HEALTH PROFESSIONS COUNCIL OF SOUTH AFRICA STRATEGIC PLAN

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1 P a g e 1 HEALTH PROFESSIONS COUNCIL OF SOUTH AFRICA STRATEGIC PLAN

2 P a g e 2 VISION : Quality and Equitable Health Care for All ADMINISTRATION VISION : Effective, Efficient, Economical and Accountable Administration MISSION To enhance the quality of health for all by developing strategic policy frameworks for effective co-ordination and guidance of the professions through:- Setting health care standards for training and practise in the professions registered with the Council; Fostering compliance with standards; Ensuring on-going professional competence; Protecting the public through engagement in matters involving the rendering of health services MOTTO Protecting the Public and Guiding the Professions VALUES Integrity Batho Pele principles Impartiality Decisiveness Efficiency Transformation oriented Effectiveness Respect Accountability Responsibility

3 P a g e 3 STRATEGIC PLAN OF THE HEALTH PROFESSIONS COUNCIL OF SOUTH AFRICA INTRODUCTION In July 2011 Council went for a strategic planning to develop a strategic document which will guide its during its term of office. Furthermore, according to section 3 (p) of the Amendment Act Council has to submit to the Minister- (i) (ii) (iii) A five-year strategic plan within six months of the council coming into office which includes details as to how the council plans to fulfil its objectives under this Act; Every six months a report on the status of health professions and on matters of public importance that have come to the attention of the council in the course of the performance of its functions under this Act; and An annual report within six months of the end of the financial year Since the strategic planning session of Council, administration has had two sessions where it has undertaken more work to refine and complete the documentation of the strategic plan. THE PROCESS The development of the strategic plan was informed by the following:- (a) The mandate of Council in terms of the Amendment Act (b) The current ten point plan of the Department of Health (c) The draft policy on the national health insurance (d) The draft national plan for human resource for health for South Africa

4 P a g e 4 HIGHLIGHTS OF THE STRATEGIC PLAN These are the new developments that are highlighted:- (a) The review of education and training policies to promote increased production of health professionals in South Africa. (b) Increasing capacity within the HPCSA through the establishment of the Education and Training office. (c) Increasing capacity within the HPCSA through the establishment of an Inspection office for complaints and non-compliant practices and education and training providers. (d) Introduction of regulations to indicate that the HPCSA will communicate with practitioners through cell phone and . Regulations will make it compulsory for practitioners to be accessible through cell phone and . (e) Introduction of regulations which will separate registration of practitioners with the HPCSA and licensing of practitioners to practice. (f) Introduction of regulations requiring registration and licensing of practices who meet set minimum standards.

5 P a g e 5 STRATEGIC PLAN INDEX 1. ENSURE QUALITY HEALTH SERVICES TO THE PUBLIC& GUIDANCE TO THE PROFESSIONALS 1.1. Educate all councillors, boards members, committees and staff on their roles, responsibilities and expectations 1.2. Raise awareness of the roles and responsibilities of the HPCSA towards the public and professionals 1.3. Promote dialogue and alignment strategies with the public and professionals 1.4 Formulate submissions of HPCSA on all new health related initiatives 2. CREATE AN ENVIRONMENT FOR PROFESSIONAL BOARDS TO BE PROACTIVE, EFFECTIVE AND COMPLIANT 2.1. Communication: Effective internal and external communication mechanisms Appropriate communication policy for Council and Practitioners 2.2. Establish Inter-Board Dialogue: Create mutual understanding of the respective roles and responsibilities of Council and its committees Create mutual understanding of roles and responsibilities of Council, Boards and Associations 2.3. Legislative Framework: Mandate: Ensure up to date policies, guidelines and regulations in line with applicable legislative mandates and national health initiatives Education and Training: Ensure High Standards of Compliance Ensure that minimum educational standards of professional boards are in line with legislation and policies Institutional Accreditation

