I have 4 discussions and I want to respond with just one paragraph and a reference and citation.
Health care system
First Discussion COLLAPSE
The healthcare systems in Turkey
One of the primary goals of health policy in Turkey, a developed nation, is the
provision of predictive and preventive health care. The large funding allotted to the
problem is crucial. The Ninth Development Plan of Turkey, which spans the years
2007–2013, also highlights this instance. Family practice is based on the Predictive,
Preventive, and Personalized Medicine (PPPM) paradigm. In this context, the primary
goals of basic health care are to reduce costs and serve a larger number of people, as
well as to identify illnesses in advance through screening programs and vaccination
.campaigns
The Ninth Development Plan includes advances in lowering the incidence of
newborn mortality as well as the number of beds and physicians, which are crucial
indicators of healthcare access and population ratios. To increase the quality of health
their services, the demands for infrastructure and medical professionals are met, and
distribution is balanced throughout the nation. A general health insurance system has
been put in place to help with access. In order to address the lack of health workers,
quotas for education programs have been expanded, and the quality of medical
education has been raised to a level suitable for both national needs and international
standards by helping students develop the fundamental health services abilities. In
addition, there has been an increase in in-service training to raise the caliber of
.healthcare professionals (Dundar et al., 2010)
The Health Transformation Program, which was introduced in 2003, has been said
to have significantly improved the quality and efficiency of the Turkish healthcare
system as well as expanded access to healthcare services. The new system
accomplished virtually universal coverage and many health outcomes were greatly
improved, while the previous system depended on disparate provisions and finance
and lagged behind many industrialized nations in terms of health outcomes. From
4.8% of GDP in 1998 to 5.4% of GDP in 2013, health costs increased. Additionally,
Turkey offered equitable access to healthcare for the whole community as well as
improved financial protection for the impoverished against excessive medical costs.
Turkey still has a ways to go before it can catch up to more industrialized nations in
terms of improved health and long-term financial viability. In order to reach these
goals, Turkey must continue implementing new reform options in its policies,
including fighting the black market, increasing funding for healthcare, creating
incentive-based payment schemes, establishing a gatekeeping system and referral
chain, building the capacity to use health technology assessments in reimbursement
.decisions, and guaranteeing hospital autonomy (GÜRSOY, 2015)
The healthcare systems in Egypt
Egypt’s health care system is quite diverse, with several governmental and private
providers as well as financiers. Currently, organizations from the government,
parastatal, and private sectors of the economy oversee, fund, and deliver health care in
Egypt. The ministries that receive financing from the Ministry of Finance (MOF) are
represented by the government sector. Egypt’s public health services are set up as an
integrated delivery system, with provider and funding activities housed under the
same organizational structure, similar to many other low- and middle-income nations.
This implies that the administrative guidelines that apply to all civil service
organizations also apply to government providers that get financial assistance from
the government general revenues (MOF). Employees, for instance, are paid according
to the Central Agency for Organization and Administration’s (CAOA) civil service
compensation scale, and they are governed by the Civil Service Employment Law. In
some departments or divisions known as economic departments, government
providers are allowed to charge user fees among other revenue-generating activities.
