In my hometown, if you visit someone and meet him eating, it is believed that you are thinking well of that person. Naturally, he will invite you to join him in eating even though there was no provision for you. Whether you accept the invitation or not is not the issue; the important thing is that you arrived at the right time to meet the food.
Do you sometimes wonder how you get to a place at the right or wrong time? Do you know that someone can walk into an accident and become unfortunate while another person can walk away from a scene just before an accident? It could be a difference of minutes. Was that person who left the scene just before the accident a smarter or more intelligent person? This is a principle of life which applies generally.
The wisest king, Solomon, deeply meditated on this principle of life and made a profound statement as recorded in Ecclesiastes 9:11, “I have seen something else under the sun: The race is not to the swift or the battle to the strong, nor does food come to the wise or wealth to the brilliant or favour to the learned; but time and chance happen to them all.”
There is no doubt that there is an unseen Guide who directs people. All you need to do is to listen carefully and do as directed. You may be directed to do something that seems stupid in your own eyes but that is the right thing to do. Do it. At that moment, do not resort to your natural intelligence or wisdom. Just behave like a child and do what you are told to do.
Many of us make good plans for business, sometimes hiring the best of consultants. But no matter how good the plan may be, only God can make it work. How the business plan will turn out is clearly beyond what any consultant can forecast. That is why Proverbs 16:3 says, “Commit to the Lord whatever you do, and your plans will succeed”(NIV).
In 1979, when I started Pharmanews, I was desperate to secure advert support from the pharmaceutical industry to enable me take off. Some friends and colleagues promised support later while a few gave me the initial adverts but, expectedly no company was willing to pay until the first edition was published. However, I needed the money to publish the maiden edition to convince the companies to support me. I had a vision,but no money.
One afternoon, I remembered seeing the signboard of a pharmaceutical company at Ilupeju, but I had not been there before and did not know anybody there. But God directed my steps to that place. I signed the visitor’s slip which was sent in to the managing director. I was asked to come in. This 6-footer German warmly welcomed me as if we had met before and asked what he could do for me. I quickly shared my vision of a monthly 12-page, A3 size pharmaceutical newspaper distributed to pharmacists and doctors all over the country and asked for adverts to support it. I showed my mock-up, with spaces for adverts. He listened carefully and caught the vision immediately. He asked, “How will you send it to pharmacists and doctors?”“I will fold the copies with brown paper and post them.” “No” he replied. “Use very good white paper and I will advertise on it.”
He received the mock-up and immediately booked some premium spaces and asked me to send him the bill for May to December, to be paid in advance. Then he would retain the spaces and pay upfront every January until he decided to stop. With a cheque for the next eight months in my hand, the business of Pharmanews took off.
Proverbs 20:24 says, “A man’s steps are directed by the Lord. How can anyone understand His own way?”(NIV). I still wonder how God directed my steps to a person I had never met before to launch my business, when I could not find a relation or friend to do so for me. A loan which no bank could have granted me was indirectly given without any application.
I believe that if God gives a commission, He makes the provision. He is always seeking the person to commission and equip. The person may not be the smartest or the most capable but time and chance happen to everything.
What controls your footsteps?
Merely You Prescription drugs a.s. HD CZ
Společnost Merely You Prescription drugs a.s. přináší na globální lékárenský trh moderní farmaceutické a parafarmaceutické produkty.
Cílem společnosti Merely You Prescription drugs a.s. je přinášet na trh vysoce kvalitní a účinné výrobky podpořené profesionálním informačním servisem poskytovaným nejen lékařům, odborníkům, specialistům v lékárnách, ale především konečným zákazníkům, kteří chtějí o své zdraví aktivně pečovat.
supply
Commissioner condemns rivalry in health sector
The Akwa Ibom State Commissioner for Health, Dr. Emem-Abasi Bassey has criticised the unhealthy rivalry in the health sector, saying it is neither in the interest of patients nor the nation’s health care delivery system.
Dr. Bassey who was the special guest of honour at the 6th Triennial Delegates’ Conference of the Nigerian Union of Allied Health Professionals (NUAHP) in Uyo, urged health workers’ unions in the country to ensure harmony among themselves for effective healthcare delivery.
The commissioner, represented by Dr Martins Akpan, pointed it out to the health workers that no meaningful progress could be achieved in the sector when there is disunity and rancour among the health unions in the country.
“As you begin deliberations today, it is important to remind you that key to providing effective healthcare to our people is the need to maintain harmony among constituent group in the sector.The current trend in the sector, which is characterised by suspicion, hostility, in-fighting and similar vices, is to say the least, not healthy for the health sector.
“Let me emphasise for the umpteenth time that maintaining harmony and team spirit among healthcare workers is a win-win situation,” he said.
Head of Novartis Pharmaceuticals David Epstein Shares His Vision for the Future
Thinking beyond the pill – exploring diagnostic tools, digital support and data analysis to provide better care worldwide.
© 2015 Novartis Pharma AG
source
Prof. Osuide at 80, eulogise by all
Family, friends and colleagues of Professor Gabriel Ediale Osuide gathered at the Civic Centre, Victoria Island, Lagos, on Sunday, 15 March 2015, to mark the 80th birthday celebration of the pioneer pharmacologist and former Vice-Chancellor of Ahmadu Bello University (ABU), Zaria.
The colourful ceremony which featured a citation of the celebrant, presentation of gifts and goodwill messages, witnessed a massive turnout of former colleagues, pharmacists, representatives of professional bodies such as the Pharmacists Council of Nigeria (PCN) and the Pharmaceutical Society of Nigeria (PSN), relatives, friends, mentees and well-wishers.
Prof. Osuide was born on 15 March, 1935. He studied Pharmacology at the University of London where he graduated with First Class (Honours) in July 1963. He acquired his Doctor of Philosophy (Ph.D) degree in Pharmacology in the same university, under a UK Inter-University Council for Higher Education overseas scholarship.
Describing the personality of the distinguished academic, administrator and icon of the profession, Dr Ahmed Mora, dean, Faculty of Pharmaceutical Sciences, Kaduna State University (KASU), disclosed that the late Mallam Adamu Dikko, the late Mallam Peter Omar Ishaku (Pa Ishaku) and Prof. Gabriel Osuide were the three distinguished Nigerian pharmacists, who pioneered the development of Pharmacy education in Northern Nigeria and effectively in Zaria from the old School of Pharmacy, Zaria (1930 – 1940 and 1947 – 1968), to the Department of Pharmacy and Pharmacology, Faculty of Science, ABU, Zaria (1968 to 1977) and to the present Faculty of Pharmaceutical Sciences, ABU, Zaria (1977 to date).
These three teachers of Pharmacy were also reputed to have nurtured the training of pharmacists for the award of Dispenser’s Certificate, Chemist and Druggists Diploma, Pharmaceutical Chemist Diploma, Bachelor of Science (Pharmacy) degree and the present Bachelor of Pharmacy (B. Pharm) degree certificates in the last 85 years in Zaria.
Both Dikko and Ishaku had died on in 1979 and 1981, respectively, having taught Pharmacy at Diploma levels (which was the highest registerable qualification available for persons wishing to practise pharmacy profession from the colonial times to Independence and up to the late 1960s).
Prof. Osuide’s contribution to Pharmacy in the North and Nigeria generally was at the first degree and postgraduate levels and significantly at ABU, from 1968 to 1987.
One of the federal institutions where Osuide worked and indeed rose to prominence is no other than Ahmadu Bello University (ABU), from 1968 as lecturer to 1987 when he transferred his services to the University of Benin (UNIBEN), Benin City. For 19 years, he worked in ABU, and rose from being a lecturer to acting Vice Chancellor of the university.
Although ABU was founded in 1962 by the then Premier of Northern Nigeria, the late Sir Ahmadu Bello, the Sardauna of Sokoto, the Faculty of Medicine was not established until 1967. Interestingly, the first set of students to study Pharmacy at the Bachelor’s degree level, which included the present Vice Chancellor of ABU, Professor Abdullahi Mustapha, were given admission in 1970 with Professor Osuide as the pioneer Head of Department of Pharmacy and Pharmacology, Faculty of Science.
According to Mora, Professor Osuide is recognised as having significantly contributed to the advancement of Pharmacy and Medicine among the youth in the North and other parts of Nigeria. Perhaps no pharmacy lecturer in any of the Nigerian Universities has this level of acceptability and recognition.
It would be recalled that on 15 October, 2011, in a show of appreciation, the governor of Taraba State, Pharm. Danbaba Danfulani Suntai, a 1984 graduate of Pharmacy and student of Professor Osuide, commissioned a twin 250-seat capacity lecture theatre, which was built and donated to the Faculty of Pharmaceutical Sciences, ABU, by the ABU Pharmacy Alumni Association (ABUPAA) in honour of the professor.
The lecture theatres I and II were categorically named Gabriel Osuide Lecture Theatres, a name which students and lecturers of the university have fondly abbreviated to GOLT.
Reports say the theatres cost the Taraba State Government about N300 million. To date, GOLT is still recognised as one of the biggest capital investments initiated by any organ of the alumni association in the 53-year history of the university
For the record, Prof. Osuide was a pioneer of the Faculty of Pharmaceutical Sciences, ABU, and its first dean (1970). He was the initiator of the degree-awarding faculty, first as a Department of Pharmacy and Pharmacology under the Faculty of Science of the University (1968). He later became the dean of Postgraduate School, ABU, Zaria (1982-1987); deputy vice chancellor, ABU, (1977–1979); and acting vice-chancellor, ABU (1986).
When the Drug Manufacturing Unit of the Ahmadu Bello University Institute of Health was established and commissioned in 1968 and 1970 respectively, Professor Osuide was made the head until he left the services of ABU in 1987. The facility was producing 20 commonly used tablets for ABU Hospital, as well as undertaking quality control tests for other drugs before procurement by the university. Presently it has been renamed Zazzau Pharmaceutical Industries Ltd (ZPIC), Zaria.
Prof. Osuide was also appointed the first director of the Food and Drugs Administration and Control (FDAC) department, Federal Ministry of Health (FMOH), from June to December 1992 and later re-assigned as pioneer director general (DG) and chief executive officer at the National Agency for Food and Drugs Administration and Control (NAFDAC) in 1992 where he served for eight years until 2000.
The pharmacology icon has served as external examiner for medical and pharmacy schools in the following universities: University of Ibadan (1978 & 1979); University of Nigeria, Nsukka (1977); University of Nigeria, Enugu Campus (1981); University of Benin (1976); University of Lagos (1980, 1987, 1990 & 1991); and the University of Jos (1989, 1990 & 1991).
He also acted in the capacity of external examiner for medical and pharmacy schools in Ghana, such as the University Science and Technology, Kumasi, Ghana (M.Sc Thesis, 1975 & 1976) and in Uganda, such as Makerere University, Kampala, Uganda (1978).
Osuide is one of the founding Fellows of the Academy of Science (FAS), as well as being a Fellow of the following bodies: Pharmaceutical Society of Nigeria (FPSN); Council of the World Federation of Biological Psychiatry; Nigerian Society of Neurological Science; Association of Psychiatrists in Nigeria; American Society of Biological Psychiatry; Association of Neurophysiologists of Nigeria; West African Society of Pharmacology; and acting editor, West African Journal of Pharmacology and Drug Research.
A recipient of the National Universities Commission (NUC) Award of Distinguished Professor of Pharmacy (December 2011), the retired don has trained several notable pharmacists such as Pharm. Danbaba D. Suntai (1984 graduate) Governor, Taraba State; Dr S. Z. Nuhu (1978 graduate) Deputy Governor, Niger State (1999-2007); Prof. Abdullahi Mustapha (1972 graduate) Katsina State University (now Umaru Musa Yar’adua University), Katsina; Professor E. M. Abdurrahman (M.Sc, Ph.D graduate), Kaduna State University (2006 to 2011) and Alhaji Hamza A. Sakwa (1970 graduate) Hon. Minister of Water Resources.
Others mentees are Hon. Isa B. Ibrahim (1980 graduate), Hon. Minister of Transport, Youth and Sports; Dr (Mrs) Dere Awosika (nee Okotie-Eboh; 1976 graduate); Prof. Abdullahi Mustapha (1972 graduate); Prof. U. U. Pate (1992 graduate); Prof. Ibrahim A. Yakasai (1986 graduate); Prof. E. N. Sokomba (foundation dean and one time chairman, Pharmacists Council of Nigeria (PCN); Prof. H. A. B. Coker (served as dean several times) (1976 graduate); Prof. C. O. N. Wambebe (former Dean, ABU and founding DG/CEO); Dr Ahmed T. Mora, Faculty of Pharmaceutical Sciences, Kaduna State University (KASU) (1978 graduate); Ms. Hannatu D. Kayit (1970 graduate), PCN Registrar; and Professor K. S. Gamaniel, NIPRD (DG/CEO).
Cash management and financing in health care systems
The task of staying ahead in the health care sector requires an astute knowledge of financial systems and cash management. In addition, it is important to actively understand health care financing in Nigeria and the world over.
Dr Chidi Ukandu, at the Pharmanews clinical leadership workshop held in December, 2014 quoted Dr Glo Harlem Brundtland, former WHO DG, as saying: “systems are not just concerned with improving people’s health but with protecting them against the financial costs of illness.” He also revealed that, according to the 2000 World Health Report, for health systems to perform optimally, they must undertake four key functions, namely:
- Provide services
- Generate the human and physical resources that make service delivery possible.
- Raise and pool the resources used to pay for health care.
- Set and enforce the rules of the game and provide the strategic direction for all the different participants involved.
Health financing may be defined as the way and manner funds are collected from various sources such as government, households, businesses and donors; pooled to share financial risks across large population groups, and used to pay for health services from health care providers. The objectives of health financing are:
- To make funding for healthcare services available
- To ensure appropriate choice and purchase of cost-effective interventions
- To give appropriate incentives to providers of healthcare services
- To ensure that all individuals have access to effective healthcare service
In 2002, former World Bank economist, Alexander Precker, asserted that: “more than 1.3 billion people worldwide do not have access to essential health interventions, due to weaknesses in health financing and delivery systems.”
Another renowned economist also concluded in 2007, that “as many as 44 million households worldwide, or more than 150 million individuals, face catastrophic health care expenditures every year and of these, about 25 million households or more than 100 million people are pushed into poverty by health care costs.”
Components of health care financing
There are three components of health care financing:
- Revenue collection
- Purchasing
- Pooling
Revenue collection is the process by which the health system receives money from households and organisations or companies, as well as from donors. Common methods for revenue collection include:
- General taxation
- Mandated social health insurance contributions
- Voluntary private health insurance contributions
- Community-based health insurance contributions
- Out-of-pocket payments
- Donations
Purchasing is the process by which pooled funds are paid to providers in order to deliver a specified set of health interventions. The principal methods of paying providers are: fee-for-service, per diem or daily payment, case payment, budget and salaries. The type of method used has implications for cost, access, quality and consumer satisfaction.
Pooling refers to the accumulation and management of revenues in such a way as to ensure that the risk of having to pay for health is borne by all members of the pool, rather than each contributor individually. Pooling enables health services to be received based on need rather than ability to pay and it removes the need to pay for health services at the point of care, thus, reducing the possibility of individuals failing to receive care because of financial constraints.
For pooling to occur, there has to be pre-payment. Pre-payment allows individuals to pay for health costs in advance, thus relieving them of uncertainty and ensuring compensation, should a loss occur. Pooling, coupled with pre-payment, enables the establishment of insurance and the re-distribution of health spending between high and low-risk individuals and between high and low-income individuals.
Methods of health care financing
There are five major methods for financing health care services. They are:
- General taxation
- Mandated social health insurance
- Voluntary private health insurance
- Community-based health insurance
- Out-of-pocket payments and;
- Donations
- General taxation
This refers to both direct and indirect tax receipts collected by government to fund health care services, among other things. It is regarded as a highly efficient way for funding health care, as it ensures universal access to health care services, irrespective of the ability to pay. It is typically used where a large formal sector and relevant structures are available to collect tax efficiently and cost effectively. Many developed countries employ this method. An example is the NHS in the United Kingdom.
- Mandated Social Health Insurance (SHI)
SHI is a method of health financing where contributions for health services are collected from workers, self-employed people, enterprises and the government. Collections through SHI are often mandatory and backed by a legal act. It is sometimes referred to as national health insurance when it covers the entire population within a country. Literature indicates that about 60 countries all over the world are using SHI as the predominant method for raising money for health services. 27 countries have achieved universal coverage for their populations through this method. A good example is Germany.
- Community-based health insurance (CBHI)
CBHI refers to any financing system that has these common objectives: to meet unmet health needs, increase financial access to health services; to encourage the predominant role of the community in mobilising, pooling, allocating, managing and supervising health care resources. The WHO argues that in situations where government taxation is weak, formal mechanisms for social protection for vulnerable populations absent, and government oversight of the informal sector lacking, community health financing provides the first step toward improved financial protection against the cost of illness and improved access to priority health services.
- Voluntary private health insurance
This refers to health insurance cover provided to individuals or groups based on an assessment of the risks they carry. It differs from social health insurance because it is usually voluntary and can be very expensive and usually not equitable.
- Out-of-pocket payments (OOP)
Out-of-pocket payments refer to payments that are made at the point of accessing health services and could be in the form of direct payments to health providers, user fees or co-payments. OOP in the form of user fees and direct payments represents a major method for financing health services in low-income countries. OOP payments imply the absence of pooling. They are not sustainable; hence, are regarded as the most ineffective method for financing health services.
- Donations
This refers to financial assistance from other countries, bilateral and multilateral organisations, as well as NGOs. Literature indicates that financial assistance from donors is a major source of funding for health services in low-income countries. In 48 per cent of the 46 countries in Africa, donor funding accounted for more than 20 per cent of the total health expenditure. It is not a sustainable method for financing health services.
Attracting funding for business
Very importantly, while we look forward to improving health care financing in Nigeria, leaders in health care must be good managers of cash for effective set-up and delivery of goods and services. Initiating businesses and sustaining them is directly linked to expertise in fund raising and cash-flow management.
At the just-concluded Pharmanews Health Care Entrepreneurship Workshop held in March, Mr Emmanuel Tarfa, presented a paper on Business Financing and Cash Management. He discussed the need for business leaders to have a clear understanding of the financial workings of the health industry.
Business financing simply refers to how a business sources for capital to fund its start-up; its operations; and its expansion/investments – acquisition of a fixed asset, distribution line etc.