6 P a g e Educational Programmes: Establish an education and training program for health managers. Establish an education and training program for community health workers and mid-level workers Ensure on-going Professional Competence (e.g. CPD) Accreditation of Professionals: Ensure registration of professionals according to regulations and resolutions of the Professional Boards Licensing of Professionals Ethical Standards: Enforce and maintain professional and ethical standards according to legislative frameworks Practice Guidelines: Provide practice guidelines to incorporate licensing requirements for professional health care practices 2.4. Capacity Building: Develop capacity within boards to deliver in terms of their (carry out) delegated mandate People Capacity: Develop capacity within boards to carry out their delegated mandate (Optimum Human Capital) Administration: Provide adequate administrative and other resources to enable boards to function optimally IT Systems& Infrastructure :( Needs assessment, e-solutions, equipment etc.) Physical Infrastructure: (Buildings etc.) 3. ENSURE EFFECTIVE, EFFICIENT, ECONOMICAL AND ACCOUNTABLE ADMINISTRATION 3.1. HPCSA Structure: Align management structure with HPCSA mandate 3.2. Human Capital: Enhance Human Capital to meet internal and external customer requirements 3.3. Administration: Enhance administrative processes (infrastructure) to accomplish strategic goals Effective and efficient financial management

7 P a g e Information Technology: Provide adequate information technology support to the operations 3.5. Physical Infrastructure: Provide adequate physical infrastructure to support the operations 3.6. Communication and Service Culture: Enhancement of communication protocols Enhancement of a service delivery culture 4. OPTIMISE SYNERGIES BETWEEN COUNCIL, GOVERNMENT AND OTHER STAKEHOLDERS THROUGH CONSTRUCTIVE DIALOGUE 4.1. Council Engagement: Establish and maintain high level engagement between Council and relevant authorities 4.2. Strategic Networks: Establish strategic networks with other relevant similar bodies internationally 5. ENSURE EFFECTIVE, EFFICIENT AND ECONOMICAL GOVERNANCE IN ACCORDANCE WITH CURRENT BEST PRACTICE 5.1. Risk Management: Develop a Specialised Professional Risk Management Structure for the HPCSA LEGEND AD COO LS FIN CRR PR HR IT SS DEPARTMENT All Departments Office Of The Registrar Chief Operations Officer Legal Services Professional Boards Financial Services CPD, Registrations & Records Public Relations & Service Delivery Human Resources & Labour Relations Information Technology Support Services

8 Establish Baseline Ongoing Ongoing Ongoing Ongoing Ongoing Ongoing P a g e 8 1. ENSURE QUALITY HEALTH SERVICES TO THE PUBLIC &GUIDANCE TO THE PROFESSIONALS Strategic Objectives 1.1 Educate all councillors, boards members, committees and staff on their roles, responsibilities and expectations 1.2 Raise awareness of the roles and responsibilities of the HPCSA with the public and professionals Develop and implement induction programme Revise and update the programme for stakeholder engagement Well informed and knowledgeable Council (putting Council first) Effective PR & marketing campaigns implemented; Board specific PR and budget The enhanced and improved performance of Council Increased levels of public awareness of the regulatory role of HPCSA & Professional Boards (5% increase p/a on baseline) AD PR CRR FIN Increased HPCSA brand presence Increased levels of practitioner awareness of the regulatory role of HPCSA & Professional Boards (5% increase p/a on baseline) PR CRR FIN Establish a baseline awareness with professionals Successful monitoring mechanisms to track awareness % of awareness PR

