Abstract
BackgroundPublic–private mix (PPM) can supplement public sector initiatives, including public health. As National Tuberculosis Control Programmes around the world embrace PPM, conforming to the four key principles of partnership values of beneficence, non-maleficence, autonomy, and equity as espoused by the World Health Organization can provide a useful framework to guide successful implementation.DesignThis is a qualitative case study of PPM in tuberculosis (TB) control, which utilised a purposive sample of 30 key stakeholders involved in TB control in Ghana. Respondents comprised an equal number of respondents from both the public and private sectors. Semi-structured in-depth interviews (IDI) were conducted with respondents. Data emanating from the IDIs were analysed deductively.ResultsAlthough the respondents’ perceptions about beneficence were unanimous, their views about non-maleficence, autonomy, and equity appeared incongruous with the underlying meanings of the PPM values. Underlying the unfavourable perceptions were disruptions in funding, project implementers’ failure to follow-up on promised incentives, and private providers lost interest. This was perceived to have negatively affected the smooth implementation of PPM in the country.ConclusionsGoing forward, it is imperative that future partnerships are built around utilitarian principles and also adhere to the dictates of agreements, whether they are ‘soft’ or standard contracts.
Highlights
The public health sector of several countries has embraced publicÁprivate mix (PPM) for the purposes of improving health through product development and access to critical care (1Á4)
We report on the issues that emanated from the respondents with regard to their views about PPM in Ghana’s TB Control Programme
Beneficence Respondents unanimously agreed that PPM was an important addition to the TB control efforts in the country
Summary
The public health sector of several countries has embraced publicÁprivate mix (PPM) for the purposes of improving health through product development and access to critical care (1Á4). As National Tuberculosis Control Programmes around the world embrace PPM, conforming to the four key principles of partnership values of beneficence, non-maleficence, autonomy, and equity as espoused by the World Health Organization can provide a useful framework to guide successful implementation. Underlying the unfavourable perceptions were disruptions in funding, project implementers’ failure to followup on promised incentives, and private providers lost interest. This was perceived to have negatively affected the smooth implementation of PPM in the country. Conclusions: Going forward, it is imperative that future partnerships are built around utilitarian principles and adhere to the dictates of agreements, whether they are ‘soft’ or standard contracts
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