Risk Management: A Case Study of the
Construction of a Medical Center in Central Ghana
ABSTRACT
This paper seeks to discuss an activity from a project programme that allowed the Project Manager to plan for risk reduction in the construction of a Medical Centre for the Mfantseman Municipality in the Central Region of Ghana. The paper focuses on the preliminary/site preparation stage of the construction and highlights an identified risk, with the view to reducing its impact on the project. In analyzing and assessing the activity the following were considered;
1. One Quantitative method was used to establish the component of the activity with the highest level of risk with regard to health
2. A reasoned management response would be provided based on the identified risk
3. A proposal for monitoring the impact of the management response was also considered
1.0 INTRODUCTION
Amicus Onlus is a not for profit organization that seeks to provide interventions in the areas of education and health to the Ghanaian population. Its health interventions however dwell on identifying rural communities that are deprived from access to medical care, and providing the infrastructure, the medical personnel and other logistics to ensure that the people benefit from quality health care. The organization has over the years earned a good reputation for itself in this area given how well the three (3) health centres it has established in 3 other rural communities have been doing.
Ghana currently has an estimated population of twenty four million (24,000,000) people but suffers from acute health services especially in the rural areas. The Country’s patient to doctor ratio is 1:13,000, but, this is unevenly distributed to the detriment of rural communities. Amicus’ mode of intervention has always been to attract volunteer doctors from abroad, who will practice on rotational basis at its centers. Amicus’ health centers are run in collaboration with the Ghana Health Services, the mandated body for the provision of medical services in Ghana.
The Medical Centre for the
This paper seeks to discuss an activity from a project programme that allowed the Project Manager to plan for risk reduction in the construction of a Medical Centre for the Mfantseman Municipality in the Central Region of Ghana. The paper focuses on the preliminary/site preparation stage of the construction and highlights an identified risk, with the view to reducing its impact on the project. In analyzing and assessing the activity the following were considered;
1. One Quantitative method was used to establish the component of the activity with the highest level of risk with regard to health
2. A reasoned management response would be provided based on the identified risk
3. A proposal for monitoring the impact of the management response was also considered
1.0 INTRODUCTION
Amicus Onlus is a not for profit organization that seeks to provide interventions in the areas of education and health to the Ghanaian population. Its health interventions however dwell on identifying rural communities that are deprived from access to medical care, and providing the infrastructure, the medical personnel and other logistics to ensure that the people benefit from quality health care. The organization has over the years earned a good reputation for itself in this area given how well the three (3) health centres it has established in 3 other rural communities have been doing.
Ghana currently has an estimated population of twenty four million (24,000,000) people but suffers from acute health services especially in the rural areas. The Country’s patient to doctor ratio is 1:13,000, but, this is unevenly distributed to the detriment of rural communities. Amicus’ mode of intervention has always been to attract volunteer doctors from abroad, who will practice on rotational basis at its centers. Amicus’ health centers are run in collaboration with the Ghana Health Services, the mandated body for the provision of medical services in Ghana.
The Medical Centre for the
References: FROSDICK, S., 1997. The Techniques of Risk Analysis are Insufficient in Themselves. Disaster Prevention and Management, AMRAM, M., & KULATILAKA, N. (1999): REAL OPTIONS. HARVARD BUSINESS SCHOOL PRESS. CHAPMAN, C., & WARD, S. (1997): PROJECT RISK MANAGEMENT. JOHN WILEY & SONS. COURTNEY, H., KIRKLAND, J., AND VIGUERIE, P. (1997): STRATEGY UNDER UNCERTAINTY. HARVARD BUSINESS REVIEW. NOVEMBER/ DECEMBER