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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
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 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
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
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
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
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 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:
• Service needs determining organizational priorities
• Leadership development
• Strengthening governance
• Positive organizational culture.
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.
Western Cape Government Health
Annual Performance Plan 2017–18
4Wc 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
Western Cape Government Health
Annual Performance Plan 2017–18
5 Wc government heAlth APP 2017–18
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
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:
February 2017
February 2017
February 2017
February 2017
Western Cape Government Health
Annual Performance Plan 2017–18
6Wc government heAlth APP 2017–18
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
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:
Western Cape Government Health
Annual Performance Plan 2017–18
7 Wc government heAlth APP 2017–18
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
8Wc government heAlth APP 2017–18
PArt AStrategic overview
Western Cape Government Health
Annual Performance Plan 2017–18
9 Wc government heAlth APP 2017–18
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
10Wc government heAlth APP 2017–18
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,
Western Cape Government Health
Annual Performance Plan 2017–18
11 Wc government heAlth APP 2017–18
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
12Wc government heAlth APP 2017–18
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
Western Cape Government Health
Annual Performance Plan 2017–18
13 Wc government heAlth APP 2017–18
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
14Wc government heAlth APP 2017–18
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
Life expectancy at birth:
Male 54.6 years 60.0 years
61.5 years
by March 2019
63.7 years
(source: Stats-SA) 65 years
Life expectancy at birth:
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
8.2 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
19.1 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
78.64 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.
Western Cape Government Health
Annual Performance Plan 2017–18
15 Wc government heAlth APP 2017–18
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
16Wc government heAlth APP 2017–18
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.
Western Cape Government Health
Annual Performance Plan 2017–18
17 Wc government heAlth APP 2017–18
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
18Wc government heAlth APP 2017–18
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
Western Cape Government Health
Annual Performance Plan 2017–18
19 Wc government heAlth APP 2017–18
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
20Wc government heAlth APP 2017–18
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
Western Cape Government Health
Annual Performance Plan 2017–18
21 Wc government heAlth APP 2017–18
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
22Wc government heAlth APP 2017–18
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
Western Cape Government Health
Annual Performance Plan 2017–18
23 Wc government heAlth APP 2017–18
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
24Wc government heAlth APP 2017–18
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
Western Cape Government Health
Annual Performance Plan 2017–18
25 Wc government heAlth APP 2017–18
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:
Nature of appointment sessional is excluded. Nature of appointments periodical and abnormal is also
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:
Nature of appointment sessional is excluded. Nature of appointments periodical and abnormal is also
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
26Wc government heAlth APP 2017–18
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:
Nature of appointment sessional is excluded. Nature of appointments periodical and abnormal is also
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:
Nature of appointment sessional is excluded. Nature of appointments periodical and abnormal is also
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.
Western Cape Government Health
Annual Performance Plan 2017–18
27 Wc government heAlth APP 2017–18
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
28Wc government heAlth APP 2017–18
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
Western Cape Government Health
Annual Performance Plan 2017–18
29 Wc government heAlth APP 2017–18
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
30Wc government heAlth APP 2017–18
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.
Western Cape Government Health
Annual Performance Plan 2017–18
31 Wc government heAlth APP 2017–18
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
32Wc government heAlth APP 2017–18
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.
Western Cape Government Health
Annual Performance Plan 2017–18
33 Wc government heAlth APP 2017–18
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
34Wc government heAlth APP 2017–18
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
Western Cape Government Health
Annual Performance Plan 2017–18
35 Wc government heAlth APP 2017–18
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
36Wc government heAlth APP 2017–18
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
Western Cape Government Health
Annual Performance Plan 2017–18
37 Wc government heAlth APP 2017–18
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
38Wc government heAlth APP 2017–18
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
Western Cape Government Health
Annual Performance Plan 2017–18
39 Wc government heAlth APP 2017–18
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
40Wc government heAlth APP 2017–18
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
Western Cape Government Health
Annual Performance Plan 2017–18
41 Wc government heAlth APP 2017–18
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
42Wc government heAlth APP 2017–18
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.
Western Cape Government Health
Annual Performance Plan 2017–18
43 Wc government heAlth APP 2017–18
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
44Wc government heAlth APP 2017–18
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.
Western Cape Government Health
Annual Performance Plan 2017–18
45 Wc government heAlth APP 2017–18
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
46Wc government heAlth APP 2017–18
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
Western Cape Government Health
Annual Performance Plan 2017–18
47 Wc government heAlth APP 2017–18
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
48Wc government heAlth APP 2017–18
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
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%
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/ 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
M edium-term est imate
Eco no mic classif icat io nR '000
Outco me
M ain appro -priat io n
A djusted appro -
priat io n
Software and other intangible assets
Western Cape Government Health
Annual Performance Plan 2017–18
49 Wc government heAlth APP 2017–18
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
50Wc government heAlth APP 2017–18
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
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
Western Cape Government Health
Annual Performance Plan 2017–18
52Wc government heAlth APP 2017–18
PArt BProgramme & Sub-Programme Plan
Western Cape Government Health
Annual Performance Plan 2017–18
53 Wc government heAlth APP 2017–18
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
Western Cape Government Health
Annual Performance Plan 2017–18
54Wc government heAlth APP 2017–18
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
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
15 000 Survey conducted
every 2nd year
14 500
Barrett values survey Participants in the survey X 10 possible values 5 16 220 Survey conducted
every 2nd year
72 980 Survey conducted
every 2nd year
75 000 Survey conducted
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
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
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
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
5 1 Survey conducted
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.
Western Cape Government Health
Annual Performance Plan 2017–18
55 Wc government heAlth APP 2017–18
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
Frequency Annual target
2017/18 Quarter 1 Quarter 2 Quarter 3 Quarter 4
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
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
Quarterly % Not required to report
Not required to report
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
ADDITIONAL PROVINCIAL INDICATORS
Programme performance indicator Data source /
Element ID
Audited / Actual performance Medium term targetsFrequency
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 2019/20
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
Total payments and estimates
1. 2.
Revised estimate
Medium-term estimate
Sub-programmeR'000
Outcome
Main appro-priation
Adjusted appro-priation
Western Cape Government Health
Annual Performance Plan 2017–18
56Wc government heAlth APP 2017–18
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
Frequency Annual target
2017/18 Quarter 1 Quarter 2 Quarter 3 Quarter 4
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
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
Quarterly % Not required to report
Not required to report
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
ADDITIONAL PROVINCIAL INDICATORS
Programme performance indicator Data source /
Element ID
Audited / Actual performance Medium term targetsFrequency
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 2019/20
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
Total payments and estimates
1. 2.
Revised estimate
Medium-term estimate
Sub-programmeR'000
Outcome
Main appro-priation
Adjusted 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.
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/ 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
Software and other intangible assets
Other
Departmental agencies (non-business entities)
A djusted appro -
priat io n
Operating payments
Property payments
Rental and hiring
M edium-term est imate
Communication (G&S)
Eco no mic classif icat io nR '000
Outco me
M ain appro -priat io n
Catering: Departmental
Legal costs
Travel and subsistence
R evised est imate
Consumable: Stationery, printing and office supplies
Computer servicesConsultants and professional services: Business and advisory services
Administrative feesAdvertisingM inor AssetsAudit cost: External
Inventory: M aterials and
Consumable suppliesInventory: M edical supplies
Venues and facilities
Fleet services (including government motor transport)
Training and development
Contractors
Operating leases
Entertainment
Western Cape Government Health
Annual Performance Plan 2017–18
57 Wc government heAlth APP 2017–18
Risk Management
RISK 1 Budget Constraints
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.
Western Cape Government Health
Annual Performance Plan 2017–18
58Wc government heAlth APP 2017–18
Risk Management
RISK 1 Budget Constraints
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
Western Cape Government Health
Annual Performance Plan 2017–18
59 Wc government heAlth APP 2017–18
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.
Programme Priorities
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
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
Western Cape Government Health
Annual Performance Plan 2017–18
60Wc government heAlth APP 2017–18
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.
Programme Priorities
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
denominators were updated accordingly.
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
Central Karoo District
Eden District Overberg District West Coast 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
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 23 - - - - - - - Denominator 7 - - - - - - -
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 10 - - - - - - - Denominator 11 - - - - - - -
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%
Numerator 17 3 220 2 369 232 18 179 262 160 Denominator 15 3 371 2 487 236 22 199 266 161
Data source / Element ID
Performance indicator Type
SECTOR SPECIFIC INDICATORS
Estimated performance
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
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
Western Cape Government Health
Annual Performance Plan 2017–18
61 Wc government heAlth APP 2017–18
Table B 11: Provincial Strategic Objectives and Annual Targets for Distrcit Health Services [DHS3]
Note: no provincial strategic objectives specified for District Health Services
Performance Indicators - Annual Targets
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
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
denominators were updated accordingly.
Quarterly Targets for 17/18
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
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
denominators were updated accordingly.
Type Estimated performance
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 10 - - - - - - - Denominator 11 - - - - - - -
3 PHC utilisation rate - Total No 2.4 2.3 2.3 2.3 2.3 2.3 2.3
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
4 Complaint resolution rate (PHC) % 93.5% 94.4% 96.5% 96.8% 95.6% 95.7% 95.8%
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%
Numerator 17 1 353 2 600 3 220 2 925 2 810 2 773 2 717 Denominator 15 1 455 2 702 3 371 3 036 2 958 2 911 2 845
Performance indicator Data source / Element ID
Audited / Actual performance Medium term targets
SECTOR SPECIFIC INDICATORS
Frequency Annual target2017/18 Quarter 1 Quarter 2 Quarter 3 Quarter 4
1 Ideal clinic status determinations conducted by Perfect Permanent Team for Ideal Clinic Realisation and Maintenance (PPTICRM) rate (f ixed clinic/CHC/CDC)
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
Data source / Element ID
Programme performance indicator Quarterly targets
SECTOR SPECIFIC INDICATORS
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
Western Cape Government Health
Annual Performance Plan 2017–18
62Wc government heAlth APP 2017–18
Table B 11: Provincial Strategic Objectives and Annual Targets for Distrcit Health Services [DHS3]
Note: no provincial strategic objectives specified for District Health Services
Performance Indicators - Annual Targets
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
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
denominators were updated accordingly.
Quarterly Targets for 17/18
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
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
denominators were updated accordingly.
Type Estimated performance
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 10 - - - - - - - Denominator 11 - - - - - - -
3 PHC utilisation rate - Total No 2.4 2.3 2.3 2.3 2.3 2.3 2.3
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
4 Complaint resolution rate (PHC) % 93.5% 94.4% 96.5% 96.8% 95.6% 95.7% 95.8%
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%
Numerator 17 1 353 2 600 3 220 2 925 2 810 2 773 2 717 Denominator 15 1 455 2 702 3 371 3 036 2 958 2 911 2 845
Performance indicator Data source / Element ID
Audited / Actual performance Medium term targets
SECTOR SPECIFIC INDICATORS
Frequency Annual target2017/18 Quarter 1 Quarter 2 Quarter 3 Quarter 4
1 Ideal clinic status determinations conducted by Perfect Permanent Team for Ideal Clinic Realisation and Maintenance (PPTICRM) rate (f ixed clinic/CHC/CDC)
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
Data source / Element ID
Programme performance indicator Quarterly targets
SECTOR SPECIFIC INDICATORS
District Hospitals
Situational Analysis Indicators
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.
Strategic Objectives - Annual Targets
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.
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 2015/16
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
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 2015/16
1 Hospital achieved 75% and more on National Core Standards self assessment rate (District Hospitals)
% 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 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
Numerator 9 931 177 539 835 72 984 32 227 124 234 55 832 106 066 Denominator 10 281 849 146 157 27 790 9 824 39 436 19 670 38 972
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
Performance indicator Data source / Element ID
Type
SECTOR SPECIFIC INDICATORS
Estimated performance
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
Source Data Element Element ID Audited / Actual performance Medium term targets
Western Cape Government Health
Annual Performance Plan 2017–18
63 Wc government heAlth APP 2017–18
Table B 17: Provincial strategic objectives and annual targets for District Hospitals [DHS 7] Note: No provincial strategic objectives specified for District Hospitals.
Performance Indicators - Annual Targets
Table B 18: Performance indicators for District Hospitals [DHS 8]
Notes: Indicator 1: The NCS system is currently still under development by national developers, and the NCS indicators are dependent on this.
Quarterly Targets for 17/18
Table B 19: Quarterly targets for District Hospitals (DHS 9)
Notes: Indicator 1: The NCS system is currently still under development by national developers, and the NCS indicators are dependent on this.
Type Estimated performance
2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20
1 Hospital achieved 75% and more on National Core Standards self assessment rate (District Hospitals)
% 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
2 Average length of stay (district hospitals) Days 3.2 3.2 3.3 3.2 3.2 3.2 3.2
Numerator 9 863 755 908 493 931 177 906 580 916 103 922 732 923 518 Denominator 10 271 963 287 071 281 849 280 351 282 702 285 392 286 059
3 Inpatient bed utilisation rate (district hospitals) % 88.2% 86.1% 87.5% 83.8% 84.7% 85.3% 85.4%
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
4 Expenditure per PDE (district hospitals) R R 1 938.40 R 1 427.88 R 2 406.93 R 2 100.22 R 2 263.80 R 2 481.82 R 2 615.22
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
5 Complaint resolution rate (district hospitals) % 93.9% 92.6% 93.1% 95.3% 93.3% 93.3% 93.2%
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
Performance indicator Data source / Element ID
Audited / Actual performance Medium term targets
SECTOR SPECIFIC INDICATORS
Frequency Annual target
2017/18 Quarter 1 Quarter 2 Quarter 3 Quarter 4
1 Hospital achieved 75% and more on National Core Standards self assessment rate (District Hospitals)
Quarterly 63.6% 75.0% 100.0% 47.6%
Numerator 22 21 3 8 10 0
Denominator 3 33 4 8 21 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
SECTOR SPECIFIC INDICATORS
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
Western Cape Government Health
Annual Performance Plan 2017–18
64Wc government heAlth APP 2017–18
Table B 17: Provincial strategic objectives and annual targets for District Hospitals [DHS 7] Note: No provincial strategic objectives specified for District Hospitals.
Performance Indicators - Annual Targets
Table B 18: Performance indicators for District Hospitals [DHS 8]
Notes: Indicator 1: The NCS system is currently still under development by national developers, and the NCS indicators are dependent on this.
Quarterly Targets for 17/18
Table B 19: Quarterly targets for District Hospitals (DHS 9)
Notes: Indicator 1: The NCS system is currently still under development by national developers, and the NCS indicators are dependent on this.
Type Estimated performance
2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20
1 Hospital achieved 75% and more on National Core Standards self assessment rate (District Hospitals)
% 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
2 Average length of stay (district hospitals) Days 3.2 3.2 3.3 3.2 3.2 3.2 3.2
Numerator 9 863 755 908 493 931 177 906 580 916 103 922 732 923 518 Denominator 10 271 963 287 071 281 849 280 351 282 702 285 392 286 059
3 Inpatient bed utilisation rate (district hospitals) % 88.2% 86.1% 87.5% 83.8% 84.7% 85.3% 85.4%
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
4 Expenditure per PDE (district hospitals) R R 1 938.40 R 1 427.88 R 2 406.93 R 2 100.22 R 2 263.80 R 2 481.82 R 2 615.22
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
5 Complaint resolution rate (district hospitals) % 93.9% 92.6% 93.1% 95.3% 93.3% 93.3% 93.2%
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
Performance indicator Data source / Element ID
Audited / Actual performance Medium term targets
SECTOR SPECIFIC INDICATORS
Frequency Annual target
2017/18 Quarter 1 Quarter 2 Quarter 3 Quarter 4
1 Hospital achieved 75% and more on National Core Standards self assessment rate (District Hospitals)
Quarterly 63.6% 75.0% 100.0% 47.6%
Numerator 22 21 3 8 10 0
Denominator 3 33 4 8 21 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
SECTOR SPECIFIC INDICATORS
Quarterly targetsData source / Element ID
Programme performance indicator
HIV/AIDS, STIs & Tuberculosis (HAST)
Situational Analysis Indicators
Table B 20: Data Elements for Situation Analysis Indicators
Table B 21: Situation Analysis Indicators for HAST [DHS 10]
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 2015/16
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
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 2015/16
1.1.1 TB programme success rate % 74.2% 72.3% 76.8% 79.3% 78.7% 85.9% 68.9%
Numerator 1 32 501 18 098 5 629 490 3 804 1 872 2 608 Denominator 2 43 783 25 040 7 326 618 4 833 2 179 3 787
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%
Numerator 26 21 470 11 597 3 474 331 2 792 1 172 2 104 Denominator 27 22 760 13 027 3 528 356 2 676 1 064 2 109
7 TB client treatment success rate % 74.2% 71.4% 80.0% 79.3% 78.7% 85.9% 68.9%
Numerator 18 32 501 17 882 1 669 490 3 804 1 872 2 608 Denominator 19 43 783 25 040 2 085 618 4 833 2 179 3 787
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
PROVINCIAL STRATEGIC OBJECTIVE INDICATORS
SECTOR SPECIFIC INDICATORS
Western Cape Government Health
Annual Performance Plan 2017–18
65 Wc government heAlth APP 2017–18
Strategic Objectives - Annual Targets
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]
Estimated performance
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
Source Data Element Element ID Audited / Actual performance Medium term targets
Estimated performance
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
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
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 plan target
STRATEGIC GOAL: Promote health and wellness.
Western Cape Government Health
Annual Performance Plan 2017–18
66Wc government heAlth APP 2017–18
Strategic Objectives - Annual Targets
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]
Estimated performance
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
Source Data Element Element ID Audited / Actual performance Medium term targets
Estimated performance
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
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
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 plan target
STRATEGIC GOAL: Promote health and wellness.
Performance Indicators - Annual Targets
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
Type Estimated performance
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%
Numerator 1 38 166 35 974 32 501 34 127 34 612 35 467 35 836 Denominator 2 46 582 43 224 43 783 42 648 42 685 42 671 42 706
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%
Numerator 8 3 323 4 245 14 697 14 341 14 606 14 863 14 980 Denominator 9 5 206 5 866 16 995 16 443 16 630 16 716 16 778
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%
Numerator 18 38 164 35 974 32 501 34 127 34 612 35 467 35 836 Denominator 19 46 577 43 224 43 783 42 648 42 685 42 671 42 706
8 TB client lost to follow up rate % 7.1% 6.3% 8.4% 8.5% 8.4% 8.3% 8.2%
Numerator 20 3 297 2 720 3 667 3 629 3 572 3 522 3 484 Denominator 19 46 577 43 224 43 783 42 648 42 685 42 671 42 706
9 TB client death rate % 3.2% 2.1% 3.3% 3.4% 3.3% 3.3% 3.3%
Numerator 21 1 508 922 1 433 1 436 1 419 1 422 1 410 Denominator 19 46 577 43 224 43 783 42 648 42 685 42 671 42 706
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
Data source / Element ID
Audited / Actual performance Medium term targets
PROVINCIAL STRATEGIC OBJECTIVE INDICATORS
SECTOR SPECIFIC INDICATORS
Performance indicator
Western Cape Government Health
Annual Performance Plan 2017–18
67 Wc government heAlth APP 2017–18
Quarterly Targets for 17/18
Table B 25: Quarterly targets for HAST for 2016/17 [DHS 13]
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
Frequency Annual target
2017/18 Quarter 1 Quarter 2 Quarter 3 Quarter 4
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
2.1.2 ART retention in care after 48 months Quarterly 61.8% 59.8% 59.9% 60.0% 65.9%
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
SECTOR SPECIFIC INDICATORS
PROVINCIAL STRATEGIC OBJECTIVE INDICATORS
Data source / Element ID
Programme performance indicator Quarterly targets
Western Cape Government Health
Annual Performance Plan 2017–18
68Wc government heAlth APP 2017–18
Quarterly Targets for 17/18
Table B 25: Quarterly targets for HAST for 2016/17 [DHS 13]
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
Frequency Annual target
2017/18 Quarter 1 Quarter 2 Quarter 3 Quarter 4
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
2.1.2 ART retention in care after 48 months Quarterly 61.8% 59.8% 59.9% 60.0% 65.9%
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
SECTOR SPECIFIC INDICATORS
PROVINCIAL STRATEGIC OBJECTIVE INDICATORS
Data source / Element ID
Programme performance indicator Quarterly targets
Maternal, Child and Women’s Health (MCWH)
Situational Analysis Indicators
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.
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 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
Western Cape Government Health
Annual Performance Plan 2017–18
69 Wc government heAlth APP 2017–18
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
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 2015/16
1 Antenatal 1st visit before 20 w eeks rate % 67.7% 63.8% 73.6% 73.3% 76.9% 78.7% 72.3%
Numerator 3 60 521 37 044 8 671 803 6 570 3 202 4 231 Denominator 4 89 431 58 086 11 784 1 095 8 546 4 070 5 850
2 Mother postnatal visit w ithin 6 days rate % 67.8% 76.3% 54.3% 26.0% 47.8% 67.4% 44.7%
Numerator 5 63 971 47 390 7 650 261 4 261 2 147 2 262 Denominator 6 94 342 62 075 14 101 1 003 8 922 3 186 5 055
3 Antenatal client start on ART rate % 77.5% 79.3% 69.8% 46.3% 65.6% 83.5% 88.4%
Numerator 7 6 070 4 282 667 31 403 353 334 Denominator 8 7 834 5 397 955 67 614 423 378
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%
Numerator 11 89 942 58 846 11 688 1 005 8 370 4 033 6 000 Denominator 12 106 452 66 453 15 400 1 416 10 556 4 663 7 964
6 Measles 2nd dose coverage % 82.2% 85.3% 74.2% 82.8% 84.8% 77.0% 70.7%
Numerator 13 88 873 57 701 11 732 1 194 8 968 3 644 5 634 Denominator 14 108 142 67 632 15 801 1 442 10 571 4 732 7 964
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
reportNot required to
reportNot required to
reportNot required to
reportNot 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%
Numerator 32 87 169 53 805 11 196 889 12 207 4 145 4 927 Denominator 33 157 924 103 655 20 431 1 684 15 242 6 826 10 085
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%
Numerator 37 399 480 224 838 65 014 5 553 54 520 20 619 28 936 Denominator 38 869 842 544 642 128 412 11 636 84 072 37 996 63 084
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%
Numerator 39 20 664 10 772 4 499 414 1 997 1 602 1 380 Denominator 15 65 430 33 063 12 547 1 070 8 474 3 841 6 435
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
TypePerformance indicator Data source /
Element ID
No per 1000
No per 100 000
SECTOR SPECIFIC INDICATORS
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
Western Cape Government Health
Annual Performance Plan 2017–18
70Wc government heAlth APP 2017–18
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
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 2015/16
1 Antenatal 1st visit before 20 w eeks rate % 67.7% 63.8% 73.6% 73.3% 76.9% 78.7% 72.3%
Numerator 3 60 521 37 044 8 671 803 6 570 3 202 4 231 Denominator 4 89 431 58 086 11 784 1 095 8 546 4 070 5 850
2 Mother postnatal visit w ithin 6 days rate % 67.8% 76.3% 54.3% 26.0% 47.8% 67.4% 44.7%
Numerator 5 63 971 47 390 7 650 261 4 261 2 147 2 262 Denominator 6 94 342 62 075 14 101 1 003 8 922 3 186 5 055
3 Antenatal client start on ART rate % 77.5% 79.3% 69.8% 46.3% 65.6% 83.5% 88.4%
Numerator 7 6 070 4 282 667 31 403 353 334 Denominator 8 7 834 5 397 955 67 614 423 378
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%
Numerator 11 89 942 58 846 11 688 1 005 8 370 4 033 6 000 Denominator 12 106 452 66 453 15 400 1 416 10 556 4 663 7 964
6 Measles 2nd dose coverage % 82.2% 85.3% 74.2% 82.8% 84.8% 77.0% 70.7%
Numerator 13 88 873 57 701 11 732 1 194 8 968 3 644 5 634 Denominator 14 108 142 67 632 15 801 1 442 10 571 4 732 7 964
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
reportNot required to
reportNot required to
reportNot required to
reportNot 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%
Numerator 32 87 169 53 805 11 196 889 12 207 4 145 4 927 Denominator 33 157 924 103 655 20 431 1 684 15 242 6 826 10 085
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%
Numerator 37 399 480 224 838 65 014 5 553 54 520 20 619 28 936 Denominator 38 869 842 544 642 128 412 11 636 84 072 37 996 63 084
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%
Numerator 39 20 664 10 772 4 499 414 1 997 1 602 1 380 Denominator 15 65 430 33 063 12 547 1 070 8 474 3 841 6 435
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
TypePerformance indicator Data source /
Element ID
No per 1000
No per 100 000
SECTOR SPECIFIC INDICATORS
Strategic Objectives - Annual Targets
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.
Estimated performance
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
Source Data Element Element ID Audited / Actual performance Medium term targets
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
Western Cape Government Health
Annual Performance Plan 2017–18
71 Wc government heAlth APP 2017–18
Performance Indicators - Annual Targets
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
population-related denominators were updated accordingly.
Type Estimated performance
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%
Numerator 3 60 384 64 604 60 521 61 717 62 033 63 365 64 563 Denominator 4 99 069 98 136 89 431 89 853 89 679 89 846 89 875
2 Mother postnatal visit within 6 days rate % 82.9% 100.5% 67.8% 61.7% 63.4% 66.9% 70.3%
Numerator 5 79 000 97 483 63 971 57 005 58 358 61 299 64 468 Denominator 6 95 337 96 990 94 342 92 411 92 017 91 693 91 693
3 Antenatal client start on ART rate % Not required to report 82.8% 77.5% 83.3% 85.9% 87.8% 90.6%
Numerator 7 - 7 648 6 070 6 380 6 682 6 860 7 078 Denominator 8 - 9 240 7 834 7 657 7 777 7 812 7 812
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
5 Immunisation under 1 year coverage % 79.3% 85.6% 84.5% 82.4% 83.8% 85.3% 86.6%
Numerator 11 89 202 93 542 89 942 86 616 88 487 90 832 92 966 Denominator 12 112 544 109 341 106 452 105 107 105 655 106 547 107 293
6 Measles 2nd dose coverage % 68.6% 72.8% 82.2% 95.4% 74.5% 75.3% 76.4%
Numerator 13 75 502 79 473 88 873 102 640 80 377 81 389 82 607 Denominator 14 110 050 109 157 108 142 107 595 107 885 108 132 108 180
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
8 Diarrhoea case fatality rate % 0.2% 0.2% 0.1% 0.3% 0.3% 0.3% 0.3%
Numerator 18 12 12 13 23 23 24 24 Denominator 19 7 528 7 704 8 685 8 433 8 446 8 470 8 470
9 Pneumonia case fatality rate % 0.4% 0.4% 0.3% 0.4% 0.4% 0.4% 0.4%
Numerator 20 27 32 36 33 33 33 33 Denominator 21 6 395 7 445 10 726 8 102 8 386 8 403 8 403
10 Severe acute malnutrition case fatality rate % 2.2% 1.8% 0.9% 0.6% 0.5% 0.4% 0.4%
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
14 Couple year protection rate (Int) % 89.2% 93.3% 78.6% 76.4% 76.9% 78.2% 79.1%
Numerator 30 1 513 073 1 603 947 1 366 714 1 345 517 1 365 909 1 400 655 1 429 193 Denominator 31 1 696 117 1 718 275 1 739 829 1 760 157 1 776 513 1 791 700 1 806 366
15 Cervical cancer screening coverage (annualised) % 58.1% 57.9% 55.2% 53.4% 56.5% 57.9% 59.2%
Numerator 32 87 397 89 162 87 169 86 789 94 183 99 129 103 854 Denominator 33 150 375 154 021 157 924 162 461 166 812 171 087 175 296
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
Element 3618 Vitamin A 12 – 59 months coverage % 44.3% 46.5% 45.9% 48.3% 49.5% 51.8% 54.3%
Numerator 37 378 972 402 264 399 480 421 038 432 324 452 660 473 179 Denominator 38 855 248 864 158 869 842 872 334 874 218 873 396 870 798
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%
Numerator 39 14 411 24 957 20 664 24 956 31 297 33 673 36 251 Denominator 15 90 964 99 463 65 430 87 421 91 346 92 414 93 537
20 Maternal mortality in facility ratio No per 100 000
66.2 53.3 92.7 59.2 61.5 58.2 55.3
Numerator 40 66 54 67 56 58 55 52 Denominator / 100 000 49 0.998 1.012 0.722 0.946 0.943 0.945 0.944
21 Neonatal death in facility rate No per 1000 5.2 5.6 8.8 5.5 5.6 5.5 5.5
Numerator 42 505 544 834 512 518 511 506 Denominator / 1 000 41 96.3 97.5 94.9 92.9 92.6 92.8 92.8
Data source / Element ID
Audited / Actual performance Medium term targetsPerformance indicator
SECTOR SPECIFIC INDICATORS
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
Western Cape Government Health
Annual Performance Plan 2017–18
72Wc government heAlth APP 2017–18
Performance Indicators - Annual Targets
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
population-related denominators were updated accordingly.
