A public-private partnership: the New York University-Health and Hospitals Corporation Clinical and Translational Science Institute.
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ABSTRACT:
SUBMITTER: Capponi L
PROVIDER: S-EPMC3536827 | biostudies-literature | 2012 Jun
REPOSITORIES: biostudies-literature
Publications
A public-private partnership: the New York University-Health and Hospitals Corporation Clinical and Translational Science Institute.
Capponi Louis L Trinh-Shevrin Chau C Cronstein Bruce N BN Hochman Judith S JS
Clinical and translational science 20120601 3
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Project description:IntroductionPrevious studies have examined the impact of Clinical and Translational Science Awards programs on other outcomes, but not on grant seeking. The authors examined the effects on grant seeking of the Michigan Institute for Clinical & Health Research (MICHR), a Clinical and Translational Science Awards institute at the University of Michigan.MethodsWe assessed over 63,000 grant proposals submitted at the University of Michigan in the years 2002-2012 using data from the university and MICHR's Tracking Metrics and Reporting System. We used a retrospective, observational study of the dynamics of grant-seeking success and award funding. Heckman selection models were run to assess MICHR's relationship with a proposal's success (selection), and subsequently the award's size (outcome). Models were run for all proposals and for clinical and translational research (CTR) proposals alone. Other covariates included proposal classification, type of grant award, academic unit, and year.ResultsMICHR had a positive and statistically significant relationship with success for both proposal types. For all grants, MICHR was associated with a 29.6% increase in award size. For CTR grants, MICHR had a statistically nonsignificant relationship with award size.ConclusionsMICHR's infrastructure, created to enable and enhance CTR, has also created positive spillovers for a broader spectrum of research and grant seeking.
| S-EPMC5444804 | biostudies-literature
Project description:Stakeholder engagement is generally considered one of the most pertinent factors impacting project outcomes. However, there is lacking empirical evidence documenting patterns of stakeholder engagement and their potential differences between public, private and public-private partnership (PPP) projects. This study leverages social network research methods to capture and quantitively compare these engagement structures. Stakeholder network data were collected by an online questionnaire from 17 public, 30 private and 9 PPP projects. A series of network-based analyses were subsequently applied to the data at both the level of individual project stakeholders and entire project stakeholder ecologies. A statistically significant difference (p<0.05) exists among the network-level measures of network size, edge number, density and betweenness centralization across the three project types. Among these four network measures, the density varies significantly (p<0.05) between 'within budget' and cost overrun projects for the private and PPP projects. The top-5 stakeholder lists with respect to three node-level centrality values reveal distinctive differences across the three project types. To further interpret the data, exponential random graph models were also applied to determine the most statistically prevalent network motifs within each type of project. Again, statistically significant differences were found across these three project types. The findings consistently point to structural differences in patterns of stakeholder engagement across the public and private domain and illustrate the applicability of network data and analytical techniques to monitoring and managing complex webs of relationships among actors who affect and are affected by diverse types of projects.
| S-EPMC9821786 | biostudies-literature
Project description:Construction of not in my back yard (NIMBY) facility Public Private Partnership (PPP) projects are feasible measures to realize sustainable urbanization. In order to ensure the smooth development of the NIMBY facility PPP projects, the problem of choosing the most suitable operation mode among many PPP modes is still scarce and unscientific. In order to select the operation mode of the PPP projects that best fits the characteristics of the project, this paper constructs the operation mode selection of the NIMBY facility PPP project. Firstly, the index system of operation mode selection of the NIMBY facility PPP project is determined. G1 subjective weighting method and information entropy objective weighting method are introduced to solve the optimal weight of each index. Grey correlation theory is used to improve TOPSIS method, and the calculation form of relative proximity degree is optimized to determine the most suitable operation mode for the project. In this paper, combined weighting and TOPSIS method are applied to the research of NIMBY facility PPP project, and the operation mode selection of NIMBY facility PPP project is established, which makes up the blank of this part. Finally, a PPP project in Qingdao, Shandong Province, China, is taken as an example to verify the applicability of the model. The effectiveness of this model was tested by comparing the results of TOPSIS method, Grey target model, Extended matter-element mode and GRA-TOPSIS. It is hoped to provide useful reference for the operation mode selection of NIMBY facility PPP project.