9 Ongoing Ongoing Ongoing P a g e 9 1. ENSURE QUALITY HEALTH SERVICES TO THE PUBLIC &GUIDANCE TO THE PROFESSIONALS Strategic Objectives 1.3 Promote dialogue and alignment strategies with the public and professionals Identification of stakeholders Facilitate the development of dialogue forums Established dialogue forums implemented Optimized synergies between stakeholders through established and functioning forums PR AD Provide guidelines for constructive interactions with other health related statutory bodies Aligned and coordinated strategies and MOU s in place Established MOU s in place PR 1.4 Formulate submissions of HPCSA on all new health related initiatives i Engage with boards and stakeholders in formulation of submissions Enhanced participation of practitioners in health related initiatives Well informed practitioners Active participation on all new health initiatives

10 P a g e CREATE AN ENVIRONMENT FOR COUNCIL AND PROFESSIONAL BOARDS TO BE PROACTIVE, EFFECTIVE AND COMPLIANT Strategic Objectives Communication Enhance effective internal/external mechanisms of communication Revise and enhance existing communication: protocols, strategies and plans. Knowledge sharing across all boards; professionals; associations and institutions; Informed and Responsive Stakeholders PR CRR Legal Fin IT HR Compliance with policies and regulations; CPD Audits Reduction in complaints/ legal comebacks Successful monitoring mechanisms to track responsiveness 75% of responsiveness Implement an appropriate communication policy for Council and practitioners Regulations aligned to council strategies Increased accessibility of members and practitioners Regulations amended and enhanced communication

11 P a g e CREATE AN ENVIRONMENT FOR COUNCIL AND PROFESSIONAL BOARDS TO BE PROACTIVE, EFFECTIVE AND COMPLIANT Strategic Objectives 2.2 Establish interboard dialogue: Create mutual understanding of the respective roles and responsibilities of Council and its committees Create mutual understanding of the respective roles and responsibilities of Boards and appropriate Associations Enable dialogue through an established forum Coordinate the Council and its committees to ensure harmonization in terms of transversal issues Develop inter-board forums for constructive dialogue Coordinate the of the various Professional Boards and ensure harmonization in terms of transversal issues Established forums Establish a corporate governance workshop Established interboard forums (e.g. ETQA guidelines, board chairpersons forums) Interactive 2-day workshop) Effective Co- Ordination between Council and its committees by means of Established and functioning forums Effective Co- Ordination between Boards by means of board feedback Established and functioning forums PR IT

12 O[n-going P a g e CREATE AN ENVIRONMENT FOR COUNCIL AND PROFESSIONAL BOARDS TO BE PROACTIVE, EFFECTIVE AND COMPLIANT Strategic Objectives Legislative framework Professional Boards mandate Ensure up to date policies, guidelines and regulations in line with applicable legislative mandates and national health initiatives. ii Develop a monitoring mechanism (log register) for inconsistencies in regulation applications Identify policies, rules, regulations to be reviewed Develop checklist and tracking mechanism with clear milestones Review education and training standards for alignment with the National Health Initiatives Consistent application of policies and regulations Informed resolutions taken Up to date relevant documented policies and regulations; Review mechanism established and implemented Revised teacher student ratio Reduced incidences of inconsistencies Aligned existing policies and regulations to current legislative framework Increased number of health care professionals Leg Legal PR CRR IT

13 P a g e CREATE AN ENVIRONMENT FOR COUNCIL AND PROFESSIONAL BOARDS TO BE PROACTIVE, EFFECTIVE AND COMPLIANT Strategic Objectives Review professional practice standards for support and implementation of national health initiatives. Increased no. of practices which are accredited and licenced as quality service providers More practices accredited as primary health care facilities Establish a task team for the review of the requirements and processes to allow for expedient registration of foreign qualified health professionals Investigate and make recommendations to Council on supporting the come back home initiative by NDOH Investigate and advise Council on a come back to the profession campaign Improved turnaround times for registration of foreign qualified health professionals Clear guidelines and tracking mechanism for the registration of South African health professionals returning through the come back home initiative Clear guidelines and tracking mechanism for the registration of non- practicing South African health professionals Increased number of registered and licensed health professionals Guidelines implemented Guidelines implemented

