nal D

epar

tmen

t of H

ealth

and

, the

refo

re, t

he W

este

rn C

ape

had

to re

vert

to th

e pr

evio

us d

efin

ition

(on

the

“old

” sy

stem

) to

repo

rt on

this

indi

cato

r.




Prog

ram

me

5:

Cen

tral a

nd Te

rtiar

y Ho

spita

l Ser

vice

s PR

OVI

NC

IAL

STRA

TEG

IC O

BJEC

TIVES

FO

R C

ENTR

AL

HOSP

ITALS

[C&

THS

4 &

6]

No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

PRO

VIN

CIA

L ST

RATE

GIC

OBJ

ECTIV

E IN

DIC

ATO

RS

1.1.

1 A

ctua

l (us

able

) be

ds in

cen

tral

hosp

itals

Act

ual (

usab

le) b

eds

in c

entra

l hos

pita

ls ar

e be

ds a

ctua

lly

avai

labl

e fo

r use

w

ithin

the

cent

ral

hosp

ital,

rega

rdle

ss o

f w

heth

er th

ey a

re

occu

pie

d by

a

patie

nt o

r a lo

dger

.

(Thi

s is a

fixe

d va

lue

that

doe

s not

flu

ctua

te d

ue to

re

nova

tions

or

inte

rmitt

ent s

taff

chal

leng

es.)

Mon

itors

the

avai

labi

lity

of

cent

ral h

ospi

tal

beds

to e

nsur

e ac

cess

ibilit

y of

ce

ntra

l hos

pita

l se

rvic

es.

Inpa

tient

Th

roug

hput

Fo

rm

SIN

JAN

I A

ctua

l (us

able

) be

ds (c

entra

l ho

spita

ls)

Non

e (N

r) D

epen

dent

on

accu

racy

of

data

from

re

porti

ng

faci

litie

s.

Inpu

t C

umul

ativ

e A

nnua

l N

o Hi

gher

leve

ls of

up

take

may

in

dic

ate

an

incr

ease

d bu

rden

of

dise

ase

or

grea

ter r

elia

nce

on th

e pu

blic

he

alth

syst

em.

Cen

tral h

ospi

tal

prog

ram

me

man

ager

PERF

ORM

AN

CE

IND

ICA

TORS

FO

R C

ENTR

AL

HOSP

ITA

LS [P

HS 5

& 6

]

No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

SEC

TOR

SPEC

IFIC

INDI

CA

TORS

1.

Pe

rcen

tage

of

Hosp

itals

that

ac

hiev

ed a

n ov

eral

l pe

rform

ance

of

≥75%

com

plia

nce

with

the

natio

nal

core

stan

dard

s (C

entra

l hos

pita

ls)

Cen

tral h

ospi

tals

that

ac

hiev

ed a

pe

rform

ance

of a

t le

ast 7

5% o

n N

CS

self-

asse

ssm

ent.

Mon

itors

the

leve

l of

com

plia

nce

with

th

e na

tiona

l cor

e st

anda

rds i

n ce

ntra

l ho

spita

ls.

Num

erat

or:

Hosp

ital S

emi-

perm

anen

t D

ata

versi

on 2

Num

erat

or:

SIN

JAN

I N

umer

ator

: Ho

spita

ls th

at

achi

eved

at

leas

t 75%

co

mpl

ianc

e w

ith

the

natio

nal c

ore

stan

dard

s (C

entra

l ho

spita

ls)

100

Acc

ura

cy

depe

nden

t on

corre

ct re

cord

ing

prac

tices

, i.e

. ea

ch h

ospi

tal

mus

t be

reco

rded

onl

y on

ce in

the

mon

th w

hen

the

asse

ssm

ent w

as

cond

ucte

d.

Qua

lity

Perc

enta

ge

Qua

rterly

N

o Hi

gher

per

cent

age

ind

icat

es m

ore

Cen

tral h

ospi

tals

are

com

plia

nt w

ith

the

natio

nal c

ore

stan

dard

s for

qu

ality

ass

uran

ce.

Cen

tral

hosp

ital

prog

ram

me

man

ager

Den

omin

ator

:

Faci

lity

list

Den

omin

ator

:

SIN

JAN

I

Den

omin

ator

:

Num

ber o

f ce

ntra

l hos

pita

ls

Annexures


No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

2.

A

vera

ge le

ngth

of

stay

(cen

tral

hosp

itals)

Ave

rage

num

ber o

f pa

tient

day

s an

adm

itted

pat

ient

sp

ends

in a

cen

tral

hosp

ital b

efor

e se

para

tion.

Inpa

tient

sepa

ratio

n is

the

tota

l of d

ay

patie

nts,

inpa

tient

di

scha

rges

, inp

atie

nt

deat

hs a

nd in

patie

nt

trans

fers

out.

(Thi

s is a

pro

xy

ind

icat

or a

s ide

ally

it

shou

ld o

nly

incl

ude

inpa

tient

day

s for

th

ose

clie

nts

sepa

rate

d d

urin

g th

e re

porti

ng p

erio

d.)

Mon

itors

effe

ctiv

enes

s and

ef

ficie

ncy

of

inpa

tient

m

anag

emen

t in

cent

ral h

ospi

tals.

Num

erat

or:

Inpa

tient

Th

roug

hput

Fo

rm

Num

erat

or:

SIN

JAN

I

Num

erat

or:

Patie

nt d

ays

Sum

of:

In

patie

nt d

ays

½

day

pa

tient

s (c

entra

l ho

spita

ls)

1 A

ccur

acy

de

pend

ent o

n qu

ality

of d

ata

from

repo

rting

fa

cilit

ies.

High

leve

ls of

ef

ficie

ncy

coul

d hi

de p

oor q

ualit

y.

Effic

ienc

y

Ratio

ex

pres

sed

in

days

Qua

rterly

N

o A

low

ave

rage

le

ngth

of s

tay

refle

cts h

igh

leve

ls of

effi

cien

cy. B

ut

thes

e hi

gh

effic

ienc

y le

vels

mig

ht a

lso

com

prom

ise q

ualit

y of

hos

pita

l car

e.

Cen

tral

hosp

ital

prog

ram

me

man

ager

Den

omin

ator

:

Inpa

tient

Th

roug

hput

Fo

rm

Den

omin

ator

:

SIN

JAN

I

Den

omin

ator

:

Inpa

tient

se

para

tions

- to

tal

Sum

of:

In

patie

nt

deat

hs

In

patie

nt

disc

harg

es

In

patie

nt

trans

fers

out

(cen

tral

hosp

itals)

3.

Inpa

tient

bed

ut

ilisat

ion

rate

(c

entra

l hos

pita

ls)

Inpa

tient

bed

day

s ex

pres

sed

as a

pe

rcen

tage

of t

he

max

imum

inpa

tient

be

d d

ays a

vaila

ble

(i.e.

inpa

tient

bed

s X

days

in th

e pe

riod

) in

cent

ral h

ospi

tals.

Mon

itors

effe

ctiv

enes

s and

ef

ficie

ncy

of

inpa

tient

m

anag

emen

t.

Spec

ifica

lly

mon

itors

the

over

- /

unde

r- ut

ilisat

ion

of

cent

ral h

ospi

tal

beds

.

Num

erat

or:

Inpa

tient

Th

roug

hput

Fo

rm

Num

erat

or:

SIN

JAN

I

Num

erat

or:

Patie

nt d

ays

Sum

of:

In

patie

nt d

ays

½

day

pa

tient

s (c

entra

l ho

spita

ls)

100

Acc

ura

cy

depe

nden

t on

qual

ity o

f dat

a fro

m re

porti

ng

faci

litie

s and

co

rrect

repo

rting

of

usa

ble

beds

.

Effic

ienc

y Pe

rcen

tage

Q

uarte

rly

No

High

er b

ed

utilis

atio

n in

dic

ates

ef

ficie

nt u

se o

f av

aila

ble

beds

an

d/or

hig

her

burd

en o

f dise

ase

and/

or b

ette

r se

rvic

e le

vels.

Cen

tral

hosp

ital

prog

ram

me

man

ager

Den

omin

ator

:

Inpa

tient

Th

roug

hput

Fo

rm

Den

omin

ator

:

SIN

JAN

I

Den

omin

ator

:

Inpa

tient

bed

da

ys a

vaila

ble

(Usa

ble

beds

to

tal

x 30

.42)

(cen

tral

hosp

itals)

Prog

ram

me

5:

Cen

tral a

nd Te

rtiar

y Ho

spita

l Ser

vice

s PR

OVI

NC

IAL

STRA

TEG

IC O

BJEC

TIVES

FO

R C

ENTR

AL

HOSP

ITALS

[C&

THS

4 &

6]

No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

PRO

VIN

CIA

L ST

RATE

GIC

OBJ

ECTIV

E IN

DIC

ATO

RS

1.1.

1 A

ctua

l (us

able

) be

ds in

cen

tral

hosp

itals

Act

ual (

usab

le) b

eds

in c

entra

l hos

pita

ls ar

e be

ds a

ctua

lly

avai

labl

e fo

r use

w

ithin

the

cent

ral

hosp

ital,

rega

rdle

ss o

f w

heth

er th

ey a

re

occu

pie

d by

a

patie

nt o

r a lo

dger

.

(Thi

s is a

fixe

d va

lue

that

doe

s not

flu

ctua

te d

ue to

re

nova

tions

or

inte

rmitt

ent s

taff

chal

leng

es.)

Mon

itors

the

avai

labi

lity

of

cent

ral h

ospi

tal

beds

to e

nsur

e ac

cess

ibilit

y of

ce

ntra

l hos

pita

l se

rvic

es.

Inpa

tient

Th

roug

hput

Fo

rm

SIN

JAN

I A

ctua

l (us

able

) be

ds (c

entra

l ho

spita

ls)

Non

e (N

r) D

epen

dent

on

accu

racy

of

data

from

re

porti

ng

faci

litie

s.

Inpu

t C

umul

ativ

e A

nnua

l N

o Hi

gher

leve

ls of

up

take

may

in

dic

ate

an

incr

ease

d bu

rden

of

dise

ase

or

grea

ter r

elia

nce

on th

e pu

blic

he

alth

syst

em.

Cen

tral h

ospi

tal

prog

ram

me

man

ager

PERF

ORM

AN

CE

IND

ICA

TORS

FO

R C

ENTR

AL

HOSP

ITA

LS [P

HS 5

& 6

]

No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

SEC

TOR

SPEC

IFIC

INDI

CA

TORS

1.

Pe

rcen

tage

of

Hosp

itals

that

ac

hiev

ed a

n ov

eral

l pe

rform

ance

of

≥75%

com

plia

nce

with

the

natio

nal

core

stan

dard

s (C

entra

l hos

pita

ls)

Cen

tral h

ospi

tals

that

ac

hiev

ed a

pe

rform

ance

of a

t le

ast 7

5% o

n N

CS

self-

asse

ssm

ent.

Mon

itors

the

leve

l of

com

plia

nce

with

th

e na

tiona

l cor

e st

anda

rds i

n ce

ntra

l ho

spita

ls.

Num

erat

or:

Hosp

ital S

emi-

perm

anen

t D

ata

versi

on 2

Num

erat

or:

SIN

JAN

I N

umer

ator

: Ho

spita

ls th

at

achi

eved

at

leas

t 75%

co

mpl

ianc

e w

ith

the

natio

nal c

ore

stan

dard

s (C

entra

l ho

spita

ls)

100

Acc

ura

cy

depe

nden

t on

corre

ct re

cord

ing

prac

tices

, i.e

. ea

ch h

ospi

tal

mus

t be

reco

rded

onl

y on

ce in

the

mon

th w

hen

the

asse

ssm

ent w

as

cond

ucte

d.

Qua

lity

Perc

enta

ge

Qua

rterly

N

o Hi

gher

per

cent

age

ind

icat

es m

ore

Cen

tral h

ospi

tals

are

com

plia

nt w

ith

the

natio

nal c

ore

stan

dard

s for

qu

ality

ass

uran

ce.

Cen

tral

hosp

ital

prog

ram

me

man

ager

Den

omin

ator

:

Faci

lity

list

Den

omin

ator

:

SIN

JAN

I

Den

omin

ator

:

Num

ber o

f ce

ntra

l hos

pita

ls




No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

4.

Ex

pend

iture

per

PD

E (c

entra

l hos

pita

ls)

Ave

rage

cos

t per

pa

tient

day

eq

uiva

lent

(PD

E) in

ce

ntra

l hos

pita

ls. P

DE

is th

e su

m o

f inp

atie

nt

days

, ½ x

day

pa

tient

s, ⅓

x O

PD

head

coun

t and

⅓ x

em

erge

ncy

head

coun

t.

Mon

itors

effe

ctiv

e an

d ef

ficie

nt

man

agem

ent o

f in

patie

nt fa

cilit

ies.

Num

erat

or:

Finan

cial

dat

a

Num

erat

or:

BAS

Num

erat

or:

Expe

nditu

re in

ce

ntra

l hos

pita

ls (s

ub-p

rogr

amm

e 4.

1)

1 A

ccur

acy

of

expe

nditu

re

depe

nden

t on

the

corre

ct

expe

nditu

re

allo

catio

n.

Acc

ura

cy o

f PD

E’s d

epen

dent

on

qua

lity

of

data

from

re

porti

ng

faci

litie

s.

Effic

ienc

y Ra

te

expr

esse

d in

Ra

nd

Qua

rterly

N

o Lo

wer

rate

in

dic

ates

effi

cien

t us

e of

fina

ncia

l re

sour

ces.

Cen

tral

hosp

ital

prog

ram

me

man

ager

Den

omin

ator

:

Den

omin

ator

:

Den

omin

ator

:

Patie

nt d

ay

equi

vale

nt (P

DE)

(c

entra

l ho

spita

ls)

Sum

of:

Inpa

tient

Th

roug

hput

Fo

rm

SIN

JAN

I

Inpa

tient

day

s

1/

2 d

ay

patie

nts

Out

patie

nt

and

Inpa

tient

Re

late

d Se

rvic

es

SIN

JAN

I

1/3

OPD

he

adco

unt

1/

3 em

erge

ncy

head

coun

t

5.

C

ompl

aint

re

solu

tion

rate

(c

entra

l hos

pita

ls)

Com

plai

nts r

esol

ved

in

cent

ral h

ospi

tals

as a

pr

opor

tion

of

com

plai

nts r

ecei

ved

in c

entra

l hos

pita

ls.

Mon

itors

the

publ

ic

heal

th sy

stem

re

spon

se to

cu

stom

er c

once

rns

in c

entra

l hos

pita

ls.

Num

erat

or:

Com

plai

nts

and

Com

plim

ents

Re

gist

er

Num

erat

or:

SIN

JAN

I N

umer

ator

: C

ompl

aint

s re

solv

ed (c

entra

l ho

spita

ls)

100

Acc

ura

cy o

f in

form

atio

n is

depe

nden

t on

accu

rate

re

cord

ing

of

com

plai

nts (

all

com

plai

nts

reco

rded

and

no

dupl

ica

tions

).

Qua

lity

Perc

enta

ge

Qua

rterly

N

o Hi

gher

rate

sugg

ests

be

tter

man

agem

ent o

f co

mpl

aint

s in

cent

ral h

ospi

tals.

Cen

tral

hosp

ital

prog

ram

me

man

ager

Den

omin

ator

: C

ompl

aint

s an

d C

ompl

imen

ts

Regi

ster

Den

omin

ator

: SI

NJA

NI

Den

omin

ator

: C

ompl

aint

s re

ceiv

ed (c

entra

l ho

spita

ls)

6.

C

ompl

aint

re

solu

tion

with

in 2

5 w

orkin

g d

ays r

ate

(cen

tral h

ospi

tals)

Com

plai

nts r

esol

ved

with

in 2

5 w

orkin

g d

ays

in c

entra

l hos

pita

ls as

a

prop

ortio

n of

all

com

plai

nts r

esol

ved

in

cent

ral h

ospi

tals.

Mon

itors

the

publ

ic

heal

th sy

stem

re

spon

se to

cu

stom

er c

once

rns

in c

entra

l hos

pita

ls.

Num

erat

or:

Com

plai

nts

and

Com

plim

ents

Re

gist

er

Num

erat

or:

SIN

JAN

I N

umer

ator

: C

ompl

aint

s re

solv

ed w

ithin

25

wor

king

day

s (c

entra

l ho

spita

ls)

100

Acc

ura

cy o

f in

form

atio

n is

depe

nden

t on

the

accu

racy

of

the

time

stam

p re

cord

ed fo

r ea

ch c

ompl

aint

.

Qua

lity

Perc

enta

ge

Qua

rterly

N

o Hi

gher

rate

sugg

ests

be

tter

man

agem

ent o

f co

mpl

aint

s in

cent

ral h

ospi

tals.

Cen

tral

hosp

ital

prog

ram

me

man

ager

Den

omin

ator

: C

ompl

aint

s an

d C

ompl

imen

ts

Regi

ster

Den

omin

ator

: SI

NJA

NI

Den

omin

ator

: C

ompl

aint

s re

solv

ed (c

entra

l ho

spita

ls)

Annexures


No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

ADD

ITIO

NA

L PR

OVI

NC

IAL

INDI

CA

TORS

7.

M

orta

lity

and

mor

bid

ity re

view

ra

te (c

entra

l ho

spita

ls)

Freq

uenc

y of

co

nduc

ting

mor

talit

y an

d m

orbi

dity

revi

ews

in c

entra

l hos

pita

ls th

at sh

ould

incl

ude,

bu

t is n

ot lim

ited

to:

(a) m

ater

nal d

eath

s, (b

) neo

nata

l dea

ths,

(c) w

rong

site

surg

ery,

(d

) ana

esth

etic

de

aths

. A

t lea

st 1

0 re

view

s sh

ould

be

cond

ucte

d pe

r key

disc

iplin

e pe

r ye

ar.

A m

axim

um o

f 12

mee

tings

can

be

held

pe

r disc

iplin

e pe

r yea

r (o

ne fo

r eac

h m

onth

).

Mon

itors

the

faci

lity’

s aim

of

ensu

ring

qual

ity

heal

th c

are

serv

ice

prov

ision

. G

uide

line

to b

e de

velo

ped

to

incl

ude

amon

g ot

her t

hing

s m

easu

res s

uch

as

caes

area

n se

ctio

n in

fect

ion

rate

, an

aest

hetic

dea

th

rate

, mat

erna

l and

pa

edia

tric

dea

ths

and

wro

ng si

te

surg

ery.

Num

erat

or:

Hosp

ital S

emi-

perm

anen

t D

ata

versi

on 2

Num

erat

or:

SIN

JAN

I N

umer

ator

: M

orta

lity

and

mor

bid

ity re

view

s co

nduc

ted

per

disc

iplin

e (c

entra

l ho

spita

ls)

100

Acc

ura

cy

depe

nden

t on

qual

ity o

f dat

a fro

m re

porti

ng

faci

litie

s.

Qua

lity

Perc

enta

ge

Qua

rterly

N

o Hi

gher

per

cent

age

ind

icat

es m

ore

revi

ews w

ere

cond

ucte

d an

d su

gges

ts b

ette

r cl

inic

al

gove

rnan

ce.

Cen

tral

hosp

ital

prog

ram

me

man

ager

Den

omin

ator

: Ho

spita

l Sem

i-pe

rman

ent

Dat

a ve

rsion

2

Den

omin

ator

: SI

NJA

NI

Den

omin

ator

: Pl

anne

d m

orta

lity

and

mor

bid

ity re

view

s (c

entra

l ho

spita

ls)

(num

ber o

f di

scip

lines

with

in

cent

ral h

ospi

tals

x nu

mbe

r of

cent

ral h

ospi

tals

x 12

)

Not

e:

Indi

cato

r 4:

The

new

clie

nt sa

tisfa

ctio

n su

rvey

mod

ule

has n

ot b

een

rolle

d-o

ut b

y th

e N

atio

nal D

epar

tmen

t of H

ealth

and

, the

refo

re, t

he W

este

rn C

ape

had

to re

vert

to th

e pr

evio

us d

efin

ition

(on

the

“old

” sy

stem

) to

repo

rt on

this

indi

cato

r.

No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

4.

Ex

pend

iture

per

PD

E (c

entra

l hos

pita

ls)

Ave

rage

cos

t per

pa

tient

day

eq

uiva

lent

(PD

E) in

ce

ntra

l hos

pita

ls. P

DE

is th

e su

m o

f inp

atie

nt

days

, ½ x

day

pa

tient

s, ⅓

x O

PD

head

coun

t and

⅓ x

em

erge

ncy

head

coun

t.

Mon

itors

effe

ctiv

e an

d ef

ficie

nt

man

agem

ent o

f in

patie

nt fa

cilit

ies.

Num

erat

or:

Finan

cial

dat

a

Num

erat

or:

BAS

Num

erat

or:

Expe

nditu

re in

ce

ntra

l hos

pita

ls (s

ub-p

rogr

amm

e 4.

1)

1 A

ccur

acy

of

expe

nditu

re

depe

nden

t on

the

corre

ct

expe

nditu

re

allo

catio

n.

Acc

ura

cy o

f PD

E’s d

epen

dent

on

qua

lity

of

data

from

re

porti

ng

faci

litie

s.

Effic

ienc

y Ra

te

expr

esse

d in

Ra

nd

Qua

rterly

N

o Lo

wer

rate

in

dic

ates

effi

cien

t us

e of

fina

ncia

l re

sour

ces.

Cen

tral

hosp

ital

prog

ram

me

man

ager

Den

omin

ator

:

Den

omin

ator

:

Den

omin

ator

:

Patie

nt d

ay

equi

vale

nt (P

DE)

(c

entra

l ho

spita

ls)

Sum

of:

Inpa

tient

Th

roug

hput

Fo

rm

SIN

JAN

I

Inpa

tient

day

s

1/

2 d

ay

patie

nts

Out

patie

nt

and

Inpa

tient

Re

late

d Se

rvic

es

SIN

JAN

I

1/3

OPD

he

adco

unt

1/

3 em

erge

ncy

head

coun

t

5.

C

ompl

aint

re

solu

tion

rate

(c

entra

l hos

pita

ls)

Com

plai

nts r

esol

ved

in

cent

ral h

ospi

tals

as a

pr

opor

tion

of

com

plai

nts r

ecei

ved

in c

entra

l hos

pita

ls.

Mon

itors

the

publ

ic

heal

th sy

stem

re

spon

se to

cu

stom

er c

once

rns

in c

entra

l hos

pita

ls.

Num

erat

or:

Com

plai

nts

and

Com

plim

ents

Re

gist

er

Num

erat

or:

SIN

JAN

I N

umer

ator

: C

ompl

aint

s re

solv

ed (c

entra

l ho

spita

ls)

100

Acc

ura

cy o

f in

form

atio

n is

depe

nden

t on

accu

rate

re

cord

ing

of

com

plai

nts (

all

com

plai

nts

reco

rded

and

no

dupl

ica

tions

).

Qua

lity

Perc

enta

ge

Qua

rterly

N

o Hi

gher

rate

sugg

ests

be

tter

man

agem

ent o

f co

mpl

aint

s in

cent

ral h

ospi

tals.

Cen

tral

hosp

ital

prog

ram

me

man

ager

Den

omin

ator

: C

ompl

aint

s an

d C

ompl

imen

ts

Regi

ster

Den

omin

ator

: SI

NJA

NI

Den

omin

ator

: C

ompl

aint

s re

ceiv

ed (c

entra

l ho

spita

ls)

6.

C

ompl

aint

re

solu

tion

with

in 2

5 w

orkin

g d

ays r

ate

(cen

tral h

ospi

tals)

Com

plai

nts r

esol

ved

with

in 2

5 w

orkin

g d

ays

in c

entra

l hos

pita

ls as

a

prop

ortio

n of

all

com

plai

nts r

esol

ved

in

cent

ral h

ospi

tals.

Mon

itors

the

publ

ic

heal

th sy

stem

re

spon

se to

cu

stom

er c

once

rns

in c

entra

l hos

pita

ls.

Num

erat

or:

Com

plai

nts

and

Com

plim

ents

Re

gist

er

Num

erat

or:

SIN

JAN

I N

umer

ator

: C

ompl

aint

s re

solv

ed w

ithin

25

wor

king

day

s (c

entra

l ho

spita

ls)

100

Acc

ura

cy o

f in

form

atio

n is

depe

nden

t on

the

accu

racy

of

the

time

stam

p re

cord

ed fo

r ea

ch c

ompl

aint

.

Qua

lity

Perc

enta

ge

Qua

rterly

N

o Hi

gher

rate

sugg

ests

be

tter

man

agem

ent o

f co

mpl

aint

s in

cent

ral h

ospi

tals.

Cen

tral

hosp

ital

prog

ram

me

man

ager

Den

omin

ator

: C

ompl

aint

s an

d C

ompl

imen

ts

Regi

ster

Den

omin

ator

: SI

NJA

NI

Den

omin

ator

: C

ompl

aint

s re

solv

ed (c

entra

l ho

spita

ls)




PRO

VIN

CIA

L ST

RATE

GIC

OBJ

ECTIV

ES F

OR

GRO

OTE

SC

HUUR

HO

SPIT

AL

[C&

THS

4 &

6]

No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

PRO

VIN

CIA

L ST

RATE

GIC

OBJ

ECTIV

E IN

DIC

ATO

RS

1.1.

1 A

ctua

l (us

able

) be

ds in

Gro

ote

Schu

ur H

osp

ital

Act

ual (

usab

le) b

eds

in G

root

e Sc

huur

Ho

spita

l are

bed

s ac

tual

ly a

vaila

ble

for

use

with

in th

e re

gion

al

hosp

ital,

rega

rdle

ss o

f w

heth

er th

ey a

re

occu

pie

d by

a

patie

nt o

r a lo

dger

.

(Thi

s is a

fixe

d va

lue

that

doe

s not

flu

ctua

te d

ue to

re

nova

tions

or

inte

rmitt

ent s

taff

chal

leng

es.)

Mon

itors

the

avai

labi

lity

of

Gro

ote

Schu

ur

Hosp

ital b

eds t

o en

sure

acc

essib

ility

of G

root

e Sc

huur

Ho

spita

l ser

vice

s.

Inpa

tient

Th

roug

hput

Fo

rm

SIN

JAN

I A

ctua

l (us

able

) be

ds (G

root

e Sc

huur

Hos

pita

l)

Non

e (N

r) D

epen

dent

on

accu

racy

of

data

from

re

porti

ng

faci

litie

s.

Inpu

t C

umul

ativ

e A

nnua

l N

o Hi

gher

leve

ls of

up

take

may

in

dic

ate

an

incr

ease

d bu

rden

of

dise

ase

or

grea

ter r

elia

nce

on th

e pu

blic

he

alth

syst

em.

CEO

Gro

ote

Schu

ur H

osp

ital

PERF

ORM

AN

CE

IND

ICA

TORS

FO

R G

ROO

TE S

CHU

UR H

OSP

ITAL

[PHS

5 &

6]

No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

SEC

TOR

SPEC

IFIC

INDI

CA

TORS

1.

Pe

rcen

tage

of

Hosp

itals

that

ac

hiev

ed a

n ov

eral

l pe

rform

ance

of

≥75%

com

plia

nce

with

the

natio

nal

core

stan

dard

s (G

root

e Sc

huur

Ho

spita

l)

Gro

ote

Schu

ur

Hosp

ital a

chie

ved

a pe

rform

ance

of a

t le

ast 7

5% o

n N

CS

self-

asse

ssm

ent.

Mon

itors

the

leve

l of

com

plia

nce

with

th

e na

tiona

l cor

e st

anda

rds i

n G

root

e Sc

huur

Hos

pita

l.

Hosp

ital S

emi-

perm

anen

t D

ata

versi

on 2

SIN

JAN

I Ho

spita

ls th

at

achi

eved

at

leas

t 75%

co

mpl

ianc

e w

ith

the

natio

nal c

ore

stan

dard

s (G

root

e Sc

huur

Ho

spita

l)

Yes /

No

Acc

ura

cy

depe

nden

t on

corre

ct re

cord

ing

prac

tices

, i.e

. ea

ch h

ospi

tal

mus

t be

reco

rded

onl

y on

ce in

the

mon

th w

hen

the

asse

ssm

ent w

as

cond

ucte

d.

Qua

lity

Com

plia

nce

Qua

rterly

N

o Hi

gher

per

cent

age

ind

icat

es th

at

Gro

ote

Schu

ur

Hosp

ital is

co

mpl

iant

with

the

natio

nal c

ore

stan

dard

s for

qu

ality

ass

uran

ce.

CEO

Gro

ote

Schu

ur H

osp

ital

Annexures


No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

2.

A

vera

ge le

ngth

of

stay

(Gro

ote

Schu

ur

Hosp

ital)

Ave

rage

num

ber o

f pa

tient

day

s an

adm

itted

clie

nt

spen

ds in

Gro

ote

Schu

ur H

osp

ital b

efor

e se

para

tion.

Inpa

tient

sepa

ratio

n is

the

tota

l of d

ay

patie

nts,

inpa

tient

di

scha

rges

, inp

atie

nt

deat

hs a

nd in

patie

nt

trans

fers

out.

(Thi

s is a

pro

xy

ind

icat

or a

s ide

ally

it

shou

ld o

nly

incl

ude

inpa

tient

day

s for

th

ose

clie

nts

sepa

rate

d d

urin

g th

e re

porti

ng p

erio

d.)

Mon

itors

effe

ctiv

enes

s and

ef

ficie

ncy

of

inpa

tient

m

anag

emen

t in

Gro

ote

Schu

ur

Hosp

ital.

Num

erat

or:

Inpa

tient

Th

roug

hput

Fo

rm

Num

erat

or:

SIN

JAN

I

Num

erat

or:

Patie

nt d

ays

Sum

of:

In

patie

nt d

ays

½

day

pa

tient

s (G

root

e Sc

huur

Ho

spita

l)

1 A

ccur

acy

de

pend

ent o

n qu

ality

of d

ata

from

repo

rting

fa

cilit

ies.

