Article

Public-Private Integrated Partnerships Demonstrate The Potential To Improve Health Care Access, Quality, And Efficiency

Napo Pharmaceuticals, San Francisco, California, USA.
Health Affairs (Impact Factor: 4.64). 08/2011; 30(8):1498-507. DOI: 10.1377/hlthaff.2010.0461
Source: PubMed

ABSTRACT Around the world, publicly owned and run health services face challenges. In poor countries in particular, health services are characterized by such problems as inadequate infrastructure and equipment, frequent shortages of medicines and supplies, and low quality of care. Increasingly, both developed- and developing-country governments are embracing public-private partnerships to harness private financing and expertise to achieve public policy goals. An innovative form of these partnerships is the public-private integrated partnership, which goes a step further than more common hospital building and maintenance arrangements, by combining infrastructure renewal with delivery of clinical services. We describe the benefits and risks inherent in such integrated partnerships and present three case studies that demonstrate innovative design. We conclude that these partnerships have the potential to improve access, quality, and efficiency in health care. More such partnerships should be launched and rigorously evaluated, and their lessons should be widely shared to guide policy makers in the effective use of this model.

0 Followers
 · 
96 Views
  • Source
    [Show abstract] [Hide abstract]
    ABSTRACT: Public–private partnerships (PPPs) have become popular worldwide as a way of improving health care service delivery. In order to enhance our knowledge of PPPs in the health care sector, we conduct a systematic review of forty-six articles published in peer-reviewed journals for the period of 1990–2011. Six lines of research in the PPP domain are identified: effectiveness, benefits, public interest, country overview, efficiency and partners. The main findings suggest that although PPPs are used to address internationally emerging public health issues, questions as to their actual effectiveness, efficiency and convenience, still remain unanswered. We propose viable recommendations and ideas for future research.
    Public Management Review 02/2015; 17(2):236-261. DOI:10.1080/14719037.2013.792380 · 0.92 Impact Factor
  • [Show abstract] [Hide abstract]
    ABSTRACT: Background: The present study was conducted to scrutinize Public- Private Partnership (PPP) models in public hospitals of different countries based on performance indicators in order to se-lect appropriated models for Iran hospitals. Methods: In this mixed (quantitative-qualitative) study, systematic review and expert panel has been done to identify varied models of PPP as well as performance indicators. In the second step we prioritized performance indicator and PPP models based on selected performance indicators by Analytical Hierarchy process (AHP) technique. The data were analyzed by Excel 2007 and Expert Choice11 software's. Results: In quality - effectiveness area, indicators like the rate of hospital infections (100%), hospital accidents prevalence rate (73%), pure rate of hospital mortality (63%), patient satisfaction percentage (53%), in accessibility equity area indicators such as average inpatient waiting time (100%) and average outpatient waiting time (74%), and in financial - efficiency area, indicators including average length of stay (100%), bed occupation ratio (99%), specific income to total cost ratio (97%) have been chosen to be the most key performance indicators. In the pri¬oritization of the PPP models clinical outsourcing, management, privatization, BOO (build, own, operate) and non-clinical outsourcing models, achieved high priority for various performance in¬dicator areas. Conclusion: This study had been provided the most common PPP options in the field of public hospitals and had gathered suitable evidences from experts for choosing appropriate PPP option for public hospitals. Effect of private sector presence in public hospital performance, based on which PPP options undertaken, will be different.
    01/2012; 2(2):251-64. DOI:10.5681/hpp.2012.031
  • [Show abstract] [Hide abstract]
    ABSTRACT: Objective: Difficulty in attracting allied health staff to rural areas is well known. In 2012, a small rural health facility and local private practice created an informal public–private partnership to recruit two new-graduate physiotherapists. Graduates were employed part-time in both the public and private sectors. Design: This qualitative case study employed an appreciative enquiry framework to explore this partnership model. Three focus groups were held, and a combination of content and thematic analysis was used to derive and organise themes arising from the data. Setting: A regional public health service and private physiotherapy practice in the Bega Valley region of south-eastern New South Wales, Australia. Participants: New-graduate and second-year physiotherapists (n = 5), private sector managers (n = 3), and public sector managers (n = 4). Main outcome measures: Perceived benefits of the partnership model and improvements that could be made to further develop the model. Results: Organisational benefits of a shared public–private role included the ability to attract high-quality applicants to difficult-to-fill positions, reduced the risk of new-graduate attrition due to social isolation, enhanced networking between sectors, and enhanced staff skill development through a broad range of clinical and non-clinical experiences. The model relied on management flexibility and has potential to expand to other areas and professions. Dedicated funding support, targeted recruitment strategies and increased planning to ease the transition into the workplace would further enhance the model. Conclusions: An informal public–private partnership to overcome established workforce shortages has proven successful to the benefit of the new graduates and both the public and private sectors.
    Australian Journal of Rural Health 12/2014; 22(6). DOI:10.1111/ajr.12136 · 1.34 Impact Factor