Egypt : Complete Profile - What is GIS - World Health Organization

Health Systems Profile- Egypt Regional Health Systems Observatory- EMRO
98
10. Conducting drug utilization studies and studies to document existing prescription
and consumption patterns, with periodic follow-up to enable monitoring and
evaluation of interventions.
(E) Pharmaceutical industry
The national pharmaceutical industry has achieved great progress, as it covers 93% of
market needs. The policy is to encourage the growth of production sector for the export
market, allow for competition and as a result a decrease in prices. The executive plans
are as follows.
1. Encourage the local production of the raw materials necessary for the drug
industry.
2. Strengthening the post-marketing surveillance system.
3. Improve existing drug quality assurance and quality control practices by
enhancing the efficiency of registration, inspection, and licensing structures and
processes, including implementation of GMP standards.
4. Increase research in order to improve production of drugs, vaccines, sera,
biological, and herbal medicine.
5. Adapt all activities relating to drug handling to the Environmental Protection Act.
6. Ensure safe and sufficient blood and blood product supply to meet domestic
needs.
7. Harmonization and networking between the activities of DPPC, CAPA, and
NODCAR.
8. Improve skills through continuous training on GMP, inspection, and quality
control aspects.
(F) Human resources development
1. Update postgraduate studies and continuous education training programs.
2. Develop new professional careers in the field of pharmacy practice.
3. Planning for the short- and long-term needs of human resources.
4. Encourage collaboration between the drug regulatory authority and higher
education institutions to maximize exchange of expertise and resources.
8.8 Technology
Historically, the MOHP has not used or developed IM&T as a strategic asset in delivering
and managing healthcare. While there were good, usually local, IM&T initiatives
sponsored by some vertical projects, these were outweighed by the overall lack of
funding and development priority given to IM&T at all levels. Good experiences were not
captured, and successful implementations were not scaled from their local beginnings to
MOHP-wide application.
Now, the MOHP recognized that IM&T had a major role to play in healthcare, and want to
define the strategic approach for the use of IM&T.
However, there remain a number of critical barriers to the effective use of IM&T as a
strategic tool in the delivery of healthcare by the MOHP, including:
• Small amounts of protected IM&T funding that has had low priority leading to very
low levels of investment;