High

leve

ls of

ef

ficie

ncy

coul

d hi

de p

oor q

ualit

y.

Effic

ienc

y

Ratio

ex

pres

sed

in

days

Qua

rterly

N

o A

low

ave

rage

le

ngth

of s

tay

refle

cts h

igh

leve

ls of

effi

cien

cy. B

ut

thes

e hi

gh

effic

ienc

y le

vels

mig

ht a

lso

com

prom

ise q

ualit

y of

hos

pita

l car

e.

CEO

Gro

ote

Schu

ur H

osp

ital

Den

omin

ator

:

Inpa

tient

Th

roug

hput

Fo

rm

Den

omin

ator

:

SIN

JAN

I

Den

omin

ator

:

Inpa

tient

se

para

tions

- to

tal

Sum

of:

In

patie

nt

deat

hs

In

patie

nt

disc

harg

es

In

patie

nt

trans

fers

out

(Gro

ote

Schu

ur

Hosp

ital)

PRO

VIN

CIA

L ST

RATE

GIC

OBJ

ECTIV

ES F

OR

GRO

OTE

SC

HUUR

HO

SPIT

AL

[C&

THS

4 &

6]

No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

PRO

VIN

CIA

L ST

RATE

GIC

OBJ

ECTIV

E IN

DIC

ATO

RS

1.1.

1 A

ctua

l (us

able

) be

ds in

Gro

ote

Schu

ur H

osp

ital

Act

ual (

usab

le) b

eds

in G

root

e Sc

huur

Ho

spita

l are

bed

s ac

tual

ly a

vaila

ble

for

use

with

in th

e re

gion

al

hosp

ital,

rega

rdle

ss o

f w

heth

er th

ey a

re

occu

pie

d by

a

patie

nt o

r a lo

dger

.

(Thi

s is a

fixe

d va

lue

that

doe

s not

flu

ctua

te d

ue to

re

nova

tions

or

inte

rmitt

ent s

taff

chal

leng

es.)

Mon

itors

the

avai

labi

lity

of

Gro

ote

Schu

ur

Hosp

ital b

eds t

o en

sure

acc

essib

ility

of G

root

e Sc

huur

Ho

spita

l ser

vice

s.

Inpa

tient

Th

roug

hput

Fo

rm

SIN

JAN

I A

ctua

l (us

able

) be

ds (G

root

e Sc

huur

Hos

pita

l)

Non

e (N

r) D

epen

dent

on

accu

racy

of

data

from

re

porti

ng

faci

litie

s.

Inpu

t C

umul

ativ

e A

nnua

l N

o Hi

gher

leve

ls of

up

take

may

in

dic

ate

an

incr

ease

d bu

rden

of

dise

ase

or

grea

ter r

elia

nce

on th

e pu

blic

he

alth

syst

em.

CEO

Gro

ote

Schu

ur H

osp

ital

PERF

ORM

AN

CE

IND

ICA

TORS

FO

R G

ROO

TE S

CHU

UR H

OSP

ITAL

[PHS

5 &

6]

No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

SEC

TOR

SPEC

IFIC

INDI

CA

TORS

1.

Pe

rcen

tage

of

Hosp

itals

that

ac

hiev

ed a

n ov

eral

l pe

rform

ance

of

≥75%

com

plia

nce

with

the

natio

nal

core

stan

dard

s (G

root

e Sc

huur

Ho

spita

l)

Gro

ote

Schu

ur

Hosp

ital a

chie

ved

a pe

rform

ance

of a

t le

ast 7

5% o

n N

CS

self-

asse

ssm

ent.

Mon

itors

the

leve

l of

com

plia

nce

with

th

e na

tiona

l cor

e st

anda

rds i

n G

root

e Sc

huur

Hos

pita

l.

Hosp

ital S

emi-

perm

anen

t D

ata

versi

on 2

SIN

JAN

I Ho

spita

ls th

at

achi

eved

at

leas

t 75%

co

mpl

ianc

e w

ith

the

natio

nal c

ore

stan

dard

s (G

root

e Sc

huur

Ho

spita

l)

Yes /

No

Acc

ura

cy

depe

nden

t on

corre

ct re

cord

ing

prac

tices

, i.e

. ea

ch h

ospi

tal

mus

t be

reco

rded

onl

y on

ce in

the

mon

th w

hen

the

asse

ssm

ent w

as

cond

ucte

d.

Qua

lity

Com

plia

nce

Qua

rterly

N

o Hi

gher

per

cent

age

ind

icat

es th

at

Gro

ote

Schu

ur

Hosp

ital is

co

mpl

iant

with

the

natio

nal c

ore

stan

dard

s for

qu

ality

ass

uran

ce.

CEO

Gro

ote

Schu

ur H

osp

ital




No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

3.

In

patie

nt b

ed

utilis

atio

n ra

te

(Gro

ote

Schu

ur

Hosp

ital)

Inpa

tient

bed

day

s ex

pres

sed

as a

pe

rcen

tage

of t

he

max

imum

inpa

tient

be

d d

ays a

vaila

ble

(i.e.

inpa

tient

bed

s X

days

in th

e pe

riod

) in

Gro

ote

Schu

ur

Hosp

ital.

Mon

itors

effe

ctiv

enes

s and

ef

ficie

ncy

of

inpa

tient

m

anag

emen

t.

Spec

ifica

lly

mon

itors

the

over

- /

unde

r- ut

ilisat

ion

of

Gro

ote

Schu

ur

Hosp

ital b

eds.

Num

erat

or:

Inpa

tient

Th

roug

hput

Fo

rm

Num

erat

or:

SIN

JAN

I

Num

erat

or:

Patie

nt d

ays

Sum

of:

In

patie

nt d

ays

½

day

pa

tient

s (G

root

e Sc

huur

Ho

spita

l)

100

Acc

ura

cy

depe

nden

t on

qual

ity o

f dat

a fro

m re

porti

ng

faci

litie

s and

co

rrect

repo

rting

of

usa

ble

beds

.

Effic

ienc

y Pe

rcen

tage

Q

uarte

rly

No

High

er b

ed

utilis

atio

n in

dic

ates

ef

ficie

nt u

se o

f av

aila

ble

beds

an

d/or

hig

her

burd

en o

f dise

ase

and/

or b

ette

r se

rvic

e le

vels.

CEO

Gro

ote

Schu

ur H

osp

ital

Den

omin

ator

:

Inpa

tient

Th

roug

hput

Fo

rm

Den

omin

ator

:

SIN

JAN

I

Den

omin

ator

:

Inpa

tient

bed

da

ys a

vaila

ble

(Usa

ble

beds

to

tal

x 30

.42)

(Gro

ote

Schu

ur

Hosp

ital)

Annexures


No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

4.

Ex

pend

iture

per

PD

E (G

root

e Sc

huur

Ho

spita

l)

Ave

rage

cos

t per

pa

tient

day

eq

uiva

lent

(PD

E) in

G

root

e Sc

huur

Ho

spita

l. PD

E is

the

sum

of i

npat

ient

day

s, ½

x d

ay p

atie

nts, ⅓

x

OPD

hea

dcou

nt a

nd

⅓ x

em

erge

ncy

head

coun

t.

Mon

itors

effe

ctiv

e an

d ef

ficie

nt

man

agem

ent o

f in

patie

nt fa

cilit

ies.

Num

erat

or:

Finan

cial

dat

a

Num

erat

or:

BAS

Num

erat

or:

Expe

nditu

re in

G

root

e Sc

huur

Ho

spita

l

1 A

ccur

acy

of

expe

nditu

re

depe

nden

t on

the

corre

ct

expe

nditu

re

allo

catio

n.

Acc

ura

cy o

f PD

E’s d

epen

dent

on

qua

lity

of

data

from

re

porti

ng

faci

litie

s.

Effic

ienc

y Ra

te

expr

esse

d in

Ra

nd

Qua

rterly

N

o Lo

wer

rate

in

dic

ates

effi

cien

t us

e of

fina

ncia

l re

sour

ces.

CEO

Gro

ote

Schu

ur H

osp

ital

Den

omin

ator

:

Den

omin

ator

:

Den

omin

ator

:

Patie

nt d

ay

equi

vale

nt (P

DE)

(G

root

e Sc

huur

Ho

spita

l)

Sum

of:

Inpa

tient

Th

roug

hput

Fo

rm

SIN

JAN

I

Inpa

tient

day

s

1/

2 d

ay

patie

nts

Out

patie

nt

and

Inpa

tient

Re

late

d Se

rvic

es

SIN

JAN

I

1/3

OPD

he

adco

unt

1/

3 em

erge

ncy

head

coun

t

5.

C

ompl

aint

re

solu

tion

rate

(G

root

e Sc

huur

Ho

spita

l)

Com

plai

nts r

esol

ved

in

Gro

ote

Schu

ur

Hosp

ital a

s a

prop

ortio

n of

co

mpl

aint

s rec

eive

d in

Gro

ote

Schu

ur

Hosp

ital.

Mon

itors

the

publ

ic

heal

th sy

stem

re

spon

se to

cu

stom

er c

once

rns

in G

root

e Sc

huur

Ho

spita

l.

Num

erat

or:

Com

plai

nts

and

Com

plim

ents

Re

gist

er

Num

erat

or:

SIN

JAN

I N

umer

ator

: C

ompl

aint

s re

solv

ed (G

root

e Sc

huur

Hos

pita

l)

100

Acc

ura

cy o

f in

form

atio

n is

depe

nden

t on

accu

rate

re

cord

ing

of

com

plai

nts (

all

com

plai

nts

reco

rded

and

no

dupl

icat

ions

).

Qua

lity

Perc

enta

ge

Qua

rterly

N

o Hi

gher

rate

sugg

ests

be

tter

man

agem

ent o

f co

mpl

aint

s in

Gro

ote

Schu

ur

Hosp

ital.

CEO

Gro

ote

Schu

ur H

osp

ital

Den

omin

ator

: C

ompl

aint

s an

d C

ompl

imen

ts

Regi

ster

Den

omin

ator

: SI

NJA

NI

Den

omin

ator

: C

ompl

aint

s re

ceiv

ed

(Gro

ote

Schu

ur

Hosp

ital)

6.

C

ompl

aint

re

solu

tion

with

in 2

5 w

orkin

g d

ays r

ate

(Gro

ote

Schu

ur

Hosp

ital)

Com

plai

nts r

esol

ved

with

in 2

5 w

orkin

g d

ays

in G

root

e Sc

huur

Ho

spita

l as a

pr

opor

tion

of a

ll co

mpl

aint

s res

olve

d in

G

root

e Sc

huur

Ho

spita

l.

Mon

itors

the

publ

ic

heal

th sy

stem

re

spon

se to

cu

stom

er c

once

rns

in G

root

e Sc

huur

Ho

spita

l.

Num

erat

or:

Com

plai

nts

and

Com

plim

ents

Re

gist

er

Num

erat

or:

SIN

JAN

I N

umer

ator

: C

ompl

aint

s re

solv

ed w

ithin

25

wor

king

day

s (G

root

e Sc

huur

Ho

spita

l)

100

Acc

ura

cy o

f in

form

atio

n is

depe

nden

t on

the

accu

racy

of

the

time

stam

p re

cord

ed fo

r ea

ch c

ompl

aint

.

Qua

lity

Perc

enta

ge

Qua

rterly

N

o Hi

gher

rate

sugg

ests

be

tter

man

agem

ent o

f co

mpl

aint

s in

Gro

ote

Schu

ur

Hosp

ital.

CEO

Gro

ote

Schu

ur H

osp

ital

Den

omin

ator

: C

ompl

aint

s an

d C

ompl

imen

ts

Regi

ster

Den

omin

ator

: SI

NJA

NI

Den

omin

ator

: C

ompl

aint

s re

solv

ed (G

root

e Sc

huur

Hos

pita

l)

No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

3.

In

patie

nt b

ed

utilis

atio

n ra

te

(Gro

ote

Schu

ur

Hosp

ital)

Inpa

tient

bed

day

s ex

pres

sed

as a

pe

rcen

tage

of t

he

max

imum

inpa

tient

be

d d

ays a

vaila

ble

(i.e.

inpa

tient

bed

s X

days

in th

e pe

riod

) in

Gro

ote

Schu

ur

Hosp

ital.

Mon

itors

effe

ctiv

enes

s and

ef

ficie

ncy

of

inpa

tient

m

anag

emen

t.

Spec

ifica

lly

mon

itors

the

over

- /

unde

r- ut

ilisat

ion

of

Gro

ote

Schu

ur

Hosp

ital b

eds.

Num

erat

or:

Inpa

tient

Th

roug

hput

Fo

rm

Num

erat

or:

SIN

JAN

I

Num

erat

or:

Patie

nt d

ays

Sum

of:

In

patie

nt d

ays

½

day

pa

tient

s (G

root

e Sc

huur

Ho

spita

l)

100

Acc

ura

cy

depe

nden

t on

qual

ity o

f dat

a fro

m re

porti

ng

faci

litie

s and

co

rrect

repo

rting

of

usa

ble

beds

.

Effic

ienc

y Pe

rcen

tage

Q

uarte

rly

No

High

er b

ed

utilis

atio

n in

dic

ates

ef

ficie

nt u

se o

f av

aila

ble

beds

an

d/or

hig

her

burd

en o

f dise

ase

and/

or b

ette

r se

rvic

e le

vels.

CEO

Gro

ote

Schu

ur H

osp

ital

Den

omin

ator

:

Inpa

tient

Th

roug

hput

Fo

rm

Den

omin

ator

:

SIN

JAN

I

Den

omin

ator

:

Inpa

tient

bed

da

ys a

vaila

ble

(Usa

ble

beds

to

tal

x 30

.42)

(Gro

ote

Schu

ur

Hosp

ital)




No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

ADD

ITIO

NA

L PR

OVI

NC

IAL

INDI

CA

TORS

7.

2)

M

orta

lity

and

mor

bid

ity re

view

ra

te (G

root

e Sc

huur

Ho

spita

l)

Freq

uenc

y of

co

nduc

ting

mor

talit

y an

d m

orbi

dity

revi

ews

in G

root

e Sc

huur

Ho

spita

l tha

t sho

uld

incl

ude,

but

is n

ot

limite

d to

: (a

) mat

erna

l dea

ths,

(b) n

eona

tal d

eath

s, (c

) wro

ng si

te su

rger

y,

(d) a

naes

thet

ic

deat

hs.

At l

east

10

revi

ews

shou

ld b

e co

nduc

ted

pe

r key

disc

iplin

e pe

r ye

ar.

A m

axim

um o

f 12

mee

tings

can

be

held

pe

r disc

iplin

e pe

r yea

r (o

ne fo

r eac

h m

onth

).

Mon

itors

the

faci

lity’

s aim

of

ensu

ring

qual

ity

heal

th c

are

serv

ice

prov

ision

.

Gui

delin

e to

be

deve

lope

d to

in

clud

e am

ong

othe

r thi

ngs

mea

sure

s suc

h as

ca

esar

ean

sect

ion

infe

ctio

n ra

te,

anae

sthe

tic d

eath

ra

te, m

ater

nal a

nd

paed

iatri

c d

eath

s an

d w

rong

site

su

rger

y.

Num

erat

or:

Hosp

ital S

emi-

perm

anen

t D

ata

versi

on 2

Num

erat

or:

SIN

JAN

I

Num

erat

or:

Mor

talit

y an

d m

orbi

dity

revi

ews

cond

ucte

d pe

r di

scip

line

(Gro

ote

Schu

ur

Hosp

ital)

100

Acc

ura

cy

depe

nden

t on

qual

ity o

f dat

a fro

m re

porti

ng

faci

litie

s.

Qua

lity

Perc

enta

ge

Qua

rterly

N

o Hi

gher

per

cent

age

ind

icat

es m

ore

revi

ews w

ere

cond

ucte

d an

d su

gges

ts b

ette

r cl

inic

al

gove

rnan

ce.

CEO

Gro

ote

Schu

ur H

osp

ital

Den

omin

ator

:

Hosp

ital S

emi-

perm

anen

t D

ata

versi

on 2

Den

omin

ator

:

SIN

JAN

I

Den

omin

ator

:

Plan

ned

mor

talit

y an

d m

orbi

dity

revi

ews

(num

ber o

f di

scip

lines

with

in

Gro

ote

Schu

ur

Hosp

ital x

12)

Not

e:

Indi

cato

r 4:

The

new

clie

nt sa

tisfa

ctio

n su

rvey

mod

ule

has n

ot b

een

rolle

d-o

ut b

y th

e N

atio

nal D

epar

tmen

t of H

ealth

and

, the

refo

re, t

he W

este

rn C

ape

had

to re

vert

to th

e pr

evio

us d

efin

ition

(on

the

“old

” sy

stem

) to

repo

rt on

this

indi

cato

r.

Annexures


PRO

VIN

CIA

L ST

RATE

GIC

OBJ

ECTIV

ES F

OR

TYG

ERBE

RG H

OSP

ITA

L [C

&TH

S 4

& 6

]

No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

PRO

VIN

CIA

L ST

RATE

GIC

OBJ

ECTIV

E IN

DIC

ATO

RS

1.1.

1 A

ctua

l (us

able

) be

ds in

Tyg

erbe

rg

Hosp

ital

Act

ual (

usab

le) b

eds

in T

yger

berg

Hos

pita

l ar

e be

ds a

ctua

lly

avai

labl

e fo

r use

w

ithin

the

regi

onal

ho

spita

l, re

gard

less

of

whe

ther

they

are

oc

cup

ied

by a

pa

tient

or a

lodg

er.

(Thi

s is a

fixe

d va

lue

that

doe

s not

flu

ctua

te d

ue to

re

nova

tions

or

inte

rmitt

ent s

taff

chal

leng

es.)

Mon

itors

the

avai

labi

lity

of

Tyge

rber

g Ho

spita

l be

ds to

ens

ure

acce

ssib

ility

of

Tyge

rber

g Ho

spita

l se

rvic

es.

Inpa

tient

Th

roug

hput

Fo

rm

SIN

JAN

I A

ctua

l (us

able

) be

ds (T

yger

berg

Ho

spita

l)

Non

e (N

r) D

epen

dent

on

accu

racy

of

data

from

re

porti

ng

faci

litie

s.

Inpu

t C

umul

ativ

e A

nnua

l N

o Hi

gher

leve

ls of

up

take

may

in

dic

ate

an

incr

ease

d bu

rden

of

dise

ase

or

grea

ter r

elia

nce

on th

e pu

blic

he

alth

syst

em.

CEO

Tyg

erbe

rg

Hosp

ital

PERF

ORM

AN

CE

IND

ICA

TORS

FO

R TY

GER

BERG

HO

SPIT

AL

[PHS

5 &

6]

No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

SEC

TOR

SPEC

IFIC

INDI

CA

TORS

1.

Pe

rcen

tage

of

Hosp

itals

that

ac

hiev

ed a

n ov

eral

l pe

rform

ance

of

≥75%

com

plia

nce

with

the

natio

nal

core

stan

dard

s (T

yger

berg

Hos

pita

l)

Tyge

rber

g Ho

spita

l ac

hiev

ed a

pe

rform

ance

of a

t le

ast 7

5% o

n N

CS

self-

asse

ssm

ent.

Mon

itors

the

leve

l of

com

plia

nce

with

th

e na

tiona

l cor

e st

anda

rds i

n Ty

gerb

erg

Hosp

ital.

Hosp

ital S

emi-

perm

anen

t D

ata

versi

on 2

SIN

JAN

I Ho

spita

ls th

at

achi

eved

at

leas

t 75%

co

mpl

ianc

e w

ith

the

natio

nal c

ore

stan

dard

s (T

yger

berg

Ho

spita

l)

Yes /

No

Acc

ura

cy

depe

nden

t on

corre

ct re

cord

ing

prac

tices

, i.e

. ea

ch h

ospi

tal

mus

t be

reco

rded

onl

y on

ce in

the

mon

th w

hen

the

asse

ssm

ent w

as

cond

ucte

d.

Qua

lity

Com

plia

nce

Qua

rterly

N

o Hi

gher

per

cent

age

ind

icat

es th

at

Tyge

rber

g Ho

spita

l is

com

plia

nt w

ith

the

natio

nal c

ore

stan

dard

s for

qu

ality

ass

uran

ce.

CEO

Tyg

erbe

rg

Hosp

ital

No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

ADD

ITIO

NA

L PR

OVI

NC

IAL

INDI

CA

TORS

7.

2)

M

orta

lity

and

mor

bid

ity re

view

ra

te (G

root

e Sc

huur

Ho

spita

l)

Freq

uenc

y of

co

nduc

ting

mor

talit

y an

d m

orbi

dity

revi

ews

in G

root

e Sc

huur

Ho

spita

l tha

t sho

uld

incl

ude,

but

is n

ot

limite

d to

: (a

) mat

erna

l dea

ths,

(b) n

eona

tal d

eath

s, (c

) wro

ng si

te su

rger

y,

(d) a

naes

thet

ic

deat

hs.

At l

east

10

revi

ews

shou

ld b

e co

nduc

ted

pe

r key

disc

iplin

e pe

r ye

ar.

A m

axim

um o

f 12

mee

tings

can

be

held

pe

r disc

iplin

e pe

r yea

r (o

ne fo

r eac

h m

onth

).

Mon

itors

the

faci

lity’

s aim

of

ensu

ring

qual

ity

heal

th c

are

serv

ice

prov

ision

.

Gui

delin

e to

be

deve

lope

d to

in

clud

e am

ong

othe

r thi

ngs

mea

sure

s suc

h as

ca

esar

ean

sect

ion

infe

ctio

n ra

te,

anae

sthe

tic d

eath

ra

te, m

ater

nal a

nd

paed

iatri

c d

eath

s an

d w

rong

site

su

rger

y.

Num

erat

or:

Hosp

ital S

emi-

perm

anen

t D

ata

versi

on 2

Num

erat

or:

SIN

JAN

I

Num

erat

or:

Mor

talit

y an

d m

orbi

dity

revi

ews

cond

ucte

d pe

r di

scip

line

(Gro

ote

Schu

ur

Hosp

ital)

100

Acc

ura

cy

depe

nden

t on

qual

ity o

f dat

a fro

m re

porti

ng

faci

litie

s.

Qua

lity

Perc

enta

ge

Qua

rterly

N

o Hi

gher

per

cent

age

ind

icat

es m

ore

revi

ews w

ere

cond

ucte

d an

d su

gges

ts b

ette

r cl

inic

al

gove

rnan

ce.

CEO

Gro

ote

Schu

ur H

osp

ital

Den

omin

ator

:

Hosp

ital S

emi-

perm

anen

t D

ata

versi

on 2

Den

omin

ator

:

SIN

JAN

I

Den

omin

ator

:

Plan

ned

mor

talit

y an

d m

orbi

dity

revi

ews

(num

ber o

f di

scip

lines

with

in

Gro

ote

Schu

ur

Hosp

ital x

12)

Not

e:

Indi

cato

r 4:

The

new

clie

nt sa

tisfa

ctio

n su

rvey

mod

ule

has n

ot b

een

rolle

d-o

ut b

y th

e N

atio

nal D

epar

tmen

t of H

ealth

and

, the

refo

re, t

he W

este

rn C

ape

had

to re

vert

to th

e pr

evio

us d

efin

ition

(on

the

“old

” sy

stem

) to

repo

rt on

this

indi

cato

r.




No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

2.

A

vera

ge le

ngth

of

stay

(Tyg

erbe

rg

Hosp

ital)

Ave

rage

num

ber o

f pa

tient

day

s an

adm

itted

clie

nt

spen

ds in

Tyg

erbe

rg

Hosp

ital b

efor

e se

para

tion.

Inpa

tient

sepa

ratio

n is

the

tota

l of d

ay

patie

nts,

inpa

tient

di

scha

rges

, inp

atie

nt

deat

hs a

nd in

patie

nt

trans

fers

out.

(Thi

s is a

pro

xy

ind

icat

or a

s ide

ally

it

shou

ld o

nly

incl

ude

inpa

tient

day

s for

th

ose

clie

nts

sepa

rate

d d

urin

g th

e re

porti

ng p

erio

d.)

Mon

itors

effe

ctiv

enes

s and

ef

ficie

ncy

of

inpa

tient

m

anag

emen

t in

Tyge

rber

g Ho

spita

l.

Num

erat

or:

Inpa

tient

Th

roug

hput

Fo

rm

Num

erat

or:

SIN

JAN

I

Num

erat

or:

Patie

nt d

ays

Sum

of:

In

patie

nt d

ays

½

day

pa

tient

s (T

yger

berg

Ho

spita

l)

1 A

ccur

acy

de

pend

ent o

n qu

ality

of d

ata

from

repo

rting

fa

cilit

ies.

High

leve

ls of

ef

ficie

ncy

coul

d hi

de p

oor q

ualit

y.

Effic

ienc

y

Ratio

ex

pres

sed

in

days

Qua

rterly

N

o A

low

ave

rage

le

ngth

of s

tay

refle

cts h

igh

leve

ls of

effi

cien

cy. B

ut

thes

e hi

gh

effic

ienc

y le

vels

mig

ht a

lso

com

prom

ise q

ualit

y of

hos

pita

l car

e.

CEO

Tyg

erbe

rg

Hosp

ital

Den

omin

ator

:

Inpa

tient

Th

roug

hput

Fo

rm

Den

omin

ator

:

SIN

JAN

I

Den

omin

ator

:

Inpa

tient

se

para

tions

- to

tal

Sum

of:

In

patie

nt

deat

hs

In

patie

nt

disc

harg

es

In

patie

nt

trans

fers

out

(Tyg

erbe

rg

Hosp

ital)

Annexures


No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

3.

In

patie

nt b

ed

utilis

atio

n ra

te

(Tyg

erbe

rg H

ospi

tal)

Inpa

tient

bed

day

s ex

pres

sed

as a

pe

rcen

tage

of t

he

max

imum

inpa

tient

be

d d

ays a

vaila

ble

(i.e.

inpa

tient

bed

s X

days

in th

e pe

riod

) in

Tyge

rber

g Ho

spita

l.

Mon

itors

effe

ctiv

enes

s and

ef

ficie

ncy

of

inpa

tient

m

anag

emen

t.

Spec

ifica

lly

mon

itors

the

over

- /

unde

r- ut

ilisat

ion

of

Tyge

rber

g Ho

spita

l be

ds.

Num

erat

or:

Inpa

tient

Th

roug

hput

Fo

rm

Num

erat

or:

SIN

JAN

I

Num

erat

or:

Patie

nt d

ays

Sum

of:

In

patie

nt d

ays

½

day

pa

tient

s (T

yger

berg

Ho

spita

l)

100

Acc

ura

cy

depe

nden

t on

qual

ity o

f dat

a fro

m re

porti

ng

faci

litie

s and

co

rrect

repo

rting

of

usa

ble

beds

.

Effic

ienc

y Pe

rcen

tage

Q

uarte

rly

No

High

er b

ed

utilis

atio

n in

dic

ates

ef

ficie

nt u

se o

f av

aila

ble

beds

an

d/or

hig

her

burd

en o

f dise

ase

and/

or b

ette

r se

rvic

e le

vels.

CEO

Tyg

erbe

rg

Hosp

ital

Den

omin

ator

:

Inpa

tient

Th

roug

hput

Fo

rm

Den

omin

ator

:

SIN

JAN

I

Den

omin

ator

:

Inpa

tient

bed

da

ys a

vaila

ble

(Usa

ble

beds

to

tal

x 30

.42)

(Tyg

erbe

rg

Hosp

ital)

No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

2.

A

vera

ge le

ngth

of

stay

(Tyg

erbe

rg

Hosp

ital)

Ave

rage

num

ber o

f pa

tient

day

s an

adm

itted

clie

nt

spen

ds in

Tyg

erbe

rg

Hosp

ital b

efor

e se

para

tion.

Inpa

tient

sepa

ratio

n is

the

tota

l of d

ay

patie

nts,

inpa

tient

di

scha

rges

, inp

atie

nt

deat

hs a

nd in

patie

nt

trans

fers

out.

(Thi

s is a

pro

xy

ind

icat

or a

s ide

ally

it

shou

ld o

nly

incl

ude

inpa

tient

day

s for

th

ose

clie

nts

sepa

rate

d d

urin

g th

e re

porti

ng p

erio

d.)

Mon

itors

effe

ctiv

enes

s and

ef

ficie

ncy

of

inpa

tient

m

anag

emen

t in

Tyge

rber

g Ho

spita

l.

Num

erat

or:

Inpa

tient

Th

roug

hput

Fo

rm

Num

erat

or:

SIN

JAN

I

Num

erat

or:

Patie

nt d

ays

Sum

of:

In

patie

nt d

ays

½

day

pa

tient

s (T

yger

berg

Ho

spita

l)

1 A

ccur

acy

de

pend

ent o

n qu

ality

of d

ata

from

repo

rting

fa

cilit

ies.

High

leve

ls of

ef

ficie

ncy

coul

d hi

de p

oor q

ualit

y.

Effic

ienc

y

Ratio

ex

pres

sed

in

days

Qua

rterly

N

o A

low

ave

rage

le

ngth

of s

tay

refle

cts h

igh

leve

ls of

effi

cien

cy. B

ut

thes

e hi

gh

effic

ienc

y le

vels

mig

ht a

lso

com

prom

ise q

ualit

y of

hos

pita

l car

e.

CEO

Tyg

erbe

rg

Hosp

ital

Den

omin

ator

:

Inpa

tient

Th

roug

hput

Fo

rm

Den

omin

ator

:

SIN

JAN

I

Den

omin

ator

:

Inpa

tient

se

para

tions

- to

tal

Sum

of:

In

patie

nt

deat

hs

In

patie

nt

disc

harg

es

In

patie

nt

trans

fers

out

(Tyg

erbe

rg

Hosp

ital)




No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

4.

