Strategies to develop and promote public-private partnerships (PPPs) in the provision of hospital services in Iran: a qualitative study

Sadeghi, Ahmad; Barati, Omid; Bastani, Peivand; Daneshjafari, Davood; Etemadian, Masoud

doi:10.19082/2208

Cited by 19 publications

(19 citation statements)

References 7 publications

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“…[45][46][47] There are different studies about 3P in Iran, especially about the health sector. 48,49 It seems that the Iranian Government has tried to remove some of the abovementioned obstacles while responding to COVID-19 through several measures, such as reducing import duties, reducing bureaucracy to obtain the required industry licenses, and supporting knowledge-based companies fulfilling technology-based needs.…”

Section: Discussionmentioning

confidence: 99%

“…Sadeghi et al (2016) introduced 4 strategies to develop and promote 3P in the provision of hospital services in Iran, including modifying the policies and regulations, sociocultural changes, improvement of current mechanisms and processes, and financial and capital capacity building 48. Danaei et al indicated 9 barriers to the development of 3P in Iran, including the following:• Economic barriers (ie, bad economic and trade conditions in Iran) • Political barriers (ie, cancellation of government agreements as a result of government change) • Legal barriers (ie, lack of a clear legal framework) • Structural barriers (ie, lack of specialized and professional institutions for 3P projects) • Procedural barriers (ie, low capacity and skills of the public sector to manage public-private partnership projects) • Strategic barriers (ie, government policy in providing infrastructure) • Executive barriers (ie, complexity of tax status of public-private partnership projects) • Human barriers (ie, poor understanding of politicians and decision-makers on 3P) • Sociocultural barriers (ie, low motivation of the private sector in partnership with the public sector) 50…”

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confidence: 99%

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Public-Private-People Partnerships (4P) for Improving the Response to COVID-19 in Iran

Seddighi

Salmani

et al. 2020

Disaster med. public health prep.

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The Public–Private–People partnership (4P) is a significant element in disaster response. Coronavirus disease (COVID-19) as a pandemic has been the worst disaster in the last decades in Iran in terms of exposure and magnitude. In order to respond effectively, the Iranian Government needs an extra capacity, which may be provided by the private sector and people. This study aims to collect evidences of 4P pertaining to the COVID-19 response in Iran from February to April 2020. Partnership case studies are classified into 3 categories: (1) Public–private partnerships; (2) public–people partnerships; and (3) private–people partnerships. It was found that the Iranian Government has removed or diminished some of the barriers to cooperation. There was also more cooperation between the people, the private sector, and the public sector than during normal times (vs disasters). People participated in the response procedure through some associations or groups, such as religious and ethnic communities, as well as through non-governmental organizations. It has been shown that 4P is vital in disaster response and, in particular, to epidemics. The government can be more active in partnerships with the private sector and people in emergencies, such as the COVID-19 pandemic. Enhancing social capital, institutionalization, and developing required infrastructures by the government will improve public–private partnerships.

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Section: Discussionmentioning

confidence: 99%

mentioning

confidence: 99%

Public-Private-People Partnerships (4P) for Improving the Response to COVID-19 in Iran

Seddighi

Salmani

et al. 2020

Disaster med. public health prep.

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“…PPPs have been used to encourage and facilitate innovations in many healthcare fields. PPPs in public health research [27] have included finding vaccines against, and drugs to treat, communicable diseases [28,29], personalised medicine development [30] and management and infrastructure growth [31,32]. The biggest controversies and expectations concern building and operating healthcare infrastructure, such as hospitals.…”

Section: The Concept Of Ppps In Healthcarementioning

confidence: 99%

Barriers to the implementation of public-private partnerships in the healthcare sector in the Kingdom of Saudi Arabia

et al. 2020

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Background Saudi Arabia is considering increasing the role of the private sector's participation in financing and delivering healthcare services through the adoption of Public-Private Partnerships (PPPs). However, the adoption and successful implementation of PPPs in the Saudi healthcare sector requires careful attention to overcome potential obstacles. Objectives This study investigates and identifies potential barriers to the successful implementation of PPPs in the Saudi healthcare sector. Methods A pre-tested interviewer-administered questionnaire was used to collect data from 72 respondents over a two-month period. Respondents were asked to rate the degree of influence of potential key barriers using a five-point Likert scale. The collected data was analysed using descriptive and inferential statistics. Results The evidence showed that the top three barriers, as rated by the respondents, were legal barriers, including delays in receiving approval and permits and law and regulation changes, environmental barriers, including lack of transparency and accountability and technological barriers, including a shortage of professionals qualified to handle PPP projects. Conclusions The barriers identified suggested that the government should ensure that PPPs are implemented in a timely manner to ensure that private sector involvement yields the intended benefits. Furthermore, a stable legal and regulatory framework must be established that is

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“…However according to WHO, more than 38% of medical equipment are out of service (4) and of which 39% is because of users' poor expertise. As such, 50-80% of this resource wastage is due to the improper use and inappropriate technical repair (5)(6)(7)(8). According to the recent studies, 75% of complaints against radiologists are about wrong diagnosis (9)(10), mainly because of poor technique or poor image quality (11)(12)(13)(14).…”

Section: Introductionmentioning

confidence: 99%

Real-Life Incentives Driving Public-Private Partnership in Diagnostic Services

Baniasadi

Sari

Foroushani

et al. 2020

Ethiop J Health Sci

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BACKGROUND: Diagnostic services are highly critical in the success of treatment processes, overly costly nonetheless. Accordingly, hospitals generally seek the private partnership in the provision of such services. This study intends to explore the incentives owned by both public and private sector in their joint provision of diagnostic services under the public-private partnership agreement.METHOD: A qualitative, exploratory study was employed in Tehran hospitals from October 2017 to March 2018. Around 25 face-to-face, semi structured interviews were conducted with the purposively recruited hospital managers, heads of diagnostic services and managers of private companies. Interviews were transcribed and analyzed using conventional content analysis, assisted by "MAXQDA-12".RESULTS: Three main categories and nine sub-categories represented the incentives of public sector, and four main categories and seven sub-categories signified those of private sector. The incentives of public sector included the status-quo remediation, upstream requirements, and personal reasons. As such, the individual, social and economic incentives and legal constraints were driving the behavior of the private sector.CONCLUSIONS: Financial problem and gain were the most noted incentives by the partners. Attention to the either side’s incentives and aims is likely to ensure the durability and effectiveness of such partnerships in the health sector.

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Strategies to develop and promote public-private partnerships (PPPs) in the provision of hospital services in Iran: a qualitative study

Cited by 19 publications

References 7 publications

Public-Private-People Partnerships (4P) for Improving the Response to COVID-19 in Iran

Public-Private-People Partnerships (4P) for Improving the Response to COVID-19 in Iran

Barriers to the implementation of public-private partnerships in the healthcare sector in the Kingdom of Saudi Arabia

Real-Life Incentives Driving Public-Private Partnership in Diagnostic Services

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