SO-3.1 · Better access to health and education
Public hospitals rehabilitation
Upgrading and extending Hama National Hospital with 42 wards, ending nine temporary wards and lifting bed capacity in the central region.
Initiative weighted progress
57.0%
Σ each project’s contribution × its actual progress, over the shares that count
Linked projects’ progress
57.0%
Σ contribution × progress, projects only
Contributions assigned
100%
Complete and approved
Primary projects’ budget
SYP16B
1 primary project
Linked projects and their contributions
Strategy management approves each share; every change is kept in the initiative’s history
| Project | Link | Contribution | Actual progress | Contribution × progress | |
|---|---|---|---|---|---|
| Hama National Hospital Upgrade & Extension PRJ-2026-007 | Primary | 100% | 57% | 57.0% |
Linked projects’ progress
Σ (contribution × progress) = 57.0% points ÷ shares counted 100% = 57.0%
Initiative progress
The initiative runs wholly through its projects, so its progress is theirs: 57.0%
Scope, outputs & phases
As approved with the initiative: what is in scope, what it delivers, and its delivery phases on the timeline.
Scope
Upgrading and extending Hama National Hospital with 42 wards and operating theatres, equipping it and moving patients from the temporary wards.
Outputs
- A hospital with 42 rehabilitated wards
- Nine temporary wards closed
- A maintenance and operation contract for the medical equipment
Delivery phases
Construction and extension
2024-02-04 — 2027-06-01
Fit-out and move
2027-03-01 — 2027-06-30
Today · 2026-10-28
Impact KPIs & benefits
Measured apart from delivery progress: an initiative can be well advanced with no impact yet, and the other way round
Impact KPIs
The strategic KPIs the initiative moves
Actual 1,810Target 2,400bedsAttained 75%
Actual 48Target 60facilitiesAttained 80%
Benefits
Benefits registered for its projects, planned vs realised
No benefits registered for these projects yet; they are recorded at closure and handover.
These KPIs and benefits do not enter the weighted progress above, and progress does not enter them.
Three separate measures
An example from this initiative: Hama National Hospital Upgrade & Extension
1Deliverable weight in the project
38.0%
Weight of «Civil works» among its deliverables
Deliverable weights add up to 100% inside the project; it progresses as they are accepted.
See where it comes from2Project weight in the portfolio
27.3%
Its relative weight in Health, Education & Industrial Recovery Portfolio
Set by the project weight model; it feeds portfolio progress: relative weight × actual progress.
See where it comes from3Contribution to the initiative
100%
Its contribution to «Public hospitals rehabilitation»
Approved by strategy management; it feeds this initiative’s progress only.
Each is set in its own place and moves neither of the others: changing a deliverable’s weight touches neither the project’s portfolio weight nor its contribution.
Risks, obstacles & deviations
The initiative’s own risks and obstacles, the highest open risks of its projects, and the budget and schedule deviation.
- Eng. Sara Al-BaraziEng. Sara Al-BaraziSenior Project Manager — Hospitals & Health FacilitiesP-022sara.albarazi@psa.gov.sy
Obstacle in the wayHighBeing treated
Contractor claims and five months’ delay on MEP works
Response: A dispute committee and an approved corrective plan
Highest risks of the linked projectsRisk register
Deviation
Budget: projects total SYP 16B against the estimate SYP 15B
Schedule: last project ends 2027-06-01 against the initiative end 2027-06-30
Approval & change log
This item’s definition as approved in the plan version in force, and every change request on it with the old and proposed values and the decision.
No change requests on this item since the plan was approved.