Ex

pend

iture

per

PD

E (T

yger

berg

Hos

pita

l) A

vera

ge c

ost p

er

patie

nt d

ay

equi

vale

nt (P

DE)

in

Tyge

rber

g Ho

spita

l. PD

E is

the

sum

of

inpa

tient

day

s, ½

x

day

patie

nts, ⅓

x O

PD

head

coun

t and

⅓ x

em

erge

ncy

head

coun

t.

Mon

itors

effe

ctiv

e an

d ef

ficie

nt

man

agem

ent o

f in

patie

nt fa

cilit

ies.

Num

erat

or:

Finan

cial

dat

a

Num

erat

or:

BAS

Num

erat

or:

Expe

nditu

re in

Ty

gerb

erg

Hosp

ital

1 A

ccur

acy

of

expe

nditu

re

depe

nden

t on

the

corre

ct

expe

nditu

re

allo

catio

n.

Acc

ura

cy o

f PD

E’s d

epen

dent

on

qua

lity

of

data

from

re

porti

ng

faci

litie

s.

Effic

ienc

y Ra

te

expr

esse

d in

Ra

nd

Qua

rterly

N

o Lo

wer

rate

in

dic

ates

effi

cien

t us

e of

fina

ncia

l re

sour

ces.

CEO

Tyg

erbe

rg

Hosp

ital

Den

omin

ator

:

Den

omin

ator

:

Den

omin

ator

:

Patie

nt d

ay

equi

vale

nt (P

DE)

(T

yger

berg

Ho

spita

l)

Sum

of:

Inpa

tient

Th

roug

hput

Fo

rm

SIN

JAN

I

Inpa

tient

day

s

1/2

day

pa

tient

s

Out

patie

nt

and

Inpa

tient

Re

late

d Se

rvic

es

SIN

JAN

I

1/3

OPD

he

adco

unt

1/

3 em

erge

ncy

head

coun

t 5.

Com

plai

nt

reso

lutio

n ra

te

(Tyg

erbe

rg H

ospi

tal)

Com

plai

nts r

esol

ved

in

Tyge

rber

g Ho

spita

l as

a pr

opor

tion

of

com

plai

nts r

ecei

ved

in T

yger

berg

Hos

pita

l.

Mon

itors

the

publ

ic

heal

th sy

stem

re

spon

se to

cu

stom

er c

once

rns

in T

yger

berg

Ho

spita

l.

Num

erat

or:

Com

plai

nts

and

Com

plim

ents

Re

gist

er

Num

erat

or:

SIN

JAN

I N

umer

ator

: C

ompl

aint

s re

solv

ed

(Tyg

erbe

rg

Hosp

ital)

100

Acc

ura

cy o

f in

form

atio

n is

depe

nden

t on

accu

rate

re

cord

ing

of

com

plai

nts (

all

com

plai

nts

reco

rded

and

no

dupl

icat

ions

).

Qua

lity

Perc

enta

ge

Qua

rterly

N

o Hi

gher

rate

sugg

ests

be

tter

man

agem

ent o

f co

mpl

aint

s in

Tyge

rber

g Ho

spita

l.

CEO

Tyg

erbe

rg

Hosp

ital

Den

omin

ator

: C

ompl

aint

s an

d C

ompl

imen

ts

Regi

ster

Den

omin

ator

: SI

NJA

NI

Den

omin

ator

: C

ompl

aint

s re

ceiv

ed

(Tyg

erbe

rg

Hosp

ital)

6.

C

ompl

aint

re

solu

tion

with

in 2

5 w

orkin

g d

ays r

ate

(Tyg

erbe

rg H

ospi

tal)

Com

plai

nts r

esol

ved

with

in 2

5 w

orkin

g d

ays

in T

yger

berg

Hos

pita

l as

a p

ropo

rtion

of a

ll co

mpl

aint

s res

olve

d in

Ty

gerb

erg

Hosp

ital.

Mon

itors

the

publ

ic

heal

th sy

stem

re

spon

se to

cu

stom

er c

once

rns

in T

yger

berg

Ho

spita

l.

Num

erat

or:

Com

plai

nts

and

Com

plim

ents

Re

gist

er

Num

erat

or:

SIN

JAN

I N

umer

ator

: C

ompl

aint

s re

solv

ed w

ithin

25

wor

king

day

s (T

yger

berg

Ho

spita

l)

100

Acc

ura

cy o

f in

form

atio

n is

depe

nden

t on

the

accu

racy

of

the

time

stam

p re

cord

ed fo

r ea

ch c

ompl

aint

.

Qua

lity

Perc

enta

ge

Qua

rterly

N

o Hi

gher

rate

sugg

ests

be

tter

man

agem

ent o

f co

mpl

aint

s in

Tyge

rber

g Ho

spita

l.

CEO

Tyg

erbe

rg

Hosp

ital

Den

omin

ator

: C

ompl

aint

s an

d C

ompl

imen

ts

Regi

ster

Den

omin

ator

: SI

NJA

NI

Den

omin

ator

: C

ompl

aint

s re

solv

ed

(Tyg

erbe

rg

Hosp

ital)

Annexures


No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

ADD

ITIO

NA

L PR

OVI

NC

IAL

INDI

CA

TORS

7.

3)

M

orta

lity

and

mor

bid

ity re

view

ra

te (T

yger

berg

Ho

spita

l)

Freq

uenc

y of

co

nduc

ting

mor

talit

y an

d m

orbi

dity

revi

ews

in T

yger

berg

Hos

pita

l th

at sh

ould

incl

ude,

bu

t is n

ot lim

ited

to:

(a) m

ater

nal d

eath

s, (b

) neo

nata

l dea

ths,

(c) w

rong

site

surg

ery,

(d

) ana

esth

etic

de

aths

. A

t lea

st 1

0 re

view

s sh

ould

be

cond

ucte

d pe

r key

disc

iplin

e pe

r ye

ar.

A m

axim

um o

f 12

mee

tings

can

be

held

pe

r disc

iplin

e pe

r yea

r (o

ne fo

r eac

h m

onth

).

Mon

itors

the

faci

lity’

s aim

of

ensu

ring

qual

ity

heal

th c

are

serv

ice

prov

ision

.

Gui

delin

e to

be

deve

lope

d to

in

clud

e am

ong

othe

r thi

ngs

mea

sure

s suc

h as

ca

esar

ean

sect

ion

infe

ctio

n ra

te,

anae

sthe

tic d

eath

ra

te, m

ater

nal a

nd

paed

iatri

c d

eath

s an

d w

rong

site

su

rger

y.

Num

erat

or:

Hosp

ital S

emi-

perm

anen

t D

ata

versi

on 2

Num

erat

or:

SIN

JAN

I

Num

erat

or:

Mor

talit

y an

d m

orbi

dity

revi

ews

cond

ucte

d pe

r di

scip

line

(Tyg

erbe

rg

Hosp

ital)

100

Acc

ura

cy

depe

nden

t on

qual

ity o

f dat

a fro

m re

porti

ng

faci

litie

s.

Qua

lity

Perc

enta

ge

Qua

rterly

N

o Hi

gher

per

cent

age

ind

icat

es m

ore

revi

ews w

ere

cond

ucte

d an

d su

gges

ts b

ette

r cl

inic

al

gove

rnan

ce.

CEO

Tyg

erbe

rg

Hosp

ital

Den

omin

ator

:

Hosp

ital S

emi-

perm

anen

t D

ata

versi

on 2

Den

omin

ator

:

SIN

JAN

I

Den

omin

ator

:

Plan

ned

mor

talit

y an

d m

orbi

dity

revi

ews

(num

ber o

f di

scip

lines

with

in

Tyge

rber

g Ho

spita

l x 1

2)

Not

e:

Indi

cato

r 4:

The

new

clie

nt sa

tisfa

ctio

n su

rvey

mod

ule

has n

ot b

een

rolle

d-o

ut b

y th

e N

atio

nal D

epar

tmen

t of H

ealth

and

, the

refo

re, t

he W

este

rn C

ape

had

to re

vert

to th

e pr

evio

us d

efin

ition

(on

the

“old

” sy

stem

) to

repo

rt on

this

indi

cato

r.

No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

4.

Ex

pend

iture

per

PD

E (T

yger

berg

Hos

pita

l) A

vera

ge c

ost p

er

patie

nt d

ay

equi

vale

nt (P

DE)

in

Tyge

rber

g Ho

spita

l. PD

E is

the

sum

of

inpa

tient

day

s, ½

x

day

patie

nts, ⅓

x O

PD

head

coun

t and

⅓ x

em

erge

ncy

head

coun

t.

Mon

itors

effe

ctiv

e an

d ef

ficie

nt

man

agem

ent o

f in

patie

nt fa

cilit

ies.

Num

erat

or:

Finan

cial

dat

a

Num

erat

or:

BAS

Num

erat

or:

Expe

nditu

re in

Ty

gerb

erg

Hosp

ital

1 A

ccur

acy

of

expe

nditu

re

depe

nden

t on

the

corre

ct

expe

nditu

re

allo

catio

n.

Acc

ura

cy o

f PD

E’s d

epen

dent

on

qua

lity

of

data

from

re

porti

ng

faci

litie

s.

Effic

ienc

y Ra

te

expr

esse

d in

Ra

nd

Qua

rterly

N

o Lo

wer

rate

in

dic

ates

effi

cien

t us

e of

fina

ncia

l re

sour

ces.

CEO

Tyg

erbe

rg

Hosp

ital

Den

omin

ator

:

Den

omin

ator

:

Den

omin

ator

:

Patie

nt d

ay

equi

vale

nt (P

DE)

(T

yger

berg

Ho

spita

l)

Sum

of:

Inpa

tient

Th

roug

hput

Fo

rm

SIN

JAN

I

Inpa

tient

day

s

1/2

day

pa

tient

s

Out

patie

nt

and

Inpa

tient

Re

late

d Se

rvic

es

SIN

JAN

I

1/3

OPD

he

adco

unt

1/

3 em

erge

ncy

head

coun

t 5.

Com

plai

nt

reso

lutio

n ra

te

(Tyg

erbe

rg H

ospi

tal)

Com

plai

nts r

esol

ved

in

Tyge

rber

g Ho

spita

l as

a pr

opor

tion

of

com

plai

nts r

ecei

ved

in T

yger

berg

Hos

pita

l.

Mon

itors

the

publ

ic

heal

th sy

stem

re

spon

se to

cu

stom

er c

once

rns

in T

yger

berg

Ho

spita

l.

Num

erat

or:

Com

plai

nts

and

Com

plim

ents

Re

gist

er

Num

erat

or:

SIN

JAN

I N

umer

ator

: C

ompl

aint

s re

solv

ed

(Tyg

erbe

rg

Hosp

ital)

100

Acc

ura

cy o

f in

form

atio

n is

depe

nden

t on

accu

rate

re

cord

ing

of

com

plai

nts (

all

com

plai

nts

reco

rded

and

no

dupl

icat

ions

).

Qua

lity

Perc

enta

ge

Qua

rterly

N

o Hi

gher

rate

sugg

ests

be

tter

man

agem

ent o

f co

mpl

aint

s in

Tyge

rber

g Ho

spita

l.

CEO

Tyg

erbe

rg

Hosp

ital

Den

omin

ator

: C

ompl

aint

s an

d C

ompl

imen

ts

Regi

ster

Den

omin

ator

: SI

NJA

NI

Den

omin

ator

: C

ompl

aint

s re

ceiv

ed

(Tyg

erbe

rg

Hosp

ital)

6.

C

ompl

aint

re

solu

tion

with

in 2

5 w

orkin

g d

ays r

ate

(Tyg

erbe

rg H

ospi

tal)

Com

plai

nts r

esol

ved

with

in 2

5 w

orkin

g d

ays

in T

yger

berg

Hos

pita

l as

a p

ropo

rtion

of a

ll co

mpl

aint

s res

olve

d in

Ty

gerb

erg

Hosp

ital.

Mon

itors

the

publ

ic

heal

th sy

stem

re

spon

se to

cu

stom

er c

once

rns

in T

yger

berg

Ho

spita

l.

Num

erat

or:

Com

plai

nts

and

Com

plim

ents

Re

gist

er

Num

erat

or:

SIN

JAN

I N

umer

ator

: C

ompl

aint

s re

solv

ed w

ithin

25

wor

king

day

s (T

yger

berg

Ho

spita

l)

100

Acc

ura

cy o

f in

form

atio

n is

depe

nden

t on

the

accu

racy

of

the

time

stam

p re

cord

ed fo

r ea

ch c

ompl

aint

.

Qua

lity

Perc

enta

ge

Qua

rterly

N

o Hi

gher

rate

sugg

ests

be

tter

man

agem

ent o

f co

mpl

aint

s in

Tyge

rber

g Ho

spita

l.

CEO

Tyg

erbe

rg

Hosp

ital

Den

omin

ator

: C

ompl

aint

s an

d C

ompl

imen

ts

Regi

ster

Den

omin

ator

: SI

NJA

NI

Den

omin

ator

: C

ompl

aint

s re

solv

ed

(Tyg

erbe

rg

Hosp

ital)




PRO

VIN

CIA

L ST

RATE

GIC

OBJ

ECTIV

ES F

OR

TERT

IARY

HO

SPITA

LS -

RED

CRO

SS W

AR

MEM

ORI

AL

CHI

LDRE

N’S

HO

SPITA

L [C

&TH

S 1

& 3

]

No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

PRO

VIN

CIA

L ST

RATE

GIC

OBJ

ECTIV

E IN

DIC

ATO

RS

1.1.

1 A

ctua

l (us

able

) be

ds in

Red

Cro

ss

War

Mem

oria

l C

hild

ren’

s Hos

pita

l (R

CW

MC

H)

Act

ual (

usab

le) b

eds

in R

CW

MC

H ar

e be

ds

actu

ally

ava

ilabl

e fo

r us

e w

ithin

the

regi

onal

ho

spita

l, re

gard

less

of

whe

ther

they

are

oc

cup

ied

by a

pa

tient

or a

lodg

er.

(Thi

s is a

fixe

d va

lue

that

doe

s not

flu

ctua

te d

ue to

re

nova

tions

or

inte

rmitt

ent s

taff

chal

leng

es.)

Mon

itors

the

avai

labi

lity

of

RCW

MC

H be

ds to

en

sure

acc

essib

ility

of R

CW

MC

H se

rvic

es.

Inpa

tient

Th

roug

hput

Fo

rm

SIN

JAN

I A

ctua

l (us

able

) be

ds (R

CW

MC

H)

Non

e (N

r) D

epen

dent

on

accu

racy

of

data

from

re

porti

ng

faci

litie

s.

Inpu

t C

umul

ativ

e A

nnua

l N

o Hi

gher

leve

ls of

up

take

may

in

dic

ate

an

incr

ease

d bu

rden

of

dise

ase

or

grea

ter r

elia

nce

on th

e pu

blic

he

alth

syst

em.

CEO

RC

WM

CH

PERF

ORM

AN

CE

IND

ICA

TORS

FO

R TE

RTIA

RY H

OSP

ITA

LS -

RED

CRO

SS W

AR

MEM

ORI

AL

CHI

LDRE

N’S

HO

SPIT

AL

[PH

S 2

& 3

]

No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

SEC

TOR

SPEC

IFIC

INDI

CA

TORS

1.

Pe

rcen

tage

of

Hosp

itals

that

ac

hiev

ed a

n ov

eral

l pe

rform

ance

of

≥75%

com

plia

nce

with

the

natio

nal

core

stan

dard

s (R

CW

MC

H)

RCW

MC

H ac

hiev

ed a

pe

rform

ance

of a

t le

ast 7

5% o

n N

CS

self-

asse

ssm

ent.

Mon

itors

the

leve

l of

com

plia

nce

with

th

e na

tiona

l cor

e st

anda

rds i

n RC

WM

CH

Hosp

ital.

Hosp

ital S

emi-

perm

anen

t D

ata

versi

on 2

SIN

JAN

I Ho

spita

ls th

at

achi

eved

at

leas

t 75%

co

mpl

ianc

e w

ith

the

natio

nal c

ore

stan

dard

s (R

CW

MC

H)

Yes /

No

Acc

ura

cy

depe

nden

t on

corre

ct re

cord

ing

prac

tices

, i.e

. ea

ch h

ospi

tal

mus

t be

reco

rded

onl

y on

ce in

the

mon

th w

hen

the

asse

ssm

ent w

as

cond

ucte

d.

Qua

lity

Com

plia

nce

Qua

rterly

N

o Hi

gher

per

cent

age

ind

icat

es th

at

RCW

MC

H is

com

plia

nt w

ith th

e na

tiona

l cor

e st

anda

rds f

or

qual

ity a

ssur

ance

.

CEO

RC

WM

CH

Annexures


No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

2.

A

vera

ge le

ngth

of

stay

(RC

WM

CH

) A

vera

ge n

umbe

r of

patie

nt d

ays a

n ad

mitt

ed c

lient

sp

ends

in R

CW

MC

H be

fore

sepa

ratio

n.

Inpa

tient

sepa

ratio

n is

the

tota

l of d

ay

patie

nts,

inpa

tient

di

scha

rges

, inp

atie

nt

deat

hs a

nd in

patie

nt

trans

fers

out.

(Thi

s is a

pro

xy

ind

icat

or a

s ide

ally

it

shou

ld o

nly

incl

ude

inpa

tient

day

s for

th

ose

clie

nts

sepa

rate

d d

urin

g th

e re

porti

ng p

erio

d.)

Mon

itors

effe

ctiv

enes

s and

ef

ficie

ncy

of

inpa

tient

m

anag

emen

t in

RCW

MC

H.

Num

erat

or:

Inpa

tient

Th

roug

hput

Fo

rm

Num

erat

or:

SIN

JAN

I

Num

erat

or:

Patie

nt d

ays

Sum

of:

In

patie

nt d

ays

½

day

pa

tient

s (R

CW

MC

H)

1 A

ccur

acy

de

pend

ent o

n qu

ality

of d

ata

from

repo

rting

fa

cilit

ies.

High

leve

ls of

ef

ficie

ncy

coul

d hi

de p

oor q

ualit

y.

Effic

ienc

y

Ratio

ex

pres

sed

in

days

Qua

rterly

N

o A

low

ave

rage

le

ngth

of s

tay

refle

cts h

igh

leve

ls of

effi

cien

cy. B

ut

thes

e hi

gh

effic

ienc

y le

vels

mig

ht a

lso

com

prom

ise q

ualit

y of

hos

pita

l car

e.

CEO

RC

WM

CH

Den

omin

ator

:

Inpa

tient

Th

roug

hput

Fo

rm

Den

omin

ator

:

SIN

JAN

I

Den

omin

ator

:

Inpa

tient

se

para

tions

- to

tal

Sum

of:

In

patie

nt

deat

hs

In

patie

nt

disc

harg

es

In

patie

nt

trans

fers

out

(RC

WM

CH

)

3.

In

patie

nt b

ed

utilis

atio

n ra

te

(RC

WM

CH

)

Inpa

tient

bed

day

s ex

pres

sed

as a

pe

rcen

tage

of t

he

max

imum

inpa

tient

be

d d

ays a

vaila

ble

(i.e.

inpa

tient

bed

s X

days

in th

e pe

riod

) in

RCW

MC

H.

Mon

itors

effe

ctiv

enes

s and

ef

ficie

ncy

of

inpa

tient

m

anag

emen

t.

Spec

ifica

lly

mon

itors

the

over

- /

unde

r- ut

ilisat

ion

of

RCW

MC

H be

ds.

Num

erat

or:

Inpa

tient

Th

roug

hput

Fo

rm

Num

erat

or:

SIN

JAN

I

Num

erat

or:

Patie

nt d

ays

Sum

of:

In

patie

nt d

ays

½

day

pa

tient

s (R

CW

MC

H)

100

Acc

ura

cy

depe

nden

t on

qual

ity o

f dat

a fro

m re

porti

ng

faci

litie

s and

co

rrect

repo

rting

of

usa

ble

beds

.

Effic

ienc

y Pe

rcen

tage

Q

uarte

rly

No

High

er b

ed

utilis

atio

n in

dic

ates

ef

ficie

nt u

se o

f av

aila

ble

beds

an

d/or

hig

her

burd

en o

f dise

ase

and/

or b

ette

r se

rvic

e le

vels.

CEO

RC

WM

CH

Den

omin

ator

:

Inpa

tient

Th

roug

hput

Fo

rm

Den

omin

ator

:

SIN

JAN

I

Den

omin

ator

:

Inpa

tient

bed

da

ys a

vaila

ble

(Usa

ble

beds

to

tal

x 30

.42)

(RC

WM

CH

)

4.

Ex

pend

iture

per

PD

E (R

CW

MC

H)

Ave

rage

cos

t per

pa

tient

day

eq

uiva

lent

(PD

E) in

RC

WM

CH

. PD

E is

the

sum

of i

npat

ient

day

s,

Mon

itors

effe

ctiv

e an

d ef

ficie

nt

man

agem

ent o

f in

patie

nt fa

cilit

ies.

Num

erat

or:

Finan

cial

dat

a

Num

erat

or:

BAS

Num

erat

or:

Expe

nditu

re in

RC

WM

CH

1 A

ccur

acy

of

expe

nditu

re

depe

nden

t on

the

corre

ct

Effic

ienc

y Ra

te

expr

esse

d in

Ra

nd

Qua

rterly

N

o Lo

wer

rate

in

dic

ates

effi

cien

t us

e of

fina

ncia

l re

sour

ces.

CEO

RC

WM

CH

PRO

VIN

CIA

L ST

RATE

GIC

OBJ

ECTIV

ES F

OR

TERT

IARY

HO

SPITA

LS -

RED

CRO

SS W

AR

MEM

ORI

AL

CHI

LDRE

N’S

HO

SPITA

L [C

&TH

S 1

& 3

]

No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

PRO

VIN

CIA

L ST

RATE

GIC

OBJ

ECTIV

E IN

DIC

ATO

RS

1.1.

1 A

ctua

l (us

able

) be

ds in

Red

Cro

ss

War

Mem

oria

l C

hild

ren’

s Hos

pita

l (R

CW

MC

H)

Act

ual (

usab

le) b

eds

in R

CW

MC

H ar

e be

ds

actu

ally

ava

ilabl

e fo

r us

e w

ithin

the

regi

onal

ho

spita

l, re

gard

less

of

whe

ther

they

are

oc

cup

ied

by a

pa

tient

or a

lodg

er.

(Thi

s is a

fixe

d va

lue

that

doe

s not

flu

ctua

te d

ue to

re

nova

tions

or

inte

rmitt

ent s

taff

chal

leng

es.)

Mon

itors

the

avai

labi

lity

of

RCW

MC

H be

ds to

en

sure

acc

essib

ility

of R

CW

MC

H se

rvic

es.

Inpa

tient

Th

roug

hput

Fo

rm

SIN

JAN

I A

ctua

l (us

able

) be

ds (R

CW

MC

H)

Non

e (N

r) D

epen

dent

on

accu

racy

of

data

from

re

porti

ng

faci

litie

s.

Inpu

t C

umul

ativ

e A

nnua

l N

o Hi

gher

leve

ls of

up

take

may

in

dic

ate

an

incr

ease

d bu

rden

of

dise

ase

or

grea

ter r

elia

nce

on th

e pu

blic

he

alth

syst

em.

CEO

RC

WM

CH

PERF

ORM

AN

CE

IND

ICA

TORS

FO

R TE

RTIA

RY H

OSP

ITA

LS -

RED

CRO

SS W

AR

MEM

ORI

AL

CHI

LDRE

N’S

HO

SPIT

AL

[PH

S 2

& 3

]

No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

SEC

TOR

SPEC

IFIC

INDI

CA

TORS

1.

Pe

rcen

tage

of

Hosp

itals

that

ac

hiev

ed a

n ov

eral

l pe

rform

ance

of

≥75%

com

plia

nce

with

the

natio

nal

core

stan

dard

s (R

CW

MC

H)

RCW

MC

H ac

hiev

ed a

pe

rform

ance

of a

t le

ast 7

5% o

n N

CS

self-

asse

ssm

ent.

Mon

itors

the

leve

l of

com

plia

nce

with

th

e na

tiona

l cor

e st

anda

rds i

n RC

WM

CH

Hosp

ital.

Hosp

ital S

emi-

perm

anen

t D

ata

versi

on 2

SIN

JAN

I Ho

spita

ls th

at

achi

eved

at

leas

t 75%

co

mpl

ianc

e w

ith

the

natio

nal c

ore

stan

dard

s (R

CW

MC

H)

Yes /

No

Acc

ura

cy

depe

nden

t on

corre

ct re

cord

ing

prac

tices

, i.e

. ea

ch h

ospi

tal

mus

t be

reco

rded

onl

y on

ce in

the

mon

th w

hen

the

asse

ssm

ent w

as

cond

ucte

d.

Qua

lity

Com

plia

nce

Qua

rterly

N

o Hi

gher

per

cent

age

ind

icat

es th

at

RCW

MC

H is

com

plia

nt w

ith th

e na

tiona

l cor

e st

anda

rds f

or

qual

ity a

ssur

ance

.

CEO

RC

WM

CH




No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

½ x

day

pat

ient

s, ⅓

x

OPD

hea

dcou

nt a

nd

⅓ x

em

erge

ncy

head

coun

t.

Den

omin

ator

:

Den

omin

ator

:

Den

omin

ator

:

Patie

nt d

ay

equi

vale

nt (P

DE)

(R

CW

MC

H)

Sum

of:

expe

nditu

re

allo

catio

n.

Acc

ura

cy o

f PD

E’s d

epen

dent

on

qua

lity

of

data

from

re

porti

ng

faci

litie

s.

Inpa

tient

Th

roug

hput

Fo

rm

SIN

JAN

I

Inpa

tient

day

s

1/

2 d

ay

patie

nts

Out

patie

nt

and

Inpa

tient

Re

late

d Se

rvic

es

SIN

JAN

I

1/3

OPD

he

adco

unt

1/

3 em

erge

ncy

head

coun

t

5.

C

ompl

aint

re

solu

tion

rate

(R

CW

MC

H)

Com

plai

nts r

esol

ved

in

RCW

MC

H as

a

prop

ortio

n of

co

mpl

aint

s rec

eive

d in

RC

WM

CH

.

Mon

itors

the

publ

ic

heal

th sy

stem

re

spon

se to

cu

stom

er c

once

rns

in R

CW

MC

H.

Num

erat

or:

Com

plai

nts

and

Com

plim

ents

Re

gist

er

Num

erat

or:

SIN

JAN

I N

umer

ator

: C

ompl

aint

s re

solv

ed

(RC

WM

CH

)

100

Acc

ura

cy o

f in

form

atio

n is

depe

nden

t on

accu

rate

re

cord

ing

of

com

plai

nts (

all

com

plai

nts

reco

rded

and

no

dupl

icat

ions

).

Qua

lity

Perc

enta

ge

Qua

rterly

N

o Hi

gher

rate

sugg

ests

be

tter

man

agem

ent o

f co

mpl

aint

s in

RCW

MC

H.

CEO

RC

WM

CH

Den

omin

ator

: C

ompl

aint

s an

d C

ompl

imen

ts

Regi

ster

Den

omin

ator

: SI

NJA

NI

Den

omin

ator

: C

ompl

aint

s re

ceiv

ed

(RC

WM

CH

)

6.

C

ompl

aint

re

solu

tion

with

in 2

5 w

orkin

g d

ays r

ate

(RC

WM

CH

)

Com

plai

nts r

esol

ved

with

in 2

5 w

orkin

g d

ays

in R

CW

MC

H a

s a

prop

ortio

n of

all

com

plai

nts r

esol

ved

in

RCW

MC

H.

Mon

itors

the

publ

ic

heal

th sy

stem

re

spon

se to

cu

stom

er c

once

rns

in R

CW

MC

H.

Num

erat

or:

Com

plai

nts

and

Com

plim

ents

Re

gist

er

Num

erat

or:

SIN

JAN

I N

umer

ator

: C

ompl

aint

s re

solv

ed w

ithin

25

wor

king

day

s (R

CW

MC

H)

100

Acc

ura

cy o

f in

form

atio

n is

depe

nden

t on

the

accu

racy

of

the

time

stam

p re

cord

ed fo

r ea

ch c

ompl

aint

.

Qua

lity

Perc

enta

ge

Qua

rterly

N

o Hi

gher

rate

sugg

ests

be

tter

man

agem

ent o

f co

mpl

aint

s in

RCW

MC

H.

CEO

RC

WM

CH

Den

omin

ator

: C

ompl

aint

s an

d C

ompl

imen

ts

Regi

ster

Den

omin

ator

: SI

NJA

NI

Den

omin

ator

: C

ompl

aint

s re

solv

ed

(RC

WM

CH

)

Annexures


No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

ADD

ITIO

NA

L PR

OVI

NC

IAL

INDI

CA

TORS

7.

4)

M

orta

lity

and

mor

bid

ity re

view

ra

te (R

CW

MC

H)

Freq

uenc

y of

co

nduc

ting

mor

talit

y an

d m

orbi

dity

revi

ews

in R

CW

MC

H th

at

shou

ld in

clud

e, b

ut is

no

t lim

ited

to:

(a) m

ater

nal d

eath

s, (b

) neo

nata

l dea

ths,

(c) w

rong

site

surg

ery,

(d

) ana

esth

etic

de

aths

. A

t lea

st 1

0 re

view

s sh

ould

be

cond

ucte

d pe

r key

disc

iplin

e pe

r ye

ar.

RCW

MC

H ha

s one

di

scip

line

(pae

diat

rics)

, th

eref

ore

plan

ned

mor

bid

ity a

nd

mor

talit

y re

view

s are

ca

lcul

ated

as 1

2 (m

onth

s in

a ye

ar).

Mon

itors

the

faci

lity’

s aim

of

ensu

ring

qual

ity

heal

th c

are

serv

ice

prov

ision

.

Gui

delin

e to

be

deve

lope

d to

in

clud

e am

ong

othe

r thi

ngs

mea

sure

s suc

h as

ca

esar

ean

sect

ion

infe

ctio

n ra

te,

anae

sthe

tic d

eath

ra

te, m

ater

nal a

nd

paed

iatri

c d

eath

s an

d w

rong

site

su

rger

y.

