2020 Gauteng Health Annual Report

DEPARTMENT OF HEALTH
2019/2020
GaUteNG ProviNce
HealtH
REPUBLIC OF SOUTH AFRICA
Human Resources for Health
78 963
TOTAL HEALTH WORKERS
CLINICAL PROFESSIONALS NURSING PROFESSIONALS
Professional
Nurses
Medical Medical 15 294

Practitioner Specialist
3 749 1 306
Prof Nurse Staff

Dental Specialist Medical Specialist
(Student) Nurses
(Registrar) (Registrar)
1 766 7 191
48 1 226
Allied
Dental Specialist & Professionals &
Practictioner Support Staff Nursing
Assistant
433 8 082 6 439
ADMINISTRATION STAFF SUPPORT STAFF MANAGEMENT PROFESSIONALS
Lower
level
(1-8)
Lower (1-8)
11 595
7487
Middle (11-12) Level (16)
230
Junior
management 1
(9-10)
Level (15)
2 7
Junior (9-10) Level (14)
456 26
Level 0 Level (13)
Level 0 79
3 233 10 234
Engineering
Professionals
& Support
Staff
79
A snapshot of
Health Services
REPRODUCTIVE
HEALTH MATERNAL AND
NEONATAL HEALTH
213 476
women over 30 years old
screened for cervical
cancer
We provided 271 224

2 742 798 pregnant women
contraceptives to received antenatal care
women of services
reproductive age
CHILD HEALTH
22 218 227 222

patients treated Children under 1year
for TB immunised
NON-COMMUNICABLE
CONDITIONS AND
COMMUNICABLE REHABILITATION
CONDITIONS SERVICES
5 174 748 HIV tests done 2 407 176

hypertension visits
1 134 719 by clients on treatment
HIV Clients remaining
on treatments
606 780
78 728 diabetic treatment
assistive devices visits
provided to CHRONIC MEDICINE
patients DISPENSING
PROGRAMME
70 259 721 350

New PHC clients patients enrolled on
treated for Chronic
mental health disorders Medicine Programme
Financial Inputs
Actual Expenditure
per programme
(R’000)
Central
Administration Hospital Services
1,481,446 19,064,441
District Health Sciences

Health Services and Training
15,895,455 1,045,256
TOTAL
EXPENDITURE
Emergency
Medical Services
50,673,667 Health Care
Support Services
1,539,781
368,944
Provincial Health Facilities

Hospital Services Management
9,224,458 2,053,886
Gauteng Department of Health
Annual Report
Financial Year
2019/2020
PR374/2020
ISBN: 978-0-621-48948-04
Gauteng Provincial Government | Vote 4: Department of Health | Annual Report 2019 - 2020 1
PART A:
Contents GENERAL INFORMATION
1.
2.
3.
4.
5.
General Information
Abbreviations and Acronyms
Foreword by the MEC of Health
Report of the Accounting Officer
Statement of Responsibility and
4
5
8
10
PART C:
GOVERNANCE
1. Introduction 104
confirmation of the accuracy of the
2. Risk Management 104
Annual Report 16
3. Minimising Conflicts of Interest 105
6. Strategic Overview 17
4. Fraud and Corruption 105
7. Organisational Structure 18
5. Portfolio Committees (HOD OFFICE)
8. Entities reporting to the MEC 19
the MEC of Health 106
9. Legislative and other mandates 19
6. Scopa Resolutions 108
7. Audit Committee Report - Cluster 3 124
PART B:
PERFORMANCE INFORMATION
1.Performance Information
2. Overview Of Departmental Performance
21
21
PART D:
3. Strategic Outcome-Oriented Goals 24
HUMAN RESOURCES OVERSIGHT
4.Performance Information By Programme 25
STATISTICS
4.1 Programme 1: Administration 25
4.2. Programme 2: District Health Services 33 1. Introduction 128
4.3 Programme 3: Emergency Medical Services 58 2. Human Resources Performance Overview 128
4.4 Programme 4: Provincial Hospital Services 60 3. Human Resources Oversight Statistics 128
4.5 Programme 5: Tertiary And Central Hospitals 64
4.6 Programme 6: Health Sciences And Training 73
4.7 Programme 7: Healthcare Support Services 77
4.8 Programme 8: Health Facilities Management 81
4.9 Transfer Payments 85
4.10.Donor Funds 86
4.11Conditional grants 87
4.12 Capital Investment 92
PART E: PART F:
FINANCIAL INFORMATION ANNUAL REPORT GAUTENG MEDICAL
SUPPLIES DEPOT (MSD)
Auditor Generals Report 150
Appropriation Statement 159
Notes to the Appropriation Statement 204 General Information 250
Statement of Financial Performance 206 Report of the Accounting Officer 251
Statement of Financial Position 207 Report of the Auditor-General 263
Statement of Changes in Net Assets 208 Statement of Financial Position 269
Cash Flow Statement 209 Statement of Financial Performance 270
Accounting Policies 210 Statement of Net Assets 271
Notes to the Annual Financial Statements Statement of Cash Flows 272
(including Accounting policies) 216 Accounting Policies 273
Annexures 239 Notes to the Annual Financial Statements 281
Report of the Audit Committee - Cluster 3 299
2 Gauteng Provincial Government | Vote 4: Department of Health | Annual Report 2019 - 2020
PART A:
GENERAL INFORMATION
1. Part A: General Information
Gauteng Provincial Government | Health | Annual Report 2019/2020
Physical Address:
45 Commissioner Street
Marshalltown
Johannesburg
2001
Postal address:
Private Bag X085
Marshalltown
2107
South Africa
Telephone number: 011 355 3477

Email: mediaenquiries@gauteng.gov.za
Website address: http://www.health.gpg.gov.za
Facebook: Gauteng Provincial Health Department
Twitter: @GautengHealth
Instagram: @gautenghealth
2. Abbreviations and Acronyms
A&E Accident And Emergency
AET Adult Education And Training
AGSA Auditor-General Of South Africa
AGYW Adolescent Girls And Young Women
AIDS Acquired Immune Deficiency Syndrome
ALOS Average Length Of Stay
AMREF African Medical And Research Foundation
ANC Antenatal Care
ART Antiretroviral Treatment
ARV Antiretroviral
BAS Basic Accounting System
BBBEE Broad-Based Black Economic Empowerment
BFHI Baby-Friendly Hospital Initiative
BLS Basic Life Support
BUR Bed Utilisation Rate
CAD Computer Aided Dispatch
CBNI Community Based Nutrition Initiative
CBO Community-Based Organisation
CCMDD Centralised Chronic Medicine Dispensing And Distribution
CDC Communicable Disease Control
CDC Community Day Clinic
CEO Chief Executive Officer
CFO Chief Financial Officer
CHBAH Chris Hani Baragwanath Academic Hospital
CHC Community Health Centre
CHW Community Health Worker
CMJAH Charlotte Maxeke Johannesburg Academic Hospital
COE Compensation Of Employees
CPD Continuing Professional Development
COPD Chronic Obstructive Pulmonary Disease
COGTA Department Of Cooperative And Traditional Affairs
COVID-19 Coronavirus Disease-19
C/PDE Cost Per Patient Day Equivalent
DDG Deputy Director-General
DHIS District Health Information System
DID Department Of Infrastructure Development
DIRCO Department Of International Relations And Cooperation
DOH Department Of Health (National)
DORA Division Of Revenue Act
DPSA Department Of Public Service And Administration
ECD Early Childhood Development
ECT Emergency Care Training
EE Employment Equity
EHP Environmental Health Practitioner
EHWP Employee Health And Wellness Programme
EIS Electronic Invoicing System
EML Essential Medicines List
EMS Emergency Medical Services
EN Enrolled Nurse
ESMOE Essential Steps To Manage Obstetric Emergencies
EPI Expanded Programme On Immunisation
EPWP Expanded Public Works Programme
ES Equitable Share
ERM Enterprise Risk Management
EWP Employee Wellness Programme
EXCO Executive Committee Or Council
FBO Faith-Based Organisation
FDC Fixed-Dose Combination
FPS Forensic Pathology Service
FY Financial Year
GAS Gauteng Audit Services
GDID Gauteng Department Of Infrastructure Development
GDOH Gauteng Department Of Health
GGHH Global Green Healthy Hospital
GPG Gauteng Provincial Government
GPLBUC Gauteng Provincial Laboratory And Blood Services Users’ Committee
HBB Helping Baby Breathe
HECP Healthy Environment For Children Programme
HEI Higher Education Institution
HFRG Hospital Facility Revitalisation Grant
HIS Health Information System
HIV Human Immunodeficiency Virus
HOD Head Of Department
HPCSA Health Professions Council Of South Africa
HPV Human Papilloma Virus
HR Human Resources
HWSETA Health And Welfare Sector Education And Training Authority
ICT Information And Communication Technology
ICU Intensive Care Unit
IEC Information, Education And Communication
ILS Intermediate Life Support
IMCI Integrated Management Of Childhood Illnesses
ISHP Integrated School Health Programme
IT Information Technology
KMC Kangaroo Mother Care
LAN Local Area Network
LTDOT Long Term Domiciliary Oxygen Therapy
LOUOP Limited Obstetric Ultrasound Outreach Programme
M&E Monitoring And Evaluation
M&M Morbidity And Mortality
MDR-TB Multi-Drug Resistant Tuberculosis
MEC Member Of The Executive Council
MIS Management Information System
MMC Medical Male Circumcision
MOU Memorandum Of Understanding
MPET Management Performance Enhancement Tool
MSD Medical Supplies Depot
MSSBN Management Of Small And Sick Babies And Neonates
MSSN Management Of Small And Sick New-Borns
MTEF Medium-Term Expenditure Framework
NCD Non-Communicable Disease
NDOH National Department Of Health
NDP National Development Plan
NGO Non-Governmental Organisation
NHA National Health Act
NHI National Health Insurance
NHLS National Health Laboratory Service
NICD National Institute For Communicable Diseases
NiMART Nurse-Initiated Management Of Art
NMC Notifiable Medical Condition
NPO Non-Profit Organisation
NSG National School Of Government
OHS Occupational Health And Safety
OHSC Office Of Health Standards Compliance
OPD Outpatient Department
PACS Picture Archiving And Communication System
PC Primary Care
PCR Polymerase Chain Reaction
PDE Patient-Day Equivalent
PEC Patient Experience Of Care
PEP Post-Exposure Prophylaxis
PERSAl Personnel & Salary System
PFMA Public Finance Management Act
PHC Primary Health Care
PMTCT Prevention of Mother-to-Child Transmission
PPP Public Private Partnership
PPT Planned Patient Transport
PSRMF Public Sector Risk Management Framework
PWDS People With Disabilities
Q Quarter
QA Quality Assurance
RDT Rapid Diagnostic Test
RFQ Request For Quotations
RMC Risk Management Committee
RPL Recognition Of Prior Learning
RWOPS Remunerative Work Outside The Public Service
SAM Severe Acute Malnutrition
SAPS South African Police Service
SASSA South African Social Security Agency
SCM Supply Chain Management
SCOPA Standing Committee On Public Accounts
SDG Sustainable Development Goal
SITA State Information Technology Agency
SLA Service-Level Agreement
SMME Small, Medium Or Micro Enterprise
SMS Senior Management Service
SOP Standard Operating Procedure
STI Sexually Transmitted Infection
TB Tuberculosis
TD Tetanus-Diphtheria
UJ University Of Johannesburg
UPFS Uniform Patient Fee Schedule
WAN Wide Area Network
WBOT Ward-Based Outreach Team
WBPHCOT Ward-Based Primary Health Care Outreach Team
WHO World Health Organisation
3. Foreword
by the MEC of Health
This Annual Report provides a review of the performance of the Gauteng
Department of Health (GDOH) for the year 2019/2020. It is significant in that
it is the first one of the sixth administration and underscores the work that the
Department has undertaken in driving its policy processes. The context of the
report is one that has seen the global emergence of the novel coronavirus -
COVID-19.
The reporting period does not specifically focus on the interventions that the
Department has made because of the pandemic; however, in light of it, it is
critical to note that the programmatic areas reported here have been affected
Jacob Mamabolo
by the reality of the pandemic as it relates to service delivery.
Acting MEC for Health
The Department’s performance as outlined in this Annual Report is embedded in

the implementation of its Strategic Plan 2020/21–2024/25; which is our roadmap
for improving the quality of health care in the province. The Department has six
strategic priorities: (1) Implementation of the National Health Insurance (NHI); “As we move
(2) Improving patients’ experience of care; (3) Improving clinical services; (4)
Health education and health promotion; (5) Governance and leadership; and (6) towards improving
Job creation and economic growth. These priorities were the guiding compass health outcomes
for the work that we have done over the past twelve months. This report gives
information about what has been achieved under the various programmes in the province, we
during the reporting period.
celebrate progress
Although progress in implementing some of the programmatic targets has been that has been
made, for instance,
negatively affected, the Department continues to concentrate on areas where
interventions can be made to improve delivery of health services in Gauteng.
Anchored in the aim of improving patients’ experience of care, through Human the successful
Resources Management the Department has worked to strengthen its capacity
to deliver clinical services. implementation of
There have been significant challenges in District Health Services but concerted
the provincialisation
efforts have been made to remedy areas of underperformance, specifically as of emergency
medical services
these relate to attaining the health goals stipulated in the National Development
Plan (NDP) and the Sustainable Development Goals (SDGs). During this
reporting year, there have been setbacks in areas including maternal, child (EMS), health
and women’s health; HIV and AIDS, STIs and TB care; disease prevention and
control; and forensic pathology services, particularly in the last month of the sciences & training
financial year which saw the emergence of the pandemic, leading to halting of
implementation of performance interventions.
and hospital
services. ”
As we move towards improving health outcomes in the province, we celebrate
progress that has been made, for instance, the successful implementation of
the provincialisation of emergency medical services (EMS), health sciences
& training and hospital services. The nature of health services is dynamic
and never without challenges; significant victories should therefore always be
recognised.
The sixth administration is committed to turning around health services provision

in Gauteng. The introduction of the NHI is arguably the most important and
innovative public policy intervention since 1994 and the COVID-19 pandemic
has reaffirmed the urgency for implementation of universal health coverage in
South Africa. This will be the most significant lever for turning the fortunes of
the entire national health system.
In preparing for implementation of the NHI, the next few years will place more emphasis on preventative care and
strengthening primary health care services. The starting point will be to ensure that all 32 Community Health Centres in the
province provide 24-hour emergency & accident, outpatient, radiology, pharmaceutical and maternity services.
The Department will not succeed if we do not emphasise excellent leadership and governance. The Strategic Plans
mandate in this regard includes strengthening ethical leadership and improving Supply Chain Management processes and
Health Information Systems. It is therefore paramount that we use this period to close the gaps that exist and ensure that
measures are put in place to protect the integrity of health care in Gauteng and its commitment to serving the people of this
province with dignity. To do this, we commit to building a health system that is patient-centred, clinician-led, stakeholder-
driven and community-participation centred. This requires that we become an organisation that is determined to transform
so that the interests of those that we serve are met.
It is therefore on this premise that I present to you the Department’s 2019/20 Annual Report.
Jacob Mamabolo
Gauteng Acting MEC for Health
31 July 2020
4. Report of the
Accounting Officer

4.1 OVERVIEW OF THE OPERATIONS OF
THE DEPARTMENT
The year under review started with renewed hope of a new term of government
and continuation of the Department’s recovery programme. Whilst performance
over the first three quarters of the financial year continued to improve unabated,
fourth quarter performance was impacted by the emergence of the COVID-19
virus. The COVID-19 pandemic declaration was announced on 11 March and Mr L.A. Malotana
on 26 March the government introduced a total shutdown of all normal activities Acting Accounting Officer
which was followed by the subsequent scaling down of health services at
clinics and hospitals in Gauteng to minimise movement of people and thereby
contain the spread of the virus. The province’s performance of the COVID-19
response is articulated in the Health COVID-19 implementation plan which is based on selected pillars of the World
Health Organization’s operational guidance on the COVID-19 outbreak which was developed in March. The pillars focus
on mobilisation, controlling transmission, suppressing the spread, reducing mortality and developing treatment through
research.
Other transmission control measures included preventing community transmission by rapidly finding and isolating cases
by setting up quarantine sites with a combined national and provincial bed capacity of over 5 700. The Department’s
Communications unit played a variety of roles in helping to stop the spread of the virus. These included:
• Social mobilisation activities (public education by public health workers across the districts)
• Stakeholder engagement (with sectors including - business, FBOs, NGOs, religious and traditional leaders,
intergovernmental, sports, arts etc.)
• Continuous content development (production and dissemination of information, education and communication
pamphlets)
• Daily media relations (interviews, media briefings and information sharing sessions)
• Daily digital media (messages posted on YouTube, Facebook, Twitter, Instagram, Google search)
• Above the line (digital bill boards at major intersections; Transit TV at taxi ranks, bus and train stations; TV and radio
advertisements placed on national, regional and community media; newspaper advertisements
• Media monitoring (daily media monitoring to inform how messages are disseminated).
Whilst the COVID-19 related response was being undertaken, the Department has been careful not to allow other health
interventions to suffer and monitoring of other essential services is continuing.
The demand for health care services has been ever-increasing compared to the previous financial year. Patients seen at
the Outpatient Departments (OPDs) of the various levels of hospitals have increased significantly compared to the previous
financial year. The greatest increases were in the proportion of patients seen at the OPDs of district, regional and central
hospitals, with the highest increases in district and regional hospitals.
Access to health care improved through several interventions: provision of services by the 781 Ward Based Outreach
Teams (WBOTs) and maintenance of 24-hour primary health care (PHC) services at 30 of the CHCs. By the end of the
financial year, all 32 CHCs were operating for 24 hours. Additional services provided not only helped to improve access
to medicine but to decongest facilities through the provision of chronic medicine packages to stable chronic patients. By
end of the financial year, 72 1350 clients were enrolled on the centralised chronic medicine dispensing and distribution
programme. However, availability of vital and essential medicines above the 98% mark remained a challenge despite
performance being above the national average of 90%.
The reduction in new HIV positive infections required a combination of multi-sectoral collaboration and a wide range of
continuing and sustained efforts.
The Department conducted over 5 million HIV tests. The number of new clients (treatment naïve patients) started on ART
increased from 185 700 in the 2018/19 financial year to 207 360 (10% increase) in the 2019/20 financial year.
This would not have been possible without the support of the Operation Phutuma programme. The Department’s
interventions to prevent mother to child infections amongst newborns saw the rate of transmission kept below 1%, at
0.71% in the year under review. Whilst the distribution of female condoms improved compared to the previous year, the
performance was not sufficient to attain the target.
Despite these achievements, more still needs to be done to address poor performance on medical male circumcisions and
distribution of condoms to support prevention strategies for HIV transmission. Contract management and procurement
processes also still need improvement. TB remains the number one killer disease in the country and plans have been put
in place to reduce the burden of disease related to TB epidemics. 2019/20 saw a great achievement as 95% of TB clients
aged 5 years and older were started on TB treatment; this was a significant improvement from 84% achieved in 2018/19.
However, more needs to be done to improve TB outcomes; the treatment success rate reduced from 84% in 2018/19 to
82% in 2019/20.
As regards Maternal and Child health services, preventable childhood deaths related to diarrhoea, pneumonia and severe
acute malnutrition were maintained below the targeted threshold. Measurements that seemed elusive previously, such as
antenatal care visits before 20 weeks and maternal postnatal visits, have since been attained.
The Department continues to keep the targeted percentage of GeneXpert results available within 48 hours, thus enabling
timely provision of this diagnostic service for medical intervention. Various efforts were made to maintain the financial health
of the Department. Collection of revenue by hospitals has been intensified; this is demonstrated by a significant collection
of R728 million revenue during 2019/20. As regards Employment Equity (EE), the Department ensures that 2% of the
staff establishment consists of persons with disabilities. Equity, as it pertains to 48% of women in senior management,
remains a challenge. In the year under review, the Department also experienced challenges in meeting various targets in
implementing the Health Information system.
There were also challenges in maintaining hospital and clinic governance committees. By the end of the financial year, the
percentage of hospitals with functioning Boards had declined by 12.12% compared with the previous financial year; only
29 hospitals had functioning committees compared with the targeted 34; 80% of clinics had functioning committees, the
same percentage as in the previous financial years.
4.2 OVERVIEW OF THE FINANCIAL RESULTS OF THE DEPARTMENT

The department has spent R50.6 billion or 99.8% of its 2019/20 final appropriation budget. The department further applied
for rollover of committed funds amounting to R431 million of the R905 million under spending.
Programme expenditure
Programme Name 2019/20 2018/19

Final Actual (Over)/Under Final Actual (Over)/Under
Appropriation Expenditure Expenditure Appropriation Expenditure Expenditure
R’000 R’000 R’000 R’000 R’000 R’000
Administration 1,482,145 1,481,446 699 1,361,130 1,360,786 344
District Health Services 16,557,681 15,895,455 662,226 15,073,917 14,516,480 557,437
Emergency Medical Services 1,541,714 1,539,781 1,933 1,423,203 1,330,508 92,695
Provincial Hospital Services 9,274,405 9,224,458 49,947 8,746,469 8,686,653 59,816
Central Hospital Services 19,111,200 19,064,441 46,759 17,135,226 17,134,257 969
Health Sciences and Training 1,151,743 1,045,256 106,487 1,123,296 1,106,708 16,588
Health Care Support Services 369,788 368,944 844 339,156 339,048 108
Health Facilities Management 2,090,143 2,053,886 36,257 1,559,933 1,536,120 23,813
51,578,819 50,673,667 905,152 46,762,330 46,010,560 751,770
Revenue collected in the 2019/2020 financial year amounted to R 728 million; this was the second-highest amount collected
by the Department in the past three years. The collection comprises of patient fees (R531 million: 73% of the total) and
other revenue (R196 million: 27% of the total).
The major reason for the decrease in revenue collection during the 2019/20 financial year was that, in the previous financial
year, revenue received included recoveries of accounts that were pledged whereas this happened to a limited extent in the
2019/20 financial year.
Departmental Receipts
The following is a breakdown of revenue collected per source during the reporting year.
2019/2020 2018/2019
Estimate Actual (Over)/Under Estimate Actual (Over)/Under
Departmental Amount Collection Amount Collection
receipts Collected Collected
R’000 R’000 R’000 R’000 R’000 R’000
Sale of goods and
services other than
capital assets 502 355 628 775 (126 420) 475 335 648 656 (173 321)
Transfers received
0 0 0 0 0 0
Fines, penalties and
forfeits 62 53 9 58 95 (37)
Sales of capital
assets 0 4 301 4 301 - 1 1
Interest, dividends
and rent on land 1 502 913 589 1 422 764 658
Financial
transactions in
assets and liabilities 32 877 94 204 (61 327) 31 134 131,286 (100 152)
Total 536 796 728 246 (191 450) 507 949 780,802 (272,853)
The Department over-collected by more than R191 million, thus surpassing its revenue target for the 2019/20 financial
year. This is attributed to:
• Increased revenue collection from the Departments of Justice, Correctional Services and Defence; Mpumalanga and
North West Provinces; the South African Police Service; and self-paying patients.
• Improved efforts by the Department to collect all money owed by debtors and funders.
• Implementation of own-revenue enhancement strategy.
Tariff Policy
Patient Fee Tariffs
The Department charges Uniform Patient Fee Schedule (UPFS) tariffs to patients using public hospitals. These tariffs are
determined by a UPFS Steering Committee consisting of the National Department of Health and the nine provinces and are
endorsed by the National Health Council. Tariffs are reviewed and revised annually in line with section 7.3.1 of the Treasury
Regulations issued in terms of the Public Finance Management Act No.1 of 1999 and section 41(1) and (2) of the National
Health Act No. 61 of 2003.
Patients accessing public institutions are classified into three main groups for service fee determination:
i) Full Paying
This category of patients is liable to pay full UPFS fees for all services provided.
ii) Subsidised and Exempted Patients
These patients are categorised into six categories based on statutory requirements: PH, PG, HG, H0, H1, H2 and H3. The
PG and HG categories are exempted from paying fees due to specific circumstances which are statutorily based, such
as pregnancy and children less than six years of age. The H0 category receives services free of charge only when they
provide proof of status, such as social pensioners. The H1, H2 and H3 categories pay discounted fees which are expressed
as a percentage of the fees payable by full paying patients.
iii) Free Services
Free services are provided in line with national and provincial policies. The following free services are provided by the
Department:
• Health services for pregnant women and children under the age of 6 years (Notice 657 of 1994, 1 July 1994)
• Primary health care services (Notice 1514 of 1996, 17 October 1996)
• Termination of pregnancy (Act 92 of 1996)
• Social pensioners (Act 81 of 1967 as amended by Act 100 of 1998)
• Medico-legal services for survivors of rape and assault; and post mortem services (Criminal Procedure Act 51 of 1977)
• Donors (Human Tissue Act 63 of 1965)
• Children who are committed to the care of a children’s home, industrial school or foster parents (Child Care Act 74 of
1983, Section 15)
• Persons with mental disorders (Mental Health Act 18 of 1973)
• Infectious, formidable and/or notifiable diseases (National Health Act 61 of 2003)
• Services to formally unemployed (Unemployment Insurance Act 63 of 2001)
• Patients receiving HIV and AIDS treatment (Notice 1 of August 2006)
Meals and Crèches (Fee Tariffs)
The tariffs for meals and crèches are reviewed and revised annually in line with section 7.3.1 of the Treasury Regulations
issued in terms of the Public Finance Management Act No.1 of 1999. Tariff adjustments are negotiated and agreed upon
with employee organisations.
Other Tariffs
Other tariffs such as parking and accommodation are determined externally, involving relevant departments.
Patient Fees Debt
HOSPITALS BAD DEBTS WRITTEN OFF

R’000
Central Hospitals 1 485 292
Regional Hospitals 79 977
Tertiary Hospitals 91 920
District Hospitals 19 869
Dental Hospitals 4 891
Tuberculosis Hospitals 70
Psychiatric Hospitals 1 882
Other specialized Hospital 1 233
TOTAL 1 685 135
Bad debt is written off in accordance with the Department’s policy and after the Department has taken all reasonable steps
to collect the debt owed. The following are some of the debt categories written off:
• Uneconomical debts: where the cost of recovery of the debt is more than the debt
• Undue hardship: where the recovery of the debt will result in an undue hardship
• Prescribed debts: debts that are prescribed as a result of the Department not being able to make contact with debtors.
4.3 Virements/Rollovers
The department applied for virements of funds to alleviate reported excess expenditure within and across main divisions
of a Vote (i.e. Programmes). Virement of funds were from Programme 2: District Health Services, Programme 4: Provincial
Hospital Services and Programme 6: Health Sciences and Training to Programme 1: Administration, Programme 5: Central
Hospital Services and Programme 7: Health Care Support Services.
The Department also applied for rollover of conditional grant funds that were committed but could not be processed
for payment before closure of the 2019/20 financial year. This rollover was applied for machinery and equipment from
Programme 2: District Health Services, Programme 4: Provincial Hospital Services and Programme 5: Central Hospital
Services.
4.4. Supply Chain Management
4.4.1 Unsolicited bid proposals concluded for the year under review
The department did not receive any unsolicited bid proposals.
4.4.2 Achievements and challenges experienced in SCM and how they were resolved
To manage inventory management effectively in eliminating overstocking and out-of-stock situations, the Department
commenced implementation of SAP Inventory Management at the Steve Biko Academic Hospital and is in the process
of implementing the solution in all institutions within the Department. Other innovations introduced to improve efficiencies
include development of a list of stock procured regularly to offset and reduce the use of Request for Quotations (RFQs)
which often result in exorbitant prices being charged.
The Department has thus been able to determine which items are procured from established contracts and is currently
establishing contracts and panels of service providers to facilitate procurement of those items previously procured through
RFQs. The Department successfully compiled the Annual Procurement Plan which was aligned with the budget, including
implementing stringent control measures to ensure that no item is procured that does not appear in the Plan.
The Department did not meet its preferential procurement spend targets for black ownership, women ownership, youth
ownership and disabled ownership. It has identified the following strategies in support of SMME suppliers, which involve
health institutions utilising the Central Supplier Database (CSD) to obtain a list of as many prospective SMME suppliers in
various corridors as possible. In addition, health institutions will be required to utilise service providers on a rotational basis
to procure goods and services to promote competition amongst SMME suppliers. Finally, health institutions are to ensure
the uplifting of SMME suppliers by encouraging subcontracting for bids above R500 000.
4.4.3 Irregular expenditure, unauthorised, fruitless, and wasteful expenditure
Irregular expenditure for the year under review amounted to R2.3bn; this was mainly as a result of month to month security
contracts; lack of a contract for cardio and nuclear consignment stock items. Fruitless and wasteful expenditure amounted
to R9.3 million, largely due to interest accrued from litigation.
4.4.4 SCM processes and systems in place to prevent irregular expenditure
Management has implemented control measures to ensure compliance with Treasury Regulations and Instruction Notes
relating to deviations from normal procurement processes. Management is implementing the following:
• Approval to be obtained from HOD
• Investigation of irregular expenditure
• Reporting to Provincial Treasury
• Consequence management (Where applicable)
• Ensuring that bids are awarded within the validity period to avoid extension of contracts
• Fast-tracking finalisation of the procurement process for the consignment stock tender.
4.5 Gifts and donations in kind received from non-related parties

The Department received medical-related donations at its Medical Supply Depot to the tune of R21 971 247.4. Other key
donations received included office furniture from Nedbank which supported business continuity following the fire at the
Bank of Lisbon building in which the Department had its head office.
4.6 Exemptions and deviations received from the Provincial Treasury

No exemptions were received from the Provincial Treasury in the year under review.
1. Increase life expectancy, improve health and prevent disease;
4.72.Events
Progressively
after achieve
theUniversal Healthdate
reporting Coverage through NHI implementation;
The 3.
Department has written-off
Quality improvement fruitless
in the andofwasteful
provision expenditure from previous financial years to the value of R484 million
care; and
after the reporting date and the annual financial statements have been adjusted accordingly
4. Build health infrastructure for effective service delivery.

4.8 Acknowledgement and appreciation
It is my pleasure to express my gratitude to the Executive Authority in providing leadership in the development of this
The Department wishes to thank officials, management, professional and support staff and implementing partners for their
Annual Performance Plan; and all managers, staff members and key stakeholders, who contributed in the development
commitment to improving healthcare delivery in Gauteng despite a myriad of challenges.
of this document.
4.9 Approval
_________________________________________
Mr L.A. Malotana
Acting Accounting Officer
Mr L.A Malotana
31 July 2020
Acting Head of Department (Accounting Officer)
GAUTENG DEPARTMENT OF HEALTH
5|Page
5. Statement of Responsibility
DoH: First draft Annual Performance Plan 2021/22
and confirmation of the accuracy

10. Improved financial management; and
of the Annual Report

11. Infrastructure maintained and backlog reduced.
I commit and do not doubt that the implementation of these outcomes, and continuing with the work of this Annual
To the best of my knowledge and belief, I confirm the following:
Performance Plan for 2021/22, will contribute to the attainment of the six Provincial priorities embedded in our mission
statement, and Medium-term
All information Strategic
and amounts Framework
disclosed Outcomes:
throughout the Annual Report are consistent. The Annual Report is complete,
accurate and free from any omissions and has been prepared in accordance with the guidelines on Annual Reports as
issued by National Treasury.
1. Increase life expectancy, improve health and prevent disease;
The Annual Financial Statements (Part E) have been prepared in accordance with the modified cash standard and the
relevant frameworks and guidelines issued by the National Treasury.
2. Progressively achieve Universal Health Coverage through NHI implementation;
The Accounting Officer is responsible for the preparation of the Annual Financial Statements and the judgements made on
this information.
3. Quality improvement in the provision of care; and
The Accounting Officer is responsible for establishing and implementing a system of internal control designed to provide
4. Buildassurance
reasonable health infrastructure
as to the for effective
integrity andservice delivery.
reliability of the performance information, the human resources information
and the Annual Financial Statements.
It is my pleasure to express my gratitude to the Executive Authority in providing leadership in the development of this
External auditors were engaged to express an independent opinion on the Annual Financial Statements.
Annual Performance Plan; and all managers, staff members and key stakeholders, who contributed in the development
ofInthis
mydocument.
opinion, the Annual Report fairly reflects the operations, performance information, human resources information and
financial affairs of the Department for the financial year ended 31 March 2020.
Yours faithfully
_________________________________________
Mr L.A. Malotana
Acting Accounting Officer
Mr L.A Malotana
31 July 2020
Acting Head of Department (Accounting Officer)
GAUTENG DEPARTMENT OF HEALTH
5|Page
6. Strategic Overview
Vision
Daily, we provide high-quality, efficient and accessible health services towards long and healthy lives to transform
people’s lives.
Mission
Create an effective public health system in Gauteng by ensuring we have the right people, skills, systems and equipment
to provide the health services our citizens need to live healthy, quality lives.
Values
People and patient centered: Everything we do should benefit the people we serve and the patient.
Accountability for excellence: We take ownership of our responsibilities and go above and beyond and expect our
colleagues to do the same to achieve the best outcomes for our people and for patients.
Transparency and ethical leadership: We strive to be open and honest in all that we do.
Efficiency with optimal impact: We work efficiently to optimise scarce resources to achieve more with less.
7. Organisational Structure
MEC
GAUTENG
HEALTH
HEAD OF
DEPARTMENT
GAUTENG
HEALTH
HEALTH HUMAN RESOURCE

DISTRICT HEALTH HOSPITALS & HEALTH SPECIAL CORPORATE FINANCIAL INFRASTRUCTURE FOR HEALTH AND
& EMS SPECIALISED PROGRAMS & MANAGEMENT MANAGEMENT TECHNICAL HEALTH SCIENCES
SERVICES SERVICES CLINICAL SUPPORT SERVICES SUPPORT AND TRAINING
BRANCH SERVICES DEVELOPMENT
CHIEF DIRECTORATE: CHIEF DIRECTORATE: CHIEF DIRECTORATE: CHIEF DIRECTORATE: CHIEF DIRECTORATE: CHIEF DIRECTORATE:
CHIEF DIRECTORATE: REGIONAL MATERNAL & LEGAL SERVICES MANAGEMENT & INFRASTRUCTURE HUMAN RESOURCE
DISTRICT HEALTH & HOSPITALS & WOMEN HEALTH AND CORPORATE FINANCIAL DELIVERY PLANNING
PHC COORDINATION SPECIALISED SERVICES SECRETARIAT ACCOUNTING MANAGEMENT
SERVICES
CHIEF DIRECTORATE: CHIEF DIRECTORATE: CHIEF DIRECTORATE: CHIEF DIRECTORATE: DIRECTORATE: CHIEF DIRECTORATE:
CHIEF DIRECTORATE: ORAL,DENTAL & FORENSIC COMMUNICATIONS SUPPLY HEALTH HUMAN RESOURCE
EMERGENCY REHAB MEDICAL CHAIN TECHNOLOGY DEVELOPMENT AND
MEDICAL SERVICES MANAGEMENT HEALTH SCIENCE
SERVICES TRAINING
DIRECTORATE: CHIEF DIRECTORATE: CHIEF DIRECTORATE: CHIEF DIRECTORATE: DIRECTORATE: CHIEF DIRECTORATE:
MENTAL HEALTH MEDICAL SUPPLIES STRATEGIC ASSET INFRASTRUCTURE HEALTH ECONOMICS
& COMMUNITY DEPOT (MEDSAS) MANAGEMENT AND MANAGEMENT PLANNING AND FINANCING
& SPECIALIST PLANNING AND NHI
SERVICES
CHIEF DIRECTORATE: CHIEF DIRECTORATE: DIRECTORATE:

NURSING INFORMATION MAINTANANCE
SERVICES TECHNOLOGY OVERSIGHT
CHIEF DIRECTORATE: CHIEF DIRECTORATE:

HAST MULTISECTORAL
PROGRAM HIV & AIDS
DIRECTORATE:
HEALTH
INTELLIGENCE AND
SECURITY
DIRECTORATE:
HUMAN
RESOURCES
CHIEF DIRECTORATE:
LABOUR
RELATIONS
8. Entities reporting to the MEC
1. Except for the Medical Supplies Depot (MSD), a trading entity, no public entities fall under the control of the MEC. The
performance of the MSD in respect of pharmaceutical services is described in Part F of this report.
2. The table below gives information about the MSD.
Name of Entity Legislative Mandate Financial Relationship Nature of Operations

Medical Supplies Depot (MSD) Registered as ‘The Central The depot charges a levy of 5% The MSD is responsible for the
Medical Trading Account’ since 1 on stock supplied to the provincial supply of essential medicines and
April 1992 under the Exchequer healthcare facilities. disposable sundry items to the
Act, Act 1 of 1976 Gauteng provincial healthcare
facilities.
9. Legislative and other mandates

The Department derives its mandate from the South African Constitution, the National Health Act and other legislation
promulgated by Parliament.
• The Department’s core mandate is to:
• Improve the health status of the population
• Improve health services
• Secure better value for money
• Ensure effective organisation
• Provide integrated services and programmes that promote and protect health
• Assist with ensuring good quality and sustainable livelihoods for the poor, vulnerable and marginalised groups in
society.
• In fulfilling its mandate, the Department is guided by the legislation listed in the annexure at the end of this report.
PART B:
PERFORMANCE
INFORMATION
Part B: Performance Information
1. PERFORMANCE INFORMATION
1.1 Auditor-General’s Report: Predetermined Objectives
The Auditor-General of South Africa (AGSA) audits departments’ performance information to provide reasonable assurance
in the form of an audit conclusion. The audit conclusion in relation to predetermined objectives is included in the report to
management, with material findings reported under the Predetermined Objectives section which deals with the legal and
regulatory requirements section of the Auditor General’s report.
Refer to page 151 of the Report of the Auditor-General, published as Part E: Financial Information.
2. OVERVIEW OF DEPARTMENTAL PERFORMANCE

2.1 Service delivery environment during the reporting year
The onset of the COVID-19 pandemic negatively affected the Department’s service delivery environment towards the
end of the financial year. With the emergence of the pandemic, the Department made determined efforts to ensure that
essential primary health care services continued. Despite these efforts, the effects of the pandemic on service delivery
were significant.
The Department implemented a range of initiatives to improve access to health care services, providing comprehensive 24-
hour services and adding two Community Health Care Centres (CHCs) to the existing 30. All CHCs with maternity obstetric
units were already providing such services for supported deliveries and have continued to do so. Complicated cases are
supported by specialist obstetricians across our regional and tertiary levels of care.
The Department has invested significantly in the prevention of HIV and related sexually transmitted diseases and
tuberculosis. Over 5 million patients have been counselled and tested for HIV and those found to be positive were put on
treatment in the year under review.
The purpose of the Department’s Centralised Chronic Medicine Dispensing and Distribution (CCMDD) system is to avoid
large numbers of clients visiting health facilities and to bring chronic medicines closer to clients’ places of residence and
work. To date, over 600 000 clients have been registered on the system.
During the reporting period, the Department provided integrated school health services to over 70 000 learners across
the province. The services included deworming, immunisations, eye-care, addressing hearing and speech problems, oral
health, administering the tetanus-diphtheria (Td) vaccine and weight checking.
The table below provides a breakdown of services provided to over 70 000 learners who received health care services
during the year under review.
Table 2.1.1: Integrated school health services

Type of service 2019/20 2018/19
School learners given deworming doses 16 496 12 632
School learners immunised 1 626 2 984
School learners found to be overweight 4 542 4 060
School learners referred for eye care 10 098 9 287
School learners referred for hearing problems 1 202 2 077
School learners referred for oral health 22 037 21 535
School learners referred for speech problems 265 292
School learners referred for suspected TB 157 417
School learners found to be underweight 1 242 1 212
Td dose at 12 years 9 616 27 202
Td dose at 6 years 12 604 27 954
TOTAL 79 885 10 9652
Rehabilitative services provide assistive devices to improve patients’ quality of life. Over 78 720 assistive devices were
provided to clients. The table below shows the devices requested and issued and the issue rate during the reporting period.
Table 2.1.2: Assistive devices requested and issued, 2018/19 and 2019/20
Number issued Requested Issue rate
Device 2018/19 2019/20 2018/19 2019/20 2018/19 2019/20
Hearing aid 4821 6 436 10 550 7 980 45.7% 80.7%
Orthosis 25 128 26 575 25 169 27 767 99.8% 95.7%
Podiatry 1 408 1 819 1 578 2 303 89.2% 79%
Prostheses 815 1 025 1 664 1 965 49% 52.2%
Walking aids 37 491 38 226 n/a n/a n/a n/a
Wheelchairs 4 109 4 639 4 756 5 288 86.4% 87.7%
Total 73 772 78 720 43 717 45 303 74.02% 79.1%
2.2 Organisational environment
The effects of the fire at the Bank of Lisbon building continue to affect the Department; critical information about its
operations was lost. However, a business continuity plan has been put in place to ensure that service delivery continues
and is not compromised.
The Department has taken drastic measures to turnaround performance of the priority health programmes, including
ensuring no deviations from allocated budgets. A committee, consisting of programme managers and clinical heads,
oversaw the development and costing of the recovery plan which includes a mental health recovery plan. The plan puts in
place the following processes and structures aimed at improving leadership, governance and accountability:
i. Governance Charter outlining the Executive Committee System and management structures in the Department. The
Policy, Planning, Research and Health Information Evaluation and Monitoring (HIEM) Branch has been given the
responsibility of assessing the functionality of the management structures to ensure that their purpose aligns with the
strategy of the Department.
ii. Accountability Standard Operating Procedures (SOPs), focusing on performance accountability from PHC facilities to
Head Office is being implemented. Monitoring accountability for performance has been changed from quarterly to weekly/
monthly so that service delivery problems can be dealt with proactively.
iii. The estblishment of the Employee Value Proposition Programme has blue-printed the GDOH Leadership Archetype
to ensure that the Department acts in unison to support its employees. The EVP programme has also created a work
environment that incentivises good performance and is conducive for employees to thrive and grow their careers in the
Department.
2.3 Service Delivery Improvement Plan
The tables below give the highlights of the Department’s Service Delivery Improvement Plan, with a specific focus on
mental health services.
Table 2.3.1: Main services and standards: Mental health services

Main services Beneficiaries Current/actual standard Desired standard of Actual achievement
of service service
Seamless integration of Mental health care users Secondary level refers Seamless integration of Sedibeng and West
mental health services Families of mental health patients with mental health secondary level mental Rand District has fully
into PHC care users conditions to psychiatric health care services into integrated secondary
Mental health care clinics within the CHC PHC level into PHC
practitioners without initiating treatment Delivery of mental health 221 nurses trained in
350 non-specialist nurses care at PHC level by 2019/20
to be trained in 2020/21 trained non-specialist
25 district mental health workers who deliver
teams to be established in psychosocial interventions
2020/21 Establishment of district
mental health teams
Early detection of mental Mental health care users 100% of PHC visits to 100% of PHC visits to
illness and initiation of Families of mental health be screened for mental be screened for mental
treatment at PHC level care users illness illness
Mental health care
practitioners
Main services Beneficiaries Current/actual standard Desired standard of Actual achievement
of service service
Increased number of Mental health care users Severe shortage of acute Provision of 72- hour Renovations completed
acute beds for admission Families of mental health beds in general hospitals assessments in general at Helen Joseph,
of mental health users in care users because of lack of suitable hospitals Charlotte Maxeke and
general hospitals Mental health care infrastructure Provision of care, Sebokeng hospitals
practitioners Refurbishment of treatment and
psychiatric wards in 11 rehabilitation for acutely ill
general hospitals mental health users
Refurbishment of
psychiatric wards in
general hospitals
Table 2.3.2: Batho Pele arrangements with beneficiaries

Current/actual Desired arrangements Actual achievements
arrangements
Mental Health Care Professional standard Services provided at hospitals and at PHC facilities
Services Services provided by professionals registered with a are all provided by professionals registered with a
professional body in accordance with their scope of professional body and in accordance with their scope
practice of practice.
Legal standard Guidelines developed at provincial level are aligned

Mental Health Services are governed mainly by the with legal standards.
Mental Health Care Act, No. 17 of 2002 (amended in
2007)
The National Mental Health Policy Framework and

Strategic Plan 2013-2020 (NMHPF & SP 2013-2020) is
the model used in South Africa to deliver mental health
care services.
A costed and ratified Gauteng Province Mental Health

Strategy and Action Plan 2019-2023 (GPMHS & AP
2019-2023) is in line with the National Mental Health
Policy Framework and Strategic Plan 2013-2020 as
well as the Provincial Mental Health Directorate as
stipulated in the Policy Framework and Strategic Plan.
Consultation Yearly and quarterly meetings were held with various
Regular meetings are held with non-governmental stakeholders in 2019/20.
organisations providing mental health services, civil
society, advocacy groups, contracted care and other
stakeholders
Intersectoral collaboration through quarterly meetings
with other relevant departments
Access Mental health care users are able to access care,
Mental health services are available at clinics, CHCs treatment and rehabilitation at all levels of care as
and at District, Regional, Tertiary and Central hospitals prescribed by the Act.
in accordance with the Mental Health Care Act N0 17
of 2002.
Courtesy Provision of services by SAPS and EMS as and
SAPS provide assistance with uncontrollable and when required
violent mental health care users in need of admission.
EMS provides assistance with users in need of
sedation and transportation to hospitals.
Service standard Provision of services within existing legal frameworks
Services are delivered in accordance with the legal
frameworks that govern mental health including the
Gauteng Mental Health Strategy and Action Plan
Value for Money It is a free service to the patient.
Services are offered free to patients
Table 2.3.3: Service delivery information tool
Current/actual Desired information tool Actual achievements
information tool
Mental Health Care Information Promotional material such as posters and
Services Information is provided to patients in a number pamphlets are available in English, Afrikaans,
of official languages. Zulu and Tswana.
Table 2.3.4: Complaints mechanism

Current/actual complaints Desired complaints mechanism Actual achievements
mechanism
Provincial Complaints sub-directorate in Provincial Complaints sub-directorate in Mental health practitioners provide
the Quality Assurance Directorate deals the Quality Assurance Directorate deals support and assistance during
with mental health related complaints with mental health related complaints investigation of reported cases
NDOH refers some complaints to the None All complaints referred by NDOH are
province successfully addressed
Office of Health Standards Compliance None All complaints referred by OHSC are
(OHSC) also refers complaints to the successfully addressed
province
3. STRATEGIC OUTCOME-ORIENTED GOALS
Goals of the National Negotiated Service Delivery Agreement of the National Department of Health
The table below provides an overview of the achievements during the reporting year as they related to the
NDOH, NDP and SDG Goals which are aligned with the strategic goals of the Department.
Table 3.1: Progress towards achievement of the 5-year targets by 2019/20

Goals Indicator Gauteng Baseline Gauteng Actual
Performance 2018/19 Performance 2019/20
Improved health and Under-5 mortality rate 6.1 6.4
wellbeing of all citizens, with (U5MR) per 1000 live births
an emphasis on children and Infant overall mortality rate 10 11
women (per 1000 live births)
Maternal mortality rate 122.8 per 100 000 102.9 per 100 000
(overall per 100 000)
Neonatal mortality rate 13/1000 live births 12.4/1000 live births
(<28 days)
(per 1000 live births)
Reduced rate of new Mother-to-child transmission 1.19% 0.71%
infections and the burden of rate of HIV <2 months of age
HIV & AIDS and TB
The proportion of eligible HIV 96.8% 97.7%
positive pregnant women,
initiated on ART
Number of patients (adults 1 037 212 1 134 719
and children) on ART
Medical male circumcisions 102 325 75 789
Proportion of TB treatment (84%) 81.6%
successes among all TB (27955/34101)
cases 28705/34190
TB defaulter rate at the end 5.2% 9.4%
of TB treatment among all TB
cases
Percentage of HIV-TB co- 88.2% 61.7%
infected patients on ART on
completion of TB treatment
Goals Indicator Gauteng Baseline Gauteng Actual
Performance 2018/19 Performance 2019/20
Increased equal and timely PHC utilisation rate 1.5 visit per person 1.5 visit per person
access to efficient and quality
health care services, thereby
preparing for the roll-out of
NHI
4. PERFORMANCE INFORMATION BY PROGRAMME

4.1 PROGRAMME 1: ADMINISTRATION
Purpose of the programme
The purpose of the programme is to provide strategic direction and leadership; to guide and support the development of
policy frameworks and guidelines for priority programmes; to develop policies and legislation on healthcare provision; and
to ensure that norms and standards are followed in the course of implementation.
Sub-programmes
• Human Resource Management

• Quality Assurance
• Information and Communications Technology.
Strategic objectives
The following strategic objectives are relevant to Programme 1:

• Improved client satisfaction rates
• Improved achievement against national norms for health professionals
• Employment equity and diversity management.
Significant achievements
HUMAN RESOURCE MANAGEMENT
Delivery of quality healthcare depends on the availability of talented, capable, motivated and high-performing clinical and
non-clinical staff. The Department is emerging from a period of low staff morale, high turnover rates and poor management
of productivity. Through the Employee Value Proposition programme implemented during this financial year, the Department
has made strides in improving staff morale.
Stabilisation and modernisation of this function have started with a new Human Resources Strategy, Review of Policies and
Procedures and Modernisation of System to position the Human Resources function as a strategic support and an enabler
of effective delivery of quality healthcare.
INFORMATION AND COMMUNICATIONS TECHNOLOGY
Modernising its information systems continues to be a strategic driver within the Department, supporting health service
delivery. Although planned information systems developments during the financial year were hampered by acquisition
delays, the Department has renewed its focus through the adoption of a multi-pillar digital strategy. The aim is to ensure
that information systems implementation aligns with the Department’s Strategic Plan.
Key challenges include the ability to acquire and implement a single integrated interoperable health information system,
with acquisition concluded in the fourth quarter of the reporting year. Piloting the system is planned for the second quarter
of the 20/21 financial year. The expansion of the Picture Archiving Communication System (PACS) to hospitals was 27%
short of the targeted 100% and CHC deployment was not achieved because of the aforementioned delays. Conclusion of
broadband connectivity to the remaining PHC facilities was delayed and is due to be completed in the second quarter of
the 2020/2021 financial year.
QUALITY ASSURANCE
Significant Achievements
The phasing out of National Core Standards and the promulgation of the Regulated Norms and Standards saw the
introduction of the Ideal Hospital Realisation and Maintenance Framework (IHRM) tool intended to align the quality
standards in health institutions.
The annual Patient Experience of Care survey for the year did not show a change from the previous year’s, maintaining a
result of 82% against the national target of 80%. However, there were changes in the results relating to different levels of
care; in addition, the 2019/20 surveys included dental and oral hospitals.
There were challenges to optimal performance in other areas, especially towards the end of the fourth quarter when
the COVID-19 pandemic caused a slight shift of focus; however, most institutions remained on track to improve their
performance by the end of March 2020.
All strategies relating to this improvement will be maintained. Support visits and support committees will be strengthened
along with the collection and use of data and implementation of processes that improve patient care.
Table 4.1.1: Programme 1: Administration

Strategic Programme Audited/ Actual performance Target Actual Deviation Comment on
Objective Performance 2019/20 2019/20 deviation
Statement Indicator 2016/17 2017/18 2018/19
Strategic Objective/Provincial Indicators
Reduce Number of 4 4 12/37 16/37 10/37 (6) Lean Management
Outpatient hospitals implemented in
Department implementing Leratong, Charlotte
(OPD), Accident Lean Maxeke, Bertha
and Emergency Management Gxowa, Sebokeng,
Departments project Kopanong, Rahima
waiting times Moosa, Dr George
across all Mukhari Academic,
facilities by 60% ODI, Steve Biko
in 2019/20 and Bheki Mlangeni
hospitals. Target
not achieved due to
lack of resources.
Action plan:
Lean Management
elevated to HOD
‘s office; two
additional support
staff have been
allocated, including
the appointment of
a Director.
Increase Percentage 46.6% 46.5% 46,2% 48% 44% (4%) Target not
diversity, of women (54/116) (55/117) (48/104) (50/113) achieved. During
verification of in senior the financial year,
qualifications management the Department
and equity of posts (117) employed 50
our workforce women in senior
thus increasing management
women in senior positions but had
management resignations by
positions from women in senior
adequate (41%) management.
to good (48%)
by Action plan:
2019/20 and The Department
increasing intends to conduct
percentage of an in-depth review
people with of barriers to
disabilities women accessing
employed to 2% and progressing
by 2019/20 through senior
management
positions. It will
also put in place
measures to deal
with such barriers.
Percentage 0.5% 0.5% 1.5% 2% 2% 0% Target achieved.
of people with (349/68771) 350/65517 (1119/74 (1596/78963)
disabilities 197)
employed
Percentage 83% 100% 100% 100% 100% 0% Target achieved.
of newly
appointed
Clinical Staff
members
with verified
qualifications
Percentage of # 23.2% 100% 55% 0% (55%) Target not achieved

newly appointed due to inadequate
Non- Clinical management of the
Staff members contract with the
with verified service provider.
qualifications
Action plan:
Improve
management
of contracts for
qualification
verification.
Enforce Percentage 98% 100% 100% 100% 81% (19%) Target not
Performance SMS Members (112/114) (91/113) (22/113) achieved. 22 SMS
Management entered into members did not
of Senior Performance sign their contracts:
Management Management some due to
Services (SMS) Agreements, absence from
thus increasing within stipulated work as a result
SMS signed time frames of suspension;
contracts within in the majority
stipulated of cases due to
timeframes the failure of the
to 100% by SMS member and
2019/20 supervisor to reach
an agreement.
Action Plan:
Consequence
management will
be effected against
SMS members who
fail to conclude
performance
agreements for
reasons other than
misconduct and
sickness.
Improve relation Percentage 77% 90% 100% 100% 55% (45%) Target not
between of grievances (50/91) (41/91) achieved.
employer and cases resolved Management of
employees in within 30 grievances has
the workplace working days not been properly
thus resolved prioritised by senior
grievances managers.
within 30
working days Action plan:
and misconduct The Department
cases within 90 has appointed a
days team of service
providers to assist
with clearing
backlogs of
grievance and
disciplinary matters
and will introduce
consequence
management when
senior managers
fail to prioritise the
management of
grievances in their
areas.
Promote Percentage of 20% 16.7% 29,5% 30% 23% (7%) Target not achieved
procurement budget spent (R86.4/ due to limited
from local on township R292.8) spending on
communities enterprises township suppliers.
against Most spend was
identified distributed to
commodities strategic suppliers
e.g. suppliers
of ventilators/
diagnostic tools.
Action plan:
Identify and expand
the commodity list
in terms of which
designated groups
can be prioritised.
Increase Rand value R538 m R 535m R780.8m R536m R670m R134m Target achieved.
revenue of revenue The Department
collection from collected exceeded the
qualifying paying target for the
patients from financial year with
R522.048 million a reported positive
in 2013/14 to accumulated
>530 million in variance of R134m.
2019/20 This is due to the
following factors:
Mpumalanga
Province fulfilled its
commitment to pay
R9m on outstanding
medical accounts
An increase in
payments received
from the following
external funders:
Department of
Justice
Department of
Correctional
Services
Department of
Defence
North West
Province
Mpumalanga
Province
South African
Police Service
Self-paying patients
Receive Percentage 15% 28% 100% 100% 66% (34%) Target not
unqualified audit of service achieved.
opinion from providers’
Auditor-General invoices without Action plan:
by 2015/2016 dispute paid Intensify clearing
and maintain an within 30 days of work cycles
unqualified audit by targeting the
by 2019/20 worst-performing
institutions.
Institutions to
submit monthly
reports on clearing
of work cycles.
Improve Percentage 89% 100% 77% 100% 87,9% (12.1%) Target not
efficient and of hospitals (37/37) (34/34) (29/33) achieved due
effective with functional to an inability
functioning hospital to retain Board
and boards members. There
performance are high levels
of hospitals of resignations
and clinics; and absconding.
and quality Explanations
of patient received
care through include lack of
functional commitment from
hospital Board members
boards and Boards not
increase agreeing on when
to 100% to meet.
and clinic
committees Action Plan:
to 100% by Explore
2019/20 other means
of retention
including possible
payment of
stipends to Board
members.
Percentage of 39% 76% 80% 100% 80% (20%) Target not
PHC facilities (239/369) (372/372) achieved due
with functional to a high rate
clinic of absconding
committees linked to lack of
stipend.
Action plan:
The Department
to continuously
engage the
public for new
nominations.
Implement an Percentage of # # 62% 100% 0% (100%) Target not
integrated and Hospitals with (23/37) (37/37) achieved. HIS
interoperable integrated award has been
eHealth Health completed.
Architecture Information The Department
in 100% of System has started
hospitals and implemented a contracting
clinics by process
2019/20 (Master Service
Agreement)
envisaged to be
concluded by the
end of April 2020.
Action plan:
Conclude
contracting
and fast-track
implementation
planned for roll-
out in Q2 of the
new financial
year.
Percentage of # # 30% 62% 40.5% (21.5%) The target was not
Hospitals with (11/37) (23/37) (15/37) achieved due to
an upgraded a lack of funding.
Local Area The upgrades will
Network be scheduled to
Infrastructure commence in Q1
of the 2020/2021
financial year.
Percentage # 19% (7/37) 62% 100% 0% (100%) Target not achieved
of Hospitals (23/37) (37/37) due to delays in
with Electronic acquisition of the
Health Records HIS contract.
linked to the
Provincial Action plan:
Health Clinical The Department
Data Repository is in the process
of acquiring a
Microsoft solution.
Planning and
deployment are
anticipated to
commence in Q1
of the new financial
year.
Percentage # # # 48% 0% (48%) Target not achieved
of Primary (179/372)
Healthcare Action plan: The
facilities with SITA tender for the
Electronic electronic record
Health Records was not awarded
linked to the leading to delays
Provincial in implementing
Health Clinical of PACS system.
Data Repository The Department
is in the process
of obtaining
approval from
Provincial Treasury
to increase the
value of the
existing contract
by 22% to enable
implementation to
CHCs while the
tender is being re-
advertised through
SITA.
Percentage # # # 100% 0% (100%) Target not achieved
of Community (32/32) as the HIS award
Health Centres was only concluded
with operational towards the end
PACS systems of Q4.
Action plan:
Conclude HIS
contracting and
start deployment
planning (Q1)
and deployment
(phased) in Q2 of
the new financial
year.
Increase the Percentage of 99% 100% 100% 100% 100% 0% Target achieved. All
Broadband hospitals with (37/37) (37/37) (34/34) 37 hospitals have
network Broadband Broadband access.
access in the access
department such Percentage 30% 48% 80% 100% 47% (53%) Target not
that 100% of of fixed PHC (176/369) (297/372) (372/372) (175/372) achieved.
PHC facilities facilities with
and hospitals broadband Action plan:
have broadband access This project
network access is funded by
and 100% of the eGovernment and
total staff has has been delayed
email access by due to budget
2019/20 constraints on their
side.
Receive Audit opinion1<?> Unqualified Unqualified Unqualified Unqualified Unqualified N/A Target achieved.
unqualified audit from Auditor
opinion from General
Auditor-General
by 2015/2016
and maintain an
unqualified audit
by 2019/20
Strategies to overcome areas of underperformance
The Department is to implement the ICT strategy which will see modernisation and enhancement of business processes
towards improved patient experience of care. Governance is a critical aspect of the Department’s organisational culture and
practical and legal routes are being followed to ensure effectiveness of governance structures.
PROGRAMME 1 EXPENDITURE TABLES
Table 4.1.2: Budget Programme 1: Administration: Sub-Programmes

2019/20 2018/19
Sub-Programme Appropriation Expenditure Expenditure Appropriation Expenditure Expenditure
Name R’000 R’000 R’000 R’000 R’000 R’000
Office of the MEC 19,789 17,051 2,738 21,581 10,038 11,543
Management 1,462,356 1,464,395 (2,039) 1,339,549 1,350,748 (11,199)
1,482,145 1,481,446 699 1,361,130 1,360,786 344
Table 4.1.3: Budget Programme 1: Administration: Programmes

2019/20 2018/19
Programme Name Appropriation Expenditure Expenditure Appropriation Expenditure Expenditure
R’000 R’000 R’000 R’000 R’000 R’000
Administration 1,482,145 1,481,446 699 1,361,130 1,360,786 344
District Health
Services 16,557,681 15,895,455 662,226 15,073,917 14,516,480 557,437
Emergency Medical
Services 1,541,714 1,539,781 1,933 1,423,203 1,330,508 92,695
Provincial Hospital
Services 9,274,405 9,224,458 49,947 8,746,469 8,686,653 59,816
Central Hospital
Services 19,111,200 19,064,441 46,759 17,135,226 17,134,257 969
Health Sciences
and Training 1,151,743 1,045,256 106,487 1,123,296 1,106,708 16,588
Health Care Support
Services 369,788 368,944 844 339,156 339,048 108
1
Audit opinion in the above context refers only to financial regulatory audit. It excludes performance information and compliance with legal regulatory processes.
2019/20 2018/19
Programme Name Appropriation Expenditure Expenditure Appropriation Expenditure Expenditure
Health Facilities
Management 2,090,143 2,053,886 36,257 1,559,933 1,536,120 23,813
51,578,819 50,673,667 905,152 46,762,330 46,010,560 751,770
4.2 PROGRAMME 2: DISTRICT HEALTH SERVICES

Purpose of the Programme
To provide comprehensive PHC services, District Hospital services and comprehensive HIV and AIDS care; and to deliver
priority health programmes, including the nutrition programme.
The district health system, the vehicle for delivering PHC, covers a range of basic health services including health
promotion, disease prevention, curative care and rehabilitation. Along with equitable access to decent housing, clean
water, sanitation, nutrition and education, PHC has been shown to have a highly significant impact on health outcomes.
Sub-programmes
• District health management and PHC services

• District Hospitals
• Maternal, child and women’s health and nutrition
• HIV and AIDS, STIs and TB care
• Disease prevention and control
• Forensic pathology services.
Significant achievements and strategies to address areas of underperformance
DISTRICT HEALTH MANAGEMENT AND PHC SERVICES
Ward Based Outreach Teams (WBOTs) and Expanded Public Works Programme (EPWP)
During the 2019-20 financial year, Ward-Based Primary Health Care Outreach Teams (WBPHCOTs) significantly exceeded
allocated targets in terms of numerous indicators. For instance, the services they render reached a combined total of 3
547 738 individuals. This points to the intensification of home visits by the WBPHCOTs, bringing healthcare to households.
There are currently 781 WBPHCOTs operating in the province, exceeding the target of 780 by an additional team. The
Department also successfully enrolled all CHWs onto PERSAL during the financial year.
Ideal Clinic Status increased to 93% (334/359). This improvement was due to improved Supply Chain processes and bulk
buying to ensure a constant supply of equipment in the clinics.
The proportion of clients utilising our PHC clinics maintained a targeted performance of 1.5 with a high possibility for improvement.
This indicates the impact of calls made by the Department to communities we serve to utilise PHC services instead of hospital care.
The number of CHCs providing a 24-hour service increased to 32 during 2019/20, with Zola CHC and Ebony Park added.
DISTRICT HOSPITALS
District Hospitals are an integral component of health delivery closest to the community. There are twelve District Hospitals
across the five districts. Across the province, there are 2,699 District Hospital beds. The three key performance indicators
are the Bed Utilization Rate (BUR), Average Length of Stay (ALOS) and cost per Patient Day Equivalent (c/PDE). For the
District Hospitals, the averages are within the expected norms for all three performance measures.
BUR: the expected BUR for District Hospitals is 70%. Of the twelve District Hospitals, four achieved a BUR within the
norm: Carletonville Hospital, Heidelberg Hospital, Odi Hospital and Pretoria West Hospitals. Five District Hospitals had
a BUR above the expected 70%: Bertha Gxowa Hospital, Bheki Mlangeni Hospital, Jubilee Hospital, Kopanong Hospital
and Tshwane Hospital. The remaining three hospitals (Bronkhorspruit Hospital, Dr Yusuf Dadoo Hospital and South Rand
Hospital) had BURs below the norm.
ALOS: the expected ALOS is 4,5 days. Three of the twelve District Hospitals achieved an ALOS within the norm: Bheki
Mlangeni Hospital, Carletonville Hospital and Tshwane District Hospital. Three of the twelve had an ALOS above the
norm: Bertha Gxowa Hospital, Jubilee Hospital and South Rand Hospital. The remaining six had ALOS below the norm:
Bronkhorspruit Hospital, Dr Yusuf Dadoo Hospital, Heidelberg Hospital, Kopanong Hospital, Odi Hospital and Pretoria
West Hospital.
c/PDE: the expected target for District Hospitals is R3,629.
Two of the twelve District Hospitals met the target: Carletonville Hospital and Pretoria West Hospital. Six had c/PDEs
below the target: Bertha Gxowa Hospital, Bronkhorspruit Hospital, Jubilee Hospital, Kopanong Hospital, Odi Hospital
and Tshwane District Hospital. Four had c/PDEs above the target: Bheki Mlangeni Hospital, Dr Yusuf Dadoo Hospital,
Heidelberg Hospital and South Rand Hospital.
HIV/AIDS, STIS AND TB
The purpose of the programme is to provide comprehensive PHC services, District Hospital services and comprehensive
HIV and AIDS care and to deliver priority health programmes including the nutrition programme.
Reducing new HIV infections needs widespread and sustainable efforts including communication channels to disseminate
messages to motivate people to engage in practices that reduce transmission. The province exceeded its annual target for
HIV testing; 5 174 748 (157%) tests were conducted against a target of 3 296 241. A reduction of new infections from 11 882
in 2018/19 to 10 104 in 2019/20 among young women and girls between 15-24 years in 2019 was estimated by Tembisa
model Version 4.2. A total of 207 360 HIV positive clients were initiated on ARV treatment during the reporting period.
The number or new clients naïve started on ART increased from 173 923 in the 2018/19 financial year to 207
360 (118%) in the 2019/20 financial year, with 9 419 546 clients on the 3-drug ARV FDC at the end of the financial
year. The process of transitioning thousands of clients to TLD treatment drug had started by the end of the
reporting period. About 97.4% of all HIV positive ANC mothers were put on ART and 0.71% PCR positivity rate
around ten weeks was achieved. The PCR positivity rate around ten weeks declined from 1.19% in 2018/19
to 0.71% in 2019/20. This reflects the great achievements made in Mother-To-Child Prevention Programme.
TB Control Programme
The TB control programme remains one of the Department’s priority programmes, with TB screening a driving
factor towards finding missing TB cases and thus achieving the first 90% in the TB 90-90-90 strategy. During the
period under review, 1 716 418 clients under 5 years were screened for TB symptoms and 3 194 801 aged 5 years
and older, with 22 218 TB clients 5 years and older started on TB treatment; this performance (95.2%) exceeded the
target of 90%. The positive effects of the short-term regimen (9-12 months) against 24-36 months on improving DR-
TB treatment outcomes showed in the fact that patients remained on treatment and finish the course successfully.
MATERNAL, CHILD AND WOMEN’S HEALTH AND NUTRITION
Significant achievements and strategies to address areas of underperformance
Maternal and Neonatal Health

The limited obstetric ultrasound outreach programme (LOUOP) started in the 2017/18 financial year. With the continuation
of this intervention, 16 159 pregnant women received a gestational ageing ultrasound.
Child Health
A total of 115 Professional Nurses were trained on the Expanded Programme of Immunisation to reduce infant and child
morbidity and mortality. The number of IMCI trained and mentored Professional Nurses was 543 against the target of 565.
Training was conducted to increase NIMART in children and to reduce infant and child morbidity and mortality rates. A total
of 409 Professional Nurses were trained in the management of small and sick babies including Helping Babies Breath to
improve emergency care of neonates, infants and young children.
Integrated School Health Programme (ISHP)
In this reporting period, 198 526 learners were screened, with 74 143 Grade 1 learners screened against a target of 80 000.
The number of Grade 8 learners screened was 54 357 against a target of 40 000. The number of learners identified with
health problems was 49,753; they were referred appropriately for further management at PHC facilities and/or hospitals.
Preventative catch-up doses of Td immunizations were given to 12 577 learners aged 6 years in 2019/ 2020; 9 611 learners
were immunised with the 12 years Td dose. A total of 16 496 learners were dewormed during routine health screenings
during the reporting year. Identified health problems appropriately managed and/or referred included: underweight 1 242;
overweight 4 541; speech problems 10 483; oral health 22 036; eye care 10 092; and suspected TB cases 157.
Human Papillomavirus (HPV) Vaccination Campaign 1st Dose and 2nd Dose
The HPV vaccination 2nd dose campaign was conducted at 1,496 Primary Schools and 72,261 Grade 4 girl learners were
vaccinated with their 2nd HPV Vaccine dose to protect them against cervical cancer in the future.
Nutrition
Feeding practices have a direct impact on the survival of babies, affecting nutritional status, growth and general health.
All health facilities must support mothers to breastfeed as a standard of care. In building staff capacity and assessing their
knowledge and skills in supporting mothers to breastfeed (capacity building should be linked with quality improvement),
472 health care professionals were trained on Lactation Management. 94% of hospitals and Maternity Obstetric Units in the
province retain their status of Mother and Baby-Friendly. Infants exclusively breastfed at DTaP-IPV-Hib-HBV (Hexavalent)
3rd dose were 25.9% in 2014/15 and 45.7 in 2019/20.
In the absence of a standard treatment protocol, mortality in children admitted to hospitals with severe acute malnutrition
increased. In providing an integrated approach for treating children with Severe Acute Malnutrition and Moderate Acute
Malnutrition, training was conducted to 553health workers.
Health care professionals and SAM clinical audits were conducted in all hospitals on implementation of the SAM treatment
protocol. The severe acute malnutrition (SAM) inpatient rate under 5 years was 1.7% (1350 cases) in 2014/15 and 1.5% (1846
cases) in 2019/20. The SAM death rate under 5 years was 9.5% (126 deaths) in 2014/15 and 5.9% (86 deaths) in 2019/20.
Food services in public health establishments aim to provide good quality, safe, adequate and culturally acceptable nutritious
meals to patients to promote patient recovery and reduce patient care costs and hospital stay. Food safety standards are
critical in our food service units, with NDOH audits conducted annually in the units. Audits at 30 facilities (Pholosong, Yusuf
Dadoo, Sebokeng and Kopanong Hospitals were exempted due to renovations) showed 18 kitchens above (90%) and 13
kitchens above (80%) the national threshold of 75%. Food service tenders for dairy products were finalised and allocated
to local upcoming township entrepreneurs, including women and youth, to revitalise the township economy. Final-year
students from Tshwane University of Technology were placed in food service units for six months’ in-service training.
Optimal nutrition during infancy and childhood is critical for optimal child health, growth and development. Community-
Based Nutrition Initiatives (CBNI), one of the programmes in the Integrated Nutrition Programme (INP), aims to promote
health and physical well-being in children through provision of nutritious meals, and growth monitoring and promotion at
crèches and pre-school children in need. Nutrition funding subsidises 1 005 ECD centres, with 45 484 beneficiaries, from
a total budget of R61 million (R6.17/child/day).
Overweight and obesity significantly increase morbidity and mortality. Obesity is one of the major public health concerns
facing South Africa and its impact and cost extend to individuals, families, communities, the health service and society
in general. Training was provided to 57 caterers on the Gauteng Treasury database, with special emphasis on healthy
meal provision in the workplace. DOH and GDE established an Obesity Mandate Committee for the development of the
Implementation Plan on Obesity Strategy, with the focus on learners in Grades R, 1, 4, 8 and 10. The number of overweight
learners is used as the baseline for estimating obesity in the targeted learner population which stands at 4 541.
Nutrition assessment and counselling should be extended to all care and treatment sites, in this regard, we screened 1
158 Clients, wherein 382 (33%) were found to be overweight and obese.
Food support is often the most visible nutrition intervention and attracts the greatest attention. Interdepartmental
collaboration with SASSA on providing food parcels benefited 3 653 under 5s presenting with moderate acute malnutrition
and underweight for age; the aim is to prevent progression to severe acute malnutrition in children under 5 years.
To maintain and enhance the knowledge and skills needed to deliver a professional nutrition service, the Department is
working with HEIs on dietician training and placed 49 students from Sefako Makgato University (SMU), the University of
Pretoria and North-West University Potchefstroom campus in internships in accredited training healthcare facilities.
EPI, vaccine-preventable diseases surveillance and cold chain management
Childhood immunization services are provided in all health facilities to reach the province’s immunization target of 98%. To
reduce the dropout rate to below 2%, all facilities are implementing a defaulter tracing system to track children who miss
their vaccinations. Health awareness is created in communities about the importance of having children vaccinated. During
the reporting year, training on EPI was carried out in all Health Districts and meetings held with private providers about
immunisation and data exchange.
Women’s Health
In 2015, 300 youth from the five health districts attended the Youth Indaba at NASREC during Youth Month. In 2019
financial year, 5000 youth attended the Indaba where the following themes were discussed: teenage pregnancy, teenage
violence, teenage suicide, teenage drug abuse and teenage HIV. Anova Health Institute sponsored the Department of
Health by bringing in well-known South African actors to dramatise the five themes and to dialogue with the youth on issues
that they had faced including gender-based violence and sexual abuse by relatives; they were linked with social workers
from the Gauteng Department of Education.
In 2017, learners from two schools in Orange Farm with a high rate of learner pregnancy in 2017 were visited and educated
about contraception. By 2019, there had been a slight decrease in learner pregnancy in the two schools. The Department
in partnership with, Anova and love-Life interacted with the learners about contraception and abstinence. A young person
from Ekurhuleni Health District appointed by the Minister of Health to participate in the national advisory group for two years
has since resigned; thus, Gauteng is not currently represented.
Reproductive And Women’s Health

Due to a national shortage of contraceptives including implants (with most expiring in November 2019), injectables and oral
contraceptive, the 2019/20. Various types of contraceptives were dispensed however shortages of the oral contraceptives
has been reported.
Contraception and Fertility Planning

Professional Nurses are trained in inserting and removing implants and intrauterine devices (long-acting reversible
contraceptives). These help to reduce the number of unintended and unwanted pregnancies. During the reporting period,
544 Professional Nurses and 215 Enrolled Nurses were trained in contraceptive and fertility planning.
Cervical Cancer Screening

Professional Nurses continued to be trained on the new method of obtaining cervical smear-liquid based cytology (LBC)
to reduce the incidence and prevalence of cervical cancer with early diagnosis and enrolment to care. A total of 386
Professional Nurses were trained on Liquid Based Cytology (Cervical cancer screening). Despite problems with delivery
of Liquid Based Cytology from the NHLS, the Cervical Cancer Screening rate was 58.1% 2019/20 against a target of 55%.
Termination of Pregnancy Services

During the year under review, 48 521 in 2019/20 terminations of pregnancy (TOPs) were conducted compared to 40 650
performed during the 2918/2019 financial year. Most were TOPs were conducted on the age group 15-19 years
Dr Yusuf Dadoo, South Rand, Kalafong, Tembisa, Bertha Gxowa, Heidelberg, Tembisa, Kalafong, Odi, Pholosong and
Carletonville hospitals continued to provide medical abortion as a strategy to reduce maternal deaths resulting from unsafe
(back street) abortions.
A range of target groups were provided different forms of training including training for Forty-Three Professional Nurses
on medical and surgical abortion and a refresher course and clinical updates. These courses were conducted by Ipas SA
in 2019 for Professional Nurses. Managers of the five Health Districts were orientated on TOP so that they can provide
support for the Professional Nurses providing TOP and improve access to TOP services. Debriefing of Professional Nurses
who provide TOP was conducted in November by Clinton Health Access Institute (CHAI) at the Mount Grace Hotel and
Conference centre.
Breast Cancer
Eleven hospitals offer mammography services: Chris Hani Baragwanath Hospital, Charlotte Maxeke Johannesburg
Academic Hospital, Helen Joseph Hospital, Rahima Moosa Hospital, Kalafong Hospital, Mamelodi Hospital, Steve
Biko Academic Hospital, Dr George Mukhari Academic Hospital, Tembisa Hospital, Thelle Mogoerane Hospital
and Sebokeng Hospital. In 2018/19, 47 444 mammograms were performed compared with 14 387 in 2019/20.
Steve Biko Hospital has no sonographers; those previously employed have transferred to the private sector.
PUBLIC HEALTH
Health Promotion
Health Promotion and Healthy Lifestyles outreach activities are conducted in a range of settings including clinics,schools,
creches, churches, taverns, workplaces, shopping malls, mines, taxi ranks and informal settlements. The purpose of the
Healthy Lifestyle programmes is to reduce NCDs by promoting physical activity, good nutrition (including reduction of
salt, sugar and fat intake), safe sexual behaviour, avoiding tobacco use and substance abuse and effective coping (stress
management). The programme operates through drives and participates in campaigns, events, community development
and health education activities. A total of 2 557 894 people were reached during these activations, exceeding the
provincial target of 2 500 000 people.
With the assistance of the African Medical and Research Foundation (AMREF), the Department developed and
distributed flipcharts, year calendars and No Smoking signs for the ten schools in Sedibeng Health District. The 2020
health calendar consisted of posters drawn up by learners with messages about healthy lifestyles that they have
learned in healthy lifestyle sessions.
A total of 60 Health Promoters and 40 EHPs were trained on the malaria flipcharts in Sedibeng, Ekurhuleni and Joburg
Districts. Health Promotion participated at the Albinism health summit on 12 September 2019 in collaboration with the
rehabilitation unit and the National Organization for Albinism and Hypopigmentation (NOAH). A number of action plan
activities were developed from the commissions at the summit.
During the reporting period, 8 245 Health Workers (245 Health Promoters/ Environmental Health Officers, 2 000
Assistant/Professional Nurses and 6 000 Community Health Care Workers) were trained on COVID-19 prevention.
TV screens project
The programme was involved during the TV screens project launched on 30 August 2019 by the MEC in partnership with
Aurum and Media Cliq at the Kwa-Thema CHC in Ekurhuleni District. Through this process, Media Cliq installed 276 TV
screens across the province as commissioned by the National Department of Health. Integrated health messages were
developed to be flighted on the screens according to the health calendar.
Non-communicable diseases
Early detection and treatment impact

