For many years, Lesotho has urgentlyneeded to replace its main public hospital, Queen Elizabethtwo. In 2006, to maximize the use of limited resources andensure long-term improvement in facilities and services, thegovernment adopted the public-private partnership (PPP)approach for a new hospital. International FinanceCorporation (IFC's) infrastructure advisory servicesdepartment advised the government in structuring a PPP forthe design and construction of a new 425-bed hospital andadjacent gateway clinic, the renovation of three strategicfilter clinics, and the management of facilities, equipment,and delivery of all clinical care services for 18 years. Theproject has a capital value of over $100 million, and theprivate operator, the Tsepong consortium headed by Netcare,a leading South African health care provider, hassignificant local ownership: 40 percent of shares held byLesotho-owned businesses, increasing to 55 percent duringthe project term. This smart lesson describes thispioneering PPP project, and shares some lessons learned from it.
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