Num

erat

or:

Hosp

ital S

emi-

perm

anen

t D

ata

versi

on 2

Num

erat

or:

SIN

JAN

I

Num

erat

or:

Mor

talit

y an

d m

orbi

dity

revi

ews

cond

ucte

d pe

r di

scip

line

(RC

WM

CH

)

100

Acc

ura

cy

depe

nden

t on

qual

ity o

f dat

a fro

m re

porti

ng

faci

litie

s.

Qua

lity

Perc

enta

ge

Qua

rterly

N

o Hi

gher

per

cent

age

ind

icat

es m

ore

revi

ews w

ere

cond

ucte

d an

d su

gges

ts b

ette

r cl

inic

al

gove

rnan

ce.

CEO

RC

WM

CH

Den

omin

ator

:

Hosp

ital S

emi-

perm

anen

t D

ata

versi

on 2

Den

omin

ator

:

SIN

JAN

I

Den

omin

ator

:

Plan

ned

mor

talit

y an

d m

orbi

dity

revi

ews

(num

ber o

f di

scip

lines

with

in

RCW

MC

H x

12)

Not

e:

Indi

cato

r 4:

The

new

clie

nt sa

tisfa

ctio

n su

rvey

mod

ule

has n

ot b

een

rolle

d-o

ut b

y th

e N

atio

nal D

epar

tmen

t of H

ealth

and

, the

refo

re, t

he W

este

rn C

ape

had

to re

vert

to th

e pr

evio

us d

efin

ition

(on

the

“old

” sy

stem

) to

repo

rt on

this

indi

cato

r.

No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

½ x

day

pat

ient

s, ⅓

x

OPD

hea

dcou

nt a

nd

⅓ x

em

erge

ncy

head

coun

t.

Den

omin

ator

:

Den

omin

ator

:

Den

omin

ator

:

Patie

nt d

ay

equi

vale

nt (P

DE)

(R

CW

MC

H)

Sum

of:

expe

nditu

re

allo

catio

n.

Acc

ura

cy o

f PD

E’s d

epen

dent

on

qua

lity

of

data

from

re

porti

ng

faci

litie

s.

Inpa

tient

Th

roug

hput

Fo

rm

SIN

JAN

I

Inpa

tient

day

s

1/

2 d

ay

patie

nts

Out

patie

nt

and

Inpa

tient

Re

late

d Se

rvic

es

SIN

JAN

I

1/3

OPD

he

adco

unt

1/

3 em

erge

ncy

head

coun

t

5.

C

ompl

aint

re

solu

tion

rate

(R

CW

MC

H)

Com

plai

nts r

esol

ved

in

RCW

MC

H as

a

prop

ortio

n of

co

mpl

aint

s rec

eive

d in

RC

WM

CH

.

Mon

itors

the

publ

ic

heal

th sy

stem

re

spon

se to

cu

stom

er c

once

rns

in R

CW

MC

H.

Num

erat

or:

Com

plai

nts

and

Com

plim

ents

Re

gist

er

Num

erat

or:

SIN

JAN

I N

umer

ator

: C

ompl

aint

s re

solv

ed

(RC

WM

CH

)

100

Acc

ura

cy o

f in

form

atio

n is

depe

nden

t on

accu

rate

re

cord

ing

of

com

plai

nts (

all

com

plai

nts

reco

rded

and

no

dupl

icat

ions

).

Qua

lity

Perc

enta

ge

Qua

rterly

N

o Hi

gher

rate

sugg

ests

be

tter

man

agem

ent o

f co

mpl

aint

s in

RCW

MC

H.

CEO

RC

WM

CH

Den

omin

ator

: C

ompl

aint

s an

d C

ompl

imen

ts

Regi

ster

Den

omin

ator

: SI

NJA

NI

Den

omin

ator

: C

ompl

aint

s re

ceiv

ed

(RC

WM

CH

)

6.

C

ompl

aint

re

solu

tion

with

in 2

5 w

orkin

g d

ays r

ate

(RC

WM

CH

)

Com

plai

nts r

esol

ved

with

in 2

5 w

orkin

g d

ays

in R

CW

MC

H a

s a

prop

ortio

n of

all

com

plai

nts r

esol

ved

in

RCW

MC

H.

Mon

itors

the

publ

ic

heal

th sy

stem

re

spon

se to

cu

stom

er c

once

rns

in R

CW

MC

H.

Num

erat

or:

Com

plai

nts

and

Com

plim

ents

Re

gist

er

Num

erat

or:

SIN

JAN

I N

umer

ator

: C

ompl

aint

s re

solv

ed w

ithin

25

wor

king

day

s (R

CW

MC

H)

100

Acc

ura

cy o

f in

form

atio

n is

depe

nden

t on

the

accu

racy

of

the

time

stam

p re

cord

ed fo

r ea

ch c

ompl

aint

.

Qua

lity

Perc

enta

ge

Qua

rterly

N

o Hi

gher

rate

sugg

ests

be

tter

man

agem

ent o

f co

mpl

aint

s in

RCW

MC

H.

CEO

RC

WM

CH

Den

omin

ator

: C

ompl

aint

s an

d C

ompl

imen

ts

Regi

ster

Den

omin

ator

: SI

NJA

NI

Den

omin

ator

: C

ompl

aint

s re

solv

ed

(RC

WM

CH

)




Prog

ram

me

6:

Heal

th S

cien

ces

and

Trai

ning

PR

OVI

NC

IAL

STRA

TEG

IC O

BJEC

TIVES

FO

R HE

ALT

H SC

IEN

CES

AN

D T

RAIN

ING

[HST

1 &

3]

No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

PRO

VIN

CIA

L ST

RATE

GIC

OBJ

ECTIV

E IN

DIC

ATO

RS

1.1.

1 N

umbe

r of b

ursa

ries

awar

ded

for s

carc

e an

d cr

itica

l skil

ls ca

tego

ries

Bursa

ries a

war

ded

each

yea

r to

stud

ents

(p

rosp

ectiv

e em

ploy

ees)

for f

ull-

time

stud

y ba

sed

on

scar

ce sk

ills a

nd to

cu

rrent

em

ploy

ees f

or

part-

time

stud

y, b

ased

on

crit

ical

skills

.

This

incl

udes

bur

sarie

s fo

r eac

h ye

ar o

f stu

dy,

not o

nly

the

first

yea

r.

Scar

ce sk

ills re

fer t

o st

aff s

horta

ges w

ithin

an

occ

upat

iona

l ca

tego

ry, e

.g.

radi

ogra

pher

s, du

e to

th

e d

epar

tmen

t’s

inab

ility

to re

crui

t and

re

tain

staf

f.

Crit

ical

skill

refe

r to

skills

shor

tage

s am

ongs

t exis

ting

staf

f, w

ho, d

espi

te th

eir

form

al q

ualif

icat

ions

, m

ay re

quire

top

up

train

ing

or c

ontin

uous

cl

inic

al sk

ills

deve

lopm

ent,

e.g.

a

doct

or w

ho m

ay

requ

ire b

asic

life

supp

ort t

rain

ing

as a

n id

entif

ied

gap

that

ex

ists w

ithin

his/

her

cu

rrent

com

pete

ncy

leve

l.

Trac

ks th

e nu

mbe

r of

bur

sarie

s al

loca

ted

to

stud

ents

bas

ed o

n sc

arce

and

crit

ical

sk

ills.

Bursa

ry

Info

rmat

ion

Man

agem

ent

Syst

em

Bursa

ry

cont

ract

s sig

ned

Bursa

ries

awar

ded

for

scar

ce a

nd

criti

cal s

kills

cate

gorie

s

1 A

ccur

acy

de

pend

ant o

n go

od re

cord

ke

epin

g by

the

Prov

inci

al D

oH,

nursi

ng c

olle

ges,

HEIs

and

exte

rnal

ac

cred

ited

train

ing

prov

ider

s

Inpu

t N

umbe

r A

nnua

l N

o Hi

gher

num

ber

will

lead

to a

n in

crea

se in

the

num

ber o

f sca

rce

skills

(pro

spec

tive

empl

oyee

s)an

d cr

itica

l skil

ls of

cu

rrent

em

ploy

ees t

o im

prov

e se

rvic

e de

liver

y

HRD

pro

gram

me

man

ager

Annexures


PERF

ORM

AN

CE

IND

ICA

TORS

FO

R HE

ALT

H SC

IEN

CES

AN

D T

RAIN

ING

[HST

2 &

3]

No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

SEC

TOR

SPEC

IFIC

INDI

CA

TORS

1.

N

umbe

r of b

ursa

ries

awar

ded

for f

irst

year

med

icin

e st

uden

ts

Num

ber o

f bur

sarie

s al

loca

ted

to fi

rst y

ear

med

icin

e st

uden

ts fo

r st

udy

at th

e HE

Is

Trac

ks th

e nu

mbe

r of

bur

sarie

s al

loca

ted

to fi

rst

year

stud

ents

in

med

icin

e

Bursa

ry

Info

rmat

ion

Man

agem

ent

Syst

em

Bursa

ry

cont

ract

s sig

ned

Bursa

ries

awar

ded

for f

irst

year

med

icin

e st

uden

ts

1 A

ccur

acy

de

pend

ant o

n go

od re

cord

ke

epin

g by

the

Prov

inci

al D

oH,

and

HEIs.

Inpu

t N

umbe

r A

nnua

l N

o Hi

gher

num

ber

will

lead

to a

n in

crea

se in

m

edic

al o

ffice

rs in

fu

ture

.

HRD

pro

gram

me

man

ager

2.

N

umbe

r of b

ursa

ries

awar

ded

for f

irst

year

nur

sing

stud

ents

Num

ber o

f bur

sarie

s al

loca

ted

to fi

rst y

ear

nursi

ng st

uden

ts fo

r st

udy

at th

e HE

Is (a

nd

Nur

sing

Col

lege

)

Trac

ks th

e nu

mbe

r of

bur

sarie

s al

loca

ted

to fi

rst

year

stud

ents

in

nursi

ng

Bursa

ry

Info

rmat

ion

Man

agem

ent

Syst

em

Bursa

ry

cont

ract

s sig

ned

Bursa

ries

awar

ded

for f

irst

year

nur

sing

stud

ents

1 A

ccur

acy

de

pend

ant o

n go

od re

cord

ke

epin

g by

the

Prov

inci

al D

oH,

nursi

ng c

olle

ges

and

HEIs.

Inpu

t N

umbe

r A

nnua

l N

o Hi

gher

num

ber

will

lead

to a

n in

crea

se in

the

num

ber o

f nur

ses

in fu

ture

.

HRD

pro

gram

me

man

ager

ADD

ITIO

NA

L PR

OVI

NC

IAL

INDI

CA

TORS

3.

EM

C in

take

on

accr

edite

d HP

CSA

co

urse

s

Inta

ke o

f EM

C st

aff o

n He

alth

Pro

fess

ions

C

ounc

il of S

outh

A

frica

(HPC

SA)

accr

edite

d pr

ogra

mm

es (o

ne o

f th

ese

cour

ses i

s a 2

ye

ar c

ourse

).

Trac

ks th

e nu

mbe

r of

EM

C st

aff w

ho

are

regi

ster

ed o

n HP

CSA

acc

red

ited

cour

ses.

EMC

staf

f re

gist

ratio

n lis

ts

EMC

in

form

atio

n sy

stem

Inta

ke o

f EM

C

staf

f on

accr

edite

d HP

CSA

cou

rses

1 A

ccur

acy

de

pend

ant o

n go

od re

cord

ke

epin

g by

bot

h th

e Pr

ovin

cial

D

oH a

nd E

MC

C

olle

ge.

Inpu

t C

umul

ativ

e A

nnua

l N

o Hi

gher

inta

ke

mea

ns a

n in

crea

se in

the

num

ber o

f qu

alifie

d EM

C

staf

f in

futu

re.

HRD

pro

gram

me

man

ager

4.

In

take

of h

ome

com

mun

ity b

ased

ca

rers

(HC

BCs)

Inta

ke o

f hom

e co

mm

unity

bas

ed

care

rs (H

CBC

s) o

n tra

inin

g.

Trac

ks th

e tra

inin

g of

hom

e co

mm

unity

bas

ed

care

rs (H

CBC

s) o

n th

e va

rious

NQ

F le

vels.

Hom

e co

mm

unity

ba

sed

care

rs re

gist

ratio

n lis

ts

EPW

P w

eb

base

d da

taba

se

Regi

stra

tion

of

hom

e co

mm

unity

ba

sed

care

rs

1 A

ccur

acy

de

pend

ant o

n go

od re

cord

ke

epin

g by

the

Prov

inci

al D

oH

and

train

ing

prov

ider

s.

Inpu

t C

umul

ativ

e A

nnua

l N

o Hi

gher

inta

ke

mea

ns a

n in

crea

se in

HC

BCs

with

a N

atio

nal

Dip

lom

a in

futu

re.

HRD

pro

gram

me

man

ager

5.

In

take

of d

ata

capt

urer

inte

rns

Inta

ke o

f dat

a-

capt

urer

inte

rns o

n a

12 m

onth

inte

rnsh

ip.

Trac

ks th

e nu

mbe

r of

dat

a-ca

ptur

er

inte

rns.

Signe

d in

tern

ship

ag

reem

ents

EPW

P w

eb

base

d da

taba

se

Inta

ke o

f dat

a-

capt

urer

inte

rns

1 A

ccur

acy

de

pend

ant o

n go

od re

cord

ke

epin

g by

the

Prov

inci

al D

oH.

Inpu

t C

umul

ativ

e A

nnua

l N

o Hi

gher

inta

ke

mea

ns a

n in

crea

se in

dat

a-

capt

urer

inte

rns

avai

labl

e fo

r as

simila

tion

into

po

sts a

t hea

lth

care

faci

litie

s le

adin

g to

im

prov

ed d

ata

man

agem

ent.

HRD

pro

gram

me

man

ager

Prog

ram

me

6:

Heal

th S

cien

ces

and

Trai

ning

PR

OVI

NC

IAL

STRA

TEG

IC O

BJEC

TIVES

FO

R HE

ALT

H SC

IEN

CES

AN

D T

RAIN

ING

[HST

1 &

3]

No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

PRO

VIN

CIA

L ST

RATE

GIC

OBJ

ECTIV

E IN

DIC

ATO

RS

1.1.

1 N

umbe

r of b

ursa

ries

awar

ded

for s

carc

e an

d cr

itica

l skil

ls ca

tego

ries

Bursa

ries a

war

ded

each

yea

r to

stud

ents

(p

rosp

ectiv

e em

ploy

ees)

for f

ull-

time

stud

y ba

sed

on

scar

ce sk

ills a

nd to

cu

rrent

em

ploy

ees f

or

part-

time

stud

y, b

ased

on

crit

ical

skills

.

This

incl

udes

bur

sarie

s fo

r eac

h ye

ar o

f stu

dy,

not o

nly

the

first

yea

r.

Scar

ce sk

ills re

fer t

o st

aff s

horta

ges w

ithin

an

occ

upat

iona

l ca

tego

ry, e

.g.

radi

ogra

pher

s, du

e to

th

e d

epar

tmen

t’s

inab

ility

to re

crui

t and

re

tain

staf

f.

Crit

ical

skill

refe

r to

skills

shor

tage

s am

ongs

t exis

ting

staf

f, w

ho, d

espi

te th

eir

form

al q

ualif

icat

ions

, m

ay re

quire

top

up

train

ing

or c

ontin

uous

cl

inic

al sk

ills

deve

lopm

ent,

e.g.

a

doct

or w

ho m

ay

requ

ire b

asic

life

supp

ort t

rain

ing

as a

n id

entif

ied

gap

that

ex

ists w

ithin

his/

her

cu

rrent

com

pete

ncy

leve

l.

Trac

ks th

e nu

mbe

r of

bur

sarie

s al

loca

ted

to

stud

ents

bas

ed o

n sc

arce

and

crit

ical

sk

ills.

Bursa

ry

Info

rmat

ion

Man

agem

ent

Syst

em

Bursa

ry

cont

ract

s sig

ned

Bursa

ries

awar

ded

for

scar

ce a

nd

criti

cal s

kills

cate

gorie

s

1 A

ccur

acy

de

pend

ant o

n go

od re

cord

ke

epin

g by

the

Prov

inci

al D

oH,

nursi

ng c

olle

ges,

HEIs

and

exte

rnal

ac

cred

ited

train

ing

prov

ider

s

Inpu

t N

umbe

r A

nnua

l N

o Hi

gher

num

ber

will

lead

to a

n in

crea

se in

the

num

ber o

f sca

rce

skills

(pro

spec

tive

empl

oyee

s)an

d cr

itica

l skil

ls of

cu

rrent

em

ploy

ees t

o im

prov

e se

rvic

e de

liver

y

HRD

pro

gram

me

man

ager




No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

6.

In

take

of l

earn

er

basic

/ po

st b

asic

ph

arm

acist

as

sista

nts

Inta

ke o

f lea

rner

ph

arm

acist

's as

sista

nts

in tr

ain

ing

at b

asic

an

d po

st b

asic

leve

l. (L

earn

er p

harm

acist

as

sista

nts b

asic

for 1

2 m

onth

s and

pos

t ba

sic fo

r 12

mon

ths.)

Trac

ks th

e tra

inin

g of

pha

rmac

ist's

assis

tant

s at a

bas

ic

and

post

bas

ic

leve

l.

Signe

d le

arne

rship

ag

reem

ents

EPW

P w

eb

base

d da

taba

se

Inta

ke o

f ph

arm

acist

as

sista

nts

1 A

ccur

acy

de

pend

ant o

n go

od re

cord

ke

epin

g by

the

Prov

inci

al D

oH

and

train

ing

prov

ider

s.

Inpu

t C

umul

ativ

e A

nnua

l N

o Hi

gher

inta

ke

mea

ns a

n in

crea

se in

ph

arm

acist

’s

assis

tant

s av

aila

ble

to

addr

ess s

carc

e sk

ills.

HRD

pro

gram

me

man

ager

7.

In

take

of a

ssist

ant t

o ar

tisan

(ATA

) int

erns

In

take

of A

ssist

ant t

o A

rtisa

n (A

TAs)

inte

rns

on a

12

mon

th

inte

rnsh

ip.

Trac

ks th

e nu

mbe

r of

ATA

inte

rns.

Signe

d le

arne

rship

ag

reem

ents

EPW

P w

eb

base

d da

taba

se:

Mun

icip

al

Info

rmat

ion

Syst

em fo

r In

frast

ruct

ure

(MIS

)

Inta

ke o

f ass

istan

t to

arti

san

(ATA

) in

tern

s

1 A

ccur

acy

de

pend

ant o

n go

od re

cord

ke

epin

g by

the

Prov

inci

al D

oH.

Inpu

t C

umul

ativ

e A

nnua

l N

o Hi

gher

inta

ke

mea

ns a

n in

crea

se A

TAs

avai

labl

e to

ad

dres

s m

aint

enan

ce

need

s of h

ealth

ca

re fa

cilit

ies.

HRD

pro

gram

me

man

ager

8.

In

take

of H

R an

d fin

ance

inte

rns

Inta

ke o

f hum

an

reso

urce

(HR)

and

fin

ance

inte

rns o

n a

12

mon

th in

tern

ship

.

Trac

ks th

e nu

mbe

r of

HR

and

finan

ce

inte

rns.

Signe

d in

tern

ship

ag

reem

ents

EPW

P w

eb

base

d da

taba

se

Inta

ke o

f HR

and

finan

ce in

tern

s 1

Acc

ura

cy

depe

ndan

t on

good

reco

rd

keep

ing

by th

e Pr

ovin

cial

DoH

.

Inpu

t C

umul

ativ

e A

nnua

l N

o Hi

gher

inta

ke

mea

ns a

n in

crea

se in

HR

and

finan

ce

inte

rns t

o ad

dres

s sc

arce

skills

.

HRD

pro

gram

me

man

ager

9.

In

take

of

emer

genc

y m

edic

al c

are

(EM

C) a

ssist

ant

inte

rns

Inta

ke o

f Em

erge

ncy

Med

ical

Car

e (E

MC

) A

ssist

ant i

nter

ns o

n a

12 m

onth

inte

rnsh

ip.

Trac

ks th

e nu

mbe

r of

Em

erge

ncy

Med

ical

Car

e (E

MC

) Ass

istan

t in

tern

s

Signe

d in

tern

ship

ag

reem

ents

EPW

P w

eb

base

d da

taba

se

Inta

ke o

f em

erge

ncy

med

ical

car

e as

sista

nts

1 A

ccur

acy

de

pend

ant o

n go

od re

cord

ke

epin

g by

the

Prov

inci

al D

oH.

Inpu

t C

umul

ativ

e A

nnua

l N

o Hi

gher

inta

ke

mea

ns a

n in

crea

se in

em

erge

ncy

med

ical

car

e (E

MC

) ass

istan

t in

tern

s to

addr

ess

scar

ce sk

ills.

HRD

pro

gram

me

man

ager

10.

In

take

of f

oren

sic

path

olog

y se

rvic

es

(FPS

) ass

istan

t in

tern

s

Inta

ke o

f For

ensic

Pa

thol

ogy

Serv

ices

(F

PS) A

ssist

ant

inte

rnso

n a

12 m

onth

in

tern

ship

.

Trac

ks th

e nu

mbe

r of

For

ensic

Pa

thol

ogy

Serv

ices

(F

PS) A

ssist

ant

inte

rns.

Signe

d in

tern

ship

ag

reem

ents

EPW

P w

eb

base

d da

taba

se

Inta

ke o

f for

ensic

pa

thol

ogy

serv

ice

assis

tant

s

1 A

ccur

acy

de

pend

ant o

n go

od re

cord

ke

epin

g by

the

Prov

inci

al D

oH.

Inpu

t C

umul

ativ

e A

nnua

l N

o Hi

gher

inta

ke

mea

ns a

n in

crea

se in

fo

rens

ic

path

olog

y se

rvic

es (F

PS)

assis

tant

inte

rns t

o ad

dres

s sca

rce

skills

.

HRD

pro

gram

me

man

ager

Annexures


Prog

ram

me

7:

Heal

th C

are

Supp

ort S

ervi

ces

PRO

VIN

CIA

L ST

RATE

GIC

OBJ

ECTIV

ES F

OR

LAUN

DRY

SER

VIC

ES [H

CSS

1 &

3]

No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

PRO

VIN

CIA

L ST

RATE

GIC

OBJ

ECTIV

E IN

DIC

ATO

RS

1.1.

1 A

vera

ge c

ost p

er

item

laun

dere

d in

-ho

use

The

aver

age

cost

per

lin

en it

em p

roce

ssed

or

laun

dere

d in

-hou

se

at T

yger

berg

and

Le

nteg

eur R

egio

nal

Laun

drie

s. T

he in

-ho

use

laun

dry

cost

s in

clud

e th

e co

st fo

r el

ectri

city

, wat

er,

coal

, fue

l, an

d sa

larie

s an

d w

ages

. The

ex

pend

iture

on

cap

ital f

or b

uild

ings

an

d eq

uipm

ent i

s ex

clud

ed.

Mon

itor t

he c

ost p

er

item

laun

dere

d to

en

sure

that

in-h

ouse

la

undr

y se

rvic

es a

re

cost

effe

ctiv

e.

Num

erat

or:

Finan

cial

re

cord

s

Num

erat

or:

BAS

Num

erat

or:

Expe

nditu

re o

n in

-hou

se

laun

drie

s ex

clud

ing

cap

ital

1 A

ccur

acy

de

pend

ent o

n th

e re

liab

ility

of

finan

cial

dat

a an

d ot

her

reco

rds k

ept b

y in

-hou

se

laun

drie

s.

Effic

ienc

y Ra

te

expr

esse

d in

Ra

nd

Qua

rterly

N

o Lo

wer

cos

t in

dic

ates

effi

cien

t us

e of

fina

ncia

l re

sour

ces.

Laun

dry

Man

ager

(D

irect

orat

e:

Engi

neer

ing

and

Tech

nica

l Su

ppor

t)

Den

omin

ator

:

Laun

dry

linen

co

unt

Den

omin

ator

:

Laun

dry

retu

rns.x

ls

Den

omin

ator

:

Item

s lau

nder

ed

in-h

ouse

PERF

ORM

AN

CE

IND

ICA

TORS

FO

R LA

UND

RY S

ERVI

CES

[HC

SS 2

& 3

]

No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

ADD

ITIO

NA

L PR

OVI

NC

IAL

INDI

CA

TORS

1.

Ave

rage

cos

t per

ite

m la

unde

red

outs

ourc

ed

The

aver

age

cost

per

lin

en it

em p

roce

ssed

or

laun

dere

d by

ou

tsou

rced

laun

drie

s.

The

outs

ourc

ed

laun

dry

cost

s inc

lude

th

e co

st o

f cap

ital,

prof

it an

d V

AT

(all

of

whi

ch a

re n

ot

incl

uded

in th

e in

-ho

use

cost

).

Mon

itor t

he c

ost p

er

item

laun

dere

d to

en

sure

that

ou

tsou

rced

laun

dry

serv

ices

are

cos

t ef

fect

ive.

Num

erat

or:

Finan

cial

re

cord

s

Num

erat

or:

BAS

Num

erat

or:

Expe

nditu

re o

n ou

tsou

rced

la

undr

y se

rvic

es

1 A

ccur

acy

de

pend

ent o

n th

e re

liab

ility

of

finan

cial

dat

a.

Acc

ura

cy

depe

nden

t on

the

subm

issio

n of

in

form

atio

n an

d th

e re

liab

ility

of

reco

rds k

ept a

t pr

ivat

e la

undr

ies.

Effic

ienc

y Ra

te

expr

esse

d in

Ra

nd

Qua

rterly

N

o Lo

wer

cos

t in

dic

ates

effi

cien

t us

e of

fina

ncia

l re

sour

ces.

Laun

dry

Man

ager

(D

irect

orat

e:

Engi

neer

ing

and

Tech

nica

l Su

ppor

t)

D

enom

inat

or:

Priv

ate

cont

ract

or

acco

unts

Den

omin

ator

:

Priv

ate

laun

dry

retu

rns.x

ls

Den

omin

ator

:

Item

s lau

nder

ed

outs

ourc

ed

No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

6.

In

take

of l

earn

er

basic

/ po

st b

asic

ph

arm

acist

as

sista

nts

Inta

ke o

f lea

rner

ph

arm

acist

's as

sista

nts

in tr

ain

ing

at b

asic

an

d po

st b

asic

leve

l. (L

earn

er p

harm

acist

as

sista

nts b

asic

for 1

2 m

onth

s and

pos

t ba

sic fo

r 12

mon

ths.)

Trac

ks th

e tra

inin

g of

pha

rmac

ist's

assis

tant

s at a

bas

ic

and

post

bas

ic

leve

l.

Signe

d le

arne

rship

ag

reem

ents

EPW

P w

eb

base

d da

taba

se

Inta

ke o

f ph

arm

acist

as

sista

nts

1 A

ccur

acy

de

pend

ant o

n go

od re

cord

ke

epin

g by

the

Prov

inci

al D

oH

and

train

ing

prov

ider

s.

Inpu

t C

umul

ativ

e A

nnua

l N

o Hi

gher

inta

ke

mea

ns a

n in

crea

se in

ph

arm

acist

’s

assis

tant

s av

aila

ble

to

addr

ess s

carc

e sk

ills.

HRD

pro

gram

me

man

ager

7.

In

take

of a

ssist

ant t

o ar

tisan

(ATA

) int

erns

In

take

of A

ssist

ant t

o A

rtisa

n (A

TAs)

inte

rns

on a

12

mon

th

inte

rnsh

ip.

Trac

ks th

e nu

mbe

r of

ATA

inte

rns.

Signe

d le

arne

rship

ag

reem

ents

EPW

P w

eb

base

d da

taba

se:

Mun

icip

al

Info

rmat

ion

Syst

em fo

r In

frast

ruct

ure

(MIS

)

Inta

ke o

f ass

istan

t to

arti

san

(ATA

) in

tern

s

1 A

ccur

acy

de

pend

ant o

n go

od re

cord

ke

epin

g by

the

Prov

inci

al D

oH.

Inpu

t C

umul

ativ

e A

nnua

l N

o Hi

gher

inta

ke

mea

ns a

n in

crea

se A

TAs

avai

labl

e to

ad

dres

s m

aint

enan

ce

need

s of h

ealth

ca

re fa

cilit

ies.

HRD

pro

gram

me

man

ager

8.

In

take

of H

R an

d fin

ance

inte

rns

Inta

ke o

f hum

an

reso

urce

(HR)

and

fin

ance

inte

rns o

n a

12

mon

th in

tern

ship

.

Trac

ks th

e nu

mbe

r of

HR

and

finan

ce

inte

rns.

Signe

d in

tern

ship

ag

reem

ents

EPW

P w

eb

base

d da

taba

se

Inta

ke o

f HR

and

finan

ce in

tern

s 1

Acc

ura

cy

depe

ndan

t on

good

reco

rd

keep

ing

by th

e Pr

ovin

cial

DoH

.

Inpu

t C

umul

ativ

e A

nnua

l N

o Hi

gher

inta

ke

mea

ns a

n in

crea

se in

HR

and

finan

ce

inte

rns t

o ad

dres

s sc

arce

skills

.

HRD

pro

gram

me

man

ager

9.

In

take

of

emer

genc

y m

edic

al c

are

(EM

C) a

ssist

ant

inte

rns

Inta

ke o

f Em

erge

ncy

Med

ical

Car

e (E

MC

) A

ssist

ant i

nter

ns o

n a

12 m

onth

inte

rnsh

ip.

Trac

ks th

e nu

mbe

r of

Em

erge

ncy

Med

ical

Car

e (E

MC

) Ass

istan

t in

tern

s

Signe

d in

tern

ship

ag

reem

ents

EPW

P w

eb

base

d da

taba

se

Inta

ke o

f em

erge

ncy

med

ical

car

e as

sista

nts

1 A

ccur

acy

de

pend

ant o

n go

od re

cord

ke

epin

g by

the

Prov

inci

al D

oH.