14 P a g e CREATE AN ENVIRONMENT FOR COUNCIL AND PROFESSIONAL BOARDS TO BE PROACTIVE, EFFECTIVE AND COMPLIANT Strategic Objectives iii iv Education and Training Ensure that High standards of compliance enforced Establish an office of standards and compliance within Council Quality professional care as per the HRH strategy Functional office Reduction in complaints iii Ensure that minimum educational standards of professional boards external / internal are in line with legislation and policies Establish an education and training unit within Council Identify needs and initiate consultative processes and benchmarking Revise and align minimum educational standards of professional boards external / internal in line with legislation and policies Unit Established Researched and benchmarked best practices with international regulators Monitoring mechanism; Well-functioning Education & Training Unit Updated legislation in line with best practices Fin IT HR SS Promotion of research in all curricula

15 P a g e CREATE AN ENVIRONMENT FOR COUNCIL AND PROFESSIONAL BOARDS TO BE PROACTIVE, EFFECTIVE AND COMPLIANT Strategic Objectives v ETU to ensure that there are adequate and up to date requirements for evaluation and accreditation of education and training including board examinations. ETU to revise and review the requirements for evaluation and accreditation of education and training Co-operate with Office of Health Standards and Compliance Qualitative & objective accreditation reports which enables implementation & management of interventions Revised policies and procedures in accordance with new requirements Education and Training programmes accredited Aligned curriculums Up-to-date registration protocol for each profession Improved and standardised board examinations Number of programmes listed and evaluated On time reporting Compliance with minimum standards across all boards Leg Leg CRR CRR vi Educational Programmes: Establish an education and training program for health managers. Establish a curriculum and registration requirements for health managers Established curriculum and register Appropriately trained and registered health facility managers

16 Minimum 95% compliance P a g e CREATE AN ENVIRONMENT FOR COUNCIL AND PROFESSIONAL BOARDS TO BE PROACTIVE, EFFECTIVE AND COMPLIANT Strategic Objectives vii Establish an education and training program for community health workers and mid-level workers Establish a curriculum and registration requirements for community health workers and midlevel workers Established curriculum and register Appropriately trained and registered community health workers and mid-level workers viii Ensure on-going professional competence Regular review of CPD Guidelines Develop the information technology capacity for linking members to their reported CPD and ensure up to date reporting on member s CPD status. Link professional reregistration to member CPD status (prerequisite for annual licensing) Compliant and competent Professionals E solution for CPD 10% increase on 50% baseline per annum Functional system CRR (CPD Com) PR Fin

17 P a g e CREATE AN ENVIRONMENT FOR COUNCIL AND PROFESSIONAL BOARDS TO BE PROACTIVE, EFFECTIVE AND COMPLIANT Strategic Objectives Foster compliance with CPD requirements and apply interventions where necessary Implement Performance Assessment Model Appropriate action taken against noncompliant practitioners Adequate attendance of professionals to CPD programmes Culture of lifelong learning established Number of professionals attending? CRR( CPD Com) PR Fin Accreditation of Professionals Ensure registration of professionals according to regulations and resolutions of the Professional Boards To keep an accurate register of practitioners Monitor compliance with registration requirements Established and maintained credible and reliable registers and records of professionals Set criteria for registration Updated and reliable registers CRR Fin IT Practitioners registered in accordance with the established protocols CRR Fin IT

18 Preparation & Promulgation P a g e CREATE AN ENVIRONMENT FOR COUNCIL AND PROFESSIONAL BOARDS TO BE PROACTIVE, EFFECTIVE AND COMPLIANT Strategic Objectives ix Licensing of Professionals in line with national health initiatives Amendment to the HPCSA registration process to include three tiers: - Registration - Professional Licensing - Facility Licensing Amend the Act and subsequent regulations for promulgation (cell phone and address as prerequisite for registration; implementation of licencing certificates for practitioners and facilities to be displayed including for locums) Tier system implemented Readiness for implementation x Ethical Standards: To enforce and maintain professional and ethical standards according to legislative frameworks To set and maintain a framework for ethical conduct and professional practice Facilitate the development and review of ethical and professional guidelines Revised legal framework in line with development in the health industry Up-to-date comprehensive legislation LS

