LIST OF CONTENT

 Overview and History of MOHP

 Egyptian Ministry of Health and Population - Mission & Vision - 2030
 External Environment Assessment
 Internal Environment Assessment
 Quadratic Analysis (SWOT / TOWS / QSPM)
 The Most Important Strategies that can be used
 Strategic Objective in the Next Phase
 The Internal Policies to be Followed to Implement the Proposed
Strategies
 Evaluation and Control Mechanisms that can be Used.
 Overview of Ministry of Health and Population
The Ministry of Health and Population is the Ministry affiliated with the Egyptian government
and responsible for the health and population affairs in Egypt. It is currently headed by Dr. Hala
Zayed.

History
The ministry was established in Jan 1936, in the late days of King Ahmed Fouad I, who had a
diabetic coma and was treated under supervision of his private doctor, when he woke up, he said
“Thank you, Minister”, Based on this phrase, a royal degree was issued to establish the Ministry
of Public Health, which arose on basis of a group of public authorities as General Hospital
Authority, Rural Health Service and Fever Department.

Main responsibilities for MOHP

1. Planning the health policy in accordance with the general policy of Egypt.
2. Planning Health services and family planning according to the development plan.
3. Working on recorded health data with conducting statistical and economic studies, then
extracting and analyzing the data for planning and following up.
4. Providing centralized health services, including central laboratories for drug affairs,
registration, training the staff.
5. Management of Health Crisis effectively.
6. Drug Quality Control.
7. Coordination and development of all health activities at the local level across Egypt.
8. Health Centers.
 Ministry of Health and Population in Egypt Mission &
Vision Statement

Vision-2030
The strategic vision of health 2030; All Egyptians enjoy a healthy, safe, and secure life through
an integrated, accessible, high quality, and universal healthcare system capable of improving
health conditions through early intervention, and preventive coverage. Ensuring protection for
the vulnerable and achieving satisfaction of citizens and health sector employees. This will lead
to prosperity, welfare, happiness, as well as social and economic development, which will
qualify Egypt to become a leader in the field of healthcare services and research in the Arab
world and Africa.

Mission-2030
Full implementation of healthcare insurance system across all Egypt before the end of 2025,
improving quality of health care services delivered to citizens in the rural areas in Egypt,
screening for chronic diseases and developing a proper treatment plan, providing a fully
integrated digitalized medical services across all Egypt before 2030 and developing unique
advanced training plan for all healthcare providers in Egypt in partnership with foreign
universities.
 External Environment Assessment

PESTEL Analysis:

 Political:
Political stability is the one of the important factors that affect Egypt Development to a
large extent. Internal and External security affecting positively the economic and
healthcare sectors,

External Un-stability;
- One of the threats are the terrorism in North Sinai,
- Ethiopia - Egypt Nile dispute negatively affects our economic.

External Stability and Development factors;

- Our correlation with China helps us to have an exchange in medicine & health care
products.

 Economic:
 After recovering from 2011 revolution, the Egyptian economy recently declined due
to the outbreak of the pandemic COVID-19.

"According to IMF estimates, GDP growth fell from 5.6% in 2019 to 3.5% in 2020.
Despite this slowdown, Egypt was one of the few countries with positive growth rate
in 2020. According to the IMF's October 2020 forecast, GDP growth is projected to
fall further to 2.8% in 2021 and recover to 5% in 2022, subject to a post-pandemic
global economic recovery. In its most recent January 2021 update of the World
Economic Outlook, the IMF has revised its GDP growth projections for Egypt to
2.8% in 2021 and 5.5% in 2022 (representing a difference from October 2020 WEO
projections of +0.5% in 2022)”.
  The unemployment rate, after reaching its highest level in the past 11 years in
2015, has been declining and fell to around 8.3% in 2020 according to IMF estimates.
This declining will help the health care sector in executing the health insurance
program positively.

 Social:
- Population Rate; Declining in growth is a good indicator of family planning.
- The current population of Egypt in 2021 is 104,258,327, a 1.88% increase from
2020.
- The population of Egypt in 2020 was 102,334,404, a 1.94% increase from 2019.
- The population of Egypt in 2019 was 100,388,073, a 2% increase from 2018.
- The population of Egypt in 2018 was 98,423,598, a 2.05% increase from 2017.
 - Birth Rate
 The current birth rate for Egypt in 2021 is 24.796 births per 1000 people, a 2.29%
decline from 2020.
 The birth rate for Egypt in 2020 was 25.377 births per 1000 people, a 2.23% decline
from 2019.
 The birth rate for Egypt in 2019 was 25.957 births per 1000 people, a 2.19% decline
from 2018.
 The birth rate for Egypt in 2018 was 26.538 births per 1000 people, a 1.72% decline
from 2017.
 - Trust in government have been increased gradually.

