The Johannesburg Hospital
It was a Sunday evening in March 2004 and Sagie Pillay, chief executive officer of the Johannesburg Hospital, was reflecting on the progress he had made since his appointment in 2000. He had been instrumental in crafting the Hospital Strategy Project for the National Department of Health. He had been appointed to transform the Johannesburg Hospital in accordance with this strategy. Now, in 2004, he was as supportive of health and public sector policies as he had been when he took over as CEO, but had experienced the reality of implementation.
Every decision was a balancing act between the priorities of the national and provincial governments, health policy, accountability for public funds, constitutional rights and providing the best possible care for each patient. In addition, he was confronted daily with public service organisational culture, a shrinking budget allocation and the increasing number of South Africans being driven from private health care to the more affordable public health care facilities.
He had made some progress, but it had been an uphill battle. How could he or any future CEO take the hospital forward and achieve the goals of a National Health System?
40Organisational transformation, strategy, public sector management
|
|
|
More Organisational Design And Development Case Studies
