An analysis of pharmacy workforce capacity in Nigeria.

BACKGROUND: Pharmacists are critical for attaining the goal of universal health coverage and equitable access to essential health services, particularly in relation to access to medicines and medicines expertise. We describe an analysis of the pharmacy workforce in Nigeria from 2011 to 2016 in order to gain insight on capacity and to inform pharmacy workforce planning and policy development in the country. METHOD: The study was conducted using census data obtained from the Pharmacists Council of Nigeria (PCN) via a validated data collection tool. The statistical methods used for analysis were descriptive (frequencies, percentages, mean) and linear regression. Secondary data on population distribution per state was obtained from the Federal Bureau of Statistics and the National Population Commission (NPC) of Nigeria. RESULT: The data showed 21,892 registered pharmacists with only 59% (n = 12,807) in active professional practice. There are also more male (62%) compared to female pharmacists while 42% of the licensed workforce with known area of practice are in community practice followed by hospital pharmacy (11%). A rise in number of pharmacists (0.53-0.66) and new pharmacy graduates per year (0.062-0.083) per 10,000 population was observed over the five years analysed; however the overall density remains significantly low. Pharmacists' density also varied considerably between states (Median = 0.39; Min - Max: 0.05-4.3). Regionally, more than a third (~ 40%) of the licensed workforce and community pharmacies are situated in the South West region with fewer than 10% of the total in the North East and North West regions combined. A steady decline in number of pharmacists requesting a "letter of good standing" from PCN, a proxy measure of intent to migrate was also observed. CONCLUSION: The data indicate ongoing deficits in availability and supply of pharmacists in the country with widespread variance in distribution observed across the 36 states and the Federal Capital Territory (FCT). The findings suggest that observed deficits are not solely related to out-migration and highlights the need for policies that will promote increased within-country availability, equitable distribution and retention, especially in the underserved regions of North East and North West of Nigeria

Synthesis of polyethyleneimines from the manganese catalyzed coupling of ethylene glycol and ethylenediamine

Funding: UK Research and Innovation - MR/W007460/1.Publisher PDFPeer reviewe

Exploring Challenges to COVID-19 Vaccination in the Darfur Region of Sudan.

The current COVID-19 pandemic has affected the ability of health systems to provide essential services globally. The Darfur region, located in the western part of Sudan, has been largely devastated by the war that began in 2003 and has been drawing considerable attention from the international community. The war, which erupted as a result of environmental, political, and economic factors, has led to tragic outcomes. Collapsing health-care infrastructures, health workforce shortages, lack of storage facilities for medicines and medical products, and inadequate access to health services are some of the effects of the war. After Sudan received the AstraZeneca COVID-19 vaccine through the COVID-19 Vaccines Global Access facility, significant challenges have been implicated in the delivery, storage, and use of the vaccine in the Darfur region. Lack of vaccine storage and transportation facilities, vaccination hesitancy, inequity in the distribution to health facilities, and shortage of health-care professionals resulting from insecurity and instability have added an extra layer of burden on local authorities and their ability to manage COVID-19 vaccinations in the region adequately. Addressing the impact of COVID-19 requires an effectively managed vaccination program. In the face of current challenges in Darfur, ensuring a fully vaccinated population might remain far-fetched and improbable if meaningful efforts are not put in place by all stakeholders and actors to address some of the challenges identified

Towards 90-90-90 Target: COVID-19 and HIV Response in Africa

As cases of the novel coronavirus disease (COVID-19) continue to rise, so are the concerns of the effects this pandemic could have on people living with HIV. In response to the pandemic, measures have been put in place by African governments to limit the spread of the virus. We examine the impact of these measures on ensuring progress towards the HIV advocacy of "90-90-90" by 2020, i.e., 90% of all people living with HIV will know their status, 90% of people diagnosed will receive sustained antiretroviral therapy (ART), and 90% of people receiving ART will have viral suppression all by the end of 2020. COVID-19 arrival on the continent and measures implemented have a significant effect on the control of HIV epidemic and the achievement of the 90-90-90 goals. It is therefore essential that African health stakeholders continue to advance efforts to ensure access to HIV care services is sustained during this COVID-19 pandemic

Exploring the contextual factors influencing clinical leadership and patient experience

Introduction The NHS has prioritized the leadership development of healthcare professionals as a fundamental strategy for enhancing organizational outcomes and patient care (NHS Institute for Innovation and Improvement, 2011). Consequently, various leadership development programs, frameworks, and models have emerged to support this initiative. Despite the emphasis on patient experience as a quality-of-care indicator, the conceptual and evidential link between leadership development and patient experience has not been systematically investigated yet. Aim and objectives We present preliminary findings from an ongoing Delphi study aiming to investigate clinical staff perceptions regarding the relationship between leadership training and patient experience. Method Twenty participants were purposefully selected from physicians, nurses, physiotherapists, and pharmacists currently employed in the NHS. Recruitment took place through the Faculty of Medical Leadership and Management (FMLM) Clinical Leadership Fellowship program and the MSc Leadership Development Programme at Edge Hill University. Semi-structured interviews were conducted to gather in-depth insights into participants' views on the enablers and barriers to demonstrating clinical leadership. Thematic analysis, as outlined by Braun and Clarke (2006), was employed to identify patterns and themes within the interview data. Ethical approval was obtained from the Edge Hill University Health Research Ethics Committee. Findings Participants identified several enablers and barriers influencing their engagement in clinical leadership. Enablers included a strong commitment to continuous learning and development at both personal and organizational levels, an empowering work environment and organizational culture, possession of positive leadership traits and skills, participation in formal leadership training, organizational dedication to patient-centredness, and the ability to lead oneself. Conversely, participants reported barriers such as resistance to change and innovation, a limited focus on patient outcomes in leadership training, a lack of authority to challenge poor behaviours, limited opportunities for engaging in leadership activities, and a fear of repercussions for speaking up. Discussion These initial findings provide a foundational understanding of the complexities surrounding clinical leadership in the NHS and its impact on patient experiences. The identified enablers and barriers may serve as impetus for refining existing leadership programs and developing targeted interventions to address systemic challenges, so as to improve the experiences of patients. Furthermore, the identified contextual factors underscore the necessity of fostering an empowering environment that enhances clinical leadership effectiveness, aligning with the NHS's commitment to continuous improvement in patient care. We hope to provide additional insights that deepen our understanding of the complex relationship between clinical leadership and patient experience as the study advances through the Delphi process