Inpu

t C

umul

ativ

e A

nnua

l N

o Hi

gher

inta

ke

mea

ns a

n in

crea

se in

em

erge

ncy

med

ical

car

e (E

MC

) ass

istan

t in

tern

s to

addr

ess

scar

ce sk

ills.

HRD

pro

gram

me

man

ager

10.

In

take

of f

oren

sic

path

olog

y se

rvic

es

(FPS

) ass

istan

t in

tern

s

Inta

ke o

f For

ensic

Pa

thol

ogy

Serv

ices

(F

PS) A

ssist

ant

inte

rnso

n a

12 m

onth

in

tern

ship

.

Trac

ks th

e nu

mbe

r of

For

ensic

Pa

thol

ogy

Serv

ices

(F

PS) A

ssist

ant

inte

rns.

Signe

d in

tern

ship

ag

reem

ents

EPW

P w

eb

base

d da

taba

se

Inta

ke o

f for

ensic

pa

thol

ogy

serv

ice

assis

tant

s

1 A

ccur

acy

de

pend

ant o

n go

od re

cord

ke

epin

g by

the

Prov

inci

al D

oH.

Inpu

t C

umul

ativ

e A

nnua

l N

o Hi

gher

inta

ke

mea

ns a

n in

crea

se in

fo

rens

ic

path

olog

y se

rvic

es (F

PS)

assis

tant

inte

rns t

o ad

dres

s sca

rce

skills

.

HRD

pro

gram

me

man

ager




PRO

VIN

CIA

L ST

RATE

GIC

OBJ

ECTIV

ES F

OR

ENG

INEE

RIN

G S

ERVI

CES

[HC

SS 1

& 3

]

No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

PRO

VIN

CIA

L ST

RATE

GIC

OBJ

ECTIV

E IN

DIC

ATO

RS

1.1.

1 Pe

rcen

tage

re

duct

ion

in e

nerg

y co

nsum

ptio

n at

pr

ovin

cial

hos

pita

ls (c

ompa

red

to

2014

/15

base

line)

With

resp

ect t

o th

e 20

20 C

limat

e C

hang

e C

halle

nge,

WC

GH

has

com

mitt

ed to

redu

ce

its c

arbo

n fo

otpr

int

from

ene

rgy

cons

umpt

ion

at

curre

nt p

rovi

ncia

l ho

spita

ls by

10%

by

2018

/19.

Thi

s red

uctio

n w

ill be

cal

cula

ted

utilis

ing

the

2014

/15

benc

hmar

k as

poi

nt o

f de

partu

re.

To m

onito

r ene

rgy

cons

umpt

ion

and

the

syst

emat

ic

annu

al re

duct

ion

of

ener

gy

cons

umpt

ion

in

orde

r to

reac

h th

e ta

rget

s set

in th

e 20

20 C

limat

e C

hang

e C

halle

nge

for c

arbo

n fo

otpr

int

redu

ctio

n by

10%

.

Num

erat

or:

Utilit

y bi

lls –

as

soon

as s

mar

t m

eter

ing

in

plac

e, sm

art

met

er

read

ings

Num

erat

or:

Hosp

ital

Infra

stru

ctur

e Ef

ficie

ncy.

xls

Num

erat

or:

Base

line

(201

4/15

kw

h/ye

ar)

ener

gy

utilis

atio

n fo

r all

prov

inci

al

hosp

itals

min

us

utilis

atio

n fo

r all

prov

inci

al

hosp

itals

for

curre

nt fi

nanc

ial

year

100

Initi

ally

de

pend

ent o

n ac

cura

cy o

f el

ectri

city

ac

coun

ts a

nd

avai

labi

lity

of

data

. As s

oon

as

smar

t met

erin

g in

pl

ace,

acc

ura

cy

will

be

depe

nden

t on

relia

bilit

y of

sy

stem

and

the

timeo

us

colle

ctio

n an

d ca

ptur

ing

of

smar

t met

er

read

ings

.

Out

put

Perc

enta

ge

Ann

ual

Yes

High

er p

erce

ntag

e in

dic

ates

a b

igge

r re

duct

ion

in e

nerg

y us

age,

resu

lting

in

redu

ced

carb

on

foot

prin

t

Dire

ctor

: En

gine

erin

g an

d Te

chni

cal

Supp

ort

Den

omin

ator

:

2014

/15

(kw

h/ye

ar)

utilit

y co

nsum

ptio

n ba

selin

e

Den

omin

ator

:

Hosp

ital

Infra

stru

ctur

e Ef

ficie

ncy.

xls

Den

omin

ator

:

Base

line

(201

4/15

kw

h/ye

ar)

ener

gy

utilis

atio

n fo

r all

prov

inci

al

hosp

itals

PERF

ORM

AN

CE

IND

ICA

TORS

FO

R EN

GIN

EERI

NG

SER

VIC

ES [H

CSS

2 &

3]

No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

ADD

ITIO

NA

L PR

OVI

NC

IAL

INDI

CA

TORS

1.

Th

resh

old

(pro

vinc

ial

benc

hmar

k)

achi

eved

for

clin

ical

eng

inee

ring

Clin

ical

en

gine

erin

g m

aint

enan

ce

job

card

da

taba

se

Clin

ical

en

gine

erin

g m

aint

enan

ce

job

card

da

taba

se

Ass

ess

perfo

rman

ce

agai

nst

prov

inci

al

benc

hmar

k

Yes /

No

Inpu

t C

ompl

ianc

e Q

uarte

rly

Yes

Thre

shol

d ac

hiev

ed.

Dire

ctor

: Hea

lth

Tech

nolo

gy

Annexures


No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

mai

nten

ance

jobs

co

mpl

eted

Th

resh

old,

det

erm

ined

by

bas

elin

e d

ata

of

prev

ious

fina

ncia

l ye

ars (

trend

s) fo

r cl

inic

al e

ngin

eerin

g m

aint

enan

ce jo

bs

com

plet

ed (j

ob c

ard

s cl

osed

exp

ress

ed a

s pe

rcen

tage

of j

ob

card

s ope

ned)

, ac

hiev

ed.

To e

nsur

e ac

hiev

emen

t of

prov

inci

al

benc

hmar

k to

pr

omot

e sa

fety

in

term

s of m

edic

al

equi

pmen

t at

heal

th fa

cilit

ies a

nd

to m

onito

r pro

gres

s on

clin

ical

en

gine

erin

g m

aint

enan

ce d

one

by th

e D

epar

tmen

t.

D

epen

dent

on

the

accu

rate

, co

mpl

ete

and

timeo

us

notif

icat

ion

/ su

bmiss

ion

of

requ

isitio

n fo

rm(s

) by

faci

litie

s and

th

e re

liab

ility

of

reco

rd k

eepi

ng

at e

ngin

eerin

g w

orks

hops

and

ac

cura

te

capt

urin

g an

d pr

oces

sing

of jo

b ca

rds i

ssue

d /

com

plet

ed.

PRO

VIN

CIA

L ST

RATE

GIC

OBJ

ECTIV

ES F

OR

ENG

INEE

RIN

G S

ERVI

CES

[HC

SS 1

& 3

]

No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

PRO

VIN

CIA

L ST

RATE

GIC

OBJ

ECTIV

E IN

DIC

ATO

RS

1.1.

1 Pe

rcen

tage

re

duct

ion

in e

nerg

y co

nsum

ptio

n at

pr

ovin

cial

hos

pita

ls (c

ompa

red

to

2014

/15

base

line)

With

resp

ect t

o th

e 20

20 C

limat

e C

hang

e C

halle

nge,

WC

GH

has

com

mitt

ed to

redu

ce

its c

arbo

n fo

otpr

int

from

ene

rgy

cons

umpt

ion

at

curre

nt p

rovi

ncia

l ho

spita

ls by

10%

by

2018

/19.

Thi

s red

uctio

n w

ill be

cal

cula

ted

utilis

ing

the

2014

/15

benc

hmar

k as

poi

nt o

f de

partu

re.

To m

onito

r ene

rgy

cons

umpt

ion

and

the

syst

emat

ic

annu

al re

duct

ion

of

ener

gy

cons

umpt

ion

in

orde

r to

reac

h th

e ta

rget

s set

in th

e 20

20 C

limat

e C

hang

e C

halle

nge

for c

arbo

n fo

otpr

int

redu

ctio

n by

10%

.

Num

erat

or:

Utilit

y bi

lls –

as

soon

as s

mar

t m

eter

ing

in

plac

e, sm

art

met

er

read

ings

Num

erat

or:

Hosp

ital

Infra

stru

ctur

e Ef

ficie

ncy.

xls

Num

erat

or:

Base

line

(201

4/15

kw

h/ye

ar)

ener

gy

utilis

atio

n fo

r all

prov

inci

al

hosp

itals

min

us

utilis

atio

n fo

r all

prov

inci

al

hosp

itals

for

curre

nt fi

nanc

ial

year

100

Initi

ally

de

pend

ent o

n ac

cura

cy o

f el

ectri

city

ac

coun

ts a

nd

avai

labi

lity

of

data

. As s

oon

as

smar

t met

erin

g in

pl

ace,

acc

ura

cy

will

be

depe

nden

t on

relia

bilit

y of

sy

stem

and

the

timeo

us

colle

ctio

n an

d ca

ptur

ing

of

smar

t met

er

read

ings

.

Out

put

Perc

enta

ge

Ann

ual

Yes

High

er p

erce

ntag

e in

dic

ates

a b

igge

r re

duct

ion

in e

nerg

y us

age,

resu

lting

in

redu

ced

carb

on

foot

prin

t

Dire

ctor

: En

gine

erin

g an

d Te

chni

cal

Supp

ort

Den

omin

ator

:

2014

/15

(kw

h/ye

ar)

utilit

y co

nsum

ptio

n ba

selin

e

Den

omin

ator

:

Hosp

ital

Infra

stru

ctur

e Ef

ficie

ncy.

xls

Den

omin

ator

:

Base

line

(201

4/15

kw

h/ye

ar)

ener

gy

utilis

atio

n fo

r all

prov

inci

al

hosp

itals

PERF

ORM

AN

CE

IND

ICA

TORS

FO

R EN

GIN

EERI

NG

SER

VIC

ES [H

CSS

2 &

3]

No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

ADD

ITIO

NA

L PR

OVI

NC

IAL

INDI

CA

TORS

1.

Th

resh

old

(pro

vinc

ial

benc

hmar

k)

achi

eved

for

clin

ical

eng

inee

ring

Clin

ical

en

gine

erin

g m

aint

enan

ce

job

card

da

taba

se

Clin

ical

en

gine

erin

g m

aint

enan

ce

job

card

da

taba

se

Ass

ess

perfo

rman

ce

agai

nst

prov

inci

al

benc

hmar

k

Yes /

No

Inpu

t C

ompl

ianc

e Q

uarte

rly

Yes

Thre

shol

d ac

hiev

ed.

Dire

ctor

: Hea

lth

Tech

nolo

gy




No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

2.

Thr

esho

ld

(pro

vinc

ial

benc

hmar

k)

achi

eved

for

engi

neer

ing

mai

nten

ance

jobs

co

mpl

eted

Thre

shol

d, d

eter

min

ed

by b

asel

ine

dat

a of

pr

evio

us fi

nanc

ial

year

s (tre

nds)

for

engi

neer

ing

mai

nten

ance

jobs

co

mpl

eted

(job

car

ds

clos

ed e

xpre

ssed

as

perc

enta

ge o

f job

ca

rds o

pene

d),

achi

eved

.

To e

nsur

e ac

hiev

emen

t of

prov

inci

al

benc

hmar

k to

pr

omot

e sa

fety

in

term

s of b

uild

ing

and

engi

neer

ing

equi

pmen

t at

heal

th fa

cilit

ies a

nd

to m

onito

r pro

gres

s on

mai

nten

ance

do

ne b

y th

e D

epar

tmen

t.

Engi

neer

ing

mai

nten

ance

jo

b ca

rd

data

base

Engi

neer

ing

mai

nten

ance

jo

b ca

rd

data

base

Ass

ess

perfo

rman

ce

agai

nst

prov

inci

al

benc

hmar

k

Yes /

No

Dep

ende

nt o

n th

e ac

cura

te,

com

plet

e an

d tim

eous

no

tific

atio

n /

subm

issio

n of

re

quisi

tion

form

(s)

by fa

cilit

ies a

nd

the

relia

bilit

y of

re

cord

kee

ping

at

eng

inee

ring

wor

ksho

ps a

nd

accu

rate

ca

ptur

ing

and

proc

essin

g of

job

card

s iss

ued

/ co

mpl

eted

.

Inpu

t C

ompl

ianc

e Q

uarte

rly

Yes

Thre

shol

d ac

hiev

ed.

Dire

ctor

: En

gine

erin

g an

d Te

chni

cal

Supp

ort

Annexures


No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

3.

Per

cent

age

of

sele

cted

hos

pita

ls ac

hiev

ing

the

prov

inci

al

benc

hmar

k fo

r m

axim

um w

ater

ut

ilisat

ion

Incr

ease

the

perc

enta

ge o

f se

lect

ed h

ospi

tals

cons

umin

g le

ss w

ater

pe

r hos

pita

l bed

per

da

y th

an th

e pr

ovin

cial

ben

chm

ark.

W

ater

con

sum

ptio

n is

mea

sure

d in

litre

s of

wat

er/b

ed/d

ay. T

he

prov

inci

al b

ench

mar

k w

as d

efin

ed p

er ty

pe

of h

ospi

tal,

e.g.

:

D

istric

t = 4

40

litre

s/be

d/d

ay

Re

gion

al =

600

lit

res/

bed/

day

TB =

600

lit

res/

bed/

day

Psyc

hiat

ric =

600

lit

res/

bed/

day

Cen

tral =

1 00

0 lit

res/

bed/

day

Terti

ary

= 60

0 lit

res/

bed/

day

N

ote:

Cur

rent

ly, n

ot a

ll ho

spita

ls fo

rm p

art o

f th

e as

sess

men

t – o

nly

sele

cted

hos

pita

ls.

To m

onito

r the

w

ater

con

sum

ptio

n pe

r hos

pita

l bed

pe

r day

aga

inst

the

prov

inci

al

benc

hmar

k.

Num

erat

or:

Utilit

ies b

ills

Den

omin

ator

:

List o

f sel

ecte

d ho

spita

ls

Num

erat

or:

Utilit

ies

cons

umpt

ion

spre

ad sh

eet

Den

omin

ator

:

Utilit

ies

cons

umpt

ion

spre

ad sh

eet

Num

erat

or:

Sele

cted

ho

spita

ls ac

hiev

ing

the

prov

inci

al

benc

hmar

k fo

r av

erag

e w

ater

co

nsum

ptio

n pe

r hos

pita

l bed

pe

r day

Den

omin

ator

:

Hosp

itals

sele

cted

to

mon

itor

aver

age

wat

er

cons

umpt

ion

per h

ospi

tal b

ed

per d

ay

100

Acc

ura

cy

depe

ndan

t on

the

relia

bilit

y of

m

eter

read

ings

an

d av

aila

bilit

y of

dat

a.

Estim

atio

ns w

ill be

us

ed w

here

dat

a is

not a

vaila

ble

(a

s is c

omm

on

prac

tice

with

m

unic

ipal

ities

’ m

eter

ing

syst

ems)

.

Inpu

t Pe

rcen

tage

A

nnua

l Ye

s Hi

gher

per

cent

age

ind

icat

es th

at m

ore

hosp

itals

are

utilis

ing

less

wat

er (i

.e. l

itres

of

wat

er/b

ed/d

ay)

than

the

prov

inci

al

benc

hmar

k.

Dire

ctor

: En

gine

erin

g an

d Te

chni

cal

Supp

ort

No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

2.

Thr

esho

ld

(pro

vinc

ial

benc

hmar

k)

achi

eved

for

engi

neer

ing

mai

nten

ance

jobs

co

mpl

eted

Thre

shol

d, d

eter

min

ed

by b

asel

ine

dat

a of

pr

evio

us fi

nanc

ial

year

s (tre

nds)

for

engi

neer

ing

mai

nten

ance

jobs

co

mpl

eted

(job

car

ds

clos

ed e

xpre

ssed

as

perc

enta

ge o

f job

ca

rds o

pene

d),

achi

eved

.

To e

nsur

e ac

hiev

emen

t of

prov

inci

al

benc

hmar

k to

pr

omot

e sa

fety

in

term

s of b

uild

ing

and

engi

neer

ing

equi

pmen

t at

heal

th fa

cilit

ies a

nd

to m

onito

r pro

gres

s on

mai

nten

ance

do

ne b

y th

e D

epar

tmen

t.

Engi

neer

ing

mai

nten

ance

jo

b ca

rd

data

base

Engi

neer

ing

mai

nten

ance

jo

b ca

rd

data

base

Ass

ess

perfo

rman

ce

agai

nst

prov

inci

al

benc

hmar

k

Yes /

No

Dep

ende

nt o

n th

e ac

cura

te,

com

plet

e an

d tim

eous

no

tific

atio

n /

subm

issio

n of

re

quisi

tion

form

(s)

by fa

cilit

ies a

nd

the

relia

bilit

y of

re

cord

kee

ping

at

eng

inee

ring

wor

ksho

ps a

nd

accu

rate

ca

ptur

ing

and

proc

essin

g of

job

card

s iss

ued

/ co

mpl

eted

.

Inpu

t C

ompl

ianc

e Q

uarte

rly

Yes

Thre

shol

d ac

hiev

ed.

Dire

ctor

: En

gine

erin

g an

d Te

chni

cal

Supp

ort




PRO

VIN

CIA

L ST

RATE

GIC

OBJ

ECTIV

ES F

OR

FORE

NSI

C P

ATH

OLO

GY

SERV

ICES

[HC

SS 1

& 3

]

No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

PRO

VIN

CIA

L ST

RATE

GIC

OBJ

ECTIV

E IN

DIC

ATO

RS

1.1.

1 N

umbe

r of C

hild

D

eath

Rev

iew

Bo

ards

Est

ablis

hed

The

tota

l num

ber o

f C

hild

Dea

th R

evie

w

Boar

ds E

stab

lishe

d in

th

e W

este

rn C

ape

To e

mbe

d go

od

gove

rnan

ce a

nd

valu

es d

riven

le

ader

ship

pra

ctic

e th

roug

h C

linic

al

Gov

erna

nce

and

Lead

ersh

ip

Chi

ld D

eath

Re

view

Boa

rd

Min

utes

Chi

ld D

eath

Re

view

Boa

rd

Min

utes

Num

ber o

f Chi

ld

Dea

th R

evie

w

Boar

ds

Esta

blish

ed

1 Th

e in

form

atio

n w

ith re

gard

s to

the

num

ber o

f Po

st-M

orte

ms

perfo

rmed

to b

e co

llate

d w

ithin

a

regi

ster

. The

re

gist

er w

ill be

ar

chiv

ed o

n th

e En

terp

rise

Con

tent

M

anag

emen

t (E

CM

) Sys

tem

. A

ny is

sues

af

fect

ing

acce

ss

to th

e EC

M

syst

em o

r los

s of

data

con

tain

ed

ther

ein

will

effe

ct

the

abilit

y to

re

port

on th

e in

dic

ator

.

Qua

lity

Cou

nt

Ann

ual

Yes

Met

ro (2

)

Rura

l (3)

FPS

prog

ram

me

man

ager

PERF

ORM

AN

CE

IND

ICA

TORS

FO

R FO

REN

SIC

PA

THO

LOG

Y SE

RVIC

ES [H

CSS

2 &

3]

No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

ADD

ITIO

NA

L PR

OVI

NC

IAL

INDI

CA

TORS

1.

Num

ber o

f Pos

t-M

orte

m

Exam

inat

ions

per

Fu

ll Tim

e Eq

uiva

lent

(P

atho

logi

st)

The

num

ber o

f pos

t-m

orte

m e

xam

inat

ions

pe

rform

ed o

ver t

he

num

ber o

f Ful

l Tim

e Eq

uiva

lent

Med

ical

Pe

rsonn

el

Prom

otin

g He

alth

an

d W

elln

ess,

ind

icat

ing

acce

ss to

th

e Fo

rens

ic

Path

olog

y Se

rvic

e se

rvic

es

Num

erat

or:

Num

ber o

f Po

st-M

orte

m

Exam

inat

ion

Perfo

rmed

Num

erat

or:

Path

olog

ist

Dat

abas

e

Num

erat

or:

Num

ber o

f Pos

t-M

orte

m

Exam

inat

ions

pe

rform

ed in

Q

uarte

r

1 Th

e nu

mbe

r of

med

ical

pe

rsonn

el

empl

oyed

with

in

the

Fore

nsic

Pa

thol

ogy

Serv

ice

will

impa

ct th

e pe

rform

ance

ag

ains

t the

ta

rget

as

ind

icat

ed.

The

targ

et

ind

icat

ed is

ba

sed

on th

e

Qua

lity

Ratio

Q

uarte

rly

Yes

350

Post

-mor

tem

ex

amin

atio

ns p

er

Full-

time

equi

vale

nt

Path

olog

ist p

er

annu

m

Fore

nsic

Pa

thol

ogy

Serv

ices

(FPS

) pr

ogra

mm

e m

anag

er

Den

omin

ator

:

Full-

Time

Equi

vale

nt

(Med

ical

Pe

rsonn

el)

Den

omin

ator

:

PERS

AL

Den

omin

ator

:

Num

ber o

f Ful

l-Tim

e Eq

uiva

lent

(M

edic

al

Perso

nnel

)

Annexures


No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

N

AM

E st

anda

rd,

whi

ch is

an

inte

rnat

iona

l st

anda

rd. T

he

NA

ME

stan

dard

is

250

per F

TE, w

hilst

th

e ta

rget

has

be

en in

dica

ted

as 3

50 p

er F

TE.

The

info

rmat

ion

with

rega

rds t

o th

e nu

mbe

r of

Post

-Mor

tem

s pe

rform

ed to

be

colla

ted

with

in a

re

gist

er. T

he

regi

ster

will

be

arch

ived

on

the

Ente

rpris

e C

onte

nt

Man

agem

ent

(EC

M) S

yste

m.

Any

issu

es

affe

ctin

g ac

cess

to

the

ECM

sy

stem

or l

oss o

f da

ta c

onta

ined

th

erei

n w

ill ef

fect

th

e ab

ility

to

repo

rt on

the

ind

icat

or.

2.

Toxic

olog

y se

rvic

e co

mm

issio

ned

A

toxic

olog

y se

rvic

e ha

s bee

n co

mm

issio

ned

in th

e W

este

rn C

ape

as c

an

be se

en b

y th

e fa

ct

that

toxic

olog

y sa

mpl

es a

re b

eing

pr

oces

sed

and

repo

rted

on b

y th

e O

bser

vato

ry F

oren

sic

Path

olog

y C

entre

(O

FPC

).

Impr

ovem

ent i

n tu

rnar

ound

tim

e of

to

xicol

ogy

proc

essin

g w

hich

w

ill im

prov

e th

e tu

rnar

ound

tim

e fo

r th

e fin

alisa

tion

and

rele

ase

of p

ost-

mor

tem

find

ings

.

FPS

syst

em

FPS

syst

em

Toxic

olog

y sa

mpl

es h

ave

been

pro

cess

ed

Yes /

No

Acc

ura

cy

depe

ndan

t on

the

relia

bilit

y of

da

ta o

n th

e FP

S sy

stem

.

Inpu

t C

ompl

ianc

e A

nnua

lly

No

A to

xicol

ogy

serv

ice

was

co

mm

issio

ned

in

the

Wes

tern

C

ape

whi

ch w

ill im

prov

e tu

rnar

ound

tim

e fo

r the

fina

lisat

ion

and

rele

ase

of

post

-mor

tem

fin

ding

s.

FPS

prog

ram

me

man

ager

PRO

VIN

CIA

L ST

RATE

GIC

OBJ

ECTIV

ES F

OR

FORE

NSI

C P

ATH

OLO

GY

SERV

ICES

[HC

SS 1

& 3

]

No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

PRO

VIN

CIA

L ST

RATE

GIC

OBJ

ECTIV

E IN

DIC

ATO

RS

1.1.

1 N

umbe

r of C

hild

D

eath

Rev

iew

Bo

ards

Est

ablis

hed

The

tota

l num

ber o

f C

hild

Dea

th R

evie

w

Boar

ds E

stab

lishe

d in

th

e W

este

rn C

ape

To e

mbe

d go

od

gove

rnan

ce a

nd

valu

es d

riven

le

ader

ship

pra

ctic

e th

roug

h C

linic

al

Gov

erna

nce

and

Lead

ersh

ip

Chi

ld D

eath

Re

view

Boa

rd

Min

utes

Chi

ld D

eath

Re

view

Boa

rd

Min

utes

Num

ber o

f Chi

ld

Dea

th R

evie

w

Boar

ds

Esta

blish

ed

1 Th

e in

form

atio

n w

ith re

gard

s to

the

num

ber o

f Po

st-M

orte

ms

perfo

rmed

to b

e co

llate

d w

ithin

a

regi

ster

. The

re

gist

er w

ill be

ar

chiv

ed o

n th

e En

terp

rise

Con

tent

M

anag

emen

t (E

CM

) Sys

tem

. A

ny is

sues

af

fect

ing

acce

ss

to th

e EC

M

syst

em o

r los

s of

data

con

tain

ed

ther

ein

will

effe

ct

the

abilit

y to

re

port

on th

e in

dic

ator

.

Qua

lity

Cou

nt

Ann

ual

Yes

Met

ro (2

)

Rura

l (3)

FPS

prog

ram

me

man

ager

PERF

ORM

AN

CE

IND

ICA

TORS

FO

R FO

REN

SIC

PA

THO

LOG

Y SE

RVIC

ES [H

CSS

2 &

3]

No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

ADD

ITIO

NA

L PR

OVI

NC

IAL

INDI

CA

TORS

1.

Num

ber o

f Pos

t-M

orte

m

Exam

inat

ions

per

Fu

ll Tim

e Eq

uiva

lent

(P

atho

logi

st)

The

num

ber o

f pos

t-m

orte

m e

xam

inat

ions

pe

rform

ed o

ver t

he

num

ber o

f Ful

l Tim

e Eq

uiva

lent

Med

ical

Pe

rsonn

el

Prom

otin

g He

alth

an

d W

elln

ess,

ind

icat

ing

acce

ss to

th

e Fo

rens

ic

Path

olog

y Se

rvic

e se

rvic

es

Num

erat

or:

Num

ber o

f Po

st-M

orte

m

Exam

inat

ion

Perfo

rmed

Num

erat

or:

Path

olog

ist

Dat

abas

e

Num

erat

or:

Num

ber o

f Pos

t-M

orte

m

Exam

inat

ions

pe

rform

ed in

Q

uarte

r

1 Th

e nu

mbe

r of

med

ical

pe

rsonn

el

empl

oyed

with

in

the

Fore

nsic

Pa

thol

ogy

Serv

ice

will

impa

ct th

e pe

rform

ance

ag

ains

t the

ta

rget

as

ind

icat

ed.

The

targ

et

ind

icat

ed is

ba

sed

on th

e

Qua

lity

Ratio

Q

uarte

rly

Yes

350

Post

-mor

tem

ex

amin

atio

ns p

er

Full-

time

equi

vale

nt

Path

olog

ist p

er

annu

m

Fore

nsic

Pa

thol

ogy

Serv

ices

(FPS

) pr

ogra

mm

e m

anag

er

Den

omin

ator

:

Full-

Time

Equi

vale

nt

(Med

ical

Pe

rsonn

el)

Den

omin

ator

:

PERS

AL

Den

omin

ator

:

Num

ber o

f Ful

l-Tim

e Eq

uiva

lent

(M

edic

al

Perso

nnel

)




PRO

VIN

CIA

L ST

RATE

GIC

OBJ

ECTIV

ES F

OR

THE

CA

PE M

EDIC

AL

DEP

OT

[HC

SS 1

& 3

]

No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

PRO

VIN

CIA

L ST

RATE

GIC

OBJ

ECTIV

E IN

DIC

ATO

RS

1.1.

1 Pe

rcen

tage

of

phar

mac

eutic

al

stoc

k av

aila

ble

Perc

enta

ge o

f ph

arm

aceu

tical

stoc

k th

at is

ava

ilabl

e at

the

Cap

e M

edic

al D

epot

(C

MD

) fro

m th

e lis

t of

stoc

k th

at sh

ould

be

avai

labl

e at

all

times

.

To e

nsur

e op

timum

ph

arm

aceu

tical

st

ock

leve

ls to

mee

t de

man

d.

Num

erat

or:

Stoc

k m

aste

r

Num

erat

or:

MED

SAS

Num

erat

or:

Phar

mac

eutic

al

item

s tha

t are

in

stoc

k at

the

CM

D

100

Acc

ura

cy

depe

ndan

t on

the

relia

bilit

y of

da

ta o

n th

e M

EDSA

S sy

stem

.

Effic

ienc

y Pe

rcen

tage

Q

uarte

rly

No

High

er

perc

enta

ge

ind

icat

e fe

wer

ite

ms o

ut o

f sto

ck

at th

e C

MD

.

Dire

ctor

: Ph

arm

acy

Serv

ices

Den

omin

ator

:

Stoc

k m

aste

r

Den

omin

ator

:

MED

SAS

Den

omin

ator

:

Phar

mac

eutic

al

item

s on

the

stoc

k re

gist

er

Annexures


Prog

ram

me

8:

Heal

th F

acili

ties M

anag

emen

t PR

OVI

NC

IAL

STRA

TEG

IC O

BJEC

TIVES

FO

R HE

ALT

H FA

CIL

ITIES

MA

NA

GEM

ENT

[HFM

1 &

3]

No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

PRO

VIN

CIA

L ST

RATE

GIC

OBJ

ECTIV

E IN

DIC

ATO

RS

1.1.