Whichever option you choose from the above, the underlying issue is purpose. This is the true motive behind business financing and is usually a critical determinant of whether or not a business will attract the right kind of funding. There are broadly two sources of business funding: debt and equity.
Debt is a short or long term obligation that is required to be paid over a period of time. Its approval is not tied to the ownership of the company, except if the debt is convertible to equity, based on some agreed terms. On the other hand, equity is a certain level of ownership and control relinquished in exchange for the funds. Investors expect a certain level of return on their investments. So, how best should a business leader position his business to attract funding?
First, he must determine whether or not he actually needs funding. This is obvious when he has identified a clear opportunity and has a business case to back it up (mostly for start-ups). Second, he must choose a source of funding – debt or equity. Also, he should determine if he has what it takes to handle and pay back the loan or give investors a certain level of return on investment. This is reflected in:
- The track record – in business or out of business;
- The potential of the idea or opportunity, based on the market numbers;
- The structure of the company – are you in a partnership? etc.
Packaging the business to look more attractive in order to access funding requires the following:
- Structure – Get a management board first: You cannot afford to appear to be alone. Build a team of people who believe in your vision and can lend their goodwill.
- Build capacity and acquire experience: You need knowledge and skills in the area of the business. Sometimes you need to begin from the basics.
- Get a good business plan: If you cannot write one, get a professional to prepare a business plan for you, or at least the financials. Sometimes, consultants could accept less cash than you think.
- Be patient: Raising money is a difficult and sometimes a very long process. You must be patient with your prospects and should display that calmness.
Furthermore, every business leader must be able to effectively pitch for funds to support his business. A good pitch must contain the business proposition – the idea, concept or actual business must have a clear value proposition, a target audience and a clear connection between the two. Also, the leader should do a market and industry analysis to show the difference between the market and industry and to determine intricacies of both.
In addition, a good pitch should state the risks and mitigation. The list of risks must be exhaustive; it should show a plan on how to deal with such threats and carefully thought-through. The financials should contain the capital requirement, the projection of financial statement (income, cash flow and balance sheet) and the financial ratios, with focus on return on investment capital.
Managing funds for business growth
Having successfully accessed funds, its management is very critical. Cash management refers to a broad area of finance involving the collection, handling, and usage of cash. It involves assessing market liquidity, cash flow, and investments.
There are different motives for cash management, namely:
- Transaction motive: This refers to holding of cash to meet routine cash requirements and to finance the transactions which a firm carries out in the ordinary course of business. Cash is held to pay for goods or services. It is useful for conducting our everyday transactions or purchases.
- Precautionary motive: Cash balances are held in reserve for random and unforeseen fluctuations in cash flows. It is a cushion to meet unexpected contingencies such as: floods, strikes and failure of customers, unexpected slowdown in collection of accounts receivable, sharp increase in cost of raw materials, cancellation of some order of goods.
- Speculative motive: The motive for holding cash/near-cash is to quickly take advantage of opportunities typically outside the normal course of business. Positive and aggressive approach helps one to take advantage of:
- An opportunity to purchase raw materials at reduced price
- Make purchase at favorable prices
- Delay purchase on anticipation of decline in prices
- Buying securities when interest rate is expected to decline
- Compensating motive: The motive for holding cash/near-cash is to compensate banks for providing certain services or loans. Clients are supposed to maintain a minimum balance of cash at the bank which they cannot use themselves.
Today, the issue of financing and cash management remains at the front burner among leaders in the health care sector. Given the swings in the global economy, instability in price regimes, and existing government policies, there is need to maintain distinct leadership through innovative ideas and an understanding of health care financing and management.
- References
Tarfa,E.(2015) “Business Financing and Cash Management.”Pharmanews Centre For Health Care Management Development, March 24, 2015.
Ukandu,C.(2014) “Health Care Financing” Pharmanews Centre For Health Care Management Development, December 3,2014
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All is set for the International Workshop on Health Care Leadership, Financing and Innovation organized by Pharmanews Centre for Health Care Management Development in collaborations with Aster DM Health Care Dubai. The workshop, which is scheduled for May 17-22, 2015 is designed for pharmaceutical and health care industry leaders, doctors, nurses, pharmacists and other health care personnel. Registration is on-going, be assured you will benefit immensely from this workshop.
Why PCN should obligate internship for pharmacy students – PANS president Raymond Okokoh National President, PANS
In this exclusive interview with Pharmanews, the current national president of the Pharmaceutical Association of Nigeria Students (PANS), Raymond E. Okokoh, reveals why the Pharmacists Council of Nigeria should make Industrial Training (IT) compulsory for pharmacy students in the country. He also discloses the achievements of his administration so far, as well as some of the challenges dogging pharmacy education in Nigeria. Excerpts:
As a student, how would you assess pharmacy profession in Nigeria?
Pharmacy profession in Nigeria has attained a height enviable by other professions in the health sector. Pharmacists play a very vital role in the society. Apart from being drug experts, they also play other important roles in the society, so much that people consider them indispensable. However, there is still the misconception in some quarters that pharmacists are mere traders. This needs to be addressed so that people will know that Pharmacy is beyond buying and selling of drugs. In Nigeria, pharmacists are everywhere and in all endeavours as they fit in well into any role assigned to them due to the quality of training they get from pharmacy schools.
What, in your own opinion, are the major challenges facing pharmacy education in Nigeria?
I would say that pharmacy education is a very demanding one and requires well-equipped, standard laboratories and equipment. But there is the challenge of inadequate funding on the part of the government, which has led to some schools having substandard or inadequate equipment and teaching aids.
That aside, most pharmacy schools don’t incorporate Industrial Training into their curriculum. And this has constituted a great drawback in the learning of students and their familiarity with the practical aspect of Pharmacy. Pharmacy is a professional course and if you are not grounded in the practical side of it, you cannot practise successfully.
A Fellow of the Pharmaceutical Society of Nigeria (PSN) once told us that we should endeavour to grow from being professionals to practitioners. He said Pharmacy does not end in answering “pharmacist” as a title but that we must be able to deliver when it comes to practical and real life cases. I would therefore recommend that the Pharmacists Council of Nigeria (PCN) incorporates a compulsory Industrial Training programme in pharmacy curriculum, because, as they say, ‘experience is the best teacher’.
What do you think the government can do to improve the standard of pharmacy education in Nigeria?
I think the lecturers and deans of pharmacy schools across the country are all capable and up to the task, but the major challenge still remains lack of funds and other resources to work with. Government should ensure availability of funds for pharmacy schools so that we can start operating at par with other pharmacy schools in the world.
Our lecturers are capable, but lack of necessary equipment to work with and lack of motivation from government has always been the barrier militating against the development of pharmacy education in the country.
Let’s talk about PANS. How have you been coping financially?
Lack of funds has really dealt with my administration, especially in this period when the country is in transition of leadership. PANS has, over the years, depended on donations and support from corporate bodies and pharmaceutical companies for carrying out its activities. But this year, being an election year, things have not been easy for the PANS leadership, as all potential sponsors keep telling us to check back after the elections.
Most of our activities had to be put on hold because of lack of funds. For instance, we needed to pay capitation to the International Pharmacy Students Forum (IPSF). We also needed to upgrade our website and renew its subscription but we couldn’t achieve any of these. In fact, we have been borrowing from people to run the association and it has been demoralising. Some executives of PANS have great ideas and plans for the association but funding has been a big challenge.
Tell us some of the programmes you plan for PANS before leaving office
I’d love to start with one important programme that we have been working assiduously on, which is tagged “Neros Pharmaceuticals Tournament”. We have come up with the idea of having an Annual Sports Festival programme among pharmacy schools and the tournament will cover a period of two months. Matches will be played only during the weekends and the final match will take place during our national convention.
We have designed it in such a way that each pharmacy school will represent a particular pharmaceutical company or a pharmacy. For example, we may have a Neros Pharmaceuticals team taking on an Emzor Pharmaceuticals team and so on like that. We therefore appeal to pharmaceutical companies, as well as established pharmacies, to support us in this regard by providing sport wears and funds to any school that chooses to represent them.
Also, we are planning to have our next national convention tagged “Diversity 2015” from 9 to 16, August and the theme is “Preparing the Nigerian Pharmacy Students for Global Challenges”. So, we are in dire need of sponsorship and support so as to successfully host this year’s Annual National Convention as we call on individuals, corporate bodies and Pharmaceutical companies to come to our aid.
In addition, the African Pharmacy Students Symposium comes up in Rwanda in June this year, while the International Pharmacy Students Forum (IPSF)comes up in India, in August. It is pertinent that PANS is well represented at these conferences; so we need sponsors to assist us.
There have also been some suggestions on ways to get steady income for the association. These include establishment of a PANS Table Water factory. We believe PANS is no longer a small association and that if we own such a business venture, it will benefit us all as students. Therefore we have planned that the company will be managed by paid personnel, while the PSN regulates the affairs of the company.
PANS activities will be sponsored from the profits made from the business. Scholarships will also be awarded to pharmacy students from the proceeds. In addition, we are proposing establishing a mobile application called ipharm, which will be useful for pharmacy students as well as pharmacists who are already working. It will also be used to generate funds for the association. We therefore need partners who will sponsors these proposed projects and consequently help us solve the problem of underfunding in PANS.
Finally, what is your message to pharmacy students across the country?
This is to tell my colleagues in all pharmacy schools across the country that the profession they have chosen is not a mistake. Pharmacy is a noble and respectable profession they should be proud of; so, no matter the challenges, they should endeavour to finish well.
I also want to remind them that our profession is an honourable one; so we should never feel inferior to other students that are studying health-related courses. You are pharmacists in the making, which means you are people of honour. We must work hard so as to maintain our integrity and values.
The process of purpose
Your life purpose is a process. It is not a quick fix. It is not like fast food, which will satisfy your appetite but provide you with little nutritional value.
Purpose leads to greatness when you are properly connected to the Source. Jesus said, “…without me ye can do nothing.”(John 15:5). One benefit of being constantly in tune with God is that when you deviate from your purpose, He brings you back to the right track because He wants you to fulfil your destiny.
Have you ever watched a shepherd moving along his sheep? Occasionally, one or two stray away. What the shepherd does is to move a little faster to redirect the one going astray and bring it back to the fold. Our God is the Good Shepherd.
Your wrong direction may be God’s plan. He allows you to make a detour to teach you a lesson. He allowed the Israelites to wander in the wilderness for forty years for a purpose. However, when you veer in the wrong direction you will know because it is not the right way to true prosperity. If you find yourself in such a situation, retrace your steps like the ‘prodigal’ son as quickly as possible. Don’t lose your bearing for too long like a ship without a compass or sheep without a shepherd.
I had an unforgettable experience of missing my way sometime in the eighties. I was invited by the Pharmaceutical Association of Nigeria Students (PANS) of the University of Nigeria, Nsukka, for a function. From Enugu, I knew I must turn left somewhere to enter Nsukka town. I had a new car and was speeding to get to the venue in good time. Unknowingly, I had passed where I should make a left turn before I started watching out for it. After a long distance, I knew something was amiss. Therefore, I stopped and asked two men walking towards me. They replied that they didn’t understand Igbo language. I was already in Benue State.
We are all created as unique individuals in order to make a difference. Success comes from making that difference. In other words, without making a difference, there is no basis for claiming success or significance.
The pursuit of purpose is the process to fulfilling destiny. The enemy of your soul knows your purpose and constantly works to frustrate it. Deviation from your purpose results in failure which is success to the enemy. Therefore, you must be at alert. Watch and pray. “Be sober, be vigilant, because your adversary the devil, as a roaring lion, walketh about, seeking whom he may devour” (1 Peter 5:8).
The process of purpose is usually full of challenges. But you can overcome the challenges by the power of God. To fight the devil does not require tangible weapons as our soldiers use in fighting the Boko Haram insurgents. We are fighting a spiritual warfare and not a physical one. Even the so-called physical warfare is preceded by the spiritual one. 2 Corinthians 10:4 says, “For the weapons of our warfare are not carnal, but mighty through God to the pulling down of strong holds.”
God is also concerned with your environment because you are a product of your environment. Your environment greatly influences your destiny. Many years ago, my good friend in the USA advised me to apply for an immigrant visa and relocate. It was a good opportunity. Many have relocated. But the question is, am I among the ones to relocate? Where am I destined to be?
There is a place one should be and a place one should not be. In Genesis 12:1 God gave a definite instruction to Abram, “Leave your country, your people and your father’s household and go to the land I will show you” (NIV.) God moved him out of Ur of the Chaldees for him to become the person he should be. If he had stayed in his own country he would have missed his blessing. In the case of his son Isaac, he was in the land of the Philistines when there was a famine and his counterparts were migrating to Egypt. But the Lord told him, “Do not go down to Egypt; live in the land where I tell you to live. Stay in this land for a while, and I will be with you and will bless you...” (Genesis 26: 2-3, NIV).
Disobedience is a great enemy of purpose. Many are not enjoying the full blessings of God because they are not obeying Him fully. Do not be like King Saul who lost his crown because of his partial obedience. God demands complete obedience from all who desire to fulfill their purpose.
The first line sales manager
This is a follow up to the earlier article, “The Medical Representative’s Manual”. The comments and the follow up questions received indicated that the discussion resonated well with the target audience. There is, therefore, a motivation to do a follow up on the middle level management.
Not much can be achieved in the field without an effective middle level management organisation. Like the Regimental Sergeant Major in the barracks or the army troop operations, the success or otherwise of the organisational sales plans depend on the attitude and work approach of first line sales managers. These managers are known by different titles, depending on the culture and size of the organisation: Area Sales Manager, Business Development Manager, Field Sales Manager, Regional Manager or just Sales Manager.
In ordinary circumstances, the title should not have any impact on the output or drive of the holder, for as long as culture of the organisation is well known to everybody. However, there have been instances where people have shown preference for or get motivated by a particular title. It should be stated clearly that the organisation reserves the right to determine whatever title is to be given to her employees.
In this piece, we will briefly examine the major responsibilities, accountability and authority of the first line sales manager. We will also discuss the key elements of sales planning, values and role modelling expectations.
Responsibilities of the first line sales manager
The key to success in the first line management, as it is at the other levels, is ownership. It is not uncommon to see the newly promoted or employed sales manager taking on the role of the BOSS almost immediately at the beginning of his (or her) job. In this role, he sees himself as the taskmaster or enforcer and not the task facilitator or motivator. He blames everything on the medical or sales representative in his territory. He complains without end on the incompetence, laziness and other identifiable drawbacks in his men and women.
Essentially, the first line manager is a pathfinder; he takes the lead in the battlefield. The territories in the region or area belong to him and he is directly responsible for their development. The region and the territorial targets are his responsibility and he must take ownership and be held accountable for whatever result is achieved in line with the target.
The following, in an outline form, are his major responsibilities:
* Translate national sales plan into executable regional plan of action.
* Submit regional plan of action revised monthly, latest by last Friday of each month. This plan includes, but not limited to, sales promotion, group detailing, customer appreciation, demand generation activities, etc.
* Prepare a budget for regional activities and present to the direct boss for approval. This budget is to be reviewed monthly in line with target achievement.
* Supervision, coaching and motivation of direct reports to ensure target delivery.
* Develop, motivate, sustain and keep a list of friends in all major hospitals/pharmacies/government and its agencies in the assigned territory. This list should be reviewed with the direct boss monthly.
* Develop, motivate, sustain and keep a list of key customers in the assigned territory. This list should be reviewed with the direct boss monthly.
* Ensure that the representatives in the region performed their duties as assigned.
* Ensure total and effective coverage of the region to maximise the potentials therein. No important customer should be left unattended to in the region.
* Deliver the region target (in value and units) as set and formally communicated by the direct boss.
* Ensure that payments for sales made are promptly collected to prevent debt accumulation.
* Keep the total debt outstanding at not more than 10-20 per cent of the total sales at any given period.
* Evaluate and approve representatives’ expenses in line with agreed guidelines.
* Keep a ledger of the representatives’ transactional activities in the region. This ledger will be examined by the direct as may be required.
* Write reports of the region activities promptly:
- Write a weekly sales and payment summary and submit to the direct boss on or before close of business on Mondays.
- Send a monthly summary of all activities in the region together with representatives’ report to the direct boss before the end of first week of each month.
iii. Submit report on travels not more than 24 hours after event.
With the use of smart-phones and internet connection, some of these reports can be of real time delivery depending on management expectations.
* Maximise sales and minimise cost of operation.
* Operate a monthly float (the size and nature of which depend on the company) and submit your expense form promptly for reimbursement.
* Manage your region as a worthy company representative.
* Recommend, in writing, proposals for short, medium and long term activities for the development and growth of the region in particular and the company in general.
* Participate in the recruitment of staff for the region and company.
* Attend and contribute wisely at meetings for the growth and development of the company.
* Identify, coach, and motivate a successor who will do your job when the need arises.
* Be a team player.
Authority of the first line sales manager
In terms of authority, the first line sales manager is usually empowered to:
* Creatively exploit the potential of the assigned region.
* Take critical and urgent decision on the spot and commit the company where necessary. The superior authority must be informed within 24 hours on the nature and magnitude of the commitment and his (retroactive) approval in writing.
* A specific amount (or a range) can be expended above approved limit where absolutely necessary and a substantial business prospect is involved. However, a justification within 24 hours must be provided and a written approval obtained from the higher authority.
- Deploy resources allocated to the region in line with territorial potentials.
* Discipline, redeploy, and recommend for promotion or disengagement, any of the direct reports in consultation with the direct boss and in line with company policy.
The exact nature and depth of the first line manager’s authority will depend on the culture of the company and the policies which are usual contained in the company’s handbook.
In terms of accountability, the first line manager is liable:
* To the consequences of not achieving the territorial target.
* To the consequences of not keeping all territorial expenses (salary, operating expenses, etc) within the acceptable limit and also in line with the revenue (or cash) accruing from the territory.
* To the consequences of non-performance, misbehaviour and any negative effects arising from the activities of his/her direct reports.
Planning and role-modelling
The planning role is fundamental to the success of the first line manager. As earlier mentioned, he will be actively and deeply involved in the field activities; the planning aspect of the job cannot be ignored. Managers are paid to THINK! The core elements of planning at this stage include:
* Nature of the business: A thorough understanding of what the business of the organisation is and how the company is positioned to achieve success. The dynamics of the region or the territory is important:
* Who are the major players (hospitals, distributors, agencies, associations, government, general trade, etc)?