During the financial year, 2 710 412 clients aged 40 and older were screened for diabetes and 2 523 998 40 for
hypertension. 40 287 new patients were diagnosed with diabetes and were started on treatment. Out of 2 406 569
hypertension patient visits, 2 007 256 (83.4%) had normal blood pressure below 140/90 mmHg; out of 608 221 diabetes
patient visits, 463 662 (76.2%) had normal blood glucose levels below 11.1 mmol.
Geriatric care
The Department of Health supports 67 Residential Facilities (Old Age Homes) which are subsidised by the Department
of Social Development. 93% doctor coverage was achieved in all of the subsidised facilities, with doctors visiting every
week and providing medical services. These facilities are also provided with medical supplies, oxygen therapy services
and dry dispensary which includes disposable napkins. Outreach programmes for comprehensive health screening was
conducted in 53 Residential Facilities.
Long term domiciliary oxygen therapy (LTDOT)

The LTDOT programme is a home-based oxygen therapy programme aimed at improving the quality of life for patients
diagnosed with Chronic Obstructive Pulmonary Diseases (COPD) or any medical condition secondary to COPD. During
the 2019/2020 financial year, the LTDOT programme registered 1 572 patients, of whom 8 were children who were
supplied with Portable Freestyle Oxygen Concentrators to assist them as they attend school or university.
Eye health
A total of 12 675 cataract operations were performed in 14 facilities during the financial year; thus, the Department
achieved its target of 11 450. A total of 21 005 patients with refractive error seen by an optometrist during the year
received spectacles.
Partnerships
In collaboration with the Brien Holden Vision Institute (BHVI), twelve optometrists graduated from a course in diagnostics
at the University of Johannesburg (UJ) in April 2019. The partnership with the university has resulted in the establishment
of a Low Vision clinic at Helen Joseph Hospital as well as a student training outreach eye clinic at the Riverpark clinic.
The Low Vision clinic is the first of its kind in the province and is a great step towards ensuring that low vision patients
have access to specialised optical assistive devices.
In May 2019, 22 optometrists were trained as trainers on the World Health Organization (WHO) Primary Eye Health
manual in Bonalesedi Nursing College.
Working with the South African National Council for the Blind (SANCB), the Department was able to screen 3 371 school-
going children from nine schools: Letlotlo, Winterveld, Setumokhiba, Kopa Dilalelo, Dr Sam Matsuenyane, Tswaing, H M
Baloyi and Siamisang in Tshwane Health District. Of these, 180 children were referred to an optometrist and 156 received
spectacles.
Awareness campaigns
In collaboration with the South African Optometric Association (SAOA), the province held a successful World Sight Day
celebration on 10 October 2019 at the Grace Bible Church where 561 people were screened and 450 received spectacles
after being seen by an optometrist. On 25 October, the department together with the BHVI, held the Drive for Sight Event
at Chivirikani Primary School in Ekurhuleni District during which a total of 200 scholars were screened for eye conditions.
Training
The province held a successful Primary Eye Health Diagnosis seminar on 3 and 4 December 2019 at the National Institute
for Communicable Diseases (NICD) auditorium. The 200 delegates included Primary Health Care managers, optometrists,
ophthalmic nurses, academics from UJ, the University of the Witwatersrand and the University of Free State as well as provincial
managers. The optometrists attending received six Continued Professional Development (CPD) points, accredited through UJ.
Communicable disease control and surveillance

South Africa is aiming to have eliminated malaria by 2023. Gauteng is not malaria endemic but carries a large burden of the
disease. Diagnosis of malaria is now being done at all PHC facilities using rapid diagnostic tests (RDTs), with used RDTs
sent to the Entomology Unit of the NICD for quality testing. Uncomplicated malaria cases are managed by nurses at local
clinics using Coartem. Complicated cases are referred to hospitals where use of the WHO-prescribed malaria management
IV Artesunate is strongly recommended. An increasing supporting role is being played by public travel clinics across the
province; the three Metros have fully functional travel clinics with plans underway to establish them in the other two districts.
The Notifiable Medical Condition (NMC) remains the pillar of communicable disease control. Real-time notification of
infectious diseases has been made possible with the use of the NMC application which is being continuously improved. All
outbreaks in the province are reported and attended to within 24 hours. In 2019, 27 outbreaks were reported in the province,
with 19 being foodborne outbreaks. Of these, 8 occurred in institutions, 6 in homes within communities and 5 within schools.
Annual influenza vaccinations were conducted in all districts, focusing on vulnerable groups: persons with chronic illnesses
and pregnant women, those aged 65 years and above, and residents of Old Age Homes and Rehabilitation Centres. In
2019, 270 000 influenza vaccine doses were procured, and 257 710 doses administered, culminating in a 95.4% coverage.
Environmental health services

Environmental health services are provided in all five districts as a Municipal Health Service. A total of 411 Environmental
Health Practitioners (EHPs) are augmented in all the public hospitals through 60 EHPs appointed to assist hospital
management to adhere to Environmental Health-related policies and legislation.
Food safety legislation is enforced through routine inspections and joint operations with law enforcement agencies; 64%
of 31 543 food premises were found to be compliant with legislation.
Six hospitals (Kalafong, PTW, Thelle Mogoerane, Sebokeng, Mamelodi and Bertha Gxowa) are participating in the Global
Green Healthy Hospitals (GGHH) programme aimed at reducing the carbon footprint in health settings. This is in line with
implementation of the National Climate Change and Health Adaptation Plan.
During the financial year, 25 EHPs were trained on Frontline Epidemiology through the National Institute for Communicable
Diseases (NICD).
Travel health services

The Department has established four Travel Clinics to date in its Metros. The relaunch of the Johannesburg Travel Clinic by
the Honourable MEC for Health Dr Bandile Masuku in August 2019 has been a great success.
A process is underway to establish the fifth travel clinic at Dr Yusuf Dadoo Hospital. Travel clinics provide services to other
government departments: The Department of International Relations and Cooperation (DIRCO) and the Department of Cooperative
Governance and Traditional Affairs (COGTA). During the financial year, travel clinics generated revenue of R585,772.92
A wide variety of travel vaccines are available, including Yellow Fever as the only vaccine regulated under the International
Health Regulations (2005). This vaccine can only be administered under strict regulation which includes licensing and
certification.
Malaria prophylaxis
The clinics offer two prominent treatment regimens that provides 85% protection against malaria if taken as directed by travel
practitioners. This assists the national strategy of eliminating malaria by 2023. Malaria prophylaxis is not free but is charged
at an affordable rate within the public service for travellers visiting malaria-endemic areas around the world. There was an
increase in the demand for malaria tablets during the financial year: 18 000 tablets of Proguanil and Atovaquone preparation.
Risk assessment and intervention

All travellers are assessed for destination-related risks and educated on how to deal with identified risks. Where possible,
travellers such as pregnant women are advised to postpone travel to malaria-endemic areas if possible.
Clinical Forensic Medicine

The average time that human remains spend at the Forensic Pathology Mortuaries before an autopsy examination is performed
is two days. Reducing the time as much as possible enables much-needed storage space for COVID-19-related remains.
Turnaround time of identified bodies is the average time body remains to spend at the Forensic Pathology Service Mortuary
from admission to release. Efforts will be made to reduce this to three days on average to help create much-needed space in
case of body-remains storage problems because of a surge in the number of COVID-19 related deaths. Measures are to be
put in place to promote the timeous release of laboratory results and post-mortem reports.
PERFORMANCE INDICATORS: PROGRAMME 2:
DISTRICT HEALTH SERVICES
Table 4.2.1: Performance Indicators: Sub-Programme 2.1: District Health Services
Strategic Programme Audited/Actual performance Target Actual Deviation Comment on
Strategic Provincial Indicators
Increase quality Number CHCs 29/32 30/32 30/32 30/32 32/32 2 Target
and access in providing 24- exceeded.
PHC facilities hour services During the
rendering 24 2019/20
hours service financial year,
provision in all two additional
CHCs; integration clinics began to
of mental health operate on a 24
services in 100% basis: Zola and
of PHC facilities Ebony Park
by 2019/20 Percentage of 100% 100% 100% 100% 100% 0 Target achieved.
PHC facilities (372/372) (369/369) (372/372) (372/372) Mental health
with integrated services
mental health screening is
services done in all
clinics.
Increase the Number of 719 754 791 780 781 1 Target exceeded
number of fully-fledged, because a team
fully-fledged, functional Ward of 10 CHWs
functional Ward Based Outreach was split into 2
Based Outreach Teams teams
Teams from 130
in 2013/14 to 780
targeted wards by
2019/20
Reduce Percentage of # # 58% 50% 50% 0% Target achieved.
Outpatient PHC Facilities (186/372) (186/372)
Department (OPD with average
and Accident treatment
and Emergency waiting times
Departments below agreed
waiting times benchmark of
across all facilities 100 minutes
by 60% in
2019/20
Improve Percentage # # 100% 100% 94.4% (5.6%) Target not
staff (health PHC facilities (372/372) (372/372) achieved
professionals and with staff because of low
administration: attendance of staff attendance
clerks, cleaners 90% and above in JHB District
& porters) attendance.
attendance This was
at OPD and mainly due to
Accident and delayed PILLAR
Emergency processes. CoJ
across all health must complete
facilities by 90% the PILLAR
in 2019/20 process
Increase Fixed Ideal clinic 59% 78 89.2% 80% 93.0% 13.0% Target exceeded
PHC clinics with status rate (217/372) (306/369) (330/370) (297/372) (334/359) due to Improved
ideal clinic status SCM support.
to 80%; 100% of Procurement
PHC facilities and is done in bulk,
district hospitals improving
compliant with availability of
national core supplies and
standards and Ideal Clinic
complete self- compliance.
assessments in
100% hospitals
and >95% of
PHC facilities by
2019/20
Reduce the PHC Utilisation 1.6 1.5 1.5 1.5 1.5 0 Target achieved.
number of primary rate - Total1 (21079658/ (21 320
care patient cases 14104242) 348/14 590
that are seen at 652)
regional, tertiary
and central
hospitals by
20% in 2019/20
to increase
utilisation of PHC
services
Percentage Complaints 95.9% 95.9% 96.1% 95% 98% 3% Target achieved.
complaints within resolution within (2080/2165) (2110/ (1674/1708) The Provincial
25 working days 25 working days 2231) Customer
will be over 95% rate (PHC) Complaints
by 2019/20 Unit conducted
support visits
to health
facilities to help
strengthen the
complaints
management
system.
Table Table 4.2.2: Performance Indicators: Sub-Programme 2.2: District Hospitals

Strategic Programme Audited/ Actual performance Targets Actual Deviation Comment on
Objectives Performance 2019/20 2019/20 deviation
Statement Indicators
2016/17 2017/18 2018/19
Strategic Objective / Provincial Indicator
Reduce Percentage of # 75% 91.6% 91.6% 91.6% 0% Target achieved due
Outpatient hospitals with (9/12) (11/12) (11/12) to facility visits and
Department OPD average support on how to
(OPD), Accident treatment record waiting times
and Emergency waiting times
Departments below agreed
waiting times benchmark of
across all 180 minutes
facilities by 60%
in 2019/20
2016/17 2017/18 2018/19
Improve Percentage # # 100% 100% 92% (8%) Target not achieved.
staff (health of hospitals (12/12) (12/12) (11/12) One hospital
professionals with staff (Bronkhorstspruit)
and attendance of did not report on
administration: 90% and above staff attendance.
clerks, cleaners Training requested
& porters) from OHS for these
attendance hospitals.
at OPD and
Accident and
Emergency
across all health
facilities by 90%
in 2019/20
The compulsory core set of priority indicators
Improve Average 4.4 days 4.4 days 4.1 days 4.52 days 4.2 days 0.3 days Target achieved.
efficiency of Length of Stay (662 745/161 (671076.5
district, regional, (DH) 050) /159981)
tertiary and Inpatient Bed 65.1% 66.9% 68.1% 70% 70% 0% Target achieved.
central hospitals Utilisation Rate (662 745/973 (671076.5
by reducing (DH) 835.46) /955887.66)
average length Expenditure R2766 R3198 R3 339.3 R3629 R 3 525 R104 Target achieved
of stay ranging per PDE (DH) (3307 834 (3635327890
between less 273/990 568) /1031430.8)
than 4.5 days
to 8 days;
increasing
bed utilisation
ranging between
70% to more
than 80% and
decreasing
expenditure per
PDE in hospitals
by 2019/20
Percentage Complaint 97.3% 99.4% 99.1% 95% 97.8% 2.8% Target exceeded.
of complaints Resolution 529/534 (591/619) (500/511) The Customer Care
resolved within within 25 Unit conducted
25 working days working days support visits and
will be 95% by rate (DH) offered training to
2019/20 institutions.
Table 4.2.3: Performance Indicators: Sub-Programme: HIV, STI & TB
2016/17 2017/18 2018/19
Strategic Objective / Provincial Indicator
Reduce Transmission 1.7% 0.99% 1.19% <1.38% 0.71% 0.67% Target achieved.
Mother rate from (656/55147) (292/41294) The programme is
to Child mother to on track to eliminate
child mother to child
transmission and
will continue to
encourage pregnant
mothers to book
early. All districts
are encouraged
to intensify infant
diagnosis and data
management for
around ten weeks
Increase Female 6.89 m 7 289 873 5,091,314 5 491 314 4 867 267 (624 047) Target not achieved
number condom due to low demand
of female distributed for female condoms
condoms in comparison to
distributed male condoms.
annually Action Plan: Roll
from 1 451 out additional
696 to over demand-creation
5 491 314 workshops to
by 2019/20 improve the
marketing and
uptake of female
condoms.
Increase Total new 189611 195300 185 700 176 475 207 360 30885 Target exceeded.
the clients naive Joint efforts
proportion started on by district
of HIV ART management,
positive staff and partners
population assisted with
on ARV improving provincial
from 80% performance. JHB,
in 2013/14 Ekurhuleni and
to 90% by Sedibeng exceeded
2019/20 their targets
whilst Tshwane
and West Rand
underachieved.
To continue
implementing
Operation
Phuthuma and other
strategies to reach
90-90-90 targets.
Programme Performance/Customized Indicators (Sector Indicators)
2016/17 2017/18 2018/19
90% of all ART client 806 993 927 825 1037212 1 182 094 1 134 719 (47375) Target not reached
people with remains on due to highly mobile
diagnosed ART end of community which
HIV month -total has remained a risk
infection to attaining optimal
will receive retention in care.
sustained Clients frequently
move to their
respective
provinces and
countries without
formal transfer
Action Plan:
Continue with the
acceleration of
ARV treatment
and retaining
patients including
implementation of
the’ Welcome back”
campaign strategy’.
TB/HIV co- 90.3% 97.5% 88.2% 90% 61.7% (28.3%) Target not achieved
infected client (17690/ (31300/ (10811/ due to policy
on ART rate 20051) 34711) 17532) changes which
affected the formula
and measurement
from June 2019: no
longer measuring
the total number of
TB/HIV co-infected
patients on ART
irrespective of
CD4 and timing
of initiation; only
measuring newly
diagnosed co-
infected started
on ART within 2-8
weeks after starting
TB treatment, based
on client’s CD4 cell
count; no alignment
of the indicator was
done. An additional
indicator of eligibility
will be affected by
HISP as a corrective
measure.
Action Plan: The

programme will
monitor the initiation
of ART to all eligible
clients within 2-8
weeks after starting
TB treatment.
2016/17 2017/18 2018/19
Increase HIV test is 3072634 3 082 921 3 253 783 3 296 241 5 174 748 1 878 507 Target exceeded.
number done - total This is attributable
of people to implementation
tested of Operation
for HIV Phuthuma towards
including the 90-90-90 targets
pregnant including partner
women support and GP
from 3 funded CBOs’
257 478 in efforts.
2013/14 to
3 296 241
by 2019/20
Increase Male condom 196062536 19 034 748 172 953486 220 mil 135 857 486 (84 142 Target not achieved
number distributed 514) due to stock
of male shortages. There
condoms was an inconsistent
distributed supply of male
annually condoms that
from 69 contributed to low
480 738 condom distribution.
to 220
million by Action Plan:
2019/20 National Treasury
and NDOH to
monitor the situation
including the long
process for SABS
approval and other
problems with
the procurement
process.
2016/17 2017/18 2018/19
Increase Medical male 112 994 112 608 102 325 149 221 75 789 (73 432) Target not achieved
number circumcision - due to withdrawal
of men Total of funding by
medically USAID leading to
abrupt cessation
of onsite support
by subcontracted
service providers.
Action Plan:
11 general
practitioners
contracted and
commenced on
1 July 2019 to
conduct VMMC.
This covered only
the three Metros:
Tshwane: 2GPs,
Ekurhuleni: 3GPs,
Johannesburg:
6GPs.
Action Plan:
To continue
contracting other
service providers
and expansion
to the remaining
districts.
Increase TB client 89% 87.4% 84.2% 90% 95.2% 5.2% Target exceeded
percentage 5yrs and (43400/ (22218/ due to data
of people older start on 48211) 23330) verification and
treated for treatment rate validation support
TB from visits. Continue
84% in data validation and
2013/14 verification in the
to 92% facilities.
of total
population
with HIV by
2019/20
Increase TB client 87.5% 84.2% 84% 90% 81.6% (8.4%) Target not achieved
TB treatment (30 998/ (28705/ (43390/ (27955/ due to unfavourable
treatment success rate 36 800) 34190) 48211) 34101) factors: high loss
success to follow up rate
rate from due to highly
84.5% in mobile community;
2013/14 incorrect and
to 90% by unreliable patient
2019/20 provided contact
details.
Action Plan: WBOT

and tracer nurses
to trace all loss to
follow up patients
using the loss to
follow up too: to be
used to capture the
outcome of tracing.
2016/17 2017/18 2018/19
Increase TB client lost 5.2% 6.3% 6.3% 5.5% 9.4% (3.9%) Target was not
the to follow up (2318/ (2149/ 34190) (2672/ (3216/ 34101 achieved due
percentage rate 36800) 48211) to highly mobile
of people community in the
cured of TB province.
from 83%
in 2013/14 Action Plan: To
to 85% by continue conducting
2019/20 by campaigns and
reducing radio talk shows to
lost to increase knowledge
follow-up on TB and reduce
rate from stigma. WBOT
5.1% to and tracer nurses
5.5% by to trace all loss to
2019/20 follow up patients
using the loss to
follow up tool:
these to be used
to capture the
outcome of tracing.
Decrease TB client 4.4% 6.2% 6.3% <5.5% 7.1% (1.6%) Target not achieved
TB death death rate (2159/34190) (2624/ (2400/ 34101) due to late
rate from 48211) presentation of
6.1% in patients at health
2013/14 to facilities.
<5.5% by
2019/20 Action Plan:
Advocacy,
communication and
social mobilisation
to be strengthened
through the use of
media encouraging
the community to
use health facilities
as the first level of
care. Continue to
conduct workshops
with traditional
healers.
2016/17 2017/18 2018/19
Increase TB MDR 56% 52.3% 58% 60% 55.1% (4.9%) Target not reached
percentage treatment (199/343 (702/ 1275) due to unfavourable
of patients success rate outcomes: high loss
with to follow up rate and
MDR-TB high death rate.
started on
treatment Action Plan:
from 45% To continue with
in 2013/14 implementation of
to 80% by shorter regimen
2019/20 (9-12 months) vs
and 24-36 months as
success patients remain
rate from on treatment and
40% in finish the course
2013/14 successfully as a
to 60% by result.
2019/20
WBOT and tracer
nurses to trace all
loss to follow up
patients using the
loss to follow up
tool; these to be
used to capture the
outcome of tracing.
HIV/AIDS and STIs
Strategies to address areas of underperformance
The province is devising more effective strategies to address perpetual areas of underperformance. These include accelerating
achievement of the 90-90-90 strategy through the Siyenza and Operation Phuthuma campaigns. The province is also fully
implementing the Ministerial 10-Point Plan and training and certification of NIMAART nurses and clinicians remain a key
priority.
Total clients remaining on ART (TROA); strengthening the CCMDD programme; implementing spaced and fast lanes;
adherence clubs; increasing external pick up points; decanting stable patients; and implementing the “Welcome Back”
campaign to decrease the percentage of defaulters are among the strategies to be enforced to address poor performance.
The need to reduce waiting times through improving the filing system, monthly data reviews and reporting on the status of
performance cannot be quantified. Each of the five Districts and all health facilities in the province have developed quality
improvement implementation plans to address the above-mentioned interventions. The quality improvement implementation
plans will be monitored weekly through supportive supervisory visits.
Uptake of HIV services remains a challenge and the province is intensifying and scaling-up index testing, community-based
testing, testing points and modalities as part of the Universal Test and Treat strategy. Men, adolescent girls and young women
(AGYW) remain a key priority focus area for the programme and the province is expanding the roll out of extended operating
hours and “Sharp Left” facilities to enable men and youth to access these services after hours. Workplace wellness-based
testing services remain a key strategy and youth-friendly services have been rolled out across the province. More efforts are
being focused on accelerated initiation and linkage to care to minimise and reduce loss to follow up among those started on
treatment.
TB Control Programme
The TB Control Programme continues to work with its strategic partners to improve programme performance. One of the
key strategic interventions is allocation of TB targets to all facilities and using the facility headcount to monitor TB screening
services. TB focal persons continue to work with all facilities to ensure a stable and consistent roll-out of TB services. The
key areas requiring urgent attention include continued high loss to follow up and the high TB death rate. The programme is
collaborating with WBOTs in tracing HIV and TB defaulters and bringing them back into treatment. Special interventions in TB
HTA include advocacy, communication and social mobilisation involving community partners, including TB activists, traditional
healers and faith-based organizations. Ground-breaking clinical work on improving TB and DR TB treatment regimens is
being conducted. New TB drugs are being approved and rolled out to improve TB and DR treatment outcomes. TB data
reporting and verification remain key focal areas. Regular and continuous visits are made to sub-districts and facilities to
address data issues and reporting.
Table 4.2.4: Performance Indicators: Sub-Programme 2.4: Maternal, Child And Women’s Health And
Nutrition
2016/17 2017/18 2018/19
Programme Performance /Customized Indicators (Sector Indicators)

Reduce in- Maternal 119.2/ 108.5/ 122.8/ 100 000 <90/ 102.9 per (12.9 per Target not
facility maternal mortality in- 100 000 100 000 live births 100 000 100 000 100 000) achieved due to
mortality ratio facility ratio live births live births live births live births hypertension in
from 143 in pregnancy.
2013/14 to <90 Action Plan:
per 100 000 Implement
live births by the national
2019/2020 and provincial
improvement
plans on
maternal health.
2016/17 2017/18 2018/19
Reduce Neonatal 10/1000 13.6/1000 13/1000 live <13 / 1 000 12.4 per 0.6per The target was
neonatal death in- live births live births births live births 1000 live 1000 live achieved due
in-facility facility rate6 (2 228/ births births to increased
mortality rate 202 528) training on the
from 15/1,000 Management
live births in of Small and
2013/14 to Sick New-borns
<13/1,000 (MSSN)
live births by
2019/20
Increase Antenatal 1st 58.4% 61.4% 64.7% 66% 66.5% 0.5% The target was
number of visit before 20 (173316/ (161060/ (180229/ achieved due
mothers whose weeks rate 268008) 244030) 271224) to an increase
first antenatal in the number
visit is before of primary
20 weeks healthcare
from 43.7% facilities
in 2013/2014 providing daily
to 66% by antenatal care
2019/20 services.
Action Plan:
Continue with
supportive
supervision and
monitoring visits
to healthcare
facilities.
Improve
pregnancy
household
testing by
WBOTs and
appropriate
referral for first
antenatal care
booking.
increase the Mother 85.9% 70.8% 75.1% 75% 85.5% 10.5% Target exceeded
number of postnatal visit (166728 (172741/ (180000/ due to improved
mothers visited within 6 days /222115) 203225) 210544) reporting as
within 6 days rate a result of
of delivery of sensitisation
their babies of hospital
from 86.5% in managers to
2013/14 to 75% report mothers
by 2019/20 with babies
admitted in
hospitals: visiting
mothers, lodger
mothers.
Action Plan:
Continue with
supportive
supervision and
monitoring visits
to healthcare
facilities.
2016/17 2017/18 2018/19
Reduce Antenatal 94.8% 94.7% 96.9% 97% 97.7% 0.7% Target achieved
mother to child clients started (28982 (8350/ due to data
transmission on ART rate /29920) 8609) verification
of HIV from and validation
2% to <1.3% support visits.
at 10 weeks
after birth and Action Plan:
from 3,1% to Continue data
less than 2% validation and
at 18 weeks verification in
by increasing the facilities.
antiviral Strengthen early
coverage bookings of
among antenatal clients.
pregnant Infant 1st 1.7% 0.99% 0.73% <1.3% 0.71% 0.59% Target achieved.
women living PCR test 527/36541 294/ 40251 (166/ (292/
with HIV from positive 131118) 41294)
81% to 98% by around 10
2019/20 weeks rate
Sustain Immunisation 96.7% 77% 84.3% 98% 87.3% (10.7%) Target not
immunisation under 1 year 200139 (221 437/ 197525/ (227222/ achieved due to
coverage coverage /259772 262 623) 201556 256733) irregular supply
at 98% for of vaccines. All
children under tenders are based
1 year by at NDoH.
2019/20
Action Plan:
Follow up on the
research results
on the correct
under 1 year
population and
develop a catch-
up plan based on
research findings.
Increase Measles 105.7% 74.5% 77.2% 98% 79.9% (18.1%) Target not
measles 2nd 2nd dose (189446/ (202 725/ 262 (199884/ (205414/ achieved due to
dose coverage coverage 254306) 623 203963) 256733) irregular supply
from 85% of vaccines all
to 98% by tenders are
2019/20 based at NDoH.
Action Plan:
Follow up on the
research results
on the correct
under 1 year
population and
develop a catch-
up plan based
on research
findings.
2016/17 2017/18 2018/19
Decrease child Diarrhoea 1.7% 2.3% 2.1% <2.2% 1.7% 0.5% Target achieved.
(under 5 years) case fatality (88/4205) (71/3189) (88/5191) Community
diarrhoea under 5 years IMCI training is
case fatality rate provided and
rate from 3% health promotion
in 2013/14 and education
to <2.2% by through
2019/20 community radio
stations on
household the
management
of diarrhoea.
Training of
nurses and
doctors on
IMCI. To further
strengthen the
intervention,
Oral Rehydration
Corners in
healthcare
facilities and
IMCI training will
be provided.
Decrease child Pneumonia 1.5% 2.6% 2.8% <3.4% 1.8% 1.6% Target achieved.
(under 5 years) case fatality (132/4678) 93/3861 (116/ Community
pneumonia under 5 years 6532) IMCI training is
case fatality rate provided and
rate from 1.9% health promotion
in 2015/16 and education
to 3.4% by through
2019/20 and community radio
severe acute stations on
malnutrition household the
case fatality management
rate from 12% of pneumonia.
in 2013/14 Training of
to <7.4% by nurses and
2019/20 doctors on
IMCI. To further
strengthen the
intervention
in healthcare
facilities and
IMCI training will
be provided.
2016/17 2017/18 2018/19
Decrease child Severe acute 6.5% 6.2% 6.8% <7.4% 6.4% 1% Target achieved.
(under 5 years) malnutrition (105/1544) (94/1276) (94/1472) Death review
pneumonia case fatality is conducted
case fatality under 5 years for each death
rate from 1.9% rate to monitor
in 2015/16 implementation
to 3.4% by of management
2019/20 and protocols thus
severe acute providing on-
malnutrition site training.
case fatality To further
rate from 12% strengthen
in 2013/14 monitoring,
to <7.4% by supportive
2019/20 supervision and
monitoring of
implementation
of protocols
and proper
classification will
continue.
Increase School Grade 72736 83402 88 200 80 000 74222 (5778) Target not
coverage 1 learners achieved.
of Grade 1 screened Insufficient
learners’ health dedicated school
screening in health nurses
Quintiles I – 5 were employed.
public primary Nurses are
schools from appointed
20% to 60% during the
and Grade HPV campaign
4, 8 and 10 (during March
learners’ health and September).
screening These contracted
(annualised) nurses do not
in Quintiles have time to
1 -2 from work on routine
10% to 20% screening
respectively by services.
2019/2020
Action Plan:
Increase
appointment of
school health
nurses
School Grade 25121 46612 48 818 40 000 54357 14357 Target achieved.
8 learners More focus was
screened7 given to Grade 8
learners.
Reduce the Delivery in 10 4.8% 8.1% 6.7% 10% 18454/ 7.5% 2.5% Target achieved.
levels of to 19 years in 14920/222115 184540 (15882/
unwanted facility rate 210544)
pregnancies in
10 to 19 years
from 5.7% to
4.2%
2016/17 2017/18 2018/19
Increase couple Couple year 41% 54.1% 55% 60%8 44% (16%) Target not
year protection protection rate 252235/ (1753528/ achieved
rate from 24.9% (int) 420393 3972082) because
in 2013/14 suppliers were
to 55% by unable to meet
2019/20 their contractual
obligations in
terms of the
NDoH Tender.
Action Plan:
Conduct social
mobilisation on
LARC; monitor
and follow-up
supplies with
NDOH tender
including training
of healthcare
providers on new
skills on LARC
Increase Cervical 50.3% 47.4% 52% 55% 58.2% 3.2% Target achieved
cervical cancer cancer (213476/ due to supportive
screening screening 365499.3) supervision and
coverage coverage, 30 monitoring of
from 41.7% in years and liquid-based
2013/14 to 55% older consumables.
of women by Nurses were
2019/20 trained on how
to collect pap-
smears. Not
all clinics were
providing this
service; they
are now offered
throughout all
facilities
Increase HPV 1st dose 77919 51352 65 543 62000 21527 (40473) Target not
HPV vaccine achieved. The
coverage rate limited number
from 87.1% of school health
for 1st dose nurses affected
to 80% by the ability to
2019/20 cover all primary
schools
Action Plan:
Proposal for the
employment of
dedicated school
health teams to
be submitted as
per ISHP policy.
2016/17 2017/18 2018/19
Increase HPV 2nd 50208 57150 61 031 50 000 74633 24633 Target achieved
HPV vaccine dose due to the
coverage rate appointment of
for 2nd dose retired nurses.
to 80% by
Proposal for the
employment of
dedicated school
health teams to
be submitted as
per ISHP policy.
Decrease child Vitamin A 12 61.5% 50.5% 55.1% 57% 52.6% (4.4%) Target not
(under 5 years) - 59 months (1067632/ achieved due to
severe acute coverage 2026062) irregular Vitamin
malnutrition A supplies
case fatality
rate from 6.1% Action Plan:
in 2013/14 to Health Districts to
57% by 2019/ conduct outreach
catch-ups.
# Refers to the new indicator where baseline data was not collected in that financial year
MCWH areas of underperformance

With the assistance of the clinical governance team of neonatologists, DCST and O&G specialists, the Maternal, Child and
Reproductive Health programme is working on a number of interventions, including finalising its improvement plan which will
focus on neonatal health and further reductions of maternal deaths particularly in women who develop hypertension during
pregnancy
Table 4.2.5: Performance Indicators: Sub-Programme 2.5: Disease Prevention

Objective 2016/17 2017/18 2018/19 2019/20 2019/20 deviation
Statement
Reduce Cataract 13 363 13 693 957.3 11 450 12 995 1 545 Target achieved
Decrease surgery due to high volume
cataract performed surgery at the Bheki
surgery from Mlangeni dedicated
13919 in cataract surgery
2015/16 to 11 theatre including
450; malaria weekend cataract
case fatality surgery marathons
rate reduced conducted in
to <1% by collaboration with
2019/20 the Islamic Medical
Association (IMASA)
Reduce post- Post-mortem 3 days 3 days 2 days 2 days 2 days 0 Target achieved.
mortem and turnaround
mortuary time
body release
of identified
bodies
turnaround time
to 4 days
Objective 2016/17 2017/18 2018/19 2019/20 2019/20 deviation
Statement
Reduce post- Mortuary 6 days 4 days 5 days 4 days 4 days 0 Target achieved.
mortem and body release
mortuary turnaround
body release time
of identified
bodies
turnaround time
to 4 days
Malaria case 2.3% 1.5% 1.4% <1% 1.3% (0.3%) Target not
fatality rate (18/1280) (16/1600) (22/1757) achieved due to
late presentation
of malaria cases in
facilities
Action Plan:
Monitor and support
the continuous
implementation
of malaria rapid
diagnostic tests
within PHC facilities.
Strengthen the
use of the malaria
drug Coartem
for treatment of
uncomplicated
malaria in PHC
facilities. Targeted
malaria risk
communication to
hot spot areas to be
intensified before the
start of the malaria
season.
Increase the Sexual 100% 100% 99% 100% 99% (1%) Target not achieved.
percentage assault (6330/6357) Some eligible
of sexual prophylaxis patients refuse ARV
assault victims rate treatment for various
receiving reasons which affect
prophylaxis performance. Poor
treatment data collection and
from 84.5% management are still
in 2015/16 a challenge in some
to 100% in districts.
2019/20
Action Plan:
Improve awareness
about the importance
of PEP ARV
treatment among
the victims of sexual
assault. Develop/use
a tool to interrogate
the reasons for
refusing PEP ARVs.
Implement a survey
to understand the
reasons (e.g. social,
psychological,
clinical, economic)
for refusing PEP ARV
treatment. Improve
data management.
Conduct a survey
to understand the
reasons (e.g. social,
psychosocial,
clinical) for not taking
treatment.
The use of malaria rapid diagnostic tests by nurses at PHC facilities has prompted more training on their use to ensure
correct readings leading to correct case management at the facility level. Rapid diagnostic test strips are to be taken to
the Entomology Unit for quality testing to ensure that the prescribed treatment is the correct one. Malaria death audits are
conducted on all patients who die from malaria to identify weaknesses in the programme and to strengthen it through relevant
training. The most common cause of high fatality rates is late presentation by patients to health facilities.
Targeted malaria risk communication to communities is to be intensified, particularly before the start and at the end of the
malaria season. At the start of public holidays, education should include recognition of signs and symptoms of the disease
when returning from endemic areas, self-protection from mosquito bites by using mosquito repellents, wearing long-sleeved
clothing after dusk, early presentation to health facilities when not well and taking chemoprophylaxis before visiting these
areas. Malaria awareness events are also organised by health promoters to target communities with high malaria caseloads.
Table 4.2.6: District Health Services Expenditure Tables

Sub-Programme Name 2019/20 2018/19
Final Actual (Over)/ Final Actual (Over)/Under
Appropriation Expenditure Under Appropriation Expenditure Expenditure
Expenditure
R’000 R’000 R’000 R’000 R’000 R’000
District Management 690,759 676,273 14,486 505,175 527,767 (22,592)
Community Health Clinics 2,502,946 2,365,449 137,497 2,472,905 2,382,980 89,925
CHCs 2,118,456 1,970,765 147,691 2,001,669 1,941,214 60,455
Community Based Services 2,310,909 2,191,503 119,406 1,996,989 2,082,026 (85,037)
HIV, AIDS 4,984,690 4,862,623 122,067 4,465,616 4,096,480 369,136
Nutrition 58,627 58,589 38 58,548 55,993 2,555
Coroner Services 260,627 245,116 15,511 240,133 225,305 14,828
District Hospitals 3,630,667 3,525,137 105,530 3,332,882 3,204,715 128,167
16,557,681 15,895,455 662,226 15,073,917 14,516,480 557,437
4.3 PROGRAMME 3: EMERGENCY MEDICAL SERVICES
To render pre-hospital Emergency Medical Services including Inter-Hospital Transfers and Planned Patient Transport services.
· Emergency Transport
Rendering Emergency Medical Services including Special Operations, Communications and Air Ambulance services.
· Planned Patient Transport
Rendering Planned Patient Transport including local outpatient transport (within the boundaries of a given town or local
area) and inter-city/town outpatient transport (to referral centres)
Strategic Objectives
· Improved patient experience of care

· Improved clinical services
Sub-programmes
· Emergency Transport
· Planned Patient Transport
GDoH Emergency Medical Services (EMS) successfully provincialised City of Johannesburg Emergency Management
Services on 1 January 2020. The aim is to be able to provide world-class African EMS to our clients without any limitations
and/or exclusions to the right to pre-hospital emergency services.
Training and Development

Through a partnership between Sefako Makgatho University, GDoH and Lebone College of Emergency Care, Gauteng EMS
has successfully educated 24 graduates of the Higher Certificate (HC) Emergency Care Assistant (ECA) programme. The
province is the first in the country to have this qualification. In line with the new Clinical Practice Guidelines (CPGs) from the
Health Professions Council of South Africa (HPCSA), EMS completed updates of all its Basic Ambulance Assistant (BAA) and
Intermediate Life Support (ILS) staff. Through annual refresher and update courses, it maintains a standard baseline for all
staff, in line with Performance Development contracts and the prescripts of minimum clinical governance.
Fleet
As part of its programme to improve service delivery and to keep up with operational demands and call volumes in the
province, during the 2019/2020 financial year EMS procured an additional 205 Combined ILS/Obstetric ambulances, 20 Multi-
Purpose Vehicles(MPVs), 20 Planned Patient Transporters(PPTs), 16 Primary Response Vehicles(PRVs) and 4 Light Motor
Vehicle Rescue(LMVR) Units.
Human Resources
EMS achieved it Vision 2020 goal which aimed to have in place an Intermediate Life Support service. EMS continues to attract
key skills; in the reporting year, human capacitation was 15 Advanced Life Support personnel, 15 Basic Ambulance Assistants
and 79 Intermediate Life Support personnel. A sessional medical practitioner has been employed to strengthen the Employee
Health and Wellness team and provide Employee Wellness services: counselling, medical consultations and assessments
and referrals to other health practitioners.
Infra-structure
Infra-structure in EMS has increased to 50 EMS stations of which two are satellite stations. The two satellites are
not purpose-built. EMS has also carried out minor renovations at the following stations: Mohlakeng, Laudium,
Magalies, Mamelodi, Temba and Chris Hani Baragwanath to meet the minimum Occupational Health and Safety (OHS)
requirements.
Challenges
· Human Resources: staff attrition in specific scarce skill categories
· Sporadic attacks on and robberies of ambulances
· Infra-structure limitations i.e. purpose-built EMS stations
· Outdated EMS structure in relation to the population trends in the province.
Table 4.3.1: Performance Indicators: Programme 3: Emergency Medical Services
Strategic Objective Programme Audited/actual performance Target Actual Deviation Comments on
Statement Performance 2019/20 2019/20 deviation
Indicator 2016/17 2017/18 2018/19
Improve EMS response EMS P1 urban 65.3% 81.2% 75% 78% 82.8% 4.8% Target has been
time for P1 patients response exceeded due to
within 15 minutes for under 15 provincialisation
primary calls in urban minutes rate of City of
areas from 77.4% to Johannesburg
78% and within 40 EMS and the
minutes in rural areas for opening of new
primary calls to 100% and satellite EMS
stations
EMS P1 rural 97.2% 100% 100% 100% 100% 0% Target achieved
response
under 40
minutes rate
Reduce utilisation rate EMS inter- 29.1% 32.3% 20% 15% 35.6% (20.6%) Target not
of inter-facility transfer facility achieved.
clients from 31.2% in transfer rate There has been
2013/14 to 15% by increased demand
2019/20 from institutions
due to high
diversions of
EMS by facilities
attributed to lack
of bed space
and specialist
availability.
Human Resources: Scarce Skills
· Allowing walk-ins/online applications to fast track selection and recruitment into Gauteng EMS.
Paramedic Attacks and Robberies
· Partnership with Community Policing Forums (CPFs) to assist EMS in hostile and hotspot areas.
· Installation of panic buttons through the tracking device.
· Internal circular addressing scene survey and environment scanning of calls.
Infrastructure: EMS bases

· Engaged with Infra-Structure Management to prioritise building of EMS bases.
EMS Organisational Structure
The EMS organisational structure has been reviewed and is awaiting funding and approval.
Table 4.3.2: Emergency Medical Services Expenditure Tables

2019/20 2018/19
Sub-Programme Name Final Actual (over)/Under Final Actual (over)/Under

Emergency Transport 1,341,503 1,424,067 (82,564) 1,253,364 1,168,905 84,459

Planned Patient
Transport 200,211 115,714 84,497 169,839 161,603 8,236
1,541,714 1,539,781 1,933 1,423,203 1,330,508 92,695
4.4 PROGRAMME 4: PROVINCIAL HOSPITAL SERVICES
To provide specialist services to regional hospitals, TB hospitals, psychiatric/mental hospitals, dental training hospitals and
other specialised hospitals.
Sub-programmes
· General (regional) hospitals

· Tuberculosis hospitals
· Psychiatric hospitals.
With regard to the efficiency indicators, ALOS and c/PDE were within the target. The BUR was 7% above target mainly
because five regional hospitals reported a BUR higher than 90%
The complaints resolution within 25 working days rate achieved was 96.5% compared with a target of 95%. There has been a
reduction in complaints received from 1071 in 2018/2019 to 827 in 2019/2020. Staff compliments by patients have increased,
with compliments about good service delivery at facilities.
There has been a significant decrease in the number of complaints received in both regional and specialised hospitals. Those
relating to specialised hospitals decreased from 81 in 2018/19 to 29 in 2019/20 and in the case of regional hospitals from 1071
to 827. This can be taken as an achievement; at the same time, it should be explored to see if all processes were applied
correctly so that in future no important stakeholder concerns are missed.
The reduction in the number of complaints may relate to the support visits by the Provincial Complaints Units to healthcare
facilities to train staff on the processes for dealing with complaints. The Department takes complaints as learning opportunities
which assist in improving patient experience of care; therefore tracking every complaint is essential for improvement of care.
Waiting times at all hospitals at these relevant levels of care were within set targets, which is very encouraging; however, the
hospitals will be continuously encouraged to improve performance further as waiting times form an important pillar of positive
patients’ experiences.
Regional Hospitals
Regional hospitals form an integral component of health delivery and are the interface between district hospitals and the more
specialised Tertiary Hospitals. There are nine regional hospitals across the five districts. The three key performance indicators
are: Bed Utilization Rate (BUR), Average Length of Stay (ALOS) and cost per Patient Day Equivalent (c/PDE).
Overall, the regional hospitals have BURs and ALOSs above the norm and c/PDEs below the target. This picture is in keeping
with a busy, underfunded platform.
BUR: The expected BUR for regional hospitals is 80%. Of the nine regional hospitals, three had BURs within the norm:
Leratong, Pholosong and Rahima Moosa hospitals. The other six regional hospitals had BURs above the expected 80%:
Edenvale, Far East Rand, Mamelodi, Sebokeng, Tambo Memorial and Thelle Mogoerane hospitals.
ALOS: The expected ALOS for regional hospitals is five days. Of the nine regional hospitals, one (Mamelodi hospital) attained
the norm. Four had ALOSs above the norm: Leratong, Sebokeng and Tambo Memorial and Thelle Mogoerane hospitals.
The remaining four regional hospitals had ALOSs below the norm: Edenvale, Far East Rand, Pholosong and Rahima Moosa
hospitals.
c/PDE: The expected target for regional hospitals is R3,762. One of the nine hospitals (Mamelodi hospital) met the target.
Six had c/PDEs below the target: Far East Rand, Leratong, Pholosong, Sebokeng, Tambo Memorial and Thelle Mogoerane
hospitals. Two had c/PDEs above the target: Edenvale and Rahima Moosa hospitals.
Challenges
Transition periods in any system are often not easy at the beginning. Challenges relate to alignment of complaints from the
DHIS and Ideal Clinic system which may have led to the reduction of complaints. The somewhat slow progress in training and
coordinating these important and related platforms is being addressed.
Performance indicators: Programme 4: Provincial Hospitals
Table 4.4.1: Sub-Programme: General Regional Hospitals: Edenvale, Leratong, Sebokeng, Tambo Memorial,
Rahima Moosa, Thelle Mogoerane, Far East Rand, Pholosong, Mamelodi
Strategic Performance Audited/ Actual performance Targets Actual Deviation Comment on
Objective indicators 2016/17 2017/18 2018/19 2019/20 2019/20 deviation
Statement
Reduce OPD Percentage # # 78% 100% 100% 0% Target achieved.
and Accident of hospitals (9/9) (9/9)
prioritising P1
and Emergency
patients requir-
Department ing immediate
waiting times attention in
across all facilities Accident and
Emergency
by 60% in 2019/20
Department
Percentage of # # 77% 100% 100% 0% Target achieved.

hospitals with (7/9) (9/9) (9/9)
P2 patients
attended to
within 160
minutes
average
treatment
waiting
times at
Accident and
Emergency
Department
Percentage of # # 77% 100% 100% 0% Target achieved.
P3 patients
attended to
within 160
minutes
average
treatment
waiting
times at
Accident and
Emergency
Department
Percentage of # 77% (7/9) 0% 100% 100% 0% Target achieved.
hospitals with (9/9) (9/9)
OPD average
treatment
waiting times
below agreed
benchmark of
180 minutes
Strategic Performance Audited/ Actual performance Targets Actual Deviation Comment on
Objective indicators 2016/17 2017/18 2018/19 2019/20 2019/20 deviation
Statement
Improve Percentage # # 0% 100% 89% (11%) Target not
staff (health of hospitals (9/9) (8/9) achieved. One
professionals and with staff hospital (Tambo
administration: attendance Memorial)
clerks, cleaners of 90% and did not report
and porters) above on staff
attendance at attendance.
OPD and Accident
and Emergency
Departments
across all health
facilities by 90% in
2019/20

Improve efficiency ALOS 5.1 days 5.1 days 5.4 days 59 days 5.3 days 0.3 Within target
of district, regional, (regional (1465467.5/ (1512890.5/
tertiary and central hospitals) 274240) 285419)
hospitals by Inpatient BUR 82% 79.7% 84.3% 80%10 86.8% (6.8%) Target not
reducing ALOS (regional (1465467.5/ achieved;
ranging between hospitals) five regional
less than 4.5 hospitals
days to 8 days; reported a BUR
increasing BUR of over 90%.
ranging between This affected
70% to more the average.
than 80% and Expenditure R2679 R3082 R 3291.9 R3762 R3278.3 R483.7 Target achieved.
decreasing c/PDE per PDE (6769947260/
in hospitals by (regional 2065091.1)
2019/20 hospitals)
Increase Complaint 99.1% 100.5% 97.2% 95% 96.5% 1.5% Target achieved.
complaints resolution (1041/1071) (798/827) Province to
resolved within 25 within 25 continue with
working days to working days support visits
95% in 2019/20 rate (regional to facilities
hospitals) and conduct
staff training
on complaints
management.
# Refers to the new indicator where baseline data was not collected in that financial year
Although there was no under-performance in this area, strategies will be employed to ensure that there is no backsliding on
the good work done.
Centralisation of data complaint sources will be increased; and a standardised checklist will be used to verify compliance
by all facilities. Compliance with the National Guidelines for Complaints, Compliments and Suggestions concerning the
appointment of Complaints Committees will be followed up with all health facilities to make the complaints process as flawless
as possible. Facilities’ Complaints Committees will be strengthened so that all the issues related to complaints management
are addressed, and the Provincial Complaints unit will engage with all facilities to improve the process. Staffing processes will
be automated of to ensure appropriate tracking of staff attendance through the ICT modernisation programme.
Table 4.4.2: Sub-Programme: Specialised Hospitals: Sterkfontein, Tara Moss, Weskoppies, Cullinan Rehab,
Sizwe, Tshwane Rehab, 3 Oral Health Centres
Strategic Objective Performance Audited/ Actual performance Targets Actual Deviation Comment on
Statement indicators
2016/17 2017/18 2018/19 2019/20 2019/20 deviations
Reduce OPD an Percentage of # 75% 100% 100% 100% 0% Target

Accident and Emergency hospitals with (7/9) (7/7) * (7/7) (7/7) achieved
departments’ waiting OPD average
times across all facilities treatment
by 60% in 2019/20 waiting times
below agreed
benchmark of
180 minutes
Improve staff (health Percentage # # 100% 100% 100% 0% Target
professionals and of specialized (9/9) (9/9) achieved
administration: clerks, hospitals
cleaners and porters) with staff
attendance at OPD and attendance
Accident and Emergency of 90% and
across all health facilities above
by 90% in 2019/20
Improve the efficiency of Inpatient # # 80% 78% 77.7% 0.3%
specialised hospitals by BUR (573229.5/ Target
increasing bed utilisation (specialised 737867.52) achieved
to 78% and decrease hospitals)
expenditure per PDE in Expenditure # # R2799 R2999 R449.9
R2549.1
hospitals by 2019/20 per PDE Target
(1491133140/
(specialised achieved
584975.8)
hospitals)
Increase percentage Complaints 98.7% 98% 90% 95% 100% 5% Target
of complaints resolved resolution (22/22) exceeded due
within 25 working days to within 25 to improved
95% in 2019/20 working support visits
days rate to facilities
(specialised and training
hospitals) of staff on
complaints
management
Table 4.4.3: Provincial Hospital Services Expenditure Tables
2019/20 2018/19
Sub-Programme Final Actual (over)/Under Final Actual (over)/Under

Name Appropriation Expenditure Expenditure Appropriation Expenditure Expenditure
R’000 R’000 R’000 R’000 R’000 R’000

General Hospitals 6,768,628 6,735,022 33,606 6,431,824 6,351,096 80,728
Tuberculosis
Hospitals 325,754 310,335 15,419 379,744 290,044 89,700
Psychiatric/Mental
Hospitals 1,461,226 1,531,428 (70,202) 1,261,857 1,393,015 (131,158)
Dental Training
Hospitals 622,249 551,622 70,627 581,625 560,989 20,636
Other Specialised
Hospitals 96,548 96,051 497 91,419 91,509 (90)
TOTAL 9,274,405 9,224,458 49,947 8,746,469 8,686,653 59,816
4.5 Programme 5: Tertiary and Central Hospitals

To provide highly specialised health care services, platforms for training health workers and sites for research; and to serve
as specialist referral centres for regional hospitals and neighbouring provinces.
Tertiary Hospitals
Significant achievements by the Tertiary Hospitals
The final average performance showed that the tertiary hospitals (Helen Joseph, Kalafong and Tembisa) performed well and
continue to meet their set targets in terms of waiting times at Casualty (P1, P2 & P3) and OPD targets.
Challenges
The number of patients’ complaints at this level decreased; however, there was also a decrease in the resolution rate, from
95% in the previous year to 98.7% in this year. There were 760 complaints in 2018/19 compared with 520 in 2019/20. Tembisa
and Helen Joseph hospitals experienced challenges in achieving the set targets, particularly in the last quarter of the financial
year.
Central Hospitals
Significant achievements by the Central Hospitals
The rate of complaints resolutions within 25 working days is 98.8%, above the target of 95%; there have also been fewer
complaints (990 in 2018/2019 and 722 in 2019/2020). Central Hospitals are managing well the capturing of complaints on the
Ideal Clinic Register. CHBH has had a 100% (318/318) complaints resolution rate within 25 working days and the other three
Central Hospitals have all achieved a 98% resolution rate. Patient compliments about good service delivery have increased;
this may be correlated with the change of focus resulting from the COVID-19 pandemic
Compliance with prescribed waiting times in Casualty and OPDs in the Central Hospitals has also improved.
Challenges
As well as these achievements, there are areas that still need to improve particularly on waiting times.
Current strategies to improve waiting times and responses to patients’ complaints will continue; other initiatives will be explored
to help maintain the momentum.
Table 4.5.1: Programme 5: Tertiary Hospital Services: Kalafong, Helen Joseph and Tembisa Hospitals
Strategic Programme Audited/ Actual Targets Actual 2019/20 Deviations
Objective Performance performance 2019/20 Comment on
Statement Indicator 2016/17 2017/18 2018/19 deviations

Improve ALOS 6.0 days 5.8 6.5 6.511 6.3 days 0.2 days Target achieved
efficiency (Tertiary (722810.5/
of District, Hospitals) 114212)
Regional, Inpatient 85.1% 85.8% 85% 85%12 91.9% (6.9%) Target not
Tertiary BUR (Tertiary (722810.5/ achieved due
and Central Hospitals) 786204.9) to additional
Hospitals temporary bed
by reducing capacity due to
average length increasing demand
of stay ranging at tertiary level.
between less
than 4.5 days Action Plan:
to 8 days; Building of
increasing District Hospitals
bed utilisation particularly in the
ranging Tembisa area and
between 70% to encouraging use of
more than 80% appropriate levels
and decreasing of care
c/PDE in Expenditure R3009 R3472 R3676 R3831 R4561.6 (R730.6) Target not
hospitals by per PDE (4576936508/ achieved due
2019/20 (Tertiary 1003359.8) to increased
Hospitals) expenditure
due to level of
acuity (severity
of illnesses of
patients presenting
at this level of
care) and accruals
Action Plan:
Manage payment
proposals
and monitor
expenditure in
accordance with
demand plans
including improving
efficiencies in
the system and
ensuring alignment
between budget
and services
Percentage Complaints 99.8% 100% 90% 95% 88.1% (6.9%) Target not
of complaints Resolution (475/500) (490/556) achieved due to
resolved within within 25 delayed resolution
25 working days working days of complaints at
to be 95% in rate (Tertiary Tembisa and Helen
2019/20 Hospitals) Joseph Hospitals.
Action Plan:
Through
support visits,
the Provincial
Customer Care
team will assist
the two hospitals
to address their
shortcomings
and will guide
them towards the
establishment
of functional
Complaints
Committees.
Reduce OPD), Percentage # # 100% 100% 100% 0% Target achieved.
Accident and of hospitals (3/3) (3/3) (3/3)
Emergency prioritising
Department P1 patients
waiting times requiring
across all immediate
facilities by 60% attention in
in 2019/20 Accident and
Emergency
Departments
Percentage of # 66% 66% 66% 100% 34% Target achieved.
hospitals with (2/3) (2/3) (2/3) (3/3)
OPD average
treatment
waiting times
below agreed
benchmark of
240 minutes
Percentage of # 0% 66% 100% 100% 0% Target achieved
hospitals with (0/3) (2/3) (3/3) (3/3)
P2-3 patients
attended to
within 160
minutes
average
treatment
waiting
times in
Accident and
Emergency
Departments
Improve Percentage # # 100% 100% 66.7% (33%) Target not

staff (health of Tertiary (3/3) (3/3) (2/3) (1/3) achieved.
professionals Hospitals Helen Joseph
and with staff achieved 87%
administration: attendance staff attendance.
clerks, cleaners of 90% and Continuous
and porters) above support is
attendance being provided
at OPD and to improve
Accident and attendance.
Emergency
across all health
facilities by 90%
in 2019/20
Table 4.5.2: Sub-programme 5 – Central Hospital Services

Audited/Actual performance
Strategic Programme
Objectives Performance Targets Actual Comment on
2016/17 2017/18 2018/19 Deviation
Statement Indicator 2019/20 2019/20 deviations
Improve efficiency ALOS 5.6 days 7.9 days 8 days 8 13days 8 days 0
of District, (Central (1868944.5/ Target achieved
Regional, Tertiary Hospitals) 233945)
and Central Inpatient 80% 82.6% 85% 85%14 81.2% 3.8%
Hospitals by BUR (Central (1868944.5/ Target achieved
reducing ALOS Hospitals) 2301668.46)
ranging between Expenditure R3814. R4137 R4229 4614 R4 872.9 (R258.9) Target not
less than 4.5 per PDE (14442254951/ achieved due
days to 8 days; (Central 2963808.7) to increased
increasing bed Hospitals) expenditure
utilisation ranging due to the
between 70% to complexity of
more than 80% illnesses and
and decreasing accruals
expenditure per
PDE in hospitals Action Plan:
by 2019/20 Manage
payment
proposals
and monitor
expenditure in
accordance to
the demand
plans including
improving
efficiencies
in the system
and merging
of budget with
services.
Strategic Programme
2016/17 2017/18 2018/19 Deviation
Percentage Complaints 98.4% 99.2% 90% 95% 98.5% Target achieved.

of complaints Resolution (1276/ 3.5%
resolved within 25 within 25 1343) (742/753) Continued
working days to be working days support for the
95% in 2019/20 rate (Central facilities through
Hospitals) cluster meetings
has a positive
impact.
Reduce OPD, Percentage # 100% 100% 100% 100% 0% Target achieved
Accident and of hospitals (4/4)
Emergency prioritising (4/4) (4/4) (4/4)
Departments P1 patients
waiting times requiring
across all facilities immediate
by 60% in 2019/20 attention in
Accident and
Emergency
Departments
Percentage of # 0% (0/4) 75% 100% 75% (25%) Target not
hospitals with (3/4) (4/4) (3/4) achieved. Dr
P2-3 patients George Mukhari
attended to Hospital sees
within 160 patients who
minutes are supposed
average to access care
treatment at lower levels
waiting of the health
times in system.
Accident and
Emergency Action
Departments Plan: Build
Soshanguve
Hospital
and social
mobilisation
to encourage
appropriate
levels of care
Percentage of # 75% (3/4) 75% 100% 100% 0 Target achieved
OPD average
treatment
waiting times
below agreed
benchmark of
240 minutes
Strategic Programme
2016/17 2017/18 2018/19 Deviation
Improve Percentage # 25% (1/4) 100% 100% 75% (25%) Target not
staff (health of Central (4/4) (4/4) (3/4) (1/4) achieved.
professionals and Hospitals DGMAH
administration: with staff achieved 88%
clerks, cleaners attendance staff attendance.
and porters) of 90% and Support will
attendance at above be provided to
OPD and Accident determine and
and Emergency deal with the
across all health root cause(s).
facilities by 90% in
Automate
processes to
enable proper
tracking of staff
attendance
including
monitoring of
attendance
through routine
reporting of time
and attendance
Table 4.5.3: Steve Biko Academic Hospital

Programme Performance Audited/Actual performance Targets Actual Deviations Comment on deviations
Indicator 2019/20 2019/20
2016/17 2017/18 2018/19
ALOC (Central Hospitals) 8.7 days 8 8 8 8.2 days 0.2 Within target
Inpatient BUR (Central 84.3% 85.9% 85% 85% 86% 1% Within target
Hospitals)
Expenditure per PDE R4 110 R4862 R4676 R5136 R6130.7 (R994.7) Target not achieved
(Central Hospitals)
Complaints Resolution 95.4% 98.3% 90% 95% 98% 3% Target achieved. support
within 25 working days rate (150/153) visits to facilities and staff
(Central Hospitals) training on complaints
management are
conducted.
Percentage of hospitals # # Yes Yes Yes N/A Target achieved
prioritising P1 patients
requiring immediate
attention in Accident and
Emergency Department
Percentage of hospitals with # Yes yes Yes Yes N/A Target achieved
OPD waiting times below
agreed benchmark of 240
minutes
Percentage of hospitals # Yes Yes Yes Yes N/A Target achieved
with P2-3 patients attended
to within 160 minutes
waiting time at Accident and
Percentage of Central # No yes Yes Yes YES Target achieved
Hospitals with staff
attendance of 90% and
above
Table 4.5.4: George Mukhari Academic Hospital
Programme Performance Targets Actual Deviation Comment on
Indicator 2019/20 2019/20 deviation
2016/17 2017/18 2018/19
ALOS (Central Hospitals) 8.1 days 7.8 7.9 days 8 days 7.9 days 0.1 days Target achieved
Inpatient BUR (Central 78% 77.9% 76% 85% 78.6% 6.4% Target achieved
Hospitals)
Expenditure per PDE R3 754 R4154 R4534.6 R4625 R4 703 R78 Within target
(Central Hospitals)
98.0% 98.6% 96.9% 95% 96.8% 1.8% Target achieved.
(310/320) Support visits to
Complaints Resolution
(180/186) facilities and staff
within 25 working days rate
training on complaints
(Central Hospitals)
management are
conducted.
Percentage of hospitals # Yes Yes Yes Yes N/A Target achieved.
prioritising P1 patients
requiring immediate
Percentage of hospitals with # No Yes Yes Yes N/A Target achieved.
OPD waiting times below
agreed benchmark of 240
minutes
Percentage of hospitals with # No No Yes Yes N/A Target achieved.
P2-P3 patients attended
to within 160 minutes
waiting time at Accident and
Emergency Departments
Percentage of Central # No Yes Yes No N/A Target not achieved
Hospitals with staff (87%) due to late attendance
attendance of 90% and of clinicians at
above OPDs after time and
attendance registers
are removed. Support
will be provided to
determine and deal
with the root cause(s),
including monitoring
time and attendance.
Table 4.5.5: Charlotte Maxeke Academic Hospital
Audited/ Actual performance

Programme Targets Actual Deviation Comment on
Performance Indicator 2016/17 2017/18 2018/19 2019/20 2019/20 deviation
ALOS (Central Hospitals) 6.7 days 7.5 8 8 7.9 days 0.1 Target
achieved
Inpatient BUR (Central 85% 86.8% 85% 85% 82.7% 2.3% Target
Hospitals) achieved
Expenditure per PDE R3916 R4407 R4429 R4882 R5 289.3 (R407.3) Target not
(Central Hospitals) achieved
Complaints Resolution 100% 100% 90% 95% 97.9% 2.9% Target
within 25 working days (94/96) exceeded.
rate (Central Hospitals) Support visits
to facilities
and staff
training on
complaints
management
are
periodically
conducted to
strengthen
complaints
management
processes.
Percentage of hospitals Yes Yes Yes Yes Yes Yes Target
prioritising P1 patients achieved
requiring immediate
with OPD waiting times achieved
below agreed benchmark
of 240 minutes
with P2-P3 patients achieved
attended to within 160
minutes waiting time at
Accident and Emergency
Department
Percentage of Central Yes Yes Yes Yes Yes Yes Target
Hospitals with staff achieved
attendance of 90% and
above
Table 4.5.6: Chris Hani Baragwanath Academic Hospital
Programme
Targets Actual Comment on
Performance Deviation
2016/17 2018/19 2019/20 2019/20 deviation
Indicator 2017/18
ALOS 7.9 days 8 8 8 8 days 0 Target achieved
Inpatient BUR 78% 82.6% 85% 85% 80.5% 4.5% Target achieved
Expenditure R3 641 R3661 R3509 R3815 R4152.1 (R337.1) Target not achieved
per PDE
Complaints 100% 100% 90% 95% 100% 5% Target exceeded.
Resolution (318/318) Support visits to
facilities and staff
within 25
training on complaints
working days management are
rate periodically conducted.
Percentage # # Yes Yes Yes Yes Target achieved
of hospitals
prioritising
P1 patients
requiring
immediate
attention in
Accident and
Emergency
Department
Percentage # Yes No Yes Yes 0 Target achieved
of hospitals
with OPD
waiting times
below agreed
benchmark of
240 minutes
Percentage # Yes Yes Yes Yes 0 Target achieved
of hospitals
with P2-P3
patients
attended to
within 160
minutes
waiting time at
Accident and
Emergency
Department
Percentage # Yes Yes Yes No NA Target not achieved
of Central due to limited capturing
of information about
Hospitals
doctors in attendance.
with staff
attendance Action Plan: Enforce
of 90% and compliance by all
categories of staff
above

The “I Serve with a Smile’ and “AIDET”1 concepts proposed as quality improvement strategies will be revived to ensure
uniform and standard ways of handling patient experience of care. Covid-19 has unfortunately derailed the start of this
important initiative.
1
Acknowledge, Introduce, Duration, Explanation and Thank You
Automate staffing processes to ensure appropriate tracking of staff attendance through the ICT modernisation programme.
To ensure the envisaged patient experience of care, Provincial Customer Care need to increase periodic support visits to
hospitals showing underperformance in relation to customer complaints. The functionality of the Complaints Management
structures, including the complaints committees, also needs to be strengthened in all facilities so that complaints do not go
unattended and are addressed with the urgency they deserve.
Table 4.5.7: Programme 5: Central Hospital Services Expenditure Table

2019/20 2018/19
(Over)/
Sub-Programme Final Actual (Over)/Under Final Actual
Under
Name Appropriation Expenditure Expenditure Appropriation Expenditure
Expenditure
R’000 R’000 R’000 R’000 R’000 R’000
Central Hospitals 14,810,985 14,603,682 207,303 13,219,797 13,218,822 975

Provincial Tertiary
Hospital Services 4,300,215 4,460,759 (160,544) 3,915,429 3,915,435 (6)
19,111,200 19,064,441 46,759 17,135,226 17,134,257 969
4.6 PROGRAMME 6: HEALTH SCIENCES AND TRAINING

Programme Purpose
The Health Sciences and Training Programme is strategically positioned to plan for, implement and manage the education,
training and development needs of the GDoH. It is designed to comply with relevant legislative and policy mandates at national,
provincial and local level and to respond to service transformation imperatives. Priorities include support for the Service
Transformation Plan, re-engineering of PHC, expansion of the HIV and AIDS, STI and TB programmes and implementation
of NHI.
Sub-Programmes
The Professional Development Directorate includes:

· Regional Training Centres
· Professional Development
· Bursary Section
· Professional Service Support
· Lebone College of Emergency Care
· Leadership Management and Skills Development Directorate
· Employee Health and Wellness Programme Directorate
Strategic objectives
· Improve the achievement of national norms for the supply of health professionals
· Improve compliance with the legislative framework
· Respond to the GDoH’s staff education, training and development needs
· Provide employee health and wellness services to improve productivity and staff morale
· Contribute to the job-creation mandate through targeted youth empowerment programmes.
One significant achievement is the increase in the production of human resources for health as indicated by the number of
nurses who graduate. The Department continues to provide leadership management and skills development for junior, middle
and senior managers. There has been an increase in learnerships and internships for clinical and non-clinical disciplines; thus
the Department has contributed to human resource development before independent practice or work commences.
Continuous professional development, in-service training and bursary administration are other spheres of activity. These are
for clinical and non-clinical staff: for example, programmes for community health workers and data capturers. For professional
staff, training programmes continue; these include NIMART, ESMOE and IMCI for Professional Nurses and Health Promotion
for community health workers.
Partnership and governance structures have been established. These include the Gauteng Academic Governance Council
between GDOH and four universities with Health Science faculties: the University of the Witwatersrand, SMU, the University
of Pretoria and the University of Johannesburg.
A partnership with the Health and Welfare Sector Education and Training Authority (HWSETA) has also been established to
fund part of the Human Resource Development Implementation Plan.
Challenges
The staff satisfaction level has been 54% in two consecutive years. This has largely been due to lack of
autonomy in the work place, challenges with supervision and personal reasons.
Table 4.6.1: Programme 6 – Health Sciences and Training

Strategic Indicators Audited/Actual performance Targets Actual Deviation Comments on deviation
Objective 2016/17 2017/18 2018/19 2019/20 2019/20
Statement
Strategic Objectives/Provincial Indicators
Quality of health Employee 65.5% 50.13% 80% 75% 54% (21%) Target not achieved. There
services in public satisfaction was dissatisfaction due to
health facilities rate COVID-19.
improved
Increase access Percentage 69% (25) 83 % 124.3% 95% 154% 59% Target exceeded
to training of hospital (30/37) (46/37)
opportunities for CEOs trained The target was to train
staff Including in leadership 35 out of 37 CEOs in 5
heads of all and years (2015- 2020) =
institutions to management 95%. All 37 CEOs were
95% by 2019/20 trained in leadership
and management
programmes. 11 of the
37 CEOs continued with
additional executive
leadership programmes
such as Executive Quality
Health Care and Patient
Safety. This ended in
August 2019.
Further leadership
development (Project
Khaedu) was provided to
ten newly appointed CEOs
on 11-15 December 2019.
Percentage of 47% 71% 114.8% 95% 120% 25% Target exceeded.
PHC facility (173/372) (263/372) (427/372)
managers The target was to train
trained in 353 out of 372 PHC
leadership facility managers in 5
and years (2015 – 2020) =
management 95%. All 372 PHC facility
managers were trained
in various leadership and
management development
programmes. 73 of the
372 PHC facility managers
continued with additional
leadership programmes
such as Finance for Non-
Financial Managers.
Strategic Indicators Audited/Actual performance Targets Actual Deviation Comments on deviation
Objective 2016/17 2017/18 2018/19 2019/20 2019/20
Statement
Increase Percentage 7.5% 33% 26.2% 30% 31% 1% Target exceeded.
awareness of of employees (4056) (8451) (17259/
ethical conduct trained in 65821) The target was to train 22
for all staff by code of 200 out of 74 000 GDOH
offering code conduct employees in 5 years
of conduct (2015 – 2020) = 30%.
training to 30% 23 001 employees were
of employees in trained in the code of
2019/20 conduct and ethics in the
last five years.
Increase the Number 1 500 988 1007 700 983 283 Target exceeded due
number and of nursing to additional nurses
quality of health students graduating.
professionals by graduating
increasing the
number trained
annually to 700
by 2020
Programme Performance/Customised Indicators (Sector Indicators)
Increase the Number of 17 50 015 0 0 0 Target achieved.
number and bursaries
quality of health awarded
professionals by to first year
increasing the medical
number trained students
annually to 700
by 2020
Decrease the Number of 1090 984 671 300 0 Target not achieved.
number of bursaries Management’s decision
new nursing awarded not to award first year
students to fulfil to first year bursaries for the 2019/20
replacement nursing financial year was carried
annually to 300 students through from the previous
by 2019/20 financial years. The policy
position will be reviewed in
2020/21.
The Employee Value Proposition (EVP) programme was launched and is now being scaled up to all facilities to
address staff morale, mental health and psychosocial wellbeing.
Table 4.6.2: Health Sciences And Training Expenditure Tables

2019/20 2018/19
Sub-Programme Final Actual (Over)/Under Final Actual (Over)/Under
R’000 R’000 R’000 R’000 R’000 R’000
Nurse Training
Colleges 805,951 693,034 112,917 848,937 778,971 69,966
EMS training
colleges 39,285 29,123 10,162 37,859 27,175 10,684
Bursaries 225,665 263,503 (37,838) 142,498 211,282 (68,784)
Other training 80,842 59,596 21,246 94,002 89,280 4,722
1,151,743 1,045,256 106,487 1,123,296 1,106,708 16,588
Table 4.6.3: Health Sciences And Training Expenditure Tables
2019/20 2018/19

Sub-Programme Name
R’000 R’000 R’000 R’000 R’000 R’000

Nurse training colleges 805,951 693,034 112,917 848,937 778,971 69,966
EMS training colleges 39,285 29,123 10,162 37,859 27,175 10,684
Bursaries 225,665 263,503 (37,838) 142,498 211,282 (68,784)
Other training 80,842 59,596 21,246 94,002 89,280 4,722
1,151,743 1,045,256 106,487 1,123,296 1,106,708 16,588
4.7 PROGRAMME 7: HEALTHCARE SUPPORT SERVICES
Programme Purpose
The purpose of the programme is to provide support services to the Department so that it can achieve its aims.
Sub-programmes
· Laundry services: Provides a laundry service to hospitals, care and rehabilitation centres and certain
local authorities
· Engineering Services: Provides a maintenance service to equipment and engineering installations, and
minor maintenance to buildings.
· Forensic services: Provides specialised forensic and medico-legal services to establish the circumstances
and causes surrounding unnatural deaths.
· Orthotic and prosthetic services: Provides specialised orthotic and prosthetic services
· Medical Trading Account (Medical Supplies Depot): Manages the supply of pharmaceuticals and
medical sundries to hospitals, CHCs and local authorities.
Summary of significant achievements
Enrolment of stable patients on chronic medication onto the CCMDD programme has exceeded the target of
600 000 by 121 350. Excellent advocacy at PHC facilities and voluntary acceptance of the programme by patients
has resulted in exceeding the target. During the financial year 2019/20, 20 hospitals enrolled 20 588 stable
patients onto the programme and the hospital CCMDD formulary to ensure maximum enrolment is currently being
reviewed. Currently, 60% of the patients enrolled on the CCMDD programme are collecting their medication at
649 external pick-up-points.
Pharmaceutical Services
Challenges
Strengthening advocacy at hospital level for the CCMDD programme is needed. The inclusion of hospital-
level medicines and dosages onto the CCMDD formulary is currently being reviewed together with the logistics
arrangement for medicines.
Blood on Returnable Basis (BRB)
During the period under review, blood on returnable basis (BRB) was successfully piloted at the Charlotte
Maxeke Johannesburg Academic Hospital to expand to all GDOH hospitals in 2020.
The BRB system assists in blood conservation programmes. Blood is issued in a hamper with two separate
sealable compartments. Units are packed with ice packs and temperature monitoring devices. Unused units,
as well as the empty BRB boxes, are returned to the blood bank for credit and re-issue to another patient if:
· The compartment’s seal is unbroken

· The cold chain has been maintained
· The BRB hamper is returned to the blood bank within 12 hours.
It is anticipated that the use of BRB will yield the following outcomes:
· Improvement in the collection, analysis and distribution of data relating to blood and blood product discards
to health providers
· Assisting with developing and promoting better practice inventory management including better practice
tools, building on existing practices in a range of health providers
· Assisting with developing an education and training framework to embed better inventory management
principles and practices into core competencies for relevant health provider staff.
Challenges
Reflex Testing Policy
Reflex testing is defined as the addition of testing which is required when an initial test result is either outside the
normal range, positive or above/below set national thresholds. Reflex testing can be triggered by:
· Basic pre-defined rules established in the Laboratory Information System (LIS); for example, elevated
urea will result in a creatinine test request.
· Complex rules that are either pre-defined by the LIS, initiated based on a pathologist review of results
or based on national and/or international algorithms and public health policies; for example, the
GeneXpert MTB/RIF diagnostic algorithm from the National Tuberculosis Control Programme (NTCP).
The current policy guidelines were approved in the 2016/17 financial year and list all possible tariff codes that
may be incurred for a specimen. It, however, suggests that it may be necessary to update the document regularly.
Alternatively, the local laboratory manager or pathologists are contacted for a detailed explanation of the tariff
codes charged.
During the period under review, clinicians raised concerns about the inconsistent application of the reflex testing
guidelines. To mitigate the financial risks posed by this, the Gauteng Provincial Laboratory and Blood Services
Users’ Committee (GPLBUC) has recommended that the current guidelines are standardised and automated
on the NHLS system. In line with the recommendation of the GPLBUC, approval was granted by the HOD for
the Chief Directorate to initiate consultations between GDOH clinicians and the NHLS Expert team during the
2020/21 financial year.
Table 4.7.1: Healthcare Support Services

Strategic Programme Audited/ Actual performance Targets Actual Deviation Comments on
Increase the Percentage 98.6% 96.8% 96.3% 98% 95.56% (2.44%) EML items
percentage of of vital not awarded
vital medicine medicine (406/418) on contracts;
available and availability poor supplier
accessible from at health performance
82% in 2013/14 facilities exceeding the
to 98% by lead times. EML
2019/20 items not on
contract; buy out
procedure lengthy
and cumbersome.
Action Plan:
Continue with
penalties for
non- complying
suppliers and
close monitoring
of medicines and
buyout of not on
contract.
Increase the Percentage 98.1% 97.6% 96.2% 98% 95.73% (2.27%) EML items
percentage of essential not awarded
of essential medicine (527/538) on contracts;
medicine availability poor supplier
available and at health performance
accessible from facilities exceeding the
82% in 2013/14 lead times. EML
to 98% by Items not on
2019/20 contract; buy out
procedure lengthy
and cumbersome
Action Plan:
Continue with
penalties for
non- complying
suppliers and
close monitoring
of medicines and
buyout of not on
contract.
Increase access Number 268974 410075 490 518 600 000 721 350 121359 Target exceeded.
to chronic of patients District health
medication for enrolled on services,
stable patients centralised hospital services
through the use chronic and patients’
of central chronic medicine participation in
dispensing and dispensing the programme
distribution and have increased
centres and pick- distribution in the 2019/2020
up points from 0 programme financial year.
in 2013/14 to 600 (cumulative)
000 by 2019/20
Improve the Percentage 98.4% 96.7% 94.9% 93% 95.4% 2,4% Target exceeded
quality of NHLS of GeneXpert (282884/ due to continuous
services delivered results (363 779/ (69462/ 296402) research by WHO
to GDoH by available 369 685) 74691) in improving the
increasing turn- within 48 sensitivity of the
around times for hours current testing
laboratory test method and
results by 33% by introduction of
2019/20 the ultra-sensitive
GeneXpert in
2017. Periodic
reporting and
continued
monitoring of
the indicator
has enabled the
NHLS to develop
appropriate
intervention
measures
Improve Percentage 80% 100% 100% 100% 100% 0% Target achieved
availability of of hospitals (28/36) (37/37) (37/37) (37/37)
essential medical with essential
equipment medical
needed in equipment
hospitals and
MOUs by Percentage # # # 100 % 100% 0% Target achieved
2019/20 of hospitals
with essential (27/27)
maternal,
neonatal and
child health
medical
equipment
Percentage # # # 100% 100% 0% Target achieved

of CHC with
essential (32/32)
maternal,
neonatal and
child health
medical
equipment
REHABILITATION SERVICES
Integration of Percentage 58% 92% 90.8% 75% 73.9% (1.1) 95.7% of orthotics
rehabilitation of assistive issued and 52.1%
services in 100% devices of prosthetics. The
of PHC facilities issued16 prosthetic tender
by 2019/20 elapsed in 2018
and is awaiting
appointment of
a probity audit
by Provincial
Treasury from
March 2019.

