Egypt

National
Health Strategy
The launch of Egypt's health strategy for 2024-2030
marks the beginning of a significant new phase in the 2024 - 2030
country's health journey.
Egypt National Health Strategy

His Excellency President

ABDEL FATTAH EL-SISI

President of the Arab Republic of Egypt

Egypt National Health Strategy

His Excellency Doctor

MOSTAFA MADBOULY

Prime Minister of the Arab Republic of Egypt

 FOREWORD

The National Health Strategy for the Arab Repub­ lic The global and regional challenges cast their shadows
of Egypt (2024-2030) serves as a clear roadmap and a on the health sector despite the political unrest and
significant leap forward for Egypt’s health­care sector, geopolitical shifts that the world in general, and the
aligning with Egypt Vision 2030 and the United Nations Middle East in particular, is witness­ing, accompanied by
Sustainable Development Goals. the spread of many epidemics and other health problems,
which have posed a threat to regional health security, no
This landmark document represents a transforma­ country in the region is spared from its effects.
tion in healthcare planning in Egypt, shedding light
on the current status of the healthcare sector, Egypt’s With these challenges, it became imperative for us to
achievements over the past decade, the challenges still actively seek opportunities for the health sector in light
facing the sector, and the opportu­ nities available to of the rise of the health file as a global priority.
address these challenges.
This important document represents a clear model
Egypt is taking giant steps to advance the health­care of partnership between government, civil society,
sector, starting with enhancing the quality and quantity and private sector on one hand, and regional and
of human resources, the backbone of the healthcare international partners on the other, in addition to all the
system. This includes horizontal and vertical expansion players and drivers of the health system. It does not stop
of healthcare facilities and adopting effective health at mere planning but rather includes a clear roadmap
programs that reflect an improvement in health indicators with objectives and indicators.
for Egyptians and residents of Egypt.
I am certain that this document will serve as a beacon

Prof. Khalid Abdel-Ghaffar

President Abdel Fattah EI-Sisi’s declaration of healthcare for all healthcare workers and stakeholders, and a mean
as a top priority on the presidential agenda has led to an to unite and consolidate efforts towards building a
unprecedented renaissance in the health sector over a successful and sustainable model for the healthcare
decade of relentless work. During this period, numerous sector in our beloved country.
massive health projects have been launched, marking
Deputy Prime Minister for Human Development a radical shift in the direction of the health sector, and
steering the compass of work towards more effective
and Minister of Health and Population confrontation of health problems that the Egyptian
people have suffered from for decades.
 TABLE OF
Figures and Tables .............................................................................................................................................................. 12
Abbreviations ...................................................................................................................................................................... 13

CONTENTS
Acknowledgements ............................................................................................................................................................ 16
Executive Summary ............................................................................................................................................................ 20
Methodology ...................................................................................................................................................................... 22
Strategic Priorities ............................................................................................................................................................. 25
Country Context ................................................................................................................................................................. 28
Health Policy on Political Agenda ..................................................................................................................................... 33
Health System Landscape in Egypt ....................................................................................................................................34
Health System Financing ................................................................................................................................................... 40
Health Workforce ................................................................................................................................................................ 42
Medicines ............................................................................................................................................................................ 44
Health Information Systems ............................................................................................................................................... 46
Health and Equity Situation ............................................................................................................................................... 47
Advancing Health and Development in Egypt: Key Achievements and Progress Made ............................................. 62
Strategies Governing The Health Sector in Egypt .......................................................................................................... 64
Projections of Egypt’s Overall Envelope for Government Health Expenditure, 2024 –2029 ....................................... 66
Annex ................................................................................................................................................................................. 224
Conclusion ........................................................................................................................................................................ 228

10 EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030 EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030 11
FIGURES AND TABLES ABBREVIATIONS

FIGURES AI Artificial Intelligence

Figure 1: Egypt’s population pyramid, 2023 ..................................................................................................................... 28
Figure 2: Average performance of SDGs in Egypt 2024 .................................................................................................. 29 AMR Antimicrobial Resistance
Figure 3: Structure of Egypt’s health system ..................................................................................................................... 34 ART Antiretroviral Therapy
Figure 4: Number of hospital beds per 10,000 population, by governorate, 2022 ....................................................... 35
BBP Basic Benefits Package
Figure 5: Out-of-pocket spending as a percentage of CHE ............................................................................................ 40
Figure 6: Health Workforce Per 10,000 population (2011-2022) ...................................................................................... 42 BMI Body Mass Index
Figure 7: Proportionate mortality by cause of death in Egypt, 2019 ............................................................................... 47 CAPA Central Administration Of Pharmaceutical Affairs
Figure 8: Estimated age-standardized cancer incidence rates per 100,000 population in 2020,
Egypt, both sexes and all ages ........................................................................................................................... 49 CAPMAS Central Agency For Public Mobilization And Statistics
Figure 9: Maternal mortality ratio (MMR) for females aged 15-49 by cause 2010 and 2019 ......................................... 57 CCA Country Common Analysis
Figure 10: Adolescent fertility rate (per 1000 girls aged 15-19 years) ............................................................................. 59
Figure 11. Pathway from GDP to GGHE ............................................................................................................................ 71 CCO Curative Care Organization
Figure 12: Development of shares of GGE/GDP and GGHE/GGE from 2024 to 2029 in Scenario 1 .......................... 76 CDC Centers For Disease Control And Prevention
Figure 13: Shares of GGE/GDP and GGHE/GGE in 2029 in Scenario 2 ......................................................................... 77
CDSS Clinical Decision Support Systems
Figure 14: Shares of GGE/GDP and GGHE/GGE in 2029 in Scenario 3 ......................................................................... 78
Figure 15: Three scenarios’ forecasts of total GGHE over 2024–2029 period .................................................................79 CHE Current Health Expenditure

COP27 Un Climate Change Conference

COVID-19 Coronavirus Disease

TABLES
Table 1: Incidence of major communicable diseases, 2022 ............................................................................................. 52 CRVS Civil Registration And Vital Statistics
Table 2: GGHE/GGE% in Scenario 1 .................................................................................................................................. 72 CSOs Civil Society Organizations
Table 3: GGHE/GGE% in Scenario 2 .................................................................................................................................. 73
Table 4: GGHE/GGE% in Scenario 3 .................................................................................................................................. 73 CSR Corporate Social Responsibility
Table 5: Projections assuming GGHE/GGE is kept constant through 2024 to 2029 ...................................................... 76 DHSC Digital Health Steering Committee
Table 6: Projections assuming linear catch-up to the five-year (2017–2021) ................................................................... 77
DPG Development Partners’ Group
Table 7: Projections assuming a linear increase of GGHE/GDP to the target of 3% by 2029 ....................................... 78
Table 8: Preventive scenario 1, assuming stagnation in GGHE/GGE and in proportion EDA Egyptian Drug Authority
of spending on prevention services .................................................................................................................... 81
EDHS Egyptian Demographic And Health Survey
Table 9: Preventive scenario 2, assuming stagnation in GGHE/GGE and growth in proportion
of spending on prevention services .................................................................................................................... 81 EGAC Egyptian Accreditation Council

EGP Egyptian Pound

EHA Egypt Healthcare Authority

EMR Eastern Mediterranean Region

EPI Expanded Programme On Immunization

FAO Food And Agriculture Organization Of The United Nations

FHM Family Health Model

FP Family Planning

GAHAR General Authority For Healthcare Accreditation And Regulation

GAP Government Action Programme

GBV Gender-Based Violence

GCHA Global Climate And Health Alliance

12 EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030 EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030 13
ABBREVIATIONS continuation

GDP Gross Domestic Product NORCB National Organization for Research and Control of Biologicals

GGE General Government Expenditure NSCP National Schistosomiasis Control Programme

GGHE General Government Health Expenditure OOP Out Of Pocket

GHG Greenhouse Gas OPD Out-Patient Department

GOTHI General Organization Of Teaching Hospitals And Institutes PHC Primary Healthcare

HBV Hepatitis B Virus PHIF Unified Public and Health Insurance Fund

HCC Hepatocellular Carcinoma PPP Public-Private Partnership

HCV Hepatitis C Virus SDGs Sustainable Development Goals

HIE Health Information Exchange SDI Socio-Demographic Index

HIO Health Insurance Organization SDS Sustainable Development Strategy

HIS Health Information System SHS Second-Hand Smoke

HIV Human Immunodeficiency Virus TFR Total Fertility Rate

HSRP Health Sector Reform Program UHC Universal Health Coverage

I-CAN Initiative On Climate Action And Nutrition UHC-P UHC Partnership

ICHI International Classifications Of Health Interventions UHI Universal Health Insurance

IHR International Health Regulations UHIA Universal Health Insurance Authority

IMF International Monetary Fund UHIS Universal Health Insurance System

IOM International Organization For Migration UN United Nations

IP Intellectual Property HIV/AIDS Human Immunodeficiency Virus/Acquired Immunodeficiency Syndrome

Mo Ministry Of UNAIDS Joint United Nations Programme on HIV/AIDS

MCH Maternal And Child Health UNDAF United Nations Development Assistance Framework

MCHIP Maternal And Child Health Integrated Program UNDP United Nations Development Programme

MDGs Millennium Development Goals UNFPA United Nations Population Fund

MMR Maternal Mortality Ratio UNHCR United Nations High Commissioner for Refugees

MoF Ministry Of Finance UNICEF United Nations Children’s Fund

MoHP Ministry Of Health And Population UNODC United Nations Office On Drugs And Crime

NAP National Action Plan UPA The Egyptian Authority for Unified Procurement Medical Supply and Technology Management

NAPHS National Action Plan For Health Security USAID United State Agency for International Development

NCDs Non-Communicable Diseases VACSERA Egyptian Holding Company For Biological Products And Vaccines

NFSA National Food Safety Authority VNR Voluntary National Review

NGOs Non-Governmental Organizations WEO World Economic Outlook

NHA National Health Accounts WHO World Health Organization

NODCAR National Organization for Drug Control & Research

14 EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030 EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030 15
ACKNOWLEDGEMENTS
The Ministry of Health and Population Health Council, the National Council for
gratefully acknowledges the many experts Persons with Disabilities, the Human Rights
and agencies who contributed to the and Mental Health Council, the Egyptian
planning, development, and review of this parliament and Egyptian Senate is
strategy. recognized.
Finally, the World Health Organization
Leadership partnership for supporting leading and
The strong leadership provided by the overseeing the strategy development
Minister of Health and Population in Egypt, process is highly appreciated and
His Excellency Prof. Khaled Abdel-Ghaffar, acknowledged.
and the WHO Representative in Egypt,
Dr Nima Saeed Abid, played pivotal roles External contributions
in accomplishing and guiding this process Our sincere appreciation extends to
successfully. international development partners,
including the World Bank, United Nations
Institutional contributions Popula­tion Fund (UNFPA), United Nations
The National Health Strategy is the result International Children’s Emergency Fund
of collaborative efforts from the Ministry of (UNICEF), the Food and Agriculture
Health and Population (MoHP), the World Organi­zation of the United Nations
Health Organization (WHO) and all key (FAO), the Interna­ tional Organization
partners, united under a shared vision for for Migration (IOM), the United States
the health and well being of the people Agency for International Develop-­
living in Egypt. ment (USAID), the United Nations High
Commis­sioner for Refugees (UNHCR) and
Sincere Gratitude is extended to the the United Nations Office on Drugs and
leaders and focal points of sectors and Crime (UNODC). Special thanks also go
institutions within the MOHP, as well as to the Japan International Cooperation
representatives from the Universal Health Agency (JICA), Plan International Egypt,
Insurance organizations including the Shamseya for Innovative Solutions, the
Egyptian Healthcare Authority (EHA), International Federation of Medical
the Universal Health Insurance Authority Students Associations Egypt (IFMSA-
(UHIA), the General Authority for Healthcare Egypt), the Interna­ tional Veterinary
Accreditation Regulation (GAHAR), the Students’ Association (IVSA Egypt),
Egyptian Drug Authority (EDA) and the Pathfinder International, the Egyptian
Unified Procurement Authority (UPA). Red Crescent, the National Food Safety
Authority (NFSA), and the Animal Health
The contribution of representatives from Research Institute. Their invaluable
the Ministries of Finance, Social Solidarity, contributions have collectively shaped
Planning, Environment, Agriculture, the strategy into a comprehensive and
Education and Technical Education , all-encompassing strategy. Their diverse
Higher Education and Scientific Research, viewpoints have ensured inclusivity
Youth and Sports, Communications and throughout the strategic development
Information Technology and International process.
Cooperation is appreciated.

As well as significant share from the Central

Agency for Public Mobilization and Statistics
(CAPMAS) and the Supreme Council for
University Hospitals is also appreciated..

In addition, the participation of members

of the civil society, the private sector, the
National Council for Women, the National
Population Council, the National Council for
Childhood and Motherhood, the Egyptian

16 EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030 EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030 17
Technical writers Internal contributors and reviewers
At the helm of this remarkable endeavor, Prof. Mohamed The NHS team would like to acknowledge with gratitude
Hassany, Minister’s Assistant for Projects and Public Health Dr Naeema Al Gasseer, Former WHO Representative
Initiatives played a vital part in laying the foundation for this in Egypt, for sparing no effort in deploying all needed
initiative. His unwavering commitment to advancing public resources to the national authorities throughout the
health is valued. strategy synthesis.

Special recognition also goes to Dr Galal Elshishiney, The team would like to express their gratitude to Dr
Minister’s Associate for Public Health and Health Policies Amira Hegazy, WHO Public Health Officer at WHO
at MoHP, Also Thanks to Dr. Mohamed Sameh Seoudi, Representative’s office in Egypt for her provided support
Deputy Director of the Technical Office at Minister’s and input, Hazel Haddon for copy editing the report
Assistant for Projects and Public Health Initiatives Office, for and Dr. Ali Salama and Organize team for the design
his invaluable contribution throughout the strategy. and layout.

This report was developed under the overall lead and

technical direction of Dr Gasser Gad Elkareem, Health
Systems coordinator, WHO Representative’s Office
in Egypt, who was responsible for coordinating the
development and production of the strategy.

Special thanks also to Prof. Ghada Nassr Radwan, WHO

NHS consultant and professor of Public Health in Cairo
University Faculty of Medicine , for being the key author of
the strategy.

Thanks also go to Dr Ahmed Yehia Khalifa, Health

Economist at the WHO Representative’s Office in Egypt.

It should be noted that the joint efforts of WHO Egypt

team and MoHP team invested in gathering data,
drafting content, and refining the document with the key
interlocutors helped make this strategy possible.

18 EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030 EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030 19
EXECUTIVE
SUMMARY
Building upon the unwavering commitment to health enshrined in both Egypt’s
constitution and the spirit of the United Nations Sustainable Development Goals (SDGs),
the National Health Strategic Plan for Egypt 2024-2030 reflects the heart of Egypt’s vision
for a thriving future. Aligned with the national aspirations defined in the sustainable
development strategy (SDS) and Egypt Vision 2030 , this comprehensive strategy serves
as a guiding light towards a healthier tomorrow, a testament to our collective effort to
safeguard the well-being of all Egyptians.

his mission is guided by unwavering principles of equity, transparency, dignity,

T
confidentiality, ownership, partnership, inclusivity, engagement and accountability. It is
a commitment we embrace collectively, ensuring no one is left behind on this journey
towards a healthier future.

The pillars of 1. Strengthening health systems towards universal health coverage and strengthening
access and expanding coverage to quality essential health services:
5. Enhance health equity, governance, leadership and accountability:
A collaborative
Defining clear roles and responsibilities of the Ministry of Health and
a healthier This cornerstone initiative focuses on expanding access to essential healthcare services Population (MoHP) and other health related agencies and organizations is journey:
through comprehensive UHI coverage, optimizing the healthcare workforce, and crucial for effective leadership and governance.
Egypt establishing robust primary healthcare models. This priority also emphasizes community engagement, data transparency, The National Health Strategic Plan for
Moreover, enhancing quality across all healthcare levels and fostering effective leadership maintenance of quality and safety standards, and the establishment of Egypt 2024-2030 is not just a directive;
The National Health and governance within the health system are critical components of this endeavor. robust monitoring and evaluation systems. Additionally, it highlights the it is a powerful manifesto that has
Strategic Plan for Egypt importance of evolving public health institutions and enhancing research been meticulously shaped through
2024-2030 lays out seven 2. Promoting health and well being throughout the life course: and development capacity. comprehensive workshops and online
pivotal priorities,acting as This priority ensures equitable care for all age groups, champions healthy aging, and engagement initiatives, its cornerstone
the pillars upon which this tackles critical issues like malnutrition, disability and health inequalities. 6. Promote digital health innovation for universal health coverage and is found in a clearly defined National
vision will be built: It also underlines the importance of protecting environmental determinants of health for well being of all: Health Framework, guaranteeing every
all citizens. action aligns with the shared vision and
Embracing the transformative power of technol­ogy, this priority focuses on
creating sustainable governance structures for digital health. Secure data mission for a healthier nation.
3. Prevention and control of diseases and health-related issues of public health
importance: sharing infrastructure, utilization of AI and telehealth, optimized digital
platforms, and fostering digital literacy among citizens are all critical elements Through distinct roles and responsibilities
The strategic plan targets the reduction and monitoring of non-communicable disease assigned to government agencies,
of this initiative. Ensuring a secure and sustainable digital transformation
(NCDs) through evidence based interventions and the development of robust evidence non-governmental organizations, and
within the healthcare system is key to unlocking its full potential.
for effective NCDs management. the private sector, alongside a robust
Strengthening mental health services and national disease elimination initiatives are also 7. Community engagement for improving health and promoting monitoring and evaluation framework,
key component of this priority. sociobehavioural change communication: unwavering accountability will guide the
Empowering individuals and communities is central to achieving and pursuit of a thriving Egypt.
Support national initiatives or programmes seeking elimination of endemic, emerging and
reemerging infectious diseases, and strengthening of immunization coverage sustaining health improvements. This priority emphasizes targeted health
communication campaigns, collaboration with diverse sectors, and improved
access to services. Building capacity within the healthcare system for effective
4. Enhancing prevention,preparedness,detection and response for health security:
community engagement is crucial for ensuring long term success.
Preparedness, prevention and response capabilities are paramount to safeguard public
health. This priority focuses on fostering national and global collaborations, strengthening
surveillance systems, and implementing the One Health Strategy. Ensuring healthcare
access for refugees and migrants is also an integral aspect of this priority.

20 EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030 EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030 21
METHODOLOGY
Egypt’s health trajectory underwent a transformative shift in September 2023, illuminated during the Global Congress
on Population Health and Development. During this event, the MoHP introduced the ambitious National Health
Strategic Framework (2024-2030), a meticulously formulated roadmap heralding a journey of unity and advancement
toward a healthier future.
VISION
The development of this comprehensive strategic initiative was not an instantaneous process; it evolved over time,
establishing the vision, mission and priorities that would govern every strategic move. All people living in Egypt
To ensure a comprehensive and inclusive perspective, the MoHP engaged the public through an online questionnaire,
assessing perceived priorities and health needs. In addition, a sequence of workshops convened a diverse array of
enjoy a healthy, safe and
stakeholders, ranging from healthcare professionals to community leaders, fostering dynamic discussions and the
exchange of ideas. secure life, fostering
All these activities have led to development of a national health strategy that is harmonized with Egypt’s collective
aspirations. Community inputs and stakeholder insights were carefully considered and interwoven into the fabric of
prosperous and productive
the strategic plan.

This cohesive, integrated approach pledges to confront identified priorities and health needs proactively. However, this
communities
ambitious roadmap transcends mere vision; it serves as a meticulously detailed blueprint for action. Comprehensive
plans for implementation, robust partnerships, and a clear monitoring framework guarantee accountability and
progress.

Government agencies, non-governamental organizations (NGOs) and private sector entities will collaborate,

MISSION
mobilizing resources and expertise to bring the plan to fruition. Each advancement will be meticulously assessed,
and every milestone celebrated, propelling Egypt steadily towards a future where health flourishes for all.

Our mission is to enhance

the health and well being
of all people living in Egypt
by promoting a healthy
lifestyle, addressing their
key health determinants
and strengthening health
systems.

22 EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030 EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030 23
KEY VALUES AND STRATEGIC PRIORITIES
GUIDING PRINCIPLES
Each of the seven strategic priority areas has strategic interventions that articulate
specific activities for stakeholders to guide its contribution towards achieving the
EQUITY TRANSPARENCY DIGNITY vision of the country.
Ensuring equal access to high Operating openly and honestly Treating all individuals with
quality healthcare services and and providing clear information respect and consideration,
resources for every individual, about healthcare policies, preserving their dignity
regardless of background, processes, challenges and throughout their healthcare PRIORITY 1: 8.Enhance the production and ensure the quality, safety and
socioeconomic status, sex, outcomes, to build trust and journey. efficacy of health products, including medicines, vaccines,
religion, or any other identity accountability. Strengthening health systems towards universal health blood products, family planning methods, medical devices
factors. coverage, and strengthening access and expanding and diagnostics.
coverage to quality essential health services.
PRIORITY 2:
1.Expand and strengthen Egypt’s new UHI system to
achieve comprehensive and high quality , coverage reduce Promoting health and well being throughout the life
high out of pocket expenses, harmonize insurance systems, course.
and create a unified, efficient and equitable system after
the roll out of the new UHI system. 1. Strengthen health systems to ensure universal access for
all age groups to quality health services.
2. Ensure that the healthcare workforce is fit for purpose
by strategically deploying health graduates to match 2. Promote healthy aging and enhance quality of life
CONFIDENTIALITY OWNERSHIP PARTNERSHIP national needs and labour market requirements through through the life course.
an integrated health workforce management system
Safeguarding personal and Fostering a sense of collective Fostering strong collaborations encompassing recruitment, retention, accreditation/ 3. Reduce all forms of malnutrition through the life course
medical information with responsibility among people between healthcare providers, relicensing, equitable distribution, training, shared with a particular focus on people in vulnerable situations
the utmost care, respecting living in Egypt and among government agencies, UN competencies, task shifting, performance assessment, and at risk groups, including social and behavioural change
individuals’ privacy and institutions to actively engage agencies, the private sector, incentives, safety, and health information. communications.
protecting sensitive data. in implementing and sustaining NGOs, and communities to
the national health strategy. ensure a unified approach to 3.Strengthen and expand comprehensive and inclusive 4. Prevent and control disability impact by implementing
advancing the goals of the primary health care (PHC) models of care (promotive, comprehensive services for early detection, effective
national health strategy. preventive, curative and rehabilitative) encompassing rehabilitation, and holistic support for persons with
primary, secondary and tertiary services, with effective disabilities.
referral within the framework of family health and as part
of UHC. 5. Mitigate health inequalities by proactively addressing the
social and economic determinants of health and collecting
4.Enhance the quality of healthcare services across all levels data disaggregated by such determinants, in addition to
in both the public and private healthcare sectors. age and sex, to monitor progress towards equity.

