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The purpose of this paper is to advance a set of criteria for appraising the merits of alternative options to financing common property capital expenditure in multi‐owned housing (MOH) complexes and to then draw on this conceptual framework to determine which mode of common property capital expenditure funding is preferable.

A priori reasoning has been provided to pursue the study's objective.

Sinking funds represent the preferred approach to financing common property expenditure in MOH schemes and special levies are the least preferred approach.

Due to the a priori based conceptual development undertaken, some subjectivity is bound to be invoked.

The study provides key insights to government policy makers charged with drafting MOH legislation and provides strong support for those jurisdictions that require sinking funds to be raised in MOH complexes. The study also informs the owners executive committees of MOH schemes of the benefits of maintaining sinking funds.

The study highlights the considerable MOH unit owner financial distress that can be averted by pursuing a policy of raising sinking funds.

The study has immense originality, as it is the first academic study to focus on MOH common property capital expenditure issues.

This case study aims to present the implementation of knowledge management (KM) in the Ministry of Health (MoH) of the Kingdom of Bahrain. The Ministry is a very complex environment and it is suffering from information overload. The health care industry is a very intensive knowledge field where experience and tacit knowledge play an important part in delivering efficient health care to the nation.

The paper takes the form of a case study conducted by people involved in the implementation of the KM initiative at the MoH and by the observation and interviews conducted by external researchers.

The paper finds that the implementing of KM had many positive impacts on the MoH in terms of planning and decision making. Even though it is difficult to create a knowledge sharing culture in an environment under pressure involving medical and administrative staff, the initial KM initiatives implemented at the MoH of Bahrain are believed to be the start for a serious and comprehensive KM drive within the Ministry in the coming few years.

The lessons learned from this case can help other health organizations to better understand the barriers and enablers associated with implementing a KM initiative in a complex environment.

This paper aims to provide insights into how the New Zealand Office of the Auditor-General (NZOAG) legitimised the selection of topics for performance audit in the New Zealand public health sector over a 10-year period, 2003-2013, by fulfilling the key actors’ “taken for granted beliefs” of the dual roles of the NZOAG: its independence and accountability.

This paper uses evidence gathered from interviews with representatives of the District Health Boards, the Ministry of Health (including Health Advisory Committee members) and NZOAG staff, along with publically available documentary evidence over a 10-year period. The authors draw on Suchman’s (1995) authority on institutional legitimacy to inform the research findings.

The New Zealand Auditors-General (NZAGs) get inputs from various sources such as their own audit teams, parliamentary deliberations, the Ministry of Health, the District Health Boards, media and public concerns and complaints. These sources initiate ideas for performance audits. Subsequently, the NZAGs use the recurring themes and risk assessment criteria while simultaneously consulting with the auditees (the MOH and the DHBs) and other actors, such as health advisory groups, to select topics for such audits. This signals to the key actors, such as the MOH and the DHBs, that the NZOAG is addressing the topics and concerns relevant to the former while discharging its public accountability role. Furthermore, the consultative approach acts as a catalyst, ensuring that the actors involved with public sector health service delivery, specifically the auditees, accept the selected topic. This leads to a lack of resistance to and criticism of the topic; the selection process, therefore, is legitimatised, and credibility is added to the audits. Because of the consultative approach taken by the NZAGs, the actors, including the performance auditors, continue to believe that the Office acts independently from third party influence in selecting their audit topics, elevating the NZAGs’ moral legitimacy with respect to their public accountability role.

The study’s focus group does not include parliamentary representatives, only representatives from the DHBs, the MOH and the NZOAG; therefore, the conclusions on effective discharge of the NZOAG’s accountability role and Parliamentary acceptance is not conclusive – the NZOAG acts on behalf of the Parliament in discharging its accountability role and the latter is also the formal recipient of the reports.