Expedite probity audits and stringent monitoring of essential and vital medicines provision through alternative
means of procurement
The target for medicine availability for vital and essential medicines is set at 98%. Average performance for
medicine availability within the province is 95%. The strategy to ensure attainment of the target includes:
· Buying out of medication against contracted suppliers and imposing penalties for non-performing suppliers
as per the basic conditions of contract
· Strengthening the quantification process for medication with the use of a statistical demand planning tool
· Continuing weekly monitoring of medicine availability at facility level as an early warning system
· Advertising items that are not on the national tender onto a provincial tender.
· Reviewing the R500,000.00 limit for buy-out against items that are on contract.
Summary of significant achievements (Lab and Blood Services)
Table 4.7.2: Healthcare Support Services Expenditure Tables
2019/20 2018/19
Sub-Programme Name Appropriation Expenditure Expenditure Appropriation Expenditure Expenditure
R’000 R’000 R’000 R’000 R’000 R’000
Laundries 291,993 287,581 4,412 251,462 250,982 480
Food Supply Services 77,794 81,363 (3,569) 87,693 88,066 (373)
Medicine Trading Account 1 - 1 1 - 1
369,788 368,944 844 339,156 339,048 108
4.8 PROGRAMME 8: HEALTH FACILITIES MANAGEMENT

Purpose
The purpose of the programme is to plan and deliver new health facilities and to refurbish, upgrade and maintain
existing facilities.
Strategic Objective
Increased efficiency of service implementation through infrastructure delivery, good governance practices and
sustainable maintenance of moveable and immovable assets.
Sub-programmes
· District Health Services

· Community Health Facilities
· Provincial Hospital Services
· Central Hospital Services
· Emergency Medical Services
· Other facilities
Funding Sources
The programme is funded through:

· Hospital Facility Revitalisation Grant (HFRG)
· Equitable Share (ES)
· Extended Public Works Programme (EPWP)
In the 2019/20 financial year, renovation of the psychiatric ward at CMJAH reached practical completion on 6
March 2020. In the West Rand, training on the X-ray truck was commissioned and the vehicle was handed over
to the end-user in October 2019.
The new Dewagensdrift clinic was officially opened on 26 April 2019 while practical completion at the Helen
Joseph psychiatric ward was achieved on 30 November 2019. Renovations of the psychiatric ward at CMJAH
reached practical completion on 6 March 2020 and at Finetown New Clinic the replacement contractor was
appointed on 17 April 2019.
Maintenance consisted of various contracts at the different facilities; all reached different levels of completion.
The Maintenance Policy was approved and is ready for implementation in the new financial year.
Challenges
The following systemic challenges were experienced:
· Lengthy payment processes

· Lengthy procurement processes
· Lengthy approval processes
· Site issues (land too small, not suitable or not zoned correctly)
· No project progress reports received from GDID
· Poor performance by contractors.
Table 4.8.1: Programme 8: Health Facilities Management

Strategic Programme Audited/ Actual performance Target Actual Deviation Comments
Objective Performance 2016/17 2017/18 2018/19 2019/20 2019/20 on deviation
Statement Indicator
Build 52 new Number of 0 2 2 No target for No Target NA Target

clinics/CHCs; health facilities 2019/20 as achieved.
start with the that have target was
construction undergone achieved
of 1 additional major and minor in 2017/18.
new hospital refurbishment in Original
and refurbish NHI Pilot District target was 1
8 health care completed:
facilities by Sterkfontein
2019/20. All Ward 5
will comply Number of 0 1 0 Target was Target None Target
with the health facilities to have 2 achieved as exceeded due
gazetted that have projects in 4 projects to the needs
norms and undergone construction, are in on the ground
standards for major and minor namely:
facilities. refurbishments · CMJAH
outside NHI Psychiatric
Pilot District Ward
· Helen
Joseph
Psychiatric
Ward

Build 53 Number of 1 2 2 clinics Target is Target None Target
new clinics/ additional clinics to have 8 achieved as achieved.
community and CHCs projects in 6 projects
health constructed planning are in
centres and namely: planning
commence and 2
with the already
construction progressed
of 1 additional to
new hospitals,
and refurbish
8 health care
facilities by
2019/20, out
of which 100%
will comply to
the gazetted
norms and
standards for
facilities
Original target Target is None Target
was to have achieved as achieved.
3 projects 3 projects
completed. were
In 2016/17, completed:
Randgate was Randgate
completed. Clinic
In 2018/19 completed
2 were in 16/17
completed:
2 The names of the health facilities being built are listed under the priorities.
3 The names of the health facilities being built are listed under the priorities.
Strategic Programme Audited/ Actual performance Target Actual Deviation Comments
Objective Performance 2016/17 2017/18 2018/19 2019/20 2019/20 on deviation
Statement Indicator
Target was Target None Target
to have 7 achieved as achieved.
projects in 9 projects
construction: are in
construction
and only
1 still in
planning:
Number of 4 under 9 under 10 under Target is Target None Target
additional planning planning to have 10 achieved as achieved.
new hospitals projects in all 10 are in
constructed or planning: planning.
revitalised · Daveyton Daveyton
New Hospital:
Hospital project is in
feasibility
Number of new 2 2 under 5 in Target is Target None Target
EMS bases under planning planning to have 5 achieved achieved.
revitalised planning projects in as all 5
planning: projects are
in planning
Westonaria
EMS:
project is in
feasibility
Mohlakeng
EMS:
project is in
feasibility
Heidelberg
EMS:
project is in
feasibility
Devon
EMS:
project is in
feasibility
Number of 1 under 1 under 1 in Target is to Target is None Target
mortuaries planning planning planning have 1 project achieved as achieved.
refurbished 1 under in in planning: 1 project is
1 under 1 under in planning:
Percentage # # # 100% 75% (25) Target not
of hospitals achieved.
and districts All facilities
with functional have OHS
Occupational Committees
Health but not all are
and Safety functional.
Committees Unable to
finalise the
establishment
of
functionality
of the OHS
Committees
due to
Covid-19
pandemic.
Number of 5 5 0 Target
districts with achieved
functional
Occupational
Health
and Safety
Committees
To prevent wasteful and fruitless expenditure and failure to pay service providers within 30 days, the Electronic
Invoicing System (EIS) was implemented. Some CAPEX contractors were paid successfully using the EIS
and it is anticipated that the system will be rolled out for maintenance projects as well in 2020/21. Projects will
be implemented more speedily to avoid changes to the work scope. Emerging disputes also need speedier
resolution. The SLA between GDID and GDOH will be enforced and monitoring of contractors on site improved.
The Maintenance Policy, which has been approved, will be implemented to improve delivery of maintenance
projects at facility level.
4.8.2: Health Facilities Management Expenditure Tables

2019/20 2018/19
R’000 R’000 R’000 R’000 R’000 R’000
Community Health
Facilities 373,766 421,683 (47,917) 432,134 390,045 42,089
Emergency
Medical Rescue
Services (3,260) 6,813 (10,073) 9,628 1,299 8,329
District Hospital
Services 157,049 242,631 (85,582) 218,580 172,998 45,582
Provincial Hospital
Services 200,733 377,036 (176,303) 264,803 202,304 62,499
Central Hospital
Services 382,434 604,556 (222,122) 314,344 315,650 (1,306)
Other Facilities 979,421 401,167 578,254 320,444 453,824 (133,380)
2,090,143 2,053,886 36,257 1,559,933 1,536,120 23,813
Table 4.8.3: Health Facilities Management Expenditure Tables

2018/2019 2019/2020
R’000’ R’000’ R’000’ R’000’ R’000’ R’000’
Community Health
Facilities 432 134 390 045 42 089 466 431 421 683 44 748
Emergency
Medical Rescue
Services 9 628 1 299 8 329 6 800 6 813 (13)
District Hospital
Services 144 783 172 998 (28 215) 267 789 242 631 25 158
Provincial
Hospital Services 189 118 202 304 (13 186) 323 958 377 035 (53 077)
Table 4.8.4: Health Facilities Management Expenditure Tables

2018/2019 2019/2020
Sub- Programme Final Actual (Over)/Under Final Actual (Over)/Under
R’000’ R’000’ R’000’ R’000’ R’000’ R’000’
Central Hospital
Services 251 727 315 650 (63 923) 529 136 604 556 (75 420)
Other Facilities 532 542 453 824 78 718 496 029 401 167 94 863
Total 1 559 933 1 536 119 23 814 2 090 143 2 053 886 36 257
Table 4.8.5: Changes to planned targets – ECE
Category 2019/20 Financial Year
Main Adjusted Decrease/
R’000’ R’000’ Increase
R’000’
New Infrastructure assets 374 280 443 822
Renovations and Rehabilitation 68 500 394 474
Upgrades and Additions 170 300 130 968
Maintenance and Repairs 1 045 948 1 009 967
Total 1 659 028 1 979 231
Table 4.8.6: Infrastructure allocation per funding

Original Second
Funding Source Budget Adjusted Budget Adjustment Decrease Increase
Equitable Share 797 813 1 118 016
Health Facility
Revitalisation Grant 859 028 859 028
EPWP 2 187 2 187
Total 1 659 028 1 979 231
4.9. TRANSFER PAYMENTS

Table 4.9.1: Transfer payments to other public entities, 2019/20
Did the
department
Purpose for which Amount Amount
Name of Type of comply Reasons for the funds
the funds were transferred spent by
transferee organisation with s 38 unspent by the entity
used (R’000) the entity
(1) (j) of the
PFMA?
Local Government Municipalities Primary Health Care Yes 334,186 334,186
Local Government Municipalities HIV/AIDS Yes 70,899 70,073 The full transfer could not
be processed and was
withheld. R825, 848.59
was mismanaged as
per the 2017/18 audited
financial statements.
Local Government Municipalities Emergency Medical Yes 301,135 301,135
Services
Health Welfare and Non-profit Learnerships Yes 22,135 22,135
Sector Training institution
Authority
Universities Higher Education Training of Health Yes 1,488 1,488
Institutions professionals
Mental Health Non-profit Psychiatric Yes 173,907 173,978
institutions Community-Based
Services
Expanded Public Non-profit Community-Based Yes 38,243 38,242
Works Programme institutions Services
Nutrition Non-profit Nutrition Yes 58,627 58,586
institutions supplements to
crèches
HIV/AIDS Non-profit Primary Health Care Yes 85,828 85,744 A number of non-profit
institutions institutions did not meet the
qualifying criteria
Did the
department
Purpose for which Amount Amount
Name of Type of comply Reasons for the funds
the funds were transferred spent by
transferee organisation with s 38 unspent by the entity
used (R’000) the entity
(1) (j) of the
PFMA?
Witkoppen clinic Non-profit Primary Health Care Yes 14,053 14,053
institution
Rehabilitation Non-profit Rehabilitation Yes 1,785 1,672
Services institutions
Nelson Mandela Non-profit Paediatric services Yes 300,000 300,000
Children’s Hospital institution
Households Leave gratuities, Service benefits and Yes 861,327 909,516 Increased payment of
claims against households claims against the state
the state, injury
on duty and
bursaries to non-
employees
4.10. DONOR FUNDS

DONOR FUND 1
Smile Foundation donated to Dr George Mukhari Academic
Name of donor
Hospital
Full amount of the funding Smile Foundation donated R63 566.85 (folding accompany
chairs with length 1 960mm). Assets to the value of R63
566.85 (10 x folding accompany chairs)
Period of the commitment None
Purpose of the funding 10x folding accompany chair to be used in the Burns unit
Expected outputs Folding accompany chairs to be used in the Burns unit
Actual outputs achieved Folding accompany used in the Burns unit
Amount received in current period (R’000) R63 566.85 donated by the Smile Foundation
Amount spent by the department (R’000) None
Reasons for funds unspent
Monitoring mechanisms by the donor None
DONOR FUND 2
Metropolitan donated to Dr George Mukhari Academic
Name of donor
Hospital
Full amount of the funding R68 280.00 (3x Sinotec HD-ready LED TVs and 17x Sinotec
full LED TVs)
Purpose of the funding Televisions for patients
Expected outputs Televisions for bettering the lives of patients
Actual outputs achieved Televisions for bettering the lives of patients
Amount received in current period (R’000) R68,280.00 (Sinotec TVs)
Reasons for funds unspent None
DONOR FUND 3
Name of donor The Concrete Institute (BD Perrie)
Full amount of the funding R10 000.00 (Acer Travel Mate 4744 and 2 x HP Compaq
Elite desktop computers)
Purpose of the funding Acer Travel Mate (laptop) and desktop computers for use in
the Occupational Therapy department
Expected outputs Acer Travel Mate and desktop computers for improved
paediatric services
Actual outputs achieved Enabling environment for improved paediatric services
Amount received in current period (R’000) R10 000 (laptop and desktop computers)
Reasons for the funds unspent None
4.11 CONDITIONAL GRANTS

The table below shows the conditional grants and earmarked funds paid by the Department.
Table 4.11.1: Conditional Grant: Health Facility Revitalisation Grant

Department/municipality to which the grant was transferred GDOH
Purpose of the grant • To help accelerate construction, maintenance, upgrading and
rehabilitation of new and existing health infrastructure including
health technology, organisational development systems and
quality assurance
• To enhance capacity to deliver health infrastructure
• To accelerate fulfilment of the requirements of occupational
health and safety.
Actual outputs achieved • Number of health facilities planned: 1
• Number of health facilities designed: 2
• Number of health facilities constructed: 9
• Number of health facilities operationalised: 2
• Number of facilities equipped: 2
• Number of health facilities maintained: 84
Expected outputs of the grant Number of health facilities planned: 1
Only one project was expected to pass the planning stage:
• Lehae New CHC
However, two projects passed from the planning stage to the
design stage:
• Dr George Mukhari Hospital: construction of new helipad
• Lehae New CHC
Number of health facilities designed: 0
The 2 projects planned to pass the design stage were:
• Mayibuye New Clinic
• Dewagensdrift New EMS
Neither of the above projects progressed to tender.
Number of health facilities constructed: 2
Projects which were expected to reach practical completion in
2019/20 but did not were:
• Boitumelo New CHC: was planned for completion on 31
March 2020 but the community chased the contractor off site
and the contract was terminated. The new anticipated date for
completion is 31 March 2021.
• Finetown New CHC: was planned for completion on 31
January 2020 but due to poor performance the contract was
terminated and a new contractor was enlisted with a new
expected date for completion of 31 March 2021.
• Greenspark New Clinic: the planned construction completion
date was 30 October 2019. However, additional scope was
added and completion is now expected by 11 June 2020.
• Kekanastad New Clinic: was planned for completion on
31 December 2019 but due to community unrest and a new
contractor the new anticipated construction completion date is
15 December 2020.
• Khutsong South New Clinic: was planned for completion by
31 July 2019. Construction was 99% complete when GDID had
to terminate the contract. A replacement contractor must be
appointed to finish the work and the new date of completion is
estimated at 26 June 2020
• Sebokeng Zone 17 New CHC was planned for completion by
31 October 2019. However, the site experienced civil unrest
and it has challenges relating to sewerage pipelines; completion
is expected by 30 June 2020.
Projects which reached practical completion in 2019/20:

• CMJAH: refurbishment of the Psychiatric Unit: construction was
planned for completion by 30 August 2019 but the contractor
delayed ordering mechanical grilles and practical completion
was achieved on 6 March 2020.
• Helen Joseph Hospital: renovations to Psychiatric Ward:
was planned for completion by 31 May 2019. Completion was
achieved on 30 November 2019.
Number of health facilities operationalised: 0
As no new facilities were constructed, no facilities were
operationalised. The two projects for which construction was
completed were existing facilities which were operational during
construction.
Number of facilities equipped: 0
As no new facilities were constructed, no facilities were equipped.
The two projects for which where construction was completed were
existing facilities which were already equipped.
Number of health facilities maintained: 88
Amount per amended DORA 859 028 000

The amount transferred (R’000) 859 028 000
Reasons if amount as per DORA not transferred NA
Amount spent by the Department/municipality (R’000) 859 028 000
Reasons for the funds unspent by the entity NA
Monitoring mechanisms by the transferring department • Monitoring of expenditure through IRM
• Quarterly progress reports followed by progress review
meetings
• Project Management Information System
Conditional Grant: National Tertiary Services Grant

Department/municipality to which the grant was transferred National Department of Health
Purpose of the grant • Ensure the provision of tertiary health services in South Africa
• Compensate tertiary facilities for the additional costs associated
with provision of these services
Expected outputs of the grant
NTSG - Service Outputs
Target outs
2019/20
Day patient separations - Total 170,765
Inpatient days - Total 1,768,217
Inpatient separations - Total 305,089
Outpatient first attendances 566,933
Outpatient follow up
1,362,129
attendances
Actual outputs achieved
NTSG - Service Outputs Measured outputs
2019/20
Day patient separations - Total 251 395
Inpatient days - Total 2 605 890
Inpatient separations - Total 417 218
Outpatient first attendances 893 552
Outpatient follow up
1 452 215
attendances
Amount per amended DORA (R’000) N/A

Amount transferred (R’000) 4, 977, 048, 000
Reasons if amount as per DORA not transferred N/A
Amount spent by the department/municipality 4,831,512,120
Reasons for the funds unspent by the entity (R’000) Underspending was incurred within Machinery and Equipment.
However, there were commitments of R145 million as of 31 March
2020. The Department has applied for a rollover of R145 million.
Monitoring mechanisms by the transferring department Monthly, quarterly and annual monitoring of expenditure and
equipment progress
4.11.2. Conditional Grant: Health Professions Training and Development Grant

Purpose of the grant Support provinces to find service costs associated with clinical
training and supervisors of health science trainees on the public
service platform
Expected outputs of the grant Increased supply of trained health professionals: medical doctors,
nurses and allied health professionals
Actual outputs achieved Community service placements
Medical Doctors: 251
Dentists: 23
Dieticians: 55
Environmental Health Practitioners: 34
Occupational Therapists: 91
Pharmacists: 88
Physiotherapists: 102
Radiographers: 76
Speech & Hearing Therapists: 62
Internship programme
Medical Interns: 526
Pharmacists: 61
Clinical Psychologists: 61
Total: 648
Amount per amended DORA (R’000)

Reasons if amount as per DORA not transferred
Reasons for the funds unspent by the entity (R’000) There were commitments of invoices to the value of R31 million
as of 31 March 2020. The Department has applied for a roll-over
amounting to R31 million.
Monitoring mechanisms by the transferring department Monthly, quarterly and annual monitoring of expenditure
4.11.3. Conditional Grant: Comprehensive HIV, AIDS and TB Grant
Purpose of the grant To ensure the effective and efficiency of programme
implementation
Expected outputs of the grant • Reduced morbidity and mortality due to HIV/AIDS and TB
• Increased life expectancy
• Strengthened health system effectiveness
Actual outputs achieved • Increased life expectancy
• Decreased death rate due to TB
Amount per amended DORA (R’000)

Reasons if amount as per DORA not transferred
Amount spent by the department/municipality (R’000) 4, 662, 825, 800

Reasons for the funds unspent by the entity (R’000) Commitments for procurement of X-ray machines were made and
invoices were received after year-end to the value of R114 million.
The Department has applied for a roll-over amounting to R114
million.
Monitoring mechanisms by the transferring department Monthly, quarterly and annual monitoring of expenditure
4.11.4. Conditional Grant: 2019/2020 Social Sector EPWP Incentives Grant for the Province - Department
of Health Social Sector EPWP Incentives Grant
Purpose of the grant • Poverty alleviation
• Creation of job opportunities
• Improve quality of life
• Skills development
• Improve service delivery
Expected outputs of the grant • Employment of Participants
• Training and Capacity building of Participants
• Improved service delivery.
Actual outputs achieved 600 Participants employed Created job opportunities for 600
participants/beneficiaries
Amount per amended DORA 26, 197, 000
The amount transferred (R’000) 26, 197, 000
Reasons if amount as per DORA not transferred N/A
Amount spent by the department/ municipality (R’000) 25, 498, 072 (97%)
Reasons for the funds unspent by the entity 2% of the budget committed for training of pharmacy assistants
could not be spent on time and the remaining 1% for equipment,
PO was submitted late to the service provider and computers
cannot be delivered.
Monitoring mechanisms by the transferring department Monthly and Quarterly Reports (Monthly In Year Monitoring Reports
and Quarterly narrative Reports)
4.12. CAPITAL INVESTMENT, MAINTENANCE AND ASSET
MANAGEMENT PLAN
The following progress was made in implementing the capital, investment and asset management plan.
Table 4.12.1: Infrastructure projects completed during the financial year and progress compared with
what was planned at the beginning of the year
PMIS Project name Current stage Construction Planned Actual Reason for deviation
Project start date construction construction
Number end date as at completion
1 April 2018 date or new
planned
completion
date
143 Boitumelo clinic Construction 29 March March 2018 March 2023 The contractor could
New clinic 2017 not start with the work
due to lack of municipal
approval for construc-
tion. The contractor was
then chased off-site by
the community. GDID
cancelled the contract
with the contractor and
the project was re-ad-
vertised for tender. A
new contractor was
appointed.
241 Charlotte Construction 09 November 30 June 2018 31 May 2019 Community unrest
Maxeke 2015 caused delays during
Johannesburg construction. A Project
Academic Steering Committee
Hospital was established in
Upgrading and mitigation.
renovation of
the existing
Psychiatric unit
179 Dewagensdrif Construction 01 August 31 March 29 July 2018 The official opening took
Clinic completed 2016 2018 place on 26 April 2019.
Construction of All construction work
new clinic was completed; the last
health technology items
are overdue for delivery,
fitment and commis-
sioning.
129 Finetown Clinic Construction 28 28 February 31 January A contractual dispute
Construction of September 2019 2020 led to contract cancella-
new clinic 2016 tion in November 2018.
A new contractor was
appointed to complete
the project.
6793113 Greenspark Construction 15 February 29 March 30 October Additional scope to bulk
Clinic new 2017 2019 2019 earthworks had to be
clinic added due to a change
in site that led to ex-
tension of time. Further
delays on site were due
to community unrest.
291 Kekanastad Psychiatric Yes 173,907 173,978 The contract was termi-
Clinic Community-Based nated when construction
Construction of Services was at 35%. A replace-
the new clinic ment contractor was
appointed after re-ad-
vertising.
PMIS Project name Current stage Construction Planned Actual Reason for deviation
Project start date construction construction
Number end date as at completion
1 April 2018 date or new
planned
completion
date
6793111 Khutsong Construction 12 April 2016 31 August 15 December Community unrest de-
South Ext2 2018 2020 layed progress on site.
Clinic New Contract was terminated
Clinic due to contractual dis-
putes. Additional scope
(asphalt) added due
to the site’s dolomitic
condition.
170 Mandisa Construction 03 October 31 December 31 December The project needed
Shiceka Clinic 2017 2020 2020 more land due to its size
Replace relative to the current
current clinic site. An additional land
parcel ERF 355 (a por-
and upgrade to
tion) was requested to
CDC
accommodate parking
for the clinic. A tempo-
rary structure had to be
established for decant-
ing purposes.
183 New Kekana Constructio 16 January 29 June 2018 The facility was delayed
Gardens Clinic completed 2016 by the inability of the
New clinic Health Technology
(HT) provider to supply
on time. The official
opening was on 6 April
2019.
Table 4.12.1: Infrastructure projects completed during the financial year and progress compared with
what was planned at the beginning of the year
PMIS Project Number Project name Stage Construction start Construction end
date date
30309905 Atteridgeville CHC Feasibility 30 November 2018 31 August 2021
Construction of new
CHC
84 Bertha Gxowa Design 01 February 2020 31 March 2021
Hospital Upgrading of
hospital
31007931 Bheki Mlangeni Feasibility 01 December 2022 31 March 2025
Hospital New Nurses’
Residences
143 Boikhutsong CDC Construction 76% - 29 May 2017 15 December 2020
Replacement of 99%
existing clinic and
upgrade to new CDC
6792486 Boitumelo clinic New Construction 1% - 01 April 2020 31 March 2023
clinic 25%
6793105 Braam Fischerville Pre-feasibility 05 March 2020 31 March 2023
Clinic New Clinic
445 Bronkhorstspruit Feasibility 06 September 2020 06 January 2022
FPS Mortuary New
mortuary
212 Carletonville Hospital Design 30 October 2019 31 January 2022
Refurbishment of TB
ward
date date
241 Charlotte Maxeke Construction 100% 09 November 2015 31 May 2019
Johannesburg
Academic Hospital
Upgrading and
renovation of the
existing Psychiatric
unit
30309680 Charlotte Maxeke Design 01 June 2019 01 July 2023
Johannesburg
Academic Hospital
Wet Services
6793027 Chiawelo Clinic Feasibility 15 February 2020 24 February 2023
Replace asbestos with
brick and upgrade
existing clinic to CHC
428 Chris Hani Tender 01 March 2019 11 November 2021
Baragwanath Hospital
Critical repairs and
refurbishment of staff
accommodation,
walkways, neo-natal
ICU and Labour ward.
6793012 Cosmo City Clinic Identified 01 April 2021 31 March 2023
New Clinic
103 Dark City CHC Design 02 November 2019 30 September 2023
Additions and
rehabilitation
6793117 Daveyton Main Clinic Feasibility 01 April 2021 31 March 2024
Construction of the
new clinic
30309906 Dewagensdrift EMS Design 05 August 2019 29 September 2022
New EMS base
6793154 Discoverers CHC Design 28 March 2020 01 May 2024
Convert CHC into
District Hospital
105 Dr George Mukhari Pre-feasibility 30 January 2020 30 July 2022
Hospital Construction
of helipad
319 Dr Yusuf Dadoo Feasibility 13 December 2019 31 December 2024
Hospital Revitalisation
6793031 Edenvale Hospital Feasibility 01 August 2019 01 September 2022
Upgrades Upgrading
and new AET,
additional wards,
linen room, additional
theatre
350 Ekangala Clinic New Design 01 November 2019 01 November 2022
clinic
30309678 Eldorado CHC Feasibility 01 April 2020 31 March 2023
Construction of new
CHC
113 Evaton West clinic Tender 01 April 2020 31 March 2022
Construction of new
clinic
6793121 Finetown Clinic Construction 26% - 28 September 2016 31 March 2021
Construction of new 50%
clinic
date date
6793113 Greenspark Clinic Construction 51% - 30 May 2017 30 October 2020
New clinic 75%
659 Helen Joseph Hospital Construction 1% - 01 September 2018 30 November 2021
Refurbishment of 25%
Oorkant, Susan Hof,
Querani and Strydom
Hof Nurses residences
at the hospital
656 Helen Joseph Hospital Construction 76% - 16 October 2012 31 May 2019
Renovations to 99%
Psychiatric ward and
observation units
31006404 Hillbrow District Feasibility 01 April 2020 31 March 2024
Hospital Conversion
of CHC into District
Hospital. Additions
and revitalisation
6793118 J Dumani CHC Design 01 April 2021 31 March 2024
Extensions of the
pharmacy storeroom
467 Johannesburg Construction 26% - 03 November 2016 30 November 2021
FPS Mortuary New 50%
mortuary
753 Jubilee Hospital Identified 01 June 2022 30 June 2027
Revitalisation
760 Kagiso CHC New Design 08 December 2020 31 March 2023
CHC
759 Kalafong Hospital Feasibility 01 August 2020 28 May 2026
Revitalisation/
construction of new
hospital
291 Kekanastad Clinic Construction 26% - 16 January 2016 31 March 2021
clinic
292 Kgabo CHC New Feasibility 01 October 2021 29 November 2022
CHC
765 Khayalami Pre-feasibility 10 March 2019 28 June 2024
Hospital Complete
refurbishment of
existing unused
hospital into a
functional District
Hospital
31007745 Khayalami Hospital Feasibility On-Hold On-Hold
Demolition of current
empty hospital
6793111 Khutsong South Ext2 Construction 6% - 12 April 2016 31 May 2021
Clinic New clinic 99%
6793107 Kokosi CHC New Design 11 December 2019 31 March 2024
CHC
849 Kopanong Hospital Tender 01 April 2020 01 May 2021
Refurbishment of
Psychiatric wards 1
&2
161 KT Motubatse New Feasibility 26 October 2019 26 October 2022
clinic
6793036 Lebone College Health Design 05 March 2020 03 July 2022
Council upgrades
6793048 Lehae CHC Feasibility 30 July 2020 28 February 2023
Construction of a new
CHC
date date
31008679 Lenasia District Tender 01 December 2022 01 December 2024
Hospital Phase1
Gateway Clinic
908 Lenasia South CHC Tender 01 April 2020 31 March 2024
Convert CHC into
District Hospital.
Phase 1 Gateway
Clinic
30309679 Leratong Nurses Res Feasibility 30 June 2020 30 September 2022
Upgrade
31006389 Lillian Ngoyi Hospital Tender 01 April 2020 31 March 2025
Staff accommodation
53 Lillian Ngoyi Construct Design 01 April 2020 31 March 2025
new 500 bed District
Hospital adjacent to
existing CHC
170 Mandisa Shiceka Construction 76% - 03 October 2017 31 December 2020
Clinic Replace current 99%
clinic and upgrade to
CDC
6793112 Mayibuye clinic Design 28 August 2020 16 January 2021
Construction of new
clinic
180 New Eersterus Clinic Construction 1% - 31 August 2018 31 August 2023
clinic in Soshanguve
6793120 Northmead Clinic Feasibility 01 April 2021 31 March 2023
Upgrades and
additions
OR Tambo MOU Identified 11 September 2021 11 September 2023
Upgrading and
renovation of the
existing clinic using
MOU
6793122 Orange Farms Tender 01 December 2022 01 December 2025
Replacement of Ext 7
Clinic
195 Phedisong 4 CHC Design 05 October 2019 05 October 2021
Additions and
rehabilitation
6793119 Phillip Moyo CHC Construction 75% - 31 July 2017 01 November 2020
Extension and 99%
refurbishment of
maternity unit
Pholosong Hospital Design 01 April 2017 31 March 2021
Stepdown beds
198 Pretoria North Design 01 April 2019 19 April 2024
Clinic Additions and
rehabilitation
202 Ramotse Clinic New Design 01 July 2020 31 March 2022
clinic
6793106 Randfontein Clinic Construction 26% - 31 January 2020 31 May 2022
Replace small clinic 50%
and upgrade to CHC
6793149 Refentse Clinic Design 01 April 2019 31 March 2022
Additions and
rehabilitation
205 Refilwe Clinic Replace Design 30 April 2019 30 September 2023
small clinic and
upgrade to CHC
date date
629 S G Lourens Nursing Design 01 April 2020 31 March 2022
College Construction
of new training facility
739 Sebokeng Hospital Feasibility 25 July 2019 24 July 2024
Revitalisation
6793128 Sebokeng Zone 17 Construction
clinic Construction of
new clinic
50%-75% 31 October 2019 31 December 2020
223 South Rand Hospital Design 02 February 2020 02 February 2022
Conversion and
renovation of old
compound/pharmacy
South Rand Hospital Identified On-Hold On-Hold
Maternity homes
901 Tambo Memorial Feasibility 01 August 2020 28 May 2026
Hospital Revitalisation
31006387 Tara Hospital Design 01 August 2019 31 August 2022
Construction of new
secure adolescent
ward
Tembisa Hospital Feasibility 01 April 2020 31 March 2021
Encroachment and
dolomite risk
Tembisa Hospital New Design 01 April 2020 30 April 2022
bulk store
1010 Tshwane Design 30 November 2019 30 September 2023
Rehabilitation Centre
Renovation and
upgrading of the
facility
245 Weskoppies Hospital Design 16 November 2019 01 June 2022
Condition assessment
and refurbishment of
heritage buildings
Winnie Mandela CHC Design 01 April 2021 31 March 2024
CHC
Zola Clinic Feasibility 01 April 2021 31 March 2024
clinic
Plans to close or down-grade any current facilities

There were no plans to close or down-grade any facilities in the 2019/20 financial year.
Progress was made on maintenance of the following infrastructure:

Maintenance category Final appropriation Expenditure (R’000) % spent against budge Construction end date
(R’000) (R’000)
Maintenance & Repairs R 1 009 967 R 1 150 206 114% 30 September 2023
Electro-mechanical R 394 474 R 376 494 95% 01 June 2022
EPWP R 130 968 R 75 107 57%
Total R 1 535 409 R 1 601 807 104%
Percentage of the Department’s capital assets in good, fair or bad condition
The table below shows the condition ratings of facilities as per the User Asset Management Plan (UAMP) for 2019/20.
Index Number of facilities Percentage % spent against budge (R’000)

Condition Rating C4 14 3% 114%
The following major maintenance projects were undertaken during the period under review.
Table 4.12.2: Maintenance projects, 2019/20

Project Type of infrastructure Municipality 2019/20 Main Construction end date
Appropriation
EPWP Non-infrastructure City of Johannesburg R 2 187 R 2 187
specific
45 Commissioner Street Office Accommodation City of Johannesburg R 2 000 R 2 000
Ann Latsky Nursing Nursing College City of Johannesburg R 1 000 R 2 445
College
Auckland Park Medical Medical Supply Depot City of Johannesburg R 2 000 R 6 000
Supply Depot
Bertha Gxowa Hospital Hospital - District Ekurhuleni R 3 500 R 7 300
Bheki Mlangeni Hospital Hospital - District City of Johannesburg R 3 500 R 11 102
Bona Lesedi College Nursing College West Rand R 2 000 R 3 800
Bronkhorstspruit Hospital Hospital - District City of Tshwane R 3 500 R 3 000
Bronkhorstspruit EMS Ambulance/EMS Station City of Tshwane R 1 000 R 1 800
Bronkhorstspruit Forensic FPS City of Tshwane R 1 000 R 3 400
Mortuary
Carletonville Hospital Hospital - District West Rand R 3 500 R 11 000
Carletonville FPS FPS West Rand R 1 000 R 700
Charlotte Maxeke EMS Ambulance/EMS Station City of Johannesburg R 1 000 R 700
Charlotte Maxeke Hospital - Central City of Johannesburg R 30 000 R 110 000
Hospital
Chris Hani Baragwanath Hospital - Central City of Johannesburg R 30 000 R 70 000
Hospital
Chris Hani Laundry Laundry Services City of Johannesburg R 2 500 R 3 000
Chris Hani Nursing Nursing College City of Johannesburg R 1 450 R 2 450
College
Cullinan Care & Rehab Hospital - Specialised City of Tshwane R 1 200 R 1 200
Cullinan EMS Ambulance/ EMS Station City of Tshwane R 1 000 R 100
Diepkloof Forensic FPS City of Johannesburg R 1 500 R 1 500
Mortuary
Dr George Mukhari Hospital - Central City of Tshwane R 30 000 R 45 000
Hospital
Dr Yusuf Dadoo Hospital Hospital - District West Rand R 3 500 R 15 500
Dunswart Provincial Laundry Services Ekurhuleni R 2 500 R 5 000
Laundry
Edenvale Hospital Hospital - Regional City of Johannesburg R 3 950 R 9 950
Ekurhuleni CHC PHC – Community Ekurhuleni R 3 300 R 12 000
Health Centre
Ekurhuleni Clinics PHC - Clinic Ekurhuleni R 3 200 R 10 500
Ekurhuleni District Office Office Accommodation Ekurhuleni R 800 R 800
Emergency Repairs Non-infrastructure City of Johannesburg R 5 000 R 80 000
Maintenance specific
Appropriation
Far East Rand Hospital Hospital - Regional Ekurhuleni R 3 990 R 9 990

Fochville EMS Ambulance/EMS Station West Rand R 1 000 R 500
Garankuwa Forensic FPS City of Tshwane R 1 200 R 8 193
Mortuary
Garankuwa Nursing Nursing College City of Tshwane R 1 000 R 1 000
College
Germiston Forensic FPS Ekurhuleni R 1 059 R 2 118
Mortuary
Heidelberg Forensic FPS Sedibeng R 1 000 R 1 300
Mortuary
Heidelberg Hospital Hospital - District Sedibeng R 3 500 R 12 000
Helen Joseph Hospital Hospital - Tertiary City of Johannesburg R 4 250 R 22 250
Johannesburg Clinics PHC - Clinic City of Johannesburg R 4 500 R 20 000
Johannesburg Laundry Laundry Services City of Johannesburg R 3 000 R 6 000
Johannesburg CHCs PHC – Community City of Johannesburg R 4 200 R 36 200
Health Centre
Johannesburg District Office Accommodation City of Johannesburg R 658 R 1 158
Office (& Pharmacies)
Johannesburg Forensic FPS City of Johannesburg R 1 050 R 4 850
Mortuary
Jubilee Hospital Hospital - District City of Tshwane R 3 500 R 21 206
Kalafong Hospital Hospital - Tertiary City of Tshwane R 4 130 R 46 771
Kopanong Hospital Hospital - District Sedibeng R 3 500 R 25 000
Lebone College of Nursing College City of Tshwane R 800 R 900
Emergency Care
Lebone EMS College Ambulance/EMS Station City of Tshwane R 1 000 R 200
(RTC)
Leratong Hospital Hospital - Regional West Rand R 4 000 R 23 000
Masakhane Cookfreeze Other - Specialised City of Tshwane R 1 000 R 3 000
Masakhane Laundry Laundry Services City of Tshwane R 3 000 R 16 000
MEDUNSA Oral Health Hospital - Specialised City of Tshwane R 735 R 735
Centre Hospital
New Mamelodi Hospital Hospital - Regional City of Tshwane R 3 900 R 9 944
Nicol House Accommodation City of Tshwane R 910 R 4 001
Odi Hospital Hospital - District City of Tshwane R 3 500 R 12 820
Old Germiston Hospital Hospital - District Ekurhuleni R 500 R 500
Old Mamelodi Hospital Hospital - Regional City of Tshwane R 3 987 R 2 000
Pholosong Hospital Hospital - Regional Ekurhuleni R 3 400 R 8 900
Pretoria Forensic FPS City of Tshwane R 2 800 R 5 466
Mortuary
Pretoria Oral & Dental Hospital - Specialised City of Tshwane R 670 R 200
Pretoria West Hospital Hospital - District City of Tshwane R 3 575 R 10 840
Radio Communication Non-infrastructure City of Johannesburg R 2 500 R 8 000
System specific
Rahima Moosa Mother Hospital - Regional City of Johannesburg R 3 250 R 15 750
and Child Hospital
Rahima Moosa Nursing Nursing College City of Johannesburg R 1 100 R 4 100
College
Roodepoort Forensic FPS West Rand R 1 000 R 750
Mortuary
S G Lourens Nursing Nursing College City of Tshwane R 765 R 1 942
College
Sebokeng EMS Ambulance/EMS Station Sedibeng R 1 000 R 2 000
Appropriation
Sebokeng Forensic FPS Sedibeng R 1 150 R 500

Mortuary
Sebokeng Hospital Hospital - Regional Sedibeng R 3 230 R 25 230
Sedibeng District CHCs PHC - Community Health Sedibeng R 2 900 R 8 220
Centre
Sedibeng District Clinics PHC - Clinic Sedibeng R 2 900 R 5 900
Sedibeng District Office Office Accommodation Sedibeng R 800 R 500
Sizwe Tropical Diseases Hospital - Regional City of Johannesburg R 3 890 R 8 890
Hospital
South Rand Hospital Hospital - District City of Johannesburg R 2 940 R 13 940
Springs Forensic FPS Ekurhuleni R 1 100 R 1 100
Mortuary
Sterkfontein Hospital Hospital - Specialised West Rand R 3 500 R 12 000
Steve Biko Academic Hospital - Central City of Tshwane R 28 974 R 31 974
Hospital
Tambo Memorial Hospital Hospital - Regional Ekurhuleni R 3 980 R 15 980
Tara H Moross Hospital Hospital - Specialised City of Johannesburg R 3 300 R 7 800
Tembisa Hospital Hospital - Tertiary Ekurhuleni R 4 200 R 11 200
Thelle Mogoerane Hospital - Regional Ekurhuleni R 4 100 R 30 100
Hospital
TMI boiler house PHC - Clinic City of Johannesburg R 2 000 R 200
Tshwane District CHCs PHC - Community Health City of Tshwane R 4 200 R 4 200
Centre
Tshwane District Clinics PHC - Clinic City of Tshwane R 4 900 R 25 792
Tshwane District Hospital Hospital - District City of Tshwane R 3 540 R 6 740
Tshwane District Office Office Accommodation City of Tshwane R 590 R 1 200
Tshwane Rehabilitation Hospital - Specialised City of Tshwane R 1 100 R 3 408
Centre
Weskoppies Hospital Hospital - Specialised City of Tshwane R 3 450 R 7 200
West Rand District CHCs PHC - Community Health West Rand R 3 100 R 5 100
Centre
West Rand District PHC - Clinic West Rand R 2 975 R 7 975
Clinics
West Rand District Office Office Accommodation West Rand R 800 R 2 800
Health Facilities Hospitals Gauteng R 720 313 R0
Maintenance
Data Source: PMIS
Table 4.12.3: Progress made in addressing maintenance backlogs, 2018/19 and 2019/20
2018/2019 2019/2020
Infrastructure Final Actual (Over)/Under Final Actual (Over)/Under
projects Appropriation expenditure Appropriation expenditure
R’000 Expenditure R’000 R’000 Expenditure R’000
New and
replacement
assets R 710 276 R 521 837 R 188 439 R 374 280 R 443 822 R 362 139
Existing
infrastructure
assets R 789 500 R 944 739 -R 155 239 R 1 284 748 R 1 535 409 (R 250 661)
Upgrades and
additions R 136 410 R 181 549 -R 45 139 R 170 300 R 130 968 R 75 107
Rehabilitation,
renovations and
refurbishments R 136 017 R 114 324 R 21 693 R 68 500 R 394 474 R 376 494
Maintenance and
repairs R 517 073 R 648 866 -R 131 793 R 1 045 948 R 1 009 967 R 1 150 206
Infrastructure
transfer
Current
R 517 073 R 648 866 -R 131 793 R 1 045 948 R 1 009 967 R 1 150 206
Capital
R 982 703 R 817 711 R 164 992 R 613 080 R 969 264 (R 356 184)
Total
R 1 499 776 R 1 466 576 R 33 200 R 1 659 028 R 1 979 231 R 1 963 946
PART C:
GOVERNANCE
Part C: Governance
1. GOVERNANCE
1. Introduction
The Gauteng Department of Health is committed to sound corporate governance in its delivery of health care
services to the public. The Department assures tax payers that systems of internal control are in place to
enable effective, efficient and economical use of state resources.
2. Risk Management
The Accounting Officer (AO) of the Department takes responsibility for implementing Enterprise Risk
Management (ERM) in accordance with the National Treasury Public Sector Risk Management Framework
(PSRMF). The Chief Director: Risk Management and Internal Control is the Chief Risk Officer (CRO) for the
Department.
The Department has, in consultation with the Premier’s Office, decided to separate risk management and
internal control to ensure improved independent reporting. The internal control unit will concentrate on the
following three key functions:
• Assess and improve controls to ensure that all transactions are recorded accurately and correctly in the
• Assess and improve controls to ensure the accurate and complete reporting of performance information.
• Assess and improve controls to ensure compliance with laws, rules and regulations.
In compliance with the PSRMF and to embed risk management, the Department has adopted an ERM Policy
Statement which sets out its overall intentions with regard to ERM. A detailed Risk Management Strategy and
Risk Management Implementation Plan were approved and implemented in 2019/2020 financial year. The
ERM Implementation Plan gives effect to the departmental RM Policy and Strategy and outlines the roles and
responsibilities of management and staff in embedding risk management in the Department.
The Department has assessed significant risks that could have an impact on its ability to achieve its strategic and
operational objectives. Risks were prioritised based on their likelihood and impact (inherently and residually)
and mitigations were agreed upon to reduce the risks to acceptable levels. Risk Owners have been identified
for each risk and are responsible for monitoring risk levels and the extent to which mitigating strategies are in
place.
Progress on mitigation measures are tabled at the Risk Management Committee meeting (RMC) and Audit
Committee on a quarterly basis. New/emerging risks are identified and assessed on an ongoing basis.
The Department has an established and functional Departmental Risk Management Committee to assist the
Accounting Officer in carrying out his responsibilities relating to risk management. The Committee operates
within Terms of Reference approved by the Head of the Department and consists of identified risk owners for
each risk, representatives of all programmes and representatives of the four academic hospitals and of Gauteng
Provincial Treasury. The committee meets quarterly to review and access departmental risks recorded and to
evaluate the action plan progress in the strategic risk register.
The following key strategic risks were identified in the 2019/2020 financial year:
• Inadequate access to quality health services for mental health patients.
• Increase in maternal, new born, infant and child morbidity/mortality.
• High death rate due to increase in the number of HIV and TB infections.
• Inadequate resources for the Primary Health Care Reengineering programme.
• Serious adverse events.
• Poor quality of EMS referral/call system due to incorrect use of system.
• Shortages in pharmaceutical supplies.
• Aging infrastructure and health technology.
• Non-adherence to prescripts.
• Lack of standardised information technology platforms to enable the provision of quality health care.
• Delays/late payments to suppliers (30-day payment period).
• Inadequate human capital management.
• Inability of Supply Chain Management to support the provision of quality health care.
• Financial losses due to litigation.
• Inability to achieve revenue targets.
• Fraud and corruption.
• Fruitless and wasteful expenditure.
• Irregular expenditure.
• Inability to function in the event of a disaster (business disruption).
• Compromised safety of patients and employees.
• Insufficient, irrelevant, inaccurate and incomplete performance reports.
• Industrial action at Forensic Pathology.
Plans are in place to mitigate these risks.
3. Minimising Conflicts of Interest

During the 2019/20 financial year, a total of 184 conflict of interest cases (health officials conducting business
with organs of state) were identified by both Gauteng Audit Services (GAS) and the Auditor General.
Initially, these officials were issued a letter in which they were afforded an opportunity to respond. The cases
were subsequently referred to the Investigations and Labour Relations Units respectively.
The Ethics Unit embarked on the following to raise awareness:

• Recruited 64 HR managers to assist with an awareness project and appointed 41 Ethics Administration
Officers on the e-Disclosure system. Unfortunately, this is an added responsibility to the Human Resources
Manager’s tasks and not ideal considering the size of GDoH.
• Raised awareness through the Intranet.
• Sent posters to the HR managers for display in their respective institutions.
• Communicated through Personnel Circular Minute 26 of 2020 highlighting consequence management of
non-compliance.
The Department received the GAS latest report which revealed that 184 cases (AGSA included) were originally
reported and that there were 110 cases involving officials who have ceased conducting business with the
organs of state.
The number still doing business with the state are reported in the table below:
Description Statistics
Number of officials who are still conducting business with organs of state 86
Newly reported cases (GAS quarter 4 report) 24
Total cases 110
4. Fraud and Corruption

The departmental Investigation and Integrity Management Directorate coordinates investigations within the
Department. The Department has in place a Fraud Prevention Plan and Whistle Blowing Policy and uses the
Gauteng Ethics and Anti-Corruption Hotline, the Premier’s Office and the Public Service Commission Hotline
to receive allegations of fraud and corruption for investigation. Because of the diversity of cases within the
Department, some forensic investigations are referred to Provincial Treasury.
Code of Conduct
Human Resource Development conducted monthly training on the following:

Code of Conduct/Ethics and
Period of training, 2019/20 Anti-Fraud & Corruption
Quarter 1 606
Quarter 2 2606
Quarter 3 1441
Quarter 3 1089
Total number of officials trained 5742
The Ethics Unit also co-ordinated a free Ethics online course with the National School of Government (NSG)
and the Office of the Premier (OoP). The course material covers the Code of Conduct and Ethics. The course is
made available to all officials on level 7 and above. However, the response was very poor due to the Covid-19
pandemic lockdown, with only 24 officials registering. The NSG extended the course on 26 May. This invitation
has no closing date as yet. All Ethics Administration and HR Managers were made aware of the course and
posters were provided.
In addition to the above, the Ethics Unit engaged with Gauteng City Region Academy (GCRA) for training of
level 2 to 6 officials. These are our porters, cleaners, gardeners, mortuary attendants and clerks. Training
was conducted at Tambo Memorial, Jubilee and Charlotte Maxeke hospitals during the fourth quarter of the
financial year; 272 officials were trained.
5. Portfolio Committees (HOD OFFICE)

The table below shows the dates of the meetings of the Portfolio Committees, the matters discussed and how
the Department addressed them.
Date of Meeting Matters raised How matters were addressed

16 July 2019 • Presentation by the Gauteng Department responded to all matters
Department of Health on the 4th raised by the Committee including follow
quarter report for 2018/19 FY. up submissions that were requested.
• Presentation by the Gauteng
Department of Health Budget Vote 4
for 2019/20 FY.
28 August 2019 • Gauteng Department of Health Department responded to all matters
Quarter 1 Performance Report raised by the Committee including follow
2019/2020 Financial Year. up submissions that were requested.
29 August 2019 • Public engagement in Ga-Rankuwa Department responded to all matters
regarding Focused Intervention study raised by the Committee and public
on EMS.
13 September 2019 • Gauteng Department of Health to The Committee was not pleased with the
present the report on infrastructure. report as provided by the Department.
The department was therefore requested
to rework presentation and provided
responses to the raised queries at the
next meeting. The Department has since
been presenting to the Committee per
quarter on Infrastructure matters
01 November 2019 • Presentation by the Gauteng The Committee accepted the report and
Department of Health on request the Gauteng Department of
infrastructure. Health to reply at the next meeting
09 November 2019 • Public engagement in Sedibeng Department responded to all matters
regarding Home based care services raised by the Committee and public
in the Gauteng Province.
14 November 2019 • Presentation by Gauteng Department Department responded to all matters
of Health on 2019/20-2023 Annual raised by the Committee including follow
performance Plan. up submissions that were requested.
Date of Meeting Matters raised How matters were addressed
22 November 2019 • Presentation by the Gauteng Department responded to all matters
Department of Health on the Q2 raised by the Committee including follow
Performance Monitoring Report. up submissions that were requested.
11 February 2020 • Presentation by the Gauteng • The Committee did not accept the
Department of Health on the presentation because it was vague
responses to the Committee and lacked detailed information
unannounced oversight visit. of 24 that would assist the Committee
January 2020 – Tembisa Hospital. to monitor the progress of the
• Presentation by the Gauteng issues raised. The Department was
Department of Health on matters of requested to prepare a detailed
infrastructure. report in response to the observations
• Presentation by the Gauteng made by the Committee at Tembisa
Department of Health on the pending Hospital.
oversight visit at Dr George Mukhari • The Committee accepted the
Hospital and Jubilee Hospital. presentation however it was agreed
• Presentation by the Gauteng that going forward, the Department
Department of Health on the will provide detailed information to the
Attachment of the Department Bank Committee. Further, the infrastructure
Statement. meetings will be held on a quarterly
• Presentation by the Gauteng basis.
Department of Health on the progress • The Committee appreciated the
of the concerns raised at the responses and that the Department
Stakeholder Engagement Session action plan on Ward 4 of Jubilee
with Home Based Care Givers held Hospital be presented to the
on 09 November 2019. committee on the 6th of March 2020.
• The Committee appreciated the
responses and requested the
Department share the updated
presentation, that this item be also
dealt with on a quarterly basis.
• The Committee appreciated the
responses from the department.
20 February 2020 • Presentation by the Gauteng • The Committee accepted the
Department of Health on the responses as provided.
responses to the unannounced visit at
Tembisa Hospital.
6 March 2020 • Presentation by the Gauteng • The Committee accepts the report.
Department of Health on the 3rd
quarterly report for 2019/20 FY.
• Presentation by the Gauteng
Department of Health on the incident
with the Facility Manager at Winnie
Mandela Clinic.
20 March 2020 • Presentation to appraise the Health • The Committee accepts the report.
Committee on COVID-19.
6. SCOPA Resolutions
03 December 2019
REQUESTS FOR RESPONSES ON HOUSE RESOLUTIONS EMANATING FROM THE SCOPA REPORT
ON THE AUDITOR-GENERAL’S REPORT ON THE FINANCIAL STATEMENTS AND PERFORMANCE
INFORMATION OF THE DEPARTMENT OF HEALTH FOR THE YEAR ENDED 31 MARCH 2019
Resolution Details Response by the Department Resolved

No. (Yes/No)
1 In terms of In answering this question, the Department confirms that in addressing plans No
Rule 179(4), aimed at intensifying performance and consequent management to mitigate
the Department instances of findings on lawsuits, the Department identified the following 3 key
must submit areas to be addressed:
an update to
This was adopted as a further strategy to not only mitigate litigation but also to
SCOPA and
analyse and eradicate the actual root cause of these litigations/lawsuits.
the Health
Portfolio The key arears are as follows:
Committee on • Internal issues within the health institutions which are identified as the root
plans aimed cause of all the issues around litigation.
at intensifying • Re-visit the consortium and standard operating procedures with the State
performance Attorney.
and • Addressing the challenges within the Head Offices
consequence
Legal Services would like to focus on the above.
management
processes One of the key issues to be addressed within the health institutions
to mitigate was to intensify performance by our staff members the following
instances plans and progress has been made in this regard:
of findings
on lawsuits. 1.1 Implementation of Clinical Governance Framework. A Clinical
This must be Governance Committee has been established and provides advice to
in a form of the MEC on clinical matters.
a quarterly
There are Clinical Governance Committee streams that represent priority clinical
progress report
disciplines of:
continuing 1.1.1 Mother and Child
up until June 1.1.2 Mental Health
2020. 1.1.3 Accident and Emergency
1.1.4 Trauma
1.1.5 General Surgery
1.1.6 Vascular Surgery (new)
1.1.7 Anaesthesiology
1.2 Morbidity Mortality Meetings
Weekly and monthly Morbidity and Mortality (M&M) meetings are held in
all hospitals. M&M meetings are used to determine root causes of adverse
outcomes as a learning opportunity to avoid similar events.
1.3 The Department is working on the revival of the Provincial Patient

Safety
and Medico-legal Committee (PPSML) which focuses primarily on
proactive management of potential litigations through mediation. More
clinicians are being trained on medico legal mediation and there are ten
that will be starting training in February 2020.
1.4 Absorption of the community workers to assist with rendering primary
health services in communities to identify patients that need medical care
and refer them to the clinics.
No. (Yes/No)
1.5 Measures have been put in place to address the staff and equipment No
shortages in the health institutions. There is weekly update of
equipment procurement and Clinton Health Access Initiative has
seconded two senior staff members to assist with SCM capacity.
1.5.1 The department is planning to appoint a total of 14 813 Community

Health Workers (CHWs) and Extended Public Works Programme (EPWPs)
as permanent employees on salary level 2. The current available combined
budget for these categories of staff is R498, 802, 000; whilst permanent
appointment is costed at R2, 004, 279, 276 in 2020/2021 financial year.
1.5.2 In an effort to improve the skills of Community Health Workers (CHWs),

the department has conducted road shows in the districts on Recognition of
Prior level (RPL); and there are plans to start enrolling qualifying Community
Health Workers (CHWs) to be trained on Occupational Certificate: Health
Promotion Officer certificate course. This will assist in further improving on
the health promotion programme.
1.6 Strengthening of Ideal Hospital Implementing using the Ideal Hospital

Tools like EVP programme and Impilo App to improve patience
experience of care this also assist on addressing some of the following
challenges:
• Infection Control.
• Staff Attitudes.
• Drug Availability.
• Staff and Patient Cafety.
• Patient Waiting Times.
1.7 Enforcing Consequence Management.

A circular has been issued in August 2019 to all health workers which outlines
individual liability against any employee who does not adhere to the required
health standards and whose actions result in medical negligence litigation. This
has brought an improvement in the reporting and record keeping.
As the Department is in the process of finalising the recruitment of Chief

Executive Officers (CEO`s), the Department is concurrently putting functions
in place and reporting indicators which includes the proper record keeping and
reporting on progress of all the disciplinary hearings in progress.
This will also be supported by a team, from the Head Office that will be
assisting the CEO`s in reporting and managing and also ensuring accurate data
management of these cases/outcomes.
No. (Yes/No)
1 1.8 Mediation is also in place and so far 6 matters have been successfully mediated No
with effect from October to December 2019. The Department is assisted in this
regard by SAMLA, the Department will be resuming further Mediations from the
24th January 2020.
Breakdown of the settled Mediation Cases

MATTER AMOUNT AMOUNT AMOUNT PAID
CLAIMED SETTLED SAVED
MARTHA MARAIS R2 500 000 500 000 R2 000 000 YES
KABELO NCHOCHO R5 000 000 R200 000 R4 800 000 NO
SIPHO DHLAMINI R4 000 000 R300 000 R3 700 000 NO
LEHLOHONOLO MABOE R400 000 R315 000 R85 000 NO
MDUDUZI THOBODIYANE R75 000 R50 440 R24 560 NO
NOKULUNGA TONGA R550 000 R300 000 R250 000 NO
TOTAL R12 525 000 R1 665 440 R10 859 560
Feedback and Impact of Mediation

• The mediation of these 6 matters was VERY successful, not only did the GDoH
saved on the capital amount, it is also important to note that the greatest savings
was on litigation costs which would have accumulated through the years even before
the matter had gone to court.
• The Department’s reputation was restored as the complainant’s (even though some
were still grieving) felt valued by the Mediation team and thanked the Department for
inviting them to Mediation.
• They further expressed that they trusted the Mediation process and the Mediator’s
Independence in attending to both sides and that they found closure. The claimants
further appreciated the apology on behalf of the Department extended by the Legal
Team.
1.9 The strengthening of the relationship with state Attorney is yielding more good
results e.g.
On the 18 December 2019 the Department won yet another case which has created common
law and has marked the greatest success for the Department of Health. Briefly as follows:
The case of Karabo Mathlola v MEC for Health, judgment was handed down on the 18
December 2019. In this case the Department of Health has now created common law relating
to the Future Medical Treatment to be rendered to claimants, it has been practice that the
multi millions amounts of money are being claimed specifically for Future Medical Expenses
more in cerebral palsy cases like in this case of Mathlola.
In this ground-breaking judgement of the 18 December 2019 Judge Keightley ruled that,
rather than an agreement between the parties the court designated state hospital or facility
be instructed to take care of the claimant`s future Medical needs instead of paying cash for
those needs. This was in the wider interest of Justice to permit the courts to make payment
in kind.
The Judge added that the increase in payments for medico-legal claims meant that money
has to be diverted away from the already cash -strapped public healthcare system.

• It must be noted that following this Judgment the Department of Health through Chief
Director, Legal Services is now proceeding with the consultation with Counsel to obtain
an urgent opinion on how to fast track the finalization of the State Liability Amendment
Bill using this Judgment as the persuasive measure to the parliament in approving the
State Liability Amendment Bill.
The Department is due to receive an opinion in this regard by Friday the 17th January 2019.
No. (Yes/No)
2 The Demand plans that are in line with the available resources are prepared and No
Department monitored to ensure that there are no over commitments.
must Facilities are instructed to delete open purchase orders for perishables that are
implement older than 3 months.
proper control The Department has entered into payment plans with service providers
measures to (creditors) to address challenges with accruals.
ensure that The Department also prepares monthly financial performance reports that are
there are no reviewed at appropriate levels for quality assurance. These reports are used
further over as early warning systems to proactively identify instances of possible over
commitments commitment so that corrective actions can be implemented.
and provide The financial reports are also submitted to Treasury which provides oversight
the Committee and feedback and there are continuous engagements between Treasury and the
with a progress Department to address areas of concern
report
detailing the
effectiveness
of those
measures
every quarter
and continuing
up until the end
of June 2020.
No. (Yes/No)
3 The The following progress on measures to improve performance information. No
Department
must provide 3. 1. Capacity development
the Committee The health information quality improvement plan detailing plans to address
with a progress performance information interventions was approved by the Executive
report Management Committee in December 2020. A baseline assessment of
detailing the personnel dealing with health intelligence is being finalised for District Health
effectiveness Services and is being used to inform the proposed work study that HR
of measures branch will be conducting to inform the exact data capturing needs in view
put in place of the upcoming automation of data collection processes. The submission
to address for Director Data Management was approved and there are recruitment
weaknesses of processes underway to recruit also the M&E officers at sub-district levels to
pre-determined support monitoring of improvement initiatives at the coalface.
objectives
every quarter 3.2 Alignment of Individual to Organisational Performance including
and continuing integration of data management on every manager’s contract as per
up until the end DHMIS policy
of June 2020. • A rapid assessment of Managers performance contracts was carried out
which reflected minimal integration of data management and performance
management responsibilities as per DHMIS and performance accountability
policies of the Department.
• Following this assessment, a project was conceptualised to support
integration of data management and customisation of Performance
Management and Development System (PMDS) contracts for all functional
areas to improve operational and strategic performance.
• Key performance areas per targeted categories redefining has been
completed for consultation.
3.3 Weekly and Monthly Data Reconciliations and automation of data

collection
• Whilst awaiting for comprehensive health information system processes,
the Department has rolled out daily data capturing using the Web-DHIS
across the various districts. This enables data to be reviewed and captured
on a daily basis directly into the reporting system and this data becomes
available within 24hours for viewing by different levels. It further enables
ease of verification and improves data management processes. All the
Districts have varying number of DDC sites with Sedibeng having all sites
on DDC. The following is the breakdown per district.
1. Sedibeng :100% (38/38)

2. West Rand 75% (37/49)
3. Ekurhuleni: 92% (86/93)
4. COJ: 15% (18/118)
5. Tshwane: 12% (9/74)
No. (Yes/No)
• Road shows were conducted at all the districts to communicate the need to No
conduct monthly data reviews and correct data during data reconciliations,
including doing a demo of the tool for data reconciliation on a weekly
basis. These roadshows were further reinforced through two additional
advocacy sessions emphasising weekly and daily data reconciliations.
Real improvement on the impact of the weekly recons is yet to be felt.
• Pre-submission monthly reports are shared with the districts to alert and
advocate for the need to improve reliability of data and Districts have data
clean up processes that are currently underway to address gaps of the 9
months collected data.
3.4 POE
Whilst performance evidence (POE) processes and awareness has been
institutionalised. Real improvements are yet to be realised as large amounts of
POE submitted is still irrelevant. An integrated session to review performance
evidence (POE) requirements from managers perspective were held to help
guide them in submission of performance evidence (POE). From February
to March 2020 a process to review year to date POE for all the reports will
commence based on the consolidated monthly reports.
4 The The monthly Section 40 PFMA reports are prepared and submitted to the No
Department Gauteng Provincial Treasury by the 20th of every month.
must provide
the Committee The reports submitted includes the general ledger reconciliations.
with a progress
report on Gauteng Treasury conducts review and provide feedback and suggests
measures put improvements on the information submitted.
in place to
ensure carrying The Department has a reporting plan which assists in tracking and ensuring the
out of monthly reporting deadlines are met.
reconciliations
in compliance Treasury has to date not issued the Department with a non-compliance letter.
with Section
40(1) of the
PFMA every
quarter and
continuing up
until the end of
June 2020.
No. (Yes/No)
5 The Quarterly financial and performance information submissions are made to No
Department Gauteng Treasury for review.
must
ensure that The information is further presented and discussed at the Quarterly Audit
transparent Committee Meetings after Treasury’s reviews.
financial and
performance Feedback provided provides the basis of further improvements in subsequent
management submissions dates.
reporting
systems are Treasury has to date not issued the Department with a non-compliance letter.
regularly
maintained
and provide
the Committee
with a quarterly
progress report
detailing the
effectiveness
of these
measures
continuing up
until the end of
June 2020.
6 The The Department is working together with the Provincial Treasury to develop No
Department a “Compliance Risk Register” that will be used to monitor compliance with
must provide legislation. The process started in December 2019 and is planned to be
the Committee completed by the end of March 2020.
(SCOPA) with a
progress report • The Department has implemented a compliance checklist for RFP and
on measures RFQ processes.
put in place • The Department has established Quotation Adjudication Committees at all
to monitor Health Institutions and a Bid Adjudication Committee at Head Office; and
the non- • The Department is in the process of obtaining Supply Chain Management
compliance specialists to assist the Department. Consequence management is also
with applicable being implemented.
legislation • The department is in a process of enhancing the skills of SCM officials
and Treasury hence there is budget ringfenced to continue with training SCM officials by
Regulations by National School of Governance.
officials of the • Risk Management is in a process of developing an overall compliance
Department checklist to ensure that all statutory obligations are met.
every quarter
and continuing
up until the end
of June 2020.
No. (Yes/No)
7 In terms of 7.1 There are Clinical Governance Committee streams that represent priority No
Rule 179(4) clinical disciplines.
the Department
must provide 7.2 Morbidity Mortality Meetings
the Committee
(SCOPA) and Weekly and monthly Morbidity and Mortality (M&M) meetings are held in
the Portfolio all hospitals. M&M meetings are used to determine root causes of adverse
Committee on outcomes as a learning opportunity to avoid similar events.
Health with a
progress report The main purpose of M&M meetings is to determine root cause analysis of
on measures adverse outcome and to learn from it to avoid reoccurrence. The causes are
put in place classed as follows:
to monitor
the adequacy • Staff. If staff member is found to be personally liable for the adverse
of capacity outcome, consequence management will be implemented. See 7.3 below.
training and • Equipment, Materials and the System. Measures have been put in place
an update on to address the staff and equipment shortages in the health institutions.
consequence There is weekly update of equipment procurement and Clinton Health
management Access Initiative has seconded two senior staff members to assist with
which is being SCM capacity.
implemented
7.3 Enforcing Consequence Management
against
responsible
This is being implemented and a circular was issued in August 2019 issued to
officials every
all Health Workers which outlines individual liability against any employee who
quarter and
does not adhere to the required health standards and whose actions result in
continuing up
medical negligence litigation.
until the end of
June 2020.
Example is the Mamelodi case of a mental health patient who was maltreated
and staff involved were disciplined. In terms of medical litigation cases assessed
so far there has not been any clear culpability of staff as most root causes relate
to system challenges of high demand on services and overcrowding. The impact
of consequence management is not noticeable yet.

7.4 Revival of Provincial Patient Safety and Medico-legal Committee
The Department is working on the revival of the Provincial Patient Safety

and Medico-legal Committee (PPMSL) which focuses primarily on proactive
management of potential litigations through mediation. More clinicians are being
trained on medico legal mediation and there are ten that will be starting training
in February 2020. (See attached mediation flow chart)
7.5 The Directorate Labour Relations conducts regular awareness sessions to

make employees aware of the Disciplinary Code and Procedure
No. (Yes/No)
8 In terms of GPL The Department: No
Rule 179 (4), a) Updated the SCM policy.
the Department b) Compiled Updated Standard Operating Procedures (SOP).
provides the c) Implemented compliance checklists; and
Committee d) Provide training on the three (3) Bid Committees.
(SCOPA)
and Portfolio • Quotation Adjudication Committees were also implemented at all
Committee on institutions.
Health with a • Capacity within the SCM Structures will also be enhanced to make provision
progress report for Compliance Office and Risk as the new organisational structure is being
detailing its finalised.
adherence and • The Department is also intensifying training and development of officials
compliance to upgrade their knowledge of supply chain processes. To this end, budget
to the has been set aside to enrol Supply Chain Officials to the National School
requirements of Government.
of all applicable •
legislation • In the week beginning 27 January 2020, Health officials will be receiving
to ensure training from National School of Government on Avoiding Irregular,
that effective Unauthorised, Fruitless and Wasteful Expenditure.
measures are •
implemented • Further, on 12,13 & 14 Health officials will be receiving training from
to prevent Gauteng Provincial Treasury on compilation of Bid Specifications which
irregular are crucial for successful tenders.
expenditure
as required
by Section
38(1)(c)(ii)
and Treasury
Regulation
9.1.1 every
quarter and
continuing up
until the end of
June 2020.
No. (Yes/No)
9 The The Department has put two Supply Chain Management (SCM) Directors on No
Department precautionary suspension pending investigation.
must intensify
performance In November 2019 the Department amicably terminated the employment
and contract of the then Chief Director SCM.
consequence
management The Department is in the process recruiting for a new Chief Director SCM.
processes
to eliminate Capacity to assist the Department with strategic sourcing initiatives and training
findings on and couching of SCM staff is also being sought.
irregular
expenditure
and provides
the Committee
with a progress
report
detailing the
effectiveness
of measures
put in place
to address
challenges
relating to
irregular
expenditure
every quarter
and continuing
up until the end
of June 2020.
No. (Yes/No)
10 In terms of GPL The Department is currently at 77% in terms of compliance requirements. No
Rule 179 (4),
the Department Measures Implemented
must provide • Reprioritise funds from district to underperforming programmes to
the Committee programmes that are overheating enabling payment of accruals to meet
(SCOPA) service delivery needs and reduce underspending.
and Portfolio • A payment plan was put in place and agreements with the service providers
Committee on were signed.
Health with a • Verification and reconciliation of all outstanding balances to ensure that all
progress report invoices submitted by service providers are valid and the Department is
detailing its actually liable
adherence and • The project team that assists facilities with clearing web-cycles has been
compliance strengthened by adding the Internal Controls unit to the project. Chief
to the Executive Officers of institutions will be held accountable for non-clearing
requirements of the work cycles.
of section 38(1) • Clearing of KPA’s to form part of facilities’ Key Performance Indicators.
(f) of the PFMA • The reprioritization of resources remains ongoing to ensure that the
and Treasury resources are in line with service delivery needs.
Regulation • Monthly expenditure management reports are prepared, reviewed and
8.2.3 to ensure submitted to the provincial treasury. These reports are signed off by branch
that effective heads before their submission to the provincial treasury
measures are
implemented Branch sign offs are used to assist in proactively providing early warning of
to ensure that potential over/or under spending within programmes in order for corrective
contractual measures to be implemented.
obligations
are met, every
quarter and
continuing up
until the end of
June 2020.
11 The • The Department developed and implemented a 10-point plan for revenue No
Department enhancement which focused among others on the following aggressive
must provide collection of debts from funders, departments and provinces.
the Committee
with a progress • The following has been achieved:
report on the a) Meeting held with all departments and Provinces owing GDOH to
effectiveness date; and
of mechanisms
and systems
put in place
to address
findings in
revenue
management
every quarter
and continuing
up until the end
of June 2020.
No. (Yes/No)
b) The following payments have been received: No
• Settlement offers have been received from the Provinces towards payments
of the outstanding debts. Follow ups are made with the Executive level of
the relevant Provinces.
• Oversight meetings held with institutions; and
• Debt book clean-up project which is underway at the institutions to allocate
receipts, write off of long outstanding debts and clearing of open credits.
Provincial Treasury has provisioned R3.0 million for the procurement of new
desktops, laptops and printers to improve on submission of claims and revenue
collection.
12 In terms of • Licensing Private Health Facilities No
Rule 179(4), The private licensing fees have been reviewed. The fees are in process to
the Department be published for public comments.
must submit
a quarterly • Automating parking facilities at health institutions to generate
update to revenue from third parties
SCOPA, the Terms of Reference: Parking Management Solution have been drafted.
Health as well Tender process to be followed to procure the solution; and
as the Finance
Portfolio Currently, both Charlotte Maxeke and Johannesburg Academic Hospital are
Committees charging for Parking in respect of daily visitors.
on alternative
methods
utilised
to source
revenue.
No. (Yes/No)
13 The • The Officials of the Gauteng Department of Health participates in forum No
Department organized by the National Department whereby conditions associated with
must develop conditional grants are discussed. Their participation is intended to ensure
and implement that all conditions applicable to grants and understood and complied with.
appropriate • The Gauteng Department of Health also submits monthly progress reports
system of on all Conditional Grants to the National Department in line with the relevant
internal control reporting framework.
to ensure that • Approval from the National Department of Health is sought before
the conditions amendments are made to Grant business plans.
of the grant
are adhered
to and provide
the Committee
with a progress
report
detailing the
effectiveness of
the system of
internal control
every quarter
and continuing
up until the end
of June 2020.
14 The The Department has been struggling with capacity to effectively deal with No
Department investigations, and as a result, these investigations have been delayed.
must intensify
performance The Department has now resolved to establish a Financial Misconduct
and Committee to assist with the investigation and resolution of all investigations
consequence related to financial misconduct
management
processes The Department has put two Supply Chain Management (SCM) Directors on
to eliminate precautionary suspension pending investigation.
findings on
irregular In November 2019 the Department amicably terminated the employment
expenditure contract of the then Chief Director SCM.
and provides
the Committee The Department is in the process recruiting for a new Chief Director SCM.
with a progress
report every Capacity to assist the Department with strategic sourcing initiatives and training
quarter and and couching of SCM staff is also being sought.
continuing up
until the end of
June 2020.
15 The The Department has been struggling with capacity to effectively deal with No
Department investigations, and as a result, these investigations have been delayed.
must provide
the Committee The Department has now resolved to establish a Financial Misconduct
with quarterly Committee to assist with the investigation and resolution of all investigations
progress related to financial misconduct
report on
investigations
related to
irregular
expenditure
and within
30 days of
finalisation
thereof.
No. (Yes/No)
16 In terms of Irregular Year of Total Expenditure Progress Corrective Conclusion No
Expenditure Initial Action
Rule 179(4),
Item Transgression
that the Consignment 2016 R 226 938 000 Matter Putting No disciplinary
Department Stock concluded. Contracts in action taken as
place. employees left the
must provide Department.
the Committee Security 2016 R 587 979 000. Matter In the process No disciplinary
(SCOPA) as Contracts concluded. of inviting new action taken as
tenders for employees left the
well as the security as well Department
Health Portfolio as insourcing
of security
Committee services.
with a progress Nursing Staff 2015 R 35 499 000 Matter will be In the process Matter still to be
report investigated. of inviting a bids concluded as soon
via open tender as investigation is
detailing the process. completed.
status of the SAICA 2016 R 16 284 000 Matter Contract No disciplinary
concluded. terminated. action taken as
investigations employees left the
every quarter Department
and within SA Board of 2017 R 7  711 000 Matter Contract No disciplinary
People Practice concluded. terminated. action taken as
30 days of employees left the
finalization Department
thereof. Institute of 2017 R 9 235 000 Matter Contract No disciplinary
People concluded. terminated. action taken as
employees left the
Department
Exceeding 30% 2015 R323 000 Department in Corrective Matter to be
overtime the process of Measures being concluded once
engaging the implemented. there is an
Department agreement with the
of Public DPSA.
Service and
Administration
to request an
exemption
from the 30%
limitation on
overtime worked
by employees.
V-Block 2012 R 397 717 000,00 The Department Civil and Will be concluded
Procurement and Telkom criminal matters once all the
in final stage referred to the outstanding matters
of settling the State Attorney have been resolved.
matter. and the National
Director of
Prosecutions.
No. (Yes/No)
Fruitless and Wasteful Expenditure No
Disciplinary Progress
steps are
taken/criminal 2018/19
Incident proceedings R’000
Interest on Corrective 12 334 Matter will be reviewed
Litigations measures and dealt with by the
are being Financial Misconduct
implemented. Committee.
Interest on Corrective 12 103 Matter will be reviewed
overdue accounts measures and dealt with by the
Interest paid by Corrective 2 245 Matter will be reviewed
DID for Health measures and dealt with by the
Total 26 682
17 In terms of 17.1 Infrastructure Maintenance Plan No

Rule 179(4),
that the The infrastructure upgrade, at Health facilities, is a multi-year initiative, due to
Department the scope and capital required for the upgrade.
must provide
the Committee The upgrade status and associated plan is articulated in figure 1 below.
(SCOPA) as
well as the Figure 1: Infrastructure Upgrade Schedule
2018/2019 2020/2021 2021/2022
Health Portfolio No Facility Name No: Facility Name No Facility Name
1 Carletonville Hospital 1 Dr George Mukhari Academic Hospital 1 Bertha Gxowa Hospital
Committee 2 Cullinan Care & Rehab Hospital 2 Leratong Hospital 2 Charlotte Maxeke JHB Academic
Hospital/Wits Dental
with a progress 3 Edenvale Hospital 3 Jubilee Hospital 3 Chris Hani Baragwanath Academic
Hospital
4 Heidelberg Hospital 4 Kopanong Hospital 4 Far East Rand Hospital
report detailing 5 Helen Joseph Hospital 5 Bheki Mlangeni Hospital 5 Pholosong Hospital
6 Kalafong Hospital 6 Tara Hospital 6 PTA West hospital
the status of 7 Medunsa Oral & Dental Hospital 7 Thelle Mogoerane Hospital 7 Sizwe Tropical Disease Hospital
8 Odi Sub District Hospital 8 Mamelodi Hospital 8 Steve Biko Academic Hospital
implementing 9 Rahima Moosa Hospital (Including 9 Tambo Memorial Hospital 9 Tshwane District Hospital
College)
10 Sebokeng Hospital 10 Bronkhorspruit 10 Tshwane Rehab Hospital/PTA dental
the ICT 11 South Rand Hospital 2020/2021 Quarter Targets 2020/2021 Quarter Targets
12 Sterkfontein Hospital Quarter 1 2 Quarter 1 2
infrastructure 13 Tembisa Hospital Quarter 2 3 Quarter 2 3
14 Weskoppies Hospital Quarter 3 3 Quarter 3 3
maintenance 15 Yusuf Dadoo Hospital Quarter 4 2 Quarter 4 2
16 Medical Supply Depot
plan every
quarter and
The upgrade for the 2018/19 financial year has been completed successfully for
continuing up
the facilities listed in the associated column.
until finalization
thereof.
The Department planned to complete the facilities, listed in the 2020/21 column
within the 2019/20 financial year, but had to move the implementations to
2020/21, due to budget constraints. It is envisaged that the remaining facilities
will be completed in the 2021/22 financial year.
In addition to the above the Department is presently busy finalising the ICT
infrastructure assessment at the 32 CHC’s. The outcome of the assessment
will be included in an updated plan to address possible infrastructure gaps. An
updated plan, which will include the CHC’s, will be submitted as part of the next
quarterly report to the Committee.
17.2 Key Success Factors
Budget availability: The availability of adequate budget is a primary success

factor to conclude the planned upgrades successfully.
7. Internal Control Unit
Internal Audit and Audit Committes
The table below gives details of the Committee members.
Name Qualifications Internal or If internal, Date Date No. of

external position appointed resigned meetings
in the attended
Department
Shelmadene Petzer • Chartered External - 01 Current
Accountant (SA) September
• Certificate in 2018
the Theory of
Accountancy
• Advanced
Executive
Programme
Janice Meissner • Chartered External - 01 October Current
Accountant (SA) 2014
• B. Com
• B.Com. Honours
Leon • B.Compt. External - 08 November Current
Langalibalele Honours 2017
• B. Compt.
(Accounting)
8. Audit Committee Report -
Cluster 3
We are pleased to present our report for the financial year ended 31 March 2020.
Audit Committee and Attendance
The Audit Committee consists of the external Members listed hereunder and is required to meet a minimum
of at least two times per annum as per provisions of the Public Finance Management Act (PFMA). In terms of
the approved Terms of Reference (GPG Audit Committee Charter), five meetings were held during the current
year, i.e. three meetings to consider the Quarterly Performance Reporting (financial and non-financial) and two
meetings to review and discuss the Annual Financial Statements, the Annual Performance Report, the Annual
report of the Department and the Auditor-General of South Africa’s (AGSA) Audit and Management Reports.
Non-Executive Members
Name of Member Number of Meetings attended
Ms. Janice Meissner (Chairperson- until 01 June 2020) 02

Mr. Leon Langalibalele (Acting Chairperson for August 2020) 01
Mr. Stanley Ngobeni (Chairperson-(Appointed 11 August 2020) 01
Mr. Leon Langalibalele 04
Ms. Shelmadene Petzer 05
Executive Members
In terms of the GPG Audit Committee Charter, officials listed hereunder are obliged to attend meetings of the
Audit Committee:
Compulsory Attendees Number of Meetings attended
Prof. Mkhululi Lukhele (Accounting Officer) 05

Ms. Kabelo Lehloenya (Former-Chief Financial Officer) 03
Mr. Arnold Malotana (Acting CFO) 02
Mr. Chris Du Preez (Chief Risk Officer) 05
Mr. Kweyama Velile (Chief Audit Executive) 05

The Audit Committee noted that the Accounting Officer attended all the scheduled Audit Committee meetings.
Therefore, the Audit Committee is satisfied that the Department adhered to the provisions of the GPG Audit
Committee Charter in relation to ensuring that there is proper representation by the Accounting Officer.