5.Increase reliance on public financing for health to reduce 6. Protect and promote the health and well being of the
out of pocket and catastrophic health expenditures and population by addressing environmental determinants of
INCLUSIVENESS ENGAGEMENT ACCOUNTABILITY promote financial risk protection for all. health.
Embracing diversity and Actively and meaningfully Holding all stakeholders, 6.Strengthen health systems leadership and governance
involving all members of society involving and engaging people including policy makers, through reviewing healthrelated laws, bylaws and
in shaping healthcare policies living in Egypt, healthcare healthcare professionals, and regulations to identify gaps and inconsistencies that hinder
and initiatives, with an emphasis professionals, and stakeholders organizations, answerable the achievement of national health goals.
on equal representation. in collaborative efforts to for their ethical roles and
design and implement contributions toward the 7.Promote private sector engagement in the health sector
effective healthcare strategies, successful execution and with the aim of improving healthcare accessibility, quality
emphasizing participation and positive impact of the national and efficiency.
interaction to create effective and health strategy.
relevant healthcare solutions.

24 EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030 EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030 25
 PRIORITY 6:
Promote digital health innovation for universal health
coverage and well being of all
1. Create sustainable and robust governance structures
and capacity for digital health in Egypt among different
relevant entities.
2. Establish an interoperable and resilient digital health
infrastructure that enables secure data sharing, granting
healthcare providers authorized access to patient
information and health data. This strategy will foster
care coordination, evidence based decision making, and
attainment of broader health objectives.
3. Institutionalize and utilize technology advancements,
including artificial intelligence, telehealth, mobile
applications, and wearable devices, to revolutionize
healthcare by enhancing diagnostic capabilities,
empowering individuals to manage their health, and
providing valuable health insights.
4. Optimize digital platforms, data analytics and
emerging technologies to drive comprehensive
healthcare solutions, including disseminating health
PRIORITY 3: PRIORITY 4: PRIORITY 5: information, detecting and managing disease outbreaks,
Prevention and control of diseases and health related Enhancing prevention, preparedness, detection and Enhance health equity, governance, leadership and and advancing research initiatives.
issues of public health importancece response for health security accountability 5. Provide training programmes for healthcare
1. Reduce and monitor the escalating burden of NCDs 1. Enhance health system resilience by strengthening 1. Delineate the roles and responsibilities of the MoHP professionals to enhance their digital literacy and their
by implementing evidence based, cost effective emergency preparedness, prevention, detection and in relation to other pertinent national health entities and competency in using digital health tools effectively,
interventions and best buys targeting key risk factors, and response at all levels and improving integration to organizations. while promoting digital literacy among people living in
by managing prevalent NCDs, including cardiovascular prevent, detect, respond to, and recover from public Egypt, maximizing benefits from digital health services.
2. Foster the development of leadership capacities,
disease, diabetes, cancer, and chronic respiratory health emergencies and disasters, all while maintaining 6. Drive a secure and sustainable digital transformation
ensuring robust interconnections between the MoHP and
diseases. essential health services and aligning with global in healthcare by designing scalable and long term
diverse health related and non-health related governmental
agendas such as the political declaration on pandemic digital health interventions, prioritizing infrastructure
2. Support building the evidence for the business or and non-governmental entities through a Health in All
prevention, preparedness and response, and the development, resource allocation and continuous
investment rationale of addressing NCDs and other policies approach.
pandemic accord. training, and ensuring regulatory compliance, while
emerging health concerns with public significance,
3. Promote and establish a culture of active participation, preserving privacy and security.
targeted at non-health stakeholders. 2. Foster national, regional and global health security
meaningful engagement, transparency in decision making,
by aligning with current efforts to strengthen and
3. Strengthen mental health and well being across and open data sharing to facilitate strategic planning,
implement the International Health Regulations (IHR).
the life course through improving access to mental stimulate innovation and encourage ongoing improvement.
health services, reducing stigma surrounding mental 3. Strengthen and promote an integrated national
PRIORITY 7:
4. Ensure adherence to quality care and safety standards.
health issues, promoting mental health awareness and surveillance system, including an antimicrobial Community engagement for improving health and
Establish and standardize guidelines for preventive and
education, and enhancing integration of mental health surveillance system. promoting sociobehavioural change communication
curative interventions and safety measures aligned with
services at PHC level.
4. Strengthen public health laboratory services, testing national and international norms. Enforce guidelines 1. Implement targeted health communication campaigns
4. Support national initiatives or programmes seeking capacities and networks. implementation and develop mechanisms to ensure to raise awareness about key health issues and promote
elimination of endemic, emerging and reemerging accountability of the health workforce. healthy behaviours among the community.
5. Implement the One Health Strategy and its operational
infectious diseases that threaten the population and
plan to address the interconnections between the health 5. Reduce health inequities by promoting inclusiveness 2. Provide education and resources to empower
people in vulnerable situations, and ensure their
of humans, animals, plants and the environment. and protection of health for all individuals, without individuals to make informed health decisions and take
sustained effectiveness, including increasing vaccination
discrimination. control of their own well being.
coverage. 6. Provide comprehensive healthcare and support
services to refugees and migrants to ensure they receive 6. Establish robust digital monitoring and evaluation systems 3. Collaborate with the public sector, NGOs, and the
timely and appropriate care and have access to essential to track performance indicators for the systems, assess the private sector to develop and implement community
health services. impact on health priorities and value based services, and engagement initiatives that address local health needs
measure progress towards achieving health equity. and priorities.
7. Enhance the resilience and sustainability of healthcare
facilities to the impacts of environmental risks, including 7. Support the development of fit for practice public health 4. Improve access to quality healthcare services by
but not limited to climate change and extreme institutions, contributing to the well being of people. promoting health service utilization and facilitating
weather events, while promoting sustainability and community involvement in healthcare planning and
8. Enhance institutional capacity for health and public
environmentally friendly practices. decision making.
health research and development with a specific focus on
strengthening data management, advanced data analysis, 5. Build capacity within the healthcare system to
and evidence interpretation, to support evidence based effectively engage with communities, tailor health
decision making and improve health system performance messages, and address sociocultural factors influencing
and health outcomes. health behaviours.

26 EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030 EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030 27
COUNTRY CONTEXT

Egypt has seen a dramatic increase in the size of its (1.5 million), Yemenis (1 million), and Libyans (1 million). The health situation in Egypt has improved considerably Egypt’s sustainable development strategy focuses on
population during recent decades to reach currently 106 These groups comprise 80% of the international migrant over the past few decades. Life expectancy at birth has three main dimensions of development: economic, social
million in 2024(1), up from 72 million in 2006. The country population in the country.(5) increased steadily from 50 years 1970 to 71.6 years in and environmental. Health is included in the sustainable
is considered the most populous in the Arab world. 2024 (69.1 for males and 74.1 for females); Significant development strategy as part of the social dimension.
The total number of migrants is equivalent to 8.7% of progress has been made in child health outcomes, In terms of overall performance on the SDGs, Egypt is
The annual growth rate was 1.7% in 2021(2). About 43% the Egyptian population, according to the International largely attributed to high levels of vaccination, with ranked 83th of 167 countries, with an overall score of 69.1
of the Egyptian population live in urban areas and 51% Organization for Migration (IOM) in its latest assessment(5) coverage of BCG, DPT, Pol3, and measles above 95% (Figure 2).
are males.(3) in 2019. Moreover, Egypt has made significant strides in
The Ministry of Foreign Affairs collaborates with IOM reducing maternal mortality, with a steady and notable While Egypt’s SDGs score is below the regional average
About a third of the population (34%) is below 15 years to develop mechanisms and support to address the decline from 174 deaths per 100,000 live births in 1992 to of 89.6 for the Middle East and North Africa, the country
old and 6% is aged 65 or older, as of 2023 (Figure 1).(4) protection needs of migrants and leverage their 49 deaths per 100,000 live births in 2020(6). has demonstrated notable progress in certain areas and
development potential in Egypt. is actively working to close the gaps(8).
Egypt hosts over 9 million migrants from 133 countries, In February 2016, Egypt launched its first ever sustainable
with the largest groups being Sudanese (4 million), Syrians development strategy, Egypt Vision 2030, and submitted The COVID-19 pandemic has had a severe impact on
three voluntary national reviews (VNR) in 2016, 2018 the SDGs in Egypt, with setbacks in several sectors. The
and 2021, illustrating strong commitment and political health sector has been heavily affected, with resources
support for the Sustainable Development Goals (SDGs) redirected to manage COVID-19 cases, leading to a
and the 2030 Agenda, and to the progression of a decline in essential health services such as immunization
national approach to sustainable development(7). and maternal care.

75+ Average Performance By Sdg

70-75
60-65
55-60
50-55
45-50
40-45
35-40
30-35
25-30
20-25
15-20
10-15
5-10
0-5

8,0000,000 6,0000,000 4,0000,000 2,0000,000 0 2,0000,000 4,0000,000 6,0000,000 8,0000,000

Male Female
Figure 2: Average performance of SDGs in Egypt
Figure 1: Egypt’s population pyramid, 2023 Figure 2: Average performance of SDGs in Egypt 2024

1. https://www.capmas.gov.eg 6. Central Agency for Public Mobilization and Statistics (CAPMAS), EGYPT IN FIGURES - POPULATION 2024
2. https://data.worldbank.org/indicator/SP.POP.GROW?locations=EG 7. https://unsdg.un.org/un-in-action/egypt
3. Central Agency for Public Mobilization and Statistics (CAPMAS), EGYPT IN FIGURES - POPULATION 2022 8. https://dashboards.sdgindex.org/static/profiles/pdfs/SDR-2024-egypt-arab-rep.pdf
4. https://www.unfpa.org/data/world-population/EG
5. https://egypt.iom.int/news/iom-egypt-estimates-current-number-international-migrants-living-egypt-9-million-peopleoriginating-133-countries.

28 EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030 EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030 29
The pandemic also resulted in a significant increase in SOCIOECONOMIC SITUATION including repercussions from the ongoing Russia-Ukraine The COVID-19 pandemic has exacerbated these social
poverty rates, affecting the country’s progress towards conflict and Gaza crisis resulted in persistent supply chain challenges, with increased job losses and economic
achieving SDG 1 (No Poverty). Egypt is a lower middle income country, The gross disruptions, and a tightening of global financial conditions. hardship for many Egyptians(18).
domestic product (GDP) was worth 476.7 billion US dollars
Education systems were also disrupted, with school (US$) in 2022.The GDP value of Egypt represents 0.18% of As a result, GDP growth remained just under 4% in FY Egypt’s score on the Socio Demographic Index (SDI) has
closures affecting progress towards SDG 4 (Quality the world economy (10). 2022/23 year, but is projected to pick up to 4.8% in FY increased from 0.4 in 1990 to 0.66 in 2019, a value similar
Education). 2024 and 5.1% in FY 2025. The current headwinds may still to those found in other North African and Middle Eastern
In recent years, Egypt’s macroeconomy has exhib­ induce hardship for households and lead to a growth in countries. SDI is a composite average of per capita income,
Furthermore, economic activity was heavily impacted, ited a degree of resilience, thanks in large part to the poverty(12). average educational attainment and fertility rates (19).
leading to job losses and economic contraction, affecting implementation of structural reforms since 2016.
progress towards SDG 8 (Decent Work and Economic Although Egypt’s economy is showing signs of recovery, In terms of education, Illiteracy rates (for individuals 10
Growth). The government has also passed new laws and launched and macroeconomic imbalances are beginning to years and over) decreased from 49.9% in 1986 to 25.8%
initiatives aimed at addressing long standing structural decrease, the country still faces significant social in 2017, by 24.1%. More than half of illiterate are elder
Therefore, Egypt needs to urgently accelerate progress challenges, particularly those related to the business challenges. people, as the age group (60 years and over) recorded
on most of the SDGs to ensure their achievement by environment. the highest percentage of illiterates with 63.4%, while the
2030 (9). According to data from the World Bank, Egypt’s poverty age group (15-24 years) recorded the lowest percentage
Alongside these economic reforms, measures have been rate was 29.7% in 2019, with more than a quarter of the among illiterates by about 7% (20).
taken to provide social protection and support for the population living below the poverty line(13). This poverty
poor and vulnerable, while also attempting to address rate may increase due to the impact of inflation on real Access to pure drinking water services in Egypt Reached
issues in health and educa­tion. incomes (14). Furthermore, the proportion of the population to 98.7% of the total population in 2021, versus 98.5%
living below the international poverty line (the percentage in 2020, benefitting from sanitation services reached
As a result of these initial economic reforms, Egypt was living on less than US$ 1.90 a day at 2011 international to 66.7% of the total population in 2021, versus 61.5%
among a limited number of countries that maintained prices)(15) has remained the same since 2015(16). in 2020(21). One hundred percent of the population has
positive economic growth throughout the COVID-19 access to electricity(22).
pandemic(11). In addition, unemployment remains high, with a rate of 7%
in 2022, despite a slight improvement from 8% in 2019(17).
Despite its relative resilience, Egypt is currently facing
challenges, such as a surge in inflation and sudden large
scale portfolio outflows, as well as international challenges,

9. https://unsdg.un.org/sites/default/files/2020-08/EGY _Socioeconom ic-Response-Plan_2020.pdf 12.https://www.worldbank.org/en/country/egypt/publication egypt-economic-monitor-fall-2022-strengthening-resilience-through-fiscal-and-education-sectors-reforms

10. https://data.worldbank .org/indicator/NY.GDP.MKTP.CD 13.https://sustainabledevelopment.un.org/content/documents/279S 12021_ VN R_Report_Egypt.pdf
11. https://www.sis.gov.eg/Story/180316/Egypt-Wor1d-Bank-Country-Partnership-Framework-FY2023-2027?1ang =en-us 14.https://www.worldbank.org/en/country/egypt/publication/­egypt-economic-monitor-fall-2022-strengthening-resilience-through-fiscal-and-education-sectors-reforms
15.https://www.who.int/data/nutrition/nl is/info/popu lation-below-the-i nternationa I-poverty-Ii ne
16.https://rho.emro.who.int/lndicator/TermiD/25
17.https://data.worldbank.org/indicator/SL.UEM.TOTL.ZS?locations=EG
18.https://data.worldbank.org/indicator/SI.POV.GINI
19.https://ghdx.healthdata.org/record/ihme-data/gbd-2019-socio-demographic-index-sdi-1950-2019
20.CAPMAS, General Census of Population, Housing and Establishments 2017.
21.www.capmas.gov.eg/Admin/News/PressRelease/2022410131543__%D8%A7%D9%84%D9%8A%D9%88%D9%85%20%D8%A7%D9%84%D8%B9%D8%A7%D9%84%D9
%85%D9%89%20%D9%84%D9%84%D9%85%D9%8A%D8%A7%D9%87_e.pdf
22 https://data.worldba n k.org/i nd icator /EG.ELC.ACCS.ZS?locations = EG

30 EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030 EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030 31
 HEALTH POLICY ON
POLITICAL AGENDA
Egypt has shown unprecedented political will to reform government led project aims to promote family planning,
its social and economic development agenda through economic empowerment, social protection, education,
various significant milestones, such as the adoption of and community engagement to enhance social, economic
the 2014 constitution and the sustainable development and health conditions for families across the country.
strategy Egypt Vision 2030.
Tahya Misr Fund is another initiative, established in
Egypt has set ambitious development goals through 2014, that supports a range of social initiatives, including
national and sectoral level strategic policy frameworks healthcare, education, and infrastructure development
aligned with the SDGs, includ­ ing Egypt Vision 2030. projects.

The implementation of Egypt Vision 2030 is carried out Finally, the National Women’s Empowerment Strategy,
through five year Government Action Programmes (GAPs). launched in 2017, aims to promote gender equality
and empower women in various areas of life, including

CLIMATE AND
The latest programme, entitled “Egypt Takes Off,” covers education, employment and political participation.
the period 2023-2027. It prioritizes the promotion of small
businesses as the coun­try’s primary source of employment, The government’s National Structural Reform Programme
while enhancing the capacities of local governments to is another step to achieving Egypt Vision 2030. Launched

ENVIRONMENT
deliver services and guide local development. in April 2021, this comprehensive reform package aims to
diversify the productive structure of the Egyptian economy,
The sustainable development strategy features the especially in three leading sectors: manufacturing,
UHI law, which seeks to transform the health sector and agriculture, and information and communications
provide comprehensive health cover­age to all Egyptians. technology.

To support the implementation of the UHI law and ensure In 2021, Egypt released its third voluntary national review
effective healthcare service delivery. report which highlighted notable progress made across
The Egyptian people face considerable environ­mental Dust and sandstorms, common in Egypt, are associated various sectors of sustainable development, including
challenges that affect their everyday lives through with an increase in infectious diseas­es, such as influenza The government has established key institutions such social, economic and environmental areas.
negative impacts on food and water security, in addition and pneumonia, and the worsening of non-infectious as the Egyptian Drug Authority (EDA), the Unified
to other daily essential requirements. diseases, such as respiratory health problems in children Procurement Authority (UPA), the Egyp­tia Health Council However, the report also acknowledged that the COVID-19
and chronic cardiopulmonary diseases in the elderly(25). (EHC), and National Food Safety Authority (NFSA) pandemic and geopolitical changes have hindered efforts
These challenges are a result of climate change, to achieve the SDGs. The report emphasized the need for
biodiversity loss, pollution and other signs of Recognizing the need to address the health impacts of These initiatives reflect the government’s commitment to Egypt to accelerate progress on most of these goals in
environmental degradation. Historically, Egypt has climate change and extreme weather, Egypt hosted the advancing the social and economic well being of people order to achieve them by 2030.
depended on the ample flow of the Nile River from the UN Climate Change Confer­ence (COP27) in November living in Egypt and achieving sustainable development in
south, given the limited rainfall in the country. 2022. During the conference, the WHO country office the country.
of Egypt launched the world’s first global Initiative on
The consequences of climate change, including rising Climate Action and Nutrition (I-CAN). The initiative is To support Egypt’s long term development goals, the
temperatures, more frequent droughts, and soil salinity supported by the Food and Agriculture Organization government has launched several flagship initiatives.
from rising sea levels, are exacer­bating a reduction in the of the United Nations (FAO), other UN agencies, and Among these initiatives is
already limited arable area. Currently, Egypt emits more partners such as the Global Alliance for Improved
greenhouse gases (GHGs) than it did in 1990. In 2018, it Nutrition. I-CAN is a multisectoral, flagship initiative Takaful and Karama, a social welfare programme that
emitted 398.68 million tonnes (0.8% of the global figure)(23). designed to accelerate progress in both climate and provides financial assistance to low income families and
nutrition by providing technical and high-lev­el support, individuals who are unable to work due to illness or
Three sectors in Egypt (energy, transport and industry) promoting integrated action, and serving as a hub disability.
account for around 80% of the coun­try’s greenhouse gas for capacity-building, data trans­ fer, and knowledge
emissions(24). sharing(26). Haya Karima “Decent Life” initiative is another notable
initiative that aims to improve living conditions in rural
areas by ensuring access to basic services like healthcare,
education and sanitation.

23. https://www.unep.org/explore-topics/climate-action/what-we-do/climate-action-note/state-of-climate.html?gclid= Cj0KCQiAyMKbB­hD1ARisANs7rEGIKjEu_ In addition to these initiatives, the National Project for
GUdlrDhctQDxiZN7NerK6biZ_B8LeDSP2CyhKJDViDtJe0aAIOSEALw_wcB the Development of the Egyptian Family is focused on
24. https://reliefweb.i nt/report/egypt/egypt-country-cl i mate-a nd-development-report-novem ber-8-2022-ena r
25. Egypt: Country Climate and Development Report (November 8, 2022) improving the quality of life for Egyptian families. This
26. Initiative on climate action and nutrition ([-CAN), World Health Organization (WHO), 2022.

32 EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030 EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030 33
HEALTH SYSTEM
governorates and is described as highly fragmented in
terms of health service provision and management.
Box 1: Key service delivery
Multiple entities, including the MoHP, other ministries, statistics in Egypt (30)

LANDSCAPE IN EGYPT
corporate services, private institutions, universities, military,
police, and others, provide healthcare services. 1.As of 2023, there are 0.5 primary healthcare facilities
per 10,000 population.
This results in a highly fragmented system for providing
public health services, with no central mechanism for
The Egyptian health system provides healthcare services Treatment (GSMHAT). 2.For the secondary level of care, there are 12 hospital
coordination. In addition, separate management of the
through multiple entities in charge of service regulation, budget, human resources, and facility operations further beds per 10,000 population, compared to 14 in 2014.
financing and provision, including the government, The private sector includes for-profit and nonprofit exacerbates this fragmentation. This is far below the 2030 national target of 30 beds
parastatal and private sectors. organizations and covers private phar­ macies, private High quality of care is increasingly recognized as a and the world average of 29.
doctors and private hospitals of all sizes, as well as vital component of achieving effective universal health
The government sector represents the activities of ministries private insurance and pharma­ceutical and medical supply coverage. 3.All governorates fall well below the global average
that receive funding from the Minis­try of Finance (MoF). manufacturers (Figure 3).
of 29 beds per 10,000 population, while several
Since the adoption of the SDGs, much greater emphasis governorates fall below the national average of 12
The government is the major provider of preven­ tive In the government sector, the MoHP manages PHC has been placed on the importance of effective coverage,
care, PHC, curative care, specialist care and inpatient centres, general hospitals, district hospitals, integrated and beds per 10,000 population (Figure 4).
i.e. ensuring that populations not only have access to
care through its central programmes and affiliated health specialized hospitals. services but also receive high quality care.(28,29)
facilities. 4.The proportion of hospital beds and hospitals in
Additional health facilities are also run by other ministries, The Egyptian health system needed to be positioned the public sector compared to the private sector has
The parastatal sector is composed of quasi gov­ernmental including the ministries of higher education, Interior, to deliver high quality health services to meet the most declined. The proportion of beds in the public sector
organizations in which government ministries have a defence, transportation, ...etc . pressing needs of its population. declined from 79% in 2011 to 70.7% in 2022. Similarly,
controlling share of decision-making, including the Health
Insurance Organization (HIO), the Curative Care Organiza­ The total number of hospitals and hospital beds in the proportion of public hospitals has dropped from
In addition to service delivery statistics struggling to meet 41 % of the total in 2011 to 36.7% in 2022.
tion (CCO), the Specialized Medical Centers, the General the government sector in 2022 was 662 and 88,597, international standards, the quality of care at these facilities
Organization for Teaching hospitals and Institutes (GOTHI), respectively. (27) often does not meet the required standards, leading to low
the Egyptian Ambulance Organization (EAO), and and utilization and reduced health benefits.
the General Secretariat of Mental Health and Addiction This health system structure is still functioning in non UHI

Non-Governmental Organizations Ministry Of Health and Population

Private Sector Parastatal Sector

General Organization For Teaching Hospitals and Institutes

Al-Azhar Medical Institutions

Governorates below the

beds/10,000 population
Curative Care Organization

national average of
Medical Institutions Affiliated To Some Ministers
Specialized Medical Centers

Supreme Council Of University Hospital Health Insurance Organization

General Secretariat Of Mental Health and Addiction Treatment.

