Innovative Strategies for Strengthening Healthcare Systems

Innovative Strategies for Strengthening Healthcare Systems

by with No Comment Academic Publication

Research Publication By Lilian Ogechi Mbah

Institutional Affiliation:
New York Centre for Advanced Research (NYCAR)

Publication No.: NYCAR-TTR-2025-RP013
Date: June 10, 2025
DOI: https://doi.org/10.5281/zenodo.17397108

Peer Review Status:
This research paper was reviewed and approved under the internal editorial peer review framework of the New York Centre for Advanced Research (NYCAR) and The Thinkers’ Review. The process was handled independently by designated Editorial Board members in accordance with NYCAR’s Research Ethics Policy.

Healthcare systems worldwide face unprecedented pressures from rising disease burdens, population aging, pandemics, workforce shortages, and financial constraints. In response, policymakers, researchers, and health leaders are exploring innovative strategies to redesign and reinforce healthcare systems for resilience, equity, and efficiency. These strategies transcend traditional reform, focusing instead on digital innovation, community-based care, systems learning, and adaptive governance.

This article examines recent advancements in healthcare system strengthening, underpinned by real-world evidence and in alignment with global health objectives.

1. Digital Health Transformation

One of the most transformative innovations in healthcare system strengthening is digital health. Technologies such as electronic health records (EHRs), telemedicine, mobile health (mHealth), artificial intelligence (AI), and data analytics have redefined how care is delivered and accessed.

The World Health Organization (2023) emphasizes that digital health is no longer a luxury, but a foundational tool for universal health coverage. Their global strategy highlights the need for countries to scale up interoperable systems that improve access, enhance data quality, and support real-time decision-making.

Moreover, Topol (2019) argues that AI-enabled systems can reduce administrative burden, optimize diagnostics, and even humanize healthcare by returning time and empathy to the clinician–patient relationship.

2. High-Quality Care as a Strategic Goal

Quality is no longer a passive outcome but a central driver of health system performance. Kruk et al. (2019) argue that low-quality care kills more people than lack of access, particularly in low- and middle-income countries (LMICs). Their landmark Lancet report calls for a “revolution” in health systems that places high-quality, people-centered care at the core of innovation.

This includes not only clinical standards but respectful care, patient safety, and continuity. Strengthening healthcare systems must prioritize investment in quality monitoring tools, workforce training, and community feedback mechanisms.

3. Community-Based Health Workers

Community-based healthcare models have proven to be a high-impact, low-cost strategy in addressing access disparities and building local system resilience. Scott et al. (2020) reviewed numerous studies and found that community health workers (CHWs) improve maternal and child health, increase treatment adherence, and support health promotion in underserved populations.

Well-trained and integrated CHWs are particularly vital during health emergencies when formal systems are overwhelmed. Their inclusion in national strategies strengthens both reach and responsiveness.

4. Health System Learning and Adaptation

Healthcare systems must be adaptive—capable of learning from experience and adjusting strategies in real-time. Nambiar et al. (2022) describe health system learning as a critical function that enables institutions to evolve through data use, stakeholder feedback, and cross-sector collaboration.

Learning systems are particularly important in times of crisis, as seen during COVID-19, when rigid bureaucracies often failed. Countries with robust health information systems, agile policies, and empowered frontline staff were better able to respond and recover.

Read also: Building Resilience In Health And Social Care Management

5. System Resilience and Clarity in Governance

A key lesson from recent global crises is that resilience must be deliberately built into health systems—not assumed. Abimbola and Topp (2021) highlight the need for conceptual clarity on health system resilience, stressing that adaptation alone is not enough. Systems must also be robust—equipped with buffers, redundancies, and sustainable financing.

Resilience also depends on effective governance. Frenk and Moon (2019) argue that modern healthcare requires adaptive, inclusive, and accountable leadership structures that allow multi-sectoral integration and equitable resource distribution.

6. Performance Measurement and Accountability

Accurate data is essential for continuous improvement. The Primary Health Care Performance Initiative (PHCPI), as reported by Veillard et al. (2020), provides a model for using simple, reliable indicators to monitor health system performance. Their experience shows that data, when linked with leadership and local ownership, can inform better policy and drive targeted improvements in primary care.

Tools like scorecards, dashboards, and real-time analytics empower decision-makers to identify gaps, allocate resources, and track progress effectively.

Conclusion

Strengthening healthcare systems requires more than incremental reform. It demands innovative, evidence-based, and system-wide strategies that are responsive to local contexts and global challenges. Digital technologies, community-based care, system learning, resilient governance, and data-driven performance improvement offer a multidimensional blueprint for change.

Health systems that embrace innovation are better equipped to deliver not only more care but better care—equitable, efficient, and resilient in the face of uncertainty.