| S-EPMC8270188 | biostudies-literature
Project description:We use information on management practices in 1,183 hospitals in 7 different countries, collected in 2010 within the "World Management Survey" initiative, to estimate the role of public ownership on different management dimensions, such as monitoring performance, setting targets and incentivizing employees. A significant variation in management practices both between countries and, within countries, across hospitals is found. We show that managers in public sector hospitals tend to underperform, relative to private hospitals, in all the countries considered. Larger hospitals appear to be better managed, while there is no difference between teaching and other type of hospitals. Publicly owned hospitals appear less efficient in the provision of incentive schemes to promote and reward highly motivated employees, or remove poor performers. Overall, public ownership is associated with a reduction of about 10% in management score, which corresponds approximately to a half-standard deviation.
| S-EPMC9956577 | biostudies-literature
Project description:BackgroundGiven the challenges of governments to deliver primary health care (PHC), engaging private sector in the form of public-private partnership (PPP) can be effective policy. The aim of present study is to review the experiences of implementing PPP policy in PHC.MethodsThis scoping review study was conducted in 2019 using the framework proposed by Arkesy and O'Malley. Required data were collected through search the related keywords in databases, manual search of some journals, websites, and other sources of information and through references check, from January 2000 to May 2019. All studies, which focused on the results of PPP in PHC, and published in English or Persian were included in the study.ResultsA total of 108 articles were included in the study. The studies were mostly conducted in low- and middle-income countries. The quantitative studies have demonstrated the success of this policy in improving PHC indicators. Based on the qualitative studies PPP in PHC has many benefits, including access improvement, economic benefits, and service quality enhancement.ConclusionsThe present study provides useful information on the experiences of different countries in the field of PPP in PHC that can be used by experts and decision makers to decide whether to engage the private sector in the form of PPP model.
| S-EPMC7453464 | biostudies-literature
Project description:The National Institutes of Health's Clinical and Translational Science Awards (CTSA) institutes have been created, in part, to have a positive impact on collaboration and team science. This study is the first to examine the associations between a CTSA hub, the Michigan Institute for Clinical and Health Research (MICHR), and investigators' ego networks. We ran cross-sectional and panel models of the associations between consulting with MICHR and the ego network measure of two-step reach (TSR) - that is, colleagues of colleagues reachable in two steps - from a network of 2161 investigators who had co-submitted a grant proposal to an external sponsor in 2006. Our analyses covered the period 2004-2012, although some model specifications covered the shorter time period 2006-2010. Consulting with MICHR had positive associations with the size of and changes in an investigator's TSR across and over time, even controlling for research productivity and organizational affiliation. For example, over the period 2006-2010 an investigator who consulted with MICHR reached 44 more individuals than a non-consulting investigator. This study expands our understanding of the indirect impacts that clinical and translational science institutes have on investigators' scientific networks. This network-based approach might be useful in quantifying the impact of team science initiatives at the university level.
| S-EPMC6676646 | biostudies-literature
Project description:The global Coronavirus or COVID-19 pandemic exposed the weakness of healthcare systems including laboratory systems and is a call to action for unprecedented collaboration and partnerships to deal with the global crisis. The United States (U.S.) President's Emergency Plan for AIDS Relief (PEPFAR) establishes the global HIV/AIDS treatment agenda in alignment with the UNAIDS 90-90-90 treatment targets to achieve epidemic control related to enhanced testing, treatment, and viral suppression. A strategic PEPFAR priority area recognizes that large-scale collective efforts and sharing of resources bear greater potential impact for lasting change than any single organization or entity can achieve alone. An important vehicle utilized within the global public health context is the public-private partnership (PPP) model whereby multiple international organizations forge unified project charters to collectively reach mutually agreed goals. While touted as an ideal mechanism to synthesize resources and maximize gain in numerous applications, little is known from a seasoned stakeholder perspective regarding PPP implementation and sustainability issues. The purpose of this research is to holistically examine perceptions of PPP model sustainability related to inputs and impacts among a collective network of stakeholders experienced with PEPFAR workforce development, laboratory-system strengthening project implementation. Interviews were conducted with frontline stakeholders from public and private sector organizations based in the US and select PEPFAR-supported priority countries. Analysis revealed three dominant themes: PPP impacts, keys of successful collaboration, and logistical challenges and opportunities to enhance sustainability of PPP outcomes in the future.
