Healthcare is a basic right for every human being, therefore, achieving the best possible level of healthcare is important. Private and public partnerships have been constructively considered in recent years to better health sectors in various counties. Given the growing complex nature of the ecosystem of healthcare, it is this public-private collaboration-centric thought and stakeholder approach that is required if we are to address some of the largest issues in the healthcare sector. This paper will look at two strategies that would open the door for private and public partnerships in the health sector and the leadership risks I took during the past year.
One of the strategies I propose is a change in laws and policies in the provision of healthcare. Stable government policies should be put in place that aid in developing this kind of partnership. Restricting and reform of insurance are examples of policies that need the attention of the ministry of health for the development of the alliance. An economic issue such as bank interest also requires stability to attract investors. The ministry of health should form a board that makes and oversees policies across both sectors (Sadeghi et al., 2016). Laws and policies will be effective in promoting collaboration between the public and private health sectors, ensuring stability while attracting investments, and preventing any form of exploitation within the sector.
The second strategy is the improvement of current processes and mechanisms to promote and develop private-public sector partnerships. There should be a mechanism to create a single and strong entity for running the association with the private sector. This entity should oversee the issue of qualifications in the private sector, and this framework should remain stable even with the changing in government. Some of the important points to review include managing and clarifying the existing patterns. The government should facilitate collaboration by ensuring the formulation of understandable and proper contracts (Joudyian et al., 2021). This strategy would be effective because of the transparency of affairs that it would create; the processes and mechanisms would be stipulated and will be carried out by the book to prevent unfair contracting. Generally, it would improve the outcome of the healthcare services.
Leadership is a long-term exercise of influencing people towards achieving a particular goal and a mission of an organization or group. To be a thriving leader sometimes means stepping out of your comfort zone and facing risks (Ghiasipour et al., 2017).one of the risks I took this year as a leader was the risk of failure. I proposed a program in our faculty that would help improve service provision to patients and enhance inter-faculty collaboration. After discussions and evaluation of the proposal, it was found to have a few issues. We had to go to the drawing table, correct the problems and approve them. There was also a risk of the program failing at the implementation level. For the first few months, it seemed so, but with the hard work and dedication of the faculty members, it is now a success.
In addition, I faced the risk of loss of reputation when the program I proposed was rejected because of a few issues hard and difficulty in implementation. The other faculties would not have taken us seriously if our ‘grand proposal’ had failed. We, therefore, had to put our heads together and make the program a success. I risked losing my reputation; instead, I improved it and increased their confidence in me as a leader. There was also the risk of accountability. If anything went wrong with the program, the stakeholders would have held the leader accountable for any losses or injuries. I also had to take accountability as a leader for both my actions and the actions of my colleagues. A serious mistake would have had me before the board for my decisions, losing my leadership position or even losing the chance to continue volunteering at the health facility. However, a leader is obligated and should be willing to go the extra mile despite the risks.
Ghiasipour, M., Mosadeghrad, A. M., Arab, M., & Jaafaripooyan, E. (2017). Leadership challenges in health care organizations: The case of Iranian hospitals. Medical Journal of the Islamic Republic of Iran, 31(1), 560-567. Web.
Joudyian, N., Doshmangir, L., Mahdavi, M., Tabrizi, J. S., & Gordeev, V. S. (2021). Public-private partnerships in primary health care: A scoping review. BMC Health Services Research, 21(1). Web.
Sadeghi, A., Barati, O., Bastani, P., Daneshjafari, D., & Etemadian, M. (2016). Strategies to develop and promote public-private partnerships (PPPs) in the provision of hospital services in Iran: A qualitative study. Electronic physician, 8(4), 2208-2214. Web.