Maria Lazarte

Private and public organizations can work together with the purpose of achieving mutual interest in healthcare via forming collaborative private-public partnerships. Given the limited nature of resources, collaborative private-public partnerships provide a way in which both private and public organizations can work together and achieve their targeted common goal. The roles of public health organizations are evolving from simply direct provision of care services to the need for forming partnerships that would enable involved organizations to improve community health via proper planning and actions of community health programs (Howard et al., 2018).

In addition, public and private organizations are working together by expanding their links with community organizations and other health agencies. Such efforts have seen to it that there has been the formation of alliances that share common interests such as a health promotion program or interventions targeting to prevent a certain disease in a targeted community (Marković & Brković, 2020). The establishment of delivery networks and the formation of local coalitions are crucial to ensuring that targeted shared goals are achieved and a joint forum is created where the health needs of a given community can be assessed and all stakeholders held accountable.

Public and private organizations can also work together on the formation of a collaborative agreement. Such an agreement specifies the nature of collaboration and the roles of each partner (Marana et al., 2018). The dimensions of the collaborative activities are clearly defined. This enables both organizations to understand the resources they will be bringing to the table in terms of finance, technology, and people. It also enables assessing risks and clarifying how will bear the risks and to what extent the risks will be shared. The formation of collaborative teams between the organizations can also help the organizations work together in achieving mutual interests in healthcare.

References

Howard, S. C., Zaidi, A., Cao, X., Weil, O., Bey, P., Patte, C., Samudio, A., Haddad, L., Lam, C. G., Moreira, C., Pereira, A., Harif, M., Hessissen, L., Choudhury, S., Fu, L., Caniza, M. A., Lecciones, J., Traore, F., Ribeiro, R. C., & Gagnepain-Lacheteau, A. (2018). The My Child Matters programme: effect of public–private partnerships on paediatric cancer care in low-income and middle-income countries. The Lancet Oncology, 19(5), e252–e266. https://doi.org/10.1016/s1470-2045(18)30123-2

Marana, P., Labaka, L., & Sarriegi, J. M. (2018). A framework for public-private-people partnerships in the city resilience-building process. Safety Science, 110, 39–50. https://doi.org/10.1016/j.ssci.2017.12.011

Marković, V., & Brković, R. (2020). PUBLIC-PRIVATE PARTNERSHIP IN FIELD OF HEALTHCARE IN THE REPUBLIC OF SERBIA. CULTURE of POLIS – Journal for Nurturing of Democratic Political Culture, 17(41), 637–652. https://kpolisa.com/index.php/kp/article/view/151

 Mayelin Ruiz

The healthcare sector is served by both public and private organizations, all of which must work together to achieve better outcomes. The public health sector, for example, has a goal of ensuring that customer satisfaction is attained in the long run by serving the patients well. However, the delivery of services depends on the ability of the patients to pay for the said services. The insurance companies are examples of the private sector that can work together to ensure better outcomes for the stakeholders (Javed et al., 2019). In a middle-income economy, the employees remit money to the insurance company. The healthcare organization requires the insurance companies to remit money to the hospitals for the patients to be treated effectively. There are some cases where the insurance company cannot afford the care provided by the hospital, which will require the patient to take care of part of the bill or relocate to hospitals where they can afford the care.

When the money remitted in the healthcare insurance is not enough to cover the patient's needs, both the insurance company and the hospital fail to fulfill their goals of customer satisfaction (Akopova et al., 2020). The two groups should therefore work together to determine what is required to maintain the patient's health status. When the patients are about to register for health insurance, the determination of the amount of remittance depends on the risk factors. If a patient with a higher risk takes a different insurance cover and remits a tiny amount, the money remitted may not cover the healthcare benefit. Before the insurance company determines the amount of money to be remitted for the insurance cover, they must consult a medical practitioner to check the patient's age and the risk factors associated with the disease for a better outcome in the long run (World Health Organization. 2021). The healthcare personnel will determine the health status and the person's age and advise the insurance company on the premiums to charge the patient.

References

Akopova, E. S., Borzenko, K. V., Przhedetsky, Y. V., & Przhedetskaya, N. V. (2020). Marketing of healthcare organizations: technologies of public-private partnership. IAP.

Javed, S. A., Liu, S., Mahmoudi, A., & Nawaz, M. (2019). Patients' satisfaction and public and private sectors' health care service quality in Pakistan: Application of grey decision analysis approach. The International Journal of health planning and management, 34(1), e168-e182.