Type Estimated performance
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%
Numerator 3 60 384 64 604 60 521 61 717 62 033 63 365 64 563 Denominator 4 99 069 98 136 89 431 89 853 89 679 89 846 89 875
2 Mother postnatal visit within 6 days rate % 82.9% 100.5% 67.8% 61.7% 63.4% 66.9% 70.3%
Numerator 5 79 000 97 483 63 971 57 005 58 358 61 299 64 468 Denominator 6 95 337 96 990 94 342 92 411 92 017 91 693 91 693
3 Antenatal client start on ART rate % Not required to report 82.8% 77.5% 83.3% 85.9% 87.8% 90.6%
Numerator 7 - 7 648 6 070 6 380 6 682 6 860 7 078 Denominator 8 - 9 240 7 834 7 657 7 777 7 812 7 812
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
5 Immunisation under 1 year coverage % 79.3% 85.6% 84.5% 82.4% 83.8% 85.3% 86.6%
Numerator 11 89 202 93 542 89 942 86 616 88 487 90 832 92 966 Denominator 12 112 544 109 341 106 452 105 107 105 655 106 547 107 293
6 Measles 2nd dose coverage % 68.6% 72.8% 82.2% 95.4% 74.5% 75.3% 76.4%
Numerator 13 75 502 79 473 88 873 102 640 80 377 81 389 82 607 Denominator 14 110 050 109 157 108 142 107 595 107 885 108 132 108 180
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
8 Diarrhoea case fatality rate % 0.2% 0.2% 0.1% 0.3% 0.3% 0.3% 0.3%
Numerator 18 12 12 13 23 23 24 24 Denominator 19 7 528 7 704 8 685 8 433 8 446 8 470 8 470
9 Pneumonia case fatality rate % 0.4% 0.4% 0.3% 0.4% 0.4% 0.4% 0.4%
Numerator 20 27 32 36 33 33 33 33 Denominator 21 6 395 7 445 10 726 8 102 8 386 8 403 8 403
10 Severe acute malnutrition case fatality rate % 2.2% 1.8% 0.9% 0.6% 0.5% 0.4% 0.4%
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
14 Couple year protection rate (Int) % 89.2% 93.3% 78.6% 76.4% 76.9% 78.2% 79.1%
Numerator 30 1 513 073 1 603 947 1 366 714 1 345 517 1 365 909 1 400 655 1 429 193 Denominator 31 1 696 117 1 718 275 1 739 829 1 760 157 1 776 513 1 791 700 1 806 366
15 Cervical cancer screening coverage (annualised) % 58.1% 57.9% 55.2% 53.4% 56.5% 57.9% 59.2%
Numerator 32 87 397 89 162 87 169 86 789 94 183 99 129 103 854 Denominator 33 150 375 154 021 157 924 162 461 166 812 171 087 175 296
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
Element 3618 Vitamin A 12 – 59 months coverage % 44.3% 46.5% 45.9% 48.3% 49.5% 51.8% 54.3%
Numerator 37 378 972 402 264 399 480 421 038 432 324 452 660 473 179 Denominator 38 855 248 864 158 869 842 872 334 874 218 873 396 870 798
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%
Numerator 39 14 411 24 957 20 664 24 956 31 297 33 673 36 251 Denominator 15 90 964 99 463 65 430 87 421 91 346 92 414 93 537
20 Maternal mortality in facility ratio No per 100 000
66.2 53.3 92.7 59.2 61.5 58.2 55.3
Numerator 40 66 54 67 56 58 55 52 Denominator / 100 000 49 0.998 1.012 0.722 0.946 0.943 0.945 0.944
21 Neonatal death in facility rate No per 1000 5.2 5.6 8.8 5.5 5.6 5.5 5.5
Numerator 42 505 544 834 512 518 511 506 Denominator / 1 000 41 96.3 97.5 94.9 92.9 92.6 92.8 92.8
Data source / Element ID
Audited / Actual performance Medium term targetsPerformance indicator
SECTOR SPECIFIC INDICATORS
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.
Frequency Annual target
2017/18 Quarter 1 Quarter 2 Quarter 3 Quarter 4
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%
Numerator 22 5 2 2 0 1
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
SECTOR SPECIFIC INDICATORS
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
Situational Analysis Indicators
Table B 32: Data Elements for Situation Analysis Indicators
Notes: Element 7: 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 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
Notes: Element 7: 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 35: Provincial strategic objectives and annual targets for Disease Prevention and Control [DHS19] Note: No provincial strategic objectives specified for Disease Prevention and Control.
Performance Indicators - Annual Targets
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.
Quarterly Targets for 17/18
Estimated performance
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
Source Data Element Element ID Audited / Actual performance Medium term targets
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 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
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 2015/16
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
TypePerformance indicator Data source /
Element ID
SECTOR SPECIFIC INDICATORS
Type Estimated performance
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
SECTOR SPECIFIC INDICATORS
Audited / Actual performance
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
Western Cape Government Health
Annual Performance Plan 2017–18
73 Wc government heAlth APP 2017–18
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
Situational Analysis Indicators
Table B 32: Data Elements for Situation Analysis Indicators
Notes: Element 7: 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 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
Notes: Element 7: 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 35: Provincial strategic objectives and annual targets for Disease Prevention and Control [DHS19] Note: No provincial strategic objectives specified for Disease Prevention and Control.
Performance Indicators - Annual Targets
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.
Quarterly Targets for 17/18
Estimated performance
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
Source Data Element Element ID Audited / Actual performance Medium term targets
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 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
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 2015/16
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
TypePerformance indicator Data source /
Element ID
SECTOR SPECIFIC INDICATORS
Type Estimated performance
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
SECTOR SPECIFIC INDICATORS
Audited / Actual performance
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
Situational Analysis Indicators
Table B 32: Data Elements for Situation Analysis Indicators
Notes: Element 7: 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 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
Notes: Element 7: 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 35: Provincial strategic objectives and annual targets for Disease Prevention and Control [DHS19] Note: No provincial strategic objectives specified for Disease Prevention and Control.
Performance Indicators - Annual Targets
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.
Quarterly Targets for 17/18
Estimated performance
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
Source Data Element Element ID Audited / Actual performance Medium term targets
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 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
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 2015/16
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
TypePerformance indicator Data source /
Element ID
SECTOR SPECIFIC INDICATORS
Type Estimated performance
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
SECTOR SPECIFIC INDICATORS
Audited / Actual performance
Western Cape Government Health
Annual Performance Plan 2017–18
74Wc government heAlth APP 2017–18
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
Situational Analysis Indicators
Table B 32: Data Elements for Situation Analysis Indicators
Notes: Element 7: 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 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
Notes: Element 7: 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 35: Provincial strategic objectives and annual targets for Disease Prevention and Control [DHS19] Note: No provincial strategic objectives specified for Disease Prevention and Control.
Performance Indicators - Annual Targets
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.
Quarterly Targets for 17/18
Estimated performance
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
Source Data Element Element ID Audited / Actual performance Medium term targets
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 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
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 2015/16
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
TypePerformance indicator Data source /
Element ID
SECTOR SPECIFIC INDICATORS
Type Estimated performance
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
SECTOR SPECIFIC INDICATORS
Audited / Actual performance
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
Situational Analysis Indicators
Table B 32: Data Elements for Situation Analysis Indicators
Notes: Element 7: 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 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
Notes: Element 7: 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 35: Provincial strategic objectives and annual targets for Disease Prevention and Control [DHS19] Note: No provincial strategic objectives specified for Disease Prevention and Control.
Performance Indicators - Annual Targets
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.
Quarterly Targets for 17/18
Estimated performance
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
Source Data Element Element ID Audited / Actual performance Medium term targets
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 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
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 2015/16
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
TypePerformance indicator Data source /
Element ID
SECTOR SPECIFIC INDICATORS
Type Estimated performance
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
SECTOR SPECIFIC INDICATORS
Audited / Actual performance
Table B 37: Quarterly Targets for Disease Prevention and Control for 2015/16 [DHS 21]
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.
Reconciling Performance Targets with the Budget & MTEF
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).
Frequency Annual target
2017/18 Quarter 1 Quarter 2 Quarter 3 Quarter 4
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%
Numerator 8 2 0 1 0 1
Denominator 9 168 39 39 39 53
Data source / Element ID
SECTOR SPECIFIC INDICATORS
Programme performance indicator Quarterly targets
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 2019/20District 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
Medium-term estimate
Main appro-priation
Adjusted appro-priation
Outcome
5.
Sub-programmeR'000
7. 8.
2.
4. 3.
9.
6.
10.
Total payments and estimates
Western Cape Government Health
Annual Performance Plan 2017–18
75 Wc government heAlth APP 2017–18
Table B 39: Payments and estimates by economic classification – Programme 2: District Health Services
Performance and Expenditure Trends
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.
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 5 315 443 5 941 044 6 479 222 6 953 972 7 065 134 7 080 196 7 710 054 8.90 8 184 246 8 681 238 Compensation of employees 3 294 783 3 654 420 4 032 421 4 370 111 4 375 759 4 400 635 4 745 262 7.83 5 007 049 5 287 233
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
Goods and services 2 020 660 2 286 624 2 446 801 2 583 861 2 689 375 2 679 561 2 964 792 10.64 3 177 197 3 394 005 of which
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
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 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)
T o tal eco no mic classif icat io n 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
M edium-term est imate
Eco no mic classif icat io nR '000
Outco me
M ain appro -priat io n
A djusted appro -
priat io n
Computer services
Catering: Departmental activities
Contractors
R evised est imate
Administrative feesAdvertisingM inor AssetsAudit cost: External
Agency and support/outsourced services
Consumable suppliesConsumable: Stationery, printing and office suppliesOperating leases
Consultants and professional services: Business and advisory servicesLaboratory services
Departmental agencies (non-business entities)
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
Software and other intangible assets
Rental and hiring
Western Cape Government Health
Annual Performance Plan 2017–18
76Wc government heAlth APP 2017–18
Table B 39: Payments and estimates by economic classification – Programme 2: District Health Services
Performance and Expenditure Trends
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.
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 5 315 443 5 941 044 6 479 222 6 953 972 7 065 134 7 080 196 7 710 054 8.90 8 184 246 8 681 238 Compensation of employees 3 294 783 3 654 420 4 032 421 4 370 111 4 375 759 4 400 635 4 745 262 7.83 5 007 049 5 287 233
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
Goods and services 2 020 660 2 286 624 2 446 801 2 583 861 2 689 375 2 679 561 2 964 792 10.64 3 177 197 3 394 005 of which
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
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 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)
T o tal eco no mic classif icat io n 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
M edium-term est imate
Eco no mic classif icat io nR '000
Outco me
M ain appro -priat io n
A djusted appro -
priat io n
Computer services
Catering: Departmental activities
Contractors
R evised est imate
Administrative feesAdvertisingM inor AssetsAudit cost: External
Agency and support/outsourced services
Consumable suppliesConsumable: Stationery, printing and office suppliesOperating leases
Consultants and professional services: Business and advisory servicesLaboratory services
Departmental agencies (non-business entities)
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
Software and other intangible assets
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
comparison to the 36.89 per cent allocated in the revised estimate of the 2016/17 budget. This amounts to an
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.
RISK 2 Stock-outs of essential pharmaceutical goods
Mitigating Factors Monitor stock levels at district and facility levels. Monitor vaccine supply. Strengthen ability to move vaccine stock between facilities.
RISK 3 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 4 Vandalism and theft
Western Cape Government Health
Annual Performance Plan 2017–18
77 Wc government heAlth APP 2017–18
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.
RISK 5 Budget Constraints
Mitigating Factors Monitor expenditure regularly against budget. Ensure cost containment and efficiency measures are in place. Tight control of the filling of posts.
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
comparison to the 36.89 per cent allocated in the revised estimate of the 2016/17 budget. This amounts to an
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.
RISK 2 Stock-outs of essential pharmaceutical goods
Mitigating Factors Monitor stock levels at district and facility levels. Monitor vaccine supply. Strengthen ability to move vaccine stock between facilities.
RISK 3 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 4 Vandalism and theft
Western Cape Government Health
Annual Performance Plan 2017–18
78Wc government heAlth APP 2017–18
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.
RISK 5 Budget Constraints
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)
Programme Priorities
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.
Situational Analysis Indicators
Table B 40: Data Elements for Situation Analysis Indicators
Source Data ElementProvince
wide valueCape 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 2015/16WCG Health EMS ambulance licensing database
WCG: Health operational ambulances registered and licensed as per the National Ambulance Act
1 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
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
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
comparison to the 36.89 per cent allocated in the revised estimate of the 2016/17 budget. This amounts to an
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.
RISK 2 Stock-outs of essential pharmaceutical goods
Mitigating Factors Monitor stock levels at district and facility levels. Monitor vaccine supply. Strengthen ability to move vaccine stock between facilities.
RISK 3 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 4 Vandalism and theft
Western Cape Government Health
Annual Performance Plan 2017–18
79 Wc government heAlth APP 2017–18
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.
Strategic Objectives – Annual Targets
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.
Performance Indicators - Annual Targets
Table B 44: Performance Indicators for Emergency Medical Services [EMS 3]
TypeProvince
wide valueCape 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 2015/16SECTOR 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
Source Data Element Estimated performance
2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20WCG Health EMS ambulance licensing database
WCG: Health operational ambulances registered and licensed as per the National Ambulance Act
1 Not required to report
Not required to report
Not required to report
248 248 248 248
CAD system EMS P1 urban response under 15 minutes 2 130 899 112 100 138 444 122 645 77 908 79 898 81 920
CAD system EMS P1 urban calls (responses) 3 184 584 183 694 224 462 210 688 119 859 121 058 122 269
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
CAD system EMS inter-facility transfer 6 169 450 176 945 210 116 203 306 203 306 205 339 207 392
CAD system EMS clients total 7 514 901 786 726 520 113 528 044 533 324 538 657 544 044
CAD system Patients transported by ambulance (EMS emergency cases)
8 514 901 515 237 520 113 528 044 533 324 538 657 544 044
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 Number of WCG: Health operational ambulances registered and licensed
248 Not required to report
Not required to report
Not required to report
248 248 248 248
Denominator 1
STRATEGIC GOAL: Embed good governance and values-driven leadership practices.
Data source /
Element ID
Medium term targetsStrategic objective Programme performance indicator Audited / Actual performance
Ensure registration and licensing of ambulances as per the statutory requirements.
Type Estimated performance
2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2018/19SECTOR SPECIFIC INDICATORS1. EMS P1 urban response under 15 minutes
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
2. EMS P1 rural response under 40 minutes rate Quarterly % 85.3% 83.1% 80.6% 79.4% 79.0% 80.0% 81.0%
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
3. EMS inter-facility transfer rate Quarterly % 32.9% 22.5% 40.4% 38.5% 38.1% 38.1% 38.1%
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
ADDITIONAL PROVINCIAL INDICATORS4. Total number of EMS emergency cases Quarterly No 514 901 515 237 520 113 528 044 533 324 538 657 544 044
Element 8
Programme performance indicator Data source /
Element ID
Audited / Actual performance Medium term targetsFrequency
Western Cape Government Health
Annual Performance Plan 2017–18
80Wc government heAlth APP 2017–18
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.
Strategic Objectives – Annual Targets
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.
Performance Indicators - Annual Targets
Table B 44: Performance Indicators for Emergency Medical Services [EMS 3]
TypeProvince
wide valueCape 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 2015/16SECTOR 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
Source Data Element Estimated performance
2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20WCG Health EMS ambulance licensing database
WCG: Health operational ambulances registered and licensed as per the National Ambulance Act
1 Not required to report
Not required to report
Not required to report
248 248 248 248
CAD system EMS P1 urban response under 15 minutes 2 130 899 112 100 138 444 122 645 77 908 79 898 81 920
CAD system EMS P1 urban calls (responses) 3 184 584 183 694 224 462 210 688 119 859 121 058 122 269
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
CAD system EMS inter-facility transfer 6 169 450 176 945 210 116 203 306 203 306 205 339 207 392
CAD system EMS clients total 7 514 901 786 726 520 113 528 044 533 324 538 657 544 044
CAD system Patients transported by ambulance (EMS emergency cases)
8 514 901 515 237 520 113 528 044 533 324 538 657 544 044
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 Number of WCG: Health operational ambulances registered and licensed
248 Not required to report
Not required to report
Not required to report
248 248 248 248
Denominator 1
STRATEGIC GOAL: Embed good governance and values-driven leadership practices.
Data source /
Element ID
Medium term targetsStrategic objective Programme performance indicator Audited / Actual performance
Ensure registration and licensing of ambulances as per the statutory requirements.
Type Estimated performance
2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2018/19SECTOR SPECIFIC INDICATORS1. EMS P1 urban response under 15 minutes
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
2. EMS P1 rural response under 40 minutes rate Quarterly % 85.3% 83.1% 80.6% 79.4% 79.0% 80.0% 81.0%
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
3. EMS inter-facility transfer rate Quarterly % 32.9% 22.5% 40.4% 38.5% 38.1% 38.1% 38.1%
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
ADDITIONAL PROVINCIAL INDICATORS4. Total number of EMS emergency cases Quarterly No 514 901 515 237 520 113 528 044 533 324 538 657 544 044
Element 8
Programme performance indicator Data source /
Element ID
Audited / Actual performance Medium term targetsFrequency
Quarterly Targets for 17/18
Table B 45: Quarterly targets for Emergency Medical Services for 2016/17 [EMS 4]
Reconciling Performance Targets with the Budget & MTEF
Table B 46: Summary of payments and estimates – Programme 3: Emergency Medical Services
Frequency Annual target
2016/17 Quarter 1 Quarter 2 Quarter 3 Quarter 4
1.1.1 Number of WCG: Health operational ambulances registered and licensed
Annual 248 - - - 248
Denominator 1
PROVINCIAL STRATEGIC OBJECTIVE INDICATORS
Quarterly targetsProgramme performance indicator Data source / Element ID
Frequency Annual target
2017/18 Quarter 1 Quarter 2 Quarter 3 Quarter 4
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
ADDITIONAL PROVINCIAL INDICATORS
SECTOR SPECIFIC INDICATORS
Programme performance indicator Data source / Element ID
Quarterly targets
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 2019/20
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
Medium-term estimate
Main appro-priation
Adjusted appro-priation
Total payments and estimates
Western Cape Government Health
Annual Performance Plan 2017–18
81 Wc government heAlth APP 2017–18
Table B 47: Payments and estimates by economic classification – Programme 3: Emergency Medical Services
Performance and Expenditure Trends
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.
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/ 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
Salaries and wages 416 708 436 680 459 325 504 713 504 713 509 107 546 087 7.26 570 970 600 502 Social contributions 69 651 71 193 80 944 85 889 85 889 84 971 93 861 10.46 99 761 106 450
Goods and services 235 825 246 953 251 359 289 012 307 840 295 355 310 003 4.96 326 039 345 863 of which
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
M achinery and equipment 54 337 75 968 84 938 63 251 98 787 101 456 83 798 (17.40) 88 549 93 591 Transport equipment 47 561 66 890 71 249 56 821 67 357 69 650 76 609 9.99 81 360 86 402 Other machinery and equipment 6 776 9 078 13 689 6 430 31 430 31 806 7 189 (77.40) 7 189 7 189
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
Departmental agencies (non-business entities)
Training and developmentOperating payments
Entertainment
Property payments
Venues and facilitiesRental and hiring
Travel and subsistence
M ain appro -priat io n
A djusted appro -
priat io n
Computer servicesConsultants and professional services: Business and advisory services
Catering: Departmental M inor Assets
Inventory: M edical supplies
Inventory: Other suppliesConsumable suppliesConsumable: Stationery, printing and office supplies
Contractors
Fleet services (including government motor transport)
Agency and support/outsourced services
M edium-term est imate
Communication (G&S)
Eco no mic classif icat io nR '000
Outco me
R evised est imate
Operating leases
Inventory: M edicine
Inventory: M aterials and
Other
Western Cape Government Health
Annual Performance Plan 2017–18
82Wc government heAlth APP 2017–18
Table B 47: Payments and estimates by economic classification – Programme 3: Emergency Medical Services
Performance and Expenditure Trends
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.
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/ 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
Salaries and wages 416 708 436 680 459 325 504 713 504 713 509 107 546 087 7.26 570 970 600 502 Social contributions 69 651 71 193 80 944 85 889 85 889 84 971 93 861 10.46 99 761 106 450
Goods and services 235 825 246 953 251 359 289 012 307 840 295 355 310 003 4.96 326 039 345 863 of which
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
M achinery and equipment 54 337 75 968 84 938 63 251 98 787 101 456 83 798 (17.40) 88 549 93 591 Transport equipment 47 561 66 890 71 249 56 821 67 357 69 650 76 609 9.99 81 360 86 402 Other machinery and equipment 6 776 9 078 13 689 6 430 31 430 31 806 7 189 (77.40) 7 189 7 189
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
Departmental agencies (non-business entities)
Training and developmentOperating payments
Entertainment
Property payments
Venues and facilitiesRental and hiring
Travel and subsistence
M ain appro -priat io n
A djusted appro -
priat io n
Computer servicesConsultants and professional services: Business and advisory services
Catering: Departmental M inor Assets
Inventory: M edical supplies
Inventory: Other suppliesConsumable suppliesConsumable: Stationery, printing and office supplies
Contractors
Fleet services (including government motor transport)
Agency and support/outsourced services
M edium-term est imate
Communication (G&S)
Eco no mic classif icat io nR '000
Outco me
R evised est imate
Operating leases
Inventory: M edicine
Inventory: M aterials and
Other
Risk Management
RISK 1 Budget Constraints
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.
RISK 2 Staff related security incidents
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.
RISK 3 Vandalism and theft
Mitigating Factors Installation of vandal-proof infrastructure including fixtures and fittings,
as far as possible. Improve security services and contract management at facility level.
Western Cape Government Health
Annual Performance Plan 2017–18
83 Wc government heAlth APP 2017–18
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
Programme Priorities
Improving service delivery
Improving quality of care
Improving governance and financial management
Western Cape Government Health
Annual Performance Plan 2017–18
84Wc government heAlth APP 2017–18
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
Programme Priorities
Improving service delivery
Improving quality of care
Improving governance and financial management
General / Regional Hospitals
Strategic Objectives - Annual Targets
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]
Source Data Element Estimated performance
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)
3 Not required to report
Not required to report
Not required to report
Not required to report
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
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
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 Actual (usable) beds in regional hospitals
1 393 1 373 1 389 1 389 1 393 1 393 1 393 1 393
Element 1
Data source / Element ID
Medium term targetsStrategic objective Programme performance indicator
STRATEGIC GOAL: Promote health and wellness.Provide quality general/ regional hospital services.
Audited / Actual performance
Western Cape Government Health
Annual Performance Plan 2017–18
85 Wc government heAlth APP 2017–18
Performance Indicators - Annual Targets
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.
Quarterly Targets for 17/18
Table B 51: Quarterly Targets for General (Regional) Hospitals for 2017/18 [PHS 5]
Type Estimated performance
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)
Quarterly % Not required to report
Not required to report
Not required to report
Not required to report
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)
Quarterly % Not required to report
Not required to report
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
Programme performance indicator Data source / Element ID
Audited / Actual performance Medium term targetsFrequency
Frequency Annual target
2017/18 Quarter 1 Quarter 2 Quarter 3 Quarter 4
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%
Numerator 3 5 0 0 0 5
Denominator 2 5 5 5 5 5
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
6. Complaint resolution w ithin 25 w orking days rate (regional hospitals)
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
Programme performance indicator Data source / Element ID
Quarterly targets
ADDITIONAL PROVINCIAL INDICATORS
SECTOR SPECIFIC INDICATORS
Frequency Annual target
2017/18 Quarter 1 Quarter 2 Quarter 3 Quarter 4
1.1.1 Actual (usable) beds in regional hospitals Annual 1 393 - - - 1 393
Element 1
PROVINCIAL STRATEGIC OBJECTIVE INDICATORS
Quarterly targetsProgramme performance indicator Data source / Element ID
Western Cape Government Health
Annual Performance Plan 2017–18
86Wc government heAlth APP 2017–18
Performance Indicators - Annual Targets
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.
Quarterly Targets for 17/18
Table B 51: Quarterly Targets for General (Regional) Hospitals for 2017/18 [PHS 5]
Type Estimated performance
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)
Quarterly % Not required to report
Not required to report
Not required to report
Not required to report
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)
Quarterly % Not required to report
Not required to report
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
Programme performance indicator Data source / Element ID
Audited / Actual performance Medium term targetsFrequency
Frequency Annual target
2017/18 Quarter 1 Quarter 2 Quarter 3 Quarter 4
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%
Numerator 3 5 0 0 0 5
Denominator 2 5 5 5 5 5
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
6. Complaint resolution w ithin 25 w orking days rate (regional hospitals)
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
Programme performance indicator Data source / Element ID
Quarterly targets
ADDITIONAL PROVINCIAL INDICATORS
SECTOR SPECIFIC INDICATORS
Frequency Annual target
2017/18 Quarter 1 Quarter 2 Quarter 3 Quarter 4
1.1.1 Actual (usable) beds in regional hospitals Annual 1 393 - - - 1 393
Element 1
PROVINCIAL STRATEGIC OBJECTIVE INDICATORS
Quarterly targetsProgramme performance indicator Data source / Element ID
Tuberculosis Hospital
Strategic Objectives - Annual Targets
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]
Performance Indicators - Annual Targets
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).
Source Data Element Estimated performance
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)
3 Not required to report
Not required to report
Not required to report
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
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
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 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 /
Element IDAudited / Actual performance Medium term targets
Type Estimated performance
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 (TB hospitals)
Quarterly % Not required to report
Not required to report
Not required to report
80.0% 66.7% 100.0% 100.0%
Numerator 3 - - - 4 4 6 6
Denominator 2 1 4 2 5 6 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
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
hospitals)Quarterly % 132.0% 134.0% 88.9% 88.9% 88.9% 88.9% 88.9%
Numerator 14 66 67 64 64 64 64 64
Denominator 15 50 50 72 72 72 72 72
Programme performance indicatorFrequency
Data source / Element ID
Audited / Actual performance Medium term targets
Western Cape Government Health
Annual Performance Plan 2017–18
87 Wc government heAlth APP 2017–18
Quarterly Targets for 17/18
Table B 55: Quarterly Targets for Tuberculosis Hospitals for 2017/18 [PHS 5]
Psychiatric hospitals
Strategic Objectives - Annual Targets
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).
Frequency Annual target
2017/18 Quarter 1 Quarter 2 Quarter 3 Quarter 4
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%
Numerator 3 4 0 0 4 0
Denominator 2 6 6 6 6 6
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
6. Complaint resolution w ithin 25 w orking days rate (TB hospitals)
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
Programme performance indicator Data source / Element ID
SECTOR SPECIFIC INDICATORS
Quarterly targets
ADDITIONAL PROVINCIAL INDICATORS
Source Data Element Estimated performance
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 Not required to report
Not required to report
Not required to report
Not required to report
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
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
Element IDAudited / Actual performance Medium term targets
Frequency Annual target
2017/18 Quarter 1 Quarter 2 Quarter 3 Quarter 4
1.1.1 Actual (usable) beds in tuberculosis hospitals Annual 1 026 - - - 1 026
Element 1
PROVINCIAL STRATEGIC OBJECTIVE INDICATORS
Programme performance indicator Data source / Element ID
Quarterly targets
Western Cape Government Health
Annual Performance Plan 2017–18
88Wc government heAlth APP 2017–18
Quarterly Targets for 17/18
Table B 55: Quarterly Targets for Tuberculosis Hospitals for 2017/18 [PHS 5]
Psychiatric hospitals
Strategic Objectives - Annual Targets
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).
Frequency Annual target
2017/18 Quarter 1 Quarter 2 Quarter 3 Quarter 4
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%
Numerator 3 4 0 0 4 0
Denominator 2 6 6 6 6 6
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
6. Complaint resolution w ithin 25 w orking days rate (TB hospitals)
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
Programme performance indicator Data source / Element ID
SECTOR SPECIFIC INDICATORS
Quarterly targets
ADDITIONAL PROVINCIAL INDICATORS
Source Data Element Estimated performance
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 Not required to report
Not required to report
Not required to report
Not required to report
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
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
Element IDAudited / Actual performance Medium term targets
Frequency Annual target
2017/18 Quarter 1 Quarter 2 Quarter 3 Quarter 4
1.1.1 Actual (usable) beds in tuberculosis hospitals Annual 1 026 - - - 1 026
Element 1
PROVINCIAL STRATEGIC OBJECTIVE INDICATORS
Programme performance indicator Data source / Element ID
Quarterly targets
Table B 57: Provincial Strategic Objectives and Annual Targets for Psychiatric Hospitals [PHS 3]
Performance Indicators - Annual Targets
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).
Type Estimated performance
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 (psychiatric hospitals)
Quarterly % Not required to report
Not required to report
Not required to report
Not required to report
100.0% 100.0% 100.0%
Numerator 4 - - - - 4 4 4
Denominator 3 4 4 4 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)
Quarterly % Not required to report
Not required to report
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
Programme performance indicatorFrequency
Data source / Element ID
Audited / Actual performance Medium term targets
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 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 objective Programme performance indicator Data source /
Element IDAudited / Actual performance Medium term targets
STRATEGIC GOAL: Promote health and wellness.Provide quality psychiatric hospital services.
Western Cape Government Health
Annual Performance Plan 2017–18
89 Wc government heAlth APP 2017–18
Quarterly Targets for 17/18
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
Strategic Objectives - Annual Targets
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
Frequency Annual target
2017/18 Quarter 1 Quarter 2 Quarter 3 Quarter 4
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%
Numerator 4 4 0 0 0 4
Denominator 3 4 4 4 4 4
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
6. Complaint resolution w ithin 25 w orking days rate (psychiatric hospitals)
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
SECTOR SPECIFIC INDICATORS
Programme performance indicator Data source / Element ID
Quarterly targets
ADDITIONAL PROVINCIAL INDICATORS
Source Data Element Estimated performance
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)
3 Not required to report
Not required to report
Not required to report
Not required to report
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
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
Element IDAudited / Actual performance Medium term targets
Frequency Annual target
2017/18 Quarter 1 Quarter 2 Quarter 3 Quarter 4
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
PROVINCIAL STRATEGIC OBJECTIVE INDICATORS
Programme performance indicator Data source / Element ID
Quarterly targets
Western Cape Government Health
Annual Performance Plan 2017–18
90Wc government heAlth APP 2017–18
Quarterly Targets for 17/18
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
Strategic Objectives - Annual Targets
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
Frequency Annual target
2017/18 Quarter 1 Quarter 2 Quarter 3 Quarter 4
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%
Numerator 4 4 0 0 0 4
Denominator 3 4 4 4 4 4
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
6. Complaint resolution w ithin 25 w orking days rate (psychiatric hospitals)
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
SECTOR SPECIFIC INDICATORS
Programme performance indicator Data source / Element ID
Quarterly targets
ADDITIONAL PROVINCIAL INDICATORS
Source Data Element Estimated performance
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)
3 Not required to report
Not required to report
Not required to report
Not required to report
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
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
Element IDAudited / Actual performance Medium term targets
Frequency Annual target
2017/18 Quarter 1 Quarter 2 Quarter 3 Quarter 4
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
PROVINCIAL STRATEGIC OBJECTIVE INDICATORS
Programme performance indicator Data source / Element ID
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]
Performance Indicators - Annual Targets
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.
Type Estimated performance
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 (rehabilitation hospitals)
Quarterly % Not required to report
Not required to report
Not required to report
Not required to report
0.0% 0.0% 0.0%
Numerator 3 - - - - 0 0 0
Denominator 2 1 1 1 1 1 1 1
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)
Quarterly % Not required to report
Not required to report
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
ADDITIONAL PROVINCIAL INDICATORS7. Mortality and morbidity review rate
(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
Programme performance indicatorFrequency
Data source / Element ID
Audited / Actual performance Medium term targets
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 Actual (usable) beds in rehabilitation hospitals
156 156 156 156 156 156 156 156
Element 1
Strategic objective Programme performance indicator Data source /
Element IDAudited / Actual performance Medium term targets
STRATEGIC GOAL: Promote health and wellness.Provide quality rehabilitation hospital services.