* The medical community and its stratification
* The competition (per product)
* People: The human capital is a fundamental factor of success. The manager must critically appraise the different sides of people under his control for:
* Quantity and quality: How many representatives are in my region versus how many will be needed for target achievement? Are my people capable of delivering my targets?
* Deployment: How are my people currently deployed? Do I have the right person in the right place?
* Skill gap analysis: An analysis of the skill gap(s) is important. Where and what are the weak points per person? What can I do about it in terms of coaching, OJT (on-the-job training), classroom training or new territory exposure? How do we improve our motivational, training and development plans?
* Working tools: Are the tools current and adequate? How are they being used? etc.
As a role model, the first line manager is expected to:
* Face reality – in terms of management and leadership style, target achievement, efforts versus results and reward applied, situations that may be largely out of control, etc.
* Be honest and straightforward.
* Persuade through reason.
* Walk the talk.
* Give others a fair share of credit for the result obtained.
* Make necessary changes before he is forced to.
* Present himself as an influential personality and not a victim.
* Persist in the face of opposition or tough situation.
Finally, possession of value-adding attributes will put the manager in a vantage position to succeed. Some of these attributes include, but not limited to:
* Commitment
* Teamwork
* Accountability
* People
* Quality
* Integrity
Dr Lolu Ojo FPSN is Chairman/CEO, Merit Healthcare Limited
We’re planning a bigger Sir Atueyi competition – Ugwumba
In this interview with Adebayo Folorunsho-Francis, Samuel Lena Ugwumba, immediate past president of the Pharmaceutical Association of Nigeria Students (PANS), UNIBEN chapter, reveals why he jettisoned his Aeronautical Engineering dream for Pharmacy, the challenge of hosting a contest like the Sir Ifeanyi Atueyi National Essay and Debate Competition and how prepared the planning committee is for this year’s edition. Excerpts:
Why did you drop your dream of studying Aeronautical Engineering for Pharmacy?
My teachers in secondary school said that I was quite brilliant and had a great flair for the sciences, especially Geography and Biology. In fact, I was the best-graduating student in my school and I can remember winning many trophies for my school at quiz competitions. I stayed at home for a while because I actually wanted to study Aeronautical Engineering but when it wasn’t forthcoming, I had to change my gear to Petrochemical Engineering. That, too, didn’t work out, so before I decided to go into the medical field, I didn’t really get to hear of a course like Pharmacy because in my all-boys secondary school, we often heard of Medicine, Law and Engineering; and most of the boys opted for Engineering, in order to show off their masculinity and not to look weak, with a few going for Medicine and Law. I didn’t really like Medicine (I am yet to find the reasons) neither did I want to be a lawyer because it wasn’t among my predilections.
When my preferred courses weren’t clicking, I decided to try Medicine but, behold, I met a friend prior to our Post-UME who told me virtually everything about Pharmacy and I had to quickly make the switch that landed me in the faculty of pharmacy, UNIBEN. But it might shock you to discover that Pharmacy was actually what God had planned for me to study because, the joy I later discovered in myself outweighed what I would have found in Aeronautical Engineering. The discovery that pharmacists are truly the number one health care practitioners (a status I had erroneously ascribed to medical doctors) given the fact that all that is used to treat patients in the hospitals and everywhere is produced and certified by pharmacists, amazed me.
So, being in Pharmacy, to me, is like God’s plan and I have enjoyed every bit of the training, though it is a very demanding course that would definitely toughen anyone that chooses to study it.
What made your administration conceive the maiden edition of Sir Ifeanyi Atueyi Essay and Debate Competition?
When I started my classes and was allocated a hostel space, I was lucky to have a member of the SUG parliament by name Ugochukwu Youngbill Unachukwu, who was my room-mate. We became very close and he used to take me to some of his political meetings. I believe that was when my interest in politics was kindled. Consequently, I became a parliamentarian in my faculty; after which I went up to SUG Parliament. I had the desire of running for SUG Presidency but I went back to my faculty where I served as the Public Relations Officer (PANS PRO) before emerging as the President in a keenly-contested election with my very good friend, Egwuche Jeremiah.
All the ideas I had birthed during my SUG involvements were test-run when the pharmacy students gave me the mandate to become their president. Consequently, in our bid to appreciate our patrons for their longstanding financial and moral support, and to recognise Nigerian pharmacists who had made us proud in their different niches, we came up with the Sir Ifeanyi Atueyi National Essay and Debate Competition, among other programmes that were featured during our 2014 Legacy Health Week, including the presentation of awards of excellence to distinguished pharmacists such as Pharm Olumide Akintayo (our able PSN President), Sir Anthony Akhimien (former PSN President), Pharm Nihimetu Llai Momodu, Sir Larry Ifebigh, Chief Osadolor, Pharm Paul Enebeli, Pharms Bukky George, Adeshina Opanubi, Damian Izuka, Prof Azuka Opara, Dr (Barr) Henry Okeri (PANS UNIBEN First Legal Adviser) and other great personalities too numerous to mention.
Basically, the idea behind the National Essay and Debate Competition being named after Sir Ifeanyi Atueyi was in recognition of his fatherly role to pharmacy students across the globe and equally to immortalise him as the founder of the foremost West African health journal, Pharmanews, which he has always made available to pharmacy students across Nigeria in order to sensitise them to the limitless opportunities in the profession.
Moreover, Sir Atueyi is one pharmacist that loves students and has often displayed that through the various financial and mentorship support schemes he has rendered to pharmacy students over the years. So, naming the competition after him was apt because there’s no other Nigerian pharmacist who is into pharmacojournalism, except Sir IfeanyiAtueyi.And because pharmacy students do not give posthumous honour, we decided to do it for him now that he’s very much alive so that the general public would realise that to be good always pays.
What were the challenges you encountered in organising the event?
One thing that has always defined the difference between the limitless ideas circulating is the constancy of challenges. Challenges are always there to actually test if you believe in what you have thought up in your mind. So, organising the maiden edition of the competition was not an easy task, especially when it has to do with pharmacy terrain where every little thing must assume some measure of difficulty before it can work. But I give God the glory whose words constantly kept me in shape, mentally and spiritually, during my administration. The challenges were too many but we were able to surmount them.
Among the tangible challenges were how to get Sir Atueyi to believe that it was an honour we meant and not some kind of fund-raising spree; getting pharmacy students across the nation to send in their various essays without having to come down to UNIBEN; getting the correct examiners for the essay, and the mode of grading; encoding and decoding the various essays before forwarding them to the examiners in order to be totally transparent without giving favour to anyone; as well as providing enough accommodation and feeding for all the pharmacy students across the nation who would be coming down to UNIBEN for the debate.
The one that nearly weighed down our Legacy team was how to effectively publicise the competitions in time, so that no school would feel being marginalised and how to get them to submit the articles before the deadline. I must confess that we had to continually shift the deadline to make up for late submissions.
Time will not permit me to acknowledge all who made the programme work but I wouldn’t forget the inputs of Pharm.(Dr) Saba Andrew, to whom I entrusted everything concerning the competition, and the careful manner he went about the whole organisation.
Why the choice of UNIBEN for hosting the maiden edition?
The choice of UNIBEN for hosting the competitions is not far-fetched. First, the idea originated from UNIBEN and we needed to test-run it properly, identify and make provisions for the challenges that might be faced in organising the programme in the future, make timely, accurate and precise recommendations, package and add some global nuances into it, create an enviable brand out of it, before smartly integrating it into the programmes of the national PANS especially during annual conventions.
Additionally, we needed to give the competition the ‘Pharm.D’ touch of excellence and uniqueness, having been the only institution in Nigeria and, hitherto, in sub-Saharan Africa (before Ghana) to run the Pharm.D programme successfully. PANS UNIBEN, under my administration, saw the emergence of great speakers and writers who needed a great platform to showcase their various talents. So, the University of Benin which is central to other pharmacy schools was considered the best location for hosting the programme.
How did you raise fund for such a programme?
Well, we didn’t really encounter any difficulty with raising the funds for the competitions because Sir Atueyi took up the responsibility of providing the take-off fund. Basically, we were only involved in logistics while Pharmanews sourced for the funds.
Meanwhile, I must not fail to acknowledge the magnanimous stance of Sir Atueyi who initiated the idea of rewarding the participants, though that was not in our original plan. We had wanted it to be completely an honour without any monetary bearings. After our discussion, he requested that I draw up a proposal for the competition which I did and submitted within a week because we were very close to our Health Week, and we wanted the maiden edition to be held during the Health Week.
The proposal was meant to be submitted to companies so that they could be part of the competition and it was awesome seeing the likes of Shalina Healthcare, Greenlife Pharmaceuticals and Afrab-Chem Industries sending their representatives with overwhelming souvenirs and other corporate materials needed to make the competition a huge success. Aside that, the Pharmanews’ crew was equally around to cover the events which saw the University of Benin and the Olabisi Onabanjo University compete in the debate series since the contingent from Igbinedion University, Okada, came after the debate had been concluded.
I must also state that the short period within which the competition was organised affected the funds raised and, by extension, the prizes we had earlier budgeted for the winning participants. However, we are elated that the programmewas, to say the least, were successful,given the short period within which it was organised.
What is the plan for this year’s edition like?
Well, this year’s edition promises to be better organised than the maiden edition. Actually, we intended to integrate it fully into PANS National activities as I earlier stated; but we noticed that some grey areas needed to be clarified before packaging it for PANS National.
Also, one of the recommendations we had nursed about the programme was for its organisation to rotate among the Nigerian pharmacy schools so that each school would have the opportunity of a hosting-right, just the way PANS national secretariat moves from school to school. Actually, we have not fine-tuned all these recommendations and doing the second edition in UNIBEN will afford another chance to critically appraise the recommendations and come out with the best possible pattern of organisation.
Equally, we have begun radical sensitisation about the competitions and Pharmanews has agreed to use some of the pictures taken during the maiden edition to publicise the event. More schools are expected, especially for the debate and we are working on getting Sir Atueyi to be physically present during the second edition. We have settled the issue of accommodation and are working currently on getting a bigger venue, since we expect more schools to be in attendance.
This year’s edition will surely be the cream of the competitions. Television stations are going to be around to cover and air the event, apart from the regular crew of Pharmanews that would surely be around. On the prizes to be given out, we are reviewing upwardly the prizes for the various categories and so much more would definitely come around this time.
After school, what are your goals?
To start with, Samuel Lena is a very ambitious and goal-oriented person, always having the interest of the greater majority at heart. Having excelled in various key positions in PANS, SUG and JCI UNIBEN that culminated in my becoming the PANS President, I will definitely continue with rendering first-class services to my people after graduation. (I choose not to call it politics because of the bastardisation of the word).People should look out for my campaign posters in 2019 for Abia State House of Assembly where, with God’s help, we will be making laws that will turn around the fortunes of my state and by extension, the Nigerian society. I plan not to stop there as I believe so much that I will be the first pharmacist and Igbo man to be elected as Nigeria’s president.
Outside of politics, I plan to set up various kinds of foundations that will address the seemingly insurmountable problems bedeviling our society such as poverty, erosion of our values system and the spate of moral decadence, indiscipline and corruption; strengthening our cultural heritage, reviving our educational systems to be, at least, the best in Africa; as well as other kinds of humanitarian programmes
Sustainable Development Goals: The road ahead
The 70th regular session of the General Assembly (UNGA 70) is scheduled to open at the UN Headquarters in New York from Tuesday, 15 September 2015. From 25 to 27 September, the summit for the adoption of the post-2015 development agenda will convene, with the aim of achieving a consensus among member states on the modalities for achieving the Sustainable Development Goals (SDGs).
In the full report of the Open Working Group of the General Assembly on Sustainable Development Goals, the group stated that the SDGs build on the foundation laid by the Millennium Development Goals (MDGs), while equally responding to new challenges. The SDGs constitute an integrated, indivisible set of global priorities for sustainable development. Targets are defined as aspirational global targets, with each government setting its own national targets guided by the global level of ambition, but taking into account national circumstances. The goals and targets integrate economic, social and environmental aspects and recognise their interdependence in achieving sustainable development in all its dimensions.
For Africa, which comprises mostly developing nations, the vision of the UN, though compelling, would be one that calls for a new way of thinking in development practices.The focus on sustainability in this new course of action would influence how development projects are financed, the conditionality for donor funding, trade practices that relate to climate change, environmental protection and a greater focus on global partnerships and influence.
One of the shortcomings of the MDGs was that,while they were successful in generating global concern and financial commitments from developed nations at an unprecedented scale, they failed in dealing with the internal operations of donor recipients.Simply put, while they helped generate a lot of money, it was obvious that the answer to the world’s problems was not just money – developing nations have to be competitive, and developmental plans have to be sustainable. That is the new language at the United Nations – achieving sustainability and global partnerships.
Apart from the issue of a greater focus in the internal operations, another focus is the thorny issue of climate change. We say climate change because of the practical ramifications of a global focus on reducing pollution. For fossil fuel-dependent nations like Nigeria, “sustainability” in this case would include issues like reduced carbon emissions, reduced global demand for crude oil, as well as increased focus on alternative energy and the likes.
The United States, at the end of 2014, had over 20GW of cumulative solar electric capacity, roughly the same amount that is expected to be installed from 2015 to 2016. In Germany, solar and wind energy sources combined generated about 15 per cent of the country’s energy in 2014.Even in developing nations like India, the targets for renewable energy sources are quite ambitious – the country plans to add about 100GW of solar power capacity by 2020, which is five years from now.
Considering that Nigeria currently has less than 5GW of total electricity capacity, one begins to get an idea of the size of the changes already made. These developments, to us, constitute the language of sustainable development and it is hinged on global partnerships focusing on environmental protection. Our concern is whether Nigeria and the rest of Africa are prepared for such ramification of development.
Our concerns aside, it is worth noting that eradicating poverty and hunger are some of the chief targets of the SDGs (Goals One and Two); same as the promotion of healthy lives and wellbeing (Goal Three). However, achieving environmental protection and sustainable economic development constitute the greater bulk of the proposed 17 Goals. For us, in the health care industry, we must prepare for a greater focus on national health insurance. Similarly, the in-coming government in Nigeria must know that the country’s health targets – which are in line with the global agenda on health – would only be achievable through the instruments of a well thought-out health insurance system. The one per cent dedication of consolidated revenue to primary health care, as enshrined in the new National Health Law, has already set the pace for this.
Our expectation, from the changing tide of international development, is that there would be decreased tolerance for non-performance by the global network of leading nations, taking a cue from the operations of the European Union. We envisage increased influence on national political and economic processes for established powers. This is a challenge to Nigeria to rise as one of the global mediators of good governance and development practices in Africa. To effectively do this, she must seek to be self-sustaining in a “sustainable” world.
How to manage hypertension
Hypertension or high blood pressure is a condition in which the blood pressure in the arteries is chronically elevated. Blood pressure is the force of blood that is pushing up against the walls of the blood vessels. If the pressure is too high, the heart has to work harder to pump, and this could lead to organ damage and several illnesses such as heart attack, stroke, heart failure, aneurysm, or renal failure.
According to the Medilexicon’s medical dictionary, hypertension means “high blood pressure; transitory or sustained elevation of systemic arterial blood pressure to a level likely to induce cardiovascular damage or other adverse consequences.”
A consultant neurosurgeon at Cedacrest Hospitals, Abuja, Dr Abiodun Ogungbo, said physicians have estimated that about 25 per cent of adults in Nigeria have hypertension. Ogungbo noted that the reality is that only one per cent of this 25 per cent know that they have high blood pressure, hence the need for aggressive awareness on early detection of the disease in the country.
Ogunbo further stressed that a patient is said to be hypertensive when the blood pressure is 140/90 mmHg or above most of the time, adding that, “Unfortunately, I and other specialists like cardiac physicians and nephrologists see people with organ failures caused by poorly controlled hypertension.”
Ogungbo said hypertension is often referred to as the silent killer because it has no symptoms. He stated that it has been proven that high blood pressure is a major cause of sudden deaths.
“The problem with high blood pressure is that it sneaks up on you. Doctors in Ibadan studied many autopsies and discovered that the patients died from complications of hypertension,” Ogungbo said, adding that “two autopsies studies have also shown that hypertension is the commonest underlying cause of sudden natural deaths. It has no signs; by the time it gives you symptoms such as headaches, anxiety, visual problems and chest pains, it would have done damage to an important part of the body.”
Ogungbo also said there is need to educate physicians and health care providers and Nigerians on the causes of high blood pressure to erase many misconceptions.
“Hypertension is not caused by stress, lack of sleep or depression. Nor is it caused by the old woman in the village or by an evil arrow sent by a colleague at work or your next door neighbour. In about 90 per cent of all cases, the cause of hypertension still remains unknown.”
Also, the Chief Medical Director of Dayspring Hospitals, Ajah, Lagos, Dr Samuel Adebayo, opined that high blood pressure is no respecter of age, as cases of hypertension in children and adults in their 20s and 30s is rising.
He said, “When I was a house officer many years ago, we diagnosed a 35 year-old with hypertension, it was a shock throughout the hospital. But now, we diagnose 20-30 year olds with hypertension every time, it is no more an anomaly but we are crying out now because it is increasing abnormally, young people still have a better chance of living well with hypertension if they know.”
Adebayo, a family physician, said though the disease could be hereditary, the increase in number of young Nigerians with high blood pressure has been linked to increased intake of salt and fatty foods, obesity, lack of exercise and inadequate intake of vegetables and fruits among this generation.
He said, “Young people must begin to watch their diet and their lifestyle so that they do not become obese or overweight. Eating fatty and salty food is now a risky way of life, and no more a luxury. Drinking alcohol and smoking is no longer going to be a trend but a danger. These are all habits that young people must run from if they want to live longer.”
Corroborating this statement, the managing director of Pathcare Nigeria, Dr Pamela Ajayi, described hypertension as a disease of the African race, as statistics has shown that Africans were more genetically predisposed to developing high blood pressure.
She, however, stated that in spite of its prevalence among Africans, more Nigerians are dying of the disease because of ignorance, poor socio-cultural beliefs and poor health seeking behaviours.
According to her, though there is no cure, high blood pressure can be effectively managed for life when the patient is diagnosed earlier. She stated that to quickly address this challenge of undetected cases of hypertension to save lives, every Nigerian must know their high blood pressure status.
What causes hypertension?
