Breaking New Ground : Lesotho Hospital Public-Private Partnership—A Model for Integrated Health Services Delivery
For many years, Lesotho has urgently needed to replace its main public hospital, Queen Elizabeth two. In 2006, to maximize the use of limited resources and ensure long-term improvement in facilities and services, the government adopted the public-p...
| Main Authors: | , |
|---|---|
| Format: | Brief |
| Language: | English |
| Published: |
World Bank, Washington, DC
2012
|
| Subjects: | |
| Online Access: | http://documents.worldbank.org/curated/en/2009/07/10849588/breaking-new-ground-lesotho-hospital-public-private-partnership-model-integrated-health-services-delivery http://hdl.handle.net/10986/10535 |
| Summary: | For many years, Lesotho has urgently
needed to replace its main public hospital, Queen Elizabeth
two. In 2006, to maximize the use of limited resources and
ensure long-term improvement in facilities and services, the
government adopted the public-private partnership (PPP)
approach for a new hospital. International Finance
Corporation (IFC's) infrastructure advisory services
department advised the government in structuring a PPP for
the design and construction of a new 425-bed hospital and
adjacent gateway clinic, the renovation of three strategic
filter clinics, and the management of facilities, equipment,
and delivery of all clinical care services for 18 years. The
project has a capital value of over $100 million, and the
private operator, the Tsepong consortium headed by Netcare,
a leading South African health care provider, has
significant local ownership: 40 percent of shares held by
Lesotho-owned businesses, increasing to 55 percent during
the project term. This smart lesson describes this
pioneering PPP project, and shares some lessons learned from it. |
|---|