Audit Committee Responsibility
The Audit Committee reports that it has complied with its responsibilities arising from section 38(1)(a) of the
PFMA and Treasury Regulation 3.1.13. The Audit Committee also reports that it has adopted appropriate
formal terms of reference as its Audit Committee Charter, has regulated its affairs in compliance with this
Charter and has discharged all its responsibilities as contained therein.
The Effectiveness of Internal Control (including IT control)
Based on the results of the formal documented review of the design, implementation and effectiveness of the
department’s system of internal controls conducted by the internal audit, Office of the Provincial-Accountant
General (PAG) and Auditor- General of South Africa (AGSA) during the financial year ended 31 March 2020,
and in addition, considering information and explanations given by management plus discussions held with
the external auditor on the results of their audit, the Audit Committee concluded that the department’s system
of internal financial controls is not effective and material internal control breaches come to the Committee’s
attention.
Information and Communication Technology (ICT) Governance
The Audit Committee concluded that ICT Governance of the department is not adequate, thus there is a need
for implementation of integrated ICT governance strategy and strengthening of ICT governance structure.
Internal Audit
After considering the items listed below, the Audit committee concluded that internal audit performance and
effectiveness is fairly satisfactory:
• Reviewed and approved the annual Internal Audit plans and evaluated the independence, effectiveness and
performance of the internal audit function;
• Considered the reports of the Internal Auditors on the department’s systems of internal control;
• Reviewed issues raised by internal audit and the adequacy of corrective action taken by management in
response thereto;
• Reviewed issues raised by external quality assurance reviewer performed on the internal audit unit. Internal
Audit was assessed to be Generally Conformant with the International Standards for Professional Practice
of Internal Auditing.
Risk Management
The Audit committee reviewed the department’s policies on risk management and strategy (including IT
Governance) and monitored the implementation of risk management policy and strategy and concluded that
department’s risk management maturity level is not satisfactorily and deserves urgent and immediate attention.
Forensic Investigations
Investigations into alleged financial irregularities, financial misconduct and fraud were performed during the
year under review. The Audit Committee is concerned about the lengthy time taken to finalise investigations
and the timely action taken to address findings. Management are urged to promptly implement controls to
prevent a recurrence of the fraud and corruption identified.
Combined assurance
The Audit committee reviewed the plans and reports of the external and internal auditors and other assurance
providers including management and concluded that these were not adequate to address all significant risks
facing the department , thus Audit Committee recommended the finalization and the fully implementation of
Combined assurance framework/strategy.
The quality of quarterly reports submitted in terms of the PFMA and the Division of Revenue Act
Based on the quarterly review of in-year monitoring systems and reports, the Audit Committee is not satisfied
with the quality, accuracy, uselessness, reliability, appropriateness and adequacy of the department in-year
reporting systems.
Compliance with the relevant laws and regulations
The Audit Committee considered reports provided by management, internal assurance providers and the
independent auditors regarding compliance with legal and regulatory requirements and concluded that
the department did not comply and is not complying with the enabling laws and regulations as well as its
departmental policies and standard operating procedures.
Evaluation of Annual Financial Statements
Following the review by the Audit Committee of the Annual Financial Statements for the year ended 31 March
2020 before and after the audit, the committee is of the view that, in all material respects, it complied with the
relevant provisions of the PFMA and MCS and fairly presents the financial position at that date and the results
of its operations and cash flows for the year then ended.
Evaluation of Annual Performance Report
Following the review by the Audit Committee of the Annual Performance Report for the year ended 31 March
2020 before and after the audit, the committee is of the view that, in all some respects, the department did
not complied with the relevant provisions of the PFMA and Framework for Managing Programme Performance
Information(FMPPI) and fairly presents the performance of the department at that date. Furthermore, the Audit
Committee develop a turnaround plan to address the underachieved contained in the report.
The Audit Committee has also somewhat satisfied itself as to the integrity of the remainder of the annual report.
Final Auditor General’s Report
The Audit Committee concurs and accepts the conclusions of the Auditor-General on the Annual Financial
Statements and
One-on-One Annual Performance
Meetings Report, which
with the Executive is the unmodified audit opinion with findings (unqualified
Authority
audit with emphasis of matters and non-compliance). Consequently, the Audit Committee is of the opinion that
the audited annual financial statements and annual performance report be accepted and read together with
The Committee
the report has not had opportunity to meet with the Executive Authority for the Department
of the Auditor-General. to
apprise the MEC on the performance of the Department and believes that this meeting would be
For having achieved unqualified audit opinion for the financial year, the Audit committee commend Honourable
beneficial.
MEC, HoD and departmental staff for maintaining an unqualified audit opinion.
One-on-One Meeting
Auditor-General with the
of South Accounting Officer
Africa
The Audit
The AuditCommittee
Committeehashas
met met
with the Accounting
with the AGSA Officer for the Department
to ensure that there and
are other key members
no unresolved from the
issues.
department and Provincial Treasury to discuss actions to be taken to address the internal control deficiencies
One-on-One
Covid-19 Meetings with
Pandemic the Executive
(Subsequent Authority
events)
The Committee has not had opportunity to meet with the Executive Authority for the Department to apprise the
MEC onon
Based thethe
performance
review ofofthe
thedepartment’s
Department and believes that
COVID-19 this meeting
outbreak would be
response beneficial.
and management response
Auditor-General
strategy of South
and plan Africa Business Continuity Plan), the Audit Committee concluded that
(include
department plan and
The Audit Committee hasstrategy
met with is
thenot adequate
AGSA and
to ensure thatthere
there is
areserious room for
no unresolved improvement.
issues.
Covid-19 Pandemic (Subsequent events)

Conclusion
Based on the review of the department’s COVID-19 outbreak response and management response strategy
and plan (include Business Continuity Plan), the Audit Committee concluded that department plan and strategy
The Audit Committee wishes to acknowledge the commitment and support of Honourable MECs
is not adequate and there is serious room for improvement.
(past and present), Provincial Accountant General and her team, Director-General and her team,
Conclusion
AGSA staff, management and staff of the department. The political and administrative leadership
The Audit Committee wishes to acknowledge the commitment and support of Honourable MECs (past and
stability in the department played ultimate and big role towards and improved and positive financial
present), Provincial Accountant General and her team, Director-General and her team, AGSA staff, management
and non-financial
and staff of the department. The political and administrative leadership stability in the department played
performance.
ultimate and big role towards and improved and positive financial and non-financial performance.
Mr. Stanley Ngobeni

…………………………………………
Chairperson of the Audit Committee
Mr. Stanley Ngobeni
October 2020
October 2020
PART D:
HUMAN RESOURCES
OVERSIGHT STATISTICS
Part D: Human Resources
Oversight Statistics
1. INTRODUCTION
The information contained in this part of the Annual Report has been prescribed by the Minister for the Public
Service and Administration for all departments in the public service.
2. HUMAN RESOURCES PERFORMANCE OVERVIEW

There was a marked improvement in HR information Management in the past year. The branch was able to
use data to inform management decisions and monitor behaviour of employees. The initiative in the analysis of
sick leave and all types of leave helped in understanding trends, which will be used by HR to develop tools for
monitoring leave. Another area of improvement was management of compensation of employees (COE) which
was supported by coaches and team efforts between HR and Finance. Although we reduced over expenditure,
the downside to that was the shortage in hospital clinicians.
The Department mitigated the COE intervention through the Economic Stimulus Package grant which targeted
clinical areas and critical posts.
The expenditure on COE is indicative of the move to PHC and preparation for the NHI. The budget for Districts
has increased, if one considers the fact that provincial hospitals have become part of Districts.
One of the remaining challenges in managing human resources for the Department has been the negative
effects of push and pull factors. The effects are registered through high rates of attrition in nursing and other
clinical posts. Exit interviews have revealed that patient load and conflict with managers contribute to high
turnover. This was exacerbated by a policy decision to reduce post-retirement contracts, which registered a
high number of retirees.
In the past two years, the Department has sought to increase accountability and compliance. In implementing
this, it has experienced an increase in labour cases, disputes and grievances and the number of cases reported
through Chapter 9 Institutions. Whilst the increase was positive, it increased the case workload in Labour
Relations. This has necessitated building a cadre of presiding officers internally and externally to improve
turnaround times on all labour matters.
3. HUMAN RESOURCES OVERSIGHT STATISTICS

The tables below give an overview of human resources patterns for the financial year 2019/20.
Table 3.1.1: Personnel expenditure by programme: 1 April 2019 to 31 March 2020

Total Personnel Training Professional Personnel Average Employment
Expenditure Expenditure Expenditure and costs as Personnel
(R’000) (R’000) (R’000) special percent of Cost per
services Total Employee
Programme (R’000) Expenditure (R’000)
1.
Administration 1 481 446 429 366 16 46 339 29% 96 4 522
2. District
health
services 15 895 452 8 789 007 8 363 35 670 55,3% 310 28 198
3.Emergency
medical
services 1 539 781 620 938 27 - 40,3% 299 2 071
4. Provincial
hospital
services 9 224 458 6 792 487 1 944 370 336 73,6% 312 21 859
Total Personnel Training Professional Personnel Average Employment
Expenditure Expenditure Expenditure and costs as Personnel
(R’000) (R’000) (R’000) special percent of Cost per
services Total Employee
Programme (R’000) Expenditure (R’000)
5. Central
hospital
services 19 064 442 11 681 989 584 88 082 61,3% 626 18 617
6. Health
sciences and
training 1 045 256 654 671 1 351 29 62,6% 230 2 897
7. Health
care support
services 368 944 197 050 55 - 53,4% 257 744
8. Health
facilities
management 2 053 885 37 568 341 - 1,8% 626 55
HWSETA
accounts - - - - * *
MedSAS
trading
account - - - - * *
Total 50 673 667 29 203 076 12 681 540 456 57.6% 370 78 963
Table 3.1.2 Personnel costs by salary band: 1 April 2019 to 31 March 2020
Personnel % of total No. of Average
expenditure personnel cost employees personnel cost
(R’000) per employee
Salary band (R’000)
Lower skilled (Levels 1-2) 1 523 241 5,20% 8245 185
Skilled (Levels 3-5) 5 796 177 19,79% 22387 259
Highly skilled production (Levels 6-8) 6 492 815 22,16% 16452 395
Highly skilled supervision (Levels 9-12) 11 280 387 38,51% 12845 878
Senior and Top management (Levels 13-16) 114 662 0,39% 93 1 233
Contract (Levels 1-2) 48 418 0,17% 639 76
Contract (Levels 3-5) 16 653 0,06% 11 1 514
Contract (Levels 6-8) 210 915 0,72% 599 352
Contract (Levels 9-12) 2 904 054 9,91% 3256 892
Contract (Levels 13-16) 25 568 0,09% 20 1 278
Periodical Remuneration 308 362 1,05% 781 395
Abnormal Appointment 572 654 1,95% 13635 42
Total 29 293 906 100,00% 78 963 371
Table 3.1.3: Salaries, Overtime, Home Owners’ Allowance and Medical Aid by programme:
1 April 2019 to 31 March 2020
Salaries Salaries Overtime Overtime HOA HOA as Medical Medical Total
(R’000) as % (R’000) as % (R’000) % of Ass. as % personnel
of of personnel
personnel personnel costs (R’000) of cost (R’000)
costs costs personnel
Programme costs
Administration 401 052 1,4% 3 859 0,0% 8 778 0,0% 15 677 0,1% 429 366
District health
services 7 727 761 26,5% 421 365 1,4% 248 215 0,8% 391 666 1,3% 8 789 007
Emergency
medical
services 538 629 1,8% 4 811 0,0% 27 491 0,1% 50 007 0,2% 620 938
Provincial
hospital
services 5 651 015 19,4% 650 953 2,2% 195 942 0,7% 294 577 1,0% 6 792 487
Central hospital
services 9 621 299 32,9% 1 332 421 4,6% 296 961 1,0% 431 308 1,5% 11 681 989
Health sciences 26
and training 611 925 2,1% 1 454 0,0% 14 567 0,0% 724 0,1% 654 670
Salaries Salaries Overtime Overtime HOA HOA as Medical Medical Total
(R’000) as % (R’000) as % (R’000) % of Ass. as % personnel
of of personnel
personnel personnel costs (R’000) of cost (R’000)
costs costs personnel
Programme costs
Health care
support
services 144 683 0,5% 17 729 0,1% 13 527 0,0% 21 112 0,1% 197 051
Health facilities 35
management 868 0,1% 421 0,0% 437 0,0% 842 0,0% 37 568
HWSETA
accounts - -
Total 24 732 232 84,7% 2 433 013 8.3% 805 918 2,8% 1 231 913 42% 29 203 076
Table 3.1.4: Salaries, overtime, Home Owner’s Allowance and medical aid by salary band:
Salaries Overtime Home Owners Medical Aid
Allowance
Salaries Salaries Amount Overtime Amount HOA as Amount Medical aid
(R’000 as a % of (R’000) as a % of (R’000) a % of (R’000) as a % of
personnel personnel personnel personnel
Salary band costs costs costs costs
Lower skilled
(level 1-2) 2 041 392 8,94% 47 697 1,96% 110 356 13,67% 239 895 21,17%
Skilled
(level 3-5) 4 364 500 19,11% 193 082 7,94% 320 280 39,68% 419 544 37,03%
Highly skilled
production
(levels 6-8) 5 288 425 23,15% 213 774 8,79% 242 667 30,06% 349 966 30,89%
Highly skilled
supervision
(levels 9-12) 10 858 137 47,54% 1 972 336 81,06% 133 062 16,48% 222 099 19,60%
Senior and Top
management
(levels 13-16) 286 922 1,26% 6 152 0,25% 883 0,11% 1 468 0,13%
Total 22 839 376 100,00% 2 433 041 100,00% 807 248 100,00% 1 133 008 100,00%
Table 3.2.1: Employment and vacancies by programme as at 31 March 2020

Number of posts Number of Vacancy Rate Number of
on approved posts filled employees
establishment additional to the
Programme establishment
01 - Health Administration 1343 1016 24,30% 67
02 - District Health Services 20742 18798 9,40% 955
03 - Emergency Medical Services 2712 2068 23,70% 1
04 - Provincial Health Services 22871 21325 6,80% 1398
05 - Academic Health Services 20654 18435 10,70% 833
06 - Health Sciences And Training 3450 1949 43,50%
07 - Health Care Support Services 788 744 5,60%
08 - Health Facility Management 61 55 9,80% 7
Total 72621 64390 11,30% 3261
Table 3.2.2: Employment and vacancies by salary band as at 31 March 2020
Number of posts Number of posts Vacancy rate Number of
on approved filled employees
establishment
Salary band description
Lower skilled (Levels 1-2) 8306 7757 7,10% 11
Skilled (Levels 3-5) 29315 25528 14,80% 87
Highly skilled production (Levels 6-8) 17320 15524 11,60% 1242
Highly skilled supervision (Levels 9-12) 17524 15469 13,30% 1918
Senior management (Levels 13-16) 156 112 39,30% 3
Total 72621 64390 12,80% 3261
Table 3.2.3 Employment and vacancies by critical occupation as at 31 March 2020

Number of posts Number of posts Vacancy Rate Number of
on approved filled employees
Critical occupation establishment
01. Medical Practitioner 2501 2170 13,20% 260
02. Medical Intern 1378 1230 10,70% 1287
03. Medical Specialist 2653 2371 10,60% 3
04. Dental Practitioner 251 219 12,70% 15
05. Dentists/Specialist 154 127 17,50%
06. Emergency Care Practitioner 2602 1962 24,60%
07. Professional Nurses 16211 14791 8,80% 782
08. Staff Nurses 7878 7488 5,00% 19
09. Nursing Assistant 6959 6637 4,60% 23
10. Student Nurses 3123 1707 45,30% 1
11. Pharmacist 561 510 10,20% 105
12. Pharmacist intern 71 61 5,60% 69
GRAND TOTAL 44342 39273 11,40% 2564
Table 3.3.1 SMS post information as at 31 March 2020

Total number Total number of % of SMS posts Total number % of SMS posts
of funded SMS SMS posts filled filled of SMS posts vacant
SMS Level posts vacant
Head of Department 1 1 100,00% 0,00%
Salary Level 16 1 1 100,00% 0,00%
Salary Level 15 8 8 100,00% 0,00%
Salary Level 14 40 26 65,00% 14 35,00%
Salary Level 13 106 76 71,70% 30 28,30%
Total 156 112 44
Table 3.3.2 SMS post information as at 30 September 2019

Total number Total number of % of SMS posts Total number % of SMS posts
of funded SMS SMS posts filled filled of SMS posts vacant
SMS Level posts vacant
Head of Department 1 1 100,00% 0,00%
Salary Level 16 1 1 100,00% 0,00%
Salary Level 15 8 7 87,50% 1 12,50%
Salary Level 14 40 25 62,50% 15 37,50%
Salary Level 13 104 69 66,35% 35 33,65%
Total 154 103 51
Table 3.3.3 Advertising and filling of SMS posts: 1 April 2019 to 31 March 2020
Total number Total number Total number % of SMS Total number % of SMS
of funded of SMS posts of SMS posts posts filled of SMS posts vacant
SMS posts filled advertised vacant
SMS Level funded posts
Head of Department
Salary Level 16 2 1 1 50% 0%
Salary Level 15 8 0 0 0% 0%
Salary Level 14 40 5 5 13% 14 35%
Salary Level 13 106 11 11 10% 30 28%
Total 156 17 17 44
Table 3.3.4 Reasons for not having complied with the filling of funded vacant SMS advertised within 6 months
and filled within 12 months after becoming vacant: 1 April 2019-31 March 2020
Reasons for vacancies not advertised within six months
SMS positions are advertised within 6 months after being vacant
Reasons for vacancies not filled within six months

Unavailability of senior managers to conduct shortlisting and interviews. Last minute postponement of shortlistings or
interviews.
Table 3.3.5 Disciplinary steps taken for not complying with the prescribed timeframes for filling SMS posts within
12 months
The prescribed timeframe for filling within twelve months
Vacancies are advertised within six months after being vacant

Reasons for vacancies not filled within twelve months
Unavailability of senior managers to conduct shortlisting and interviews. Postponement or cancellation of planned process of
shortlisting and interviews due to urgent meetings that the senior managers had to attend.
Table 3.4.1 Job Evaluation by salary band: 1 April 2019 to 31 March 2020
Salary band Number of Number of % of posts Posts upgraded Posts downgraded
posts on jobs evaluated evaluated by
approved salary bands
establishment
Number % of posts Number % of posts
evaluated evaluated
Lower Skilled 8017 (DPSA)
(Levels1-2) Benchmarking
JE 0 0%
Skilled (Levels 3-5) 25141 8500 34% 0 0 0 0%
Highly skilled
production (Levels 6-8) 14399 0 0% 0 0% 0 0%
Highly skilled
supervision
(Levels 9-12) 11908 0 0% 0 0% 0 0%
Senior Management
Service Band A 72 0 0% 0 0% 0 0%
Senior Management
Service Band B 18 0 0% 0 0% 0 0%
Senior Management
Service Band C 2 0 0% 0 0% 0 0%
Senior Management
Service Band D 1 0 0% 0 0% 0 0%
Contract (Levels 1-2) 17 0 0% 0 0% 0 0%
Contract (Levels 3 -5) 761 0 0% 0 0% 0 0%
Contract (Levels 6-8) 166 0 0% 0 0% 0 0%
Contract (Levels 9-12) 1663 0 0% 0 0% 0 0%
Contract Band A 5 0 0% 0 0% 0 0%
Contract Band B 9 0 0% 0 0% 0 0%
Salary band Number of Number of % of posts Posts upgraded Posts downgraded
posts on jobs evaluated evaluated by
approved salary bands
establishment
Contract Band C 5 0 0% 0 0% 0 0%
Contract Band D 0 0 0% 0 0% 0 0%
Total 62184 8500 0
Table 3.4.2 Profile of employees whose positions were upgraded due to their posts being upgraded:
Gender African Asian Coloured White Total
Female 0 0 0 0 0
Male 0 0 0 0 0
Total 0 0 0 0 0
Employees with a disability 0
Table 3.4.3 Employees with salary levels higher than those determined by job evaluation by occupation:
Occupation Number of Job evaluation level Remuneration level Reason for deviation
employees
Chief of Staff 1 13 14 MEC’s retention

Total number of employees whose salaries exceeded the level determined by job evaluation
Percentage of total employed 0,0015%
Table 3.4.4 Profile of employees whose salary levels were higher than those determined by job evaluation:
Gender African Asian Coloured White Total
Female 0 0 0 0 0%
Male 1 0 0 0 0,001%
Total 1 0 0 0 0,001%
Employees with a disability 0
Table 3.5.1 Annual turnover rates by salary band: 1 April 2019 to 31 March 2020
Number of Appointments Terminations and Turnover rate
employees at and transfers transfers out of
beginning of into the the department
period - 30 April department
Salary band 2019
Lower skilled (Levels 1-2) 7567 876 145 1,92%
Skilled (Levels 3-5) 23332 1392 921 3,95%
Highly skilled production
16021 630 1188 7,42%
(Levels 6-8)
Highly skilled supervision
12552 951 1161 9,25%
(Levels 9-12)
Senior Management Service Bands A 68 8 10 14,71%
Senior Management Service Bands B 19 2 10,53%
Senior Management Service Bands C 2 0,00%
Senior Management Service Bands D 1 1 1 100,00%
Contracts 14635 16641 15072 102,99%
Total 74197 20499 18500 24,93%
Table 3.5.2 Annual turnover rates by critical occupation: 1 April 2019 to 31 March 2020
Number of Appointments Terminations and Turnover rate
employees at and transfers into transfers out of
beginning of the department the department
Critical occupation period-April 2019
01. Medical Practitioner 2513 1284 1102 43,90%
02. Medical Intern 960 686 487 50,70%
03. Medical Specialist 2503 407 486 19,40%
04. Dental Practitioner 307 89 74 24,10%
05. Dentists/Specialist 154 47 34 22,10%
06. Emergency Care Practitioner 1745 299 59 3,40%
07. Professional Nurses 14887 868 1477 9,90%
08. Staff Nurses 7393 399 233 3,20%
09. Nursing Assistant 6405 306 201 3,10%
10. Student Nurses 2430 7 94 3,90%
11. Pharmacist 515 151 128 24,90%
12. Pharmacist intern 62 65 63 101,60%
GRAND TOTAL 39874 4608 4438 11,10%
Table 3.5.3 Reasons why staff left the department: 1 April 2019 to 31 March 2020
Termination Type Number % of Total Resignations
Death 264 1,43%
Resignation 2445 13,22%
Expiry of contract 14493 78,34%
Dismissal – operational changes 0,00%
Dismissal – misconduct 163 0,88%
Dismissal – inefficiency 0,00%
Discharged due to ill-health 62 0,34%
Retirement 1068 5,77%
Transfer to other Public Service
5 0,03%
Departments
Other 0,00%
Total 18500 100,00%
Total number of employees who left as a
23,43%
% of total employment
Table 3.5.4 Promotions by critical occupation: 1 April 2019 to 31 March 2020

Number of Promotions Salary level Progressions Notch
Employees (1 to another promotions to another progression
April 2019) salary level as a % of notch within as a % of
employees a salary level employees
by
Occupation occupation
Dental Practitioner 307 7 2,28% 10 3,26%
Dental Specialist 113 1 0,88% 16 14,16%
Medical Practitioner 2513 76 3,02% 83 3,30%
Medical Intern 960 0,00% 0,00%
Medical Specialist 1282 28 2,18% 146 11,39%
Emergency Care Practitioner 1745 24 1,38% 60 3,44%
Pharmacist 515 5 0,97% 39 7,57%
Pharmacist (Intern) 62 0,00% 0 0,00%
Professional Nurses 14887 944 6,34% 173 1,16%
Staff Nurses 7393 546 7,39% 19 0,26%
Nursing Assistant 6405 468 7,31% 135 2,11%
Professional Nurse (Student) 2430 0,00% 0,00%
Total 38 612 2 099 5,44% 681 1,76%
Table 3.5.5 Promotions by salary band: 1 April 2019 to 31 March 2020
Salary Band Number of Number of Promotions Progressions to Notch
employees employees to another another notch progression
(1 April 2019) (1 April 2019) salary level within a salary as a % of
level employees
by salary
band
Lower skilled (Levels 1-2) 18540 0,00% 3 0,02%
Skilled (Levels 3 - 5) 23428 681 2,91% 224 0,96%
Highly skilled production (Levels 6-8) 16577 1232 7,43% 147 0,89%
Highly skilled supervision (Levels 9-12) 15548 570 3,67% 489 3,15%
Senior Management (Levels 13-16) 104 13 12,50% 2 1,92%
Total 74197 2496 3,36% 865 1,17%
Table 3.6.1 Total number of employees (including employees with disabilities) in occupational categories
as at 31 March 2020
Occupational Male Female Total
category
African Coloured Indian White African Coloured Indian White
Legislators, senior
officials and
managers 72 3 2 6 60 3 6 3 155
Professionals 1836 73 449 770 2210 103 534 977 6952
Technicians
and associate
professionals 2651 40 60 129 17081 483 356 909 21709
Clerks 2974 52 17 52 7150 97 17 243 10602
Service and sales
workers 847 13 7854 102 2 6 8824
Skilled agriculture
and fishery workers 0
Craft and related
trades workers 2845 23 16 55 14411 99 15 126 17590
Plant and machine
operators and
assemblers 396 7 1 7 33 444
Elementary
occupations 4283 59 7 61 8047 160 1 69 12687
Total 15904 270 552 1080 56846 1047 931 2333 78963
Employees with
disabilities 330 10 4 36 1089 31 12 84 1596
Table 3.6.2 Total number of employees (including employees with disabilities) in occupational bands as at 31
March 2020
band
Top Management 3 5 8
Senior
Management 50 2 2 6 37 2 2 4 105
Professionally
qualified and
experienced
specialists and
mid-management 2712 97 433 724 9684 341 694 1416 16101
Skilled technical
and academically
qualified
workers, junior
management,
supervisors,
foreman and
superintendents 2706 37 30 115 13073 285 161 644 17051
band
Semi-skilled and
discretionary
decision making 5354 66 13 68 16607 156 15 119 22398
Unskilled and
defined decision
making 5079 68 74 167 17440 263 59 150 23300
Total 15904 270 552 1080 56846 1047 931 2333 78963
Employees with
disabilities 330 10 4 36 1089 31 12 84 1596
Table 3.6.3 Recruitment: 1 April 2019 to 31 March 2020

band
Top Management 1 1
Senior
Management 11 1 6 18
Professionally
qualified and
experienced
specialists and
mid-management 550 31 146 226 1165 85 209 423 2835
Skilled technical
and academically
qualified
workers, junior
management,
supervisors,
foreman and
Semi-skilled and
discretionary
decision making 433 4 1 1013 3 2 4 1460
Unskilled and
defined decision
making 2557 36 36 44 12034 177 31 53 14968
Total 3764 74 188 289 14945 299 301 639 20499
Employees with
disabilities 1 7 2 10
Table 3.6.4 Promotions: 1 April 2019 to 31 March 2020

band
Top Management 0
Senior
Management 7 5 2 14
Professionally
qualified and
experienced
specialists and
mid-management 191 1 28 24 644 16 58 76 1038
Skilled technical
and academically
qualified workers,
junior management,
supervisors,
foreman and
superintendents 158 2 1 1178 9 3 9 1360
band
Semi-skilled and
discretionary
decision making 211 1 3 673 2 1 891
Unskilled and
defined decision
making
1 2 3
Total 568 1 31 28 2502 25 63 88 3306
Employees with
disabilities
4 1 2 43 1 2 2 55
Table 3.6.5 Terminations: 1 April 2019 to 31 March 2020

Occupational
Male Female Total
band
Top Management 1 1
Senior
Management 7 1 2 7 1 18
Professionally
qualified and
experienced
specialists and mid-
management 509 24 122 236 1201 71 186 468 2817
Skilled technical
and academically
qualified
workers, junior
management,
supervisors,
foreman and
Semi-skilled and
discretionary
decision making 285 6 4 714 15 2 22 1048
Unskilled and
defined decision
making 2166 25 39 61 10306 147 24 53 12821
Total 3232 59 169 333 13379 269 275 784 18500
Employees with
Disabilities 28 1 3 229 7 1 5 274
Table 3.6.6 Disciplinary action for the period 1 April 2019 to 31 March 2020
Disciplinary Male Female Total
action African Coloured Indian White African Coloured Indian White
486 3 2 8 502 6 4 19 1030
NOTES:
Total disciplinary cases reported:1040
10 of the 1040 were reported but no officials identified
Table 3.6.7 Skills development: 1 April 2019 to 31 March 2020
Occupational Male Female
Total
category African Coloured Indian White African Coloured Indian White
Legislators,
senior officials
and managers 47 2 2 1 41 3 1 1 98
Professionals 449 18 87 55 658 26 22 31 1346
Technicians
and associate
professionals 1455 33 91 56 4007 88 102 91 5923
Clerks 1024 46 16 9 1911 21 11 13 3051
Service and
sales workers 214 12 3 3 415 16 11 6 680
Skilled
agriculture and
fishery workers 0 0 0 0 0 0 0 0 0
Craft and
related trades
workers 3 0 0 0 0 0 0 0 3
Plant and
machine
operators and
assemblers 4 1 1 0 0 0 0 0 6
Elementary
occupations 916 16 2 1 1610 43 6 4 2598
Total 4112 128 202 125 8642 197 153 146 13705
Employees
with disabilities 19 1 1 1 41 2 2 1 68
Legend for Table 3.6.7

Legislators, Senior Officials andManagers Officials responsible for determining and formulating policy and strategy,
planning, directing and coordinating the policies and activities of the
organisation; for example: CEOs, Senior Managers, College Principals
directingandcoordinatingthepoliciesandactivitiesoftheorganisation;forexample:
CEOs, Senior Managers, College Principals
Technicians and AssociateProfessionals This group includes occupations whose main tasks require technical
knowledge and experience such as Clinical Technologists, Industrial
Technicians, Environmental Health Officers, Professional Nurses
Clerks This group includes occupations whose tasks require the knowledge and
experience necessary to organise, store, compute and retrieve information
such as Accounting Clerks, Stores Officers, Administration Clerks
Service Workers and Shop and Market This group includes occupations whose main tasks require the
SalesWorkers knowledge and experience necessary to provide personal and
protective services such as auxiliary services officers (ward attendants),
Emergency Care practitioners, firefighters, food services aides
experiencenecessarytoprovidepersonalandprotectiveservicessuchasauxiliary
servicesofficers(wardattendants),EmergencyCarepractitioners,firefighters,food
services aides
Craft and Related TradesWorkers This group includes occupations whose main tasks require the knowledge and
experience of skilled trades and handicrafts such as clinical photographers,
plumbers and electricians ,plumbers and electricians
Plant and Machine Operators andAssemblers The main tasks of this occupational grouping involve the use of automated
industrial machinery and equipment such as drivers and tradesmen’s aides
Table 3.7.1 Signing of Performance Agreements by SMS members as at 31 May 2020
Total number Total number of Total number Signed Reason for
of funded SMS SMS members of signed performance not having
posts performance agreements concluded
agreements as % of total performance
number of SMS agreement
SMS Level members
Director-General/Head of

Department
Salary Level 16 1 1 100% N/A
Salary Level 15 7 7 100% N/A
Dispute with the
Salary Level 14 24 23 96% supervisor
No reason
Salary Level 13 66 63 95% provided
Total 98 94 96%
Table 3.7.2 Reason for not having concluded Performance Agreements for all SMS members as at 31 March 2020
Reasons
One senior manager at Level 14 had a dispute with the supervisor. One senior manager at Level 15 and three at Level 13
did not provide reasons as to why they could not sign Performance Agreements.
Table 3.7.3 Disciplinary steps taken against SMS members for not having concluded Performance Agreements as
at 31 March 2020
Reasons
The Head of Department wrote letters to all SMS members who did not sign Performance Agreements and as per the
applicable policy on performance management and development they will not be eligible for performance-related rewards.
Table 3.8.1 Performance rewards by race and gender as at 31 March 2020

Beneficiary Profile Cost
Number of Number of % of total within Cost (R’000) Average cost per
Race and Gender beneficiaries employees group employee
African
Male 10283 13104 78% R 80 878 362,60 R 7 865,25
Female 36311 44371 82% R 284 588 189,30 R 7 837,52
Asian
Male 191 459 42% R 1 497 382,12 R 7 839,70
Female 408 858 48% R 3 237 650,00 R 7 935,42
Coloured
Male 140 226 62% R 1 102 693,12 R 7 876,38
Female 649 862 75% R 5 077 104,84 R 7 822,97
White
Male 423 941 45% R 3 331 296,36 R 7 875,41
Female 1277 2369 54% R 10 232 104,68 R 8 012,61
Total 49682 63190 R 389 944 783,02
Table 3.8.2 Performance Rewards by salary band for personnel below Senior Management Service as at 31 March
2020
Beneficiary Profile Cost Total cost as
a % of total
personnel
expenditure
Number of Number of % of total Total Cost Average cost
beneficiaries employees within salary (R’000) per employee
Salary band bands
Lower Skilled
(Levels 1-2) 6638 7482 89% R 52 448 536,00 R 7 901,26 0,20%
R 147 519
Skilled (level 3-5)
18815 23489 80% 774,00 R 7 840,54 0,55%
Highly skilled
production R 106 867
(level 6-8) 13659 16666 82% 389,00 R 7 823,95 0,40%
Highly skilled
supervision
(level 9-12) 10570 15553 68% R 83 109 082,00 R 7 862,73 0,31%
Periodic
remuneration N/A N/A N/A N/A N/A N/A
Abnormal
appointment N/A N/A N/A N/A N/A N/A
Total
49682 63190 R 389 944 781,00 R 7 848,81 1,47%
Table 3.8.3 Performance Rewards by critical occupation as at 31 March 2020

Number of Total % of total within Average cost per
Total cost (R’000)
Salary band beneficiaries employment occupation beneficiary
Nursing 24967 31187 80% R 186 665 116,00 R 7 476,47
Medical 1998 5702 35% R 14 615 794,00 R 7 315,21
Pharmacists 327 545 60% R 2 236 571,00 R 6 839,67
Allied 5259 6702 78% R 38 184 216,00 R 7 260,74
Total 32551 44136 74% R 241 701 697,00 R 7 425,32
Table 3.8.4 Performance related rewards (cash bonus) by salary band for Senior Management Service as at 31
March 2020
Beneficiary profile Cost Total cost
Number of Number of % of total Total cost Average cost as % of total
beneficiaries beneficiaries within salary (R’000) per employee personnel
Salary band bands expenditure
Band A No performance bonus paid to members of Senior Management Service
Band B
Band C
Band D
Total
Table 3.9.1 Foreign workers by salary band: 1 April 2019 to 31 March 2020
01-Apr-19 31-Mar-20 Change
Salary band Number % of total Number % of total Number % Change
Lower skilled 42 5,10% 40 5,10% -2 -0,10%
(Levels 6-8) 46 5,60% 38 4,80% -8 -0,80%
(Levels 9-12) 559 68,20% 551 69,70% -8 1,60%
Contract (Levels 9-12) 173 21,10% 161 20,40% -12 -0,70%
Contract (Levels 13-16) 0 0,00% 0 0,00% 0 0,00%
GRAND TOTAL 820 100,00% 790 100,00% -30 0,00%
Table 3.9.2 Foreign workers by major occupation: 1 April 2019 to 31 March 2020
01-Apr-19 31-Mar-20 Change
Major occupation Number % of total Number % of total Number % Change
1. Professionals 621 79,10% 606 79,40% -15 0,30%
2. Technicians and
Associate Professionals 140 17,80% 133 17,40% -7 -0,40%
3. Clerks 7 0,90% 6 0,80% -1 -0,10%
4. Service Workers 2 0,30% 3 0,40% 1 0,10%
5. Service Workers and
Shop and Market Sales
Workers 8 1,00% 8 1,00% 0 0,00%
6. Plant and Machine
Operators and Assemblers 1 0,10% 1 0,10% 0 0,00%
7. Elementary Occupations 6 0,80% 6 0,80% 0 0,00%
GRAND TOTAL 785 100,00% 763 100,00% -22 0,00%
TABLE 3.10.1 Sick leave: 1 January 2019 to 31 December 2019

Number of % of total
% days with Average
employees employees Estimated
Total days medical days per
using sick using sick cost (R’000)
certification employee
Salary band leave leave
Contract (Levels 13-16) 33,00 0 14 0% 2 187 745
Contract (Levels 3-5) 13,00 0 7 0% 2 7 143
Contract (Levels 6-8) 874,00 0 465 0% 2 842 768
Contract (Levels 9-12) 3 670,00 0 1731 1% 2 9 990 274
Contract (Levels 1-2) 284,00 64 179 0% 2 75 341
(Levels 6-8) 107 302,00 3 42444 30% 3 108 884 165
(Levels 9-12) 72 759,00 0 27821 19% 3 161 773 396
Lower Skills (Levels 1-2) 50 809,00 0 20200 14% 3 21 610 127
Top and Senior
management
(Levels 13-16) 419,00 0 148 0% 3 1 924 114
Skilled (Levels 3-5) 128 048,00 33 50597 35% 3 81 690 834
Total 364 211,00 100 143606 100% 3 386 985 907
TABLE 3.10.2 Disability leave (temporary and permanent): 1 January 2019 to 31 December 2019
Number of % of total
% days with employees employees Average
Estimated
Total days medical using using days per
cost (R’000)
certification disability disability employee
Salary band leave leave
Contract (Levels 6-8) 0 0 0 0% 0 0
Contract (Levels 9-12) 170 100 11 1% 15 468 252
Lower skilled (Levels 1-2) 2172 100 163 17% 13 939 603
Skilled (Levels 3-5) 4741 100 359 38% 13 3 102 799
4308 100 233 25% 18
(Levels 6-8) 4 582 192
4494 100 183 19% 25
(Levels 9-12) 10 824 221
Senior management
0 0 0% 0 0
(Levels 13-16)
Total 15 885 100 949 100% 17 19 917 066
TABLE 3.10.3 Annual leave: 1 January 2019 to 31 December 2019

Number of employees
Total days taken Average per employee
Salary band using annual leave
Lower skilled (Levels 1-2) 155008 33659 4,61
Skilled (Levels 3-5) 463990 82713 5,61
Highly skilled production (Levels 6-8) 374019 68659 5,45
(Levels 9-12) 319721 65699 4,87
Senior management (Levels 13-16) 2006 450 4,46
Total 1 314 744 251 180 5,23
TABLE 3.10.4 - Capped Leave:1 January 2019 to 31 December 2019

Total days Average Average Number of Total Number of
of capped number capped employees number employees
leave taken of days leave per who took of capped as at end of
taken per employee capped leave period
employee as at end of leave available
period at end of
Salary band period
Contract (Levels 1-2) 0 0 0 0 118
Contract (Levels 13-16) 0 11 49,14 6
Contract (Levels 3-5) 0 0 0 4
Contract 0 0 0
Lower skilled (Levels 1-2) 512 2 3 163 399,87 6179
Skilled (Levels 3-5) 0 61345,29 16464
483 3 2 233 85284,62
(Levels 6-8) 13433
276 5 2 183 90960,13
(Levels 9-12) 10070
Senior management (Levels
0 1657,61 63
13-16)
other 0 6
Total 1271 0 2 590 239 703 47312
TABLE 3.10.5 - Leave pay-outs (estimated) 1 January 2019 to 31 December 2019
Total Number Of Average
Estimated Employees Estimated
Amount Payment Per
Reason (R’000) Employee (R)
Annual - Discounting With Resignation (Work Days) 18 058.00 913.00 19 779.00
Annual - Discounting: Unused Vac Credits (Suspension) 33.00 1.00 33 000.00
Annual-Discounting:unusedvacationcredits(Workdays) 105.00 3.00 35 000.00
Annual - Gratuity: Death/Retirement/Medical Retirement(Work 32 950.00 1 010.00 32 624.00
Annual - Head Of Departments (Gratuity) (Work Days) 5.00 1.00 5 000.00
Capped - Gratuity: Death/Retirement/Medical Retirement(Work 43 212.00 765.00 56 486.00
Capped - Head Of Departments (Gratuity) (Work Days) 24.00 1.00 24 000.00
Total 94 387.00
Table 3.11.1 Steps taken to reduce the risk of occupational exposure

Units/categories of employees identified to be at high risk of
Key steps taken to reduce the risk
contracting HIV & related diseases (if any)
Health care professionals: Doctors and Nurses - biological exposure Policy, Protocols and PPE
through cuts, splashes, bites, nosocomial infection (NSI), needle stick • Teaching of segregation of waste
injuries • Proper waste disposal
Cleaners (needle stick injuries) Policy, protocols and PPE
Table 3.11.2 Details of Health Promotion and HIV/AIDS Programmes

Question Yes No Details, if yes
1. Has the department designated Yes Dr S Senabe
a member of the SMS to implement
the provisions contained in Part VI
E of Chapter 1 of the Public Service
Chief Director: HRD& EHWP
Regulations, 2001? If so, provide her/his
name and position.
2. Does the department have a dedicated Yes No. of staff: 4
unit or has it designated specific staff 1 Professional (AD)
members to promote the health and 3 Administrators
well-being of your employees? If so, 2 vacant (Deputy Director & Social Worker posts)
indicate the number of employees who
are involved in this task and the annual
budget that is available for this purpose.
Conditional Grant: R 30, 000 00
3. Has the department introduced Yes HIV, TB & STI - workplace
an Employee Assistance or Health Prevention programme
Promotion Programme for your • Peer education programme
employees? If so, indicate the key
• Capacity building (training)
elements/services of this Programme.
• Condom education and distribution
• HIV Testing Services
Treatment care and support
• Support group programme
• Adherence and psychosocial counselling on ART
Employee Assistance Programme
• Telephone and face to face counselling
• Debriefing
• Resilience
• Mental Health
OH & Wellness clinic
• PHC
• Management of Chronic Disease
• Reproductive Health for women
4. Has the department established (a) Yes • The department has a Provincial Integrated
committee(s) as contemplated in Part Employee Health and Wellness Committee.
VI E.5 (e) of Chapter 1 of the Public • The three sub-units have committees.
Service Regulations, 2001? If so, please
HIV, TB & STI
provide the names of the members of the
committee and the stakeholder(s) that • Palesa Koetsi
they represent. • District & institutional HIV coordinators
5. Has the department reviewed its National HIV, TB & STI Strategic Plan 2017-2022
employment policies and practices
to ensure that these do not unfairly
discriminate against employees on
DPSA HIV, TB & STI Policy
the basis of their HIV status? If so, list
the employment policies/practices so HR Recruitment Policy
reviewed. Medical Surveillance Policy
6. Has the department introduced • Peer education programme
measures to protect HIV-positive • Capacity building (training) on greater involvement
employees or those perceived to be HIV- of people living with HIV and/or AIDS (GIPA) and
positive from discrimination? If so, list the management of disclosure
key elements of these measures.
• HIV testing services
• Support group programme
• Adherence and psychosocial counselling and
support on ART
7. Does the department encourage Yes During Wellness Days, medical surveillance, Health
its employees to undergo Voluntary Calendar activities (e.g. STI & Condom Week, World TB
Counselling and Testing? If so, list the Day, Men’s Health Awareness Day, World Aids Day)
results that you have you achieved. 4,688 - HIV testing (3933 females & 375 males)
7,114 - TB screening

8. Has the department developed Yes Operational Plan
measures/indicators to monitor & Management Performance Assessment Tool (MPAT)
evaluate the impact of its health report
promotion programme? If so, list these Monthly report, quarterly report, annual report
measures/indicators.
• Number of IEC materials distributed
• Number of condom education & distribution
• Number of wellness days conducted
• Number of people reached during health calendar
activities
• Number of employees tested (male and female)
• Number of employees tested positive
• Number of eligible employees initiated on ART
• Number of employees undergoing TB screening
• Number of employees put on PEP
• Number of existing support groups
• Number of employees attending men’s health
workshops
• Number of employees reached through peer
education programme
• Number of employees reached through capacity
building workshops.
Table 3.12.1 Collective agreements: 1 April 2019 to 31 March 2020

Subject matter Date
PSCBC Resolution 1 of 2019 - Reconfiguring of Government Departments - 29_10_2019 25 October 2019
PHSDSBC Res 1 OF 2019 - Agreement on Organ Rights Within The Public Health And Social 09 September 2019
Development Sector - 24_04_2019
PHSDSBC Res 2 OF 2019 - Amendment to Resolution 1 Of 2018 - 11_07_2019 11 July 2019
PHSDSBC Res 3 of 2019 - Amendments to Agreement on Payment of Annual Statutory 09 September 2019
Registration Fees for Health and Social Develop Professional - 09_09_2019
PHSDSBC Res 4 of 2019 - Amendments to Resolution No 1 of 2019 Organisational Rights in 09 September 2019
Health & Social Develop Sector - 09_09_2019
Table 3.12.2 Misconduct and disciplinary hearings finalised: 1 April 2019 to 31 March 2020
Outcomes of disciplinary
Number % of total
hearings
Correctional counselling 25 3%
Verbal warning 94 12%
Written warning 329 41%
Final written warning 225 28%
Suspended without pay 51 7%
Fine 0 0%
Demotion 2 0.2%
Dismissal 31 4%
Not guilty 1 0.1%
Case withdrawn 34 4%
Total 792 100%
Table 3.12.3 Types of misconduct addressed at disciplinary hearings: 1 April 2019 to 31 March 2020
Type of misconduct Number % of total
Absenteeism 226 22%
Assault 24 2%
Dereliction of duties 35 3%
Desertion of post 28 3%
Fraud and corruption 41 4%
Insubordination 139 13%
Misuse of state vehicle 14 1%
Money lending 22 2%
Negligence 78 8%
Poor performance 12 1%
Theft 80 8%
Unlawful industrial action 28 3%
While on duty conduct himself in an improper, disgraceful and unacceptable manner 136 13%
Others include failing to comply with an Act, RWOPS, late coming, 177 17%
Total 1040 100%
Table 3.12.4 Grievances logged: 1 April 2019 to 31 March 2020

Grievances Number % of Total
Number of grievances resolved 353 87%
Number of grievances not resolved 52 13%
Total number of grievances lodged 405 100%
NOTES:
• 224 of 353 were resolved within 30 days
• 129 of 353 were resolved outside 30 days
NATURE OF GRIEVANCES LODGED
• Unfair treatment
• Filling of post
• Salary problem
• Unfair labour practice
• Performance assessment
• Disciplinary matter
• Application for approval
• Undermining authority
Table 3.12.5 Disputes logged with Councils: 1 April 2019 to 31 March 2020
Disputes Number % of Total
Number of disputes finalised 47 47%
Number of disputes pending 52 53%
Total number of disputes lodged 99 100%
NOTES: Finalised: 47 cases

• 14 of 47 in favour of the Department
• 3 of 47 in favour of the applicant
• 15 of 47 settled
• 15 of 47 withdrawn
NOTES: Pending: 52 cases

• 45 of 52: arbitration in progress
• 5 of 52: arbitration awaiting outcome
• 2 of 52: postponed sine die
Table 3.12.6 Strike action: 1 April 2019 to 31 March 2020
Total number of persons: working days lost 84
Total costs: working days lost 00
Amount recovered as a result of no work no pay (R’000) 00
Table 3.12.7 Precautionary suspensions: 1 April 2019 to 31 March 2020

Number of people suspended 38
Number of people whose suspension exceeded 30 days 33
Average number of days suspended 135 days
Cost of suspension(R’000) R8 400 501,99
Table 3.13.1 Training needs identified: 1 April 2019 to 31 March 2020

Gender Number of Training needs identified at start
employees of the reporting period
as at 1 April
2019
Learnerships Skills Other forms Total
programmes of training
& other short
Occupational category courses
Legislators, senior officials and Female 72 0 50 0 50
managers Male 76 0 50 0 50
Professionals Female 3552 0 800 0 800
Male 3079 0 700 0 700
Technicians and associate Female 19028 0 4500 0 4500
professionals Male 2861 0 1500 0 1500
Clerks Female 5857 1000 1000 0 2000
Male 2514 500 500 0 1000
Service and sales workers Female 22109 0 500 0 500
Male 3510 0 300 0 300
Craft and related trades workers Female 2 0 0 0 0
Male 0 0 0 0 0
Plant and machine operators Female 32 0 0 0 0
and assemblers Male 398 0 0 0 0
Elementary occupations Female 7164 0 1500 0 1500
Male 3943 0 1000 0 1000
Total 74197 1500 12400 0 13900
Table 3.13.2 Training provided: 1 April 2019 to 31 March 2020

Gender Number of Training provided within the reporting period
employees Learnerships Skills Other Total
as at 1 April programmes forms of
2019 & other short training
Legislators, senior officials and Female 72 0 46 0 46
managers Male 76 0 52 0 52
Professionals Female 3552 0 737 0 737
Male 3079 0 609 0 609
Technicians and associate Female 19028 0 4288 0 4288
professionals Male 2861 0 1635 0 1635
Clerks Female 5857 1000 956 0 1956
Male 2514 640 455 0 1095
Service and sales workers Female 22109 0 448 0 448
Male 3510 0 232 0 232
Gender Number of Training provided within the reporting period
employees Learnerships Skills Other Total
as at 1 April programmes forms of
2019 & other short training
Craft and related trades workers Female 2 0 0 0 0
Male 0 0 3 0 3
Plant and machine operators Female 32 0 0 0 0
and assemblers Male 398 0 6 0 6
Elementary occupations Female 7164 0 1663 0 1663
Male 3943 0 935 0 935
Total 74197 1640 12065 0 13705
PART E:
FINANCIAL INFORMATION
Auditor Generals Report 150
Appropriation Statement 159
Notes to the Appropriation Statement 204
Statement of Financial Performance 206
Statement of Financial Position 207
Statement of Changes in Net Assets 208
Cash Flow Statement 209
Accounting Policies 210
Notes to the Annual Financial Statements (including Accounting policies) 216
Annexures 239
Audit General Report
Report of the Auditor-General to Gauteng Provincial Legislature on
Vote no. 4: Gauteng Department of Health
Report on the audit of the financial statements

Opinion
1. I have audited the financial statements of the Gauteng Department of Health set out on pages 159 to 247,
which comprise the appropriation statement, the statement of financial position as at 31 March 2020, the
statement of financial performance, statement of changes in net assets and cash flow statement for the year
then ended, as well as the notes to the financial statements, including a summary of significant accounting
policies.
2. In my opinion, the financial statements present fairly, in all material respects, the financial position of the
Gauteng Department of Health as at 31 March 2020, and its financial performance and cash flows for the
year then ended in accordance with the Modified Cash Standard (MCS) prescribed by the National Treasury
and the requirements of the Public Finance Management Act of South Africa, 1999 (Act No. 1 of 1999)
(PFMA) and the Division of Revenue Act of South Africa, 2019 (Act No. 16 of 2019) (Dora).
Basis for opinion

3. I conducted my audit in accordance with the International Standards on Auditing (ISAs). My responsibilities
under those standards are further described in the auditor-general’s responsibilities for the audit of the
financial statements section of this auditor’s report.
4. I am independent of the department in accordance with sections 290 and 291 of the Code of ethics for
professional accountants and parts 1 and 3 of the International Code of Ethics for Professional Accountants
(including International Independence Standards) of the International Ethics Standards Board for Accountants
(IESBA codes) as well as the ethical requirements that are relevant to my audit in South Africa. I have fulfilled
my other ethical responsibilities in accordance with these requirements and the IESBA codes.
5. I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis for my
opinion.
Emphasis of matters
6. I draw attention to the matters below. My opinion is not modified in respect of these matters.
Restatement of corresponding figures
7. As disclosed in note 33.1 to the financial statements, the corresponding figures for 31 March 2019 were
restated as a result of errors in the financial statements of the department at, and for the year ended, 31
March 2020.
Material uncertainties
8. With reference to note 19.1 to the financial statements, the department is the defendant in various lawsuits.
The ultimate outcome of the matters cannot presently be determined and no provision for any liability that
may result was made in the financial statements.
Payables which exceeded voted funds to be surrendered
9. As disclosed in note 21.2 to the financial statements, payables of R1 670 830 000 exceeded the payment
term of 30 days, as required by treasury regulation 8.2.3. This amount, in turn, exceeded the R588 709
000 of voted funds to be surrendered by R1 082 121 000 as per the statement of financial performance.
Therefore, the amount of R1 082 121 000 would have constituted unauthorised expenditure had the amounts
due been paid in time.
REPORT OF THE AUDITOR GENERAL
to the Gauteng Provincial Legislature on Vote no. 4: Gauteng Department of Health
Material losses – trade debtors
10. As disclosed in note 24.2 to the financial statements, material losses of R1 685 135 000 was incurred as a
result of a write-off of irrecoverable patient debts
Subsequent events
11. I draw attention to note 36 in the financial statements, which deals with subsequent events and specifically the
possible effects of the future implications of Covid-19 on the department’s future prospects, performance and
cash flows. Management have also described how they plan to deal with these events and circumstances.
My opinion is not modified in respect of this matter.
Other matter
12. I draw attention to the matter below. My opinion is not modified in respect of this matter.
Unaudited supplementary schedules
13. The supplementary information set out on pages 239 to 247 does not form part of the financial statements
and is presented as additional information. I have not audited these schedules and, accordingly, I do not
express an opinion on them.
Responsibilities of the accounting officer for the financial statements

14. The accounting officer is responsible for the preparation and fair presentation of the financial statements in
accordance with the MCS prescribed by the National Treasury and the requirements of the PFMA and Dora,
and for such internal control as the accounting officer determines is necessary to enable the preparation of
financial statements that are free from material misstatement, whether due to fraud or error.
15. In preparing the financial statements, the accounting officer is responsible for assessing the department’s
ability to continue as a going concern, disclosing, as applicable, matters relating to going concern and using
the going concern basis of accounting unless the appropriate governance structure either intends to liquidate
the department or to cease operations, or has no realistic alternative but to do so.
Auditor-general’s responsibilities for the audit of the financial statements

16. My objectives are to obtain reasonable assurance about whether the financial statements as a whole are free
from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes my
opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted
in accordance with the ISAs will always detect a material misstatement when it exists. Misstatements can
arise from fraud or error and are considered material if, individually or in aggregate, they could reasonably
be expected to influence the economic decisions of users taken on the basis of these financial statements.
17. A further description of my responsibilities for the audit of the financial statements is included in the annexure
to this auditor’s report.
Report on the audit of the annual performance report

Introduction and scope
18. In accordance with the Public Audit Act of South Africa, 2004 (Act No. 25 of 2004) (PAA) and the general
notice issued in terms thereof, I have a responsibility to report material findings on the reported performance
information against predetermined objectives for the selected programme presented in the annual
performance report. I was engaged to perform procedures to identify findings but not to gather evidence to
express assurance.
19. I was engaged to evaluate the usefulness and reliability of the reported performance information in accordance
with the criteria developed from the performance management and reporting framework, as defined in the
general notice, for the following selected programme presented in the annual performance report of the
department for the year ended 31 March 2020:
Programme Pages in the annual performance report

Programme 2 – District Health Services 33 – 57
20. The material findings in respect of the usefulness and reliability of the selected programme are as follows:
Programme 2 – District Health Services
Various indicators
21. I was unable to obtain sufficient appropriate audit evidence for the reported achievements of all the 31
material indicators relating to this programme. This was due to the lack of accurate and complete records.
I was unable to confirm the reported achievements by alternative means. Consequently, I was unable to
determine whether any adjustments were required to the reported achievements in the annual performance
report for the indicators listed below:
Indicator description Number of indicators

Utilisation rate-related indicators 4
HIV- and TB-related indicators 10
Maternal health-related indicators 10
Fatality rate indicators 3
School health programme indicators 4
Various indicators
22. I was unable to obtain sufficient appropriate audit evidence to support the reasons for the variances between
the planned targets and the achievements reported in the annual performance report. This was due to
limitations placed on the scope of my work. I was unable to confirm the reported reasons for the variances
by alternative means. Consequently, I was unable to determine whether any adjustments were required to
the reported reasons for the variances.
1 Maternal mortality in facility ratio <90/100 000 live births 102,9 per 100 000 live births
2 Mother postnatal visit within 6 days rate 75% 85.5%
3 Average length of stay (DH) 4.5 days 4.2 days
4 TB client death rate <5.5% 7.1%
5 Immunisation under 1-year coverage 98% 87.3%
6 Couple year protection rate (in) 60% 44%
Various indicators
23. I was unable to obtain sufficient appropriate audit evidence that systems and processes were established
to enable consistent measurement and reliable reporting of the actual achievement for the indicators listed
below. This was due to the insufficient supporting evidence provided to verify the processes and systems
followed by the department to produce this indicator. I was unable to test whether the indicators were
verifiable by alternative means.
No. Indicator description Reported achievement

1 School grade 1 learners screened 74 222
2 School grade 8 learners screened 54 357
3 HPV 1st dose 21 527
4 HPV 2nd dose 74 633
Ideal clinic status rate

24. I was unable to obtain sufficient appropriate audit evidence that systems and processes were established
to enable consistent measurement and reliable reporting of the actual reported achievement of 93%. This
was due to the limitation placed on the scope of my work as the information documented in the checklists
completed during the assessments could not be re-performed as no corroborating evidence was provided
to support the ratings in the checklists. I was unable to validate the existence of systems and processes by
alternative means. Consequently, I was unable to determine whether any further adjustments were required
to the reported achievement.
TB MDR treatment success rate

25. The reported target of 60% as per the annual performance report did not agree with the planned target of
65% as per the approved annual performance plan, this was changed without the necessary approval.
Measles 2nd dose

26. The method of calculation for achieving the planned indicator was not clearly defined. Furthermore, the
reasons provided for the variance between the planned target of 98% and the reported achievement of
79,9% did not agree with the supporting evidence provided. Based on the supporting evidence provided,
the reason for the variance indicated that the discussions were held about immunisation and family planning
services provided to state patients by private service providers, this evidence could not be linked to the
reasons for the variance on non-achievement due to irregular supply of vaccines as reported in the annual
performance report.
Various strategic objectives

27. The reported strategic objectives were not consistent when compared with strategic objectives in the
approved annual performance plan.
Planned strategic objectives per annual

No. Reported strategic objectives per APR
performance documents
1 Increase the number of fully fledged, functional Increase number of fully fledged, functional
Ward Based Outreach Teams from 130 in 2013- Ward Based Outreach Teams from 130 to 775
14 to 780 targeted wards by 2019-20 (District targeted wards by 2019-20
Health Services)
2 Increase number of female condoms distributed Increase number of female condoms distributed
annually from 1 451 696 to over 5 491 314 by annually from 1 451 696 to 5,4 million by
2019-20 2019-20
3 Decrease TB death rate from 6,1% in 2013-14 Decrease TB death rate from 5,2% to <5,5% by
to <5,5% by 2019-20 2019-20
4 Increase percentage of patients with MDR-TB Increase the percentage of patients with MDR-
started on treatment from 45% in 2013-14 to TB started on treatment should be from 45% to
80% by 2019-20 and success rate from 40% in 80% and MDR-TB treatment success rate from
2013-14 to 60% by 2019-20 35% to 65% by 2019-20
5 Reduce Decrease cataract surgery from 13 919 Reduce Decrease cataract surgery from 13 919
in 2015-16 to 11 450; malaria case fatality rate in 2015-16 to 12 000; malaria case fatality rate
reduced to <1% by 2019-20 reduced to 0,4% by 2019-20
6 Increase the percentage of people cured of Increase the percentage of people cured of
TB from 83% in 2013-14 to 85% by 2019-20 TB from 83% to 88% by 2019-20 by reducing
by reducing lost to follow-up rate from 5,1% to defaulter rate from 5,1% to 5,5% by 2019-20
5,5% by 2019-20
Other matter
28. I draw attention to the matter below.
Achievement of planned targets
29. Refer to the annual performance report on pages 33 to 56 for information on the achievement of planned
targets for the year and explanations provided for the under-/overachievement of a significant number of
targets. This information should be considered in the context of the material findings on the usefulness and
reliability of the reported performance information in paragraphs 18 to 27 of this report.
Report on the audit of compliance with legislation

30. In accordance with the PAA and the general notice issued in terms thereof, I have a responsibility to report
material findings on the department’s compliance with specific matters in key legislation. I performed
procedures to identify findings but not to gather evidence to express assurance.
31. The material findings on compliance with specific matters in key legislation are as follows:
Annual financial statements

32. The financial statements submitted for auditing were not prepared in accordance with the prescribed financial
reporting framework as required by section 40(1)(b) of the PFMA. Material misstatements on contingent
liabilities and commitments, identified by the auditors in the submitted financial statement were subsequently
corrected, resulting in the financial statements receiving an unqualified audit opinion.
Procurement and contract management

33. Some of the goods and services with a transaction value below R500 000 were procured without obtaining
the required price quotations, as required by treasury regulations 16A6.1. Similar non-compliance was also
reported in the prior year.
34. Some of the goods and services of a transaction value above R500 000 were procured without inviting
competitive bids as required by treasury regulations 16A6.1. Similar non-compliance was also reported in
the prior year.
35. Some of the contracts were awarded to bidders based on functionality criteria that was not stipulated in the
original invitation for bidding, as required by the 2017 preferential procurement regulation 5(1) and (3).
36. Some of the contracts were awarded to bidders who did not submit a declaration on whether they are
employed by the state or connected to any person employed by the state, which is prescribed in order to
comply with treasury regulations 16A6.3(a).
37. Some contracts were extended or modified without the approval of a properly delegated official as required
by section 44 of the PFMA and treasury regulations 8.1 and 8.2. Similar non-compliance was also reported
in the prior year.
Expenditure management
38. Effective and appropriate steps were not taken to prevent irregular expenditure amounting to R2 318 994
000, as disclosed in note 25.1 to the annual financial statements, as required by section 38(1)(c)(ii) of the
PFMA and treasury regulations 9.1.1. The majority of the irregular expenditure disclosed in the financial
statements was caused by non-compliance with treasury regulations on competitive bidding.
39. Effective steps were not taken to prevent fruitless and wasteful expenditure amounting to R9 353 000, as
disclosed in note 26.1 to the annual financial statements, as required by section 38(1)(c)(ii) of the PFMA
and treasury regulations 9.1.1. The majority of the fruitless and wasteful expenditure was caused by interest
levied on overdue accounts.
40. Payments were not made within 30 days or an agreed period after receipt of an invoice, as required by
treasury regulations 8.2.3.
Consequence management
41. Disciplinary steps were not taken against the officials who had permitted irregular expenditure, as required
by section 38(1)(h)(iii) of the PFMA.
Strategic planning
42. Specific information systems were not implemented to enable the monitoring of progress made towards
achieving targets, core objectives and service delivery as required by public service regulation 25(1)(e)(i)
and (iii).
Other information
43. The accounting officer is responsible for the other information. The other information comprises the information
included in the annual report which includes the audit committee’s report. The other information does not
include the financial statements, the auditor’s report and those selected programme presented in the annual
performance report that have been specifically reported in this auditor’s report.
44. My opinion on the financial statements and findings on the reported performance information and compliance
with legislation do not cover the other information and I do not express an audit opinion or any form of
assurance conclusion thereon.
45. In connection with my audit, my responsibility is to read the other information and, in doing so, consider
whether the other information is materially inconsistent with the financial statements and the selected
programme presented in the annual performance report, or my knowledge obtained in the audit, or otherwise
appears to be materially misstated.
46. I am unable to conclude whether the other information is materially misstated because I was unable to
obtain sufficient appropriate audit evidence of the reported performance information presented in the annual
performance report.
Internal control deficiencies

47. I considered internal control relevant to my audit of the financial statements, reported performance information
and compliance with applicable legislation; however, my objective was not to express any form of assurance
on it. The matters reported below are limited to the significant internal control deficiencies that resulted in the
findings on the annual performance report and the findings on compliance with legislation included in this
report.
48. The accounting officer did not exercise adequate oversight responsibility over internal controls relating to
procurement and contract management and over the preparation of the annual financial statements and
annual performance report. This resulted in non-compliance with key legislation and material findings on the
annual financial statements and annual performance report.
49. Senior management did not implement sufficient controls with regard to the preparation of accurate
and complete annual financial statements and annual performance report that are supported by reliable
information. This resulted in material findings on the annual financial statements and the annual performance
report. Furthermore, there was a lack of monitoring of controls to ensure compliance with laws and regulations,
including procurement and contract management and expenditure management.
Material irregularities
50. In accordance with the PAA and the Material Irregularity Regulations, I have a responsibility to report on
material irregularities identified during the audit. I also report on the status of the material irregularities
reported in the previous year’s auditor’s report.
Status of previously reported material irregularities
Medical claims not paid within the period specified in the court judgement
51. Payments for medical claims were not made within the period specified in the court judgement, as required
by treasury regulation 8.2.3. As a result of the late payments interest was charged, resulting in a material
financial loss of R7 977 322, which was disclosed as part of the amount disclosed as interest on litigation in
note 24 of the financial statements of 2018-19.
52. The accounting officer was notified of the material irregularity on 24 June 2019.
53. It was concluded that the accounting officer has not taken appropriate action in response to being notified
of the material irregularity. I recommended that the accounting officer should take the following actions to
address the material irregularity, which had to be implemented by 31January 2020:
• The accounting officer had to investigate the fruitless and wasteful expenditure incurred as a result of
the interest paid.
• Effective and appropriate disciplinary steps had to be taken against any official that the investigation
found to be responsible, as required by section 38(1)(h) of the PFMA and in accordance with treasury
regulation 9.1.3.
• Appropriate action had to be taken to determine whether the responsible official is liable by law for
the losses suffered by the department for the purpose of recovery, as required by treasury regulations
9.1.4 and 12.7.1.
54. Delays were experienced with the implementation of the recommendations due to time extensions granted
and lockdown measures implemented in response to Covid-19. The following actions were taken to implement
the recommendations:
• An investigation into the fruitless and wasteful expenditure was completed on 9 August 2020.
• It concluded that the department had cash-flow challenges resulting in delays in settling the medical
claims within the period specified in the court judgement and interest being incurred.
• The investigation also found that an ineffective system of internal controls was in place to track medical
claims received, processed and settled, which is a contributory factor to the accumulation of interest.
The department is taking appropriate action to address the internal control weaknesses identified.
• No officials could therefore be held responsible for the delays in settling the medical claims timely.
55. The material irregularity is resolved.
Procurement of V-Blocks IT infrastructure without inviting competitive bids
56. The R538 718 000 contract for V-blocks IT infrastructure was awarded during March 2015 without inviting
competitive bids as required by treasury regulation 16A6.1.
57. An investigation that was completed on 28 September 2018 by the accounting officer, concluded that by not
following a competitive bidding process the department suffered a financial loss of R148 921 151 as there
were cheaper alternatives.
58. The accounting officer was notified of the material irregularity on 24 June 2019.
59. The following actions have been taken to resolve the material irregularity by accounting officer, following the
recommendation as per the investigation report,
• referred the matter to the National Prosecuting Authority on 24 July 2019 to consider whether criminal
charges can be instituted against the implicated officials.
• referred the matter to the State Attorney on 19 July 2019 to consider possible civil claims against the
implicated officials.
• has taken disciplinary actions against two out of the three implicated officials on 3 April 2020 and 19
June 2020, where the officials were cautioned and given verbal warnings. The action against the third
official has not been finalised as the official did not agree with the outcome of the initial process and
requested a formal hearing in the presence of his attorney, this matter is expected to be finalised by
31 March 2021.
60. I will follow up on the finalisation of the formal disciplinary process for the remaining employee and the
progress of referrals by the accounting officer during my next audit.
Other reports
61. In addition to the investigations relating to material irregularities, I draw attention to the following engagements
conducted by various parties which had, or could have, an impact on the matters reported in the department’s
financial statements, reported performance information, compliance with applicable legislation and other
related matters. These reports did not form part of my opinion on the financial statements or my findings on
the reported performance information or compliance with legislation.
Investigations
Investigations
62. Various investigations, based on the allegations of procurement irregularities, fraud, theft and
62. Various investigations, based on the allegations of procurement irregularities, fraud, theft and negligence,
negligence, are being
are being performed by performed by the
the department department
dating dating
back from prior back Some
periods. from prior periods.
of these Some of
investigations had
these
been investigations had been
finalised by the Special finalisedUnit
Investigation by and
the the
Special Investigation
department Unit
while others andstillthe
were department
in progress at the
while
date others were still
of this auditor’s in progress at the date of this auditor's report.
report.
Johannesburg
Johannesburg
30 September 2020
30 September 2020
AUDITOR • GE NE R AL
SOUTH AFRICA
Auditing to build public confider,ce
ANNEXURE – AUDITOR-GENERAL’S RESPONSIBILITY FOR THE AUDIT
1. As part of an audit in accordance with the ISAs, I exercise professional judgement and maintain professional
scepticism throughout my audit of the financial statements and the procedures performed on reported
performance information for selected programme and on the department’s compliance with respect to the
selected subject matters.
Financial statements
2. In addition to my responsibility for the audit of the financial statements as described in this auditor’s report,
I also:
• identify and assess the risks of material misstatement of the financial statements, whether due to fraud
or error; design and perform audit procedures responsive to those risks; and obtain audit evidence
that is sufficient and appropriate to provide a basis for my opinion. The risk of not detecting a material
misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve
collusion, forgery, intentional omissions, misrepresentations or the override of internal control
• obtain an understanding of internal control relevant to the audit in order to design audit procedures
that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the
effectiveness of the department’s internal control
• evaluate the appropriateness of accounting policies used and the reasonableness of accounting
estimates and related disclosures made by the accounting officer
• conclude on the appropriateness of the which constitutes the accounting officer’s use of the going
concern basis of accounting in the preparation of the financial statements. I also conclude, based on
the audit evidence obtained, whether a material uncertainty exists relating to events or conditions that
may cast significant doubt on the ability of the Gauteng Department of Health to continue as a going
concern. If I conclude that a material uncertainty exists, I am required to draw attention in my auditor’s
report to the related disclosures in the financial statements about the material uncertainty or, if such
disclosures are inadequate, to modify my opinion on the financial statements. My conclusions are
based on the information available to me at the date of this auditor’s report. However, future events or
conditions may cause a department to cease operating as a going concern
• evaluate the overall presentation, structure and content of the financial statements, including the
disclosures, and determine whether the financial statements represent the underlying transactions
and events in a manner that achieves fair presentation
Communication with those charged with governance

3. I communicate with the accounting officer regarding, among other matters, the planned scope and timing of
the audit and significant audit findings, including any significant deficiencies in internal control that I identify
during my audit.
4. I also confirm to the accounting officer that I have complied with relevant ethical requirements regarding
independence, and communicate all relationships and other matters that may reasonably be thought to
have a bearing on my independence and, where applicable, actions taken to eliminate threats or safeguards
applied.
2019/20 2018/19
Adjusted Shifting of Virement Final Actual Variance Final Actual
Appropriation Funds Appropriation Expenditure Expenditure Appropriation Expenditure
as % of final
appropriation
Per Programme R'000 R'000 R'000 R'000 R'000 R'000 % R'000 R'000
Programme
1 ADMINISTRATION 972 145 - 510 000 1 482 145 1 481 446 699 100% 1 361 130 1 360 786
2 DISTRICT HEALTH SERVICES 17 019 855 - -462 174 16 557 681 15 895 452 662 229 96% 15 073 917 14 516 480
3 EMERGENCY MEDICAL SERVICES 1 541 714 - - 1 541 714 1 539 781 1 933 100% 1 423 203 1 330 508
4 PROVINCIAL HOSPITAL SERVICES 9 451 980 - -177 575 9 274 405 9 224 458 49 947 99% 8 746 469 8 686 653
5 CENTRAL HOSPITAL SERVICES 18 913 451 - 197 749 19 111 200 19 064 441 46 759 100% 17 135 226 17 134 257
6 HEALTH SCIENCES AND TRAINING 1 251 743 - -100 000 1 151 743 1 045 256 106 487 91% 1 123 296 1 106 708
7 HEALTH CARE SUPPORT SERVICES 337 788 - 32 000 369 788 368 944 844 100% 339 156 339 048
8 HEALTH FACILITIES MANAGEMENT 2 090 143 - - 2 090 143 2 053 885 36 258 98% 1 559 933 1 536 120
Programme sub total 51 578 819 - - 51 578 819 50 673 663 905 156 98% 46 762 330 46 010 560
Departmental receipts 728 245 780 803
for the year ended 31 March 2020
52 307 064 47 543 133
50 673 663 46 010 560

