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New Pharmacy Model for Vision 2030 in Saudi Arabia

Article · June 2017

DOI: 10.5530/jppcm.2017.3.40

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Yousef Alomi

Ministry of Health Saudi Arabia

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194 Journal of Pharmacy Practice and Community Medicine Vol. 3 ● Issue 3 ● Jul-Sep 2017 ● www.jppcm.org

Journal of Pharmacy Practice and Community Medicine.2017, 3(3):194-196 • http://dx.doi.org/10.5530/jppcm.2017.3.40

OPEN ACCESSLETTER TO EDITOR

e-ISSN: 2455-3255

New Pharmacy Model for Vision 2030 in Saudi Arabia

Yousef Ahmed Alomi The Past General Manager of General Administration of Pharmaceutical Care, Head, Saudi Clinical Pharmacy Forum and Pharmacy R & D Administration, Ministry of Health, Riyadh 11392, Kingdom of Saudi Arabia (KSA)

INTRODUCTION

King of Saudi Arabia Launched the Saudi Vision 2030 with a strategic plan in the coming fifteen years in late 2016.[1] There were several programs among of the strategic plan, and the transforming programs were part of them. The Ministry of Health (MOH) released fifteen strategies to achieve the vision 2030.[2] With a new vision and strategy its need to think out of the box and start to change pharmacy practice model in Saudi Arabia. In addition to MOH strategic plan of pharmaceutical care and the quantity and quality of national pharmacy practice programs.[3-4] Most of the pharmaceutical care services will switch from inpatient pharmacy model to ambulatory care pharmacy model, and one of the new initiatives Systems is a managed care pharmacy. All Ambulatory care pharmaceutical care service will provide through community pharmacy or retail pharmacy. This model fits with MOH strategies number one and five, seven and nine. To apply this model the author listed some suggestions to privatization the MOH institutions and pharmacy services as the following.[5,6]

Some ideas and practical steps for privatization vision of Ministry of Health facilities:

• The Health Care Holding Company established with board of directors headed by His Excellency the Minister of Health and membership of the Ministry of Health related appointed by the Ministry of Health Minister

• The MOH budget divided among all health care services companies based on initial assets and business budget.

• Each health care services company as business unit coordinates with the medical insurance companies for all citizens and non-citizens. All business unit set up the market price service for non-participants of medical insurance

• After one year, each health care services company participates of 2.5 to 5% of health companies’ shares and offer for public stocks.

• All international hospitals and international health companies can engage with medical services companies as partners not exceeding 10%-20% of the enterprise’s shares.

Received: 3 March 2017;

Accepted: 25 April 2017

*Correspondence to:

Dr. Yousef Ahmed T h e P a s t G e n e r a l M a n a g e r o f G e n e r a l Administration of Pharmaceutical Care,Head, Saudi Clinical Pharmacy Forum and Pharmacy R & D Administration, Ministry of Health, Riyadh

11392, Kingdom of Saudi Arabia (KSA). Email: [email protected]

Copyright: © the author(s),publisher and licensee Indian Academy of Pharmacists. This is an open- access article distributed under the terms of the Creative Commons Attribution Non-Commercial License, which permits unrestricted non-commercial use, distribution, and reproduction in any medium,

provided the original work is properly cited.

Publishing Partner : EManuscript [www.emanuscript.in] This is an open access article distributed under the terms of the Creative Commons Attribution-NonCommercial-ShareAlike 4.0 License

Alomi: Saudi new pharmacy model for vision 2030

Journal of Pharmacy Practice and Community Medicine Vol. 3 ● Issue 3 ● Jul-Sep 2017 ● www.jppcm.org 195

All citizen and non-citizens have an electronic medical record identify by a civil identity number through health care services company and connected to the Ministry of Inferior National system

The health insurance system apply to all visitors from abroad for Hajj, Umrah or the general visit, and open medical electronic record based on visa number to Kingdom of Saudi Arabia.

All the directorates of health affairs in the regions turn to three health authorities in the Eastern, Central, and Western Region for monitoring and implement the regulations and legislations and differences between companies and citizens

All the directorates of health affairs linked to the office of the Minister of Health

Some suggestion of practical steps for privatization vision of MOH Pharmacy Services as following:

All medical supply processes, medical and pharmaceutical stores and related issues should transfer to the National Unified Procurement Company for Medical Supplies (NUPCO) gradually within 1-3 years, and connected to an

electronic pharmacy system with the implementation of the pharmacy inventory management.

All primary care centers prescriptions should switch to dispense through community pharmacies in progressive basis from 1-3 years and connected to pharmacy computer system with an electronic patient medical record

Each fifteen to twenty primary care center pharmacies make them one unit pharmacy to follow up the medication distribution process through community pharmacies dispensing and pharmacy computer system with an electronic patient medical record All prescriptions of outpatient pharmacies at all MOH hospital and clinics should switch to distribute through community pharmacies in regular basis from 1-3 years and connected with pharmacy computer system with an electronic patient medical record of primary care center and community pharmacies.

