How the Vryheid Hospital's Neonatal Ward Project Became a Success (isiZulu)
Story and pictures by Vusi Shabalala
On Tuesday 18 February 2020, a team of adjudicators tasked by the Department of Public Service and Administration (DPSPA) visited Vryheid Hospital with an aim at conducting interviews and site tour of the hospital’s Neonatal Ward project. This is a piece of story about Mrs. Fikile Ngema, the Chief Executive Officer (CEO) for the Vryheid Hospital and Mr. Phumlani Lindelani Khuzwayo, the Chief Architect for the KwaZulu-Natal Department of Public Works’ North Coast Region.
Mrs. Fikile Ngema, the Chief Executive Officer (CEO) for the Vryheid Hospital (right) and Mr. Phumlani Lindelani Khuzwayo,
the Chief Architect for the KZN Public Works’ North Coast Region (left)
Many people who may have witnessed the construction phases of the Neonatal Ward project still stand
to pose questions such as: How did they do it right? What measures were put in place for the success?
Who was the boss between them? How did they manage the entire operation, whilst they had separate
components and staff to manage? How possible can such a difficult project be a success? How was
partitioning and decanting handled?
It can be safely stated that the duo, Fikile and Phumlani, have been very phenomenal as they
spearheaded the successful completion of the Neonatal Ward with very minimal challenges. To be
precise, the project was completed on record time with no significant variation order. It is worth
mentioning too that by virtue of their positions and responsibilities, they have led formidable teams of
expects to complete the work. In short, Phumlani partnered with Fikile and other several members
(from both Public Works and Health departments, including stakeholders) to deliver a single project –
the reconfigured Neonatal Ward. It did not mean that they were co-founders or working together
indefinitely. The key answer to a successful achievement on the project was project partnerships -
embodied by trust. They ensured fairness in the project operations, able to sustain sufficient levels of
trust to contain internal and external problems. They maintained trust that built up within and that was
high enough to encourage significant risks taking. That is why they had a supportive team – with the
right staff and stakeholders in the right place at the right time. It just means they had to deliver one
project for a specified time, together.
Project Site Inspection: Mrs Fikile Ngema (left) and Ms Ntombikayise Gule
It is truly understandable that there is always work strain to any employee who undertakes additional
work activities beyond one’s scope of work. However, Fikile and Phumlani realised and desired a need
for a strong and healthy partnership. It was by mutual undertaking and acceptance to commit to clear
and agreed purposeful objectives; commitment and ownership of the project; exercising that strong
stealth between and amongst all partners; creating clear and robust operational arrangements;
employing good communication with all partners for the duration of the project; applying conflict
resolution and mediation where necessary; implementing monitoring systems amicably and measuring
with intent to learn the outcomes that live on beyond the life of their project partnership.
It is of importance to understand that in the process, the hospital had to be fully functional during the
construction phases. There were significant events such as decant, installations, repairs and
renovations that occurred. However, agreements were reached for programme previsioning in order
to reduce disruptions and inconveniencing patients and staff – at the same time comply with the latest
Department of Health standards. A proactive and cooperative team spirit contributed to a good quality
project outcome. The entire team has done a great job indeed. This was a world apart but not apart. It
is commendable that the duo have registered success, hereafter increased project efficiencies by saving
time and budget. Their expertise have thus increased knowledge sharing and improved working
relationships and the entire project team can be framed as a prudent element of the process. Let us
not limit our thinking and appreciation to the fact that there were people involved in the process – the
staff members from both offices, who remained loyal to the course. Yes, problems emerged, but the
essence is that ‘there was no room’ for errors from the project onset.
What was also key to the project partnership was equal ownership. Apart from the budget, the team
ensured that they were on the same page with what they wanted out of the project, i.e. emotionally,
time commitment-wise and what they were prepared to do (or not do) to make the project work. One
other good reason to partner up on such a project was due to other stakeholders, who probably had
skills that others did not have. It is also important to have various strengths, not just different skills. All
role players were completely action-oriented, attention to detail and had tact on how project
collaboration can be better realised as they shared strengths across the entire project team. In this way,
Fikile and Phumlani managed to lead and led to manage, regardless of the tasks during the project. We
should begin to take pride on all those officials in the Public Service, who forever make it a part of their
lives to making a difference for the betterment of societies.