19 P a g e CREATE AN ENVIRONMENT FOR COUNCIL AND PROFESSIONAL BOARDS TO BE PROACTIVE, EFFECTIVE AND COMPLIANT Strategic Objectives Establish a unit to promote and enforce compliance with ethical conduct and practice Established Unit Ethically compliant professional conduct Deviations from ethical codes promptly investigated and prosecuted in line with the applicable legislation HR LS Fin PR Develop checklist and tracking mechanism with clear milestones Review mechanism established and implemented Professional Conduct Review Reports HR LS Fin PR xi Practice facility guidelines Develop the licensing requirements, framework and process for licensing professional health care practices Investigate and benchmark minimum standards for running a professional; practice Draw up a guidelines in conjunctions with the Professional Boards and Associations Clearly defined and communicated minimum standards for practices identified and developed; Compliance with minimum standards (Licensing Mechanism) Developed Minimum practice guidelines provided to boards Leg CRR

20 Assessment tool developed Needs provision Needs provision P a g e CREATE AN ENVIRONMENT FOR COUNCIL AND PROFESSIONAL BOARDS TO BE PROACTIVE, EFFECTIVE AND COMPLIANT Strategic Objectives 2.4 Professional Boards Capacity building Develop capacity within boards to carry out their delegated mandate Provide advice and support to board members and external support Effective, Efficient Economical functioning Boards Effective, Efficient Economical functioning Boards Measure of customer satisfaction People Capacity: Develop capacity within boards to carry out their delegated mandate Develop needs assessment tool for appropriate human capital Develop criteria for fulfilment of needs identified Provide induction and training for internal members (IT- Paperless Green Mgt) Usable needs assessment tool with clearly defined criteria for fulfilment of needs Effective people capacity in all Boards (assessment and deployment done); Implementable Needs fulfilment project plan with measurable outcomes Number of queries received, based on lack of knowledge HR Provide guidelines and training for external support

21 2012 Needs Analysis Criteria 2011 Develop Needs Analysis Tool Needs provision Needs provision P a g e CREATE AN ENVIRONMENT FOR COUNCIL AND PROFESSIONAL BOARDS TO BE PROACTIVE, EFFECTIVE AND COMPLIANT Strategic Objectives Administration: Provide adequate administrative support to enable boards to function optimally Develop needs assessment tool administrative support Assessment tool developed Clear guidelines for effective administrative Board support; Implementable Needs fulfilment project plan with measurable outcomes FIN Develop criteria for fulfilment of needs identified Optimal functioning Professional Boards Supportive Administrative processes in place Service excellence FIN

22 Implementation of IT systems 2011 Develop Needs Analysis Tool 2012 Needs Analysis Criteria P a g e CREATE AN ENVIRONMENT FOR COUNCIL AND PROFESSIONAL BOARDS TO BE PROACTIVE, EFFECTIVE AND COMPLIANT Strategic Objectives IT Systems & Infrastructure: Provide adequate IT infrastructure for boards to function optimally in line with the dynamic e- environment Develop needs assessment tool to determine needs for adequate IT systems in line with the dynamic e- environment Develop criteria for fulfilment of needs identified Assessment tool developed Checklist for immediate and future IT needs Updated and revised policies, regulations and procedures to enable developments in e- environment IT COO Complete needs analysis for the Development of an e- solution Develop affordable and effective IT solutions for Council to function optimally in the e-environment Implementation of e- solutions Enhanced ICT systems to meet operational needs of the Boards Upgraded ICT Infrastructure to meet the dynamic ever changing health care environment IT

