The PoKZN argued that factors contributing to under spending came from the implementing agents. The PoKZN reported that it had no or very little control over implementing agents who prove to be inflexible and/or unwilling to change and speed things up. The implementing agents appointed consultants who were not qualified to do the work to the standard required or within the timeframes provided. Hospital design was complex and requires inputs from a group of specialists; however health specialist were not consulted. The PoKZN added that there was lack of capacity in the Hospital Revitalization Office; for example, there were no dedicated project managers for various categories of Health Technology, Quality Assurance and Organizational Development. Furthermore, Supply Chain Management was not properly managed and implemented resulting in project delays, cancellation and appeals; over and above there was weak project management and planning due to lack of capacity.