Cost pressure and quality expectations on healthcare public-private partnerships are rising at the same time. In healthcare, a weakness in this strand of health and pharmaceutical services is eventually paid for by a patient. Applied research in health and pharmaceutical services consistently shows that early structure around this part of health and pharmaceutical services reduces downstream rework. The programme is built to be used, and every section of healthcare public-private partnerships it covers ends in something applicable. Plans for this strand of health and pharmaceutical services often fail at the handover point between functions. Participants take away a working set of documents supporting the wider health and pharmaceutical services agenda, ready to be adapted internally. The method assumes participants will be challenged on their handling of healthcare public-private partnerships and prepares them for it. It is written for people who have to make this strand of health and pharmaceutical services work with the resources they already have. It closes by agreeing the smallest change to the health and pharmaceutical services discipline that would make a visible difference.
Expected Learning Outcomes
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Apply root cause analysis to adverse events involving healthcare public-private partnerships.
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Recognise early indicators that healthcare public-private partnerships is drifting away from its intended design.
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Plan continuity of healthcare public-private partnerships during surge, outbreak and emergency.
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Design a training and briefing approach that sustains competence in healthcare public-private partnerships.
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Apply a repeatable review cycle to healthcare public-private partnerships and act on what it produces.
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Build informed consent and ethics practice into healthcare public-private partnerships.
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Assess and control infection risk associated with healthcare public-private partnerships.
Who Should Attend
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Nursing managers and clinical supervisors delivering healthcare public-private partnerships.
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Hospital and health facility managers accountable for healthcare public-private partnerships.
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Project and programme managers whose delivery depends on healthcare public-private partnerships.