Supreme Council Of Clinical Research Ethics

(11.09)
Egyptian Ambulance Organization

The National Council For Childhood & Motherhood Egyptian Healthcare Authority

Universal Health Insurance Authority

National Population Council
The General Authority For Healthcare Accreditation & Regulation

Egyptian Health Council National Food Safety Authority

Egyptian Drug Authority

Drug Control Fund
The Egyptian Authority For Unified Procurement,
Medical Supply, and Technology Management

Figure 3: Structure of Egypt’s health system Figure 4: Number of hospital beds per 10,000 population, by governorate, 2022

27. https://www. capmas.gov.eg/Pages/StaticPages.aspx?page_id=5035)

28. Akachi, Y and M. Kruk, 2017. Quality of Care: measuring a neglected driver of improved health, Bulletin of World HealthOrganiza­tion,95:465-72.
29. Lesie, H et al, 2017. Effective coverage of primary care services in eight high-mortality countries, BMJ Global Health, 2:e000424.
30. https://www.capmas.gov.eg/Pages/Publications.aspx?page_id=5104&Year=23607

34 EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030 EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030 35
 In response to health system fragmentation and health With proper implementation, UHI provides the means
related challenges , Egypt initiated the Health Sector to ensure that everyone has access to needed quality
Reform Program (HSRP) in 1997 with the aim of improving health services without suffering financial hardship.
the quality of health services and equality of access, and
establishing sustainable health financing mechanisms, The UHI law introduces a purchaser provider split. In this
while focusing on primary healthcare. regard, three autonomous organiza­tions were created in
mid-2019: Universal Health Insurance Authority (UHIA),
It started in five pilot governorates and was based on the which procures health services; Egypt Healthcare
Family Health Model (FHM). Each family was registered Authority (EHA), which provides services; and General
with a physician or a health facility and was provided with Authority for Healthcare Accreditation and Regulation
essential medical services called a Basic Benefits Package (GAHAR), which oversees accredi­tation and regulation.
(BBP). The FHM has been rolled out across Egypt, with
more than 3800 PHC facilities implementing it out of 5500 In addition, there are a number of supporting authorities
nationwide. Over time, this model has become central to including (UPA), (EDA) and (EHC).
the country’s goal to achieve universal coverage of basic
health servic­es for all Egyptians, in line with the tenets of The UHC reform in Egypt also includes various
the original Declaration of Almaata(31). presidential initiatives such as Haya Karima (Decent
Life) initiative, which has a wider scope to address social
In 2018, another milestone to reform the health sector was determinants of health.
reached with the development of the landmark universal
health insurance law. The new law, which is considered a The reform is not only linked to SDGs Target 3.8 on UHC
“health act” entails a fundamental transformation of the and the overall improvements in health (SDGs 3), but also
health system in Egypt, marking serious action towards contributes to poverty reduc­tion (SDGs 1), reduction of
achieving UHC(32). all types of inequalities (SDGs 5 on gender equality and
SDGs 10 on inequalities), ensuring availability of water
The law considers the family as the unit of enrol­ment, and sanitation for all (SDGs 6), making cities and human
and the family health units and centres as the first level settlements inclusive, safe, resilient and sustainable
of services provided for the insured. (SDGs 11), and promoting peace, justice and strong
institutions (SDGs 16).
The Egyptian UHC reform is fully aligned with the key
driver of the SDGs of leaving no one behind. The main Haya Karima initiative, also known as the Nation­al Project
goal of the reform is to provide quality healthcare services for the Development of the Egyptian Countryside, is a
that are accessible to all in Egypt, as the cornerstone to multipronged and integrated initiative that was launched
addressing health priorities and health equity. The UHC in 2019.
reform has a wider objective of breaking the vicious
circle of poor health outcomes and poverty, both at the It’s main objective is to improve the living condi­tions
individual and national levels. and daily lives of people living in Egypt. The initiative
promotes cooperation and unity of efforts among state

UNIVERSAL HEALTH
By ensuring that everyone has access to quality institutions, private sector entities, civil society, and
healthcare services; the reform aims to improve the health development partners in Egypt. The initiative offers
outcomes of the population and reduce the financial healthcare services, medical treatments, surgeries,
burden of healthcare expenditures on households. This, and prosthetic devices to underprivileged groups.

INSURANCE: THE
in turn, can help reduce poverty and promote economic Additionally, it seeks to develop Egypt’s poorest villages
growth.The UHI system sets out to ensure adequate according to the poverty map, provide job opportunities,
and sustainable funding for health and to reduce out of and support orphaned girls in getting married.
pocket expenditures. It entails major transformation of

EGYPTIAN RECIPE FOR

the health financ­ing system. The implementation process
takes place over six phases, each phase will involve
a cluster of governorates, with the aim of covering all
Egyptian governorates with a benefit package of quality

ACHIEVING UNIVERSAL
health services , and financial protec­tion by 2032, with
various plans to accelerate the roll out process to be
shortened over 10 years(33).

HEALTH COVERAGE
31. https://apps.who.int/iris/rest/bitstreams/1239786/retrieve
32. http://extranet.who.int/uhcpartnership/country-profile/egypt
33. Khalifa AY, et al.Purchasing health services under the Egypt’s new Universal Health Insurance law: What are the implications for universal health coverage?. Int J
Health Plann Manage. 2022;37(2):619-631.

36 EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030 EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030 37
 TAKAFUL
& KARAMA

PRESIDENTIAL PUBLIC
HEALTH INITIATIVES
100 MILLION HEALTHY LIVES
INITIATIVE
These initiatives were launched in the last quar­ter of 2018, The success of this historic initiative was followed by the Takaful and Karama cash transfer programme is one of income support aimed at increasing food consumption
starting with a historic initiative to eliminate Hepatitis C launch of several other initiatives that aimed to reduce the largest investments in human capital development and reducing poverty, while encouraging families to
virus (HCV), which was one of the most significant health the morbidity and mortality rates due to certain diseases, in Egypt. keep children in school and providing them with needed
challenges facing The Egyptian society for decades. His and improve health indicators for citizens. These Launched in 2015 by the Ministry of Social Solidarity healthcare. The programme is conditional, meaning
Excellency the President of the Republic has placed this initiatives included the initiative to eliminate waiting lists in collaboration with other ministries and partners, the that house­holds receive a monthly monetary transfer,
initiative as a top priority on the government’s agenda. for surgical and non-surgical inter­ventions, as well as a programme aims to provide financial support to the provided they comply with certain clearly defined
This initia­tive has enabled Egypt to transition from group of initiatives that focused on early detection of poorest communities in Upper Egypt, Cairo and Giza. requirements.
being one of the countries with the highest rates of HCV various communi­cable and non-communicable diseases
prevalence in the world to becoming the first country across all age groups from newborns to the elderly The implementation of these two programmes is an The “Karama,” or “dignity,” part of the programme aims
in the world to receive a the golden tier from WHO for integral part of Egypt’s social protection network and to protect impoverished elder­ly people above 65 years
being on the path to elimination of HCV (34). support management system. of age, people with severe disabilities and diseases, and
orphaned children. These vulnerable people receive a
“Takaful,” or “solidarity,” provides conditional family monthly pension with no conditions.

34. Hassany M, et al. WHO awards Egypt with gold tier status on the path to eliminate hepatitis C. Lancet Gastroenterol Hepatol. 2023;8(12):1073-1074.

38 EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030 EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030 39
HEALTH SYSTEM
FINANCING
In the fiscal year 2019/2020, current health expenditure Egypt’s latest national health accounts (NHA) (2019/2020) The new UHI law in Egypt is a significant achievement that companies are the main funding sources for the UHI.(36)
(CHE) in Egypt amounted to 255.6 billion Egyptian pounds revealed that NCDs accounted for the largest portion of brings hope for addressing long-standing health system
(EGP). This corresponds to EGP 2,560 per person and healthcare expenditure (55.1 %), followed by infectious financing challenges. Under a Unified Public and Health Insurance Fund (PHIF)
constitutes 4.6% of GDP. The trend in CHE has remained and parasitic diseases (6.9%). However, since 30% of and employing incentive based and other provider
relatively constant recently, failing to keep pace with healthcare expenditure cannot be allocated to specific The law includes institutional transformation that is highly payment methods, the provision of the comprehensive
economic expan­ sion. The proportion of CHE relative diseases, these figures may underestimate the actual conducive to achieving UHC if effectively implemented. basic package will be based on competition and choice
to GDP has diminished since 2017, when it stood at spending on these diseases. All Egyptians will have mandatory coverage through family among the various public and private service providers.(38)
approximate­ly 5.6%. membership, with the state subsidizing the 30% to 35% of
Among NCDs, diseases of the genitourinary system and the population who are poor and vulnerable, based on the Moving along the phased implementation process
Egypt has historically experienced higher out of pocket cardiovascular diseases each received the largest shares Prime Minister’s decree defining exemption controls. will entail major institutional transformation and
healthcare costs compared to peer countries in the region of healthcare expenditure (17%), followed by diseases of coordination between the old and new system to avoid
and other lower middle income nations. Nevertheless, the digestive system (11 %) and mental and behavioural The UHI law provides a large and comprehensive benefit further fragmentation and complexity during this period.
there was a reduction in out of pocket expenses in the fiscal disorders and neurological conditions (10%). In terms package with low cost sharing rates and relatively low
year 2019/2020, with these payments accounting for about of specific diseas­es, spending on diabetes accounted ceilings. Cost-sharing exemptions are provided for the poor The MoHP, the HIO, the MoF and others will have to
59.3% of the total CHE (Figure 5). for 8% of healthcare expenditure, which is lower than and vulnerable, and those with chronic condi­tions. The law closely coordinate and interact, and there will be even
spending on sense organ disorders (9%) and neoplasms also separates funding from the provision of service, which greater demand for a strong stewardship role for the
In the same fiscal year, general government health (9%). will improve transparency and accountability. MoHP, while at the same time consider­ ing that the
expenditure from domestic sources amounted to EGP MoHP’s overall role and stewardship function will be
81.5 billion, or EGP 817 per capita, growing by 8% year on Furthermore, curative care accounted for the largest The new system merges various funding sources into a single modified within the UHI context.(37)
year in real terms and 13% in nominal terms for the last two portion of healthcare spending, representing 45% of pool for UHI, thus leading to considera­ble defragmentation
reported years. General government health expenditure CHE. Medical goods followed closely behind with 33%. and allowing for better risk diversity, redistributive capacity, WHO is working with the government to find options
from domestic sources represents 33% of CHE. As a share In contrast, preventive care, as catego­rized by the NHA purchasing power and efficiency.(36-37) to improve the health financing system. This entails
of GDP, it represents 1.5%, which is lower than the average classification, made up only 1.5% of the CHE(35). technical support for developing a financial coverage
in lower-middle income countries (2.3%) or in countries of Citizen-paid premiums, the state budget, government system, based on the social health insur­ance model and
WHO’s Eastern Mediterranean Region (EMR) (2.6%). As a subsidization of the poor, general taxation, an earmarked other mechanisms, that will ensure adequate funding for
share of general government expenditure (GGE), general tobacco tax, copayments (service fees), a contribution of health and lead to reduce out of pocket expenditure(39).
government health expenditure from domestic sources 0.25% of total annual revenues, and subscription fees
represents 5.2%. by health facilities, pharmacies and pharmaceutical

63
63 63

60 61
59
59
59
58
56
55

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Figure 5: Out-of-pocket spending as a percentage of CHE

35. Egypt National Health Accounts. Establishing an expenditure baseline to support Egypt’s health care reform 2019/2020. Cairo: WHO Regional Office for the 36. Khalifa AY, et al.Purchasing health services under the Egypt’s new Universal Health Insurance law: What are the implications for universal health coverage?. Int J
Eastern Mediterranean; 2023. https://vlibrary.emro.who.int/idr_records/egypt-nation­al-health-accounts-establishing-an-expenditure-baseline-to-support-egypts- Health Plann Manage. 2022;37(2):619-631.
health-care-reform-2019-2020/ 37. https://apps.who.int/iris/rest/bitstreams/1214456/retrieve
38. Fasseeh A, et al. Healthcare financing in Egypt: a systematic literature review. J Egypt Public Health Assoc. 2022 Jan 7;97(1):1.
39. https://www.emro.who.int/egy/programmes/health-systems-strengthening.html#health-financing

40 EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030 EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030 41
HEALTH WORKFORCE
Year 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
WHO has set a minimum threshold of 4.45 doctors, Train­
ing for Doctors, established by Prime Minister’s
nurses and midwives per 1000 popula­tion as an indicative Decree No. 210 of 2016.
density required to achieve the SDGs. However, in Egypt, Nursing Staff per 10,000
EHC seeks to organize the fields of health in Egypt in 21.3 21.8 21.7 21.9 22.3 22.2 22.3 22.6 23.0 22.4 18.8 19.9
data from 2022 revealed that there are only 9 physicians Population
and 20 nursing and midwifery professionals per 10,000 the areas of post university education and specialized
population (Figure 6). This indicates that the current train­
ing, rehabilitation, and scientific and clinical
health workforce density in Egypt is insuf­ficient to make development of all health workers(41). Human Physicians per
11.3 11.4 11.9 11.6 12.9 13.5 13.5 12.4 12.4 12.1 9.9 9.3
progress towards achieving the SDGs. The proportion of 10,000 Population
On the other hand, several initiatives were imple­mented
nurses and physicians in the public sector also declined
to promote the retention of the health workforce in the
from 92% to 89% and from 83% to 75%, respectively,
public sector. This included support for educational
between 2011 and 2020.) Moreo­ver, there has been no Pharmacists per 10,000
programs in partnership with various international Population 2.8 3.2 3.7 4 4.6 4.9 5.3 5.4 5.7 5.4 5.6 6.6
increase in the number of physicians, nurses, pharmacists
institutions and univer­sities, such as Harvard Medical
and dentist grad­uates per 100,000 population between
School and North­ western University. These programs
2016 and 2022, and graduates from medical schools
offered scholarships, diplomas, and master’s degrees, all
consti­tuted only 1.6% of total higher education gradu­ Dentists per 10,000
1.7 1.8 2 2 2.2 2.4 2.5 2.4 2.5 3 3.2 3
of which were supported by the government to enhance Population
ates. These statistics indicate that Egypt faces significant
educational levels and career skills. Additionally, several
challenges in addressing the shortage of healthcare
laws and regulations were enacted to increase salaries
professionals required to achieve the SDGs.Further
and incentives for healthcare workers. This includes the
analysis also reveals that there is poor health workforce
amend­ment of Law No. 14 from 2014, which focused Figure 6 (continuation): Health workforce per 10,000 population (2011-2022)
retention(40).
on enhancing risk pay categories in medical profes­
Although there were 229,033 registered physi­ cians in sions, a presidential decree issued in February 2024 to
MoHP in 2020, the actual number of working physicians increase the financial protection pack­age for healthcare
in the public health sector was only around 108,000. workers, and Decree No. 75 of 2024 aimed to improving
both financial resourc­es and incentives for healthcare
This means that more than half of the health workforce personnel.
in Egypt does not actively provide health services in the
public health sector. To address some of the challenges In addition to the above mentioned quantitative
facing the health workforce, the parliament approved a challenges, there is an urgent need for analysis and
law setting up Egyptian Health Council in February 2022. strengthening of the quality, competency and capacities
of the health workforce in order to better serve their
EHC replaced the Higher Committee for Medical needs and the needs of the community.
Specialties established by Prime Minister’s Decree No. 3
of 1998, as well as the Egyptian Authority for Compulsory

25

20
Number \10,000 Population

15

10

0
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022

Nursing Staff per 10,000 Population Pharmacists per 10,000 Population

Dentists per 10,000 Population Human Physicians per 10,000 Population

Figure 6: Health Workforce Per 10,000 population (2011-2022)

40. https://www.capmas.gov.eg/Pages/StaticPages.aspx?page_id=5034
41. El-Mazary, A., Okaily, N. The Egyptian Health Council: A Step Forward in the Right Way. Annals of Neonatology, 2022; 4(2): 1-8.

42 EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030 EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030 43
MEDICINES
Egypt is a member of the World Trade Organization. The pharmaceutical sector in Egypt is one of the largest in the In this vein, Law No. 151 of 2019 was issued, covering the establishment and regulation of two new public authorities
Middle East and Africa region. The country has a well-established pharmaceutical industry that produces a wide in the pharmaceutical sector, namely, the Egyptian Drug Authority and the Unified Procurement Authority.
range of generic and branded drugs, including both human and veterinary medicines.

Egypt’s pharmaceutical industry continues to expand, with 170 working manufacturing sites in 2021. These sites are The Egyptian Drug Authority (EDA)
responsible for producing a wide range of pharmaceutical and biological products, with over 170,500 registered
products on the market. In addition, there are currently 40 new manufacturing sites under construction, which will Was established as a public service authority affiliated to the Prime Minister, responsible for all drug related matters.
further increase the production capacity of the industry. These sites will add to the existing 700 production lines that EDA is the regulatory authority responsible solely for the registration, licensing, inspection and supervision of all
are in operation and are responsible for producing a variety of products, including generic drugs, biopharmaceuticals pharmaceutical and cosmetic products, medical equipment, and all raw materials used in their manufacturing.
and vaccines.(42)

The private sector is the dominant player in the pharmaceutical market in Egypt, accounting for around 82% of the total
market share. In recent years, there has been a focus on increasing the local production of pharmaceuticals in Egypt. EDA has replaced the following entities:

The government is working to establish Egypt as a regional base for pharmaceutical manufacturing, which will 1. National Organization for Drug Control and Research (NODCAR)
encourage partnerships between the public and private sectors, attract multinational drug makers and encourage 2. National Organization for Research and Control of Biological (NORCB)
drug price control.(43) 3. Central Administration of Pharmaceutical Affairs (CAPA).

The Egyptian pharmaceutical market is a significant contributor to the country’s economy, with a market value of US$
4.8 billion in 2020. The market is projected to grow at a compound annual growth rate of 12.2% between 2020 and Unified Procurement Authority (UPA)
2025. The Egyptian pharmaceutical market continues to grow rapidly and is now among the fastest growing markets
in the Middle East and North Africa region, with an average growth rate of 17.9%. was established as a public service authority affiliated to the Prime Minister, aims to ensure equitable access of
medicinal and health technology products through conducting evidence based technology assessments, value
driven procurement methods and establishing a robust and sustainable supply chain.

The market size has also increased, reaching US$6.3 In addition to traditional pharmaceuticals, Egypt has
billion in 2021, making it the second-largest market taken a leading role in producing COVID-19 vaccines.
in the region. This growth is driven by several factors, In the summer of 2021, MoHP inaugurated the Egyptian
including a growing population, rising incomes, and an Holding Company for Biological Products and Vaccines
increased prevalence of chronic diseases. In addition, (VACSERA) factory complex to produce the VACSERA-
the government has continued to focus on improving Sinovac® vaccine, using materials from China. This
healthcare infrastructure and services, including vaccine received emergency licensing from EDA for
expanding access to essential medicines, which has both domestic use and export. In February 2022 WHO
further boosted the market. The market is expected to has selected Egypt to be one of six African countries
continue growing in the coming years, with forecasts to receive the technology required to produce mRNA
indicating that it will move up in the global market ranking vaccines. As of February 2022, Egypt had produced
from 29th in 2020 to 24th in 2025. The pharmaceutical over 45 million doses of VACSERA-SINOVAC® vaccine.
industry in Egypt is also diversifying, with an increasing A proper supply of safe, quality and affordable medicines
focus on research and development and the production to the public is the basis for achieving UHC.
of biopharmaceuticals and vaccines, which will further
contribute to the growth of the market.

42. EDA & Egyptian Market Overview, 2022.

43. https://oxfordbusinessgroup.com/online-reader?id = 182816

44 EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030 EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030 45
 One Example, the implementation of fully electronic medical records in PHC centres in UHI governorates.
Automation has also been introduced in hospitals, with 70-80% of processes are now automated. Additionally, the
health information system has been synchronized between UHIA and EHA, with automated claim management to
streamline processes. To further enhance the efficiency of the healthcare system, a synchronized medicines and
supplies coding system has been implemented using the GS1 coding system in various entities, including the UPA
and the EDA.

HEALTH & EQUITY

SITUATION
NONCOMMUNICABLE DISEASES
Egypt’s health outcomes mirror the ongoing epidemiological transition; a diminished communicable disease burden

HEALTH INFORMATION
and a large and rapidly growing NCDs and mental health burden. NCDs have grown significantly, with nearly 86% of
all deaths in Egypt attributed to one or more of the NCDs (Figure 7).

The proportionate mortality rate of NCDs has increased from 83% in 2015 to 86% in 2019. Cardiovascular diseases

SYSTEMS
alone are responsible for 44% of all deaths in Egypt.

The probability of dying between the age of 30 and 70 from cardiovascular disease, cancer, diabetes or chronic
respiratory disease is 28%. the age standardized mortality rate from NCDs is 733.8 per 100,000 (46).

The health information system (HIS) handles a multitude infrastructure that is primarily used by the health care
of indicators, including via a robust civil registration and community across all care settings, by healthcare
vital statistics (CRVS) system.(44) providers, health service providers and patients as well
as by public health authorities, universities, and research
While the CRVS is strong, with 100% of births and almost institutions. Diabetes
99% of deaths registered in 2020(45). MoHP has been
upgrading its national HIS of coding morbidity and WHO is supporting the MoHP in assessing and reforming
mortality in healthcare facilities, health offices, and in the HIS at micro and macro levels and is supporting Other NCDs

3.3%
disease and mortality national reporting by updating its implementation efforts in several ways, including the
National HIS. activation of automated health information management Injuries
19.8%
systems. 4.8
%

Cardiovascular
The Egyptian MoHP believes that harnessing the

43.9%
Communicable,

diseases
potential of digital technologies is vital to enhance the The MoHP has also launched several initiatives aimed at matemal, perinatal 9.6% NCDs 86%
and nutritional
quality, accessibility, and efficiency of healthcare system. improving the quality and availability of health data, such conditions 14.8%
as the publication of the national health accounts , and
As such WHO aims to support MoHP to serve a series of the Egyptian Demographic and Health Survey Cancers
unified goal and revolutionize the healthcare sector by (EDHS). Furthermore, developing health information
developing the National Digital Health Strategy aiming systems is a priority for Egypt in its efforts to achieve

3.7%
Respiratory
to strengthen the Egyptian health system through the UHC. Implementation of the new UHI system in Egypt diseases
application of digital health technologies for consumers, requires significant changes in the data and information
health professionals, health care providers and industry flow needed to manage the functions of both
towards empowering patients and achieving the vision healthcare providers and purchasers, especially with the
of health for all. The strategy is designed to be fit for organizational restructuring separating financing from
purpose and for use in Egypt. healthcare provision. In support of the new UHI system,
Egypt has further developed the systems outlined
The digital health strategy aims to create an interoperable above, including electronic medical records, a master
digital health ecosystem, with an information technology facility list, a master indicator list and the CRVS. Figure 7: Proportionate mortality by cause of death in Egypt, 2019

44. https://rho.emro.who.int/sites/default/files/Profiles-briefs-files/EGY-Health-System-Profiles-2018.pdf
45. https://unstats.un.org/unsd/demographic-social/crvs/documents/Technical-report-CRVS-in-English-speaking-African-countries3.pdf

46. https://www.who.int/data/gho/data/themes/topics/topic-details/GHO/ncd-mortality

46 EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030 EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030 47
 CANCERS
In Egypt, the risk attributable cancer burden estimate is
0.245, meaning that almost a quarter of cancer deaths are
due to risk factors, with smoking, alcohol use, and high body
mass index (BMI) are the greatest contributors (Figure 8)(48).
Projected trends for total annual cases of breast and lung
cancer indicate a significant increase between 2018 and 2040,
with both cancers nearly doubling, specifically, the number
of breast cancer cases is projected to increase from 23,081 to
40,544, while the number of lung cancer cases is projected
to increase from 6,045 to 11,945, this can be attributed to
contributing factors such as population growth, ageing, and
changes in lifestyle and environmental risk factors.

