The effects of poor programme management coordination on the delivery of health infrastructure projects: a case of the Northern Cape

The Northern Cape Department of Health (NCDoH) experiences sub-optimal programme management coordination in the delivery of health facilities. This research study aimed to determine how programme management coordination amongst the provincial office of the NCDoH, district office and the hospital that did undergo revitalisation through the Hospital Revitalisation Programme (HRP) could be improved. In order to explore the research problem the concepts of construction management and operations management were studied from which factors that impact positively and negatively on programme management coordination were extracted. A rationalist philosophical approach and subjectivist epistemology were utilised. The empirical enquiry was conducted through the case study method to obtain in-depth context of the case. The empirical evidence was obtained through a research interview guide utilising the purposive sampling strategy. The research initiated the sampling procedure by targeting the most relevant managers to the research study in the three units of analysis. A snowball approach evolved for the identification of other managers deemed relevant for purposes of this research. The thesis obtained opinions on the subject matter from managers who participated or were supposed to participate in the implementation of the delivery objectives of the administrative programmes in the NCDoH together with the objectives of the HRP. The research revealed that poor programme management coordination in the NCDoH as a result of internal competition and silo functions which prevent synergy from programme management plan development up to implementation. Furthermore, the complete building infrastructure only attains the objectives of construction management but the building infrastructure are not a complete justification for benefit realisation without the integration of operations management. The NCDoH cannot declare a successful programme management practices if it fails to realise the benefits that require integration of infrastructure and services. It is recommended that in order to attain effective programme management and realise the benefits of strategic objectives there should be a cross-functional approach from executive management which should trickle-down to the lowest level of administration. This research has developed a framework that can be useful in the integration of construction and operations management whereby infrastructure and operational services have to be delivered simultaneously in the field of programme management