Ms. Lilian Ogechi Mba is a highly accomplished strategic business leader and an expert in health and social care, celebrated for her ability to foster innovation across multiple sectors and create lasting impact. She possesses deep expertise in both corporate strategy and community health systems, blending strategic insight with compassionate service delivery. Her leadership has significantly enhanced operational performance, stakeholder collaboration, and policy enactment across various environments. Deeply committed to fairness and excellence, Lilian inspires teams to harmonize organizational objectives with people-centered results. Her forward-thinking mindset and dedication to systemic transformation establish her as a pioneering force where business strategy meets social care.

References

Abimbola, S. and Topp, S.M., 2021. Adaptation with robustness: The case for clarity on the use of ‘resilience’ in health systems and global health. BMJ Global Health, 6(3), e006779. https://doi.org/10.1136/bmjgh-2021-006779

Frenk, J. and Moon, S., 2019. Governance challenges in global health. New England Journal of Medicine, 382(10), pp.974–982. https://doi.org/10.1056/NEJMra1903541

Kruk, M.E., Gage, A.D., Arsenault, C., Jordan, K., Leslie, H.H. and Pate, M., 2019. High-quality health systems in the Sustainable Development Goals era: Time for a revolution. The Lancet Global Health, 7(6), pp.e710–e772. https://doi.org/10.1016/S2214-109X(19)30101-1

Nambiar, D., Hargreaves, D.S., Mor, N., Issa, H. and Batchelor, J., 2022. Health system learning: A key strategy for strengthening health systems in uncertain times. BMJ Global Health, 7(2), e007805. https://doi.org/10.1136/bmjgh-2021-007805

Scott, K., Beckham, S.W., Gross, M., Pariyo, G., Rao, K.D., Cometto, G. and Perry, H.B., 2020. What do we know about community-based health worker programs? A systematic review of existing reviews. Human Resources for Health, 18(1), p.17. https://doi.org/10.1186/s12960-020-00459-1

Topol, E., 2019. Deep Medicine: How Artificial Intelligence Can Make Healthcare Human Again. New York: Basic Books.

Veillard, J., Cowling, K., Bitton, A., Ratcliffe, H.L., Kimball, M. and Barkley, S., 2020. Better measurement for performance improvement in primary health care: The primary health care performance initiative (PHCPI) experience. Journal of Global Health, 10(1), 010302. https://doi.org/10.7189/jogh.10.010302

World Health Organization (WHO), 2023. Global Strategy on Digital Health 2020–2025. Geneva: WHO. https://www.who.int/publications/i/item/9789240020924

The Thinkers’ Review

Rebuilding Nigeria’s Economy with Trade and Industry Reform

Rebuilding Nigeria’s Economy with Trade and Industry Reform

by with No Comment Academic Publication

Research Publication By Prof. MarkAnthony Nze


Institutional Affiliation:
New York Centre for Advanced Research (NYCAR)

Publication No.: NYCAR-TTR-2025-RP012
Date: June 10, 2025
DOI: https://doi.org/10.5281/zenodo.17397081

Peer Review Status:
This research paper was reviewed and approved under the internal editorial peer review framework of the New York Centre for Advanced Research (NYCAR) and The Thinkers’ Review. The process was handled independently by designated Editorial Board members in accordance with NYCAR’s Research Ethics Policy.

Nigeria’s macroeconomic structure has long been characterized by a resource-dependent, import-heavy, and low-complexity production model. Despite its abundant natural resources and demographic advantage, the country’s economic trajectory has remained cyclical, vulnerable to exogenous shocks, and structurally inefficient. To achieve inclusive and sustainable growth, Nigeria must execute a comprehensive trade and industrial reform strategy focused on diversification, competitiveness, value-chain integration, and institutional efficiency.

This paper posits that rebuilding Nigeria’s economy necessitates a shift from extractive to productive economics—anchored by structural industrial policy, pragmatic trade liberalization, and the strategic use of regional integration platforms such as the African Continental Free Trade Area (AfCFTA).

1.1 Structural Weaknesses and Historical Dependence

Nigeria’s economic fragility is rooted in decades of overreliance on crude oil exports, which accounted for over 90% of foreign exchange earnings in the past two decades (World Bank, 2023). The volatility of oil prices, coupled with a weak non-oil export base and underperforming manufacturing sector, has undermined balance of payments stability and fiscal resilience (CBN, 2023).

The country’s industrial capacity utilization remains below 55% (UNIDO, 2022), due in part to infrastructure deficits, low access to finance, inconsistent energy supply, and regulatory bottlenecks. Moreover, trade openness has been poorly sequenced, exposing infant industries to premature global competition without the institutional buffer of innovation or technology transfer mechanisms (Chinweoke and Olaniyi, 2022).

1.2 The Role of Trade in Economic Diversification

Trade policy in Nigeria must shift from a defensive to a developmental framework. The AfCFTA presents an opportunity to recalibrate Nigeria’s trade posture toward strategic regionalism. Proper implementation can allow the country to leverage economies of scale, reduce transaction costs, and access intermediate goods for domestic production (Adegbite, 2023; ITC, 2022).