These non-budgetary sources of income are categorized as “self-funding.” The
parastatal sector is made up of quasi-governmental institutions like Teaching
Hospitals and Institutes Organization (THO), Curative Care Organization (CCO), and
Health Insurance Organization (HIO) where government ministries oversee a majority
of the decision-making process. It is customary to distinguish between the
government and parastatal/quasi-governmental sectors when speaking about the
Egyptian health system; yet, the state maintains control over both. The parastatal
sector has distinct budgets, operates with greater operational and financial autonomy,
and is subject to its own set of laws and regulations. Nonetheless, from a political
standpoint, the Ministry of Health and Population (MOHP) controls a significant
portion of the decision-making process in parastatal organizations (14 SURVEY
METHODOLOGY). For-profit and nonprofit businesses alike are included in the
private sector, which also includes private hospitals of all sizes, private pharmacies,
private physicians, and traditional midwives. Numerous nongovernmental
organizations (NGOs) that offer services, such as clinics with religious affiliations,
are also included in this industry. and additional nonprofits, all of which have
Ministry of Social Affairs (MOSA) registration (Jurjus, 2015)
The healthcare systems in Jordan
When it comes to the delivery of healthcare in the area, Jordan leads. Jordan
spent 9% of its GDP on healthcare in 2020, which is a lot more than most other
nations. Seventy of the 122 hospitals are privately run. There are 16057 hospital beds
overall in both sectors, with public hospitals accounting for 51% of the total number
of beds. Asthma, cancer, diabetes, obesity, heart attacks, strokes, vascular diseases,
osteoarthritis, rheumatoid arthritis, and osteoporosis are among the growing medical
conditions affecting Jordanians. Technologies that cure or prevent these ailments as
well as those that offer equipment for both new and old medical facilities are
available. The effects of COVID-19, an increasing population, and the flood of Syrian
refugees—who, by some accounts, have left the country with more than 100,000—are
placing a significant burden on the nation’s resources. exceeded one million. As a
result, the government has made developing Jordan’s healthcare system a top
priority. Jordan is the recipient of substantial international aid, a portion of which is
.allocated towards the provision of medical services
Jordan leads the area in medical tourism as well, drawing patients from the Gulf
Cooperation Council (GCC) and surrounding nations. The short wait periods and
reasonable prices for a wide range of therapies, from infertility and cosmetic surgery
to heart illnesses and cancer, draw in patients from overseas. Before COVID-19,
Jordan was home to up to 250,000 international patients yearly, bringing in over $1
billion in income and contributing significantly to the nation’s tourist
earnings. Jordan is the top destination for medical tourism and the finest supplier of
healthcare services in the Middle East and North Africa (MENA) region, according to
the World Bank. Physicians are often highly respected and educated in the
West. (Jordan – Healthcare, n.d.)
There are similarities and distinctions between the healthcare systems of Egypt,
Jordan, and Turkey.
The Turkish healthcare system is composed of both public and private
organizations. Similar to this, Egypt’s healthcare system consists of both the public
and private sectors, with public health coverage overseen by the Ministry of Health
and Population. Both the public and private sectors of Jordan’s healthcare system are
involved; the Ministry of Health and the Royal Military oversees the public health
sector. The existence of both the public and private sectors is one commonality
between these nations’ healthcare systems. The precise institutions engaged as well as
the extent of government engagement may differ, though. When it comes to parallels
with Saudi Arabia, Jordan’s healthcare system is more similar that country’s, with a
large degree of government participation in the delivery of healthcare services. On the
other hand, Turkey’s healthcare system may feature a different degree of government
participation than Saudi Arabia’s, despite both the public and private
sectors(Stoskopf.e.al,2017)
References
Karabulut, Y. (2010). Healthcare in overview of & ,.Dundar, M., Uzak, A. S -1
.594-587 ,1 ,EPMA Journal .Turkey
GÜRSOY, K. (2015). An overview of Turkish healthcare system after -2
health transformation program: main successes, performance assessment,
.112-83 ,)7( ,Sosyal Güvence .further challenges, and policy options
Human and Health .Jurjus, A. (2015). The health system in Egypt: an overview -3
.21-17 ,31 ,J
(n.d.). International Trade Administration | .Jordan – Healthcare -4
https://www.trade.gov/country-commercial-guides/jordan-healthcare .Trade.gov
& Jones .Comparative Health Systems .)2017( .Shi, L. (Eds.) & ,.Stoskopf, C-5
.Bartlett Learning
Second dis
COLLAPSE
Healthcare systems in Turkey, Egypt, and Jordan
Health Turkey’s healthcare system is a combination of public and private
facilities. In 2003, Turkey made universal health care a reality. It is known as
Universal Health Insurance Genel Salk Sigortas and is financed by a 5% premium
surcharge on workers. About 75.2 percent of insurance costs are covered by public
funds. Despite universal health coverage, overall health spending as a proportion of
GDP is the lowest among OECD nations, at 6.3 percent, well below the OECD
average of 9.3 percent. The average life expectancy in the world is 78.6 years, relative
to 81 years in the EU. Turkey has one of the highest obesity rates in the world, with
about a third of the adult population (29.5 percent) obese. Universal health care
provision for the nation was reached as a result of comprehensive health changes in
the 2000s and 2010s, and the overall quality of health services significantly increased,
with patient satisfaction increasing from 39.5 percent in 2003 to 75.9 percent in 2011.