World Health Organization. (2021). More robust collaboration for an equitable and resilient recovery towards the health-related sustainable development goals: 2021 progress report on the global action plan for healthy lives and well-being for all.

Yanet Garrido

an hour ago, at 9:27 PM

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Cultural diversity is a problem for community nurses, and it can cause a slew of issues in terms of providing high-quality nursing care and achieving optimal health and wellness outcomes. Seven enabling concepts are recognized, along with their application to various groups. These include willingness to acknowledge professional family members' skills and knowledge, acknowledging one's own and other nurses' stamina and weaknesses, requiring time to develop rapport and acceptance, assessing influences on health and health care, providing culturally appropriate treatment, developing culturally experienced methods, and supporting CLD appropriate resources and know-how (Chatterji, Joo, & Lahiri, 2019).

Cultural competency, as well as race, gendered, and ethnic differences, are constant problems in today's medical care model. Many factors outside of traditional health treatment play a role in determining one's well-being (Like, 2018). These social components of health and wellness (SDH) include, but are not limited to, education and learning, high-quality real estate, and access to nutritious foods. It has even been suggested that racial and ethnic minorities have low SDH, which relates to their lack of access to healthcare. Furthermore, when compared to White women, African American, Hispanic, and also Eastern women are less likely to get breast cosmetic surgery following a mastectomy (Like, 2018). Cultural, sex, and ethnic diversity are underrepresented in the healthcare field, both in terms of training and management. To meet the needs of a diverse population, the healthcare system must take steps to improve social proficiency as well as racial and ethnic diversity.

Cultural competency is the capacity to work well with people from other cultures, and it improves both healthcare experiences and outcomes. Steps to promote cultural competency and ethnic diversity will aid in reducing healthcare disparities and improving health care outcomes for these client communities. Efforts to draw certified minorities and females to the area must begin early in the pipeline (Horvat, et al., 2018). The writers are not advocating for diversity for the sake of diversity at the expense of benefit or qualification; rather, these programs must evolve not only to attract, but also to retain and promote highly motivated and skilled women and minorities.

References

Chatterji, P., Joo, H., & Lahiri, K. (2019). Beware of being unaware: racial/ethnic disparities in chronic illness in the USA. Health Economics, 21(9), 1040-1060.

Like, R. C. (2018). Educating clinicians about cultural competence and disparities in health and health care. Journal of Continuing Education in the Health Professions, 31(3), 196-206.

Maria Lazarte

4 hours ago, at 6:35 PM

NEW

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One of the major challenges in implementing a health promotion strategy in multicultural communities is the language barrier. With the language barrier comes communication challenges (Gao & Lee, 2019). Communication affects the health promotional messages developed and how multicultural communities will receive the health promotional messages. The existence of a language barrier implies that communities won’t be able to understand the message hence might not benefit from the health promotional strategy. A second challenge is keeping such communities motivated enough to be receptive to the health promotion strategy. Lack of motivation implies the communities won’t be receptive to the health promotional strategies implemented (O’Reilly et al., 2018). This is more of a problem especially in multicultural communities as such communities have different beliefs, cultures, values, and needs which necessitated different levels of motivation.

In addressing the communication challenge it is crucial to use appropriate communication methods. This may involve the use of multiple languages and channels to ensure that the community understands targeted health promotion strategies. This may necessitate assessing the community prior to the implementation to fully understand the dynamics of the targeted population their language preference and the best mode of communication before moving forward. In keeping the community motivated it would crucial to conduct an education and outreach program in order to improve awareness about the problem and motivate community members to try and achieve better health outcomes(O’Reilly et al., 2018).

 Addressing cultural characteristics necessitates developing cultural competencies in order to avoid cultural misfits (Walters et al., 2018). Examining the history of a given community enables an individual to obtain enough background information and families with the beliefs and values of a given community. Addressing history can be achieved by conducting an investigation of the history of the community. Specific needs can be addressed by first conducting a community needs assessment to identify the specific needs of the community.

