Background: Public-Private Partnership (PPP) as a strategic management policy to improve hospital health services standards to the Indian Public Health Standards level, specially the non-clinical services. The studies on the qualitative as well quantitative aspects of services by identifying components that are suitable for execution Public Private partnerships for improving hospital services specially for non-clinical services are needed. There is also a need to identify probable modalities for the sustainability of the same. Objectives: The aim was to propose management inputs in improving non-clinical services of cleaning, security, diet, driver, and laundry in the hospitals under Public Health Department Maharashtra. The objectives were to assess the scope and feasibility of specific managerial inputs to promote the Public-Private Partnership under the National Rural Health Mission in emphasizing the qualitative aspect of service. To identify components where Public-Private Partnership can be evolved for hospital services, develop probable modalities for sustainability. Material and methods: The study adopted an experimental, epidemiological study design involving a study and control group. The study group of six sub-districts hospitals received an intervention package, and the control group of 14 sub-district hospitals did not receive an intervention package. Which included interventions to improve performance of clinical quality indicators, training, monitoring, and corrections. The author randomly selected the hospitals from betterperforming hospitals. The focus was mainly on “outsourcing'' components such as non-clinical services and their impact on the quality of services. In the evaluation of non-clinical services, the focus was on the quality of performance and cost-saving, compared to expenditure if regularly appointed employees would have delivered the services. Results and impact: Only 25% of patients were satisfied with non-clinical services. The contractors did not pay as per Minimum Wages Act 1948. The department accepted the checklist for monitoring cleaning and security services and disseminated it across the state as a circular.
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