Future challenges include reorganizing and enforcing a referral system from primary
to higher levels of care, improving the supply of health care staff, and improving
public hospital governance structures, among other issues. (Tatar et al., 2011)
Egypt’s health-care system is pluralistic, with public and private providers and
funders working together. The Health Insurance Organization (HIO) and the Curative
Treatment Organization are the two major federal health-care payers (CCO). HIO
offers basic coverage to employers, teachers, and widows through their own hospitals
and clinics, which serve 60% of the population. CCO works with individuals and
businesses to deliver inpatient and outpatient coverage that has evolved over the past
two decades since Egypt’s health-care services have been privatized. Despite
providing basic universal coverage, the public sector is beset by persistent
underfunding, poor service delivery, and high out-of-pocket costs. Private hospitals,
physicians, and clinics are all considered to be of better quality than state care. The
majority of private programs are paid for out of pocket, and private health care is rare.
Egypt’s gross health spending (THE) is low relative to other lower-middle-income
nations, at just 4.75 percent of GDP. About 60% of THE is made up of out-of-pocket
expenses. Pharmaceutical spending accounts for over a quarter of total spending,
mainly in the form of out-of-pocket expenses. The lack of contact between public and
private services is another problem. The Arab Spring revolution in 2011 was sparked
by widespread public frustration with basic living standards. Since then, the nation
has seen persistent political uncertainty and weak economic development, thwarting
several long-term health policy proposals. Several reforms have been proposed
widely, however just a few have been adopted, such as the creation of a
pharmacoeconomic unit within the Ministry of Health to reduce excessively high
pharmaceutical expenditure. Growing inequality in financial access to treatment,
perceived poor quality of public facilities, and the outsourcing of health care, which
exacerbates underlying inequalities in access to care, all require a long-term national
plan.(Gericke et al., 2018)
Jordan’s health-care system is divided into two parts: the public/semipublic sector
and the private sector. Hospitals, primary care centers, supermarkets, and other
ancillary facilities are also part of both sectors. Jordan has a total of 106 private and
public hospitals with a total capacity of 12 081 beds. The bulk of these hospital beds
(67%) are funded by the public sector, with the rest being provided by private
hospitals. Jordan has a hospital bed capacity of about 18 beds per 10,000 residents,
which is higher than most other Arab countries in the region but smaller than the
global average. The existing bed rate is considered suboptimal, given the recent rise in
population and the large influx of refugees into Jordan. Jordanian primary health care
clinics provide vaccinations, prenatal and child care, and chronic condition treatment
services, as well as easy access to medical care. Depending on the environment and
population covered, they work in both urban and rural settings and vary in scale from
tiny person clinics to large multiclinic centers. Jordan has a small supply of home
health services, which is also funded by the private sector. Despite the fact that home
care facilities are meant to lower medical expenses, most Jordanians cannot afford
them because they are not covered by public or private health insurance. Since Jordan
lacks long-term care services, patients are forced to remain in intensive care facilities
for extended periods of time (up to several months in some cases). Home health
services and long-term care programs are required to relieve the strain on acute care
infrastructure as Jordan’s population ages. In addition to the public and private
sectors, the United Nations and nongovernmental relief organizations have a large
portion of Jordan’s health care. Since 1950, the United Nations Relief and Works
Agency (UNRWA) has provided health services to Palestinian refugees. More than
1.1 million people are served by UNRWA hospitals, about half of the country’s
reported Palestinian refugees. The UNRWA assists refugees who need hospital
treatment by contracting beds or partly reimbursing inpatient care expenses at public
and private health care facilities. According to the most recent population census,
about 70% of Jordanians and 55% of the Kingdom’s total population are covered by
health insurance. The demographic of health benefits, on the other hand, varies
greatly by geography. The majority of Jordanians (around 80%) have public-sector
policies, while the rest have coverage by private insurance, UNRWA, and other
organizations.(Nazer & Tuffaha, 2017)
Refrences
Gericke, C. A., Britain, K., Elmahdawy, M., & Elsisi, G. (2018). Health System in
Egypt. In E. van Ginneken & R. Busse (Eds.), Health Care Systems and
Policies (pp. 1–18). Springer US. https://doi.org/10.1007/978-1-4614-6419-8_7-1
Nazer, L. H., & Tuffaha, H. (2017). Health Care and Pharmacy Practice in
Jordan. The Canadian Journal of Hospital Pharmacy, 70(2), 150–155.
