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EMHJ • Vol. 17 No. 10 • 2011 Eastern Mediterranean Health Journal La Revue de Santé de la Méditerranée orientale
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Review
Health care system in Saudi Arabia: an overview M. Almalki,1,2 G. Fitzgerald 2 and M. Clark 2
ABSTRACT The government of Saudi Arabia has given high priority to the development of health care services at all levels: primary, secondary and tertiary. As a consequence, the health of the Saudi population has greatly improved in recent decades. However, a number of issues pose challenges to the health care system, such a shortage of Saudi health professionals, the health ministry’s multiple roles, limited financial resources, changing patterns of disease, high demand resulting from free services, an absence of a national crisis management policy, poor accessibility to some health care facilities, lack of a national health information system, and the underutilization of the potential of electronic health strategies. This paper reviews the historical development and current structure of the health care system in Saudi Arabia with particular emphasis on the public health sector and the opportunities and challenges confronting the Saudi health care system.
1College of Health Sciences, University of Jazan, Jazan, Saudi Arabia (Correspondence to M. Almalki: [email protected]). 2Faculty of Health, School of Public Health, Queensland University of Technology, Brisbane, Australia.
Received: 28/12/08; accepted: 05/01/10
نظام الرعاية الصحية يف اململكة العربية السعودية: استعراض حممد املالكي، جريي فيتز جريالد، ميشيل كالرك
والثانوية، األولية، الرعاية: مستويات مجيع عىل الصحية الرعاية خدمات لتنمية اهتاممها ُجلَّ السعودية العربية اململكة حكومة أْوَلت اخلالصة: نت بدرجة كبرية صحة السعوديني يف العقود األخرية. إال أن هناك عددًا من املشاكل التي تضع حتديات أمام نظام الرعاية والثالثية. ونتيجًة لذلك حتسَّ الصحية، مثل نقص العاملني الصحيني السعوديني، واألدوار املتعددة لوزارة الصحة، واملوارد املالية املحدودة، والتغري يف أنامط األمراض، والطلب املرتفع الناتج عن اخلدمات املجانية، وعدم وجود سياسة وطنية إلدارة األزمات، وضعف القدرة عىل الوصول إىل بعض مرافق الرعاية الصحية، وعدم وجود نظام للمعلومات الصحية الوطنية، وضعف االستفادة من إمكانيات اسرتاتيجيات الصحة اإللكرتونية. وتستعرض هذه الورقة التطور التارخيي والبنية احلالية لنظام الرعاية الصحية يف اململكة العربية السعودية مع الرتكيز عىل قطاع الصحة العمومية، والفرص والتحديات التي تواجه
نظام الرعاية الصحية السعودي.
Aperçu du système de santé en Arabie saoudite
RÉSUMÉ Le gouvernement d’Arabie saoudite a accordé une priorité élevée au développement des services de soins de santé à tous les niveaux : primaire, secondaire et tertiaire. En conséquence, la santé de la population saoudienne s’est grandement améliorée au cours des dernières décennies. Toutefois, le système de santé est confronté à de multiples défis tels que la pénurie de professionnels de santé saoudiens, les rôles multiples du ministère de la Santé, des ressources financières limitées, l’évolution des tableaux de morbidité, la forte demande générée par la gratuité des services, l’absence de politique nationale de gestion des crises, l’accès médiocre à certains établissements de soins, l’absence de système national d’information sanitaire et la sous-utilisation du potentiel des stratégies de cybersanté. Le présent article passe en revue l’histoire du système de santé saoudien et sa structure actuelle et met l’accent sur le secteur de la santé publique, les opportunités qui s’offrent à ce système et les obstacles auxquels il est confronté.
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Introduction
Health care services in Saudi Arabia have been given a high priority by the government. During the past few dec- ades, health and health services have improved greatly in terms of quantity and quality. Gallagher has stated that: “Although many nations have seen sizable growth in their health care sys- tems, probably no other nation (other than Saudi Arabia] of large geographic expanse and population has, in compa- rable time, achieved so much on a broad national scale, with a relatively high level of care made available to virtually all seg- ments of the population (p. 182).” [1]
According to the World Health Or- ganization (WHO) [2], the Saudi health care system is ranked 26th among 190 of the world’s health systems. It comes before many other international health care systems such as Canada (ranked 30), Australia (32), New Zealand (41), and other systems in the region such as the United Arab Emirates (27), Qatar (44) and Kuwait (45). Despite these achievements, the Saudi health care sys- tem faces many challenges which require new strategies and policies by the Saudi Ministry of Health (MOH) as well as effective cooperation with other sectors.