1 Pe

rcen

tage

of

Prog

ram

me

8 ca

pita

l in

frast

ruct

ure

budg

et sp

ent

(exc

lud

ing

mai

nten

ance

)

Cap

ital e

xpen

ditu

re

expr

esse

d as

a

perc

enta

ge o

f cap

ital

budg

et. (

Excl

udes

Pr

ogra

mm

e 8

expe

nditu

re o

n m

aint

enan

ce,

orga

nisa

tiona

l de

velo

pmen

t, qu

ality

as

sura

nce,

hea

lth

tech

nolo

gy, E

PWP

and

trans

fers.

)

Trac

ks c

apita

l ex

pend

iture

ver

sus

allo

cate

d ca

pita

l bu

dget

.

Num

erat

or:

Finan

cial

dat

a

Num

erat

or:

BAS

Num

erat

or:

Prog

ram

me

8 ca

pita

l in

frast

ruct

ure

expe

nditu

re

(exc

lud

ing

mai

nten

ance

)

100

Acc

ura

cy

depe

nden

t on

finan

cial

dat

a re

cord

ed o

n BA

S.

Inpu

t Pe

rcen

tage

Q

uarte

rly

No

Tota

l bud

get

allo

cate

d is

spen

t in

acco

rdan

ce w

ith

the

cash

flow

.

High

er p

erce

ntag

e in

dic

ates

effi

cien

t us

e of

fina

ncia

l re

sour

ces a

nd

impr

oved

hea

lth

infra

stru

ctur

e an

d en

gine

erin

g eq

uipm

ent.

Ove

r-ex

pend

iture

, if

nece

ssar

y fu

ndin

g is

not a

vaila

ble,

ho

wev

er, i

s not

de

sirab

le.

Dire

ctor

: In

frast

ruct

ure

Prog

ram

me

Del

iver

y

Den

omin

ator

:

Finan

cial

dat

a

Den

omin

ator

:

BAS

Den

omin

ator

:

Prog

ram

me

8 ca

pita

l in

frast

ruct

ure

budg

et

(exc

lud

ing

mai

nten

ance

)

PERF

ORM

AN

CE

IND

ICA

TORS

FO

R HE

ALT

H FA

CIL

ITIES

MA

NA

GEM

ENT

[HFM

2 &

3]

No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

SEC

TOR

SPEC

IFIC

INDI

CA

TORS

1.

Num

ber o

f hea

lth

faci

litie

s tha

t hav

e un

derg

one

maj

or

and

min

or

refu

rbish

men

t in

NHI

Pi

lot D

istric

t (Ed

en

Dist

rict)

Num

ber o

f exis

ting

heal

th fa

cilit

ies i

n N

HI

Pilo

t Dist

rict (

Eden

D

istric

t) w

here

C

apita

l, Sc

hedu

led

Ma

inte

nanc

e, o

r Pr

ofes

siona

l Day

-to-

day

Ma

inte

nanc

e pr

ojec

ts

(Man

agem

ent

Con

tract

pro

ject

s on

ly) h

ave

been

co

mpl

eted

(exc

ludi

ng

new

and

repl

acem

ent

faci

litie

s).

Trac

ks o

vera

ll im

prov

emen

t and

m

aint

enan

ce o

f ex

istin

g fa

cilit

ies.

Prac

tical

C

ompl

etio

n C

ertif

icat

e or

eq

uiva

lent

Cap

ital

infra

stru

ctur

e pr

ojec

t list

, Sc

hedu

led

Ma

inte

nanc

e pr

ojec

t list

, an

d Pr

ofes

siona

l D

ay-to

-day

M

ain

tena

nce

proj

ect l

ist

(onl

y M

anag

emen

t C

ontra

ct

proj

ects

)

Num

ber o

f he

alth

faci

litie

s in

NHI

Pilo

t D

istric

t (Ed

en

Dist

rict)

that

ha

ve u

nder

gone

m

ajor

and

min

or

refu

rbish

men

t

1 A

ccur

acy

de

pend

ent o

n re

liabi

lity

of

info

rmat

ion

capt

ured

on

proj

ect l

ists.

Inpu

t N

umbe

r A

nnua

l N

o A

hig

her n

umbe

r w

ill in

dica

te th

at

mor

e fa

cilit

ies w

ere

refu

rbish

ed.

Chi

ef D

irect

or:

Infra

stru

ctur

e an

d Te

chni

cal

Man

agem

ent

PRO

VIN

CIA

L ST

RATE

GIC

OBJ

ECTIV

ES F

OR

THE

CA

PE M

EDIC

AL

DEP

OT

[HC

SS 1

& 3

]

No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

PRO

VIN

CIA

L ST

RATE

GIC

OBJ

ECTIV

E IN

DIC

ATO

RS

1.1.

1 Pe

rcen

tage

of

phar

mac

eutic

al

stoc

k av

aila

ble

Perc

enta

ge o

f ph

arm

aceu

tical

stoc

k th

at is

ava

ilabl

e at

the

Cap

e M

edic

al D

epot

(C

MD

) fro

m th

e lis

t of

stoc

k th

at sh

ould

be

avai

labl

e at

all

times

.

To e

nsur

e op

timum

ph

arm

aceu

tical

st

ock

leve

ls to

mee

t de

man

d.

Num

erat

or:

Stoc

k m

aste

r

Num

erat

or:

MED

SAS

Num

erat

or:

Phar

mac

eutic

al

item

s tha

t are

in

stoc

k at

the

CM

D

100

Acc

ura

cy

depe

ndan

t on

the

relia

bilit

y of

da

ta o

n th

e M

EDSA

S sy

stem

.

Effic

ienc

y Pe

rcen

tage

Q

uarte

rly

No

High

er

perc

enta

ge

ind

icat

e fe

wer

ite

ms o

ut o

f sto

ck

at th

e C

MD

.

Dire

ctor

: Ph

arm

acy

Serv

ices

Den

omin

ator

:

Stoc

k m

aste

r

Den

omin

ator

:

MED

SAS

Den

omin

ator

:

Phar

mac

eutic

al

item

s on

the

stoc

k re

gist

er




No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

2.

Num

ber o

f hea

lth

faci

litie

s tha

t hav

e un

derg

one

maj

or

and

min

or

refu

rbish

men

t ou

tsid

e N

HI P

ilot

Dist

rict (

Eden

D

istric

t)

Num

ber o

f exis

ting

heal

th fa

cilit

ies

outs

ide

NHI

Pilo

t D

istric

t (Ed

en D

istric

t)

whe

re C

apita

l, Sc

hedu

led

Ma

inte

nanc

e, o

r Pr

ofes

siona

l Day

-to-

day

Ma

inte

nanc

e pr

ojec

ts

(Man

agem

ent

Con

tract

pro

ject

s on

ly) h

ave

been

co

mpl

eted

(exc

ludi

ng

new

and

repl

acem

ent

faci

litie

s).

Trac

ks o

vera

ll im

prov

emen

t and

m

aint

enan

ce o

f ex

istin

g fa

cilit

ies.

Prac

tical

C

ompl

etio

n C

ertif

icat

e or

eq

uiva

lent

Cap

ital

infra

stru

ctur

e pr

ojec

t list

, Sc

hedu

led

Ma

inte

nanc

e pr

ojec

t list

, an

d Pr

ofes

siona

l D

ay-to

-day

M

ain

tena

nce

proj

ect l

ist

(onl

y M

anag

emen

t C

ontra

ct

proj

ects

)

Num

ber o

f he

alth

faci

litie

s (e

xclu

din

g fa

cilit

ies i

n N

HI

Pilo

t Dist

rict

(Ede

n D

istric

t))

that

hav

e un

derg

one

maj

or a

nd m

inor

re

furb

ishm

ent

1 A

ccur

acy

de

pend

ent o

n re

liabi

lity

of

info

rmat

ion

capt

ured

on

proj

ect l

ists.

Inpu

t N

umbe

r A

nnua

l N

o A

hig

her n

umbe

r w

ill in

dica

te th

at

mor

e fa

cilit

ies w

ere

refu

rbish

ed.

Chi

ef D

irect

or:

Infra

stru

ctur

e an

d Te

chni

cal

Man

agem

ent

ADD

ITIO

NA

L PR

OVI

NC

IAL

INDI

CA

TORS

3.

Per

cent

age

of

Prog

ram

me

8

Ma

inte

nanc

e bu

dget

spen

t

Prog

ram

me

8 ex

pend

iture

on

Ma

inte

nanc

e pr

ojec

ts

expr

esse

d as

a

perc

enta

ge o

f the

Pr

ogra

mm

e 8

budg

et

allo

catio

n fo

r M

ain

tena

nce.

Trac

ks e

xpen

ditu

re

on M

aint

enan

ce

Num

erat

or:

Finan

cial

dat

a

Num

erat

or:

BAS

Num

erat

or:

Prog

ram

me

8 ex

pend

iture

on

Ma

inte

nanc

e

100

Acc

ura

cy

depe

nden

t on

finan

cial

dat

a re

cord

ed o

n BA

S.

Inpu

t Pe

rcen

tage

Q

uarte

rly

Yes

High

er p

erce

ntag

e in

dic

ates

effi

cien

t us

e of

fina

ncia

l re

sour

ces a

nd w

ell

mai

nta

ined

hea

lth

faci

litie

s. O

ver-

expe

nditu

re, i

f ne

cess

ary

fund

ing

is no

t ava

ilabl

e, is

not

de

sirab

le.

Dire

ctor

: In

frast

ruct

ure

Prog

ram

me

Del

iver

y

Den

omin

ator

:

Finan

cial

dat

a

Den

omin

ator

:

BAS

Den

omin

ator

Prog

ram

me

8 M

ain

tena

nce

budg

et

4.

Perc

enta

ge o

f Pr

ogra

mm

e 8

heal

th te

chno

logy

bu

dget

spen

t

Prog

ram

me

8 he

alth

te

chno

logy

ex

pend

iture

ex

pres

sed

as a

pe

rcen

tage

of t

he

Prog

ram

me

8 he

alth

te

chno

logy

bud

get

allo

catio

n.

Trac

ks e

xpen

ditu

re

on h

ealth

te

chno

logy

.

Num

erat

or:

Finan

cial

dat

a

Num

erat

or:

BAS

Num

erat

or:

Prog

ram

me

8 he

alth

te

chno

logy

ex

pend

iture

100

Acc

ura

cy

depe

nden

t on

finan

cial

dat

a re

cord

ed o

n BA

S.

Inpu

t Pe

rcen

tage

Q

uarte

rly

No

Tota

l bud

get

allo

cate

d is

spen

t in

acco

rdan

ce w

ith

the

cash

flow

.

High

er p

erce

ntag

e in

dic

ates

effi

cien

t us

e of

fina

ncia

l re

sour

ces a

nd

impr

oved

hea

lth

tech

nolo

gy. O

ver-

expe

nditu

re, i

f ne

cess

ary

fund

ing

is no

t ava

ilabl

e, is

not

de

sirab

le.

Dire

ctor

: Hea

lth

Tech

nolo

gy

Den

omin

ator

:

Finan

cial

dat

a

Den

omin

ator

:

BAS

Den

omin

ator

:

Prog

ram

me

8 he

alth

te

chno

logy

bu

dget

al

loca

tion

Annexure D: List of Facilities

PRIMARY HEALTH CARE FACILITIES

CAPE TOWN DISTRICT

SOUTHERN

Community Health Centres (CHCs) TOTAL 1 Community Day Centres (CDCs) TOTAL 5

Retreat CHC Grassy Park CDC Hout Bay Harbour

CDC

Lady Michaelis CDC Lotus River CDC Ocean View CDC

Clinics TOTAL 16 Specialised Clinics TOTAL 2 Claremont Clinic Diep River Clinic Fish Hoek Clinic Hout Bay Main

Road Clinic Klip Road Clinic

Lavender Hill Clinic Masiphumelele

Clinic Muizenberg Clinic Parkwood Clinic Philippi Clinic

Alphen Clinic Seawind Clinic Strandfontein Clinic Westlake Clinic Wynberg Clinic

Sentinel Motherhood Clinic South Peninsula Reproductive Health Centre

Satellite Clinics TOTAL 3 Mobiles TOTAL 1 Pelican Park

Satellite Clinic Simon’s Town

Satellite Clinic Redhill Mobile 1

WESTERN


Vanguard CHC Du Noon CDC Green Point CDC

Kensington CDC Maitland CDC Mamre CDC

Robbie Nurock CDC

Woodstock CDC

Clinics TOTAL 10 Specialised Clinics TOTAL 5 Albow Gardens

Clinic Chapel Street Clinic Factreton Clinic Table View Clinic

Langa Clinic Maitland Clinic Melkbosstrand Clinic

Protea Park Clinic Saxon Sea Clinic Spencer Road Clinic

Atlantis Oral Health Service

Hope Street Oral Health Service

Maitland Oral Health Service

Cape Town Reproductive Health Service

Dorp Street Reproductive Health Service

Satellite Clinics TOTAL 3 Mobiles TOTAL 3 Pella Satellite Clinic Pinelands Satellite

Clinic Schotscheskloof

Satellite Clinic Melkbosstrand

Mobile 1 Witsand Mobile 1 Albow Gardens Mobile 1

KLIPFONTEIN

Community Health Centres (CHCs) TOTAL 2 Community Day Centres (CDCs) TOTAL 3 Guguletu CHC Hanover Park CHC Dr Abdurahman

CDC Heideveld CDC Nyanga CDC

Clinics TOTAL 9 Specialised Clinics TOTAL 3 Guguletu Clinic Hanover Park Clinic Heideveld Clinic

Lansdowne Clinic Manenberg Clinic Masincedane Clinic

Nyanga Clinic Silvertown Clinic Vuyani Clinic

Nyanga Junction Reproductive Health Centre

Eros Oral Health Service

Silvertown Oral Health Service

Satellite Clinics TOTAL 4 Mobiles TOTAL 0

Hazendal Satellite Clinic

Honeyside Satellite Clinic

Newfields Satellite Clinic

Ruimte Road Satellite Clinic

MITCHELL’S PLAIN

Community Health Centres (CHCs) TOTAL 1 Community Day Centres (CDCs) TOTAL 3 Mitchells Plain CHC Crossroads CDC Inzame Zabantu

CDC Tafelsig CDC

Clinics TOTAL 8 Specialised Clinics TOTAL 4 Crossroads 1 Clinic Eastridge Clinic Lentegeur Clinic

Mzamomhle Clinic Phumlani Clinic

Rocklands Clinic Weltevreden Valley

Clinic Westridge Clinic

Lentegeur Oral Health Service

Mitchells Plain Oral Health Centre

Westridge Oral Health Service

Lentegeur Hospital Oral Health Service

Satellite Clinics TOTAL 1 Mobiles TOTAL 0 Mandalay Satellite Clinic

Annexures


No

Indi

cato

r titl

e Sh

ort d

efin

ition

Pu

rpos

e /

Impo

rtanc

e Fo

rm (d

ata

colle

ctio

n)

Sour

ce

Met

hod

of

Cal

cula

tion

Fact

or

Data

lim

itatio

ns

Type

of

indi

cato

r C

alcu

latio

n ty

pe

Repo

rting

cy

cle

New

in

dica

tor

Desir

ed

perfo

rman

ce

Indi

cato

r re

spon

sibili

ty

2.

Num

ber o

f hea

lth

faci

litie

s tha

t hav

e un

derg

one

maj

or

and

min

or

refu

rbish

men

t ou

tsid

e N

HI P

ilot

Dist

rict (

Eden

D

istric

t)

Num

ber o

f exis

ting

heal

th fa

cilit

ies

outs

ide

NHI

Pilo

t D

istric

t (Ed

en D

istric

t)

whe

re C

apita

l, Sc

hedu

led

Ma

inte

nanc

e, o

r Pr

ofes

siona

l Day

-to-

day

Ma

inte

nanc

e pr

ojec

ts

(Man

agem

ent

Con

tract

pro

ject

s on

ly) h

ave

been

co

mpl

eted

(exc

ludi

ng

new

and

repl

acem

ent

faci

litie

s).

Trac

ks o

vera

ll im

prov

emen

t and

m

aint

enan

ce o

f ex

istin

g fa

cilit

ies.

Prac

tical

C

ompl

etio

n C

ertif

icat

e or

eq

uiva

lent

Cap

ital

infra

stru

ctur

e pr

ojec

t list

, Sc

hedu

led

Ma

inte

nanc

e pr

ojec

t list

, an

d Pr

ofes

siona

l D

ay-to

-day

M

ain

tena

nce

proj

ect l

ist

(onl

y M

anag

emen

t C

ontra

ct

proj

ects

)

Num

ber o

f he

alth

faci

litie

s (e

xclu

din

g fa

cilit

ies i

n N

HI

Pilo

t Dist

rict

(Ede

n D

istric

t))

that

hav

e un

derg

one

maj

or a

nd m

inor

re

furb

ishm

ent

1 A

ccur

acy

de

pend

ent o

n re

liabi

lity

of

info

rmat

ion

capt

ured

on

proj

ect l

ists.

Inpu

t N

umbe

r A

nnua

l N

o A

hig

her n

umbe

r w

ill in

dica

te th

at

mor

e fa

cilit

ies w

ere

refu

rbish

ed.

Chi

ef D

irect

or:

Infra

stru

ctur

e an

d Te

chni

cal

Man

agem

ent

ADD

ITIO

NA

L PR

OVI

NC

IAL

INDI

CA

TORS

3.

Per

cent

age

of

Prog

ram

me

8

Ma

inte

nanc

e bu

dget

spen

t

Prog

ram

me

8 ex

pend

iture

on

Ma

inte

nanc

e pr

ojec

ts

expr

esse

d as

a

perc

enta

ge o

f the

Pr

ogra

mm

e 8

budg

et

allo

catio

n fo

r M

ain

tena

nce.

Trac

ks e

xpen

ditu

re

on M

aint

enan

ce

Num

erat

or:

Finan

cial

dat

a

Num

erat

or:

BAS

Num

erat

or:

Prog

ram

me

8 ex

pend

iture

on

Ma

inte

nanc

e

100

Acc

ura

cy

depe

nden

t on

finan

cial

dat

a re

cord

ed o

n BA

S.

Inpu

t Pe

rcen

tage

Q

uarte

rly

Yes

High

er p

erce

ntag

e in

dic

ates

effi

cien

t us

e of

fina

ncia

l re

sour

ces a

nd w

ell

mai

nta

ined

hea

lth

faci

litie

s. O

ver-

expe

nditu

re, i

f ne

cess

ary

fund

ing

is no

t ava

ilabl

e, is

not

de

sirab

le.

Dire

ctor

: In

frast

ruct

ure

Prog

ram

me

Del

iver

y

Den

omin

ator

:

Finan

cial

dat

a

Den

omin

ator

:

BAS

Den

omin

ator

Prog

ram

me

8 M

ain

tena

nce

budg

et

4.

Perc

enta

ge o

f Pr

ogra

mm

e 8

heal

th te

chno

logy

bu

dget

spen

t

Prog

ram

me

8 he

alth

te

chno

logy

ex

pend

iture

ex

pres

sed

as a

pe

rcen

tage

of t

he

Prog

ram

me

8 he

alth

te

chno

logy

bud

get

allo

catio

n.

Trac

ks e

xpen

ditu

re

on h

ealth

te

chno

logy

.

Num

erat

or:

Finan

cial

dat

a

Num

erat

or:

BAS

Num

erat

or:

Prog

ram

me

8 he

alth

te

chno

logy

ex

pend

iture

100

Acc

ura

cy

depe

nden

t on

finan

cial

dat

a re

cord

ed o

n BA

S.

Inpu

t Pe

rcen

tage

Q

uarte

rly

No

Tota

l bud

get

allo

cate

d is

spen

t in

acco

rdan

ce w

ith

the

cash

flow

.

High

er p

erce

ntag

e in

dic

ates

effi

cien

t us

e of

fina

ncia

l re

sour

ces a

nd

impr

oved

hea

lth

tech

nolo

gy. O

ver-

expe

nditu

re, i

f ne

cess

ary

fund

ing

is no

t ava

ilabl

e, is

not

de

sirab

le.

Dire

ctor

: Hea

lth

Tech

nolo

gy

Den

omin

ator

:

Finan

cial

dat

a

Den

omin

ator

:

BAS

Den

omin

ator

:

Prog

ram

me

8 he

alth

te

chno

logy

bu

dget

al

loca

tion

Annexure D: List of Facilities

PRIMARY HEALTH CARE FACILITIES

CAPE TOWN DISTRICT

SOUTHERN


Retreat CHC Grassy Park CDC Hout Bay Harbour

CDC

Lady Michaelis CDC Lotus River CDC Ocean View CDC

Clinics TOTAL 16 Specialised Clinics TOTAL 2 Claremont Clinic Diep River Clinic Fish Hoek Clinic Hout Bay Main

Road Clinic Klip Road Clinic

Lavender Hill Clinic Masiphumelele

Clinic Muizenberg Clinic Parkwood Clinic Philippi Clinic

Alphen Clinic Seawind Clinic Strandfontein Clinic Westlake Clinic Wynberg Clinic

Sentinel Motherhood Clinic South Peninsula Reproductive Health Centre

Satellite Clinics TOTAL 3 Mobiles TOTAL 1 Pelican Park

Satellite Clinic Simon’s Town

Satellite Clinic Redhill Mobile 1

WESTERN


Vanguard CHC Du Noon CDC Green Point CDC

Kensington CDC Maitland CDC Mamre CDC

Robbie Nurock CDC

Woodstock CDC

Clinics TOTAL 10 Specialised Clinics TOTAL 5 Albow Gardens

Clinic Chapel Street Clinic Factreton Clinic Table View Clinic

Langa Clinic Maitland Clinic Melkbosstrand Clinic

Protea Park Clinic Saxon Sea Clinic Spencer Road Clinic

Atlantis Oral Health Service

Hope Street Oral Health Service

Maitland Oral Health Service

Cape Town Reproductive Health Service

Dorp Street Reproductive Health Service

Satellite Clinics TOTAL 3 Mobiles TOTAL 3 Pella Satellite Clinic Pinelands Satellite

Clinic Schotscheskloof

Satellite Clinic Melkbosstrand

Mobile 1 Witsand Mobile 1 Albow Gardens Mobile 1

KLIPFONTEIN

Community Health Centres (CHCs) TOTAL 2 Community Day Centres (CDCs) TOTAL 3 Guguletu CHC Hanover Park CHC Dr Abdurahman

CDC Heideveld CDC Nyanga CDC

Clinics TOTAL 9 Specialised Clinics TOTAL 3 Guguletu Clinic Hanover Park Clinic Heideveld Clinic

Lansdowne Clinic Manenberg Clinic Masincedane Clinic

Nyanga Clinic Silvertown Clinic Vuyani Clinic

Nyanga Junction Reproductive Health Centre

Eros Oral Health Service

Silvertown Oral Health Service


Hazendal Satellite Clinic

Honeyside Satellite Clinic

Newfields Satellite Clinic

Ruimte Road Satellite Clinic

MITCHELL’S PLAIN

Community Health Centres (CHCs) TOTAL 1 Community Day Centres (CDCs) TOTAL 3 Mitchells Plain CHC Crossroads CDC Inzame Zabantu

CDC Tafelsig CDC

Clinics TOTAL 8 Specialised Clinics TOTAL 4 Crossroads 1 Clinic Eastridge Clinic Lentegeur Clinic

Mzamomhle Clinic Phumlani Clinic

Rocklands Clinic Weltevreden Valley

Clinic Westridge Clinic

Lentegeur Oral Health Service

Mitchells Plain Oral Health Centre

Westridge Oral Health Service

Lentegeur Hospital Oral Health Service

Satellite Clinics TOTAL 1 Mobiles TOTAL 0 Mandalay Satellite Clinic




KHAYELITSHA Community Health Centres (CHCs) TOTAL 1 Community Day Centres (CDCs) TOTAL 6

Khayelitsha (Site B) CHC Kuyasa CDC Matthew Goniwe

CDC

Michael Mapongwana CDC

Nolungile CDC

Luvuyo CDC Town 2 CDC

Clinics TOTAL 4 Specialised Clinics TOTAL 4

Mayenzeke Clinic Kuyasa Male Clinic

Nolungile Clinic Zakhele Clinic Site B Youth Clinic

Site C Youth Clinic Site B Male Clinic Siseko Men’s Clinic

Satellite Clinics TOTAL 0 Mobiles TOTAL 1 Khayelitsha (sub-district) Mobile

EASTERN Community Health Centres (CHCs) TOTAL 0 Community Day Centres (CDCs) TOTAL 7

Gustrouw CDC Ikhwezi CDC Nomzamo CDC

Kleinvlei CDC Macassar CDC

Mfuleni CDC Strand CDC

Clinics TOTAL 10 Specialised Clinics TOTAL 0 Blue Downs Clinic Dr Ivan Toms Clinic Eerste River Clinic Fagan Street Clinic

Gordon's Bay Clinic Kuilsriver Clinic Sarepta Clinic

Sir Lowry's Pass Clinic Somerset West Clinic Wesbank Clinic


Driftsands Satellite Clinic Eastern (Sub-district)

Mobile 1 Macassar Mobile 1

Masicendane (Somerset West) Mobile 1

Living Hope (Mfuleni) Mobile 1

NORTHERN

Community Health Centres (CHCs) TOTAL 1 Community Day Centres (CDCs) TOTAL 3 Kraaifontein CHC Durbanville CDC Scottsdene CDC Bothasig CDC Clinics TOTAL 9 Specialised Clinics TOTAL 0

Bloekombos Clinic Brackenfell Clinic

Brighton Clinic Durbanville Clinic Fisantekraal Clinic

Harmonie Clinic Northpine Clinic Scottsdene Clinic Wallacedene Clinic


TYGERBERG Community Health Centres (CHCs) TOTAL 2 Community Day Centres (CDCs) TOTAL 8

Delft CHC Elsies River CHC Bellville South CDC Bishop Lavis CDC

Parow CDC Ravensmead CDC Reed Street CDC

Ruyterwacht CDC Symphony Way

CDC Goodwood CDC

Clinics TOTAL 11 Specialised Clinics TOTAL 3 Adriaanse Clinic Delft South Clinic Dirkie Uys Clinic Elsies River Clinic

Kasselsvlei Clinic Netreg Clinic Parow Clinic

Ravensmead Clinic St Vincent Clinic Uitsig Clinic Valhalla Park Clinic

Bellville Reproductive Health Centre Tygerberg Oral Health Centre Tygerberg Community Dental Clinic

Satellite Clinics TOTAL 3 Mobiles TOTAL 0 Chestnut Satellite

Clinic

Leonsdale Satellite Clinic

Men's Health Satellite Clinic

CAPE TOWN DISTRICT TOTALS Community Health Centres (CHCs) TOTAL 9 Community Day Centres (CDCs) TOTAL 42 Clinics TOTAL 77 Specialised Clinics TOTAL 21 Satellite Clinics TOTAL 15 Mobiles TOTAL 9

CAPE WINELANDS

BREEDE VALLEY LOCAL MUNICIPALITY Community Health Centres (CHCs) TOTAL 0 Community Day Centres (CDCs) TOTAL 1

Worcester CDC

Clinics TOTAL 6 Specialised Clinics TOTAL 0 De Doorns Clinic Empilisweni

(Worcester) Clinic

Orchard Clinic Rawsonville Clinic

Sandhills Clinic Touws River Clinic

Satellite Clinics TOTAL 4 Mobiles TOTAL 5 De Wet Satellite

Clinic Maria Pieterse

Satellite Clinic

Overhex Satellite Clinic

Somerset Street Satellite Clinic

Bossieveld Mobile Botha/Brandwacht

Mobile

De Wet Mobile Overhex Mobile Slanghoek Mobile

DRAKENSTEIN LOCAL MUNICIPALITY Community Health Centres (CHCs) TOTAL 0 Community Day Centres (CDCs) TOTAL 3 Mbekweni CDC TC Newman CDC Wellington CDC

Clinics TOTAL 13 Specialised Clinics TOTAL 2 Dalevale Clinic Gouda Clinic Huis McCrone Clinic JJ Du Pre Le Roux

Clinic

Klein Drakenstein Clinic

Klein Nederburg Clinic

Nieuwedrift Clinic Patriot Plein Clinic

Phola Park Clinic Saron Clinic Simondium Clinic Soetendal/Hermon

Clinic Windmeul Clinic

Paarl Reproductive Health Centre Wellington Reproductive Health Centre


Dal / E de Waal

Mobile 1 Gouda Mobile 1

Hermon Mobile 1 Hexberg Mobile 1

Simondium Mobile 1

Windmeul Mobile 1

LANGEBERG LOCAL MUNICIPALITY Community Health Centres (CHCs) TOTAL 0 Community Day Centres (CDCs) TOTAL 0

Clinics TOTAL 7 Specialised Clinics TOTAL 1 Bergsig Clinic Cogmanskloof

Clinic

Happy Valley Clinic McGregor Clinic

Montagu Clinic Nkqubela Clinic Zolani Clinic

Langeberg Sub-district Oral Health Services

Satellite Clinics TOTAL 0 Mobiles TOTAL 6 Bonnievale Mobile 1

McGregor Mobile 1 Montagu Mobile 1 Montagu Mobile 2

Robertson Mobile 1 Robertson Mobile 2

STELLENBOSCH LOCAL MUNICIPALITY Community Health Centres (CHCs) TOTAL 0 Community Day Centres (CDCs) TOTAL 1 Cloetesville CDC

Clinics TOTAL 7 Specialised Clinics TOTAL 2 Aan-het-Pad Clinic Don and Pat Bilton

Clinic

Groendal Clinic Idas Valley Clinic Kayamandi Clinic

Klapmuts Clinic Kylemore Clinic

Stellenbosch Reproductive Health Centre Stellenbosch Student Reproductive Health Centre