| S-EPMC8291689 | biostudies-literature
Project description:Our earlier article showed that increased employability of segregated Roma may improve their well-being and health. To achieve that, appropriate employment based on a public-private partnership could be the key. For optimal design of such a partnership, we need insight into its potential mechanisms. Evidence on this is lacking, however. This paper builds on the previously published article by focusing on mechanisms for achieving better health. Therefore, our aim was to identify the potential mechanisms by which a public-private Roma employment project could increase employability. We investigated a Roma employment project called Equality of Opportunity established by a private company, U.S. Steel Kosice in eastern Slovakia. We conducted a multi-perspective qualitative study to obtain key stakeholders' perspectives on the potential mechanisms of a public-private Roma employment project in terms of increased employability. We found three types of mechanisms. The first type regarded formal job mechanisms, such as an appropriate employment and salary offer and a bottom-up approach in capacity building. The second type involved sustainability mechanisms, such as the personal profile of project and work-shift coordinators, the continuous offer of training and cooperation with relevant stakeholders (municipalities, community centers, etc.). The third type was cultural mechanisms, such as personal contact with project participants, attention to less-voiced groups like children, the motivation of project participants, a counter-value reciprocity approach and respect for the specifics of Roma history. Our findings imply that policymakers could consider public-private partnerships for increasing the employability of segregated Roma, as they have the potential to address a wider range of social needs simultaneously.
| S-EPMC7277156 | biostudies-literature
Project description:As the coronavirus disease (COVID-19) pandemic spread, meeting the testing needs to control the spread of infection became a major challenge worldwide. In Pakistan, the lack of the requisite infrastructure and training compounded the acute shortage of testing kits and other consumables. Against this backdrop and to urgently improve province-wide access to high-quality COVID-19 polymerase chain reaction (PCR) testing with rapid turnaround times, the Government of the Sindh (GoS) province of Pakistan entered into a public-private partnership with Indus Hospital & Health Network (IHHN). Under this partnership, the GoS undertook sample collection and Indus Hospital in Karachi, Sindh, centralized testing. We describe the implementation strategies adopted by the partnership, as well as the challenges, opportunities, and lessons learned. Notably, up to 40% and 22% of total COVID-19 PCRs done in Sindh in the first 2 months of the pandemic, respectively, were performed at Indus Hospital in Karachi, though this percentage declined gradually as other centers caught up with their testing capacities. The rapid scaling up was achieved through a combination of mechanisms and factors including building on preexisting partnerships between the GoS and IHHN, pooling resources and harnessing distinct and complementary roles, relocating existing resources, introducing automation and information technology system changes, establishing risk mitigation strategies, and introducing quality measures within testing processes. The primary outcome of the partnership was rapid province-wide access to quality COVID-19 PCR testing with short turnaround times and at no cost to the patient. Furthermore, implementation of the partnership goals established new mechanisms as well as strengthened existing ones to enable rapid response to the future global health security challenges in Sindh, Pakistan.
| S-EPMC8885349 | biostudies-literature
Project description:IntroductionIn Africa almost half of healthcare services are delivered through private sector providers. These are often underused in national public health responses. To support and accelerate the public sector's COVID-19 response, we facilitated recruitment of additional private sector capacity by initiating a public-private partnership (PPP) in Kisumu County, Kenya. In this manuscript we demonstrate this PPP's performance.MethodsCOVID-19 diagnostic testing formed the basis for a PPP between Kenyan Medical Research Institute (KEMRI), Department of Health Kisumu County, PharmAccess Foundation, and local faith-based and private healthcare facilities: COVID-Dx. First phase COVID-Dx was implemented from June 01, 2020, to March 31, 2021 in Kisumu County, Kenya. Trained laboratory technologists in participating healthcare facilities collected nasopharyngeal and oropharyngeal samples from patients meeting the Kenyan MoH COVID-19 case definition. Healthcare workers in participating facilities collected patient clinical data using a digitized MoH COVID-19 Case Identification Form. We shared aggregated results from these data via (semi-) live dashboards with all relevant stakeholders through their mobile phones and tablets. Statistical analyses were performed using Stata 16 to inform project processes.ResultsNine private facilities participated in the project. A patient trajectory was developed from case identification to result reporting, all steps supported by a semi-real time digital dashboard. A total of 4,324 PCR tests for SARS-CoV-2 were added to the public response, identifying 425 positives, accounting for 16% of all COVID-19 tests performed in the County over the given time-period. Geo-mapped and time-tagged information on incident cases was depicted on Google maps through PowerBI-dashboards and fed back to policymakers for informed rapid decision making. Preferential COVID-19 testing was performed on health workers at risk, with 1,009 tests performed (up to 43% of all County health workforce).ConclusionWe demonstrate feasibility of rapidly increasing the public health sector COVID-19 response through coordinated private sector efforts in an African setting. Our PPP intervention in Kisumu, Kenya was based on a joint testing strategy and demonstrated that semi-real time digitalization of patient trajectories can gain significant efficiencies, linking public and private healthcare efforts, increasing transparency, support better quality health services and informing policy makers to target interventions.
| S-EPMC9887331 | biostudies-literature