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The hospital sees about 25 to 30 patients a day. Meanwhile, a few hundreds metres away where the crumbling old Piet Retief Hospital barely stands, up to patients a day queue for up to six hours to be seen by a doctor. Some arrive even earlier to try to be at the front of the queue before the doors open at 7. Here the ceilings have weeping stains from leaking roofs, smashed windows stay unrepaired, linoleum in wards peel off the floors, doors lie where they came off their hinges, stacked gurneys pile up on a patch of overgrown grass and leaking pipes create permanent swamps.
Patients stand in queues, there are no benches or chairs for more than about the first dozen people in the queue. Something went wrong with the stats and the planning nine years ago as the new hospital was being built — that disconnect between the Public Works Department and the Department of Health.
The bed numbers were downgraded from to and in reality only about beds are currently usable, says outgoing hospital CEO Deon Swigelaar. The mess up in the numbers mean the wellness clinic could not be absorbed into the new hospital.
It also comes down to what Swigelaar calls a lack of administrative will, lack of commitment to the job, bureaucracy, limited powers for administrators at a district and provincial level, silo mentality between departments and a lack of continuity in leadership.
It translates to the hospital not being able to directly employ staff above a certain payscale, unfilled vacancies or people expected to fill in in acting capacities, and even the lack of buy-in from staff to alter their work hours to accommodate things like voluntary medical male circumcision procedures for school boys over weekends.