Though the exact causes of hypertension are usually unknown, several factors have been associated with the condition. These include:
- Smoking
- Obesity or being overweight
- Diabetes
- Sedentary lifestyle
- High levels of salt intake (sodium sensitivity)
- Insufficient levels of calcium, potassium and magnesium in the body.
- Vitamin D deficiency
- Alcohol consumption
- Stress
- Ageing
- Medicines such as birth control pills
- Heredity
- Chronic kidney disease
- Adrenal and thyroid problems or tumours
What are symptoms of hypertension?
There is no guarantee that a person with hypertension will present any symptoms of the condition. About 33 per cent of people actually do not know that they have high blood pressure, and this ignorance can last for years. For this reason, it is advisable to undergo periodic blood pressure screening even when no symptoms are present.
Extremely high blood pressure may lead to some symptoms, however, and these include:
- Severe headaches
- Fatigue
- Dizziness
- Nausea
- Problems with vision
- Chest pains
- Breathing problems
- Irregular heartbeat
- Blood in the urine
How is hypertension diagnosed?
Hypertension may be diagnosed by a health professional who measures blood pressure with a device called a sphygmomanometer – the device with the arm cuff, dial, pump, and valve. The systolic and diastolic numbers will be recorded and compared to a chart of values. If the pressure is greater than 140/90, you will be considered to have hypertension.
A high blood pressure measurement, however, may be spurious or the result of stress at the time of the exam. In order to perform a more thorough diagnosis, physicians usually conduct a physical exam and ask for the medical history of you and your family. Doctors will need to know if you have any of the risk factors for hypertension, such as smoking, high cholesterol, or diabetes.
If hypertension seems reasonable, tests such as electrocardiograms (EKG) and echocardiograms will be used in order to measure electrical activity of the heart and to assess the physical structure of the heart. Additional blood tests will also be required to identify possible causes of secondary hypertension and to measure renal function, electrolyte levels, sugar levels, and cholesterol levels.
How is hypertension treated?
The main goal of treatment for hypertension is to lower blood pressure to less than 140/90 – or even lower in some groups such as people with diabetes, and people with chronic kidney diseases. Treating hypertension is important for reducing the risk of stroke, heart attack and heart failure.
High blood pressure may be treated medically, by changing lifestyle factors, or a combination of the two. Important lifestyle changes include losing weight, quitting smoking, eating a healthful diet, reducing sodium intake, exercising regularly, and limiting alcohol consumption.
Medical options to treat hypertension include several classes of drugs. ACE inhibitors, ARB drugs, beta-blockers, diuretics, calcium channel blockers, alpha-blockers, and peripheral vasodilators are the primary drugs used in treatment. These medications may be used alone or in combination, and some are only used in combination.
In addition, some of these drugs are preferred to others depending on the characteristics of the patient (diabetic, pregnant, etc.). If blood pressure is successfully lowered, it is wise to have frequent checkups and to take preventive measures to avoid a relapse of hypertension.
How can hypertension be prevented?
Hypertension is best prevented by adjusting your lifestyle so that proper diet and exercise are key components. It is important to maintain a healthy weight, reduce salt intake, reduce alcohol intake, and reduce stress.
In order to prevent severe health challenges such as stroke, heart attack, and kidney failure that may be caused by high blood pressure, it is important to screen, diagnose, treat, and control hypertension in its earliest stages. This can also be accomplished by increasing public awareness and increasing the frequency of screenings for the condition.
Exams and Tests
Your health care provider will check your blood pressure several times before diagnosing you with high blood pressure. It is normal for your blood pressure to be different depending on the time of day.
Blood pressure readings taken at home may be a better measure of your current blood pressure than those taken at your doctor’s office. Make sure you get a good quality, well-fitting home device. It should have the proper sized cuff and a digital readout. Practise with your health care provider or nurse to make sure you are taking your blood pressure correctly.
Your doctor will perform a physical exam to look for signs of heart disease, damage to the eyes, and other changes in your body.Tests may be done to look for:
- High cholesterol levels
- Heart disease, such as an echocardiogram or electrocardiogram
- Kidney disease, such as a basic metabolic panel and urinalysis or ultrasound of the kidneys
Treatment
As earlier said, the goal of treatment is to reduce blood pressure so that you have a lower risk of complications. You and your health care provider should set a blood pressure goal for you.
If you have pre-hypertension, your health care provider will recommend lifestyle changes to bring your blood pressure down to a normal range. Medicines are rarely used for pre-hypertension.
You can do many things to help control your blood pressure, including:
- Eat a heart-healthy diet, including potassium and fibre, and drink plenty of water.
- Exercise regularly – at least 30 minutes of aerobic exercise a day.
- If you smoke, quit – find a programme that will help you stop.
- Limit how much alcohol you drink – one drink a day for women, two a day for men.
- Limit the amount of sodium (salt) you eat – aim for less than 1,500 mg per day.
- Reduce stress – try to avoid things that cause you stress. You can also try meditation or yoga.
- Stay at a healthy body weight – find a weight-loss programme to help you, if you need it.
Your health care provider can help you find programmes for losing weight, stopping smoking, and exercising. You can also get a referral from your doctor to a dietician, who can help you plan a diet that is healthy for you.
There are many different medicines that can be used to treat high blood pressure. Often, a single blood pressure drug may not be enough to control your blood pressure, and you may need to take two or more drugs. It is very important that you take the medications prescribed to you. If you have side effects, your health care provider can substitute a different medication.
Possible complications
When blood pressure is not well controlled, you are at risk for:
- Bleeding from the aorta, the large blood vessel that supplies blood to the abdomen, pelvis, and legs
- Chronic kidney disease
- Heart attack and heart failure
- Poor blood supply to the legs
- Stroke
- Problems with your vision.
When to contact a medical professional
If you have high blood pressure, you will have regular appointments with your doctor.Even if you have not been diagnosed with high blood pressure, it is important to have your blood pressure checked during your yearly check-up, especially if someone in your family has or had high blood pressure. Call your health care provider right away if home monitoring shows that your blood pressure is still high.
Prevention
- Adults over 18 should have their blood pressure checked regularly.
- Lifestyle changes may help control your blood pressure.
- Follow your health care provider’s recommendations to modify, treat, or control possible causes of high blood pressure.
Compiled by Adebayo Folorunsho-Francis with additional reports from Punch Online, American Heart Association/American Stroke Association and Braunwald’s Heart Disease: A Textbook of Cardiovascular Medicine..
Why young pharmacists snub community practice – Pharm. Nwokoro
In this incisive interview, Pharm. Jerome Onyisi Nwokoro, coordinator of the Association of Community Pharmacists of Nigeria, Ifelodun Zone, and MD/CEO, Jogen Pharmacy Nigeria Limited, Ajegunle, argues that community practice today is better than what it used to be. He also speaks on why young pharmacists shun community pharmacy, leaving the practice for the few old ones and the numerous charlatans. Excerpts:
How would you assess community pharmacy practice in Nigeria?
Community pharmacy practice is still developing. Although there are so many issues surrounding its development, the fact remains that it is developing. We have so many issues, ranging from the practitioners to other external factors, such as the economy – because whatever affects a sector of the economy affects every other aspect. And since community pharmacy is a service-oriented profession, whatever affects the economy will definitely affect the practice. But by and large, despite all the challenges and distractions, we can say that community pharmacy practice is developing in the country.
How do you see the practice today compared to when you started almost 20 years ago?
I can say, to an extent, that there is improvement in the practice, as community pharmacists are now more enlightened and knowledgeable about happenings in the health care sector and how to contribute to its development. Pharmacy today is no longer about drug dispensing. We now have pharmaceutical care, which affords the pharmacist opportunity to know his or her patients’health needs and ensure those needs are met.
As community pharmacists, we are the first port of call when people have challenges with their health, so we can say that people are now getting more awareness on whom a pharmacist is. I remember in those days, it was difficult for people to differentiate between a certified pharmacist and a drug seller; but today, things have changed, as people are more enlightened about the services a pharmacist can render and that alone shows that Pharmacy is developing.
We hope that with the revolution going on in the industry, pharmacy profession will be better than what we are even witnessing today; and with better law enforcement, quackery and drug faking which are our major challenges today will become history.
Tell us some of the challenges you have noticed in this profession and how they can be surmounted.
The challenges concern both external and internal factors. The first has to do with the challenge of drug faking and counterfeiting.If you go to our markets, whethersmall or large, you will see people putting drugs on their heads and some selling in trucks, and you will discover that there is no regulation at all. We had this same issue in the past and despite several efforts, the challenge is still there till today and it’s a major challenge to us as practitioners.
The internal factor has to do with us, the practitioners, as majority of our colleagues are running away from the profession in order to take up employment in money-spinning industries like telecommunication and banking, while some are even leaving the country. It is saddening that most of our young graduates are always after money, which is why they are running away from the community practice. It is not easy practising community pharmacy as the profession is not meant for those who want to make money as quickly as possible. There is money in community pharmacy practice, but the money comes in trickles. It is only those who are ready to endure that can practise at the community level.My fear for the practice is, what happens to it after the old ones have all gone?
Exactly how lucrative is community pharmacy?
Just like I said earlier, there is so much money in community pharmacy but there are sacrifices to be made to get the money. The sacrifices include perseverance, endurance, commitment and passion for the profession.
There was a time I obtained a postgraduate diploma in Finance from the University of Ibadan, but instead of abandoning community practice, I decided to apply the knowledge I had gained to the profession. This is what I called passion for one’s work. Although money is important, fulfillment is more important than money and that’s what community pharmacy gives you.
What keeps you going in this profession?
The fact that I have the opportunity to interact with people in my community, attend to their needs, offer services to them, solve their problems and put smiles on their faces is enough reason to give me joy.
Pharmacy itself is a profession that trains you to meet the need of people and offer them hope.And in doing these, you earn their trust and respect and you also become popular among them. In my community, they call me all sorts of names like pastor, doctor, daddy, etc., based on what I have done for them and how I have affected their lives. Those are the things that keep me going.
There was an instance when I was given a quit notice in one of my former apartments. People of that community rose up in my defence that the quit notice should not be effected. In fact, they were the ones who got another befitting apartment for me so as to keep me in the community. This shows how relevant and important I had been to them. As community pharmacist, you are a friend to everybody and this is what gives us joy.
What is your assessment of community pharmacy practice in Ajegunle community?
Community pharmacy, just like I said earlier, is still developing; and the same thing applies to Ajegunle community. There are many illegal outlets here. In fact, the majority of people in this community do not know the difference between a pharmacy and a drug vendor. These are some of the challenges we are facing. In fact, there are cases that a patient will come to me and I will recommend that all they need is rest and they will look at me with disbelief, expecting that I should have given them drugs instead. Of course, there are some who are enlightened and who appreciate our work and we are happy for that.
Another thing that distinguishes this community from highbrow areas is the purchasing power of most people here. In affluent areas, you will find out that there are some very expensive drugs that one can sell in those areas that you dare not sell in this area; so what we do is look out for those drugs that will sell more in our area. That’s what we do to survive here; however, our major challenge has always been fake drugs and quackery.
What are the major illnesses that bring people in this area to your pharmacy?
The major disease is malaria and the reasons are obvious. First, our dirty and non-conducive environment, which provide breeding ground for mosquitos. Second, the economic power of majority of our people also contributes to it as majority of them can hardly afford an insecticide-treated net; therefore, they are prone to mosquito bites.
Another common disease is sexually transmitted diseases (STIs), and the reason for that is as a result of several hotels and brothels around us which expose majority of people to unprotected sexual intercourse. So, malaria, sexually transmitted disease and, to some extent, skin infections are the major health challenges that bring people in this community to the pharmacy.
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Pharm. Bayo Adepoju is the Managing Director/CEO, Bezaleel Healthcare Limited, a consultancy firm, specialising in sales and marketing of pharmaceutical and healthcare products.
Born on 8 February, 1966, Adepoju is a native of Okemesi-Ekiti in the present-day Ekiti State. He had his secondary education at Ijaye High School in Ibadan, Oyo State (1979-1984). In 1985, he got admission to study Pharmacy at the Obafemi Awolowo University, Ile- Ife, where he graduated in 1989. Some years after, he got a Master’s degree in Business Administration (2001-2003) from Ondo State University, Akungba Akoko.
Adepoju had his internship at the University College Hospital, Ibadan (1989-1990), where he won the hospital’s best Intern Pharmacist Award. In fulfillment of the National Youth Service Corps (NYSC) programme, he was posted, 1991, to the School of Health Technology, Kaduna, to teach Chemistry and Pharmacology, among other courses.
Between 1992 and 1994, Adepoju worked as Medical Representative with MSD (Associated Pharma Products Limited) Lagos, before travelling to Saudi Arabia to work as community pharmacist with Uml-Qura Pharmacy, Misfala, Makkah (1994-1995).
On his return to Nigeria in 1995, the Bezaleel Healthcare boss took up an appointment as Superintendent Pharmacist/Part-time Lecturer at the University of Agriculture, Abeokuta and left in 1997 to join Grunenthal (Bolar Pharmaceuticals Limited) in Ikeja, Lagos, as pharma sales supervisor.
In 2001, Adepoju moved to Fidson Healthcare, Ringroad, Ibadan, as divisional manager. By 2003, he had risen to become the company’s national sales manager in a period that saw Fidson’s sales increased by 400 per cent in four years. His last appointment was with Sequoia Pharma Limited, Oshodi, Lagos, where he acted in the capacity of the managing director between 2008 and 2011, before the idea of starting his own private practice gradually crept into his mind. Adepoju commenced his dream business – Bezaleel Healthcare Limited – in 2012.
Aside from being a national president of Ijaye High School Old Students Association (2011 to date) and former general secretary of the Pharmaceutical Society of Nigeria, Ogun State chapter (1995-1997), the pharmacist is also a member of National Association of Industrial Pharmacists (NAIP).
Among his numerous professional honours are Pharmacist of Excellence 2006 (awarded by PSN Ekiti State); Distinguished Pharmacist 2007 (awarded by ACPN Ogun state) and Platinum Mentor 2008 (awarded by PSN Abuja).
The pharmacist is married with children.
Issuance of medicine vendors’ licence must be reviewed
In this interview with Adebayo Folorunsho-Francis, Pharm. Bolade Luke Adeeko, a Fellow of the Pharmaceutical Society of Nigeria (PSN) and founding member of Nigerian Association of General Practice Pharmacists (now Association of Community Pharmacists of Nigeria, ACPN) opens up on challenges facing the profession and why he thinks the arbitrary manner Patent & Proprietary Medicines Vendors Licence (PPMVL) are issued should be reviewed.
What influenced your decision to study Pharmacy?
A career-talk in my final year in secondary school influenced my decision to study Pharmacy. The wide variety of career opportunities Pharmacy offered (and still offers) was a motivating factor. Retail and hospital pharmacy practice (as it was then) was very inviting with pharmacists smartly and neatly dressed, with sparkling white overalls.
How would you compare Pharmacy in your day to today’s practice?
Pharmacy practice then was well-structured and better organised. Pharmacists were more professional,more disciplined, and carried themselves with pride. They were respected in the society. The same cannot be said today of Pharmacy and pharmacists.
Were there controversies and scandals surrounding the profession during your time?
Controversies and scandals were not commonplace in those days. Intrigues and other disturbing issues reared their ugly heads mostly within the civil service. There was generally peace, cohesion and professionalism within the private sector. Competition was there, but there was no bitterness or rancour.
What would you say are the challenges facing pharmacy practice today?
The challenges facing Pharmacy practice in Nigeria are hydra-headed and pharmacists themselves do not seem to be helping matters.The standard of practice has fallen and professionalism has taken a backseat. Pharmacists, especially the young ones,need a complete and thorough re-orientation on ethical practice. The “Register & Go” syndrome is a major issue that has refused to die. The problem of fake and counterfeit drugs is a national cankerworm. The continued indiscriminate issuance of Patent& Proprietary Medicines Vendors Licence (PPMVL) should be seriously reviewed. Most of them go beyond their brief and dent the image of pharmacists by posing to be and acting as one. The present chaotic and all comers’method of drug distribution should be seriously looked into. The ongoing effort to redefine and streamline the distributive channels should also be seen to a workable conclusion.
Let’s talk about the perennial issue of fake and counterfeit medicine. Do you think it can be curbed?
A lot has been done and is still being done to tame this monster.Federal and state task forces on fake drugs and unwholesome food have to up their game. They need to be better funded for more frequent raids and given powers to prosecute and speedilybring erring drug counterfeiters and fakers to justice. Moreover, NAFDAC and the PSN should collaborate more to ensure the monster is tamed. They should be seen to bark and bite. Pharmacists should also play a protective role of the profession by ensuring that they don’t collaborate with or assist these enemies of the people in their nefarious and murderous activities.
To what extent have you been involved in pharmaceutical activities?
I have been involved in pharmaceutical activities since my university days. I was secretary and later president of PANS (1969-1970). I am a founding member of NAGPP (now ACPN) in 1983. At various times, I also held the following positions: Member,Lagos State task force on fake and counterfeit drugs and unwholesome food (2000-2013); member, Pharmaceutical Inspection Committee, representing Lagos State PSN(2000-Date); National Secretary NAGPP(1986-1988); Vice Chairman,NAGPP, Lagos State(1989-1991); Chairman Egbeda/Dopemu/Akowonjo(EDA) Zone of ACPN (1999-2001); member, PSN Privileges Committee (1994); member, PSN Law and Ethics Committee (2007-2009); and member,PSN Ad hoc Committee on 3rd M & B Professional Service Award in Pharmacy (2007).
Were there some major awards given to you in recognition of your selfless service?
Well, I have been privileged to be honoured with the following awards: Lagos State PSN Merit Award for noble contributions and services to the profession of pharmacy and PSN Lagos State(May 2000); Lagos State PSN Distinguished Pharmacist Award (August 2006) and PSN Fellowship Award (2009).
What is your impression of the annual PSN national conferences?
I have attended an above-average number of PSN National conferences. There,you meet and interact with colleagues.You can also get a deserved rest which you may have denied yourself. Because the conferences are yearly moved across Nigeria, they provide the opportunity to know the country more. However the planning committees should de-emphasise commercialisation of the conference. This phenomenon seems to have overshadowed the educational and scientific benefits the conference should afford participants.
If you were not to be a pharmacist, what other profession would you have opted for?
Before I entered the university to study pharmacy, I worked as a technical assistant at the then Western Nigeria Television (WNTV) and the Western Nigeria Broadcasting Service (WNBS)in Ibadan. If I had not studiedPharmacy, maybe I would have ended up as a technical man in the radio and television industry.
