Building Health Management Information Systems in Egypt - PHRplus
Building Health Management Information Systems in Egypt - PHRplus
Building Health Management Information Systems in Egypt - PHRplus
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1.0 Introduction<br />
The health sector reform <strong>in</strong>itiative of the M<strong>in</strong>istry of <strong>Health</strong> and Population (MOHP) may<br />
be the most significant effort by any Middle Eastern country to overhaul its public health system.<br />
The support<strong>in</strong>g program assistance departs from USAID's previous portfolio of vertical projects,<br />
tak<strong>in</strong>g a holistic approach and ty<strong>in</strong>g release of funds to the MOHP to measurable benchmarks.<br />
The <strong>Health</strong> Policy Support Program (HPSP) Draft Matrix of the Projected Benchmarks for<br />
Tranche One keys reform objectives to expected end-of-program results and specific measurable<br />
benchmarks. Major objectives of the National <strong>Health</strong> Sector Reform Policy are as follows:<br />
1. Reduce the role of the MOHP <strong>in</strong> provid<strong>in</strong>g and f<strong>in</strong>anc<strong>in</strong>g curative care.<br />
2. Strengthen the role of the MOHP <strong>in</strong> the provision of and <strong>in</strong>crease share of f<strong>in</strong>anc<strong>in</strong>g<br />
Preventive Medic<strong>in</strong>e (PM) and Primary <strong>Health</strong> Care (PHC).<br />
3. Reform MOHP personnel policy.<br />
4. Develop the MOHP role <strong>in</strong> regulation and accreditation; and its capacity for national<br />
health strategic plann<strong>in</strong>g and policy analysis.<br />
5. Ensure the viability of the HIO.<br />
6. Expand social health <strong>in</strong>surance coverage coupled with adequate adm<strong>in</strong>istrative and<br />
f<strong>in</strong>anc<strong>in</strong>g mechanisms.<br />
Measur<strong>in</strong>g of expected end-of-program status requires or implies the follow<strong>in</strong>g<br />
<strong>in</strong>formation system components:<br />
1. a way to rout<strong>in</strong>ely measure aggregate MOHP expenditures on curative services, on<br />
preventive medic<strong>in</strong>e, and on primary health care;<br />
2. a way to rout<strong>in</strong>ely measure aggregate MOHP expenditures on personnel;<br />
3. a way to rout<strong>in</strong>ely measure aggregate MOHP expenditures on pharmaceuticals; <strong>in</strong>clud<strong>in</strong>g<br />
vacc<strong>in</strong>es and contraceptives;<br />
4. a way to determ<strong>in</strong>e current and appropriate staff<strong>in</strong>g for each health facility;<br />
5. use of appropriate hospital MIS systems for use by an <strong>in</strong>creas<strong>in</strong>g number of cost-recovery<br />
hospitals.<br />
A broader goal is implied: as the MOHP changes its role <strong>in</strong> curative care from provider to<br />
regulator, and from direct fund<strong>in</strong>g to <strong>in</strong>direct fund<strong>in</strong>g, accurate <strong>in</strong>formation is vital for monitor<strong>in</strong>g<br />
providers, adjust<strong>in</strong>g policies, and <strong>in</strong>form<strong>in</strong>g users. At the same time, <strong>in</strong>creased focus on efficiently<br />
target<strong>in</strong>g MOHP preventive and primary care services also demands more timely and accurate<br />
<strong>in</strong>formation. The last component <strong>in</strong>cluded <strong>in</strong> the matrix is aimed at these general long-term needs:<br />
6. a comprehensive national health <strong>in</strong>formation system (HIS) support<strong>in</strong>g an economic and<br />
policy analysis unit <strong>in</strong> the MOHP, operational <strong>in</strong> all regional offices, hospitals, and<br />
polycl<strong>in</strong>ics.<br />
The approach taken to health sector reform is likely to emphasize decentralization. The<br />
f<strong>in</strong>anc<strong>in</strong>g system is already decentralized; funds from the M<strong>in</strong>istry of F<strong>in</strong>ance go directly to<br />
governorate accounts. Many significant decisions are made at the governorate level. There are<br />
<strong>in</strong>dications the MOHP will <strong>in</strong>crease the responsibility of the governorates, mak<strong>in</strong>g them more<br />
autonomous managerially and more responsible for performance. The <strong>in</strong>formation system must<br />
1.0 Introduction 1