However, to realize these gains, trade policy must be aligned with industrial policy. As WTO (2023) notes in its latest trade policy review, Nigeria needs to address tariff dispersion, non-tariff barriers, and customs inefficiencies to foster a predictable trade environment. Export-led industrialization, with deliberate support for backward and forward linkages, offers a pathway toward structural transformation (Ekpo, 2022).

1.3 Industrial Policy: A Framework for Re-Industrialization

Re-industrialization must be guided by targeted industrial policy—rooted in economic complexity theory and global value chain (GVC) integration. According to Gereffi (2021), GVC participation enables countries to specialize in segments of production without mastering entire industries, thus accelerating industrial learning.

Read also: NYCAR’s Disruptive Model: Blueprint for Global Education

Nigeria’s industrial clusters, such as those in Aba, Nnewi, and Kano, are underutilized due to weak institutional support and policy fragmentation (Aliyu and Dauda, 2022). A national industrial strategy must prioritize infrastructure densification, input localization, technology absorption, and research-commercialization linkages.

Fiscal incentives should be redesigned to favor tradable sectors with spillover potential, particularly agro-processing, light manufacturing, petrochemicals, and digital services. The current incentive regime, as evaluated by Ezeani and Bello (2023), lacks performance benchmarks and often benefits rent-seeking over productivity.

1.4 Investment Climate and Regulatory Reform

Rebuilding investor confidence requires structural improvements in Nigeria’s investment climate. The country ranked 131st on the 2020 World Bank Doing Business Index before its discontinuation—reflecting issues in contract enforcement, power supply, trade logistics, and regulatory transparency (NIPC, 2023).

The Medium-Term National Development Plan (2021–2025) outlines investment in special economic zones (SEZs), export processing zones (EPZs), and industrial parks as a means of catalyzing manufacturing growth (NPC, 2022). However, their success depends on clear governance models, land access frameworks, and investment in hard and soft infrastructure.

Moreover, exchange rate stability and inflation targeting remain essential to mitigate macroeconomic uncertainty and crowd in private investment (IMF, 2023).

1.5 The SME and Informal Sector Nexus

The informal sector accounts for over 50% of Nigeria’s GDP and 80% of employment (ILO, 2023). Any reform agenda that ignores this sector risks undermining inclusive growth. Strengthening micro, small, and medium enterprises (MSMEs) through access to finance, market linkages, and skills upgrading is critical.

Trade liberalization must be accompanied by domestic value chain strengthening to prevent de-industrialization via import surges. As the ITC (2022) outlines, MSMEs can only compete under AfCFTA if there is concurrent investment in quality infrastructure, product standards, and logistics systems.

1.6 Human Capital and Technological Catch-up

Industrial growth is dependent on a skilled labor force. Nigeria’s demographic dividend risks becoming a demographic liability without substantial investment in vocational training, STEM education, and managerial capabilities (AfDB, 2023).

Technological catch-up, as demonstrated by emerging Asian economies, must be facilitated through technology licensing, joint ventures, and industrial R&D. Public-private partnerships (PPPs) in industrial training institutes, incubators, and applied science hubs are necessary to close Nigeria’s innovation gap (WEF, 2022).

1.7 Macroeconomic Coordination and Policy Synergy

Nigeria’s current economic policy landscape suffers from fragmentation and weak policy coherence. The lack of synergy between trade, industrial, fiscal, and monetary policies has hindered reform implementation and investor confidence (Salami, 2023).

Policy harmonization requires the institutionalization of a national economic council with executive coordination powers. Real-time data from the National Bureau of Statistics (2024) and central bank research should feed into dynamic, adaptive policymaking frameworks (PWC, 2022).

Conclusively, rebuilding Nigeria’s economy through trade and industrial reform demands more than rhetorical commitment. It requires coordinated, evidence-based policymaking backed by institutional reform, macroeconomic discipline, and a strategic shift toward productivity-enhancing sectors.

Only by integrating trade liberalization with industrial deepening, investing in human capital, and fostering regional competitiveness can Nigeria transition from a rentier state to a diversified, innovation-driven economy. The time for bold, technocratic, and politically courageous reform is now.

References

World Bank (2023). Nigeria Economic Update. [online] Available at: https://www.worldbank.org/en/country/nigeria/publication/nigeria-economic-update

Central Bank of Nigeria (CBN) (2023). Annual Economic Report. [online] Available at: https://www.cbn.gov.ng/Out/2023/RSD/Annual%20Report.pdf

United Nations Industrial Development Organization (UNIDO) (2022). Industrial Development Report 2022. [online] Available at: https://www.unido.org/resources-publications-flagship-publications-industrial-development-report

Chinweoke, M. and Olaniyi, T. (2022). Trade Openness and Industrial Competitiveness in Nigeria. African Journal of Economic Policy. 

Adegbite, A. (2023). Leveraging AfCFTA for Nigeria’s Trade Growth. African Trade Journal. 

