NHLS STRATEGIC PLAN 2010-2015

1 nhls STRATEGIC plan 2010 -2015. 1. TABLE OF CONTENTS. ABBREVIATIONS 3. FOREWORD BY CHAIRPERSON AND CEO 4. EXECUTIVE SUMMARY 6. BACKGROUND 7. SITUATIONAL ANALYSIS 11. METHODS 24. VISION, MISSION AND GUIDING PRINCIPLES 25. 5-YEAR STRATEGIC VISION 26. CHAPTER 6: nhls TEN POINT plan 28. IMPLEMENTATION OF THE STRATEGIC plan 35. REFERENCES 45. 2. ABBREVIATIONS. DOE Department of Education DOH Department of Health DPSA Department of Public Service and Administration DST Department of Science and Technology DTI Department of Trade and Industry EQA External Quality Assessment FFS Fee for Service GDP Gross Domestic Product HCW Health Care Workers HPA model Health Protection Agency model for teaching and research HR Human Resources ICT Information and Communication Technology ILO International Labour Organization ISO International Organisation for Standardisation JV system Joint

2 Venture system LIS laboratory Information System M&E Monitoring and Evaluation NCOP National Centre for Occupational Health NCR National Cancer Registry NHI National Health Insurance nhls National Health laboratory Service NHS National Health System NICD National Institute for Communicable Diseases NIOH National Institute for Occupational Health NIV National Institute for Virology PHC Primary Health Care POCT Point of Care Testing SAIMR South African Institute for Medical Research SANAS South African National Accreditation System TAT Turn-around Time WHO World Health Organization 3.

3 FOREWORD BY CHAIRPERSON AND CEO. This plan sets out the nhls strategy and planned performance for the period 2010 - 2015. laboratory medicine is at the heart of patient diagnosis and imperative in assisting clinicians to make critical therapeutic decisions. The role of pathology in ensuring judicious use of scarce health care resources and improving health outcomes is seriously under-valued. When diagnostic laboratory testing is used appropriately, it can lead to better clinical decision-making and a reduction in the overall costs of treating the patient.

4 This plan is the culmination of extensive engagement with all our customers and stakeholders. The consultative process strengthens our commitment to work in partnership with customers and stakeholders to deliver an improved, quicker and cheaper service. In addition, the nhls strategy is carefully aligned to the National Department of Health STRATEGIC Ten-Point plan . This alignment will ensure that we are relevant, responsive and cost effective at all times. This strategy addresses our key mandates of: 1. Pathology service provision 2.

5 Teaching and training, and 3. Research The nhls 10 point plan for the next five years is informed by the STRATEGIC dialogue conducted over the last year and by the immediate and future needs of the National and Provincial Departments of Health. The plan focuses on the main challenges of affordability, use of relevant technology and producing the appropriate people in adequate numbers to deliver a sustainable service. The 10 key STRATEGIC drivers for nhls over the next five years are: 1. Developing a new service delivery model that is more affordable for the public sector 2.

6 Determine a best fit service delivery model 3. Deliver a quality, customer focused service 4. Align resources, support services & infrastructural development for service delivery 4. 5. Become laboratory services Employer of Choice . 6. Prioritise innovation & research to be relevant, appropriate and leading edge 7. Become the health information powerhouse 8. Drive stakeholder collaboration 9. Position nhls as the Provider of Choice for NHI. 10. Protect our community & environment We are committed to improving the patient journey to health.

7 Through the realization of this new STRATEGIC plan , we are confident that the nhls will be recognized as an organisation synonymous with quality, affordable health service delivery and as being committed to striving with its partners to ensure the optimal health of the South African population. _____ _____. Sagie Pillay Adv Sesi Baloyi Chief Executive Officer Chairperson 5. EXECUTIVE SUMMARY. The nhls , the sole provider of diagnostic pathology services to the public sector in South Africa, was established through the nhls Act of 2000.

8 The organisation has grown to 265. laboratories with 6 500 employees striving to provide optimal health services to the population. The nhls has strong relationships with Universities and Universities of Technology throughout the country to provide training for an important cadre of laboratory and diagnostic staff. In addition, extensive research and surveillance expertise amongst the staff ensures that the cutting edge research as well as research into priority diseases in South Africa, is an ongoing initiative. This 5 year STRATEGIC plan has been developed to continue the important mandates of the nhls , while improving on areas that have been challenging in the past.

9 Contributions from various stakeholders have been essential to directing the functioning and priorities of the nhls for the next 5 years. In addition, the plan has been designed to complement the STRATEGIC plan for the National Department of Health through the development of our own Ten point plan . At the foundation of the STRATEGIC plan are the organisation's mission and guiding principles and 4 STRATEGIC drivers, with the customer being the centre of the STRATEGIC vision. Key challenges that have been addressed in this plan are a new service delivery model to optimise service delivery to all parts of the country, with the idea of a tiered laboratory structure being proposed.

10 Furthermore, a new service funding model is also explored with different financial models for teaching and research being recommended. Other issues include addressing the human resources pipeline and strengthening of logistic support for services. Short and long term STRATEGIC deliverables have been defined and we are confident that this STRATEGIC plan will efficiently steer the organisation through the next 5 years, towards functioning more effectively and achieving greater accomplishments in the health sector. 6. BACKGROUND.