is part of the Global Exhibitions Division of Informa PLC
This site is operated by a business or businesses owned by Informa PLC and all copyright resides with them. Informa PLC's registered office is 5 Howick Place, London SW1P 1WG. Registered in England and Wales. Number 3099067.
There are multiple ways to address healthcare challenges and improve the industry as a whole including encouraging private sector participation and investment.
According to the World Health Organization, Saudi Arabia’s public health sector is ‘overwhelmingly financed, operated and monitored by the Ministry of Health’ (MOH). With a growing, ageing and sickening Saudi population the sector faces several challenges. The existing model cannot meet the future healthcare needs of the Saudi population and is not sustainable operationally and financially. However, there are multiple solutions that the Saudi government can take now to ensure a more effective and more resilient healthcare system.
Saudi Arabia Healthcare Challenges
The healthcare challenges faced by Saudi Arabia are many and include an overall system not geared towards quality, a primary care system lacking capacity, which leaves tertiary care flooded with patients as well as a system hungry for resources. Moreover, Saudi Arabia is ranked by The Lancet (a UK medical journal) as the third most obese country in the world. In fact, the prevalence of people with sedentary lifestyles and obesity is estimated to be north of 80%, which in turn drives some of the highest rates of diabetes globally.
In addition to medical challenges, the healthcare industry is also faced with operational challenges that stifle it. According to the Open Journal of Emergency Medicine, the mean waiting time in a Saudi emergency room, for example, was around 3 hours, with a quarter having to wait for more than four hours. In addition, a key challenge faced by the Saudi health system include fragmentation of the provision of care, which leads to a silo approach to delivering healthcare services, rather than a more effective integrated continuum of care. Furthermore, current data sources do not give a complete picture of outcomes and costs. These challenges are further exacerbated by an education system that fail to graduate enough quality healthcare professionals to meet the health needs of the Saudi population.
Looking to Saudi Arabia Vision 2030
The three pillars of Saudi Arabia's Vision 2030 – A Vibrant Society, A Thriving Economy, An Ambitious Nation – should shape the evolution of Saudi healthcare by defining the type of healthcare system needed in the future. It is critical to start with the care necessary to support a growing and ageing population, diversifying the economy and leveraging the non-profit sector to complement the healthcare sector. The healthcare sector plans to add around 100,000 Saudis jobs in the health sector by 2030. This is in line with Vision 2030 economic diversification strategy offering Saudis value adding jobs. In addition to economic diversification, Vision 2030 offers additional pathways for improving the healthcare sector including offering the necessary healthcare services to support a thriving Saudi society and encouraging public and private partnerships especially around healthcare provision to improve accessibility and quality.
Addressing the Challenges
The three pillars, as set forth by the Saudi Vision 2030, offer a number of specific initiatives that can be undertaken to enhance the accessibility and quality of care. These include the promotion of preventative care, the integration of health and social care, ensuring transparency among providers and the development of sustainable funding mechanism. Specific objectives of such initiatives include the reduction of wait times and infectious diseases, addressing chronic diseases and offering better training for doctors.
Following an assessment of the sector, The Boston Consulting Group (BCG) recommends a four-point agenda to address the challenges in the healthcare industry in an effective and sustainable manner.
Creating a comprehensive division of responsibility in the healthcare industry in Saudi Arabia will take the pressure off MoH, who has been solely responsible for regulating, funding and operating a large part of the sector. MoH cannot be expected to deliver the overall improvements in the sector on its own. It is critical to enable the MoH to focus solely on regulation and monitoring while allowing other entities to deliver the provision of care in an integrated manner to serve the population in a more effective and efficient manner.