Western Cape Government Health
Annual Performance Plan 2017–18
91 Wc government heAlth APP 2017–18
Quarterly Targets for 17/18
Table B 63: Quarterly targets for Rehabilitation Services 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.
Dental Training Hospital
Strategic Objectives - Annual Targets
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]
Frequency Annual target
2017/18 Quarter 1 Quarter 2 Quarter 3 Quarter 4
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%
Numerator 3 0 0 0 0 0
Denominator 2 1 1 1 1 1
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
6. Complaint resolution w ithin 25 w orking days rate (rehabilitation hospitals)
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
Denominator 15 12 3 3 3 3
SECTOR SPECIFIC INDICATORS
Programme performance indicator Data source / Element ID
Quarterly targets
ADDITIONAL PROVINCIAL INDICATORS
Frequency Annual target
2016/17 Quarter 1 Quarter 2 Quarter 3 Quarter 4
1.1.1 Actual (usable) beds in rehabilitation hospitals Annual 156 - - - 156
Element 1
PROVINCIAL STRATEGIC OBJECTIVE INDICATORS
Programme performance indicator Data source / Element ID
Quarterly targets
Source Data Element Estimated performance
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
Element IDAudited / Actual performance Medium term targets
Strategic plan target
Estimated performance
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
STRATEGIC GOAL: Promote health and wellness.
Strategic objective Programme performance indicator Data source /
Element IDAudited / Actual performance Medium term targets
Western Cape Government Health
Annual Performance Plan 2017–18
92Wc government heAlth APP 2017–18
Quarterly Targets for 17/18
Table B 63: Quarterly targets for Rehabilitation Services 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.
Dental Training Hospital
Strategic Objectives - Annual Targets
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]
Frequency Annual target
2017/18 Quarter 1 Quarter 2 Quarter 3 Quarter 4
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%
Numerator 3 0 0 0 0 0
Denominator 2 1 1 1 1 1
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
6. Complaint resolution w ithin 25 w orking days rate (rehabilitation hospitals)
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
Denominator 15 12 3 3 3 3
SECTOR SPECIFIC INDICATORS
Programme performance indicator Data source / Element ID
Quarterly targets
ADDITIONAL PROVINCIAL INDICATORS
Frequency Annual target
2016/17 Quarter 1 Quarter 2 Quarter 3 Quarter 4
1.1.1 Actual (usable) beds in rehabilitation hospitals Annual 156 - - - 156
Element 1
PROVINCIAL STRATEGIC OBJECTIVE INDICATORS
Programme performance indicator Data source / Element ID
Quarterly targets
Source Data Element Estimated performance
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
Element IDAudited / Actual performance Medium term targets
Strategic plan target
Estimated performance
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
STRATEGIC GOAL: Promote health and wellness.
Strategic objective Programme performance indicator Data source /
Element IDAudited / Actual performance Medium term targets
Performance Indicators - Annual Targets
Table B 66: Performance indicators for Dental Training Hospitals
Notes: There are no prescribed national indicators for Dental Training Hospitals.
Quarterly Targets for 17/18
Table B 67: Quarterly targets for Dental Training Hospitals for 2017/18
Notes: No prescribed sector indicators.
Reconciling Performance Targets with the Budget & MTEF
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).
Type Estimated performance
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
Programme performance indicatorFrequency
Data source / Element ID
Audited / Actual performance Medium term targets
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 2019/20
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
Medium-term estimate
Main appro-priation
Adjusted appro-priation
1.
4.
Sub-programmeR'000
Outcome
Frequency Annual target
2017/18 Quarter 1 Quarter 2 Quarter 3 Quarter 4
1.1.1 Oral health patient visits at dental training hospitals Quarterly 122 260 37 000 38 904 23 976 22 380
Element 1
PROVINCIAL STRATEGIC OBJECTIVE INDICATORS
Programme performance indicator Data source / Element ID
Quarterly targetsFrequency Annual target
2017/18 Quarter 1 Quarter 2 Quarter 3 Quarter 4
1. Number of removable oral health prosthetic devices manufactured (dentures)
Quarterly 3 895 1 010 1 350 1 080 455
Element 2
SECTOR SPECIFIC INDICATORS
Programme performance indicator Data source / Element ID
Quarterly targets
ADDITIONAL PROVINCIAL INDICATORS
Western Cape Government Health
Annual Performance Plan 2017–18
93 Wc government heAlth APP 2017–18
Table B 69: Payments and estimates by economic classification – Programme 4: Provincial Hospital Services
Performance and Expenditure Trends
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
of R227.904 million or 7.14 per cent.
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.
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 2 462 997 2 670 960 2 901 827 3 148 783 3 149 397 3 138 260 3 372 350 7.46 3 531 103 3 725 675 Compensation of employees 1 791 500 1 943 488 2 119 313 2 282 425 2 282 425 2 280 661 2 467 122 8.18 2 579 761 2 717 079
Salaries and wages 1 584 158 1 724 937 1 872 565 2 002 615 2 002 615 2 011 580 2 163 592 7.56 2 258 666 2 375 379 Social contributions 207 342 218 551 246 748 279 810 279 810 269 081 303 530 12.80 321 095 341 700
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)
T o tal eco no mic classif icat io n 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
Departmental agencies (non-business entities)
R evised est imate
Inventory: Food and food
Legal costsContractorsAgency and support/outsourced services
Administrative fees
Rental and hiring
Inventory: Other suppliesConsumable supplies
A djusted appro -
priat io n
Laboratory services
Fleet services (including government motor transport)
AdvertisingM inor Assets
Inventory: M edicine
M edium-term est imate
Communication (G&S)
Eco no mic classif icat io nR '000
Outco me
M ain appro -priat io n
Entertainment
Computer services
Other
Catering: Departmental
Inventory: M aterials and
Consultants and professional services: Business and advisory services
Venues and facilities
Consumable: Stationery, printing and office suppliesOperating leasesProperty paymentsTransport provided: Departmental activity
Training and developmentTravel and subsistence
Inventory: M edical supplies
Operating payments
Software and other intangible assets
Western Cape Government Health
Annual Performance Plan 2017–18
94Wc government heAlth APP 2017–18
Table B 69: Payments and estimates by economic classification – Programme 4: Provincial Hospital Services
Performance and Expenditure Trends
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
of R227.904 million or 7.14 per cent.
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.
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 2 462 997 2 670 960 2 901 827 3 148 783 3 149 397 3 138 260 3 372 350 7.46 3 531 103 3 725 675 Compensation of employees 1 791 500 1 943 488 2 119 313 2 282 425 2 282 425 2 280 661 2 467 122 8.18 2 579 761 2 717 079
Salaries and wages 1 584 158 1 724 937 1 872 565 2 002 615 2 002 615 2 011 580 2 163 592 7.56 2 258 666 2 375 379 Social contributions 207 342 218 551 246 748 279 810 279 810 269 081 303 530 12.80 321 095 341 700
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)
T o tal eco no mic classif icat io n 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
Departmental agencies (non-business entities)
R evised est imate
Inventory: Food and food
Legal costsContractorsAgency and support/outsourced services
Administrative fees
Rental and hiring
Inventory: Other suppliesConsumable supplies
A djusted appro -
priat io n
Laboratory services
Fleet services (including government motor transport)
AdvertisingM inor Assets
Inventory: M edicine
M edium-term est imate
Communication (G&S)
Eco no mic classif icat io nR '000
Outco me
M ain appro -priat io n
Entertainment
Computer services
Other
Catering: Departmental
Inventory: M aterials and
Consultants and professional services: Business and advisory services
Venues and facilities
Consumable: Stationery, printing and office suppliesOperating leasesProperty paymentsTransport provided: Departmental activity
Training and developmentTravel and subsistence
Inventory: M edical supplies
Operating payments
Software and other intangible assets
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
of R13.591 million or 4.66 per cent.
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
amounts to a nominal increase of R16.076 million or 10.86 per cent.
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.
RISK 1 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 2 Vandalism and theft
Mitigating Factors Installation of vandal-proof infrastructure including fixtures and fittings, as
far as possible. Improve security services and contract management at facility level.
RISK 3 Budget Constraints
Mitigating Factors Ensure cost containment and efficiency measures are in place. Tight control of the filling of posts. Monitor expenditure regularly against budget.
Western Cape Government Health
Annual Performance Plan 2017–18
95 Wc government heAlth APP 2017–18
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
Programme Priorities
Improving service delivery
Improving quality of care and patient experience
Central Hospitals
Strategic Objectives - Annual Targets
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.
Source Data Element Estimated performance
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)
3 Not required to report
Not required to report
Not required to report
Not required to report
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
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
Western Cape Government Health
Annual Performance Plan 2017–18
96Wc government heAlth APP 2017–18
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
Programme Priorities
Improving service delivery
Improving quality of care and patient experience
Central Hospitals
Strategic Objectives - Annual Targets
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.
Source Data Element Estimated performance
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)
3 Not required to report
Not required to report
Not required to report
Not required to report
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
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
Table B 71: Provincial strategic objectives and annual targets for Central Hospital Services [C&THS 1]
Performance Indicators - Annual Targets
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)
Quarterly % Not required to report
Not required to report
Not required to report
Not required to report
100.0% 100.0% 100.0%
Numerator 3 - - - - 2 2 2
Denominator 2 2 2 2 2 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
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
hospitals)Quarterly % 94.3% 95.6% 103.6% 100.0% 94.0% 94.0% 94.0%
Numerator 14 66 86 87 84 79 79 79
Denominator 15 70 90 84 84 84 84 84
Programme performance indicator Data source / Element ID
Audited / Actual performance Medium term targetsFrequency
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 Actual (usable) beds in central hospitals
2 359 2 359 2 359 2 359 2 359 2 359 2 359 2 359
Element 1
Data source / Element ID
Medium term targetsStrategic objective Programme performance indicator
STRATEGIC GOAL: Promote health and wellness.Provide access to the full package of central hospital services.
Audited / Actual performance
Western Cape Government Health
Annual Performance Plan 2017–18
97 Wc government heAlth APP 2017–18
Quarterly Targets for 17/18
Table B 73: Quarterly targets for Central Hospital Services for 2017/18 [C&THS 3]
Strategic Objectives - Annual Targets
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.
Source Data Element Estimated performance
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)
2 Not required to report
Not required to report
Not required to report
Not required to report
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
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
Element IDAudited / Actual performance Medium term targets
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 Actual (usable) beds in Groote Schuur Hospital
975 975 975 975 975 975 975 975
Element 1
Strategic objective Programme performance indicator Data source /
Element IDAudited / Actual performance Medium term targets
STRATEGIC GOAL: Promote health and wellness.Provide access to the full package of central hospital services at Groote Schuur Hospital.
Frequency Annual target
2017/18 Quarter 1 Quarter 2 Quarter 3 Quarter 4
1.1.1 Actual (usable) beds in central hospitals Annual 2 359 - - - 2 359
Element 1
Programme performance indicator Data source / Element ID
PROVINCIAL STRATEGIC OBJECTIVE INDICATORS
Quarterly targets
Frequency Annual target
2017/18 Quarter 1 Quarter 2 Quarter 3 Quarter 4
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%
Numerator 3 2 0 0 0 2
Denominator 2 2 2 2 2 2
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
6. Complaint resolution w ithin 25 w orking days rate (central hospitals)
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
Programme performance indicator Data source / Element ID
Quarterly targets
ADDITIONAL PROVINCIAL INDICATORS
SECTOR SPECIFIC INDICATORS
Western Cape Government Health
Annual Performance Plan 2017–18
98Wc government heAlth APP 2017–18
Quarterly Targets for 17/18
Table B 73: Quarterly targets for Central Hospital Services for 2017/18 [C&THS 3]
Strategic Objectives - Annual Targets
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.
Source Data Element Estimated performance
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)
2 Not required to report
Not required to report
Not required to report
Not required to report
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
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
Element IDAudited / Actual performance Medium term targets
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 Actual (usable) beds in Groote Schuur Hospital
975 975 975 975 975 975 975 975
Element 1
Strategic objective Programme performance indicator Data source /
Element IDAudited / Actual performance Medium term targets
STRATEGIC GOAL: Promote health and wellness.Provide access to the full package of central hospital services at Groote Schuur Hospital.
Frequency Annual target
2017/18 Quarter 1 Quarter 2 Quarter 3 Quarter 4
1.1.1 Actual (usable) beds in central hospitals Annual 2 359 - - - 2 359
Element 1
Programme performance indicator Data source / Element ID
PROVINCIAL STRATEGIC OBJECTIVE INDICATORS
Quarterly targets
Frequency Annual target
2017/18 Quarter 1 Quarter 2 Quarter 3 Quarter 4
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%
Numerator 3 2 0 0 0 2
Denominator 2 2 2 2 2 2
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
6. Complaint resolution w ithin 25 w orking days rate (central hospitals)
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
Programme performance indicator Data source / Element ID
Quarterly targets
ADDITIONAL PROVINCIAL INDICATORS
SECTOR SPECIFIC INDICATORS
Performance Indicators - Annual Targets
Table B 76: Performance indicators Groote Schuur Hospital [C&THS 5]
Quarterly Targets for 17/18
Table B 77: Quarterly targets for Groote Schuur Hospital for 2017/18 [C&THS 6]
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 (Groote Schuur Hospital)
Quarterly Yes / No Not required to report
Not required to report
Not required to report
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)
Quarterly % Not required to report
Not required to report
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 /
Element IDAudited / Actual performance Medium term targets
Frequency Annual target
2017/18 Quarter 1 Quarter 2 Quarter 3 Quarter 4
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
Denominator 14 36 9 9 9 9
SECTOR SPECIFIC INDICATORS
ADDITIONAL PROVINCIAL INDICATORS
Programme performance indicator Data source / Element ID
Quarterly targets
Frequency Annual target
2017/18 Quarter 1 Quarter 2 Quarter 3 Quarter 4
1.1.1 Actual (usable) beds in Groote Schuur Hospital Annual 975 - - - 975
Element 1
PROVINCIAL STRATEGIC OBJECTIVE INDICATORS
Programme performance indicator Data source / Element ID
Quarterly targets
Western Cape Government Health
Annual Performance Plan 2017–18
99 Wc government heAlth APP 2017–18
Strategic Objectives - Annual 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
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 79: Provincial strategic objectives and annual targets for Tygerberg Hospital [C&THS 4]
Performance Indicators - Annual Targets
Table B 80: Performance indicators for Tygerberg Hospital [C&THS 5]
Source Data Element Estimated performance
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)
2 Not required to report
Not required to report
Not required to report
Not required to report
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
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
Element IDAudited / Actual performance Medium term targets
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 (Tygerberg Hospital)
Quarterly Yes / No Not required to report
Not required to report
Not required to report
Not required to report
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)
Quarterly % Not required to report
Not required to report
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
ADDITIONAL PROVINCIAL INDICATORS7. Mortality and morbidity review rate
(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
Programme performance indicatorFrequency Data source /
Element IDAudited / Actual performance Medium term targets
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 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.
Strategic objective Programme performance indicator Data source /
Element IDAudited / Actual performance Medium term targets
Western Cape Government Health
Annual Performance Plan 2017–18
100Wc government heAlth APP 2017–18
Strategic Objectives - Annual 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
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 79: Provincial strategic objectives and annual targets for Tygerberg Hospital [C&THS 4]
Performance Indicators - Annual Targets
Table B 80: Performance indicators for Tygerberg Hospital [C&THS 5]
Source Data Element Estimated performance
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)
2 Not required to report
Not required to report
Not required to report
Not required to report
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
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
Element IDAudited / Actual performance Medium term targets
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 (Tygerberg Hospital)
Quarterly Yes / No Not required to report
Not required to report
Not required to report
Not required to report
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)
Quarterly % Not required to report
Not required to report
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
ADDITIONAL PROVINCIAL INDICATORS7. Mortality and morbidity review rate
(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
Programme performance indicatorFrequency Data source /
Element IDAudited / Actual performance Medium term targets
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 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.
Strategic objective Programme performance indicator Data source /
Element IDAudited / Actual performance Medium term targets
Quarterly Targets for 17/18
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.
Frequency Annual target
2017/18 Quarter 1 Quarter 2 Quarter 3 Quarter 4
1. Percentage of Hospitals achieved an overall performance of ≥75% compliance w ith the national core standards (Tygerberg Hospital)
Quarterly Yes No No No Yes
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
6. Complaint resolution w ithin 25 w orking days rate (Tygerberg Hospital)
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
Programme performance indicator Data source / Element ID
Quarterly targets
SECTOR SPECIFIC INDICATORS
ADDITIONAL PROVINCIAL INDICATORS
Frequency Annual target
2017/18 Quarter 1 Quarter 2 Quarter 3 Quarter 4
1.1.1 Actual (usable) beds in Tygerberg Hospital Annual 1 384 - - - 1 384
Element 1
PROVINCIAL STRATEGIC OBJECTIVE INDICATORS
Programme performance indicator Data source / Element ID
Quarterly targets
Western Cape Government Health
Annual Performance Plan 2017–18
101 Wc government heAlth APP 2017–18
Strategic Objectives - Annual 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]
Source Data Element Estimated performance
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)
2 Not required to report
Not required to report
Not required to report
Not required to report
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
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
Audited / Actual performance Medium term targetsElement ID
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 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
STRATEGIC GOAL: Promote health and wellness.
Strategic objective Programme performance indicator Data source /
Element IDAudited / Actual performance Medium term targets
Western Cape Government Health
Annual Performance Plan 2017–18
102Wc government heAlth APP 2017–18
Strategic Objectives - Annual 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]
Source Data Element Estimated performance
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)
2 Not required to report
Not required to report
Not required to report
Not required to report
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
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
Audited / Actual performance Medium term targetsElement ID
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 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
STRATEGIC GOAL: Promote health and wellness.
Strategic objective Programme performance indicator Data source /
Element IDAudited / Actual performance Medium term targets
Performance Indicators - Annual Targets
Table B 84: Performance indicators for Provincial Tertiary Hospital Services – RCWMCH [C&THS 2]
Quarterly Targets for 17/18
Table B 85: Quarterly targets for Provincial Tertiary Hospital Services – RCWMCH for 2017/18 [C&THS3]
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 for health facilities (RCWMCH)
Quarterly Yes / No Not required to report
Not required to report
Not required to report
Not required to report
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
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
ADDITIONAL PROVINCIAL INDICATORS7. Mortality and morbidity review rate
(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
Programme performance indicatorFrequency Data source /
Element IDAudited / Actual performance Medium term targets
Frequency Annual target
2017/18 Quarter 1 Quarter 2 Quarter 3 Quarter 4
1. Percentage of Hospitals achieved an overall performance of ≥75% compliance w ith the national core standards for health facilities (RCWMCH)
Quarterly Yes No No No Yes
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
Denominator 14 12 3 3 3 3
Programme performance indicator Data source / Element ID
Quarterly targets
ADDITIONAL PROVINCIAL INDICATORS
SECTOR SPECIFIC INDICATORS
Frequency Annual target
2017/18 Quarter 1 Quarter 2 Quarter 3 Quarter 4
1.1.1 Actual (usable) beds in RCWMCH Annual 272 - - - 272
Element 1
PROVINCIAL STRATEGIC OBJECTIVE INDICATORS
Programme performance indicator Data source / Element ID
Quarterly targets
Western Cape Government Health
Annual Performance Plan 2017–18
103 Wc government heAlth APP 2017–18
Reconciling Performance Targets with the Budget & MTEF
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.
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 2019/20
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
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 Total payments and estimates
Medium-term estimate
Main appro-priation
Adjusted appro-priation
1.
Sub-programmeR'000
Outcome
Revised estimate
2.
Western Cape Government Health
Annual Performance Plan 2017–18
104Wc government heAlth APP 2017–18
Reconciling Performance Targets with the Budget & MTEF
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.
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 2019/20
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
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 Total payments and estimates
Medium-term estimate
Main appro-priation
Adjusted appro-priation
1.
Sub-programmeR'000
Outcome
Revised estimate
2.
Table B 87: Payments and estimates by economic classification – Programme 5: Central Hospital Services
Performance and Expenditure Trends
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
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/ 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
Salaries and wages 2 818 971 3 047 902 3 242 945 3 453 296 3 453 296 3 478 450 3 718 943 6.91 3 887 486 4 088 263 Social contributions 308 779 326 783 363 459 408 151 408 151 398 842 443 151 11.11 469 128 498 876
Goods and services 1 360 431 1 538 324 1 661 870 1 742 827 1 742 827 1 735 890 1 831 902 5.53 1 921 306 2 038 608 of which
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
T ransfers and subsidies to 26 568 29 126 27 355 27 298 27 252 26 620 29 160 9.54 30 764 31 995 Departmental agencies and accounts 38 38 71 46
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
Transport equipment 2 444 3 516 2 851 2 667 2 667 2 882 2 833 (1.70) 3 009 3 196 Other machinery and equipment 47 510 17 798 61 849 62 392 67 177 69 814 51 391 (26.39) 51 391 51 391
225 20 20 20 P ayments fo r f inancial assets 493 628 55 167 (100.00)
T o tal eco no mic classif icat io n 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
Software and other intangible assets
Other
Inventory: Other supplies
Departmental agencies (non-business entities)
Consumable supplies
Administrative fees
Catering: Departmental
AdvertisingM inor Assets
Inventory: M aterials and
R evised est imate
M edium-term est imate
Laboratory services
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
Legal costsContractors
Computer servicesConsultants and professional services: Business and advisory services
Inventory: Food and food
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
Western Cape Government Health
Annual Performance Plan 2017–18
105 Wc government heAlth APP 2017–18
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
RISK 1 Budget Constraints
Mitigating Factors
Establish and embed mechanisms to enhance cost containment and efficiencies.
Monitor expenditure regularly against budget. Tight control of the filling of posts.
RISK 2 Vandalism and theft
Mitigating Factors Installation of vandal-proof infrastructure including fixtures and fittings,
as far as possible. Improve security services and contract management at facility level.
RISK 3 Aging Infrastructure
Mitigating Factors Enhanced pro-active maintenance and replacement of infrastructure as budget allows.
Western Cape Government Health
Annual Performance Plan 2017–18
106Wc government heAlth APP 2017–18
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
RISK 1 Budget Constraints
Mitigating Factors
Establish and embed mechanisms to enhance cost containment and efficiencies.
Monitor expenditure regularly against budget. Tight control of the filling of posts.
RISK 2 Vandalism and theft
Mitigating Factors Installation of vandal-proof infrastructure including fixtures and fittings,
as far as possible. Improve security services and contract management at facility level.
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
Programme Priorities
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
Western Cape Government Health
Annual Performance Plan 2017–18
107 Wc government heAlth APP 2017–18
Strategic Objectives - Annual Targets
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]
Source Data Element Estimated performance
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
1 Not required to report
Not required to report
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
EPWP w eb based database
Intake of data capturer interns 6 163 180 192 160 160 160 160
EPWP w eb based database
Intake of pharmacist assistants 7 96 96 87 120 120 120 120
EPWP w eb based database
Intake of assistant to artisan (ATA) interns 8 127 110 124 120 120 120 120
EPWP w eb based database
Intake of HR and finance interns 9 130 138 150 160 170 180 180
EPWP w eb based database
Intake of emergency medical care assistants 10 125 131 104 140 140 140 140
EPWP w eb based database
Intake of forensic pathology service assistants 11 Not required to report
Not required to report
15 11 10 15 20
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 Number of bursaries aw arded for scarce and critical skills categories
2 310 Not required to report
Not required to report
2 554 2 472 2 358 2 310 2 310
Element 1
Data source / Element ID
Medium term targetsStrategic objective Programme performance indicator
Audited / Actual performance
STRATEGIC GOAL: Embed good governance and values-driven leadership practices.Implement a Human Resource Development (HRD) strategy.
Western Cape Government Health
Annual Performance Plan 2017–18
108Wc government heAlth APP 2017–18
Strategic Objectives - Annual Targets
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]
Source Data Element Estimated performance
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
1 Not required to report
Not required to report
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
EPWP w eb based database
Intake of data capturer interns 6 163 180 192 160 160 160 160
EPWP w eb based database
Intake of pharmacist assistants 7 96 96 87 120 120 120 120
EPWP w eb based database
Intake of assistant to artisan (ATA) interns 8 127 110 124 120 120 120 120
EPWP w eb based database
Intake of HR and finance interns 9 130 138 150 160 170 180 180
EPWP w eb based database
Intake of emergency medical care assistants 10 125 131 104 140 140 140 140
EPWP w eb based database
Intake of forensic pathology service assistants 11 Not required to report
Not required to report
15 11 10 15 20
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 Number of bursaries aw arded for scarce and critical skills categories
2 310 Not required to report
Not required to report
2 554 2 472 2 358 2 310 2 310
Element 1
Data source / Element ID
Medium term targetsStrategic objective Programme performance indicator
Audited / Actual performance
STRATEGIC GOAL: Embed good governance and values-driven leadership practices.Implement a Human Resource Development (HRD) strategy.
Performance Indicators - Annual Targets
Table B 90: Performance indicators for Health Sciences and Training [HST 2]
Quarterly Targets for 17/18
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
Not required to report
15 11 10 15 20
Element 11
Programme performance indicator Data source / Element ID
Audited / Actual performance Medium term targetsFrequency
Frequency Annual target
2017/18 Quarter 1 Quarter 2 Quarter 3 Quarter 4
1.1.1 Number of bursaries aw arded for scarce and critical skills categories
Annual 2 358 2 358 - - -
Element 1
Programme performance indicator Data source / Element ID
PROVINCIAL STRATEGIC OBJECTIVE INDICATORS:
Quarterly targets
Frequency Annual target
2017/18 Quarter 1 Quarter 2 Quarter 3 Quarter 4
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:
Programme performance indicator Data source / Element ID
Quarterly targets
Western Cape Government Health
Annual Performance Plan 2017–18
109 Wc government heAlth APP 2017–18
Reconciling Performance Targets with the Budget & MTEF
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).
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 2019/20
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
Medium-term estimate
Main appro-priation
Adjusted appro-priation
Revised estimate
Sub-programmeR'000
Outcome
5.
2.
3.
1.
4.
Total payments and estimates
Western Cape Government Health
Annual Performance Plan 2017–18
110Wc government heAlth APP 2017–18
Reconciling Performance Targets with the Budget & MTEF
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).
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 2019/20
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
Medium-term estimate
Main appro-priation
Adjusted appro-priation
Revised estimate
Sub-programmeR'000
Outcome
5.
2.
3.
1.
4.
Total payments and estimates
Table B 93: Payments and estimates by economic classification – Programme 6: Health Sciences and Training
Performance and Expenditure Trends
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.
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/ 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
Departmental agencies and accounts 4 113 4 346 4 581 5 046 5 044 4 792 5 397 12.63 5 694 5 922 4 113 4 346 4 581 5 046 5 044 4 792 5 397 12.63 5 694 5 922
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
Consumable suppliesConsumable: Stationery, printing and office suppliesOperating leases
Inventory: M aterials and Inventory: M edical supplies
M inor AssetsBursaries: Employees
Agency and support/outsourced servicesEntertainment
Contractors
Catering: Departmental
Computer servicesConsultants and professional services: Business and advisory services
Fleet services (including government motor transport)
Inventory: M edicine
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
Advertising
M ain appro -priat io n
A djusted appro -
priat io n
Western Cape Government Health
Annual Performance Plan 2017–18
111 Wc government heAlth APP 2017–18
Risk Management
RISK 1 Budget Constraints
Mitigating Factors
Establish and embed mechanisms to enhance cost containment and efficiencies.
Monitor expenditure regularly against budget. Tight control of the filling of posts.
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.
Western Cape Government Health
Annual Performance Plan 2017–18
112Wc government heAlth APP 2017–18
Risk Management
RISK 1 Budget Constraints
Mitigating Factors
Establish and embed mechanisms to enhance cost containment and efficiencies.
Monitor expenditure regularly against budget. Tight control of the filling of posts.
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
Programme Priorities
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
Western Cape Government Health
Annual Performance Plan 2017–18
113 Wc government heAlth APP 2017–18
Strategic Objectives - Annual 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.
Performance Indicators - Annual Targets
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.
Quarterly Targets for 17/18
Table B 97: Quarterly targets for Laundry Services for 2017/18 [HCSS 3]
Source Data Element Estimated performance
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
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 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
Medium term targetsStrategic objective Programme performance indicator
STRATEGIC GOAL: Embed good governance and values-driven leadership practices.
Type Estimated performance
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
Programme performance indicator Data source / Element ID
Audited / Actual performance Medium term targetsFrequency
Frequency Annual target
2017/18 Quarter 1 Quarter 2 Quarter 3 Quarter 4
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
PROVINCIAL STRATEGIC OBJECTIVE INDICATORS
Quarterly targetsProgramme performance indicator Data source / Element ID
Frequency Annual target
2017/18 Quarter 1 Quarter 2 Quarter 3 Quarter 4
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
Programme performance indicator Data source / Element ID
Quarterly targets
ADDITIONAL PROVINCIAL INDICATORS:
Western Cape Government Health
Annual Performance Plan 2017–18
114Wc government heAlth APP 2017–18
Strategic Objectives - Annual 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.
Performance Indicators - Annual Targets
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.
Quarterly Targets for 17/18
Table B 97: Quarterly targets for Laundry Services for 2017/18 [HCSS 3]
Source Data Element Estimated performance
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
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 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
Medium term targetsStrategic objective Programme performance indicator
STRATEGIC GOAL: Embed good governance and values-driven leadership practices.
Type Estimated performance
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
Programme performance indicator Data source / Element ID
Audited / Actual performance Medium term targetsFrequency
Frequency Annual target
2017/18 Quarter 1 Quarter 2 Quarter 3 Quarter 4
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
PROVINCIAL STRATEGIC OBJECTIVE INDICATORS
Quarterly targetsProgramme performance indicator Data source / Element ID
Frequency Annual target
2017/18 Quarter 1 Quarter 2 Quarter 3 Quarter 4
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
Programme performance indicator Data source / Element ID
Quarterly targets
ADDITIONAL PROVINCIAL INDICATORS:
Engineering Services
Programme Priorities
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.
Strategic Objectives - Annual Targets
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.
Strategic plan target
Estimated performance
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
Not required to report
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
STRATEGIC GOAL: Embed good governance and values-driven leadership practices.