Liver cancer, especially hepatocellular carcinoma (HCC), is

a significant health burden in Egypt, which ranks above the
90th percentile worldwide in liver cancer incidence. There is
a strong male predominance, with liver cancers making up
45.9% of all cancer cases in men in comparison with 22.7%
in women. Furthermore, the probability of premature death
from cancer per year is expected to increase from 7.6% in
2015 to 8.03% in 2030.(49)

60 48.7

40 34.1
20 13.9 13.2 8.5 8 6.2 6.1
0

Breast Liver Prostate Bladder Non-Hodgkin Lung Ovary Colorectal

RISK Males Incidence

FACTORS
60 45.9

40 22.5
20 13.9 12.8 9.1 6.3 5.8 5.6
0

The stepwise survey, carried out in 2017, indicated that, rising epidemic of chronic diseases in the country, such Liver Bladder Prostate Lung Non Leukemia Colorectal Brain, Central
despite governmental attempts to reverse the growing as lung disease, lung cancer, ischaemic heart disease and Hodgkin Lymphoma Nervous System
NCD epidemic, a significant risk factor burden remains. stroke.
One in every five adult Egyptians currently smokes
tobacco (22.7%); this figure is much higher for male In regard to other risk factors, the stepwise survey showed Females Incidence
population, at 43%. Exposure to second hand smoke that 0.8% of the population currently consume alcohol, 48.7
(SHS) is common in Egyptian households. Household 90.3% of the population eat less than five servings of fruit 60
members are exposed to SHS on a daily basis in more and/or vegetables per day, and 24.9% do insufficient 40 22.7
than 4 in 10 households, with minor differences between physical activity.(47) 20 7.6
urban and rural areas. There is also an increasing trend of 6.2 6.2 5.2 5.1 4.4
0
uptake of tobacco by young women, and an overall rise
in waterpipe (shisha) use. Tobacco is a driving force in the Breast Liver Non-Hodgkin Colorectal Ovary Bladder Leukemia Brain, Central
Nervous System

Figure 8: Estimated age-standardized cancer incidence rates per 100,000 population

in 2020, Egypt, both sexes and all ages

47. https://cdn.who.int/media/docs/default-source/ncds/ncd-surveillance/data-reporting/egpyt/steps/egypt-steps-survey-2017-fact-sheet. 48. https://www.who.int/data/gho/data/themes/topics/topic-details/GHO/ncd-mortality

pdf?sfvrsn=33c64cb7_2&download=true 49. https://gco.iarc.who.int/media/globocan/factsheets/populations/818-egypt-fact-sheet.pdf

48 EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030 EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030 49
ACCIDENTS & NATIONAL EFFORTS
DISABILITIES AGAINIST NCDs
Injuries are a significant public health issue in Egypt, as strengthening road safety regulations and improving Significant efforts have been made in recent years to the development of National Action Plans for tobacco
with the country experiencing a high burden of both emergency care services. However, more efforts are address this growing burden of NCDs and their major risk control and for cancer prevention and control, the adoption
intentional and unintentional injuries. Road traffic injuries needed to reduce the incidence of injuries and improve factors. of the WHO stepwise approach to NCDs risk factor
are a major contributor to the injury burden in Egypt, overall health outcomes in the country. surveillance; and the implementation of the Presidential
with traffic accidents being one of the top 20 causes of This includes the establishment of an NCDs unit at the Initiatives “ 100 million healthy lives”, which works on the
MoHP, the development of a Multisectoral Action Plan for early detection of NCDs.
deaths and disability in the country, as shown in data Regarding disabilities, the United Nations Development
NCDs Prevention and Control 2018-2022, the development
from 2019(50). Programme (UNDP) has estimated that there are around of a National Health Information System and surveillance of However, the surveillance system is still fragmented and
12 million people with disabilities in Egypt. However, NCDs, the production of national protocols and guidelines several gaps exist with regard to the availability and quality
The age standardized mortality rate for injuries was 30.9 there are a lack of specific data on the availability of for diagnosis and management of hypertension, diabetes of data related to morbidity, mortality and national system
per 100,000 population in 2019(51). The proportionate assistive technology in the country. It is estimated that and cancer; the scaling up of the National Cancer Registry, response.
mortality rate from injuries was estimated to be 5%(52). only 1 in 10 people in need of such devices have access

COMMUNICABLE
to them worldwide(53).
To address the issue of injuries, the Egyptian
government has implemented various measures, such

DISEASES
MENTAL HEALTH The country has made considerable improvements in
reducing the incidence of communicable diseases. Age
standardized mortality rates per 100,000 population
that since 1990, premature death and disability caused
by communicable, newborn, nutritional and maternal
disorders have decreased, whereas the burden of NCDs
were 49.5, 733.8 and 30.9 for communicable diseases, and injuries has increased.
Mental health is an emerging concern in Egypt, Mental health services and resources are limited in Egypt NCDs and injuries, respectively, in 2019.(59)
impacting a significant portion of the adult population, due to a shortage of professionals, low public awareness, The changes in the burden of disease will challenge
with approximately 17% affected by mental health and social stigma. The service coverage for severe The major burden of disease in Egypt has shifted from the already stretched human and financial resources,
disorders. Moreover, about 25% of Egyptians grapple mental health disorders was at 20% in 2020, the same communicable to noncommunicable, and this picture is because many Arab countries are now dealing with both
consistent with other Arab countries. A recent analysis NCDs and infectious diseases.
with varying levels of psychological distress, particularly figure as in 2016. For example, the treatment coverage
of the burden of diseases in Arab countries revealed
evident among socioeconomic groups more susceptible for opioid dependence was limited to between 11 % and
to these challenges. These findings stem from the 20% in 2020(55-58).
National Survey on Mental Disorders in Egypt, a
collaborative effort between GSMHAT and WHO in 2017. While the government has taken some steps to address
Among these individuals, only 0.4% actually receive the the issue, more efforts are needed to improve the mental
necessary treatment for their condition. According to health status of Egyptians and increase access to mental
the same survey, the prevalence of mental disorders is health services.
higher in rural areas than in urban regions, despite the
broader rural landscape geographically. This discrepancy
is attributed to the scarcity of services in rural areas.
The most prevalent disorders were mood-related, with
depression ranking highest at 44% of the total patients,
followed by substance abuse at 30%.(54)

50. https://www.who.int/data/gho/data/themes/mortality-and-global-health-estimates/ghe-leading-causes-of-death
51. https://apps.who.int/iris/handle/10665/346297
52. https://www.who.int/data/gho/data/themes/topics/topic-details/GHO/ncd-mortality
53. https://www.emro.who.int/egy/egypt-news/who-meets-with-president-el-sisi-to-discuss-assistive-technology.html
54. https://mentalhealth.mohp.gov.eg/mental/web/sites/default/files/files/National%20survey%20report.pdf
55. https://cdn.who.int/media/docs/default-source/mental-health/who-aims-country-reports/who_aims_report_egypt.pdf?sfvrsn=a1f6c22b_3
56. Elshamy F, et al. Mental illness and help-seeking behaviours among Middle Eastern cultures: A systematic review and meta-synthesis of qualitative data. PLoS
One. 2023;18(10):e029352
57. https://apps.who.int/iris/bitstream/handle/10665/272735/9789241514019-eng.pdf?ua = 1
58. https://www.unodc.org/documents/middleeastandnorthafrica/drug-prevention-health-publications/OST_Feasibility_Study_in_Egypt.pdf

59. https://iris.who.int/handle/10665/346297

50 EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030 EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030 51
INCIDENCE OF KEY
According to data from 2014 on communicable diseases under the surveillance of the MoHP, the majority of these
diseases had an incidence rate below one case per 100,000 population, with only two diseases having incidence rates
above 10 cases per 100,000 population (urinary and intestinal bilharziasis, at 54 cases per 100,000 and 26 cases per
100,000, respectively).

COMMUNICABLE In 2022, MoHP surveillance data revealed the incidence rates of various diseases per 100,000 population. Notable
findings include a relatively high occurrence of acute respiratory illness (376.8 cases) and the significant impact of
COVID-19 (171.3 cases).

DISEASES Conversely, diseases like botulism, meningococcal meningitis, and neonatal tetanus had an incidence of 0.00 cases,
indicating effective control measures or low prevalence (Table 1).

Diseases Numbers lncidence/100,000

HEALTH EMERGENCY &
INTERNATIONAL HEALTH
Acute respiratory illness 384,642 376.8

COVID-19 174,922 171.3

Chicken pox* 33,863 33.1

REGULATIONS
Brucella 7,521 7.3

Typhoid 4,817 4.7

Schistosomiasis 3,615 3.5

Acute food poisoning 2,039 2.0

Hepatitis A 1,575 1.5 Health emergencies are a critical area; preparedness, prevention and response are usually guided by the IHR, which
provide an overarching legal framework to manage public health events and emergencies that have the potential to
Hepatitis B 1,388 1.3 cross borders.
Encephalitis 935 0.9
These regulations are made up of core capacities required to detect, assess, notify, report and respond to different
Fasciolosis 750 0.7 public health risks and emergencies.
Malaria** 675 0.6
Egypt has a total of 19 designated points of entry, consisting of 8 airports , 8 seaports, and 3 ground crossings.
Cutaneous leishmaniasis 435 0.4
337
The progress Egypt has made in the technical areas of the IHR was particularly crucial during the COVID-19 pandemic.
Mumps* 0.3

Gastroenteritis 142 0.1 By making notable advancements, Egypt has demonstrated its commitment to strengthening its public health
infrastructure and preparedness for disease outbreaks.
Pneumococcal meningitis 46 0.05

Measles 36 0.04 The MoHP is currently drafting the National Action Plan for Health Security to accelerate the implementation of IHR
core capacities and bring different stakeholders and sectors together to lay down the national priorities for health
Rubella 14 0.01
security. According to the National Profile 2022, Egypt’s Global Health Security Index score is 28, ranking 153rd out
Rabies 13 0.01 of 195 countries. (60)

Staphylococcus meningitis 6 0.01

Dengue fever** 6 0.01

Botulism 4 0.00

Meningococcal meningitis 4 0.00

Mpox** 3 0.00

Neonatal tetanus 1 0.00

*Some cases are diagnosed clinically without laboratory testing.

**Imported cases.
Source: CAPMAS, 2022

TABLE 1: Incidence of major communicable diseases, 2022 60. https://ghsindex.org/country/egypt/

52 EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030 EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030 53
 ONE HEALTH
APPROACH
Globally, zoonoses are responsible for approximately a joint road map for One Health involving the ministries of
billion cases of illness and millions of deaths each year. health, agriculture, and environment, in cooperation with
WHO and FAO in Egypt. It supports Egypt in preventing,
Zoonoses also account for 60% of emerging infectious detecting, predicting, and responding to infectious
diseases reported worldwide, with over 30 new human health threats of animal origin, such as COVID-19, flu,
pathogens detected in the last three decades, 75% rabies and Rift Valley fever(62).
of which have originated in animals. The increasing
prevalence of zoonoses poses a significant public health Currently, the government is working on finalizing the
threat in the Eastern Mediterranean Region(61). operational plan that provides guidance for partners
and stakeholders to effectively adopt the One Health
In April 2023, Egypt launched the One Health National approach across different levels.
Strategic Framework 2023-2027, an approach that
acknowledges the close relationship between human,
animal and environmental health. The strategy presents a

VACCINATION
Egypt has made significant strides in its vaccination Notably, childhood immunization rates are robust, with
efforts, to ensure national health security, The Egyptian 95% of children considered immunized against vaccine
government commits to offer the entire portfolio of preventable diseases.
vaccinations to Egyptians, non-Egyptians residents,
migrants, and refugees free of charge, with vaccination In 2021, vaccination coverage was high, with BCG, DPT3,
rates above 90% for most types of vaccines. Pol3, and HepB3 reaching coverages of 97%, 96%, 96%
and 96%, respectively.(63)
The Expanded Programme on Immunization (EPI) holds
particular significance within Egypt as it offers an efficient In 2022, vaccine coverage among children under
and life-saving solution that is also cost effective. 24 months surpassed 95%.

ANTIMICROBIAL The EPI has garnered substantial achievements in Egypt

by proficiently managing diseases that can be prevented
through vaccination.
Over the past decades, Egypt’s EPI has introduced various
vaccines to enhance coverage, including the hepatitis B,
haemophilus influenzae, and polio IPV vaccines.

RESISTANCE This triumph can be primarily attributed to the extensive

national vaccination coverage that has surpassed the
90% mark.
Through dedicated EPI efforts, Egypt has earned the
status of being polio free since 2006.

Furthermore, in November 2022, the WHO Regional

This accomplishment has been made attainable through Verification Committee officially declared Egypt’s
Antimicrobial resistance (AMR) is a global public health health sectors. Egypt faced challenges in implementation improved vaccine distribution and continuous monitoring, successful achievement in eliminating measles and
crisis and a real challenge in Egypt. The misuse and due to the COVID-19 pandemic. However, with the leading to a noteworthy decline in the incidence of rubella.
overuse of antibiotics play a huge role in the spread pandemic’s conclusion, Egypt is currently focusing on illnesses, disabilities and fatalities attributed to diseases
of antimicrobial resistance. Patients can purchase advancing its national strategy. such as diphtheria, tetanus, pertussis, measles and polio.
antibiotics without a prescription. Furthermore,
physicians frequently prescribe antibiotics for conditions This initiative runs concurrently with coordination efforts
that do not warrant them. Inappropriate use in animal involving the ministries of agriculture and environment
health and food production is also widespread. to execute the national One Health Strategy, which was
introduced in April 2023.
Egypt developed a national strategy to combat
antimicrobial resistance in 2018, which was a collaborative 61. https://www.emro.who.int/about-who/rc61/zoonotic-diseases.html
effort involving the human, veterinary and environmental 62. https://www.dailynewsegypt.com/2023/04/10/egypt-launches-one-health-national-strategic-framework-2023-2027
63. https://data.unicef.org/wp-content/uploads/2022/07/egy.pdf

54 EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030 EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030 55
 Indirect maternal deaths 11.64
Maternal hemorrhage 7.70
Maternal hypertensive disorders 5.75
Other maternal disorders 4.10
Maternal obstructed labor & uterine rupture 2.53
Maternal sepsis & other maternal Infections 1.12
Maternal abortion and miscarriage 0.37
Ectopic Pregnancy 0.29 MMR 2019

Maternal deaths aggravated by HIV\AIDS 0.00 MMR 2010

REPRODUCTIVE,
0.0 0.2 4.0 6.0 8.0 10.0 12.0 14.0

MATERNAL AND CHILD

HEALTH

Maternal obstructed labor

aggravated by HIV\AIDS

Maternal hypertensive
Ectopic Pregnancy

Maternal abortion

& uterine rupture

& other maternal
Maternal deaths

maternal deaths
and miscarriage

Maternal sepsis

Other maternal
Late maternal

hemorrhage
Infections

disorders

disorders

Maternal

Indirect
deaths
MATERNAL MORTALITY
MMR 2019 0.00 0.29 0.37 1.12 1.86 2.53 4.10 5.75 7.70 11.64

Egypt has made remarkable progress in reducing Similarly, greater numbers of expectant mothers are MMR 2010 0.00 0.35 0.79 2.03 1.79 1.86 4.73 8.69 12.88 11.59
maternal mortality and has successfully achieved Target receiving antenatal care on a regular basis, up to 90% in
5A of the Millennium Development Goals (MDGs), 2021 from 83% in 2014.
namely reducing maternal mortality.
Additionally, there has been an increase in the percentage
Over the years, there has been a consistent and of births attended by a skilled birth attendant, reaching Figure 9: Maternal mortality ratio (MMR) for females aged 15-49 by cause
substantial decrease in maternal mortality rates in the
97% in 2021, up from 92% in the 2014 survey. 2010 and 2019
country, declining from 174 deaths per 100,000 live births
in 1992 to 52 deaths per 100,000 live births in 2014(64).
In 2021, Egypt’s maternal mortality rate stands at 49 per Moreover, there has been a rise in caesarean deliveries
100,000 live births, marking noteworthy progress(65). overall across all regions compared to the 2014 survey.
This increase is more pronounced in urban areas, with
The decline is likely associated with improved antenatal the caesarean delivery rate rising to 72% in 2021 from 52
care coverage in Egypt over the past decade, and efforts % in 2014(66),(67).
to address the major causes of maternal deaths, such as
haemorrhage (Figure 9).

Consequently, there has been a notable increase in most

maternal health indicators. A similar improvement can
be observed in antenatal care checks, reaching 97% in
2021 compared to 90% in 2014.

64. https://www.emro.who.int/emhj-volume-25-2019/volume-25-issue-5/the-egyptian-health-map-a-guide-for-evidence-based-decisionmaking.html
65. Central Agency for Public Mobilization and Statistics (CAPMAS), EGYPT IN FIGURES - POPULATION 2024
66. Egyptian Family Health Survey 2021: https://www.cap mas.gov .eg/Pages/Publications.aspx?page_id=5109&Year=23639
67. Egypt Demographic and Health Survey 2014.

56 EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030 EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030 57
CHILDHOOD MORBIDITY FERTILITY
& MORTALITY Access to safe, voluntary family planning is a human right.
Family planning is central to gender equality and women’s
empowerment, and it is a key factor in reducing poverty(75).
In September 2023, Egypt launched its Population and
Development Strategy 2023-2030 represents a significant
commitment to the nation’s future. By focusing on seven core
pillars, it addresses the multifaceted nature of development
Egypt’s government driven national family planning initiative and population growth. Safeguarding reproductive
has effectively elevated the contraceptive prevalence rate, rights and investing in human capital are fundamental to
Despite the notable decline in child mortality in Egypt, The government has demonstrated a firm political progressing from 48% in 1991 to 59% in 2014, and ultimately ensuring that every individual can contribute to society’s
including achieving Millennium Development Goal 4 dedication to evaluating and tackling malnutrition. In reaching 66.4% in 2021(76). progress. Empowering women and enhancing educational
of reducing the under five mortality rate by two thirds 2011, the MoHP and UNICEF conducted a “nutrition opportunities not only promote gender equality but also
before 2015, the issue remains challenging. landscape analysis” which was the first of its kind in the However, the demand for family planning with modern drive economic growth. Utilizing communication and media
Arab world.
methods stood at 81% between 2017 and 2020. strategically can foster a more informed and engaged
The neonatal mortality rate, infant mortality rate and the citizenry. Addressing the interconnection between climate
Moreover, two policy reports, the Nutrition Agenda
under five mortality rate (U5MR) per 1000 live births were In 2014, the total fertility rate (TFR) in Egypt was reported to change and population dynamics is crucial for sustainable
for Action (2017) and the Nutrition Stakeholder and
10.2, 18.9, and 22.7 in 2022(68). Action Mapping Report (2017), have been developed be 3.5 births per woman, which was higher than the rate of 3.0 development. Finally, effective population governance can
to improve nutrition governance, enhance coordination reported in 2008. This increase was attributed to the societal ensure that the strategy’s implementation is responsive and
Urban, rural variations are found in most mortality and accountability mechanisms, mobilize resources, and unrest that followed the country’s revolution in January 2011(77). accountable. This holistic approach is designed to build a
indicators, suggesting that there is a higher incidence of address challenges while supporting priority nutrition resilient society capable of thriving amidst the challenges of
infectious diseases in rural areas, which might be due to interventions(73-74). These reports aim to strengthen the By 2020, the TFR saw a slight decrease to 3.2 births per the 21st century.
poor hygienic environments, socioeconomic factors and country’s efforts to combat malnutrition and promote woman, and in 2021, it dropped further to 2.8, according to
higher malnutrition rates. better health outcomes. the Egyptian Family Health Survey 2021(78). As outlined in the strategic plan for the family health sector,
the objective is to achieve a reduction in the TFR from 2.85 in
Malnutrition is a serious problem in Egypt, particularly Egypt has made significant strides in improving child
In 2014, the TFR was higher in governorates in Upper Egypt 2021 to 2.1 by 2030.
among children under five. This issue, combined with nutrition. The National Nutrition Strategy (2022-2030)
outlines comprehensive measures to address malnutrition than in others. It is worth noting that not all the TFR represents This will be accomplished through the enhancement of the
the country’s large population, has made Egypt one wanted fertility, with 80% of the TFR being wanted (2.8 births) contraceptive prevalence rate, aiming to elevate it from 66.4%
of the 36 high burden countries globally where 90% of and ensure the well being of children. To enhance early
detection and intervention, Egypt launched initiatives in and 20% being unwanted (0.7 births). Unwanted fertility is in 2021 to 71.6% by 2030.
malnourished children live. Despite this, Egypt has made
commendable strides in curbing child malnutrition. 2019 to screen school children for malnutrition disorders. more prevalent in rural areas.
The rates of stunting, wasting and underweight cases These efforts have yielded impressive results, reflected in
in children under five have all declined between 2014 the significant improvement in child nutrition outcomes. Since 2016, the adolescent fertility rate (15-19 years) is 56 per
and 2021. Over this period, stunting decreased from This initiative revealed a remarkable decline in anemia 1000 girls (Figure 10)(79).
21% to 13%, regional disparities are evident in stunting rates from 42.3% in 2019 to 9.4% in 2024. Additionally,
prevalence, ranging from 10% in urban Lower Egypt to obesity rates have decreased from 12.7% to 8.7%, and
16% in rural Upper Egypt. Wasting rates reduced from stunting rates have fallen from 6.9% to 3.8% during the
8% to 3% between 2014 and 2021. Furthermore, the same period. These positive trends demonstrate the
58
prevalence of underweight cases, indicating low weight- effectiveness of Egypt’s interventions in addressing child 56 56 56 56 56 56
for-age, dropped from 6% in 2014 to 4% in 2021. Another malnutrition and promoting healthier lifestyles. 56
concerning trend is the emergence of the double burden
of malnutrition, where undernutrition coincides with 54
the escalating obesity rates. Iron deficiency anaemia
and folic acid deficiency are also ongoing challenges. 52
50 50
The data reveals a rise in the prevalence of anaemia
50
between 2014 and 2021 among children aged 6 to 59
months, increasing from 27.2% to 43%. Additionally, the 48
rate of mild anaemia has reached 21%, compared to
approximately 18% in 2014(69-72). 46
2013 2014 2015 2016 2017 2018 2019 2020

Figure 10: Adolescent fertility rate (per 1000 girls aged 15-19 years)

75. https://egypt.unfpa.org/en/node/22543#:-:text= The%20government%20has%2􀁞attr_ibuted%20the,in’3!’20Egypt”/o20is%2012.6%20percent.

