Outsourcing has been defined variously, the most known of which is finding new service providers to whom procurement of materials and commodities could be assigned. In fact, in an effective outsourcing, an organization would benefit from the knowledge, experience and creativity of new service providers.
Given the present circumstances prevailing in Iran and particularly in the petroleum industry, the Petroleum Industry Health Organization (PIHO) is currently facing restrictions and even bans with regard to hiring new manpower and supplying equipment. That comes against the backdrop of declining revenues and increased costs for which the PIHO is not to blame.
In many cases, outsourcing may emerge as instrumental tool to make up for the current shortages of the PIHO in human resources, equipment as well as legal permits and complete the chain of process of patient improvement and rescue.
Successful experiences of the Ministry of Health (outsourcing hospital pharmacies, outsourcing healthcare centers under healthcare reform bill), Social Security Organization (outsourcing some imaging centers), records available at the Ministry of Petroleum and even the PIHO as well as the successful record of some healthcare systems like Britain's National Health Service (NHS) and legal documents (five-year national plans particularly 4th Five-Year Development Plan, the decisions of the General Assembly of PIHO and the Board of Directors of PIHO, State Services Management Law) insist on the implementation of outsourcing.
Another important reason for the implementation of outsourcing is that demand for healthcare services, particularly in emergency conditions, could not accept such pretexts as shortage of facilities and resources. For instance, when a patient refers to our centers for an emergent case and needs a test or imaging we cannot tell him that we do not have laboratory staff or radiology technicians or we did not have sufficient financial resources to buy such and such apparatuses. Medical practices are in factor a collection of diagnostic and therapeutic measures whose absence could give rise to irreparable consequences for the society's life and health. Nobody will accept such a situation. Outsourcing could help remove the existing restrictions and further improve the efficiency and competence of the PIHO.
Currently, the PIHO priority for outsourcing is newly established units whose equipment is impossible. Since the PIHO staff are getting retired, the next phase of outsourcing will belong to the units where manpower recruitment is not possible. Allotment of space and existing facilities for better productivity and reducing the waiting time of patients to receive healthcare services would be other priorities in outsourcing.

Process of Outsourcing

After officials and experts in an area reach consensus on the necessity of outsourcing in a specific unit, demand for outsourcing will be submitted to the PIHO Directorate of Health. The request will be examined by experts and if confirmed it will be submitted to the CEO and then the PIHO Tenders Committee. In case of final approval, it will be signed off on by the Contracts Affairs Department. The area to which outsourcing has been instructed will be tasked with implementing the process which would include choosing a party to contract and supervising the execution of affairs. Definitely, the PIHO will be keeping a tab on this issue. Doubtlessly, in case of correct implementation of outsourcing under the aegis of the satisfaction of the population under coverage, the long-term job security of staff will be guaranteed. In case the legal obstacles are removed it might become possible to hire some under-contract employees. In that case, the interests of staff and the PIHO will become more harmonious.
Last but not least, under the present circumstances, outsourcing could emerge as a management tool and resolve some problems. Outsourcing tools are neither magic wands to perform miracle and resolve all problems nor a way to shirk from responsibilities. Precise and principle-based outsourcing could meet some expectations of the PIHO key beneficiaries including the population under coverage, petroleum industry managers as well as industrious staff. Good outsourcing could enhance the quality of services, satisfy the patients and strike a balance to the PIHO services, relieve pressure on some colleagues that have been working around the clock without even a single day of leave, share material and spiritual benefits of projects with colleagues, introduce new experiences into the Organization and facilitate the materialization of the PIHO Vision Plan. To that end, the contribution and vigilance of all PIHO divisions are necessary for correctly benefiting from outsourcing. Otherwise, it will be like a double-whammy sword that may harm the entire Organization.

PIHO Directorate of Health