Strategic objective Programme performance indicator Data source /
Element IDAudited / Actual performance Medium term targets
Source Data Element Estimated performance
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
1 Not required to report
Not required to report
Not required to report
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
2 Not required to report
Not required to report
Not required to report
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
3 Not required to report
Not required to report
Not required to report
Not required to report
Yes Yes Yes
Engineering maintenance job card database
Threshold (provincial benchmark) achieved for engineering maintenance jobs completed
4 Not required to report
Not required to report
Not required to report
Not required to report
Yes Yes Yes
Engineering maintenance job card system
Selected hospitals achieving the provincial benchmark for average w ater consumption per hospital bed per day
5 Not required to report
Not required to report
Not required to report
Not required to report
27 29 29
Engineering maintenance job card system
Hospitals selected to monitor average w ater consumption per hospital bed per day
6 Not required to report
Not required to report
Not required to report
Not required to report
50 50 50
Element IDAudited / Actual performance Medium term targets
Western Cape Government Health
Annual Performance Plan 2017–18
115 Wc government heAlth APP 2017–18
Performance Indicators - Annual Targets
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.
Quarterly Targets for 17/18
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
Programme Priorities
To ensure access to a forensic service
Strategic Objectives - Annual Targets
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).
Type Estimated performance
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
Quarterly Yes / No Not required to report
Not required to report
Not required to report
Not required to report
Yes Yes Yes
Element 3 - - - -
2. Threshold (provincial benchmark) achieved for engineering maintenance jobs completed
Quarterly Yes / No Not required to report
Not required to report
Not required to report
Not required to report
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
Not required to report
Not required to report
Not required to report
54.0% 58.0% 58.0%
Numerator 5 - - - - 27 29 29
Denominator 6 - - - - 50 50 50
Programme performance indicatorFrequency
Data source / Element ID
Audited / Actual performance Medium term targets
Frequency Annual target
2017/18 Quarter 1 Quarter 2 Quarter 3 Quarter 4
1.1.1 Percentage reduction in energy consumption at provincial hospitals (compared to 2014/15 baseline)
Annual 7.2% 7.2%
Numerator 1 10 969 864 - - - 10 969 864
Denominator 2 153 279 246 - - - 153 279 246
PROVINCIAL STRATEGIC OBJECTIVE INDICATORS
Programme performance indicator Data source / Element ID
Quarterly targets
Frequency Annual target
2017/18 Quarter 1 Quarter 2 Quarter 3 Quarter 4
1. Threshold (provincial benchmark) achieved for clinical engineering maintenance jobs completed
Quarterly Yes Yes Yes Yes Yes
Element 3
2. Threshold (provincial benchmark) achieved for engineering maintenance jobs completed
Quarterly Yes Yes Yes Yes Yes
Element 4
3. Percentage of selected hospitals achieving the provincial benchmark for w ater utilisation
Annual 54.0% 54.0%
Numerator 5 27 - - - 27
Denominator 6 50 - - - 50
Programme performance indicator
ADDITIONAL PROVINCIAL INDICATORS:
Data source / Element ID
Quarterly targets
Source Data Element Estimated performance
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
Not required to report
Not required to report
Not required to report
5 5 5
Autopsy Database Number of Post-Mortem Examination Performed 2 Not required to report
Not required to report
Not required to report
Not required to report
11 298 11 632 11 973
PERSAL Full-Time Equivalent (Medical Personnel) 3 Not required to report
Not required to report
Not required to report
Not required to report
32 33 34
FPS system Toxicology service commissioned 4 Not required to report
Not required to report
No No No Yes Yes
Element IDAudited / Actual performance Medium term targets
Western Cape Government Health
Annual Performance Plan 2017–18
116Wc government heAlth APP 2017–18
Performance Indicators - Annual Targets
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.
Quarterly Targets for 17/18
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
Programme Priorities
To ensure access to a forensic service
Strategic Objectives - Annual Targets
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).
Type Estimated performance
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
Quarterly Yes / No Not required to report
Not required to report
Not required to report
Not required to report
Yes Yes Yes
Element 3 - - - -
2. Threshold (provincial benchmark) achieved for engineering maintenance jobs completed
Quarterly Yes / No Not required to report
Not required to report
Not required to report
Not required to report
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
Not required to report
Not required to report
Not required to report
54.0% 58.0% 58.0%
Numerator 5 - - - - 27 29 29
Denominator 6 - - - - 50 50 50
Programme performance indicatorFrequency
Data source / Element ID
Audited / Actual performance Medium term targets
Frequency Annual target
2017/18 Quarter 1 Quarter 2 Quarter 3 Quarter 4
1.1.1 Percentage reduction in energy consumption at provincial hospitals (compared to 2014/15 baseline)
Annual 7.2% 7.2%
Numerator 1 10 969 864 - - - 10 969 864
Denominator 2 153 279 246 - - - 153 279 246
PROVINCIAL STRATEGIC OBJECTIVE INDICATORS
Programme performance indicator Data source / Element ID
Quarterly targets
Frequency Annual target
2017/18 Quarter 1 Quarter 2 Quarter 3 Quarter 4
1. Threshold (provincial benchmark) achieved for clinical engineering maintenance jobs completed
Quarterly Yes Yes Yes Yes Yes
Element 3
2. Threshold (provincial benchmark) achieved for engineering maintenance jobs completed
Quarterly Yes Yes Yes Yes Yes
Element 4
3. Percentage of selected hospitals achieving the provincial benchmark for w ater utilisation
Annual 54.0% 54.0%
Numerator 5 27 - - - 27
Denominator 6 50 - - - 50
Programme performance indicator
ADDITIONAL PROVINCIAL INDICATORS:
Data source / Element ID
Quarterly targets
Source Data Element Estimated performance
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
Not required to report
Not required to report
Not required to report
5 5 5
Autopsy Database Number of Post-Mortem Examination Performed 2 Not required to report
Not required to report
Not required to report
Not required to report
11 298 11 632 11 973
PERSAL Full-Time Equivalent (Medical Personnel) 3 Not required to report
Not required to report
Not required to report
Not required to report
32 33 34
FPS system Toxicology service commissioned 4 Not required to report
Not required to report
No No No Yes Yes
Element IDAudited / Actual performance Medium term targets
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.
Performance Indicators - Annual Targets
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.
Quarterly Targets for 17/18
Table B 105: Quarterly targets for Forensic Pathology Services for 2017/18 [HCSS 3]
Cape Medical Depot
Programme Priorities
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.
Strategic plan target
Estimated performance
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 Not required to report
Not required to report
Not required to report
Not required to report
5 5 5
Element 1
STRATEGIC GOAL: Promote health and wellness.
Strategic objective Programme performance indicator Data source /
Element IDAudited / Actual performance Medium term targets
Type Estimated performance
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
reportNot required to
reportNot required to
reportNot 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
Not required to report
No No No Yes Yes
Element 4
Medium term targetsProgramme performance indicatorFrequency
Data source / Element ID
Audited / Actual performance
Frequency Annual target
2017/18 Quarter 1 Quarter 2 Quarter 3 Quarter 4
1.1.1 Number of Child Death Review Boards established Annual 5 - - - 5
Element 1
PROVINCIAL STRATEGIC OBJECTIVE INDICATORS
Programme performance indicator Data source / Element ID
Quarterly targets
Frequency Annual target
2017/18 Quarter 1 Quarter 2 Quarter 3 Quarter 4
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
ADDITIONAL PROVINCIAL INDICATORS:
Programme performance indicator Data source / Element ID
Quarterly targets
Western Cape Government Health
Annual Performance Plan 2017–18
117 Wc government heAlth APP 2017–18
Strategic Objectives - Annual 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]
Performance Indicators - Annual Targets
Table B 108: Performance indicators for the Cape Medical Depot [HCSS 2]
Note: There are no prescribed sector indicators for the Cape Medical Depot
Quarterly Targets for 17/18
Table B 109: Quarterly targets for the Cape Medical Depot for 2017/18 [HCSS 3]
Reconciling Performance Targets with the Budget & MTEF
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).
Source Data Element Estimated performance
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
Element IDAudited / Actual performance Medium term targets
Strategic plan target
Estimated performance
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
STRATEGIC GOAL: Embed good governance and values-driven leadership practices.
Strategic objective Programme performance indicator Data source /
Element IDAudited / Actual performance Medium term targets
Type Estimated performance
2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20SECTOR SPECIFIC INDICATORS
ADDITIONAL PROVINCIAL INDICATORS
Programme performance indicatorFrequency
Data source / Element ID
Audited / Actual performance Medium term targets
Frequency Annual target
2017/18 Quarter 1 Quarter 2 Quarter 3 Quarter 4
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
PROVINCIAL STRATEGIC OBJECTIVE INDICATORS
Programme performance indicator Data source / Element ID
Quarterly targets
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 2019/20Laundry 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
Medium-term estimate
Main appro-priation
Adjusted appro-priation
Sub-programmeR'000
Outcome
Total payments and estimates
Western Cape Government Health
Annual Performance Plan 2017–18
118Wc government heAlth APP 2017–18
Strategic Objectives - Annual 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]
Performance Indicators - Annual Targets
Table B 108: Performance indicators for the Cape Medical Depot [HCSS 2]
Note: There are no prescribed sector indicators for the Cape Medical Depot
Quarterly Targets for 17/18
Table B 109: Quarterly targets for the Cape Medical Depot for 2017/18 [HCSS 3]
Reconciling Performance Targets with the Budget & MTEF
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).
Source Data Element Estimated performance
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
Element IDAudited / Actual performance Medium term targets
Strategic plan target
Estimated performance
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
STRATEGIC GOAL: Embed good governance and values-driven leadership practices.
Strategic objective Programme performance indicator Data source /
Element IDAudited / Actual performance Medium term targets
Type Estimated performance
2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20SECTOR SPECIFIC INDICATORS
ADDITIONAL PROVINCIAL INDICATORS
Programme performance indicatorFrequency
Data source / Element ID
Audited / Actual performance Medium term targets
Frequency Annual target
2017/18 Quarter 1 Quarter 2 Quarter 3 Quarter 4
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
PROVINCIAL STRATEGIC OBJECTIVE INDICATORS
Programme performance indicator Data source / Element ID
Quarterly targets
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 2019/20Laundry 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
Medium-term estimate
Main appro-priation
Adjusted appro-priation
Sub-programmeR'000
Outcome
Total payments and estimates
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
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/ 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
Salaries and wages 172 163 177 770 191 825 213 590 213 666 212 186 232 337 9.50 240 342 252 776 Social contributions 27 262 27 281 30 461 33 165 33 195 33 462 35 995 7.57 38 232 40 770
Goods and services 123 049 124 869 171 687 135 156 133 956 138 060 142 447 3.18 149 020 157 974 of which
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
Transport equipment 9 992 16 222 14 812 14 045 14 245 14 284 17 115 19.82 18 068 19 080 Other machinery and equipment 4 734 7 855 13 266 8 943 10 147 12 529 10 516 (16.07) 10 516 10 516
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
Transport provided: Departmental activity
Operating leases
M ain appro -priat io n
Property payments
Laboratory services
EntertainmentFleet services (including government motor transport)
Inventory: Other supplies
R evised est imate
M edium-term est imate
Communication (G&S)
Eco no mic classif icat io nR '000
Outco me
Computer servicesConsultants and professional services: Business and advisory services
A djusted appro -
priat io n
Inventory: M aterials and Inventory: M edical suppliesInventory: M edicine
Consumable supplies
M edsas inventory interface
AdvertisingM inor Assets
ContractorsAgency and support/outsourced services
Catering: Departmental
Software and other intangible assets
Western Cape Government Health
Annual Performance Plan 2017–18
119 Wc government heAlth APP 2017–18
Performance and Expenditure Trends
Programme 7 is allocated 2.03 per cent of the vote in 2017/18 in comparison to the 2.04 per cent allocated in
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
increase of R6.750 million or 7.09 per cent.
Sub-programme 7.2: Engineering Services is allocated 22.63 per cent of the Programme 7 budget in 2017/18 in
comparison to the 21.53 per cent that was allocated in the revised estimate of the 2016/17 budget. This is an
increase of R10.877 million or 12.29 per cent.
Sub-programme 7.3: Forensic Pathology Services is allocated 37.81 per cent of the Programme 7 budget in
2017/18 in comparison to the 39.34 per cent that was allocated in the revised estimate of the 2016/17 budget.
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
RISK 1 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 2 Waste Management
Mitigating Factors Improve contract management for waste management. Regular audits and reports for monitoring waste management practices.
Western Cape Government Health
Annual Performance Plan 2017–18
120Wc government heAlth APP 2017–18
Performance and Expenditure Trends
Programme 7 is allocated 2.03 per cent of the vote in 2017/18 in comparison to the 2.04 per cent allocated in
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
increase of R6.750 million or 7.09 per cent.
Sub-programme 7.2: Engineering Services is allocated 22.63 per cent of the Programme 7 budget in 2017/18 in
comparison to the 21.53 per cent that was allocated in the revised estimate of the 2016/17 budget. This is an
increase of R10.877 million or 12.29 per cent.
Sub-programme 7.3: Forensic Pathology Services is allocated 37.81 per cent of the Programme 7 budget in
2017/18 in comparison to the 39.34 per cent that was allocated in the revised estimate of the 2016/17 budget.
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
RISK 1 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 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.
Western Cape Government Health
Annual Performance Plan 2017–18
121 Wc government heAlth APP 2017–18
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
Sub-Programme 8.5: Central Hospital Services
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
Programme Priorities
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
Western Cape Government Health
Annual Performance Plan 2017–18
122Wc government heAlth APP 2017–18
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
Sub-Programme 8.5: Central Hospital Services
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
Programme Priorities
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.
Strategic Objectives - Annual Targets
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.
Source Data Element Estimated performance
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
3 Not required to report
Not required to report
Not required to report
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))
4 Not required to report
Not required to report
Not required to report
52 38 54 25
BAS Programme 8 expenditure on Maintenance 5 Not required to report
Not required to report
Not required to report
Not required to report
329 583 000 291 234 000 183 079 000
BAS Programme 8 Maintenance budget 6 Not required to report
Not required to report
Not required to report
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
Medium term targetsElement ID
Audited / Actual performance
Western Cape Government Health
Annual Performance Plan 2017–18
123 Wc government heAlth APP 2017–18
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.
Performance Indicators - Annual Targets
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.
Type Estimated performance
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)
Annual No Not required to report
Not required to report
Not required to report
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))
Annual No Not required to report
Not required to report
Not required to report
52 38 54 25
Element 4
ADDITIONAL PROVINCIAL INDICATORS3. Percentage of Programme 8 Maintenance
budget spentQuarterly % Not required to
reportNot required to
reportNot required to
reportNot 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
Programme performance indicator Data source / Element ID
Audited / Actual performance Medium term targetsFrequency
Strategic plan target
Estimated performance
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
STRATEGIC GOAL: Embed good governance and values-driven leadership practices.
Audited / Actual performanceData source / Element ID
Medium term targetsStrategic objective Programme performance indicator
Western Cape Government Health
Annual Performance Plan 2017–18
124Wc government heAlth APP 2017–18
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.
Performance Indicators - Annual Targets
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.
Type Estimated performance
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)
Annual No Not required to report
Not required to report
Not required to report
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))
Annual No Not required to report
Not required to report
Not required to report
52 38 54 25
Element 4
ADDITIONAL PROVINCIAL INDICATORS3. Percentage of Programme 8 Maintenance
budget spentQuarterly % Not required to
reportNot required to
reportNot required to
reportNot 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
Programme performance indicator Data source / Element ID
Audited / Actual performance Medium term targetsFrequency
Strategic plan target
Estimated performance
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
STRATEGIC GOAL: Embed good governance and values-driven leadership practices.
Audited / Actual performanceData source / Element ID
Medium term targetsStrategic objective Programme performance indicator
Quarterly Targets for 17/18
Table B 115: Quarterly Targets for Health Facilities Management for 2017/18 [HFM 3]
Reconciling Performance Targets with the Budget & MTEF
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.
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 2019/20
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
Medium-term estimate
Main appro-priation
Adjusted appro-priation
Total payments and estimates
Frequency Annual target
2017/18 Quarter 1 Quarter 2 Quarter 3 Quarter 4
1.1.1 Percentage of Programme 8 Capital infrastructure budget spent (excluding Maintenance)
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
PROVINCIAL STRATEGIC OBJECTIVE INDICATORS
Quarterly targetsProgramme performance indicator Data source / Element ID
Frequency Annual target
2017/18 Quarter 1 Quarter 2 Quarter 3 Quarter 4
1. Number of health facilities that have undergone major and minor refurbishment in NHI Pilot District (Eden District)
Annual 4 - - - 4
Element 3
2. Number of health facilities that have undergone major and minor refurbishment (excluding facilities in NHI Pilot District (Eden District))
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
ADDITIONAL PROVINCIAL INDICATORS
Programme performance indicator Data source / Element ID
Quarterly targets
SECTOR SPECIFIC INDICATORS
Western Cape Government Health
Annual Performance Plan 2017–18
125 Wc government heAlth APP 2017–18
Table B 117: Summary of payments and estimates – Programme 8: Health Facilities Management
Performance and Expenditure Trends
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).
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/ 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
Salaries and wages 15 891 29 940 34 090 51 102 43 608 43 445 53 096 32.69 59 370 64 655 Social contributions 1 103 2 480 2 808 4 211 3 495 3 480 4 553 1425.75 5 090 5 546
Goods and services 229 681 232 520 319 857 360 491 426 946 410 683 346 901 (15.53) 309 438 206 287 of which
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)
P ayments fo r capital assets 604 654 446 290 413 366 370 672 378 713 395 114 395 913 0.20 415 252 569 894
Buildings and other fixed structures 398 883 282 807 312 757 326 999 326 399 326 397 327 685 0.39 346 709 488 750 Buildings 398 883 282 807 312 757 326 999 326 399 326 397 327 685 0.39 346 709 488 750
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
T o tal eco no mic classif icat io n 877 852 712 923 780 431 806 502 867 795 867 795 815 463 (6.03) 804 150 846 382
Software and other intangible assets
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
Catering: Departmental
Computer services
ContractorsAgency and support/outsourced servicesEntertainment
AdvertisingM inor Assets
Consultants and professional services: Business and advisory servicesInfrastructure and planning
Fleet services (including government motor transport)
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
Western Cape Government Health
Annual Performance Plan 2017–18
126Wc government heAlth APP 2017–18
Table B 117: Summary of payments and estimates – Programme 8: Health Facilities Management
Performance and Expenditure Trends
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).
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/ 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
Salaries and wages 15 891 29 940 34 090 51 102 43 608 43 445 53 096 32.69 59 370 64 655 Social contributions 1 103 2 480 2 808 4 211 3 495 3 480 4 553 1425.75 5 090 5 546
Goods and services 229 681 232 520 319 857 360 491 426 946 410 683 346 901 (15.53) 309 438 206 287 of which
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)
P ayments fo r capital assets 604 654 446 290 413 366 370 672 378 713 395 114 395 913 0.20 415 252 569 894
Buildings and other fixed structures 398 883 282 807 312 757 326 999 326 399 326 397 327 685 0.39 346 709 488 750 Buildings 398 883 282 807 312 757 326 999 326 399 326 397 327 685 0.39 346 709 488 750
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
T o tal eco no mic classif icat io n 877 852 712 923 780 431 806 502 867 795 867 795 815 463 (6.03) 804 150 846 382
Software and other intangible assets
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
Catering: Departmental
Computer services
ContractorsAgency and support/outsourced servicesEntertainment
AdvertisingM inor Assets
Consultants and professional services: Business and advisory servicesInfrastructure and planning
Fleet services (including government motor transport)
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.
Western Cape Government Health
Annual Performance Plan 2017–18
127 Wc government heAlth APP 2017–18
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.
Western Cape Government Health
Annual Performance Plan 2017–18
128Wc government heAlth APP 2017–18
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
Western Cape Government Health
Annual Performance Plan 2017–18
129 Wc government heAlth APP 2017–18
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
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
0 50
0 -
4 C
I810
062
HFRG
Ph
ilippi
- Wel
tevr
eden
CD
C- N
ew
Met
ro
30-A
ug-1
7 30
-Nov
-23
70 0
00
- 25
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
-22
10 0
00
- -
- 50
1
000
8 90
0
6 C
I810
086
HFRG
Sa
ldan
ha- D
iazv
ille C
linic
- Re
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
ade
and
Ad
diti
ons
Wes
t Coa
st
01-A
ug-1
8 31
-Mar
-22
10 0
00
- -
- 50
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
PART B
Programme & Sub-Programme Plans
130Wc government heAlth APP 2017–18
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
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
- Elsi
es R
iver
CH
C-
Repl
acem
ent
Met
ro
25-M
ay-1
6 31
-Oct
-22
126
000
- 2
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
- -
6 C
I810
080
HFRG
Pa
row
- Rav
ensm
ead
CD
C-
Repl
acem
ent
Met
ro
01-A
ug-1
5 30
-Nov
-20
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
e C
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
- Re
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-
Repl
acem
ent
Ove
rber
g
22-O
ct-1
2 29
