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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necessary for consolidat<strong>in</strong>g and compar<strong>in</strong>g data from facilities, districts, and governorates. Only<br />
the MOHP can ensure that personnel <strong>in</strong> governorate headquarters have received the tra<strong>in</strong><strong>in</strong>g they<br />
need to operate the system and to support the personnel <strong>in</strong> their districts. F<strong>in</strong>ally, <strong>in</strong>dependent<br />
monitor<strong>in</strong>g is vital to detect data quality control problems and to identify needs for additional<br />
tra<strong>in</strong><strong>in</strong>g, and needs for changes <strong>in</strong> data collection, entry, and process<strong>in</strong>g procedures. The MOHP is<br />
positioned to apply good data quality control procedures to all governorates uniformly.<br />
There is no department responsible for manag<strong>in</strong>g and support<strong>in</strong>g <strong>in</strong>formation technology<br />
<strong>in</strong> the MOHP headquarters or mak<strong>in</strong>g sure that <strong>in</strong>formation technology <strong>in</strong> governorate health<br />
directorates is compatible, allocated, and ma<strong>in</strong>ta<strong>in</strong>ed to support the <strong>in</strong>formation system. The<br />
MOHP must have the capacity to plan and manage MIS development. No significant <strong>in</strong>vestment<br />
<strong>in</strong> computer hardware and software should be made until a department with this mission formally<br />
exists. There is no evidence that simply supply<strong>in</strong>g <strong>in</strong>formation technology will generate such a<br />
department.<br />
Annex D conta<strong>in</strong>s a reasonably accurate organizational diagram of MOHP headquarters.<br />
As <strong>in</strong>dicated by the arrows, the Documentation, <strong>Information</strong>, and Decision Support Center<br />
currently reports to the Preventive Sector, while the Directorate of Plann<strong>in</strong>g currently reports to the<br />
Curative Sector. The Department for Follow-Up and Monitor<strong>in</strong>g reports to the Central<br />
Adm<strong>in</strong>istration for the M<strong>in</strong>ister, but consists of only two persons. Thus three key <strong>in</strong>formation<br />
system departments report to different sectors.<br />
A revitalized MIS committee, chaired by Dr. Nabil Nassar, First Undersecretary for<br />
Preventive Care, has been work<strong>in</strong>g on these issues s<strong>in</strong>ce Larson's visit. This has produced a plan<br />
for reorganiz<strong>in</strong>g the <strong>in</strong>formation system elements of the M<strong>in</strong>istry. The reorganization elevates the<br />
Documentation, <strong>Information</strong>, and Decision Support Center, the Directorate of Plann<strong>in</strong>g, and the<br />
department of Follow-Up and Monitor<strong>in</strong>g so that they formally report to the Central<br />
Adm<strong>in</strong>istration of the M<strong>in</strong>ister. It also merges the department of Follow-Up and Monitor<strong>in</strong>g with<br />
the Directorate of Plann<strong>in</strong>g, and gives the Directorate of Plann<strong>in</strong>g expanded responsibilities that<br />
<strong>in</strong>clude plann<strong>in</strong>g for all budget chapters. This reorganization is a major step forward. The MOHP<br />
should be given full credit for this <strong>in</strong>itiative.<br />
Several steps might strengthen the reorganization effort. Implied plans call for much<br />
more deployment and use of <strong>in</strong>formation technology. USAID has already issued a procurement<br />
for a network server, network<strong>in</strong>g components, and network workstations for MOHP headquarters.<br />
There is no one there to manage or support this system. A separate unit should be created at this<br />
level to manage and ma<strong>in</strong>ta<strong>in</strong> this technology. This service unit should support the work of all<br />
other <strong>in</strong>formation system components by keep<strong>in</strong>g the comput<strong>in</strong>g platform runn<strong>in</strong>g smoothly. The<br />
unit could be created as a separate department, or as a separate functional unit with<strong>in</strong> the<br />
<strong>in</strong>formation services department. Meet<strong>in</strong>g this need is more important than the name of the unit<br />
and whether it exists as a separate department.<br />
Annex D conta<strong>in</strong>s a plan similar to that proposed by the MOHP. It shows a Monitor<strong>in</strong>g<br />
and Evaluation Unit <strong>in</strong>dependent from Policy and Plann<strong>in</strong>g to strengthen its <strong>in</strong>dependent mission.<br />
It adds an <strong>Information</strong> Technology unit. Its mission is to support the cont<strong>in</strong>u<strong>in</strong>g and effective use<br />
of <strong>in</strong>formation technology by all other units of the MOHP headquarters. It is also responsible for<br />
sett<strong>in</strong>g basic technical standards, for communication l<strong>in</strong>kages with the governorates, and for<br />
coord<strong>in</strong>at<strong>in</strong>g with and support<strong>in</strong>g governorate <strong>in</strong>formation centers. The <strong>Information</strong> Process<strong>in</strong>g<br />
and Dissem<strong>in</strong>ation unit is responsible for collect<strong>in</strong>g, validat<strong>in</strong>g, and consolidat<strong>in</strong>g data from<br />
different parts of the system. It is also responsible for generat<strong>in</strong>g and distribut<strong>in</strong>g rout<strong>in</strong>e reports<br />
to all sectors. Return<strong>in</strong>g aga<strong>in</strong> to Figure 3, the <strong>Information</strong> Process<strong>in</strong>g unit is the middle of the<br />
5.0 Strategy 35