International Trade Centre (ITC) (2022). Promoting SME Competitiveness in Nigeria: AfCFTA Readiness. [online] Available at: https://www.intracen.org/publication/SME-Competitiveness-Nigeria-AfCFTA/

World Trade Organization (WTO) (2023). Trade Policy Review: Nigeria 2023. [online] Available at: https://www.wto.org/english/tratop_e/tpr_e/tp_rep_e.htm

Ekpo, A. (2022). Export-led Growth and Industrial Development in Nigeria. Nigerian Economic Society Conference Proceedings. 

Gereffi, G. (2021). Global Value Chains and Development: Redefining the Contours of 21st Century Capitalism. [online] Available at: https://www.cambridge.org/core/books/global-value-chains-and-development/9F98F36C187E91B13F34F1AD9A7D6EAC

Aliyu, A. and Dauda, S. (2022). Policy Fragmentation and Industrial Cluster Development in Nigeria. Journal of African Development. 

Ezeani, C. and Bello, Y. (2023). Reforming Industrial Incentives in Nigeria: A Performance-Based Approach. Nigerian Policy Review. 

Nigerian Investment Promotion Commission (NIPC) (2023). Investment Climate Reform in Nigeria: Annual Report. [online] Available at: https://nipc.gov.ng/reports-publications/

National Planning Commission (NPC) (2022). Medium-Term National Development Plan 2021–2025. [online] Available at: https://nationalplanning.gov.ng/medium-term-national-development-plan-2021-2025/

International Monetary Fund (IMF) (2023). Nigeria: Staff Report for the 2023 Article IV Consultation. [online] Available at: https://www.imf.org/en/Countries/NGA

International Labour Organization (ILO) (2023). Nigeria Labour Market Profile. [online] Available at: https://www.ilo.org/global/about-the-ilo/how-the-ilo-works/multilateral-system/country-profiles/lang–en/index.htm

African Development Bank (AfDB) (2023). Nigeria Economic Outlook 2023. [online] Available at: https://www.afdb.org/en/countries-west-africa-nigeria/nigeria-economic-outlook

World Economic Forum (WEF) (2022). Closing Nigeria’s Innovation Gap: Building Skills for the Future. [online] Available at: https://www.weforum.org/agenda/archive/nigeria

Salami, A. (2023). Policy Coherence and Economic Governance in Nigeria. Brookings Africa Growth Initiative. [online] Available at: https://www.brookings.edu/topic/africa-growth-initiative/

National Bureau of Statistics (NBS) (2024). Real-Time Economic Indicators. [online] Available at: https://www.nigerianstat.gov.ng

PwC (2022). Nigeria Economic Outlook: Top 10 Themes for 2022. [online] Available at: https://www.pwc.com/ng/en/publications/nigeria-economic-outlook.html

The Thinkers’ Review

Integrating Health Systems with Social Medicine Approaches

Integrating Health Systems with Social Medicine Approaches

by with No Comment Academic Publication

Research Publication By Dr. Samuel A. Nneke

Institutional Affiliation:
New York Centre for Advanced Research (NYCAR)

Publication No.: NYCAR-TTR-2025-RP011
Date: June 10, 2025
DOI: https://doi.org/10.5281/zenodo.17392618

Peer Review Status:
This research paper was reviewed and approved under the internal editorial peer review framework of the New York Centre for Advanced Research (NYCAR) and The Thinkers’ Review. The process was handled independently by designated Editorial Board members in accordance with NYCAR’s Research Ethics Policy.

In the face of persistent health inequities, global pandemics, and chronic underinvestment in preventive care, the call for integrating social medicine into modern health systems has grown stronger. Social medicine—anchored in the idea that health is shaped by social, political, and economic forces—offers a framework to build more just, responsive, and holistic systems of care. By merging clinical interventions with social strategies, countries can not only treat disease but address its root causes.

This article examines the reasoning, difficulties, and potential impact of incorporating social medicine into health systems, especially in relation to current global health issues.

Understanding Social Medicine

Social medicine is not a new concept. Its roots trace back to 19th-century Europe, where thinkers like Rudolf Virchow emphasized that medicine is inherently a social science. Today, the discipline focuses on understanding how poverty, education, housing, and labor conditions affect health outcomes.

As Farmer et al. (2020) argue, social medicine calls for structural change—not just clinical reform. It compels health systems to look beyond diagnosis and treatment, incorporating social justice, equity, and human rights into care delivery.

The Role of Health Systems

Health systems are traditionally organized around biomedical models of care: disease diagnosis, intervention, and recovery. While effective for acute conditions, these models often fail to account for the upstream social determinants that shape long-term health. The World Health Organization (2021) defines health systems as more than service delivery structures—they include governance, financing, workforce, and data systems that interact with the broader social fabric.

Integrating social medicine thus requires rethinking what health systems are designed to achieve—not just clinical efficiency, but societal wellbeing.