-Sep
-17
22 0
00
9 56
3 9
105
50
- -
-
5 C
I810
079
HFRG
Pr
ince
Alfr
ed H
am
let-
Prin
ce
Alfr
ed H
am
let C
linic
- Re
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
- -
6 C
I810
098
HFRG
W
ellin
gton
- Wel
lingt
on C
DC
- Ph
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
- Re
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
-
-
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
/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
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
0 50
0 -
4 C
I810
062
HFRG
Ph
ilippi
- Wel
tevr
eden
CD
C- N
ew
Met
ro
30-A
ug-1
7 30
-Nov
-23
70 0
00
- 25
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
-22
10 0
00
- -
- 50
1
000
8 90
0
6 C
I810
086
HFRG
Sa
ldan
ha- D
iazv
ille C
linic
- Re
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
ade
and
Ad
diti
ons
Wes
t Coa
st
01-A
ug-1
8 31
-Mar
-22
10 0
00
- -
- 50
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
Western Cape Government Health
Annual Performance Plan 2017–18
131 Wc government heAlth APP 2017–18
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
4 C
I810
039
HFRG
He
idev
eld
- Hei
dev
eld
CD
C-
Tem
por
ary
EC a
t Klip
font
ein
Hub
(e
nab
ling
wor
k fo
r GF
Joos
te
Hosp
ital)
Met
ro
01-O
ct-1
2 19
-Jun
-14
42 0
00
- 2
126
- -
- -
5 C
I810
041
HFRG
He
rman
us- H
erm
anus
CD
C- N
ew
Ove
rber
g
01-A
pr-1
0 19
-Nov
-14
46 6
00
4 00
0 50
-
- -
-
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
-Ap
r-12
31 4
21
105
5 -
- -
-
7 C
I810
061
HFRG
M
fule
ni- M
fule
ni C
DC
- Tem
por
ary
Met
ro
01-A
pr-1
4 14
-Aug
-15
31 0
00
1 50
0 5
- -
- -
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
-14
11 5
83
400
10
- -
- -
9 C
I810
102
HFRG
W
orce
ster
- Wor
cest
er C
DC
- D
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
- Pro
f Day
-to-d
ay- 8
.1
Var
ious
Fac
ilitie
s- P
ES
Var
ious
01
-Ap
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
-30
N/A
-
6 13
0 7
250
4 00
0 -
-
3 HM
R810
001
HFRG
M
aint
- Rou
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
r-16
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
- Sch
edul
ed- 8
.1 V
ario
us
Faci
litie
s- H
FRG
V
ario
us
01-A
pr-1
6 31
-Mar
-30
N/A
77
718
61
303
44
748
3
658
29 5
00
30 0
00
6 M
S810
001
PES:
M
aint
enan
ce
Mai
nt- S
ched
uled
- 8.1
Var
ious
Fa
cilit
ies-
PES
MA
INT
Var
ious
01
-Ap
r-16
31-M
ar-3
0 N
/A
- -
- 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
t Six
CD
C- H
T-
New
M
etro
01
-Ap
r-16
31-M
ar-1
8 12
000
2
000
7 08
9 -
- -
-
3 C
H81
0022
HF
RG
Gan
sbaa
i- G
ansb
aai C
linic
- HT-
Up
grad
e a
nd A
dd
ition
s O
verb
erg
01
-Ap
r-18
31-M
ar-2
0 3
500
- -
- 1
500
2 50
0 -
4 C
H81
0030
HF
RG
Geo
rge-
The
mb
alet
hu C
DC
- HT-
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
- Re
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 -
- -
-
PART B
Programme & Sub-Programme Plans
132Wc government heAlth APP 2017–18
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
0069
HF
RG
Nap
ier-
Nap
ier C
linic
- OD
and
Q
A- R
epla
cem
ent
Ove
rber
g
01-A
pr-1
6 31
-Aug
-18
100
50
50
- -
- -
11
CH
8100
79
HFRG
Pr
ince
Alfr
ed H
am
let-
Prin
ce
Alfr
ed H
am
let C
linic
- HT-
Re
plac
emen
t
Ca
pe
Win
elan
ds
01-S
ep-1
6 31
-Mar
-18
4 00
0 20
0 3
000
- -
- -
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-
Repl
acem
ent
Ca
pe
Win
elan
ds
01-A
pr-1
6 31
-Mar
-18
130
170
30
- -
- -
13
CH
8100
98
HFRG
W
ellin
gton
- Wel
lingt
on C
DC
- HT-
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
- Win
dm
eul C
linic
- HT-
Up
grad
e a
nd A
dd
ition
s
Ca
pe
Win
elan
ds
01-A
pr-1
8 30
-Mar
-19
2 00
0 -
- 50
0 50
0 -
-
15
CH
8101
00
HFRG
W
olse
ley-
Wol
sele
y C
linic
- HT-
Re
plac
emen
t C
ap
e W
inel
and
s 01
-Ap
r-17
30-M
ar-1
8 4
000
200
3 45
0 -
- -
-
16
CO
8101
00 &
C
Q81
0100
HF
RG
Wol
sele
y- W
olse
ley
Clin
ic- O
D a
nd
QA
- Rep
lace
men
t C
ap
e W
inel
and
s 01
-Ap
r-16
31-M
ar-1
8 13
0 17
0 30
-
- -
-
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
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
4 C
I810
039
HFRG
He
idev
eld
- Hei
dev
eld
CD
C-
Tem
por
ary
EC a
t Klip
font
ein
Hub
(e
nab
ling
wor
k fo
r GF
Joos
te
Hosp
ital)
Met
ro
01-O
ct-1
2 19
-Jun
-14
42 0
00
- 2
126
- -
- -
5 C
I810
041
HFRG
He
rman
us- H
erm
anus
CD
C- N
ew
Ove
rber
g
01-A
pr-1
0 19
-Nov
-14
46 6
00
4 00
0 50
-
- -
-
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
-Ap
r-12
31 4
21
105
5 -
- -
-
7 C
I810
061
HFRG
M
fule
ni- M
fule
ni C
DC
- Tem
por
ary
Met
ro
01-A
pr-1
4 14
-Aug
-15
31 0
00
1 50
0 5
- -
- -
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
-14
11 5
83
400
10
- -
- -
9 C
I810
102
HFRG
W
orce
ster
- Wor
cest
er C
DC
- D
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
- Pro
f Day
-to-d
ay- 8
.1
Var
ious
Fac
ilitie
s- P
ES
Var
ious
01
-Ap
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
-30
N/A
-
6 13
0 7
250
4 00
0 -
-
3 HM
R810
001
HFRG
M
aint
- Rou
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
r-16
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
- Sch
edul
ed- 8
.1 V
ario
us
Faci
litie
s- H
FRG
V
ario
us
01-A
pr-1
6 31
-Mar
-30
N/A
77
718
61
303
44
748
3
658
29 5
00
30 0
00
6 M
S810
001
PES:
M
aint
enan
ce
Mai
nt- S
ched
uled
- 8.1
Var
ious
Fa
cilit
ies-
PES
MA
INT
Var
ious
01
-Ap
r-16
31-M
ar-3
0 N
/A
- -
- 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
t Six
CD
C- H
T-
New
M
etro
01
-Ap
r-16
31-M
ar-1
8 12
000
2
000
7 08
9 -
- -
-
3 C
H81
0022
HF
RG
Gan
sbaa
i- G
ansb
aai C
linic
- HT-
Up
grad
e a
nd A
dd
ition
s O
verb
erg
01
-Ap
r-18
31-M
ar-2
0 3
500
- -
- 1
500
2 50
0 -
4 C
H81
0030
HF
RG
Geo
rge-
The
mb
alet
hu C
DC
- HT-
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
- Re
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 -
- -
-
Western Cape Government Health
Annual Performance Plan 2017–18
133 Wc government heAlth APP 2017–18
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
Programme & Sub-Programme Plans
134Wc government heAlth APP 2017–18
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
- Sw
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 -
- -
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
Western Cape Government Health
Annual Performance Plan 2017–18
135 Wc government heAlth APP 2017–18
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
- Ka
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
-17
15 3
00
8 51
0 50
0 -
- -
-
3 C
I830
109
HFRG
Kh
aye
litsh
a- K
haye
litsh
a H
osp
ital-
CT
Scan
and
Wa
rd C
omp
letio
n M
etro
01
-Aug
-14
14-F
eb-1
7 19
390
17
193
2
314
- -
- -
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
- -
-
5 C
I830
080
HFRG
V
red
enb
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
-Nov
-18
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
- Ka
rl Br
emer
Hos
pita
l- N
ew
EC
Met
ro
01-A
pr-0
9 03
-Mar
-14
61 8
00
450
50
- -
- -
2 C
I830
032
HFRG
M
itche
lls P
lain
- Mitc
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
- Mitc
hells
Pla
in
Hosp
ital-
New
M
etro
01
-Ap
r-05
18-F
eb-1
3 56
5 23
1 1
497
4 50
0 -
- -
-
4 C
I830
042
HFRG
Ro
ber
tson
- Rob
erts
on H
osp
ital-
New
Bul
k St
ore
Ca
pe
Win
elan
ds
01-A
pr-1
1 31
-May
-14
7 08
5 52
10
-
- -
-
Mai
nten
ance
1 HM
D83
0001
PE
S M
aint
- Pro
f Day
-to-d
ay- 8
.3
Var
ious
Fac
ilitie
s- P
ES
Var
ious
01
-Ap
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
- 8.3
V
ario
us F
acilit
ies-
PES
V
ario
us
01-A
pr-1
6 31
-Mar
-30
N/A
-
22 6
71
- -
- -
3 HM
R830
001
HFRG
M
aint
- Rou
tine-
8.3
Var
ious
Fa
cilit
ies-
HFR
G
Var
ious
01
-Ap
r-16
31-M
ar-3
0 N
/A
3 25
1 2
545
2 00
0 11
150
-
-
4 HM
R830
001
PES
Mai
nt- R
outin
e- 8
.3 V
ario
us
Faci
litie
s- P
ES
Var
ious
01
-Ap
r-16
31-M
ar-3
0 N
/A
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
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.3 V
ario
us
Faci
litie
s- H
FRG
V
ario
us
01-A
pr-1
6 31
-Mar
-30
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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Mai
nt- S
ched
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Var
ious
Fa
cilit
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PES
MA
INT
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ious
01
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r-16
31-M
ar-3
0 N
/A
- -
- 14
700
-
-
PART B
Programme & Sub-Programme Plans
136Wc government heAlth APP 2017–18
No
WC
GH
Proj
ect
No
Fund
Pr
ojec
t Nam
e Di
stric
t Mun
icip
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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
Non
-infra
stru
ctur
e
1 C
H83
0001
HF
RG
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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
- -
- -
2 C
H83
0003
HF
RG
Bellv
ille- K
arl
Brem
er H
osp
ital-
HT-
New
Bul
k St
ore
M
etro
01
-Ap
r-16
30-D
ec-1
7 1
800
1 50
0 30
0 -
- -
-
3 C
H83
0115
HF
RG
Herm
anus
- Her
man
us H
osp
ital-
HT-
New
Acu
te P
sych
iatri
c W
ard
O
verb
erg
01
-Ap
r-19
30-M
ar-2
0 1
000
- -
500
500
- -
4 C
H83
0022
HF
RG
Kha
yelit
sha
- Kha
yelit
sha
Hos
pita
l- H
T- C
T Sc
an
Met
ro
01-A
pr-1
6 30
-Sep
-17
6 00
0 6
000
500
- -
- -
5 C
H83
0023
HF
RG
Knys
na- K
nysn
a H
osp
ital-
HT-
PAC
S-RI
S Ed
en
01-A
pr-1
6 31
-Mar
-17
3 30
0 2
300
1 00
0 -
- -
-
6 C
H83
0111
HF
RG
Knys
na- K
nysn
a H
osp
ital-
HT-
War
ds a
nd S
upp
ort S
ervi
ces
Eden
01
-Oct
-16
31-M
ar-1
8 3
500
256
500
- -
- -
7 C
H83
0112
HF
RG
Mitc
hells
Pla
in- M
itche
lls P
lain
Ho
spita
l- H
T- N
ew W
ard
M
etro
01
-Oct
-16
31-M
ar-1
8 8
000
200
2 00
0 -
- -
-
8 C
H83
0093
HF
RG
Mitc
hells
Pla
in- M
itche
lls P
lain
Ho
spita
l- H
T- W
aste
Man
agem
ent
Met
ro
01-A
pr-1
7 30
-Mar
-19
2 50
0 -
- 2
000
- -
-
9 C
O83
0072
HF
RG
Mitc
hells
Pla
in- M
itche
lls P
lain
Ho
spita
l- O
D- S
CM
Sup
por
t M
etro
01
-Ap
r-16
31-M
ar-3
0 N
/A
4 30
3 5
358
6 07
9 6
614
5 60
0 5
896
10
CO
8300
89
HFRG
M
osse
l Ba
y- M
osse
l Ba
y Ho
spita
l- O
D- S
CM
Sup
por
t Ed
en
01-A
pr-1
6 31
-Mar
-30
N/A
33
9 35
5 38
5 42
0 68
6 86
6
11
CH
8300
91
HFRG
Pi
ketb
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Rad
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otze
Hos
pita
l- H
T- P
sych
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c Ex
am
inin
g Ro
om
Wes
t Coa
st
01-A
pr-1
6 31
-Mar
-17
800
300
250
- -
- -
12
CH
8300
45
HFRG
So
mer
set W
est-
Held
erb
erg
Hosp
ital-
HT-
EC
Up
grad
e a
nd
Ad
diti
ons
Met
ro
01-A
pr-1
5 31
-Mar
-19
8 00
0 67
60
0 2
500
2 50
0 -
-
13
CO
8300
77 &
C
Q83
0077
HF
RG
Som
erse
t Wes
t- He
lder
ber
g Ho
spita
l- O
D a
nd Q
A
Met
ro
01-A
pr-1
6 31
-Mar
-18
380
180
200
- -
- 52
9
14
CH
8300
47
HFRG
St
elle
nbos
ch- S
telle
nbos
ch
Hosp
ital-
HT-
EC
C
ap
e W
inel
and
s 01
-Sep
-16
30-O
ct-1
8 8
000
100
3 00
0 2
100
- -
-
15
CO
8300
46 &
C
Q83
0046
HF
RG
Stel
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llenb
osch
Ho
spita
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D a
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A-
Repl
acem
ent
Ca
pe
Win
elan
ds
01-A
pr-1
6 31
-Mar
-18
380
180
180
- -
- -
16
CH
8300
69
HFRG
V
red
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T W
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01
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r-04
31-M
ar-2
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4
554
2 36
9 3
000
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-
17
CO
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82
HFRG
V
red
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Vre
den
bur
g Ho
spita
l- O
D- P
roje
ct S
upp
ort
Wes
t Coa
st
01-A
pr-1
6 31
-Mar
-30
N/A
63
6 52
6 57
3 62
4 97
3 1
024
18
CO
8300
78
HFRG
V
red
enb
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Vre
den
bur
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spita
l- O
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CM
Sup
por
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est C
oast
01
-Ap
r-16
31-M
ar-3
0 N
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491
755
882
958
1 07
7 1
134
19
CH
8300
52
HFRG
W
ynb
erg-
Vic
toria
Hos
pita
l- HT
- N
ew E
C
Met
ro
01-A
pr-1
7 31
-Mar
-20
16 0
00
- -
5 50
0 8
000
2 50
0 -
20
CQ
8300
52
HFRG
W
ynb
erg-
Vic
toria
Hos
pita
l- Q
A-
New
EC
M
etro
01
-Ap
r-18
31-M
ar-2
0 26
0 10
0 -
130
130
- -
Sub-
prog
ram
me
8.3
Gra
nd To
tal
203
260
218
154
197
439
191
519
201
276
133
983
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
- Ka
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
-17
15 3
00
8 51
0 50
0 -
- -
-
3 C
I830
109
HFRG
Kh
aye
litsh
a- K
haye
litsh
a H
osp
ital-
CT
Scan
and
Wa
rd C
omp
letio
n M
etro
01
-Aug
-14
14-F
eb-1
7 19
390
17
193
2
314
- -
- -
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
- -
-
5 C
I830
080
HFRG
V
red
enb
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
-Nov
-18
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
- Ka
rl Br
emer
Hos
pita
l- N
ew
EC
Met
ro
01-A
pr-0
9 03
-Mar
-14
61 8
00
450
50
- -
- -
2 C
I830
032
HFRG
M
itche
lls P
lain
- Mitc
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
- Mitc
hells
Pla
in
Hosp
ital-
New
M
etro
01
-Ap
r-05
18-F
eb-1
3 56
5 23
1 1
497
4 50
0 -
- -
-
4 C
I830
042
HFRG
Ro
ber
tson
- Rob
erts
on H
osp
ital-
New
Bul
k St
ore
Ca
pe
Win
elan
ds
01-A
pr-1
1 31
-May
-14
7 08
5 52
10
-
- -
-
Mai
nten
ance
1 HM
D83
0001
PE
S M
aint
- Pro
f Day
-to-d
ay- 8
.3
Var
ious
Fac
ilitie
s- P
ES
Var
ious
01
-Ap
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
- 8.3
V
ario
us F
acilit
ies-
PES
V
ario
us
01-A
pr-1
6 31
-Mar
-30
N/A
-
22 6
71
- -
- -
3 HM
R830
001
HFRG
M
aint
- Rou
tine-
8.3
Var
ious
Fa
cilit
ies-
HFR
G
Var
ious
01
-Ap
r-16
31-M
ar-3
0 N
/A
3 25
1 2
545
2 00
0 11
150
-
-
4 HM
R830
001
PES
Mai
nt- R
outin
e- 8
.3 V
ario
us
Faci
litie
s- P
ES
Var
ious
01
-Ap
r-16
31-M
ar-3
0 N
/A
10 4
05
5 69
6 6
535
6 53
5 8
305
8 72
0
5 M
S830
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
52
289
37
429
20
633
1
400
43 0
00
70 7
49
6 M
S830
001
PES:
M
aint
enan
ce
Mai
nt- S
ched
uled
- 8.3
Var
ious
Fa
cilit
ies-
PES
MA
INT
Var
ious
01
-Ap
r-16
31-M
ar-3
0 N
/A
- -
- 14
700
-
-
Western Cape Government Health
Annual Performance Plan 2017–18
137 Wc government heAlth APP 2017–18
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
I840
070
HFRG
O
bse
rva
tory
- V
alke
nber
g Ho
spita
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
- Wor
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
- Val
kenb
erg
Hosp
ital-
Acu
te P
reci
nct
Red
evel
opm
ent
Met
ro
01-A
pr-1
0 31
-Mar
-30
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
- Val
kenb
erg
Hosp
ital-
Fore
nsic
Pre
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
- Val
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
- Wor
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
PART B
Programme & Sub-Programme Plans
138Wc government heAlth APP 2017–18
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
1 C
I840
023
HFRG
Pa
arl-
Paa
rl Ho
spita
l- A
cute
Ps
ychi
atric
Uni
t C
ap
e W
inel
and
s 01
-Ap
r-11
26-A
pr-1
6 42
630
1
680
50
- -
- -
Stag
e 9:
Clo
se O
ut
1 C
I840
004
HFRG
G
eorg
e- G
eorg
e Re
gion
al
Hosp
ital-
Acu
te P
sych
iatri
c Un
it Ed
en
01-A
pr-1
4 10
-Dec
-14
17 5
71
850
75
- -
- -
Mai
nten
ance
1 HM
D84
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
-Ap
r-16
31-M
ar-3
0 N
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7 18
7 4
990
6 75
3 7
185
4 26
2 4
501
2 HM
R840
001
HFRG
M
aint
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tine-
8.4
Var
ious
Fa
cilit
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ious
01
-Ap
r-16
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2 44
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1 8
349
6 00
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-
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R840
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PES
Mai
nt- R
outin
e- 8
.4 V
ario
us
Faci
litie
s- P
ES
Var
ious
01
-Ap
r-16
31-M
ar-3
0 N
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7 98
0 6
492
5 82
7 5
837
13 9
39
14 6
36
4 M
S840
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
15
207
30
240
25
505
-
17 0
00
23 5
00
5 M
S840
001
PES:
M
aint
enan
ce
Mai
nt- S
ched
uled
- 8.4
Var
ious
Fa
cilit
ies-
PES
MA
INT
Var
ious
01
-Ap
r-16
31-M
ar-3
0 N
/A
- 4
246
13 8
42
5 00
0 40
000
-
Non
-infra
stru
ctur
e
1 C
H84
0010
HF
RG
Gre
en P
oint
- New
Som
erse
t Ho
spita
l- H
T- A
cute
Psy
chia
tric
Unit
Met
ro
01-A
pr-1
9 31
-Mar
-21
4 50
0 -
- -
1 50
0 3
000
-
2 C
H84
0008
HF
RG
Gre
en P
oint
- New
Som
erse
t Ho
spita
l- H
T- U
pgr
adin
g of
th
eatre
s and
ven
tilat
ion
Met
ro
01-A
pr-1
6 30
-Sep
-18
8 00
0 3
000
300
- -
- -
3 C
Q84
0010
HF
RG
Gre
en P
oint
- New
Som
erse
t Ho
spita
l- Q
A- A
cute
Psy
chia
tric
Unit
Met
ro
01-A
pr-1
9 31
-Oct
-20
300
100
- -
300
- -
4 C
O84
0017
&
CQ
8400
17
HFRG
O
bse
rva
tory
- Val
kenb
erg
Hosp
ital-
OD
and
QA
- For
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 -
- -
1 34
0 64
5 -
5 C
O84
0051
HF
RG
Ob
serv
ato
ry- V
alke
nber
g Ho
spita
l- O
D- C
omm
issio
ning
Su
pp
ort
Met
ro
01-A
pr-1
6 31
-Mar
-30
N/A
94
1 72
3 78
7 85
7 1
173
1 23
6
6 C
O84
0043
HF
RG
Ob
serv
ato
ry- V
alke
nber
g Ho
spita
l- O
D- P
roje
ct S
upp
ort
Met
ro
01-A
pr-1
6 31
-Mar
-30
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
I840
070
HFRG
O
bse
rva
tory
- V
alke
nber
g Ho
spita
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
- Wor
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
- Val
kenb
erg
Hosp
ital-
Acu
te P
reci
nct
Red
evel
opm
ent
Met
ro
01-A
pr-1
0 31
-Mar
-30
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
- Val
kenb
erg
Hosp
ital-
Fore
nsic
Pre
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
- Val
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
- Wor
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
Western Cape Government Health
Annual Performance Plan 2017–18
139 Wc government heAlth APP 2017–18
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
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
I850
056
HFRG
O
bse
rva
tory
- Gro
ote
Schu
ur
Hosp
ital-
R &
R to
OPD
M
etro
01
-Dec
-18
30-N
ov-2
1 45
000
-
- -
1 00
0 5
000
20 0
00
2 C
I850
055
HFRG
O
bse
rva
tory
- Gro
ote
Schu
ur
Hosp
ital-
Ven
tilat
ion
and
AC
re
furb
ishm
ent i
ncl M
echa
nica
l In
stal
latio
n
Met
ro
01-A
pr-1
8 31
-Mar
-23
65 0
00
- -
15 0
00
10 0
00
10 0
00
25 0
00
3 C
I850
058
HFRG
Pa
row
- Tyg
erb
erg
Hosp
ital-
Civ
il w
orks
and
road
s up
gra
de
Met
ro
30-A
ug-1
8 30
-Mar
-22
9 00
0 -
- -
1 00
0 5
000
3 00
0
4 C
I850
031
HFRG
Pa
row
- Tyg
erb
erg
Hosp
ital-
Ena
blin
g w
ork-
Dem
oliti
ons a
nd
Infra
stru
ctur
e
Met
ro
30-J
ul-1
8 31
-Jul
-22
265
000
- -
- 50
0 10
0 00
0 10
0 00
0
5 HC
I850
002
HFRG
Pa
row
- Tyg
erb
erg
Hosp
ital-
Repl
acem
ent (
PPP)
M
etro
01
-Ap
r-12
31-M
ar-2
3 7
800
000
250
250
- -
- -
Stag
e 3:
Pre
para
tion
and
Brie
fing
1 C
I850
048
HFRG
Pa
row
- Tyg
erb
erg
Hosp
ital-
Mec
hani
cal U
pgr
ade
Met
ro
31-M
ar-1
7 31
-Mar
-21
12 0
00
- 10
0 4
000
4 00
0 4
000
-
Stag
e 4:
Con
cept
and
Via
bilit
y
1 C
I850
054
HFRG
O
bse
rva
tory
- Gro
ote
Schu
ur
Hosp
ital-
BMS
Upgr
ade
Met
ro
01-J
un-1
6 31
-Mar
-23
21 0
00
- 4
000
5 00
0 6
000
3 00
0 3
000
2 C
I850
042
PES
Ob
serv
ato
ry- G
root
e Sc
huur
Ho
spita
l- N
euro
scie
nce
Reha
bilit
atio
n
Met
ro
01-J
un-1
6 31
-Mar
-20
10 0
00
- 5
000
15 0
00
- -
-
3 C
I850
047
HFRG
Pa
row
- Tyg
erb
erg
Hosp
ital-
11kV
G
ener
ator
Pa
nel U
pgr
ade
Met
ro
01-O
ct-1
6 13
-Dec
-19
8 00
0 50
0 7
000
500
10 0
00
500
-
4 C
I850
052
HFRG
Pa
row
- Tyg
erb
erg
Hosp
ital-
11kV
M
ain
Sub
stat
ion
Upgr
ade
Met
ro
01-O
ct-1
6 31
-Mar
-21
20 0
00
- 2
900
6 50
0 5
000
5 00
0 60
0
Stag
e 5:
Des
ign
Deve
lopm
ent
1 C
I850
005
HFRG
O
bse
rva
tory
- Gro
ote
Schu
ur
Hosp
ital-
EC u
pgr
ade
and
ad
diti
ons
Met
ro
03-J
ul-1
0 30
-Jun
-22
127
000
2 50
0 1
000
8 00
0 8
000
69 5
59
-
2 C
I850
049
HFRG
Pa
row
- Tyg
erb
erg
Hosp
ital-
Sew
erag
e Up
grad
e M
etro
01
-Jan
-17
30-N
ov-1
8 26
000
-
5 00
0 10
000
10
000
1
-
Stag
e 7:
Wor
ks
1 C
I850
051
HFRG
O
bse
rva
tory
- Gro
ote
Schu
ur
Hosp
ital-
Cen
tral K
itche
n- F
loor
Re
plac
emen
t Com
plet
ion
Met
ro
23-J
un-1
6 30
-Ap
r-17
2 30
0 50
0 1
800
- -
- -
2 C
I850
011
HFRG
Pa
row
- Tyg
erb
erg
Hosp
ital-
C1D
W
est E
C P
h2
Met
ro
27-A
ug-1
4 03
-May
-17
20 1
80
11 0
20
6 90
0 50
0 -
- -
Stag
e 9:
Clo
se O
ut
PART B
Programme & Sub-Programme Plans
140Wc government heAlth APP 2017–18
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
1 C
I850
001
HFRG
O
bse
rva
tory
- Gro
ote
Schu
ur
Hosp
ital-
Cen
tral K
itche
n- F
loor
Re
plac
emen
t
Met
ro
10-S
ep-1
3 31
-Aug
-16
4 10
0 1
892
50
- -
- -
Infra
stru
ctur
e-re
late
d (n
on-c
onst
ruct
ion)
1 HC
I850
001
HFRG
O
bse
rva
tory
- Gro
ote
Schu
ur
Hosp
ital-
Mas
terp
lan
Met
ro
01-D
ec-1
8 30
-Mar
-20
1 00
0 -
- -
1 00
0 -
-
2 HC
I850
003
HFRG
Ro
ndeb
osch
- Red
Cro
ss W
ar
Mem
oria
l Chi
ldre
ns H
osp
ital-
Mas
terp
lan
Met
ro
01-N
ov-1
5 31
-Mar
-17
905
900
5 -
- -
-
Mai
nten
ance
1 HM
P850
001
HFRG
M
aint
- Pro
f Day
-to-d
ay- 8
.5
Var
ious
Fac
ilitie
s- H
FRG
V
ario
us
01-A
pr-1
6 31
-Mar
-30
N/A
10
800
7
250
7 55
0 -
- -
2 HM
D85
0001
PE
S M
aint
- Pro
f Day
-to-d
ay- 8
.5
Var
ious
Fac
ilitie
s- P
ES
Var
ious
01
-Ap
r-16
31-M
ar-3
0 N
/A
539
700
947
1 00
8 -
-
3 HM
P850
001
PES
Mai
nt- P
rof D
ay-to
-day
- 8.5
V
ario
us F
acilit
ies-
PES
V
ario
us
01-A
pr-1
6 31
-Mar
-30
N/A
-
14 2
22
- -
- -
4 HM
R850
001
HFRG
M
aint
- Rou
tine-
8.5
Var
ious
Fa
cilit
ies-
HFR
G
Var
ious
01
-Ap
r-16
31-M
ar-3
0 N
/A
2 07
9 3
200
7 35
0 6
150
- -
5 HM
R850
001
PES
Mai
nt- R
outin
e- 8
.5 V
ario
us
Faci
litie
s- P
ES
Var
ious
01
-Ap
r-16
31-M
ar-3
0 N
/A
3 15
2 1
300
1 40
0 1
400
11 0
46
11 5
98
6 M
S850
001
PES:
M
aint
enan
ce
Mai
nt- S
ched
uled
- 8.5
Var
ious
Fa
cilit
ies-
PES
MA
INT
Var
ious
01
-Ap
r-16
31-M
ar-3
0 N
/A
- 55
754
36
158
20
700
40
000
-
Non
-infra
stru
ctur
e
1 C
H85
0057
HF
RG
Ob
serv
ato
ry- G
root
e Sc
huur
Ho
spita
l- H
T- R
efur
bish
men
t M
etro
01
-Ap
r-17
31-M
ar-1
8 20
981
-
10 4
97
7 14
0 3
344
- -
2 C
H85
0057
PE
S O
bse
rva
tory
- Gro
ote
Schu
ur
Hosp
ital-
HT-
Ref
urbi
shm
ent
Met
ro
01-A
pr-1
8 01
-Mar
-19
-
- 11
277
22
084
-
-
3 C
H85
0011
HF
RG
Paro
w- T
yger
ber
g Ho
spita
l- H
T-
C1D
Wes
t M
etro
01
-Ap
r-16
30-D
ec-1
7 6
000
2 00
0 2
000
- -
- -
4 C
H85
0050
HF
RG
Paro
w- T
yger
ber
g Ho
spita
l- H
T-
Refu
rbish
men
t M
etro
01
-Oct
-16
01-M
ar-3
0 30
0 00
0 2
000
25 7
45
20 7
10
11 0
00
10 0
00
10 0
00
5 C
H85
0050
PE
S Pa
row
- Tyg
erb
erg
Hosp
ital-
HT-
Re
furb
ishm
ent
Met
ro
01-A
pr-1
8 01
-Mar
-19
-
- 16
915
28
126
-
-
6 C
H85
0043
HF
RG
Paro
w- T
yger
ber
g Ho
spita
l- H
T-
Repl
acem
ent o
f Cat
h La
b
Met
ro
01-A
ug-1
5 31
-Mar
-17
20 0
00
10 0
00
1 48
1 -
- -
-
7 C
H85
0028
HF
RG
Paro
w- T
yger
ber
g Ho
spita
l- H
T-
War
d fu
rnitu
re
Met
ro
01-A
pr-1
5 31
-Mar
-18
5 00
0 1
000
796
1 50
0 -
- -
8 C
O85
0029
HF
RG
Paro
w- T
yger
ber
g Ho
spita
l- O
D-
Proj
ect S
upp
ort
Met
ro
01-A
pr-1
6 31
-Mar
-30
N/A
3
172
3 77
7 4
256
4 63
4 4
893
5 15
3
9 C
I850
019
PES
Rond
ebos
ch- R
ed C
ross
Wa
r M
emor
ial C
hild
rens
Hos
pita
l- Pa
eds I
CU
Upgr
ade
and
Ex
tens
ion
(in p
artn
ersh
ip w
ith C
HT)
Met
ro
01-A
pr-1
5 31
-Mar
-24
55 0
00
10 0
00
10 0
00
- -
- -
Sub-
prog
ram
me
8.5
Gra
nd To
tal
62 3
04
170
727
179
703
154
946
267
999
178
351
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
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
I850
056
HFRG
O
bse
rva
tory
- Gro
ote
Schu
ur
Hosp
ital-
R &
R to
OPD
M
etro
01
-Dec
-18
30-N
ov-2
1 45
000
-
- -
1 00
0 5
000
20 0
00
2 C
I850
055
HFRG
O
bse
rva
tory
- Gro
ote
Schu
ur
Hosp
ital-
Ven
tilat
ion
and
AC
re
furb
ishm
ent i
ncl M
echa
nica
l In
stal
latio
n
Met
ro
01-A
pr-1
8 31
-Mar
-23
65 0
00
- -
15 0
00
10 0
00
10 0
00
25 0
00
3 C
I850
058
HFRG
Pa
row
- Tyg
erb
erg
Hosp
ital-
Civ
il w
orks
and
road
s up
gra
de
Met
ro
30-A
ug-1
8 30
-Mar
-22
9 00
0 -
- -
1 00
0 5
000
3 00
0
4 C
I850
031
HFRG
Pa
row
- Tyg
erb
erg
Hosp
ital-
Ena
blin
g w
ork-
Dem
oliti
ons a
nd
Infra
stru
ctur
e
Met
ro
30-J
ul-1
8 31
-Jul
-22
265
000
- -
- 50
0 10
0 00
0 10
0 00
0
5 HC
I850
002
HFRG
Pa
row
- Tyg
erb
erg
Hosp
ital-
Repl
acem
ent (
PPP)
M
etro
01
-Ap
r-12
31-M
ar-2
3 7
800
000
250
250
- -
- -
Stag
e 3:
Pre
para
tion
and
Brie
fing
1 C
I850
048
HFRG
Pa
row
- Tyg
erb
erg
Hosp
ital-
Mec
hani
cal U
pgr
ade
Met
ro
31-M
ar-1
7 31
-Mar
-21
12 0
00
- 10
0 4
000
4 00
0 4
000
-
Stag
e 4:
Con
cept
and
Via
bilit
y
1 C
I850
054
HFRG
O
bse
rva
tory
- Gro
ote
Schu
ur
Hosp
ital-
BMS
Upgr
ade
Met
ro
01-J
un-1
6 31
-Mar
-23
21 0
00
- 4
000
5 00
0 6
000
3 00
0 3
000
2 C
I850
042
PES
Ob
serv
ato
ry- G
root
e Sc
huur
Ho
spita
l- N
euro
scie
nce
Reha
bilit
atio
n
Met
ro
01-J
un-1
6 31
-Mar
-20
10 0
00
- 5
000
15 0
00
- -
-
3 C
I850
047
HFRG
Pa
row
- Tyg
erb
erg
Hosp
ital-
11kV
G
ener
ator
Pa
nel U
pgr
ade
Met
ro
01-O
ct-1
6 13
-Dec
-19
8 00
0 50
0 7
000
500
10 0
00
500
-
4 C
I850
052
HFRG
Pa
row
- Tyg
erb
erg
Hosp
ital-
11kV
M
ain
Sub
stat
ion
Upgr
ade
Met
ro
01-O
ct-1
6 31
-Mar
-21
20 0
00
- 2
900
6 50
0 5
000
5 00
0 60
0
Stag
e 5:
Des
ign
Deve
lopm
ent
1 C
I850
005
HFRG
O
bse
rva
tory
- Gro
ote
Schu
ur
Hosp
ital-
EC u
pgr
ade
and
ad
diti
ons
Met
ro
03-J
ul-1
0 30
-Jun
-22
127
000
2 50
0 1
000
8 00
0 8
000
69 5
59
-
2 C
I850
049
HFRG
Pa
row
- Tyg
erb
erg
Hosp
ital-
Sew
erag
e Up
grad
e M
etro
01
-Jan
-17
30-N
ov-1
8 26
000
-
5 00
0 10
000
10
000
1
-
Stag
e 7:
Wor
ks
1 C
I850
051
HFRG
O
bse
rva
tory
- Gro
ote
Schu
ur
Hosp
ital-
Cen
tral K
itche
n- F
loor
Re
plac
emen
t Com
plet
ion
Met
ro
23-J
un-1
6 30
-Ap
r-17
2 30
0 50
0 1
800
- -
- -
2 C
I850
011
HFRG
Pa
row
- Tyg
erb
erg
Hosp
ital-
C1D
W
est E
C P
h2
Met
ro
27-A
ug-1
4 03
-May
-17
20 1
80
11 0
20
6 90
0 50
0 -
- -
Stag
e 9:
Clo
se O
ut
Western Cape Government Health
Annual Performance Plan 2017–18
141 Wc government heAlth APP 2017–18
Sche
dule
6: S
ub-P
rogr
amm
e 8.
