PUBLIC-PRIVATE PARTNERSHIP AND PERFORMANCE OF MANAGED EQUIPMENT SERVICE PROJECT IN HEALTH SERVICE PROVISION IN KENYA
Abstract
This study assessed the effect of private-public partnership and performance of managed equipment services projects in health service provision in Kenya. The specific objectives of the study were; to examine the extent to which staff skills and knowledge, stakeholder involvement, performance monitoring and contract management influenced the performance of Managed Equipment Services in healthcare provision in Kenya. The study used descriptive and explanatory research design. The target population of this research was the 98 hospitals that are under MES programs in Kenya. The study used purposive sampling to select 47 hospitals from the 98 hospitals that are implementing the MES programs. Primary data was obtained using self-administered questionnaires. A pilot study was done to establish the validity and reliability of the instruments. Data gathered was presented in form of percentages and frequency. SPSS software was used to aid in data analysis. Analysis was done by use of descriptive an inferential statistics. The findings were expected to assist the local health facilities on how to go about their activities with an aim of improving performance through managed equipment service in Kenya and beyond. The study found that staff skills and knowledge, Stakeholder involvement, monitoring and evaluation and contract management was statistically significant to performance of MES projects in Kenya. The study concluded that staff skills and knowledge, Stakeholder involvement, monitoring and evaluation and contract management are related with performance of MES projects. This study recommended that the hospitals in Kenya should ensure that they hire employees with soft and technical skills and they should also be professionally qualified. Further, stakeholders should be allowed to actively participate in planning and decision making. Their opinions play a big role in the performance of MES projects. Also, the hospitals in Kenya should adopt functional, technical, regular, evaluation, process monitoring and outcome evaluations. This would be helpful in checking the progress of the MES projects. Hospitals should adhere to stipulated timelines and ensure that their spending in properly accounted for through frequent provision of financial perfromance.
Key words; Managed equipment services, skills and knowledge, project performance, stakeholder’s involvement, contract management, monitoring and evaluation
CITATION: Mirithu, N., & Kimutai, G. (2021). Public-private partnership and performance of managed equipment service project in health service provision in Kenya. The Strategic Journal of Business & Change Management, 8 (4), 803 – 816.
Full Text:
PDFReferences
Achieng (2013) Performance measurement approaches in Public -Private Partnership in Kenya Qualitative Research in Accounting & Management, 9, 1, 44-65.
Chen, A., Dutta, A., & Maina, T. (2016). Assessing the Quality of Primary Healthcare Services in Kenya. Nairobi: Health Policy Project
Cross, J., Gomez, R., & Money, K. (2013). Little Black Book for Managers: How to Maximize Your Key Management Moments of Power. Somerset: Wiley.
Enthoven, A. C. (2014). Theory and practice of managed competition in health care finance. Elsevier.
Keohane, R. O., & Martin, L. L. (2014). Institutional theory as a research program. The Realism Reader, 320.
Kibua, T. N., Muia, D. M., Keraka, M., & African Medical and Research Foundation. (2010). Efficacy of community-based health care in Kenya: An evaluation of AMREF's 30 years in Kibwezi. Nairobi, Kenya: African Medical and Research Foundation.
Kinley C. A. (2012). Healthcare Technology: A Strategic Approach to Medical Device Management: East Tennessee State University.
Leon, A. (2014). Enterprise resource planning. New Delhi: McGraw-Hill Education (India) Pte Ltd.
Logan M. & Patel B. (2012). Medical device interoperability: a safer path forward. Arlington: AAMI.
Mackenbach, J., & McKee, M. (2013). Successes And Failures Of Health Policy In Europe: Four Decades Of Divergent Trends And Converging Challenges. Maidenhead: McGraw-Hill Education
Maluka, S., Dereck, C.,Dungumaro, E., Masawe, C., Krishna, R.,&Zubin, S., (2018) Contracting- out primary health care services in Tanzania towards UHC: how policy processes and context influence policy design and implementation
Ministry of Health (2016). Reversing the trends: The second National Health Sector strategic plan of Kenya: Annual operational plan. Nairobi
Ministry of Health, Ghana (2009). Assessment of Medicines Procurement and Supply Management Systems in the Public Health Sector. Accra: Ministry of Health, 2009.
Moraa O.J (2011) Influence of implementation of monitoring and evaluation on performance of NGO projects in Kisii Municipality, Kenya. Nairobi: Kenya, UoN publishers.
Muff, K., & Williamson, A. (2014). The Collaboratory: A co-creative stakeholder engagement process for solving complex problems. Muff, Katrin: Books.
Nair, N., & Cooreman, E. (January 01, 2006). Working towards TB elimination the WHO Regional Strategic Plan (2006-2015). The Journal of Communicable Diseases, 38, 3, 185-90.
Neeraj Sood, Nicholas Burger, Joanne Yoong, Dan Kopf, & Connor Spreng. (January 01, 2011). Firm-level perspectives on public sector engagement with private healthcare providers: survey evidence from Ghana and Kenya. Plos One, 6, 11.)
Nisar, T. (2017). Risk management in Public-Private Partnership contracts. Public Organization Review, 7(10), 1–19.
Njogu, K. (2013). Youth and peaceful elections in Kenya. Oxford: Twaweza Communications.
Njogu, K., & Oluoch-Olunya, G. (2007). Cultural Production and Change in Kenya: Building Bridges. Oxford: Twaweza Communications.
Ombogo, J (2014). Challenges of strategy implementation of public private partnership in infrastructure development at rift valley railways Kenya limited. Nairobi, Kenya
Onkundi, Karori Eston Hezron, & Bichanga, Walter Okibo. (2016). Factors Influencing Inventory Management Performance In Public Health Sector: A Case Study Of Public Health Sector In Kisii County. The International Institute for Science, Technology and Education (IISTE).
Phillips, R. (2012). Stakeholder theory: Impact and prospects. Cheltenham, United Kingdom
Schunk, D. H. (1996). Attributions and the Development of Self-Regulatory Competence. New York : Plenum Press
Suddaby, R. (2015). Can institutional theory be critical?. Journal of Management Inquiry, 24(1), 93-95.
Wernerfelt, B. (2016). Adaptation, Specialization, and the Theory of the Firm: Foundations of the Resource-based View. Cambridge University Press.
WHO (2015). Second WHO global forum on medical devices: priority medical devices for universal health coverage. Geneva.
Williams, O. F. (2014). Sustainable development: The UN Millennium Development Goals, the UN Global Compact, and the common good. University of Notre Dame, 2014
Yadav, N., Aliasgari, M., & Poellabauer, C. (January 01, 2020). Mobile Healthcare in an Increasingly Connected Developing World. Hershey PA : Medical Information Science
DOI: http://dx.doi.org/10.61426/sjbcm.v8i4.2145
Refbacks
- There are currently no refbacks.
This work is licensed under a Creative Commons Attribution 3.0 License.
PAST ISSUES:
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.