Tatar, M., Mollahaliloğlu, S., Sahin, B., Aydin, S., Maresso, A., & HernándezQuevedo, C. (2011). Turkey. Health system review. Health Systems in
Transition, 13(6), 1–186, xiii–xiv.
Quality and patient safety
First Dis
COLLAPSE
The influence of the COVID-19 pandemic on the healthcare safety and quality
initiatives outlined in KSA’s Vision 2030.
Saudi Vision 2030, a roadmap for economic and social growth, was released.
developing activities, setting objectives, and outlining responsibilities and obligations
responsibilities. The Vision will be utilized to carry out the Kingdom’s goals. enhance
the country’s standing as a global success model pioneer spans various field. The Saudi
Vision 2030 is built around three fundamental pillars: a lively society, a thriving
economy, and an ambitious nation. They collaborate to get the desired objectives and
maximize the benefits of eyesight (Health Sector Transformation Program, n.d.)
Late in 2019, an infectious sickness known as coronavirus disease (COVID-19)
swept the globe, wreaking havoc not just on global health but also on the worldwide
economy, which had hit rock bottom. In Wuhan, China, the first instances of pneumonia
of unknown origin were discovered. This has damaged China and other nations
throughout the world, resulting in a worldwide outbreak. As a result, each nation
launched some successful efforts to mitigate the repercussions of such a pandemic,
either locally or with the assistance of the World Health Organization (WHO).
Despite facing several hurdles throughout the epidemic, the Kingdom of Saudi
Arabia (KSA) was able to implement some measures that reduced the damage to a bare
minimum. Building COVID-19 healthcare facilities, giving free treatment and
healthcare to all, and designating fever clinics in all cities, public and private hospitals,
and were built specifically to welcome patients with COVID-19 symptoms are all
protective measures. Nonetheless, about 60,000 instances were documented in the first
six months of the crisis, and the country lost nearly 8,000 fatalities by June 2021. Saudi
Arabia, like many other foreign healthcare systems, responded quickly to the pandemic
by implementing numerous health and safety precautions and precaution policies; yet,
several of those systems frequently struggled to minimize COVID-19 mortality and
morbidity among their patients. Their populace. In general, numerous elements are
related with the efficacy of healthcare policies, content, context, and procedures in
enhancing healthcare outcomes . Furthermore, even before the first case was
announced, KSA was one of the first countries to limit the impact of COVID-19. This
was accomplished by employing early preventive measures learnt from previous
outbreaks such as the Middle East respiratory syndrome (MERS) and the severe acute
respiratory syndrome (SARS), both of which are corona viruses. Beginning in early
January 2020, such steps included the development of a national committee to prepare
for the virus’s likely introduction and spread, as well as to provide global updates on
the epidemic. The group, which included ministries that coordinated, announced
proactive choices. Ministry of Health, Ministry of Education, Ministry of the Interior,
and others. All flights from China were banned, tourists and visitors to the holy towns
of Makkah and Madinah were denied admission, and education at all levels was shifted
to online and virtual learning. As a result, assessing COVID-19 management in the
Saudi healthcare system during this epidemic would be academically and professionally
helpful (Alonazi & Altuwaijri, 2022)
when COVID quantities varied and procedures became more stringent. Hospitals
built specific area for COVID patients, altered rules to enforce social distance, and set
systems for PPE usage. Communication issues arose as a result of the process
modifications. PPE acted as a physical impediment to communication. Social
distancing techniques also operated as a communication barrier, resulting in a
regression in interprofessional rounds and a reduction in the possibility for teams to
meet in person to discuss their patients. Prior studies also found that material barriers
(i.e., personal protective equipment) and spatial barriers (i.e., social distance) erected
during the epidemic impeded productivity and communication. Notably, hospitals’
capacity to resume interprofessional rounds when COVID waves decreased differed.
The reduction of formal structures to improve collaboration is concerning because
research shows that teamwork can improve outcomes and aid in nurse retention.