Social Determinants of Health: A Framework for Integration

The Commission on Social Determinants of Health (WHO, 2021) laid a foundational roadmap for addressing inequities through systemic reform. Their message is simple but powerful: closing the health gap requires addressing education, employment, social protection, and neighborhood environments.

Solar and Irwin (2020) further provide a conceptual framework to guide policy-makers in embedding social determinants into health strategies. This includes multi-sectoral governance, inter-ministerial planning, and participatory approaches that center community voices.

COVID-19 and the Urgency of Social Medicine

The COVID-19 pandemic laid bare the deep fractures in global health systems. In the UK, US, Brazil, and beyond, the virus disproportionately impacted marginalized communities, amplifying pre-existing social inequalities.

Marmot and Allen (2020) note that COVID-19 did not create inequality—it revealed and magnified it. Their research highlights the failure of many national systems to account for non-clinical vulnerabilities such as overcrowded housing, lack of sick leave, and digital exclusion.

In response, integrating social medicine becomes not a philosophical option but a public health necessity. Social support must be recognized as pandemic preparedness.

Read also: Patient Empowerment: A Key To Quality Care By Samuel Nneke

Barriers to Integration

Despite its promise, integration is not easy. Health systems often function in silos, with medical and social services fragmented by funding, governance, and professional cultures. Baum and Fisher (2019) criticize the continued dominance of behavior-focused health promotion strategies that ignore structural injustice.

Moreover, many countries lack the political will to reallocate resources or challenge corporate interests that contribute to unhealthy environments. Fragmented data systems and a lack of shared accountability also impede coordinated action between health and social sectors.

Case Examples and Lessons Learned

Latin American nations such as Brazil, Cuba, and Costa Rica have led efforts to align social medicine with health reform. Frenk, Gómez-Dantés and Knaul (2019) examine how these countries built systems where community health workers and family doctors operate within broader social programs, linking clinical care with food security, education, and maternal support.

Their model shows that when healthcare is embedded within the social context, outcomes improve—particularly in child mortality, vaccination coverage, and chronic disease management.

Similarly, the WHO Regional Office for Europe advocates for “governance for health”, a model emphasizing political coherence across sectors (Kickbusch and Gleicher, 2021). This model reinforces that sustainable health gains depend on integrated leadership across housing, education, urban planning, and environment.

A Vision for the Future

Integrating health systems with social medicine is not just a policy reform—it is a paradigm shift. It challenges institutions to move from treating individuals to transforming communities. It demands that clinicians become advocates, health systems become facilitators, and governments become enablers of justice.

As Braveman, Egerter and Williams (2021) write, social determinants of health have finally “come of age,” demanding more than rhetoric—they demand action. This includes training healthcare professionals in social science, embedding equity metrics into system evaluation, and designing community health models that are culturally and contextually responsive.

Conclusion

Health and social justice are inseparable. To deliver meaningful care in the 21st century, health systems must evolve beyond narrow medical frameworks and embrace the interdisciplinary power of social medicine. Integrating these approaches offers not only better health outcomes but a more ethical, resilient, and inclusive path forward for societies everywhere.

Dr. Samuel A. Nneke is a highly accomplished professional with a Doctorate in Health and Social Care Management from the New York Center for Advanced Research. His multidisciplinary expertise spans engineering management, accounting, and software engineering, underscoring a diverse and dynamic career. With extensive training and experience across these fields, Dr. Nneke brings a unique, systems-based perspective to healthcare, integrating technological, managerial, and financial insights. His work emphasizes the fusion of health systems with social medicine approaches, aiming to improve care delivery, enhance operational efficiency, and foster inclusive, patient-centered outcomes across complex healthcare landscapes.

References

Baum, F. and Fisher, M., 2019. Why behavioural health promotion endures despite its failure to reduce health inequities. Sociology of Health & Illness, 41(2), pp.263–278. https://doi.org/10.1111/1467-9566.12896

Braveman, P., Egerter, S. and Williams, D.R., 2021. The social determinants of health: Coming of age. Annual Review of Public Health, 42, pp.381–398. https://doi.org/10.1146/annurev-publhealth-082619-110018

Farmer, P., Kim, J.Y., Kleinman, A. and Basilico, M., 2020. Reimagining Global Health: An Introduction. Updated ed. Berkeley: University of California Press.

