Health Advance Institute

Project Sustainability

The HAI understands what healthcare professionals at all levels are trying to achieve and we actively work alongside client teams to make a visible difference. The HAI staff is proficient to do this as they have an accumulative wide range of experience in both public and private healthcare, and are from both managerial and clinical backgrounds. In addition to delivering results that address the immediate challenge we ensure that we equip our clients with the necessary skills and systems for a long-term sustainable solution. We involve client staff members in all aspects of the project management as part of the capacity-building programme. 

To ensure the sustainability of all projects, we also partner with other strategic stakeholders to create synergies and systems, thereby ensuring the continued sustenance and delivery of the service after conclusion of the project.

SUSTAINABILITY PILLARS

There are six different ‘pillars’ supporting our concept of sustainability which we address during the project management process. All of these are interlinked to create an integrated and sustainable system with each pillar having its own adopted strategy in order to achieve sustainability. The six pillars are:

1. Design and process innovation

The quality of the project design is the first sustainability factor from a time logic point of view. A project should be designed to meet the specific needs and constraints of the client. Since needs can change during the project’s lifespan, the project can be endangered afterwards if the project managers had not anticipated these changes. It is therefore imperative to do an in-depth needs assessment and analysis of the long-term trends, and then incorporate the results in the design process. Factors to consider are:

  • Needs assessments
  • Best practices
  • Statutory requirements
  • Policies
  • Time management planning
  • Lessons learnt

2. Human resource development and corporate culture

The involvement of strategic staff members is crucial in a ‘bottom-up’ process, which means that the stakeholders will share common interests in the project and respect each other’s values. Shared involvement can also favour efficient management and the capacity to find alternative resources and support. Close cooperation between members generates opportunities to launch new projects after the end of the project. Factors to consider are:

  • Leadership development
  • Training and development
  • Change management
  • Collaboration and teamwork
  • Talent management
  • Diversity and multiculturalism
  • Ethics and governance
  • Creating and inculcating values
  • Health and safety
  • Workforce engagement
  •  Priorities

3. Governance and management

This pillar relates to project leaders and their professional motivations, skills and ability to manage the entire project. Effective management favours the involvement of partners, fundraising, and the ability to anticipate sustainability. Good leadership combines institutional influence with the coordinators’ managerial skills. Effective management is also favoured by a clear distribution of responsibilities, which develops confidence among the partners. Factors to consider are:

  • Leadership
  • Motivation
  • Competency
  • Accountability
  • Continuous improvement
  • Quality improvement

4. Partnerships and stakeholder engagement

The operations of the project need constant partnership with other role players who may have an interest in the project. These partners will give much needed support and may be very useful when the proposed project’s lifespan expires. Such partners include academic institutions, government departments and social partners. Factors to consider are:

  • Stakeholder involvement
  • Stakeholder empowerment
  • Stakeholder capacity building
  • Information and knowledge exchange
  • Promotion of networking

5. Marketing and communications

A sustainable project should secure appropriate resources in order to be maintained. This includes financial and human resources; and material equipment. Continuous marketing of the project to other potential partners is thus a priority in project planning for sustainability. Activities requiring continued funding as well as alternative source of funding need to be identified before the end of the funding period. Factors to consider are:

  • Cooperation
  • Consistency
  • Commitment
  • Continuity
  • Clarity
  • Credibility
  • Conversational 

6. Operations and facilities

The operations of the project need clear and concise pathways since it forms the framework in the implementation of any project. This framework depicts the processes and evaluation mechanisms, integrating them into the goals and objectives of any particular project. Factors to consider are:

  • Regulations
  • Expectations
  • Performance
  • Value
  • Opportunities

Project Sustainability

 

Clients & Projects

HAI clients include the national department of health, ho .... Read more

Our Company

The Health Advance Institute (HAI) was established in Pretoria, South Africa, in 2001. .... Read more


Return on Investment

HAI promotes and recognises the importance of Return on Investment (ROI) in the service .... Read more


Company Ethics

Ethics are norms for conduct that distinguish between acceptable and unacceptable behav ... Read more


Corporate Social Responsibility

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Quality Assurance

AFFILLIATION 

The HAI is a member of the following profes ... Read more



HAI’s Modern Approach

Current social, political and economic conditions have forever changed the roles and re ... Read more