Is there any particular age that an active pharmacist should retire?
A pharmacist should still be professionally active, even in old age, as long as his physical and mental health allows him. Each individual should know when to draw the curtain and take a deserved rest.
As an elder in the pharmacy profession, what is your advice to young pharmacists?
My principal during my secondary school days, used to tell us, “Festina Lente”, meaning, “Make haste slowly.”Our young pharmacists should be more ethical in their practice of the profession and avoid sharp practices in an attempt to make quick money. They should desist from practices that demean Pharmacy and the dishonour of pharmacists. They should remember that “Life is honour – it ends when honour ends.”
Why Pharmacy needs more people like Pharm. Atueyi – PANS editor
In this exclusive interview with Pharmanews, the current national editor-in-chief for the Pharmaceutical Association of Nigeria Students (PANS), Ebuka Joseph Alakwem, reveals some of the achievements of his administration, as well as the challenges facing the editorial department of PANS. The final year student of Pharmacy Department, University of Nigeria, Nsukka, also discusses the contribution of Sir (Pharm.) Ifeanyi Atueyi, publisher of Pharmanews to the development of pharmacy practice in the country. Excerpts:
Why did you choose to study pharmacy?
My decision to study pharmacy was prompted by the professional role pharmacists play in the society – which is to improve the quality of lives of individuals in the society, using both therapeutic and non-therapeutic approaches.
What made you contest for the post of editor-in-chief?
I would say it’s actually due to the passion I have for the association. Also, I contested for the position in order to help keep PANS alive, as well as ensure necessary information is available at every point in time to all pharmacy students across the country.
It has also been my desire to help produce a magazine that will serve the interest of all pharmacy students in the country and, by the grace of God, we now have in the pipeline a magazine called Pharmedia, which will circulate in all member schools. Through this, we hope that our voice, as the future of pharmacy profession, will be heard in the country and beyond.
What are your goals as PANS editor-in-chief?
That is a very interesting question. Basically, the function of the editor-in-chief is to see that high quality publications are published and also ensure that details of PANS’ activities are made available to all students. Therefore I am trying to make sure that at least an article from each school of pharmacy is published in our proposed magazine. The magazine itself will be distributed across all pharmacy schools in the country. I hope, by God’s grace, to achieve this before the end of my tenure.
Since your election as the editor-in chief, what challenges have you noticed within the association?
Since I assumed office, the major challenge I have observed is finance. The association is highly underfunded. Imagine, nothing was in the association’s account as at when it was handed over to us. This is really affecting us, especially members of the editorial board. We have been borrowing money from different people, hoping to give them back, when we can.
Related to this challenge is the fact that PANS does not have any primary source of income; we therefore have to source for funds each time we have a national programme. We source for funds from companies and individuals, sometimes to the extent of missing classes, so as to make sure that the association runs successfully. It is that bad, but I thank God for the wisdom given to the PANS leadership, as we are always equal to the task.
What specific challenges have you faced in your capacity as the editor-in-chief, and how did you handle them?
The greatest challenge I have faced is lack or inadequacy of resources required to carry out editorial work. As I said before, we were handed an account with zero balance, and there were no tools for us to work with. We don’t even have important editorial necessities like laptops, recorder or camera. It has been a very big challenge for me but I am working assiduously in making the work easier for the next PANS chief editor by providing him or her with the necessary equipment to do the work effectively.
How would you assess the contribution of Pharmanews publisher, Pharm. Ifeanyi Atueyi, to pharmaceutical journalism?
Seriously, Sir (Pharm.) Ifeanyi Atueyi is doing great in his chosen career, pharmaceutical journalism, and I admire him so much for this. With no iota of doubt, his contribution to Pharmacy has proven to us that the profession is broad and that pharmacists are the most intelligent people, among healthcare professionals. He is a rare gem and a man that has the interest of pharmacy students at heart. He is a mentor to me and I am sure to numerous pharmacists, both old and young. My prayer is that God will preserve his life and also bless us with more people like him, so that the pharmacy profession can be better than what we are witnessing presently.
Tell us about some of the programmes you intend to carry out before the end of your tenure.
I’m working on organising a quiz competition and essay writing from different schools of pharmacy.This will help to create awareness for the convention that is coming up on 9-15 August 2015 at the University of Nigeria Nsukka, Enugu State. Gifts will be awarded to the 1st, 2nd and 3rd positions.
Where do you see PANS editorial department by the time you leave office?
I believe that a good name is better than, money. I will ensure that before leaving office, PANS editorial board would have been provided with the necessary items needed to work effectively so as to enable the incoming PANS editor-in-chief to work without encountering unnecessary challenges like the ones I am facing now.
Purpose-driven leadership in Africa
During the last Christmas and New Year holidays, a number of my colleagues in diaspora complained about the state of affairs of things back home in Africa. We argued extensively on who is responsible between the leaders and the followers who elected them. We agreed on the need for our people in diaspora to come back home to Africa and join the public or private sector in order to help address our issues, salvage whatever is remaining and help transform our continent so that we can be respected wherever we choose to visit in the world. We recognised that the African continent, which is as big geographically as a combination of Europe, China, USA and India, is richly endowed with many resources (human, raw materials, money, good weather, etc). We also agreed on the urgent need for a valuable purpose-driven leadership in both public and private sectors of Africa to harness these resources towards achieving clear goals that will benefit generations.
The problems of leadership in Africa are not genetic but rather due to lack of necessary tools, abilities, skills, right attitude, knowledge, right actions, poor results, failure to learn from failures and history, etc.Most African leaders have no clear purpose for being in leadership roles; all they have is a desire to have raw power in order to amass wealth for their greedy selfish ends rather than do something concrete for the benefit of the citizenry.
Most African leaders suffer from lack of self-confidence and internal validation. Their minds are not yet fully developed; so they pursue primarily accumulation of money rather than pursuit of a veritable legacy. They have very little knowledge about creating an enabling environment for posterity. Many new business managers and leaders are also very task-focused and bottom-line oriented. They often complain that their team is stuck and the organization culture is not a healthy one. They share communication challenges and lack of accountability across their organisations. Some are very quick to point the finger at another manager and fail to realise where the solution resides.But how can you hold yourself accountable if you have not taken the time to reflect on who you are as a leader, why you chose to lead, and what matters to you right now? My question to emerging leaders are: “Do you have a leadership purpose or do you know your WHY? (The purpose, drive, or values that inspire you to be a leader every day)?
Purpose and values are vital to successful leadership. As a leader, you can’t delegate purpose and values to Human Resources or middle management. The top executives of every organisation need to focus and believe in the values and purpose of the organisation. They need to exemplify them in a way that is visible to everyone they engage with on a daily basis.
Great leaders lead by example when they walk the talk and become stewards of purpose in their organisation. Leaders who are in tune with their purpose don’t send company emails and memos only. They want to connect and engage with people in their organisation. They have strong convictions andtry to live by them. They take the time to listen by soliciting people’s feedback; they solve problems and manage challenges.
Roy Spence once said, “What is a purpose? Simply put, it is a definitive statement about the difference you are trying to make. If you have a purpose and can articulate it with clarity and passion, everything makes sense, everything flows. You feel good about what you’re doing and clear about how to get there.”
So, how can you be clear about your leadership purpose? Here are three questions to help you navigate and discover your WHY:
What do you stand for?
Purpose-driven leaders know what they stand for. They identify critical values in their operating philosophy that help them make important decisions that drive the company culture. They do not leave those for chance. So, ask yourself today: What do I really stand for? Is it innovation? Is it integrity? Trust?Accountability? Why are you in business?
What problem can you help solve?
Every challenge comes with a dose of opportunity. Our world is full of challenges,as well as great opportunities that call for great leadership. There are plenty of problems around us. But the real question is, how do we want to help make the world a better place? How can we solve a problem today? The best leaders did not shy away from problems and challenges. Winston Churchill, Abraham Lincoln and Martin Luther King Jr. all faced a world in despair. But, they saw a great calling to serve humanity for generations to come and they seized the opportunities presented by the prevailing challenges.
What business are you in?
Each of us is part of a whole. But what are we trying to accomplish? Better customer service? Better product? Better innovation? As a leader of any business, we need to know why we exist. Why are we doing what we are doing and who dothe products and services help at the end of the day? A great example of this is Apple. By creating quality trustworthy products and services that make people’s lives easier and more effective,people identify with their brand and purpose.
Jim Collins and Jerry Porras who wrote “Built to Last” share the following insight on leading with purpose:“Purpose refers to the difference you are trying to make in the world; mission is the core strategy that must be undertaken to fulfil that purpose; a vision is a vivid, imaginative conception or view of how the world will look once your purpose has been largely realised.”
Becoming a purpose-driven leader
What separates the best leaders from the rest? What do they have that trumps up their success? Is it knowledge? Motivation?Money?Great leadership begins on the inside of every person. It begins with discovering our life’s purpose!
Purpose is that deepest dimension within us that tells us who we are, where we came from, why we are here, and where we are going. If you are not fired up and energised about something you deeply care about, then most likely people will not follow.The passion in you is the power that will elevate the world to a better place. When a leader has a compelling purpose, the people around him want to become a part of the inspiring mission to change lives.
Leaders who are purpose-driven are on a life-long quest to be connected with something larger than their own life.Bill Gates did not start Microsoft to become the richest man in the world. He saw the potential of personal computers to transform the lives of many people. He was determined to create a software that would make them useful for every person in the world.He followed his passion and purpose and, in the process, became the richest man in the world. That was the outcome, not the goal. His purpose was to change how we live.
Steve Job’s vision was not to make a load of money and retire rich one day. Steve Job’s purpose was to help people unleash their creativity. He wanted to enrich people’s lives.He was passionate and had a purpose to enrich people’s lives through the products that Apple created.He wanted people to be connected to an experience, whether it was a phone or a computer. When we live on purpose we make decisions and choices to live a life of legacy.
In the book, Good to Greatby Jim Collins, surveying several companies in different industries, the author makes the case that Level 5 leaders were building teams around a common vision and purpose. These companies went beyond the purpose of making money and meeting the shareholders expectations.They found a higher calling and purpose by changing the world through their services and contribution. Purpose was more important that profits.
Happiness at work illustrates that personal job satisfaction is closely linked to feeling like we are on a path to a higher purpose, or that we’re doing something that we really believe in.
Tony Hsieh, CEO of Zappos.com and author of “Delivering Happiness: A Path to Profits, Passion and Purpose, says that, “When people do something that actually contributes to a higher purpose that they really believe in, research has shown that this actually is the longest lasting type of happiness.”
So how can you become a purpose-driven leader?
Purpose is on the inside-Connect with your heart first and be authentic about what is it that you want to help people about? It doesn’t have to be a big cause. When you have a clear purpose, you can articulate it to others with fire and passion. You feel good and energised about who you are as a human being.
• Choose a purpose that is bigger than yourself-Having a purpose that can be compelling and encourage participation on the part of the followers is something that Jeff Bezos, the founder of Amazon.com says, “Choose a mission that is bigger than the company.”
• Create value for people-Great leaders have something in common.They focus on adding value to whatever their passion and purpose is. When you can add value to people’s lives, whether through a product or service, their lives becomes more meaningful and in some respect better than they were yesterday.
Nothing is ever the same once you tap into your life’s purpose and your leadership calling. You begin to sense higher positivity and energy that you thought did not exist in you. Life becomes truly fulfilling and rewarding.
The misunderstood art of leading
Linda Hill, the Wallace Brett Donham Professor of Business Administration at Harvard Business School, is a champion of leadership through empowerment. Her work focuses on leaders who have excelled by enabling others to do the doing.In other words, if you seek professorial wisdom,vocal displays of assertiveness are not necessarily leadership.Her work on Nelson Mandela’s leadership style highlights her research-based beliefs that in the business world, too, there are countless benefits to viewing leadership as a collective activity. So do her insights on the stealth leaders within organisations – those unheralded members of the rank-in-file who take charge of key initiatives.Hill’s latest book, “Collective Genius: The Art and Practice of Leading Innovation”, makes a fascinating argument that Hill has made before: namely, that to lead innovation, you should not view leadership as a take-charge, bull-by-the-horn-grabbing activity.Instead, your job should be to create, populate, and inspire a flexible ecosystem, in which employees feel comfortable proposing radical ideas and challenging long-held corporate beliefs.
Find the strengths of your culture
For example, there’s a change-management myth that tends to inflate the roles of leaders. The myth generally involves asuper-leader, imported from another company, arriving and making wholesale changes which produce demonstrable wins in the first 100 days.
From my experience, that type of top-down approach isn’t the best way to motivate employees to do what innovation requires. The best way, is to tap into emotions those employees already feel.Those emotions could lie in a product’s quality, or in the overall role a company plays on the world’s stage.Regardless of what those emotions are, the most important thing a leader can do – early on in a change-management initiative -is discover where those emotions and pride-points lie and connect with employees through these points.
There is also need for paradigm shift from change-management concept to leading change. While the former is a reaction to change, leading change is proactive and much productive in releasing the energies of the workforce.
Using people’s talents
Using what he learnt, De Meo was able to make his branding goals less of a top-down initiative and more of a community-based desire, built around a mutual sense of purpose. He did this in two ways: (1) He directly involved employees in the creation of a centralised brand; (2) he tied the importance of creating a centralised brand to the pride-points of quality engineering and the auto industry. Specifically, he did this by organizing a massive three-day off-site devoted to brainstorming about the brand. Instead of PowerPoint presentations, the off-site-held at a Frank Gehry-designed building in Berlin–was more like a design lab, filled with prototyping, testing, and most of all, discussing and arguing across the rank and file.
De Meo recalled it as “artwork everywhere, loud rock music signaling transitions between activities, snapshots showing the history of the automotive industry mixed in with conversations about the future of mobility.”
You can see how this approach would engage employees who were already prideful about their industry and their product. And there was another piece of the engagement too: De Meo’s inclusive approach made branding something the entire company was involved in. Employees were creatively collaborating, brainstorming, and participating, rather than responding to just another mandate from “those big guys on top in Wolfsburg.”
Power of purpose
Generally, we don’t use people’s talents as fully as we can. By contrast, De Meo’s approach created a branding effort behind which a historically decentralised company found unity. He believes you build a brand from the inside out.
As for results, they were tangible: By the time De Meo left VW for Audi, the VW brand had risen in the ranking of all brands worldwide from 55th to 39th. Sixteen points jump! But more than this quantifiable accomplishment, De Meo had proven that real change can occur when you engage your employees on a personal level, and find out why your organisation (and its posterity) matters to them. VW became a textbook-worthy case of that easy-to-preach, hard-to-practice principle of purpose-driven, community-centric leadership.
Purpose – not the leader, authority, or power – is what creates and animates a community. It is what makes people willing to do the hard tasks of innovation together and work through the inevitable conflict and tension.
It was the German philosopher Frederick Nietzsche who observed that “he who has a why can endure any how”. Leaders who know their why are better able to navigate and achieve success in the fast changing and uncertain world of today.Consider some of the leaders of the past who persevered in the face of difficult circumstances. Leaders such as Nelson Mandela, Winston Churchill,Mahatma Gandhi, Martin Luther King Jnr and so many others. These leaders connected to a purpose that matter to them. For Nelson Mandela, it was the liberation of the people of South Africa. For Winston Churchill, it was to prevent Hitler from conquering the world. The reason we remember these leaders was their commitment to a bold purpose. It’s this courage and commitment to a purpose that inspires us still today.
Whilst great leaders of times past were purpose-driven, it may surprise to know that many leaders today lack clarity of purpose. Research cited in the article “From Purpose to Impact” by Nick Craig and Scott A. Snook, found that fewer than 20 per cent of leaders have a strong sense of their own individual purpose. Even fewer can distill their purpose into a concrete statement. A number of African leaders lack clarity of purpose. These are the ones who indulge in attacking personalities rather than address the issues. Whilst leaders can identify the pain and problems that keep them up at night, very few are able to tell you what makes them get out of bed in the morning!
Power of purpose-driven leadership
It was Howard Schultzwho said, “When you are surrounded by people who share a passionate commitment and common purpose, anything is possible.” Having and knowing your purpose is important. Do you know your company’s mission or vision statement? If not, sad to say, you are not alone. According to a survey conducted by TINYPulse (http://bit.ly/1puoP3z) of over 300 hundred companies and 40,000 anonymous responses, the survey revealed that only 42 percent of employees know their organisation’s vision, mission, and values or the WHY of their organisations.
If your employees do not know your company’s vision, mission, or values, then they will be poor representatives of your company. If you, as the leader, have not clearly communicated those core values then you have fallen down on the job. How can your employees represent what they do not know? Purpose-driven leadership is essential to your success. Here are three reasons why:
• It gives context to your past
In order to understand where you are and where you are going it is important to understand your past. Knowing the back-story of your organisation – all the successes and failures and how it emerged in the formative years – is foundational information worth understanding.Marcus Garvey said, “A people without the knowledge of their past history, origin and culture is like a tree without its roots.” Seek to understand where you have come from in order to make sense of where you are going. From that knowledge you can have a greater understanding and appreciation for where you are today.
It keeps you focused on the present
When your purpose and vision is clear it gives your employees the focus they need to succeed. If your team is in the dark about its mission and vision they are without the most basic of tools needed for success. Your employees cannot lead your organisation to its intended destination if they do not understand why they are going there or the values that will guide them.A clear understanding of your purpose gives them the ability to focus like a laser on accomplishing their goals and objectives when they focus on their mission.
It gives you direction for the future
When you can put your past in context and focus on the present then you can build for the future. When you have a purpose that is known, with employees who are really engaged, then you have a future that is promising.
“Even though the future seems far away,” said Mattie Stepanek, “it is actually beginning right now.” Purpose-driven leadership is about empowering and equipping your team. Purpose-driven leadership is the rudder of your ship and will keep you on course. Your future is only as promising as your ability to empower. The time is now to lay claim to your purpose, make known your mission and vision, and discover the possibilities before you.
Lere Baale is a Director of Business School Netherlands, www.bsnmba.org and a Certified Management Consultant with Howes Group – www.howesgroup.com
What path are you following?
An old Italian proverb says, “Destiny is determined not by chances but by choices.” Occasionally, in my quiet moments, I reflect on life’s journey. It is a journey that starts from somewhere and ends somewhere. At any time, one can tell how it started, but no one can tell how it will end. Only God knows. That is why He is the Alpha and the Omega, the Beginning and the End. Where you are today is as a result of the decisions and choices you have made. Each action you take leads you to somewhere, positive or negative, along your path in life. Good decisions, choices and actions will lead you to your expected end.