The implications for practitioners and policymakers are that the use of a consultative approach to select topics for performance audit in the absence of performance auditing standards ensures auditee readiness and acceptance of such audits. This also promotes mutual benefits and “trust” between the AG and auditees. Such audits can be used to bring about efficacy in health service delivery.

The selected topics for audits will have an impact on citizens’ lifestyles, with improved health services delivery.

There is a dearth of research on who initiates the ideas for performance auditing and how the Office of the Auditor-General selects topics for such audits. This study adds a new dimension to the existing performance auditing literature. The authors reveal how the NZOAG seeks to legitimise the selection of topics for such audits by consulting with the auditees and other actors associated with public sector health service delivery, while upholding its independent status and making transparent how it discharges its accountability role within the context of performance auditing.

Formal structured leadership training is increasingly incorporated as a regular fixture in developed nations to produce competent leaders to ensure the provision of quality patient care. However, most low- and middle-income countries (LMICs) rely on one-off external training opportunities for selected individuals as they lack the necessary resources to implement long-term training for a wider pool of potential health care leaders. This case study shares the establishment process of the Talent Grooming Programme for technical health care professionals (TGP), a three-year in-house leadership training programme specially targeted at potential health care leaders in Malaysia.

This case study aims to share a comprehensive overview of the ideation, conceptualisation and implementation of TGP. The authors also outlined its impact from the individual and organisational perspectives, besides highlighting the lessons learned and recommendations for the way forward.

TGP set out to deliver experiential learning focusing on formal training, workplace experiences, practical reflection and mentoring by supervisors and other esteemed leaders to fulfil the five competency domains of leadership, organisational governance, communication and relationship, professional values and personal values. The successes and challenges in TGP programme delivery, post-training assessment, outcome evaluation and programme sustainability were outlined.

The authors’ experience in setting up TGP provided valuable learning points for other leadership development programme providers. As for any development programme, a continuous evaluation is vital to ensure its relevance and sustainability.

Certain aspects of TGP establishment can be referenced and modified to adapt to country-specific settings for others to develop similar leadership programme, especially those in LMICs.

Some multi-owned housing developments do not appoint an external strata manager. The purpose of this paper is to highlight how governance is negotiated when there is no strata manager in place.

A semi structured interview was conducted as a case study to contrast and highlight issues that occur where no strata manager is in place.

The lack of a manager presented particular difficulties when negotiating outcomes. A market gap is identified highlighting implications for how strata managers may increase future market penetration.

The number and spatial occurrence of strata titled complexes operating without a formal governance structure in situ is not known. Further research needs to be undertaken in this area.

The resilience of Australia’s densification policies is dependent on how owners perceive and adjust to additional layers of governance. Difficulties arise for the individual and the scheme as a whole where no formal mechanism is operational.

As cities become more dense, multi-owned property is increasing. Where governance mechanisms fail, or fail to be implemented, sound governance outcomes may be problematic.

The issue of multi-owned property operating without or outside a governance structure has not previously been considered.

The purpose of this paper is to assess the management of the public sector health workforce in Botswana. Using institutional frameworks it aims to document and analyse human resource management (HRM) practices, and make recommendations to improve employee and health system outcomes.

The paper draws from a large study that used a mixed methods approach to assess performance of Botswana’s Ministry of Health (MOH). It uses data collected through document analysis and in-depth interviews of 54 key informants comprising policy makers, senior staff of the MOH and its stakeholder organizations.

Public health sector HRM in Botswana has experienced inadequate planning, poor deployment and underutilization of staff. Lack of comprehensive retention strategies and poor working conditions contributed to the failure to attract and retain skilled personnel. Relationships with both formal and informal environments affected HRM performance.

While document review was a major source of data for this paper, the weaknesses in the human resource information system limited availability of data.

This paper presents an argument for the need for consideration of formal and informal environments in developing effective HRM strategies.