This review outlines the historical development and current structure of the Saudi health care system. A particular em- phasis has been given to the public health sector that is operated by the MOH, including the key opportunities and chal- lenges it faces. In addition, this review highlights demographic changes and the economic context of Saudi Arabia in rela- tion to the Saudi health care system.
Demographic and economic patterns of Saudi Arabia
The last official census in 2010 placed the population of Saudi Arabia at 27.1 million, compared with 22.6 million
in 2004 [3]. The annual population growth rate for 2004 to 2010 was 3.2% per annum [3], and the total fertility rate was 3.04 [4]. Saudi citizens comprise around 68.9% of the total population; 50.2% are males and 49.8% females [3]; 67.1% of the population are under the age of 30 years and about 37.2% are under 15 years; the population over the age of 60 years is estimated at 5.2% [5]. According to United Nation projec- tions, it is estimated that the population of Saudi Arabia will reach 39.8 million by 2025 and 54.7 million by 2050 [6]. This is a natural outcome of the high birth rate (23.7 per 1000 population), increased life expectancy (72.5 years for men, 74.7 years for women) [4] and declining mortality rate among infants and children [1]. The under 5 years of age mortality rate fell 250 per 1000 live births in 1960 [7] to 20.0 per 1000 in 2009 [4]. Apart from advancements in health care and social services, these improved statistics can mostly be at- tributed to the compulsory childhood vaccination programme implemented by the government since 1980 [7]. This unprecedented growth will increase the demand for essential services and facilities including health care, while at the same time creating economic opportunities.
Saudi Arabia is one of the richest and fastest growing countries in the Middle East. It is the world’s largest producer and exporter of oil, which constitutes the major portion of the country’s revenues [8,9]. In recent decades, however, Saudi Arabia has diversified its economy, and today produces and exports a variety of industrial goods all over the world. The sound economy and well-established industry base affects the Saudi commu- nity by increasing their income, leading to a per capita income of US$ 24 726 in 2008 [10] compared with US$ 22 935 in 2007, US$ 14 724 in 2006, US$ 13 639 in 2005 [11,12] and US$ 8140 in 2000 [13]. Based on 2010 informa- tion, Saudi Arabia is ranked at a high level in the Human Development Index
(0.75), which gives the country a rank of 55 out of 194 countries [10]. The improvement in the national income is expected to impact positively on its various services including the health care services.
Brief overview of health services development
Health services in Saudi Arabia have increased and improved significantly during recent decades [14]. The first public health department was estab- lished in Mecca in 1925 based on a royal decree from King Abdulaziz [15]. This department was responsible for spon- soring and monitoring free health care for the population and pilgrims through establishing a number of hospitals and dispensaries. While it was an important first step in providing curative health services, the national income was not sufficient to achieve major advances in health care, the majority of people continued to depend on traditional medicine and the incidence of epidemic diseases remained high among the population and pilgrims [15]. The next crucial advance was the establishment of the MOH in 1950 under another royal decree [15]. Twenty years later, the 5-year development plans were introduced by the government to im- prove all sectors of the nation, includ- ing the Saudi health care system [16]. Since then, substantial improvements in health care have been achieved in Saudi Arabia.
Current structure of health services
Currently the MOH is the major gov- ernment provider and financer of health care services in Saudi Arabia, with a total of 244 hospitals (33 277 beds) and 2037 primary health care (PHC)
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centres [4]. These services comprise 60% of the total health services in Saudi Arabia [4]. The other government bod- ies include referral hospitals (e.g. King Faisal Specialist Hospital and Research Centre), security forces medical serv- ices, army forces medical services, Na- tional Guard health affairs, Ministry of Higher Education hospitals (teaching hospitals), ARAMCO hospitals, Royal Commission for Jubail and Yanbu health services, school health units of the Ministry of Education and the Red Crescent Society. With the exception of referral hospitals, Red Crescent Society and the teaching hospitals, each of these agencies provides services to a defined population, usually employees and their dependants. Additionally, all of them provide health services to all residents during crises and emergencies [16].