76. Egyptian Family Health Survey 2021: https://www.capmas.gov.eg/Pages/P􀁟blicat1ons.aspx?page_1d=5109&Year_=23639
77. Radovich E, EI-Shitany A, Sholkamy H, Benova L. Rising up: Fertility trends In Egypt before and after the revolution. PLoS One. 2018Jan 18;13(1):e0190148. doi:
68. Central Agency for Public Mobilization and Statistics (CAPMAS), EGYPT IN FIGURES - POPULATION 2024 10.1371/journal.pone.0190148. PMID: 29346389; PMCID: PMC5773010.
69. https://data.unicef.org/country/egy/ 78. https://www.capmas.gov.eg/Pages/Publications.aspx?page_id = 5109&Year=23639
70. National Food and Nutrition Strategy 2023 - 2030: Egypt Family Health Survey 2021. 79. https:// data.worldbank.org/indicator/SP.DYN.TFRT.IN?locations= EG
71. Egyptian Family Health Survey 2021: https://www,capmas,gov.eg/Pages/Publications,aspx?page_id=5109&Year=23639
72. https://documents1.worldbank.org/curated/pt/791181574839517438/pdf/Scaling-Up-Nutrition-in-the-Arab-Republic-of-Egypt-Investing-in-a-Healthy-Future.pdf
73. https://www.unicef.org/egypt/reports/nutrition-agenda-action-cairo-2017
74. https://www.unicef.org/egypt/reports/nutrition-stakeholder-and-action-mapping-report-cairo-2017

58 EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030 EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030 59
 EGYPT
GENOME
PROJECT
This prominent initiative was established in early 2021 as a remarkable project
with immense potential and significance in genetics, advancing medical research,
understanding Egyptian history, preserving cultural heritage, and promoting medical
science.

The Project represents an unprecedented mix, including assessing the genetic makeup
of the general population, certain diseases, and the Egyptian mummies.

This ambitious project fostered scientific collaboration and knowledge sharing by

bringing together geneticists, bioinformatics experts, and scientists from across Egypt.
This initiative created a strong network of experts and resources. It nurtures local talent
and encourages collaborations, empowering the Egyptian scientific community to lead
the way in genomics research and related fields.

The value of this project goes beyond just the idea of genomic analysis. It opens the
opportunities for two significant milestones:

1- The transformation into precision medicine, which is crucial in guiding the

management of certain cancers and preventing some genetic diseases. It helps ensure
the optimal treatment of patients and the maximum prevention of these diseases
occurring.

2- The shift in health systems from prevention to prediction; with sophisticated and
complex data available, scientists can now predict future health threats. This enables
better preparedness and resilience in the healthcare system to face these challenges
and threats.

60 EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030 EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030 61
ADVANCING HEALTH The government’s commitment to healthcare investment
is enshrined in Egypt’s constitution, which mandates
an increase in health spending to 3% of GDP. This
Notably, Egypt showcased its commitment to healthcare
preparedness during the COVID-19 pandemic by
advancing technical areas of the IHR, implementing a

& DEVELOPMENT IN EGYPT: commitment underscores Egypt’s dedication to fostering

economic development and bolstering global security
by prioritizing the healthcare sector.
National COVID-19 Response Plan, and administering a
large-scale vaccination campaign. To address the global
challenge of antimicrobial resistance, Egypt adopted

KEY
a national action plan and embraced a One Health
Egypt is proactively engaging with development partners approach, acknowledging the interconnectedness
to forge collaborative pathways that will mobilize between human, animal and environmental health. These
additional resources and fortify the healthcare system, achievements reflect Egypt’s dedication to enhancing
while ensuring better quality and accessibility. public health outcomes through comprehensive and

ACHIEVEMENTS
collaborative initiatives.
Egypt aims to enhance the nation’s healthcare
infrastructure, ensuring that it plays a central role in Under the 100 Million Healthy Lives initiative, the country
both domestic prosperity and international stability. focused on detecting and treating communicable
Egypt has undertaken significant efforts to strengthen diseases and NCDS, while also addressing women’s
its healthcare system and enhance access to essential health, premarital, maternal and child health, genetic

& PROGRESS
health services, including expanding health insurance disorders in newborns and elderly care. The government
coverage, introducing the UHI law in 2018, and focusing also tackled health issues in school children and
on improving primary healthcare, with an emphasis implemented measures to end waiting lists for medical
on preventive care. Financial support and subsidies interventions, ensuring high-quality medical services
were provided to vulnerable populations as part of for all people living in Egypt. Social welfare initiatives,

MADE
these broader healthcare initiatives.Health awareness such as the Takaful and Karama programme, supported
campaigns promoted healthy lifestyles, telemedicine vulnerable populations. These comprehensive and
and e-health initiatives were implemented to reach integrated efforts demonstrate Egypt’s dedication to
underserved areas. improving public health, preventing diseases through
early detection, and ensuring equal access to healthcare
Infectious disease control, was prioritized through for people living in Egypt.
screening, vaccination and treatment programmes.

EGYPT’S CONTRIBUTION Egypt’s active participation in COP27 highlights its

commitment to addressing the pressing challeng­es of
climate change and supporting vulnerable nations.
These actions collectively reflect Egypt’s active
engagement in addressing regional and global health
priorities, from sustainable development to climate

TO THE REGIONAL
change resilience and disease elimi­nation, showcasing
In October 2023, the international community witnessed the country’s dedication to promoting health and well
the fruits of Egypt’s relentless commitment to better being both domesti­ cally and internationally.
health for all, as WHO awarded Egypt the prestigious

& GLOBAL HEALTH

“gold tier” for being on the path to HCV elimination.
This bold step cemented Egypt’s leadership in regional
health efforts, proving its unwavering commitment to
support several African and Asian countries suffering

AGENDA
from viral hepatitis.

Moreover, Egypt hosted the headquarters of The Arab

League and WHO Regional Office for the Eastern
Mediterranean (EMRO), this gathering brought together
regional health authori­ties to discuss and coordinate
efforts to address health challenges in the region.
By hosting this committee, Egypt demonstrated it’s
Egypt’s commitment to the regional and global health reflecting the government’s dedication to ensuring a commitment to regional collaboration and cooperation
agenda is evident through its various initia­
tives and quality life for people living in Egypt. in advancing public health goals.
engagements.
Furthermore, Egypt played a significant role at the COP27
In 2016, Egypt launched its sustainable develop­ment event, held in November 2022. During the conference, a
strategy, Egypt Vision 2030, aligning it with the 17 SDGs breakthrough agreement was reached to provide loss
and the African Union’s Agenda 2063. and damage funding for vulnerable countries affected by
climate disasters.
This strategy serves as the guiding framework for all
development programmes and projects until 2030,

62 EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030 EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030 63
STRATEGIES GOVERNING
THE HEALTH SECTOR
IN EGYPT
*AVAILABLE STRATEGIES* *UPCOMING STRATEGIES*

Egypt Vision 2030 Multisectoral Action Plan

for NCDs Prevention and
National Human Rights Control 2025-2030
Strategy 2021-2026
National Viral Hepatitis
National Health Research Elimination Sustainability
Strategy 2023-2027 Plan 2025-2030

National Food and Nutrition National Health Care

Strategy 2023-2030 Workforce Strategy

Population and National Patient Safety

Development Strategy Strategy
2023-2030
Care and Protection of the
National Midwifery Elderly Strategy
Strategy 2023-2030
National Cyber Security
Egypt National HIV Strategy
Strategy 2021-2025

National Digital Health

Strategy 2025-2030

One Health Strategic

Framework 2023-2027

64 EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030 EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030 65
PROJECTIONS OF
EGYPT’S OVERALL
ENVELOPE FOR
GOVERNMENT
HEALTH
EXPENDITURE
2024–2029
BACKGROUND &
RATIONALE
This note proposes projections for yearly general government health expenditure
(GGHE) in Egypt for the period 2024–2029, based on a set of scenarios. The objective
is to give an estimation of the overall level of GGHE to inform national health plans
and strategies.

The model used for the projection calculations in this note draws from International
Monetary Fund (IMF) projections of gross domestic product (GDP) growth and the
share of general government expenditure from GDP for the period 2024–2029. The
underlying assumption is that these macroeconomic and fiscal projections, which are
determined outside of the health sector, set the overall boundaries for government
health expenditure for 2024–2029. The GGHE projections are developed on this
macro-fiscal boundary through different assumptions, based on policy targets, of what
the share of GGHE over general government expenditure will be.

The results presented in this note are not based on an accounting exercise, as they rely
on assumptions which are bound to have uncertainties and which should be updated as
new data emerge (e.g. the GDP projections is regularly adjusted as a result of changes
in the macroeconomic context).

For national planning purposes, the scenarios presented here can offer an overall
direction of the resource envelope for the health sector from government funds. The
projections do not give indications of what these projected resources should be used
for but rather should be matched with more detailed programme costing within the
national planning process.

This note aims also to demonstrate possible gaps between what would be available
in terms of GGHE and what would be needed to support the health sector reforms,
notably the Universal Health Insurance System (UHIS) rollout during the period 2024–
2029. As such, the results of these projections also provide evidence for strategic
thinking on the adequacy and sustainability of health sector funding.

68 EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030 EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030 69
 The projections for GGHE in this note are based on three variables. Two of these variables are exogenous to the
model:

1) Macroeconomic growth, capturing the overall output and income within a country. This is measured through
GDP and, when considering population growth, GDP per capita. The GDP figures included in the calculations
are expressed in current terms.
2) The changes in the level of general government expenditure (GGE) as a share of the whole economy (GDP).
This is measured through the percentage of GDP that makes up government expenditure, or GGE/GDP.

Both variables are derived from the IMF projections for Egypt, as published in the IMF’s World Economic Outlook
Database (WEO).(80) (81) The IMF makes these projections through country-specific models which take into account
assumptions on inflation, analysis of the macroeconomic context and of the country’s fiscal policy, and other elements
of contextual analysis.(82) The IMF does not publish the full model behind the projections.

The model used in this note then translates the GDP and the share of GGE/GDP projections into general government
health expenditure (GGHE) through assumptions around the share of general government expenditure going to
health, or the share of GGHE/GGE. The different scenarios presented in this note are based on different assumptions
of the GGHE/GGE shares, which are derived from targets and assumptions around how those targets might be met.

GDP GGE/GDP GGE GGHE/GGE GGHE

The level of The share of GGHE over GGE

GDP is defined is determined by priority given
The share of GGE over GDP is
by the overall to health through budget
determined largely outside of

DATA
macroeconomic negotiations, absorption
the health sector through fiscal
context within capacity within the health
policy, tax enforcement, debt
Egypt, which is sector and through possible
service and through the country’s
also influenced earmarked allocations to health,
overall approach to delivering
by the global which include Social Health
public goods.(83)
macroeconomic Insurance contributions and

AND
context. earmarked taxes.(84)

Figure 11. Pathway from GDP to GGHE

METHODS Regarding the GGHE projections, it should be noted that the only variable that changes (the endogenous variable
to the model) between the three different scenarios outlined below is the share of GGHE/GGE. The level of GDP
and GGE/GDP are constant for all the scenarios presented in this note (i.e. these are exogenous variables to the
model). The analytical method in this note combines elements of scenario analysis which have been used in many
fields to provide evidence for policy-making,(85) and analysis of health expenditure dynamics which have been used
for projections, for example in a recent series published by the World Bank.(86)

80. https://www.imf.org/en/Publications/WEO/weo-database/2024/April
81. Key GDP projections are derived and adjusted accoriding to the IMF World Economic Outlook report July 2024 update.
82. World Economic Outlook - Frequently Asked Questions (imf.org)
83. General government - General government spending - OECD Data
84. https://www.who.int/data/gho/indicator-metadata-registry/imr-details/93
85. See, for example, Axel Volkery, Teresa Ribeiro, Scenario planning in public policy: Understanding use, impacts and the role of institutional context factors,
Technological Forecasting and Social Change, Vol. 76, issue 9, 2009, pp. 1198-1207, ISSN 0040-1625, https://doi.org/10.1016/j.techfore.2009.07.009.
86. From Double Shock to Double Recovery: Health Financing in a Time of Global Shocks (worldbank.org).

70 EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030 EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030 71
THREE SCENARIOS ON
GENERAL GOVERNMENT
HEALTH EXPENDITURE Scenario 2: Optimistic scenario based on peer countries’ average target
of GGHE/GGE

For this note we have developed three scenarios, as outlined below. In this scenario, the share of GGHE/GGE catches up to a benchmark set by other lower-middle and upper-middle
income countries within the WHO Eastern Mediterranean Region*. This benchmark is constructed as the unweighted
annual average, between 2017–2021, of GGHE/GGE of these countries, which stands at 10.44%.
Scenario 1:

Business as usual 10.44 2029

In this scenario there is no change in the level of GGHE/GGE between 2024 and 2029, i.e. there is
9.43 2028
no reprioritization (or de-prioritization) of health in terms of government funding.
8.42 2027
The level of GGHE/GGE used for 2024, and which is forecast to remain constant for all other years GGHE/GGE%
7.40 2026
in this scenario, is the level in Egypt on average over the five year period from 2017 to 2021 , (87)

6.39 2025
namely 5.38%.
5.38 2024
In this scenario, growth of GGHE is driven only by the external variables of GDP and GGE/GDP.

Table 3. GGHE/GGE% in Scenario 2 for 2024–2029, assuming linear catch-up to the five-year (2017–2021)
5.38 2029 average for lower-middle and upper-middle income countries in the WHO Eastern Mediterranean Region

5.38 2028
Scenario 3: Optimistic scenario based on the constitutional target of GGHE/GDP
5.38 2027
GGHE/GGE% In this scenario, the share of GGHE/GGE reflects Egypt’s constitutional ambition of reaching a GGHE/GDP of 3%. In
5.38 2026 this scenario, the GGHE/GGE ratio is calculated from the ratio of GGHE/GDP, which is set for 3% for 2029 and which
is then assumed to be reached by linear increases between 2024 and 2029.
5.38 2025
5.38 2024(88)
3.00
12.93 2029
2.70
10.97 2028
Table 2. GGHE/GGE% in Scenario 1 for 2024–2029 2.41
GGHE/GDP% 9.41 2027
2.11
GGHE/GGE% 7.94 2026
1.81
6.55 2025
1.52
5.33 2024(88)

Table 4. GGHE/GGE% in Scenario 3 for 2024–2029, assuming the GGHE/GDP 3% target is reached through
linear increases from the 2024 level

87. 2021: Year of latest available data on Health Expenditure according to the WHO global health expenditure database, at the time of writing the report. * Countries in this group: Iran (Islamic Republic of), Iraq, Jordan, Lebanon, Morocco, Pakistan, Sudan and Tunisia.
88. The 2023 GGHE/GGE% is the five-year (2017–2021) average for GGHE/GGE in Egypt.

72 EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030 EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030 73
 WHAT IS INCLUDED IN
GENERAL GOVERNMENT
All three scenarios project either stagnation or growth in the level of GGHE/GGE. The scenarios do not include a
decrease in GGHE/GGE. This approach is based on several assumptions:
HEALTH EXPENDITURE?
1) It is projected that Egypt will continue its current policy push moving towards universal health coverage (UHC) In the projections for this note, we use the definition of GGHE from A System of Health Accounts 2011(90). In the
during the five-year period of the National Health Plan. This gives an overall impetus to protect government Egyptian context it includes both funding from taxes and non-tax revenues collected by the Treasury, which are
allocations for health, and possibly to increase them. channelled through the Ministry of Health and Population (MoHP) and other ministries (e.g. the Ministry of Higher
2) The level of GGHE/GDP of around 1.7% (as per the latest available data in 2021) is very low in comparison with Education channels funds for university hospitals), as well as compulsory contributions to the UHIS system. It also
peer countries, global averages and in light of the constitutional target of 3%. There are strong arguments that covers funds raised through taxes by the Treasury and which are channelled to the UHIS to cover the enrolment of
Egypt should therefore keep increasing investment in health. the poor.
3) The UHIS rollout is a structural reform which can increase revenue collection for GGHE(89) and absorption capacity
in the health sector. The revenues for GGHE are thus from taxes, non-tax government revenue (e.g. Suez Canal revenues for Egypt),
specifically earmarked taxes (for UHIS or any other purpose) and UHIS contributions. As the UHIS is rolled out
Egypt currently faces several macroeconomic challenges. As explained earlier, this note relies fully on IMF projections in Egypt, it is expected that a bigger share of revenues for GGHE will come from UHIS contributions which flow
on GDP and GGE which, in principle, have modelled-in the macroeconomic and fiscal horizon until 2029. However, through the Universal Health Insurance Authority (UHIA), and which will cover personal health services for those
the latest IMF projections are from April 2024 and adjusted in July 2024 and they are therefore subject to regular covered by UHIS. However, there are still other health services, notably population-based preventive services (e.g.
revisions when more recent data projections are issued. immunization) and public health functions (e.g. environmental health, pandemic preparedness) which will flow
from the Treasury (from tax and non-tax revenues) and through MoHP and other ministries.

As personal medical services, e.g. primary health care (PHC) consultations and surgical operations in hospitals,
gradually move from tax-based coverage to UHIS coverage, there will be a shift in the funding so that the funds
previously ensuring access to services through the “tax system” (e.g. MoHP service provision in facilities it owns)
move to the UHIS system. However, given the low level of GGHE to start with in Egypt, there are strong arguments
that this funding shift should not be proportional to the services shifted – i.e. that the “tax-based” funding should not
be cut in the same measure as the cost of services shifting to the UHIS. This would mean that the “tax-based” system
has increased funding for the tasks it still holds after the UHIS transfer, which in concrete terms would mean better
funding for activities and services such as pandemic preparedness, health promotion, health workforce training, and
public health campaigns, among others.

89. Yazbeck AS, et al . The Case Against Labor-Tax-Financed Social Health Insurance For Low- And Low-Middle-Income Countries. Health Aff (Millwood). 2020 90. https://www.who.int/publications/i/item/9789240042551
May;39(5):892-897.

74 EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030 EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030 75
RESULTS OF THE SCENARIOS
It should be noted that when projections in scenario 1 compared with the actuarial estimates of the UHIS by the year
2029, and given that the most populous governorates (e.g. Cairo, Giza, Qalyoubia, Sharqia) will not be included under
UHIS according to the original UHIS roll out plan by that time, there will be little resources remaining to cover for public

FOR PROJECTED GENERAL

expenditure in any of the non-UHIS governorates, nor on any non-UHIS health services (e.g. preventive services). It
would therefore seem that, if the current macro-fiscal projections are taken into account, and if the assumption is made
that there will be no further prioritization of health expenditure in general government expenditure (either through
increased earmarked revenues and/or through increased budget allocation for health), there will be a considerable

GOVERNMENT HEALTH
constraint between what is available in terms of GGHE and what is needed to fund (i) UHIS-covered benefit packages
in the implementation governorates, (ii) health service access in non-UHIS governorates (i.e. funding of public health
facilities), (iii) and all public health services not in the UHIS package in all governorates (e.g. environmental health,

EXPENDITURE, 2024–2029
pandemic preparedness).

Scenario 2: Optimistic scenario based on peer countries’ average target

of GGHE/GGE
Scenario 1: Business as usual
In Scenario 2, the share of GGHE over GGE for Egypt is assumed to catch up with peer countries*, resulting in GGHE
In this scenario, in which the allocation for health from government expenditure stays the same as the average reaching EGP 776 billion, or EGP 6,518 per capita. This scenario relies on a steep rise in GGHE/GGE over a five-
for years 2017–2021, the total GGHE per year in 2029 is projected to increase to approximately EGP 400 billion, year period, from 5.4% to 10.4%. This will push GGHE over GDP to 2.4%, yet still not achieving the 3% constitutional
equivalent to EGP 3,359 per capita. The projected increase GGHE per capita for 2029 is fully driven by the growth target.
of GDP and GGE, as projected in the IMF scenario.
Source 2024 2025 2026 2027 2028 2029
Source 2024 2025 2026 2027 2028 2029
GDP, billion EGP current IMF,WEO 13,819 18,393 21,726 25,208 28,633 32,013
GDP, billion EGP current IMF, WEO 13,819 18,393 21,726 25,208 28,633 32,013 GGE% GDP IMF,WEO 28.5 27.7 26.6 25.6 24.6 23.2
GGE/GDP % IMF, WEO 28.5 27.7 26.6 25.6 24.6 23.2 GGE billion EGP, current IMF,WEO 3,935 5,094 5,773 6,451 7,055 7,430
GGE billion EGP, current IMF, WEO 3,935 5,094 5,773 6,451 7,055 7,430 GGHE/GGE % Assumption 5.4 6.4 7.4 8.4 9.4 10.4
GGHE/GGE % Assumption 5.38 5.38 5.38 5.38 5.38 5.38 GGHE, billion EGP current Calculated 212 325 427 543 665 776
GGHE, billion EGPcurrent Calculated 212 274 311 347 380 400 Population, million IMF,WEO 108 110 112 114 117 119
Population, million IMF, WEO 108 110 112 114 117 119 GGHE, p/c, EGP current Calculated 1,964 2,961 3,809 4,748 5,702 6,518
GGHE, per capita, EGP current Calculated 1,964 2,493 2,769 3,034 3,253 3,359 GGHE/GDP % Calculated 1.5 1.8 2.0 2.2 2.3 2.4
GGHE/GDP % Calculated 1.5 1.5 1.4 1.4 1.3 1.2
Table 6. Projections assuming linear catch-up to the five-year (2017–2021) average of GGHE/GGE of other lower-
middle and upper-middle income countries in the WHO Eastern Mediterranean Region
Table 5. Projections assuming GGHE/GGE is kept constant through 2024 to 2029, using Egypt GGHE/GGE
five-year average for 2017–2021 as baseline
Scenario 2 demonstrates that, with the macroeconomic situation and the overall fiscal and expenditure position
Scenario 1 demonstrates that without any reprioritization of government health expenditure, the level of GGHE will
of the government constant, there is room to increase funding for health substantively by giving higher priority to
stay at a very low level. According to the projections in this scenario, the share of GGHE/GDP will even decrease from
health in government expenditure.
current levels to be at 1.2% in 2029 – still far from the constitutional target of 3%.
GGE/GDP 2029 GGHE/GGE 2029
GGE/GDP 2024 GGHE/GGE 2024 GGE/GDP 2029 GGHE/GGE 2029

7,430
3,935 7,430 776
13,819 3,935 212 32,013 7,430 400 32,013 7,430

GDP, EGP current billion. IMF, WEO GGE, EGP current billion. IMF, WEO
GDP, EGP current billion. IMF, WEO GGE, EGP current billion. IMF, WEO GDP, EGP current billion. IMF, WEO GGE, EGP current billion. IMF, WEO GGE, EGP current billion. IMF, WEO GGHE, EGP current Billion, Calculated
GGE, EGP current billion. IMF, WEO GGHE, EGP current Billion, Calculated GGE, EGP current billion. IMF, WEO GGHE, EGP current Billion, Calculated

Figure 12. Development of shares of GGE/GDP and GGHE/GGE from 2024 to 2029 in Scenario 1 Figure 13. Shares of GGE/GDP and GGHE/GGE in 2029 in Scenario 2

More detailed analysis would be needed to determine how well the projections in this scenario would match the
needed funding for the non-UHIS services and non-UHIS governorates.