The barriers that the COVID-19 pandemic has created
The Saudi authorities’ first measures to the COVID-19 epidemic included travel
bans, suspension of religious activities, closing of non-essential shops, adoption of
workplace modifications, and installation of curfews. However, the country has
experienced a number of problems, including gaps in information, attitudes, and
practices around COVID-19, psychological effects of COVID-19, vaccine reluctance,
religious mass gathering planning, and travel limitations. The Saudi authorities dealt
with these issues by implementing health education programs, spreading information
on COVID-19 through government media and social media, and offering psychiatric
treatment to people who were at risk of having psychological impacts. Religious mass
meetings were briefly halted, and then gradually resumed under social-distancing
safeguards. More study is needed to investigate the long-term impacts. the impact of
the COVID-19 pandemic on Saudi public health, and if the steps made may mitigate
these impacts. By critically evaluating the problems experienced during the current
COVID-19 pandemic, Saudi Arabia might improve its readiness for future pandemics
(Sheerah et al., 2023)
the role of the healthcare quality improvement specialist to mitigate these barriers
and drive quality in healthcare in the future
To be able to streamline the Saudi health care system and fully embrace the
Kingdom’s ambitious Vision, the new healthcare model of care identifies six key
enablers to meet health needs: private sector participation, e-Health, workforce,
healthcare financing, corporatization, and governance. However, a longer timeframe
and additional resources must be expected for implementation of all proposed
measures. 18 The activities of the interrelated Vision Realization Programmes (VRPs)
are matched with delivery plans led by pre-defined KPIs and appear to complement one
another, for example, the Human Capability. The development program intends to
enhance individuals’ talents and skills for the future local workforce; also, mandated
health insurance coverage in Saudi Arabia will ensure that more residents have access
to private healthcare facilities, hence boosting the market. The scope of primary and
secondary healthcare in the private sector creates a niche for international investment
(Alasiri & Mohammed, 2022).
References
1-Health Sector Transformation Program. (n.d.).
https://www.vision2030.gov.sa/en/vision-2030/vrp/health-sector-transformationprogram/
2-Alonazi, W. B., & Altuwaijri, E. A. (2022). Health Policy Development During
COVID-19 in Saudi Arabia: Mixed Methods Analysis. Frontiers in public health, 9,
801273. https://doi.org/10.3389/fpubh.2021.801273
3-Terwilliger, I. A., Manojlovich, M., Johnson, J. K., Williams, M. V., & O’Leary, K.
J. (2022). Effect of COVID-19 on the implementation of a multifaceted intervention to
improve
teamwork and quality for hospitalized patients: a qualitative interview study. BMC
health
services
research, 22(1), 1379. https://doi.org/10.1186/s12913-022-
08795-5
4-Sheerah, H. A., Almuzaini, Y., & Khan, A. (2023). Public Health Challenges in Saudi
Arabia during the COVID-19 Pandemic: A Literature Review. Healthcare (Basel,
Switzerland), 11(12), 1757. https://doi.org/10.3390/healthcare11121757
5-Alasiri, A. A., & Mohammed, V. (2022). Healthcare Transformation in Saudi Arabia:
An Overview Since the Launch of Vision 2030. Health services insights, 15,
11786329221121214. https://doi.org/10.1177/11786329221121214
Second Dis
how the COVID-19 pandemic has influenced the healthcare safety and quality
initiatives
COLLAPSE
The COVID-19 pandemic’s influence on healthcare safety and quality measures
in the Kingdom of Saudi Arabia (KSA)
The COVID-19 epidemic has greatly affected the healthcare safety and quality
goals set forth in Saudi Arabia’s Vision 2030. The epidemic has underscored the
significance of guaranteeing top-notch and safeguarded healthcare for all persons in
the nation, with substantial ramifications for both the global economic and public
health. The government has implemented many measures to enhance the safety and
quality of healthcare in response to the pandemic. The measures involve augmenting
financial resources allocated to healthcare institutions and personnel, establishing a
comprehensive nationwide system to guarantee healthcare excellence, and
implementing a national healthcare accreditation system (A,A.,2022).
The COVID-19 pandemic has significantly affected healthcare safety and quality
initiatives in alignment with Saudi Arabia’s Vision 2030.