Jointly, the government bodies oper- ate 39 hospitals with a capacity of 10 822 beds [4]. The private sector also contributes to the delivery of health care services, especially in cities and large towns, with a total of 125 hospitals (11 833 beds) and 2218 dispensaries and clinics (Figure 1) [4].
The advancement in health serv- ices, combined with other factors such as improved and more accessible public education, increased health awareness among the community and better life conditions, have contributed to the sig- nificant improvements in health indica- tors mentioned earlier. It has been noted, however, that despite the multiplicity of health service providers there is no coor- dination or clear communication chan- nels among them, resulting in a waste of resources and duplication of effort
[17]. For example, there are consider- able opportunities to take advantage of equipment, laboratories, training aids and well-trained personnel from differ- ent countries. However, as a result of poor coordination, the benefit of these opportunities is limited within each sec- tor. In order to overcome this and to provide the population with up-to-date, equitable, affordable, organized and comprehensive health care, a royal de- cree in 2002 led to the establishment of the Council of Health Services, headed by the Minster of Health and including representatives of other government and private health sectors [18]. Although the aim of the Council was to develop a policy for coordination and integration among all health care services authorities in Saudi Arabia [19], significant progress has yet to be achieved in this area [20].
Figure 1 Current structure of the health care sectors in Saudi Arabia (MOH = Ministry of Health) . Source of data: [4]
Employees &
their families
+
Emergencies
Armed forces medical services
Health services in the R oyal
Commission for Jubail & Yanbua
Red Crescent
Security forces medical services
National guard health affairs
% of hospital services provide by various health care sectors in
Saudi Arabia
59.5%
21.2%
19.3%
MOH Other Govt. Private
Emergencies
Referral hospitals
Teaching hospitals
School health units
ARAMCO health services
Saudi health care system
Govt. sector (free) Private sector (fee)
MOH (public)
Other agencies
All levels of health care
All levels of health care
All levels of health care
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Public health care system (Ministry of Health)
In accordance with the Saudi constitu- tion, the government provides all citi- zens and expatriates working within the public sector with full and free access to all public health care services [7,21]. Government expenditure on the MOH increased from 2.8% in 1970 [18] to 6% in 2005 and 6.2% in 2009 (Table 1) [4]. According to WHO the total expenditure on public health during 2009 was 5% of gross domestic prod- uct [22]. The MOH is responsible for managing, planning and formulating health policies and supervising health programmes, as well as monitoring health services in the private sector [23]. It is also responsible for advising other government agencies and the private sector on ways to achieve the govern- ment’s health objectives [16].
The MOH supervises 20 regional directorates-general of health affairs in various parts of the country [18]. Each regional health directorate has a number of hospitals and health sectors and every health sector supervises a number of PHC centres. The role of these 20 di- rectorates includes implementing the policies, plans and programmes of the MOH; managing and supporting MOH health services; supervising and organiz- ing private sector services; coordinating with other government agencies; and coordinating with other relevant bodies [23]. Figure 2 illustrates the organiza- tional structure and the relationship of departments within the Saudi health care system from the community to MOH level. “Health friends” is a selective com- mittee consisting of useful and influential community members, including repre- sentatives from PHC centres, who are knowledgeable about common social norms and the potential of the commu- nity. The essential role of this committee is to liaise between PHC centres and the communities they serve [24,25].
Levels of health care services The MOH provides health services at 3 levels: primary, secondary and tertiary [4]. PHC centres supply primary care services, both preventive and curative, referring cases that require more ad- vanced care to public hospitals (the secondary level of care), while cases that need more complex levels of care are transferred to central or specialized hospitals (the tertiary level of health care).
Transition to PHC services Until the 1980s, in line with the expecta- tions of population, health services in Saudi Arabia were largely curative, em- phasizing the provision of treatment for existing health problems [18,23]. The curative care model, however, can be costly to health providers, when many diseases can be prevented or minimized through developing a preventive strat- egy. A variety of preventive measures were run by the MOH through former health offices and to some extent through maternal and child health care centres. A number of disease control activities were performed by vertical programmes, e.g. malaria, tuberculosis and leishmaniasis control [18,23].
