Abstract
Programme management remains a challenging management practice in the Northern Cape Department of Health (NCDoH), particularly when a health facility project has to integrate the components of construction management and operations management in order to attain the benefits of strategic importance. The Northern Cape Department of Health consists of various administrative programmes that are supposed to work together in order to attain the benefits of strategic importance. The inability to integrate construction management and operations management is attributed to poor programme management coordination within the Northern Cape Department of Health. This article reports the findings of a case study which determined how programme management coordination among the administrative programmes in the Provincial Office of the NCDoH, Z. F. Mqcawu District Office and the hospital that underwent revitalisation could be improved during the construction of a health-care facility. Data was obtained through interviews with personnel in the three sectors (provincial office of the NCDoH, district office of the Department of Health, and the hospital that underwent revitalisation) directly involved in the delivery of the infrastructure component of the project and preparations operationalisation of the health facility after completion and handover. The results of the study revealed the inability by the NCDoH to integrate both construction management and operations management, due the poor programme management coordination when a health facility project serves as a means for the delivery of health services after handover. Furthermore, the research revealed, among others, functional silos, lack of skills and knowledge for the identification of the critical success factors relevant for integration of construction and operations management as the contributing factors to poor programme management. Keywords : Programme management, critical success factors, functional silos, construction management, operations management, benefits management.
Highlights
Integration of construction management and operations manage ment remains a challenge during the implementation of a health care facility project in the Northern Cape Department of Health
The results of the study revealed the inability by the Northern Cape Department of Health (NCDoH) to integrate both construction management and operations management, due the poor programme management coordination when a health facility project serves as a means for the delivery of health services after handover
20% agreed that there is an alignment between the objectives of the various administrative programmes and the objectives of the hospital revitalisation programme; 80% of the respondents disagreed with the above statement for the following reasons
Summary
The inability to integrate the two concepts compromises the Department of Health to attain the programme management benefits aimed through the implementation of the Hospital Revitalisation Programme (HRP). The National Department of Health established the Hospital Revitalisation Programme (HRP) in 2003 to rationalise hospital health facilities, health technology, organisational development, and quality assurance in health services. The rationalisation of health-care facilities through the HRP developed five components that can be allocated in two categories, i.e. construction management and operations management. The HRP’s programme management approach aligns its components to the delivery objectives of the administrative programmes in the Department of Health. The inability to integrate the delivery objectives of the administrative programmes with the components of the HRP negatively affects the success of the programme
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