Healthcare in the Sultanate of Oman offers immense opportunities to enhance local content, bolster economic diversification and achieve sustainable development. Healthcare, in the context of the visions and strategies of Oman Vision 2040, should be an essential public service and an economic sector that provides jobs, attracts investment, supports industry and creates an innovation-driven environment.
Local content is often called ‘in-country value’ (ICV). It is about retaining as much value in the national economy from local procurement, hiring, manufacture, and adoption of innovative technologies as well as supporting small and medium-sized enterprises (SMEs).
The inclusion of local content within the policies and procedures of healthcare provides a number of opportunities to promote economic diversification in Oman.
DEVELOPING LOCAL HEALTHCARE INDUSTRIES
Manufacturing of medical equipment and devices, and other medical products, within Oman is another key area where opportunities exist. At present, many medical products are imported.
Import dependency can be reduced and national supply chain strengthened with targeted investment, including industrial and technology partnerships.
The establishment of industrial and economic zones offers opportunities to attract local manufacturers in the medical sector.
The role of SMEs and targeted industrial policies is important to build local industries, create jobs, enhance the national supply chain, and develop the innovations Oman needs to achieve the sustainable development goals.
Also, it is vital to further develop the healthcare workforce and enlarge the healthcare sector to employ more Omanis.
Closer collaboration between healthcare institutions, universities, vocational training providers, and private companies can further align educational outcomes to the needs of the industry.
There are several ways to accomplish Omanisation while improving the quality and efficiency of healthcare services, including structured training, professional certifications, clinical practice and research partnerships.
SUPPORT FOR LOCAL SUPPLIERS AND SMES
In different areas of the health sector, including logistics and services, SMEs can also play an important role in adding value to the health sector and contribute to meeting quality and service needs.
Healthcare institutions should adopt procurement methods that enable qualified local suppliers to enter into healthy competition.
The safety and quality of services can be preserved, and the needs of SMEs for continuing improvement and growth can be addressed by collaborative procurement, supplier development, and contracting programs.
This can also help strengthen entrepreneurship in the healthcare sector and promote the retention of the sector's expenditure within the country.
Innovation and Digital Transformation of the Healthcare Sector can create unique opportunities to transform and improve all service systems.
There are other possibilities to include local content in healthcare, especially in the field of technology. Omani technology companies and research institutions can develop local solutions in telemedicine, AI, EHR and health data analytics.
Stimulating research and development in healthcare can create a knowledge-based economy and encourage entrepreneurship.
This is in line with some of the strategic directives of Oman Vision 2040 relating to healthcare, science and research and advanced technology.
MEASURING ECONOMIC IMPACT
Effective implementation requires measurable indicators and transparent reporting. Healthcare institutions should monitor local procurement, Omanisation, participation of SMEs and domestic manufacturing. Additionally, they should focus on attracting investments and technology, among others.
A national framework to encourage local content in the healthcare sector can provide for measurement of local content in a standardised manner and promote collaboration between government ministries, healthcare institutions, manufacturing companies and investors.
Given the potential benefits of healthcare local content, a holistic assessment of the three primary pillars of a functioning economy (i.e. healthcare quality and outcomes, financial viability and economic benefits) should be conducted.
CONCLUSION
Accelerating local content in Oman’s healthcare sector is an opportunity for economic growth. It is also a strategic imperative. To enhance healthcare system’s resilience and competitiveness, Oman can utilise its recent industrial and economic development strategies, skilled national workforce, and SMEs.
Next, Oman should transition from operating with isolated strategies and initiatives to an integrated national strategy to link healthcare spending with measurable economic growth and value.
Additionally, every rial spent on healthcare in Oman has the potential to improve the health and wellness of the people of Oman and offer opportunities for future generations to generate new and sustainable economic opportunities.
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