APPROPRIATION STATEMENTS
2019/20 2018/19
as % of final
appropriation
Per Economic Classificatoin R'000 R'000 R'000 R'000 R'000 R'000 % R'000 R'000
Current payments 46 957 874 36 319 -461 500 46 532 693 46 323 290 209 403 100% 42 562 173 42 139 596
Compensation of employees 29 917 375 - -309 500 29 607 875 29 203 076 404 799 99% 26 994 470 26 902 299
Salaries and wages 26 175 001 - -300 000 25 875 001 25 797 047 77 954 100% 23 286 170 23 740 315
Social contributions 3 742 374 - -9 500 3 732 874 3 406 029 326 845 91% 3 708 300 3 161 984
Goods and services 17 040 499 34 955 -152 000 16 923 454 17 117 833 -194 379 101% 15 567 703 15 229 503
Administrative fees 6 720 - - 6 720 9 726 -3 006 145% 5 137 4 162
Advertising 6 850 - - 6 850 4 107 2 743 60% 3 899 1 819
Minor assets 84 083 -15 162 - 68 921 23 847 45 074 35% 98 732 22 612
Audit costs: External 55 038 - - 55 038 60 270 -5 232 110% 23 710 23 276
Bursaries: Employees 9 651 - - 9 651 1 479 8 172 15% 9 139 1 285
Catering: Departmental activities 6 093 - - 6 093 5 836 257 96% 4 940 2 332
Communication (G&S) 93 704 - - 93 704 56 483 37 221 60% 101 021 70 437
Computer services 259 796 -500 - 259 296 284 524 -25 228 110% 359 651 64 711
Consultants: Business and advisory services 390 840 - - 390 840 371 706 19 134 95% 189 526 370 023
Laboratory services 2 557 226 153 539 -99 000 2 611 765 2 562 840 48 925 98% 2 088 707 2 138 382
Legal services 17 072 - - 17 072 133 864 -116 792 784% 17 967 101 023
Contractors 411 196 -82 073 - 329 123 302 538 26 585 92% 805 706 741 416
Agency and support / outsourced services 239 581 12 000 - 251 581 292 420 -40 839 116% 223 617 245 764
Fleet services (including government motor transport) 259 834 -5 564 - 254 270 170 742 83 528 67% 263 232 254 328
Inventory: Clothing material and accessories - - - - 912 -912 0% - 2 298
Inventory: Food and food supplies 447 860 -16 000 - 431 860 347 161 84 699 80% 380 445 331 714
Inventory: Fuel, oil and gas 339 093 -247 - 338 846 345 994 -7 148 102% 226 466 262 538
Gauteng Provincial Government | Vote 4: Department of Health | Annual Report 2019 - 2020
Inventory: Learner and teacher support material 1 833 - - 1 833 2 320 -487 127% 3 402 15 003
Inventory: Materials and supplies 39 519 - - 39 519 27 253 12 266 69% 40 650 29 593
159
50 673 663 46 010 560
160
2019/20 2018/19
as % of final
appropriation
Per Economic Classificatoin R'000 R'000 R'000 R'000 R'000 R'000 % R'000 R'000
Inventory:
Current payments Medical supplies 3 553
46 957 487
874 73
36 258
319 151 000
-461 500 3 777
46 532 745
693 3 950
46 323 928
290 -173 183
209 403 105%
100% 3 084
42 562 724
173 3 619
42 139 141
596
Inventory: Medicine
Compensation of employees 4 768
29 917 290
375 -131 600
- -179
-309 000
500 4 457
29 607 690
875 4 351
29 203 886
076 105
404 804
799 98%
99% 4 797
26 994 506
470 4 132
26 902 206
299
Inventory:
Salaries andOther
wagessupplies 26 121
175 862
001 - -300 000 - 25 121
875 862
001 93 115
25 797 047 28
77 747
954 76%
100% 23 123
286 698
170 23 121
740 992
315
Consumable supplies
Social contributions 3 441
742 924
374 -880
- 3 000
-9 500 3 444
732 044
874 3 402
406 986
029 41 058
326 845 91% 3 533
708 431
300 3 485
161 743
984
Consumable:
Goods and servicesStationery, printing and office supplies 17 180
040 524
499 13
34 898
955 -152 000 - 16 194
923 422
454 17 182
117 902
833 11 520
-194 379 94%
101% 15 164
567 545
703 15 166
229 441
503
Operating leases
Administrative fees 273
6 221
720 4 400
- - 277
6 621
720 270
9 587
726 7 034
-3 006 97%
145% 171
5 019
137 173
4 127
162
Property payments
Advertising 2 354
6 468
850 40 317- -28 000 - 2 366
6 785
850 2 812
4 778
107 -445 993
2 743 119%
60% 1 653
3 998
899 1 796
1 426
819
Transport
Minor assetsprovided: Departmental activity 8 248
84 083 -15-434
162 - 7 814
68 921 23 904
847 456 910
074 12%
35% 8 702
98 732 22 317
612
Travel and subsistence
Audit costs: External 40
55 017
038 - - 40
55 017
038 25
60 512
270 14
-5 505
232 64%
110% 37
23 251
710 16
23 518
276
Training
Bursaries:and development
Employees 53
9 473
651 -9 997- - 43
9 476
651 12
1 682
479 308 794
172 29%
15% 58
9 094
139 23
1 773
285
Operating payments
Catering: Departmental activities 9
6 608
093 - - 9
6 608
093 4
5 259
836 5 349
257 44%
96% 65
4 395
940 3
2 062
332
Venues and facilities
Communication (G&S) 8 054
93 704 - - 8 054
93 704 3 887
56 483 374 167
221 48%
60% 22 582
101 021 7 045
70 437
Rental
Computer hiring
andservices 1 334
259 796 -
-500 - 1 334
259 296 1 385
284 524 -51
-25 228 104%
110% 359 811
651 64 996
711
Interest and rent
Consultants: on land
Business and advisory services -
390 840 1 364
- - 1 364
390 840 2 381
371 706 -1 017
19 134 175%
95% -
189 526 7 794
370 023
Interest (Incl.
Laboratory interest on unitary payments (PPP))
services -
2 557 226 1531 364
539 -99 000- 1 364
2 611 765 2 381
2 562 840 -1 017
48 925 175%
98% -
2 088 707 7 794
2 138 382
Transfers and subsidies
Legal services 1 802
17 113
072 - 461 500 - 2 263
17 613
072 2 310
133 826
864 -47 213
-116 792 102%
784% 1 950
17 978
967 2 285
101 780
023
Provinces
Contractors and municipalities 706
411 220
196 -82 073- - 706
329 220
123 705
302 394
538 26 826
585 100%
92% 721
805 989
706 721
741 992
416
Municipalities
Agency and support / outsourced services 706
239 220
581 12 000- - 706
251 220
581 705
292 394
420 -40 826
839 100%
116% 721
223 989
617 721
245 992
764
Municipal
Fleet services
bank(including
accounts government motor transport) 706
259 220
834 -
-5 564 - 706
254 220
270 705
170 394
742 83 826
528 100%
67% 721
263 989
232 721
254 992
328
Municipal
Inventory: agencies and funds
Clothing material and accessories - - - - -
912 -
-912 0% - -
2 298
Departmental
Inventory: Food agencies
and food and accounts
supplies 22 135
447 860 -16 000- - 22 135
431 860 22 135
347 161 84 699- 100%
80% 20 962
380 445 20 962
331 714
Social security
Inventory: Fuel,funds
oil and gas -
339 093 -
-247 - -
338 846 -
345 994 -
-7 148 0%
102% -
226 466 -
262 538
Departmental agencies
Inventory: Learner and teacher support material 22
1 135
833 - - 22
1 135
833 22
2 135
320 -
-487 100%
127% 20
3 962
402 20
15 962
003
Higher education
Inventory: Materials institutions
and supplies 14
39 653
519 -13 165- - 1 488
39 519 1 488
27 253 12 266- 100%
69% 13
40 681
650 13
29 421
593
Non-profit institutions 720 943 - -48 500 672 443 672 292 151 100% 651 220 602 166
Households 338 162 13 165 510 000 861 327 909 517 -48 190 106% 543 126 927 239
Social benefits 102 130 - 27 355 129 485 113 054 16 431 87% 92 800 93 497
Other transfers to households 236 032 13 165 482 645 731 842 796 463 -64 621 109% 450 326 833 742
Payments for capital assets 2 818 832 -40 317 - 2 778 515 2 035 549 742 966 73% 2 249 178 1 579 421
Buildings and other fixed structures 931 387 -47 795 - 883 592 451 786 431 806 51% 906 258 792 932
Buildings 931 387 -47 795 - 883 592 451 786 431 806 51% 906 018 792 932
Other fixed structures - - - - - - 0% 240 -
Machinery and equipment 1 887 445 7 478 - 1 894 923 1 583 763 311 160 84% 1 342 920 786 489
Transport equipment 258 776 - - 258 776 354 883 -96 107 137% 154 710 143 970
Other machinery and equipment 1 628 669 7 478 - 1 636 147 1 228 880 407 267 75% 1 188 210 642 519
Payment for financial assets - 3 998 - 3 998 3 998 - 100% - 5 763
51 578 819 - - 51 578 819 50 673 663 905 156 98% 46 762 330 46 010 560
2019/20 2018/19
as % of final
appropriation
Programme 1 R'000 R'000 R'000 R'000 R'000 R'000 % R'000 R'000
OFFICE OF THE MEC 19 789 - - 19 789 17 051 2 738 86% 21 581 10 038
MANAGEMENT 952 356 - 510 000 1 462 356 1 464 395 -2 039 100% 1 339 549 1 350 748
972 145 - 510 000 1 482 145 1 481 446 699 100% 1 361 130 1 360 786
Current payments 953 414 -107 - 953 307 997 922 -44 615 105% 964 214 767 466
Compensation of employees 460 525 - - 460 525 429 366 31 159 93% 436 135 410 609
Salaries and wages 410 713 - - 410 713 376 603 34 110 92% 360 041 359 874
Social contributions 49 812 - - 49 812 52 763 -2 951 106% 76 094 50 735

Goods and services 492 889 -107 - 492 782 567 539 -74 757 115% 528 079 356 809
Administrative fees 1 624 - - 1 624 4 746 -3 122 292% 1 538 2 128
Advertising 2 749 - - 2 749 2 391 358 87% 1 003 1 311
Minor assets 235 - - 235 585 -350 249% 223 9
Audit costs: External 55 038 - - 55 038 60 058 -5 020 109% 23 710 23 268
Bursaries: Employees - - - - -2 2 0% - -
904 - - 904 424 480 47% 566 203
Catering: Departmental activities

Communication (G&S) 17 670 - - 17 670 23 184 -5 514 131% 21 433 26 705
Computer services 229 334 - - 229 334 269 495 -40 161 118% 348 479 62 532
Legal services 17 072 - - 17 072 119 825 -102 753 702% 16 167 100 625
Contractors 397 - - 397 40 357 10% 376 248
Agency and support / outsourced services - - - - 52 -52 0% - -
Fleet services (including government motor transport) 2 862 - - 2 862 3 426 -564 120% 2 710 2 849
Inventory: Food and food supplies 31 - - 31 16 15 52% 29 15
Inventory: Materials and supplies 42 - - 42 6 36 14% 40 -
Inventory: Medical supplies - - - - -392 392 0% - 161
Inventory: Medicine 4 595 - - 4 595 4 610 -15 100% - 11 003
Inventory: Other supplies - - - - 22 -22 0% - 4 667
Consumable supplies 772 - - 772 601 171 78% 28 757 118
Consumable: Stationery, printing and office supplies 3 793 - - 3 793 1 891 1 902 50% 4 944 1 628
Operating leases 7 566 - - 7 566 18 499 -10 933 245% 8 528 9 968
Property payments 6 536 - - 6 536 7 056 -520 108% 5 990 4 873
Transport provided: Departmental activity 2 - - 2 - 2 0% 2 -
Travel and subsistence 6 977 - - 6 977 3 207 3 770 46% 7 943 3 866
Training and development 1 316 -107 - 1 209 16 1 193 1% 6 194 6 865
Operating payments - - - - 40 -40 0% - -
Venues and facilities 2 804 - - 2 804 1 180 1 624 42% 1 802 839
Rental and hiring 304 - - 304 224 80 74% 193 358
Interest and rent on land - - - - 1 017 -1 017 0% - 48
Interest (Incl. interest on unitary payments (PPP)) - - - - 1 017 -1 017 0% - 48
Transfers and subsidies 2 587 - 510 000 512 587 470 415 42 172 92% 289 450 588 392
Higher education institutions - - - - - - 0% - 566
Households 2 587 - 510 000 512 587 470 415 42 172 92% 289 450 587 826
Social benefits 1 134 - 27 355 28 489 7 551 20 938 27% 1 074 1 805
Other transfers to households 1 453 - 482 645 484 098 462 864 21 234 96% 288 376 586 021
Payments for capital assets 16 144 - - 16 144 13 002 3 142 81% 107 466 4 814
161
2019/20 2018/19
162
as % of final
appropriation
Programme 1 R'000 R'000 R'000 R'000 R'000 R'000 % R'000 R'000
OFFICE OF THE MEC 19 789 - - 19 789 17 051 2 738 86% 21 581 10 038
MANAGEMENT 952 356 - 510 000 1 462 356 1 464 395 -2 039 100% 1 339 549 1 350 748
972 145 - 510 000 1 482 145 1 481 446 699 100% 1 361 130 1 360 786
Machinery and equipment 16 144 - - 16 144 13 002 3 142 81% 107 466 4 814
Transport equipment 28 - - 28 - 28 0% 4 753 1 382
Other machinery and equipment 16 116 - - 16 116 13 002 3 114 81% 102 713 3 432
Current
Paymentpayments
for financial assets 953 414- -107
107 - 953 307
107 997 922
107 -44 615- 105%
100% 964 214- 767 466
114
Compensation of employees 460
972 525
145 -- 510 000- 1 460
482 525
145 1 429
481 366
446 31 159
699 93%
100% 1 436
361 135
130 1 410
360 609
786
Goods and services
Subprogramme: 1.1: OFFICE OF THE MEC 492 889 -107 - 492 782 567 539 -74 757 115% 528 079 356 809
Administrative fees 1 624 - - 1 624

2019/20 4 746 -3 122 292% 1 538
2018/19 2 128
Advertising 2 749
Adjusted Shifting of - Virement - Final2 749 2 391
Actual Variance358 87% Final1 003 1 311
Actual
Appropriation
235 Funds - - Appropriation
235 Expenditure
585 -350 Expenditure
249% Appropriation
223 Expenditure 9
Minor assets as % of final
Audit costs: External 55 038 - - 55 038 60 058 -5 020 109%
appropriation 23 710 23 268
Bursaries:
Economic Employees
classification R'000 - R'000 - R'000 - R'000 - R'000 -2 R'000 2 % 0% R'000 - R'000 -
CurrentCatering:
payments Departmental activities 19 904
631 -- -- 19 904
631 13 424
763 5 480
868 47%
70% 20 566
918 9 203
618
Communication
Compensation (G&S)
of employees 17
13 670
957 -- -- 17
13 670
957 23
10 184
362 -53 514
595 131%
74% 21
16 433
059 268 705
399
Computer
Salaries and services
wages 229
13 334
173 - - 229
13 334
173 2699 495
317 -403 161
856 118%
71% 348
14 479
501 627 532
574
Consultants: Business and advisory services
784 - - 130 266
784 461 339
045 927
83-261 36%
133% 471 452
558 92 570
825
Goods services
Legaland services 175 072
674 -- -- 175 072
674 1193 825
401 -1022 753
273 702%
60% 164 167
859 1001 625
219
Contractors
114 - - 397
114 40
16 357
98 10%
14% 376
108 248-
Agency and support / outsourced services
Minor assets 35- - - 35- 52
428 -52
-393 0%
1223% 33- 5-
Fleet services
Bursaries: (including government motor transport)
Employees 2 862- - - 2 862- 3 426-2 -5642 120%
0% 2 710- 2 849-
Inventory:
Catering: Departmental supplies
Food and foodactivities 31
206 - - 31
206 16
204 152 52%
99% 29
100 15
34
Inventory:
CommunicationMaterials
(G&S)and supplies 42
320 - - 42
320 3186 362 14%
99% 40
303 --
Inventory: Medical
Fleet services supplies
(including government motor transport) 435- - - 435- -392
363 392
72 0%
83% 412- 161
254
Inventory: Medicine
Food and food supplies 4 595
31 - - 4 595
31 4 6107 -15
24 100%
23% 29- 11 0032
Inventory: Other
Materialssupplies
and supplies -- - - -- 221 -22-1 0%
0% -- 4 667-
Consumable supplies
Inventory: Medicine 772- - - 772- 601
15 171
-15 78%
0% 28 757- 118-
Consumable:
Inventory: Other Stationery,
supplies printing and office supplies 3 793- - - 3 793- 1 8913 1 902-3 50%
0% 4 944- 1 628-
Operating
Consumable leases
supplies 7 566
71 - - 7 566
71 18 499
62 -10 9339 245%
87% 8 528
67 9 9688
Property
Consumable:payments
Stationery, printing and office supplies 6 536
534 - - 6 536
534 7 056
27 -520
507 108%
5% 5 990
506 4 873
37
Transport
Operating provided:
leases Departmental activity 2
1 042 - - 2
1 042 1 721- -679 2 0%
165% 2- 626-
Travel
Propertyand subsistence
payments 6 977- - - 6 977- 3 2074 3 770-4 46%
0% 7 943- 3 866-
Training
Transportand development
provided: Departmental activity 1 316- -107 - 1 209- 16- 1 193- 1%
0% 6 194- 6 865-
Operating
Travel andpayments
subsistence 2 687- - - 2 687- 40
231 -40
2 456 0%
9% 3 113- 240-
Venues and facilities 2 804
180 - - 2 804
180 1 1803 1 624
177 42%
2% 1 802
170 839
13
Rental and hiring 304
19 - - 304
19 224- 80
19 74%
0% 193
18 358-
Transfers
Interestand rent on land
andsubsidies -- -- -- -- 13 017
108 -1
-3 017
108 0%
0% -- 48
76
Interest (Incl. interest on unitary payments (PPP))
Households -- -- -- -- 13 017
108 -1
-3 017
108 0%
0% -- 48
76
Social benefits 2 587 - 510 000 512 587- 4703 415
104 42
-3 172
104 92%
0% 289 450- 588 392
76
Higher education
Other transfers institutions
to households - - - -- 4- -4- 0%
0% -- 566
Households
Payments for capital assets 2 587
158 -- 510 000- 512 587
158 470 415
180 42 172
-22 92%
114% 289 450
663 587 826
303
Machinery benefits
Social and equipment 1 134
158 -- 27 355- 28 489
158 7 551
180 20 938
-22 27%
114% 1 074
663 1 805
303
Other transfers
Transport to households
equipment 1 453- -- 482 645- 484 098- 462 864- 21 234- 96%
0% 288 376
513 586 021
238
Payments for capital
Other machinery assets
and equipment 16 144
158 - - 16 144
158 13 002
180 3 142
-22 81%
114% 107 466
150 4 814
65
Payment for financial assets - - 0% - 41
Total 19 789 - - 19 789 17 051 2 738 86% 21 581 10 038
Subprogramme: 1.2: MANAGEMENT
2019/20 2018/19
as % of final
appropriation
Economic classification R'000 R'000 R'000 R'000 R'000 R'000 % R'000 R'000
Salaries and wages 397 540 397 540 367 286 30 254 92% 345 540 352 300
Social contributions 49 028 49 028 51 718 -2 690 105% 74 536 49 910
Administrative fees 1 510 1 510 4 730 -3 220 313% 1 430 2 128
Advertising 2 749 2 749 2 391 358 87% 1 003 1 311
Minor assets 200 200 157 43 79% 190 4
Audit costs: External 55 038 55 038 60 058 -5 020 109% 23 710 23 268
Catering: Departmental activities 698 698 220 478 32% 466 169
Communication (G&S) 17 350 17 350 22 866 -5 516 132% 21 130 26 705

Computer services 229 334 229 334 269 495 -40 161 118% 348 479 62 532
Consultants: Business and advisory services 130 266 130 266 46 339 83 927 36% 47 452 92 570
Legal services 17 072 17 072 119 825 -102 753 702% 16 167 100 625
Contractors 397 397 40 357 10% 376 248
Agency and support / outsourced services - - 52 -52 0% - -
Fleet services (including government motor transport) 2 427 2 427 3 063 -636 126% 2 298 2 595
Inventory: Food and food supplies - - 9 -9 0% - 13
Inventory: Materials and supplies 42 42 5 37 12% 40 -

Inventory: Medical supplies - - -392 392 0% - 161
Inventory: Medicine 4 595 4 595 4 595 - 100% - 11 003
Inventory: Other supplies - - 19 -19 0% - 4 667
Consumable supplies 701 701 539 162 77% 28 690 110
Consumable: Stationery, printing and office supplies 3 259 3 259 1 864 1 395 57% 4 438 1 591
Operating leases 6 524 6 524 16 778 -10 254 257% 8 528 9 342
Property payments 6 536 6 536 7 052 -516 108% 5 990 4 873
Transport provided: Departmental activity 2 2 - 2 0% 2 -
Travel and subsistence 4 290 4 290 2 976 1 314 69% 4 830 3 626
Training and development 1 316 -107 1 209 16 1 193 1% 6 194 6 865
Operating payments - - 40 -40 0% - -
Venues and facilities 2 624 2 624 1 177 1 447 45% 1 632 826
Rental and hiring 285 285 224 61 79% 175 358
Interest and rent on land - - - - 1 017 -1 017 0% - 48
Interest (Incl. interest on unitary payments (PPP)) - 1 017 -1 017 0% - 48
Transfers and subsidies 2 587 - 510 000 512 587 467 307 45 280 91% 289 450 588 316
Higher education institutions - - 0% - 566
Households 2 587 - 510 000 512 587 467 307 45 280 91% 289 450 587 750
Social benefits 1 134 27 355 28 489 4 447 24 042 16% 1 074 1 729
Other transfers to households 1 453 482 645 484 098 462 860 21 238 96% 288 376 586 021
Transport equipment 28 28 - 28 0% 4 240 1 144
Other machinery and equipment 15 958 15 958 12 822 3 136 80% 102 563 3 367
Payment for financial assets 107 107 107 - 100% - 73
Total 952 356 - 510 000 1 462 356 1 464 395 -2 039 100% 1 339 549 1 350 748
163
164
2019/20 2018/19
as % of final
Programme 2 appropriation
R'000 R'000 R'000 R'000 R'000 R'000 % R'000 R'000
DISTRICT MANAGEMENT 698 945 - -8 186 690 759 676 273 14 486 98% 505 175 527 767
COMMUNITY HEALTH CLINICS 2 643 946 - -141 000 2 502 946 2 365 449 137 497 95% 2 472 905 2 382 980
COMMUNITY HEALTH CENTRES 2 151 456 - -33 000 2 118 456 1 970 765 147 691 93% 2 001 669 1 941 214
COMMUNITY BASED SERVICES 2 457 209 - -146 300 2 310 909 2 191 503 119 406 95% 1 996 989 2 082 026
HIV, AIDS 5 002 190 - -17 500 4 984 690 4 862 623 122 067 98% 4 465 616 4 096 480
NUTRITION 61 827 - -3 200 58 627 58 586 41 100% 58 548 55 993
CORONER SERVICES 260 627 - - 260 627 245 116 15 511 94% 240 133 225 305
DISTRICT HOSPITALS 3 743 655 - -112 988 3 630 667 3 525 137 105 530 97% 3 332 882 3 204 715
17 019 855 - -462 174 16 557 681 15 895 452 662 229 96% 15 073 917 14 516 480
Current payments 15 841 952 -1 343 -413 674 15 426 935 14 958 811 468 124 97% 14 080 406 13 566 475
Salaries and wages 8 036 597 - -139 174 7 897 423 7 704 781 192 642 98% 6 699 920 6 759 196
Social contributions 1 168 645 - -18 500 1 150 145 1 084 226 65 919 94% 1 095 983 1 002 986
Goods and services 6 636 710 -1 343 -256 000 6 379 367 6 169 804 209 563 97% 6 284 503 5 804 293
Administrative fees 1 199 - - 1 199 780 419 65% 798 223
Advertising 675 - - 675 669 6 99% 564 330
Minor assets 31 214 - - 31 214 6 689 24 525 21% 25 489 11 421
Catering: Departmental activities 4 492 - - 4 492 5 075 -583 113% 3 930 2 070
Computer services 350 - - 350 348 2 99% - 15
Laboratory services 1 049 007 216 133 -29 000 1 236 140 1 416 659 -180 519 115% 878 872 956 687
Legal services - - - - 2 177 -2 177 0% - -
Contractors 167 140 -87 853 - 79 287 50 797 28 490 64% 578 780 423 037
Agency and support / outsourced services 49 795 - - 49 795 36 409 13 386 73% 61 179 30 978
Entertainment - - - - - - 0% - -
Fleet services (including government motor transport) 53 407 -4 880 - 48 527 32 946 15 581 68% 33 295 24 009
Inventory: Clothing material and accessories - - - - 815 -815 0% - 677
Inventory: Farming supplies - - - - - - 0% - -
Inventory: Food and food supplies 94 437 -16 000 - 78 437 54 634 23 803 70% 85 343 57 754
Inventory: Fuel, oil and gas 86 085 -247 - 85 838 92 676 -6 838 108% 75 711 74 673
Inventory: Learner and teacher support material - - - - 1 224 -1 224 0% - 4 333
Inventory: Medical supplies 528 720 - - 528 720 459 177 69 543 87% 536 755 484 008
Inventory: Medicine 3 553 983 -120 400 -179 000 3 254 583 3 209 926 44 657 99% 3 146 696 3 021 249
Inventory: Other supplies 35 662 - - 35 662 18 573 17 089 52% 29 057 21 316
Consumable supplies 133 207 - -20 000 113 207 93 168 20 039 82% 129 624 82 042
Consumable: Stationery, printing and office supplies 76 492 19 000 - 95 492 80 051 15 441 84% 71 595 58 349
Property payments 556 998 - -28 000 528 998 496 020 32 978 94% 374 169 433 510
Transport provided: Departmental activity 2 678 - - 2 678 586 2 092 22% 1 821 10
Travel and subsistence 13 594 - - 13 594 5 367 8 227 39% 11 337 7 017
Training and development 28 906 -7 096 - 21 810 8 363 13 447 38% 39 696 4 326
Operating payments 2 020 - - 2 020 292 1 728 14% 59 827 438
2019/20 2018/19
as % of final
R'000 R'000 R'000 R'000 R'000 R'000 % R'000 R'000
Venues and facilities 4 590 - - 4 590 2 361 2 229 51% 15 830 6 206
DISTRICT MANAGEMENT 698 945
50 - -8 186
- 690 759
50 676 273
9 14 486
41 98%
18% 505 175
88 767
527 514
Rental and hiring
COMMUNITY CLINICS 2 855 946
643 754 -- -141 000
-48 500 2 807 946
502 254 2 808 449
365 032 497
137-778 95%
100% 2 868 905
472 504 2 817 980
382 762
Transfers andHEALTH
subsidies
COMMUNITY CENTRES 2 405 456
151 085 - -33 000
- 2 405 456
118 085 1 404 765
970 259 691
147 826 93%
100% 2 383 669
001 475 1 383 214
941 478
ProvincesHEALTH
and municipalities
COMMUNITY BASED SERVICES 2 405 209
457 085 - -146 300
- 2 405 909
310 085 2 404 503
191 259 406
119 826 95%
100% 1 383 989
996 475 2 383 026
082 478
Municipalities
HIV, AIDS 5 405 190
002 085 - -17 500
- 4 405 690
984 085 4 404 623
862 259 067
122 826 98%
100% 4 383 616
465 475 4 383 480
096 478
Municipal bank accounts
NUTRITION 420 827
61 943 - -48 200
-3 500 372 627
58 443 372 586
58 292 41
151 100% 451 548
58 220 402 993
55 166
Non-profit institutions
CORONER SERVICES 260 627
29 726 - - 260 627
29 726 245 116
31 481 15
-1 511
755 94%
106% 240 133
33 809 225 305
32 118
Households
HOSPITALS
DISTRICTSocial 3 743 655
29 726 - -112 988
- 3 630 667
29 726 3 525 137
30 839 105
-1 530
113 97%
104% 3 332 882
20 501 3 204 715
18 835
benefits
- - - 0% 13 308 13 283
Other transfers to households 17 019 855 -- -462 174 16 557 681 15 895 642
452 662-642
229 96% 15 073 917 14 516 480
Buildings and other fixed structures - - - - - - 0% 6 231 7 315
Buildings - - - - - - 0% 5 991 7 315
Machinery
Current paymentsand equipment 15 322
841 149
952 -
-1 343 -
-413 674 15 322
426 149
935 14 127
958 266
811 194
468 883
124 40%
97% 14 118
080 776
406 13 122
566 969
475
Compensation of employees
Transport equipment 9 205 242
60 817 - -157 674
- 9 047 568
60 817 8 789 007
52 962 258 561
7 855 97%
87% 7 795 903
31 688 7 762 182
50 573
Salaries
Other machinery
and wagesand equipment 8 261 597
036 332 - -139 174
- 7 261 423
897 332 7 704 781
74 304 187 642
192 028 98%
28% 6 699 920
87 088 6 759 196
72 396
Social 1 168 645- -
1 343 -18 500
- 1 150 145
1 343 1 084 226
1 343 65 919 - 94%
100% 1 095 983- 1 002 986
1 959
Payment for contributions

financial assets
Goods and services 17
6 019 710
636 855 -1 343
- -462 000
-256 174 16
6 557 367
379 681 15
6 895 804
169 452 662 563
209 229 97%
96% 15
6 073 503
284 917 14
5 516 293
804 480
Administrative fees 1 199 - - 1 199 780 419 65% 798 223
Advertising 675 - - 675 669 6 99% 564 330
Minor assets 31 214 - - 31 214 6 689 24 525 21% 25 489 11 421
Subprogramme: 2.2: DISTRICT MANAGEMENT
Catering: Departmental activities 4 492 - - 4 492
2019/20 5 075 -583 113% 3 9302018/19 2 070
Adjusted Shifting of- Virement- 39 528
Final 13 715
Actual 25 813
Variance 35% 42 214
Final 17 691
Actual
Appropriation
350 Funds - - Appropriation
350 Expenditure
348 2 Expenditure
99% Appropriation
- Expenditure
15
Computer services as % of final
Consultants: Business and advisory services 40 796 - - 40 796 2 879 37 917 7%
Laboratory
Economic services
classification 049 007
1R'000 216 133
R'000 -29 000
R'000 236 140
1R'000 416 659
1R'000 -180 519
R'000 % 115% 878 872
R'000 956 687
R'000
Legal services - - - - 2 177 -2 177 0% - -
Current payments 643 569 -208 -8 186 635 175 633 631 1 544 100% 482 908 479 644
Compensation
Contractors of employees 167
514140
982 -87 853 - -
-8 186 79 287
506 796 50 797
481 555 28
25490241 64%
95% 578
357780
790 423
342037
308
Agency and 49 795 - - 49 795 36 409 13 386 73% 61 179 30 978
Salaries andsupport
wages / outsourced services 470 670 -8 186 462 484 425 204 37 280 92% 309 394 296 346
Entertainment
Social contributions -
44 312 - - -
44 312 -
56 351 -12 039- 0%
127% -
48 396 -
45 962
services (including government motor transport) 53 407 -4 880 - 48 527 32 946 15 581 68% 33 295 24 009
Goods
Fleetand services 128 587 -208 - 128 379 152 076 -23 697 118% 125 118 137 336
Inventory: Clothing
Administrative fees material and accessories -
130 - - -
130 8157 -815
123 0%
5% -
135 6775
Advertising 250 250 81 169 32% 153 1
Inventory:
Minor assetsFood and food supplies 942437
263 -16 000 - 782437
263 54 634
347 231803916 70%
15% 85 343
500 57 754
350
Fuel, oil and gas 86 085 -247 - 85 838 92 676 -6 838 108% 75 711 74 673
Catering:
Inventory:Departmental activities 700 700 91 609 13% 748 179
Inventory: Learner
Communication and teacher support material
(G&S) -
5 573 - - -
5 573 12224
933 -12224
640 0%
53% -
8 366 44333
874
Consultants: Business and advisory services - - 22 -22 0% - 15
Inventory: Medical supplies
Contractors 5282720
605 - - 5282720
605 459 177 24 692543581 87%
1% 5362755
788 484 008
94
Inventory: Medicine 3 553 983 -120 400 -179 000 3 254 583 3 209 926 44 657 99% 3 146 696 3 021 249
Agency and support / outsourced services 135 135 74 61 55% 1 033 286
Inventory: Other supplies
Entertainment 35 662 - - - 35 662 - 18 573 - 17 089 - 52%
0% 29 057 - 21 316 -
Consumable 133 207 - -20 000 113 207 93 168 20 039 82% 129 624 82 042
Fleet servicessupplies
(including government motor transport) 14 550 14 550 16 475 -1 925 113% 7 667 8 507
Consumable:
Inventory: Stationery,
Clothing printing
material and office supplies
and accessories 76 492 - 19 000 - 95 492 - 80 0513 15 441-3 84%
0% 71 595 - 58 349 -
61 700 - - 61 700 71 351 -9 651 116% 37 086 46 398
Inventory:
Operating Food
leasesand food supplies 829 829 226 603 27% 1 307 382
Property payments
Inventory: Fuel, oil and gas 5562998
200 - -28 000 5282998
200 4963020
082 32 978
-882 94%
140% 3743169
104 4332510
197
Transport provided: Departmental activity 2 678 - - 2 678 586 2 092 22% 1 821 10
Inventory: Learner and teacher support material - - - - 0% - -
Inventory: subsistence
Travel andMaterials and supplies 131594
426 - - 131594
426 5 367
650 8 227
776 39%
46% 111337
890 7 017
189
Training and development 28 906 -7 096 - 21 810 8 363 13 447 38% 39 696 4 326
Inventory: Medical supplies 15 594 15 594 28 504 -12 910 183% 12 939 35 336
Inventory: payments
Operating Other supplies 22020
100 - - 22020
100 4292
177 1-2728
077 14%
199% 593827
080 2438
891
165
Consumable supplies 8 424 8 424 6 837 1 587 81% 7 436 3 828
Consumable: Stationery, printing and office supplies 15 723 15 723 22 436 -6 713 143% 16 019 16 365
Operating leases 29 292 29 292 27 575 1 717 94% 18 848 18 547
Property payments 22 048 22 048 37 099 -15 051 168% 28 666 36 049
Transport provided: Departmental activity 250 250 16 234 6% 100 -
Other machinery and equipment
17 019 855 - -462 174 16 557 681 15 895 452 662 229 96% 15 073 917 14 516 480
Subprogramme: 2.2: DISTRICT MANAGEMENT

2019/20 2018/19
166
as % of final
appropriation
Compensation of employees 514 982 - -8 186 506 796 481 555 25 241 95% 357 790 342 308
Salaries and wages 470 670 -8 186 462 484 425 204 37 280 92% 309 394 296 346
Administrative fees 130 130 7 123 5% 135 5
Advertising 250 250 81 169 32% 153 1
Minor assets 2 263 2 263 347 1 916 15% 500 350
Communication (G&S) 5 573 5 573 2 933 2 640 53% 8 366 4 874
Consultants: Business and advisory services - - 22 -22 0% - 15
Contractors 2 605 2 605 24 2 581 1% 2 788 94
Agency and support / outsourced services 135 135 74 61 55% 1 033 286
Entertainment - - - - 0% - -
Fleet services (including government motor transport) 14 550 14 550 16 475 -1 925 113% 7 667 8 507
Inventory: Clothing material and accessories - - 3 -3 0% - -
Inventory: Food and food supplies 829 829 226 603 27% 1 307 382
Inventory: Fuel, oil and gas 2 200 2 200 3 082 -882 140% 3 104 2 197
Inventory: Materials and supplies 1 426 1 426 650 776 46% 1 890 189
Inventory: Other supplies 2 100 2 100 4 177 -2 077 199% 3 080 2 891
Training and development 1 500 -208 1 292 117 1 175 9% 1 713 45
Operating payments 50 50 - 50 0% 172 1
Venues and facilities - - 1 -1 0% 6 020 5 991
Rental and hiring - - - - 0% 52 -
Transfers and subsidies 2 100 - - 2 100 2 369 -269 113% 2 330 2 007
Households 2 100 - - 2 100 2 369 -269 113% 2 330 2 007
Social benefits 2 100 2 100 2 218 -118 106% 2 330 2 007
Other transfers to households - - 151 -151 0% -
Transport equipment 38 382 38 382 35 342 3 040 92% 12 494 41 845
Total 698 945 - -8 186 690 759 676 273 14 486 98% 505 175 527 767
Subprogramme: 2.3: COMMUNITY HEALTH CLINICS
2019/20 2018/19
as % of final
appropriation
Current payments 2 260 743 -247 -141 000 2 119 496 1 996 990 122 506 94% 2 122 143 2 025 577
Compensation of employees 1 355 381 - - 1 355 381 1 310 440 44 941 97% 1 272 718 1 280 266
Salaries and wages 1 161 676 1 161 676 1 117 528 44 148 96% 1 103 942 1 096 654
Social contributions 193 705 193 705 192 912 793 100% 168 776 183 612
Goods and services 905 362 -247 -141 000 764 115 686 550 77 565 90% 849 425 745 311
Administrative fees - - 9 -9 0% - 1
Total 698 945 - -8 186 690 759 676 273 14 486 98% 505 175 527 767
Subprogramme: 2.3: COMMUNITY HEALTH CLINICS

2019/20 2018/19
as % of final
appropriation
Administrative fees - - 9 -9 0% - 1
Minor assets 8 057 8 057 1 534 6 523 19% 5 221 3 424
Laboratory services 106 500 106 500 127 112 -20 612 119% 93 601 98 787
Legal services - - 156 -156 0% - -
Contractors 4 734 4 734 1 094 3 640 23% 2 398 7 963
Agency and support / outsourced services 8 266 8 266 4 319 3 947 52% 3 368 1 209
Fleet services (including government motor transport) 500 500 550 -50 110% 100 73
Inventory: Clothing material and accessories - - 121 -121 0% - 6
Inventory: Farming supplies - - - - 0% - -
Inventory: Food and food supplies - - 14 -14 0% 182 23
Inventory: Fuel, oil and gas 4 549 -247 4 302 1 405 2 897 33% 3 166 1 018
Inventory: Materials and supplies 4 850 4 850 1 171 3 679 24% 1 578 1 073
Inventory: Medical supplies 54 976 54 976 16 995 37 981 31% 50 000 25 028
Inventory: Medicine 489 614 -135 000 354 614 350 925 3 689 99% 500 947 450 872
Medsas inventory interface - - - - 0% - -
Inventory: Other supplies 1 579 1 579 2 302 -723 146% 2 068 1 157
Operating leases 800 800 603 197 75% 2 989 1 720
Property payments 187 955 -6 000 181 955 163 470 18 485 90% 153 200 135 519
Travel and subsistence 300 300 29 271 10% 435 94
Training and development - - - - 0% 474 -
Operating payments 150 150 - 150 0% 323 7
Rental and hiring - - 9 -9 0% - 69
Transfers and subsidies 353 539 - - 353 539 355 029 -1 490 100% 329 771 329 578
Provinces and municipalities 334 186 - - 334 186 334 186 - 100% 316 463 316 463
Municipalities 334 186 - - 334 186 334 186 - 100% 316 463 316 463
Municipal bank accounts 334 186 334 186 334 186 - 100% 316 463 316 463
Non-profit institutions 14 053 14 053 14 053 - 100% -
Households 5 300 - - 5 300 6 790 -1 490 128% 13 308 13 115
Social benefits 5 300 5 300 6 790 -1 490 128%
Other transfers to households - - 0% 13 308 13 115
Buildings and other fixed structures - - - - - - 0% 5 991 7 315
Buildings - - - 0% 5 991 7 315
Other fixed structures - - 0% -
Transport equipment 3 850 3 850 1 060 2 790 28% 450 208
Total 2 643 946 - -141 000 2 502 946 2 365 449 137 497 95% 2 472 905 2 382 980
Subprogramme: 2.4: COMMUNITY HEALTH CENTRES
167
2019/20 2018/19
as % of final
appropriation
Transport equipment 3 850 3 850 1 060 2 790 28% 450 208
Total 2 643 946 - -141 000 2 502 946 2 365 449 137 497 95% 2 472 905 2 382 980
Subprogramme: 2.4: COMMUNITY HEALTH CENTRES

2019/20 2018/19
168
as % of final
appropriation
Administrative fees 15 15 48 -33 320% 10 15
Minor assets 6 836 6 836 1 298 5 538 19% 4 795 1 714
Computer services - - - - 0% - 15
Contractors 6 913 6 913 1 929 4 984 28% 7 495 4 910
Fleet services (including government motor transport) 7 200 7 200 6 418 782 89% 4 182 4 403
Inventory: Food and food supplies 4 737 4 737 271 4 466 6% 2 813 298
Inventory: Fuel, oil and gas 20 925 20 925 17 923 3 002 86% 20 410 17 115
Inventory: Materials and supplies 2 458 2 458 515 1 943 21% 2 591 1 544
Inventory: Other supplies 2 750 2 750 1 768 982 64% 3 701 1 621
Property payments 165 070 -22 000 143 070 134 111 8 959 94% 142 697 114 333
Transport provided: Departmental activity - - - - 0% - -
Training and development 3 300 -196 3 104 - 3 104 0% 664 -
Operating payments 33 33 1 32 3% 26 55
Transfers and subsidies 9 431 - - 9 431 7 492 1 939 79% 7 056 5 718
Households 9 431 - - 9 431 7 492 1 939 79% 7 056 5 718
Social benefits 9 431 9 431 7 492 1 939 79% 7 056 5 718
Other transfers to households - - - 0%
Transport equipment 2 400 2 400 2 400 0% 1 918 2 205
Total 2 151 456 - -33 000 2 118 456 1 970 765 147 691 93% 2 001 669 1 941 214
Subprogramme: 2.5: COMMUNITY BASED SERVICES
2019/20 2018/19
as % of final
appropriation
Salaries and wages 1 400 403 -100 000 1 300 403 1 251 265 49 138 96% 1 076 549 1 122 091
Social contributions 179 811 -18 500 161 311 125 327 35 984 78% 161 801 123 399
Goods and services 614 505 -99 - 614 406 593 004 21 402 97% 410 323 559 322
Total 2 151 456 - -33 000 2 118 456 1 970 765 147 691 93% 2 001 669 1 941 214
Subprogramme: 2.5: COMMUNITY BASED SERVICES

2019/20 2018/19
as % of final
appropriation
Salaries and wages 1 400 403 -100 000 1 300 403 1 251 265 49 138 96% 1 076 549 1 122 091
Social contributions 179 811 -18 500 161 311 125 327 35 984 78% 161 801 123 399
Advertising - - - - 0% 220 -
Minor assets 2 474 2 474 712 1 762 29% 2 309 314
Catering: Departmental activities 1 223 1 223 273 950 22% 1 262 119
Communication (G&S) 3 178 3 178 264 2 914 8% 6 661 1 024
Consultants: Business and advisory services - - - - 0% - 333
Infrastructure and planning services - - - - 0% - -

Contractors 2 818 2 818 708 2 110 25% 7 022 3 808
Agency and support / outsourced services 1 603 1 603 1 635 -32 102% 2 091 971
Fleet services (including government motor transport) 1 427 1 427 786 641 55% 1 000 1 135
Housing - - - - 0% - -

Inventory: Food and food supplies 10 582 10 582 8 225 2 357 78% 10 390 12 017
Inventory: Materials and supplies 821 821 391 430 48% 644 70
Inventory: Medicine 459 675 459 675 457 699 1 976 100% 264 745 430 547
Inventory: Other supplies 3 750 3 750 -684 4 434 -18% 593 402
Consumable supplies 7 061 7 061 4 333 2 728 61% 7 978 -3 870
Operating leases 1 186 1 186 2 651 -1 465 224% 1 098 276
Property payments 9 439 9 439 9 934 -495 105% 7 078 10 217
Training and development 2 608 -99 2 509 92 2 417 4% 3 130 1 067
Rental and hiring 50 50 - 50 0% 36 -
Transfers and subsidies 243 933 - -27 800 216 133 217 230 -1 097 101% 315 521 274 885
Non-profit institutions 241 735 -27 800 213 935 213 893 42 100% 313 408 272 531
Households 2 198 - - 2 198 3 337 -1 139 152% 2 113 2 354
Social benefits 2 198 2 198 2 846 -648 129% 2 113 2 265
Other transfers to households - 491 -491 0% - 89
Transport equipment 4 054 4 054 900 3 154 22% 3 888 119
Total 2 457 209 - -146 300 2 310 909 2 191 503 119 406 95% 1 996 989 2 082 026
Subprogramme: 2.6: HIV, AIDS

2019/20 2018/19
169
as % of final
appropriation
Current payments 4 707 545 -18 - 4 707 527 4 700 518 7 009 100% 4 310 838 3 952 472
Total 2 457 209 - -146 300 2 310 909 2 191 503 119 406 95% 1 996 989 2 082 026

2019/20 2018/19
170
as % of final
appropriation
Current payments 4 707 545 -18 - 4 707 527 4 700 518 7 009 100% 4 310 838 3 952 472
Compensation of employees 1 382 872 - - 1 382 872 1 342 090 40 782 97% 894 538 935 210
Salaries and wages 1 223 144 1 223 144 1 209 242 13 902 99% 743 156 808 824
Social contributions 159 728 159 728 132 848 26 880 83% 151 382 126 386
Goods and services 3 324 673 -18 - 3 324 655 3 358 428 -33 773 101% 3 416 300 3 017 262
Administrative fees 6 6 90 -84 1500% 6 -
Advertising - - 553 -553 0% - 329
Minor assets 152 152 26 126 17% 72 -26
Catering: Departmental activities 2 146 2 146 4 632 -2 486 216% 1 752 1 719
Communication (G&S) 817 817 17 800 2% 759 17
Computer services - - - - 0% - -

Laboratory services 731 065 216 133 947 198 1 098 761 -151 563 116% 617 532 701 951
Scientific and technological services - - - - 0% - -
Legal services - - - - 0% - -
Contractors 124 112 -87 853 36 259 34 122 2 137 94% 538 941 391 732
Agency and support / outsourced services 3 117 3 117 311 2 806 10% 11 500 1 214
Fleet services (including government motor transport) 9 218 -4 880 4 338 - 4 338 0% 809 28
Inventory: Food and food supplies 22 171 -16 000 6 171 5 681 490 92% 13 631 6 849
Inventory: Fuel, oil and gas - - - - 0% - -
Inventory: Materials and supplies 1 1 364 -363 36400% 1 4
Inventory: Medicine 2 226 296 -120 400 2 105 896 2 074 432 31 464 99% 2 027 533 1 746 195
Inventory: Other supplies - - 1 -1 0% - 2
Consumable: Stationery, printing and office supplies 8 769 19 000 27 769 24 665 3 104 89% 10 328 3 554
Operating leases - - 45 -45 0% - 19
Property payments 2 119 2 119 804 1 315 38% -112 472 659
Transport provided: Departmental activity - - 257 -257 0% - -
Training and development 18 363 -6 018 12 345 7 825 4 520 63% 30 521 2 973
Operating payments 57 57 80 -23 140% 58 134 165
Rental and hiring - - - 0% - -
Transfers and subsidies 175 298 - -17 500 157 798 158 574 -776 100% 147 476 142 450
Provinces and municipalities 70 899 - - 70 899 70 073 826 99% 67 012 67 015
Municipalities 70 899 - - 70 899 70 073 826 99% 67 012 67 015
Municipal bank accounts 70 899 70 899 70 073 826 99% 67 012 67 015
Total 2 457 209 - -146 300 2 310 909 2 191 503 119 406 95% 1 996 989 2 082 026

2019/20 2018/19
as % of final
appropriation
Current payments
Non-profit institutions 4 707
103 545
328 -18 -17 500- 4 707
85 527
828 4 700
85 518
744 7 009
84 100% 4 310
79 838
264 3 952
73 472
652
Compensation
Households of employees 1 382
1 872
071 - - 1 382
1 872
071 1 342
2 090
757 40
-1 782
686 97%
257% 894
1 538
200 935
1 210
783
Salaries
Social and wages
benefits 1 223
1 144
071 1 223
1 144
071 1 209
2 242
757 13
-1 902
686 99%
257% 743
1 156
200 808
1 824
783
Social
Payments forcontributions
capital assets 159
119 728
347 - - 159
119 728
347 132
3 848
513 26 880
115 834 83%
3% 151
7 382
302 126
1 386
411
Goods and
Buildings services
and other fixed structures 3 324 673- -18- - 3 324 655- 3 358 428- -33 773- 101%
0% 3 416 300
240 3 017 262-
Administrative fees
Other fixed structures 6 6- 90 -84- 1500%
0% 2406 -
Advertising
Machinery and equipment 119 347- - - 119 347- 3 553
513 115-553
834 0%
3% 7 062- 1 329
411
Minor
Transport
assetsequipment 152
598 152
598 26 126
598 17%
0% 72
550 -26
25
Catering: Departmental
Other machinery and activities
equipment 2 146
118 749 2 146
118 749 4
3 632
513 -2 486
115 236 216%
3% 1
6 752
512 1 719
386
Communication
Payment for financial (G&S)
assets 817 18 817
18 17
18 800- 2%
100% 759- 17
147
Total Computer services 5 002 190- - -17 500 4 984 690- 4 862 623- 122 067- 0%
98% 4 465 616- 4 096 480-

Laboratory services 731 065 216 133 947 198 1 098 761 -151 563 116% 617 532 701 951
Scientific and
Subprogramme: 2.7:technological
NUTRITIONservices - - - - 0% - -
Legal services - 2019/20 - - - 0% 2018/19
- -
Contractors Adjusted
124 112 Shifting
-87 of
853 Virement Final
36 259 Actual
34 122 Variance
2 137 94% Final
538 941 Actual
391 732
Agency and support / outsourced services 3 117 3 117 311 2 806 10%
as % of final 11 500 1 214
Entertainment - - - - 0%
appropriation - -
Economic services (including government motor transport)

Fleet classification R'0009 218 R'000
-4 880 R'000 R'0004 338 R'000 - R'0004 338 % 0% R'000 809 R'000 28
Inventory:
Current payments Clothing material and accessories -- - - -- 2- -2- 0%
0% -- 10-
Inventory: Farming
Compensation supplies
of employees - - - - - - 0% - 10-
Inventory:
Salaries andFood and food supplies
wages 22 171 -16 000 6 171- 5 681 490- 92%
0% 13 631 6 849
10
Inventory:
Transfers Fuel, oil and gas
and subsidies 61 827- - -3 200 58 627- 58 586- 41- 0%
100% 58 548- 55 983-
Inventory:
Non-profit Learner and teacher support material
institutions 61 827- -3 200 58 627- 58 586- 41- 0%
100% 58 548- 55 983-
Total Inventory: Materials and supplies 61 8271 - -3 200 58 6271 58 364
586 -363
41 36400%
100% 58 5481 55 9934
Inventory: Medicine 2 226 296 -120 400 2 105 896 2 074 432 31 464 99% 2 027 533 1 746 195
Inventory: Other supplies - - 1 -1 0% - 2
Consumable: Stationery, printing and office supplies 8 769 19 000 27 769 24 665 3 104 89% 10 328 3 554
Operating leases - - 45 -45 0% - 19
Property payments 2 119 2 119 804 1 315 38% -112 472 659
Transport provided: Departmental activity - - 257 -257 0% - -
Training and development 18 363 -6 018 12 345 7 825 4 520 63% 30 521 2 973
Operating payments 57 57 80 -23 140% 58 134 165
Rental and hiring - - - 0% - -
Transfers and subsidies 175 298 - -17 500 157 798 158 574 -776 100% 147 476 142 450
Provinces and municipalities 70 899 - - 70 899 70 073 826 99% 67 012 67 015
Municipalities 70 899 - - 70 899 70 073 826 99% 67 012 67 015
Municipal bank accounts 70 899 70 899 70 073 826 99% 67 012 67 015
171
Subprogramme: 2.8: CORONER SERVICES
2019/20 2018/19
172
as % of final
appropriation
Current payments 245 039 -195 - 244 844 234 882 9 962 96% 231 962 220 210
Administrative fees 36 36 - 36 0% 34 5
Advertising 94 94 30 64 32% 90 -
Minor assets 599 599 263 336 44% 567 77
Communication (G&S) 861 861 236 625 27% 1 661 305
Computer services 350 350 348 2 99% - -
Laboratory services 627 627 114 513 18% 592 56
Contractors 1 167 1 167 1 024 143 88% 821 118

Agency and support / outsourced services 2 135 2 135 1 108 1 027 52% 2 022 855
Fleet services (including government motor transport) 5 607 5 607 3 865 1 742 69% 5 056 6 607
Inventory: Fuel, oil and gas - - 6 -6 0% - 5
Inventory: Medical supplies 6 744 6 744 6 935 -191 103% 6 387 8 538
Inventory: Medicine 40 40 17 23 43% 38 3

Inventory: Other supplies 53 53 1 52 2% 50 5
Consumable supplies 3 574 3 574 3 255 319 91% 4 000 1 890
Consumable: Stationery, printing and office supplies 1 756 1 756 1 283 473 73% 1 000 1 179
Operating leases - - - - 0% - -
Property payments 13 239 13 239 10 606 2 633 80% 12 500 12 770
Training and development 672 -195 477 102 375 21% 636 -
Venues and facilities 600 600 670 -70 112% 500 204
Transfers and subsidies 634 - - 634 388 246 61% 637 391
Households 634 - - 634 388 246 61% 637 391
Social benefits 634 634 388 246 61% 637 391
Transport equipment 4 333 4 333 8 531 -4 198 197% 4 103 3 256
Total 260 627 - - 260 627 245 116 15 511 94% 240 133 225 305
Subprogramme: 2.9: DISTRICT HOSPITALS
2019/20 2018/19
as % of final
appropriation
Compensation of employees 2 630 124 - -30 988 2 599 136 2 613 141 -14 005 101% 2 394 794 2 386 154
Salaries and wages 2 263 965 -30 988 2 232 977 2 264 960 -31 983 101% 2 054 940 2 077 131
Goods and services 1 043 289 -380 -82 000 960 909 853 985 106 924 89% 906 335 777 414
Advertising 331 331 5 326 2% 101 -
Minor assets 10 833 10 833 2 509 8 324 23% 12 025 5 568
Catering: Departmental activities 300 300 4 296 1% 52 -
Consultants: Business and advisory services 221 221 216 5 98% 80 206
Laboratory services 149 622 -29 000 120 622 120 396 226 100% 115 333 109 320
Legal services - - 2 021 -2 021 0% - -
Contractors 24 791 24 791 11 896 12 895 48% 19 315 14 412
Housing - - - - 0% - -
Inventory: Fuel, oil and gas 55 261 55 261 68 238 -12 977 123% 44 077 48 514
Inventory: Learner and teacher support material - - 1 224 -1 224 0% - 4 333
Inventory: Materials and supplies 10 279 10 279 2 914 7 365 28% 8 681 2 663
Inventory: Other supplies 25 430 25 430 11 008 14 422 43% 19 565 15 238
Consumable supplies 78 678 -20 000 58 678 58 179 499 99% 74 412 55 396
Transport provided: Departmental activity 1 731 1 731 18 1 713 1% 947 10
Travel and subsistence 2 453 2 453 336 2 117 14% 1 206 563
Training and development 2 463 -380 2 083 227 1 856 11% 2 558 241
Operating payments 1 407 1 407 152 1 255 11% 885 198
Venues and facilities - - - - 0% - -
Transfers and subsidies 8 992 - - 8 992 8 364 628 93% 7 165 6 750
Non-profit institutions - 16 -16 0% -
Households 8 992 - - 8 992 8 348 644 93% 7 165 6 750
Social benefits 8 992 8 992 8 348 644 93% 7 165 6 671
Other transfers to households - - 0% - 79
Transport equipment 7 200 7 200 7 129 71 99% 8 285 2 915
Total 3 743 655 - -112 988 3 630 667 3 525 137 105 530 97% 3 332 882 3 204 715
173
2019/20 2018/19
174
as % of final
Programmes 3 appropriation
R'000 R'000 R'000 R'000 R'000 R'000 % R'000 R'000
EMERGENCY TRANSPORT 1 341 503 - - 1 341 503 1 424 067 -82 564 106% 1 253 364 1 168 905
PLANNED PATIENT TRANSPORT 200 211 - - 200 211 115 714 84 497 58% 169 839 161 603
1 541 714 - - 1 541 714 1 539 781 1 933 100% 1 423 203 1 330 508
Goods and services 327 892 -1 437 - 326 455 223 621 102 834 68% 346 839 333 258
Administrative fees 3 500 - - 3 500 3 508 -8 100% 2 412 1 608
Advertising 2 500 - - 2 500 - 2 500 0% 1 500 8

Minor assets 8 042 - - 8 042 1 701 6 341 21% 8 610 301
Catering: Departmental activities 250 - - 250 116 134 46% 50 16
Computer services 512 - - 512 - 512 0% 512 -
Legal services - - - - 988 -988 0% 1 800 110
Contractors 5 134 - - 5 134 5 051 83 98% 10 534 21 250
Agency and support / outsourced services 2 028 - - 2 028 188 1 840 9% 1 028 412
Fleet services (including government motor transport) 181 775 - - 181 775 117 973 63 802 65% 207 037 213 478
Inventory: Clothing material and accessories - - - - - - 0% - 347
Inventory: Food and food supplies 15 - - 15 7 8 47% 15 4
Inventory: Fuel, oil and gas 1 565 - - 1 565 1 741 -176 111% 1 265 1 217
Inventory: Learner and teacher support material - - - - - - 0% - -
Inventory: Materials and supplies 446 - - 446 1 725 -1 279 387% 546 126
Inventory: Medical supplies 19 471 - - 19 471 22 493 -3 022 116% 20 844 43 615
Inventory: Medicine 1 050 - - 1 050 415 635 40% 1 150 -8 455
Medsas inventory interface - - - - - - 0% - -
Inventory: Other supplies 257 - - 257 40 217 16% 257 36
Consumable supplies 15 480 - - 15 480 11 978 3 502 77% 9 974 13 698
Consumable: Stationery, printing and office supplies 8 853 - - 8 853 4 643 4 210 52% 7 853 6 106
Operating leases 36 904 - - 36 904 30 944 5 960 84% 37 117 22 952
Property payments 21 855 - - 21 855 17 248 4 607 79% 19 855 13 325
Transport provided: Departmental activity 5 045 -434 - 4 611 227 4 384 5% 5 910 238
Travel and subsistence 926 - - 926 287 639 31% 286 205
Operating payments - - - - - - 0% - -
Venues and facilities 660 - - 660 - 660 0% 660 -
Rental and hiring - - - - - - 0% - -
Interest and rent on land - 1 364 - 1 364 1 364 - 100% - 4 380
Interest (Incl. interest on unitary payments (PPP)) - 1 364 - 1 364 1 364 - 100% - 4 380
Rent on land - - - - - - 0% - -
Municipalities 301 135 - - 301 135 301 135 - 100% 338 514 338 514
Municipal bank accounts 301 135 - - 301 135 301 135 - 100% 338 514 338 514
2019/20 2018/19
as % of final
Programmes 3 appropriation
R'000 R'000 R'000 R'000 R'000 R'000 % R'000 R'000
Households 2 855 - - 2 855 2 109 746 74% 2 650 1 145

EMERGENCY SocialTRANSPORT
benefits 1 341 503
2 855 - - 1 341 503
2 855 1 424 067
1 524 -82 564
1 331 106%
53% 1 253 364
2 650 1 168 905
1 145
PLANNED PATIENT TRANSPORT 200 211- - - 200 211- 714
115 585 497
84-585 58%
0% 169 839- 161 603-
Other transfers to households
Payments for capital assets 1 261
541 045
714 -- -- 1 261
541 045
714 1 390
539 540
781 -129
1 495
933 150%
100% 1 145
423 573
203 1 100
330 388
508
Machinery and equipment 261 045 - - 261 045 390 540 -129 495 150% 145 573 100 388
Other machinery and equipment 70 261 - - 70 261 93 231 -22 970 133% 49 640 15 092
Payment for financial assets
Current payments 976 679- 73
-73 - 73
976 606 73
845 924 130 682- 100%
87% 936 466- 890 142
319
Compensation of employees 1 541 787
648 714 -- -- 1 541 787
648 714 1 539 939
620 781 27 848
1 933 96%
100% 1 423 627
589 203 1 330 681
552 508
Subprogramme: 3.1: EMERGENCY TRANSPORT 327 892 -1 437 - 326 455 223 621 102 834 68% 346 839 333 258
Goods and services
2019/20 2018/19
3 500 - - 3 500 3 508 -8 100% 2 412 1 608
Administrative fees
Adjusted
2 500 Shifting of - Virement - Final2 500 Actual - Variance
2 500 0% Final1 500 Actual 8
Advertising Appropriation Funds Appropriation Expenditure Expenditure Appropriation Expenditure
Minor assets 8 042 - - 8 042 1 701 6 341 21%
as % of final 8 610 301
250 - - 250 116 134 appropriation
46% 50 16
Catering: Departmental activities R'000 R'000 R'000 R'000 R'000 R'000 % R'000 R'000
Economic classification 4 934 - - 4 934 2 322 2 612 47% 6 934 2 581
Communication (G&S)
Current payments 777 283
512 -73- -- 777 210
512 730 408- 46 802
512 94%
0% 767 227
512 729 034-
Computer services
Compensation of employees 552 975- -- -- 552 975- 556 013
988 038
-3-988 101%
0% 509
1 643
800 487 823
110
Legal services
Salaries and wages 471
5 776
134 - - 471
5 776
134 462
5 860
051 8 916
83 98%
98% 424
10 598
534 407
21 663
250
Contractors
Social contributions 81
2 199
028 - - 81
2 199
028 93 153
188 -11
1 954
840 115%
9% 85
1 045
028 80 160
412
Agency and support / outsourced services
Goods and services 224 308- -1 003- -- 223 305- 173 465- 49 840- 78%
0% 257 584- 239 761-
Entertainment
Administrative fees 3 500
181 775 - - 3 500
181 775 3 508
117 973 -8
63 802 100%
65% 2 412
207 037 1 608
213 478
Fleet services (including government motor transport)
Advertising 2 500- - - 2 500- -- 2 500- 0%
0% 1 500- 8
347
Inventory: Clothing material and accessories
Minor assets 8 042- - - 8 042- 1 701- 6 341- 21%
0% 8 610- 301-
Inventory: Farming supplies
Catering: Departmental activities 250
15 - - 250
15 116
7 134
8 46%
47% 50
15 16
4
Inventory: Food and food supplies
Communication (G&S) 4
1 934
565 - - 4
1 934
565 2
1 322
741 612
2-176 47%
111% 6
1 934
265 2
1 581
217
Inventory: Fuel, oil and gas
Computer services 512- - - 512- -- 512- 0%
0% 512- --
Inventory: Learner and teacher support material
Legal services 446- - - 446- 1 988
725 -1-988
279 0%
387% 1 800
546 110
126
Inventory: Materials and supplies
Contractors 5 134
19 471 - - 5 134
19 471 5 051
22 493 83
-3 022 98%
116% 10
20 534
844 21
43 250
615
Inventory: Medical supplies
Agency and support / outsourced services 2
1 028
050 - - 2
1 028
050 188
415 1 840
635 9%
40% 1
1 028
150 -8 412
455
Inventory: Medicine
Fleet services (including government motor transport) 83 236- - - 83 236- 67 977- 15 259- 82%
0% 123 692- 120 007-
Medsas inventory interface
Housing 257- - - 257- 40- 217- 0%
16% 257- 36-
Inventory: Other supplies
Inventory: Clothing material and accessories 15 480- - - 15 480- 11 978- 3 502- 0%
77% 9 974- 13 347
698
Consumable supplies
Inventory: Farming supplies 8 853- - - 8 853- 4 643- 4 210- 0%
52% 7 853- 6 106-
Consumable: Stationery, printing and office supplies
Inventory: Food and food supplies 15
36 904 - - 15
36 904 7
30 944 8
5 960 47%
84% 15
37 117 4
22 952
Operating leases
Inventory: Fuel, oil and gas 1 565
21 855 - - 1 565
21 855 1 741
17 248 4-176
607 111%
79% 1 265
19 855 1 217
13 325
Property payments
Inventory: Learner and teacher support material 5 045- -434 - 4 611- 227- 4 384- 0%
5% 5 910- 238-
Transport provided: Departmental activity
Inventory: Materials and supplies 446
926 - - 446
926 1 725
287 -1 279
639 387%
31% 546
286 126
205
Inventory: Medical supplies 19 471- - - 19 471- 22 493- -3 022- 116%
0% 20 844- 43 615-
Operating payments
Inventory: Medicine 1 050
660 - - 1 050
660 415- 635
660 40%
0% 1 150
660 -8 455-
Venues and facilities
Medsas inventory interface -- - - -- -- -- 0%
0% -- --
Rental and hiring
Inventory: Other supplies 257- 1 364 - 1 257
364 40
1 364 217- 16%
100% 257- 36
4 380
Interest and rent on land
Consumable supplies 15 480- 1 364 - 15
1 480
364 11
1 978
364 3 502- 77%
100% 9 974- 13
4 698
380
Interest (Incl. interest on unitary payments (PPP))
Consumable: Stationery, printing and office supplies 8 853- - - 8 853- 4 643- 4 210- 52%
0% 7 853- 6 102-
Rent on land
Operating leases 36 904
303 990 - - 36 904
303 990 30 944
303 244 5 960
746 84%
100% 37 117
341 164 22 952
339 659
Property payments 21 855
301 135 - - 21 855
301 135 17 248
301 135 4 607- 79%
100% 19 855
338 514 13 325
338 514
Provinces and municipalities
Transport provided: Departmental activity 301 135- - - 301 135- 67
301 135 -67- 0%
100% 338 514- 338 216
514
Municipalities
Travel and subsistence 301 926
135 - - 301 926
135 301 287
135 639- 31%
100% 338 286
514 338 205
514
Municipal bank accounts
Training and development 6 690 -1 003 5 687 26 5 661 0% 690 80
Venues and facilities 660 660 - 660 0% 660 -
Interest and rent on land - 930 - 930 930 - 100% - 1 450
175
Interest (Incl. interest on unitary payments (PPP)) 930 930 930 - 100% - 1 450
Rent on land - - 0% - -
Other machinery and equipment 70 261 - - 70 261 93 231 -22 970 133% 49 640 15 092
Payment for financial assets - 73 - 73 73 - 100% - 142
1 541 714 - - 1 541 714 1 539 781 1 933 100% 1 423 203 1 330 508
Subprogramme: 3.1: EMERGENCY TRANSPORT

2019/20 2018/19
176
as % of final
appropriation
Compensation of employees 552 975 - - 552 975 556 013 -3 038 101% 509 643 487 823
Goods and services 224 308 -1 003 - 223 305 173 465 49 840 78% 257 584 239 761
Administrative fees 3 500 3 500 3 508 -8 100% 2 412 1 608
Advertising 2 500 2 500 - 2 500 0% 1 500 8
Minor assets 8 042 8 042 1 701 6 341 21% 8 610 301
Computer services 512 512 - 512 0% 512 -
Legal services - - 988 -988 0% 1 800 110
Contractors 5 134 5 134 5 051 83 98% 10 534 21 250
Agency and support / outsourced services 2 028 2 028 188 1 840 9% 1 028 412
Housing - - - - 0% - -
Inventory: Clothing material and accessories - - - - 0% - 347
Inventory: Food and food supplies 15 15 7 8 47% 15 4
Inventory: Fuel, oil and gas 1 565 1 565 1 741 -176 111% 1 265 1 217
Inventory: Materials and supplies 446 446 1 725 -1 279 387% 546 126
Inventory: Medicine 1 050 1 050 415 635 40% 1 150 -8 455
Transport provided: Departmental activity - - 67 -67 0% - 216
Training and development 6 690 -1 003 5 687 26 5 661 0% 690 80
Venues and facilities 660 660 - 660 0% 660 -
Municipalities 301 135 - - 301 135 301 135 - 100% 338 514 338 514
Municipal bank accounts 301 135 301 135 301 135 - 100% 338 514 338 514
Households 2 040 - - 2 040 1 911 129 94% 2 050 842
Social benefits 2 040 2 040 1 326 714 65% 2 050 842
Other transfers to households - - 585 -585 0% - -
Payments for capital assets 261 045 - - 261 045 390 540 -129 495 150% 145 573 100 388
Machinery and equipment 261 045 - - 261 045 390 540 -129 495 150% 145 573 100 388
Transport equipment 190 784 190 784 297 309 -106 525 156% 95 933 85 296
Other machinery and equipment 70 261 70 261 93 231 -22 970 133% 49 640 15 092
Total 1 341 503 - - 1 341 503 1 424 067 -82 564 106% 1 253 364 1 168 905
Subprogramme: 3.2: PLANNED PATIENT TRANSPORT

2019/20 2018/19
as % of final
Other machinery and equipment 70 261 70 261 93 231 -22 970 133% 49 640 15 092
Total 1 341 503 - - 1 341 503 1 424 067 -82 564 106% 1 253 364 1 168 905
Subprogramme: 3.2: PLANNED PATIENT TRANSPORT

2019/20 2018/19
as % of final
appropriation
Current payments 199 396 - - 199 396 115 516 83 880 58% 169 239 161 285
Consumable: Stationery, printing and office supplies - - - - 0% - 4
Transport provided: Departmental activity 5 045 -434 4 611 160 4 451 3% 5 910 22
Households 815 - - 815 198 617 24% 600 303

Social benefits 815 815 198 617 24% 600 303
Total 200 211 - - 200 211 115 714 84 497 58% 169 839 161 603
177
2019/20 2018/19
178
as % of final
R'000 R'000 R'000 R'000 R'000 R'000 % R'000 R'000
GENERAL HOSPITALS 6 843 692 - -75 064 6 768 628 6 735 022 33 606 100% 6 431 824 6 351 096
TUBERCULOSIS HOSPITALS 425 754 - -100 000 325 754 310 335 15 419 95% 379 744 290 044
PSYCHIATRIC/MENTAL HOSPITAL 1 461 226 - - 1 461 226 1 531 428 -70 202 105% 1 261 857 1 393 015
DENTAL TRAINING HOSPITALS 624 760 - -2 511 622 249 551 622 70 627 89% 581 625 560 989
OTHER SPECIALISED HOSPITALS 96 548 - - 96 548 96 051 497 99% 91 419 91 509
9 451 980 - -177 575 9 274 405 9 224 458 49 947 99% 8 746 469 8 686 653
Per Economic Clasification

Salaries and wages 6 060 909 - -100 269 5 960 640 5 990 948 -30 308 101% 5 622 733 5 512 747
Social contributions 893 738 - - 893 738 801 538 92 200 90% 815 936 731 641
Goods and services 2 312 161 -567 -70 000 2 241 594 2 275 430 -33 836 102% 2 165 927 2 334 479
Administrative fees 157 - - 157 161 -4 103% 152 109
Advertising - - - - 58 -58 0% 7 10
Minor assets 12 659 -1 643 - 11 016 4 260 6 756 39% 13 254 3 539

Computer services - - - - 28 -28 0% 583 1 190
Consultants: Business and advisory services 218 867 - - 218 867 322 322 -103 455 147% 112 098 247 967
Infrastructure and planning services - - - - - - 0% - -
Laboratory services 237 364 - -70 000 167 364 163 245 4 119 98% 226 952 239 135
Contractors 35 243 - - 35 243 39 836 -4 593 113% 42 108 53 431
Agency and support / outsourced services 71 750 - - 71 750 92 906 -21 156 129% 58 507 83 770
Inventory: Food and food supplies 180 901 - - 180 901 124 828 56 073 69% 119 584 122 294
Inventory: Fuel, oil and gas 89 872 - - 89 872 118 909 -29 037 132% 43 123 92 865
Inventory: Learner and teacher support material 15 - - 15 - 15 0% 121 14
Inventory: Materials and supplies 5 557 - - 5 557 5 959 -402 107% 10 668 6 247
Inventory: Medical supplies 688 300 1 643 - 689 943 632 106 57 837 92% 597 197 709 709
Inventory: Medicine 272 612 - - 272 612 272 874 -262 100% 422 176 308 244
Consumable supplies 99 272 - - 99 272 80 409 18 863 81% 119 202 88 243
Consumable: Stationery, printing and office supplies 20 670 - - 20 670 23 353 -2 683 113% 24 646 27 652
283 844 - - 283 844 318 660 -34 816 112% 285 531 282 094
Property payments
Transport provided: Departmental activity 203 - - 203 88 115 43% 659 63
Travel and subsistence 1 193 - - 1 193 630 563 53% 2 058 670
Training and development 4 699 -567 - 4 132 1 945 2 187 47% 2 798 850
Operating payments 1 449 - - 1 449 207 1 242 14% 2 038 258
Rental and hiring 980 - - 980 1 152 -172 118% 530 124
Households 15 725 - - 15 725 24 267 -8 542 154% 18 429 21 480
2019/20 2018/19
as % of final
R'000 R'000 R'000 R'000 R'000 R'000 % R'000 R'000
Social benefits 15 725 - - 15 725 24 267 -8 542 154% 18 429 21 285

GENERAL HOSPITALS
Other transfers to households 6 843 692- - -75 064- 6 768 628- 6 735 022- 33 606- 100%
0% 6 431 824- 6 351 096
195
TUBERCULOSIS HOSPITALS
Payments for capital assets 754
425 447
169 - -100 000
-7 306 162 754
325 141 335
310 708
131 419
15 433
30 95%
81% 123 744
379 444 290
85 044
328
PSYCHIATRIC/MENTAL HOSPITAL
Machinery and equipment 1 461
169 226
447 - -7 306- 1 461
162 226
141 1 531
131 428
708 -70
30 202
433 105%
81% 1 261
123 857
444 1 393
85 015
328
DENTAL TRAINING HOSPITALS
Transport equipment 624
2 760
296 - -2 511- 622
2 249
296 551
1 622
039 70
1 627
257 89%
45% 581
8 625
896 560
3 989
583
OTHER SPECIALISED HOSPITALS
Other machinery and equipment 167 548
96 151 - -7 306- 159 548
96 845 130 051
96 669 29 497
176 99%
82% 114 419
91 548 509
91 745
81
9 451 980 - -177 575 9 274 405 9 224 458 49 947 99% 8 746 469 8 686 653

Subprogramme: 4.1: GENERAL HOSPITALS
Current payments 9 266 808 -567 -170 269 9 095 972
2019/20 9 067 916 28 056 100% 8 604 596
2018/19 8 578 867

Adjusted Shifting of - -100 269
Virement 6 854 378
Final 6 792 486
Actual 61 892
Variance 99% 6 438 669
Final 6 244 388
Actual
Appropriation
6 060 909 Funds - -100 269 Appropriation
5 960 640 Expenditure
5 990 948 -30 308 Expenditure
101% Appropriation
5 622 733 Expenditure
5 512 747
Salaries and wages as % of final
Social contributions 893 738 - - 893 738 801 538 92 200 90%
Goods and
Economic services
classification 2 312 161
R'000 R'000 -567 -70 000
R'000 2 241 594
R'000 2 275 430
R'000 -33 836
R'000 % 102% 2 165 927
R'000 2 334 479
R'000
Administrative
Current payments fees 157
6 692 468 -376- -70 269- 157
6 621 823 161
6 600 702 -4
21 121 103%
100% 152
6 321 619 109
6 265 171
Compensation
Advertising of employees 4 967 908- -- -269- 4 967 639- 58
4 950 099 -58
17 540 0%
100% 7
4 576 281 10
4 499 553
Minor assets
Salaries and wages 4 346 659
12 855 -1 643 -269- 4 346 016
11 586 4 386 260
4 631 -40 756
6 045 39%
101% 3 997 254
13 315 3 987 539
3 557
Catering:
Social Departmental activities
contributions 145
621 053 - - 145
621 053 74
563 468 71
57 585 51%
91% 160
578 966 13
511 996
Communication
Goods and services (G&S) 1 724 827
9 560 -376- -70 000- 1 654 827
9 184 1 650 275
4 603 5
3 552
581 44%
100% 1 745 551
12 338 1 765 871
5 618
Computer services
Administrative fees 108- - - 108- 28
140 -28
-32 0%
130% 583
81 1 190
32
Advertising 218 867- - - 218 867- 322 322- -103 455- 147%
0% 112 098
7 247 967-
Infrastructure
Minor assets and planning services 6 502- -1 643- - 4 859- 3 701- 1 158- 0%
76% 7 927- 2 551-
Catering: services
LaboratoryDepartmental activities 237 364- - -70 000 167 364- 163 245
18 4 119
-18 98%
0% 226 952
10 239 135
10
Contractors
6 243
133 - - 35
6 243
133 39
2 836
652 -4
3 593
481 113%
43% 42
8 108
604 53
4 431
024
Agency and
Computer support / outsourced services
services 71 750- - - 71 750- 92 906
3 -21 156
-3 129%
0% 58 507
583 83
1 770
179
Entertainment
Consultants: Business and advisory services 468- - - 468- 171- 297- 0%
37% 250- 200-
Fleet servicesand
Infrastructure (including
planninggovernment
services motor transport) 9 368- - - 9 368- 4 946- 4 422- 53%
0% 8 915- 3 719-
Inventory: Clothing
Laboratory servicesmaterial and accessories 223 300- - -70 000- 153 300- 32
152 631 -32
669 0%
100% 215 530- 463
209 467
Inventory:and
Scientific Farming
technological
supplies services -- - - -- -- -- 0%
0% -- --
Inventory:
Legal Food and food supplies
services 180 901- - - 180 901- 124
4 828
780 56 073
-4 780 69%
0% 119 584- 122 294-
Inventory: Fuel, oil and gas
Contractors 89
29 872
216 - - 89
29 872
216 118
35 909
239 -29 037
-6 023 132%
121% 43
36 123
719 92
45 865
610
Inventory:
Agency and Learner
support and teacher support
/ outsourced material
services 15
69 422 - - 15
69 422 90 242- 15
-20 820 0%
130% 121
56 303 14
81 504
Inventory: Materials and supplies
Entertainment 5 557- - - 5 557- 5 959- -402- 107%
0% 10 668- 6 247-
Inventory:
Fleet Medical
services supplies
(including government motor transport) 688
5 300
701 1 643 - 689
5 943
701 632
2 106
635 57
3 837
066 92%
46% 597
5 197
690 709
2 709
017
Inventory: Medicine
Clothing material and accessories 272 612- - - 272 612- 272 874- -262- 100%
0% 422 176- 308 244
123
Medsas inventory
Inventory: Food and interface
food supplies 89 255- - - 89 255- 83 403- 5 852- 0%
93% 77 129- 79 227-
Inventory: Fuel,
Otheroilsupplies
and gas 131
34 731
76 - - 131
34 731
76 686
30 573
93 -16 445
3 842 90%
122% 077
32 955
36 306
30 171
75
Consumable
Inventory: supplies
Learner and teacher support material 99 272- - - 99 272- 80 409- 18 863- 81%
0% 119 202
106 88 243-
Consumable:
Inventory: Stationery,
Materials printing and office supplies
and supplies 20
4 670
112 - - 20
4 670
112 23
4 353
796 683
-2-684 113%
117% 24
9 646
144 27
5 652
545
Operating Medical
Inventory: leases supplies 633 083
33 213 1 643- - 634 083
33 856 588 701
26 748 46 382
6 108 81%
93% 23 942
547 238 665 629
25 483
Property payments
Inventory: Medicine 844
283 489
223 - - 844
283 489
223 660
318 426
221 -34
2 816
063 112%
99% 531
285 257
375 094
282 151
258
Transport
Medsas provided:
inventory Departmental activity
interface 203- - - 203- 88- 115- 43%
0% 659- 63-
Inventory: subsistence
Travel andOther supplies 27 193
1 060 - - 27 193
1 060 630
24 584 563
2 476 53%
91% 28 058
2 945 670
23 879
Training and development
Consumable supplies 70 699
4 688 -567 - 70 132
4 688 55 945
1 213 15 187
2 475 47%
78% 89 798
2 175 850
58 028
Operating payments
Consumable: Stationery, printing and office supplies 14 449
1 776 - - 14 449
1 776 207
18 989 -4 242
1 213 14%
129% 18 038
2 024 258
22 524
Operating hiring
Rental andleases 980
17 455 - - 980
17 455 16 152
1 364 1-172
091 118%
94% 530
13 778 124
18 075
15 289 - - 221 725
15 289 248 267
24 236 -8 542
-26 947 154%
112% 213 429
18 620 211 480
21 481
Households
Transport provided: Departmental activity 15 725
183 - - 15 725
183 24 267
51 -8 542
132 154%
28% 18 429
619 21 480
59
Travel and subsistence 494 494 362 132 73% 1 352 472
179
Training and development 3 739 -376 3 363 1 516 1 847 45% 1 919 633
Rental and hiring 980 980 971 9 99% - -
Rent on land - - 0% -
Other machinery and equipment 167 151 - -7 306 159 845 130 669 29 176 82% 114 548 81 745
9 451 980 - -177 575 9 274 405 9 224 458 49 947 99% 8 746 469 8 686 653
Subprogramme: 4.1: GENERAL HOSPITALS

