ANNEXURE 10 – HUMAN RESOURCES

1 144 ANNEXURE 10 HUMAN RESOURCES Situation analysis This section should summarise performance since 2001/02 against the provincial HUMAN RESOURCES plan, including: HUMAN resource Capital Investment & Management Current deployment of HUMAN RESOURCES in relation to service delivery requirements. There are currently 52,643 employees in the KZN DOH. The workforce is distributed in all districts with a greater concentration in the Urban settings where most of the health facilities are located. Accuracy of the staff establishment at all levels of the system compared to service requirements The staff establishment are categorized by level of appointment a copy of which is attached as at November 2004. It includes both the full-time & sessional staff.

2 Accuracy of the staff establishment at all levels of the system compared to service requirements The HUMAN resource Practices Unit submits monthly reports on all posts filled from the PERSAL system and included are the financial costs for the filled posts as well as the sessional and the staff on personal notches Staff recruitment and retention systems and challenges The national minister of DPSA and the national Minister of Health has introduced Scarce Skills and Rural Allowances for particular categories of professional health workers. The estimated costs for this year will be about R155 mill. This initiative will provide for workers to be affirmed for the scarce skills the they have as well as will promote the retention of critical staff in the much needed rural areas.

3 Absenteeism and staff turnover rates - the level of absenteeism are managed at institutions and the levels are comparable with that of other departments in the province. There is a demand for well trained professional staff both in South Africa by the private sector and abroad. The retention and recruitment processes are strengthened. Staff deemed surplus to establishment. There is no surplus staff on the establishment except to state that the DOH has embarked upon the devolution of staff to from head office to districts to strengthen the delivery of health services at management and supervisory levels. Skills and Competency Capacity Building Training needs assessment and gap analysis, both in-service and pre-service The DOH has completed the Annual Training Report for the HWSETA in which is indicated the various types of capacity building programmes that has been completed.

4 To complement this programme the DOH has also completed the 145 Workplace Skills Plan (WSP) for 2004/5 which is to address the gaps analysis in view of the skills required for service delivery. Relevance, quality and capacity of training programmes, including numbers trained and attrition rates. The Annual Training report shows that about 12,500 workers at different levels were trained including senior officials and managers, professionals, technicians and associated professionals, clerks, service workers, plant and machine operators and labourers. 146 Table HR1: Public health personnel in 2003/041 National average Categories Number employed % of total employed Number per 1000 people2 Number per 1000 uninsured people2 Vacancy rate5 % of total personnel budget Annual cost per staff member % of total employed Number per 1000 uninsured people2 Medical officers3 1778 R 233 Medical specialists 422 R 352 Dentists3 49 R 223 Dental specialists 4 R 231 Professional

5 Nurses 9509 R 121 Staff nurses 8173 R 72 Nursing assistants 5935 R 64 Student nurses 1717 R 56 Pharmacists3 303 R 142 Nutritionists and dieticians3 53 R 108 Other allied health professionals and technical staff3,4 5282 R 98 Managers, administrators and all other support staff 18364 R 68 Total 51589 100 100 R 89 100 147 Policies, priorities and strategic goals These should follow from the situation analysis.

6 Any links to the provincial IHPF, and national priorities including the national HUMAN resource Plan, should be made. HUMAN resource Capital Investment & Management Planned deployment of HUMAN RESOURCES in relation to service delivery requirements The department has prepared a provincial HR Plan which outlines the HUMAN RESOURCES profile as well as the skills base needs for the effective delivery of services. Plans to improve the accuracy of the staff establishment at all levels of the system compared to service requirements. The HR portfolio is introducing an active monitoring system which will include a Monitor and Evaluation Unit located in the Chief Directorate to follow up on the management of the PERSAL system at Institutions and to work closely with the PERSAL units of the Office of the Premier and Centurion PERSAL Centre.

7 There will also be the disaggregation of posts versus numbers of persons employed against posts as there may be more than 1 person employed against a post in relation to sessional workers. Staff recruitment and retention plans. The MANCO has considered the matter and the SGM:HSC was tasked to make a submission on the relevant types of cadre who should be considered for these allowances for the 2005/6 round which is entering for the next round of negotiations with the national DOH and organized labour. Strategies to improve absenteeism and staff turnover rates. All HR managers will be tasked to request all supervisors and managers to closely monitor the granting and taking of different types of leave and that such leave to be taken are accurately reported and recorded on the PERSAL system.

8 Included will be quarterly reports which institution will be submitting for monitoring by the Head Office. Plans to reduce staff deemed surplus to establishment. There is no surplus staff. With reference to informal and unofficial assistance the MANCO is considering the Policy on Volunteer Support systems at Institutions and should soon be finalised for final consideration and implementation. Skills and Competency Capacity Building Plans to address shortfall in the number of professionals being trained in order to meet future service requirements. This process is addressed by the recently completed Workplace Skills Plan for 2004/5. which was submitted to the HWSETA and PSETA as per requirements of the Department of Labour. The DOH committed mill.

9 For learnerships purposes as well as for 2004/5 has allocated a skills development budget of about mill. Which is managed at district and institution level. In addition a tool was developed for this purpose so that Institutions and Districts can use it a guideline in the preparation of their reports. Further, the use of the skills development budget has specific guidelines which has been issued in the form a Circular on the matter. 148 Plans to address any shortfall in the relevance, quality and capacity of training programmes. The DOH is embarking upon the Balanced Score Card process under the guidance of the Office of the Premier where DOH is to be a lead labour intensive DOH to take forward the process. In addition, there are other important programmes including the Financial Management programme facilitated by the Health Services Cluster as well as that offered by the Office of the Premier.

10 The DOH has also agreed with the Indian Government Training Programme to train and provide capacity in various skills and the first group from the health department will go to India in January 2005. Plans to address the training skills and competencies gap, both in-service and pre-service o Training programmes for primary health care nurses; duration of reorientation programmes for primary health care The DOH has resolved to continue with the double the intake of both the professional nurse as well as the post-basic nurse programmes. The focus on PHC training in the curriculum assumes critical importance in view of the fact that the Mission of the DOH is focussing on the DHS based on the PHC Approach. o Training programmes for mid-level workers ( in nursing, pharmacy, dentistry, radiography, physiotherapy, occupational therapy) The national DOH recently had a conference on mid level workers where the thinking is to create such categories to provide support for professional workers.