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when the sun rises

when the sun rises. we work hard to deliver. DEPARTMENT OF HEALTH. Key Challenges in the Department Select Committee on Social Services Parliament, Cape Town M514, Marks Building, 5th Floor 02 June 2015. PRESENTATION OUTLINE. Outcome and Sub-outcomes Challenges

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when the sun rises

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  1. when the sun rises we work hard to deliver DEPARTMENT OF HEALTH Key Challenges in the Department Select Committee on Social Services Parliament, Cape Town M514, Marks Building, 5th Floor 02 June 2015

  2. PRESENTATION OUTLINE • Outcome and Sub-outcomes • Challenges • Impact per Challenge • Remedial Measure Taken • Turnaround Strategic Plan • Balance Score Card • Weekly Monitoring Tool • Decision expected from Select Committee on Social Services

  3. OUTCOME 2: A LONG AND HEALTHY FOR ALL SOUTH AFRICANS • SUB-OUTCOMES • Universal Health coverage progressively achieved through implementation of National Health Insurance (NDoH) • Improved quality of health care • Implement the re-engineering of Primary Health Care • Reduced health care costs (NDoH) • Improved human resources for health • Improved health management and leadership • Improved health facility planning and infrastructure delivery • HIV & AIDS and Tuberculosis prevented and successfully managed • Maternal, infant and child mortality reduced •  Efficient Health Management Information System developed and implemented for improved decision making

  4. KEY CHALLENGES The following are Departmental Key Challenges: • Strategic Leadership • Hospital Management • Medico-Legal Services and Litigations • Health Information Management and Health Information Systems • Corporate Services – Document Management • Communication and Social Mobilisation • Human Resource Management and Development • Financial Management • Health Infrastructure Management and Development

  5. KEY CHALLENGES • Strategic Leadership • Poor management of policies and guidelines • Ineffective governance structures

  6. KEY CHALLENGES • Hospital Management • Poor leadership and organisational culture (transversal across all areas of concern) • Non-compliance to core norms and standards • Non compliance to NHI readiness status • Inappropriate provisioning of Non-negotiables • Inadequate management of emerging risks (disease, outbreaks emergencies etc) • Pharmaceutical depot challenges • The warehouse non-compliant with Medicine and Related Substances Control Act, 101 of 1965

  7. KEY CHALLENGES • Medico-Legal Services and Litigation • High outstanding litigations due to inadequate management of litigation risks • Corporate Services • Inadequate record management system • Health Information Management and Health Information Systems • Lack of integrated health information system • Lack of cohesive and integrated IT system (transversal to include relevant departments)

  8. KEY CHALLENGES • Communication and Social Mobilization • Uncoordinated Advocacy and Communications Strategy • Weak social compact with the Public • Inadequate telecommunication infrastructure in health facilities • Human Resources Management and Development • Poor HR Management/inconsistent leadership challenge • Inadequate HR Plan • Out of adjustment appointment-Organogram • Challenge on the right staff mix

  9. KEY CHALLENGES • Financial Management • Senior financial positions inconsistently filled resulting in: • Non-Compliance with PFMA, Treasury regulations and SCM Processes • Ineffective Risk Management • Asset Management, Contract Management, Liability Management • Extended turn-around-time to meet service provider commitments. • Inadequate contract management of general conditions of contract as per Tender Act • Accruals • Inadequate Fleet Management System

  10. KEY CHALLENGES • Health Infrastructure Management and Development • Key senior positions vacant for a long period • Historic dependency on DPWRT, both of which contributed to: • Poor state of Infrastructure • Inadequate capacity for planning and delivery • Funding backlogs for refurbishment and renovations • Poor spending capacity due to inability to attract skilled built environment personnel • Poor Management of Contractors • Lack of capacity for effective Project Management

  11. REMEDIAL MEASURES TAKEN • TURNAROUND STRATEGIC PLAN • BALANCE SCORE CARD (MONITORING TOOL FOR IMPLEMENTATION OF TAS) • WEEKLY MONITORING TOOL (WEEKLY EVALUATION OF OPERATIONAL ACTIVITIES)

  12. TURNAROUND STRATEGIC PLAN • TURNAROUND STRATEGIC PLAN • (Please see attached Turnaround Strategic Plan)

  13. BALANCE SCORE CARD • BALANCE SCORE CARD (MONITORING TOOL FOR IMPLEMENTATION OF TAS) • (Please see attached Balance Score Card)

  14. WEEKLY MONITORING TOOL • WEEKLY MONITORING TOOL (WEEKLY EVALUATION OF OPERATIONAL ACTIVITIES) • (Please see attached Weekly Monitoring Tool)

  15. DECISION EXPECTED FROM SELECT COMMITTEE ON SOCIAL SERVICES • To note: • Key Challenges experienced by the Department, • The Turnaround Strategic Plan and • Endorse the Turnaround Strategic Plan

  16. Thank You DEPARTMENT OF HEALTH MPUMALANGA PROVINCE REPUBLIC OF SOUTH AFRICA

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