Page 174 - Provincial Treasury Estimates.pdf

Department: +HDOWK
With frequent load-shedding continuing unabated, the Uninterrupted Power Supply (UPS) devices do not

get enough chance to recharge adequately and when the next phase of load-shedding kicks in, the UPS
cannot fully support machines used in hospitals. Due to interruptions of power supply, elective surgeries

had to be put on hold in some facilities, adding to the post-COVID-19 backlog.

3. 3. Outlook for the coming financial year (2023/24)

The department will continue to relook the service delivery platform so that it is able to deliver within the

available resources through implementation of the turnaround strategy to guide the department towards
the goal of quality health services, digitally enabled, data driven health care service. The interventions
include:

Integrated Medical Legal Strategy

Towards Financial Sustainability: Continue to implement of medico legal strategy to stop haemorrhage of
funds from the budget through strengthening of health systems for improved quality of care.
The improvement of maternal and child health services to improve clinical quality care is prioritized to

reduce the new cases of medico legal liability. In the year under review, the department focused on the
implementation of the Integrated Medico Legal Strategy, ensuring interventions focusing on administrative,

clinical and defence capacities are put in place. This is also complemented by support from both Office of
the Premier and the Provincial Treasury.

The Department of Health is implementing the following strategies to address medico-legal cases:
x Package interventions to prevent cerebral palsy.
x Implementation of an electronic patient records management system.

x Promotion of early intervention strategies.
x Designated district hospitals to have the full package of services.

x Rationalization of contingent liability records. Anti-corruption and Fraud Multi Group (AFMG) on
Medico Legal Claims Double Dipping Prevention Task Team (DDPT)

Service Delivery Optimization

The service delivery optimization (SDO) pillar aims to deal with such inefficiencies and optimally utilize

existing infrastructure and human resource capabilities in a district. The SDO will improve organizational
performance and will ensure prudent use of scarce resources. It is an exercise that will also promote policy
alignment with key policies. The SMS rationalisation – Transitional arrangements letters issued to affected

staff. The department is mapping the Service Delivery Platform – facilities and referral systems while also
understanding capability of the organisation in terms of organisational structure; human resource;
infrastructural condition; budget and decentralised delegations political leadership will be pivotal in

engaging with our key stakeholders to explain the rationale of the proposed SDO plan and prevail on the

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