* Countries in this peer group: Iran (Islamic Republic of), Iraq, Jordan, Lebanon, Morocco, Pakistan, Sudan and Tunisia.

76 EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030 EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030 77
 WHAT DOES THIS MEAN FOR
THE NATIONAL HEALTH
STRATEGY AND PLAN
Scenario 3: Optimistic scenario based on the constitutional target of GGHE/GDP The different scenarios project that the available total government expenditure for health in 2029 will be
between EGP 400 billion and EGP 960 billion, or between EGP 3,359 and EGP 8,070 per capita.

In Scenario 3, the starting point is the assumption that by 2029 Egypt would reach its constitutional target of GGHE The spread between the two extremes is approximately 2.5 times the lower value. The cumulative amount of the
over GDP at 3%. The calculations assume a linear increase of GGHE over GDP from 2024 to 2029. GGHE over the period is projected to be EGP 1,923 billion for Scenario 1, EGP 2,948 billion for Scenario 2,
and EGP 3,343 billion for Scenario 3.
With this assumption, by 2029 GGHE will reach EGP 960 billion, or EGP 8,070 per capita. In this scenario, the share of
GGHE/GGE is at 12.9% for 2029, representing a higher level than in Scenario 2 and more than doubling of the GGHE/
GGE level from the five-year average of 2017–2021. 35000 1050

950

CURRENT EGP BILLIONS (BARS)

CURRENT EGP BILLION (LINES)

30000
850
Source 2024 2025 2026 2027 2028 2029
25000 750
GDP, billion EGP current IMF, WEO 13,819 18,393 21,726 25,208 28,633 32,013
GGE% GDP IMF, WEO 28.5 27.7 26.6 25.6 24.6 23.2 20000
650

GGE billion EGP, current IMF, WEO 3,935 5,094 5,773 6,451 7,055 7,430 550

15000
GGHE/GGE % Assumption 5.3 6.5 7.9 9.4 11.0 12.9 450

GGHE, billion EGP current Calculated 210 334 458 607 774 960 10000
350

Population, million IMF, WEO 108 110 112 114 117 119 250
5000
GGHE, p/c, EGP current Calculated 1,944 3,034 4,088 5,304 6,634 8,070 150

GGHE/GDP % Calculated 1.5 1.8 2.1 2.4 2.7 3.0 0 50

2024 2025 2026 2027 2028 2029
Table 7. Projections assuming a linear increase of GGHE/GDP to the target of 3% by 2029
YEARS
GGE, billion EGP, current GGHE, billion EGP, Scenario 3 GGHE, billion EGP, Scenario 1
GDP less GGE, billion EGP, current GGHE, billion EGP, Scenario 2
As in scenario 2, more detailed analysis would be needed to determine how well the projections in this scenario
would match the needed funding for the non-UHIS services and non-UHIS governorates.
Figure 15. Three scenarios’ forecasts of total GGHE over 2024–2029 period
GGE/GDP 2029 GGHE/GGE 2029
These projections integrate, through the IMF projections comparison will provide a guiding framework, allowing the
for GDP and GGE/GDP, the current macroeconomic and identification of possible funding gaps. However, there
fiscal outlook (based on the situation analysis published are many uncertainties in the projections presented here.
by the IMF in April 2024 ad adjusted in July 2024). The The IMF projections on GDP growth and capacities for
7,430 differences between the scenarios presented in this note governments to spend would change in the near future.
960 are based on differences in allocation of government funds Also, the assumptions made in the scenarios are based
32,013 7,430 for health. This includes allocations to health from taxes on targets, not actual models of revenue raising. In other
and non-tax revenues and through budgetary processes, words, there needs to be clear policy action on raising
and it includes revenues collected and directly allocated revenue for GGHE to reach the targets in Scenarios 2 and
to the health sector, i.e. UHIS contributions and earmarked 3. This means that, for the National Health Strategy and
GDP, EGP current billion. IMF, WEO GGE, EGP current billion. IMF, WEO taxes (e.g. a part of the tobacco tax). It is the net effect of Plan process, there needs to be a further analysis of how
GGE, EGP current billion. IMF, WEO GGHE, EGP current Billion, Calculated
these two sides of GGHE which will determine if and how likely some of the scenarios presented here are in terms of
the different increases in GGHE/GGE take place. mobilization of GGHE.
Second, the National Health Strategy and Plan should
For the National Health Strategy and Plan, there are two also be an instrument for realizing increases in GGHE. For
Figure 14. Shares of GGE/GDP and GGHE/GGE in 2029 in Scenario 3 entry points for integrating the projections from this note. example, the plan will need to demonstrate policy options
on how the UHIS system rollout will need to be managed,
First, taken at face value, the projections presented in so that health sector can absorb more funding and can use
this note provide a global idea of the possible envelope funds more efficiently than in the past. The National Health
available for government health expenditure during the Strategy and Plan can therefore also be an active element
period 2024 to 2029. As National Health Strategy and Plan in pushing the envelope for health higher. The projections
activities are costed and all is added up, it will be useful presented in this note may be useful evidence points for
to compare the full plan’s costs to the projections of these policy discussions.
available GGHE, as presented here in the scenarios. This

78 EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030 EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030 79
DETERMINING FUNDING
FOR PREVENTIVE SERVICES
While this note looks at the overall envelope of GGHE, it is also important to look at some elements of how that
GGHE is distributed. One key issue is the allocation of GGHE to prevention or curative functions. As Egypt is rolling THREE SCENARIOS ON PREVENTIVE CARE EXPENDITURE
out the UHIS, there is the risk that funding will skew further towards curative care and away from prevention.(91)
Preventive Scenario 1: Business as usual
In the national health accounts (NHA) study for 2019/2020(92), the share of current health expenditure (CHE) allocated
to prevention stood at 1.5%. Prevention in the Egyptian health expenditure context refers to population-based health We start with the GGHE development in the full Scenario 1 outlined above (which is based on GGHE/GGE stagnation
prevention and promotion activities, including, for example, immunization programmes, environmental health, and at 5.8%). We then make the assumption that prevention will continue to receive 4.4% of GGHE. This would result in
pandemic preparedness. As there is no individual demand for these services and operations, funding for them relies the projections outlined in Table 8.
solely on the government, and therefore all expenditures for preventive services are derived from GGHE. According
to Egypt NHA the share of preventive services out of GGHE stands at 4.4%.
2024 2025 2026 2027 2028 2029
While there are country-to-country differences in what is included under prevention expenditure, it can be useful to
compare Egypt with a group of peer countries. In the other lower-middle and upper-middle income countries in the GGHE, billion current EGP 212 274 311 347 380 400
WHO Eastern Mediterranean Region, the average annual share of GGHE spent on prevention over the last five years Prevention % GGHE 4.4 4.4 4.4 4.4 4.4 4.4
with available data (2017–2021) was 11.1%, which is substantially higher than the figure of 4.4% in Egypt. In the section
below, we outline three possible scenarios for prevention expenditure in the 2024–2029 period. Prevention, billion current EGP 9 12 14 15 17 18

Table 8. Preventive Scenario 1, assuming stagnation in GGHE/GGE and in proportion

of spending on prevention services

In this scenario, by 2029 there would be around EGP 18 billion available for prevention services from GGHE.

Preventive Scenario 2: Medium optimistic scenario with no prioritization of health in

government expenditure, but prioritization of prevention within government health
expenditure

In this scenario, GGHE is still the same as in overall Scenario 1, but there is a linear increase in the share of GGHE
allocated to prevention, towards the 11.1% target from the WHO Eastern Mediterranean Region average of lower-
middle and upper-middle income countries. This would result in the projections outlined in Table 9.

2024 2025 2026 2027 2028 2029

GGHE, billion current EGP 212 274 311 347 380 400
Prevention % GGHE 4.4 5.7 7.1 8.4 9.8 11.1
Prevention, billionccurrent EGP 9 16 22 29 37 44

Table 9. Preventive Scenario 2, assuming stagnation in GGHE/GGE and growth in proportion

of spending on prevention services

In this scenario, by 2029 there would be around EGP 44 billion available for prevention from GGHE.

91. Akihito Watabe, et al. Analysis of health promotion and prevention financing mechanisms in Thailand, Health Promotion International, Volume 32, Issue 4,
August 2017, Pages 702–710,
92. Egypt National Health Accounts. Establishing an expenditure baseline to support Egypt’s health care reform 2019/2020. Cairo: WHO Regional Office for
the Eastern Mediterranean; 2023. Licence: CC BY-NC-SA 3.0 IGO.

80 EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030 EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030 81
Preventive Scenario 3: Highly optimistic scenario with increase in share of health in As the UHIS is rolled out and given the low level of funding going to prevention, there is very little reallocation
possible from prevention to UHIS within GGHE. Rather, the situation is to the contrary, as can be seen from the gap
government expenditure and prioritization of prevention within government health between the current level of prevention funding in Egypt and peer countries. In other words, there is a clear case
expenditure for increasing funding for prevention in Egypt. But there is also an important policy drive for UHIS implementation.
Hence, in order to secure adequate funding for both prevention and UHIS, there is a clear need for an overall
In this scenario, GGHE grows per overall Scenario 3, while at the same time the allocation for prevention grows, as in increase in GGHE. This imperative is in line with overall Scenarios 2 and 3, as it would rely on substantial increases in
preventive Scenario 2 above. This would result in the projections outlined in Table 10. funding allocations for health from GGE.

2024 2025 2026 2027 2028 2029

GGHE, billion current EGP 210 334 458 607 774 960
Prevention % GGHE 4.4 5.7 7.1 8.4 9.8 11.1
Prevention, billion current EGP 9 19 32 51 76 107
Table 10. Preventive Scenario 3, assuming growth in GGHE/GGE and growth in proportion of spending on
prevention services

In this scenario, by 2029 there would be EGP 107 billion available from GGHE for prevention.

Projections for Government Health Expenditure on Preventive care 2024-2029

120
CURRENT BILLION EGP

100

80

60

40

20

0
2024 2025 2026 2027 2028 2029

Preventive care expenditure Scenario 1 Preventive care expenditure Scenario 2

Preventive care expenditure Scenario 3

Figure 16. Three scenarios’ forecasts of prevention expenditure, 2024–2029

82 EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030 EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030 83
 PRIORITIES AND
OBJECTIVES, KEY
IMPLEMENTING
ACTIONS, KEY
IMPLEMENTERS
AND KEY
INDICATORS
86
PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

PRIORITY I: STRENGTHENING HEALTH SYSTEMS TOWARDS UNIVERSAL HEALTH COVERAGE, AND STRENGTHENING ACCESS & EXPANDING COVERAGE
KEY INDICATORS TO QUALITY ESSENTIAL HEALTH SERVICES

1. Expand and strengthen Implement a thorough UHI organizations (UHIA, International/devel- • Number of identified actionable
Egypt’s new UHI system to review process for the GAHAR and EHA) opment partners recommendations for policy and

EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

achieve comprehensive and accomplished stages of implementation improvement based
high-quality coverage, reduce implementation of the on the review of completed stages.
the high out-of-pocket expens- new health insurance • Percentage of recommendations
es and harmonize insurance system to facilitate early implemented within a set timeframe,
systems, and create a unified, course corrections and demonstrating responsiveness to
efficient, and equitable system effective law implemen- feedback.
after the roll-out of the new UHI tation
system.

Expand geographical MoHP International/devel- • Number of additional governorates

coverage based on the Mo Finance opment partners covered by the UHI system per quar-
predefined timeline UHI organizations (UHIA, Private Sector ter/fiscal year, tracking adherence to
GAHAR and EHA) the predefined timeline.
• Percentage of the population
covered by the UHI system nation-
wide.

Strengthen the health MoHP International/devel- • Number of new or upgraded health-

infrastructure and Mo Higher Education opment partners care facilities established/equipped
human resources to UHI organizations to meet the demand of the expand-
accommodate the (UHIA, GAHAR and ed UHI coverage.
increased demand for EHA) • Number of qualified healthcare
services resulting from professionals (doctors, nurses, etc.)
the expanded UHI recruited and deployed to serve the
coverage growing patient population.

PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Ensure the availability of Mo Finance International/devel- • Percentage of the UHI budget

adequate financial UHIA opment partners allocated to service provision direct-
resources to support the ly impacting patients (compared to
successful and sustained administrative costs).
implementation of the • Development and implementation
new UHI system of sustainable financing mechanisms
to ensure long-term funding stability
for the UHI system.

Conduct comprehen- GAHAR International/devel- • Percentage of healthcare facilities

sive facility assessments opment partners achieving accreditation based on
according to GAHAR GAHAR standards, indicating quality
assurance.
• Number and nature of identified
compliance gaps addressed through
targeted interventions in non-ac-
credited facilities.

Launch focused interven- MoHP International/devel- • Reduction in the identified deficien-

tions to tackle specific Mo Finance opment partners cies (infrastructure upgrades, equip-
identified deficiencies, Egyptian Health ment procurement, staff training)
including infrastructure Council within a set timeframe.
upgrades, equipment UHI organizations • Improvement in key performance
procurement, and (UHIA, GAHAR and indicators linked to addressed
tailored staff training EHA) deficiencies, demonstrating the
programmes effectiveness of targeted interven-
tions
EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

Key Terms
• Other Public Providers : Medical Institutions Affiliated To Some Ministers
87

• International/development partners : UN Organisations, International Organisations/ Institutes, …etc

88
PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Develop and implement MoHP International/develop- • Development and regular dissemi-

standardized perfor- UHI organizations ment partners nation of standardized dashboards
mance dashboards to (UHIA, GAHAR and tracking key metrics (operational
monitor key metrics like EHA) efficiency, patient satisfaction, etc.)
operational efficiency, across all UHI providers.
patient satisfaction, and • Demonstrable improvement in key

EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

adherence to quality performance indicators tracked on
standards the dashboards, showcasing the
positive impact of monitoring and
management.

Review the policy and MoHP International/develop- • Number of policy and legal amend-
legal framework for the Mo Justice ment partners ments implemented to address
2018 UHI system UHI organizations identified gaps and strengthen the
(UHIA, GAHAR and UHI system.
EHA) • Improved clarity, coherence and
effectiveness of the UHI regulatory
framework as assessed by legal and
healthcare experts.

Enhance the role of the MoHP Parliament and Senate • Number of new regulatory and
MoHP as a competent UHI organizations oversight mechanisms implemented
regulator and supervisor (UHIA, GAHAR and by the MoHP to effectively super-
as well as responsiable EHA) vise UHI providers.
for overseeing public Private sector • Increased public awareness and
health functions within satisfaction with the MoHP’s perfor-
the new UHI system mance as regulator and supervisor
of the UHI system.

PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

2. Ensure that the healthcare Develop a strategic Mo Higher Education MoHP Percentage of graduates placed in positions
workforce is fit for purpose by deployment plan for CAPMAS aligned with national needs and market
strategically deploying health health graduates to Egyptian Heath Council requirements within a set timeframe
graduates to match national meet national health- UHI organizations
needs and labour market care needs and market (UHIA, GAHAR and
requirements through an requirements/optimiz- EHA)
integrated health workforce ing the number of grad-
management system encom- uates
passing recruitment, retention,
accreditation/relicensing, equi-
table distribution, training,
shared competencies, task
shifting, performance assess- Create a comprehensive MoHP Parliament and Senate • Percentage of vacant positions filled within
ment, incentives, safety and health workforce man- Mo Higher Education target timeframes.
health information agement plan covering Mo Finance • Degree of alignment between projected
recruitment, workforce Egyptian Health workforce needs and actual demand.
forecasting, education Council • Completion rates and competency scores
and training, distribu- UHI organizations for training programmes.
tion, retention and moti- (UHIA, GAHAR and • Reduction in geographical disparities in
vation strategies, EHA) health professional distribution.
performance assess- Private Sector • Improvement in employee satisfaction and
ment, regulation and retention rates.
governance and safety • Achievement of workforce-related KPIs,
such as clinical outcomes and cost-effective-
ness.
• Compliance with regulatory standards and
reduction in safety incidents.
EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030
89
90
PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Develop task-shifting MoHP Egyptian Health Council Increase in the percentage of tasks
strategies supported by Health related syndi- safely shifted from physicians to other
stringent laws/regula- cates healthcare professionals (e.g. pharma-
tions to optimize health- CAPMAS cists and nurses) over a specific period.
care personnel utilizatio

EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

Implement rigorous Egyptian Health Council MoHP Percentage of healthcare professionals
accreditation and Mo Higher Education completing mandatory relicensing and
relicensing processes to GAHAR accreditation requirements on time.
maintain workforce EHA
competency Other Public provid-
ers/NGOs
Private sector
Health related syndi-
cates

Develop strategies to MoHP Mo Higher Education Ratio of healthcare professionals per

ensure equitable distri- Mo Local Development capita across different geographic areas
bution of the health Mo Finance and healthcare facilities (e.g. rural vs.
workforce with an UHI organizations urban).
appropriate mix of skills (UHIA, GAHAR and
across different EHA)
geographic areas and CAPMAS
healthcare facilities

PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Drive healthcare work- MoHP Mo Higher Education Number of graduates recruited and
force equity via innova- Mo Local Develop- retained in underserved areas through
tive solutions like estab- ment Centers of Excellence programmes
lishing specialty-focused Mo Finance within a predefined timeframe.
Centers of Excellence. Egyptian Health
These centres will attract Council
fresh graduates to under- UHI organizations
served, remote governor- (UHIA,GAHAR and
ates in Egypt, addressing EHA)
healthcare workforce CAPMAS
distribution disparities

Cultivate a culture of Egyptian Health Council MoHP • Completion rates for specific training
continuous learning and Mo Higher Education modules or courses.
innovation within the UHI organizations • The average number of continuing
healthcare workforce by (UHIA, GAHAR and education credits or training hours
fostering ongoing train- EHA) completed per year.
ing, knowledge Other Public provid- • Knowledge and skills acquisition
exchange, and profes- ers/NGOs assessed through pre- and
sional development Private sector post-training tests or evalua tions.
initiatives International / devel- • Utilization rates of internal knowl-
opment partners edge-sharing platforms (e.g. online
forums, wikis).
• Number of published articles or
research collaborations among
healthcare professionals.
• Percentage of healthcare profession-
als completing recognized profes-
EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

sional development programmes.

• Increase in employee satisfaction
91

with career development opportuni-

ties.
92
PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

• Number of innovative ideas or

projects implemented by healthcare
professionals.
• Number of patent applications or
innovative solutions developed by
the healthcare workforce.

EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

• Improved patient outcomes or
service delivery efficiencies attribut-
ed to innovation

Strengthen medical Mo Higher Education MoHP • Percentage of specialized training

education and unleash Egyptian Health Council UHI organizations programmes supported by scholar-
continuous professional (UHIA, GAHAR and ships or alternative funding mecha-
development by forging EHA) nisms.
robust scholarship Other Public provid- • Number of healthcare professionals
partnerships, exploring ers / NGOs participating in e-learning courses,
innovative funding like Private Sector partnerships, or funded training
grants and loan repay- International /develp- programmes per year.
ments, expanding learn- ment partners
ing through Collabora-
tions and elearning

Introduce professional, Egyptian Health Council MoHP Number of professionals enrolled and
technical and specialized Mo Higher Education completing new diploma programmes
fellowships and diplomas Mo Defence within a set timeframe
in clinical skills, bridging Health related
gaps in academic Syndicates
programmes

PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Seek international Egyptian Health Council Mo Higher Education Percentage of training programmes
accreditation for train- MoHP achieving international accreditation
ing programme Mo Defence within a specific timeframe
Health related Syndi-
EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030
93 cates
94
PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

3. Strengthen and expand Conduct a comprehen- MoHP UHI organizations Percentage of identified gaps in PHC
comprehensive and inclu- sive needs assessment (UHIA, GAHAR and services and family health needs
sive PHC models of care of the population to EHA) addressed within a set timeframe.
(promotive, preventive, identify gaps in primary National Population
curative and rehabilitative), healthcare services and Council
encompassing primary, family health needs National Council for

EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

secondary, and tertiary Childhood and Mother-
services with effective refer- hood
ral within the framework of International/develop-
family health, and as part of ment partners
UHC

Implement measures to MoHP Egyptian Health Council • Increase in the utilization rate of
enhance and expand the EHA International/develop- family health services per capita
delivery of family health ment partners within a specific timeframe.
services at the PHC UPA • Percentage increase in coverage of
level. This includes essential family health services (e.g.
establishing and equip- antenatal care, immunization, child
ping family health health checkups) at PHC level within
centres or clinics, a specific timeframe.
providing training to
healthcare providers on
family-focused care, and
ensuring the availability
of essential medical
equipment and medica-
tions

PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Prioritize accessible MoHP Mo Planning • Percentage of population residing

healthcare by optimizing EHA Mo Finance within 5km of a Family Health Unit
service boundaries: Mo Local Develop- and 10km of a family health centre
Family Health Units for ment within a specific timeframe of imple-
20,000 population within UHI organizations menting optimized service bound-
5km, Family Health (UHIA and GAHAR) aries.
Centres for 40,000 within • Reduction in the average travel time
10km to the nearest Family Health
Unit/Centre within a predefined
timeframe.

Promote universal access MoHP Mo Social Solidarity

to family health services EHA NGOs/CSOs
by adopting outreach Percentage increase in utilization rates
strategies and communi- of family health services of implement-
ty engagement initiatives ing outreach strategies and community
engagement initiatives within a specific
timeframe.

