Public–private partnerships in healthcare: the managers’ perspective

Corresponding Author

J. E. Field

Institute for Applied Health and Social Policy, King's College, London, UK and

Correspondence
Dr Janet Field Institute for Applied Health and Social Policy King's College London Fifth Floor Waterloo Bridge Wing Franklin Wilkins Building 150 Stamford Street London SE1 9NN UK E-mail: [email protected]Search for more papers by this author

E. Peck,

E. Peck

Health Services Management Centre, University of Birmingham, Birmingham, UK

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J. E. Field,

Corresponding Author

J. E. Field

Institute for Applied Health and Social Policy, King's College, London, UK and

E. Peck,

E. Peck

Health Services Management Centre, University of Birmingham, Birmingham, UK

Search for more papers by this author

First published: 13 October 2003

https://doi.org/10.1046/j.1365-2524.2003.00455.x

Citations: 18

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Abstract

The role of the private sector in the provision of publicly funded healthcare services has become the subject of increasing debate and discussion at the heart of the New Labour Government. The present paper reports the findings from an empirical study regarding the attitude of public-sector managers towards public–private partnerships in the healthcare arena. It reveals a growing awareness amongst managers of both the positive and negative consequences of stepping into the market place to purchase services. However, in the context of the ongoing ideological debate within the Government regarding the role of both the private sector and markets within healthcare, public sector managers are unlikely to receive the practical advice that will enable them to reap the benefits of working with the private sector and avoid the pitfalls.

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