2019/20 2018/19
180
as % of final
appropriation
Compensation of employees 4 967 908 - -269 4 967 639 4 950 099 17 540 100% 4 576 281 4 499 553
Salaries and wages 4 346 855 -269 4 346 586 4 386 631 -40 045 101% 3 997 315 3 987 557
Goods and services 1 724 560 -376 -70 000 1 654 184 1 650 603 3 581 100% 1 745 338 1 765 618
Advertising - - - - 0% 7 -
Minor assets 6 502 -1 643 4 859 3 701 1 158 76% 7 927 2 551
Catering: Departmental activities - - 18 -18 0% 10 10
Computer services - - 3 -3 0% 583 1 179
Laboratory services 223 300 -70 000 153 300 152 631 669 100% 215 530 209 467
Legal services - - 4 780 -4 780 0% - -
Contractors 29 216 29 216 35 239 -6 023 121% 36 719 45 610
Agency and support / outsourced services 69 422 69 422 90 242 -20 820 130% 56 303 81 504
Inventory: Learner and teacher support material - - - - 0% 106 -
Inventory: Materials and supplies 4 112 4 112 4 796 -684 117% 9 144 5 545
Inventory: Medical supplies 633 213 1 643 634 856 588 748 46 108 93% 547 238 665 483
Transport provided: Departmental activity 183 183 51 132 28% 619 59
Travel and subsistence 494 494 362 132 73% 1 352 472
Training and development 3 739 -376 3 363 1 516 1 847 45% 1 919 633
Rental and hiring 980 980 971 9 99% - -
Rent on land - - 0% -
Households 10 558 - - 10 558 18 199 -7 641 172% 12 374 15 884
Social benefits 10 558 10 558 18 199 -7 641 172% 12 374 15 884
Other transfers to households - - - - 0% -
Payments for capital assets 140 666 - -4 795 135 871 115 745 20 126 85% 97 831 69 291
Machinery and equipment 140 666 - -4 795 135 871 115 745 20 126 85% 97 831 69 291
Transport equipment 1 156 1 156 862 294 75% 6 434 2 679
Other machinery and equipment 139 510 -4 795 134 715 114 883 19 832 85% 91 397 66 612
Total 6 843 692 - -75 064 6 768 628 6 735 022 33 606 100% 6 431 824 6 351 096
Subprogramme: 4.2: TUBERCULOSIS HOSPITALS

2019/20 2018/19
as % of final
Total 6 843 692 - -75 064 6 768 628 6 735 022 33 606 100% 6 431 824 6 351 096
Subprogramme: 4.2: TUBERCULOSIS HOSPITALS

2019/20 2018/19
as % of final
appropriation
Compensation of employees 352 718 - -100 000 252 718 252 657 61 100% 304 430 239 668
Advertising - - - - 0% - 8
Minor assets 1 627 1 627 362 1 265 22% 1 441 195
Laboratory services 4 460 4 460 2 717 1 743 61% 4 611 2 466
Contractors 1 205 1 205 625 580 52% 1 141 964
Agency and support / outsourced services 627 627 142 485 23% 593 129
Fleet services (including government motor transport) 1 119 1 119 501 618 45% 1 060 394
Inventory: Food and food supplies 4 000 4 000 3 817 183 95% 6 390 4 311
Inventory: Fuel, oil and gas 1 119 1 119 2 858 -1 739 255% 1 060 23
Consumable: Stationery, printing and office supplies 1 007 1 007 813 194 81% 1 173 985
Operating leases 1 200 1 200 1 162 38 97% 500 815
Training and development 112 -30 82 24 58 29% 106 17
Rental and hiring - - 181 -181 0% 530 124
Transfers and subsidies 671 - - 671 766 -95 114% 687 887
Households 671 - - 671 766 -95 114% 687 887
Social benefits 671 671 766 -95 114% 687 887
Other transfers to households - - 0% -
Payments for capital assets 1 285 - - 1 285 1 529 -244 119% 2 596 1 536
Buildings and other fixed structures - - - - - - 0% - -
Buildings - - 0% -
Machinery and equipment 1 285 - - 1 285 1 529 -244 119% 2 596 1 536
Transport equipment - - - - 0% 1 110 87
Other machinery and equipment 1 285 1 285 1 529 -244 119% 1 486 1 449
Total 425 754 - -100 000 325 754 310 335 15 419 95% 379 744 290 044
Subprogramme: 4.3: PSYCHIATRIC/MENTAL HOSPITAL

2019/20 2018/19
as % of final
appropriation
Current payments 1 450 926 -116 - 1 450 810 1 522 517 -71 707 105% 1 253 407 1 386 292
Compensation of employees 1 016 982 - - 1 016 982 1 017 153 -171 100% 983 332 967 594
181
Salaries and wages 858 581 858 581 876 143 -17 562 102% 859 786 836 708
Advertising - - 58 -58 0% - -
Total 425 754 - -100 000 325 754 310 335 15 419 95% 379 744 290 044
Subprogramme: 4.3: PSYCHIATRIC/MENTAL HOSPITAL

2019/20 2018/19
182
as % of final
appropriation
Current payments 1 450 926 -116 - 1 450 810 1 522 517 -71 707 105% 1 253 407 1 386 292
Compensation of employees 1 016 982 - - 1 016 982 1 017 153 -171 100% 983 332 967 594
Salaries and wages 858 581 858 581 876 143 -17 562 102% 859 786 836 708
Advertising - - 58 -58 0% - -
Minor assets 3 237 3 237 693 2 544 21% 2 868 572
Communication (G&S) 1 745 1 745 718 1 027 41% 1 955 888
Computer services - - 25 -25 0% - 11
Consultants: Business and advisory services 218 326 218 326 322 116 -103 790 148% 111 763 247 739

Laboratory services 4 867 4 867 4 784 83 98% 3 721 5 069
Contractors 838 838 393 445 47% 734 676
Agency and support / outsourced services 1 115 1 115 1 969 -854 177% 1 165 1 013
Housing - - - - 0% - -
Inventory: Materials and supplies 875 875 657 218 75% 1 139 282
Inventory: Medicine 19 921 19 921 21 476 -1 555 108% 17 332 21 295
Inventory: Other supplies 5 900 5 900 5 160 740 87% 1 500 4 609
Operating leases 5 760 5 760 6 602 -842 115% 700 4 872
Transport provided: Departmental activity 20 20 37 -17 185% 40 4
Operating payments 52 52 14 38 27% 32 -
Venues and facilities - - - - 0% 4 290 -
Households 2 884 - - 2 884 4 224 -1 340 146% 3 642 3 260
Social benefits 2 884 2 884 4 224 -1 340 146% 3 642 3 260
Other transfers to households - - - - 0% -
Transport equipment 1 140 1 140 177 963 16% 540 675
Total 1 461 226 - - 1 461 226 1 531 428 -70 202 105% 1 261 857 1 393 015
Subprogramme: 4.4: DENTAL TRAINING HOSPITALS

2019/20 2018/19
as % of final
appropriation
Total 1 461 226 - - 1 461 226 1 531 428 -70 202 105% 1 261 857 1 393 015
Subprogramme: 4.4: DENTAL TRAINING HOSPITALS

2019/20 2018/19
as % of final
appropriation
Administrative fees 10 10 - 10 0% 10 2
Advertising - - - - 0% - 2
Minor assets 1 187 1 187 -574 1 761 -48% 966 215
Catering: Departmental activities - - - - 0% 2 3
Communication (G&S) 1 056 1 056 466 590 44% 1 050 581
Computer services - - - - 0% - -
Consultants: Business and advisory services - - - - 0% 16 5
Laboratory services 4 486 4 486 2 905 1 581 65% 3 020 21 929

Contractors 3 847 3 847 3 475 372 90% 3 384 5 935
Fleet services (including government motor transport) 500 500 152 348 30% 213 122

Inventory: Fuel, oil and gas 120 120 34 86 28% 217 159
Inventory: Medicine 2 751 2 751 4 467 -1 716 162% 1 834 5 557
Inventory: Other supplies 572 572 438 134 77% 1 257 1 251
Property payments 2 260 2 260 864 1 396 38% 691 11 013
Operating payments 1 094 1 094 29 1 065 3% 1 580 80
Transfers and subsidies 1 440 - - 1 440 943 497 65% 1 563 1 380
Households 1 440 - - 1 440 943 497 65% 1 563 1 380
Social benefits 1 440 1 440 943 497 65% 1 563 1 185
Other transfers to households - - 0% - 195
Payments for capital assets 18 657 - -2 511 16 146 8 955 7 191 55% 16 650 10 652
Machinery and equipment 18 657 - -2 511 16 146 8 955 7 191 55% 16 650 10 652
Transport equipment - - - - 0% 600 96
Other machinery and equipment 18 657 -2 511 16 146 8 955 7 191 55% 16 050 10 556
Total 624 760 - -2 511 622 249 551 622 70 627 89% 581 625 560 989
Subprogramme: 4.5: OTHER SPECIALISED HOSPITALS
2019/20 2018/19
as % of final
183
appropriation
Current payments 94 953 - - 94 953 95 008 -55 100% 89 697 90 848
Compensation of employees 83 330 - - 83 330 83 467 -137 100% 78 902 78 330
Salaries and wages 71 445 71 445 70 582 863 99% 66 543 66 635
Total 624 760 - -2 511 622 249 551 622 70 627 89% 581 625 560 989
Subprogramme: 4.5: OTHER SPECIALISED HOSPITALS

2019/20 2018/19
Expenditure
184
Appropriation Funds Appropriation Expenditure Appropriation Expenditure
as % of final
appropriation
Current payments 94 953 - - 94 953 95 008 -55 100% 89 697 90 848
Compensation of employees 83 330 - - 83 330 83 467 -137 100% 78 902 78 330
Salaries and wages 71 445 71 445 70 582 863 99% 66 543 66 635
Goods and services 11 623 - - 11 623 11 541 82 99% 10 795 12 518
Minor assets 106 106 78 28 74% 52 6
Laboratory services 251 251 208 43 83% 70 204
Contractors 137 137 104 33 76% 130 246
Agency and support / outsourced services 186 186 213 -27 115% 176 279
Fleet services (including government motor transport) 131 131 153 -22 117% 30 51
Inventory: Food and food supplies 1 383 1 383 1 079 304 78% 710 1 353
Inventory: Learner and teacher support material 15 15 - 15 0% 15 14
Inventory: Medical supplies 2 244 2 244 2 339 -95 104% 1 716 2 730
Inventory: Medicine 930 930 1 218 -288 131% 854 1 232
Inventory: Other supplies 339 339 364 -25 107% 135 416
Consumable supplies 875 875 788 87 90% 653 672
Consumable: Stationery, printing and office supplies 353 353 461 -108 131% 159 275
Operating leases 383 383 504 -121 132% 34 448
Property payments 3 800 3 800 3 495 305 92% 5 442 4 175
Training and development 264 264 264 - 100% 250 122
Households 172 - - 172 135 37 78% 163 69
Social benefits 172 172 135 37 78% 163 69
Payments for capital assets 1 423 - - 1 423 908 515 64% 1 559 577
Machinery and equipment 1 423 - - 1 423 908 515 64% 1 559 577
Transport equipment - - - - 0% 212 46
Other machinery and equipment 1 423 1 423 908 515 64% 1 347 531
Total 96 548 - - 96 548 96 051 497 99% 91 419 91 509
2019/20 2018/19
as % of final
R'000 R'000 R'000 R'000 R'000 R'000 % R'000 R'000
CENTRAL HOSPITALS 14 695 214 -7 121 122 892 14 810 985 14 603 682 207 303 99% 13 219 797 13 218 822
PROVINCIAL TERTIARY HOSPITAL SERVICES 4 218 237 7 121 74 857 4 300 215 4 460 759 -160 544 104% 3 915 429 3 915 435
18 913 451 - 197 749 19 111 200 19 064 441 46 759 100% 17 135 226 17 134 257

Current payments 17 461 367 -1 193 190 443 17 650 617 17 775 367 -124 750 101% 16 132 866 16 455 709
Compensation of employees 11 512 601 - 39 443 11 552 044 11 681 989 -129 945 101% 10 657 379 10 956 631
Salaries and wages 10 121 299 - 39 443 10 160 742 10 437 323 -276 581 103% 9 188 411 9 798 744
Social contributions 1 391 302 - - 1 391 302 1 244 666 146 636 89% 1 468 968 1 157 887
Goods and services 5 948 766 -1 193 151 000 6 098 573 6 093 378 5 195 100% 5 475 487 5 495 712
Administrative fees 161 - - 161 524 -363 325% 162 68
Advertising 431 - - 431 622 -191 144% 445 134

Minor assets 30 572 -13 519 - 17 053 9 494 7 559 56% 49 633 6 571
Audit costs: External - - - - 212 -212 0% - -
Computer services 29 600 -500 - 29 100 14 653 14 447 50% 10 077 974
Consultants: Business and advisory services 625 - - 625 137 488 22% 613 89
Laboratory services 1 270 799 -62 594 - 1 208 205 982 926 225 279 81% 982 830 942 560
Legal services - - - - 6 094 -6 094 0% - 288
Contractors 196 114 5 780 - 201 894 201 665 229 100% 169 411 239 720
Agency and support / outsourced services 116 000 12 000 - 128 000 162 840 -34 840 127% 102 411 129 999
Inventory: Food and food supplies 152 240 - - 152 240 140 523 11 717 92% 147 304 126 457
Inventory: Fuel, oil and gas 109 065 - - 109 065 87 788 21 277 80% 76 248 62 078
Inventory: Medical supplies 2 313 114 71 615 151 000 2 535 729 2 835 010 -299 281 112% 1 926 630 2 374 133
Inventory: Medicine 935 577 -11 200 - 924 377 863 424 60 953 93% 1 226 744 799 743
Consumable supplies 155 535 -880 - 154 655 155 050 -395 100% 183 445 228 974
Consumable: Stationery, printing and office supplies 66 484 -5 102 - 61 382 69 946 -8 564 114% 50 368 69 785
Operating leases 33 599 4 400 - 37 999 39 677 -1 678 104% 20 419 27 559
Property payments 441 254 - - 441 254 445 650 -4 396 101% 428 241 379 321
Transport provided: Departmental activity 320 - - 320 3 317 1% 310 6
Travel and subsistence 2 355 - - 2 355 1 365 990 58% 1 302 1 342
Training and development 3 005 -1 193 - 1 812 585 1 227 32% 1 394 555
Operating payments 2 770 - - 2 770 2 800 -30 101% 2 390 1 555
Interest and rent on land - - - - - - 0% - 3 366
Interest (Incl. interest on unitary payments (PPP)) - - - - - - 0% - 3 366
Non-profit institutions 300 000 - - 300 000 300 000 - 100% 200 000 200 000
50 532 - - 50 532 81 490 -30 958 161% 47 640 47 111
Households
Social benefits 50 532 - - 50 532 44 490 6 042 88% 47 640 46 953
Other transfers to households - - - - 37 000 -37 000 0% - 158
185
Computer services 29 600 -500 - 29 100 14 653 14 447 50% 10 077 974
Consultants: Business and advisory services 625 - - 625 137 488 22% 613 89
Laboratory services 1 270 799 -62 594 - 1 208 205 982 926 225 279 81% 982 830 942 560
Legal services - - - - 6 094 -6 094 0% - 288
Contractors 196 114 5 780 - 201 894 201 665 229 100% 169 411 239 720
Agency and support / outsourced services 116 000 12 000 - 2019/20
128 000 162 840 -34 840 127% 2018/19
102 411 129 999
Entertainment Adjusted - Shifting of - Virement - Final - Actual - Variance - 0% Final - Actual -
Expenditure
186
Appropriation
7 200 Funds - - Appropriation
7 200 Expenditure
5 972 1 228 83% Appropriation
6 003 Expenditure
6 348
Fleet services (including government motor transport) as % of final
Programme
Inventory:
5 Clothing material and accessories - - - - 6 -6 0%
appropriation - 51
R'000
152 240 R'000 - R'000 - R'000
152 240 R'000
140 523 R'000
11 717 % 92% R'000
147 304 R'000
126 457
Inventory: Food and food supplies
CENTRAL
Inventory:HOSPITALS
Learner and teacher support material 14 695 214- -7 121- 122 892- 14 810 985- 14 603 682- 207 303- 99%
0% 13 219 797- 13 218 822-
PROVINCIAL TERTIARY 4 218
11 237
877 7 121- 74 857- 4 300
11 215
877 4 460
12 759
015 544
-160-138 104%
101% 3 915
13 429
067 3 915
16 435
762
Inventory: Materials and HOSPITAL
supplies SERVICES
Inventory: Medical supplies 18
2 913 114
313 451 71 615- 197 000
151 749 19
2 111 729
535 200 19
2 064 010
835 441 -299 281
46 759 112%
100% 17
1 135 630
926 226 17
2 134 133
374 257
Inventory: Medicine 935 577 -11 200 - 924 377 863 424 60 953 93% 1 226 744 799 743
Inventory:
Per Economic Other supplies
Clasification 49 931 - - 49 931 42 410 7 521 85% 59 977 64 025
CurrentConsumable
payments supplies 17 461 535
155 367 -1-880
193 190 443- 17 650 655
154 617 17 775 050
155 367 -124-395
750 100%
101% 16 132 445
183 866 16 455 974
228 709
Compensation
Consumable:ofStationery,
employeesprinting and office supplies 11 512
66 601
484 -5 102- 39 443- 11 552
61 044
382 11 681
69 989
946 -129
-8 564
945 101%
114% 10 657
50 379
368 10 956
69 631
785
Salaries and
Operating leases
wages 10 121
33 299
599 4 400- 39 443- 10 160
37 742
999 10 437
39 323
677 -276
-1 678
581 103%
104% 9 188
20 411
419 9 798
27 744
559
Social contributions
441 302
254 - - 1 391
441 302
254 1 244
445 666
650 146
-4 396
636 101%
89% 1 468
428 968
241 1 157
379 887
321
Goods
Transport
and services
provided: Departmental activity 5 948 766
320 -1 193- 151 000- 6 098 573
320 6 093 378
3 5 195
317 100%
1% 5 475 487
310 5 495 712
6
Administrative
fees 2 355
161 - - 2 355
161 1 365
524 -363
990 325%
58% 1 302
162 1 342
68
Advertising
Training and development 3 005
431 -1 193- - 1 812
431 622
585 1-191
227 144%
32% 1 394
445 134
555
Minor assets
Operating payments 30
2 572
770 -13 519- - 17
2 053
770 9 800
2 494 7 559
-30 101%
56% 49
2 633
390 6 555
1 571
Interest
Audit costs:
and rentExternal
on land - - - - 212- -212- 0% - 3 366-
Catering:(Incl.
Interest Departmental
interest onactivities
unitary payments (PPP)) 82- - - 82- 65- 17- 79%
0% 45- 3 366
19
Communication
Transfers and subsidies (G&S) 350 056
20 532 - - 350 056
20 532 381 922
11 490 -30 134
8 958 59%
109% 247 018
16 640 247 596
16 111
Non-profit
Computer institutions
services 300
29 000
600 -500- - 300
29 000
100 300
14 000
653 14 447- 100%
50% 200
10 000
077 200 000
974
50 532
625 - - 50 532
625 81 490
137 -30 958
488 161%
22% 47 640
613 47 111
89
Households
Social benefits
Laboratory services 1 270 532
50 799 -62 594- - 1 208 532
50 205 982 490
44 926 225 042
6 279 88%
81% 982 640
47 830 942 953
46 560
Legal
Other
services
transfers to households - - - - 37
6 000
094 -37
-6 094
000 0% - 288
158
Contractors
Payments for capital assets 1 101 114
196 552 5 780- 7 306- 1 108 894
201 858 201
906 665
391 229
202 467 100%
82% 169
754 411
720 239
429 720
522
Machinery
Agency and equipment
andsupport / outsourced services 1 101
116 552
000 12 000- 7 306- 1 108
128 858
000 391
906 840
162 202 467
-34 840 82%
127% 720
754 411
102 522
429 999
129
Transport equipment
Entertainment 3 200- - - 3 200- 2 864- 336- 90%
0% 5 937- 1 354-
Other
Fleet machinery
services and equipment
(including government motor transport) 1 098
7 352
200 - 7 306- 1 105
7 658
200 903
5 527
972 202
1 131
228 82%
83% 748
6 783
003 428
6 168
348
PaymentInventory: Clothing
for financial material and accessories
assets - 1 193- - 1 193- 6
1 193 -6- 0%
100% - 51
1 915
Inventory: Food and food supplies 18 913 240
152 451 -- 197 749- 19 111 240
152 200 19 064 523
140 441 46 717
11 759 92%
100% 17 135 304
147 226 17 134 457
126 257
Inventory: Medical
Subprogramme: 5.1: CENTRAL
suppliesHOSPITALS 2 313 114 71 615 151 000 2 535 729 2 835 010 -299 281 112% 1 926 630 2 374 133
Inventory: Medicine 935 577 -11 200 - 924 377
2019/20 863 424 60 953 93% 1 226 744
2018/19 799 743
Medsas inventory interface Adjusted - Shifting of - Virement - Final - Actual - Variance - 0% Final - Actual -
Appropriation
49 931 Expenditure
42 410 7 521 Expenditure
85% Appropriation
59 977 Expenditure
64 025
Inventory: Other supplies as % of final
Consumable supplies 155 535 -880 - 154 655 155 050 -395 100%
Consumable:
Economic Stationery, printing and office supplies
classification 66 484
R'000 R'000-5 102 R'000 - 61 382
R'000 69 946
R'000 -8 564
R'000 % 114% 50 368
R'000 69 785
R'000
CurrentOperating
payments leases 13 442 599
33 442 400
4-971 112 919- 13 554 999
37 390 13 457 677
39 096 -1 678
97 294 104%
99% 12 382 419
20 461 12 670 559
27 653
Property payments
441 913 -- 24 919- 8 916 254
441 832 8 968 650
445 734 -4 396
-51 902 101%
101% 8 109 241
428 199 8 478 321
379 522
Transportand
Salaries provided:
wages Departmental activity 320
7 857 120 - 24 919- 320
7 882 039 8 014 7843 317
-132 745 1%
102% 310
7 055 692 7 588 0066
and subsistence
Travel contributions
Social 1 034 355
2 793 - - 1 034 355
2 793 953 365
1 950 990
80 843 58%
92% 1 053 302
1 507 890 342
1 516
Training
Goods andand development
services 4 550 005
3 529 193
-1-971 88 000- 4 637 812
1 558 585
4 488 362 149 227
1 196 32%
97% 4 273 394
1 262 555
4 188 765
Operating payments
Administrative fees 2 770
59 - - 2 770
59 2 800
288 -30
-229 101%
488% 2 390
46 1 555
66
Advertising 355- - - 355- 167- 188- 0%
47% 260- 3 366
60
Interest
Minor (Incl. interest on unitary payments (PPP))
assets 23 164- -13 519- - 9 645- 5 613- 4 032- 0%
58% 36 238- 366
3 141
7
Transfers
Auditand subsidies
costs: External 350 532- - - 350 532- 381 490
212 958
-30-212 109%
0% 247 640- 247 111-
Non-profit
Catering:institutions
Departmental activities 300 000
82 - - 300 000
82 300 000
65 17- 100%
79% 200 000
45 200 000
19
Households
16 532
900 - - 50
16 532
900 81 490
11 812 -30
5 958
088 161%
70% 47
11 640
969 47
14 111
575
Social benefits
Computer services 29 532
50 600 -500- - 532
50 100
29 490
44 017
14 15 042
6 083 88%
48% 640
47 077
10 46 953
467
Other transfers
Consultants: to households
Business and advisory services 340- - - 340- 37 000
119 -37 000
221 0%
35% 163- 158
63
Laboratory services 983 640 -46 200 937 440 780 136 157 304 83% 813 189 748 882
Legal services - - 5 938 -5 938 0% - 288
Contractors 161 710 5 780 167 490 166 079 1 411 99% 126 727 205 902
Agency and support / outsourced services 97 300 12 000 109 300 142 142 -32 842 130% 84 101 115 616
Other machinery and equipment 1 098 352 - 7 306 1 105 658 903 527 202 131 82% 748 783 428 168
18 913 451 - 197 749 19 111 200 19 064 441 46 759 100% 17 135 226 17 134 257
Subprogramme: 5.1: CENTRAL HOSPITALS

2019/20 2018/19
as % of final
appropriation
Current payments 13 442 442 -971 112 919 13 554 390 13 457 096 97 294 99% 12 382 461 12 670 653
Salaries and wages 7 857 120 24 919 7 882 039 8 014 784 -132 745 102% 7 055 692 7 588 006
Social contributions 1 034 793 1 034 793 953 950 80 843 92% 1 053 507 890 516
Goods and services 4 550 529 -971 88 000 4 637 558 4 488 362 149 196 97% 4 273 262 4 188 765
Advertising 355 355 167 188 47% 260 60
Minor assets 23 164 -13 519 9 645 5 613 4 032 58% 36 238 7 141
Audit costs: External - - 212 -212 0% - -
Computer services 29 600 -500 29 100 14 017 15 083 48% 10 077 467
Legal services - - 5 938 -5 938 0% - 288
Contractors 161 710 5 780 167 490 166 079 1 411 99% 126 727 205 902
Agency and support / outsourced services 97 300 12 000 109 300 142 142 -32 842 130% 84 101 115 616
Inventory: Materials and supplies 9 197 9 197 9 989 -792 109% 8 267 10 883
Inventory: Medical supplies 1 717 126 55 221 88 000 1 860 347 1 960 367 -100 020 105% 1 421 896 1 749 336
Inventory: Medicine 750 970 -11 200 739 770 685 366 54 404 93% 1 056 497 643 508
Consumable supplies 108 920 -880 108 040 107 777 263 100% 129 270 154 958
Consumable: Stationery, printing and office supplies 36 783 -5 102 31 681 40 171 -8 490 127% 24 623 35 477
Operating leases 22 150 4 400 26 550 30 380 -3 830 114% 15 869 20 332
Travel and subsistence 2 215 2 215 1 287 928 58% 1 137 1 219
Training and development 2 209 -971 1 238 342 896 28% 1 139 346
Operating payments 2 670 2 670 2 710 -40 101% 2 205 943
Interest and rent on land - - - - - - 0% - 3 366
Interest (Incl. interest on unitary payments (PPP)) - - 0% - 3 366
187
18 913 451 - 197 749 19 111 200 19 064 441 46 759 100% 17 135 226 17 134 257
Subprogramme: 5.1: CENTRAL HOSPITALS

2019/20 2018/19
188
as % of final
appropriation
Current payments
Transfers and subsidies 13 340 442
442 976 -971- 112 919- 13 340 390
554 976 13 370 096
457 588 -29 294
97 612 99%
109% 12 235 461
382 450 12 238 653
670 142
Provinces
Compensation and municipalities
of employees 8 891 913- - 24 919- 8 916 832- 8 968 734- -51 902- 0%
101% 8 109 199- 8 478 522-
Non-profit and wages
Salaries institutions 7 300 120
857 000 24 919 7 300 039
882 000 8 300 784
014 000 -132 745- 102%
100% 7 200 692
055 000 7 200 006
588 000
Households
1 034 793 - - 40 976
1 034 793 70 588
953 950 -29
80 612
843 172%
92% 35 450
1 053 507 38 142
890 516
Goods Social services
and benefits 4 550 529
40 976 -971 88 000 4 637 558
40 976 4 488 362
33 588 149 196
7 388 97%
82% 4 273 262
35 450 4 188 765
37 984
Other transfers
Administrative feesto households 59 59- 37 000
288 000
-37-229 0%
488% 46- 158
66
Advertising
Payments for capital assets 355
911 796 -7 121 9 973 355
914 648 167
775 027 188
139 621 47%
85% 260
601 886 60
308 325
Buildings and other fixed structures
Minor assets 23 164- -13 519- - 9 645- 5 613- 4 032- 0%
58% 36 238- 7 141-
Audit costs: External
Buildings - - 212 -212- 0% - -
Other fixed
Catering: Departmental
structures activities 82 82- 65 17- 0%
79% 45- 19
Communication
Machinery (G&S)
and equipment 911 900
16 796 -7 121 9 973 914 900
16 648 775 812
11 027 139 088
5 621 70%
85% 601 969
11 886 308 575
14 325
Transport
Computer equipment
services 2 500
29 600 -500 2 500
29 100 1 353
14 017 1 147
15 083 54%
48% 3 075
10 077 1 132
467
Consultants: Business
Other machinery andand advisory services
equipment 340
909 296 -7 121 9 973 340
912 148 119
773 674 221
138 474 35%
85% 163
598 811 63
307 193
PaymentInfrastructure
for financial planning services
andassets - 971 971- 971- - 0%
100% - 1 702-
Total Laboratory services 14 695 640
983 214 -46 200
-7 121 122 892 14 810 440
937 985 14 603 136
780 682 207 304
157 303 83%
99% 13 219 189
813 797 13 218 882
748 822
Legal services - - 5 938 -5 938 0% - 288
Subprogramme:
Contractors5.2: PROVINCIAL TERTIARY HOSPITAL SERVICES 161 710 5 780 167 490 166 079 1 411 99% 126 727 205 902
Agency and support / outsourced services 97 300 12 000 2019/20
109 300 142 142 -32 842 130% 2018/19
84 101 115 616
Entertainment Adjusted - Shifting of Virement Final - Actual - Variance - 0% Final - Actual -

Fleet services (including government motor transport) 5 700 5 700 4 898 802 86%
as % of final 4 584 4 729
Inventory: Clothing material and accessories - - 6 -6 0%
appropriation - 51
Inventory:
Economic Farming supplies
classification R'000 - R'000 R'000 R'000 - R'000 - R'000 - % 0% R'000 - R'000 -
CurrentInventory:
payments Food and food supplies 4 018 240
105 925 -222 77 524 4 096 240
105 227 4 318 277
97 271 -222 963
7 044 92%
105% 3 750 682
93 405 3 785 461
87 056
Inventory: Fuel,
Compensation oil and gas
of employees 2 620 065
88 688 - 14 524 2 635 065
88 212 2 713 998
74 255 -78 067
13 043 85%
103% 2 548 248
58 180 2 478 490
58 109
Inventory:
Salaries Learner
and wagesand teacher support material 2 264 179- 14 524 2 278 703- 2 422 539- -143 836- 0%
106% 2 132 719- 2 210 738-
Inventory:
Social Materials and supplies
contributions 356 197
9 509 356 197
9 509 290 989
9 716 65-792
793 109%
82% 415 267
8 461 267 883
10 371
Inventory:
Goods Medical supplies
and services 1 398 126
717 237 221
55-222 63
88 000 1 461 347
860 015 1 605 367
960 016 -144 020
-100 001 105%
110% 1 202 896
421 225 1 306 336
749 947
Inventory: Medicine
750 102 -11 200 770
739 102 366
685 236 404
54-134 93%
231% 497
1 056 116 643 5082
Medsas inventory interface
Advertising 76- 76- 455- -379- 0%
599% 185- 74-
Inventory:
Minor assetsOther supplies 38 600
7 408 38 600
7 408 34 325
3 881 3 275
4 527 89%
52% 13 529
46 395 642
49-570
Consumable supplies
3 156 -880 108 040
3 156 777
107 110 263
3 046 100%
3% 129 270
4 049 154 958
2 021
Consumable:
Computer Stationery, printing and office supplies
services 36 783- -5 102 31 681- 171
40 636 490
-8-636 127%
0% 24 623- 477
35 507
Operating leases
Consultants: Business and advisory services 150
22 285 4 400 550
26 285 30 380
18 830
-3 267 114%
6% 869
15 450 20 332
26
Property payments
Infrastructure and planning services 347 254- 347 254- 311 880- 35 374- 90%
0% 326 231- 278 310-
Transport provided:
Laboratory services Departmental activity 280
287 159 -16 394 280
270 765 202 7901 279
67 975 0%
75% 270
169 641 193 6781
Legal and subsistence
Travelservices 2 215- 2 215- 287
1 156 928
-156 58%
0% 1 137- 1 219-
Training and development
Contractors 34 209
2 404 -971 34 238
1 404 342
35 586 896
-1 182 28%
103% 42 139
1 684 346
33 818
Operating
Agency andpayments
support / outsourced services 18 670
2 700 18 670
2 700 20 710
2 698 -40
-1 998 101%
111% 18 205
2 310 943
14 383
Entertainment - - - - - - 0% - 3 366-
Interest
Fleet (Incl. interest
services (including unitary payments
on government motor(PPP))
transport) 1 500 1 500- 1 074 426- 0%
72% 1 419- 1 366
3 619
Inventory: Medical supplies 595 988 16 394 63 000 675 382 874 643 -199 261 130% 504 734 624 797
Inventory: Medicine 184 607 - 184 607 178 058 6 549 96% 170 247 156 235
Consumable supplies 46 615 46 615 47 273 -658 101% 54 175 74 016
Consumable: Stationery, printing and office supplies 29 701 29 701 29 775 -74 100% 25 745 34 308
Machinery and equipment 911 796 -7 121 9 973 914 648 775 027 139 621 85% 601 886 308 325
Transport equipment 2 500 2 500 1 353 1 147 54% 3 075 1 132
Other machinery and equipment 909 296 -7 121 9 973 912 148 773 674 138 474 85% 598 811 307 193
Payment for financial assets 971 971 971 - 100% - 1 702
Total 14 695 214 -7 121 122 892 14 810 985 14 603 682 207 303 99% 13 219 797 13 218 822
Subprogramme: 5.2: PROVINCIAL TERTIARY HOSPITAL SERVICES

2019/20 2018/19
as % of final
appropriation
Current payments 4 018 925 -222 77 524 4 096 227 4 318 271 -222 044 105% 3 750 405 3 785 056
Salaries and wages 2 264 179 14 524 2 278 703 2 422 539 -143 836 106% 2 132 719 2 210 738
Goods and services 1 398 237 -222 63 000 1 461 015 1 605 016 -144 001 110% 1 202 225 1 306 947
Advertising 76 76 455 -379 599% 185 74
Minor assets 7 408 7 408 3 881 3 527 52% 13 395 -570
Communication (G&S) 3 156 3 156 110 3 046 3% 4 049 2 021
Computer services - - 636 -636 0% - 507
Legal services - - 156 -156 0% - -
Contractors 34 404 34 404 35 586 -1 182 103% 42 684 33 818
Agency and support / outsourced services 18 700 18 700 20 698 -1 998 111% 18 310 14 383
Inventory: Medical supplies 595 988 16 394 63 000 675 382 874 643 -199 261 130% 504 734 624 797
Inventory: Medicine 184 607 - 184 607 178 058 6 549 96% 170 247 156 235
Consumable supplies 46 615 46 615 47 273 -658 101% 54 175 74 016
Provinces and municipalities - - - - - - 0% - -
Households 9 556 - - 9 556 10 902 -1 346 114% 12 190 8 969
Social benefits 9 556 9 556 10 902 -1 346 114% 12 190 8 969
Payments for capital assets 189 756 7 121 -2 667 194 210 131 364 62 846 68% 152 834 121 197
Machinery and equipment 189 756 7 121 -2 667 194 210 131 364 62 846 68% 152 834 121 197
Transport equipment 700 700 1 511 -811 216% 2 862 222
Other machinery and equipment 189 056 7 121 -2 667 193 510 129 853 63 657 67% 149 972 120 975
Total 4 218 237 7 121 74 857 4 300 215 4 460 759 -160 544 104% 3 915 429 3 915 435
189
2019/20 2018/19
as % of final
R'000 R'000 R'000 R'000 R'000 R'000 % R'000 R'000
Total 4 218 237 7 121 74 857 4 300 215 4 460 759 -160 544 104% 3 915 429 3 915 435
2019/20 2018/19
190
as % of final
R'000 R'000 R'000 R'000 R'000 R'000 % R'000 R'000
NURSE TRAINING COLLEGES 905 282 669 -100 000 805 951 693 034 112 917 86% 848 937 778 971
EMS TRAINING COLLEGES 39 954 -669 - 39 285 29 123 10 162 74% 37 859 27 175
BURSARIES 212 500 13 165 - 225 665 263 503 -37 838 117% 142 498 211 282
OTHER TRAINING 94 007 -13 165 - 80 842 59 596 21 246 74% 94 002 89 280
1 251 743 - -100 000 1 151 743 1 045 256 106 487 91% 1 123 296 1 106 708

Salaries and wages 785 283 - -100 000 685 283 575 893 109 390 84% 742 714 668 263
Social contributions 112 330 - - 112 330 78 778 33 552 70% 107 577 93 789
Administrative fees 79 - - 79 5 74 6% 75 26
Advertising 123 - - 123 37 86 30% 28 26
Minor assets 510 - - 510 1 092 -582 214% 943 535
Audit costs: External - - - - - - 0% - 8
Bursaries: Employees 9 651 - - 9 651 1 481 8 170 15% 9 139 1 285
Communication (G&S) 932 - - 932 723 209 78% 1 276 601

Consultants: Business and advisory services 286 - - 286 29 257 10% 283 -
Infrastructure and planning services - - - - - - 0% - -
Laboratory services 56 - - 56 10 46 18% 53 -
Contractors 4 683 - - 4 683 1 668 3 015 36% 2 075 1 527
Agency and support / outsourced services 5 - - 5 2 3 40% 110 4
Fleet services (including government motor transport) 2 725 -684 - 2 041 1 698 343 83% 2 140 1 290
Housing - - - - - - 0% - -
Inventory: Food and food supplies 175 - - 175 178 -3 102% 150 65
Inventory: Fuel, oil and gas 12 - - 12 3 9 25% 4 4
Inventory: Learner and teacher support material 1 818 - - 1 818 1 096 722 60% 3 281 10 656
Inventory: Materials and supplies 1 312 - - 1 312 1 012 300 77% 292 355
Inventory: Medical supplies 1 163 - - 1 163 927 236 80% 2 807 3 628
Total 4 218 237 7 121 74 857 4 300 215 4 460 759 -160 544 104% 3 915 429 3 915 435
2019/20 2018/19
as % of final
R'000 R'000 R'000 R'000 R'000 R'000 % R'000 R'000
Inventory: Medicine 473 - - 473 637 -164 135% 740 422
TRAINING
NURSEMedsas COLLEGES
inventory interface 905 282- 669- -100 000- 805 951- 693 034- 112 917- 86%
0% 848 937- 778 971-
EMS TRAINING
Inventory: COLLEGES
Other supplies 39 954
370 -669- - 39 285
370 29 123
460 10 162
-90 74%
124% 37 859
385 27 175
326
BURSARIES
Consumable supplies 212
6 500
375 13 165- - 225
6 665
375 263
7 503
104 838
-37-729 117%
111% 142
7 498
481 211
9 282
713
OTHERConsumable:
TRAINING Stationery, printing and office supplies 94
3 007
322 -13 165- - 80
3 842
322 59
2 596
628 21 246
694 74%
79% 94
4 002
404 89
2 280
573
Operating leases 1 251 021
5 743 -- -100 000- 1 151 021
5 743 1 045 998
7 256 106 977
-2 487 159%
91% 1 123 320
2 296 1 106 097
6 708
Transport provided: Departmental activity - - - - - - 0% - -
Travel and
Per Economic subsistence
Clasification 14 492 - - 14 492 14 063 429 97% 14 098 3 049
Training
Current and development
payments 971 143
6 146 -684- -100 000- 870 143
6 462 717 351
1 915 152 792
4 547 22%
82% 922 781
5 090 832 020
11 065
Operating payments
Compensation of employees 369
897 613 - -100 000- 369
797 613 146
654 671 223
142 942 40%
82% 400
850 291 45
762 052
Venues and
Salaries and facilities
wages 785 283- - -100 000- 685 283- 346
575 893 109-346
390 0%
84% 742 714- 668 263-
Social
Transfers andcontributions
subsidies 112
272 330
864 - - 112
272 330
864 78 778
321 931 -49 552
33 067 70%
118% 107
185 577
146 93 789
270 779
Departmental
Goods agencies and accounts
and services 73 135
22 533 -684- - 72 135
22 849 63 135
22 244 9 605- 100%
87% 71 962
20 799 70 962
20 013
Social security
Administrative funds
fees 79- - - 79- 5- 74- 0%
6% 75- 26-
Departmental agencies
Advertising 135
22 123 - - 135
22 123 22 135
37 86- 100%
30% 20 962
28 20 962
26
Higher
Minoreducation
assets institutions 653
14 510 -13 165- - 488
1 510 488
1 092 -582- 100%
214% 681
13 943 855
12 535
Households
Audit costs: External 236 076- 13 165- - 249 241- 298 308- -49 067- 120%
0% 150 503- 236 962
8
Social benefits
Bursaries: Employees 9 497
1 651 - - 9 497
1 651 1 538
3 481 -2
8 041
170 236%
15% 9 861
1 139 1 877
2 285
Other transfers
Catering: to households
Departmental activities 234 579
96 13 165- - 247 744
96 294 770
40 -47 026
56 119%
42% 148 642
72 234 085
11
Communication
Payments (G&S)
for capital assets 7 932
733 - - 7 932
733 4 723
726 3 209
007 78%
61% 1 276
16 059 3 601
282
Buildings and other
Consultants: Business structures
fixed and advisory services 286- - - 286- 29- 257- 0%
10% 283- -
Infrastructure
Buildings and planning services - - - - - - 0% - -
Other fixed
Laboratory structures
services 56- - - 56- 10- 46- 0%
18% 53- -
Machinery and equipment
Contractors 4 733
7 683 - - 4 733
7 683 1 726
4 668 007
3 015 61%
36% 16 059
2 075 1 282
3 527
Transport
Agency equipment
and support / outsourced services 1 601
5 - - 1 601
5 241
2 1 360
3 15%
40% 035
3 110 1 074
4
Entertainment 6 132- - - 6 132- 4 485- 1 647- 73%
0% 13 024- 2 208-
Payment
Fleet financial
forservices (including
assets government motor transport) 2 725- 684
-684 - 2 684
041 1 684
698 343- 100%
83% 2 140- 1 582
290
Housing 1 251 743- -- -100 000- 1 151 743- 1 045 256- 106 487- 0%
91% 1 123 296- 1 106 708-
Inventory: Food and food supplies 175 - - 175 178 -3 102% 150 65
Inventory: Fuel, oil and gas 12 - - 12 3 9 25% 4 4
Inventory: Learner and teacher support material 1 818 - - 1 818 1 096 722 60% 3 281 10 656
Inventory: Materials and supplies 1 312 - - 1 312 1 012 300 77% 292 355
Inventory: Medical supplies 1 163 - - 1 163 927 236 80% 2 807 3 628
191
Subprogramme: 6.1: NURSE TRAINING COLLEGES
2019/20 2018/19
192
as % of final
appropriation
Current payments 869 398 - -100 000 769 398 647 173 122 225 84% 828 541 762 140
Goods and services 24 965 - - 24 965 36 438 -11 473 146% 28 647 44 350
Administrative fees - - - - 0% - 16
Advertising 41 41 37 4 90% 10 9
Minor assets 192 192 681 -489 355% 628 67
Audit costs: External - - - - 0% - 8
Communication (G&S) 665 665 706 -41 106% 973 562
Consultants: Business and advisory services 6 6 - 6 0% 18 -
Contractors 183 183 490 -307 268% 1 055 691
Agency and support / outsourced services - - - - 0% 50 -

Fleet services (including government motor transport) 1 225 1 225 926 299 76% 550 454
Inventory: Learner and teacher support material 1 502 1 502 850 652 57% 2 631 10 403
Inventory: Medical supplies 415 415 312 103 75% 1 407 289
Inventory: Medicine - - 38 -38 0% - 55

Inventory: Other supplies 220 220 351 -131 160% 385 301
Consumable supplies 4 488 4 488 6 042 -1 554 135% 5 971 9 160
Travel and subsistence 5 5 10 -5 200% 338 8
Training and development 120 120 67 53 56% 80 38
Operating payments 50 50 72 -22 144% - 18
Higher education institutions - 1 412 -1 412 0% -
Households 33 205 - - 33 205 41 197 -7 992 124% 9 123 13 939
Social benefits 1 475 1 475 2 708 -1 233 184% 1 840 2 753
Other transfers to households 31 730 31 730 38 489 -6 759 121% 7 283 11 186
Payments for capital assets 2 679 - - 2 679 2 583 96 96% 11 272 2 323
Machinery and equipment 2 679 - - 2 679 2 583 96 96% 11 272 2 323
Transport equipment 550 550 241 309 44% 2 035 1 074
Other machinery and equipment 2 129 2 129 2 342 -213 110% 9 237 1 249
Total 905 282 669 -100 000 805 951 693 034 112 917 86% 848 937 778 971
Subprogramme: 6.2: EMS TRAINING COLLEGES
2019/20 2018/19
as % of final
appropriation
Administrative fees - - - 0% - -
Advertising 82 82 - 0% 18 17
Minor assets 302 302 312 -10 103% 300 266
Audit costs: External - - - 0% - -
Bursaries: Employees - - 1 217 -1 217 0% - -
Contractors 1 500 1 500 1 178 322 79% 1 020 836

Entertainment - - - 0% - -
Fleet services (including government motor transport) 1 500 -684 816 772 44 95% 1 590 836
Inventory: Food and food supplies 53 53 74 -21 140% 50 6
Inventory: Learner and teacher support material 316 316 246 70 78% 650 253
Inventory: Medical supplies 748 748 549 199 73% 1 400 3 339
Inventory: Medicine 473 473 599 -126 127% 740 367
Inventory: Other supplies 150 150 109 41 73% - 19
Consumable supplies 1 696 1 696 1 018 678 60% 1 329 542
Consumable: Stationery, printing and office supplies 527 527 508 19 96% 500 475
Operating leases 112 112 51 61 46% 200 61
Training and development 860 860 602 258 70% 813 438
Transfers and subsidies 22 - - 22 64 -42 291% 21 124
Households 22 - - 22 64 -42 291% 21 124
Social benefits 22 22 64 -42 291% 21 124
Payments for capital assets 4 541 - - 4 541 2 143 2 398 47% 4 301 872
Machinery and equipment 4 541 - - 4 541 2 143 2 398 47% 4 301 872
Transport equipment 1 051 1 051 1 051 0% 1 000
Other machinery and equipment 3 490 3 490 2 143 1 347 61% 3 301 872
Total 39 954 -669 - 39 285 29 123 10 162 74% 37 859 27 175
193
Subprogramme: 6.3: BURSARIES
2019/20 2018/19
194
as % of final
appropriation
Goods and services 9 651 - - 9 651 6 699 2 952 69% 9 139 1 285
Bursaries: Employees 9 651 9 651 264 9 387 3% 9 139 1 285
Travel and subsistence - 6 435 -6 435 0% - -
Transfers and subsidies 202 849 13 165 - 216 014 256 768 -40 754 119% 133 359 209 997
Households 202 849 13 165 - 216 014 256 768 -40 754 119% 133 359 209 997
Social benefits - 487 -487 0% - -
Other transfers to households 202 849 13 165 216 014 256 281 -40 267 119% 133 359 209 997
Total 212 500 13 165 - 225 665 263 503 -37 838 117% 142 498 211 282
Subprogramme: 6.4: OTHER TRAINING
2019/20 2018/19
as % of final
appropriation
Goods and services 24 175 - - 24 175 8 988 15 187 37% 20 051 13 910
Advertising - - - - 0% - -
Minor assets 16 16 99 -83 619% 15 202
Audit costs: External - - - - 0% - -
Bursaries: Employees - - - - 0% - -
Communication (G&S) 161 161 - 161 0% 153 -
Consultants: Business and advisory services 280 280 29 251 10% 265 -
Laboratory services 56 56 10 46 18% 53 -
Contractors 3 000 3 000 - 3 000 0% - -
Inventory: Materials and supplies - - 1 -1 0% - 12
Inventory: Medical supplies - - 66 -66 0% - -
Inventory: Other supplies - - - - 0% - 6

Property payments 1 1 - 1 0% - -
Training and development 5 163 5 163 682 4 481 13% 4 888 10 544
Operating payments - - - - 0% - -
Venues and facilities - - 346 -346 0% - -
Transfers and subsidies 36 788 -13 165 - 23 623 22 490 1 133 95% 42 643 46 719
Departmental agencies and accounts 22 135 - - 22 135 22 135 - 100% 20 962 20 962
Social security funds - - - 0% -
Departmental agencies (non-business entities) 22 135 22 135 22 135 - 100% 20 962 20 962
Higher education institutions 14 653 -13 165 1 488 76 1 412 5% 13 681 12 855
Households - - - - 279 -279 0% 8 000 12 902
Social benefits - 279 -279 0% -
Other transfers to households - - - 0% 8 000 12 902
Payments for capital assets 513 - - 513 - 513 0% 486 87
Machinery and equipment 513 - - 513 - 513 0% 486 87
Transport equipment - - 0% -
Other machinery and equipment 513 513 513 0% 486 87
Total 94 007 -13 165 - 80 842 59 596 21 246 74% 94 002 89 280
195
2019/20 2018/19
196
as % of final
Progrramme 7 appropriation
R'000 R'000 R'000 R'000 R'000 R'000 % R'000 R'000
LAUNDRIES 259 993 - 32 000 291 993 287 581 4 412 98% 251 462 250 982
FOOD SUPPLY SERVICES 77 794 - - 77 794 81 363 -3 569 105% 87 693 88 066
MEDICINE TRADING ACCOUNT 1 - - 1 - 1 0% 1 -
337 788 - 32 000 369 788 368 944 844 100% 339 156 339 048
Current payments 334 326 -31 32 000 366 295 367 066 -771 100% 329 581 337 043
Compensation of employees 190 694 - 9 000 199 694 197 050 2 644 99% 188 597 182 146
Salaries and wages 161 764 - - 161 764 161 036 728 100% 154 643 149 883
Social contributions 28 930 - 9 000 37 930 36 014 1 916 95% 33 954 32 263
Goods and services 143 632 -31 23 000 166 601 170 016 -3 415 102% 140 984 154 897
Minor assets 202 - - 202 24 178 12% 61 13
Communication (G&S) 561 - - 561 342 219 61% 409 389
Contractors 298 - - 298 310 -12 104% 98 40
Agency and support / outsourced services 3 - - 3 23 -20 767% 382 446
Fleet services (including government motor transport) 2 223 - - 2 223 3 766 -1 543 169% 2 481 2 597
Inventory: Clothing material and accessories - - - - - - 0% - 736

Inventory: Food and food supplies 20 061 - - 20 061 26 809 -6 748 134% 28 020 25 084
Inventory: Materials and supplies 290 - - 290 416 -126 143% 370 500
Inventory: Medical supplies 2 719 - - 2 719 1 612 1 107 59% 491 1 894
Inventory: Medicine - - - - - - 0% - -
Inventory: Other supplies 1 511 - - 1 511 913 598 60% 1 945 1 316
Consumable supplies 31 078 - 23 000 54 078 54 658 -580 101% 54 848 62 951
Consumable: Stationery, printing and office supplies 557 - - 557 388 169 70% 401 344
Travel and subsistence 30 - - 30 - 30 0% 5 -
Training and development 214 -31 - 183 55 128 30% 41 31
Operating payments 2 000 - - 2 000 774 1 226 39% 240 722
Transfers and subsidies 468 - - 468 1 254 -786 268% 645 597
Households 468 - - 468 1 254 -786 268% 645 597
Social benefits 468 - - 468 652 -184 139% 645 597
Other transfers to households - - - - 602 -602 0% - -
Transport equipment 50 - - 50 - 50 0% 4 468 708
2 944 - - 2 944 593 2 351 20% 4 462 627
337 788 - 32 000 369 788 368 944 844 100% 339 156 339 048
Subprogramme: 7.1: LAUNDRIES
2019/20 2018/19
as % of final
appropriation
Current payments 257 661 -20 32 000 289 641 285 950 3 691 99% 244 182 249 169
Compensation of employees 163 017 - 9 000 172 017 169 674 2 343 99% 162 392 159 518
Salaries and wages 138 087 138 087 138 561 -474 100% 133 757 128 382
Social contributions 24 930 9 000 33 930 31 113 2 817 92% 28 635 31 136
Goods and services 94 644 -20 23 000 117 624 116 276 1 348 99% 81 790 89 651
Minor assets 192 192 24 168 13% 27 13
Contractors 267 267 - 267 0% 17 40
Agency and support / outsourced services - - 21 -21 0% 379 445
Fleet services (including government motor transport) 2 223 2 223 3 766 -1 543 169% 2 481 2 597
Inventory: Medical supplies 1 199 1 199 710 489 59% 291 726
Inventory: Other supplies 711 711 635 76 89% 1 575 988
Consumable supplies 20 578 23 000 43 578 38 901 4 677 89% 37 404 39 057

Travel and subsistence 27 27 - 27 0% 5 -
Training and development 114 -20 94 - 94 0% 29 30
Operating payments 2 000 2 000 774 1 226 39% 240 722
Transfers and subsidies 368 - - 368 1 184 -816 322% 470 500
Households 368 - - 368 1 184 -816 322% 470 500
Social benefits 368 368 582 -214 158% 470 500
Other transfers to households - 602 -602 0% -
Buildings and other fixed structures - - - - - - 0% - -
Buildings - - 0% -
Transport equipment 50 50 - 50 0% 4 468 708
Other machinery and equipment 1 914 1 914 427 1 487 22% 2 342 532
Heritage assets - - 0% -
Specialised military assets - - 0% -
Biological assets - - 0% -
Land and sub-soil assets - - 0% -
Software and other intangible assets - - 0% -
Total 259 993 - 32 000 291 993 287 581 4 412 98% 251 462 250 982
197
Subprogramme: 7.2: FOOD SUPPLY SERVICES
2019/20 2018/19
198
as % of final
appropriation
Compensation of employees 27 677 - - 27 677 27 376 301 99% 26 205 22 628
Social contributions 4 000 4 000 4 901 -901 123% 5 319 1 127
Minor assets 10 10 - 10 0% 34 -
Communication (G&S) 4 4 2 2 50% 3 -
Contractors 30 30 310 -280 1033% 80 -
Inventory: Food and food supplies 20 001 20 001 26 770 -6 769 134% 28 000 25 079

Inventory: Medical supplies 1 520 1 520 902 618 59% 200 1 168
Consumable supplies 10 500 10 500 15 757 -5 257 150% 17 444 23 894
Operating leases - - - - 0% - -
Property payments 5 700 5 700 5 012 688 88% 3 420 3 669

Travel and subsistence 3 3 - 3 0% - -
Households 100 - - 100 70 30 70% 175 97
Social benefits 100 100 70 30 70% 175 97
Payments for capital assets 1 030 - - 1 030 166 864 16% 2 120 95
Machinery and equipment 1 030 - - 1 030 166 864 16% 2 120 95
Transport equipment - - - - 0% -
Payment for financial assets 11 11 11 - 100% -
Total 77 794 - - 77 794 81 363 -3 569 105% 87 693 88 066
Subprogramme: 7.3: MEDICINE TRADING ACCOUNT
2019/20 2018/19
as % of final
appropriation
Current payments 1 - - 1 - 1 0% 1 -
Social contributions - - 0% -
Goods and services 1 - - 1 - 1 0% 1 -
Contractors 1 1 1 0% 1
Agency and support / outsourced services - - 0% -
Total 1 - - 1 - 1 0% 1 -
2019/20 2018/19
as % of final
R'000 R'000 R'000 R'000 R'000 R'000 % R'000 R'000
COMMUNITY HEALTH FACILITIES 409 756 -35 990 - 373 766 421 683 -47 917 113% 432 134 390 045
EMERGENCY MEDICAL RESCUE SERVICES -3 260 - - -3 260 6 813 -10 073 -209% 9 628 1 299
DISTRICT HOSPITAL SERVICES 157 049 - - 157 049 242 631 -85 582 154% 218 580 172 998
PROVINCIAL HOSPITAL SERVICES 185 471 15 262 - 200 733 377 035 -176 302 188% 264 803 202 304
CENTRAL HOSPITAL SERVICES 361 706 20 728 - 382 434 604 556 -222 122 158% 314 344 315 650
OTHER FACILITIES 979 421 - - 979 421 401 167 578 254 41% 320 444 453 824
2 090 143 - - 2 090 143 2 053 885 36 258 98% 1 559 933 1 536 120
Current payments 1 152 182 40 317 - 1 192 499 1 592 369 -399 870 134% 591 954 711 652
Social contributions 3 749 - - 3 749 4 159 -410 111% 11 576 2 346
Goods and services 1 104 916 40 317 - 1 145 233 1 554 801 -409 568 136% 554 085 680 042
Administrative fees - - - - 2 -2 0% - -
Advertising 372 - - 372 330 42 89% 352 -
Minor assets 649 - - 649 2 647 0% 519 223
Catering: Departmental activities 124 - - 124 42 82 34% 117 -
Communication (G&S) 196 - - 196 - 196 0% 186 3
Contractors 2 187 - - 2 187 3 171 -984 145% 2 324 2 163
Agency and support / outsourced services - - - - - - 0% - 155
Fleet services (including government motor transport) 274 - - 274 15 259 5% 651 38
Inventory: Food and food supplies - - - - 166 -166 0% - 41
Inventory: Fuel, oil and gas - - - - 75 -75 0% - -
Inventory: Materials and supplies 10 - - 10 52 -42 520% - -12
Inventory: Medical supplies - - - - -5 5 0% - 1 993
Inventory: Other supplies - - - - 11 -11 0% - -
Consumable supplies 205 - - 205 18 187 9% 100 4
Consumable: Stationery, printing and office supplies 353 - - 353 2 351 1% 334 4
199
Total 1 - - 1 - 1 0% 1 -
2019/20 2018/19
as % of final
200
R'000 R'000 R'000 R'000 R'000 R'000 % R'000 R'000
Property payments 1 007 780 40 317 - 1 048 097 1 484 139 -436 042 142% 507 573 649 498
COMMUNITY HEALTH
Transport provided: Departmental
FACILITIESactivity 409 756- -35 990- - 373 766- 421 683- -47 917- 113%
0% 432 134- 390 045-
EMERGENCY MEDICAL RESCUE SERVICES 260
-3 450 - - 260
-3 450 813
6 593 073
-10-143 -209%
132% 628
9 222 299
1 369
DISTRICT
TrainingHOSPITAL SERVICES
and development 157 049
2 500 - - 157 049
2 500 631
242 341 -85 582
2 159 154%
14% 218 580
1 500 172 998
46
PROVINCIAL HOSPITAL SERVICES 185 471
1 000 15 262- - 200 733
1 000 377 035- -176 302
1 000 188%
0% 803
264 500 202 304
44
Operating payments
CENTRAL
Transfers andHOSPITAL
subsidiesSERVICES 706
361 193 20 728- - 434
382 193 556
604 193 -222 122- 158%
100% 314 344- 315 650-
OTHER FACILITIES 421
979 193 - - 421
979 193 167
401 193 578 254- 41%
100% 320 444- 453 824-
Households
Social benefits 2 090 193
143 -- -- 2 090 193
143 2 053 193
885 36 258- 100%
98% 1 559 933- 1 536 120-
Other transfers to households - - - - - - 0% - -
Payments for capital assets 937 768 -40 317 - 897 451 461 323 436 128 51% 967 979 824 468
Buildings and other fixed structures 931 387 -47 795 - 883 592 451 786 431 806 51% 900 027 785 617
Buildings
Current payments 1 931
152 387
182 -47
40 795
317 - 1 883
192 592
499 1 451
592 786
369 431 806
-399 870 51%
134% 900
591 027
954 785
711 617
652
Compensation employees
Other fixedofstructures 47 266- - - 47 266- 37 568- 9 698- 79%
0% 37 869- 31 610-
Machinery wages
Salaries and equipment 6 381
43 517 7 478- - 13
43 859
517 9 537
33 409 4 322
10 108 69%
77% 67
26 952
293 38
29 851
264
Social contributions
Transport equipment 3 749- - - 3 749- 159
4 468 -410
-468 111%
0% 11 576- 2 346-
Goods
Other
andmachinery
services and equipment 6 381
1 104 916 7 478
40 317 - 13 859
1 145 233 9 069
1 554 801 4 790
-409 568 65%
136% 67 952
554 085 38 851
680 042
Administrative fees 2 090 143- -- -- 2 090 143- 2 053 8852 -2
36 258 0%
98% 1 559 933- 1 536 120-
Advertising 372 - - 372 330 42 89% 352 -
Minor assets
Subprogramme: 8.1: COMMUNITY HEALTH FACILITIES 649 - - 649 2 647 0% 519 223
Catering: Departmental activities 124 - - 2019/20124 42 82 34% 117
2018/19 -
Communication (G&S) Adjusted196 Shifting of - Virement - Final 196 Actual - Variance196 0% Final 186 Actual 3
Appropriation
2 187 Expenditure
3 171 -984 Expenditure
145% Appropriation
2 324 Expenditure
2 163
Contractors as % of final
Agency and support / outsourced services - - - - - - 0%
appropriation - 155
Entertainment
Economic classification R'000 - R'000 - R'000 - R'000 - R'000 - R'000 - % 0% R'000 - R'000 -
Fleet
Current services (including government motor transport)
payments 274
79 012 9 616- -- 274
88 628 15
173 119 259
-84 491 5%
195% 651
43 339 38
54 608
Inventory:
Goods Food and food supplies
and services 79 012- 9 616- -- 88 628- 166
173 119 -84-166
491 0%
195% 43 339- 41
54 608
Inventory:
Minor Fuel, oil and gas
assets - - - -- 75 -75- 0%
0% -- 151-
Inventory: Learner and teacher support material
Contractors - - - -- 4- -4- 0%
0% -- --
Inventory:
Agency Materials
and support and
/ outsourced
supplies services 10 - - 10- 52 -42- 520%
0% -- -12-
Inventory: Medical supplies - - - -- -5 5- 0%
0% -- 993
1 265
Property Other supplies
Inventory:payments 79 012- 9 616- - 88 628- 11
173 115 -11
-84 487 0%
195% 43 339- 54 192-
Consumable
Payments supplies
for capital assets 205
330 744 -45 606- -- 205
285 138 18
248 564 187
36 574 9%
87% 100
388 795 4
335 437
Consumable:
Buildings Stationery,
and other printing and office supplies
fixed structures 353
330 744 -47 795- -- 353
282 949 2
245 907 351
37 042 1%
87% 334
379 742 4
331 032
Operating
Buildingsleases 330 816
88 744 -47 795- - 282 816
88 949 245 847
65 907 37 969
22 042 74%
87% 379 707
39 742 331 473
25 032
Other fixed structures - - - 0% -
Machinery and equipment - 2 189 - 2 189 2 657 -468 121% 9 053 4 405
Transport equipment - 468 -468 0% -
Other machinery and equipment 2 189 2 189 2 189 - 100% 9 053 4 405
Total 409 756 -35 990 - 373 766 421 683 -47 917 113% 432 134 390 045
Subprogramme: 8.2: EMERGENCY MEDICAL RESCUE SERVICES
2019/20 2018/19
as % of final
appropriation
Current payments -4 760 - - -4 760 5 374 -10 134 -113% 6 628 495
Goods and services -4 760 - - -4 760 5 374 -10 134 -113% 6 628 495
Property payments -4 760 -4 760 5 374 -10 134 -113% 6 628 495
Payments for capital assets 1 500 - - 1 500 1 439 61 96% 3 000 804
Buildings and other fixed structures 1 500 - - 1 500 1 439 61 96% 3 000 804
Buildings 1 500 1 500 1 439 61 96% 3 000 804
Total -3 260 - - -3 260 6 813 -10 073 -209% 9 628 1 299
Subprogramme: 8.3: DISTRICT HOSPITAL SERVICES

2019/20 2018/19

as % of final
appropriation
Current payments 39 208 - - 39 208 230 354 -191 146 588% 116 755 53 863
Goods and services 39 208 - - 39 208 230 354 -191 146 588% 116 755 53 863
Minor assets - - - 0% - 49
Communication (G&S) - - - 0% - 3
Contractors - - - 0% - 3
Entertainment - - - 0% - -
Fleet services (including government motor transport) - 15 -15 0% - 35
Inventory: Fuel, oil and gas - 4 -4 0% - -
Inventory: Materials and supplies - 52 -52 0% - -12
Inventory: Medical supplies - -5 5 0% - 120
Consumable supplies - 2 -2 0% - 1
Buildings and other fixed structures 117 841 - - 117 841 12 347 105 494 10% 89 436 112 987
Buildings 117 841 117 841 12 347 105 494 10% 89 436 112 987
Machinery and equipment - - - - -70 70 0% 12 389 6 148
Other machinery and equipment - -70 70 0% 12 389 6 148
Total 157 049 - - 157 049 242 631 -85 582 154% 218 580 172 998
201
Subprogramme: 8.4: PROVINCIAL HOSPITAL SERVICES
2019/20 2018/19
202
as % of final
appropriation
Current payments 53 790 15 262 - 69 052 375 772 -306 720 544% 227 436 127 339
Goods and services 53 790 15 262 - 69 052 375 772 -306 720 544% 227 436 127 339
Fleet services (including government motor transport) - - 0% - 3
Inventory: Food and food supplies - 166 -166 0% - -
Inventory: Fuel, oil and gas - 71 -71 0% - -
Property payments 53 790 15 262 69 052 375 535 -306 483 544% 227 436 127 336
Buildings 131 681 131 681 1 263 130 418 1% 37 367 74 965
Total 185 471 15 262 - 200 733 377 035 -176 302 188% 264 803 202 304
Subprogramme: 8.5: CENTRAL HOSPITAL SERVICES

2019/20 2018/19
as % of final
appropriation
Current payments 170 165 15 439 - 185 604 523 763 -338 159 282% 196 301 201 576
Goods and services 170 165 15 439 - 185 604 523 763 -338 159 282% 196 301 201 576
Minor assets - - 0% - 23
Agency and support / outsourced services - - 0% - 155
Inventory: Food and food supplies - - 0% - 41
Inventory: Medical supplies - - 0% - 1 608
Consumable supplies - 3 -3 0% - -
Property payments 170 165 15 439 185 604 523 760 -338 156 282% 196 301 199 749
Payments for capital assets 191 541 5 289 - 196 830 80 793 116 037 41% 118 043 114 074
Buildings 187 131 187 131 73 843 113 288 39% 73 133 85 791
Machinery and equipment 4 410 5 289 - 9 699 6 950 2 749 72% 44 910 28 283
Other machinery and equipment 4 410 5 289 9 699 6 950 2 749 72% 44 910 28 283
Total 361 706 20 728 - 382 434 604 556 -222 122 158% 314 344 315 650
Subprogramme: 8.6: OTHER FACILITIES
2019/20 2018/19
as % of final
appropriation
Social contributions 3 749 3 749 4 159 -410 111% 11 576 2 346
Goods and services 767 501 - - 767 501 246 419 521 082 32% -36 374 242 161
Administrative fees - - 2 -2 0% - -
Advertising 372 372 330 42 89% 352 -
Minor assets 649 649 2 647 0% 519 -
Audit costs: External - - - - 0% - -
Bursaries: Employees - - - - 0% - -
Communication (G&S) 196 196 - 196 0% 186 -
Contractors 2 187 2 187 3 167 -980 145% 2 324 2 160

Agency and support / outsourced services - - - - 0% - -
Fleet services (including government motor transport) 274 274 - 274 0% 651 -
Inventory: Materials and supplies 10 10 - 10 0% - -
Inventory: Other supplies - - 11 -11 0% - -
Property payments 670 365 670 365 176 069 494 296 26% -82 886 214 062
Travel and subsistence 450 450 593 -143 132% 222 369
Training and development 2 500 2 500 341 2 159 14% 1 500 46
Operating payments 1 000 1 000 - 1 000 0% 500 44
Transfers and subsidies 193 - - 193 193 - 100% - -
Households 193 - - 193 193 - 100% - -
Social benefits 193 193 193 - 100% -
Buildings 162 490 162 490 116 987 45 503 72% 317 349 180 038
Machinery and equipment 1 971 - - 1 971 - 1 971 0% 1 600 15
Total 979 421 - - 979 421 401 167 578 254 41% 320 444 453 824
203
NOTES TO THE APPROPRIATION STATEMENTS
1. Detail of transfers and subsidies as per Appropriation Act after Virements:
Detail of these transactions can be viewed in the note on Transfers and subsidies, disclosure notes and
Annexure 1 (A-7) to the Annual Financial Statements.
2. Detail of specifically and exclusively appropriated amounts voted after Virements:
Detail of these transactions can be viewed in note 1 Annual Appropriation to the Annual Financial Statements.
3. Detail on payments for financial assets
Detail of these transactions per programme can be viewed in the note on Payments for financial assets to the
Annual Financial Statements.
4. Explanations of material variances from Amounts Voted after Virements:
4.1 Per programme Final Actual Variance Variance as

Appropriation Expenditure R’000 a % of Final
Appropriation
R’000 R’000 R’000 %
Administration 1 482 145 1 481 446 699 0
District Health Services 16 557 681 15 895 452 662 229 4
Emergency Medical Services 1 541 714 1 539 781 1 933 0
Provincial Hospital Services 9 274 405 9 224 458 49 947 1
Central Hospital Services 19 111 200 19 064 441 46 759 0
Health Sciences and Training 1 151 743 1 045 256 106 487 9
Health Care Support Services 369 788 368 944 844 0
Health facilities Management 2 090 143 2 053 885 36 258 2
TOTAL 51 578 819 50 673 663 905 156 2
4.2 Per economic classification Final Actual Variance Variance as

Appropriation Expenditure a % of Final
Appropriation
R’000 R’000 R’000 R’000
Current payments
Compensation of employees 29 607 875 29 203 077 404 798 1
Goods and services 16 923 454 17 117 833 (194 379) (1)
Interest and rent on land 1 364 2 381 1 017 (75)
Provinces and municipalities 706 220 705 393 827 0
Departmental agencies and accounts 22 135 22 135 0 0
Higher education institutions 1 488 1 488 0 0
Non-profit institutions 672 443 672 292 151 0
Households 861 327 909 516 (48 189) (6)
Payments for capital assets
Buildings and other fixed structures 883 592 451 787 431 805 49
Machinery and equipment 1 894 923 1 583 762 311 161 16
Payments for financial assets 3 998 3 992 -1
TOTAL 51 578 819 50 673 663 905 156 2

NOTES TO THE APPROPRIATION STATEMENTS
4.3 Per conditional grant Final Actual Variance Variance as

Appropriation Expenditure a % of Final
Appropriation
R’000 R’000 R’000 R’000
Comprehensive HIV and AIDS 4 419 786 4 315 326 104 460 2%
Health Professional Training & Development 1 060 479 1 029 247 31 232 3%
Hospital Facilities Revitalisation Grant 859 028 859 012 16 0%
National Tertiary Services 4 977 048 4 831 512 145 536 3%
Human Papillomavirus Vaccine Grant 25 084 25 058 26 0%
EPWP Social Sector Incentive Grant 26 197 25 498 699 3%
EPWP Integrated Grant to Provinces 2 187 2 187 - 0%
Human Resource Capacitation Grant 223 292 223 291 1 0%
Tuberculosis Component 85 120 101 145 (16 025) -19%
Community Outreach Service Component 270 779 246 355 24 424 9%
National Health Insurance 53 758 53 579 179 0%
Total 12 002 758 11 712 209 290 549 2%
Underspending is due to delay in filling of posts and provision of student nurse intake (stipends). Payment
of accruals, increased costs on fuel, oil, gas as a result of the user conversion of boilers from gas to diesel.
Outsourcing of laundry services due to broken laundry machines, steam and boiler problems as well as
increased costs incurred on legal costs, audit fees, consumable supplies, operating leases and operating
payments. Payment of medico legal claims against the department including leave gratuity payment.

STATEMENT OF FINANCIAL PERFORMANCE
Note 2019/2020 2018/2019

R’000 R’000
REVENUE
Annual appropriation 1 51 578 819 46 762 330

Departmental revenue 2 728 245 780 803
TOTAL REVENUE 52 307 064 47 543 133
EXPENDITURE
Current expenditure
Compensation of employees 3 29 203 077 26 902 298
Goods and services 4 17 117 833 15 229 501
Interest and rent on land 5 2 381 7 794
Total current expenditure 46 323 291 42 139 593

Transfers and subsidies 7 2 310 824 2 293 096
Total transfers and subsidies 2 310 824 2 293 096
Expenditure for capital assets

Tangible assets 8 2 035 549 1 572 107
Total expenditure for capital assets 2 035 549 1 572 107
Payments for financial assets 6 3 999 5 764
TOTAL EXPENDITURE 50 673 663 46 010 560
SURPLUS FOR THE YEAR 1 633 401 1 532 573
Reconciliation of Net Surplus for the year
Voted funds 905 156 751 770

Annual appropriation 614 607 71 914
Conditional grants 290 549 679 856
Departmental revenue 728 245 780 803
STATEMENT OF FINANCIAL POSITION
as at 31 March 2020
Note 2019/2020 2018/2019

R’000 R’000
ASSETS
Current assets 798 903 707 744
Unauthorised Expenditure 9 10 758 -

Cash and cash equivalents 10 763 034 685 392
Prepayments and advances 11 30 -
Receivables 12 25 081 22 352
Non-current assets 172 223 142 962
Investments 13 54 000 54 000

Receivables 12 118 223 88 962
TOTAL ASSETS 971 126 850 706
LIABILITIES
Current liabilities 810 406 717 283
Voted funds to be surrendered to the Revenue Fund 14 588 709 439 466
Departmental revenue and PRF Receipts to be surrendered to 15 108 598 70 454
the Revenue Fund
Payables 16 113 099 207 363
TOTAL LIABILITIES 810 406 717 283
NET ASSETS 160 720 133 423
Represented by:
Capitalisation reserve 54 000 54 000
Recoverable revenue 106 720 79 423
TOTAL 160 720 133 423
STATEMENT OF CHANGES IN NET ASSETS
as at 31 March 2020
2019/2020 2018/2019
R’000 R’000
Capitalisation Reserves
Opening balance 54 000 54 000
Closing balance 54 000 54 000
Recoverable revenue
Transfers: 27 297 28 487
Debts recovered 232 628
Debts raised 27 065 27 859
TOTAL 160 720 133 423
CASH FLOW STATEMENTS
Note 2019/2020 2018/2019

R’000 R’000
CASH FLOWS FROM OPERATING ACTIVITIES
Receipts 52 307 064 47 543 133

Annual appropriated funds received 1.1 51 578 819 46 762 330
Departmental revenue received 2 727 330 780 039
Interest received 2.3 915 764
Net (increase)/decrease in working capital (107 781) (78 924)

Surrendered to Revenue Fund (1 446 014) (1 080 517)
Current payments (46 320 910) (42 131 799)
Interest paid 5 (2 381) (7 794)
Payments for financial assets (3 999) (5 764)
Transfers and subsidies paid (2 310 824) (2 293 096)
Net cash flow available from operating activities 17 2 115 155 1 945 239
Payments for capital assets 8 (2 035 549) (1 572 107)

Proceeds from sale of capital assets
Increase in non-current receivables (29 261)
Net cash flows from investing activities (2 064 810) (1 572 107)
CASH FLOWS FROM FINANCING ACTIVITIES
Increase in net assets 27 297 28 487

Net cash flows from financing activities 27 297 28 487
Net increase/(decrease) in cash and cash equivalents 77 642 401 619

Cash and cash equivalents at beginning of period 685 392 283 773
Cash and cash equivalents at end of period 18 763 034 685 392
ACCOUNTING POLICIES
Summary of significant accounting policies
The financial statements have been prepared in accordance with the following policies, which have been applied consistently
in all material aspects, unless otherwise indicated. Management has concluded that the financial statements present fairly
the department’s primary and secondary information.
The historical cost convention has been used, except where otherwise indicated. Management has used assessments and
estimates in preparing the annual financial statements. These are based on the best information available at the time of
preparation.
Where appropriate and meaningful, additional information has been disclosed to enhance the usefulness of the financial
statements and to comply with the statutory requirements of the Public Finance Management Act (PFMA), Act 1 of 1999 (as
amended by Act 29 of 1999), and the Treasury Regulations issued in terms of the PFMA and the annual Division of Revenue
Act.
1 Basis of preparation
The financial statements have been prepared in accordance with the Modified Cash Standard.
2 Going concern
The financial statements have been prepared on a going concern basis.

