Strategies for enhancing the functionality of hospital management boards in central hospitals: Evidence of a developing economy

Abstract

Zimbabwe’s public hospitals have been in a declining mode for three consecutive decades marred by economic hardships rooted in the deteriorating governance structures and systems at a provincial and national level. The decline is purported to weaken the strategies that enhance the functionality of board management (Gilson & Agyepong, 2018). Efforts by the government to introduce effective strategies to revamp and enhance the functionality of public hospital boards have been in vain (Moyo, 2016; Sikipa, Osifo-Dawodu, Kokwaro, & Rice, 2019). The aim of the study is to explore strategies for enhancing the functionality of hospital management boards (HMBs) in central hospitals of Zimbabwe using a survey in order to improve performance, and service delivery overall. The study employed a qualitative research design gathering data by interviewing 12 respondents as the sample for the study selected from a target population of 66 hospital chief executive officers (CEOs) and board chairs. The 12 respondents were selected using the purposive sampling technique based on experience and knowledge as the inclusion and exclusion criteria of participants. The study revealed 6 critical strategies as gaps that hospitals need to enhance to improve on performance. These include networking, monitoring and evaluation, revenue generation, public-private partnerships (PPPs), HMB operational plan, and transparency in the selection and appointment of board members. The gaps identified required policy review to strengthen the appointment and performance of HMBs.