Dirkie Uys Street Satellite Clinic Rhodes Fruit Farm Satellite Clinic

Devon Valley Mobile 1

Franschhoek Mobile 1

Groot Drakenstein Mobile 1

Koelenhof Mobile 1 Strand Road Mobile

1

WITZENBERG LOCAL MUNICIPALITY Community Health Centres (CHCs) TOTAL 0 Community Day Centres (CDCs) TOTAL 1 Ceres CDC

Clinics TOTAL 8 Specialised Clinics TOTAL 0 Annie Brown Clinic Bella Vista Clinic Breerivier Clinic

Nduli Clinic Op die Berg Clinic Tulbagh Clinic

Prince Alfred Hamlet Clinic

Wolseley Clinic


Koue Bokkeveld

Mobile 1 Skurweberg Mobile 1

Prince Alfred Hamlet Mobile 1

Tulbagh Mobile 1

Warm Bokkeveld Mobile 1

Wolseley Mobile 1

CAPE WINELANDS DISTRICT TOTALS Community Health Centres (CHCs) TOTAL 0 Community Day Centres (CDCs) TOTAL 6 Clinics TOTAL 41 Specialised Clinics TOTAL 5 Satellite Clinics TOTAL 6 Mobiles TOTAL 28

Annexures


KHAYELITSHA Community Health Centres (CHCs) TOTAL 1 Community Day Centres (CDCs) TOTAL 6

Khayelitsha (Site B) CHC Kuyasa CDC Matthew Goniwe

CDC

Michael Mapongwana CDC

Nolungile CDC

Luvuyo CDC Town 2 CDC


Mayenzeke Clinic Kuyasa Male Clinic

Nolungile Clinic Zakhele Clinic Site B Youth Clinic

Site C Youth Clinic Site B Male Clinic Siseko Men’s Clinic

Satellite Clinics TOTAL 0 Mobiles TOTAL 1 Khayelitsha (sub-district) Mobile

EASTERN Community Health Centres (CHCs) TOTAL 0 Community Day Centres (CDCs) TOTAL 7

Gustrouw CDC Ikhwezi CDC Nomzamo CDC

Kleinvlei CDC Macassar CDC

Mfuleni CDC Strand CDC

Clinics TOTAL 10 Specialised Clinics TOTAL 0 Blue Downs Clinic Dr Ivan Toms Clinic Eerste River Clinic Fagan Street Clinic

Gordon's Bay Clinic Kuilsriver Clinic Sarepta Clinic

Sir Lowry's Pass Clinic Somerset West Clinic Wesbank Clinic


Driftsands Satellite Clinic Eastern (Sub-district)

Mobile 1 Macassar Mobile 1

Masicendane (Somerset West) Mobile 1

Living Hope (Mfuleni) Mobile 1

NORTHERN

Community Health Centres (CHCs) TOTAL 1 Community Day Centres (CDCs) TOTAL 3 Kraaifontein CHC Durbanville CDC Scottsdene CDC Bothasig CDC Clinics TOTAL 9 Specialised Clinics TOTAL 0

Bloekombos Clinic Brackenfell Clinic

Brighton Clinic Durbanville Clinic Fisantekraal Clinic

Harmonie Clinic Northpine Clinic Scottsdene Clinic Wallacedene Clinic


TYGERBERG Community Health Centres (CHCs) TOTAL 2 Community Day Centres (CDCs) TOTAL 8

Delft CHC Elsies River CHC Bellville South CDC Bishop Lavis CDC

Parow CDC Ravensmead CDC Reed Street CDC

Ruyterwacht CDC Symphony Way

CDC Goodwood CDC

Clinics TOTAL 11 Specialised Clinics TOTAL 3 Adriaanse Clinic Delft South Clinic Dirkie Uys Clinic Elsies River Clinic

Kasselsvlei Clinic Netreg Clinic Parow Clinic

Ravensmead Clinic St Vincent Clinic Uitsig Clinic Valhalla Park Clinic

Bellville Reproductive Health Centre Tygerberg Oral Health Centre Tygerberg Community Dental Clinic

Satellite Clinics TOTAL 3 Mobiles TOTAL 0 Chestnut Satellite

Clinic

Leonsdale Satellite Clinic

Men's Health Satellite Clinic

CAPE TOWN DISTRICT TOTALS Community Health Centres (CHCs) TOTAL 9 Community Day Centres (CDCs) TOTAL 42 Clinics TOTAL 77 Specialised Clinics TOTAL 21 Satellite Clinics TOTAL 15 Mobiles TOTAL 9

CAPE WINELANDS

BREEDE VALLEY LOCAL MUNICIPALITY Community Health Centres (CHCs) TOTAL 0 Community Day Centres (CDCs) TOTAL 1

Worcester CDC

Clinics TOTAL 6 Specialised Clinics TOTAL 0 De Doorns Clinic Empilisweni

(Worcester) Clinic

Orchard Clinic Rawsonville Clinic

Sandhills Clinic Touws River Clinic

Satellite Clinics TOTAL 4 Mobiles TOTAL 5 De Wet Satellite

Clinic Maria Pieterse

Satellite Clinic

Overhex Satellite Clinic

Somerset Street Satellite Clinic

Bossieveld Mobile Botha/Brandwacht

Mobile

De Wet Mobile Overhex Mobile Slanghoek Mobile

DRAKENSTEIN LOCAL MUNICIPALITY Community Health Centres (CHCs) TOTAL 0 Community Day Centres (CDCs) TOTAL 3 Mbekweni CDC TC Newman CDC Wellington CDC

Clinics TOTAL 13 Specialised Clinics TOTAL 2 Dalevale Clinic Gouda Clinic Huis McCrone Clinic JJ Du Pre Le Roux

Clinic

Klein Drakenstein Clinic

Klein Nederburg Clinic

Nieuwedrift Clinic Patriot Plein Clinic

Phola Park Clinic Saron Clinic Simondium Clinic Soetendal/Hermon

Clinic Windmeul Clinic

Paarl Reproductive Health Centre Wellington Reproductive Health Centre


Dal / E de Waal

Mobile 1 Gouda Mobile 1

Hermon Mobile 1 Hexberg Mobile 1

Simondium Mobile 1

Windmeul Mobile 1

LANGEBERG LOCAL MUNICIPALITY Community Health Centres (CHCs) TOTAL 0 Community Day Centres (CDCs) TOTAL 0

Clinics TOTAL 7 Specialised Clinics TOTAL 1 Bergsig Clinic Cogmanskloof

Clinic

Happy Valley Clinic McGregor Clinic

Montagu Clinic Nkqubela Clinic Zolani Clinic

Langeberg Sub-district Oral Health Services

Satellite Clinics TOTAL 0 Mobiles TOTAL 6 Bonnievale Mobile 1

McGregor Mobile 1 Montagu Mobile 1 Montagu Mobile 2

Robertson Mobile 1 Robertson Mobile 2

STELLENBOSCH LOCAL MUNICIPALITY Community Health Centres (CHCs) TOTAL 0 Community Day Centres (CDCs) TOTAL 1 Cloetesville CDC

Clinics TOTAL 7 Specialised Clinics TOTAL 2 Aan-het-Pad Clinic Don and Pat Bilton

Clinic

Groendal Clinic Idas Valley Clinic Kayamandi Clinic

Klapmuts Clinic Kylemore Clinic

Stellenbosch Reproductive Health Centre Stellenbosch Student Reproductive Health Centre


Dirkie Uys Street Satellite Clinic Rhodes Fruit Farm Satellite Clinic

Devon Valley Mobile 1

Franschhoek Mobile 1

Groot Drakenstein Mobile 1

Koelenhof Mobile 1 Strand Road Mobile

1

WITZENBERG LOCAL MUNICIPALITY Community Health Centres (CHCs) TOTAL 0 Community Day Centres (CDCs) TOTAL 1 Ceres CDC

Clinics TOTAL 8 Specialised Clinics TOTAL 0 Annie Brown Clinic Bella Vista Clinic Breerivier Clinic

Nduli Clinic Op die Berg Clinic Tulbagh Clinic

Prince Alfred Hamlet Clinic

Wolseley Clinic


Koue Bokkeveld

Mobile 1 Skurweberg Mobile 1

Prince Alfred Hamlet Mobile 1

Tulbagh Mobile 1

Warm Bokkeveld Mobile 1

Wolseley Mobile 1

CAPE WINELANDS DISTRICT TOTALS Community Health Centres (CHCs) TOTAL 0 Community Day Centres (CDCs) TOTAL 6 Clinics TOTAL 41 Specialised Clinics TOTAL 5 Satellite Clinics TOTAL 6 Mobiles TOTAL 28




CENTRAL KAROO BEAUFORT WEST LOCAL MUNICIPALITY Community Health Centres (CHCs) TOTAL 0 Community Day Centres (CDCs) TOTAL 1

Beaufort West CDC

Clinics TOTAL 5 Specialised Clinics TOTAL 1 Beaufort West

Constitution Street Clinic

Kwamandlenkosi Clinic

Murraysburg Clinic

Nelspoort Clinic Nieuveldpark Clinic Learning Reproductive Health Centre

Satellite Clinics TOTAL 1 Mobiles TOTAL 4 Merweville Satellite Clinic Beaufort West

Mobile 1 Murraysburg Mobile

1 Merweville Mobile Nelspoort Mobile

LAINGSBURG LOCAL MUNICIPALITY Community Health Centres (CHCs) TOTAL 0 Community Day Centres (CDCs) TOTAL 0

Clinics TOTAL 1 Specialised Clinics TOTAL 0 Laingsburg Clinic

Satellite Clinics TOTAL 1 Mobiles TOTAL 1 Matjiesfontein Satellite Clinic Laingsburg Mobile 1

PRINCE ALBERT LOCAL MUNICIPALITY Community Health Centres (CHCs) TOTAL 0 Community Day Centres (CDCs) TOTAL 0


Leeu-Gamka Clinic Prince Albert Clinic

Satellite Clinics TOTAL 1 Mobiles TOTAL 1 Klaarstroom Satellite Clinic Prince Albert Mobile 1

CENTRAL KAROO DISTRICT TOTALS Community Health Centres (CHCs) TOTAL 0 Community Day Centres (CDCs) TOTAL 1 Clinics TOTAL 8 Specialised Clinics TOTAL 1 Satellite Clinics TOTAL 3 Mobiles TOTAL 6

EDEN DISTRICT BITOU LOCAL MUNICIPALITY Community Health Centres (CHCs) TOTAL 0 Community Day Centres (CDCs) TOTAL 1

Kwanokuthula CDC

Clinics TOTAL 4 Specialised Clinics TOTAL 0 Crags Clinic Kranshoek Clinic New Horizon Clinic Plettenberg Bay

Clinic


Wittedrif Satellite Clinic Plettenberg Bay Mobile 1

GEORGE LOCAL MUNICIPALITY Community Health Centres (CHCs) TOTAL 0 Community Day Centres (CDCs) TOTAL 3 Conville CDC George Central

Clinic Thembalethu CDC


Blanco Clinic Haarlem Clinic Kuyasa

(George)Clinic George Central

Clinic

Lawaaikamp Clinic Pacaltsdorp Clinic Parkdene Clinic

Rosemoor Clinic Touwsranten Clinic Uniondale

(Lyonsville)Clinic

Carpe Diem School Reproductive Health Centre

George Oral Health Service

Golden Harvest Reproductive health centre

King George Reproductive Health Centre

Nelson Mandela Metropole University Reproductive Health Centre

Rademachers Reproductive Health Centre

Thesen Sawmill Reproductive Health Centre

Watson Burtchery Reproductive Health Centre

Satellite Clinics TOTAL 2 Mobiles TOTAL 4 Avontuur Satellite

Clinic Herold Satellite

Clinic George Mobile 1 Herold Mobile 1 Uniondale Mobile 1 Uniondale Mobile 2

HESSEQUA LOCAL MUNICIPALITY Community Health Centres (CHCs) TOTAL 0 Community Day Centres (CDCs) TOTAL 0

Clinics TOTAL 4 Specialised Clinics TOTAL 0 Albertinia Clinic Heidelberg Clinic

Melkhoutfontein Clinic Riversdale Clinic

Satellite Clinics TOTAL 2 Mobiles TOTAL 3 Slangrivier Satellite

Clinic Still Bay Satellite

Clinic Albertinia Mobile 1 Heidelberg Mobile 1 Riversdale Mobile 1

KANNALAND LOCAL MUNICIPALITY Community Health Centres (CHCs) TOTAL 0 Community Day Centres (CDCs) TOTAL 0

Clinics TOTAL 4 Specialised Clinics TOTAL 0 Amalienstein Clinic Zoar Clinic

Calitzdorp (Bergsig) Clinic

Ladismith (Nissenville) Clinic


Van Wyksdorp Satellite Clinic Calitzdorp Mobile 1 Ladismith Mobile Van Wyksdorp

Mobile 1 Zoar Mobile 1

KNYSNA LOCAL MUNICIPALITY Community Health Centres (CHCs) TOTAL 0 Community Day Centres (CDCs) TOTAL 1 Knysna CDC

Clinics TOTAL 5 Specialised Clinics TOTAL 0 Hornlee Clinic Keurhoek Clinic Khayelethu Clinic Knysna Town Clinic

Sedgefield Clinic

Satellite Clinics TOTAL 1 Mobiles TOTAL 2 Karatara Satellite Clinic Knysna Mobile 1 Sedgefield Mobile 1

Annexures


CENTRAL KAROO BEAUFORT WEST LOCAL MUNICIPALITY Community Health Centres (CHCs) TOTAL 0 Community Day Centres (CDCs) TOTAL 1

Beaufort West CDC

Clinics TOTAL 5 Specialised Clinics TOTAL 1 Beaufort West

Constitution Street Clinic

Kwamandlenkosi Clinic

Murraysburg Clinic

Nelspoort Clinic Nieuveldpark Clinic Learning Reproductive Health Centre

Satellite Clinics TOTAL 1 Mobiles TOTAL 4 Merweville Satellite Clinic Beaufort West

Mobile 1 Murraysburg Mobile

1 Merweville Mobile Nelspoort Mobile

LAINGSBURG LOCAL MUNICIPALITY Community Health Centres (CHCs) TOTAL 0 Community Day Centres (CDCs) TOTAL 0

Clinics TOTAL 1 Specialised Clinics TOTAL 0 Laingsburg Clinic

Satellite Clinics TOTAL 1 Mobiles TOTAL 1 Matjiesfontein Satellite Clinic Laingsburg Mobile 1

PRINCE ALBERT LOCAL MUNICIPALITY Community Health Centres (CHCs) TOTAL 0 Community Day Centres (CDCs) TOTAL 0


Leeu-Gamka Clinic Prince Albert Clinic

Satellite Clinics TOTAL 1 Mobiles TOTAL 1 Klaarstroom Satellite Clinic Prince Albert Mobile 1

CENTRAL KAROO DISTRICT TOTALS Community Health Centres (CHCs) TOTAL 0 Community Day Centres (CDCs) TOTAL 1 Clinics TOTAL 8 Specialised Clinics TOTAL 1 Satellite Clinics TOTAL 3 Mobiles TOTAL 6

EDEN DISTRICT BITOU LOCAL MUNICIPALITY Community Health Centres (CHCs) TOTAL 0 Community Day Centres (CDCs) TOTAL 1

Kwanokuthula CDC

Clinics TOTAL 4 Specialised Clinics TOTAL 0 Crags Clinic Kranshoek Clinic New Horizon Clinic Plettenberg Bay

Clinic


Wittedrif Satellite Clinic Plettenberg Bay Mobile 1

GEORGE LOCAL MUNICIPALITY Community Health Centres (CHCs) TOTAL 0 Community Day Centres (CDCs) TOTAL 3 Conville CDC George Central

Clinic Thembalethu CDC


Blanco Clinic Haarlem Clinic Kuyasa

(George)Clinic George Central

Clinic

Lawaaikamp Clinic Pacaltsdorp Clinic Parkdene Clinic

Rosemoor Clinic Touwsranten Clinic Uniondale

(Lyonsville)Clinic

Carpe Diem School Reproductive Health Centre

George Oral Health Service

Golden Harvest Reproductive health centre

King George Reproductive Health Centre

Nelson Mandela Metropole University Reproductive Health Centre

Rademachers Reproductive Health Centre

Thesen Sawmill Reproductive Health Centre

Watson Burtchery Reproductive Health Centre

Satellite Clinics TOTAL 2 Mobiles TOTAL 4 Avontuur Satellite

Clinic Herold Satellite

Clinic George Mobile 1 Herold Mobile 1 Uniondale Mobile 1 Uniondale Mobile 2

HESSEQUA LOCAL MUNICIPALITY Community Health Centres (CHCs) TOTAL 0 Community Day Centres (CDCs) TOTAL 0

Clinics TOTAL 4 Specialised Clinics TOTAL 0 Albertinia Clinic Heidelberg Clinic

Melkhoutfontein Clinic Riversdale Clinic

Satellite Clinics TOTAL 2 Mobiles TOTAL 3 Slangrivier Satellite

Clinic Still Bay Satellite

Clinic Albertinia Mobile 1 Heidelberg Mobile 1 Riversdale Mobile 1

KANNALAND LOCAL MUNICIPALITY Community Health Centres (CHCs) TOTAL 0 Community Day Centres (CDCs) TOTAL 0

Clinics TOTAL 4 Specialised Clinics TOTAL 0 Amalienstein Clinic Zoar Clinic

Calitzdorp (Bergsig) Clinic

Ladismith (Nissenville) Clinic


Van Wyksdorp Satellite Clinic Calitzdorp Mobile 1 Ladismith Mobile Van Wyksdorp

Mobile 1 Zoar Mobile 1

KNYSNA LOCAL MUNICIPALITY Community Health Centres (CHCs) TOTAL 0 Community Day Centres (CDCs) TOTAL 1 Knysna CDC

Clinics TOTAL 5 Specialised Clinics TOTAL 0 Hornlee Clinic Keurhoek Clinic Khayelethu Clinic Knysna Town Clinic

Sedgefield Clinic

Satellite Clinics TOTAL 1 Mobiles TOTAL 2 Karatara Satellite Clinic Knysna Mobile 1 Sedgefield Mobile 1




MOSSELBAY LOCAL MUNICIPALITY Community Health Centres (CHCs) TOTAL 0 Community Day Centres (CDCs) TOTAL 1 Alma CDC

Clinics TOTAL 3 Specialised Clinics TOTAL 0 D'Almeida Clinic Eyethu Clinic Great Brak River

Clinic


Brandwacht Satellite Clinic

Dana Bay Satellite Clinic

Friemersheim Satellite Clinic

George Road Satellite Clinic

Hartenbos Satellite Clinic

Herbertsdale Satellite Clinic

Sonskynvallei satellite Clinc

Mossel Bay Mobile 1 Mossel Bay Mobile 2 Mossel Bay Mobile 3 Mossel Bay Mobile 4

OUDTSHOORN LOCAL MUNICIPALITY Community Health Centres (CHCs) TOTAL 0 Community Day Centres (CDCs) TOTAL 1 Bridgeton CDC


Bongolethu Clinic Dysselsdorp Clinic

De Rust (Blommenek) Clinic

Oudtshoorn Clinic Toekomsrus Clinic

Oudtshoorn Oral Health Service

Klein Karoo School Reproductive Health Centre

Klein Karoo International Abattoir Reproductive Health Centre

Oudtshoorn Army Base Reproductive Health Centre

Satellite Clinics TOTAL 0 Mobiles TOTAL 3 De Rust Mobile 1 Oudtshoorn Mobile

1 Oudtshoorn Mobile 3

EDEN DISTRICT TOTALS Community Health Centres (CHCs) TOTAL 0 Community Day Centres (CDCs) TOTAL 7 Clinics TOTAL 35 Specialised Clinics TOTAL 12 Satellite Clinics TOTAL 14 Mobiles TOTAL 21

OVERBERG DISTRICT CAPE AGULHAS LOCAL MUNICIPALITY Community Health Centres (CHCs) TOTAL 0 Community Day Centres (CDCs) TOTAL 0

Clinics TOTAL 3 Specialised Clinics TOTAL 0 Bredasdorp Clinic Napier Clinic Struisbaai Clinic

Satellite Clinics TOTAL 2 Mobiles TOTAL 2 Elim Satellite Clinic Waenhuiskrans Satellite Clinic Bredasdorp Mobile 1 Bredasdorp Mobile 2

OVERSTRAND LOCAL MUNICIPALITY Community Health Centres (CHCs) TOTAL 0 Community Day Centres (CDCs) TOTAL 1

Hermanus CDC

Clinics TOTAL 4 Specialised Clinics TOTAL 0 Gansbaai Clinic Hawston Clinic Kleinmond Clinic Stanford Clinic

Satellite Clinics TOTAL 4 Mobiles TOTAL 1 Baardskeerdersbos

Satellite Clinic

Onrus Satellite Clinic Betty's Bay Satellite

Clinic

Pearly Beach Satellite Clinic Caledon/Hermanus/Stanford Mobile 4

SWELLENDAM LOCAL MUNICIPALITY Community Health Centres (CHCs) TOTAL 0 Community Day Centres (CDCs) TOTAL 0

Clinics TOTAL 5 Specialised Clinics TOTAL 0 Barrydale Clinic Buffeljagsrivier Clinic

Railton Clinic Suurbraak Clinic

Swellendam PHC Clinic


Barrydale Mobile 3 Ruens Mobile 5 Swellendam Mobile 4

THEEWATERSKLOOF LOCAL MUNICIPALITY Community Health Centres (CHCs) TOTAL 0 Community Day Centres (CDCs) TOTAL 1 Grabouw CDC

Clinics TOTAL 5 Specialised Clinics TOTAL 0 Botrivier Clinic Caledon Clinic

Genadendal Clinic Riviersonderend

Clinic Villiersdorp Clinic

Satellite Clinics TOTAL 3 Mobiles TOTAL 8 Bereaville Satellite

Clinic Greyton Satellite

Clinic Voorstekraal Satellite

Clinic

Caledon Mobile 1 Caledon Mobile 2 Caledon Mobile 3

Grabouw Mobile 1 Grabouw Mobile 2 Grabouw Mobile 3

Villiersdorp Mobile 1 Villiersdorp Mobile 2

OVERBERG DISTRICT TOTALS Community Health Centres (CHCs) TOTAL 0 Community Day Centres (CDCs) TOTAL 2 Clinics TOTAL 17 Specialised Clinics TOTAL 0 Satellite Clinics TOTAL 9 Mobiles TOTAL 14

Annexures


MOSSELBAY LOCAL MUNICIPALITY Community Health Centres (CHCs) TOTAL 0 Community Day Centres (CDCs) TOTAL 1 Alma CDC

Clinics TOTAL 3 Specialised Clinics TOTAL 0 D'Almeida Clinic Eyethu Clinic Great Brak River

Clinic


Brandwacht Satellite Clinic

Dana Bay Satellite Clinic

Friemersheim Satellite Clinic

George Road Satellite Clinic

Hartenbos Satellite Clinic

Herbertsdale Satellite Clinic

Sonskynvallei satellite Clinc

Mossel Bay Mobile 1 Mossel Bay Mobile 2 Mossel Bay Mobile 3 Mossel Bay Mobile 4

OUDTSHOORN LOCAL MUNICIPALITY Community Health Centres (CHCs) TOTAL 0 Community Day Centres (CDCs) TOTAL 1 Bridgeton CDC


Bongolethu Clinic Dysselsdorp Clinic

De Rust (Blommenek) Clinic

Oudtshoorn Clinic Toekomsrus Clinic

Oudtshoorn Oral Health Service

Klein Karoo School Reproductive Health Centre

Klein Karoo International Abattoir Reproductive Health Centre

Oudtshoorn Army Base Reproductive Health Centre

Satellite Clinics TOTAL 0 Mobiles TOTAL 3 De Rust Mobile 1 Oudtshoorn Mobile

1 Oudtshoorn Mobile 3

EDEN DISTRICT TOTALS Community Health Centres (CHCs) TOTAL 0 Community Day Centres (CDCs) TOTAL 7 Clinics TOTAL 35 Specialised Clinics TOTAL 12 Satellite Clinics TOTAL 14 Mobiles TOTAL 21

OVERBERG DISTRICT CAPE AGULHAS LOCAL MUNICIPALITY Community Health Centres (CHCs) TOTAL 0 Community Day Centres (CDCs) TOTAL 0

Clinics TOTAL 3 Specialised Clinics TOTAL 0 Bredasdorp Clinic Napier Clinic Struisbaai Clinic

Satellite Clinics TOTAL 2 Mobiles TOTAL 2 Elim Satellite Clinic Waenhuiskrans Satellite Clinic Bredasdorp Mobile 1 Bredasdorp Mobile 2

OVERSTRAND LOCAL MUNICIPALITY Community Health Centres (CHCs) TOTAL 0 Community Day Centres (CDCs) TOTAL 1

Hermanus CDC

Clinics TOTAL 4 Specialised Clinics TOTAL 0 Gansbaai Clinic Hawston Clinic Kleinmond Clinic Stanford Clinic

Satellite Clinics TOTAL 4 Mobiles TOTAL 1 Baardskeerdersbos

Satellite Clinic

Onrus Satellite Clinic Betty's Bay Satellite

Clinic

Pearly Beach Satellite Clinic Caledon/Hermanus/Stanford Mobile 4

SWELLENDAM LOCAL MUNICIPALITY Community Health Centres (CHCs) TOTAL 0 Community Day Centres (CDCs) TOTAL 0

Clinics TOTAL 5 Specialised Clinics TOTAL 0 Barrydale Clinic Buffeljagsrivier Clinic

Railton Clinic Suurbraak Clinic

Swellendam PHC Clinic


Barrydale Mobile 3 Ruens Mobile 5 Swellendam Mobile 4

THEEWATERSKLOOF LOCAL MUNICIPALITY Community Health Centres (CHCs) TOTAL 0 Community Day Centres (CDCs) TOTAL 1 Grabouw CDC

Clinics TOTAL 5 Specialised Clinics TOTAL 0 Botrivier Clinic Caledon Clinic

Genadendal Clinic Riviersonderend

Clinic Villiersdorp Clinic

Satellite Clinics TOTAL 3 Mobiles TOTAL 8 Bereaville Satellite

Clinic Greyton Satellite

Clinic Voorstekraal Satellite

Clinic

Caledon Mobile 1 Caledon Mobile 2 Caledon Mobile 3

Grabouw Mobile 1 Grabouw Mobile 2 Grabouw Mobile 3

Villiersdorp Mobile 1 Villiersdorp Mobile 2

OVERBERG DISTRICT TOTALS Community Health Centres (CHCs) TOTAL 0 Community Day Centres (CDCs) TOTAL 2 Clinics TOTAL 17 Specialised Clinics TOTAL 0 Satellite Clinics TOTAL 9 Mobiles TOTAL 14




WEST COAST DISTRICT BERGRIVIER LOCAL MUNICIPALITY



Piketberg Clinic Porterville Clinic Velddrif Clinic Porterville

Reproductive Centre

Velddrift Reproductive Health Centre

Satellite Clinics TOTAL 5 Mobiles TOTAL 2 Aurora Satellite

Clinic Eendekuil Satellite

Clinic

Goedverwacht Satellite Clinic

Redelinghuys Satellite Clinic

Wittewater Satellite Clinic Piketberg Mobile 6 Porterville Mobile 1

CEDERBERG LOCAL MUNICIPALITY


Clinics TOTAL 6 Specialised Clinics TOTAL 0 Citrusdal Clinic Clanwilliam Clinic

Elandsbay Clinic Graafwater Clinic

Lamberts Bay Clinic Wupperthal Clinic

Satellite Clinics TOTAL 1 Mobiles TOTAL 4 Leipoldtville Satellite

Clinic Citrusdal Mobile 1 Clanwilliam Mobile

1

Graafwater Mobile 1 Elands Bay Mobile 1

MATZIKAMA LOCAL MUNICIPALITY Community Health Centres (CHCs) TOTAL 0 Community Day Centres (CDCs) TOTAL 0


Klawer Clinic Lutzville Clinic

Van Rhynsdorp Clinic

Vredendal North Clinic

Vredendal Central Clinic

Satellite Clinics TOTAL 9 Mobiles TOTAL 4 Bitterfontein Satellite

Clinic Doringbaai Satellite

Clinic Ebenhaezer Satellite

Clinic

Kliprand Satellite Clinic

Koekenaap Satellite Clinic

Molsvlei Satellite Clinic

Nuwerus Satellite Clinic

Rietpoort Satellite Clinic

Stofkraal Satellite Clinic

Klawer Mobile 1 Lutzville Mobile 1

Van Rhynsdorp Mobile 1 Vredendal Mobile 1

SALDANHA BAY LOCAL MUNICIPALITY Community Health Centres (CHCs) TOTAL 0 Community Day Centres (CDCs) TOTAL 0

Clinics TOTAL 8 Specialised Clinics TOTAL 1 Diazville Clinic Hanna Coetzee

Clinic Laingville Clinic

Lalie Cleophas Clinic Langebaan Clinic Louwville Clinic

Saldanha Clinic Vredenburg Clinic

Langebaanweg AIrforce base Reproductive Health Centre

Satellite Clinics TOTAL 2 Mobiles TOTAL 1 Paternoster Satellite

Clinic Sandy Point Satellite

Clinic Hopefield Mobile 1

SWARTLAND LOCAL MUNICIPALITY Community Health Centres (CHCs) TOTAL 0 Community Day Centres (CDCs) TOTAL 1 Malmesbury CDC

Clinics TOTAL 4 Specialised Clinics TOTAL 3 Darling Clinic Moorreesburg Clinic

Riebeek Kasteel Clinic Riebeek West Clinic

Riebeek-Kasteel Reproductive Health Centre

Malmesbury Reproductive Health Centre

Moorreesburg Reproductive Health Centre

Satellite Clinics TOTAL 6 Mobiles TOTAL 3 Abbotsdale Satellite

Clinic Chatsworth Satellite

Clinic

Kalbaskraal Satellite Clinic

Koringberg Satellite Clinic

Riverlands Satellite Clinic

Yzerfontein Satellite Clinic

Darling Mobile 1 Malmesbury Mobile 4

Moorreesburg Mobile 1

WEST COAST DISTRICT TOTALS Community Health Centres (CHCs) TOTAL 0 Community Day Centres (CDCs) TOTAL 1 Clinics TOTAL 26 Specialised Clinics TOTAL 6 Satellite Clinics TOTAL 23 Mobiles TOTAL 14

HOSPITALS

DISTRICT HOSPITALS Cape Town TOTAL 8 Cape Winelands TOTAL 4 Eerste River Hospital False Bay Hospital

Helderberg Hospital Karl Bremer Hospital Khayelitsha Hospital

Mitchells Plain Hospital

Victoria Hospital Wesfleur Hospital

Ceres Hospital Montagu Hospital Robertson Hospital Stellenbosch

Hospital

Central Karoo TOTAL 4 Eden TOTAL 6 Beaufort West

Hospital Laingsburg Hospital

Murraysburg Hospital

Prince Albert Hospital

Knysna Hospital Ladismith (Alan

Blyth) Hospital

Mossel Bay Hospital Oudtshoorn Hospital

Riversdale Hospital Uniondale Hospital

Overberg TOTAL 4 West Coast TOTAL 7

Caledon Hospital Hermanus Hospital

Otto Du Plessis Hospital

Swellendam Hospital

Citrusdal Hospital Clanwilliam Hospital LAPA Munnik

Hospital

Radie Kotze Hospital Swartland Hospital

Vredenburg Hospital

Vredendal Hospital

REGIONAL HOSPITALS Cape Town TOTAL 2 Cape Winelands TOTAL 2 Mowbray Maternity

Hospital New Somerset

Hospital Paarl Hospital Worcester Hospital

Central Karoo TOTAL 0 Eden TOTAL 1 George Hospital


TUBERCULOSIS HOSPITALS Cape Town TOTAL 2 Cape Winelands TOTAL 1 Brooklyn Chest

Hospital DP Marais Hospital Brewelskloof Hospital

Central Karoo TOTAL 0 Eden TOTAL 1 Harry Comay

Hospital

Overberg TOTAL 0 West Coast TOTAL 2 Malmesbury ID

Hospital Sonstraal Hospital18

PSYCHIATRIC HOSPITALS Cape Town TOTAL 4 Cape Winelands TOTAL 0 Alexandra Hospital Lentegeur Hospital Stikland Hospital Valkenberg Hospital

Central Karoo TOTAL 0 Eden TOTAL 0


REHABILITATION HOSPITALS Cape Town TOTAL 1 Cape Winelands TOTAL 0 Western Cape Rehabilitation Centre



CENTRAL HOSPITALS Cape Town TOTAL 2 Cape Winelands TOTAL 0 Groote Schuur

Hospital Tygerberg Hospital



TERTIARY HOSPITALS

18 Sonstraal Hospital is physically located in the Cape Winelands District but is managed by the West Coast District with Malmesbury ID Hospital.