3 Presentation currency
Amounts have been presented in the currency of the South African Rand (R) which is also the functional currency
of the department.
4 Rounding
Unless otherwise stated financial figures have been rounded to the nearest one thousand Rand (R’000).
5 Foreign currency translation
Cash flows arising from foreign currency transactions are translated into South African Rands using the spot
exchange rates prevailing at the date of payment / receipt.
6 Comparative information
6.1 Prior period comparative information
Prior period comparative information has been presented in the current year’s financial statements. Where
necessary figures included in the prior period financial statements have been reclassified to ensure that the format
in which the information is presented is consistent with the format of the current year’s financial statements.
6.2 Current year comparison with budget
A comparison between the approved, final budget and actual amounts for each programme and economic
classification is included in the appropriation statement.
7 Revenue
7.1 Appropriated funds
Appropriated funds comprise of departmental allocations as well as direct charges against the revenue fund (i.e.
statutory appropriation).
Appropriated funds are recognised in the statement of financial performance on the date the appropriation becomes
effective. Adjustments made in terms of the adjustments budget process are recognised in the statement of financial
performance on the date the adjustments become effective.
The net amount of any appropriated funds due to / from the relevant revenue fund at the reporting date is recognised
as a payable / receivable in the statement of financial position.
7.2 Departmental revenue
Departmental revenue is recognised in the statement of financial performance when received and is subsequently
paid into the relevant revenue fund, unless stated otherwise.
Any amount owing to the relevant revenue fund at the reporting date is recognised as a payable in the statement
of financial position.
ACCOUNTING POLICIES
7.3 Accrued departmental revenue
Accruals in respect of departmental revenue (excluding tax revenue) are recorded in the notes to the financial
statements when:
• it is probable that the economic benefits or service potential associated with the transaction will flow to the
department; and
• the amount of revenue can be measured reliably.
The accrued revenue is measured at the fair value of the consideration receivable.
Accrued tax revenue (and related interest and / penalties) is measured at amounts receivable from collecting
agents.
Write-offs are made according to the department’s debt write-off policy

8 Expenditure
8.1 Compensation of employees
8.1.1 Salaries and wages
Salaries and wages are recognised in the statement of financial performance on the date of payment.
8.1.2 Social contributions
Social contributions made by the department in respect of current employees are recognised in the statement of
financial performance on the date of payment.
Social contributions made by the department in respect of ex-employees are classified as transfers to households
in the statement of financial performance on the date of payment.
8.2 Other expenditure
Other expenditure (such as goods and services, transfers and subsidies and payments for capital assets) is
recognised in the statement of financial performance on the date of payment. The expense is classified as a capital
expense if the total consideration paid is more than the capitalisation threshold.
8.3 Accruals and payables not recognised
Accruals and payables not recognised are recorded in the notes to the financial statements at cost at the reporting
date.
8.4 Leases
8.4.1 Operating leases
Operating lease payments made during the reporting period are recognised as current expenditure in the statement
of financial performance on the date of payment.
The operating lease commitments are recorded in the notes to the financial statements.
8.4.2 Finance leases
Finance lease payments made during the reporting period are recognised as capital expenditure in the statement
of financial performance on the date of payment.
The finance lease commitments are recorded in the notes to the financial statements and are not apportioned
between the capital and interest portions.
Finance lease assets acquired at the end of the lease term are recorded and measured at the lower of:
• cost, being the fair value of the asset; or
• the sum of the minimum lease payments made, including any payments made to acquire ownership at the end
of the lease term, excluding interest.
9 Cash and cash equivalents
Cash and cash equivalents are stated at cost in the statement of financial position.
Bank overdrafts are shown separately on the face of the statement of financial position as a current liability.
For the purposes of the cash flow statement, cash and cash equivalents comprise cash on hand, deposits held,
other short-term highly liquid investments and bank overdrafts.
ACCOUNTING POLICIES
10 Prepayments and advances
Prepayments and advances are recognised in the statement of financial position when the department receives or
disburses the cash.
Prepayments and advances are initially and subsequently measured at cost.
11 Receivables
Receivables are recognised in the statement of financial position at cost plus accrued interest, where interest is
charged, less amounts already settled or written-off. Write-offs are made according to the department’s write-off
policy.
12 Investments
Investments are recognised in the statement of financial position at cost.
13 Financial assets
13.1 Financial assets (not covered elsewhere)
A financial asset is recognised initially at its cost plus transaction costs that are directly attributable to the acquisition
or issue of the financial asset.
At the reporting date, a department shall measure its financial assets at cost, less amounts already settled or
written-off, except for recognised loans and receivables, which are measured at cost plus accrued interest, where
interest is charged, less amounts already settled or written-off.
13.2 Impairment of financial assets
Where there is an indication of impairment of a financial asset, an estimation of the reduction in the recorded
carrying value, to reflect the best estimate of the amount of the future economic benefits expected to be received
from that asset, is recorded in the notes to the financial statements.
14 Payables
Payables recognised in the statement of financial position are recognised at cost.

15 Capital Assets
15.1 Immovable capital assets
Immovable assets reflected in the asset register of the department are recorded in the notes to the financial
statements at cost or fair value where the cost cannot be determined reliably. Immovable assets acquired in a
non-exchange transaction are recorded at fair value at the date of acquisition. Immovable assets are subsequently
carried in the asset register at cost and are not currently subject to depreciation or impairment.
Subsequent expenditure of a capital nature forms part of the cost of the existing asset when ready for use.
Additional information on immovable assets not reflected in the assets register is provided in the notes to financial
statements.
15.2 Movable capital assets
Movable capital assets are initially recorded in the notes to the financial statements at cost. Movable capital assets
acquired through a non-exchange transaction is measured at fair value as at the date of acquisition.
Where the cost of movable capital assets cannot be determined reliably, the movable capital assets are measured
at fair value and where fair value cannot be determined; the movable assets are measured at R1.
All assets acquired prior to 1 April 2002 (or a later date as approved by the OAG) may be recorded at R1.
Movable capital assets are subsequently carried at cost and are not subject to depreciation or impairment.
Subsequent expenditure that is of a capital nature forms part of the cost of the existing asset when ready for use.
ACCOUNTING POLICIES
15.3 Intangible assets
Intangible assets are initially recorded in the notes to the financial statements at cost. Intangible assets acquired
through a non-exchange transaction are measured at fair value as at the date of acquisition.
Internally generated intangible assets are recorded in the notes to the financial statements when the department
commences the development phase of the project.
Where the cost of intangible assets cannot be determined reliably, the intangible capital assets are measured at fair
value and where fair value cannot be determined; the intangible assets are measured at R1.
All assets acquired prior to 1 April 2002 (or a later date as approved by the OAG) may be recorded at R1.
Intangible assets are subsequently carried at cost and are not subject to depreciation or impairment.
Subsequent expenditure of a capital nature forms part of the cost of the existing asset when ready for use.
15.4 Project Costs: Work-in-progress
Expenditure of a capital nature is initially recognised in the statement of financial performance at cost when paid.
Amounts paid towards capital projects are separated from the amounts recognised and accumulated in work-
in-progress until the underlying asset is ready for use. Once ready for use, the total accumulated payments are
recorded in an asset register. Subsequent payments to complete the project are added to the capital asset in the
asset register.
Where the department is not the custodian of the completed project asset, the asset is transferred to the custodian
subsequent to completion.
16 Provisions and Contingents
16.1 Provisions
Provisions are recorded in the notes to the financial statements when there is a present legal or constructive
obligation to forfeit economic benefits as a result of events in the past and it is probable that an outflow of resources
embodying economic benefits or service potential will be required to settle the obligation and a reliable estimate
of the obligation can be made. The provision is measured as the best estimate of the funds required to settle the
present obligation at the reporting date.
16.2 Contingent liabilities
Contingent liabilities are recorded in the notes to the financial statements when there is a possible obligation that
arises from past events, and whose existence will be confirmed only by the occurrence or non-occurrence of one
or more uncertain future events not within the control of the department or when there is a present obligation that is
not recognised because it is not probable that an outflow of resources will be required to settle the obligation or the
amount of the obligation cannot be measured reliably.
16.3 Contingent assets
Contingent assets are recorded in the notes to the financial statements when a possible asset arises from past
events, and whose existence will be confirmed by the occurrence or non-occurrence of one or more uncertain future
events not within the control of the department.
16.4 Capital commitments
Capital commitments are recorded at cost in the notes to the financial statements.
17 Unauthorised expenditure
Unauthorised expenditure is recognised in the statement of financial position until such time as the expenditure is
either:
• approved by Parliament or the Provincial Legislature with funding and the related funds are received; or
• approved by Parliament or the Provincial Legislature without funding and is written off against the appropriation
in the statement of financial performance; or
• transferred to receivables for recovery.
Unauthorised expenditure is measured at the amount of the confirmed unauthorised expenditure.
ACCOUNTING POLICIES
18 Fruitless and wasteful expenditure
Fruitless and wasteful expenditure is recorded in the notes to the financial statements when confirmed. The amount
recorded is equal to the total value of the fruitless and or wasteful expenditure incurred.
Fruitless and wasteful expenditure is removed from the notes to the financial statements when it is resolved or
transferred to receivables or written off.
Fruitless and wasteful expenditure receivables are measured at the amount that is expected to be recoverable and
are de-recognised when settled or subsequently written-off as irrecoverable.
19 Irregular expenditure
Irregular expenditure is recorded in the notes to the financial statements when confirmed. The amount recorded is
equal to the value of the irregular expenditure incurred unless it is impracticable to determine, in which case reasons
therefor are provided in the note.
Irregular expenditure is removed from the note when it is either condoned by the relevant authority, transferred to
receivables for recovery, not condoned and removed or written-off.
Irregular expenditure receivables are measured at the amount that is expected to be recoverable and are de-
recognised when settled or subsequently written-off as irrecoverable.
20 Changes in accounting estimates and errors
Changes in accounting estimates are applied prospectively in accordance with MCS requirements.
Correction of errors is applied retrospectively in the period in which the error has occurred in accordance with MCS
requirements, except to the extent that it is impracticable to determine the period-specific effects or the cumulative
effect of the error. In such cases the department shall restate the opening balances of assets, liabilities and net
assets for the earliest period for which retrospective restatement is practicable.
21 Events after the reporting date
Events after the reporting date that are classified as adjusting events have been accounted for in the financial
statements. The events after the reporting date that are classified as non-adjusting events after the reporting date
have been disclosed in the notes to the financial statements.
22 Capitalisation reserve
The capitalisation reserve comprises of financial assets and/or liabilities originating in a prior reporting period,
but which are recognised in the statement of financial position for the first time in the current reporting period.
Amounts are recognised in the capitalisation reserves when identified in the current period and are transferred to
the National/Provincial Revenue Fund when the underlying asset is disposed, and the related funds are received.
23 Recoverable revenue
Amounts are recognised as recoverable revenue when a payment made in a previous financial year becomes
recoverable from a debtor in the current financial year. Amounts are either transferred to the Provincial Revenue
Fund when recovered or are transferred to the statement of financial performance when written-off.
24 Related party transactions
Related party transactions within the MEC’s portfolio are recorded in the notes to the financial statements when the
transaction is not at arm’s length.
The number of individuals and the full compensation of key management personnel is recorded in the notes to the
ACCOUNTING POLICIES
25 Inventories
At the date of acquisition, inventories are recognised at cost in the statement of financial performance.
Where inventories are acquired as part of a non-exchange transaction, the inventories are measured at fair value
as at the date of acquisition.
Inventories are subsequently measured at the lower of cost and net realisable value or where intended for distribution
(or consumed in the production of goods for distribution) at no or a nominal charge, the lower of cost and current
replacement value.
The cost of inventories is assigned by using the weighted average cost basis.
26 Employee benefits
The value of each major class of employee benefit obligation (accruals, payables not recognised and provisions) is
disclosed in the Employee benefits note.
NOTES TO THE ANNUAL FINANCIAL STATEMENTS
1. Annual Appropriation
1.1 Annual Appropriation
Included are funds appropriated in terms of the Appropriation Act and the Adjustments Appropriation Act for
Provincial Departments:
2019/2020 2018/19
Final Actual Funds Final Appropriation
PROGRAMME Appropriation Received Appropriation received
R’000 R’000 R’000 R’000
1. Administration 1 482 145 1 482 145 1 361 130 1 361 130
2.District Health Services 16 557 681 16 557 681 15 073 917 15 073 917
3.Emergency Medical Services 1 541 714 1 541 714 1 423 203 1 423 203
4.Provincial Hospital Services 9 274 405 9 274 405 8 746 469 8 746 469
5.Central Hospitals 19 111 200 19 111 200 17 135 226 17 135 226
6. Health Science and Training 1 151 743 1 151 743 1 123 296 1 123 296
7. Health Care Support Services 369 788 369 788 339 156 339 156
8. Health Facilities Management 2 090 143 2 090 143 1 559 933 1 559 933
Total 51 578 819 51 578 819 46 762 330 46 762 330
1.2 Conditional grants
Note 2019/2020 2018/19

R’000 R’000
Total grants received 34 12 002 758 10 536 371
2. Departmental Revenue
Note 2019/2020 2018/19

R’000 R’000
Sales of goods and services other than capital assets 2.1 628 763 648 660
Fines, penalties and forfeits 2.2 54 95
Interest, dividends and rent on land 2.3 915 764
Sales of capital assets 2.4 4 301 -
Transactions in financial assets and liabilities 2.5 94 212 131 284
Departmental revenue collected 728 245 780 803
2.1 Sales of goods and services other than capital assets
2019/2020 2018/19
R’000 R’000
Sales of goods and services produced by the Department 627 419 647 218
Sales by market establishment 30 261 36 547
Administrative fees 6 245 5 381
Other sales 590 913 605 290
Sales of scrap, waste and other used current goods 1 344 1 442
Total 628 763 648 660
2.2 Fines, penalties and forfeits
2019/2020 2018/19
R’000 R’000
Fines 54 95
Total 54 95
2.3 Interest, dividends and rent on land
2019/2020 2018/19
R’000 R’000
Interest Charged 915 764
Total 915 764
2.4 Sale of Capital assets
2019/2020 2018/19
R’000 R’000
Machinery and equipment 4 301 -
Total 4 301 -
2.5 Transactions in financial assets and liabilities
2019/2020 2018/19
R’000 R’000
Receivables 17 609 46 064
Other Receipts including Recoverable Revenue 76 603 85 220
Total 94 212 131 284
3. Compensation of Employees
3.1 Salaries and Wages
2019/2020 2018/19
R’000 R’000
Basic salary 18 199 763 16 939 103
Performance award 412 365 692 423
Service Based 21 099 19 964
Compensative/circumstantial 3 357 762 2 559 298
Periodic payments 326 167 261 890
Other non-pensionable allowances 3 479 894 3 267 635
Total 25 797 050 23 740 313
3.2 Social Contributions
Employer contributions 2019/2020 2018/19

R’000 R’000
Pension 2 167 652 2 032 851
Medical 1 231 913 1 123 994
UIF 1 710 161
Bargaining council 4 752 4 979
Total 3 406 027 3 161 985
Total compensation of employees 29 203 077 26 902 298

Average number of employees 77 162 66 281
4. Goods and services

Note 2019/2020 2018/19
R’000 R’000
Administrative fees 9 726 4 163
Advertising 4 106 1 819
Minor assets 4.1 23 846 22 614
Bursaries (employees) 1 481 1 285
Catering 5 836 2 333
Communication 56 482 70 436
Computer services 4.2 284 524 64 712
Consultants: Business and advisory services 371 706 370 024
Laboratory services 2 562 841 2 138 383
Legal services 133 864 101 023
Contractors 302 538 741 416
Agency and support / outsourced services 292 420 245 763
Audit cost – external 4.3 60 270 23 276
Fleet services 170 741 254 328
Inventory 4..4 9 119 570 8 514 481
Consumables 4.5 585 892 652 183
Operating leases 270 587 173 128
Property payments 4.6 2 812 777 1 796 428
Rental and hiring 1 385 996
Transport provided as part of the Departmental activities 904 317
Travel and subsistence 4.7 25 510 16 515
Venues and facilities 3 886 7 045
Training and development 12 681 23 772
Other operating expenditure 4.8 4 260 3 061
Total 17 117 833 15 229 501
Other operating expenditure: Relates to courier and laundry services. Property Payments: Relates to the
maintenance and utility payments for health facilities. Inventory: Relates to purchases of medication and
medical supplies. Consumables: Relates to payments for laboratory consumables. Agency and support /
outsourced services: Relates to payments, amongst others, for medical waste removal, payments to nursing
agencies and security services. Legal Services represent legal costs paid to the State Attorney. Laboratory
Services: The increase in Laboratory services is due to the payment of accruals at the beginning of 2019/20
financial year.
4.1 Minor assets
2019/2020 2018/2019
R’000 R’000
Tangible assets 23 846 22 614
Machinery and equipment 23 846 22 614
Total 23 846 22 614
4.2 Computer services
2019/2020 2018/2019
R’000 R’000
External computer service providers 284 524 64 712
Total 284 524 64 712
4.3 Audit cost – External
2019/2020 2018/2019
R’000 R’000
Regularity audits 25 966 23 263
Investigations 34 304 13
Total 60 270 23 276
Investigations consist of payments of old invoices to the Special Investigative Unit.
4.4 Inventory
Note 2019/2020 2018/2019

4 R’000 R’000
Clothing material and accessories 913 2 296
Food and food supplies 347 160 331 712
Fuel, oil and gas 345 993 262 538
Learning, teaching and support material 2 320 15 003
Materials and supplies 27 254 29 596
Medical supplies 3 950 926 3 619 139
Medicine 4 351 888 4 132 205
Other supplies 4.4.1 93 116 121 992
Total 9 119 570 8 514 481
4.4.1 Other supplies
2019/2020 2018/2019
R’000 R’000
Other 93 116 121 992
Total 93 116 121 992
Other supplies consist of toiletries, plastics, paper and related items.
4.5 Consumables
2019/2020 2018/2019
R’000 R’000
Consumable supplies 449 911 485 743
Uniform and clothing 120 776 116 950
Household supplies - 287 549
Building material and supplies 28 649 32 313
Communication accessories 8 141 -
IT consumables 11 668 11 472
Other consumables 280 677 37 459
Stationery, printing and office supplies 135 981 166 440
Total 585 892 652 183
Household supplies: Includes linen, groceries and cleaning detergents.

Other consumables: Includes fuel supplies, gas supplies, laboratory consumables and medical kits
4.6 Property payments
2019/2020 2018/2019
R’000 R’000
Municipal services 615 288 547 479
Property maintenance and repairs 1 488 073 646 426
Other 709 416 602 523
Total 2 812 777 1 796 428
The amount disclosed under other includes security services, cleaning and payments of laundry services.
4.7 Travel and subsistence
2019/2020 2018/2019
R’000 R’000
Local 18 553 13 323
Foreign 6 957 3 192
Total 25 510 16 515
4.8 Other operating expenditure
2019/2020 2018/2019
R’000 R’000
Professional bodies, membership and subscription fees 378 312
Resettlement costs 640 315
Other 3 242 2 434
Total 4 260 3 061
5. Interest and rent on land
2019/2020 2018/2019
R’000 R’000
Interest paid 2 381 7 794
Total 2 381 7 794
6. Payments for financial assets
2019/2020 2018/2019
R’000 R’000
Debts written off 3 999 5 764
Total 3 999 5 764
6.1 Debts written off
2019/2020 2018/2019
R’000 R’000
Nature of debts written off
Ex- employees and supplier debts written off 3 999 5 764
Total debt written off 3 999 5 764
This amount represents staff and supplier debts that was written off during the year. Debts were written off in
accordance with the Department’s policy and the Prescription Act. All possible measures were taken to ensure
that all debt due to the Department is recovered.
7. Transfers and Subsidies
Note 2019/2020 2018/2019

R’000 R’000
Provinces and municipalities 32 705 393 721 992
Departmental agencies and accounts Annex 1B 22 135 20 962
Higher education institutions Annex 1C 1 488 13 421
Non-profit institutions Annex 1F 672 292 615 281
Households Annex 1E 909 516 921 440
Total 2 310 824 2 293 096
8. Expenditure for Capital Assets
Note 2019/2020 2018/2019

R’000 R’000
Tangible assets 2 035 549 1 572 107
Buildings and other fixed structures 30 451 787 785 617
Machinery and equipment 28 1 583 762 786 490
Total 2 035 549 1 572 107
8.1 Analysis of funds utilised to acquire capital assets – 2019/20
Voted funds Total

R’000 R’000
Buildings and other fixed structures 451 787 451 787
Machinery and equipment 1 583 762 1 583 762
Total 2 035 549 2 035 549
8.2 Analysis of funds utilised to acquire capital assets – 2018/19
Voted funds Total

R’000 R’000
Buildings and other fixed structures 785 617 785 617
Total 1 572 107 1 572 107
8.3 Finance Lease expenditure included in Expenditure for Capital Assets
2019/2020 2018/2019
R’000 R’000
Tangible assets
Total 58 880 75 776
9. Unauthorised Expenditure
9.1 Reconciliation of unauthorised expenditure
Note 2019/2020 2018/2019

R’000 R’000
Opening balance - -
As restated 10,758 -
Closing balance 10,758 -
The R10m unauthorised expenditure is the balance incurred in the 2014/15 financial year previously disclosed
under Payables Note 16. 1.. A request to write off the balance will be forwarded to Provincial Legislature for
approval.
10. Cash and cash equivalents
2019/2020 2018/2019
R’000 R’000
Consolidated Paymaster General Account 774 597 684 181
Cash receipts (3) 69
Disbursements (12 698) -
Cash on hand 1 138 1 142
Total 763 034 685 392
11. Prepayments and Advances
2019/2020 2018/2019
R’000 R’000
Travel and subsistence 30 -
Total 30 -
12. Receivables
2019/20 2018/19
Note Current Non-current Total Current Non-current Total
R’000 R’000 R’000 R’000 R’000 R’000
Claims recoverable 12.1 1 570 - 1 570 1 511 - 1 511
Recoverable 12.2 1 233 - 1 233 1 383 - 1 383
expenditure
Staff debt 12.3 18 586 118 223 136 809 16 949 88 962 105 911
Other debtors 12.4 3 692 - 3 692 2 509 - 2 509
Total 25 081 118 223 143 304 22 352 88 962 111 314
12.1 Claims recoverable
2019/20 2018/19
R’000 R’000
Provincial Departments 1 570 1 511
Total 1 570 1 511
12.2 Recoverable expenditure (disallowance accounts)
2019/2020 2018/2019
R’000 R’000
Disallowance Damages & Losses 1 233 1 383
Total 1 233 1 383
12.3 Staff Debt
2019/2020 2018/2019
R’000 R’000
Breach of Contract 79 387 58 189
Employees 9 784 9 122
Ex-employees 37 936 31 637
Fraud 16 132
Suppliers 9 416 6 583
Other 270 248
Total 136 809 105 911
12.4 Other Debtors
2019/2020 2018/2019
R’000 R’000
Other Debtors -
Salary Disallowance Account 23 23
Salary reversal Control Account 3 344 1 930
Salary: Deduction Disallowance 17 19
Salary: Tax Debt 308 522
Garnishee - 2
Medical Aid - 13
Total 3 692 2 509
12.5 Impairment of receivables
2019/2020 2018/2019
R’000 R’000
Estimate of impairment of receivables 58 876 33 000
Total 58 876 33 000
Staff debts older than three years are impaired as the likelihood of recoverability is low.
13. Investments
2019/2020 2018/2019
R’000 R’000
Non-Current
Shares and other equity
Investment in Medical Supplies Depot 54 000 54 000
Total 54 000 54 000
The investments amount represents the initial investment in Medical Supplies Depot, no further investment
was made during the period.
14. Voted funds to be surrendered to the Revenue Fund
2019/2020 2018/2019
R’000 R’000
Opening balance 439 466 -
Transfer from statement of financial performance 905 156 751 770
Paid during the year (755 913) (312 304)
15. Departmental revenue to be surrendered to the Revenue Fund
2019/2020 2018/2019
R’000 R’000
Transfer from Statement of Financial Performance 728 245 780 803
Paid during the year (690 101) (768 213)
16. Payables – current
Note 2019/2020 2018/2019

R’000 R’000
Amounts owing to other entities (Medical Supplies Depot) 102 054 174 627
Other payables 17.1 11 045 32 736
Total 113 099 207 363
16.1 Other payables
2019/2020 2018/2019
R’000 R’000
Housing Loan Guarantees 1 2
Medical Aid 337 -
Salary: ACB Recalls 496 661
Salary: Bargaining Council 5 12
Salary: Income Tax 4 863 5 852
Salary: Pension Fund 662 990
Telkom Account 2 466 10 202
Unauthorised expenditure - 12 956
Other 2 215 2 061
Total 11 045 32 736
17. Net cash flow available from operating activities
Net surplus as per Statement of Financial Performance 1 633 400 1 532 573
Add back noncash/cash movements not deemed operating activities 481 754 412 666
Increase in receivables (2 729) 105 229
Increase in prepayments and advances (30) -
Increase in other current assets (10 758) -

Increase in Payables - Current (94 264) (184 153)
2019/2020 2018/2019
R’000 R’000
Expenditure on capital assets 2 035 549 1 572 107
Surrenders to Revenue Fund (1 446 014) (1 080 517)
Net cash flow generated by operating activities 2 115 155 1 945 239
18. Reconciliation of cash and cash equivalents for cash flow purposes
2019/2020 2018/2019
R’000 R’000
Consolidated Paymaster General account 774 597 684 181
Cash receipts (3) 69
Disbursement (12 698) -
Cash on hand 1 138 1 142
Total 763 034 685 392
19. Contingent liabilities and contingent assets
19.1 Contingent liabilities
Note 2019/2020 2018/2019

R’000 R’000
Liable to
Claims against the Department Annex 3B 23 792 948 22 095 038
Intergovernmental payables (unconfirmed balances) Annex 5 - 1 543
Total 23 792 948 22 096 581
20. Commitments
2019/2020 2018/2019
R’000 R’000
Capital commitments
Building and Other Fixed structure 1 453 384 1 875 861
Machinery and Equipment 475 692 233 112
Total 1 929 076 2 108 973
Comparative figures were changed due to a change in the Modified Cash Standard regarding the treatment of
Commitments.
21. Accruals and Payables not recognised
21.1 Accruals
2019/20 2018/19
R’000 R’000
Listed by economic classification 30 Days 30+ Days Total Total
Goods and services 82 911 358 833 441 744 497 885
Total 82 911 358 833 441 744 497 885
Listed by programme level

Administration 26 136 37 423
District Health Services 92 328 104 231
Emergency Medical Services 13 955 10 966
Provincial Hospital Services 192 733 176 710
Central Hospital Services 101 673 160 895
Health Training and Sciences 2 698 3 117
Health Care Support Services 12 221 4 543
Total 441 744 497 885

21.2 Payables not recognised
2019/20 2018/19
Listed by economic classification 30 Days 30+ Days R’000 R’000

Goods and services 1 980 699 1 670 814 3 651 513 4 340 323
Transfers and subsidies 16 16 16
Capital assets 3 945
Total 1 980 699 1 670 830 3 651 529 4 344 284
2019/2020 2018/2019
Listed by programme level R’000 R’000
Administration 1 451 261 1 257 991
District Health Services 408 727 485 132
Emergency Medical Services 82 672 148 394
Provincial Hospital Services 823 748 951 002
Central Hospital Services 679 524 1 257 063
Health Training and Sciences 7 962 5 787
Health Care Support Services 15 087 21 077
Health Facilities Management 182 548 217 838
Total 3 651 529 4 344 284
Confirmed balances with other Departments 83 544 101 693

Confirmed balances with other government entities 475 413 754 543
Total 558 957 856 236
22. Employee benefits
2019/20 2018/19
R’000 R’000
Leave entitlement 1 058 926 978 085
Service bonus 690 817 644 633
Performance awards 224 380 404 917
Capped leave commitments 337 238 357 254
Long Service Award 18 847 19 688
Total 2 330 208 2 404 577
23. Lease commitments
23.1 Operating leases
Buildings Machinery Total

and other fixed and
structures equipment
2019/20 R’000 R’000 R’000
Not later than 1 year 48 530 53 507 102 037
Later than 1 year and not later than 5 years 144 747 24 327 169 074
Total lease commitments 193 277 77 834 271 111
Buildings and Machinery Total

other fixed and
structures equipment
2018/19 R’000 R’000 R’000
Not later than 1 year 50 187 70 272 120 459
Later than 1 year and not later than 5 years 193 277 78 113 271 390
Total lease commitments 243 464 148 384 391 848
23.2 Finance leases
Machinery Total
and
equipment
2019/20 R’000 R’000
Not later than 1 year 23 243 23 243
Later than 1 year and not later than 5 years 16 737 16 737
Total lease commitments 39 980 39 980
Machinery Total
and
equipment
2018/2019 R’000 R’000
Not later than 1 year 28 841 28 841
Later than 1 year and not later than 5 years 13 700 13 700
Total lease commitments 42 541 42 541
24. Accrued Departmental revenue
2019/20 2018/19
R’000 R’000
Sales of goods and services other than capital assets 1 958 010 2 982 039
Total 1 958 010 2 982 039
24.1 Analysis of Accrued Departmental revenue
2019/20 2018/19
R’000 R’000
Opening balance 2 982 039 2 665 804
Less: amounts received (505 390) (504 520)
Add: amounts recorded 1 166 496 1 200 897
Less: amounts written-off/reversed as irrecoverable (1 685 135) (380 142)
Closing balance 1 958 010 2 982 039
24.2 Accrued Department revenue written off
2019/20 2018/19
Nature of losses R’000 R’000
Patient Debts written off 1 685 135 380 142
Total 1 685 135 380 142
Write off is due to the Departments review of Debtors book resulting in discovery of irrecoverable debts. An
amount of R1,6 billion was written off after taking into account the effects of COVID-19 and the effect it had on
the economy. The recoverability of debt had to be taken into account and necessary adjustments be made.
24.3 Impairment of accrued Departmental revenue
Estimate of impairment of accrued Departmental revenue 1 491 068 2 602 411

Total 1 491 068 2 602 411
The amount that has been impaired relates to patient debts and is according to the Department’s Policy.
An interest amount of R41 Million was calculated for foreign patients, however due to the current systems
limitations, this amount was not charged. The Department has appointed a service provider to enhance the
system. This amount was therefore not recognised in the Accrued Departmental Revenue.
25. Irregular Expenditure
25.1 Reconciliation of irregular expenditure
2019/20 2018/19
R’000 R’000
Opening balance 13 550 645 10 688 489
Add: Irregular expenditure – relating to prior year 483 713 570 088
Add: Irregular expenditure – relating to current year 1 835 281 2 292 068
Closing balance 15 869 639 13 550 645
Analysis of awaiting condonation per age classification

Current year 1 835 281 2 292 068
Prior years 14 034 358 11 258 577
Total 15 869 639 13 550 645
25.2 Details of irregular expenditure – added current year
Disciplinary steps taken/criminal 2019/20

Consignment stock Disciplinary steps finalized,
condonation to be applied for. 545 211
Security Contracts Disciplinary steps finalized,
Outsourced Nursing stuff 2000 Critical Posts have been
approved. 97 698
SAICA Disciplinary steps finalized,
SA Board of People practice Disciplinary steps finalized,
condonation to be applied for. 131
SCM Processes not followed Training and up skilling of officials is
being implemented. 113 981
Contract Extensions Training and up skilling of officials is
Telkom V Block Awaiting criminal proceedings to be
concluded. 60 000
Irregular relating to prior year Disciplinary steps finalized,
Public Service Commission Findings Disciplinary steps finalized,
SCM Processes not followed Training and up skilling of officials is
Total 2 318 994
25.3 Irregular Expenditure under assessment

Details of Irregular expenditure 2019/20
Gratuity Payment to former MEC G. Ramakgopa 1 582
26. Fruitless and wasteful expenditure
26.1 Reconciliation of fruitless and wasteful expenditure
2019/20 2018/19
R’000 R’000
Fruitless and wasteful expenditure – relating to current year 9 353 26 682
Less: Amounts resolved (484 378) -
26.2 Analysis of awaiting condonation
Current 9 353 484 378

Total 9 353 484 378
26.3 Analysis of Current year’s (relating to current and prior years) fruitless and wasteful expenditure
Disciplinary steps taken/criminal 2019/20

Interest paid to Overdue Accounts Under investigation 1 365
Interest paid by DID Under investigation 175
Interest on Litigations Under investigation 7 814
Total 9 353
26.4 Details of Fruitless and wasteful expenditure written off

2019/20
Payments made R’000
Interest on overdue accounts 530 716
Expired Medication 25 940
Other 68 939
Variation Orders 340 157
Interest previously written off (481 374)
Total 484 378
27. Related party transactions
2019/20 2018/19
Payments made R’000 R’000
Goods and services 4 589 826 4 496 602
Total 4 589 826 4 496 602
Year end balances arising from payments

Payables to related parties 398 352 614 687
Total 398 352 614 687
Medical Supplies Depot is a related party to the Department, falling under the control of one MEC with the Department. MSD
supplies medicine to the Department.
28. Key Management Personnel
No. of 2019/20 2018/19

Individuals R’000 R’000
Political Office Bearers (MEC) 2 2 099 1 978
Level 15 to 16 8 15 736 5 288
Level 14 29 38 374 20 090
Family members of key management personnel 3 1 137 1 192
Total 57 346 28 548
Key management include all staff members who drive the strategy of the department.
29. Provisions
2019/20 2018/19
R’000 R’000
Litigation Claims Against the Department - 140 599
Total - 140 599
29.1 Reconciliation of movement in provisions – 2019/20
Legal Total
provisions
R’000 R’000
Settlement of provision (140 599) (140 599)
Closing balance - -
29.2 Reconciliation of movement in provisions – 2018/19
Legal Bonuses OSD Total

provisions
R’000 R’000 R’000 R’000
Opening balance 140 599 413 000 9 274 562 873
Reversal of Provision (413 000) (9 274) (422 274)
Closing balance 140 599 - - 140 599
30. Movable Tangible Capital Assets
MOVEMENT IN MOVABLE TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR
ENDED 31 MARCH 2020
Opening Value Additions Disposals Closing
balance adjustments Balance
R’000 R’000 R’000 R’000 R’000
MACHINERY AND EQUIPMENT 6 552 312 - 1 608 180 (112 048) 8 048 444
Transport assets 653 174 - 314 988 (2 324) 965 838
Computer equipment 271 346 - 42 656 (34 037) 279 965
Furniture and office equipment 165 076 - 8 461 (7 393) 166 144
Other machinery and equipment 5 462 716 - 1 242 075 (68 294) 6 636 497
TOTAL MOVABLE TANGIBLE 6 552 312 - 1 608 180 (112 048) 8 048 444
30.1 Additions
ADDITIONS TO MOVABLE TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR
ENDED 31 MARCH 2020
Cash Non-cash Finance Received Total
lease current, not
payments paid (Paid
current year,
received
prior year)
R’000 R’000 R’000 R’000 R’000
MACHINERY AND EQUIPMENT 1 583 761 4 238 (58 880) 78 997 1 608 180
Transport assets 354 883 - (42 631) 2 736 314 988
Computer equipment 33 333 3 221 - 6 102 42 656
Furniture and office equipment 7 110 996 - 355 8 461
Other machinery and equipment 1 188 435 85 (16 249) 69 804 1 242 075
TOTAL MOVABLE TANGIBLE
CAPITAL ASSETS 1 583 761 4 302 (58 880) 78 997 1 608 180
30.2 Disposals
DISPOSALS OF MOVABLE TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR
ENDED 31 MARCH 2020
Sold for Non-cash Total
cash disposal disposals
R’000 R’000 R’000
MACHINERY AND EQUIPMENT - 112 048 112 048
Transport assets - 2 324 2 324
Computer equipment - 34 037 34 037
Furniture and office equipment - 7 393 7 393
Other machinery and equipment - 68 294 68 294
TOTAL DISPOSAL OF MOVABLE TANGIBLE CAPITAL ASSETS - 112 048 112 048
30.3 Movement for 2018/2019

MOVEMENT IN MOVABLE TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR
ENDED 31 MARCH 2019
Opening Value Closing
balance adjustments Additions Disposals Balance
R’000 R’000 R’000 R’000 R’000
MACHINERY AND EQUIPMENT 5 826 424 1 614 760 151 (37 763) 6 552 312
Transport assets 528 898 923 123 353 - 653 174
Computer equipment 252 760 20 19 680 (1 114) 271 346
Furniture and office equipment 160 547 (11) 5 254 (714) 165 076
Other machinery and equipment 4 884 219 2 568 611 864 (35 935) 5 460 830
TOTAL MOVABLE TANGIBLE CAPITAL
ASSETS 5 826 424 3 500 760 151 (37 763) 6 552 312
Prior Year Errors relating to 2018/19 affecting opening balance R’000

Value Adjustment (348)
Value Adjustment 1 062
Transport asset not included in the asset register 2 786
Total 3 500
30.4 Minor assets
MOVEMENT IN MINOR ASSETS PER THE ASSET REGISTER FOR THE YEAR ENDED AS AT 31 MARCH
2020
Machinery and
equipment Total
R’000 R’000
Value Adjustment - -
Additions 26 640 26 640
Disposals (35 349) (35 349)
TOTAL MINOR ASSETS 698 744 698 744
Number of R1 minor Assets are 612 419, all machinery and equipment
MOVEMENT IN MINOR ASSETS PER THE ASSET REGISTER FOR THE YEAR ENDED
AS AT 31 MARCH 2019
Machinery and
equipment Total
R’000 R’000
Prior year error 96 96
Additions 11 773 11 773
Disposals (5 853) (5 853)
TOTAL MINOR ASSETS 707 453 707 453
30.4.1 Prior Period Error
Prior Year Errors relating to 2018/19 affecting opening balance R’000

Value Adjustment 96
Total 96
30.5 Section 42 Movable Capital Assets
MAJOR ASSETS TO BE TRANSFERRED IN TERMS OF S42 of the PFMA – 31 MARCH 2020

Machinery and Total
Equipment
Number of Assets 1 1
Value of Assets (R’000) 900 900
31. Intangible Capital Assets
MOVEMENT IN INTANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE

YEAR ENDED 31 MARCH 2020
Opening Closing
balance Additions Disposals Balance
R’000 R’000 R’000 R’000
SOFTWARE 55 617 - - 55 617
TOTAL INTANGIBLE CAPITAL ASSETS 55 617 - - 55 617
31.1 Movement for 2018/2019
MOVEMENT IN INTANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31
MARCH 2019
Opening Closing
balance Disposals Balance
R’000 R’000 R’000
SOFTWARE 55 617 55 617
32. Immovable Tangible Capital Assets
MOVEMENT IN THE IMMOVABLE TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR
ENDED 31 MARCH 2020
Opening Closing
balance Additions Disposals Balance
R’000 R’000 R’000 R’000
BUILDINGS AND OTHER FIXED
STRUCTURES 3 182 367 291 246 - 3 473 613
Other fixed structures 3 182 367 291 246 - 3 473 613
TOTAL IMMOVABLE TANGIBLE CAPITAL
ASSETS 3 182 367 291 246 - 3 473 613
32.1 Additions
Capital Work in
Cash Non Cash Progress Total
R’000 R’000 R’000 R’000
BUILDING AND OTHER FIXED
STRUCTURES
Other fixed structures 451 786 281 508 (442 048) 291 246
TOTAL ADDITIONS TO IMMOVABLE
TANGIBLE CAPITAL ASSETS 451 786 281 508 (442 048) 291 246
32.2 Movement in Immovable Tangible Asset Register for 2018/2019
Opening Prior Period

balance Error Additions Closing Balance
R’000 R’000 R’000
STRUCTURES 1 632 824 941 271 608 272 3 182 367
Other fixed structures 1 632 824 941 271 608 272 3 182 367
TOTAL IMMOVABLE TANGIBLE
CAPITAL ASSETS 941 271
1 632 824 608 272 3 182 367
Prior Year Error 941 271

Adjustments of values on the asset register 941 271
32.3 Capital Work-in-progress
CAPITAL WORK-IN-PROGRESS AS AT 31 MARCH 2020
Opening Ready for

Note balance Current Year use (Assets Closing balance
Annex 7 1 April 2019 WIP to the AR) 31 March 2020
R’000 R’000 R’000 R’000
Buildings and other fixed
structures 1 191 789 451 786 (319 060) 1 324 515
TOTAL 1 191 789 451 786 (319 060) 1 324 515
2019/2020
Amount
Age analysis on ongoing projects R’000
0 to 1 Year -
1 to 3 Years 143 416
3 to 5 Years 384 123
Longer than 5 Years 796 976
Total 1 324 515
CAPITAL WORK-IN-PROGRESS AS AT 31 MARCH 2019

Prior Year Closing
Opening adjustments Ready for balance
balance Current Year use (Assets 31 March
1 April 2018 WIP to the AR) ) 2019
R’000 R’000 R’000 R’000
Buildings and other fixed structures 2 306 300 (1 276 771) 770 532 (608 272) 1 191 789
TOTAL 2 306 300 (1 276 771) 770 532 (608 272) 1 191 789
Age analysis on ongoing projects 2018/19

Amount
R’000
0 to 1 Year 95 871
1 to 3 Years 422 159
3 to 5 Years 604 752
Longer than 5 Years 69 007
Total 1 191 789
Prior Period Error
Incorrect classification of goods and services as capital 1 276 771
32.4 Assets to be transferred in terms of S42 of the PFMA -2019/20
Buildings and other fixed structures No of Assets Value of Assets

other fixed structures 5 2 664 998
Total 5 2 664 998
33. Prior period errors
33.1 Correction of prior period errors
Note Amount before Prior period Restated

error correction error Amount
2018/19 2018/19 2019/20
000 000 000
Contingent Liabilities 19 24 754 605 (2 659 567) 22 095 038
Contingent Assets 19 29 429 (29 429) -
Employee Benefits 22 1 007 514 (29 429) 978 085
Work In Progress 32.2 2 468 560 (1 276 771) 1 191 789
Intangible Assets 31 55 637 (20) 55 617
Net effect 28 315 745 (3 995 216) 24 320 529
Contingent Liabilities - Opening balance reduced by Letters of demand balance included in the prior year.
Contingent Assets - Negative leave balance previously disclosed as contingent assets has been netted off
against the leave entitlement during the current financial year.
Employee Benefits - Negative leave balance previously disclosed as contingent assets has been netted off
against the leave entitlement during the current financial year.
Work in Progress – Goods and Services incorrectly classified as Work in Progress

Intangible Assets – Correction of balance between the register and the 2018/19 AFS
34. STATEMENT OF CONDITIONAL GRANTS RECEIVED
GRANT ALLOCATION SPENT 2018/19

Division of Roll DORA Total Amount Amount Under / % of Division Amount
Revenue Act/ Overs Adjustments Available received spent by (Overspending) available of spent by
Provincial by Department funds Revenue Department
NAME OF Grants Department spent by Act
DEPARTMENT Department
R’000 R’000 R’000 R’000 R’000 R’000 % R’000 R’000
Comprehensive
HIV and AIDS 4 410 835 8 951 4 419 786 4 419 786 4 315 326 104 460 98% 4 239 277 3 965 836
Health
Professional
Training &
Development 1 027 240 33 239 1 060 479 1 060 479 1 029 247 31 232 97% 983 712 947 885
Hospital Facilities
Revitalisation
Grant 859 028 859 028 859 028 859 012 16 100% 892 084 779 939
National Tertiary
Services 4 724 843 252 205 4 977 048 4 977 048 4 831 512 145 536 97% 4 390 192 4 137 621
Human
Papillomavirus 1
Vaccine Grant 28 841 5 359 (9 116) 25 084 25 084 25 058 26 00% 27 312 21 670
EPWP Social
Sector Incentive
Grant 26 197 26 197 26 197 25 498 699 97% 1 470 1 404
EPWP Integrated
Grant to Provinces 2 187 2 187 2 187 2 187 - 100% 2 324 2 160
Human Resources
Capacitating
Grant 135 235 88 057 223 292 223 292 223 291 1 100%
Tuberculosis
Component 85 120 85 120 85 120 101 145 (16 025) 119%
Community
Outreach Service
Comp 270 779 270 779 270 779 246 355 24 424 91%
National Health
Insurance 53 758 53 758 53 758 53 579 179 100%
Total 11 570 305 299 754 132 699 12 002 758 12 002 758 11 712 210 290 548 98% 10 536 371 9 856 515
237
35. STATEMENT OF CONDITIONAL GRANTS AND OTHER TRANSFERS PAID TO MUNICIPALITIES
2019/20 2018/19
GRANT ALLOCATION
DoRA Adjustments Total Actual Division of Actual
and other Available Transfer Revenue Act Transfer
NAME OF transfers
MUNICIPALITY R’000 R’000 R’000 R’000 R’000
City of Johannesburg
Metro 216 483 68 946 285 428 285 428 282 058 282 061
City of Tshwane Metro 66 475 66 475 66 475 104 730 104 680
Ekurhuleni Metro 337 299 337 299 337 299 319 206 319 206
West Rand District
Council 8 248 8 248 7 943 7 796 7 796
Sedibeng District
Council 8 769 8 769 8 248 8 249 8 249
TOTAL 637 274 68 946 706 220 705 393 722 039 721 992
36. Non- Adjusting events after the reporting date
Nature of the event: COVID-19

The COVID-19 pandemic has affected the country and the world at lard.
This has forced the country to enter into a major Health expenditure to curb the spread of the virus and prevent
deaths.
The President announced a Lockdown of the country from the 26 March 2020 until further notice, as a mitigating
strategy to the virus, this however had to be coupled with major expenditure in the health sector for procurement
of Personal Protective Clothing as well as provision of medical assistance for treatment of those infected and
affected by the pandemic.
Financial Effect of the event

The Effect of the pandemic has been felt from April 2020 in the appropriation of the Department.
Major expenditure had to be incurred in the subsequent financial year.
The effect on the 2019/20 fiscal year cannot be quantified as the country had not prepared any statistics of
the COVID-19 patients before 26 March 2020. Although the pandemic has affected the world since November
2019, our expenditure had been recorded as normal voted funds, therefore the effect of COVID-19 cannot be
quantified in the 2019/20 AFS.
Nature of the event: Transfer of Immovable Assets

The Department initiated a transfer of Immovable Assets on the 23 March 2020 to the Department of Infrastructure
Development.
These assets were eventually accepted by DID in August 2020. There are not financial implications on the
Department’s financial position as these projects had been completed in the previous years.
ANNEXURE 1A
STATEMENT OF CONDITIONAL GRANTS AND OTHER TRANSFERS PAID TO MUNICIPALITIES (UNAUDITED ANNEXURE)
NAME OF GRANT ALLOCATION TRANSFER SPENT 2017/18

MUNICI- DoRA Roll Adjustments Total Actual Funds Re- Amount Amount Unspent % of Division Actual
PALITY and other Overs Available Transfer Withheld allocations received spent by funds available of transfer
transfers by National by municipality funds Revenue
Treasury municipality spent by Act
or National municipality
Department
R’000 R’000 R’000 R’000 R’000 R’000 % R’000 R’000 R’000 % R’000 R’000
Primary
Health
Care
Catego-
ry A
City of Jo-
hannesburg
Metro 136 192 136 192 136 192 128 726 128 726
City of
Tshwane
Metro 52 096 52 096 52 096 49 837 49 837
Ekurhuleni
Metro 145 898 145 898 145 898 137 900 137 900
HIV AND
AIDS
Category A
City of Jo-
hannesburg
Metro 25 135 25 135 25 135 23 000 23 000
City of
Tshwane
Metro 14 379 14 379 14 379 13 989 13 989
Ekurhuleni
Metro 14 368 14 368 14 368 13 978 13 978
Category B -
ANNEXURES TO THE ANNUAL FINANCIAL STATEMENTS
West Rand
District
Council 8 248 8 248 8 248 7 796 7 796
Sedibeng
District
Council 8 769 8 769 7 943 8 249 8 249
239
NAME OF GRANT ALLOCATION TRANSFER SPENT 2017/18
240
MUNICI- DoRA Roll Adjustments Total Actual Funds Re- Amount Amount Unspent % of Division Actual
PALITY and other Overs Available Transfer Withheld allocations received spent by funds available of transfer
transfers by National by municipality funds Revenue
Treasury municipality spent by Act
or National municipality
Department
R’000 R’000 R’000 R’000 R’000 R’000 % R’000 R’000 R’000 % R’000 R’000
City of Jo-
hannesburg
Metro 70 68 946 69 016 124 102 130 332 130 332
City of
Tshwane
Metro - 40 854 40 854
Ekurhuleni
Metro 177 033 177 033 177 033 167 328 167 328
Catego-
ry C
West Rand
District
Council
TOTAL 582 188 68 946 651 134 705 394 721 989 721 992
ANNEXURE 1B
STATEMENT OF TRANSFERS TO DEPARTMENTAL AGENCIES AND ACCOUNTS (UNAUDITED ANNEXURE)
TRANSFER ALLOCATION TRANSFER 2018/19

Adjusted Roll Adjustments Total Actual % of Final
Appropriation Overs Available Transfer Available Appropriation
funds
Transferred
DEPARTMENTAL AGENCY/ ACCOUNT R’000 R’000 R’000 R’000 R’000 % R’000
Health and Welfare Seta (HW-SETA) 22 135 - - 22 135 22 135 100% 20 962
Total 22 135 - - 22 135 22 135 100% 20 962
ANNEXURE 1C STATEMENT OF TRANSFERS TO HIGHER EDUCATION INSTITUTIONS
(UNAUDITED ANNEXURE)
NAME OF HIGHER EDUCATION TRANSFER ALLOCATION TRANSFER 2018/2019

INSTITUTION Adjusted Roll Adjustments Total Actual Amount not % of Final
Appropriation Overs Available Transfer transferred Available Appropriation
funds
Transferred
R’000 R’000 R’000 R’000 R’000 R’000 % R’000
2 000
University of Witwatersrand
2 163 (2 163) 441 (441)
5 000
University of Johannesburg
5 334 (5 334) 550 (550)
2 880
Sefako Makgatho Health Science University

(1 392) 1 488 184 1 304 12% 2 681
4 276 4 000
University of Pretoria
(4 276) 313 (313)
TOTAL 14 653 (13 165) 1 488 1 488 13 681
ANNEXURE 1D STATEMENT OF TRANSFERS TO NON-PROFIT INSTITUTIONS (UNAUDITED ANNEXURE)
TRANSFER ALLOCATION EXPENDITURE 2018/19

% of
Adjusted Available
Appropriation Roll Total Actual funds Final
Act overs Adjustments Available Transfer transferred Appropriation
NON-PROFIT INSTITUTIONS R’000 R’000 R’000 R’000 R’000 % R’000
Transfers
Community Based Services(Mental Health NPOs) 201 707 (27 800) 173 907 173 978 100% 191 207
HIV AND aids (NGOS) 103 328 (17 500) 85 828 85 744 100% 79 264
Nutrition Provincial (NGOs) 61 827 (3 200) 58 627 58 586 100% 58 548
Community Health Clinic (Witkoppen Clinic) 14 053 - 14 053 14 053 100% 13 308
Community Based Services (EPWP NPOs) 127 261 (89 018) 38 243 38 242 100% 120 511
Community Based Services 1 785 1 785 1 689 95% 1 690

(Specialised Services NPOS & Rehabilitation)
Nelson Mandela Children’s Hospital 300 000 3 00 000 3 00 000 100% 200 000
TOTAL 809 961 (137 518) 672 443 672 292 664 528
241
242
ANNEXURE 1E
STATEMENT OF TRANSFERS TO HOUSEHOLDS (UNAUDITED ANNEXURE)
TRANSFER ALLOCATION EXPENDITURE 2018/19

Adjusted Roll Adjustments Total Actual % of Final
Appropriation Overs Available Transfer Available Appropriation
Act funds
Transferred
HOUSEHOLDS R’000 R’000 R’000 R’000 R’000 % R’000
Transfers
Household Employee Benefit: Injury on Duty 9 100 5 9 105 3 107 34% 9 310
Household Employee Benefit: Leave Gratuity 91 703 188 91 891 109 947 120% 89 481
Household Employee Benefit: Post-retirement benefit -
Household: Other Transfers(Cash)

Household Bursaries: (non-employee) 234 579 234 579 295 328 126% 148 642
Household Claims against State (Cash) 2 587 510 000 512 587 501 130 98% 288 376
H/H Donations &Gifts (Cash) - - - - 4 - -
TOTAL 337 969 - 510 193 848 162 909 516 - 535 809
ANNEXURE 1 F-
STATEMENT OF GIFTS, DONATIONS AND SPONSORSHIPS RECEIVED (UNAUDITED ANNEXURE)
NAME OF THE DONOR NATURE OF GIFT, DONATION OR 2019/20 2018/19

SPONSORSHIP R’000 R’000
Received in Cash
Various Donors 5
5
Received in Kind Various Items 2 002
Various Donors Computer Equipment 23
Other Machinery and Equipment 18
Furniture and office equipment -
Pharmaceuticals 23 973 46 157
TOTAL 23 973 46 203
ANNEXURE 3B
STATEMENT OF CONTINGENT LIABILITIES AS AT 31 MARCH 2020
Nature of Liability Opening Prior Restated Liabilities Liabilities paid/ Closing Balance 31
Balance Year Opening incurred cancelled/reduced March 2020
1 April 2019 Error Balance during the year during the year
R’000 R’000 R’000 R’000 R’000 R’000
Claims against the
Department
Medico – Legal matters 21 230 300 (1 604 465) 19 625 835 1 931 395 (329 597) 21 227 633
Civil Claims 2 003 470 (940 812) 1 062 658 109 188 (28 558) 1 143 288
Vehicle Liability 12 743 (515) 12 228 382 12 610
Premature termination of -
contracts 1 508 092 (113 775) 1 394 317 1 394 317
Medico Legal to Mediation 15 000 15 000
TOTAL 24 754 605 (2 659 567) 22 095 038 2 056 065 (358 155) 23 792 948
243
244
ANNEXURE 4
CLAIMS RECOVERABLE
Unconfirmed balance
Confirmed balance outstanding outstanding Total
31/03/2020 31/03/2019 31/03/2020 31/03/2019 31/03/2020 31/03/2019
Government Entity R’000 R’000 R’000 R’000 R’000 R’000
Department
Mpumalanga: Department of Health (C5) - - 56 26 56 26
Eastern Cape: Department of Health (D2) - - 23 26 23 26
Eastern Cape Department of Education (D5) - - 63 63
-
Limpopo Department of Health and Social Development (P4) - 235 345 235 345
Western Cape Department of Health (U3) - - 99 199 99 199

SA National Defence Force (W1) - - 49 49
Free State Department of Health (V5) - - 167 112 167 112
North West Health (3Y) - - 623 253 623 253
Limpopo Social Development(Q7) - - 23 - 23
National Department of Labour (33) - - - 34 - 34
National Department of Health(20) - - - 80 - 80
KZN Department of Health (3K) - - 311 218 311 218
Limpopo Province Education (P8) - - 18 - 18
National Department of Water & Sanitation (36) - 26 24 26 24
National Department of Correctional Services (95) - 48 25 48 25
Rural Development and Land Reform (42) - - 34 - 34
Mpumalanga Department of Health & Social Services (Patient 26 860 - - 26 759 26 860 26 759
fees)
Department of Correctional Services (Patient fees) - - 24 884 30 920 24 884 30 920
South African Police Services (Patient fees) - - 20 895 17 811 20 895 17 811
Limpopo Department of Health and Social Development (Patient 37 918 - - 26 748 37 918 26 748
fees)
North West Department of Health and Social Development (Patient 62 165 - - 62 995 62 165 62 995
fees)
SA National Defence Force (Patient fees) - - 1 080 1 106 1 080 1 106
National Department of Justice (Patient Fees) 19 197 - - 26 653 19 197 26 653
Gauteng Emergency Medical Services (Special event fees) - 1 061 1 154 - 1 154 1 061
TOTAL 146 140 1 061 49 601 194 521 195 741 195 582
Patient Fees to the value of R194 million is included on Annexure 4 but not reflecting on BAS.
ANNEXURE 5
INTER-GOVERNMENT PAYABLES
Unconfirmed balance
Confirmed balance outstanding outstanding TOTAL
GOVERNMENT ENTITY
31/03/2020 31/03/2019 31/03/2020 31/03/2019 31/03/2020 31/03/2019
R’000 R’000 R’000 R’000 R’000 R’000
DEPARTMENTS
Gauteng Office of the Premier (G6) 68 - - - 68 -
Department of Justice 79 726 101 638 - - 79 726 101 638
Gauteng Department of E-Government 60 - - - 60 -
Department of Communication and information Systems 18 - - - 18 -
Department of Higher Education 1 - - - 1 -
Gauteng Department of Social Development 109 - - - 109 -

North West Department of Health 28 - - 28
Gauteng Department of Agriculture 132 - - - 132 -
Eastern Cape Department of Health 14 - - - 14 -
Northern Cape Department of Health 248 - - - 248 -
Kwa-Zulu Natal Department of Health 95 - - - 95 -
South African Police Service 34 - - - 34 -
Northwest Department of Health 28 - - - 28 -
Western Cape department of Health 134 - - - 134 -
Limpopo Department of health 108 108
National department of Public Works 2 769 2 769
National Department of Health 27 - - 27
Subtotal 83 544 101 693 - - 83 544 101 693
OTHER GOVERNMENT ENTITY

Current
Medical Supplier Deport 392 988 614 687 282 160 614 687
Medical Supplies Deport (Salary) -
G-Fleet 77 061 110 194 1 543 77 061 111 737

Special Investigating Units 29 662 29 662
Subtotal 470 049 754 543 1 543 - 359 221 756 086
TOTAL 553 593 856 236 1 543 - 442 765 857 779
245
ANNEXURE 6
246
INVENTORIES
Note 2019/20 2018/19

Inventories R’000 R’000
Opening balance 1 077 960 981 336
Add/(Less): Adjustments to prior year balance - -
Add: Additions/Purchases – Cash 9 119 570 8 514 481
Add: Additions - Non-cash - -
(Less): Disposals - (3 503)
(Less): Issues (5 583 211) (8 228 071)
Add/(Less): Received current, not paid (Paid current year, received prior year) - -
Add/(Less): Adjustments 2 698 854 (186 283)
Closing balance 1 915 465 1 077 960
Work in progress, stock takes were affected by the national Lock Down, therefore Stock on hand is affected.
ANNEXURE 7
MOVEMENT IN CAPITAL WORK IN PROGRESS
MOVEMENT IN CAPITAL WORK IN PROGRESS FOR THE YEAR ENDED 31 MARCH 2020
Opening balance Current Year Capital WIP Ready for use (Asset Closing
register) / Contract balance
terminated
R’000 R’000 R’000 R’000
BUILDINGS AND OTHER FIXED STRUCTURES 1 191 789 451 786 (319 060) 1 324 515
Other fixed structures 1 191 789 451 786 (319 060) 1 324 515
TOTAL 1 191 789 451 786 (319 060) 1 324 515

MOVEMENT IN CAPITAL WORK IN PROGRESS FOR THE YEAR ENDED 31 MARCH 2019
Ready for use (Asset
register) / Contract
Opening balance Prior period error Current Year Capital WIP terminated Closing balance
R’000 R’000 R’000 R’000 R’000

STRUCTURES 2 306 300 (1 276 771) 770 532 (608 272) 1 191 789
Other fixed structures 2 306 300 (1 276 771) 770 532 (608 272) 1 191 789
TOTAL 2 306 300 (1 276 771) 770 532 ((608 272) 1 191 789
247
SECTION F:
ANNUAL REPORT
GAUTENG MEDICAL
E
FINANCIAL
SUPPLIES DEPOT (MSD)
INFORMATION
TRADING ENTITY OF THE GAUTENG DEPARTMENT OF HEALTH
General Information 250

Report of the Accounting Officer 251
Report of the Auditor-General 263
Statement of Financial Position 269
Statement of Financial Performance 270
Statement of Net Assets 271
Statement of Cash Flows 272
Accounting Policies 273
Notes to the Annual Financial Statements 281
Report of the Audit Committee - Cluster 3 299
General Information
COUNTRY OF INCORPORATION AND DOMICILE South Africa
NATURE OF BUSINESS AND PRINCIPAL ACTIVITIES The rendering of pharmaceutical services by
making essential medicines available at all
different levels of healthcare in an efficient and
effective manner.
ACCOUNTING OFFICER Prof M Lukhele

REGISTERED OFFICE 35 Plunkett Avenue
Hurst Hill
Johannesburg
Gauteng
2092
BUSINESS ADDRESS 35 Plunkett Avenue
Hurst Hill
Johannesburg
Gauteng
2092
POSTAL ADDRESS Private Bag X2
Auckland Park
Johannesburg
2006
CONTROLLING ENTITY Gauteng Department of Health
BANKERS First National Bank of South Africa
AUDITOR The Auditor-General of South Africa
CONTACT NUMBER +27 11 628 9000
Report of the Accounting Officer
The Accounting Officer of the Gauteng Department of Health (the Department) hereby submits the annual
report for the Gauteng Medical Supplies Depot, to the Executive Authority of the Gauteng Department of
Health, and the Gauteng Provincial Legislature of the Republic of South Africa.
1. General review of the state of affairs

The Medical Supplies Depot (the Depot) operating as a trading entity of the department is responsible for the
supply of essential medicines to Provincial Health Care Facilities in Gauteng. In this regard, a levy of 5% is
charged on stock issued to the Provincial Health Care Facilities.
Essential medicines are procured on contract or quotations and either store these items at the Depot or orders
are placed with suppliers on behalf of institutions for direct delivery to the various institutions. Accurate usage
of items, as well as money spent by hospitals, can be obtained from the Medical Stock Administration System
(MEDSAS). The Economic Order Quantity (EOQ) together with the First-Expiry-First-Out, (FEFO) system is
applied to ensure that correct stock levels are maintained.
The Depot prepares financial statements for each financial year in accordance with the prescribed standards
(Generally Recognised Accounting Practice- GRAP). The financial statements are prepared and reported on
accordingly.
The Medical Supplies Depot has a re-packing function, where bulk medicine is repacked into patient ready
packs. The re-packing expenses are recovered from the normal levy charged. Managers for each cost centre
were identified and procedures to ensure the completeness of stock requisitioning and receiving were designed.
The various cost centre costs are consolidated at finance and reports are timeously provided to cost centre
managers for their use and provide a basis for comparison, monitoring and review purposes.
1.1 Significant events that have taken place during the year
MSD Online
The MSD Online was introduced in April 2017 which assists in the tracking of orders that have been placed by
the depot on behalf of health institutions for their direct delivery orders.
Prior to MSD online, orders had to be signed by the relevant pharmacists and now orders are being signed
electronically and sent off electronically to the supplier and the supplier will have to accept the order on their
end as proof of acknowledgement of the order by the supplier.
Prior to MSD online, the depot had to fax or email or physically deliver the copy of the orders to the demanders
for them to be able to receive stock from the suppliers but since the introduction of MSD online, demanders are
now able to see their orders on MSD online.
Prior to MSD online, suppliers had to deliver their payment packs at the depot so that they can be paid on time
but with the introduction of MSD online, suppliers can now upload their payment packs on MSD online and their
payment can be effected timeously and if they did not submit all the required documents, their payment pack
will be rejected and the reason for their rejection will be indicated so that they are able to correct and submit
the correct documentation.
The depot has been able to pay all its suppliers for the financial year and no accruals due to lack of money to
pay suppliers but could be due to the fact that suppliers submitted payment packs after the payment cut-off
date.
MEDSAS
MEDSAS has given early warnings that its life span will soon come to an end. After crashing in January 2018,
the depot has also experienced a few limitations including its inability to allow monitor antivirus and security
patch updates on the MEDSAS servers and end-user workstation environments since Microsoft does not
support the operating system.
GAUTENG MEDICAL SUPPLIES DEPOT
REPORT OF THE ACCOUNTING OFFICER
This could lead to viruses not being effectively detected in the environment. Malware could result in unauthorised
access to data and information resulting in unauthorised activity and possible incorrect financial reporting. This
could also result in systems being unavailable, due to malfunction, which can impact productivity of end users
and ultimately affect service delivery.
To circumvent this potential risk, management is in the process of implementing a new inventory management
system with at least the following functionalities:
• Demand management;
• Ordering;
• Warehousing;
• Issuing, and
• Payment of suppliers
We are planning to go live before the end of the 2020/2021 financial year.

Introduction of the Financial Accounting Management unit
This unit was introduced as a replacement of the consultants that have been doing this function for a period
of longer than 3 years. This was a major achievement for the depot as it has been recorded as irregular
expenditure in our books and has finally been able to sort this matter out although it will still remain a finding in
the 2019/2020 financial as the services of the consultants was terminated at the end of July 2019.This unit is
responsible for compiling financial statements of the depot in accordance with GRAP.
Spending Trends
A summary of major spending trends indicates that medicine prices increased at a rate higher than the consumer
price index (CPI). This has the effect that revenue increases at a higher rate and has a favourable influence on
the net profit of the Depot. Cost containment measures and increased demand from healthcare providers were
also responsible for the improved net profit.
Major accounts
Description 31 March 2020 Variance 31 March 2019 Variance from 31 March 2018 Variance 31 March 2017
Amount from Prior Amount Prior Amount from Prior Amount
R Year R Year R Year R
Revenue 4 373 490 282 6.98% 4 088 067 270 6.89% 3 824 656 198 2.84% 3 718 817 485
Cost of Sales 4 165 422 611 6.98% 3 893 397 373 6.89% 3 642 542 348 2.84% 3 541 730 922
Expenditure:
Personnel 80 706 118 12.50% 71 738 604 4.98% 68 334 539 11.18% 61 460 965
Expenditure:
General 27 592 426 -10.95% 30 985 761 8.19% 28 639 876 -26.46% 38 944 850
Net Surplus 138 356 885 8.49% 127 529 262 17.34% 108 678 509 25.68% 86 469 740
The increase in medicines has led to the increase in revenue and the cost of sales in the 2019/2020 financial
compared to the previous years.
Personnel expenses increased due to annual salary increases as well as more scarce skills posts on the staff
establishment being filled.
General Expenditure was slightly lower in the 2019/2020 financial year when compared to the prior year. This
is mainly due to the termination of the services of the consultants that were doing financial accounting. Their
services were terminated at the end of July 2019.
2. Services rendered
The Medical Supplies Depot is responsible for the effective and efficient procurement, quality testing, storage
and distribution of essential medicines to all the Provincial Health Care Facilities in Gauteng. The Depot ensures
that medicines on the Essential Medicine List (EML) are available to our clients at all times. This involves the
evaluation of medicine for tender purposes, participation in tender adjudication meetings, procurement and
distribution of these items, as well as quality control of medicines distributed to our institutions.
Quality control is carried out in a fully equipped laboratory, where samples are tested from each batch of
medicines received. The Depot’s laboratory is the only public sector laboratory in South- Africa where the
findings on quality tests performed are also communicated to other provinces.
Tariff policy
The tariff policy for the trading account was approved on 1 April 1992 as per the Exchequer Act, Act No. 66
of 1975. Approval was granted for a five percent (5%) levy on the average carrying value of stock issued to
customer hospitals.
Free Service
The Depot does not provide any free service. The quality control of the medicines performed by the laboratory
on site is part of the administrative expenses of the Depot, which are recovered as part of the five percent levy
charge.
3. Capacity constraints
The Medical Supplies Depot delivers a vital service to all the Health Care Institutions in Gauteng.
As at the end of the year under review the Medical Supplies Depot had 266 posts on the approved staff
establishment, with 73 vacant posts.
Current year vacancy rate of 27% has a negative impact in terms of the depot achieving its objectives. This is
as a result of the Department of Health wanting to insource the security services and cleaning services and we
are therefore reserving some of the posts for the insourcing process. We have interviewed candidates for 15
posts and we are in the process of finalising these appointments.
The depot is always dependent on the Gauteng Department of Health in terms of tenders and the department
of infrastructure and development for the maintenance of building and projects that must be undertaken at
the depot and most of the time these projects takes longer to be finished and impacts negatively on our
performance.
A constraint to ensure effective, economical and efficient reporting exists in that information from various systems
needs to be manually collated. Information from the following systems is used and involves time-consuming
reconciliation procedures to enable compliance with Statements of SA GRAP for disclosure purposes:
• Basic Accounting System (BAS)

• Personnel and Salary Administration System (PERSAL)
• Medical Stock Administration System (MEDSAS)
• Asset Management System (ASSETWARE)
• Manual systems to perform reconciliation procedures and accrual based accounting
4. Utilisation of donor funds

The Depot received Fluconazole from Pfizer Laboratories for use by HIV positive patients with Oesophageal
Candidiasis and Cryptococcal Meningitis and a further donation of Mebendazole for the deworming of school
children from Janssen Pharmaceutical. This type of donor funding is received on a continuous basis.
Please note that the Depot does not account for the economic benefit received in the Statement of Financial
Performance, as the Depot is considered to be only a conduit for hospitals and to control the receipt of donations
for the Department. The donation is reflected in the financial statements of the Department.
The current market value of donations issued and charged at a value of one-hundredth of one cent (R0.0001)
to all clients of the Depot.
The total charge to health institutions for donations received amounted to under R10.
Below is the breakdown of donations received during the financial period.
Market Value
Supplied by/ Quantity
ICN # Item Description Per Unit Single Total SEP Value
Arranged by Received
Exit Price (SEP)

MEBENDAZOLE 500MG Janssen
181931183 13220 R 600,00 R 7 932 000,00
TABLETS; 1’s Pharmaceuticals

FLUCONAZOLE POWDER
181791499 FOR ORAL SUSPENSION Pfizer
50MG/5ML;35ML Laboratories 400 R 260,80 R104 320,00
FLUCONAZOLE TABLETS Pfizer
180962874 200MG; 28’S Laboratories 4612 R 3021,45 R 13 934 927,40
R 21 971 247,40
5. Trading entities
The Medical Supplies Depot operates as a trading entity, known as “The Central Medical Trading Account”
since 1 April 1992. The trading entity acts as a shared supply chain for the procurement and provisioning of
pharmaceutical to the Department’s Health Care Institutions in Gauteng.
Comparative information
A four-year comparative analysis of major accounts is disclosed under paragraph 1 above.
6. Organisation to whom transfer payments have been made

No transfer payment has been made by the Depot in this financial year.
7. Public/Private Partnership (PPP)

Procurement sourced from quotations for values not exceeding R500 000.
8. Asset management
Management is pleased to report that the entity is still in the process of carrying out a full asset verification
project on its approximately 5837 moveable assets of property, plant and equipment (PPE) as required by
paragraphs 17.56 – 58 of Generally Recognised Accounting Practice (GRAP) and in particular GRAP 17. This
standard requires an entity to assess the residual values of its PPE at least for each reporting period.
9. Inventories
The valuation method used by the Medical Supplies Depot is the moving weighted average method for trading
inventory as per the MEDSAS.
Medicine
31 March 2020 31 March 2019 31 March 2018 31 March 2017

R R R R
Closing stock 154 864 569 208 205 999 253 425 024 170 575 222
Medicine
31 March 2020 31 March 2019 31 March 2018 31 March 2017

R R R R
Breakages 4 370 2 306 7 633 3 288
Expired stock 1 785 645 1 006 956 1 166 028 2 016 734
Control measures in place
Whilst the long-term solutions for ensuring efficient and effective stock management at the depot require an
appropriate infra-structure (new warehouse), an integrated information system and adequate workforce in
terms of numbers and skills, the following short term controls have been instituted:
• Shelf marshals continue to play a key role in the monitoring of stock expiry dates and identifying items
expiring in 6 months’ time;
• Stock on hand is first issued before replacement items are issued when regimens (treatment protocols) are
changed;
• Reviewing the list of items to be kept at the Depot;
• Discuss regimen changes with National Department of Health to align with current stock levels;
• Warehouse management practices were improved with the introduction of trolley consolidations, streamlining
of schedules for supervisors that assists in effective staff utilization;
• Quality assurance processes were improved with a complete overhaul of the standard operating procedures.
• Monthly internal audits are conducted by the Quality Assurance unit to ensure that the warehouse adhere
to the SOP as far as stock management is concerned.
10. Information on predetermined objectives

The Gauteng Department of Health’s Strategic Plan, was used as a basis for developing the Depot’s Operational
Plan. This approach ensured that the Depot’s predetermined objectives are clearly aligned to those of the
Department as far as the Depot’s relevance to the Department is concerned.
For the year under review, the Depot had a total of six (6) predetermined objectives which were reported
on quarterly. Each of the six objectives had at least one indicator whose measurement variable inputs were
collected either through the current IT Systems in use such as MEDSAS or collected manually or a combination
of IT and manual systems.
The depot was able to achieve 4 out of the six key performance indicators and the reasons for the non-
achievement of the two indicators was purely because a lot of EML items (Essential medicine list) were not on
contract, suppliers not having capacity to meet the demands from the depot, General shortage of API (Active
Pharmaceutical Ingredient), COVID-19 Pandemic and suppliers not adhering to contractual lead times.
The key performance indicators per the strategic plan based on the strategic objective: Increased availability
of pharmaceuticals are reflected on the table below:
# Indicator Target Target Actual Actual Deviations Comments/Challenges
2018/ 2019/ performance Performance from Target
2019 2020 for 2018/2019 2019/2020
Percentage of 90% 90% 92% 87% 3% below Target Not Achieved:
EML medicines target • EML items not awarded on
available at the contracts
1
Delivery of orders exceeding
Medical lead times.
Supplies Depot. • Manufacturing constraints such
as capacity and packaging
• issues
• Suppliers not delivering as per
contractual lead times
Action Plans to address Non-
achievement of target
• Continue to penalise suppliers
for late deliveries
• Continue to buy-out against
suppliers that are not
• performing
• Continue to follow-up orders
with suppliers on a daily basis.
Percentage of 80% 80% 79% 77% 3% below Target Not Achieved:

orders satisfied target • EML items not awarded on
2 in full within one contracts
• Delivery of orders exceeding
working day. lead times.
• Manufacturing constraints such
as capacity and
• packaging issues
• Suppliers not delivering as per
contractual lead times
Action Plans to address Non-
achievement of target
• Continue to penalise suppliers
for late deliveries
• Continue to buy-out against
suppliers that are not
• performing
• Continue to follow-up orders
with suppliers daily.
.
Percentage of <2% <2% 1% 1% 1% Target Over Achieved:
expired stock. above • No shortdated stock was
received without a stock
target
• protection letter.
• Stock in the warehouse is
issued according to the
3 • FEFO(first expiry first out)
principle.
# Indicator Target Target Actual Actual Deviations Comments/Challenges

2018/ 2019/ performance Performance from Target
2019 2020 for 2018/2019 2019/2020
Percentage 95% 95% 69% 96% 1% above Target Over Achieved:
of medicines target • The lab has full complement of
tested within 2 staff which has resulted
4
• in quicker testing of medicines
working days. and the target being
• over achieved.
• The machine that contributed
to under achievement
• in the 2018/2019 financial year
was fixed.
Percentage of <5% per <5% per 1% 4% 1% Target Over Achieved:

Staff turnover. annum annum above • The Depot has created
threshold favourable working conditions
5
for its employees by
introducing the recognition
of employees for good
performance since the
beginning of December 2019.
Percentage 70% 70% 79% 79% 9% Target Over Achieved:
of essential above • Items that were slow moving in
medicines target the depot were moved to DDV
6
and those with low minimum
delivered order quantities were also
directly to health moved to DDV.
facilities.
11. SCOPA Resolutions

11.1 Resolution
The Entity must develop and implement appropriate system of internal control to ensure that understatements
of commitments are curbed and provide the Committee with a progress report detailing the effectiveness of the
system of internal control every quarter and continuing up until the end of June 2020.
Response
The AG finding relates to the commitment schedule that did not agree with the amount disclosed in financial
statements.
The understatement of commitments was as a result of using a legacy system (MEDSAS). MEDSAS is a
computer system used for the procurement and payment of services, and due to its incompatibility, it caused
the understatements raised by the Auditor General.
To improve our internal control systems, and to compensate for the weaknesses in the computerised system,
the Medical Supplies Depot (MSD) is currently performing manual reconciliations on a monthly basis to ensure
the completeness of orders as a short term solution.
As a long-term solution, the Medical Supplies Depot (MSD), is in the process of implementing a more advanced
computer system called the “Oak Ridge Automatic Computer and Logic Engine’ (ORACLE), which is more
reliable in terms of reporting.
11.2 Resolution
The Entity must provide the Committee with a progress report detailing the effectiveness of measures put in
place to address material misstatements every quarter and continuing up until the end of June 2020.
Response
This finding relates to the lab machine licence which expired, and the procurement processes for the renewal
that was delayed.
Due to the expired license, the lab testing machine was not working, which created backlogs in the testing of
medicines. The lab license has since been renewed June 2019, and the machine is now functional. Management
will improve monitoring of the contract to ensure, pro-active planning and renewal of the license.
The matter was discussed with auditors and it was agreed, that the Medical Supplies Depot (MSD), can submit
performance information available and work backwards, clearing the backlogs.
11.3 Resolution
The Entity must provide the Committee with a progress report on measures put in place to ensure carrying out
of monthly reconciliations of compliance with Section 40(1) of the PFMA every quarter and continuing up until
the end of June 2020.
Response
The AG finding relates to the misinterpretation of the Generally Recognised Accounting Standards (GRAP)
in relation to the treatment of employee benefits. Management and the Auditor-General had different views
regarding the interpretation of the Standards.
To avoid any future misinterpretations, the Medical Supplies Depot ((MSD), resolved to provide training to the
Financial Reporting employees in the Generally Recognised Accounting Standards (GRAP). The training will
ensure that the financial statements of the Medical Supplies Depot (MSD) are prepared in accordance with the
correct standards.
Financial Reporting officials had been trained on reporting requirements in accordance with GRAP Standards
in January 2020.
11.4 Resolution
The Entity must ensure that transparent financial and performance management reporting systems are regularly
maintained and must provide the Committee with a quarterly progress report detailing the effectiveness of
measures put in place in addressing matters related to annual financial statements continuing up until the end
of June 2020.
Response
Draft financial statements are submitted to the Audit Committee and the Provincial Treasury for review quarterly.
All the challenges related to financial and performance management reporting systems were corrected as
detailed in resolution 2 and 3 above.
The reporting systems are now working effectively.
The Internal Control Unit is further tasked to consolidate progress reports on implementation of audit
findings, which is also submitted to Gauteng Audit Service (GAS) and Gauteng Provincial Treasury (GPT).
Implementation of Auditor General findings are escalated to management meetings as a standing item, where
progress is presented.
11.5 Resolution
The Entity must provide the Committee (SCOPA) as well as the Health Portfolio Committee with a progress
report on measures put in place to monitor the non-compliance with Treasury Regulations 16A6.1 and 16A6.4
by officials of the Entity every quarter and continuing up until the end of June 2020.
Response
The irregular expenditure for MSD emanated from three different contracts listed below:
XJM – Financial Consultants
The contract for XJM has since been terminated effective from the 31 July 2019, and permanent staff in
financial reporting unit has been appointed.
Security Services
The contract for security services is managed centrally for all institution under Gauteng Department of Health,
inclusive of Medical Supplies Depot.
The Department is now in the process of advertising a new tender for security services pending the
implementation of insourcing of security personnel which are now outsourced to external service providers.
Cleaning Services
The cleaning services contract expired and a new tender for cleaning has been awarded.
The Department is now in the process of advertising a new tender for cleaning services pending the
implementation of insourcing of cleaning personnel which are now outsourced to external service providers.
The Internal Control Unit of the Medical Supplies Deport (MSD) are monitoring compliance with the mentioned
prescripts and will report any deviations or non-compliance to Management.
11.6 Resolution
In terms of Rule 179(4) the Entity must provide the Committee (SCOPA) and the Health Portfolio Committee with
a progress report on measures put in place to monitor the adequacy of capacity training and that consequence
management is also being implemented against responsible officials every quarter and continuing up until the
end of June 2020.
Response
Medical Supplies Depot has started a training programme for procurement committees, two committee members
had already underwent training on Supply Chain Management and the rest of members including procurement
practitioners are scheduled to attend Supply Chain Management training beginning of the new financial year.
Supply Chain Practitioners also attended training on Centralised Supplier Database and Development of
Procurement Plans.
The MSD will continue to arrange relevant trainings to build internal capacity and improve compliance with
internal controls in the year 2020/2021.
The impact of the trainings will be visible in the first quarter of the next financial year while continuing with our
staff development and training.
11.7 Resolution
In terms of GPL Rule 179 (4), the Entity must provide the Committee (SCOPA) and Portfolio Committee on
Health with a report detailing its adherence to and compliance with the requirements of all applicable legislation
every quarter and continuing up until the end of June 2020.
Response
Act Level of Compliance

Pharmacy Act The Entity is licenced with National Department of Health, recorded with
Pharmacy Council and there is a registered responsible pharmacist.
Medicines and Related Substance Act The Entity is compliant and licensed with SAPRA as a Wholesale Pharmacy.
PFMA The Entity is in compliance with the requirements of the PFMA, despite some
weaknesses as per AG findings which we are correcting.
11.8 Resolution
The Entity must intensify performance and consequence management processes to eliminate findings on
non-compliance with Section 38(1) (c) (ii) of the PFMA and TR 9.1.1. and provide the Committee with a
quarterly progress report detailing the effectiveness of measures put in place to prevent irregular expenditure
commencing every quarter and continuing up until the end of June 2020.
Response
The Medical Supplies Deport (MSD) introduced a tool to monitor contract management. This tool then assists
to identify the end dates of our contracts. Twelve months before the end of a contract, the entity informs the
Supply Chain Management Unit (SCM) at Central Office, and request that a new procurement process needs
to start to replace the closing contract.
In respect of the current irregular expenditure, the Department is in the process of advertising a new tender for
both cleaning services and security services which will then bring an end to the irregular expenditure.
11.9 Resolution
The Entity must provide the Committee (SCOPA) as well as the Health Portfolio Committee with the quarterly
progress report on investigations related to the irregular expenditure and within 30 days of finalization thereof.
Response
Investigations in relation to irregular expenditure were referred to the Gauteng Provincial Treasury (GPT) for
investigation, due to the Department not having the necessary capacity to conduct the investigations.
The Gauteng Provincial Treasury (GPT) however informed the Department that it cannot assist with the
investigations, and that the Department must deal with the investigations.
The Department is now in the process to establish a Financial Misconduct Committee to assist with the
investigation and resolution of all investigations related to financial misconduct.
11.10 Resolution
The Entity must provide the Committee with a progress report on the effectiveness of measures put in place to
address poor leadership in the Entity every quarter and continuing up until the end of June 2020.
Response
The Chief Executive Officer (CEO) of the Medical Supplies Depot (MSD) proceeded to appoint key personnel
in critical vacant positions to assist with the issues of poor leadership raised by the Auditor General.
The critical positions mentioned above include the appointment of a Risk and Internal Control Manager, Finance
Director and staff in the Financial Reporting section to deal with the issues raised by AG.
Since these measures are still in their infant stages, the effectiveness will only be measured after quarter four
(4) of the current financial year.
The Chief Executive Officer (CEO) and Management Team are also working towards the development of a
Service Delivery Model (SDM) that will inform the development of the structure. Once the new structure comes
into existence critical posts will be filled and the leadership challenges will be eliminated.
11.11 Resolution
In terms of GPL Rule 179 (4), the Entity provides the Committee (SCOPA) and Portfolio Committee on Health
with a progress report detailing the effectiveness of measures put in place in addressing payment of service
providers within 30-days, every quarter and continuing up until the end of June 2020
Response
The delay in the payment of suppliers was caused by the unavailability of cash to make payments within the
prescribed 30 days.
The cash problem has been resolved by submitting claims to the GDOH twice a month as opposed to once a
month. The entity is now able to pay its creditors uninterruptedly.
Further controls introduced include quarterly meetings with suppliers to discuss service and payment issues.
The ‘MSD-Online’ system is assisting in improving the number of suppliers submitting invoices and supporting
documentation online.
11.12 Resolution
In terms of Rule 179(4), the Entity must provide the Committee (SCOPA) as well as the Health Portfolio
Committee with a progress report detailing the status of implementing the Disaster Recovery Plan every
quarter and continuing up until finalization thereof.
Response
The implementation of the Disaster Recovery Plan (DRP) is contingent on a functional infrastructure hosting
platform being available. The current critical business system (MEDSAS) is hosted on an unreliable VBlock
infrastructure platform.
The Department is in the process to migrate the systems and data, currently hosted on the GDOH infrastructure
platform; to the SITA fully Managed Data Centre (FMDC) as well as the Microsoft Azure Data Centre, both
recommended by eGoverment. The above migration includes the MSD critical business system and data. This
said Data Centre will offer the Department with both an operational and disaster recovery environment. The
migration of the aforesaid data and systems is anticipated to commence by the end of February 2020 and is
planned to be completed within a 6-month period (end of Q2, 2020).
The entity will be in a position to define and obtain approval, for the DRP, as part of the above migration
process.
12. Prior modifications to audit reports

There were no prior modifications to the audit reports for the entity.
13. Events after the Reporting date

Covid-19 will have a negative impact on the medicine availability in the province as suppliers are unable
to deliver medicines on time and in the demanded quantities. We have seen a lot of suppliers applying for
price increases in terms of supplying medicines to the different provinces. The lockdown restrictions have
affected the production capacity of most suppliers as they need to use as minimal staff as possible to ensure
compliance to the lockdown regulations.
14. Exemptions and deviations received from the National Treasury

The entity did not receive any deviations from the National Treasury or the Gauteng Provincial Treasury (GPT).
15. Investigation
No Investigations were conducted for the Medical Supplies Depot (MSD) for the year ended 31 March 2020.
16. Other
The Depot was still incurring a cost relating to price increases not recovered from demanders. This is mostly
attributable to the back dated approval of contract price increases by the Gauteng Department of Finance.
17. Acknowledgement(s)/ or Appreciation

Management would like to acknowledge the enormous contributions made towards the entity by all our
stakeholders including our employees who work tirelessly to ensure that the depot achieves its mandate of
procuring, storing and distribution of medicines to all healthcare facilities in the Gauteng Department of Health,
the Gauteng Department of Health, Gauteng Provincial Treasury and other organs of State. Our sincere
appreciation also goes to our valued suppliers especially those who have been supplying us with medicines as
per the contractual lead times at all times to ensure that we always have medicines to supply our healthcare
facilities.
18. Conclusion
The financial year 2019/2020 has had many challenges facing both our department and the MSD. Despite
these challenges management is pleased to report a success story in terms of service delivery towards the
people of Gauteng. The MSD has been able to pay 98,41% of invoices within 30 days. The entity is pleased
that it has been able to distribute medicines to all the health facilities as per the delivery schedule and on time.
There has never been a single day where we could not deliver medicines on the scheduled delivery day. We
are looking forward to a better 2020/2021 Financial where we intend to provide an improved service to our
clients.
19. Approval and sign off

The financial statements set out on pages have been approved by the Accounting Officer.