Enhance the accessibility MoHP UPA Percentage of PHC facilities with consis-
of essential medicines EHA Mo Communications tent stock of 80% of essential medicines
and technologies in PHC Mo planning specified in the national essential drug
settings and across all Mo Local Develop- list within a specific timeframe of enhanc-
levels of healthcare facili- ment ing accessibility.
ties
EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030
95
96
PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Establish a robust MoHP EDA Percentage reduction in wastage of

governance framework EHA UPA pharmaceuticals within a specific time-
to ensure the rational Egyptian health frame of establishing a robust gover-
and optimal utilization Council nance framework.
of pharmaceuticals, GAHAR
promoting effective and International/

EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

equitable healthcare development
outcomes partners

Extend the coverage of MoHP Other Public Provid- Percentage of healthcare facilities
the geriatric health Mo Higher Education ers /NGOs implementing the geriatric health
assessment programme EHA Private sector assessment programme within a specific
to encompass 100% of International/devel- timeframe.
healthcare facilities opment partners

Expand coverage and MoHP UPA Percentage increase in coverage of early

enhance the quality of EHA International/devel- genetic disease detection services
early genetic disease opment partners within a specific timeframe.
detection services in
100% of facilities

PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Drive equitable cover- MoHP Mo Planning Percentage increase in vaccination

age of preventive and Mo Communication coverage for routine childhood and
vaccination services, UPA adult vaccines within a specific time-
leveraging automation International/devel- frame of leveraging automation across
across the care contin- opment partners the care continuum
uum

Modernize nationwide MoHP International/devel- Percentage reduction in vaccine wast-

vaccine cold chain for opmentpartners age rate in a specific timeframe of mod-
optimal potency and ernizing the nationwide vaccine cold
efficiency chain.

Upgrade existing health MoHP Mo Planning • Reduction in the distance between

offices and strategically Mo Finance health offices and underserved
establish new ones in areas, measured by the average
underserved areas, travel time or distance between an
coupled with optimized underserved area and the nearest
mobile units using a health office.
hotline booking system, • Increase in the number of under-
delivering care directly to served areas served by health offic-
those who need it most es, measured by the percentage of
underserved areas with access to a
health office within a specified
radius.
EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030
97
98
PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

• Increased compliance with immuni-

zation schedules for children, mea-
sured by the percentage of children
who have received all required
immunizations.
• Reduced rates of preventable

EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

diseases in underserved areas, mea-
sured by the incidence of specific
diseases such as childhood infec-
tious diseases or foodborne illness.

Launch a single digital MoHP Mo Planning • Percentage of births and deaths

platform for real-time Mo Communication registered within 24 hours through
birth and death registra- the unified digital platform within a
tion, unified with MoHP specific timeframe of its launch.

Expand Egypt’s health- MoHP Mo Environment • Number of operational standard-

care infrastructure with Mo Planning ized, high-quality, sustainable
20,000 hospital beds Mo Finance hospitals.
through a network of 100 UHI organizations • Percentage increase in the number
public standardized, (UHIA, of patients served by the healthcare
high-quality, sustainable GAHAR and EHA) system within a specific timeframe.
hospitals International/devel-
opment partners

PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

4. Enhance the quality of Develop and implement Egyptian Health Council MoHP • Percentage of healthcare facilities
healthcare services across standardized quality Mo Higher Education adhering to key quality metrics
all levels in both the public guidelines and protocols UHI organizations defined in the guidelines.
and private healthcare for healthcare service (UHIA, GAHAR and • Reduction in variances in healthcare
sectors delivery for public and EHA) delivery practices across providers
private sectors Other Public Provid- and sectors.
ers/NGOs • Percentage change in specific
Private Sector health indicators related to targeted
International/ areas covered by the guidelines
development partners (e.g. reduced infection rates,
improved patient satisfaction).
• Change trends in mortality and
morbidity rates for priority health-
care issues

Establish mechanisms for GAHAR MoHP Percentage increase in average score on

ongoing quality improve- Mo Higher Education performance evaluations of healthcare
ment, including regular UHI organizations facilities within a specific timeframe of
performance evaluations, (UHIA and EHA) establishing mechanisms for ongoing
feedback systems, and Other Public Provid- quality improvement.
benchmarking against ers/NGOs
best practices Private Sector
International/devel-
opment partners
EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030
99
100
PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Invest in training and GAHAR MoHP • Number of providers completing

professional develop- Mo Higher Education targeted training programmes
ment programmes in Egyptian Health within a specified timeframe.
healthcare quality for Council • Percentage reduction in specific
healthcare providers UHI organizations quality metrics post training (e.g.
(UHIA and EHA) percentage decrease in hospital-ac-
Other Public Provid- quired infections).

EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

ers / NGOs • Increase in the percentage of
Private Sector patients receiving evidence-based
International/devel- care practices aligned with training
opment partner content.
• Average patient satisfaction scores
on relevant dimensions (e.g. com-
munica-tion, shared decision
making) before and after training
implementation.
• Percentage change in resource
utilization rates for specific services
or medications post-training.

Promote a patient-cen- MoHP Mo Higher Education • Percentage increase in patient satis-

tred approach, involving UHI organizations Egyptian Health faction scores within a specific time-
patients in decision (UHIA, GAHAR and Council frame of promoting a patient-cen-
-making and tailoring EHA) Other Public Provid- tred approach, involving patients in
care to meet their ers / NGOs decision-making and tailoring care
individual needs Private Sector to their needs.
International/devel-
opment partners

PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Implement health infor- MoHP Mo Higher Education Reduction in medical record errors and
mation technology UHI organizations (UHIA, Mo Communication increase in access to patient records
systems to improve the GAHAR and EHA) Mo Planning within a specific timeframe of imple-
efficiency, accuracy, and Mo Finance menting health information technology
accessibility of patient Other Public Provid- systems.
records, facilitating ers / NGOs
better coordination of Private Sector
care International/develop-
ment partners

Strengthen infection MoHP GAHAR Percentage reduction in healthcare-as-

control and safety mea- EHA International/devel- sociated infection rates within a specific
sures to reduce the risk of Mo Higher Education opment partners timeframe of strengthening infection
healthcare-associated Other Public Provid- control and safety measures.
infections and enhance ers/NGOs
patient safety Private Sector

Establish mechanisms for MoHP Mo Communication Increase in participation rate in patient

patients to provide feed- Mo Higher Education International/devel- satisfaction surveys and implementation
back on their healthcare UHI organizations (UHIA, opment partners of patient feedback suggestions within a
experiences GAHAR and EHA) specific timeframe of establishing
Other Public Provid- patient feedback mechanisms.
ers/NGOs
Private Sector
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PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

5. Increase reliance on Conduct a comprehen- MoHP Mo Higher Education Number of high-impact areas identified
public financing for health sive review of the Mo Finance for increased public financing within the
to reduce out-of-pocket national health budget UHI organizations national health budget, aligned with
and catastrophic health to identify areas where (UHIA, GAHAR and reducing out-of-pocket expenditures,
expenditures and promote increased public financ- EHA) within a specific timeframe of complet-
financial risk protection for ing can be allocated. ing the review.

EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

all Ensure that the budget
is in alignment with the
objective of reducing
out-of-pocket expendi-
tures and expanding
UHC

Lobby and build public MoHP NGOs/CSOs • Percentage of surveyed citizens

support for a larger UHI organizations who support increased healthcare
health share in the state (UHIA, GAHAR and budget.
budget, highlighting the EHA) • Number of individuals signed up to
return on investment organizations supporting increased
and positive impact on healthcare funding.
public health • Frequency and positivity of media
coverage regarding the campaign
for a larger health share.

PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Conduct a comprehen- Mo Finance MoHP • Percentage of the staff trained in

sive training programme International/develop- Mo Higher Education programme-based budgeting concepts.
for dedicated staff, ment partners Egyptian Health • Percentage improvement in programme
transitioning them from Council cost analysis competency through pre-
line-item budgeting to UHI organizations and posttraining evaluations.
program-based budget- (UHIA, GAHAR and • Percentage increase in the utilization
ing, including hands-on EHA) rates of programme-based budgeting
workshops on tools in resource allocation decisions.
programme cost analysis, • Developed and implemented perfor-
resource allocation, and mance monitoring framework for key
performance monitoring programme indicators.
• Percentage reduction in budget varianc-
es between planned and actual expen-
ditures for pilot programmes using
programme-based budgeting.

Expand and improve UHI organizations (UHIA, MoHP Increase in percentage of population
health insurance schemes GAHAR and EHA) Mo Higher Education covered by UHI within a specific time-
to cover a broader range Other Public Provid- frame.
of healthcare services ers/NGOs
and beneficiaries Private Sector
International/devel-
opment partners
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PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Invest in health promo- MoHP Mo Higher Education Percentage reduction in prevalence of

tion and prevention Mo Youth leading diseases within a specific time-
programmes to reduce Mo Agriculture frame of investing in health promotion
the burden of diseases, Mo Social Solidarity and early disease detection
which can lead to a UHI organizations programmes.
decrease in healthcare (UHIA, GAHAR and

EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

expenditures. This EHA)
includes promoting a Other Public Provid-
healthy lifestyle and ers/NGOs
early disease detection Private Sector
International/devel-
opment partners

Expand/establish targeted Mo Social Solidarity Mo Finance Decrease in percentage of households

assistance programmes incurring catastrophic health expendi-
that provide financial tures within a specific timeframe of
support to individuals or establishing/expanding targeted assis-
families facing catastroph- tance programmes.
ic health expenditures,
ensuring they do not face
financial hardship due to
medical costs

PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Ensure effective and MoHP Mo Finance • Percentage increase in registry

equitable access to Mo Higher Education Mo Social Solidarity registrations for rare and genetic
healthcare for individuals EHA Egyptian Health diseases per year.
with rare and genetic Other Public provid- Council • Percentage of applications for Med-
diseases as well as other ers /NGOs UHIA ical Emergency Response Fund
medical emergencies Medical Emergency coverage approved for rare and
Response and Rare genetic diseases.
Disease Fund • Percentage access to specialized
treatment centres for targeted rare
and genetic diseases.
• Percentage of healthcare profes-
sionals trained in diagnosis and
management.
• Patient satisfaction rate with
received care (survey-based).
• Percentage diversification of fund-
ing sources (government, private,
etc.).

Formulate and incorpo- EDA MoHP Percentage reduction in share of overall

rate cost-effective Mo Finance healthcare expenses attributed to phar-
policies to tackle the UHIA macy-related costs within a specific
significant share of EHA timeframe of formulating and imple-
out-of-pocket healthcare menting cost-effective policies.
expenses linked to phar-
macy-related costs
EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030
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PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Explore partnerships MoHP Mo Higher Education Number of successful partnerships

between public health- UHIA Mo Finance established between public healthcare
care institutions and EHA Mo planning institutions and private sector entities,
private sector entities to Mo International with measurable improvements in
leverage resources and Cooperation healthcare access and affordability
expertise for expanding Private Sector within a specific timeframe.

EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

healthcare access while
maintaining affordability

Secure commitments MoHP International/devel- Increase in committed funding from

from multilateral and UHI organizations opment partners multilateral and bilateral donors for
bilateral donors, lever- (UHIA, GAHAR and Donors sustainable healthcare programmes,
aging existing invest- EHA) aligned with existing investments and
ments and showcasing showcasing measurable impact, within a
sustainable healthcare specific timeframe of proactive donor
programmes engagement activities.

6. Strengthen health Employ a data-driven MoHP International/devel- Number of prioritized areas for
systems leadership and approach to review Mo Justice opment partners improvement and integration in health
governance through health and health-relat- Mo Higher Education laws and regulations identified through
reviewing health and ed laws and regulations, UHI organizations the data-driven review, aligned with
health-related laws and prioritizing areas need- (UHIA, GAHAR and national health goals and UHC advance-
regulations to identify gaps ing improvement and EHA) ment, within a specific timeframe of
and inconsistencies that integration to effectively Other Public Provid- completing the review.
hinder the achievement of attain national health ers/NGOs
national health goals. goals and advance Private Sector
towards UHC

PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Prepare legislative MoHP International/devel- Number of legislative proposals and

proposals and policy Mo Justice opmentpartners policy changes developed to address
changes to address the Mo Higher Education identified gaps and promote effective
gaps and promote effec- UHI organizations (UHIA, health systems leadership and gover-
tive health systems lead- GAHAR and EHA) nance, with clear linkages to the
ership and governance Other Public Provid- data-driven review, within a specific
ers/NGOs timeframe of initiating legislative
Private Sector processes.

Drive progress towards MoHP International/devel- • ncreased compliance with updated

national health and Mo Justice opment partners legislation by relevant stakeholders
development objectives Mo Higher Education (e.g. healthcare providers, institu-
by enacting and opera- UHI organizations (UHIA, tions) within a specific timeframe of
tionalizing the updated GAHAR and EHA) enactment.
legislation Other Public Provid- • Measurable progress towards
ers/NGOs specific national health and devel-
Private Sector opment objectives linked to the
updated legislation within a specific
timeframe of implementation.
• Improved stakeholder engagement
and feedback mechanisms related
to the implementation of updated
legislation within a specific time-
frame of enactment.
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PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

7. Promote private sector Conduct a stakeholder MoHP Mo International Number of key partners identified from
engagement in the health analysis to identify UHI organizations Cooperation the health sector and other relevant
sector with the aim of potential partners in the (UHIA, GAHAR and Mo Higher Education fields (e.g. technology, private, NGOs)
improving healthcare acces- health sector EHA) Mo Social Solidarity with potential for successful public
sibility, quality and efficien- International/devel- sector collaborations, categorized by
cy opment partners their expertise and value proposition,

EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

General Authority for within a specific timeframe of complet-
Investment ing the stakeholder analysis.
Private Sector

Develop a framework MoHP Completion and adoption of a compre-

for private sector UHI organizations hensive private sector partnership
partnerships, outlining (UHIA, GAHAR and framework outlining clear roles, respon-
roles, responsibilities, EHA) sibilities, and objectives for all stake-
and objectives holders involved in healthcare PPPs,
with specific focus on areas like risk
allocation, financing mechanisms, and
performance monitoring, within a
specific timeframe of initiating frame-
work development.

Implement pilot MoHP Successful implementation of pilot PPP

projects to assess the UHI organizations projects targeting specific healthcare
effectiveness of PPPs in (UHIA, GAHAR and challenges (e.g. infrastructure develop-
improving healthcare EHA) ment, HIS, service delivery models),
accessibility, quality demonstrating measurable improve-
and efficiency ments in accessibility, quality, and
efficiency of healthcare services com-
pared to non-PPP approaches, within a
specific timeframe of project initiation.

PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Strengthening private MoHP Increase in participation and contribu-

sector partnerships UHI organizations tions from private sector entities
through seeking (UHIA, GAHAR and through corporate social responsibility
corporate social EHA) initiatives aligned with healthcare PPP
responsibility from the goals, demonstrated by:
private sector entities • Increased number of CSR partner-
ships formed with private compa-
nies for healthcare projects
• Higher financial or in-kind contribu-
tions from private entities towards
PPP initiatives.
• Improved visibility and brand repu-
tation of private companies
engaged in healthcare PPPs.

Facilitate collabora- MoHP Increased number and scope of collab-

tions between govern- UHI organizations orative projects between governmen-
mental bodies, private (UHIA, GAHAR and tal bodies, private sector entities, and
sector entities, and EHA) NGOs for joint investment in health-
NGOs to jointly invest care infrastructure, technology and
in healthcare infrastruc- service delivery.
ture, technology and
service delivery
EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030
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PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

8. Enhance the production Enhance regulatory Mo Industry MoHP • Increased number of production lines
and ensure the quality, frameworks and Mo Public Business Mo International for all healthcare related products
safety, and efficacy of standards for health Sector Cooperation within a specific time frame.
health products, including product manufacturing EDA Mo Higher Education • Increases percentage of domestic
medicines, vaccines, blood to ensure safety and UPA Mo Social Solidarity satisfaction of the healthcare related
products, family planning quality Private Sector UHI organizations products within a specific time frame.
methods, medical devices (UHIA, GAHAR and • Increases percentage of exportation

EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

and diagnostics EHA) of the healthcare related products
International/devel- within a specific time frame.
opment partners • Increased compliance rates with
General Authority for revised/newly established regulatory
Investment frameworks and standards for health
product manufacturing by pharma-
ceutical companies within a specific
timeframe of implementation, docu-
mented through inspections and
self-reporting mechanisms.

Enhance staff capacity in MoHP Mo Defence Increase in the number of healthcare

biosafety and bio-risk EGAC (Egyptian Accredi- Mo Higher Education personnel trained in biosafety and
management, laboratory tation Council) Mo Communications bio-risk management, laboratory quality
quality management EDA Egyptian Health management systems, and laboratory
systems, and laboratory Council management information systems, lead-
management information UHI organizations ing to improved proficiency and adher-
systems (UHIA, GAHAR and ence to protocols within a specific time-
EHA) frame of capacity-building programmes.

PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Streamline supply chains EDA MoHP Reduction in lead time for health prod-
for efficient product UPA Mo Higher Education uct distribution and decrease in invento-
distribution while manag- UHI organizations ry holding costs within a specific time-
ing production costs (UHIA, GAHAR and frame of implementing supply chain
effectively EHA) optimization strategies, without com-
Other Public Provid- promising product quality or availability.
ers/NGOs
Private Sector

Establish robust monitor- EDA MoHP Decrease in time to respond to and

ing systems for health UPA Mo Higher Education address safety concerns related to
product safety and NFSA UHI organizations health products, evidenced by faster
promptly address safety (UHIA, GAHAR and investigation and corrective action
concerns EHA) implementation within a specific time-
Other Public Provid- frame of establishing a robust monitor-
ers/NGOs ing system.
Private Sector

Improve accessibility to MoHP EDA Increase in percentage of the popula-

essential health prod- Mo Higher Education UPA tion with access to essential health
ucts across the country, UHI organizations products in public and private sectors
ensuring equitable (UHIA, GAHAR and through improved distribution networks
distribution to all popu- EHA) and equitable policies, with a focus on
lations Other Public Provid- underserved areas, within a specific
ers/NGOs timeframe of implementing accessibility
Private Sector initiatives.
EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030
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PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

PRIORITY II: PROMOTING HEALTH AND WELL-BEING THROUGHOUT THE LIFE COURSE

1. Strengthen health Conduct comprehensive MoHP National Population • Number of identified gaps in repro-
systems to ensure needs assessment to Council ductive, maternal, newborn, child,
universal access to quali- identify gaps in National Council for adolescent and elderly healthcare

EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

ty health service to all reproductive, maternal, Childhood and services across geographic regions
age groups. newborn, child, Motherhood and demographic groups.
adolescent and elderly International/ • Prioritization of identified gaps
healthcare services development based on severity, prevalence and
partners impact on health outcomes.

Enhance geriatric health MoHP NGOs/CSOs • Utilization rates of geriatric services in

services quality and Mo Higher Education underserved regions.
accessibility and expand UHIA • Increased number of health care facili-
coverage in under- EHA ties /programs that offers geriatric
served regions Other Public Provid- services
ers/NGOs • Improved quality of care indicators
Private Sector within healthcare facilities (e.g. patient
satisfaction, clinical outcomes).
• Increased access to essential
equipment, medicines and qualified
healthcare personnel in underserved
areas.

PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Effective implementation National Population MoHP • Achieve a targeted reduction in the

of the National Popula- Council Mo Higher Education total fertility rate from 2.85 in 2021
tion and Development Mo Planning to 2.1 by 2030.
Strategy 2023-2030 Mo Finance • Increase contraceptive prevalence
Mo Local Development rate from 66.4% in 2021 to 75% in
Mo Justice 2030.
Mo Housing • Reduce the unmet need for family
Mo Youth planning from 13.8% in 2021 to 6%
Mo Foreign Affairs in 2030.
Mo Social Solidarity
Mo Education Refer to the strategy for more details.
Mo Awqaf
Mo Culture
International/development partners

Fast-track the National MoHP Health Related Syndi- Reduction in maternal and neonatal
Midwifery Strategy’s cates mortality rates within a specified time-
action plan and launch Egyptian Health frame after implementing the strategic
strategic interventions to Council interventions.
combat health workforce National Council for
shortages and elevate Childhood and
maternal and newborn Motherhood
health outcomes International/develop-
ment partners

Expand and strengthen MoHP Mo Social Solidarity • Reduction in maternal and neonatal
the role of community National Population mortality rates within a specified
health workers to address Council timeframe after implementing the
EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

gaps in the health work- National Council for strategic interventions.

force, increase outreach Childhood and • Increased outreach services and
113

and enhance equity Motherhood utilization rates of FP services

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PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

NGOs/CSOs
International/development
partners

2. Promote healthy Conduct a comprehen- MoHP National Population • Number of identified priority health

EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

ageing and enhance sive health needs Council issues for older adults.
quality of life through the assessment for the Mo Higher Education • Availability of a comprehensive
life course elderly population International/devel- report with data-driven recommen-
opment partners dations.

Develop targeted inter- MoHP National Population • Number and type of interventions
ventions on identified Council developed for priority health issues.
health priorities and Mo Higher Education • Increased utilization rates of targeted
challenges International/devel- interventions by older adults.
opment partners • Measurable improvement in key
health indicators related to interven-
tion focus

Expand access to quality MoHP Mo Finance • Increased utilization rates of preven-

healthcare services, Mo Higher Education Mo Social Solidarity tive, curative and long-term care
including preventive, EHA EDA services by older adults.
curative, rehabilitative Other Public Provid- UPA • Reduction in financial barriers to
and long-term care, ers/NGOs UHIA accessing healthcare (e.g. cost,
ensuring affordability for Private Sector insurance coverage).
older adults • Increased capacity of primary care
facilities to serve older adults (e.g.
geriatric specialists).

PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Strengthen long-term MoHP Mo Finance • Increased availability and utilization

care services and support Mo Higher Education Mo Social Solidarity rates of diverse long-term care
systems to meet the EHA Mo Communication options (e.g. home-based care,
diverse needs of older Other Public Provid- EDA residential facilities).
adults, including home ers/NGOs UPA • Improved quality of care through
based care and residen- Private Sector UHIA enhanced standards and regula-
tial care facilities tions.
• Increased government or insurance
coverage for long-term care
services.

Advocate for health MoHP Mo Finance • Successful policy changes leading

insurance coverage for UHI organizations (UHIA Private sector to expanded health insurance
geriatric health services and EHA) coverage for geriatric health
and rehabilitation services and rehabilitation services.
services to promote well • Increased utilization of rehabilita-
being and independence tion services by older adults.
• Measurable improvements in
functional independence and quali-
ty of life of the elderly.

Build the capacity of Mo Higher Education Mo Social Solidarity • Number of healthcare providers and
healthcare providers, MoHP Egyptain Health caregivers trained in geriatric care.
caregivers, and relevant EHA Counsil • Improved knowledge and skills among
stakeholders to address Other Public Provid- International/devel- stakeholders in addressing unique
the unique needs of older ers/NGOs opment partners needs of older adults.
adults effectively Private Sector • Strengthened collaboration between
EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

healthcare providers, social organiza-

tions and policy makers.
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PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Partner with training MoHP Egyptian Health • Number of trained and certified
institutions and social Mo Higher Education Council caregivers in the workforce.
organizations to develop International/devel- • Increased availability of qualified
programmes for qualified opment partners caregivers to meet demand.
caregivers for older • Improved quality of care provided
adults and individuals by trained caregivers.
with disabilities

EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

Equip communities with MoHP Mo Social Solidarity • Increased vaccination rates of
knowledge about vacci- EHA International/develop- recommended vaccines among
nation and ment partners older adults.
medication for better • Improved understanding of medica-
health, while providing tion use and adherence among
easy access to mass older adults and caregivers.
screenings through all • Increased participation in mass
primary care units/ screenings for major health issues in
centres for elderly primary care units.