 Technological:

Technology is now the most important pillar to develop any organization and to support any
services effectively with reduced costs and no time consuming.

MCIT “Ministry of Communications and Information Technology” in Egypt is trying hard to

build Digital Egypt that provide Egyptian digital society able to use technology in each aspect of
life.

Plans are set to support the ICT infrastructure and all digital services in different governmental
agencies in continuous improvement specifically health care ones, that will impact in

o Improving the working environment

o Providing support for the decision-making process

o Finding solutions to issues faced by the society including healthcare

services and any related crises.

 Environmental:
Pollution caused by the various pollutants surrounding us is one of the main factors affecting
population health. Cancers, infections and any other immunity diseases are all outcomes from the
pollution and some other factors as genetic ones, bad habits, …etc.

Energy used by homes, factories and transportations all are air pollutants. In Egypt, specifically
the capital “Cairo” has a large industrial sector which means more traffic more pollutants along
with unfortunately poor management system.

So, Research and Development sector must work with highly coordination with the
environmental sectors to get alternative solutions not affecting population health. Recently new
policies from Ministry of environment side as been initiated to include risk management,
pollution treatment and law enforcement.
  Legal:
- Laws & Regulations of importing & exporting pharmaceutical products & raw
materials have been affecting the healthcare sector as it is protecting the consumer at
the end, shows more availability, high quality medicines & other healthcare products.

EFE Matrix:
Factors Weight Rate Score

Opportunities

 Strong Partnership between Egyptian and Chinese Governments 0.08 4 0.32

 Unemployment Rate Declining 0.04 3 0.12

 Population Growth Rate Declining 0.09 4 0.36

 Trust in Government 0.08 4 0.32

 Increase in Population Awareness about Health 0.09 4 0.36

 Transportation and Infrastructure 0.04 3 0.12

 Digitalization & E-Governance 0.09 4 0.36

 Laws & Regulation in Healthcare Products Importations & Exportations 0.09 4 0.36

 Sub Total Opportunities Score 0.6 2.32

Threats

 GDP 0.04 4 0.16

 Ethiopia-Egypt Nile Dispute 0.09 4 0.36

 Terrorism in North Sinai 0.02 3 0.06

 Pollution 0.1 4 0.4

 Third wave of covid-19 0.15 4 0.6

 Sub Total Threats Score 0.4 1.58

Total 1.00 3.9

Comment
TWT (Total Weighted Score is 3.9< 2.5, which means MOH is able to capitalize all external
opportunities and avoid all external threats.
 Internal Environment Assessment

Organization Structure:

Minister's Office Sector

Human Resources and sustainable development Sector

Primary Healthcare Sector
Preventive Affairs and Endemic Disease Sector
Affiliate Adminstration
Population and Family Planning
Health Regions Affairs Sector
Strategic Planning and Following-up Sector
Medicated Care Sector
MOHP
MOHP

General Secretariat for Financial and Administrative Affairs

Sector
Legisaltion Services Sector
Certificate authentication services Sector
Egyptian Knowledge Bank Sector
Medical offices and Egyptian embassies Abroad
Research and Health Development Sector
Quarantine Sector
Infection Control Sector
Oncology Treatment Handbook
Medical Tourism
Administrative

Ministry of
Health &
Population
Service Delivery
 Adminstrative
Structure

Central HQs
Gov Levels, Health
Directorates & Districts

Service Delivery Structure

MOHP
NHI
University, Teaching,
Hospitals&Research Inst.
Private Sector
Milatary Hospitals
 Admin &
Finance

Basic & Planning,

Supervision Curative
Preventive & Program Healthcare
Health Care Management

Population
& Family
Planning
 Rural
Geographic
Urban

Health Units

Structural Health Centers

MOHP

Hospitals

MCH
Functional
Family

Immunization
Programmatic
Diarrheal Disease
Control
 Financial
The level of financial autonomy varies across the MOHP affilliated enities.

It ranges from

- non-autonomous entites, e.g. MOHP general and district hospitals.

- semi-autonomous, e.g. Specialized Medical Centers (SMCs)
- fully-autonomous, e.g. Curative Care Organization CCO.

All public facilities are able to raise and hold additional revenues, through what often called
economic departments or the special fund for service improvement. Spending therefrom,
however, is restricted to PFM rules in this regard.
The new system merges various pools into a single pool for UHI, thus leading to
considerable defragmentation and allowing for better risk diversity, redistributive capacity,
purchasing power and increased efficiency.
 SWOT:
Strengths Weaknesses

 Low labor costs  Pollution

 Local production of medicines contributes high  As a developing country, the financial
share in Egyptian market. funds.
 Large pool of highly qualified Healthcare Staff  Unskilled employees
 Decentralization of decision making;  Discrimination
strengthening management systems.