6 O
ther
Fac
ilitie
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 HC
I860
001
HFRG
Pa
row
- Ca
pe
Med
ical
Dep
ot-
Repl
acem
ent
Met
ro
16-F
eb-1
8 30
-Sep
-22
180
000
- 1
500
5 00
0 7
500
7 55
0 38
000
2 C
I860
021
HFRG
V
red
enb
urg-
Vre
den
bur
g FP
L-
Repl
acem
ent
Wes
t Coa
st
01-D
ec-1
8 31
-Mar
-22
10 0
00
- -
250
- 5
000
4 75
0
Stag
e 4:
Con
cept
and
Via
bilit
y
1 C
I860
007
HFRG
Kn
ysna
- Kny
sna
FPL
- Re
plac
emen
t Ed
en
01-N
ov-1
4 31
-Aug
-19
27 0
00
600
2 00
0 -
3 00
0 15
000
7
000
2 C
I860
016
HFRG
Th
ornt
on- W
este
rn C
ape
Reha
bilit
atio
n C
entre
- Orth
otic
&
Pros
thet
ic C
entre
Up
grad
e
Met
ro
17-D
ec-1
4 30
-Sep
-20
28 0
00
500
2 00
0 1
000
10 0
00
8 50
0 3
000
Stag
e 6A
: Pro
duct
ion
Info
rmat
ion
1 C
I860
012
HFRG
O
bse
rva
tory
- Ob
serv
ato
ry F
PL-
Repl
acem
ent
Met
ro
01-A
pr-1
2 30
-Nov
-20
275
000
13 1
42
20 1
81
73 1
39
60 0
00
120
000
5 00
0
Stag
e 8:
Han
dove
r
1 C
I860
003
HFRG
Be
aufo
rt W
est-
Beau
fort
Wes
t FPL
- Re
plac
emen
t C
entra
l Ka
roo
01-A
pr-0
9 31
-Mar
-12
11 4
61
200
70
- -
- -
Stag
e 9:
Clo
se O
ut
1 C
I860
043
HFRG
O
bse
rva
tory
- Ob
serv
ato
ry F
PL-
Dem
oliti
on
Met
ro
12-S
ep-1
4 30
-Jun
-16
2 75
0 2
750
25
- -
- -
2 C
I860
024
HFRG
W
orce
ster
- WC
CN
Bol
and
C
am
pus
- Ad
diti
ona
l Nur
ses
acco
mm
odat
ion-
Eric
a H
oste
l
Ca
pe
Win
elan
ds
01-A
pr-1
2 10
-May
-16
11 8
85
2 01
4 30
0 -
- -
-
3 C
I860
023
HFRG
W
orce
ster
- WC
CN
Bol
and
C
am
pus
- Nur
ses a
ccom
mod
atio
n at
Eric
a H
oste
l, R
& R
Ca
pe
Win
elan
ds
01-A
pr-1
2 21
-Nov
-16
34 0
00
11 9
00
300
- -
- -
Infra
stru
ctur
e-re
late
d (n
on-c
onst
ruct
ion)
1 HC
I860
002
PES
Tran
sfer
to C
EI fo
r IC
T V
ario
us
01-A
pr-1
6 01
-Ap
r-20
13 5
00
- 3
278
3 90
5 5
026
4 00
0 10
000
Mai
nten
ance
1 HM
D86
0001
PE
S M
aint
- Pro
f Day
-to-d
ay- 8
.6
Var
ious
Fac
ilitie
s- P
ES
Var
ious
01
-Ap
r-16
31-M
ar-3
0 N
/A
4 65
2 12
960
17
539
18
661
14
643
15
463
2 HM
R860
001
HFRG
M
aint
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8.6
Var
ious
Fa
cilit
ies-
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Var
ious
01
-Ap
r-16
31-M
ar-3
0 N
/A
3 09
2 30
0 4
300
4 30
0 -
-
3 HM
R860
001
PES
Mai
nt- R
outin
e- 8
.6 V
ario
us
Faci
litie
s- P
ES
Var
ious
01
-Ap
r-16
31-M
ar-3
0 N
/A
9 55
2 1
255
1 59
0 1
660
3 62
9 3
811
4 M
S860
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
7
843
2 66
4 2
187
- 8
000
8 00
0
Non
-infra
stru
ctur
e
PART B
Programme & Sub-Programme Plans
142Wc government heAlth APP 2017–18
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
1 C
O86
0047
HF
RG
Beau
fort
Wes
t- C
entra
l Ka
roo
Dist
rict O
ffice
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ject
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pp
ort
Cen
tral K
aro
o 01
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r-16
31-M
ar-3
0 1
609
365
369
402
438
- -
2 C
O86
0030
HF
RG
Infra
Uni
t- Be
llville
Eng
Wor
ksho
p-
OD
- Ca
pac
itatio
n M
etro
01
-Ap
r-16
31-M
ar-3
0 N
/A
5 02
4 7
694
8 69
1 9
465
3 57
9 3
768
3 C
O86
0030
PE
S In
fra U
nit-
Bellv
ille E
ng W
orks
hop
- O
D- C
ap
acita
tion
Met
ro
01-A
pr-1
6 31
-Mar
-30
N/A
60
24
8 28
9 30
7 11
0 11
6
4 C
O86
0032
HF
RG
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t- En
g an
d T
ech
Serv
ices
- O
D- C
ap
acita
tion
Met
ro
01-A
pr-1
6 31
-Mar
-30
N/A
11
2 95
3 1
382
1 50
5 1
635
1 72
1
5 C
O86
0032
PE
S In
fra U
nit-
Eng
and
Tec
h Se
rvic
es-
OD
- Ca
pac
itatio
n M
etro
01
-Ap
r-16
31-M
ar-3
0 N
/A
417
412
448
484
552
582
6 C
O86
0034
HF
RG
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Uni
t- HT
Uni
t- O
D-
Ca
pac
itatio
n M
etro
01
-Ap
r-16
31-M
ar-3
0 N
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4 19
7 4
520
4 92
2 5
360
5 20
4 5
480
7 C
O86
0034
PE
S In
fra U
nit-
HT U
nit-
OD
- C
ap
acita
tion
Met
ro
01-A
pr-1
6 31
-Mar
-30
N/A
1
896
2 20
8 2
435
2 64
5 1
770
1 86
4
8 C
O86
0036
HF
RG
Infra
Uni
t- In
fra M
an C
D- O
D-
Ca
pac
itatio
n M
etro
01
-Ap
r-16
31-M
ar-3
0 N
/A
3 61
5 3
888
4 23
7 4
612
3 48
4 3
669
9 C
O86
0036
PE
S In
fra U
nit-
Infra
Man
CD
- OD
- C
ap
acita
tion
Met
ro
01-A
pr-1
6 31
-Mar
-30
N/A
3
217
3 41
7 4
185
4 54
4 2
501
2 63
3
8 C
O86
0038
HF
RG
Infra
Uni
t- In
fra P
lann
ing-
OD
- C
ap
acita
tion
Met
ro
01-A
pr-1
6 31
-Mar
-30
N/A
9
804
11 7
52
12 9
15
14 0
65
9 53
7 10
042
9 C
O86
0038
PE
S In
fra U
nit-
Infra
Pla
nnin
g- O
D-
Ca
pac
itatio
n M
etro
01
-Ap
r-16
31-M
ar-3
0 N
/A
1 22
0 1
554
1 70
4 1
833
3 01
0 3
170
10
CO
8600
40
HFRG
In
fra U
nit-
Infra
Pro
g D
eliv
ery-
OD
- C
ap
acita
tion
Met
ro
01-A
pr-1
6 31
-Mar
-30
N/A
7
399
8 85
1 9
638
10 4
97
13 1
46
13 8
42
11
CO
8600
40
PES
Infra
Uni
t- In
fra P
rog
Del
iver
y- O
D-
Ca
pac
itatio
n M
etro
01
-Ap
r-16
31-M
ar-3
0 N
/A
1 44
0 2
437
2 66
7 2
884
4 77
2 5
025
12
CO
8600
49
PES
Mitc
hells
Pla
in- M
etro
Ea
st D
istric
t M
aint
enan
ce H
ub- O
D-
Infra
stru
ctur
e Su
pp
ort
Met
ro
01-A
pr-1
7 01
-Mar
-18
N/A
-
1 50
0 1
500
1 50
0 1
000
-
13
CH
8600
12
HFRG
O
bse
rva
tory
- Ob
serv
ato
ry F
PL- H
T-
Repl
acem
ent
Met
ro
31-M
ay-1
9 31
-May
-21
45 0
00
- -
- 9
500
35 0
00
-
14
CO
8600
12
HFRG
O
bse
rva
tory
- Ob
serv
ato
ry F
PL-
OD
and
QA
- Rep
lace
men
t M
etro
01
-Ap
r-18
31-M
ar-2
0 40
0 10
0 -
150
150
- -
15
CH
8600
46
PES
Var
ious
Fac
ilitie
s- H
T-M
oder
nisa
tion
8.6
Var
ious
01
-Ap
r-16
01-J
un-1
8 14
000
3
422
2 90
0 2
000
2 00
0 2
000
-
16
CO
8600
47
HFRG
Be
aufo
rt W
est-
Cen
tral K
aro
o D
istric
t Offi
ce- O
D- P
roje
ct
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por
t
Cen
tral K
aro
o 01
-Ap
r-16
31-M
ar-3
0 1
609
365
369
402
438
- -
17
CO
8600
30
HFRG
In
fra U
nit-
Bellv
ille E
ng W
orks
hop
- O
D- C
ap
acita
tion
Met
ro
01-A
pr-1
6 31
-Mar
-30
N/A
5
024
7 69
4 8
691
9 46
5 3
579
3 76
8
Sub-
prog
ram
me
8.6
Gra
nd To
tal
98 5
33
99 5
36
166
475
181
936
273
622
146
936
Sche
dule
6: S
ub-P
rogr
amm
e 8.
6 O
ther
Fac
ilitie
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 HC
I860
001
HFRG
Pa
row
- Ca
pe
Med
ical
Dep
ot-
Repl
acem
ent
Met
ro
16-F
eb-1
8 30
-Sep
-22
180
000
- 1
500
5 00
0 7
500
7 55
0 38
000
2 C
I860
021
HFRG
V
red
enb
urg-
Vre
den
bur
g FP
L-
Repl
acem
ent
Wes
t Coa
st
01-D
ec-1
8 31
-Mar
-22
10 0
00
- -
250
- 5
000
4 75
0
Stag
e 4:
Con
cept
and
Via
bilit
y
1 C
I860
007
HFRG
Kn
ysna
- Kny
sna
FPL
- Re
plac
emen
t Ed
en
01-N
ov-1
4 31
-Aug
-19
27 0
00
600
2 00
0 -
3 00
0 15
000
7
000
2 C
I860
016
HFRG
Th
ornt
on- W
este
rn C
ape
Reha
bilit
atio
n C
entre
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otic
&
Pros
thet
ic C
entre
Up
grad
e
Met
ro
17-D
ec-1
4 30
-Sep
-20
28 0
00
500
2 00
0 1
000
10 0
00
8 50
0 3
000
Stag
e 6A
: Pro
duct
ion
Info
rmat
ion
1 C
I860
012
HFRG
O
bse
rva
tory
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serv
ato
ry F
PL-
Repl
acem
ent
Met
ro
01-A
pr-1
2 30
-Nov
-20
275
000
13 1
42
20 1
81
73 1
39
60 0
00
120
000
5 00
0
Stag
e 8:
Han
dove
r
1 C
I860
003
HFRG
Be
aufo
rt W
est-
Beau
fort
Wes
t FPL
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plac
emen
t C
entra
l Ka
roo
01-A
pr-0
9 31
-Mar
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11 4
61
200
70
- -
- -
Stag
e 9:
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se O
ut
1 C
I860
043
HFRG
O
bse
rva
tory
- Ob
serv
ato
ry F
PL-
Dem
oliti
on
Met
ro
12-S
ep-1
4 30
-Jun
-16
2 75
0 2
750
25
- -
- -
2 C
I860
024
HFRG
W
orce
ster
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CN
Bol
and
C
am
pus
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diti
ona
l Nur
ses
acco
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odat
ion-
Eric
a H
oste
l
Ca
pe
Win
elan
ds
01-A
pr-1
2 10
-May
-16
11 8
85
2 01
4 30
0 -
- -
-
3 C
I860
023
HFRG
W
orce
ster
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CN
Bol
and
C
am
pus
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ses a
ccom
mod
atio
n at
Eric
a H
oste
l, R
& R
Ca
pe
Win
elan
ds
01-A
pr-1
2 21
-Nov
-16
34 0
00
11 9
00
300
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- -
Infra
stru
ctur
e-re
late
d (n
on-c
onst
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ion)
1 HC
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002
PES
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sfer
to C
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r IC
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ario
us
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pr-1
6 01
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r-20
13 5
00
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278
3 90
5 5
026
4 00
0 10
000
Mai
nten
ance
1 HM
D86
0001
PE
S M
aint
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f Day
-to-d
ay- 8
.6
Var
ious
Fac
ilitie
s- P
ES
Var
ious
01
-Ap
r-16
31-M
ar-3
0 N
/A
4 65
2 12
960
17
539
18
661
14
643
15
463
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001
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aint
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tine-
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ious
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cilit
ies-
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G
Var
ious
01
-Ap
r-16
31-M
ar-3
0 N
/A
3 09
2 30
0 4
300
4 30
0 -
-
3 HM
R860
001
PES
Mai
nt- R
outin
e- 8
.6 V
ario
us
Faci
litie
s- P
ES
Var
ious
01
-Ap
r-16
31-M
ar-3
0 N
/A
9 55
2 1
255
1 59
0 1
660
3 62
9 3
811
4 M
S860
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
7
843
2 66
4 2
187
- 8
000
8 00
0
Non
-infra
stru
ctur
e
Western Cape Government Health
Annual Performance Plan 2017–18
143 Wc government heAlth APP 2017–18
No
WC
GH
Proj
ect
No
Fund
Pr
ojec
t Nam
e Di
stric
t M
unic
ipal
ity
Star
t Dat
e (d
ate
Stra
tegi
c Br
ief i
ssue
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
I860
035
HFRG
M
itche
lls
Plai
n-
Lent
egeu
r Ho
spita
l- Tr
aini
ng C
entre
M
etro
01
-Dec
-20
30-J
un-2
3 10
000
-
- -
- 50
0 1
000
2 C
I860
014
HFRG
Pa
row
- C
ap
e M
edic
al
Dep
ot- R
epla
cem
ent
Met
ro
01-S
ep-1
6 30
-Sep
-21
180
000
- 20
0 -
- 38
000
90
0
3 C
I860
015
HFRG
Pa
row
- Ty
gerb
erg
FPL-
Re
hab
ilitat
ion
Met
ro
01-A
pr-2
0 31
-Mar
-23
20 0
00
- -
- -
1 00
0 2
000
4 C
I860
021
HFRG
V
red
enb
urg-
V
red
enb
urg
FP
L- R
epla
cem
ent
Wes
t Coa
st
01-D
ec-1
9 31
-Mar
-22
20 0
00
- -
250
- 5
000
14 7
50
Stag
e 3:
Pre
para
tion
and
Brie
fing
1 C
I860
007
HFRG
Kn
ysna
- Kn
ysna
FP
L-
Repl
acem
ent
Eden
01
-Nov
-14
31-A
ug-1
9 27
000
60
0 -
- -
- -
2 C
I860
016
HFRG
Thor
nton
- W
este
rn
Ca
pe
Reha
bilit
atio
n C
entre
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rthot
ic &
Pro
sthe
tic C
entre
Up
grad
e
Met
ro
17-D
ec-1
4 30
-Sep
-20
28 0
00
500
- 6
564
10 0
00
6 43
6 2
938
Stag
e 5:
Des
ign
Deve
lopm
ent
1 C
I860
012
HFRG
O
bse
rva
tory
- O
bse
rva
tory
FP
L- R
epla
cem
ent
Met
ro
01-A
pr-1
2 30
-Nov
-20
245
000
13 1
42
21 3
86
98 8
51
38 7
32
35 0
00
1 00
0
Stag
e 7:
Wor
ks
1 C
I860
043
HFRG
O
bse
rva
tory
- O
bse
rva
tory
FP
L- D
emol
ition
M
etro
12
-Sep
-14
30-J
ul-1
6 2
750
2 75
0 -
- -
- -
2 C
I860
024
HFRG
Wor
cest
er-
WC
CN
Bo
land
C
am
pus
- A
dd
ition
al
Nur
ses
acco
mm
odat
ion-
Er
ica
Ho
stel
Ca
pe
Win
elan
ds
01-A
pr-1
2 10
-May
-16
11 8
85
2 01
4 30
0 -
- -
-
Stag
e 8:
Han
dove
r
1 C
I860
003
HFRG
Be
aufo
rt W
est-
Beau
fort
Wes
t FP
L- R
epla
cem
ent
Cen
tral K
aro
o 01
-Ap
r-09
31-M
ar-1
2 11
461
20
0 -
- -
- -
2 C
I860
023
HFRG
Wor
cest
er-
WC
CN
Bo
land
C
am
pus
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urse
s ac
com
mod
atio
n at
Er
ica
Ho
stel
, R &
R
Ca
pe
Win
elan
ds
01-A
pr-1
2 21
-Nov
-16
34 0
00
11 9
00
- -
- -
-
Mai
nten
ance
1 M
D86
0001
PE
S M
aint
- Pr
of D
ay-to
-day
- 8.
6 V
ario
us F
acilit
ies-
PES
V
ario
us
01-A
pr-1
6 31
-Mar
-30
- 4
652
16 9
95
13 1
31
13 9
40
14 6
43
15 4
63
2 M
R860
001
HFRG
M
aint
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utin
e- 8
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ario
us
Faci
litie
s- H
FRG
V
ario
us
01-A
pr-1
6 31
-Mar
-30
- 3
092
- -
- -
-
3 M
R860
001
PES
Mai
nt-
Rout
ine-
8.6
Var
ious
Fa
cilit
ies-
PES
V
ario
us
01-A
pr-1
6 31
-Mar
-30
- 9
552
10 0
06
10 5
56
11 1
87
3 62
9 3
811
4 M
S860
001
HFRG
M
aint
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edul
ed- 8
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Var
ious
Fac
ilitie
s- H
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V
ario
us
01-A
pr-1
6 31
-Mar
-30
- 7
843
5 50
0 8
500
6 00
0 8
000
8 00
0
Non
-infra
stru
ctur
e
PART B
Programme & Sub-Programme Plans
144Wc government heAlth APP 2017–18
No
WC
GH
Proj
ect
No
Fund
Pr
ojec
t Nam
e Di
stric
t M
unic
ipal
ity
Star
t Dat
e (d
ate
Stra
tegi
c Br
ief i
ssue
d)
Com
plet
ion
Date
(P
ract
ical
C
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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
1 C
H86
0048
HF
RG
Beau
fort
Wes
t- Be
aufo
rt W
est
Hosp
ital-
HT-
Offi
ce
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odat
ion
Cen
tral K
aro
o 01
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ar-1
7 50
0 20
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0047
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fort
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t- C
entra
l Ka
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Dist
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por
t C
entra
l Ka
roo
01-A
pr-1
6 31
-Mar
-30
- 36
5 38
8 41
4 44
0 -
-
3 C
H86
0027
HF
RG
Geo
rge-
Ed
en N
urse
s C
olle
ge- H
T- R
epla
cem
ent
Eden
01
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r-13
31-M
ar-1
5 2
000
3 -
- -
- -
4 C
O86
0030
HF
RG
Infra
Uni
t- Be
llville
Eng
W
orks
hop
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ap
acita
tion
Met
ro
01-A
pr-1
6 31
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-30
- 5
024
6 98
4 7
438
7 92
1 3
579
3 76
8
5 C
O86
0030
PE
S In
fra U
nit-
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ille E
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ksho
p- O
D-
Ca
pac
itatio
n M
etro
01
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r-16
31-M
ar-3
0 -
60
64
68
72
110
116
6 C
O86
0032
HF
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Infra
Uni
t- En
g an
d T
ech
Serv
ices
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pac
itatio
n M
etro
01
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r-16
31-M
ar-3
0 -
112
1 26
1 1
343
1 43
0 1
635
1 72
1
7 C
O86
0032
PE
S In
fra U
nit-
Eng
and
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h Se
rvic
es- O
D- C
ap
acita
tion
Met
ro
01-A
pr-1
6 31
-Mar
-30
- 41
7 44
3 47
2 50
1 55
2 58
2
8 C
O86
0034
HF
RG
Infra
Uni
t- HT
Uni
t- O
D-
Ca
pac
itatio
n M
etro
01
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r-16
31-M
ar-3
0 -
4 19
7 4
470
4 76
0 5
069
5 20
4 5
480
9 C
O86
0034
PE
S In
fra U
nit-
HT U
nit-
OD
- C
ap
acita
tion
Met
ro
01-A
pr-1
6 31
-Mar
-30
- 1
896
2 00
3 2
132
2 26
9 1
770
1 86
4
10
CO
8600
36
HFRG
In
fra U
nit-
Infra
Man
CD
- OD
- C
ap
acita
tion
Met
ro
01-A
pr-1
6 31
-Mar
-30
- 3
615
3 85
0 4
100
4 36
6 3
484
3 66
9
11
CO
8600
36
PES
Infra
Uni
t- In
fra M
an C
D- O
D-
Ca
pac
itatio
n M
etro
01
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r-16
31-M
ar-3
0 -
3 21
7 3
687
3 92
4 4
160
2 50
1 2
633
12
CO
8600
38
HFRG
In
fra U
nit-
Infra
Pla
nnin
g- O
D-
Ca
pac
itatio
n M
etro
01
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r-16
31-M
ar-3
0 -
9 80
4 12
144
12
933
13
769
9
537
10 0
42
13
CO
8600
38
PES
Infra
Uni
t- In
fra P
lann
ing-
OD
- C
ap
acita
tion
Met
ro
01-A
pr-1
6 31
-Mar
-30
- 1
220
1 29
7 1
378
1 46
5 3
010
3 17
0
14
CO
8600
40
HFRG
In
fra U
nit-
Infra
Pro
g D
eliv
ery-
O
D- C
ap
acita
tion
Met
ro
01-A
pr-1
6 31
-Mar
-30
- 7
399
10 5
51
11 2
36
11 9
65
13 1
46
13 8
42
15
CO
8600
40
PES
Infra
Uni
t- In
fra P
rog
Del
iver
y-
OD
- Ca
pac
itatio
n M
etro
01
-Ap
r-16
31-M
ar-3
0 -
1 44
0 1
560
1 65
9 1
765
4 77
2 5
025
16
CH
8600
07
HFRG
Kn
ysna
- Kny
sna
FPL
- HT-
Re
plac
emen
t Ed
en
01-A
pr-1
7 31
-Mar
-19
2 00
0 -
- -
2 00
0 -
-
17
CO
8600
42
HFRG
M
itche
lls P
lain
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tege
ur
Wor
ksho
p- O
D- H
ub a
nd
Spok
e Im
plem
enta
tion
Met
ro
01-A
pr-1
5 01
-Mar
-18
20 0
00
- 1
000
1 00
0 1
000
11 0
00
-
18
CH
8600
11
HFRG
M
osse
l Ba
y- M
osse
l Ba
y FP
L-
HT-
Rep
lace
men
t Ed
en
01-A
pr-2
6 30
-Sep
-27
3 00
0 -
- -
- -
1 50
0
19
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tory
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ry
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lace
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HFRG
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No
Fund
Pr
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t Nam
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stric
t M
unic
ipal
ity
Star
t Dat
e (d
ate
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tegi
c Br
ief i
ssue
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Com
plet
ion
Date
(P
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ical
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etio
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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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
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R000
's
Stag
e 1:
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e Pl
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1 C
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000
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Non
-infra
stru
ctur
e
Western Cape Government Health
Annual Performance Plan 2017–18
145 Wc government heAlth APP 2017–18
No
WC
GH
Proj
ect
No
Fund
Pr
ojec
t Nam
e Di
stric
t M
unic
ipal
ity
Star
t Dat
e (d
ate
Stra
tegi
c Br
ief i
ssue
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
23
CH
8600
18
HFRG
St
elle
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telle
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lace
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e W
inel
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24
CH
8600
16
HFRG
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nton
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tern
Cap
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ilitat
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tre- H
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tic
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tre U
pgr
ade
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ro
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CI8
6003
3 PE
S Tr
ansf
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for I
CT
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ious
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824
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7 10
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000
26
CH
8600
46
PES
Var
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T-M
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24
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CC
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Eric
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l
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pe
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nd To
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98 9
20
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995
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833
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438
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941
135
624
PART B
Programme & Sub-Programme Plans
146Wc government heAlth APP 2017–18
No
WC
GH
Proj
ect
No
Fund
Pr
ojec
t Nam
e Di
stric
t M
unic
ipal
ity
Star
t Dat
e (d
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tegi
c Br
ief i
ssue
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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
23
CH
8600
18
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St
elle
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lace
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824
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10
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26
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24
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Eric
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prog
ram
me
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tal
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109
995
195
833
161
438
251
941
135
624
PArt clinks to other Plans
Western Cape Government Health
Annual Performance Plan 2017–18
147 Wc government heAlth APP 2017–18
Links
to O
ther
Pla
ns
Long
-ter
m in
frast
ruct
ure
& O
ther
Pla
ns
Tabl
e C
1: N
ew a
nd R
epla
cem
ent A
sset
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
aufo
rt W
est-
Beau
fort
Wes
t FPL
- Re
plac
emen
t 8.
6 C
entra
l Ka
roo
FPL
Repl
acem
ent
36
19
75
32
200
- 70
-
-
2 Be
aufo
rt W
est-
Hill
Sid
e C
linic
- Re
plac
emen
t 8.
1 C
entra
l Ka
roo
Clin
ic R
epla
cem
ent
5 71
5 51
8 58
3 12
800
13
071
15
479
2
140
100
-
3 Be
lha
r- Ty
gerb
erg
Regi
ona
l Hos
pita
l- N
ew
Ph1
8.4
Met
ro
Repl
acem
ent H
osp
ital
Ph1
- -
- -
- -
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2 50
0
4 C
ap
e To
wn-
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rict S
ix C
DC
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8.
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etro
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DC
Rep
lace
men
t 3
460
5 43
2 30
557
40
000
32
889
39
384
19
710
1
095
-
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pho
ny W
ay C
DC
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8.
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N
ew C
omm
unity
Day
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entre
22
454
17
957
27
5 10
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048
83
50
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6 D
u N
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Du
Noo
n C
HC- N
ew
8.1
Met
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New
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mun
ity
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th C
entre
40
451
13
098
1
582
25
1 00
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7 El
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iver
CH
C-
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C R
epla
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eorg
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hem
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C-
Repl
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DC
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85
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721
24
657
28
675
31
755
40
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9 G
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linic
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t 8.
1 C
ap
e W
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and
s C
linic
Rep
lace
men
t -
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- 10
0 50
0 1
000
10
Hano
ver P
ark
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nove
r Pa
rk C
HC-
Repl
acem
ent
8.1
Met
ro
CH
C R
epla
cem
ent
- -
- 25
0 -
- 50
0 3
380
12 0
00
11
Herm
anus
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man
us C
DC
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8.
1 O
verb
erg
C
DC
Rep
lace
men
t 17
174
15
718
17
3 5
4 00
0 54
50
-
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12
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y C
DC
- Rep
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men
t 8.
1 M
etro
C
DC
Rep
lace
men
t -
- -
- -
- -
- 50
13
Knys
na- K
nysn
a F
PL- R
epla
cem
ent
8.6
Eden
FP
L Re
plac
emen
t -
- 16
5 50
0 60
0 33
5 2
000
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000
14
Kraa
ifont
ein-
Blo
ekom
bos
CHC
- New
8.
1 M
etro
N
ew C
HC
-
- -
- -
- 25
0 2
000
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00
15
Lad
ismith
- La
dism
ith C
linic
- Rep
lace
men
t 8.
1 Ed
en
Clin
ic R
epla
cem
ent
- -
- 54
-
- 25
0 1
000
6 00
0
16
Leeu
-Gam
ka- L
eeu-
Gam
ka A
mb
ulan
ce
Stat
ion-
New
8.
2 C
entra
l Ka
roo
New
Am
bul
ance
St
atio
n -
- -
- -
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-
-
17
Mai
tland
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tland
CD
C- R
epla
cem
ent
8.1
Met
ro
CD
C R
epla
cem
ent
- -
- -
- -
1 50
50
0
18
Mal
mes
bury
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bot
sda
le S
ate
llite
Clin
ic-
Repl
acem
ent
8.1
Wes
t Coa
st
Clin
ic R
epla
cem
ent
- -
- 50
0 10
0 10
0 1
000
2 35
0 50
PART B
Programme & Sub-Programme Plans
148Wc government heAlth APP 2017–18
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
19
Mal
mes
bury
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tsw
orth
Sat
ellit
e C
linic
- Re
plac
emen
t 8.
1 W
est C
oast
C
linic
Rep
lace
men
t -
- -
- -
- -
50
100
20
Mal
mes
bury
- Mal
mes
bury
CD
C- N
ew
8.1
Wes
t Coa
st
New
CD
C
- 21
6 -
5 10
5 95
5
- -
21
Mfu
leni
- Mfu
leni
CD
C- T
emp
orar
y 8.
1 M
etro
Te
mp
orar
y C
DC
Re
plac
emen
t -
15 1
94
14 6
32
365
1 50
0 90
2 5
- -
22
Mitc
hells
Pla
in- M
itche
lls P
lain
Hos
pita
l- N
ew
8.3
Met
ro
New
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pita
l 24
639
2
088
462
5 1
497
3 80
8 4
500
- -
23
Nap
ier-
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ier C
linic
- Rep
lace
men
t 8.
1 O
verb
erg
C
linic
Rep
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men
t 1
372
281
104
9 95
0 9
563
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4 9
105
50
-
24
Ob
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- D
emol
ition
8.
6 M
etro
FP
L D
emol
ition
-
- -
3 00
0 2
750
2 23
8 25
-
-
25
Ob
serv
ato
ry- O
bse
rva
tory
FPL
- Re
plac
emen
t 8.
6 M
etro
FP
L Re
plac
emen
t 82
2 15
2 7
033
13 0
00
13 1
42
9 39
0 20
181
73
139
60
000
26
Ob
serv
ato
ry- V
alke
nber
g Ho
spita
l- A
cute
Pr
ecin
ct R
edev
elop
men
t 8.
4 M
etro
A
cute
Pre
cinc
t Re
dev
elop
men
t 5
870
- 11
400
-
4 50
0 1
274
100
- -
27
Ob
serv
ato
ry- V
alke
nber
g Ho
spita
l- Fo
rens
ic P
reci
nct E
nab
ling
Wor
k 8.
4 M
etro
Fo
rens
ic P
reci
nct
Ena
blin
g W
ork
- -
92
8 50
0 53
0 34
3 50
-
10 0
00
28
Paa
rl- M
bek
wen
i CD
C- R
epla
cem
ent
8.1
Ca
pe
Win
elan
ds
CD
C R
epla
cem
ent
- -
- 50
-
- 25
0 1
500
10 0
00
29
Paa
rl- P
aarl
Hosp
ital-
Acu
te P
sych
iatri
c Un
it 8.
4 C
ap
e W
inel
and
s Ps
ychi
atric
Eva
luat
ion
Unit
1 77
1 4
471
31 4
55
600
1 68
0 2
368
50
- -
30
Paro
w- C
ap
e M
edic
al D
epot
- Re
plac
emen
t 8.
6 M
etro
C
ap
e M
edic
al D
epot
re
plac
emen
t -
- -
1 00
0 -
- 1
500
5 00
0 7
500
31
Paro
w- R
aven
smea
d C
DC
- Rep
lace
men
t 8.
1 M
etro
C
DC
Rep
lace
men
t -
- -
1 00
0 10
0 50
0 50
0 5
000
15 0
00
32
Paro
w- T
yger
ber
g Ho
spita
l- En
ab
ling
wor
k- D
emol
ition
s and
Infra
stru
ctur
e 8.
5 M
etro
En
ab
ling
wor
k:
Dem
oliti
ons a
nd
infra
stru
ctur
e
- -
- -
- -
- -
500
33
Paro
w- T
yger
ber
g Ho
spita
l- Re
plac
emen
t (P
PP)
8.5
Met
ro
Hosp
ital R
epla
cem
ent
(PPP
) 1
346
4 03
7 5
248
250
250
685
250
- -
34
Philip
pi- W
elte
vred
en C
DC
- New
8.
1 M
etro
N
ew C
DC
-
- -
- -
- 25
0 50
0 1
000
35
Pike
tber
g- P
iket
ber
g A
mb
ulan
ce S
tatio
n-
Repl
acem
ent
8.2
Wes
t Coa
st
Am
bul
ance
Sta
tion
Repl
acem
ent
- 11
5 9
948
6 00
0 5
500
4 18
4 25
-
-
36
Prin
ce A
lfred
Ha
mle
t- Pr
ince
Alfr
ed
Ham
let C
linic
- Rep
lace
men
t 8.
1 C
ap
e W
inel
and
s C
linic
Rep
lace
men
t 21
9 13
6 1
099
15 0
00
9 91
7 7
522
16 0
88
4 80
0 20
0
37
Rob
erts
on- R
ober
tson
Hos
pita
l- N
ew B
ulk
Stor
e 8.