In accordance with the Alma-Ata declaration at the WHO General As- sembly in 1978 [26], the Saudi MOH decided to activate and develop the preventive health services by adopt- ing the PHC approach as one of its key health strategies. Consequently, in 1980, a ministerial decree was issued to
establish PHC centres. The first step was to establish suitable premises through- out the country. Existing facilities lo- cated in adjacent areas were integrated into single units. These included former health offices, maternal and child health centres and dispensaries. The health posts in small and rural districts were upgraded to PHC centres [18,23]. The health centres aimed to focus on the 8 elements of the PHC approach: educat- ing the population concerning prevail- ing health problems and the methods of preventing and controlling them; provi- sion of adequate supply of safe water and basic sanitation; promotion of food supply and proper nutrition; provision of comprehensive maternal and child health care; immunization of children against major communicable diseases; prevention and control of locally en- demic diseases; appropriate treatment of common diseases and injuries; and provision of essential drugs [24,25].
Focusing on a PHC strategy and applying a logical referral system has helped to reduce the number of visits to outpatient clinics [23]. About 82% of client visits to MOH facilities during 2009 were to PHC centres comprising more than 54 million PHC clients [4]. The creation of individual and family health records inside each PHC centre has reduced duplication of consulta- tions. The use of the essential drugs list and documentation of prescriptions in patient health files has not only reduced the costs of medications, but also im- proved prescribing practices.
Table 1 Budget appropriations for the Ministry of Health (MOH) in Saudi Arabia in relation to the government budget, 2005–09
Year Government budget (SRa) MOH budget (SR) %b
2005 280 000 000 16 870 750 6.0
2006 335 000 000 19 683 700 5.9
2007 380 000 000 22 808 200 6.0
2008 450 000 000 25 220 200 5.6
2009 475 000 000 29 518 700 6.2
Source: [4]. aUS$ 1 = 3.75 SR; bAs a % of the total government budget. SR = Saudi riyals
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In recent years, the MOH has con- tinued to develop the number of PHC centres (Figure 3) and has initiated fur- ther projects aimed at developing health care in general and PHCs in particular. For example, the project of the Custo- dian of the Two Holy Mosques aims to establish 2000 advanced PHC centres, and to develop the existing ones in terms of buildings, workforce and services.
Health services in the pilgrimage (hajj) season Saudi Arabia has a unique position in the Islamic world, as it embraces the 2 holi- est cities of Islam, Mecca and Medina. About 2 million pilgrims from all over the world perform the hajj annually. During the 2009 season, there were 2.3 million pilgrims, 69.8% of whom came from foreign countries [4]. Hosting such an event annually is a major challenge that requires a planned and organized effort across numerous agencies and departments to ensure adequate essen- tial services, such as housing, transport, safety and health care [21].
Health care services in the hajj season provide preventive and curative care for all pilgrims, irrespective of their nation- ality. Preventive care includes health education programmes, vaccination and chemoprophylaxis for all pilgrims via quarantine services at airports and land ports. The provision of emergency and curative services takes place through a network of health care facilities. For ex- ample, in 2009, there were 21 hospitals, of which 7 were seasonal, with a total of
3408 beds and 176 beds for emergency admissions. There were also 157 PHC centres, of which 119 were seasonal. On average, each PHC centre treated 4734 pilgrims. The total workforce recruited to work in these facilities during 2009 was 17 886; an increase of 5% on the previous year. Of these, 69% were physi- cians, nurses and allied health personnel [4]. On average, each physician treated about 612 pilgrims, while each nurse treated about 372.
Figure 2 Organizational structure of the Ministry of Health (public) health care system in Saudi Arabia. Source: [23]
2037
19251925 1905
1848
1986
1750
1800
1850
1900
1950
2000
2050
2100
2004 2005 2006 2007 2008 2009
N o
. o f
P H
C c
e n
tr e
s
Figure 3 Trends in the number of primary health care (PHC) centres in the Ministry
of Health in Saudi Arabia, 2004–09. Source: [4]
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Every year, the Saudi health care agencies, particularly the MOH, seek to improve the health care services to pil- grims [21]. Nevertheless, the fact that all the services are provided free of charge for all pilgrims is creating considerable pressure on the health care budget and it may be necessary to seek ways to provide better services at a lower cost. One sug- gestion is to introduce a seasonal health insurance for all international pilgrims.