God wants to take you somewhere good and He will do it in a mysterious way. He may decide to create a storm to throw you away from one location to another one. If you keep long in your comfort zone and refuse to move to where God wants you to go, He can even cause a thunderstorm to disorganise you in that comfort zone. You might have experienced a storm in your workplace – the type of storm that caused your sack or compulsory resignation. Or maybe, the storm caused you to change the line of your business.
John 16:33 gives us comfort: “In the world ye shall have tribulation: but be of good cheer; I have overcome the world.” People of God are overcomers like Jesus. Storms and tribulations only make them tougher, harder and better, like gold refined by fire.
One critical thing one should not miss is God’s guidance at all times. Have you ever been directed by someone who does not know where you want to go? I have been misled a few times by ignorant persons who tried to help me find my way. They complicate your itinerary, instead of making it easier for you. But God is omniscient. He knows the end from the beginning and is waiting for us to ask Him for direction to our destination.
In Psalm 32:8, God promises, “I will instruct thee and teach thee in the way which thou shalt go: I will guide thee with mine eye.” This guidance becomes critical when there are storms and important decisions or choices to make. It is therefore essential to seek His face before taking any step in any direction.
Sometimes we think that certain decisions are too easy to ask God for guidance. However, we know that a decision that appears insignificant can result in disastrous consequences. Proverbs 14:12 says, “There is a way that appears to be right, but in the end it leads to death” (NIV).
Many people prefer to depend on the opinions of others in solving their problems, instead of seeking God’s view. When faced with challenges in business, career, family or personal lives, we are sometimes worried about decisions and choices to make and the directions to go. We think that another human being has the answer and can solve our problems. We spend quality time seeking advice from counselors, consultants and so on. The truth however is that while these can help from the experience they have acquired, they cannot offer the knowledge they do not have.
Man’s experience and knowledge are limited. Therefore, the solution does not lie with any man. In fact, God is not happy when we depend on these other sources for help without approaching Him. He is not ready to come to your help if you do not call on Him. Psalm 147:10-11 says, “He delighted not in the strength of the horse: he taketh not pleasure in the legs of a man. The Lord taketh pleasure in them that fear him, in those that hope in his mercy.”
Let us depend upon the promises of our faithful God. Through Prophet Isaiah, God promises, “I will bring the blind in a way that they do not know, in paths that they have not known I will guide them…” (Isaiah 42:16). It is only God that can take us through an unknown path. No amount of hassle can lead us through the right path. Our desperate efforts can only result in avoidable stress, worry and anxiety. We lose sleep and peace of mind and attract all manner of diseases because we carry unnecessary burden.
In this high-tech and information age, things are moving very fast. But there is need to slow down and think deeply, meditate and get direction from the only Person who knows the end from the beginning. Do you know that there are certain things He will disclose to you only when you are alone with Him? Why not give Him the opportunity of talking to you in your quiet and private moments? It is during such moments that He will direct your steps to lead you to your expected destiny.
Pharmacy practice in Nigeria: Quo vadis?
I consider it a great honour to be invited to deliver the keynote address at the 2015 edition of the Induction/Oath-taking ceremony of the Faculty of Pharmacy, University of Benin. My association with Benin and the University of Benin started more than 30 years ago: first, visiting as a student (PANS) activist and later as an MBA and PharmD student of the University.
A keynote address delivered by Dr Lolu Ojo FPSN at the Induction/Oath-taking ceremony of the Faculty of Pharmacy, University of Benin, on Wednesday, 25 March, 2015.
My formal industrial Pharmacy practice career started (and was nurtured) in Benin. I will, forever, remain grateful to the city, the state (then known as Bendel) and the people for the tender care and overwhelming support received during these formative and difficult years. I made friends, who, even as at today, remain great influencers of my life. One of those friends, today, is my wife, Bridget, who has made life more meaningful and my association with Edo State permanent. I am grateful to the dean, Prof. J. E. Akerele (one of the great friends of those days) and the planning committee for giving me this unique opportunity to share my thoughts on Pharmacy and sundry issues using this very unique platform.
The choice of the topic, “Pharmacy in Nigeria: Quo vadis?” is apt and contemporary. There are, presently, a lot of activities being undertaken to redefine Pharmacy and its practice in Nigeria. We have just concluded a one-day retreat where various groups representing different areas of practice made presentations on the way forward. We are still working on the blueprint arising from the retreat. The Nigeria Academy of Pharmacy is also organising an education summit which will come up between 22 and 24 April, 2015. All these activities are meant to answer the same question that you have challenged me to provide answers to with this topic.
My first contact with the term “Quo vadis” was in the early eighties when we had the privilege to watch a film with the same title at the famous Oduduwa hall of the University of Ife. Quo vadis is a Latin word which translates to mean: “Where are you going?” It was recorded that, Peter, the great apostle of Jesus Christ, was running away from the prevailing persecution of Christians in Rome. On his way, he met the risen Christ carrying a cross and walking on the opposite side. Peter asked the famous question: Quo vadis, that is: Where are you going?
Our task today is to chart a new path for Pharmacy practice in Nigeria by examining the direction to which it is heading. We cannot possibly do a good job of fortune-telling without first examining where we are right now and how we got there.
The history of Pharmacy practice predates the formal establishment of Pharmacy in Nigeria. The healing of the sick was carried out by herbalists who prepared concoctions, balms and ointments from leaves, barks and roots of plants. The herbalist was the doctor and the pharmacist combined. He was very well respected in the community and was the consultant on all health matters. Then, there was peace in the “house of medicine”. Today, things have changed. The professions of Pharmacy and Medicine have been separated and have become more specialised.
It was in 1887 that the first Pharmacy ordinance was set up to control medicines. It was also in 1887 that the first Pharmacy shop was set up, owned and managed by ‘Dr’ Zaccheus Bailey. He was reputed to be kindhearted with a high standard of professional conduct. These attributes made people to call him doctor. Pharmacy then was treated almost like an appendage of Medicine and most of the dispensers were chosen and trained by the medical doctors.
The history of Pharmacy in Nigeria has been well documented and I will urge everyone to read the writings of Chief Andrew Egboh and Dr Fred Adenika (both late) on this subject. The early pharmacists were not accorded official recognition and most of them struggled throughout their careers. However, with perseverance and ardent struggle of our patriarchs, Pharmacy in Nigeria has advanced from the low level of the early beginning to the dynamic state that we have now. Pharmacists now have the opportunity of University education, including postgraduate studies and also with official recognition in the government, academia, hospitals and the community.
One of Dr Fred Adenika’s theses in his 1998 book: ‘Pharmacy in Nigeria’ was that ‘pharmacy development has suffered a remarkable downturn in the last decade’. The decade he was referring to was that preceding 1997 when he wrote the book, that is, 1980 to 1990. This was the period when some strange words crept into our lexicon: fake drugs, import licence, etc. It was also the period when some negative policies were introduced and the gains of previous years were practically eroded. Pharmacy suffered a decline in fortune in the hospital system. The ministry of health practically became the ministry of doctors. The regime of late Prof Olikoye Ransome-Kuti ensured that the relative parity between doctors and pharmacists were removed. The pharmacist became an orphan in the hospital system. It took years of struggle for some semblance of sanity to prevail but, even at that, the harm had been done. If Dr Adenika were to be alive, I wonder what description he would give the state of Pharmacy in Nigeria today.
My thesis for this address is that, in the past two decades, that is, 1995 to date, Pharmacy has had a challenged development in all fronts. While it is true that we have witnessed some individual and collective strides, the overall outlook still leaves much to be desired. From the individual pharmacist to the practice areas, there is no particular section that is spared of challenges:
– The crisis of professional identity persists. What exactly is my role as a pharmacist in the hospital system? What is the task being performed which is reserved for or can only be performed by a professional of my kind? These unanswered questions have taken so many young pharmacists looking elsewhere for satisfaction – acquisition of unrelated degrees, taking up roles completely out of sync with the profession, etc.
– While there are more schools of Pharmacy (about 17 now), the infrastructure and personnel needed to perform at the optimal level are lacking. I am not too sure if the necessary laboratory equipment and reagents are available in all the schools to guarantee adequate exposure for the students. The upheavals in the academic system have compounded the situation which has taken its toll on the quality of graduates produced. I am also not too sure of the adequacy of research grants available to make our teachers perform the research function. Where exactly are we in the struggle for development of new remedies for new and emerging diseases?
– The hospital space is closed. I have heard a lot of complaints on the differential treatment the doctors received in terms of remunerations and other perquisites. Pharmacists feel alienated and the discontent is high. To me, the crisis in the health sector is due to leadership failure. I have written about this before and my conviction remains very strong.
– The community pharmacy sector has not fared any better. There are about 10,000 registered premises known to and regulated by the Pharmacists Council of Nigeria. However, there are more than 50,000 illegal premises scattered all over the country. The open market is a tolerated illegality. They have almost assumed a position of immortality, desecrating everything that Pharmacy stands for.
– The global pharmaceutical industry is an oligopolistic US$ 900 billion market, consolidated mainly in the US, Europe and Japan – with the Asia-Pacific as the new frontiers, and dominated by 15 global conglomerates. It is an industry rapidly growing in countries like China, India, Malaysia, South Korea, Indonesia, South Africa, and Israel. India is the third largest pharmaceuticals producer in the world, while at over 20 per cent growth per annum, China has the fastest growing market. Nigeria, with one of the world’s fastest growing population (currently at 170 million), evidently has a potential huge domestic demand that can support a vibrant pharmaceutical industry. But the story is, lamentably, different:
o With pervasive poverty and extreme inequality, only a small percentage of the population can afford quality health care and quality drugs.
o With an estimated size of $1-1.6billion (PMG-MAN, Frost & Sullivan), the Nigerian pharmaceutical industry is less than 0.3 per cent of the national GDP and is practically non-existent in the world pharmaceutical map.
o Only 30 percent of the drug sold in Nigeria is manufactured locally. 70 percent is imported, largely from China and India.
* Frost & Sullivan estimates “nearly 17 percent of essential generic medicines and as high as 30 percent of anti-malarial are routinely faked in Nigeria”
* Current capacity utilisation rate in Nigeria is only 45 per cent.
* High cost of operation due to high interest rate, multiple taxation, lack of power, etc, making the locally manufactured products less competitive compared to the imported ones.
* Failure to address loopholes in the distribution system.
* There is practically no R&D activity as most of the research-based companies only have scientific offices in Nigeria.
* It is important to note that as at last year, we have about four companies that had been prequalified by WHO in Nigeria. This is a significant improvement in the global rating and has the potential of improved productivity and patronage by international organisations.
This is where we are today and the next question will be: How did we get here? As an emerging profession in Nigeria, we have tried and have been relatively successful in putting Pharmacy on a higher pedestal. There is so much to be done and some of the change factors are under our control as individuals and groups. The story of Pharmacy approximates that of Nigeria as a whole: potentials largely sub-optimised. As a result of mismanagement in the system, our profession has equally been misgoverned.
Now, to the last question: Quo vadis – Where are we going? I am not sure that I have a direct answer for you because it is a system thing. The trajectory should be defined by the policy makers and executors as it is done in other climes.
We are aware of the determination of the countries in Asia particularly India and China to develop the pharmaceutical sector. We expect the same situation here in Nigeria. We had a high hope about the implementation of the New Drug Distribution Guidelines but I am not too sure if this optimism is shared at the highest level of government.
The appropriate question which I can answer directly is: Where should we be going? I am convinced within me that we should be and we have the capacity to move towards professional excellence in all its ramifications. Our success will be determined and or guaranteed if we faithfully pay attention to and implement the following:
- Professionalism: By training, we are, first and foremost, pharmaceutical scientist. We must always carry this toga anywhere we found ourselves. The commercial aspect may be the second or parallel nature of our profession but it is certainly not the primary one. There is a question that we all need to provide answer to – Who is a successful pharmacist?
- Education:I think the time has come for us to speak with one voice on the training of Pharmacists in Nigeria. Apart from advocating for wholesale adoption of PharmD as the minimum qualification for registration and licensing to practise, I will also advocate for a practice-based exposure for all students in the last two years of their training. This aspect should be handled by real life practitioners in the relevant field. I am sure there will be many out there who will be ready to render services without much ado. The new graduates must be protected and guided to succeed right from time zero as pharmacist. Encouragement of personal development initiative is fundamental and I want to challenge all the technical groups to develop appropriate training courses in association with relevant organisations. I am happy that the Nigeria Academy of Pharmacy is working on this.
- Pharmacists in Academia:There must be something that makes us different from others around us. The emphasis on research must be given a new definition. We must find a way to make this work. There is an urgent need for collaboration with other technical groups. What constitutes a model community pharmacy or industrial or even hospital practice? I think it is the duty of our academicians to be pathfinders in this search.
- Community pharmacy:We are still grappling with the challenge of differentiation between a professional outlet and just a store. I think the time has come for us to have a common minimum standard of operation. It must be an enforceable rule for every practisingpharmacist to follow. I wish the ACPN can rise to this challenge and give every caller at a Pharmacy premise the chance to be able to recognise that this is a premise run by pharmacists. It is also time for us to intensify efforts on group practice. All the practitioners before us are all gone with few exceptions. If we do not wish to be like them, then this is the time to do something different.
- Drug distribution:Without solving the problem of drug distribution, it may be practically impossible to have the pharmacy practice of our dream in Nigeria. We should all support the implementation of the New Drug Distribution Guidelines (NDDG). It is a necessary first step towards sanity in the drug distribution in Nigeria. I have gone round the country trying to educate pharmacists on the provisions of these guidelines. We may not get the attention of the government until the election issues are settled. We are going ahead to set up a Mega Drug Distribution Centre which will protect the system and the public. This is the social enterprise advantage embedded in our plan.
- Hospital pharmacy: We must get this sector right. It is the window through which the public perceives the profession. There must be a directed effort to build capacity in this sector. As a group, we cannot afford to let it hang. I have told the last three presidents of the PSN on the need to adopt certain hospitals as models. We must make these model centres to do exactly what hospital pharmacists are doing in a chosen ideal setting abroad. The benefits of the practice from these centres will then be used to convince the government on the need to adopt the system created.
- The industrial sector: The industry must not be allowed to roll on its own. The society and the regulator must define a path for the sector. As it is now, it is highly fragmented, with virtually everybody coming in and out. Various attempts have been made to weld the industry together but differing interests have made the modest gains less impactful as it should be. We need an industry that will be ethical in its activities. We need an industry that will engage in research and support research activities in the universities. We need an industry that will put emphasis on local production not only of formulations but also of raw materials.
- Regulatory aspect: The pharmaceutical sector is a regulated industry. Much of the developmental challenges are from the regulators. It is known that only those who submitted themselves to rules and regulations get challenged every time. The Pharmaceutical space is dirty and is in need of urgent clean up. The PCN is statutorily empowered to regulate the practice of Pharmacy in all its ramifications. I think this is the time for the agency to live up to its name. Leaders should serve and not be waiting to be served. We have lost substantial time to undue emphasis on the ephemerals in the past and with the new lease of life, the expectations are quite high. It is important that the PCN pays attention to Pharmacy human resources. This will be a subject of another lecture in early May at the Obafemi Awolowo University. We must account for everyone.
- The Pharmaceutical Society of Nigeria(PSN):The PSN has been largely responsible for the progress made so far in the profession and that is a befitting tribute to our past and current leaders for their vision and commitment. The current leadership has been exceptionally dogged in the struggle to emancipate the pharmacy profession. However, the next leadership will need a new set of skills to navigate Pharmacy out of the turbulent waters. There is a need for creativity and a move away from problem fixation. New ideas will certainly be helpful. This applies to all the technical groups where action on the Pharmacy of tomorrow will be needed.
It is my hope and belief that the next and pleasant destination is assured if we follow some of these recommendations. Someone once said that “Well done is better than Well said”. How do we match our words with action? We cannot continue to have seminars ad-infinitum without a proper execution plan or capacity. The theme of the last PSN retreat was ‘Walk the talk’ and I want to persuade myself to look forward to a new dawn in the pharmacy profession.
To the graduating students and new pharmacists, my colleagues, I say a big congratulation. You have succeeded in joining a noble profession. Despite all the challenges, Pharmacy is a profession for the brightest and the best. I want to assure you, with all emphasis at my command, that Pharmacy, which you have embraced now, will provide a path for your self-actualisation. Please remember that your PharmD is not the end; rather it is the beginning of the end. You have to start learning how to practise. It is good for you to know that success in life is not always measured by fortune or acclaim. A venture tried, a challenge met, a future that you embrace is successful if only it makes the world a better place to live.
Once again, congratulations. Thank you and God bless.
OneStart Americas 2015 Semi-finalist: Riparian Prescribed drugs – Will Adams
OneStart, co-organised by SR One and the Oxbridge Biotech Roundtable, is the world’s largest life science startup accelerator programme. Study how one can get prolonged mentoring and win £100okay/$150okay for your enterprise thought at http://onestart.co
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Towards a revamped health care sector
In recent times, so much has happened within the Nigerian political and economic landscapes. From the hullabaloos over elections, to the slump in the prices of oil and the attendant effects on the value of the naira, Nigerians have had so much to witness and so much more to discuss.
However, in the health care sector, an atmosphere of worrisome stillness and stagnation prevails. Our problems remain colossal – high maternal mortality rates, poor access to medicines, unregulated drug distributorship network, encroaching malaria parasite drug resistance, inadequate access to finance, very low health insurance coverage, health labour force disputes and inter-professional wrangling, to name a few.The supporting industries that help to make health care accessible and affordable are underdeveloped and developing, the manpower limitations daunting and the need for fresh ideas will still be very much a critical requirement.
It is within the context of these present challenges that we affirm that the Nigerian government is auspiciously faced with an opportunity to create a modern day miracle. While we acknowledge that the numerous challenges besetting our health sector are not so easy to wipe away, we strongly believe that our capacities are correspondingly huge and adequate.We maintain the standpoint that if the Nigerian government dedicates a conservative 15 per cent of the nation’s budget to health care, it would create the much needed effective demand for care, which would in turn lead to a faster development in the level of private sector-led investment in health care. With judicious management, this should contribute significantly to a reversal in the brain drain suffered by the Nigerian health care industry.
