Showing 4 results for Public-Private Partnership
Alireza Arab, Armin Monirabbasi, Bagher Dastyar,
Volume 15, Issue 2 (6-2016)
Abstract
Background: Partnership between public and private section is the cooperation between institutions in these sectors which perform to attain common goals and eliminate the limitations. This study aimed at investigating the important criteria for attraction of private section in health sector.
Material and Methods: Based on studies and sample surveys, governments have essential role for codification of health policies and special programs in any country. In recent years, the costs of delivered health services increased exponentially and governments are looking for alternative mechanisms for cost reduction; meanwhile, the increased capacity in social programs is accompanied with considerable investments in infrastructures. This article investigated the utilization of different models by previous literature assessment in public- private partnership field and determined key and substantial criteria for these projects' success /failure. Although, the experience of their implementation is still very limited in our country and there is no accurate assessment based on case studies.
Results: Based on study results, some criteria like possibility of returning part of participation costs in tendering for tender, goals and responsibility's clarity, fair and correct mutual risk attocation , lower public costs through less incumbency, private section motivation, clear mechanism monitoring ,conflict resolution and supporting policies from private investment have essential role for successful public- private partnership which special attention should be drawn.
Conclusion: Governments can have a suitable partnership with private sector in order to prevent increasing costs in rebuilding, maintenance and operation of public facilities like hospitals, considering budget limitations in public sector, providing innovation through opportunism in private section and more efficient risk management.
Dr Masoud Etemadian, Dr Hossein Shahrokh, Dr Aidin Aryankhesal,
Volume 18, Issue 4 (1-2020)
Abstract
Background: This study aimed to explore the process of establishing a non-governmental and nonprofit hospital, as a corporate infantry, and a model for the establishment of autonomous and corporate hospitals.
Materials and Methods: This was a qualitative case study. The data were collected by interviewing the founders of Moheb Mehr Hospital, staff and some university officials and charity organizations. The data analysis was conducted based on grounded theory principles and data were coded in three stages of open, axial and selective coding.
Results: The primary factors behind the establishment of Moheb Hospital were the low level of physicians' fees and the physicians’ dual practice in the public and private sectors. The existence of unused spaces at Hashemi-Nejad Hospital and the possibility of contracting supplementary insurance were the secondary factors. The reaction included welcoming from hospital physicians and opposition from the government and the Ministry of Health. A good patient access was created due to the lower charges, in comparison to the private sector, and having contract with the supplementary insurance. The negative comments from the government and the Ministry were gradually adjusted.
Conclusion: The decentralization initiatives of the public sector in hospitals should be considered as a bottom-up process. Instead of turning government hospitals into independent or corporate, it is better to re-establish them in an autonomous or corporate form. Also, before any decentralization action, financial and managerial stability must be created in the organizations. Morevoer, employee benefits must be preserved. Instead of receiving government funding, it is better to use the capacity of the endowment and receive bank loans.
Masoud Etemadian, Ali Mohammad Mosadeghrad, Mahmoud Reza Mohaghegh Dolatabadi, Hamed Dehnavi,
Volume 19, Issue 1 (4-2020)
Abstract
Background: Public-private partnership (PPP) in constructing and operating hospitals is a good strategy to provide high quality services to people at lower cost for the government. However, PPP is facing several challenges. The objective of this research was to identify and explore the PPP challenges in building Moheb Yas hospital in Tehran, Iran.
Materials and Methods: A qualitative approach was used for this case study in 2018. In-depth semi-structured interviews were conducted with 24 key stakeholders, managers and employees who were involved in PPP initiative implementation using purposive and snowball sampling methods. Thematic analysis approach was used for data analysis.
Results: Moheb Yas hospital was built in the yard of a public hospital (Co-location PPP) by the private entity. Then, the public hospital was moved into the private hospital. The new hospital was transferred to the government after one year owing to some challenges. These challenges include an inappropriate PPP model, low government capacity and competency in PPP, low trust in private partner, difficulty in funding the project, demolishing the old building, applying for hospital licences, merging two public and private hospitals, and difficulties in equipping the new hospital with human and physical resources.
Conclusion: The PPP was not successful in this case. Although PPP initiatives have benefits for the health system, but, it comes with numerous challenges especially in developing countries owing to disparate goals, incentives, and management practices of public and private sectors. The research findings provide useful insights for policy makers and senior managers in health systems in similar countries about the main barriers of PPP initiatives in the health sectors.
Moslem Mohsenbeigi, Mohamad Zarezade, Khadije Nasiiani, Mohamad Ranjbar, Mohammad Reza Vafaeenasab,
Volume 21, Issue 1 (5-2022)
Abstract
Introduction: Despite many challenges, public-private partnership in hospitals is recognized as one of the most attractive investment platforms for the private sector. This study conducted to assess the challenges of private sector partnership with public hospitals using the public-private partnership model in public hospitals in Yazd.
Methods: The present qualitative research conducted in 2021. The viewpoints of 15 faculty members, directors, managers and operational experts on the participation of the private sector, those related to the transfer and contracts and the parties of the private sector are extracted through a semi-structured interview guide and analyzed using content analysis in three stages.
Results: A total of 10 main themes including economic and policymaking problems, insufficient manpower readiness, lack of support authority, weak partnership laws, lack of knowledge and experience of managers in partnership, lack of financial transparency, conflict of interest, poor coordination, lack of cultural readiness and trust-building and lack of plans and supervision in the field of partnership in 28 sub-themes extracted.
Conclusion: There are challenges related to policymaking issues and the resulting instability, incoordination of different units, unpreparedness of manpower and contract details in using different models of public-private partnership in hospitals, in which the use of the same procedures, transparency and the meeting requirements of the private sector are recommended for partnership and the formulation of laws and contracts free from any shortcomings and weaknesses that could lead to the loss of the public sector.