Challenges for health care reform
While many steps have been undertaken by the MOH to reform the Saudi health care system, a number of challenges remain. These relate to the health work- force, financing and expenditure, chang- ing patterns of diseases, accessibility to health care services, introducing the cooperative health insurance scheme, privatization of public hospitals, utiliza- tion of electronic health (e-health) strat- egies and the development of a national system for health information.
Health workforce The Saudi health care system is chal- lenged by the shortage of local health
care professionals, such as physicians, nurses and pharmacists. The majority of health personnel are expatriates and this leads to a high rate of turnover and instability in the workforce [27]. Ac- cording to the MOH the total health workforce in Saudi Arabia, including all other sectors, is about 248 000; more than half of them (125 000) work in the MOH [4]. Saudis constitute 38% of this total workforce. Of these, 23.1% are physicians, while 32.3% are nurses (Figure 4). In the MOH, Saudis consti- tute about 54% of the health workforce, (physicians 22.6% and nurses 50.3%). The rates of physicians and nurses in Saudi Arabia are 16 and 36 respectively per 10 000 population, lower than in other countries such as Bahrain (30 and 58 per 10 000), Kuwait (18 and 37 per 10 000), Japan (12 and 95 per 10 000), Canada (19 and 100 per 10 000), France (37 and 81 per 10 000) and the United States of America (27 and 98 per 10 000) [28].
The ability to formulate and ap- ply practical strategies to retain and attract more Saudis into the medical and health professions, particularly nursing, is a clear priority for effective reform of the Saudi health care system. Many efforts have been taken by the
government to teach and train Sau- dis for health professional jobs. Since 1958 , a number of medical, nursing and health schools have been opened around the nation to meet this goal [7]. Apart from private colleges and institutes, there are a total of 73 col- leges for medicine, health and nursing as well as 4 health institutes in Saudi Arabia [4]. Efforts to establish such colleges are in accordance with train- ing programmes that aim to substitute the largely expatriate workforce with qualified Saudi Arabian nationals in all sectors, including health [18,29]. The budget allocation for training and scholarships has increased and many MOH employees are offered a chance to pursue their studies abroad [18]. This strategy could improve the skills of current employees, raise the quality of health care and, it is hoped, decrease the rate of turnover among health pro- fessionals. However, these efforts may not be enough to solve the challenges. The proportion of Saudi Arabian health professionals in the MOH workforce is expected to decrease in the future as the expansion in health care facilities around the country has the effect of spreading a scare resource even more thinly [17,30].
0
10
20
30
40
50
60
70
80
90
100
MOH Other govt. Private Total
% Physicians Nurses Allied health
Figure 4 Distribution of Saudi health personnel in the Ministry of Health (MOH), other government and private health care
sectors in Saudi Arabia, 2009. Source: [4]
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More realistic plans and long-term strategies need to be consolidated by the MOH in cooperation with government and private sectors. A good example of such cooperation is the King Abdullah international scholarship programme which was established by the Minis- try of Higher Education. In its stage 4, priority has been given to medical specialists including medicine, nurs- ing, pharmacy and other health majors [31]. However, more medical colleges and training programmes need to be established around the country. New laws and regulations to develop and reorganize medical human resources by the MOH are urgently required.
Reorganization and restructuring of the MOH The public health sector is overwhelm- ingly financed, operated, controlled, supervised and managed by the MOH [32]. This model of management may not able to meet the population’s health care needs into the future unless seri- ous and well-planned steps are taken to separate these multiple roles. Possible solutions include giving more authority to the regional directorates, applying the cooperative health insurance scheme and encouraging the privatization of public hospitals.
