000078188 001__ 78188
000078188 005__ 20200716101525.0
000078188 0247_ $$2doi$$a10.1016/j.healthpol.2019.01.012
000078188 0248_ $$2sideral$$a110685
000078188 037__ $$aART-2019-110685
000078188 041__ $$aeng
000078188 100__ $$aComendeiro-Maaløe, M.
000078188 245__ $$aPublic-private partnerships in the Spanish National Health System: The reversion of the Alzira model
000078188 260__ $$c2019
000078188 5060_ $$aAccess copy available to the general public$$fUnrestricted
000078188 5203_ $$aIn the statutory Spanish National Health System (SNHS), the role of public provision is prominent. Nonetheless, since the inception of the SNHS, Regional Health Authorities have also purchased hospital care from private not-for-profit or for-profit providers, usually complementing public provision. Over the years, the autonomous community of Valencia has championed the use of Public Private Partnerships (PPP) in the form of administrative concessions (AC) awarded to private providers. In the La Ribera Health Department, which includes Alzira, the company Ribera Salud held the concession to provide hospital and primary care to the registered population since 1999 - and this became known as the Alzira model. In April 2018, when the administrative concession was expected to be renewed, Valencia's Health Authority decided to terminate the concession and to revert to direct public provision. While most stakeholders - and in particular the left-wing regional government - were in favour of reverting to public provision, advocates of the Alzira model argued that it was superior in terms of productivity, per capita expenditure and quality. The termination of the Alzira model led to further regulatory changes enacted in the Law for Health 8/2018, which clearly states that public provision is the preferred model of service delivery and new (tighter) requirements are defined for any future PPPs aiming to settle in the autonomous community of Valencia. This paper describes the process and provides background information to understand the underlying reasons of this policy development.
000078188 536__ $$9info:eu-repo/grantAgreement/ES/ISCIII-REDISSEC/RD16-0001-0007
000078188 540__ $$9info:eu-repo/semantics/openAccess$$aby-nc-nd$$uhttp://creativecommons.org/licenses/by-nc-nd/3.0/es/
000078188 590__ $$a2.212$$b2019
000078188 591__ $$aHEALTH POLICY & SERVICES$$b33 / 87 = 0.379$$c2019$$dQ2$$eT2
000078188 591__ $$aHEALTH CARE SCIENCES & SERVICES$$b48 / 102 = 0.471$$c2019$$dQ2$$eT2
000078188 592__ $$a1.097$$b2019
000078188 593__ $$aHealth Policy$$c2019$$dQ1
000078188 655_4 $$ainfo:eu-repo/semantics/article$$vinfo:eu-repo/semantics/publishedVersion
000078188 700__ $$aRidao-López, M.
000078188 700__ $$0(orcid)0000-0002-1847-3442$$aGorgemans, S.$$uUniversidad de Zaragoza
000078188 700__ $$0(orcid)0000-0002-0961-3298$$aBernal-Delgado, E.
000078188 7102_ $$14012$$2650$$aUniversidad de Zaragoza$$bDpto. Direcc.Organiza.Empresas$$cÁrea Organización de Empresas
000078188 773__ $$g123, 4 (2019), 408-411$$pHealth policy$$tHEALTH POLICY$$x0168-8510
000078188 8564_ $$s172867$$uhttps://zaguan.unizar.es/record/78188/files/texto_completo.pdf$$yVersión publicada
000078188 8564_ $$s110132$$uhttps://zaguan.unizar.es/record/78188/files/texto_completo.jpg?subformat=icon$$xicon$$yVersión publicada
000078188 909CO $$ooai:zaguan.unizar.es:78188$$particulos$$pdriver
000078188 951__ $$a2020-07-16-09:29:24
000078188 980__ $$aARTICLE