All community pharmacies expand and divided into general and specialized community pharmacies for dispensing medications and provide pharmaceutical care

Develop general clinical pharmacist and Ambulatory care clinical pharmacist jobs with different specialties should

Table 1: Suggested MOH institutions and pharmacy services privatization

N am

e of

th e

ho sp

ita l

sp ec

ia lti

es

N o.

in r

ea lit

y

N o.

of o

rg an

iz at

io ns

pe

r co

m pa

ni es

N o.

o f c

om pa

ni es

In pa

tie nt

P

ha rm

ac ie

s se

rv ic

es

O ld

e m

er ge

nc y

ph ar

m ac

ie s

N ew

s at

el lit

e ph

ar m

ac ie

s

O ld

o ut

pa tie

nt

ph ar

m ac

ie s

C om

m un

ity

ph ar

m ac

ie s

G en

er al

c lin

ic al

ph

ar m

ac ie

s

S pe

ci al

iz ed

c lin

ic al

ph

ar m

ac ie

s

Primary care centers groups 2282 Each 25-50 primary care center change to one company

43- 86

Yes- No

No Yes No Yes Yes Yes

Public hospitals groups 228 Each 10 Public General Hospital change to one company

19 Yes No Yes No Yes Yes Yes

Pediatrics and Maternity hospitals groups

20 Each 5-10 Hospital change to one company

2-4 Yes No Yes No Yes Yes Yes

Psychiatric hospitals groups 20 Each 5-10 Hospital change to one company

2-4 Yes No Yes No Yes Yes Yes

Heart & Diabetes Centers groups

25 Each 5-10 Hospital change to one company

2-4 Yes No Yes No Yes Yes Yes

Rehabilitation and Geriatrics hospitals groups

16 Each 5-10 Hospital change to one company

2-4 Yes No Yes No Yes Yes Yes

Medical cities 6 Each one medical city change to one company

6 Yes No Yes No Yes Yes Yes

Dental centers groups 35 Each 5-10 dental care center change to one company

3-7 Yes No Yes No Yes Yes Yes

Alomi: Saudi new pharmacy model for vision 2030

196 Journal of Pharmacy Practice and Community Medicine Vol. 3 ● Issue 3 ● Jul-Sep 2017 ● www.jppcm.org

Table 2: Type of pharmacist and pharmacy technician jobs situation for each pharmacy career after privatization.

Type of Healthcare Institution

Number of critical care and acute pharmacist and pharmacy technician jobs

Number of emergency pharmacist and pharmacy technician jobs

Number of ambulatory care pharmacist and pharmacy technician jobs

General Clinical Pharmacies services

Number of specialized critical care and acute clinical pharmacist jobs

Number of specialized emergency clinical pharmacist jobs

Number of specialized ambulatory care clinical pharmacist jobs

Primary care centers

Decrease Decrease Decrease Increase Decrease Decrease Increase

Dental Center Decrease Decrease Decrease Increase Decrease Decrease Increase

General Hospital

Increase Increase Decrease Increase Increase Increase Decrease

Medical cities Increase Increase Decrease Increase Increase Increase Decrease

Pharmaceutical companies

Decrease Decrease Increase Increase Increase Increase Increase

Health insurance companies

Increase Increase Increase Increase Increase Increase Increase

College of pharmacies

Increase Increase Increase Increase Increase Increase Increase

Pharmaceutical consultation office

Increase Increase Increase Increase Increase Increase Increase

Community pharmacies

Decrease Decrease Increase Increase Decrease Decrease Increase

be established to apply very comprehensive general and specialized ambulatory care pharmaceutical care services as explored in Table 2.

Some of the inpatient pharmacies prescriptions at all MOH hospital, one-day surgery, and ambulatory care clinics should switch to distribute through community pharmacies in gradual basis from 1-3 years and connected with pharmacy computer system with an electronic patient medical record

Keep inpatient prescription including parenteral medication, Total Parenteral Nutrition preparations, and other necessary dispensing medication as unit dose system for hospitalized patient

General clinical pharmacist, critical care clinical pharmacist, Emergency clinical pharmacist, and acute care clinical pharmacist with different specialties should be established to apply very comprehensive general and specialized clinical pharmacy services at hospital setting as explored in Table 1 and Table 2.

CONCLUSION

The converting of pharmacy sector to share with privates sector and based on Saudi Vision 2030 will enormous increases in the future.

REFERENCES

1. Saudi Vision 2030. Available from: http://www.vision2030.gov.sa

2. National Transformation Program 2020. Available from: http://www. vision2030.gov.sa/en/ntp.

3. Alomi YA, Alghamdi SJ, Alattyh RA. Strategic Plan of General Administration of Pharmaceutical Care at Ministry of Health in Saudi Arabia 2012 – 2022. 2015. J Pharm Pharm Science. 1(3):1-8.

4. Alomi YA. National Pharmacy Practice Programs at Ministry of Health in Saudi Arabia. J Pharm Pharm Scien. 2015;1(2):17-8.

5. Statistics Book – Statistical Book for The year 2015. Ministry of Health Portal, Kingdom of Saudi Arabia. Available from: http://www.moh.gov.sa/Ministry/ Statistics/book/Documents/1436.pdf

6. Alkhamis AA. Critical analysis and review ofthe literature on healthcare privatization and its association with access to medical care in Saudi Arabia. J Infect Public Health. 2017;10(3):258-68.

Cite this article as: Yousef Ahmed Alomi, New Pharmacy Model for Vision 2030 in Saudi Arabia. J Pharm Pract Community Med. 2017;3(3):194-196.

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