Medical informatics
E-Health, as per the World Health Organization (WHO) definition, encompasses
the extensive utilization of information technology and electronic communications
within the healthcare sector (Ministry of Health, Electronic Health).The Ministry of
Health is currently executing a remarkably ambitious initiative with the objective of
achieving its own vision for electronic health (MOH, e-health).The primary goal of EHealth is to establish a healthcare system that is secure, streamlined, patient-centric,
adheres to standards, and utilizes electronic health technologies. The term “Ministry
of Health, Electronic Health” pertains to the electronic health programs and systems
that have been put into effect by the Ministry of Health.The Saudi healthcare system
has strategically used simulations, including communication technologies, into
instruction, particularly in health schools. This mentality has persisted, even in the
aftermath of the pandemic. Moreover, there were the emergence of novel frameworks
that exerted a substantial impact on both individuals receiving healthcare and the
professionals delivering healthcare services (Alonazi & Altuwaijri, 2022).
Challenges Encountered Amidst the COVID-19 Pandemic
The COVID-19 epidemic poses numerous challenges and hurdles. An important
obstacle is the growing need for healthcare services, which exerts significant pressure
on the nation’s healthcare system. An further obstacle is the absence of uniformity in
healthcare quality among various institutions, which hampers the ability to assess and
enhance quality standards. Moreover, the pandemic has resulted in a dearth of
healthcare personnel, hence intensifying the difficulties encountered by the healthcare
industry (Alsulimani, L. K., (2021).
Individuals in the age range of 27 to 31 showed a notably higher burnout rate,
whilst those aged 40 and above displayed the lowest occurrence of burnout. Extensive
research has consistently demonstrated a strong correlation between younger
healthcare workers (HCWs) and an increased susceptibility to mental stress. One
possible explanation is that younger age groups have greater exposure to social media,
which disseminates a large amount of information about the issue. In addition, the
limitations on outdoor activities enforced during the lockdown have a greater impact
on younger individuals, who engage in these activities more extensively than older
individuals. Based on a study examining COVID-19 knowledge and attitudes, there is
a hypothesis suggesting that older persons possess better stress management skills due
to their greater understanding of the pandemic compared to younger individuals
(Alsulimani, L. K., (2021).
Healthcare quality improvement experts have the responsibility of enhancing
and maximizing the quality of healthcare services.
Experts in healthcare quality Enhance patient safety by detecting and mitigating
potential hazards and vulnerabilities in healthcare environments. Moreover, they have
the ability to create and execute patient safety policies, which involve tactics to reduce
medication errors and measures to avoid unintentional falls. The policymakers
achieved optimal results by promptly implementing action. Disseminating
information about the unknown virus, its methods of transmission, and preventive
measures through various media platforms such as television, radio, SMS text
messaging, and social media outlets. Highly visible signs emphasizing the importance
of handwashing and maintaining personal hygiene were widely displayed in all public
areas and means of transportation. Furthermore, the establishment of health clusters in
all 13 areas of the Kingdom aims to improve the accessibility of healthcare services
for individuals and facilitate their smooth transition between various types of care. A
Health Cluster is a cohesive system of healthcare providers, encompassing primary,
secondary, and tertiary care, functioning under a standardized administrative
structure. It operates within a defined geographical area and enables the mobility of
healthcare personnel inside the health cluster system. The cluster had a notable
influence on accurately categorizing and relocating Covid-19 patients to appropriate
specialized healthcare facilities in specific regions (Moudatsou, M., 2020, January).
Refrences
Alsulimani, L. K., Farhat, A. M., Borah, R. A., AlKhalifah, J. A., Alyaseen, S. M.,
Alghamdi, S. M., and Bajnaid, M. J. (2021). A cross-sectional survey was done in
Saudi Arabia to investigate the burnout faced by healthcare personnel within the
COVID-19 outbreak. The citation originates from the Saudi medical journal, namely
volume 42, issue 3, page 306.
Alonazi, W. B., and Altuwaijri, E. A. (2022). An examination of the formulation of health
policies in Saudi Arabia amidst the COVID-19 pandemic utilizing a combination of qualitative
and quantitative research approaches. The citation is sourced from the journal “Frontiers in
Public Health”, specifically volume 9, issue number March, spanning pages 1 to 8. The above
hyperlink corresponds to the Digital Object Identifier (DOI) of an article named “Public Health
and its Impact” published in the scholarly journal “Frontiers in Public Health”.
Moudatsou, M., Stavropoulou, A., Philalithis, A., and Koukouli, S. (2020, January). The
importance of empathy in health and social care professionals. The citation for the source is
“In Healthcare” Volume 8, Issue 1, page 26. MDPI stands for Multidisciplinary Digital
Publishing Institute.The user’s input is void of any content.
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