Opportunities Threats

 Provision of good quality services

 Public Awareness
 Training Programs  Coming waves of Covid-19
 Expansion in Medical Institutes  Ethiopia-Egypt Nile Dispute
 Digitalization  North Sinai Terrorism
 New Technologies  Shortage in Drugs’ Raw materials
 NHI Health Insurance System – Covering all
citizens
SO Strategy  Focusing on implementing new advanced Training programs for healthcare Staff in
cooperation with foreign Highly ranked universities
 Planning for new Medical Institutes across Egypt
 Implementing Advanced Technology across all vital Organizations in MOHP

WO Strategy  Using technology to reduce costs & expenses of unused resources in MOHP
 Re-assessment of unskilled employees & condensed training programs are implemented.
 Social Media in pubic awareness

ST Strategy  Working on Research & Development and supporting will all required tools.
 Public awareness of Infection control

WT Strategy  Focus on training the healthcare staff & continuous assessment.

 Public awareness continuously
 Best use of present resources
 TOWS:
Strengths Weaknesses
 Low labor costs  Pollution
 Local production of medicines  As a developing country,
contributes high share in the financial funds.
Egyptian market.  Unskilled employees
 Large pool of highly qualified  Discrimination
Healthcare Staff
 Decentralization of decision
making; strengthening
management systems.

Opportunities  Focusing on implementing new  Using technology to

 Provision of good quality advanced Training programs for reduce costs & expenses of
services healthcare Staff in cooperation unused resources in MOH
 Public Awareness with foreign Highly ranked  Re-assessment of
 Training Programs universities unskilled employees &
 Expansion in Medical  Planning for new Medical condensed training
Institutes across Egypt programs are
Institutes
 Implementing Advanced implemented.
 Digitalization Social Media in pubic
Technology across all vital 
 New Technologies Organizations in MOHP awareness.
 NHI
Threats  Working on Research &  Focus on training the
 Coming waves of Covid-19 Development and supporting will healthcare staff &
 Ethiopia-Egypt Nile Dispute all required tools. continuous assessment.
 North Sinai Terrorism  Public awareness of Infection  Public awareness
Shortage in Drugs’ Raw materials control continuously
Best use of present resources
 QSPM
new Working on Public Implementin
advanced Research & awareness g Advanced
Training Development continuously Technology
programs and supporting across all
for will all required vital
healthcare tools. Organizations
Staff in MOHP

Key Factors Weight AS TAS AS TAS AS TAS AS TAS

Opportunities

 Provision of good quality 3 0.12 3 0.12 4 0.16

0.04 4 0.16
services

 Public Awareness 0.05 - - - - 4 0.2 3 0.15

 Training Programs 0.05 4 0.2 4 0.2 - - 4 0.2

 Expansion in Medical 3 0.06 - - 4 0.08

0.02 1 0.02
Institutes

 Digitalization 0.08 - - 4 0.32 4 0.32 4 0.32

 New Technologies 0.08 - - 4 0.32 4 0.32 4 0.32

 NHI 0.08 3 0.24 4 0.32 4 0.32 4 0.32

Threats

4 0.36 4 0.36 4 0.36

 Coming waves of Covid-19 0.09 2 0.18

- - - - - -
 Ethiopia-Egypt Nile Dispute 0.03 - -

 North Sinai Terrorism 0.02 - - - - - - -

 new Working on Public Implementin
advanced Research & awareness g Advanced
Training Development continuously Technology
programs and supporting across all
for will all required vital
Key Factors Weight
healthcare tools. Organizations
Staff in MOHP

AS TAS AS TAS AS TAS

AS TAS

Threats

 Shortage in Drugs’ Raw 4 0.08 - - 2 0.04

0.02 - -
materials

Strengths

 Low labor costs 0.07 - - - - - - - -

 Local production of 4 0.36 - - 3 0.27

medicines contributes high 0.09 4 0.36
share in Egyptian market.

 Large pool of highly 4 0.2 - - 4 0.2

0.05 4 0.2
qualified Healthcare Staff

 Decentralization of decision - - - - 4 0.12

making; strengthening 0.03 - -
management systems.

Weakness

 Pollution 0.05 - - - - 3 0.15 - -

- - - - 3 0.21
 As a developing country, the 0.07 - -
financial funds.
 Unskilled employee 0.07 4 0.28 3 0.21 - - 4 0.28

 Discrimination 0.01 - - - - 1 0.01 - -

Total 1 1.64 2.55 1.8 3.03

 Working on Research & Public Implementing Advanced
new advanced Development and supporting will awareness Technology across all vital
Training programs for all required tools. continuousl Organizations in MOHP
healthcare Staff y

1.64 2.55 1.8 3.03

Comment
Implementing Adv. Tech. across all vital Org in MOHP having highest score in QSPM
Analysis, following it R&D then Public Awareness then Adv. Training for Staff in
descending order.