23 2011 Develop Needs Analysis Tool 2012 Needs Analysis Criteria P a g e CREATE AN ENVIRONMENT FOR COUNCIL AND PROFESSIONAL BOARDS TO BE PROACTIVE, EFFECTIVE AND COMPLIANT Strategic Objectives Physical Infrastructure: Provide adequate Physical infrastructure to enable boards to function optimally Develop an assessment tool to determine needs for adequate physical Infrastructure Develop criteria for fulfilment of needs identified Assessment tool developed Checklist for immediate and future IT needs Adequate physical Infrastructure for Council to function optimally SS Develop affordable and effective solutions for Council to function optimally Adequate physical Infrastructure for Council to function optimally SS

24 Create Baseline and benchmark Implement P a g e ENSURE EFFECTIVE, EFFICIENT, ECONOMICAL AND ACCOUNTABLE ADMINISTRATION Strategic Objective 3.1 xii HPCSA Structure Align management structure with HPCSA mandate and needs. Re-align the structure with Council Strategy Restructured management according to HPCSA mandate and best practices and industry benchmarks Optimal functional management structure AD 3.2 Human Capital Enhance Human Capital to meet internal and external customer requirements Determine human capital requirements (develop a baseline and benchmarks) Improved human performance HR All Develop a human capital plan Appropriate Remuneration and benefits benchmarking Management of human capital performance People capacity plan Completed market related benchmarking Accurate and timeous reporting on human capital performance Accurate reporting

25 P a g e ENSURE EFFECTIVE, EFFICIENT, ECONOMICAL AND ACCOUNTABLE ADMINISTRATION Strategic Objective xiii Administration: Enhance administrative processes (infrastructure) to accomplish strategic goals Alignment of administration with strategic objectives Cost and ensure financing for mandates and functions which require additional financing and should not be paid from member fees Adequate, on time budget to ensure execution Effective and Efficient organisational structure, clear guidelines, policies and procedures in place Adequate funding Effective delivery in terms of strategic objectives Balanced and sustainable Budget Sufficient funding to execute and comply with mandate AD AD Effective and efficient financial management EEEA Financial management and audit. Meeting internal and external customer requirements on financial reporting Unqualified Audit Annual Financial statements issued as per legislative requirements Fin All

26 Develop Needs Analysis Tool P a g e ENSURE EFFECTIVE, EFFICIENT, ECONOMICAL AND ACCOUNTABLE ADMINISTRATION Strategic Objective Accurate and timeous financial reporting in line with PFMA Review financial policies to ensure alignment to PFMA including access to surpluses 3.4 xiv Information Technology: Provide adequate enterprise business solutions to support Council and operations Alignment of the appropriate enterprise business solutions (systems and IT infrastructure) with current and future business needs/ processes. External and internal needs analysis report; IT systems functionally and fully utilised Online: -registrations -examinations -CPD Practitioner service automation Infra-structure that enables Effective Client service IT PR AD Patient complaints service automation Website for health professionals to advertise vacant positions and recruit S.A. practitioners abroad.

27 Develop Plan implement//ongoing Needs Analysis Criteria Develop Plan implement// Ongoing P a g e ENSURE EFFECTIVE, EFFICIENT, ECONOMICAL AND ACCOUNTABLE ADMINISTRATION Strategic Objective Assessment of the IT skills capacity in all departments. Optimal IT functioning in all departments Successful implementation of the capacity plan IT HR AD Develop criteria for fulfilment of needs identified ICT driven solutions; Implemented solutions Needs met according to set standards 3.5 Physical Infrastructure: Provide adequate physical infrastructure to support operations Develop needs /opportunity assessment tool for appropriate physical Infrastructure for current and future needs. Assessment of the Physical infrastructure required External and internal needs analysis report; Physical infrastructure acquired; Successful implementation of the capacity plan SS SS IT PR IT Fin

