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Quest Training

Hospital PPP Structuring & Operator Monitoring Training Course

Goes beyond generic PPP practice to structure hospital PPPs and privatizations: clinical scope, output specifications, payments and operator monitoring.

HAM · Hospital Administration & Healthcare ManagementAll Levels#3008ClassroomEnglish , Arabic
Duration
5 Days
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Free substitution at any time · 30+ days' notice: full refund minus 10%. Cancellation policy

Sectors:Healthcare & Hospital ManagementCategories:Hospital Administration & Healthcare Management

Course Overview

This advanced training course provides a health-specific framework for structuring hospital public-private partnerships (PPPs) and privatization transactions and for managing the operators that deliver them. It builds on general PPP principles and concentrates on the decisions that make healthcare contracts different: which clinical and non-clinical services the private partner delivers, how hospital outputs are specified and measured, how the operator is paid, and how clinical risk is shared. The program examines the spectrum of hospital models, from infrastructure-only and facilities management contracts to integrated concessions that include clinical services, specialized service PPPs such as dialysis, diagnostic imaging and laboratory networks, and corporatization or transfer of existing public hospitals. Participants analyze output specifications, service level and clinical quality KPIs, availability and volume-based payment mechanisms, deductions, benchmarking and market testing, clinical liability, demand and case-mix risk, workforce transfer, patient data protection, and the interface with health regulators and clinical governance. Through hospital case studies, specification drafting, payment mechanism exercises, risk allocation workshops, and contract monitoring simulations, participants develop the ability to define the right scope for a health PPP, set measurable service requirements, design payment and deduction regimes that protect patients and public budgets, and build a contract management unit capable of overseeing private operators throughout the contract term and at handback.

Learning Objectives

  • Analyze hospital PPP and privatization models and their implications for scope and risk.
  • Define the boundary between clinical and non-clinical services in hospital PPPs.
  • Assess whether service plans, demand forecasts, and referral pathways support a PPP transaction.
  • Draft output specifications for hospital facilities, support services, equipment, and clinical services.
  • Develop service level and clinical quality KPIs with clear definitions and data sources.
  • Design availability, volume-based, and blended payment mechanisms for hospital PPPs.
  • Structure deduction regimes and remedies that create real incentives for operators.
  • Allocate clinical, demand, case-mix, technology, and workforce risks appropriately.
  • Evaluate liability, insurance, clinical governance, and patient data provisions in health PPP contracts.
  • Establish a contract management unit and monitoring system for private hospital operators.
  • Apply benchmarking, market testing, and change procedures during operation.
  • Prepare a structuring and monitoring plan for a hospital PPP or privatization.

Who Should Attend

This course is designed for professionals in health ministry PPP and privatization units, health clusters, and contracting authorities responsible for preparing, procuring, or managing hospital and healthcare service PPPs. It is particularly suitable for PPP project directors, contract managers, health planners, hospital executives, facilities and biomedical engineering managers, finance and legal advisers, and transaction advisers working on hospital, dialysis, diagnostic, and other health service partnerships. The program is also relevant to private hospital operators, healthcare investors, lenders, and consultants bidding for or delivering health PPPs, as well as senior officials who approve health PPP projects and oversee their performance.

Learning Outcomes

  • Compare hospital PPP and privatization models and select the most suitable option.
  • Define clinical and non-clinical scope and the services retained by the public sector.
  • Link health service plans and demand forecasts to the PPP transaction design.
  • Write clear output specifications for hospital facilities, equipment, and services.
  • Develop measurable service level and clinical quality KPIs.
  • Design payment mechanisms that balance incentives, affordability, and service quality.
  • Calculate availability and performance deductions in realistic scenarios.
  • Allocate clinical, demand, technology, and workforce risks in a balanced way.
  • Review health PPP contract terms on liability, data protection, and step-in.
  • Set up a contract management unit and monitoring system for private operators.
  • Manage service changes, benchmarking, and market testing during operation.
  • Plan transition and handback for privatized and PPP hospitals.