Decentralization of health services and autonomy of hospitals To meet increasing pressure on the MOH, more autonomy has been given to the regional directorates in terms of planning, recruitment of professional staff, formulating agreements with health services providers (operating companies) and some limited financial discretion. It has been suggested that the functioning of the regional directorates is adversely affected by the lack of indi- vidual budgets and spending authority [16]. Expenditure for the majority of their activities must be authorized by the MOH, thus affecting the autonomy of regional directorates and hampering effective decision-making.
In terms of hospital autonomy, the MOH has tried a number of strategies for improving the management of public hospitals during past decades, including direct operation by the MOH, coopera- tion with other governments such the Netherlands, Germany and Thailand, partial operation by health care compa- nies, comprehensive operation by health care companies and the autonomous hospital system [33]. Considering the advantages and disadvantages of these approaches, the MOH has standard- ized an autonomous hospital system for 31 public hospitals in various regions [34]. The autonomous hospital system for public hospitals is expected to raise the efficiency of their performance in both medical and managerial functions, achieve financial and administrative flexibility through adopting a direct budget strategy, apply quality insurance programmes and simplify the con- tractual process with qualified health professionals [33]. In 2009, the MOH issued new regulations for self-operating public hospitals to ensure a high level of management practices and to improve the quality of services provided [35]. Giving more autonomy to hospitals will help the transition to full privatization of public hospitals in Saudi Arabia. It gives public hospitals more experience in the management of their budgets, health care quality and workforce.
Health insurance in Saudi Arabia Funding health care services is a central challenge faced by the MOH [32]. Since the total expenditure on public health services comes from the government and the services are free-of-charge, this lead to considerable cost pressure on the government, particularly in view of the rapid growth in the population, the high price of new technology and the growing awareness about health and disease among the community [14]. To meet the growing population demands for health care and to ensure the qual- ity of services provided, the Council
for Cooperative Health Insurance was established by the government in 1999 [19]. The main role of this Council is to introduce, regulate and supervise a health insurance strategy for the Saudi health care market.
The implementation of a coop- erative health insurance scheme was planned over 3 stages. In the first stage, the cooperative health insurance was applied for non-Saudis and Saudis in the private sector, in which their employers have to pay for health cover costs. In the second stage, the cooperative health insurance is to be applied for Saudis and non-Saudis working in the government sector. The government will pay the cooperative health insurance costs for this category of employee. In the final stage, the cooperative health insurance will be applied to other groups, such as pilgrims [36]. Only the first stage has been implemented to date, with the cooperative health insurance being implemented gradually in a 3-phase programme to employees of the private sector and their dependants [14,37]. The first phase covered companies with 500 or more employees, while the sec- ond phase applied to employers with more than 100 workers. The third phase included employees of all companies in Saudi Arabia as well as domestic work- ers [14,37]. The government is now working systematically to apply the re- maining 2 stages—for employees in the government sector and for pilgrims— before they privatize the state-owned health care facilities [14]. No informa- tion is available yet regarding the coop- erative health insurance scheme for the population of Saudi Arabia other than employees and expatriates.
While the market for cooperative health insurance in Saudi Arabia started with only 1 company in 2004, it cur- rently involves about 25 companies. The introduction of the scheme is in- tended to decrease the financial burden on Saudi Arabia due to the costs as- sociated with providing health services free-of-charge. It will also give people
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more opportunity to choose the health services they require [14]. The real chal- lenge for policy-makers in Saudi Arabia is to introduce a comprehensive, fair, and affordable service for the whole population. Clearly lessons can be learned from the experiences of other countries, including the advantages and disadvantages of different schemes.
Privatization of public hospitals Privatization of public hospitals has been seen by policy-makers and research- ers as the best way to reform the Saudi health care system [38,39]. Steps to implement a privatization strategy have been initiated and related regulation has been passed by the government. As a result, a number of public hospitals are likely to be sold or rented to private firms over the next few years [14]. Priva- tization of hospitals is expected to bring a number of advantages to the govern- ment and to the nation. It is hoped that privatization will assist in speeding up decision-making, reducing the govern- ment’s annual expenditure on health care, producing new financial sources for the MOH and improving health care services [38].
On the other hand, privatization may affect the current integrated system between hospitals and PHC facilities [14]. As hospitals become privatized, they will focus on attracting patients, even those who may not require hos- pital-level care. Moreover, people with health cover may prefer to access big hospitals directly instead of via PHC centres or community hospitals. Ad- ditionally, private hospitals will have incentives to shift non-refundable costs back to the public PHC [14]. Such practices will place financial burdens on the government.