3 C
ap
e W
inel
and
s N
ew B
ulk
Stor
e 4
533
1 22
3 25
5 -
52
51
10
- -
38
Sald
anha
- Dia
zville
Clin
ic- R
epla
cem
ent
8.1
Wes
t Coa
st
Clin
ic R
epla
cem
ent
- -
- -
- -
1 1
250
39
St H
elen
a Ba
y- S
and
y Po
int S
ate
llite
Clin
ic- R
epla
cem
ent
8.1
Wes
t Coa
st
Clin
ic R
epla
cem
ent
- -
- 50
-
- 1
- 50
40
Villi
ersd
orp
- Villi
ersd
orp
Am
bul
ance
St
atio
n- R
epla
cem
ent
8.2
Ove
rber
g
Am
bul
ance
Sta
tion
Repl
acem
ent
- -
- -
- -
50
300
-
41
Villi
ersd
orp
- Villi
ersd
orp
Clin
ic-
Repl
acem
ent
8.1
Ove
rber
g
Clin
ic R
epla
cem
ent
- -
- -
- -
1 25
0 1
000
Links
to O
ther
Pla
ns
Long
-ter
m in
frast
ruct
ure
& O
ther
Pla
ns
Tabl
e C
1: N
ew a
nd R
epla
cem
ent A
sset
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
aufo
rt W
est-
Beau
fort
Wes
t FPL
- Re
plac
emen
t 8.
6 C
entra
l Ka
roo
FPL
Repl
acem
ent
36
19
75
32
200
- 70
-
-
2 Be
aufo
rt W
est-
Hill
Sid
e C
linic
- Re
plac
emen
t 8.
1 C
entra
l Ka
roo
Clin
ic R
epla
cem
ent
5 71
5 51
8 58
3 12
800
13
071
15
479
2
140
100
-
3 Be
lha
r- Ty
gerb
erg
Regi
ona
l Hos
pita
l- N
ew
Ph1
8.4
Met
ro
Repl
acem
ent H
osp
ital
Ph1
- -
- -
- -
- -
2 50
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
39
384
19
710
1
095
-
5 D
elft-
Sym
pho
ny W
ay C
DC
- New
8.
1 M
etro
N
ew C
omm
unity
Day
C
entre
22
454
17
957
27
5 10
0 1
048
83
50
- -
6 D
u N
oon-
Du
Noo
n C
HC- N
ew
8.1
Met
ro
New
Com
mun
ity
Heal
th C
entre
40
451
13
098
1
582
25
1 00
0 25
6 76
9 -
-
7 El
sies R
iver
- Elsi
es R
iver
CH
C-
Repl
acem
ent
8.1
Met
ro
CH
C R
epla
cem
ent
- -
- 25
0 -
- 2
000
5 00
0 15
000
8 G
eorg
e- T
hem
bal
ethu
CD
C-
Repl
acem
ent
8.1
Eden
C
DC
Rep
lace
men
t -
85
4 59
3 13
721
24
657
28
675
31
755
40
0 50
9 G
oud
a- G
oud
a C
linic
- Rep
lace
men
t 8.
1 C
ap
e W
inel
and
s C
linic
Rep
lace
men
t -
- -
- -
- 10
0 50
0 1
000
10
Hano
ver P
ark
- Ha
nove
r Pa
rk C
HC-
Repl
acem
ent
8.1
Met
ro
CH
C R
epla
cem
ent
- -
- 25
0 -
- 50
0 3
380
12 0
00
11
Herm
anus
- Her
man
us C
DC
- New
8.
1 O
verb
erg
C
DC
Rep
lace
men
t 17
174
15
718
17
3 5
4 00
0 54
50
-
-
12
Hout
Bay
- Hou
t Ba
y C
DC
- Rep
lace
men
t 8.
1 M
etro
C
DC
Rep
lace
men
t -
- -
- -
- -
- 50
13
Knys
na- K
nysn
a F
PL- R
epla
cem
ent
8.6
Eden
FP
L Re
plac
emen
t -
- 16
5 50
0 60
0 33
5 2
000
- 3
000
14
Kraa
ifont
ein-
Blo
ekom
bos
CHC
- New
8.
1 M
etro
N
ew C
HC
-
- -
- -
- 25
0 2
000
10 0
00
15
Lad
ismith
- La
dism
ith C
linic
- Rep
lace
men
t 8.
1 Ed
en
Clin
ic R
epla
cem
ent
- -
- 54
-
- 25
0 1
000
6 00
0
16
Leeu
-Gam
ka- L
eeu-
Gam
ka A
mb
ulan
ce
Stat
ion-
New
8.
2 C
entra
l Ka
roo
New
Am
bul
ance
St
atio
n -
- -
- -
- 50
-
-
17
Mai
tland
- Mai
tland
CD
C- R
epla
cem
ent
8.1
Met
ro
CD
C R
epla
cem
ent
- -
- -
- -
1 50
50
0
18
Mal
mes
bury
- Ab
bot
sda
le S
ate
llite
Clin
ic-
Repl
acem
ent
8.1
Wes
t Coa
st
Clin
ic R
epla
cem
ent
- -
- 50
0 10
0 10
0 1
000
2 35
0 50
Western Cape Government Health
Annual Performance Plan 2017–18
149 Wc government heAlth APP 2017–18
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
42
Vre
den
bur
g- V
red
enb
urg
CD
C- N
ew
8.1
Wes
t Coa
st
New
CD
C
- -
- 25
-
- 50
1
000
15 0
00
43
Vre
den
bur
g- V
red
enb
urg
FPL-
Re
plac
emen
t 8.
6 W
est C
oast
FP
L Re
plac
emen
t -
- -
- -
- -
250
-
44
Wol
sele
y- W
olse
ley
Clin
ic- R
epla
cem
ent
8.1
Ca
pe
Win
elan
ds
Clin
ic R
epla
cem
ent
327
192
1 18
3 10
000
6
641
4 69
1 15
033
2
870
50
45
Wor
cest
er- A
vian
Pa
rk C
linic
- New
8.
1 C
ap
e W
inel
and
s N
ew c
linic
-
- -
500
200
200
500
1 00
0 8
000
Tota
l new
and
repl
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
o C
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
Repl
acem
ent
Hosp
ital
Ph1
- -
- -
- -
- -
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
oorn
s-
De
Doo
rns
Am
bul
ance
Stat
ion-
Rep
lace
men
t
8.2
Ca
pe
Win
elan
ds
Am
bul
ance
St
atio
n
Repl
acem
ent`
- 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
oon-
Du
Noo
n C
HC- N
ew
8.1
Met
ro
New
C
omm
unity
Heal
th C
entre
40 4
51
13 0
98
1 58
2 25
1
000
1 00
0 -
- -
8 El
sies R
iver
- Elsi
es R
iver
CH
C- R
epla
cem
ent
8.1
Met
ro
CH
C R
epla
cem
ent
- -
- 25
0 -
- 75
0 5
000
15 0
00
9 G
eorg
e-
Them
bal
ethu
C
DC
-
Repl
acem
ent
8.1
Eden
C
DC
Rep
lace
men
t -
85
4 59
3 13
721
24
657
24
657
28
111
1
000
-
10
Gug
ulet
hu- G
ugul
ethu
2 C
DC
-New
8.
1 M
etro
N
ew C
DC
-
- -
150
- -
- -
-
11
Hano
ver
Park
- Ha
nove
r Pa
rk
CHC
-
Repl
acem
ent
8.1
Met
ro
CH
C R
epla
cem
ent
- -
- 25
0 -
- 75
0 15
420
27
000
PART B
Programme & Sub-Programme Plans
150Wc government heAlth APP 2017–18
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
12
Heid
elb
erg-
He
idel
ber
g A
mb
ulan
ce
Stat
ion-
New
8.2
Eden
N
ew
Am
bul
ance
Stat
ion
5 63
2 1
882
152
50
200
200
- -
-
13
Herm
anus
- Her
man
us C
DC
- New
8.
1 O
verb
erg
C
DC
Rep
lace
men
t 17
174
15
718
17
3 5
4 00
0 4
000
- -
-
14
Knys
na- K
nysn
a F
PL- R
epla
cem
ent
8.6
Eden
FP
L Re
plac
emen
t -
- 16
5 50
0 60
0 60
0 -
- -
15
Kraa
ifont
ein-
Blo
ekom
bos
CHC
- New
8.
1 M
etro
N
ew C
HC
-
- -
- -
- -
2 00
0 10
000
16
Lad
ismith
- La
dism
ith C
linic
- Rep
lace
men
t 8.
1 Ed
en
Clin
ic R
epla
cem
ent
- -
- 54
-
- -
- -
17
Lain
gsb
urg-
La
ings
bur
g FP
L- R
epla
cem
ent
8.6
Cen
tral K
aro
o FP
L Re
plac
emen
t -
- 28
-
- -
- -
-
18
Mal
mes
bury
- A
bb
otsd
ale
Sa
tellit
e C
linic
-
Repl
acem
ent
8.1
Wes
t Coa
st
Clin
ic R
epla
cem
ent
- -
- 50
0 10
0 10
0 -
500
-
19
Mal
mes
bury
- Mal
mes
bury
CD
C- N
ew
8.1
Wes
t Coa
st
New
CD
C
- 21
6 -
5 10
5 10
5 -
- -
20
Mat
jiesf
onte
in-
Ma
tjies
font
ein
Sate
llite
Clin
ic- R
epla
cem
ent
8.1
Cen
tral K
aro
o C
linic
Rep
lace
men
t -
- -
500
- -
- -
-
21
Mfu
leni
- Mfu
leni
CD
C- T
emp
orar
y 8.
1 M
etro
Te
mp
orar
y C
DC
Repl
acem
ent
- 15
194
14
632
36
5 1
500
1 50
0 -
- -
22
Mitc
hells
Pl
ain-
M
itche
lls
Plai
n Ho
spita
l-
New
8.3
Met
ro
New
Hos
pita
l 24
639
2
088
462
5 1
497
1 49
7 2
900
- -
23
Mos
sel
Bay-
M
osse
l Ba
y Ho
spita
l-
Repl
acem
ent
8.3
Eden
Ho
spita
l rep
lace
men
t -
- -
- -
- -
- 10
000
24
Nap
ier-
Nap
ier C
linic
- Rep
lace
men
t 8.
1 O
verb
erg
C
linic
Rep
lace
men
t 1
372
281
104
9 95
0 9
563
9 56
3 10
380
50
-
25
Ob
serv
ato
ry- O
bse
rva
tory
FPL
- Dem
oliti
on
8.6
Met
ro
FPL
Dem
oliti
on
- -
- 3
000
2 75
0 2
750
- -
-
26
Ob
serv
ato
ry-
Ob
serv
ato
ry
FPL-
Repl
acem
ent
8.6
Met
ro
FPL
Repl
acem
ent
822
152
7 03
3 13
000
13
142
13
142
21
386
98
851
38
732
27
Ob
serv
ato
ry-
Val
kenb
erg
Hosp
ital-
Acu
te
Prec
inct
Red
evel
opm
ent
8.4
Met
ro
Acu
te
Prec
inct
Red
evel
opm
ent
5 87
0 -
11 4
00
- 4
500
4 50
0 1
000
- -
28
Ob
serv
ato
ry-
Val
kenb
erg
Hosp
ital-
Fore
nsic
Pre
cinc
t Ena
blin
g W
ork
8.4
Met
ro
Fore
nsic
Pr
ecin
ct
Ena
blin
g W
ork
- -
92
8 50
0 53
0 53
0 -
- -
29
Ob
serv
ato
ry-
Val
kenb
erg
Hosp
ital-
Fore
nsic
Pre
cinc
t- Lo
w S
ecur
ity,
Chr
onic
and
OT
8.4
Met
ro
Fore
nsic
Pre
cinc
t: Lo
w
Secu
rity,
C
hron
ic
and
OT
3 97
0 67
0 -
- -
- -
- 5
000
30
Paa
rl- M
bek
wen
i CD
C- R
epla
cem
ent
8.1
Ca
pe
Win
elan
ds
CD
C R
epla
cem
ent
- -
- 50
-
- -
1 50
0 10
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
42
Vre
den
bur
g- V
red
enb
urg
CD
C- N
ew
8.1
Wes
t Coa
st
New
CD
C
- -
- 25
-
- 50
1
000
15 0
00
43
Vre
den
bur
g- V
red
enb
urg
FPL-
Re
plac
emen
t 8.
6 W
est C
oast
FP
L Re
plac
emen
t -
- -
- -
- -
250
-
44
Wol
sele
y- W
olse
ley
Clin
ic- R
epla
cem
ent
8.1
Ca
pe
Win
elan
ds
Clin
ic R
epla
cem
ent
327
192
1 18
3 10
000
6
641
4 69
1 15
033
2
870
50
45
Wor
cest
er- A
vian
Pa
rk C
linic
- New
8.
1 C
ap
e W
inel
and
s N
ew c
linic
-
- -
500
200
200
500
1 00
0 8
000
Tota
l new
and
repl
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
o C
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
Repl
acem
ent
Hosp
ital
Ph1
- -
- -
- -
- -
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
oorn
s-
De
Doo
rns
Am
bul
ance
Stat
ion-
Rep
lace
men
t
8.2
Ca
pe
Win
elan
ds
Am
bul
ance
St
atio
n
Repl
acem
ent`
- 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
oon-
Du
Noo
n C
HC- N
ew
8.1
Met
ro
New
C
omm
unity
Heal
th C
entre
40 4
51
13 0
98
1 58
2 25
1
000
1 00
0 -
- -
8 El
sies R
iver
- Elsi
es R
iver
CH
C- R
epla
cem
ent
8.1
Met
ro
CH
C R
epla
cem
ent
- -
- 25
0 -
- 75
0 5
000
15 0
00
9 G
eorg
e-
Them
bal
ethu
C
DC
-
Repl
acem
ent
8.1
Eden
C
DC
Rep
lace
men
t -
85
4 59
3 13
721
24
657
24
657
28
111
1
000
-
10
Gug
ulet
hu- G
ugul
ethu
2 C
DC
-New
8.
1 M
etro
N
ew C
DC
-
- -
150
- -
- -
-
11
Hano
ver
Park
- Ha
nove
r Pa
rk
CHC
-
Repl
acem
ent
8.1
Met
ro
CH
C R
epla
cem
ent
- -
- 25
0 -
- 75
0 15
420
27
000
Western Cape Government Health
Annual Performance Plan 2017–18
151 Wc government heAlth APP 2017–18
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
31
Paa
rl- P
aarl
Hosp
ital-
Acu
te P
sych
iatri
c
Unit
8.4
Ca
pe
Win
elan
ds
Psyc
hiat
ric
Eva
luat
ion
Unit
1 77
1 4
471
31 4
55
600
1 68
0 1
680
- -
-
32
Paro
w-
Ca
pe
Med
ical
D
epot
-
Repl
acem
ent
8.6
Met
ro
Ca
pe
Med
ical
D
epot
repl
acem
ent
- -
- 1
000
- -
200
- -
33
Paro
w- R
aven
smea
d C
DC
- Rep
lace
men
t 8.
1 M
etro
C
DC
Rep
lace
men
t -
- -
1 00
0 10
0 10
0 75
0 15
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
0 25
0 25
0 -
-
35
Pike
tber
g- P
iket
ber
g A
mb
ulan
ce S
tatio
n-
Repl
acem
ent
8.2
Wes
t Coa
st
Am
bul
ance
St
atio
n
Repl
acem
ent
- 11
5 9
948
6 00
0 5
500
5 50
0 25
-
-
36
Prin
ce
Alfr
ed
Ham
let-
Prin
ce
Alfr
ed
Ham
let C
linic
- Rep
lace
men
t
8.1
Ca
pe
Win
elan
ds
Clin
ic R
epla
cem
ent
219
136
1 09
9 15
000
9
917
9 91
7 16
091
1
500
-
37
Raw
sonv
ille-
Raw
sonv
ille
Clin
ic-
Repl
acem
ent
8.1
Ca
pe
Win
elan
ds
Clin
ic R
epla
cem
ent
4 37
5 10
509
1
270
5 -
- -
- -
38
Rob
erts
on-
Rob
erts
on
Am
bul
ance
Stat
ion-
Rep
lace
men
t
8.2
Ca
pe
Win
elan
ds
Am
bul
ance
St
atio
n
Repl
acem
ent
7 41
2 1
393
- -
100
100
- -
-
39
Rob
erts
on-
Rob
erts
on H
osp
ital-
New
Bul
k
Stor
e
8.3
Ca
pe
Win
elan
ds
New
Bul
k St
ore
4 53
3 1
223
255
- 52
52
-
- -
40
Som
erse
t W
est-
Held
erb
erg
Hosp
ital-
Repl
acem
ent
8.4
Met
ro
Hosp
ital r
epla
cem
ent
- -
- 46
9 -
- -
- 8
000
41
St H
elen
a Ba
y- S
and
y Po
int S
ate
llite
Clin
ic-
Repl
acem
ent
8.1
Wes
t Coa
st
Clin
ic R
epla
cem
ent
- -
- 50
-
- -
- -
42
Stra
nd- N
omza
mo
Asa
nda
Clin
ic- N
ew
8.1
Met
ro
New
Clin
ic
4 31
4 11
787
6
778
494
650
650
- -
-
43
Stra
nd- R
usth
of C
DC
- Rep
lace
men
t 8.
1 M
etro
C
DC
Rep
lace
men
t -
- -
- -
- -
500
5 00
0
44
Villi
ersd
orp
- V
illier
sdor
p
Am
bul
ance
Stat
ion-
Rep
lace
men
t
8.2
Ove
rber
g
Am
bul
ance
St
atio
n
Repl
acem
ent
- -
- -
- -
- 2
000
6 26
6
45
Villi
ersd
orp
- V
illier
sdor
p
Clin
ic-
Repl
acem
ent o
f Willa
8.1
Ove
rber
g
Clin
ic R
epla
cem
ent
- -
- -
- -
- 1
000
-
46
Vre
den
bur
g- V
red
enb
urg
CD
C- N
ew
8.1
Wes
t Coa
st
New
CD
C
- -
- 25
-
- 50
0 11
000
28
500
47
Vre
den
bur
g-
Vre
den
bur
g FP
L-
Repl
acem
ent
8.6
Wes
t Coa
st
FPL
Repl
acem
ent
- -
- -
- -
- 25
0 -
48
Wol
sele
y- W
olse
ley
Clin
ic- R
epla
cem
ent
8.1
Ca
pe
Win
elan
ds
Clin
ic R
epla
cem
ent
327
192
1 18
3 10
000
6
641
6 64
1 15
533
-
-
PART B
Programme & Sub-Programme Plans
152Wc government heAlth APP 2017–18
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
49
Wor
cest
er- A
vian
Par
k C
linic
- New
8.
1 C
ap
e W
inel
and
s N
ew C
linic
-
- -
500
200
200
250
4 25
0 -
Tota
l new
and
repl
acem
ent a
sset
s 13
9 70
5 13
6 99
2 13
6 99
2 12
3 70
5 16
5 91
6 18
3 99
8
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
31
Paa
rl- P
aarl
Hosp
ital-
Acu
te P
sych
iatri
c
Unit
8.4
Ca
pe
Win
elan
ds
Psyc
hiat
ric
Eva
luat
ion
Unit
1 77
1 4
471
31 4
55
600
1 68
0 1
680
- -
-
32
Paro
w-
Ca
pe
Med
ical
D
epot
-
Repl
acem
ent
8.6
Met
ro
Ca
pe
Med
ical
D
epot
repl
acem
ent
- -
- 1
000
- -
200
- -
33
Paro
w- R
aven
smea
d C
DC
- Rep
lace
men
t 8.
1 M
etro
C
DC
Rep
lace
men
t -
- -
1 00
0 10
0 10
0 75
0 15
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
0 25
0 25
0 -
-
35
Pike
tber
g- P
iket
ber
g A
mb
ulan
ce S
tatio
n-
Repl
acem
ent
8.2
Wes
t Coa
st
Am
bul
ance
St
atio
n
Repl
acem
ent
- 11
5 9
948
6 00
0 5
500
5 50
0 25
-
-
36
Prin
ce
Alfr
ed
Ham
let-
Prin
ce
Alfr
ed
Ham
let C
linic
- Rep
lace
men
t
8.1
Ca
pe
Win
elan
ds
Clin
ic R
epla
cem
ent
219
136
1 09
9 15
000
9
917
9 91
7 16
091
1
500
-
37
Raw
sonv
ille-
Raw
sonv
ille
Clin
ic-
Repl
acem
ent
8.1
Ca
pe
Win
elan
ds
Clin
ic R
epla
cem
ent
4 37
5 10
509
1
270
5 -
- -
- -
38
Rob
erts
on-
Rob
erts
on
Am
bul
ance
Stat
ion-
Rep
lace
men
t
8.2
Ca
pe
Win
elan
ds
Am
bul
ance
St
atio
n
Repl
acem
ent
7 41
2 1
393
- -
100
100
- -
-
39
Rob
erts
on-
Rob
erts
on H
osp
ital-
New
Bul
k
Stor
e
8.3
Ca
pe
Win
elan
ds
New
Bul
k St
ore
4 53
3 1
223
255
- 52
52
-
- -
40
Som
erse
t W
est-
Held
erb
erg
Hosp
ital-
Repl
acem
ent
8.4
Met
ro
Hosp
ital r
epla
cem
ent
- -
- 46
9 -
- -
- 8
000
41
St H
elen
a Ba
y- S
and
y Po
int S
ate
llite
Clin
ic-
Repl
acem
ent
8.1
Wes
t Coa
st
Clin
ic R
epla
cem
ent
- -
- 50
-
- -
- -
42
Stra
nd- N
omza
mo
Asa
nda
Clin
ic- N
ew
8.1
Met
ro
New
Clin
ic
4 31
4 11
787
6
778
494
650
650
- -
-
43
Stra
nd- R
usth
of C
DC
- Rep
lace
men
t 8.
1 M
etro
C
DC
Rep
lace
men
t -
- -
- -
- -
500
5 00
0
44
Villi
ersd
orp
- V
illier
sdor
p
Am
bul
ance
Stat
ion-
Rep
lace
men
t
8.2
Ove
rber
g
Am
bul
ance
St
atio
n
Repl
acem
ent
- -
- -
- -
- 2
000
6 26
6
45
Villi
ersd
orp
- V
illier
sdor
p
Clin
ic-
Repl
acem
ent o
f Willa
8.1
Ove
rber
g
Clin
ic R
epla
cem
ent
- -
- -
- -
- 1
000
-
46
Vre
den
bur
g- V
red
enb
urg
CD
C- N
ew
8.1
Wes
t Coa
st
New
CD
C
- -
- 25
-
- 50
0 11
000
28
500
47
Vre
den
bur
g-
Vre
den
bur
g FP
L-
Repl
acem
ent
8.6
Wes
t Coa
st
FPL
Repl
acem
ent
- -
- -
- -
- 25
0 -
48
Wol
sele
y- W
olse
ley
Clin
ic- R
epla
cem
ent
8.1
Ca
pe
Win
elan
ds
Clin
ic R
epla
cem
ent
327
192
1 18
3 10
000
6
641
6 64
1 15
533
-
-
Western Cape Government Health
Annual Performance Plan 2017–18
153 Wc government heAlth APP 2017–18
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
- -
- -
- -
6 13
0 7
250
4 00
0
3 D
istric
t Hos
pita
l Ser
vice
s 8.
3 V
ario
us
Mai
nt- P
rof D
ay-to
-day
- 8.
3 V
ario
us
Faci
litie
s-
PES
- -
- 8
745
20 2
09
10 8
40
11 4
15
15 4
48
16 4
37
4 D
istric
t Hos
pita
l Ser
vice
s 8.
3 V
ario
us
Mai
nt- P
rof D
ay-to
-day
- 8.
3 V
ario
us
Faci
litie
s-
PES
- -
- -
- -
22 6
71
- -
5 Pr
ovin
cial
Hos
pita
l Ser
vice
s 8.
4 V
ario
us
Mai
nt- P
rof D
ay-to
-day
- 8.
4 V
ario
us
Faci
litie
s-
PES
- -
- 2
740
7 18
7 9
832
4 99
0 6
753
7 18
5
6 C
entra
l Hos
pita
l Ser
vice
s 8.
5 V
ario
us
Mai
nt- P
rof D
ay-to
-day
- 8.
5 V
ario
us
Faci
litie
s-
PES
- -
- -
539
4 78
6 70
0 94
7 1
008
7 C
entra
l Hos
pita
l Ser
vice
s 8.
5 V
ario
us
Mai
nt- P
rof D
ay-to
-day
- 8.
5 V
ario
us
Faci
litie
s-
PES
- -
- -
- -
14 2
22
- -
8 O
ther
Fac
ilitie
s 8.
6 V
ario
us
Mai
nt- P
rof D
ay-to
-day
- 8.
6 V
ario
us
Faci
litie
s-
PES
MA
IN
- -
- 15
166
4
652
5 45
0 12
960
17
539
18
661
Rout
ine
Mai
nten
ance
1
Com
mun
ity H
ealth
Fac
ilitie
s 8.
1 V
ario
us
Mai
nt-R
outin
e-8.
1 V
ario
us F
acilit
ies-
PES
- -
- 4
054
5 95
1 5
708
23 4
41
25 9
25
25 9
05
2 Em
erge
ncy
Med
ical
Ser
vice
s 8.
2 V
ario
us
Mai
nt-R
outin
e-8.
2 V
ario
us F
acilit
ies-
PES
- -
- 2
857
2 85
7 2
519
1 17
7 1
464
1 46
4
3 D
istric
t Hos
pita
l Ser
vice
s 8.
3 V
ario
us
Mai
nt-R
outin
e-8.
3 V
ario
us F
acilit
ies-
PES
- -
- 10
405
10
405
11
998
5
696
6 53
5 6
535
4 Pr
ovin
cial
Hos
pita
l Ser
vice
s 8.
4 V
ario
us
Mai
nt-R
outin
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
pita
l Ser
vice
s 8.
5 V
ario
us
Mai
nt-R
outin
e-8.
5 V
ario
us F
acilit
ies-
PES
- -
- 3
152
3 15
2 4
502
1 30
0 1
400
1 40
0
6 O
ther
Fac
ilitie
s 8.
6 V
ario
us
Mai
nt-R
outin
e-8.
6 V
ario
us F
acilit
ies-
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
PART B
Programme & Sub-Programme Plans
154Wc government heAlth APP 2017–18
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
- -
- -
- -
- -
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
us F
acilit
ies-
PES
MA
INT
- -
- -
- -
4 24
6 13
842
5
000
4 C
entra
l Hos
pita
l Ser
vice
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
entra
l Hos
pita
l Ser
vice
s 8.
5 V
ario
us
Mai
nt- P
rof D
ay-to
-day
- 8.
5 V
ario
us
Faci
litie
s-
PES
- -
- -
10 8
00
14 3
89
7 25
0 7
550
-
Rout
ine
Mai
nten
ance
1
Com
mun
ity H
ealth
Fac
ilitie
s 8.
1 V
ario
us
Mai
nt-R
outin
e-8.
1 V
ario
us F
acilit
ies-
PES
- -
- -
15 0
81
14 1
41
700
4 30
0 1
450
2 Em
erge
ncy
Med
ical
Ser
vice
s 8.
2 V
ario
us
Mai
nt-R
outin
e-8.
2 V
ario
us F
acilit
ies-
PES
- -
- -
5 13
2 4
299
- 75
0 75
0
3 D
istric
t Hos
pita
l Ser
vice
s 8.
3 V
ario
us
Mai
nt-R
outin
e-8.
3 V
ario
us F
acilit
ies-
PES
- -
- -
3 25
1 2
803
2 54
5 2
000
11 1
50
4 Pr
ovin
cial
Hos
pita
l Ser
vice
s 8.
4 V
ario
us
Mai
nt-R
outin
e-8.
4 V
ario
us F
acilit
ies-
PES
- -
- -
2 44
0 4
103
251
8 34
9 6
000
5 C
entra
l Hos
pita
l Ser
vice
s 8.
5 V
ario
us
Mai
nt-R
outin
e-8.
5 V
ario
us F
acilit
ies-
PES
- -
- -
2 07
9 3
508
3 20
0 7
350
6 15
0
6 O
ther
Fac
ilitie
s 8.
6 V
ario
us
Mai
nt-R
outin
e-8.
6 V
ario
us F
acilit
ies-
PES
- -
- -
3 09
2 2
222
300
4 30
0 4
300
Sche
dule
d M
aint
enan
ce
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-HF
RG
- -
- 78
318
77
718
83
054
61
303
44
748
3
658
2 Em
erge
ncy
Med
ical
Ser
vice
s 8.
2 V
ario
us
Mai
nt-S
ched
uled
-8.2
V
ario
us F
acilit
ies-
HFRG
-
- -
13 5
21
8 46
7 7
519
6 97
8 17
100
1
975
3 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-
HFRG
-
- -
38 0
31
52 2
89
42 5
52
37 4
29
20 6
33
1 40
0
4 Pr
ovin
cial
Hos
pita
l Ser
vice
s 8.
4 V
ario
us
Mai
nt-S
ched
uled
-8.4
V
ario
us F
acilit
ies-
HFRG
-
- -
13 7
73
15 2
07
16 5
87
30 2
40
25 5
05
-
5 O
ther
Fac
ilitie
s 8.
6 V
ario
us
Mai
nt-S
ched
uled
-8.6
V
ario
us F
acilit
ies-
HFRG
-
- -
17 2
54
7 84
3 6
815
2 66
4 2
187
-
Tota
l Hea
lth F
acili
ties
Revi
talis
atio
n G
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
- -
- -
- -
6 13
0 7
250
4 00
0
3 D
istric
t Hos
pita
l Ser
vice
s 8.
3 V
ario
us
Mai
nt- P
rof D
ay-to
-day
- 8.
3 V
ario
us
Faci
litie
s-
PES
- -
- 8
745
20 2
09
10 8
40
11 4
15
15 4
48
16 4
37
4 D
istric
t Hos
pita
l Ser
vice
s 8.
3 V
ario
us
Mai
nt- P
rof D
ay-to
-day
- 8.
3 V
ario
us
Faci
litie
s-
PES
- -
- -
- -
22 6
71
- -
5 Pr
ovin
cial
Hos
pita
l Ser
vice
s 8.
4 V
ario
us
Mai
nt- P
rof D
ay-to
-day
- 8.
4 V
ario
us
Faci
litie
s-
PES
- -
- 2
740
7 18
7 9
832
4 99
0 6
753
7 18
5
6 C
entra
l Hos
pita
l Ser
vice
s 8.
5 V
ario
us
Mai
nt- P
rof D
ay-to
-day
- 8.
5 V
ario
us
Faci
litie
s-
PES
- -
- -
539
4 78
6 70
0 94
7 1
008
7 C
entra
l Hos
pita
l Ser
vice
s 8.
5 V
ario
us
Mai
nt- P
rof D
ay-to
-day
- 8.
5 V
ario
us
Faci
litie
s-
PES
- -
- -
- -
14 2
22
- -
8 O
ther
Fac
ilitie
s 8.
