INFRASTRUCTURE
Table 1. The three management phases of health services infrastructure projects. Phase
Work Pre-investment Review of technical •Preliminary documentation prepared by ASSE and reviewed by UNOPS, including
specifications and audit a review of pre-investment studies, plans, executive projects, technical of executive projects
specifications and reference terms
•The audit of the executive projects involved all technical aspects and studies of the products and/or records
•FIOTEC/International Consulting reviewed the final products reviewed by UNOPS and sent to KfW for approval
Investment
Tender for works (construction and refurbishment) and
purchase of equipment Post-investment Construction, control
•UNOPS tendered the construction of the different health services and submitted both the specifications and the award recommendations to ASSE and FIOTEC/ KfW for approval
•UNOPS signed the contracts with contractors and equipment suppliers based on this project and the agreement of all the parties
•The purpose of the construction inspection was to ensure accurate interpretation
of works and technical by the contractor/companies of the executive project documents for each tender audit of the works
during the works
Germany, Brazil and Uruguay. The German KfW Development Bank financed the project with contributions from the Ministry of Public Health in Brazil, the Foundation for Scientific and Technological Development in Health (FIOTEC) in Brazil and the Ministry of Public Health and ASSE in Uruguay. The aim of the project was to improve
access and the quality of the service provided by the primary healthcare network and to strengthen epidemiological surveillance with an emphasis on HIV and AIDS in small towns in the Uruguayan and Brazilian border towns of Rocha, Cerro Largo, Rivera and Artigas. As the region of the country with the highest number of households living below the poverty line, users of public health services living here are some of the most vulnerable. To achieve the objectives identified, nine healthcare facilities and a monitoring, training and advice centre for people with sexually transmitted infections (STIs) and HIV were built alongside a building for use by the Honorary Committee for Antituberculosis and Prevalent Diseases. The cost of the development was ¤3.5 million.
The project The ASSE Department of Architecture designed a healthcare facility with two consulting rooms and related support services, which was adapted to allow the incorporation of more consulting rooms in response to the specific demands of some locations. UNOPS reviewed the design and suggested improvements based on guidelines from the ‘Manual for the Planning of the Design of Buildings’, which aims to deliver safe, functional and sustainable structures.
IFHE DIGEST 2019
Table 2. The structure of management and the division of tasks. Management level
Direction
The project management committee was responsible for the direction and management of the project and accountable for its success. It approved the plans and resources and authorised any deviation exceeding tolerance levels, approving each stage, initiating new phases and communicating with other stakeholders
Management
The project manager was responsible for day to day management of the project following guidelines issued by the project board. Their primary responsibility was to ensure that the project generated the required products within the constraints of time, quality, cost and scope
Deliverables
The head of the technical team was responsible for the delivery of products relating to the project meeting an appropriate level of quality, in accordance with the schedule and planned cost
Healthcare facilities (from top left, clockwise): Moirones, Rivera; Cuareim, Artigas; Paso Ataques, Rivera; and the monitoring, training and advice centre for people with STIs and HIV in Rivera, Rivera.
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