Frenk, J., Gómez-Dantés, O. and Knaul, F.M., 2019. Health system reform and social medicine in Latin America. The Lancet, 394(10196), pp.1206–1214. https://doi.org/10.1016/S0140-6736(19)31239-0

Kickbusch, I. and Gleicher, D., 2021. Governance for health in the 21st century. World Health Organization Regional Office for Europe. https://www.euro.who.int/en/publications/abstracts/governance-for-health-in-the-21st-century

Marmot, M. and Allen, J., 2020. COVID-19: Exposing and amplifying inequalities. Journal of Epidemiology and Community Health, 74(9), pp.681–682. https://doi.org/10.1136/jech-2020-214720

Solar, O. and Irwin, A., 2020. A Conceptual Framework for Action on the Social Determinants of Health. Geneva: World Health Organization. https://www.who.int/publications/i/item/9789241500852

World Health Organization, 2021. Closing the Gap in a Generation: Health Equity Through Action on the Social Determinants of Health. Geneva: WHO. https://www.who.int/publications/i/item/9789241563703

The Thinkers’ Review

Advancing Nursing Management Science in Modern Healthcare

Advancing Nursing Management Science in Modern Healthcare

by with No Comment Academic Publication

Research Publication By Martha Ngozi Amadi

Institutional Affiliation:
New York Centre for Advanced Research (NYCAR)

Publication No.: NYCAR-TTR-2025-RP010
Date: June 10, 2025
DOI: https://doi.org/10.5281/zenodo.17392561

Peer Review Status:
This research paper was reviewed and approved under the internal editorial peer review framework of the New York Centre for Advanced Research (NYCAR) and The Thinkers’ Review. The process was handled independently by designated Editorial Board members in accordance with NYCAR’s Research Ethics Policy.

Nursing management science has become an essential discipline in the dynamic context of healthcare delivery. It integrates clinical expertise with leadership, systems thinking, and organizational effectiveness. As patient acuity rises, healthcare systems become more complex, and workforce challenges grow, the need for professionally trained, scientifically grounded nurse managers is more urgent than ever.

This article explores how nursing management science contributes to modern healthcare delivery, and how its advancement influences patient outcomes, nurse well-being, and health system performance.

The Role of Nursing Management Science

Nursing management science focuses on applying evidence-based leadership principles and operational strategies to enhance the functioning of healthcare institutions. It addresses not only administrative oversight but also strategic decision-making, workforce development, and quality assurance.

According to Marquis and Huston (2021), nurse managers today must navigate complex clinical environments, manage multidisciplinary teams, interpret data for policy implementation, and drive innovation. Nursing leadership is no longer purely hierarchical—it is collaborative, adaptive, and results-oriented.

Nursing Leadership and Patient Outcomes

A significant body of research links effective nursing leadership to improved patient outcomes. Wong, Cummings and Ducharme (2021) found that positive nursing leadership—particularly transformational and relational styles—has a measurable impact on patient satisfaction, safety indicators, and staff retention.

Similarly, Aiken et al. (2021) demonstrated that the right nursing skill mix and leadership oversight in hospitals correlate with lower mortality rates, fewer complications, and better patient ratings. These outcomes validate the strategic role of nursing management not just in human resources, but in clinical governance and quality care delivery.

Workforce Management and System Efficiency

Staffing decisions are at the core of nursing management science. Antwi and Bowblis (2020) highlighted the importance of aligning nurse staffing levels with patient complexity and care demands. Inadequate staffing is associated with increased hospital stays, errors, and burnout, while optimal staffing enhances clinical efficiency and fiscal sustainability.

The science of nurse scheduling, workload balancing, and skill-mix optimization is increasingly data-driven. Nurse managers use informatics systems and evidence-based protocols to ensure safe staffing ratios and reduce care delays.

Read also: Innovative Surgical Nursing Strategies By Jane Ekwerike

Developing Competence in Nurse Managers

First-line nurse managers are essential in operationalizing hospital policies and maintaining unit performance. Yet, many enter management roles without formal training in leadership or health systems. Gunawan, Aungsuroch and Fisher (2020) conducted a systematic review identifying emotional intelligence, communication, financial literacy, and team-building as critical competencies.

Ongoing professional development, mentorship, and academic preparation in nursing management science are vital to cultivating these capabilities. Organizations that invest in structured leadership pathways tend to retain more staff and deliver better patient care.

Leadership, Identity, and Retention

Nurse retention is a growing concern globally, and leadership has a key role to play. Laschinger and Fida (2019) found that professional identity and workplace mistreatment are significant predictors of burnout among new nurses. Positive leadership that models integrity, inclusion, and support can mitigate these issues, promoting a culture of psychological safety and growth.

Leadership grounded in management science also empowers nurses to see their contributions not just in clinical terms, but as part of a larger mission of service, stewardship, and transformation.

Strategic Relevance in Modern Healthcare

Modern healthcare systems are data-intensive, patient-centered, and outcomes-driven. Daly, Speedy and Jackson (2020) argue that nursing leadership must shift from reactive task management to strategic systems thinking. Nurse managers should understand policy, interpret metrics, and lead change initiatives across departments and services.

The American Nurses Association (ANA, 2022) reinforces this evolution in its updated standards, placing leadership and systems-level competence as essential dimensions of professional nursing practice.

Conclusion

Nursing management science is no longer a support function—it is a leadership engine that drives clinical quality, staff well-being, and system performance. Advancing this discipline requires deliberate investment in leadership training, structural empowerment, and scientific thinking across nursing roles.

In modern healthcare, where complexity is the norm, scientifically trained nurse leaders will continue to shape not just patient care, but the future of healthcare systems at large.