References

Gao, Z., & Lee, J. E. (2019). Emerging Technology in Promoting Physical Activity and Health: Challenges and Opportunities. Journal of Clinical Medicine, 8(11), 1830. https://doi.org/10.3390/jcm8111830

O’Reilly, M., Svirydzenka, N., Adams, S., & Dogra, N. (2018). Review of mental health promotion interventions in schools. Social Psychiatry and Psychiatric Epidemiology, 53(7), 647–662. https://doi.org/10.1007/s00127-018-1530-1

Walters, K. L., Johnson-Jennings, M., Stroud, S., Rasmus, S., Charles, B., John, S., Allen, J., Kaholokula, J. K., Look, M. A., de

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Manuel Garcia Periu

Public and private organizations can partner to promote mutual interests through contracts. Al-Hanawi et al. (2020) state that public institutions can subcontract their private counterparts to offer some services on their behalf at a negotiated fee. The implication is that there can be friendly and business relations between public and private hospitals. Through these exchanges, the former lacks the appropriate capacity, for example, technology and human resources. It can outsource from the private entities, for example, through contracts for some specialized services, such as complicated health tests. Furthermore, private hospitals that may lack technology that is available in public hospitals can outsource some necessary services, such as referring patients or requesting human resource support. Through these relationships, healthcare organizations in both sectors can help each other address the challenges relating to resource constraints. Therefore, both parties would promote mutual benefits from such exchanges as it would be easy to overcome the related constraints.

The private and public sectors can also cooperate to assist each other with relevant technology and skills. Nash et al. (2015) state that benchmarking is an important aspect that can help an organization enhance its services by learning from its peers. Despite the notion that private hospitals are always the best, this might not be the case. Therefore, for both public and private institutions to enhance their efficiency, they need to learn from each other. An example can be through benchmarking visits and exchanging staff so that both parties can learn what they are not doing best, thus promoting ways of making improvements. Besides, the two parties can also host joint workshops to educate each other on the best practices and deliberate on navigating through the various issues that hinder their effective operations. With such efforts in place, private and public organizations can effectively work together by uplifting each other.

References 

Al-Hanawi, M.K., Almubark, S., Qattan, A.M.N., et al. (2020). Barriers to the implementation of public-private partnerships in the healthcare sector in the Kingdom of Saudi Arabia. PLoS ONE 15(6): e0233802. https://doi.org/10.1371/journal.pone.0233802

Nash, D., Skoufalos, A., Fabius, R., et al. (2015). Population health: Creating a culture of wellness. Burlington, MA: Jones and Bartlett Learning.

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Maria Lazarte

Private and public organizations can work together with the purpose of achieving mutual interest in healthcare via forming collaborative private-public partnerships. Given the limited nature of resources, collaborative private-public partnerships provide a way in which both private and public organizations can work together and achieve their targeted common goal. The roles of public health organizations are evolving from simply direct provision of care services to the need for forming partnerships that would enable involved organizations to improve community health via proper planning and actions of community health programs (Howard et al., 2018).

In addition, public and private organizations are working together by expanding their links with community organizations and other health agencies. Such efforts have seen to it that there has been the formation of alliances that share common interests such as a health promotion program or interventions targeting to prevent a certain disease in a targeted community (Marković & Brković, 2020). The establishment of delivery networks and the formation of local coalitions are crucial to ensuring that targeted shared goals are achieved and a joint forum is created where the health needs of a given community can be assessed and all stakeholders held accountable.

Public and private organizations can also work together on the formation of a collaborative agreement. Such an agreement specifies the nature of collaboration and the roles of each partner (Marana et al., 2018). The dimensions of the collaborative activities are clearly defined. This enables both organizations to understand the resources they will be bringing to the table in terms of finance, technology, and people. It also enables assessing risks and clarifying how will bear the risks and to what extent the risks will be shared. The formation of collaborative teams between the organizations can also help the organizations work together in achieving mutual interests in healthcare.

References

Howard, S. C., Zaidi, A., Cao, X., Weil, O., Bey, P., Patte, C., Samudio, A., Haddad, L., Lam, C. G., Moreira, C., Pereira, A., Harif, M., Hessissen, L., Choudhury, S., Fu, L., Caniza, M. A., Lecciones, J., Traore, F., Ribeiro, R. C., & Gagnepain-Lacheteau, A. (2018). The My Child Matters programme: effect of public–private partnerships on paediatric cancer care in low-income and middle-income countries. The Lancet Oncology, 19(5), e252–e266. https://doi.org/10.1016/s1470-2045(18)30123-2

Marana, P., Labaka, L., & Sarriegi, J. M. (2018). A framework for public-private-people partnerships in the city resilience-building process. Safety Science, 110, 39–50. https://doi.org/10.1016/j.ssci.2017.12.011

Marković, V., & Brković, R. (2020). PUBLIC-PRIVATE PARTNERSHIP IN FIELD OF HEALTHCARE IN THE REPUBLIC OF SERBIA. CULTURE of POLIS – Journal for Nurturing of Democratic Political Culture, 17(41), 637–652. https://kpolisa.com/index.php/kp/article/view/151

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