Zimbabwe’s health service delivery has attracted media attention for three successive decades due to failure by public hospitals to deliver effective service with the blame leveled against the hospital management boards (HMB). Responding to the criticism, the Ministry of Health introduced reforms on public hospital governance practices towards ensuring an effective health delivery system. This was done by improving the structural capacity of hospitals to deal with the increasing demand for health services (Moyo, 2016; Sikipa, Osifo-Dawodu, Kokwaro, & Rice, 2019). Thus, the study sought to determine the standard functional structures within HMBs of Zimbabwe’s 6 central hospitals. To achieve this, the study used a mixed research design in which 66 board members responded to the questionnaire while 9 purposively selected board members were interviewed, respectively. The study revealed that public hospitals require standard functional structures in order to be effective. These include a functional board that has sub-committees, a policy to evaluate the performance of CEOs, and the board itself. Frequency of board meetings, setting of agendas, succession planning, and alignment of goals with interests of various stakeholders. Implementing such functional structures enhances would standard functional structures for hospital management boards in central hospitals

Zimbabwe’s health care sector has been on the decline since the attainment of political independence in 1980 with the blame leveled against the hospital’s governance system. Responding to the blame, The Ministry of Health and Child Care, responsible for all public hospitals in Zimbabwe, has revamped the hospital governance system by introducing what is referred to as the hospital management board (HMB) tasked with the responsibility to provide the oversite role (Moyo, 2016; Sikipa, Osifo-Dawodu, Kokwaro, & Rice, 2019). The study, therefore, sought to establish the challenges faced by HMBs in the management of public hospitals with a focus on six (6) central hospitals in Zimbabwe. A mixed-method design was employed using the questionnaire and interviews to collect data from 66 censured board members for the quantitative study, and 12 purposively selected board members for the qualitative study. The study revealed that HMBs faced numerous challenges that include an unconducive economic environment responsible for high costs in hospital health care and services, ineffective policies, a weak referral system, and inexperienced board members. The study recommends that HMBs should be appointed based on relevant experience in public hospital leadership. Drawing from the findings, most HMBs must be reconstituted to include members with relevant experience, a focus on policy issues towards improving the ineffective hospital referral system.

Zimbabwe’s public hospitals have been in a declining mode for three consecutive decades marred by economic hardships rooted in the deteriorating governance structures and systems at a provincial and national level. The decline is purported to weaken the strategies that enhance the functionality of board management (Gilson & Agyepong, 2018). Efforts by the government to introduce effective strategies to revamp and enhance the functionality of public hospital boards have been in vain (Moyo, 2016; Sikipa, Osifo-Dawodu, Kokwaro, & Rice, 2019). The aim of the study is to explore strategies for enhancing the functionality of hospital management boards (HMBs) in central hospitals of Zimbabwe using a survey in order to improve performance, and service delivery overall. The study employed a qualitative research design gathering data by interviewing 12 respondents as the sample for the study selected from a target population of 66 hospital chief executive officers (CEOs) and board chairs. The 12 respondents were selected using the purposive sampling technique based on experience and knowledge as the inclusion and exclusion criteria of participants. The study revealed 6 critical strategies as gaps that hospitals need to enhance to improve on performance. These include networking, monitoring and evaluation, revenue generation, public-private partnerships (PPPs), HMB operational plan, and transparency in the selection and appointment of board members. The gaps identified required policy review to strengthen the appointment and performance of HMBs.

Zimbabwe’s public hospitals have been criticised for the declining standard of health service delivery for the past three decades with fingers pointed towards the hospital governance system. In response to the criticism, the government of Zimbabwe, through the Ministry of Health, has begun the process of making structural changes to the entire hospital governance system (Moyo, 2016; Sikipa, Osifo-Dawodu, Kokwaro, & Rice, 2019). The aim of the study is to examine the processes of appointing hospital management board (HMB) members in central hospitals of Zimbabwe. The study sought to explore the standardization, strengthening, and performance of HMBs in central hospitals of Zimbabwe with a focus on six central hospitals which include Harare, Chitungwiza, Parirenyatwa Group of Hospitals, United Bulawayo Hospitals (UBH), Mpilo, and Ingutsheni. The study employed a mixed-method design using the questionnaire and interviews to collect data. The target population included 66 board members. The census approach was used meaning that all members of the population formed the sample size. The study revealed that 67% of hospitals had functional HMBs with a quorum despite lacking a clear policy to evaluate their performance. The gaps identified required policy review to strengthen the appointment and performance of HMBs