A further drawback of privatization is that the traditional state/public hos- pitals will not be able to absorb enough of the health care market compared with private companies, unless they upgrade at all levels (e.g. management,
infrastructure and workforce) before starting to privatize [14]. In the move to privatization, private companies are likely to focus their activities within cities and larger communities, leaving people in rural areas at a disadvantage. The government should set regulations that protect the rights of rural commu- nities and provide them with fair and equitable health care services.
Finally, if the government does not ap- ply adequate control over the health care market, expenditure on health care may increase dramatically as a result of higher pricing and profit-seeking behaviour [14].
Accessibility to health services Optimizing the accessibility of health care services requires equity in the distribution of health care facilities throughout the nation and equity of access to health professionals, includ- ing transport to services and providers. Accessibility is also affected by the level of cooperation between related sectors [23,39]. The current MOH statistics indicate that there is a maldistribution of health care services and health profes- sionals across geographical areas [4]. People experience long waiting lists for many health care services and facilities [14]. Additionally, there is a dearth of services for disadvantaged groups such as the elderly, adolescents and people with special needs such as disability, particularly in rural areas [39]. Finally, many people do not have the ability to access health care facilities, particularly those living in border and remote areas.
In order to improve accessibility to health care services in all parts of the country, a holistic strategy for the redistri- bution of health care services, involving PHC centres, general hospitals, central and specialist hospitals as well as the health professionals, should be adopted by the MOH. The MOH should also liaise with other sectors such transport, water and power companies and social security services in order to develop services in deprived areas and to care for people with the greatest needs.
Patterns of diseases The change in disease patterns from communicable to noncommunicable diseases in Saudi Arabia is another challenge that needs more attention from the MOH [21]. There has been an alarming increase in the prevalence of chronic diseases, such as diabetes, hypertension, and heart diseases, can- cer, genetic blood disorders and child- hood obesity [28,40,41]. Treatment of chronic diseases is costly and may even be ineffective [40]. For example, the annual cost for treatment of diabetes mellitus in Saudi Arabia was estimated to be 7 billion Saudi riyal (SR) (US$ 1.87 billion) [42]. Early prevention is the most effective way to reduce the prevalence of chronic diseases and the costs and difficulties associated with treatment in the later stages of disease. Any projected reforms in the health care system must involve plans to address this change in emphasize.
Promotion and prevention programmes for crises Development and implementation of practical plans and procedures to meet national crises in Saudi Arabia, such as wars, earthquakes and fires and explosions at petroleum factories, are a further important need. Road traffic ac- cidents, for example, killed more than 39 000 and injured about 290 000 people between 1995 and 2004 [43]. Accord- ing to WHO, road traffic accidents are now the highest cause of death, injury and disability in adult males aged 16 to 36 years in Saudi Arabia [32]. Caring for people affected by road accidents consumes a significant proportion of the MOH budget; for example, the cost of treating injured people during 2002 was estimated to be SR 652.5 million (US$ 174 million) [43]. These funds could be used to develop the health system and improve services. Plans to manage issues of this kind need to be comprehensive and well-coordinated among the related sectors in order to be achievable.
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Saudi health services have advanced greatly over recent years in all levels of health services: primary, secondary and tertiary. As a consequence, the health of the Saudi population has improved markedly. The MOH has introduced many reforms to its services, with sub-- stantial emphasis on PHC.
Despite these achievements, health services, and in particular public sector health services, are still facing many chal-- lenges. These include: human resource development; separation of the MOH’s multiple roles (financing, provision, control and supervision of health care delivery); diversifying financial sources; implementing the cooperative health insurance, privatization of public hos- pitals, effective management of chronic diseases; development of practical poli- cies for national crises; establishment of an efficient national health information system and the introduction of e-health. In order to address these challenges and continue to improve the status of the Saudi health care system, the MOH and other related sectors should coor- dinate their efforts to implement and ensure the success of the new health care strategy.
Acknowledgements
This paper is part of the first author’s doctoral research, supported by the government of Saudi Arabia.
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