Mr.D.S.Malele
Acting CEO
Report of the Auditor-General
Report of the auditor-general to Gauteng Provincial Legislature on
Gauteng Medical Suppliers Depot
Report on the audit of the financial statements
Opinion
1. I have audited the financial statements of the Gauteng Medical Supplies Depot set out on pages
269 to 298, which comprise the statement of financial position as at 31 March 2020, statement
of financial performance, statement of changes in net assets, and cash flow statement for
the year then ended, as well as the notes to the financial statements, including a summary of
significant accounting policies.
2. In my opinion, the financial statements present fairly, in all material respects, the financial position
of the Gauteng Medical Supplies Depot as at 31 March 2020, and its financial performance and
cash flows for the year then ended in accordance with South African Standards of Generally
Recognised Accounting Practice (SA Standards of GRAP) and the requirements of the Public
Finance Management Act of South Africa, 1999 (Act No. 1 of 1999) (PFMA).
Basis for opinion
3. I conducted my audit in accordance with the International Standards on Auditing (ISAs).

My responsibilities under those standards are further described in the auditor-general ‘s
responsibilities for the audit of the financial statements section of this auditor’s report.
4. I am independent of the trading entity in accordance with sections 290 and 291 of the Code
of ethics for professional accountants and parts 1 and 3 of the International Code of Ethics for
Professional Accountants (including International Independence Standards) of the International
Ethics Standards Board for Accountants (IESBA codes) as well as the ethical requirements
that are relevant to my audit in South Africa. I have fulfilled my other ethical responsibilities in
accordance with these requirements and the IESBA codes.
5. I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis
for my opinion.
Emphasis of matters
6. I draw attention to the matters below. My opinion is not modified in respect of these matters.
Restatement of corresponding figures
7. As disclosed in note 22 to the financial statements, the corresponding figures for 31 March 2019
were restated as a result of an error in the financial statements of the trading entity at, and for
the year ended, 30 March 2020.
Subsequent event
8. I draw attention to note 23 in the financial statements, which deals with subsequent events and,
specifically, the possible effects of the future implications of Covid-19 of the trading entity’s future
prospects and performance. As at year end, the impact of Covid-19 could not be reasonably
measured, but it was estimated to be insignificant. Our opinion is not modified in respect of this
matter
REPORT OF THE AUDITOR-GENERAL
Material impairments
9. As disclosed in note 3 to the financial statements, material losses of R9 743 946 were incurred
as a result of a write-off of irrecoverable trade debtors.
Responsibilities of accounting officer for the financial statements
10. The accounting officer is responsible for the preparation and fair presentation of the financial
statements in accordance with South African Standards of Generally Recognised Accounting
Practice (SA Standards of GRAP) and the requirements of the PFMA, and for such internal
control as the accounting officer determines is necessary to enable the preparation of financial
statements that are free from material misstatement, whether due to fraud or error.
11. In preparing the financial statements, the accounting officer is responsible for assessing the
trading entity’s ability to continue as a going concern, disclosing, as applicable, matters relating
to going concern and using the going concern basis of accounting unless the appropriate
governance structure either intends to liquidate the trading entity or to cease operations, or
has no realistic alternative but to do so.
Auditor-general’s responsibilities for the audit of the financial statements
12. My objectives are to obtain reasonable assurance about whether the financial statements as
a whole are free from material misstatement, whether due to fraud or error, and to issue an
auditor’s report that includes my opinion. Reasonable assurance is a high level of assurance
but is not a guarantee that an audit conducted in accordance with the ISAs will always detect
a material misstatement when it exists. Misstatements can arise from fraud or error and are
considered material if, individually or in aggregate, they could reasonably be expected to
influence the economic decisions of users taken on the basis of these financial statements.
13. A further description of my responsibilities for the audit of the financial statements is included in
the annexure to this auditor’s report.
Report on the audit of the annual performance report

14. In accordance with the Public Audit Act of South Africa 2004 (Act No. 25 of 2004) (PAA) and
the general notice issued in terms thereof, I have a responsibility to report on the usefulness
and reliability of the reported performance information against predetermined objectives for
selected programmes presented in the annual performance report. I performed procedures to
identify material findings but not to gather evidence to express assurance.
15. My procedures address the usefulness and reliability of the reported performance information,
which must be based on the approved performance planning documents of the trading entity.
I have not evaluated the completeness and appropriateness of the performance indicators
included in the planning documents. My procedures do not examine whether the actions taken by
the trading entity enabled service delivery. My procedures also do not extend to any disclosures
or assertions relating to planned performance strategies and information in respect of future
periods that may be included as part of the reported performance information. Accordingly, my
findings do not extend to these matters.
16. I evaluated the usefulness and reliability of the reported performance information in accordance
with the criteria developed from the performance management and reporting framework, as
defined in the general notice, for the following selected programmes presented in the annual
performance report of the trading entity for the year ended 31 March 2020:
Programmes Pages in the annual

performance report
Programme 7 - health care support services 255 - 257
17. I performed procedures to determine whether the reported performance information was properly
presented and whether performance was consistent with the approved performance planning
documents. I performed further procedures to determine whether the indicators and related
targets were measurable and relevant, and assessed the reliability of the reported performance
information to determine whether it was valid, accurate and complete.
18. I did not identify any material findings on the usefulness and reliability of the reported performance
information for this programme.
Other matters
19. I draw attention to the matters below.
Achievement of planned targets
20. Refer to the annual performance report on pages 255 - 257 for information on the achievement
of planned targets for the year and explanations provided for the under-/overachievement of
a significant number of targets. This information should be considered in the context of the
material findings on the usefulness and reliability of the reported performance information in
paragraph(s) 10 of this report.
Adjustment of material misstatements
21. I identified material misstatements in the annual performance report submitted for auditing.
These material misstatements were in the reported performance information of programme?
health care support services. As management subsequently corrected the misstatements, we
did not raise any material findings on the usefulness and reliability of the reported performance
information.
Report on the audit of compliance with legislation Introduction and scope

22. In accordance with the PAA and the general notice issued in terms thereof, I have a responsibility
to report material findings on the trading entity’s compliance with specific matters in key
legislation. I performed procedures to identify findings but not to gather evidence to express
assurance.
23. The material findings on compliance with specific matters in key legislation are as follows:
Expenditure management
24. Effective and appropriate steps were not taken to prevent irregular expenditure amounting to
R6 164 542, as disclosed in note 18 to the annual financial statements, as required by section
38(1)(c)(ii) of the PFMA and treasury regulation 9.1.1. The majority of the irregular expenditure
disclosed in the annual financial statements was caused by non-compliance with treasury
regulations on competitive bidding.
Consequence management
25. I was unable to obtain sufficient appropriate audit evidence that disciplinary steps were taken
against officials who had incurred irregular and fruitless and wasteful expenditure as required
by section 38(1)(h)(iii) of the PFMA. This was due to proper and complete records that were not
maintained as evidence to support the investigations into irregular expenditure.
Procurement and contract management
26. Some of the goods and services of a transaction value above R500 000 were procured without
inviting competitive bids, and deviations were approved by the accounting officer even though it
was practical to invite competitive bids, as required by treasury regulation 16A6.1 and 16A6.4.
Similar non-compliance was also reported in the prior year. This noncompliance was identified
in the procurement processes for cleaning, security and accounting services.
Other information
27. The accounting officer is responsible for the other information. The other information comprises
the information included in the annual report audit committee’s report. The other information
does not include the financial statements, the auditor’s report and those selected programmes
presented in the annual performance report that have been specifically reported in this auditor’s
report.
28. My opinion on the financial statements and findings on the reported performance information
and compliance with legislation do not cover the other information and I do not express an audit
opinion or any form of assurance conclusion thereon.
29. In connection with my audit, my responsibility is to read the other information and, in doing so,
consider whether the other information is materially inconsistent with the financial statements
30. If, based on the work I have performed , I conclude that there is a material misstatement in this
other information , I am required to report that fact. I have nothing to report in this regard.
Internal control deficiencies

31. I considered internal control relevant to my audit of the financial statements, reported
performance information and compliance with applicable legislation ; however, my objective
was not to express any form of assurance on it. The matters reported below are limited to the
significant internal control deficiencies that resulted in the basis for the opinion , the findings on
the annual performance report and the findings on compliance with legislation included in this
report.
32. The accounting officer did not exercise adequate oversight responsibility to investigate identified
instances of irregular and fruitless and wasteful expenditure, and to ensure that consequence
management is instituted against liable officials.
33. The accounting officer did not provide adequate oversight responsibility over senior management
to ensure that effective steps are taken to prevent irregular, fruitless and wasteful expenditure.
was not to express any form of assurance on it. The matters reported below are limited to the
significant internal control deficiencies that resulted in the basis for the opinion, the findings on
the annual performance report and the findings on compliance with legislation included in this
report.
25. The accounting officer did not exercise adequate oversight responsibility to investigate
identified instances of irregular and fruitless and wasteful expenditure, and to ensure that
for the year ended
consequence 31 March
management 2020 against liable officials.
is instituted
26. The accounting officer did not provide adequate oversight responsibility over senior
management to ensure that effective
34. Senior management steps are
did not ensure taken
that to prevent
sufficient irregular,
controls are fruitless
in placeand
to enable consistencies
wasteful expenditure.
between annual performance report and operational plan which were subsequently corrected
27. Seniorbymanagement
management. Furthermore
did not ensure that, sufficient
there was a lackare
controls of in
adequate monitoring
place to enable of controls to ensure
consistencies
compliance
between with applicable
annual performance laws
report and and regulations
operational plan whichrelating to procurement,
were subsequently expenditure and
corrected
consequence management.
by management. Furthermore, there was a lack of adequate monitoring of controls to ensure
compliance with applicable laws and regulations relating to procurement, expenditure and
35. The entity developed action plans to address audit findings ; however, action plans were not
consequence management.
adequately implemented to prevent reoccurrence of audit findings .
28. The entity developed action plans to address audit findings; however, action plans were not
adequately implemented to prevent reoccurrence of audit findings.
Johannesburg
Johannesburg
30 September 2020
30 September 2020
A U D I T O R - GE N E R AL
SOU T H AF RIC A
Auditing to build public confidence
Annexure - Auditor-general’s responsibility for the audit

1. As part of an audit in accordance with the ISAs, I exercise professional judgement and maintain
professional scepticism throughout my audit of the financial statements and the procedures
performed on reported performance information for selected programmes and on the trading
entity’s compliance with respect to the selected subject matters.
Financial statements
2. In addition to my responsibility for the audit of the financial statements as described in this
auditor’s report, I also:
• identify and assess the risks of material misstatement of the financial statements, whether due to fraud
or error; design and perform audit procedures responsive to those risks; and obtain audit evidence
that is sufficient and appropriate to provide a basis for my opinion. The risk of not detecting a material
misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve
collusion, forgery, intentional omissions, misrepresentations or the override of internal control
• obtain an understanding of internal control relevant to the audit in order to design audit procedures
that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the
effectiveness of the trading entity’s internal control
• evaluate the appropriateness of accounting policies used and the reasonableness of accounting
estimates and related disclosures made by the accounting officer.
• conclude on the appropriateness of the accounting officer’s use of the going concern basis of accounting
in the preparation of the financial statements. I also conclude, based on the audit evidence obtained,
whether a material uncertainty exists relating to events or conditions that may cast significant doubt on
the ability of the Medical Supplies Depot to continue as a going concern. If I conclude that a material
uncertainty exists, I am required to draw attention in my auditor ‘s report to the related disclosures in
the financial statements about the material uncertainty or, if such disclosures are inadequate, to modify
my opinion on the financial statements. My conclusions are based on the information available to me
at the date of this auditor’s report. However, future events or conditions may cause a trading entity to
cease operating as a going concern
• evaluate the overall presentation, structure and content of the financial statements, including the
disclosures, and determine whether the financial statements represent the underlying transactions and
events in a manner that achieves fair presentation
• obtain sufficient appropriate audit evidence regarding the financial information of the entities or
business activities within the group to express an opinion on the consolidated financial statements. I am
responsible for the direction, supervision and performance of the group audit. I remain solely responsible
for my audit opinion.
Communication with those charged with governance
3. I communicate with the accounting officer regarding, among other matters, the planned scope
and timing of the audit and significant audit findings, including any significant deficiencies in
internal control that I identify during my audit.
4. I also confirm to the accounting officer that I have complied with relevant ethical requirements
regarding independence, and communicate all relationships and other matters that may
reasonably be thought to have a bearing on my independence and, where applicable, actions
taken to eliminate threats or safeguards applied.
STATEMENT OF FINANCIAL POSITION
as at 31 March 2020
Amounts in Rand Note 2020 2019*
ASSETS
Current Assets
Inventories 2 155 206 832 208 666 717

Trade and other receivables from exchange 3 399 413 237 615 689 033
transactions
Cash and cash equivalents 5 592 950 897 242 702 338
1 147 570 966 1 067 058 088
Non-Current Assets
Property, plant and equipment 4 10 880 561 9 270 332
10 880 561 9 270 332
Total Assets 1 158 451 527 1 076 328 420
LIABILITIES
Current Liabilities
Trade and other payables from exchange 6 321 280 806 377 843 243
transactions
Provisions 7 4 952 147 5 191 182
Finance lease obligations 8 339 284 145 963
326 572 237 383 180 388
Non-Current Liabilities
Financial lease obligations 8 540 712 166 339
540 712 166 339
Total Liabilities 327 112 949 383 346 727
Net Assets 831 338 578 692 981 693
Contributed Capital 9 104 376 790 104 376 790

Accumulated surplus 726 961 788 588 604 903
Total Net Assets 831 338 578 692 981 693
* Restated refer to note 22
STATEMENT OF FINANCIAL PERFORMANCE
Amounts in Rand Note 2020 2019*
REVENUE
Revenue from exchange transactions
Sale of Goods 4 373 490 282 4 088 067 270
Finance income 12 137 589 9 816 888
Other income 10 145 505 150 576
TOTAL REVENUE FROM EXCHANGE 4 385 773 376 4 098 034 734
TRANSACTIONS
Revenue from non-exchange transactions

Penalties 24 852 222 24 194 254
Services in - kind 1 452 442 1 422 012
TOTAL REVENUE FROM NON - EXCHANGE TRANSACTIONS 26 304 664 25 616 266
TOTAL REVENUE 4 412 078 040 4 123 651 000
EXPENSES
Employee related costs 11 (80 706 118) (71 738 604)
Depreciation (3 200 679) (3 171 606)

Finance costs (208 814) (125 142)
Cost of goods sold (4 165 422 611) (3 893 397 373)
Distribution costs (7 907 740) (7 945 580)
Operational costs 12 (16 243 968) (19 740 189)
TOTAL EXPENSES (4 273 689 930) (3 996 118 494)
OTHER LOSSES
Loss on disposal of assets (31 225) (3 244)
STATEMENT OF CHANGES IN NET ASSETS
Amounts in Rand Contributed Accumulated Total

Capital Surplus
Balance at 31 March 2018 104 376 790 458 915 314 563 292 104
Surplus for the year - 127 529 262 127 529 262
Correction of prior period error* - 2 160 327 2 160 327
Balance at 31 March 2019 104 376 790 588 604 903 692 981 693
Surplus for the year - 138 356 885 138 356 885
Balance at 31 March 2020 104 376 790 726 961 788 831 338 578
*Refer to note 22.4
STATEMENT OF CASH FLOWS
Amounts in Rand Note 2020 2019

Cash flows from operating activities
Receipts
Sale of goods and services 4 614 618 300 4 496 721 890
Finance income 12 137 589 9 816 888
Other receipts 10 145 505 150 576
Total receipts 4 626 901 394 4 506 689 354
Payments
Compensation of employees (79 256 144) (70 175 557)
Goods and services (4 192 913 438) (4 224 073 813)
Finance costs (208 814) (125 142)
Total payments (4 272 378 396) (4 294 374 512)
Net cash generated from operating activities 14 354 522 998 212 314 842
Cash flows from investing activities
Purchase of property, plant and equipment 4 (3 925 195) (703 640)

Net cash outflow from investing activities (3 925 195) (703 640)
Cash flows from financing activities
Repayment of finance lease liability (349 244) (328 057)

Net cash outflow from financing activities (349 244) (328 057)
Increase in cash and cash equivalents 350 248 559 211 283 145
Cash and cash equivalents at the 242 702 338 31 419 193
beginning of the year
Cash and cash equivalents at the
end of the year 5 592 950 897 242 702 338
ACCOUNTING POLICIES
1.1 Basis of preparation
These financial statements were prepared in accordance with the Standards of Generally Recognised
Accounting Practices (GRAP) issued by the Accounting Standards Board in accordance with the Public
Finance Management Act, 1999 (Act No.1 of 1999) as amended by the Public Finance Management
Amendment Act (Act No. 29 of 1999).
1.2 Presentation currency
The financial statements are presented in South African Rand, which is the functional currency of the
entity.
1.3 Rounding
Unless otherwise stated, all financial figures have been rounded to the nearest Rand (R).
1.4 Going concern assumption
The annual financial statements were prepared on a going concern basis, which assumes that the
entity will continue to operate as a going concern for at least the next 12 months.
1.5 Comparative information
Prior year comparatives
Where necessary, comparative figures have been reclassified to conform to changes in presentation
in the current year.
1.6 Significant judgements and estimates
The use of judgment, estimates and assumptions is inherent to the process of preparing annual
financial statements. These judgements, estimates and assumptions affect the amounts presented in
the annual financial statements. Uncertainties about these estimates and assumptions could result in
outcomes that require a material adjustment to the carrying amount of the relevant asset or liability in
future periods.
Provisions
Provisions are recognised in the financial statements when there is a present obligation to forfeit
economic benefits as a result of events in the past and it is probable that an outflow of resources
embodying economic benefits or service potential will be required to settle the obligation and a reliable
estimate on the obligation can be made. The provision is measured as the best estimate of the funds
required to settle the present obligation at the reporting date.
ACCOUNTING POLICIES
1.6 Significant judgements and estimates (Continued)
Depreciation and amortization
Depreciation and amortisation recognised on property, plant and equipment is determined with
reference to the useful lives and residual values of the underlying items. The useful lives and residual
values of assets are based on management’s estimation of the asset’s condition, expected condition
at the end of the period of use, its current use, expected future use and the entity’s expectations about
the availability of finance to replace the asset at the end of its useful life. In evaluating the how, the
condition, and use of the asset inform the useful life and residual value. Management considers the
impact of technology and minimum service requirements of the assets.
1.7 Financial instruments
Initial recognition
The entity recognises a financial asset or a financial liability in its Statement of Financial Position
when, and only when, the entity becomes a party to the contractual provisions of the instrument. This
is achieved through the application of trade date accounting.
Upon initial recognition the entity classifies financial instruments or their component parts as financial
liabilities or financial assets in conformity with the substance of the contractual arrangement and to
the extent that the instrument satisfies the definitions of a financial liability or a financial asset, in
accordance with the standards of GRAP on Financial instruments - GRAP 104.
Trade and other receivables
Trade and other receivables are initially recognised at fair value plus transaction costs that are directly
attributable to the acquisition and subsequently stated at amortised cost, using the effective interest
rate method.
Cash and cash equivalents
Cash and cash equivalents are measured at amortised cost using the effective interest rate method.
Cash includes cash on hand and cash with banks. Cash equivalents are short-term highly liquid
investments that are held with registered banking institutions with maturities of three months or less
and are subject to an insignificant risk of change in value. For the purposes of the Cash Flow Statement,
cash and cash equivalents comprise cash on hand and deposits held on call with banks.
Trade and other payables
Trade payables are initially measured at fair value plus transaction costs that are directly attributable
to the acquisition and are subsequently measured at amortised cost using the effective interest rate
method.
Gains and losses
A gain or loss arising from a change in the fair value of a financial asset or financial liability measured
at fair value is recognised in surplus or deficit.
For financial assets and financial liabilities measured at amortised cost or cost, a gain or loss is
recognised in surplus or deficit when the financial asset or financial liability is derecognised or impaired
or through the amortisation process.
ACCOUNTING POLICIES
1.7 Financial instruments (Continued)
Off-setting
The entity does not offset financial assets and financial liabilities in the Statement of Financial
Position unless a legal right of set-off exists and the parties intend to settle on a net basis.
Impairments
All financial assets measured at amortised cost are subject to an impairment review. The entity
assesses at the end of each reporting period whether there is any objective evidence that a financial
asset or group of financial assets is impaired.
If there is objective evidence that an impairment loss on financial assets measured at amortised cost
has been incurred, the amount of the loss is measured as the difference between the asset‘s carrying
amount and the present value of estimated future cash flows (excluding future credit losses that have
not been incurred) discounted at the financial asset‘s original effective interest rate (i.e. the effective
interest rate computed at initial recognition). The carrying amount of the asset is reduced through the
use of an allowance account. The amount of the loss is recognised in surplus or deficit.
1.8 Inventories
Initial recognition and measurement
Inventories are initially recognised at cost. Cost refers to the purchase price, plus taxes, transport
costs and any other costs in bringing the inventories to their current location and condition.
Subsequent measurement
Inventories is measured at the lower of cost and the net realisable value. Inventories are stated on
a weighted average cost basis with the same cost formula being used for all inventories having a
similar nature and use at the entity.
Redundant and slow-moving inventories are identified and written down from cost to net realisable
value with regard to their estimated economic or realisable values. The amount of any reversal of any
write-down of inventories arising from an increase in net realisable value is recognised as a reduction
of inventories recognised as an expense in the period in which the reversal occurs.
Derecognition
The carrying amount of inventories is recognised as an expense in the period that the inventory was
sold, distributed, written off or consumed, unless that cost qualifies for capitalisation to the cost of
another asset.
1.9 Property, plant and equipment
Initial recognition and measurement
The cost of an item of property, plant and equipment is the purchase price and other costs directly
attributable to bring the asset to the location and condition necessary for it to be capable of operating
in the manner intended by the entity. Trade discounts and rebates are deducted in arriving at the
cost at which the asset is recognised. The cost also includes the estimated costs of dismantling and
removing the asset.
ACCOUNTING POLICIES
Items of property, plant and equipment are initially recognised as assets on acquisition date and
are initially recorded at cost where acquired through exchange transactions. However, when items
of property, plant and equipment are acquired through non-exchange transactions, those items are
initially measured at their fair values as at the date of acquisition.
Subsequent measurement
Subsequent to initial recognition, items of property, plant and equipment are measured at cost less
accumulated depreciation and impairment losses.
Depreciation
Depreciation is calculated on the depreciable amount, using the straight-line method over the
estimated useful lives of the assets. Components of assets that are significant in relation to the
whole asset and that have different useful lives are depreciated separately. The depreciable amount
is determined after taking into account an assets’ residual value, where applicable.
The assets’ residual values, useful lives and depreciation methods are reviewed when there is an
indicator that useful lives or depreciation has changed and adjusted prospectively, if appropriate
1.9 Property, plant and equipment (Continued)
The annual depreciation rates are based on the following estimated asset useful lives:
Asset classification Average useful lives

(Years)
Fixtures and fittings 16
Plant and equipment 2- 22
Office furniture 2- 23
Computer equipment 2 - 22
Cellphones & Accessories 2
Leased assets 3- 5
Impairment
The entity tests for impairment where there is an indication that an asset may be impaired. An
assessment of whether there is an indication of possible impairment is done at each reporting date.
Where the carrying amount of an item of property, plant and equipment is greater than the recoverable
amount (or recoverable service amount), it is written down immediately to its recoverable amount
(or recoverable service amount) and an impairment loss is charged to the Statement of Financial
Performance.
Where items of property, plant and equipment have been impaired, the carrying value is adjusted by
the impairment loss, which is recognised as an expense in the Statement of Financial Performance
in the period that the impairment is identified.
An impairment is reversed only to the extent that the asset’s carrying amount does not exceed the
carrying amount that would have been determined had no impairment been recognised. A reversal
of the impairment is recognised in the Statement of Financial Performance.
ACCOUNTING POLICIES
Derecognition
Items of property, plant and equipment are derecognised when the asset is disposed of or when
there are no further economic benefits or service potential expected from the use of the asset. The
gain or loss arising on the disposal or retirement of an item of property, plant and equipment is
determined as the difference between the sales proceeds and the carrying value and is recognised
in the Statement of Financial Performance.
1.10 Leases
The entity as a lessee in an operating lease
Assets subject to operating leases, i.e. those leases where substantially all of the risks and
rewards of ownership are not transferred to the lessee through the lease, are not recognised in the
Statement of Financial Position. The operating lease expense is recognised over the course of the
lease arrangement.
The lease expense recognised for operating leases is charged to the Statement of Financial
Performance on a straight-line basis over the term of the relevant lease. To the extent that the
straight-lined lease payments differ from the actual lease payments the difference is recognised in
the Statement of Financial Position as either lease payments in advance (operating lease asset)
or lease payments payable (operating lease liability) as the case may be. This resulting asset or
liability is measured as the undiscounted difference between the straight-line lease payments and
the contractual lease payments.
The operating lease liability is derecognised when the entity’s obligation to settle the liability is
extinguished. The operating lease asset is derecognised when the entity no longer anticipates
economic benefits to flow from the asset.
The entity as lessee in a finance lease
Leases are classified as finance leases where substantially all the risks and rewards associated
with ownership of an asset are transferred to the entity through the lease agreement. Assets
subject to finance leases are recognised in the Statement of Financial Position at the inception of
the lease, as is the corresponding finance lease liability.
Assets subject to a finance lease, as recognised in the Statement of Financial Position, are
measured (at initial recognition) at the lower of the fair value of the assets and the present value of
the future minimum lease payments. Subsequent to initial recognition these capitalised assets are
depreciated over the contract term.
The finance lease liability recognised at initial recognition is measured at the present value of
the future minimum lease payments. Subsequent to initial recognition this liability is carried at
amortised cost, with the lease payments being set off against the capital and accrued interest. The
allocation of the lease payments between the capital and interest portion of the liability is effected
through the application of the effective interest method.
The finance charges resulting from the finance lease are expensed, through the Statement of
Financial Performance, as they accrue. The finance cost accrual is determined using the effective
interest method.
The finance lease liabilities are derecognised when the entity’s obligation to settle the liability is
extinguished. The assets capitalised under the finance lease are derecognised when the entity no
longer expects any economic benefits or service potential to flow from the asset.
ACCOUNTING POLICIES
1.11 Contributed Capital

The purpose of this reserve is to ensure that there are sufficient cash resources to fund the working
capital requirements of the entity.
Contributed capital consists of the following items:

• Cash received from the Gauteng Department of Health; and
• Transfers from accumulated surplus based on Treasury approval in terms of Treasury Regulations.
1.12 Revenue from exchange transactions

Sale of Goods is recognised by the entity for goods sold, the value of which approximates the
consideration received or receivable, excluding indirect taxes, rebates and discounts.
Finance income
Bank interest is recognised on a time - proportioned basis using the effective interest method.
1.13 Revenue from non-exchange transactions- Penalties, gifts, donations, including goods in-kind.
Penalties , gifts and donations , including goods in kind , shall be recognised as income in the period
it is received provided that all if the following conditions have been satisfied:
• The amounts of all penalties , donations, gifts, and goods - in- kind can be measured reliably;
• There is an existing signed contract with supplier that includes a paragraph on penalties ; and
• It is probable that the economic benefits comprising of the penalty , gift, donations and goods in kind
will flow to the entity
With regards to donations received relating to pharmaceutical medicines ,Gauteng Medical Supplies
Depot does not account for the economic benefit received in the Statement of Financial Performance,
as the depot is considered to be only a conduit for hospitals and to control the receipt of donations for
the Department.
1.14 Irregular expenditure

Irregular expenditure as defined in section 1 of the PFMA is expenditure other than unauthorised
expenditure, incurred in contravention of or that is not in accordance with a requirement of any
applicable legislation, including -
(a) this Act;
(b) the State Tender Board Act, 1968 (Act No. 86 of
1968), or any regulations made in terms of the
Act; or
(c) any provincial legislation providing for procurement procedures in that provincial government.
Irregular expenditure excludes unauthorised expenditure. Irregular expenditure is accounted for
as an expense in the Statement of Financial Performance.
Irregular expenditure is disclosed in the notes to the financial statements and removed from the note
when it is either condoned by the relevant authority or transferred to receivables when it is deemed to
be recoverable.
1.15 Fruitless and wasteful expenditure
Fruitless and wasteful expenditure is defined as as expenditure that was made in vain and
would have been avoided had reasonable care been exercised , therefore:
• It must be recovered from responsible official ( a debtor account should be raised); or
• Written off (if responsibility cannot be determined).
ACCOUNTING POLICIES
Such expenditure is treated as expenditure in the Statement of Financial Performance and where
recovered, it is subsequently accounted for as revenue in the Statement of Financial Performance.
Due to nature of business at the entity (where expired stock and stock breakages is inherent to its
business), expired and stock breakages will only be recognised as fruitless and wasteful expenditure
if their total value is higher than 2% of average stock holding.
Qualitative consideration would also be considered to disclose fruitless and wasteful expenditure.
Recovery of Irregular and fruitless and wasteful expenditure
The recovery of Irregular, fruitless and wasteful expenditure is based on legislated procedures, and
is recognised when the recovery thereof from the responsible officials is probable. The recovery of
irregular, fruitless and wasteful expenditure is treated as other income.
1.16 Employee Benefits

Short term employee benefits encompasses all those benefits that become payable in the short term,
i.e. within a financial year or within 12 months after the financial year. Therefore, short term employee
benefits include remuneration, compensated absences and bonuses.
Short term employee benefits are recognised in the Statement of Financial Performance as services
that are rendered, except for non-accumulating benefits, which are recognised when the specific
event occurs. These short- term employee benefits are measured at their undiscounted costs in the
period the employee renders the related service or the specific event occurs.
Retirement benefit costs

The entity provides retirement benefits for its employees through a defined contribution plan for
government employees. These benefits are funded by both employer and employee contributions.
Employer contributions to the fund are expensed when money is paid to the fund. No provision is
disclosed for retirement benefits in the financial statements as the obligation and plan assets is
the responsibility of the multi-employer Government Employee Pension Fund reporting under the
control of National Treasury.
1.17 Events after reporting date
Two types of events can be identified:
• those that provide evidence of conditions that existed at the reporting date (adjusting events after
the reporting date); and
• those that are indicative of conditions that arose after the reporting date (non-adjusting events after
the reporting date).
The entity will adjust the amounts recognised in the financial statements to reflect adjusting events
after the reporting date once the event occurred.
The entity will disclose the nature of the event and estimate its financial effect or a statement that
such estimate cannot be made in respect of all material non-adjusting events, where non-disclosure
could influence the economic decisions of users taken on the basis of the financial statements.
ACCOUNTING POLICIES
1.18 Related Parties
The Entity operates in an economic sector currently dominated by entities directly or indirectly
owned by the South African Government. As a consequence of the constitutional independence of
the three spheres of government in South Africa, only entities within the Gauteng Provincial sphere
of government are considered to be related parties.
Only transactions with related parties that are not at arm’s length or not in the ordinary
course of business are disclosed.
Key Management Personnel
Key Management Personnel includes all persons having the authority and responsibility for
planning, directing and controlling the activities of the entity. This includes:
- The senior management team of the entity, including the chief executive officer, the
pharmaceutical services director and the director of finance and administration.
1.19 Commitments
Commitments are recorded at cost in the notes to the financial statements when there is a
contractual arrangement or an approval by management in a manner that raises a valid expectation
that the entity will discharge its responsibilities thereby incurring future expenditure that will result
in the outflow of cash.
1.20 Standards, amendments to standards and interpretations issued not yet effective.
The following Standards of GRAP and / or amendments thereto have been issued by the
Accounting Standards Board, but will only become effective in future periods or have not been
given an effective date by the Minister of Finance. The entity has not early-adopted any of these
new Standards or amendments thereto, but has referred to them for guidance in the development
of accounting policies in accordance with GRAP 3 as read with Directive 5:
Standard name and number Effective date Expected impact

(if applicable)
GRAP 104 - Financial Approved and not yet It is expected that there will
Instruments effective be a significant impact on the
impairment of financial assets.
NOTES TO THE FINANCIAL STATEMENTS
Amounts in Rand 2020 2019
2 INVENTORIES
Stock on hand 154 864 569 208 205 999
Consumable stores 342 263 460 718
Total Inventories 155 206 832 208 666 717
The amount of inventories recognised as an expense during the period amounted to R 4 168
025 610 (2019: R 3 896 123 135 ) and details thereof are as follows:
Inventory utilised in cost of goods sold 4 165 422 611 3 893 397 373
Inventory utilised in consumable stores 1 073 627 1 671 625
Inventory written off 1 529 372 1 054 137
Total inventory recognised as an expense 4 168 025 610 3 896 123 135
The entity uses the Weighted average cost method.
3 TRADE AND OTHER RECEIVABLES FROM EXCHANGE TRANSACTIONS

Gross Balances
Trade receivables - Gauteng Department of Health 398 351 959 614 687 499
Trade creditor overpayments - 4 970 974
Stock losses - Department of Infrastructure and - 3 860 966
Development
Other receivables* 1 061 278 1 913 540
399 413 237 625 432 979
Less: Allowance for impairment
Trade creditor overpayments - (4 970 974)

Stock losses - Department of Infrastructure and - (3 860 966)
Development
Other receivables - (912 006)
- (9 743 946)
Management wrote off the trade creditors and stock losses amounting to R 8 831 940 as they were
found to be irrecoverable. Other receivables amounting to R 912 006 that were generated erroneously
by the system have also been cleared.
Net balance 399 413 237 615 689 033

As at 31 March 2020, the ageing of trade and other receivables from exchange transactions that
were due but not impaired is as follows:
< 30 days 398 620 020 445 620 399
> 30 days 793 217 169 067 100
Total 399 413 237 614 687 499
Reconciliation of allowance for impairment

Balance at the beginning of the year (9 743 946) (9 743 946)
Trade and other receivables written off 8 831 940 -
Other receivables - System error generated receivables 912 006 -
Balance at the end of the year - (9 743 946)
4 PROPERTY, PLANT AND EQUIPMENT
282
Amounts in Rand 2020 2019*
Carrying value Carrying value
Accumulated at end of Accumulated at end
Cost Cost
depreciation the year depreciation of the year
OWNED ASSETS
Computer equipment 7 821 447 (3 884 577) 3 936 870 4 162 759 (3 125 211) 1 037 548
Cellphones & Accessories 83 704 (20 332) 63 372 54 185 (35 851) 18 334
Fixtures and fittings 10 625 (9 883) 742 10 625 (9 183) 1 442

Office furniture 5 574 196 (4 896 948) 677 248 5 602 409 (4 599 273) 1 003 136
Plant and equipment 23 673 376 (18 311 090) 5 362 286 23 731 569 (16 755 022) 6 976 547
Closing Balance 37 163 348 (27 122 830) 10 040 518 33 561 547 (24 524 540) 9 037 007
LEASED ASSETS
Motor vehicles - G-Fleet 1 084 500 (486 263) 598 237 499 900 (288 983) 210 917
Office equipment 325 173 (83 367) 241 806 192 658 (170 250) 22 408
1 409 673 (569 630) 840 043 692 558 (459 233) 233 325
Total 38 573 021 (27 692 460) 10 880 561 34 254 105 (24 983 773) 9 270 332
4 PROPERTY, PLANT AND EQUIPMENT (Continued)
2020- Reconciliation of Property, Plant & Equipment
Amounts in Rand
Carrying value
Carrying value Accumulated
at end of
at beginning of Additions Disposals depreciation Depreciation
the year
the year on disposals
OWNED ASSETS
Computer equipment 1 037 548 3 755 685 (96 997) 78 291 (837 657) 3 936 870
Cellphones & Accessories 18 334 83 704 (54 185) 52 454 (36 935) 63 372
Fixtures and fittings 1 442 - - - (700) 742
Office furniture 1 003 136 23 246 (51 459) 50 163 (347 838) 677 248
Plant and equipment 6 976 547 62 560 (120 753) 116 633 (1 672 701) 5 362 286
Closing Balance 9 037 007 3 925 195 (323 394) 297 541 (2 895 831) 10 040 518
LEASED ASSETS
Motor vehicles - G-Fleet 210 917 584 600 - - (197 280) 598 237
Office equipment 22 408 332 338 (199 823) 194 451 (107 568) 241 806
233 325 916 938 (199 823) 194 451 (304 848) 840 043
Total 9 270 332 4 842 133 (523 217) 491 992 (3 200 679) 10 880 561
Included in the entity’s fixed asset register are items of property, plant and equipment at 31 March 2020 with zero-rand book value. Management
assesses at each reporting date if there is a need to revise the useful lives at year end as required by GRAP17, paragraph 56. The outcome of
the assessment resulted in no changes being made to the existing useful lives as these assets are no longer in an ideal working condition. The
total acquisition cost of these assets is R701 923 and accumulated depreciation to-date is: R701 923. The intention by management is to replace
these affected assets within the next 12 months. There have been delays in replacing these assets caused by the National State of Disaster due
to COVID-19.
In terms of GRAP 17 paragraph 88, the Entity spent R 219 301 on maintenance and repairs of the assets. This amount was not capitalized to
the cost of the assets
283
4 PROPERTY, PLANT AND EQUIPMENT (Continued)
284
2019- Reconciliation of Property, Plant & Equipment
Amounts in Rand
Carrying value
Carrying value Accumulated
at end of
at beginning of Additions Disposals depreciation Depreciation
the year
the year on disposals
OWNED ASSETS
Computer equipment 675 068 684 470 (198 929) 198 331 (321 392) 1 037 548
Cellphones & Accessories 45 427 - - - (27 093) 18 334

Fixtures and fittings 2 142 - - - (700) 1 442
Office furniture 1 414 230 16 066 (43 699) 41 928 (425 389) 1 003 136
Plant and equipment 9 088 117 3 104 (16 190) 15 315 (2 113 799) 6 976 547
11 224 984 703 640 (258 818) 255 574 (2 888 373) 9 037 007
LEASED ASSETS
Motor vehicles - G-Fleet 393 556 - (292 916) 292 916 (182 639) 210 917
Office equipment 123 002 - (203 216) 203 216 (100 594) 22 408
516 558 - (496 132) 496 132 (283 233) 233 325
Total 11 741 542 703 640 (754 950) 751 706 (3 171 606) 9 270 332
5 CASH AND CASH EQUIVALENTS

Cash and cash equivalents consists of:
Bank balance 592 949 397 242 700 838

Petty cash 1 500 1 500
Total Cash and cash equivalents 592 950 897 242 702 338
Cash and cash equivalents earn interest at floating rates based on daily bank deposit rates. The finance
income is recognised in the Statement of Financial Performance.
No cash and cash equivalents were pledged as security at 31 March 2020.
The entity had the following bank accounts at 31 March 2020:
FNB Cheque Account 592 949 397 242 700 838
6 TRADE AND OTHER PAYABLES FROM EXCHANGE TRANSACTIONS
Trade payables from exchange transactions 317 221 437 372 016 667
Service bonus accrual* 2 365 657 2 140 531

Audit fee accrual 153 134 1 892 566
Other accruals 1 540 578 1 793 479
321 280 806 377 843 243
At 31 March 2020, the ageing of trade payables was as follows:

< 30 days 317 221 437 302 478 510
> 30 days - 69 538 157
317 221 437 372 016 667
*Service bonus is accrued and the calculation is based on the employee’s gross
salary. It is normally paid out in the employee’s birthday month.

7 PROVISIONS
Provision for Leave pay 4 153 090 3 883 799

Provision for Performance Bonus 799 057 1 307 383
Total 4 952 147 5 191 182
Reconciliation of Provision for Performance
Bonus:
Balance at the beginning of the year 1 307 383 3 601 652
Amount utilised (1 351 302) (2 435 304)
Unused amount reversed 43 919 (1 166 348)
Amount raised 799 057 1 307 383
Balance at the end of the year 799 057 1 307 383
Reconciliation of Provision for Leave:
Balance at the beginning of the year 3 883 799 3 460 070
Movement for the year 269 291 423 729
Balance at the end of the year 4 153 090 3 883 799
Performance bonus
Provision for performance bonus is based on assessment of employees’ performance for the
year and according to the entity’s policy. The actual obligation amount cannot be determined
as the performance assessments are finalised after financial year end. The amount calculated
was based on the remuneration budget of 2019/2020 and factor of 0,75% was applied which is
the best estimate for the current year. The liability is anticipated to be paid within 12 months
from the reporting date.
Leave
Provision for leave pay is a liability as a result of employees accumulated leave days balances at
the reporting date using the current salary rates. The amount is uncertain as some of the leave
balances will be forfeited if not used within 6 months after the end of leave cycle.
8 FINANCE LEASE OBLIGATIONS

Minimum lease payments
Within 1 year 537 951 206 714
Within the 2nd to 5th year inclusive 726 538 191 919
1 264 489 398 633
Less: Future finance charges (384 493) (86 331)
Present value of lease obligations 879 996 312 302
The present value of lease obligations can be analysed as follows:
Within 1 year 339 284 145 963
Within the 2nd to 5th year inclusive 540 712 166 339
879 996 312 302
Disclosed as:
Current liabilities 339 284 145 963
Non-Current Liabilities 540 712 166 339
879 996 312 302
The finance lease obligations at 31 March 2020 was in respect of photocopier machines and
motor vehicles. The average interest rates is 17 % for photocopiers and 28% for motor vehicles.
The end dates for these leased items are as follows:
Photocopiers machines Motor vehicles:
8 Machines: May 2022 1 Motor vehicle: April 2021
1 Machine: February 2023 2 Motor vehicles: July 2022
9 CONTRIBUTED CAPITAL
Cash received from Gauteng Department of Health* 54 000 000 54 000 000
Transfers from accumulated surplus** 50 376 790 50 376 790
104 376 790 104 376 790
* The Gauteng Department of Health contributed capital this amount to the entity to fund its working
capital requirements.
** Transfers from accumulated surplus to increase contributed capital occurred in 2007 (R 26 000
000) and in 2009 (R 24 376 790) after treasury approval was obtained.
10 REVENUE FROM EXCHANGE TRANSACTIONS - OTHER INCOME
Parking fees 89 520 88 520

Commission fees 45 185 43 840
Other income 10 800 18 216
TOTAL OTHER INCOME 145 505 150 576
11 EMPLOYEE RELATED COSTS

Basic salary 54 628 349 49 008 366
Allowance for acting positions 76 290 131 331
Qualification bonus 48 597 29 971
Overtime 620 457 41 032
Standby allowance 130 018 235 355
Housing allowance 2 965 322 3 083 280
Non-pensionable salary 3 272 738 2 754 803
Service bonus 4 509 467 4 112 002
Bargaining council 17 480 16 271
Performance bonus 842 976 141 035
Medical aid contributions 4 244 692 3 936 751
Travel claims 112 285 35 756
Leave 611 886 455 675
Intern salaries 101 688 -
Pension fund contributions 7 071 431 6 334 964
Service in- kind : CEO remuneration 1 452 442 1 422 012
80 706 118 71 738 604
Defined contribution plan

The entity provides retirement benefits for its employees through a defined contribution plan for
government employees. These benefits are funded by both employer and employee contributions.
Employer contributions to the fund are expensed when money is paid to the fund. No provision is
disclosed for retirement benefits in the financial statements as the obligation and plan assets is
the responsibility of the multi-employer Government Employee Pension Fund reporting under the
control of National Treasury.
Deficit for the year

Contribution payable for the year 7 101 685 6 371 088
Contributions paid 7 071 431 6 334 964
Deficit (30 254) (36 124)
12 OPERATIONAL COSTS
Rental and hiring 586 981 534 010
Repairs and maintenance 1 196 812 2 515 468
Communication 354 143 346 969
Stationery and printing 973 472 1 005 920
SITA computer services 2 528 403 1 951 103
Audit fees 153 134 1 962 288
External training 459 602 91 902
Inventory written off* 1 529 372 1 054 137
Cleaning services 1 534 030 1 778 519
Professional accounting and other advisory services 1 119 460 2 909 041
Security services 3 287 805 3 658 299
Other operational costs 2 520 754 1 932 533
Total 16 243 968 19 740 189
* Inventory written off relates to expired and broken stock that was written off during the period under
review
13 OPERATING LEASE
At the reporting date the Depot had outstanding commitments under non-cancellable operating
leases and/or contracts, which fall due as follows:
Minimum lease payments due

Within 1 year 231 142 460 978
Within 2 to 5 years inclusive 41 015 71 473
272 157 532 451
The lease agreements are not renewable at the end of the lease terms. The operating leases are
in respect of office equipment and plant and equipment. There is no escalation clause in all operating
leases at 31 March 2020 and thus no straight-lining adjustment was required.
14 NET CASH GENERATED FROM OPERATIONS **
Surplus for the year 138 356 885 127 529 262
Adjustment for:
Depreciation on property, plant and equipment 3 200 679 3 171 606
Penalties - (24 194 254)
Net movement in provisions (239 035) (2 294 271)
Scrapping of property, plant and equipment 31 225 3 244
Inventory written off 1 529 372 1 054 137
Other non cash items - 2
Operating surplus before changes in working capital 142 879 126 105 269 726
Movement in working capital
Decrease in inventories 51 930 513 44 243 539
Decrease in trade and other receivables 216 275 796 408 654 620
Decrease in trade and other payables (56 562 437) (345 853 043)
Net increase in working capital 211 643 872 107 045 116
Net cash generated from operating activities 354 522 998 212 314 842
** The net cash generated from operations note was erroneously omitted last year but this omission had no financial
effect on the face of the cash flow statement.
15 RELATED PARTIES
Relationships
Controlling entity - Gauteng Department of Health
The Medical Supplies Depot is a trading entity under the control of the MEC of Gauteng
Department of Health. All transactions with the Department of Health are considered to be
related party transactions and are not at arm’s length.
Related party balances
Amounts included in trade receivables regarding related parties:
Gauteng Department of Health 398 351 959 614 687 499
Related party transactions

Amounts included in revenue regarding related parties:
Gauteng Department of Health 4 373 490 282 4 088 067 270
REMUNERATION OF KEY MANAGEMENT

The entity’s key management personnel are the
following:
- Chief Executive Officer
- Director : Pharmaceutical Services
- Director : Finance and Administration
15 RELATED PARTIES
Amounts in Rand
2020
Acting Director
Director Director Finance Finance and
Pharmaceutical and Administration:
Services: Mr D Mr X Mahleza Mr K
Malele Administration: M Kasumba Total
Salary 904 922 493 416 98 280 1 496 618
Bonuses and
performance payments 77 140 - - 77 140
Allowances 170 649 106 200 29 344 306 193
Pension Contribution 117 640 64 144 12 776 194 560
Acting allowance - - 23 552 23 552
Total 1 270 351 663 760 163 952 2 098 063
Amounts in Rand
2019
Acting Director
Director Director Finance Finance and
Pharmaceutical and Administration:
Services: Mr D Administration: Mr K
Malele Mr J M Smidt M Kasumba Total
Salary 727 384 237 043 523 023 1 487 450
Bonuses and performance

payments 61 330 - 43 584 104 914
Allowance 132 441 107 460 169 173 409 074
Pension Contribution 94 560 30 816 42 495 167 871
Acting allowance - - 138 006 138 006
Total 1 015 715 375 319 916 281 2 307 315
Service in-kind
In the 2019/20 financial year, the Gauteng Department of Health rendered the services listed
below at no cost to the entity:
• Corporate Services (Including Human Resources, Risk management and Finance and IT services).
The value of these services could not be reliably estimated.
• The entire remuneration of the Chief Executive Officer of the entity (Ms N Thipa), amounting to
R 1 452 442 (2019: R 1 422 012) was paid by the Gauteng Department of Health.
16 FINANCIAL RISK MANAGEMENT
General
The main risks faced by the trading entity are interest rate risk, credit risks, currency risks and liquidity
risks. The Depot has developed a comprehensive risk strategy in terms of Treasury Regulation 3.2 in
order to monitor and control these risks. The risk management process relating to each of these risks
is discussed under the headings below.
Interest rate risk
The entity is not exposed to significant interest rate risk as there is no internal funding other than
cash and finance leases. The following table set out the carrying amount, by maturity, of the entity’s
financial instruments exposed to interest rate risk:
Amounts in Rand
2020 Within 1 year Within 2 - 5 years Total
Finance lease obligations 339 284 540 712 879 996

Trade payables 317 221 437 - 317 221 437
2019 Within 1 year Within 2 - 5 years Total
Finance lease obligations 145 963 166 339 312 302

Trade payables 372 016 667 - 372 016 667
The entity’s financial instruments are linked to the South African prime rate.
The following table demonstrates the sensitivity to a reasonable possible change in interest rates,
with all other variables held constant of the entity’s surplus before taxation:
Increase in Effects on
interest surplus
Amounts in Rand
rate by:
2020
Finance lease obligations 1% 8 800
Trade payables 1% 3 172 214
2019
Finance lease obligations 1% 3 123
Trade payables 1% 3 720 167
16 FINANCIAL RISK MANAGEMENT ( continued)
Credit Risk
Financial assets, which potentially subject the Entity to the risk of non-performance by counter
parties, consist mainly of cash and accounts receivable, consisting of trade receivables and staff
debtors. Trade accounts receivable consist of a small consumer base. The Entity limits its treasury
counter-party exposure by only dealing with well-established financial institutions approved by
National Treasury. Trade debtors – The Gauteng Department of Health is effectively the only client
of the Entity, although deliveries occur to various health institutions.
Credit risk with regards to receivables is managed as follows:
Trade debtors – A monthly claim is compiled of all issues from the Entity to health institutions and
of payments affected to suppliers for direct deliveries. This claim is normally paid within a month by
Central Office as the Entity follows-up strongly on outstanding monies to ensure that there is money
available to release a weekly run of payments to suppliers.
Staff debtors – Section 17, 30 and 38 of the Public Service Act indicate that any overpayment or
wrongly granted remuneration to staff irrespective of whose fault it is may be recovered from the
employee. There are built-in control measures in Persal to limit overpayments and adjustments have
a three-tier approval process. The employee applies or provides approved documents, a practitioner
records the transaction on Persal, a senior reviews the transaction on Persal and a third person
is required to approve the transaction. With death, retirement or resignation there is a prescribed
debt form that needs to be completed and is forwarded with the pension withdrawal form (Z102)
to the Department of Finance where the staff debt is recovered before payment to the employee or
employee beneficiaries occur. Where the debt recovered is inadequate the Department of Finance’s
debt recovery section recovers outstanding monies.
Financial assets exposed to credit risk at the reporting date were as follows:
Trade and other receivables ( less than 3 months) 398 351 959 614 687 499
Cash and cash equivalents (less than 3 months) 592 950 897 242 702 338
Liquidity Risk
The Entity maintains a large amount of inventory , the maximum turnover period for the inventory
kept however is three months.
Liquidity risk is managed as follows :
Proper stock management processes are in place where stock ordered based on economic order
quantities. The turnover period of stock kept at the depot is three months. On a monthly basis the
entity identifies slow moving items and a communication is sent to health facilities with an inventory
list of the items as a reminder that the stock is available.
Currency Risk
The Entity does not transact with any supplier or customer outside the South African borders
and this risk is therefore not directly applicable. However, this risk arises as suppliers purchase
raw material from international suppliers which is subject to foreign exchange rate fluctuations.
Suppliers therefore request, through an application to National Treasury for a price adjustment
based on the fluctuation of foreign exchange rates.
17 FRUITLESS AND WASTEFUL EXPENDITURE

Reconciliation of fruitless and wasteful expenditure:
Opening Balance 25 742 325 25 742 325
Current year fruitless and wasteful expenditure - -
Prior year fruitless and wasteful expenditure identified in the 4 970 974 -
current year **
Condoned or written off by relevant authority - -
Transfer to receivables for recovery-not condoned - -
Current year fruitless and wasteful expenditure - -
Closing Balance 30 713 299 25 742 325
* Broken and expired stock is only recorded as fruitless and wasteful expenditure only if it
exceeds 2% of the average inventory on hand.
** The prior year fruitless and wasteful expenditure identified in the current year relates to
overpayments incurred in the prior years due to system malfunctioning.
Management has referred the cases to the risk management and internal control unit within Medical
Supplies Depot for further investigations.
18 IRREGULAR EXPENDITURE
Reconciliation of irregular expenditure:
Opening Balance 1 389 392 472 1 378 614 421
Current year Irregular expenditure *** 4 976 871 10 778 051
Prior year Irregular expenditure identified in the current year 1 187 671 -
Closing Balance 1 395 557 014 1 389 392 472
Action taken by management regarding irregular expenditure
Current year irregular expenditure***

There are six (6) contracts that accounted for the current year irregular expenditure:
- Cleaning services 660 265 1 437 794
- Security services 3 268 619 6 822 060
- Accounting services 743 838 2 518 197
- Repairs and Maintenance 127 092 -
- Pest control and Gardening services 175 560 -
- Waste removal services 1 497 -
4 976 871 10 778 051
Management has taken the following steps to eliminate the reoccurrence of this irregular expenditure:
• The Entity is in the process of re-designing it’s organisational structure to insource the
cleaning and security services.
• Permanent officials have been appointed to replace the consultants that provided accounting services.
19 COMMITMENTS
Approved, contracted and not provided for in the statement of financial position.
Contractual commitments
- Distribution services* 1 689 875 9 597 615

- Cleaning services** 924 371 950 781
- IT services - 2 243 694
- Operational orders placed but goods not delivered 609 789 1 171 617
- Pharmaceutical orders placed but goods not 1 022 409 613 453 560 755
delivered***
1 025 633 648 467 524 462
- Capital Commitments
- -
* Contract awarded 1 January 2018 and terminates on 31 December 2020.

** Contract awarded 1 November 2019 and terminates 31 October 2020.
*** The increase in pharmaceutical orders is related to the unavailability of medicines which
are procured from sole suppliers who are also experiencing challenges in importing raw
materials that are used to manufacture medicines.
20 COMPARATIVES
There were changes to the prior year presentation and disclosure to ensure comparability for
users of the annual financial statements. Please refer to note 22.
Amounts in Rand 2020
21 CHANGE IN ACCOUNTING ESTIMATE
Property, Plant & Equipment original useful lives have been reassessed as per table below in the
beginning of the current financial period to reflect the actual pattern service potential derived
from the assets. The depreciation is to be calculated on a straight line basis for the remaining
useful lives
The change in the useful lives of the assets had the following impact on depreciation
Current year
Computer Equipment (34 601)
Office Furniture (78 971)
Plant & Equipment (379 923)
(493 495)
22 PRIOR PERIOD ERROR
22.1 Commitments
Commitments relating to Operational orders amounting to R1 171 617 were erroneously omitted in
the annual financial statements.
There is no impact on the Statement of Financial Position, Statement of Financial Performance,

Statement of Changes in Equity or the Statement of Cash Flows for the year ended 31 March 2019,
as this only affected the relevant note disclosure.
The effect on the relevant note disclosure is as follows:
Commitments
- Operational orders placed but goods not delivered 1 171 617
22.2 Services in - Kind

Services in- kind to the amount of R1 422 012 were erroneously omitted in the annual financial
statements.
The effect of the restatement on individual financial statement line items is as follows:
Statement of Financial Performance
Increase in Revenue from non - exchange transactions 1 422 012

Increase in Employee costs 1 422 012
Amounts in Rand
22 PRIOR PERIOD ERROR - continued

22.3 Other receivables and Provision for leave pay
Management noted that in 2019 an amount of R278 485 relating to negative leave pay( leave days
take of leave credit) was erroneously netted off in the provision for Leave pay instead of disclosing it
as a se item. This error has now been corrected by way of reclassifying the leave pay from an accrual
to a provision.
The effect of the restatement on individual financial statement line items is as

follows:
Balance as
Statement of Financial Position Balance restated Difference
previously stated
Provision for Leave pay 3 605 314 3 883 799 278 485
Other receivables 1 635 055 1 913 540 278 485
22.4 Property, Plant and Equipmen
a) The useful lives of all fully depreciated assets with a NBV of R0 & R1 were re-assessed.
The effect of the re-assessment is as follows:
Statement of Financial Position

Increase in Property, plant and equipment at 01 April 2018 2 160 326
Decrease in Property, plant and equipment for the year ended 31 March 2019 547 324
Increase in Accumulated Surplus at 01 April 2018 2 160 326
Decrease in Accumulated Surplus for the year ended 31 March 2019 547 324
Statement of Financial Performance

Increase in depreciation for the year ended 31 March 2019 547 324
22.5 Capital Commitments
For the year ended 31 March 2019, commitments to the value of R12 048 237 were raised. Subsequent
work done revealed that this amount related to the capital budget for the yearunder review which was
mistakenly treated as commitments. The amount has accordingly been reclassified leaving a nil balance.
Balance as Balance restated Difference

previously stated
Commitments 12 048 237 - (12 048 237)
23 EVENTS AFTER REPORTING DATE
South Africa is facing unprecedented health and economic challenges as a result of the negative impact
of the COVID-19 which was declared a global pandemic by the World Health Organization (WHO)
around February 2020. President Cyril Ramaphosa issued a directive that, inter alia, declared South
Africa a National State of Disaster, in terms of the Disaster Management Act, 57 of 2002. The country
was thus placed under total lockdown effective mid-night of 26 March 2020 with devastating economic
consequences. The state of health of many South Africans and the economy at large have been at the
receiving end of this pandemic and many lives lost.
Given the timing of the pandemic and the nature of the entity’s funding model, the impact of this pandemic
to the entity for the year under review could not be reasonably measured but estimated to be very
insignificant.
Going-concern assessment on COVID-19
Covid-19 will have a negative impact on the medicine availability in the province as suppliers are unable
to deliver medicines on time and in the demanded quantities. We have seen a lot of suppliers applying
for price increases in terms of supplying medicines to the different provinces. The lockdown restrictions
have affected the production capacity of most suppliers as they need to use minimal staff to ensure
compliance to the lockdown regulations.
Non-availability of medicines (Quantities)
In order to minimise the impact on the availability of medicines, the entity has a plan to buy-out of
contracts.
Price escalations/ Budget
In terms of the entity’s funding model, the impact is minimal as the budget utilised by the entity is that of
the institutions. The Gauteng Department of Health will unfortunately have to source more funding for
institutions.
Possible impact on significant judgments and estimates
Provisions
Included in note 7 to these financial statements are provisions relating to leave pay and performance
bonuses. amounting to R4 952 147. All outstanding leave days in favor of employees for the 2020 leave
cycle must be taken by 30 June 2020 and failure to do so will result in their automatic forfeiture in terms
of the leave policy.
The uncertainty relating to the performance bonus provision is the determination of a rate of pay which
takes into account factors such as inflation.
Both these provisions are estimated not to change significantly as a result of COVID-19.
Depreciation and amortization
Management carried out a full asset verification of all its assets as required by GRAP 17. In evaluating
the how, the condition, and use of the asset inform the useful life and residual value. Management
considers the impact of technology and minimum service requirements of the assets.
The decision on the entity’s re-investment in operating assets is dependent on its available financial
resources which are currently in good state.
Accordingly, management believes that these decisions will not be significantly impacted on by COVID-19.
Financial assets and Financial liabilities:
As per note 16 to these financial statements, the entity had financial assets and liabilities which
management assessed for possible fluctuations as a result of the COVID-19 pandemic as follows:
The value of medicines issued to all healthcare institutions in the provincial government administration
plus an administrative levy is billed to the department on a timely basis. The funds so received by the
entity are the source of funding for the payment of its suppliers. This arrangement is not likely to change
in the foreseeable future.
Instead, the COVID-19 pandemic has made the current strategic entity support to the department even
stronger due its specialist nature to provide pharmaceutical services in a manner that is efficient and
effective.
Neither the entity’s financial assets nor the liabilities are linked to the market interest rates and as such
no material fluctuations are expected to occur.
For the year under review, the impact of COVID-19 is considered a non-adjusting event and no
adjustments have been made in this regard.
Management is of the view that the challenges highlighted above will have minimal negative impact on
the entity’s going concern.
REPORT OF THE AUDIT COMMITTEE
Report of the Audit Committee – Cluster 03

report of the Depot and the Auditor-General of South Africa’s (AGSA) Audit and Management Reports.

Executive Members
Audit Committee:

Ms. Nocawe Thipa (Former- CEO) 02
Mr. Dumisani Malele (Acting CEO) 03
Mr. Xolani Mahleza (Director: Finance) 05
Ms. Lee-ann Doorasamy (Chief Risk Officer) 05
The Audit Committee noted that the Accounting Officer attended all the scheduled Audit Committee
meetings. Therefore, the Audit Committee is satisfied that the Depot adhered to the provisions of
the GPG Audit Committee Charter in relation to ensuring that there is proper representation by the
Accounting Officer.
Based on the results of the formal documented review of the design, implementation and effectiveness of
the depot’s system of internal controls conducted by the internal audit, Office of the Provincial Accountant-
General (PAG) and Auditor-General of South Africa (AGSA) during the financial year ended 31 March 2020,
Report of the Audit Committee – Cluster 03

report of the Depot and the Auditor-General of South Africa’s (AGSA) Audit and Management Reports.

Executive Members
Audit Committee:

Ms. Nocawe Thipa (Former- CEO) 02
Mr. Dumisani Malele (Acting CEO) 03
Mr. Xolani Mahleza (Director: Finance) 05
Ms. Lee-ann Doorasamy (Chief Risk Officer) 05
The Audit Committee noted that the Accounting Officer attended all the scheduled Audit Committee
meetings. Therefore, the Audit Committee is satisfied that the Depot adhered to the provisions of
the GPG Audit Committee Charter in relation to ensuring that there is proper representation by the
Accounting Officer.
Based on the results of the formal documented review of the design, implementation and effectiveness of
the depot’s system of internal controls conducted by the internal audit, Office of the Provincial Accountant-
General (PAG) and Auditor-General of South Africa (AGSA) during the financial year ended 31 March 2020,
the external auditor on the results of their audit, the Audit Committee concluded that the depot’s system of
internal financial controls is not effective and material internal control breaches come to the Audit Committee’s
attention.
Information and Communication Technology (ICT) Governance
The Audit Committee concluded that ICT Governance of the depot is not adequate, thus there is a need for
implementation of integrated ICT governance strategy and strengthening of ICT governance structure.
Internal Audit
Audit committee concluded that internal audit performance and effectiveness is somewhat satisfactory:
• Reviewed and approved the annual Internal Audit plans and evaluated the independence, effectiveness and
performance of the internal audit function;
• Considered the reports of the Internal Auditors on the depot’s systems of internal control;
• Reviewed issues raised by internal audit and the adequacy of corrective action taken by management in
response thereto;
• Reviewed issues raised by external quality assurance reviewer performed on the internal audit unit. Internal
Audit was assessed to be Generally Conformant with the International Standards for Professional Practice
of Internal Auditing.
Risk Management
The Audit committee reviewed the depot’s policies on risk management and strategy (including IT Governance)
and monitored the implementation of risk management policy and strategy and concluded that depot’s risk
management maturity level is not satisfactorily and deserves urgent and immediate attention.
Combined assurance
The Audit committee reviewed the plans and reports of the external and internal auditors and other assurance
providers including management and concluded that these were not adequate to address all significant risks
facing the depot , thus Audit Committee further recommend the finalization and the fully implementation of
Combined assurance framework/strategy.
The quality of quarterly reports submitted in terms of the PFMA and the Division of Revenue Act
Based on the quarterly review of in-year monitoring systems and reports, the Audit Committee is not satisfied
with the quality, accuracy, uselessness, reliability, appropriateness and adequacy of the depot in-year
reporting systems.
Compliance with the relevant laws and regulations
The Audit Committee considered reports provided by management, internal assurance providers and the
independent auditors regarding compliance with legal and regulatory requirements and concluded that the
depot did not comply with the enabling laws and regulations as well as its policies and standard operating
procedures.
Evaluation of Annual Financial Statements
Following the review by the Audit Committee of the Annual Financial Statements for the year ended 31 March
2020 before and after the audit, the Audit Committee is of the view that, in all material respects, it complied
with the relevant provisions of the PFMA and GRAP and fairly presents the financial position at that date and
the results of its operations and cash flows for the year then ended.
Final Auditor General’s Report
The Audit Committee concurs and accepts the conclusions of the Auditor-General on the Annual Financial
Statements, which is the unmodified audit opinion with findings (unqualified audit with emphasis of matters
and non-compliance). Consequently, the Audit Committee is of the opinion that the audited annual financial
statements and annual performance report be accepted and read together with the report of the Auditor-
General.
For having achieved unqualified audit opinion for the financial year, the Audit committee commend Honourable
MEC, HoD and depot staff for maintain an unqualified audit opinion.
One-on-One Meeting with the Accounting Officer
The Audit Committee has met with the Accounting Officer for the department and other key members from the
department and Provincial Treasury to discuss actions to be taken to address the internal control deficiencies
One-on-One Meetings with the Executive Authority
The Committee has not had opportunity to meet with the Executive Authority for the department to apprise the
MEC on the performance of the Depot and believes that this meeting would be beneficial.
Auditor-General of South Africa
The Audit Committee has met with the AGSA to ensure that there are no unresolved issues.
Covid-19 Pandemic (Subsequent events)
Based on the review of the depot’s Covid-19 outbreak response and management response strategy and
plan (include Business Continuity Plan), the Audit Committee concluded that depot plan and strategy is not
adequate and there is serious room for improvement.
Conclusion
The Audit Committee wishes to acknowledge the commitment and support of Honourable MECs (past
and present), Provincial Accountant-General and her team, Director-General and her team, AGSA staff,
management and staff of the depot. The political and administrative leadership instability in the depot played
ultimate and big role towards and improved and positive financial and non-financial performance.
Stanley Ngobeni
October 2020
Notes
Notes
GaUteNG ProviNce
HealtH
REPUBLIC OF SOUTH AFRICA
45 Commissioner St, Johannesburg, 2000

Private Bag X085, Marshalltown, 2107
Tel: +27 355 3000 | Fax: +27 11 355 3811
Web: www.gauteng.gov.za
Hotline: 08600 11000
PR374/2020
ISBN: 978-0-621-48948-04

2020 Gauteng Health Annual Report

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2020 Gauteng Health Annual Report

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DEPARTMENT OF HEALTH

CLINICAL PROFESSIONALS NURSING PROFESSIONALS

Medical Medical 15 294

Prof Nurse Staff

433 8 082 6 439

ADMINISTRATION STAFF SUPPORT STAFF MANAGEMENT PROFESSIONALS

Middle (11-12) Level (16)

We provided 271 224

22 218 227 222

5 174 748 HIV tests done 2 407 176

70 259 721 350

District Health Sciences

Provincial Health Facilities

Telephone number: 011 355 3477

The Department’s performance as outlined in this Annual Report is embedded in

The sixth administration is committed to turning around health services provision

4.2 OVERVIEW OF THE FINANCIAL RESULTS OF THE DEPARTMENT

Programme Name 2019/20 2018/19

Patient Fee Tariffs

ii) Subsidised and Exempted Patients

Meals and Crèches (Fee Tariffs)

Patient Fees Debt

HOSPITALS BAD DEBTS WRITTEN OFF

The department did not receive any unsolicited bid proposals.

4.4.3 Irregular expenditure, unauthorised, fruitless, and wasteful expenditure

4.4.4 SCM processes and systems in place to prevent irregular expenditure

4.5 Gifts and donations in kind received from non-related parties

4.6 Exemptions and deviations received from the Provincial Treasury

4. Build health infrastructure for effective service delivery.

GAUTENG DEPARTMENT OF HEALTH

and confirmation of the accuracy

of the Annual Report

GAUTENG DEPARTMENT OF HEALTH

HEALTH HUMAN RESOURCE

CHIEF DIRECTORATE: CHIEF DIRECTORATE: DIRECTORATE:

CHIEF DIRECTORATE: CHIEF DIRECTORATE:

Name of Entity Legislative Mandate Financial Relationship Nature of Operations

9. Legislative and other mandates

2. OVERVIEW OF DEPARTMENTAL PERFORMANCE

Table 2.1.1: Integrated school health services

2.2 Organisational environment

2.3 Service Delivery Improvement Plan

Table 2.3.1: Main services and standards: Mental health services

Table 2.3.2: Batho Pele arrangements with beneficiaries

Legal standard Guidelines developed at provincial level are aligned

The National Mental Health Policy Framework and

A costed and ratified Gauteng Province Mental Health

Table 2.3.4: Complaints mechanism

3. STRATEGIC OUTCOME-ORIENTED GOALS

Table 3.1: Progress towards achievement of the 5-year targets by 2019/20

4. PERFORMANCE INFORMATION BY PROGRAMME

• Human Resource Management

The following strategic objectives are relevant to Programme 1:

HUMAN RESOURCE MANAGEMENT

INFORMATION AND COMMUNICATIONS TECHNOLOGY

Table 4.1.1: Programme 1: Administration

Percentage of # 23.2% 100% 55% 0% (55%) Target not achieved

Strategies to overcome areas of underperformance

PROGRAMME 1 EXPENDITURE TABLES

Table 4.1.2: Budget Programme 1: Administration: Sub-Programmes

Table 4.1.3: Budget Programme 1: Administration: Programmes

4.2 PROGRAMME 2: DISTRICT HEALTH SERVICES

• District health management and PHC services

Significant achievements and strategies to address areas of underperformance