6 V
ario
us
Mai
nt- P
rof D
ay-to
-day
- 8.
6 V
ario
us
Faci
litie
s-
PES
MA
IN
- -
- 15
166
4
652
5 45
0 12
960
17
539
18
661
Rout
ine
Mai
nten
ance
1
Com
mun
ity H
ealth
Fac
ilitie
s 8.
1 V
ario
us
Mai
nt-R
outin
e-8.
1 V
ario
us F
acilit
ies-
PES
- -
- 4
054
5 95
1 5
708
23 4
41
25 9
25
25 9
05
2 Em
erge
ncy
Med
ical
Ser
vice
s 8.
2 V
ario
us
Mai
nt-R
outin
e-8.
2 V
ario
us F
acilit
ies-
PES
- -
- 2
857
2 85
7 2
519
1 17
7 1
464
1 46
4
3 D
istric
t Hos
pita
l Ser
vice
s 8.
3 V
ario
us
Mai
nt-R
outin
e-8.
3 V
ario
us F
acilit
ies-
PES
- -
- 10
405
10
405
11
998
5
696
6 53
5 6
535
4 Pr
ovin
cial
Hos
pita
l Ser
vice
s 8.
4 V
ario
us
Mai
nt-R
outin
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
pita
l Ser
vice
s 8.
5 V
ario
us
Mai
nt-R
outin
e-8.
5 V
ario
us F
acilit
ies-
PES
- -
- 3
152
3 15
2 4
502
1 30
0 1
400
1 40
0
6 O
ther
Fac
ilitie
s 8.
6 V
ario
us
Mai
nt-R
outin
e-8.
6 V
ario
us F
acilit
ies-
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
Western Cape Government Health
Annual Performance Plan 2017–18
155 Wc government heAlth APP 2017–18
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
Programme & Sub-Programme Plans
156Wc government heAlth APP 2017–18
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
- Ka
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
Chi
ld
Unit
- -
- -
- -
10 0
00
4 Bo
nnie
vale
- Bon
niev
ale
Am
bul
ance
St
atio
n- U
pgr
ade
and
Ad
diti
ons i
nclu
din
g w
ash
bay
8.2
Ca
pe
Win
elan
ds
Upgr
ade
and
Ad
diti
ons
- -
- -
- -
536
1 63
9 50
5 Bo
tha
sig- B
otha
sig C
DC
- Up
grad
e a
nd
Ad
diti
ons
8.1
Met
ro
CD
C U
pgr
ade
and
A
dd
ition
s -
- -
- -
- 24
9 1
996
7 60
0
6 C
ale
don
- Ca
led
on A
mb
ulan
ce S
tatio
n-
Com
mun
ica
tions
Cen
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
eres
- Cer
es H
osp
ital-
New
Acu
te
Psyc
hiat
ric W
ard
8.
3 C
ap
e W
inel
and
s Up
grad
e a
nd A
dd
ition
s -
- -
- -
- 50
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
0 1
974
2 22
5 50
-
-
9 C
itrus
da
l- C
itrus
da
l Hos
pita
l- Up
grad
e an
d A
dd
ition
s to
Chi
ldre
ns W
ard
, EC
and
C
alm
ing
Room
8.3
Wes
t Coa
st
Upgr
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
Am
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
Upgr
ade
and
Ad
diti
ons
- -
- -
- -
250
1 00
0 15
0
11
De
Doo
rns-
De
Doo
rns C
DC
- Up
grad
e an
d A
dd
ition
s 8.
1 C
ap
e W
inel
and
s C
DC
Up
grad
e a
nd
Ad
diti
ons
- 7
366
1 50
0 75
0 44
1 50
5
000
1 00
0
12
Eerst
e Ri
ver-
Eerst
e Ri
ver H
osp
ital-
Acu
te
Psyc
hiat
ric U
nit
8.3
Met
ro
Acu
te P
sych
iatri
c Un
it -
- -
1 00
0 -
- 50
0 4
000
8 00
0
13
Gan
sbaa
i- G
ansb
aai C
linic
- Up
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
- New
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
eid
evel
d C
DC
- Tem
por
ary
EC a
t Klip
font
ein
Hub
(ena
blin
g w
ork
for
GF
Joos
te H
osp
ital)
8.1
Met
ro
Ena
blin
g w
ork
for t
he
GF
Joos
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
- -
2 12
6 -
-
16
Herm
anus
- Her
man
us H
osp
ital-
New
A
cute
Psy
chia
tric
Wa
rd
8.3
Ove
rber
g
Upgr
ade
and
Ad
diti
ons
- -
- -
- -
250
1 70
0 50
17
Kha
yelit
sha
- Kha
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
Western Cape Government Health
Annual Performance Plan 2017–18
157 Wc government heAlth APP 2017–18
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
Programme & Sub-Programme Plans
158Wc government heAlth APP 2017–18
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
Western Cape Government Health
Annual Performance Plan 2017–18
159 Wc government heAlth APP 2017–18
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
Programme & Sub-Programme Plans
160Wc government heAlth APP 2017–18
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
Western Cape Government Health
Annual Performance Plan 2017–18
161 Wc government heAlth APP 2017–18
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
Programme & Sub-Programme Plans
162Wc government heAlth APP 2017–18
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
Western Cape Government Health
Annual Performance Plan 2017–18
163 Wc government heAlth APP 2017–18
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
Programme & Sub-Programme Plans
164Wc government heAlth APP 2017–18
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
Western Cape Government Health
Annual Performance Plan 2017–18
165 Wc government heAlth APP 2017–18
•
•
•
•
•
•
•
•
•
PART C
Links to Other Plans
166Wc government heAlth APP 2017–18
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.
Western Cape Government Health
Annual Performance Plan 2017–18
167 Wc government heAlth APP 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
Links to Other Plans
168Wc government heAlth APP 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.
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
Links to Other Plans
170Wc government heAlth APP 2017–18
Annexures
Western Cape Government Health
Annual Performance Plan 2017–18
171 Wc government heAlth APP 2017–18
Annexures
Annexure A: Amendments to the Strategic Plan
Programme 1: Administration
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.
Table C.11 below is reflected on page 159 of the Strategic Plan 2015 – 2019.
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
Not required to report
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
172Wc government heAlth APP 2017–18
Annexures
Annexure A: Amendments to the Strategic Plan
Programme 1: Administration
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.
Table C.11 below is reflected on page 159 of the Strategic Plan 2015 – 2019.
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
Not required to report
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)
Strategic objective statement (SMART)
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.
Western Cape Government Health
Annual Performance Plan 2017–18
173 Wc government heAlth APP 2017–18
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
Programme 2: District Health Services
STRATEGIC OBJECTIVES AND EXPECTED OUTCOMES FOR 2015-2019
Table C.12 below is reflected on page 61 of the Strategic Plan 2015 – 2019.
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)
Strategic objective statement (SMART)
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
1.2. 70% of people who
initiate ART must
remain in care after
48 months
1.2.1. ART retention in care
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
Denominator: 46 187 48 000
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
174Wc government heAlth APP 2017–18
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
Programme 2: District Health Services
STRATEGIC OBJECTIVES AND EXPECTED OUTCOMES FOR 2015-2019
Table C.12 below is reflected on page 61 of the Strategic Plan 2015 – 2019.
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)
Strategic objective statement (SMART)
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
1.2. 70% of people who
initiate ART must
remain in care after
48 months
1.2.1. ART retention in care
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
Denominator: 46 187 48 000
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
Western Cape Government Health
Annual Performance Plan 2017–18
175 Wc government heAlth APP 2017–18
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
Programme 3: Emergency Medical Services
STRATEGIC OBJECTIVES AND EXPECTED OUTCOMES FOR 2015-2019
Table C.14 below is reflected on page 71 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.14 is subsequently reflected.
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)
Strategic objective statement (SMART)
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
176Wc government heAlth APP 2017–18
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
Programme 3: Emergency Medical Services
STRATEGIC OBJECTIVES AND EXPECTED OUTCOMES FOR 2015-2019
Table C.14 below is reflected on page 71 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.14 is subsequently reflected.
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)
Strategic objective statement (SMART)
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.
Western Cape Government Health
Annual Performance Plan 2017–18
177 Wc government heAlth APP 2017–18
Programme 4: Provincial Hospital Services
STRATEGIC OBJECTIVES AND EXPECTED OUTCOMES FOR 2015-2019
Table C.15 below is reflected on page 81 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.15 is subsequently reflected.
GOAL: PROMOTE HEALTH AND WELLNESS
Table C 15: Strategic objectives and expected outcomes for Provincial Hospital Services
Strategic objective
(short title)
Strategic objective statement (SMART)
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.
2.1. Provide access to
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.
2.1.1. Actual (usable) beds
in psychiatric hospitals
2.1.2. Actual (usable) beds
in step down facilities
1 698
145
1 680
1 700
145
150
3. Provide quality dental
training hospital
services.
3.1. Provide access to
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
178Wc government heAlth APP 2017–18
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
Programme 4: Provincial Hospital Services
STRATEGIC OBJECTIVES AND EXPECTED OUTCOMES FOR 2015-2019
Table C.15 below is reflected on page 81 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.15 is subsequently reflected.
GOAL: PROMOTE HEALTH AND WELLNESS
Table C 15: Strategic objectives and expected outcomes for Provincial Hospital Services
Strategic objective
(short title)
Strategic objective statement (SMART)
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.
2.1. Provide access to
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.
2.1.1. Actual (usable) beds
in psychiatric hospitals
2.1.2. Actual (usable) beds
in step down facilities
1 698
145
1 680
1 700
145
150
3. Provide quality dental
training hospital
services.
3.1. Provide access to
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
Western Cape Government Health
Annual Performance Plan 2017–18
179 Wc government heAlth APP 2017–18
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
180Wc government heAlth APP 2017–18
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
Western Cape Government Health
Annual Performance Plan 2017–18
181 Wc government heAlth APP 2017–18
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
182Wc government heAlth APP 2017–18
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
Western Cape Government Health
Annual Performance Plan 2017–18
183 Wc government heAlth APP 2017–18
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
STRATEGIC OBJECTIVES AND EXPECTED OUTCOMES FOR 2015-2019
Table C.18 below is reflected on page 98 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.18 is subsequently reflected.
GOAL: EMBED GOOD GOVERNANCE AND VALUES-DRIVEN LEADERSHIP PRACTICES
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
184Wc government heAlth APP 2017–18
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
STRATEGIC OBJECTIVES AND EXPECTED OUTCOMES FOR 2015-2019
Table C.18 below is reflected on page 98 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.18 is subsequently reflected.
GOAL: EMBED GOOD GOVERNANCE AND VALUES-DRIVEN LEADERSHIP PRACTICES
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
Western Cape Government Health
Annual Performance Plan 2017–18
185 Wc government heAlth APP 2017–18
Programme 7: HEALTH CARE SUPPORT SERVICES
STRATEGIC OBJECTIVES AND EXPECTED OUTCOMES FOR 2015-2019
Table C.19 below is reflected on pages 106 and 107 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.19 is subsequently reflected.
Table C. 20 below is reflected on page 106 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.20 is subsequently reflected.
GOAL: EMBED GOOD GOVERNANCE AND VALUES-DRIVEN LEADERSHIP PRACTICES
Table C 19: 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)
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
GOAL: PROMOTE HEALTH AND WELLNESS
Table C 20: 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)
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)
Strategic objective statement (SMART)
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
Denominator: 787 758
730
Annexures
186Wc government heAlth APP 2017–18
Programme 7: HEALTH CARE SUPPORT SERVICES
STRATEGIC OBJECTIVES AND EXPECTED OUTCOMES FOR 2015-2019
Table C.19 below is reflected on pages 106 and 107 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.19 is subsequently reflected.
Table C. 20 below is reflected on page 106 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.20 is subsequently reflected.
GOAL: EMBED GOOD GOVERNANCE AND VALUES-DRIVEN LEADERSHIP PRACTICES
Table C 19: 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)
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
GOAL: PROMOTE HEALTH AND WELLNESS
Table C 20: 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)
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)
Strategic objective statement (SMART)
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
Denominator: 787 758
730
Western Cape Government Health
Annual Performance Plan 2017–18
187 Wc government heAlth APP 2017–18
Programme 8: HEALTH FACILITIES MANAGEMENT
STRATEGIC OBJECTIVES AND EXPECTED OUTCOMES FOR 2015-2019
Table C.21 below is reflected on page 115 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.21 is subsequently reflected.
GOAL: EMBED GOOD GOVERNANCE AND VALUES-DRIVEN LEADERSHIP PRACTICES
Table C 21: Strategic objectives and expected outcomes for Health Care Support Services Health Facilities Management
Strategic objective
(short title)
Strategic objective statement (SMART)
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
2 Client screened for
diabetes
Not required
to report
Not required to
report
Not required
to report
0 41 049 82 562 123 678
3 Client screened for
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
188Wc government heAlth APP 2017–18
Programme 8: HEALTH FACILITIES MANAGEMENT
STRATEGIC OBJECTIVES AND EXPECTED OUTCOMES FOR 2015-2019
Table C.21 below is reflected on page 115 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.21 is subsequently reflected.
GOAL: EMBED GOOD GOVERNANCE AND VALUES-DRIVEN LEADERSHIP PRACTICES
Table C 21: Strategic objectives and expected outcomes for Health Care Support Services Health Facilities Management
Strategic objective
(short title)
Strategic objective statement (SMART)
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
2 Client screened for
diabetes
Not required
to report
Not required to
report
Not required
to report
0 41 049 82 562 123 678
3 Client screened for
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
Western Cape Government Health
Annual Performance Plan 2017–18
189 Wc government heAlth APP 2017–18
Programme 2: District Health Services
Sub-programme 2.3: Community Health Centres
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.
Table C 24: 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 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
Table C 25: Quarterly targets for 2016/17
Performance indicator Frequency Annual target
2016/17
Quarterly targets
Quarter 1 Quarter 2 Quarter 3 Quarter 4
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
Programme 2: District Health Services
Sub-programme 2.3: Community Health Centres
MCWH
Tables C. 26 & C. 27 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.
Table C 26: 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 School Grade 1 Screening Coverage (Annualised) School Grade 1 – learners screened Numerator Denominator
Not required to report - -
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 School Grade 8 Screening Coverage (Annualised) School Grade 8 – learners screened Numerator Denominator
Not required to report - -
Not required to report - -
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
Not required to report - -
Not required to report - -
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
Not required to report - -
Not required to report - -
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
190Wc government heAlth APP 2017–18
Programme 2: District Health Services
Sub-programme 2.3: Community Health Centres
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.
Table C 24: 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 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
Table C 25: Quarterly targets for 2016/17
Performance indicator Frequency Annual target
2016/17
Quarterly targets
Quarter 1 Quarter 2 Quarter 3 Quarter 4
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
Programme 2: District Health Services
Sub-programme 2.3: Community Health Centres
MCWH
Tables C. 26 & C. 27 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.
Table C 26: 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 School Grade 1 Screening Coverage (Annualised) School Grade 1 – learners screened Numerator Denominator
Not required to report - -
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 School Grade 8 Screening Coverage (Annualised) School Grade 8 – learners screened Numerator Denominator
Not required to report - -
Not required to report - -
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
Not required to report - -
Not required to report - -
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
Not required to report - -
Not required to report - -
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
Western Cape Government Health
Annual Performance Plan 2017–18
191 Wc government heAlth APP 2017–18
Table C 27: Quarterly targets for 2016/17
Performance indicator Frequency Annual target
2016/17
Quarterly targets
Quarter 1 Quarter 2 Quarter 3 Quarter 4
1 School Grade 1 Screening Coverage (Annualised) School Grade 1 – learners screened Numerator Denominator
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
2 School Grade 8 Screening Coverage (Annualised) School Grade 8 – learners screened Numerator Denominator
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
3 Human Papilloma Virus Vaccine 1st dose coverage HPV 1st dose Numerator Denominator
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
4 Human Papilloma Virus Vaccine 2nd dose coverage HPV 2nd dose Numerator Denominator
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
Programme 2: District Health Services
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.
Table C 28: 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 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
Table C 29: Quarterly targets for 2016/17
Performance indicator Frequency Annual target
2016/17
Quarterly targets
Quarter 1 Quarter 2 Quarter 3 Quarter 4
1 Male condom distribution rate (annualised) Numerator Denominator
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
2 Medical male circumcision performed - total
Quarterly 33 741 23 560
8 625 6 022
8 607 6 010
8 080 5 642
8 430 5 886
Annexures
192Wc government heAlth APP 2017–18
Table C 27: Quarterly targets for 2016/17
Performance indicator Frequency Annual target
2016/17
Quarterly targets
Quarter 1 Quarter 2 Quarter 3 Quarter 4
1 School Grade 1 Screening Coverage (Annualised) School Grade 1 – learners screened Numerator Denominator
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
2 School Grade 8 Screening Coverage (Annualised) School Grade 8 – learners screened Numerator Denominator
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
3 Human Papilloma Virus Vaccine 1st dose coverage HPV 1st dose Numerator Denominator
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
4 Human Papilloma Virus Vaccine 2nd dose coverage HPV 2nd dose Numerator Denominator
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
Programme 2: District Health Services
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.
Table C 28: 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 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
Table C 29: Quarterly targets for 2016/17
Performance indicator Frequency Annual target
2016/17
Quarterly targets
Quarter 1 Quarter 2 Quarter 3 Quarter 4
1 Male condom distribution rate (annualised) Numerator Denominator
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
2 Medical male circumcision performed - total
Quarterly 33 741 23 560
8 625 6 022
8 607 6 010
8 080 5 642
8 430 5 886
Western Cape Government Health
Annual Performance Plan 2017–18
193 Wc government heAlth APP 2017–18
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
Annexures
194Wc government heAlth APP 2017–18
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.
1 C
ultu
ral e
ntro
py
leve
l for
WC
G:
Heal
th
Cul
tura
l ent
ropy
pr
ovid
es a
n in
dic
atio
n of
org
anisa
tiona
l cu
lture
and
is th
e am
ount
of e
nerg
y in
an
org
anisa
tion
that
is
cons
umed
in
unpr
oduc
tive
wor
k. It
is
a m
easu
re o
f the
co
nflic
t, fri
ctio
n an
d fru
stra
tion
that
exis
ts
with
in a
n or
gani
satio
n.
Cul
tura
l ent
ropy
is
calc
ulat
ed a
s the
pr
opor
tion
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
Western Cape Government Health
Annual Performance Plan 2017–18
195 Wc government heAlth APP 2017–18
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
196Wc government heAlth APP 2017–18
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
Western Cape Government Health
Annual Performance Plan 2017–18
197 Wc government heAlth APP 2017–18
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
198Wc government heAlth APP 2017–18
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.
Western Cape Government Health
Annual Performance Plan 2017–18
199 Wc government heAlth APP 2017–18
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
200Wc government heAlth APP 2017–18
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
Western Cape Government Health
Annual Performance Plan 2017–18
201 Wc government heAlth APP 2017–18
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
202Wc government heAlth APP 2017–18
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
Western Cape Government Health
Annual Performance Plan 2017–18
203 Wc government heAlth APP 2017–18
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
204Wc government heAlth APP 2017–18
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)
Western Cape Government Health
Annual Performance Plan 2017–18
205 Wc government heAlth APP 2017–18
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
206Wc government heAlth APP 2017–18
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
Western Cape Government Health
Annual Performance Plan 2017–18
207 Wc government heAlth APP 2017–18
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
208Wc government heAlth APP 2017–18
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)
Western Cape Government Health
Annual Performance Plan 2017–18
209 Wc government heAlth APP 2017–18
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
210Wc government heAlth APP 2017–18
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
Western Cape Government Health
Annual Performance Plan 2017–18
211 Wc government heAlth APP 2017–18
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
212Wc government heAlth APP 2017–18
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
Western Cape Government Health
Annual Performance Plan 2017–18
213 Wc government heAlth APP 2017–18
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
214Wc government heAlth APP 2017–18
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
Western Cape Government Health
Annual Performance Plan 2017–18
215 Wc government heAlth APP 2017–18
Annexures
216Wc government heAlth APP 2017–18
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
Western Cape Government Health
Annual Performance Plan 2017–18
217 Wc government heAlth APP 2017–18
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
218Wc government heAlth APP 2017–18
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
Western Cape Government Health
Annual Performance Plan 2017–18
219 Wc government heAlth APP 2017–18
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
220Wc government heAlth APP 2017–18
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
Western Cape Government Health
Annual Performance Plan 2017–18
221 Wc government heAlth APP 2017–18
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
222Wc government heAlth APP 2017–18
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
Western Cape Government Health
Annual Performance Plan 2017–18
223 Wc government heAlth APP 2017–18
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
224Wc government heAlth APP 2017–18
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.
Western Cape Government Health
Annual Performance Plan 2017–18
225 Wc government heAlth APP 2017–18
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
226Wc government heAlth APP 2017–18
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)
Western Cape Government Health
Annual Performance Plan 2017–18
227 Wc government heAlth APP 2017–18
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
228Wc government heAlth APP 2017–18
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)
Western Cape Government Health
Annual Performance Plan 2017–18
229 Wc government heAlth APP 2017–18
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
230Wc government heAlth APP 2017–18
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
Western Cape Government Health
Annual Performance Plan 2017–18
231 Wc government heAlth APP 2017–18
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
232Wc government heAlth APP 2017–18
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
Western Cape Government Health
Annual Performance Plan 2017–18
233 Wc government heAlth APP 2017–18
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
234Wc government heAlth APP 2017–18
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
Western Cape Government Health
Annual Performance Plan 2017–18
235 Wc government heAlth APP 2017–18
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
236Wc government heAlth APP 2017–18
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)
Western Cape Government Health
Annual Performance Plan 2017–18
237 Wc government heAlth APP 2017–18
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
238Wc government heAlth APP 2017–18
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.
Western Cape Government Health
Annual Performance Plan 2017–18
239 Wc government heAlth APP 2017–18
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
240Wc government heAlth APP 2017–18
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
Western Cape Government Health
Annual Performance Plan 2017–18
241 Wc government heAlth APP 2017–18
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
242Wc government heAlth APP 2017–18
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)
Western Cape Government Health
Annual Performance Plan 2017–18
243 Wc government heAlth APP 2017–18
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
244Wc government heAlth APP 2017–18
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
Western Cape Government Health
Annual Performance Plan 2017–18
245 Wc government heAlth APP 2017–18
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
246Wc government heAlth APP 2017–18
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)
Western Cape Government Health
Annual Performance Plan 2017–18
247 Wc government heAlth APP 2017–18
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
248Wc government heAlth APP 2017–18
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.
Western Cape Government Health
Annual Performance Plan 2017–18
249 Wc government heAlth APP 2017–18
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
250Wc government heAlth APP 2017–18
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)
Western Cape Government Health
Annual Performance Plan 2017–18
251 Wc government heAlth APP 2017–18
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
252Wc government heAlth APP 2017–18
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)
Western Cape Government Health
Annual Performance Plan 2017–18
253 Wc government heAlth APP 2017–18
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
254Wc government heAlth APP 2017–18
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
Western Cape Government Health
Annual Performance Plan 2017–18
255 Wc government heAlth APP 2017–18
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
256Wc government heAlth APP 2017–18
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
)
Western Cape Government Health
Annual Performance Plan 2017–18
257 Wc government heAlth APP 2017–18
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
258Wc government heAlth APP 2017–18
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
Western Cape Government Health
Annual Performance Plan 2017–18
259 Wc government heAlth APP 2017–18
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
260Wc government heAlth APP 2017–18
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
Western Cape Government Health
Annual Performance Plan 2017–18
261 Wc government heAlth APP 2017–18
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
262Wc government heAlth APP 2017–18
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
Western Cape Government Health
Annual Performance Plan 2017–18
263 Wc government heAlth APP 2017–18
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
264Wc government heAlth APP 2017–18
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
Western Cape Government Health
Annual Performance Plan 2017–18
265 Wc government heAlth APP 2017–18
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
266Wc government heAlth APP 2017–18
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
)
Western Cape Government Health
Annual Performance Plan 2017–18
267 Wc government heAlth APP 2017–18
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
268Wc government heAlth APP 2017–18
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
Western Cape Government Health
Annual Performance Plan 2017–18
269 Wc government heAlth APP 2017–18
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
Community Health Centres (CHCs) TOTAL 1 Community Day Centres (CDCs) TOTAL 7
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
270Wc government heAlth APP 2017–18
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
Community Health Centres (CHCs) TOTAL 1 Community Day Centres (CDCs) TOTAL 7
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
Western Cape Government Health
Annual Performance Plan 2017–18
271 Wc government heAlth APP 2017–18
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
Satellite Clinics TOTAL 1 Mobiles TOTAL 4
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
Satellite Clinics TOTAL 0 Mobiles TOTAL 0
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
Satellite Clinics TOTAL 0 Mobiles TOTAL 6
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
Satellite Clinics TOTAL 2 Mobiles TOTAL 5
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
Satellite Clinics TOTAL 0 Mobiles TOTAL 6
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
272Wc government heAlth APP 2017–18
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
Satellite Clinics TOTAL 1 Mobiles TOTAL 4
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
Satellite Clinics TOTAL 0 Mobiles TOTAL 0
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
Satellite Clinics TOTAL 0 Mobiles TOTAL 6
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
Satellite Clinics TOTAL 2 Mobiles TOTAL 5
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
Satellite Clinics TOTAL 0 Mobiles TOTAL 6
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
Western Cape Government Health
Annual Performance Plan 2017–18
273 Wc government heAlth APP 2017–18
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
Clinics TOTAL 2 Specialised Clinics 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
Satellite Clinics TOTAL 1 Mobiles TOTAL 1
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
Clinics TOTAL 10 Specialised Clinics TOTAL 8
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
Satellite Clinics TOTAL 1 Mobiles TOTAL 4
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
274Wc government heAlth APP 2017–18
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
Clinics TOTAL 2 Specialised Clinics 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
Satellite Clinics TOTAL 1 Mobiles TOTAL 1
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
Clinics TOTAL 10 Specialised Clinics TOTAL 8
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
Satellite Clinics TOTAL 1 Mobiles TOTAL 4
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
Western Cape Government Health
Annual Performance Plan 2017–18
275 Wc government heAlth APP 2017–18
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
Satellite Clinics TOTAL 7 Mobiles TOTAL 4
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
Clinics TOTAL 5 Specialised Clinics TOTAL 4
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
Satellite Clinics TOTAL 0 Mobiles TOTAL 3
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
276Wc government heAlth APP 2017–18
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
Satellite Clinics TOTAL 7 Mobiles TOTAL 4
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
Clinics TOTAL 5 Specialised Clinics TOTAL 4
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
Satellite Clinics TOTAL 0 Mobiles TOTAL 3
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
Western Cape Government Health
Annual Performance Plan 2017–18
277 Wc government heAlth APP 2017–18
WEST COAST DISTRICT BERGRIVIER LOCAL MUNICIPALITY
Community Health Centres (CHCs) TOTAL 0 Community Day Centres (CDCs) TOTAL 0
Clinics TOTAL 3 Specialised Clinics TOTAL 2
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
Community Health Centres (CHCs) TOTAL 0 Community Day Centres (CDCs) TOTAL 0
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
Clinics TOTAL 5 Specialised Clinics 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
Overberg TOTAL 0 West Coast TOTAL 0
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
Overberg TOTAL 0 West Coast TOTAL 0
REHABILITATION HOSPITALS Cape Town TOTAL 1 Cape Winelands TOTAL 0 Western Cape Rehabilitation Centre
Central Karoo TOTAL 0 Eden TOTAL 0
Overberg TOTAL 0 West Coast TOTAL 0
CENTRAL HOSPITALS Cape Town TOTAL 2 Cape Winelands TOTAL 0 Groote Schuur
Hospital Tygerberg Hospital
Central Karoo TOTAL 0 Eden TOTAL 0
Overberg TOTAL 0 West Coast TOTAL 0
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
278Wc government heAlth APP 2017–18
WEST COAST DISTRICT BERGRIVIER LOCAL MUNICIPALITY
Community Health Centres (CHCs) TOTAL 0 Community Day Centres (CDCs) TOTAL 0
Clinics TOTAL 3 Specialised Clinics TOTAL 2
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
Community Health Centres (CHCs) TOTAL 0 Community Day Centres (CDCs) TOTAL 0
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
Clinics TOTAL 5 Specialised Clinics 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
Overberg TOTAL 0 West Coast TOTAL 0
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
Overberg TOTAL 0 West Coast TOTAL 0
REHABILITATION HOSPITALS Cape Town TOTAL 1 Cape Winelands TOTAL 0 Western Cape Rehabilitation Centre
Central Karoo TOTAL 0 Eden TOTAL 0
Overberg TOTAL 0 West Coast TOTAL 0
CENTRAL HOSPITALS Cape Town TOTAL 2 Cape Winelands TOTAL 0 Groote Schuur
Hospital Tygerberg Hospital
Central Karoo TOTAL 0 Eden TOTAL 0
Overberg TOTAL 0 West Coast TOTAL 0
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.
Western Cape Government Health
Annual Performance Plan 2017–18
279 Wc government heAlth APP 2017–18
Cape Town TOTAL 1 Cape Winelands TOTAL 0 Red Cross War Memorial Children Hospital
Central Karoo TOTAL 0 Eden TOTAL 0
Overberg TOTAL 0 West Coast TOTAL 0
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
Central Karoo TOTAL 3 Eden TOTAL 5
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
Overberg TOTAL 2 West Coast TOTAL 5
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
Central Karoo TOTAL 0 Eden TOTAL 0
Overberg TOTAL 0 West Coast TOTAL 0
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
Central Karoo TOTAL 5 Eden TOTAL 11
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
280Wc government heAlth APP 2017–18
Cape Town TOTAL 1 Cape Winelands TOTAL 0 Red Cross War Memorial Children Hospital
Central Karoo TOTAL 0 Eden TOTAL 0
Overberg TOTAL 0 West Coast TOTAL 0
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
Central Karoo TOTAL 3 Eden TOTAL 5
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
Overberg TOTAL 2 West Coast TOTAL 5
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
Central Karoo TOTAL 0 Eden TOTAL 0
Overberg TOTAL 0 West Coast TOTAL 0
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
Central Karoo TOTAL 5 Eden TOTAL 11
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
Western Cape Government Health
Annual Performance Plan 2017–18
281 Wc government heAlth APP 2017–18
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
282Wc government heAlth APP 2017–18
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
Western Cape Government Health
Annual Performance Plan 2017–18
283 Wc government heAlth APP 2017–18
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.
13. DHS ’03: Department of Health.
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
284Wc government heAlth APP 2017–18
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.
13. DHS ’03: Department of Health.
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