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Khaedu Rob Ferreira

Current situation – what we’ve seen and heard

High volumes of patients, many of whom are primary healthcare patients and come from other areas

Very long wait times in OPD - patients unhappy

High occupancy rates (average of 86% last year)

Long waiting lists for non-emergency functions (e.g 18 months for prostheses)

Process and physical

Organisation design

People management

Financial and procurement

High level of centralisation at the provincial head office level

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Limited branch delegation

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Cumbersome with many delays

Unclear mandate of the hospital as a tertiary health institution

Severe shortage of professional and support staff for a long time (years)

Executive management and professional staff levels and remuneration do not appear to match levels of responsibility

CEO job overstretched with 3 hospitals over large geographical area

Staff at all levels frustrated and very demoralised

Management lack credibility with staff

Unions play very dominant (and sometimes obstructive) role

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Ongoing resistance to PMDS

Basic supervisory and management skills not sufficient to meet challenges

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People management skills

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Problem-solving skills

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Communication

Discipline a challenge

No clear HR plan / strategy

Hospital has limited autonomy and delegation

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Centralised provincial procurement function appears to add little value and is cumbersome and slow

Long delays in:

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Procurement of equipment

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Maintenance of facilities and equipment

No Finance Director to drive alignment of budget with strategic objectives

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