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Background <p>Developing countries are increasingly partnering with non-state actors through contracts to improve healthcare access, efficiency, and quality. This paper explores how to design a model for outsourcing non-clinical services in public hospitals.</p> Methods <p>In this study, data were gathered through structured online questionnaires. Participants included health policymakers, outsourcing experts, and public hospital managers. Questionnaire validity (CVI = 0.83, CVR = 0.61) was confirmed by 30 experts, with Cronbach’s alpha (0.85) ensuring reliability. Data were analyzed using SPSS, LISREL, and factor analysis.</p> Results <p>Results showed planning, decision-making, performance management, contracts, communication, and knowledge management significantly impacted healthcare outsourcing. Planning had the strongest effect (β=0.94), while knowledge management had the weakest (β=0.34).</p> Conclusions <p>The findings guide hospital managers in optimizing non-clinical outsourcing through strategic planning, performance management, contract oversight, and communication. By focusing on these areas, public hospitals in Iran can enhance operational efficiency and improve patient care quality.</p>

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Designing a management model for outsourcing non-clinical services in public hospitals in Iran

  • 期刊论文

  • 出版模式：

    开放获取

  • 发表日期：

    2025年11月22日

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  • Shekoofeh Merati,
  • Amir Ashkan Nasiripour,
  • Leila Riahi,
  • Kamran Hajinabi

摘要

Background

Developing countries are increasingly partnering with non-state actors through contracts to improve healthcare access, efficiency, and quality. This paper explores how to design a model for outsourcing non-clinical services in public hospitals.

Methods

In this study, data were gathered through structured online questionnaires. Participants included health policymakers, outsourcing experts, and public hospital managers. Questionnaire validity (CVI = 0.83, CVR = 0.61) was confirmed by 30 experts, with Cronbach’s alpha (0.85) ensuring reliability. Data were analyzed using SPSS, LISREL, and factor analysis.

Results

Results showed planning, decision-making, performance management, contracts, communication, and knowledge management significantly impacted healthcare outsourcing. Planning had the strongest effect (β=0.94), while knowledge management had the weakest (β=0.34).

Conclusions

The findings guide hospital managers in optimizing non-clinical outsourcing through strategic planning, performance management, contract oversight, and communication. By focusing on these areas, public hospitals in Iran can enhance operational efficiency and improve patient care quality.