Ms. Martha Ngozi Amadi is a distinguished health and social care expert with a strong academic and professional foundation. She holds a bachelor’s degree in the humanities from Ebonyi State University, Nigeria, and a postgraduate diploma in Health and Social Care Management from the New York Center for Advanced Research, United States. With a deep commitment to advancing healthcare systems and promoting effective nursing management, Martha combines her cross-continental education with years of hands-on experience. Her work reflects a passion for improving patient care outcomes, leadership in healthcare delivery, and innovative approaches to social care in diverse and evolving healthcare environments.

References

Aiken, L.H., Sloane, D.M., Griffiths, P., Rafferty, A.M., Bruyneel, L. and McHugh, M.D., 2021. Nursing skill mix in European hospitals: Cross-sectional study of the association with mortality, patient ratings, and quality of care. BMJ Quality & Safety, 30(7), pp.573–582. https://doi.org/10.1136/bmjqs-2020-011256

American Nurses Association (ANA), 2022. Nursing: Scope and Standards of Practice. 4th ed. Silver Spring, MD: ANA Publishing.

Antwi, M. and Bowblis, J.R., 2020. The impact of nurse staffing levels on patient care costs and outcomes. Health Services Research, 55(4), pp.674–683. https://doi.org/10.1111/1475-6773.13273

Daly, J., Speedy, S. and Jackson, D., 2020. Contexts of Nursing: An Introduction. 6th ed. Chatswood: Elsevier.

Gunawan, J., Aungsuroch, Y. and Fisher, M.L., 2020. Factors contributing to managerial competence of first-line nurse managers: A systematic review. International Journal of Nursing Practice, 26(6), e12818. https://doi.org/10.1111/ijn.12818

Laschinger, H.K.S. and Fida, R., 2019. New nurses burnout and workplace mistreatment: The influence of professional identity and leadership. Journal of Nursing Management, 27(2), pp.179–187. https://doi.org/10.1111/jonm.12719

Marquis, B.L. and Huston, C.J., 2021. Leadership and Management Tools for the New Nurse: A Case Study Approach. 2nd ed. Philadelphia: Lippincott Williams & Wilkins.

Wong, C.A., Cummings, G.G. and Ducharme, L., 2021. The relationship between nursing leadership and patient outcomes: A systematic review update. Journal of Nursing Management, 29(3), pp.345–356. https://doi.org/10.1111/jonm.13106

The Thinkers’ Review

Global Pharmaceutical Systems in Social Health Management

Global Pharmaceutical Systems in Social Health Management

by with No Comment Academic Publication

Research Publication By Pharm Mercy E. Asuquo
Institutional Affiliation: New York Centre for Advanced Research (NYCAR)

Publication No.: NYCAR-TTR-2025-RP006
Date: June 10, 2025
DOI: 10.5281/zenodo.17392327

Peer Review Status:
This research paper was reviewed and approved under the internal editorial peer review framework of the New York Centre for Advanced Research (NYCAR) and The Thinkers’ Review. The process was handled independently by designated Editorial Board members in accordance with NYCAR’s Research Ethics Policy.

The pharmaceutical sector is a cornerstone of modern healthcare systems, yet its global operation remains fragmented and unequally distributed. As the demand for equitable access to medicines grows alongside the vision for universal health coverage (UHC), there is an urgent need to optimize pharmaceutical systems within broader social health management frameworks. Efficient, equitable, and accountable pharmaceutical management is no longer a national concern alone—it is a global imperative shaped by governance, law, regulation, supply chains, and innovation.

This article explores the evolving landscape of global pharmaceutical systems and their integration into social health strategies. It highlights pressing challenges and policy innovations in ensuring that essential medicines are not only developed but also accessible, affordable, and appropriately used—especially in low- and middle-income countries.

Universal Health Coverage and Medicines as a Social Right

The availability of safe, effective, and affordable medicines is fundamental to achieving UHC. However, in many parts of the world, access remains compromised by systemic inefficiencies and regulatory gaps. Wirtz et al. (2020) argue that essential medicines must be recognized as public goods, not commodities, and that their integration into UHC schemes is a litmus test of a government’s commitment to health equity.

Singh, Doyle, and Campbell (2021) reinforce this position, noting that without a robust pharmaceutical framework embedded in health policy, UHC becomes symbolic rather than actionable. They emphasize that both price regulation and transparent procurement systems are critical to closing the access gap.

The Role of Global Governance and Legal Infrastructure

Pharmaceutical systems do not operate in a vacuum; they are governed by international legal, financial, and ethical frameworks. Gostin et al. (2020) emphasize the concept of “legal determinants of health,” suggesting that binding international agreements and national legal reforms are essential to ensure equitable drug distribution and accountability in global health.

International frameworks, such as those promoted by the World Health Organization (WHO), are central to this effort. The WHO Global Benchmarking Tool, updated in 2023, provides a comprehensive method for evaluating national regulatory authorities to ensure medicines meet safety and quality standards across borders (WHO, 2023).

