Highlights
You have just taken over as the head of department of a large provincial department responsible for infrastructural development and the maintenance of facilities (Department of Infrastructural Development or “DID”). This function includes the maintenance of public hospitals in the province and all public buildings.
In recent years it has become evident that the current model of support for building maintenance is too centralised with hospital chief executives complaining about the department’s ability to meet their routine needs.
As a consequence, it has been decided at a political level that all facilities maintenance and works will shift out of the DID to be located within the organisational structures of hospital managers under the provincial department of health.
The affected staff are however cynical and see this as a way to reduce the staff establishment. You are also aware that the provincial department of health presently lacks the organisational structure for the new functions it is about to take on.
You are also aware that there has been an apparent breakdown of managerial supervision of the function that needs to be transferred, resulting in a lack of direction and a disregard for efficiency in responding to client (hospitals) needs.
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