Annexures


WEST COAST DISTRICT BERGRIVIER LOCAL MUNICIPALITY



Piketberg Clinic Porterville Clinic Velddrif Clinic Porterville

Reproductive Centre

Velddrift Reproductive Health Centre

Satellite Clinics TOTAL 5 Mobiles TOTAL 2 Aurora Satellite

Clinic Eendekuil Satellite

Clinic

Goedverwacht Satellite Clinic

Redelinghuys Satellite Clinic

Wittewater Satellite Clinic Piketberg Mobile 6 Porterville Mobile 1

CEDERBERG LOCAL MUNICIPALITY


Clinics TOTAL 6 Specialised Clinics TOTAL 0 Citrusdal Clinic Clanwilliam Clinic

Elandsbay Clinic Graafwater Clinic

Lamberts Bay Clinic Wupperthal Clinic

Satellite Clinics TOTAL 1 Mobiles TOTAL 4 Leipoldtville Satellite

Clinic Citrusdal Mobile 1 Clanwilliam Mobile

1

Graafwater Mobile 1 Elands Bay Mobile 1

MATZIKAMA LOCAL MUNICIPALITY Community Health Centres (CHCs) TOTAL 0 Community Day Centres (CDCs) TOTAL 0


Klawer Clinic Lutzville Clinic

Van Rhynsdorp Clinic

Vredendal North Clinic

Vredendal Central Clinic

Satellite Clinics TOTAL 9 Mobiles TOTAL 4 Bitterfontein Satellite

Clinic Doringbaai Satellite

Clinic Ebenhaezer Satellite

Clinic

Kliprand Satellite Clinic

Koekenaap Satellite Clinic

Molsvlei Satellite Clinic

Nuwerus Satellite Clinic

Rietpoort Satellite Clinic

Stofkraal Satellite Clinic

Klawer Mobile 1 Lutzville Mobile 1

Van Rhynsdorp Mobile 1 Vredendal Mobile 1

SALDANHA BAY LOCAL MUNICIPALITY Community Health Centres (CHCs) TOTAL 0 Community Day Centres (CDCs) TOTAL 0

Clinics TOTAL 8 Specialised Clinics TOTAL 1 Diazville Clinic Hanna Coetzee

Clinic Laingville Clinic

Lalie Cleophas Clinic Langebaan Clinic Louwville Clinic

Saldanha Clinic Vredenburg Clinic

Langebaanweg AIrforce base Reproductive Health Centre

Satellite Clinics TOTAL 2 Mobiles TOTAL 1 Paternoster Satellite

Clinic Sandy Point Satellite

Clinic Hopefield Mobile 1

SWARTLAND LOCAL MUNICIPALITY Community Health Centres (CHCs) TOTAL 0 Community Day Centres (CDCs) TOTAL 1 Malmesbury CDC

Clinics TOTAL 4 Specialised Clinics TOTAL 3 Darling Clinic Moorreesburg Clinic

Riebeek Kasteel Clinic Riebeek West Clinic

Riebeek-Kasteel Reproductive Health Centre

Malmesbury Reproductive Health Centre

Moorreesburg Reproductive Health Centre

Satellite Clinics TOTAL 6 Mobiles TOTAL 3 Abbotsdale Satellite

Clinic Chatsworth Satellite

Clinic

Kalbaskraal Satellite Clinic

Koringberg Satellite Clinic

Riverlands Satellite Clinic

Yzerfontein Satellite Clinic

Darling Mobile 1 Malmesbury Mobile 4

Moorreesburg Mobile 1

WEST COAST DISTRICT TOTALS Community Health Centres (CHCs) TOTAL 0 Community Day Centres (CDCs) TOTAL 1 Clinics TOTAL 26 Specialised Clinics TOTAL 6 Satellite Clinics TOTAL 23 Mobiles TOTAL 14

HOSPITALS

DISTRICT HOSPITALS Cape Town TOTAL 8 Cape Winelands TOTAL 4 Eerste River Hospital False Bay Hospital

Helderberg Hospital Karl Bremer Hospital Khayelitsha Hospital

Mitchells Plain Hospital

Victoria Hospital Wesfleur Hospital

Ceres Hospital Montagu Hospital Robertson Hospital Stellenbosch

Hospital

Central Karoo TOTAL 4 Eden TOTAL 6 Beaufort West

Hospital Laingsburg Hospital

Murraysburg Hospital

Prince Albert Hospital

Knysna Hospital Ladismith (Alan

Blyth) Hospital

Mossel Bay Hospital Oudtshoorn Hospital

Riversdale Hospital Uniondale Hospital


Caledon Hospital Hermanus Hospital

Otto Du Plessis Hospital

Swellendam Hospital

Citrusdal Hospital Clanwilliam Hospital LAPA Munnik

Hospital

Radie Kotze Hospital Swartland Hospital

Vredenburg Hospital

Vredendal Hospital

REGIONAL HOSPITALS Cape Town TOTAL 2 Cape Winelands TOTAL 2 Mowbray Maternity

Hospital New Somerset

Hospital Paarl Hospital Worcester Hospital

Central Karoo TOTAL 0 Eden TOTAL 1 George Hospital


TUBERCULOSIS HOSPITALS Cape Town TOTAL 2 Cape Winelands TOTAL 1 Brooklyn Chest

Hospital DP Marais Hospital Brewelskloof Hospital

Central Karoo TOTAL 0 Eden TOTAL 1 Harry Comay

Hospital

Overberg TOTAL 0 West Coast TOTAL 2 Malmesbury ID

Hospital Sonstraal Hospital18

PSYCHIATRIC HOSPITALS Cape Town TOTAL 4 Cape Winelands TOTAL 0 Alexandra Hospital Lentegeur Hospital Stikland Hospital Valkenberg Hospital



REHABILITATION HOSPITALS Cape Town TOTAL 1 Cape Winelands TOTAL 0 Western Cape Rehabilitation Centre



CENTRAL HOSPITALS Cape Town TOTAL 2 Cape Winelands TOTAL 0 Groote Schuur

Hospital Tygerberg Hospital



TERTIARY HOSPITALS

18 Sonstraal Hospital is physically located in the Cape Winelands District but is managed by the West Coast District with Malmesbury ID Hospital.




Cape Town TOTAL 1 Cape Winelands TOTAL 0 Red Cross War Memorial Children Hospital



OTHER

INTERMEDIATE CARE FACILITIES Cape Town TOTAL 12 Cape Winelands TOTAL 6 Baphumelele Respite

Care Centre Booth Memorial Conradie Care

Centre Lizo Nobanda Maitland Cottage

Helderberg Step Down Facility

Living Hope Trust Sarah Fox

St Joseph's Stepping Stones Tygerberg Trust Lentegeur

Intermediate Care

Boland Step Down Facility

Bram Care Step Down Facility

Ceres Step Down Facility

Drakenstein Intermediate Care Step Down Facility

Franschhoek Hospice HBC

Stellenbosch Hospice


Cornerstone Step Down Facility Nelspoort Hospital Nelspoort Palliative

Step Down Facility

@ Peace Palliative Step Down Facility

Bethesda CMSR Step Down Facility

Knysna Sedgefield Hospice

Knysna Sub-acute Facility

Oudtshoorn FAMSA Hospice


Overstrand Care Centre Themba Care

(Theewaterskloof) Intermediate Care

Sederhof / ACVV Clanwilliam Intermediate Care Service

LAPA Munnik Step Down Facility

Siyabonga Step Down Facility

Vredendal Old Age Home Convalescent Unit

Goue Aar Intermediate Care

PSYCHIATRIC STEP DOWN FACILITIES Cape Town TOTAL 2 Cape Winelands TOTAL 0 New Beginnings William Slater



EMERGENCY MEDICAL SERVICES AMBULANCE STATIONS Cape Town TOTAL 4 Cape Winelands TOTAL 10

Khayelitsha Eastern Lentegeur Southern Pinelands Western Tygerberg Northern

Bonnievale Ceres De Doorns Stellenbosch

Montagu Paarl Robertson

Touws River Tulbagh Worcester


Beaufort West Laingsburg

Leeu-Gamka Murraysburg Prince Albert

Calitzdorp Dysselsdorp George

Heidelberg Knysna Ladismith Mossel Bay

Oudtshoorn Plettenberg Bay Riversdale Uniondale

Overberg TOTAL 8 West Coast TOTAL 11 Barrydale Bredasdorp Caledon

Grabouw Hermanus Riviersonderend

Swellendam Villiersdorp

Bitterfontein Citrusdal Clanwilliam Darling

Lamberts Bay Malmesbury Moorreesburg Piketberg

Porterville Vredenburg Vredendal

FORENSIC PATHOLOGY LABORATORIES (MORTUARIES) Cape Town TOTAL 2 Cape Winelands TOTAL 3

Salt River Tygerberg

Paarl

Wolseley Worcester

Central Karoo TOTAL 2 Eden TOTAL 5 Beaufort West Laingsburg George

Knysna Mossel Bay Oudtshoorn Riversdale

Overberg TOTAL 1 West Coast TOTAL 3 Hermanus Malmesbury Vredenburg Vredendal

Miscellaneous Cape Town TOTAL 1 Heideveld EC (GFJ)

Abbreviations

5Ls Long life, loose fit, low impact, luminous healing space and lean design and construction

AGSA Auditor-General of South Africa

AIDS Acquired immune deficiency syndrome

ANC Antenatal Care

APL Approved post list

ART Anti-retroviral therapy

ARV Anti-retroviral

ATA Assistant-to-Artisan

BAS Basic Accounting System

BMI Budget Monitoring Instrument

CA Compliance Assessment

CBS Community-based services

CDC Community Day Centre

CDU Chronic Dispensing Unit

CEI Centre of E Innovation

CFO Chief Financial Officer

CHC Community Health Centre

CIDB Construction Industry Development Board

CMD Cape Medical Depot

CO2 Carbon Dioxide

COIDA Compensation for Occupational Injuries and Diseases Act

CPUT Cape Peninsula University of Technology

CVA Cultural Values Assessment

DHS District Health Services

DOCS Department of Community Safety

DoRA Division of Revenue Act

DotP Department of the Premier

DPSA Department of Public Service and Administration

DTaP-IPV-HepB-Hib

Diphtheria, Tetanus, Pertussis (acellular, component), Hepatitis B (rDNA), poliomyelitis (inactivated) and Haemophilus Influenzae Type B conjugate vaccine (adsorbed) (Hexaxim)

eCare Electronic Care

EDR.web Electronic Drug Resistant software

EHWP Employee Health and Wellness Programme

EMS Emergency Medical Services

EPWP Extended Public Works Programme

ESL Essential Supplies List

ETR.net Electronic Tuberculosis Register

FAMSA Family and Marriage Society of South Africa

FMC Financial Management Committee

FPL Forensic Pathology Labs

Annexures


Cape Town TOTAL 1 Cape Winelands TOTAL 0 Red Cross War Memorial Children Hospital



OTHER

INTERMEDIATE CARE FACILITIES Cape Town TOTAL 12 Cape Winelands TOTAL 6 Baphumelele Respite

Care Centre Booth Memorial Conradie Care

Centre Lizo Nobanda Maitland Cottage

Helderberg Step Down Facility

Living Hope Trust Sarah Fox

St Joseph's Stepping Stones Tygerberg Trust Lentegeur

Intermediate Care

Boland Step Down Facility

Bram Care Step Down Facility

Ceres Step Down Facility

Drakenstein Intermediate Care Step Down Facility

Franschhoek Hospice HBC

Stellenbosch Hospice


Cornerstone Step Down Facility Nelspoort Hospital Nelspoort Palliative

Step Down Facility

@ Peace Palliative Step Down Facility

Bethesda CMSR Step Down Facility

Knysna Sedgefield Hospice

Knysna Sub-acute Facility

Oudtshoorn FAMSA Hospice


Overstrand Care Centre Themba Care

(Theewaterskloof) Intermediate Care

Sederhof / ACVV Clanwilliam Intermediate Care Service

LAPA Munnik Step Down Facility

Siyabonga Step Down Facility

Vredendal Old Age Home Convalescent Unit

Goue Aar Intermediate Care

PSYCHIATRIC STEP DOWN FACILITIES Cape Town TOTAL 2 Cape Winelands TOTAL 0 New Beginnings William Slater



EMERGENCY MEDICAL SERVICES AMBULANCE STATIONS Cape Town TOTAL 4 Cape Winelands TOTAL 10

Khayelitsha Eastern Lentegeur Southern Pinelands Western Tygerberg Northern

Bonnievale Ceres De Doorns Stellenbosch

Montagu Paarl Robertson

Touws River Tulbagh Worcester


Beaufort West Laingsburg

Leeu-Gamka Murraysburg Prince Albert

Calitzdorp Dysselsdorp George

Heidelberg Knysna Ladismith Mossel Bay

Oudtshoorn Plettenberg Bay Riversdale Uniondale

Overberg TOTAL 8 West Coast TOTAL 11 Barrydale Bredasdorp Caledon

Grabouw Hermanus Riviersonderend

Swellendam Villiersdorp

Bitterfontein Citrusdal Clanwilliam Darling

Lamberts Bay Malmesbury Moorreesburg Piketberg

Porterville Vredenburg Vredendal

FORENSIC PATHOLOGY LABORATORIES (MORTUARIES) Cape Town TOTAL 2 Cape Winelands TOTAL 3

Salt River Tygerberg

Paarl

Wolseley Worcester

Central Karoo TOTAL 2 Eden TOTAL 5 Beaufort West Laingsburg George

Knysna Mossel Bay Oudtshoorn Riversdale

Overberg TOTAL 1 West Coast TOTAL 3 Hermanus Malmesbury Vredenburg Vredendal

Miscellaneous Cape Town TOTAL 1 Heideveld EC (GFJ)

Abbreviations

5Ls Long life, loose fit, low impact, luminous healing space and lean design and construction

AGSA Auditor-General of South Africa

AIDS Acquired immune deficiency syndrome

ANC Antenatal Care

APL Approved post list

ART Anti-retroviral therapy

ARV Anti-retroviral

ATA Assistant-to-Artisan

BAS Basic Accounting System

BMI Budget Monitoring Instrument

CA Compliance Assessment

CBS Community-based services

CDC Community Day Centre

CDU Chronic Dispensing Unit

CEI Centre of E Innovation

CFO Chief Financial Officer

CHC Community Health Centre

CIDB Construction Industry Development Board

CMD Cape Medical Depot

CO2 Carbon Dioxide

COIDA Compensation for Occupational Injuries and Diseases Act

CPUT Cape Peninsula University of Technology

CVA Cultural Values Assessment

DHS District Health Services

DOCS Department of Community Safety

DoRA Division of Revenue Act

DotP Department of the Premier

DPSA Department of Public Service and Administration

DTaP-IPV-HepB-Hib

Diphtheria, Tetanus, Pertussis (acellular, component), Hepatitis B (rDNA), poliomyelitis (inactivated) and Haemophilus Influenzae Type B conjugate vaccine (adsorbed) (Hexaxim)

eCare Electronic Care

EDR.web Electronic Drug Resistant software

EHWP Employee Health and Wellness Programme

EMS Emergency Medical Services

EPWP Extended Public Works Programme

ESL Essential Supplies List

ETR.net Electronic Tuberculosis Register

FAMSA Family and Marriage Society of South Africa

FMC Financial Management Committee

FPL Forensic Pathology Labs




FPS Forensic Pathology Services

FTE Full Time Equivalent

GGHH Global Green & Healthy Hospitals

GHS General Household Survey

HAST HIV/AIDS, STI’s and Tuberculosis

HCBC Home and Community Based Care

HCSS Health Care Support Services

HEI Higher Education Institution

HFM Health Facilities Management

HFRG Health Facility Revitalisation Grant

HIV Human Immunodeficiency Virus

HPCSA Health Professions Council of South Africa

HPTDG Health Professions Training and Development Grant

HPV Human Papilloma Virus

HRD Human Resource Development

HSRC Human Sciences Research Council

HST Health Sciences and Training

HST Health Systems Trust

HT Health Technology

HTA High transmissions areas

IA Internal assessment

ICAS Independent Counselling and Advisory Services

ICS Improvement of Conditions of Service

ICT Information Communication Technology

ICU Intensive Care Unit

IDMS Infrastructure Delivery Management System

IHCC Independent Health Complaints Committee

IMF International Monetary Fund

iMMR Institutional Maternal Mortality Rate

IMR Infant Mortality Rate

IPC Infection, Prevention and Control

IPT Isoniazide Prevention Therapy

IRM Infrastructure Reporting Model

IUCD Intrauterine Contraceptive Device

IT Information Technology

JAC Pharmaceutical Management System

LRA Labour Relations Act

Mbps Megabits per second

MCWH Maternal, Child and Women’s Health

MDR Multi-drug resistant

MDHS Metro District Health Services

MEAP Management Efficiency Alignment Project

MEC Member of Executive Council

MEDSAS Medical Stores Administration System

MLA Multilevel agreement

MMC Medical Male Circumcisions

MOU Midwife Obstetrics Unit

MTEF Medium Term Expenditure Framework

MTSF Medium Term Strategic Framework

NCD Non-communicable diseases

NCS National Core Standards

NDoH National Department of Health

NHI National Health Insurance

NIDS National Indicator Data Set

NOP National Operational Plan

NPO Nonprofit Organisations

NQF National Qualifications Framework

NT National Treasury

NTSG National Tertiary Services Grant

OHH Outreach households

OHS Occupational Health and Safety

OHSA Occupational Health and Safety Act

OPD Outpatient Department

OSD Occupation Specific Dispensation

PAIA Promotion of Access to Information Act

PAY Premier’s Advancement of Youth

PCR Polymerase chain reaction

PCV Pneumococcal conjugate vaccine

PDE Patient Day Equivalents

PERSAL Personnel and Salary Information System

PES Provincial equitable share

PFMA Public Finance Management Act

PHC Primary Health Care

PHCIS Primary Healthcare Information System

PILIR Procedure on incapacity leave and ill-health retirement

PHS Provincial Hospital Services

POPI Protection of Personal Information Act

PPP Public Private Partnerships

PSG Provincial Strategic Goal

PSP Provincial Strategic Plan

PTI Provincial Treasury Instruction

QA Quality Assurance

RCC Rolling Continuation Channel

RCWMCH Red Cross War Memorial Children's Hospital

Annexures


FPS Forensic Pathology Services

FTE Full Time Equivalent

GGHH Global Green & Healthy Hospitals

GHS General Household Survey

HAST HIV/AIDS, STI’s and Tuberculosis

HCBC Home and Community Based Care

HCSS Health Care Support Services

HEI Higher Education Institution

HFM Health Facilities Management

HFRG Health Facility Revitalisation Grant

HIV Human Immunodeficiency Virus

HPCSA Health Professions Council of South Africa

HPTDG Health Professions Training and Development Grant

HPV Human Papilloma Virus

HRD Human Resource Development

HSRC Human Sciences Research Council

HST Health Sciences and Training

HST Health Systems Trust

HT Health Technology

HTA High transmissions areas

IA Internal assessment

ICAS Independent Counselling and Advisory Services

ICS Improvement of Conditions of Service

ICT Information Communication Technology

ICU Intensive Care Unit

IDMS Infrastructure Delivery Management System

IHCC Independent Health Complaints Committee

IMF International Monetary Fund

iMMR Institutional Maternal Mortality Rate

IMR Infant Mortality Rate

IPC Infection, Prevention and Control

IPT Isoniazide Prevention Therapy

IRM Infrastructure Reporting Model

IUCD Intrauterine Contraceptive Device

IT Information Technology

JAC Pharmaceutical Management System

LRA Labour Relations Act

Mbps Megabits per second

MCWH Maternal, Child and Women’s Health

MDR Multi-drug resistant

MDHS Metro District Health Services

MEAP Management Efficiency Alignment Project

MEC Member of Executive Council

MEDSAS Medical Stores Administration System

MLA Multilevel agreement

MMC Medical Male Circumcisions

MOU Midwife Obstetrics Unit

MTEF Medium Term Expenditure Framework

MTSF Medium Term Strategic Framework

NCD Non-communicable diseases

NCS National Core Standards

NDoH National Department of Health

NHI National Health Insurance

NIDS National Indicator Data Set

NOP National Operational Plan

NPO Nonprofit Organisations

NQF National Qualifications Framework

NT National Treasury

NTSG National Tertiary Services Grant

OHH Outreach households

OHS Occupational Health and Safety

OHSA Occupational Health and Safety Act

OPD Outpatient Department

OSD Occupation Specific Dispensation

PAIA Promotion of Access to Information Act

PAY Premier’s Advancement of Youth

PCR Polymerase chain reaction

PCV Pneumococcal conjugate vaccine

PDE Patient Day Equivalents

PERSAL Personnel and Salary Information System

PES Provincial equitable share

PFMA Public Finance Management Act

PHC Primary Health Care

PHCIS Primary Healthcare Information System

PILIR Procedure on incapacity leave and ill-health retirement

PHS Provincial Hospital Services

POPI Protection of Personal Information Act

PPP Public Private Partnerships

PSG Provincial Strategic Goal

PSP Provincial Strategic Plan

PTI Provincial Treasury Instruction

QA Quality Assurance

RCC Rolling Continuation Channel

RCWMCH Red Cross War Memorial Children's Hospital




RDHS Rural District Health Services

RMS Rapid Mortality Surveillance

RV Rotavirus

SAIMD South African Index of Multiple Deprivation

SAMPI South African Multidimensional Poverty Index

SA-NHANES South African National Health and Nutrition Examination Survey

SAPS South African Police Service

SHERQ Safety, Health, Environment, Risk, and Quality

SINJANI Standard Information Jointly Assembled by Networked Infrastructure

SIPDM Standard for Infrastructure Procurement and Delivery Management

SITA State Information Technology Agency

SLA Service level agreements

SOP Standard operating procedures

Stats-SA Statistics South Africa

TB Tuberculosis

TPW Transport and Public Works

U5MR Under-five Mortality Rate

UTT Universal Test and Treat

U-AMP User Asset Management Plan

UNAIDS Joint United Nations Programme on HIV/AIDS

UWC University of the Western Cape

WCCN Western Cape College of Nursing

WCG Western Cape Government

WCRC Western Cape Rehabilitation Centre

WHO World Health Organisation

WoW Western Cape On Wellness

YLL Years of life lost

List of Sources 1. Medical Research Council (2013): Rapid Mortality Surveillance (RMS) Report 2012.

2. Stats-SA data from the National Department of Health and Information Management Circular H28 of 2014.

3. Statistics South Africa. (2014). Mortality and causes of death in South Africa 2013. Pretoria: Statistics South

Africa.

4. Evans J, Morden E, Groenewald P, Zinyakatira N, Neethling I, Misemburi W, Daniels J, Vismer M, Coetzee D,

Bradshaw D. Western Cape Mortality Profile 2013, Draft report. Western Cape Government: Department of

Health, 2015.

5. Shisana, O, Rehle, T, Simbayi LC, Zuma, K, Jooste, S, Zungu N, Labadarios, D, Onoya, D et al. (2014) South

African National HIV Prevalence, Incidence and Behaviour Survey, 2012. Cape Town, HSRC Press.

6. Tier.net

7. ETR.net

8. EDR.web

9. Shanaaz Mathews, Lorna J Martin, David Coetzee, Chris Scott, University of Cape Town: Deaths from injuries

in children under 18 years of age in Metro West, Cape Town: Data from the Child Death Review 2014 and

2015

10. DHS ’98: Department of Health.

11. WCGH: Employee Health and Wellness Programme: Annual Review April 2015 – March 2016

12. The South African Demographic and Health Survey 1998.


14. Medical Research Council.

15. OrcMacro.

16. South Africa Demographic and Health Survey 2003.

17. NIDS ’08.

18. Southern Africa Labour and Development Research Unit.

19. National Income Dynamics Study 2008.

20. NIDS ‘10’11.

21. National Income Dynamics Study 2010/11.

22. South African National Health and Nutrition Examination Survey (SA-NHANES)

23. Shisana, O et al. South African National Health and Nutrition Examination Survey, 2012.

Annexures


RDHS Rural District Health Services

RMS Rapid Mortality Surveillance

RV Rotavirus

SAIMD South African Index of Multiple Deprivation

SAMPI South African Multidimensional Poverty Index

SA-NHANES South African National Health and Nutrition Examination Survey

SAPS South African Police Service

SHERQ Safety, Health, Environment, Risk, and Quality

SINJANI Standard Information Jointly Assembled by Networked Infrastructure

SIPDM Standard for Infrastructure Procurement and Delivery Management

SITA State Information Technology Agency

SLA Service level agreements

SOP Standard operating procedures

Stats-SA Statistics South Africa

TB Tuberculosis

TPW Transport and Public Works

U5MR Under-five Mortality Rate

UTT Universal Test and Treat

U-AMP User Asset Management Plan

UNAIDS Joint United Nations Programme on HIV/AIDS

UWC University of the Western Cape

WCCN Western Cape College of Nursing

WCG Western Cape Government

WCRC Western Cape Rehabilitation Centre

WHO World Health Organisation

WoW Western Cape On Wellness

YLL Years of life lost

List of Sources 1. Medical Research Council (2013): Rapid Mortality Surveillance (RMS) Report 2012.

2. Stats-SA data from the National Department of Health and Information Management Circular H28 of 2014.

3. Statistics South Africa. (2014). Mortality and causes of death in South Africa 2013. Pretoria: Statistics South

Africa.

4. Evans J, Morden E, Groenewald P, Zinyakatira N, Neethling I, Misemburi W, Daniels J, Vismer M, Coetzee D,

Bradshaw D. Western Cape Mortality Profile 2013, Draft report. Western Cape Government: Department of

Health, 2015.

5. Shisana, O, Rehle, T, Simbayi LC, Zuma, K, Jooste, S, Zungu N, Labadarios, D, Onoya, D et al. (2014) South

African National HIV Prevalence, Incidence and Behaviour Survey, 2012. Cape Town, HSRC Press.

6. Tier.net

7. ETR.net

8. EDR.web

9. Shanaaz Mathews, Lorna J Martin, David Coetzee, Chris Scott, University of Cape Town: Deaths from injuries

in children under 18 years of age in Metro West, Cape Town: Data from the Child Death Review 2014 and

2015


11. WCGH: Employee Health and Wellness Programme: Annual Review April 2015 – March 2016

12. The South African Demographic and Health Survey 1998.


14. Medical Research Council.

15. OrcMacro.

16. South Africa Demographic and Health Survey 2003.

17. NIDS ’08.

18. Southern Africa Labour and Development Research Unit.

19. National Income Dynamics Study 2008.

20. NIDS ‘10’11.

21. National Income Dynamics Study 2010/11.

22. South African National Health and Nutrition Examination Survey (SA-NHANES)

23. Shisana, O et al. South African National Health and Nutrition Examination Survey, 2012.

To obtain additional information and/or copies of this document, please contact:

Western cape government health P.O. Box 2060,

Cape Town,

8000

tel: +27 21 483 3245

fax: +27 21 483 6169

email: [email protected]

Website: www.westerncape.gov.za

PR11/2017

ISBN: 978-0-621-45148-1

This publication is also available for download, go to http://www.westerncape.gov.za/health

health - western cape

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