Course Outline

Day 1

Health PPP Models & Clinical Scope Definition

  • How hospital PPPs differ from other PPPs
  • Infrastructure-only, facilities management, and integrated hospital models
  • Specialized service PPPs: dialysis, imaging, and laboratories
  • Privatization options: corporatization, management contracts, and leases
  • Clinical versus non-clinical service scope
  • Services retained by the public sector
  • Soft and hard facilities management
  • Medical equipment supply and maintenance services
  • Service planning, catchment, and demand forecasting
  • Practical Application: Defining the service scope for a case study hospital
Day 2

Output Specifications & Hospital Service KPIs

  • Output-based versus input-based hospital specifications
  • Functional units and availability standards
  • Rectification periods and response times
  • Service level specifications for support services
  • Medical equipment planning and replacement requirements
  • Clinical service specifications in integrated contracts
  • KPI definitions, thresholds, data sources, and weighting
  • Patient experience, access, and waiting time measures
  • Accreditation readiness as an operator obligation
  • Practical Application: Drafting output specifications and KPIs for selected services
Day 3

Payment Mechanisms & Performance Deductions

  • Unitary charge and availability payment structures
  • Per case, per session, and per examination tariffs
  • Case-mix and diagnosis-related group payments
  • Volume bands, caps, floors, and minimum activity
  • Availability and performance deductions
  • Ratchets, performance points, and termination thresholds
  • Indexation and pass-through costs
  • Benchmarking and market testing of soft services
  • Affordability within health budgets and insurance funding
  • Practical Application: Designing a payment mechanism and testing deduction scenarios
Day 4

Clinical Risk Transfer & Health PPP Contract Terms

  • Health-specific PPP risk matrices
  • Clinical risk, medical liability, and indemnity insurance
  • Demand, referral, and case-mix risk
  • Technology obsolescence and equipment refresh risk
  • Workforce transfer, secondment, and staff continuity
  • Clinical governance interfaces and residual public responsibility
  • Patient data protection and health records obligations
  • Licensing and health regulator interfaces
  • Step-in rights for patient safety and service continuity
  • Practical Application: Allocating clinical and operational risks in a hospital PPP
Day 5

Contract Monitoring of Operators & Handback

  • Setting up a health PPP contract management unit
  • Performance monitoring and operator self-reporting
  • Independent audits and clinical quality reviews
  • Patient complaints and satisfaction surveys
  • Payment administration and deduction calculation
  • Warning notices, remediation plans, and escalation
  • Managing service, capacity, and technology changes
  • Transition planning for privatized hospitals
  • Handback surveys of facilities and medical equipment
  • Final Workshop: Developing a structuring and monitoring plan for a hospital PPP

Upcoming Dates

Selected date

Paris · 8 – 12 Feb 2027 · Classroom

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2 – 6 Nov 2026€5,100—
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8 – 12 Nov 2026€4,200—
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CasablancaScheduled
9 – 13 Nov 2026€4,300—
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DohaScheduled
15 – 19 Nov 2026€4,400—
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DubaiScheduled
22 – 26 Nov 2026€4,400€3,960until 2 Nov
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ErbilScheduled
22 – 26 Nov 2026€3,100€2,790until 2 Nov
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FrankfurtScheduled
30 Nov – 4 Dec 2026€5,800€5,220until 9 Nov
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IstanbulScheduled
7 – 11 Dec 2026€4,700€4,230until 16 Nov
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GenevaScheduled
7 – 11 Dec 2026€6,300€5,670until 16 Nov
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JeddahScheduled
13 – 17 Dec 2026€4,200€3,780until 23 Nov
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KigaliScheduled
21 – 25 Dec 2026€5,100€4,590until 30 Nov
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Kuala LumpurScheduled
28 Dec 2026 – 1 Jan 2027€4,400€3,960until 7 Dec
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28 Dec 2026 – 1 Jan 2027€5,400€4,860until 7 Dec
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LondonScheduled
4 – 8 Jan 2027€5,600€5,040until 14 Dec
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MadridScheduled
11 – 15 Jan 2027€5,400€4,860until 21 Dec
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MadinahScheduled
11 – 15 Jan 2027€4,200€3,780until 21 Dec
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18 – 22 Jan 2027€4,200€3,780until 28 Dec
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ManamaScheduled
25 – 29 Jan 2027€4,700€4,230until 4 Jan
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MuscatScheduled
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OnlineScheduled
31 Jan – 4 Feb 2027€1,700€1,530until 11 Jan
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SalalahScheduled
8 – 12 Feb 2027€5,300€4,770until 18 Jan
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ParisScheduled
8 – 12 Feb 2027€5,700€5,130until 18 Jan
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AbujaScheduled
15 – 19 Feb 2027€5,100€4,590until 25 Jan
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AmmanScheduled
21 – 25 Feb 2027€3,100€2,790until 1 Feb
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AmsterdamScheduled
1 – 5 Mar 2027€5,400€4,860until 8 Feb
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BakuScheduled
1 – 5 Mar 2027€4,800€4,320until 8 Feb
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BangkokScheduled
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BeirutScheduled
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BarcelonaScheduled
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CairoScheduled
21 – 25 Mar 2027€3,300€2,970until 1 Mar
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