This research provides a rare system-wide approach to health HRM in a Sub-Saharan African country. It contributes to the literature and evidence needed to guide HRM policy decisions and practices

Healthcare provision is costly, and patient expectations are increasing. Lean implemented within healthcare settings is one possible solution for dealing with this issue, with much of the current research in this respect mostly focused on developed countries. The research examines the applicability of lean in the healthcare sector of a developing country, specifically Oman.

Interviews were conducted with 32 individuals representing four public sector hospitals, along with two major hospital suppliers and the Ministry of Health. The readiness of lean thinking was assessed against seven criteria. Data were then analyzed thematically.

The authors found that Oman's healthcare sector is strong on leadership support, understanding value and customer groups, ability to undertake an end-to-end process view and engaging in the required training for lean. Interviewees showed awareness of the challenges, including aligning lean with the strategic agenda of healthcare settings, aligning measurement and reward systems to lean thinking and matching demand and capacity levels. The authors conclude that Oman's healthcare sector is ready for widespread application of lean, and if executed successfully, will generate strong strategic and operational outcomes.

This paper provides evidence of the applicability of lean in a very different context to the one that has been generally reported in the literature. The authors propose that lean thinking can be applied in countries and regions with similar cultural contexts such as the Middle East.

Turkish Ministry of Health (MoH) has Health Transformation Program (HTP). The purpose of this program has been to modify the structure of the current system in order to enhance health system productivity, quality, and access in the Turkish health system. The paper aims to discuss these issues.

To measure the productivity, a data envelopment analysis-based Malmquist index approach was employed.

Results showed that the overall HTP have had a considerable positive impact on the productivity of general hospitals.

The limitation is the availability of some data that might not be collected or reported to the MoH in Turkey.

This research’s findings will have an impact on reforming the health care system in Turkey to be competitive and efficient as possible.

The research will have implication on reducing cost and provide value to the Turkish population.

This is one of the very few articles that targeted the efficiency of hospital system in Turkey.

This paper seeks to measure and evaluate the productive efficiency of health‐care organizations (hospitals) using a multicriteria Data Envelopment Analysis (DEA) methodology. DEA is a special linear programming model for deriving the comparative efficiency of multiple‐input multiple‐output Decision‐Making Units (DMUs). DEA provides management with information regarding the relatively best practice hospitals in the observation set and locates the relatively inefficient hospitals by comparison with the best practice ones. In addition, it indicates the magnitude of these inefficiencies. The paper selects a set of inputs and outputs for 15 hospitals for a three‐year period. The hospital input measures included are: number of bed days, number of physicians, and number of health personnel. The output measures included are: number of patient days, number of minor operations, and number of major operations. The DEA models are solved using an IBM PC optimization modeling system called LINDO (linear, interactive, discrete optimizer).

The purpose of this paper is to investigate the level of energy saving behaviour between green and conventional office buildings in Malaysia to determine if people in green buildings perform better energy saving behaviour than people in conventional buildings. The paper specifically focused on use of technology, computer usage and potential energy savings from that use. The paper then examines what strategies are used to encourage energy saving behaviour for building occupants.

Questionnaires were distributed to occupants in the buildings to evaluate the extent of energy saving behaviour practiced, and identify potential strategies to encourage energy saving behaviour.

The findings show better energy saving behaviour practice in green buildings and the paper show why this is the case. The recommended strategies to encourage energy saving behaviour are discussed, and include means of raising education awareness on energy efficiency among the occupants. This can be done through distribution of guidelines, posters, pamphlets and e-mails. Occupants can also be given live updates on the energy usage of the building. Briefing on the objectives and goals of the organisation’s commitment to energy efficiency can be given to newly employed staff. As seen in this paper, these multiple strategies have shown to be successful in encouraging energy saving behaviours.

To date, energy saving behaviour has been given less focus in improving green building performance. There is limited research that compares energy saving behaviour between green and conventional commercial buildings in Malaysia. The findings provide a better understanding on occupants’ behaviour in energy conservation and suggest strategies for future recommendation.