It is important to note that the USA, with a population of about 350 million, has a practicing physician population of about 839,000 compared to Nigeria with less than 40,000 physicians serving a population of 170 million. The United Kingdom, on the other hand, has a population of less than 65 million individuals but boasts of a physician population of more than 200,000.Considering that Nigeria is projected to be the third largest nation by 2050 after India and China and that our locally-trained health care professionals contribute significantly to the health care team pool in developed nations, these figures become more significant and thought-provoking.Also noteworthy is that the USA, for instance, estimates that the demand for health care professionals in the years to come would outstrip the supply.
Another intervention that we expect of the government in revitalising the health care sector is the introduction of a drug pricing regime. The growth of the retail and hospital pharmacy industries has been severely hampered by the absence of this; the result of which is a price competition that helps no one, least of all expensively-trained health care professionals who are less competitive than the quacks who bear a lower operating and overhead costs.
With improved demand for care – created by a sound health financing policy, and proper legislations that create barriers-to-entry for quacks, the result would be a more investment-friendly health care sector which would not only result in a reversal in the brain drain syndrome, as earlier stated, but also strengthening of the local pharmaceutical industry which should continue to enjoy particular preferential treatment in the areas of access to finance and purchases by public organisation.
Another opportunity the government would do well to pursue is in a critical evaluation of the educational structures for health care personnel. The country certainly needs more health care professionals, who would stay and work in Nigeria. Not only is the health care brain drain an outright subsidisation of health care in developed nations but it should equally be noted that a sizeable volume of finances is expended by health care professionals on gaining postgraduate education.Should we aggregate this demand under a structure – say for example, the Nigerian–University College of London Health Care programme, which offers a variety of postgraduate health care courses, even at similar overseas costs, the result would be an education that is tailored to meet the unique challenges of Nigeria, led by dedicated scholars.
We believe that if implemented, this proposed programme, which should encompass the pharmaceutical and biotechnology industry with a management touch, would greatly help in sustaining the top-notch academic dialogue and knowledge development required to lead the necessary changes in the different aspects of our health care sector.
While some of the suggested initiatives may appear demanding in the light of prevailing circumstances, we believe that it is only with the desire to rethink the current system and a commitment to evaluating innovative ideas for feasibility that we can find practical solutions to the myriad crippling our health care sector.
Defeating malaria in Nigeria
World Malaria Day is commemorated on every 25 April. It recognises global efforts to control malaria. The theme for this year’s celebration is “Invest in the future, defeat malaria”, as it has been since 2013. Globally, about 3.3 billion people in 106 countries are at risk of malaria. In 2009, 781 000 people died from malaria, mainly women and children in Africa.
World Malaria Day was established in May 2007 by the 60th session of the World Health Assembly, the decision-making body of the World Health Organisation. The day was established to provide education and understanding of malaria and spread information on year-long intensified implementation of national malaria-control strategies, including community-based activities for malaria prevention and treatment in endemic areas.
The World Malaria Day theme provides a common platform for countries to showcase their successes in malaria control and unify diverse initiatives in the changing global context. Malaria-endemic countries have made incredible gains in malaria in the last decade, but sustaining them will take extra efforts until the job is finished and malaria is eliminated worldwide.
While efforts to prevent, diagnose and treat malaria have gained important momentum over the past years, an annual shortage of US$ 3.6 billion threatens to slow down progress, particularly across Africa where high-burden countries are facing critical funding gaps. Unless the world can find a way to bridge the funding gaps and endemic countries have the resources and technical support they need to implement sound malaria control plans, malaria resurgence will likely take many more lives.
In view of this reality, the National Agency for Food and Drug Administration and Control (NAFDAC) recently entered a partnership with the Cuban government, in order to employ the country’s biotechnology in eradicating malaria in Nigeria.
The Cuban Ambassador, Carlose Trejo Sosa, speaking on the development, said Cuba, as a country rich in biotechnology, could improve the health care of the Nigerian population, under the surveillance of NAFDAC.
“I think and I am sure Nigeria has many things to offer Cuba in the aspect of experience and investigation that have been made in this country, which could be of greatest interest to Cuban people”, Sosa said.
On his part, Dr Paul Orhii, NAFDAC DG, said: “Cuba has a very rich cultural heritage and has good ties with Nigeria; but more importantly, from a health perspective”.
Affirming the authenticity of the partnership, Orhii noted that Cuba is the global leader in biotechnology, developing new technologies to fight diseases, adding that most of the technologies Cuba would be bringing to fight diseases attack diseases in a more natural way.
“For example, the biolarvaesal programme on malaria that we are talking about is not just spreading chemicals that will broadly kill every other thing that will come its way; it specifically targets some disease-causing larvae, all sorts of malaria, and black flies that cause river blindness. As a leader in biotechnology in the whole world, I think we have a lot to gain and learn in this relationship. Even on eliminating malaria alone, you cannot put a naira sign. We are talking about eradicating malaria in Nigeria. We know that anti-malaria drugs are the most often used in high volumes in Nigeria because most people in Nigeria suffer from malaria”, Orhii said.
The partnership with Cuba is just one of several efforts to curb malaria in Nigeria. Hopefully, more initiatives will emerge in the course of the year. However, we shall endeavour to discuss the disease in detail below.
What is malaria?
Malaria is a mosquito-borne infectious disease of humans. It is widespread in tropical and subtropical regions, including much of Sub-Saharan Africa, Asia and the Americas. The disease results from the multiplication of malaria parasites within red blood cells, causing symptoms that typically include fever and headache, in severe cases progressing to coma, and death.
Malaria is not just a disease commonly associated with poverty but also a cause of poverty and a major hindrance to economic development. Tropical regions are affected the most; however, malaria’s furthest extent reaches into some temperate zones with extreme seasonal changes. The disease has been associated with major negative economic effects on regions where it is widespread. During the late 19th and early 20th centuries, it was a major factor in the slow economic development of the American southern states.
Globally, the World Health Organisation estimates that in 2013, 198 million clinical cases of malaria occurred, and 500,000 people died of malaria, most of them children in Africa. Because malaria causes so much illness and death, the disease is a great drain on many national economies. Since many countries with malaria are already among the poorer nations, the disease maintains a vicious cycle of disease and poverty.
There are four species of the Plasmodium parasite that can cause malaria in humans: P. falciparum, P. vivax, P. ovale, and P. malariae. The first two types are the most common. Plasmodium falciparum is the most dangerous of these parasites because the infection can kill rapidly (within several days), whereas the other species cause illness but not death. Falciparum malaria is particularly frequent in sub-Saharan Africa and Oceania.
Causes of malaria
You can only get malaria if you’re bitten by an infected mosquito, or if you receive infected blood from someone during a blood transfusion. Malaria can also be transmitted from mother to child during pregnancy.
The mosquitoes that carry Plasmodium parasite get it from biting a person or animal that’s already been infected. The parasite then goes through various changes that enable it to infect the next creature the mosquito bites. Once it’s in you, it multiplies in the liver and changes again, getting ready to infect the next mosquito that bites you. It then enters the bloodstream and invades red blood cells. Eventually, the infected red blood cells burst. This sends the parasites throughout the body and causes symptoms of malaria.
Malaria has been with us long enough to have changed our genes. The reason many people of African descent suffer from the blood disease, sickle cell anaemia, is because the gene that causes it also confers some immunity to malaria. In Africa, people with a sickle cell gene are more likely to survive and have children. The same is true of thalassemia, a hereditary disease found in people of Mediterranean, Asian, or African-American descent.
Symptoms and complications of malaria
Symptoms usually appear about 12 to 14 days after infection. People with malaria have the following symptoms:
- abdominal pain
- chills and sweats
- diarrhoea, nausea, and vomiting (these symptoms only appear sometimes)
- headache
- high fevers
- low blood pressure causing dizziness if moving from a lying or sitting position to a standing position (also called orthostatic hypotension)
- muscle aches
- poor appetite
- In people infected with P. falciparum, the following symptoms may also occur:
- anaemia caused by the destruction of infected red blood cells
- extreme tiredness, delirium, unconsciousness, convulsions, and coma
- kidney failure
- pulmonary oedema (a serious condition where fluid builds up in the lungs, which can lead to severe breathing problems)
- vivax and P. ovale can lie inactive in the liver for up to a year before causing symptoms. They can then remain dormant in the liver again and cause later relapses. P. vivax is the most common type in North America.
In recent years, some human cases of malaria have also occurred with Plasmodium knowlesi – a species that causes malaria among monkeys and occurs in certain forested areas of South-East Asia.
Transmission of malaria
Malaria is transmitted exclusively through the bites of Anopheles mosquitoes. The intensity of transmission depends on factors related to the parasite, the vector, the human host, and the environment.
About 20 different Anopheles species are locally important around the world. All of the important vector species bite at night. Anopheles mosquitoes breed in water and each species has its own breeding preference; for example, some prefer shallow collections of fresh water, such as puddles, rice fields, and hoof prints. Transmission is more intense in places where the mosquito lifespan is longer (so that the parasite has time to complete its development inside the mosquito) and where it prefers to bite humans rather than other animals. For example, the long lifespan and strong human-biting habit of the African vector species is the main reason about 90 per cent of the world’s malaria deaths are in Africa.
Transmission also depends on climatic conditions that may affect the number and survival of mosquitoes, such as rainfall patterns, temperature and humidity. In many places, transmission is seasonal, with the peak during and just after the rainy season. Malaria epidemics can occur when climate and other conditions suddenly favour transmission in areas where people have little or no immunity to malaria. They can also occur when people with low immunity move into areas with intense malaria transmission, for instance to find work, or as refugees.
Human immunity is another important factor, especially among adults in areas of moderate or intense transmission conditions. Partial immunity is developed over years of exposure, and while it never provides complete protection, it does reduce the risk that malaria infection will cause severe disease. For this reason, most malaria deaths in Africa occur in young children, whereas in areas with less transmission and low immunity, all age groups are at risk.
When a mosquito bites an infected person, a small amount of blood is taken in, which contains microscopic malaria parasites. About a week later, when the mosquito takes its next blood meal, these parasites mix with the mosquito’s saliva and are injected into the person being bitten.
Because the malaria parasite is found in red blood cells of an infected person, malaria can also be transmitted through blood transfusion, organ transplant, or the shared use of needles or syringes contaminated with blood. Malaria may also be transmitted from a mother to her unborn infant before or during delivery (“congenital” malaria).
Anyone can get malaria. Most cases occur in people who live in countries with malaria transmission. People from countries with no malaria can become infected when they travel to countries with malaria or through a blood transfusion (although this is very rare). Also, an infected mother can transmit malaria to her infant before or during delivery.
Malaria diagnosis
Malaria is diagnosed by seeing the parasite under the microscope. Blood taken from the patient is smeared on a slide for examination. Special stains are used to help highlight the parasite. Sometimes, it is possible to identify the species of Plasmodium by the shape of the parasite, especially if gametocytes are seen. Whenever possible, smears should be reviewed by someone with expertise in the diagnosis of malaria. If the smears are negative, they can be repeated every 12 hours. Smears that are repeatedly negative suggest another diagnosis should be considered.
Two types of other tests are available for diagnosis of malaria. Rapid tests can detect proteins called antigens that are present in Plasmodium. These tests take less than 30 minutes to perform. However, the reliability of rapid tests varies significantly from product to product. Thus, it is recommended that rapid tests be used in conjunction with microscopy. A second type of test is the polymerase chain reaction (PCR), which detects malaria DNA. Because this test is not widely available, it is important not to delay treatment while waiting for results.
Antimalarial drug resistance
Resistance to antimalarial medicines is a recurring problem. Resistance of P. falciparum to previous generations of medicines, such as chloroquine and sulfadoxine-pyrimethamine (SP), became widespread in the 1970s and 1980s, undermining malaria control efforts and reversing gains in child survival.
In recent years, there has been a massive reduction in malaria-related morbidity and mortality in regions of high endemicity in the last decade, which was in part due to the effectiveness of the ACT regimen. However, these successes are threatened by the emergence of artemisinin-resistant strains of Plasmodium falciparum from the Thai-Cambodian border and Thai-Myanmar border.
Indeed, artemisinin resistance is a major threat to global health, particularly in low- and middle-income countries (LMICs), in which the disease burden is highest. Substandard or counterfeit ACT compounds are widely available, and systems for the monitoring and containment of resistance are inadequate. There is little existing knowledge regarding ACT-resistant malaria in many SSA countries, including Nigeria, and the most recent reports of ACT treatment failures were in travellers who had recently visited African countries.
Additionally, there have been no reports of delayed parasite clearance in routine therapeutic efficacy studies conducted in Africa. Thus, arguments for the presence of artemisinin resistance in Africa have been based solely on in vitro and/or molecular analyses of parasites collected from autochthonous patients or returning travellers. However, standard in vitro tests are not reliable tools for monitoring artemisinin resistance. In addition, none of the putative molecular markers for antimalarial drug resistance has been correlated with delayed clearance after treatment with artemisinin.
Prevention
Vector control is the main way to reduce malaria transmission at the community level. It is the only intervention that can reduce malaria transmission from very high levels to close to zero. For individuals, personal protection against mosquito bites represents the first line of defence for malaria prevention.
Two forms of vector control are effective in a wide range of circumstances:
- Insecticide-treated mosquito nets (ITNs)
Long-lasting insecticidal nets (LLINs) are the preferred form of ITNs for public health distribution programmes. WHO recommends coverage for all at-risk persons, and in most settings. The most cost-effective way to achieve this is through provision of free LLINs, so that everyone sleeps under a LLIN every night.
- Indoor spraying with residual insecticides
Indoor residual spraying (IRS) with insecticides is a powerful way to rapidly reduce malaria transmission. Its full potential is realised when at least 80 per cent of houses in targeted areas are sprayed. Indoor spraying is effective for 3–6 months, depending on the insecticide used and the type of surface on which it is sprayed. DDT can be effective for 9–12 months in some cases. Longer-lasting forms of existing IRS insecticides, as well as new classes of insecticides for use in IRS programmes, are under development.
Antimalarial medicines can also be used to prevent malaria. For travellers, malaria can be prevented through chemoprophylaxis, which suppresses the blood stage of malaria infections, thereby preventing malaria disease. In addition, WHO recommends intermittent preventive treatment with sulfadoxine-pyrimethamine for pregnant women living in high transmission areas, at each scheduled antenatal visit after the first trimester. Similarly, for infants living in high-transmission areas of Africa, three doses of intermittent preventive treatment with sulfadoxine-pyrimethamine is recommended delivered alongside routine vaccinations.
Surveillance
Tracking progress is a major challenge in malaria control. In 2012, malaria surveillance systems detected only around 14 per cent of the estimated global number of cases. Stronger malaria surveillance systems are urgently needed to enable a timely and effective malaria response in endemic regions, to prevent outbreaks and resurgences, to track progress, and to hold governments and the global malaria community accountable.
Elimination
Malaria elimination is defined as interrupting local mosquito-borne malaria transmission in a defined geographical area, i.e. zero incidences of locally contracted cases. Malaria eradication is defined as the permanent reduction to zero of the worldwide incidence of malaria infection caused by a specific agent; i.e. applies to a particular malaria parasite species.
On the basis of reported cases for 2013, 55 countries are on track to reduce their malaria case incidence rates by 75 per cent, in line with World Health Assembly targets for 2015. Large-scale use of WHO-recommended strategies, currently available tools, strong national commitments, and coordinated efforts with partners, will enable more countries – particularly those where malaria transmission is low and unstable – to reduce their disease burden and progress towards elimination.
In recent years, four countries have been certified by the WHO Director-General as having eliminated malaria: United Arab Emirates (2007), Morocco (2010), Turkmenistan (2010), and Armenia (2011).
Vaccines against malaria
There are currently no licensed vaccines against malaria or any other human parasite. One research vaccine against P. falciparum, known as RTS, S/AS01, is the most advanced. This vaccine has been evaluated in a large clinical trial in seven countries in Africa and has been submitted to the European Medicines Agency under art. 58 for regulatory review. A WHO recommendation for use will depend on the final results from the large clinical trial and a positive regulatory review. The recommendation as to whether or not this vaccine should be added to existing malaria control tools is expected in late 2015.
Treatment
The choice of drug depends on the species of Plasmodium and the risk of drug resistance in the area where the malaria was acquired. In sub-Saharan Africa, for example, older drugs like chloroquine are largely ineffective.
Most medications are available only as tablets or pills. Intravenous treatment with quinidine may be needed in severe malaria or when the patient cannot take oral medications. Malaria during pregnancy requires treatment by someone who is an expert in this area. Miscarriage and maternal death may occur, even in the best of hands.
Patients with P. vivax or P. ovale may not be completely cured by the above medications, even though the symptoms resolve. This is because the parasites can hide in the liver. A medication called primaquine is used to eradicate the liver form, but this drug cannot be given to people who are deficient in an enzyme called G6PD.
Treatment usually lasts for 3 to 7 days, depending on the medication type. To get rid of the parasite, it’s important to take the medication for the full length of time prescribed – don’t stop taking the medication even if you feel better. If you experience any side effects, your doctor can recommend ways to manage them or may choose to give you a different medication.
If you’re travelling to a malarial region, you should take a course of preventive treatment. Medications similar to those used to cure malaria can prevent it if taken before, during, and after your trip. It’s vital to take your medication as prescribed, even after you return home. Before travelling, check with your doctor or travel clinic about the region’s malaria status.
Reports compiled by Temitope Obayendo with additional information from: The World Health Organisation (WHO); National Agency for Food and Drug Administration and Control (NAFDAC); bodyandhealth.com; and cutecalendar.com
Pharm. Okeke wins Bowl of Hygeia award
Pharm. Linda Okeke (2nd left) receiving the “Bowl of Hygeia” from Pharm. Bukky George, managing director of HealthPlus Pharmacy, to the admiration of her parents and Prof. Olukemi Odukoya, dean of the Faculty (far right).
Young Pharm. Linda Chidinma Okeke has been announced winner of the maiden edition of the prestigious Bowl of Hygeia award in Nigeria.
The newly decorated pharmacist, who was among 138 graduates of the Faculty of Pharmacy, University of Lagos (UNILAG) whose induction and oath-taking ceremony took place on 5 March 2015, was given a standing ovation, as she climbed the podium to receive her prize.
During the award presentation, Prof. Olukemi Odukoya, dean of the Faculty of Pharmacy, explained that the Bowl of Hygeia award is the highest award in Pharmacy, adding that it is usually awarded to pharmacists that possess outstanding records of civic leadership in their communities.