Supply Chain Efficiency and System Design in LMICs

One of the most persistent barriers to equitable pharmaceutical access is the weakness of supply chains in low- and middle-income countries (LMICs). Yadav (2020) offers a critical assessment of health product supply chains, identifying inefficiencies such as fragmented procurement, inadequate forecasting, and poor logistics infrastructure. He proposes engineering-based system reforms that align better with local health needs while drawing on global best practices in inventory control and demand planning.

These inefficiencies often result in stockouts, wasted resources, and ultimately, preventable deaths. Efficient supply chain management thus becomes not just a technical challenge but a social justice issue.

Innovation, Regulation, and Global Product Development

Modern pharmaceutical systems must balance innovation with access, ensuring that new therapies are both affordable and available globally. Kieny et al. (2019) advocate for a more coordinated global health R&D system, one that prioritizes diseases affecting underserved populations rather than only markets with strong purchasing power.

Read also: Building Resilience In Health And Social Care Management

This approach requires harmonized regulatory systems, transparent pricing models, and international collaboration to fund product development for conditions like malaria, tuberculosis, and neglected tropical diseases. Bigdeli, Peters, and Wagner (2019) echo this, emphasizing the importance of “appropriate use” alongside access and affordability, pointing out that irrational use of medicines—driven by profit motives or weak regulation—undermines health outcomes.

Equity and the Social Mandate of Pharmaceuticals

At the heart of global pharmaceutical management lies a fundamental ethical question: Who gets access to life-saving treatment, and on what terms? The global pharmaceutical system must transition from being market-driven to value-driven, guided by principles of social medicine, where health equity, not marketability, determines investment and distribution priorities.

As governments and global institutions explore post-pandemic recovery plans, the COVID-19 crisis has further highlighted the importance of pharmaceutical equity. Vaccine nationalism and patent debates underscored the need for a more just and coordinated international pharmaceutical order—one where life-saving therapies are not monopolized by a few but made accessible to all.

Conclusion

Integrating pharmaceutical systems into global social health management is no longer an option—it is a necessity. Achieving equitable access to essential medicines requires rethinking how drugs are researched, regulated, distributed, and financed. It demands an alignment of legal structures, supply chain systems, public policy, and global solidarity.

By viewing pharmaceutical access as a core element of social health rather than a peripheral commercial sector, stakeholders can foster systems that deliver not just medicine, but meaningful health outcomes—fairly and universally.

Pharm Mercy E. Asuquo is a multifaceted healthcare professional whose academic and professional journey spans pharmacy, public health, and healthcare leadership. A graduate of the University of Ibadan, she holds a Bachelor of Pharmacy and a master’s degree in public health. She further specialized in implementation science at the University of Washington and completed executive training in health and business leadership at Rome Business School. Currently pursuing a professional master’s in health and social care management from the New York Center for Advanced Research, New York, United States. Mercy integrates scientific rigor with strategic insight to advance holistic and evidence-based healthcare systems.

References

Bigdeli, M., Peters, D.H. and Wagner, A.K., 2019. Medicines in health systems: Advancing access, affordability and appropriate use. World Health Organization, Geneva. https://www.who.int/publications/i/item/9789241516750

Gostin, L.O., Monahan, J.T., Kaldor, J., DeBartolo, M., Friedman, E.A., Gottschalk, K., Kim, S.C., Alwan, A. and Binagwaho, A., 2020. The legal determinants of health: Harnessing the power of law for global health and sustainable development. The Lancet, 393(10183), pp.1857–1910. https://doi.org/10.1016/S0140-6736(19)30233-8

Kieny, M.P., Evans, D.B., Kadandale, S. and Knobler, S., 2019. The future of health product development in the context of global health needs. The Lancet Global Health, 7(4), pp.e505–e506. https://doi.org/10.1016/S2214-109X(19)30045-0

Singh, S., Doyle, Y. and Campbell, J., 2021. Universal health coverage and essential medicines: A global challenge. BMJ Global Health, 6(2), e004477. https://doi.org/10.1136/bmjgh-2020-004477

WHO, 2023. WHO Global Benchmarking Tool for Evaluation of National Regulatory Systems. WHO Technical Series, Geneva. https://www.who.int/publications/i/item/9789240068908

Wirtz, V.J., Hogerzeil, H.V., Gray, A.L., Bigdeli, M., de Joncheere, C.P., Ewen, M.A., Reich, M.R. and Medicine Prices and Availability Study Group, 2020. Essential medicines for universal health coverage. The Lancet, 395(10237), pp.168–179. https://doi.org/10.1016/S0140-6736(19)32993-9

Yadav, P., 2020. Health product supply chains in developing countries: Diagnosis of the root causes of underperformance and an agenda for reform. Health Systems & Reform, 6(1), e1666512. https://doi.org/10.1080/23288604.2019.1666512

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