Learning from the End of the Public-Private Partnership for Lesotho's National Referral Hospital Network

• Published in: Annals of global health 2024-01, Vol.90 (1), p.19-19
• Main Authors: McGuire, Chelsea M, Kaiser, Jeanette L, Vian, Taryn, Nkabane-Nkholongo, Elizabeth, Nash, Tshema, Jack, Brian W, Scott, Nancy A
• Format: Article
• Language: English
• Subjects: Accreditation; Clinics; Executives; Health care; Health care facilities; heath systems research; Hospitals; Human resource management; human resources; Infrastructure; Intensive care; Leadership; low-and-middle-income countries; Partnerships; personnel; Public private partnerships; qualitative research; Quality control; sub-saharan africa; Training
• ISSN: 2214-9996; 2214-9996
• DOI: 10.5334/aogh.4377

Public-private partnerships (PPP) are one strategy to finance and deliver healthcare in lower-resourced settings. Lesotho's Queen 'Mamohato Memorial Hospital Integrated Network (QMMH-IN) was sub-Saharan Africa's first and largest integrated healthcare PPP. We assessed successes and challenges to performance of the QMMH-IN PPP. We conducted 26 semi-structured interviews among QMMH-IN executive leadership and staff in early 2020. Questions were guided by the WHO Health System Building Blocks Framework. We conducted a thematic analysis. Facilitators of performance included: 1) PPP leadership commitment to quality improvement supported by protocols, monitoring, and actions; 2) high levels of accountability and discipline; and 3) well-functioning infrastructure, core systems, workflows, and internal referral network. Barriers to performance included: 1) human resource management challenges and 2) broader health system and referral network limitations. Respondents anticipated the collapse of the PPP and suggested better investing in training incoming managerial staff, improving staffing, and expanding QMMH-IN's role as a training facility. The PPP contract was terminated approximately five years before its anticipated end date; in mid-2021 the government of Lesotho assumed management of QMMH-IN. Going forward, the Lesotho government and others making strategic planning decisions should consider fostering a culture of quality improvement and accountability; ensuring sustained investments in human resource management; and allocating resources in a way that recognizes the interdependency of healthcare facilities and overall system strengthening. Contracts for integrated healthcare PPPs should be flexible to respond to changing external conditions and include provisions to invest in people as substantively as infrastructure, equipment, and core systems over the full length of the PPP. Healthcare PPPs, especially in lower-resource settings, should be developed with a strong understanding of their role in the broader health system and be implemented in conjunction with efforts to ensure and sustain adequate capacity and resources throughout the health system.