28 Design Update Ongoing Design Update Ongoing Design Update Ongoing Design Update Ongoing P a g e ENSURE EFFECTIVE, EFFICIENT, ECONOMICAL AND ACCOUNTABLE ADMINISTRATION Strategic Objective Communication and Service Culture: Enhancement of communication protocols Promote information sharing Effective internal communication and knowledge sharing Knowledgeable, Informed and Responsive Administration AD Develop Interdepartmental Feedback/ dialogue/strategies Revised SLA s and strategies Satisfied and well informed Clients (internal and external) AD Enhancement of a service delivery culture Develop service delivery strategies and measurements Service delivery strategies and measurements implemented Satisfied and well informed Clients PR HR AD Develop customer service index Changed, service orientated culture % improvement on CSI PR HR AD

29 P a g e OPTIMISE SYNERGIES BETWEEN COUNCIL, GOVERNMENT AND OTHER STAKEHOLDERS THROUGH CONSTRUCTIVE DIALOGUE Strategic Objective 4.1 xv Council Engagement: High level engagement between Council and relevant authorities Engagement with the Minister on Healthcare issues Regular interaction with the Minister with regards to execution of legislative mandate Regular and proactive engagement with the Minister on healthcare issues Ongoing identification of issues for advice to the Minister Qualitative and legally sound advice offered to the Minister Coun cil Establish mechanisms for constructive dialogue (e.g. NDOH; PDOH; DHET; DEAT: Portfolio Committee; MCC; BHF;CMS; statutory councils) Autonomy of the council defined and recognised Opportunities of cooperation identified and executed No of successful engagements Coun cil Identify applicable legislation for alignment Alignment of policies (e.g. DOH 10 Point Plan, NHI, DoL EEA) Aligned legislation and policies Coun cil

30 P a g e OPTIMISE SYNERGIES BETWEEN COUNCIL, GOVERNMENT AND OTHER STAKEHOLDERS THROUGH CONSTRUCTIVE DIALOGUE Strategic Objective 4.2 Strategic Networks: Set up strategic networks with other relevant similar bodies internationally Identification of relevant bodies at council and board levels for networking. Collaborate on initiatives on human resource for health Increased global brand presence Constructive dialogue with similar bodies Participation in finding workable solutions for health workforce crisis Increased global brand value Globally recognised and relied upon as a leading regulator Successful interaction / membership participation and value adding in initiatives Coun cil Coun cil CRR Increase in registration of foreign qualified practitioners Promote best practice sharing in the international arena Successful initiatives relating to co-operation with regional and international countries Best practices considered and successfully implemented Coun cil Share information on matters of professional misconduct and competence with all IAMRA, AMCOA and similar bodies. Regulatory bodies proactively informed Matters reported LS CRR

31 Immediate 2011 Implemented Update P a g e ENSURE EFFECTIVE, EFFICIENT AND ECONOMICAL GOVERNANCE IN ACCORDANCE WITH CURRENT BEST PRACTICE Strategic Objective 5.1 Risk management: Enhance professional risk management structure and framework for the HPCSA Resourcing of the risk management unit Update the risk management strategy and framework to also include behavioural risk of councillors and staff Approved Risk management strategy and framework updated and implemented; Strategy implemented and monitored COO AD Conduct a strategic risk assessment Risk governance structure Operational risk management structure and framework in place Comprehensive Risk register Regular reporting to Council and its structures Risk management process Risks Pro-actively Identified and mitigated Risk tolerant environment

32 P a g e 32 i Ten Point Plan 1 ii Ten Point Plan 1 Bullet No. 4 iii Ten Point Plan 3 iv HRH 7 v Ten Point Plan vi Ten Point Plan 4 vii Ten Point Plan 4, 5 &HRH 7 viii HRH CPD ix HRH Licensing & Ten Point Plan 5&6 x Ten Point Plan 6 xi HRH xii HRH xiii HRH xiv HRH Pg 39 xv Ten Point Plan 8, 9 & 10