“Our community is a community of scholars primarily for students. On the occasion of the celebration of 30 years of pharmaceutical excellence in the University of Lagos, the Bowl of Hygeia is being awarded for the first time in the history of Pharmacy in Nigeria,” she intoned.
Odukoya further stressed that the choice of Okeke was hinged on her outstanding qualities and contributions within the faculty.
“As a student, she was an admirable, brilliant (with a CGPA of 4.43), coordinated, decent, diligent, elegant, fantastic, graceful, honourable, intelligent, joyful, orderly, obedient, peaceful and punctual student – now a pharmacist!” she announced.
Remarking on the symbolism of the Bowl of Hygeia, Odukoya noted that the pharmaceutical profession had used numerous symbols over the past centuries, includingt he Rx sign, the show globe, the green cross, the “A” sign for apothecary (Apotheke), and the current mortar and pestle, otherwise known as the Bowl of Hygeia.
“The Bowl of Hygeia is the most widely recognised international symbol of Pharmacy,” she said.
She further narrated that, in Greek mythology, Hygeia was the daughter and assistant of Asklepios, the god of medicine and healing. Hygeia’s classical symbol was a bowl containing a medicinal potion with the serpent of wisdom partaking in it, she said, adding however that the serpent image is now popularly represented with a pestle.
“Now the bowl represents a medicinal potion, and the snake represents the pestle to make the medicines for healing. Healing through medicine is precisely why Pharmacy has adopted the Bowl of Hygeia Symbol,” she stressed.
In attendance at the event were Prof. Folasade Ogunsola, provost, College of Medicine, UNILAG; Dr (Mrs) Taiwo Ipaye, registrar, UNILAG; Prof. Duro Oni, deputy vice chancellor (management sciences), UNILAG; Dr (Mrs) Olukemi Fadehan, University Librarian, UNILAG; and Mrs Yetunde Situ, director of treasury, representing the bursar.
Others were Pharm. N.A.E Mohammed, registrar, Pharmacists Council of Nigeria (PCN); Pharm. Ike Onyechi, chairman of the occasion; Prof. Babajide Alo, deputy vice chancellor (academics and research) representing the vice chancellor; and Pharm. Bukky George, managing director of HealthPlus Pharmacy.
Colgate introduces acid-neutraliser toothpaste
Leading global oral care company, Colgate Palmolive, has introduced a new product, Colgate Maximum Cavity Protection plus Sugar Acid Neutraliser toothpaste, into the Nigerian market.
L-R:Oral Care Consultant, Mrs Oge Mac Johnson; Profession Manager,EWA, Mr Chestin Twigg and Marketing Director, Mrs Hannah Oyebanjo, all of Colgate Palmolive Nigeria, during the company’s media launch of Maximum Cavity Protection Sugar Acid Neutraliser MCP+SAN Toothpaste in Lagos.
The latest addition to Colgate Nigeria’s product line is specially formulated to offer a new standard of care in preventing cavities and is intended for consumers who are primarily or exclusively interested in deriving the best protection against cavities from their toothpaste.
Speaking at the media unveiling of the technology-driven product at an event held at Eko Hotel & Suites, Lagos, Colgate Marketing Director for East and West Africa (EWA), Mr Chris Hall, said:“Colgate Maximum Cavity Protection plus Sugar Acid Neutraliser toothpaste is a breakthrough in the treatment and prevention of cavities.”
According to Mr Hall, with regular twice daily use, the sugar acid neutraliser formula works to neutralise harmful acids that are formed by bacteria from sugar, to reduce early caries while also strengthening and restoring enamel to help prevent cavity formation. Colgate Maximum Cavity Protection plus Sugar Acid Neutraliser toothpaste, he said:“has been demonstrated in various clinical studies to be more efficacious at reducing cavities than conventional toothpaste with fluoride alone.”
Mr Hall explained further that the product, which is a result of years of research and technological breakthrough, is formulated to reduce and prevent cavities by strengthening teeth and decreasing demineralisation by acids. Hall said the Sugar Acid Neutraliser technology works to create a healthy environment for the teeth by increasing the plaque pH and further preventing demineralisation and promoting remineralisation of the teeth.
Also speaking on the product, Colgate Professional Manager (EWA), Mr Cheslin Twigg, said the Sugar Acid Neutraliser technology and Fluoride were designed to help arrest and reverse the caries process by decreasing demineralisation and increasing remineralisation much more effectively than fluoride alone and this results in less cavitation than when fluoride alone is used.
While explaining further how the new product works, he said, “It tackles the cause of caries by targeting acid produced from sugars by bacteria in plaque, in addition to providing the conventional benefits of fluoride.” In contrast, traditional cavity treatments based upon fluoride alone focus solely on treating the symptoms of caries by strengthening the teeth.”
Also speaking at the event, Colgate Palmolive Nigeria Marketing Director, Mrs Hannah Oyebanjo, explained that “Sugar Acid Neutraliser technology actually works biologically by targeting the primary cause of caries, the plaque biofilm, to reduce the effects of acids produced from sugars before they can harm the teeth. Specifically, it promotes the beneficial activity of arginolytic bacteria that convert arginine into ammonia to directly neutralise the “sugar acids” in plaque, creating a healthier environment for the teeth.”
Oyebanjo stated further that Sugar Acid Neutraliser is Colgate’s trademark name for the technology, consisting of arginine and an insoluble calcium compound, which it has developed and added to fluoride toothpaste to deliver superior cavity protection when compared to toothpaste with fluoride alone.
Colgate Palmolive Nigeria General Manager, Mr Davis Kanyama also noted that the company will continue to avail Nigerian market with quality and specially formulated products that ensure oral wellbeing of discerning consumers. He said Colgate is known worldwide for continuous improvement, global teamwork and care, backed by over two centuries of experience and maintain number one market share in 146 counties globally.
“We have built a hallmark of exceptional global consumer products including toothpastes and brushes for our consumers, shoppers, customers and professionals in 223 countries. Colgate products are being sold worldwide and we are committed to offering Nigerians the same world-class products that offer total wellness to everyone in the family,” he said.
Lagos ACPN elects Abiola Paul-Ozieh as chairman
The atmosphere at the Pharmacy Villa, Ojota, Lagos, was recently agog with excitement as Pharm. (Mrs) Abiola Olubunmi Paul-Ozieh was announced new chairman of the Association of Community Pharmacists of Nigeria (ACPN), Lagos State.
The announcement came as she emerged victorious in the chairmanship election conducted at this year’s Annual General Meeting of the association.
Aunty Abiola, as she is fondly called,was until her election, vice-chairman under the administration of the immediate past chairman, Pharm. Aminu Yinka Abdulsalam. Prior to that, she was the secretary of the association under the administration of Pharm. Anieh Felix Anieh.
A 1986 graduate of the Obafemi Awolowo University with a master’s degree in Pharmacology and another in Business Administration, Pharm. Paul-Ozieh has been in community service for 12 years, out of the 29 years she has spent practising Pharmacy. She recently completed her West African Postgraduate College of Pharmacists (WAPCP), examinations.
Beaming with smiles,the new chairman disclosed to journalists that her emergence was an act of God, adding that it was a call to responsibility and a challenge which required much sacrifice in order to consolidate on the achievements of the previous administration and move the association to the next level.
Speaking further, Pharm. Paul-Ozieh, who is also the chief executive officer of High Rock Pharmacy, Ifako-Ijaiye, explained that even though she was part of the outgoing administration, there were still some thorny issues to be tackled from the point the outgoing administration stopped. She listed the issues to include the Mobile Authentication Service, illegal pharmaceutical premises, and membership mobilisation.
Also speaking at the event, the outgoing chairman, Pharm. Aminu Yinka Abdulsalam, encouraged the newly elected executive members to brace up, stressing that the task ahead of them was an uphill one, requiring full time commitment.
While calling on community pharmacists across the state to give the new executives maximum support and cooperation, Pharm, Abdusalam equally pledged his continued support.
“Even though the journey started three years ago, I thank God it is ending today and I want to assure you that even though I will be leaving the boardroom of power of the ACPN, I will not be too far from the corridor, as I will continue to play my part actively,” he said.
The outgoing ACPN boss also took time to recognise the contributions of some eminent personalities, whom he described as pillars and sources of inspiration to the association. The list includes President of the PSN, Pharm. Olumide Akintayo; Chairman, Board of Trusties of ACPN, Pharm. Deji Osinoiki; and Chairman, PSN, Lagos, Pharm. Gbenga Olubowale.
Speaking further, Aminu noted that the year under review was full of challenges for the association, adding that more challenges were still ahead for the incoming administration.
“The challenges are enormous because pharmacists are cynosures in the health care landscape; but I do not see the challenges as insurmountable if we are working together as formidable force.”
Regarding membership strength, the outgoing ACPN boss lamented that while over 800 members paid their various dues and registered with the PCN in 2012, the numbers of financial members reduced to 779 in 2013 and 749 in 2014, noting that the dwindling membership strength calls for concern.
Abdusalam also used the opportunity to urge the federal government to be wary of encouraging foreign investments in the pharmaceutical industry, saying such move could frustrate the goals of the National Drug Policy and preventself-sufficiency, service delivery and professionalism in the local pharmaceutical industry.
“Ineffective drug administration and control, high dependence on foreign sources for finished drug products and the lack of political will to provide safe and good quality medicines to meet the health needs of Nigerians are key challenges we are facing in the pharmaceutical sector; therefore we have to critically evaluate and consult widely before we jump at any form of transformation coming to pharmacy practice, if only to avoid liberalisation of our profession,” he advised.
Other members of the newly elected executive members are, Pharm. Olabanji Benedict Obideyi, vice-chairman; Pharm. Lawrence Ekhator, secretary; Pharm. Moyosore Michael Ademola, assistant secretary; Pharm. Ismail Kola Sunmonu, treasurer; Pharm. Ambrose Sunday Ezeh, financial secretary; Pharm. Obiageri Ethel Ikwu, public relations officer; and Pharm. Timehin Ogungbe, editor-in-chief.
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PERSONALITY OF THE MONTH with Professor Ezzeldin Mukhtar Abdurahman
Professor Ezzeldin Mukhtar Abdurahman is the vice chancellor, Bauchi State University, and national president, Nigerian Society of Pharmacognosy (NSP). A dedicated academia, Abdurahman has served in various capacities in the university system. He was head of department, Pharmacognosy and Drug Development, and later rose to the rank of the dean, Faculty of Pharmaceutical Sciences, Ahmadu Bello University, Zaria.
Born on 18 November, 1957, Prof Abdurahman hails from Zaria Local Government Area, in Kaduna State. He attended Banha Primary School, Cairo, Egypt, from 1963 to 1969; Banha Preparation School, Cairo, Egypt, from 1969 to 1972; Banha Secondary School, Cairo, Egypt, from 1972 to 1975; and the Faculty of Pharmaceutical Sciences, Cairo University, Egypt, where he bagged his B.Pharm in 1980.
An unrelenting Abdurahman returned to the land of his nativity to further his academic career, and subsequently obtained his Master of Science and Ph.D degrees in Pharmacognosy from the Ahmadu Bello University (ABU) Zaria in 1986 and 1993 respectively. He also obtained an MBA in 1997 from the same institution.
The don, who has garnered work experiences from various departments of different institutions as a lecturer, examiner, researcher and administrator, got his first appointment in June 1983, with the ABU, Zaria.
The diligent professor, who has over 40 of his papers published in various journals, was appointed the pioneer director of the School of Basic and Remedial Studies, ABU, Funtua Campus, Katsina State. Thereafter, he was made the Vice Chancellor of Kaduna State University, a position he held for five year years, before assuming his present status.
As an international personality, Abdurahman has served as a Research Fellow in the School of Pharmacy at King’s College, University of London, UK. He has also conducted research on Nigerian Medicinal Plants used in the treatment of HIV.
Aside from his academic activities, Abdurahman has been an active member of the Pharmaceutical Society of Nigeria (PSN) with various responsibilities from his school days. He was the assistant secretary, PSN, Kaduna State Branch; public relations officer; vice-chairman; chairman; and ex-official member of PSN of the same state.
A merit award winner of PSN-Kaduna State and PANS-ABU in 1994 and 1995 respectively, Professor Abdurahman is a Fellow of the West African Postgraduate College of Pharmacists (WAPCP); the Nigeria Academy of Pharmacy (NAPharm.) and the Pharmaceutical Society of Nigeria (PSN).
Professor Abdurahman, who is happily married with children, speaks English, Arabic and Hausa fluently.
Dr (Mrs) Ajoritsedere Josephine Awosika
Dr (Mrs) Ajoritsedere Josephine Awosika (nee Okotie-Eboh) was born in Sapele, Delta State. She attended Anglican Girls Grammar School, Benin City, and the Ahmadu Bello University, Zaria, graduating with a Second Class (upper) degree in Pharmacy (1976). She also obtained an MSc in Clinical Pharmacy and a PhD in Pharmacy Technology from the Postgraduate School of Pharmacy, University of Bradford, United Kingdom in 1981 and 1985 respectively.
Following the completion of her doctoral studies, Dr Awosika was inducted as a Fellow of the West Africa Postgraduate College of Pharmacists, before proceeding for a postdoctoral training in Clinical Pharmacy at the University of Leeds Teaching Hospital, United Kingdom. She is also an alumnus of the National Institute for Policy and Strategic Studies (NIPSS), Kuru, Plateau State.
Dr Awosika has a vast working experience, beginning as an intern at the General Hospital, Benin City. She also worked at the S.I.M. Hospital/Plateau Hospital, Jos, and the Military Hospital, Lagos. She was Senior Pharmacist-in-Charge at the Military Hospital, Benin City; and Research Pharmacist at St. Mary’s Hospital, Bradford, United Kingdom (while attending an in-service training). She equally had stints in practical attachment at Whipp Cross Hospital and Barnett Hospital, London. She later worked as a Clinical Pharmacist at Base Hospital (former Military Hospital), Yaba, where she disengaged at Directorate level.
Dr (Mrs) Awosika was the pioneer the National Coordinator/Chief Executive of the National Programme on Immunisation; Director (Parastatals) in the Office of the Head of the Civil Service of the Federation; Director (Department of Community Relations & Youth Development) in the Ministry of Niger Delta Affairs; Permanent Secretary, Ministry of Interior; Permanent Secretary, Career Management Office, in the Office of the Head of the Civil Service of the Federation; and Permanent Secretary, Federal Ministry of Science & Technology.
She has to her credit various publications and paper presentations in her professional field.
She is a Fellow of the Pharmaceutical Society of Nigeria (PSN) and the National Institute of Directors. She is also a member of the Great Britain Clinical Pharmacists Forum. She is a recipient of several honours and awards, including Member of the Federal Republic (MFR), the Distinguished Vocational Service Award of Rotaract District 9130 Nigeria of Rotary International; the ECOWAS Community Service Gold Award by Intra-Continental Media Networks; and the Distinguished Pharmacist Award by the Lagos branch of the Pharmaceutical Society of Nigeria.
Dr (Mrs) Awosika, in January 2013, retired from the Nigerian Civil service as the Permanent Secretary, Ministry of Power. She is presently an independent director for Access Bank and Capital Assurance and a member of the board for Ajaasin University, Ondo State, Nigeria.
She is happily, married wth children.
Pharm. (Sir, Dr) Gabriel Lambert Eradiri, OFR
Pharm. (Sir, Dr) Gabriel Lambert Eradiri, OFR, is the managing director and superintendent pharmacist of Niger-Bay Pharmacy Limited, Port-Harcourt, which won the Oscar prize in Madrid, Spain in 1990, and the 1992 Olympic Award, for ethical practice of pharmacy and professional excellence.
Born on 25 November, 1934, he attended Okrika Grammar School and after a year experience as a Medical Laboratory Technician in the Pathology Department of the Federal Ministry of Health, Lagos (1957-58) he proceeded to the Nigerian College of Arts, Science and Technology, Ibadan (1958-60) where he completed his A levels.
An untiring Eradiri forged ahead to the University of Ife (now Obafemi Awolowo University) where he bagged a Bachelor of Pharmacy (B.Pharm) honours degree. In 1964 he was admitted a member of the Pharmaceutical Society of Nigeria, and for two years worked as hospital pharmacist at the General Hospital Lagos, Chest Clinic Lagos, and Lagos Island Maternity Hospital.
A diligent Eradiri has served in over 25 positions in various public offices in Nigeria. He taught at the Department of Pharmacy at the University of Ife (OAU), Ile-Ife, in 1967. He also worked briefly at the United Kingdom as a Manufacturing and Dispensing Pharmacist at St Mary’s Hospital, Paddington, London. Returning to Lagos, he worked as a Pharmacist at Gbaja Street Health Centre, Surulere, and as a Production Pharmacist at the Federal Drugs Manufacturing Laboratory in Yaba.
Dr Eradiri, whose experience spans both private and public sectors, also served as a Federal Government Pharmaceutical Inspector and Acting Superintendent Pharmacist in charge of the Federal Pharmaceutical Inspectorate of Lagos. He however established his private pharmacy- Niger Bay Pharmacy Ltd. in 1969, a company which he has been successfully managed from then till now. He is also the chairman and principal of Daniel Foundation for Higher Education, which has produced over 225 university graduates between 1971 and 2011.
A recipient of several awards, Eradiri is an awardee of the Officer of the Federal Republic (OFR) 2006. He received an honorary Doctor of Science (D.Sc) degree from the Malborough University, USA, and also the Doctorate Fellowship of the Institute of Administrative Management of Nigeria (DFIAMN). He has won scholarships and awards throughout his educational career, culminating in the Federal Government Scholarship on merit for Pharmacy from the Pharmaceutical Society of Nigeria, Rivers State Chapter. He has been awarded the Merit Award by the Pharmaceutical Association of Nigeria Students (National) for distinguished contributions to Pharmacy (1995).
Eradiri is a member of the Institute of Pharmacy Management, London; the International Pharmacy Federation, the Society of Health Nigeria (Life Member) and a Fellow of the Pharmaceutical Society Nigeria.
His professional service includes: secretary of the Pharmaceutical Law Review Committee, Lagos (1965-66); National Secretary of the Nigerian Union of Pharmacists (1967-77); PSN Representative at the Federal Government Pharmacist Board of Nigeria (1972-74) and First National Deputy President of the Pharmaceutical Society of Nigeria (1994-97).