Which Means Digital Transformation Strategy is the Leading.

Strategic Objectives
1. Submitting acceptable, accessible, safe, efficient, continuing and good quality service.
2. Submitting comprehensive and integrated basic package for citizens.
3. NHI submit complete coverage of health insurance for all citizens.
4. Upgrading PHC (Primary Healthcare), enhancing preventive and health programs.
5. Motivation of community participation in healthcare.
6. Strengthening and developing human resource management in Health Sector.
7. Raising Healthcare personnel capacity training.
8. Developing IT infrastructure to support health care systems.
9. Decentralization of Health Services provision.
10. Developing local pharmaceutical industry.

Strategy
Intensive Strategy
  Product development strategy; Improving & modifying the presented products
& services (Healthcare service; trained Staff, High technology, Pharmaceutical
products development)
 Market development; Introducing new Healthcare Services to Citizens in new
geographical areas (Healthcare service; insurance coverage, Medical units, ..etc.)

Balanced Scorecard:
S.N KPIs 2030
Indicator Sub-Indicators Target
Strategic Results
1 Life expectancy at birth Life expectancy at birth (years) 75
2 Maternal mortality rate Maternal mortality rate, below 5 years old 31%
(%)
3 Children mortality rate Children mortality rate, below 5 years old 15%
(%)
Composite indicator for children nutrition (1) Stunting 10%
(%) of 3 sub-indicators; (2) gantry 2%
(3) anemia among children less than 5 years 15%
5 Mortality rate due to uncommon diseases Mortality rate due to uncommon diseases 20%
persons between 30 and 70 years (%)
6 The spread of hepatitis C and infected The spread of hepatitis C and infected cases 1%
cases (%)
7 Per capita health expenditure Per capita health expenditure (USD) 600
8 Out of pocket health spending Out of pocket health spending (%) 28%
9 The number of deaths The number of deaths from road accidents 8
per 100K
10 Tobacco use Tobacco use among persons over 15 years 22%
(%)
11 A composite indicator for the availability (1) the ratio of pregnant women making at 90%
of primary health services (%) of 3 sub- least 4 follow up visits,
indicators: (2) the ratio of using new methods of family 74%
planning.
(3) the ratio of vaccinated children by triple <95%
vaccine DPT (diphtheria- Pertussis-tetanus)
12 The trade deficit for pharmaceuticals and The trade deficit for pharmaceuticals and 0
bio-medicines manufacturing bio-medicines manufacturing (million USD)
Outcomes
13 The ratio of citizens fully covered by The ratio of citizens fully covered by social 100%
social health insurance health insurance (%)
14 Response to international health Response to international health regulations 95%
regulations (%)
Inputs
15 Composite indicator for social services (1) percentage of population using safe 100%
(%): drinking water
 (2) percentage of population having 100%
sanitation system
16 Number of hospital beds Number of hospital beds 30
17 A composite indicator for employees in (1) the number of physicians per 10K citizens 20%
the health sector (%) of 2 sub-indicators; (2) the number of nurses per 10K citizens. 50%

Recommendation
MOHP is trying hard to improve public health services, but to support these effects and the
sustainability of health service improvement, some recommended steps to be followed;

1) Memorandum of understanding (MOU) is signed with MCIT to provide Internet service for
healthcare facilities, with less complicated procedures and reduced costs.

2) Focusing on Social media awareness campaigns, initiating a “direct-to-consumer” approach of

health education, that would ensure reaching health tips directly to the public and would develop
the perfect and direct communication between the public and MOHP.

3) Conduct a full review of the current M&E system (Monitoring and Evaluation System), to
enhance the integration of the role of HIS (Health Insurance System) into M&E, to enhance the
impact of the current M&E system, and to reduce the burden of physical checks over PHC
(Primary Health Care) facilities.

4) Conduct a full review of regulations that impact assigning health district teams, to include
clauses for managerial, supervisory and other technical capacities, rather than only years of
experience and other administrative requirements, which will result in strengthening the
management system.

5) Research and Development sector must work with highly coordination with the environmental
sectors to get alternative solutions not affecting population health.

References
 http://country.eiu.com/Egypt
 https://santandertrade.com/en/portal/analyse-markets/egypt/economic-political-outline
 https://www.statista.com/statistics/377349/gross-domestic-product-gdp-in-egypt/
 https://www.macrotrends.net/countries/EGY/egypt/birth-rate
 https://mcit.gov.eg/en/Digital_Government