Utilize social media, MoHP Mo Social Solidarity • Improved health literacy among
consistent messaging, EHA International/devel- older adults and communities.
and community health opment partners • Demonstrated positive change in
workers to empower health-related behaviours based on
informed choices about informed decision-making.
health and well-being

PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Implement the specific MoHP Mo Social Solidarity • Operationalized action plan for
strategy for geriatric Mo Higher Education International/devel- geriatric psychiatry strategy within the
psychiatry within the EHA opment partners healthy ageing framework.
broader framework of Other Public Provid- • Increased access to mental health
healthy ageing ers/NGOs services for older adults.
Private Sector • Reduction in stigma and improved
mental health outcomes among elder-
ly.

3. Reduce all forms of Effective implementation MoHP Nutrition:

malnutrition through the of the National Food and Mo Higher Education • Halve undernourishment by 2030
life course with a Nutrition Strategy Mo Agriculture (4.7% to 2.4%).
particular focus on 2023-2030, which focus- Mo Supply • Cut food insecurity in half by 2025
people in vulnerable es on the following Mo Industry (34.2% to 16%), then reach 10.6% by
situation and at-risk points: Mo Social Solidarity 2030.
groups including social Mo Finance • Increase access to affordable healthy
and behavioural change Mo Irrigation diets by 2030 (19%).
communications 1. Build food systems EHA
that deliver healthy UHIA Child Health:
diets, enhance food NFSA • Cut stunting in children under five to
security, and reduce EDA 10% by 2030 (from 13%).
environmental impact UPA • Cut low birthweight by 30% (from
International/develop- 15.5%).
2. Increase the availabili- ment partners • Boost exclusive breastfeeding at 6
ty, affordability and months to 60% (from 40%).
equity of safe and nutri- • Increase normal delivery rates by 25 %
tious food for all • Double adequate complementary
feeding for infants aged 7 months to 2
3. Reduce stunting, years (from 23.3%).
EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

wasting and obesity

prevalence among
117

children and adoles-

cents
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PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

4. Improve diets to boost MoHP • Cut wasting in children under five to 2%

vital nutrients and reduce Mo Higher Education by 2030 (from 3%).
micronutrient deficien- Mo Agriculture • Stop overweight increase in children
cies Mo Supply under five (from 11.5%).
Mo Industry • Stop overweight/obesity increase in
5. Implement measures Mo Social Solidarity children and adolescents (from 17.6%).
to prevent and curb Mo Finance

EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

diet-related NCDs Mo Irrigation Micronutrient Deficiencies:
EHA • Cut anaemia in children under five to 15%
6. Strengthen the health UHIA by 2030 (from 27%).
system to deliver key NFSA • Cut anaemia in school children and
nutrition interventions EDA adolescents by 30%.
for everyone UPA • Cut anaemia in women of reproductive
International/develop- age by 50%.
7. Enhance leadership, ment partners • Maintain high vitamin A and iodine cover-
financing and gover- age.
nance for food security • Support children’s vitamin D and educate
and nutrition women on their needs.

8. Integrate climate Chronic Diseases:

adaptation and mitiga- • Cut average salt intake by 30% by 2025
tion strategies for (from 8.9 g/day).
sustainable food systems • Reduce saturated fat intake to below
and healthy diets 10% of energy by 2030.
• Eliminate industrial transfats.

PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

4. Prevent and control disabil- Establish early detection MoHP Mo Higher Education • Increased rate of early identification of
ity impact by implementing programmes to identify EHA Mo Social Solidarity disabilities through established
comprehensive services for disabilities at their Mo Finance programmes.
early detection, effective onset, enabling timely UHIA • Reduction in time between disability
rehabilitation,and holistic interventions UPA onset and initiation of interventions.
support for persons with National Council for • Improved functional outcomes for
disabilities Persons with Disabilities persons with disability due to early
Other Public Provid- intervention.
ers/NGOs
Private Sector

Introduce essential MoHP Mo Higher Education • Number of newborns screened for

genetic tests in neonatal EHA Mo Finance core genetic diseases within a specific
screening with plans to Other Public Provid- timeframe.
expand and refine the ers/NGOs • Percentage increase in the number of
programme based on Private Sector genetic disorders included in the
local data analysis UPA screening panel within a specific time-
UHIA frame.
EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030
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PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Secure sustainable Mo Finance MoHP • Percentage of eligible patients with

funding for the treatment Mo Social Solidarity Mo Higher Education genetic and rare diseases receiving
of genetic and UHIA EHA financial support from the fund for
rare diseases national Medical Emergency Other Public provid- treatment within a specific time-
health initiatives and Response and Rare ers /NGOs frame.
WHO recommendations Disease Fund • Development and implementation
Egyptian Health Council of a diversified funding model for

EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

the Medical Emergency Response
Fund, including public-private
partnerships and innovative financ-
ing mechanisms within a specific
timeframe.
• Establishment and operationaliza-
tion of a centralized patient registry
for genetic and rare diseases within
a specific timeframe.

Develop and imple- MoHP Mo Higher Education • Increased utilization rates of diverse
ment effective reha- Mo Social Solidarity rehabilitation services tailored to
bilitation services EHA individual needs.
that cater to the Other Public Provid- • Measurable improvement in
diverse needs of ers/NGOs functional independence and quali-
persons with disabili- Private Sector ty of life for persons with disability.
ties National Council for • High satisfaction rates among users
Persons with Disabili- of rehabilitation services.
ties
International/devel-
opment partners

PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Create a network of MoHP Mo Higher Education • Expanded accessibility and utiliza-

holistic support services Mo Social Solidarity tion rates of integrated support
that address physical, EHA services across physical, mental, and
mental, and social Other Public Provid- social domains.
well-being for persons ers\ NGOs • Reduction in unmet needs for
with disabilities and Private Sector essential support services among
elderly National Council for persons with disability.
Persons with Disabili- • Improved social integration and
ties community participation for persons
International/devel- with disability.
opment partners

Collaborate with health- MoHP Mo Higher Education • Strengthened partnerships between

care professionals, Mo Social Solidarity healthcare professionals, specialists,
specialists and communi- EHA and community organizations.
ty organizations to Other Public Provid- • Development and implementation
ensure comprehensive ers\NGOs of coordinated care plans for
disability services Private Sector persons with disability.
National Council for • Improved communication and infor-
Persons with Disabili- mation sharing across service
ties providers.
International/devel-
opment partners
EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030
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PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Promote awareness MoHP Mo Higher Education • Increase in public knowledge and

campaigns to reduce Mo Social Solidarity understanding of disabilities and
stigma around disabili- EHA available support.
ties and increase under- Other Public Provid- • Reduction in stigma associated with
standing of available ers\NGOs disabilities in the community.
support Private Sector • Increased positive attitudes and
National Council for social inclusion of persons with

EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

Persons with Disabili- disability.
ties
International/devel-
opment partners

Dedicate national public MoHP Mo Higher Education • Dedicated budget allocation for
health initiatives to Mo Social Solidarity initiatives addressing the health
supporting health needs EHA needs of persons with disabilities.
of persons with disabili- Other Public Provid- • Development and implementation
ties’ ers\NGOs of national policies and strategies
Private Sector for persons with
National Council for disabilities.
Persons with Disabili- • Improved health outcomes and
ties well-being for persons with disabili-
International devel- ties.
opment partners

PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

5. Mitigate health Foster collaboration and MoHP Mo Social Solidarity • Development and implementation
inequalities by proac- coordination among Mo Finance of joint policies and programmes
tively addressing the government sectors Mo Higher Education across government sectors address-
social determinants of (health, education, Mo Education ing social determinants of health.
health and collecting housing, etc.) to address Mo Agriculture • Improved communication and infor-
data disaggregated by social determinants of Mo Housing mation sharing between sectors on
such determinants to health Mo Local Develop- health-related issues.
monitor progress ment • Increased synergy and efficiency in
towards equity Mo Planning resource allocation for health
CAPMAS promotion.

Implement and scale up Mo Social Solidarity Mo Higher Education • Utilization rates of evidence-based
evidence-based social Mo Finance Mo Education programmes targeting key determi-
programmes targeting MoHP Mo Agriculture nants of health inequities.
key determinants of Mo Housing • Demonstrable improvements in
health inequities such as Mo Planning health indicators linked to targeted
Takaful and Karama and Mo Local Develop- social determinants (e.g. housing
Haya Karima initiatives ment quality and health, education level
(e.g. poverty, housing, Mo Environment and chronic disease prevalence).
education, food insecuri- UHI organizations • Positive cost-benefit analysis of
ty) (UHIA, GAHAR and programme implementation.
EHA)
EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030
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PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Implement poverty Mo Social Solidarity MoHP • Reduction in poverty rates among

reduction strategies and Mo Finance Mo Higher Education target populations.
income support Mo Education • Increased income levels for disad-
programmes to alleviate Mo Agriculture vantaged households.
socioeconomic dispari- Mo Housing • Improved well-being indicators (e.g.
ties UHIA educational attainment, child devel-
opment) for beneficiaries.

EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

Strengthen social Mo Social Solidarity MoHP • Utilization rates of social welfare
protection measures, Mo Finance Mo Higher Education and financial assistance
including social welfare Mo Education programmes by vulnerable
and financial assistance Mo Agriculture populations.
programmes, for vulner- Mo Housing • Reduction in hardship and econom-
able populations UHIA ic insecurity among beneficiaries.
• Improved access to essential
services (e.g. healthcare, food) for
vulnerable individuals.effectiveness
among beneficiaries and stakehold-
ers.

PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Implement targeted Mo Social Solidarity MoHP • Measurable improvements in health

interventions to address Mo Finance Mo Higher Education outcomes for targeted vulnerable
the specific needs of Mo Education groups (e.g. maternal health, chron-
vulnerable and margin- Mo Agriculture ic disease management).
alized populations, Mo Housing • Reduction in health disparities
focusing on health UHI organizations between vulnerable and non-vulner-
disparity reduction (UHIA, GAHAR and able populations.
EHA) • Increased satisfaction with
programme effectiveness among
beneficiaries and stakeholders.

Engage communities in MoHP Mo Higher Education • Increased participation of communi-

the design and imple- Mo Education ty members in health programme
mentation of health Mo Agriculture design and decision-making.
programmes, promot- Mo Housing • Development and implementation
ing community-based Mo Communications of sustainable community-based
solutions and Mo Social Solidarity health solutions.
decision-making International/devel- • Enhanced community ownership
opment partners and empowerment for positive
health outcomes.
EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030
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PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Enhance and broaden MoHP Mo Communications • Increased knowledge and under-

community awareness Mo Higher Education standing of health-related risk
and engagement initia- Mo Education factors and social determinants of
tives focused on a com- Mo Agriculture health among community members.
prehensive range of Mo Housing • Positive changes in health
health-related risk Mo Social Solidarity behaviours and practices informed
factors and social deter- International/devel- by awareness campaigns.

EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

minants of health opment partners • Sustained community engagement
in health promotion activities and
advocacy efforts

Integrate health impact MoHP Mo Higher Education • Number of policies and

assessments into Mo Education programmes across sectors incor-
policies and Mo Social Solidarity porating health impact assess-
programmes across Mo Agriculture ments.
sectors to identify and Mo Housing • Demonstrated mitigation of poten-
mitigate potential nega- International/devel- tial negative health effects through
tive health effects and opment partners policy adjustments.
promote health equity • Increased alignment of policies with
promoting health equity goals.

PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Mitigate health MoHP CAPMAS • Increased availability and utilization

inequalities through of disaggregated health data by
disaggregated data relevant social determinants.
driven interventions , • Identification and reduction of
targeting root causes and health disparities by social group
continuously monitoring through data-driven
progress towards equity interventions.
• Regular monitoring and evaluation
of progress towards health equity
using disaggregated data analysis.

6. Protect and promote Encourage interdisci- Mo Higher Education MoHP • Formation and active engagement
the health and well-be- plinary research to Mo Environment International/develop- of interdisciplinary research
ing of the population by better understand the ment partners networks and partnerships involving
addressing environmen- connections between stakeholders from different disci-
tal determinants of the environment and plines and sectors.
health health • Rise in the number of collaborative
research projects actively involving
researchers from diverse fields.
• Increased funding for interdisciplin-
ary research on environment-health
connections.
• Evidence-based policy changes and
interventions stemming from inter-
disciplinary research on environ-
EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

ment-health connections.
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PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Advocate for and imple- Mo Environment MoHP • Reduction in air pollution levels (e.g.
ment strong environ- International/devel- PM2.5) exceeding established
mental policies and opment partners national standards.
regulations to reduce air • Decrease in waterborne disease
pollution, water contam- outbreaks linked to contamination.
ination, and exposure to • Reduction in healthcare costs asso-

EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

hazardous substances ciated with exposure to hazardous
substances.

Implement MoHP MoHP Mo Environment Increased access to safe water, effective

Preventive sector’s Mo Local Develop- waste management systems, and
action plan, ensuring ment improved environmental monitoring for
access to safe water, Mo irrigation air and food safety.
effective waste manage- NFSA
ment, and environmen- International/devel-
tal monitoring for air opment partners
and food safety environ-
mental monitoring for
air and food safety

PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Reinforce the Presiden- MoHP Mo Social Solidarity Measurable reduction in disease risk
tial Initiatives for Public Mo Environment factors targeted by social and environ-
Health “100 Million Mo Education mental interventions.
Healthy Lives “Initiatives Mo Higher Education
by launching a second Mo Planning
phase focused on social Mo Financing
and environmental inter- UHI organizations
ventions for disease risk (UHIA, GAHAR and
factors EHA)
International/devel-
opment partners

Integrate sustainability MoHP Mo Environment Quantifiable environmental perfor-

into healthcare with the Mo Planning mance improvements within medical
Green Healthcare Initia- Mo Finance facilities (e.g. water conservation, waste
tive, transforming medi- UHI organizations reduction, renewable energy use).
cal facilities into exem- (UHIA, GAHAR and
plars of environmentally EHA)
responsible practices International/devel-
opment partners
EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030
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PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Encourage healthcare MoHP Mo Environment • Increased adoption of environmen

institutions to adopt International/devel- tally sustainable practices by health-
environmentally sustain- opment partners care institutions.
able practices • Reduced environmental footprint of
healthcare facilities (e.g. energy
consumption, waste generation).

EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

Train healthcare profes- MoHP Mo Environment Improved training and capacity of
sionals to recognize and International/develop- healthcare professionals to identify and
address health issues ment partners address environmental health issues.
related to environmen-
tal factors

Raise awareness about Mo Environment MoHP Increased public awareness and

the health impacts of International/develop- understanding of environmental
environmental factors ment partners health risks.
through public
campaigns and educa-
tional programmes

Develop and implement Mo Environment MoHP Increased coverage of effective waste

an encompassing International/develop- disposal and management systems
national policy for effec- ment partners (medical and non-medical).
tive waste disposal and
management (medical
and non-medical)

PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Increase hazardous MoHP Mo Environment • Cumulative increase in the percent-

waste treatment by Mo Higher Education age of hazardous medical waste
utilizing modern tech- Mo Planning treated using modern technologies
nologies to treat 30% of Mo Financing annually.
hazardous medical UHI organizations • Reduction in the volume of untreat-
waste by 2026 and (UHIA, GAHAR and ed hazardous medical waste stored
achieve 100% by 2030 EHA) or disposed of through traditional
Other Public Provid- methods.
ers/NGOs
Private Sector
International/develop-
ment partners

Foster collaboration Mo Environment MoHP Strengthened partnerships between

among government Mo Higher Education government agencies, NGOs, health-
agencies, NGOs, health- UHI organizations care organizations and communities.
care organizations, and (UHIA, GAHAR and
community groups to EHA)
address environmental NGOs/CSOs
health issues collectively Private Sector
International/devel-
opment partners
EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030
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PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

PRIORITY III: PREVENTION AND CONTROL OF DISEASES AND HEALTH-RELATED ISSUES OF PUBLIC HEALTH IMPORTANCE

1. Reduce and monitor Implement the updated MoHP Mo Agriculture Key NCD Target Indicators:
the escalating burden of Egypt Multisectoral Mo Finance
NCDs by implementing Action Plan for Noncom- Mo Trade • 35% reduction in deaths from NCDs
evidence-based, cost-ef- municable Diseases Mo Justice before age 70 by 2030.

EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

fective interventions Prevention and Control Mo Industry • 15% decrease in physical inactivity
targeting key risk factors, 2025-2030 Mo Higher Education compared to baseline by 2030.
and managing prevalent Mo Communications • 30% relative reduction in average
NCDs, including cardio- Mo Planning salt/sodium intake by 2030.
vascular disease, diabe- Implement the interven- Mo Local Develop- • 25% reduction in sales of SSBs
tes, cancer, and chronic tions which are consid- ment • 30% relative reduction in tobacco
respiratory diseases ered to be the most Mo Supply use by 2030.
cost-effective and feasi- International/devel- • 25% decrease in the proportion of
ble for implementation opment partners adults with raised blood pressure by
with a particular focus on NGOs/CSOs 2030.
the following: EDA • Halting the increasing trend in both
UPA diabetes and obesity prevalence by
NFSA 2030.
1. Increase excise taxes • 25% coverage of preventive drug
on tobacco products therapy for CVD by 2030.
• 80% availability of essential NCD
2. Implement plain/stan- medicines and basic technologies
dardized packaging and for major NCDs by 2030.
graphic health warnings
on tobacco packages

3. Enact comprehensive
bans on tobacco adver-
tising, promotion and
sponsorship

PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

4. Eliminate exposure to
second-hand tobacco
smoke in indoor work-
places, public places
and public transport

5. Conduct effective
mass-media campaigns
to educate the public
about the harms of smok-
ing/tobacco use and
second-hand smoke

6. Reduce salt intake

through food reformula-
tion and setting maxi-
mum permitted levels
for salt in food

7. Establish supportive
environments in public
institutions for providing
low-salt options
EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030
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PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

8. Implement behaviour
change communication
and mass-media
campaigns to reduce
salt intake

EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

9. introduce front-of-pack
labelling for salt content
in food products

10. Conduct communi-

ty-wide public educa-
tion and awareness
campaigns for physical
activity, including
mass-media campaigns
and community-based
programmes

11. Applying smart

packages of health taxes
on sugar sweetened
beverages (SSB)

12. Establish supportive

environments in public
institutions for providing
low-Sugar options

PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

13. Implement behaviour

change communication
and mass-media
campaigns to reduce
Sugar intake

14. Introduce front - of -

pack labelling for sugar
content in SSB.

Implement the relevant Refer to Priority II, Objective 3.

national strategic plans,
particularly the National
Food and Nutrition Strat-
egy 2023-2030

2. Support building the Collect and analyse data MoHP Mo Higher Education • Robust evidence-based analysis
evidence for the business on NCD burden and Mo Finance quantifying the cost-effectiveness of
or investment rationale of costs CAPMAS NCD interventions and potential
addressing NCDs and UHI organizations cost savings from improved health
other emerging health (UHIA, GAHAR and outcomes.
concerns that hold public EHA) • Secured and sustained increase in
significance, targeted at EDA budget allocation for NCD preven-
non-health stakeholders UPA tion and control programmes,
NGOs/CSOs aligned with the recommendations
International/devel- of the investment case.
EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

opment partners
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PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Perform cost-benefit
analysis for NCD inter-
ventions

Engage stakeholders

EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

and collaborate for
support

Identify evidence-based
interventions for NCDs

Assess and mitigate

risks in implementation

Establish monitoring and

evaluation framework

Develop funding strate-

gy and financial sustain-
ability plan

PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Advocate for policy

alignment and integra-
tion of NCD priorities

3. Strengthen mental Introduce mental health Mo Education MoHP Development and implementation of
health and well-being education programmes school-wide mental health protocols
across the lifespan in schools for early and emergency response plans.
through improving awareness and under-
access to mental health standing.
services, reducing stigma
surrounding mental
health issues, promoting Early detection and inter- MoHP Mo Higher Education Early detection and intervention rates
mental health awareness vention for genetic Mo Social Solidarity for genetic diseases, childhood mental
and education, and diseases, childhood Mo Finance health issues, and autism
enhancing integration of mental health, and autism Other Public Providers.
mental healthcare NGOs
services at PHC levels Private Sector
UHIA
EHA
UPA

Improve access to quality MoHP Mo Social Solidarity • Increased treatment capacity by

mental health services, Mo Higher Education Mo Finance 25% through new bed availability
expanding facilities and EHA UPA and admissions, along with upgrad-
integrating them into Other Public Provid- ed programmes, streamlined infec-
existing healthcare ers/NGOs tious disease testing (HCV/HIV/H-
EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

systems Private Sector BV), and opioid substitution therapy

availability
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PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

• Expanded access to addiction

treatment, including specialized
services for adolescents and
integration within existing hospi-
tals.

Include mental health UHI organizations MoHP • Inclusion of mental health services in

EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

services in UHI system (UHIA, GAHAR and UHI coverage and utilization rates.
EHA)

Increase youth/adoles- MoHP Mo Education 20% annual growth in the number of

cent support clinics and UHI organizations Mo Higher Education youth/adolescent support clinics,
integrate children’s (UHIA, EHA) Other Public Provid- expanding service availability and early
mental health services ers. intervention opportunities.
with primary care NGOs
Private Sector

Open additional clinics MoHP Mo Social Solidarity Increased access to geriatric psychiatry
to cover elderly support Mo Higher Education Mo Finance services through new clinics and special-
needs and build a EHA UHIA ist networks.
network of geriatric Other Public Providers. Egyptain Health
psychiatry specialists NGOs Council
Private Sector

PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Implement the National MoHP Mo Higher Education Utilization of online resources, telether-
e-Mental Health and Mo Communication apy services, and expanded hotlines
Addiction Plan, including EHA offered by the National e-Mental Health
online resources, Drug Control Fund and Addiction Plan.
teletherapy, and expand-
ed hotlines

Expand the mental MoHP Mo Higher Education Growth in the number of mental health
health workforce, EHA professionals (doctors, nurses, psychol-
including doctors, ogists).
nurses and psychologist

Increase and train MoHP Mo Higher Education Percentage of healthcare professionals

healthcare professionals Egyptain Health Council trained in advanced psychotherapy and
in psychotherapy and EHA treatment methods.
treatment methods

Invest in training geriat- MoHP Mo Higher Education Distribution of geriatric psychiatry

ric psychiatry specialists Mo Social Solidarity specialists across hospitals and rural
and caregivers for older Egyptain Health Council areas.
adults EHA
UHIA
EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030
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PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Train primary care provid- MoHP Mo Higher Education Percentage of primary care providers
ers in mental health EHA trained and equipped for basic mental
screening and basic treat- Egyptain Health health screening and intervention.
ment to enhance integrat- Council
ed care delivery

EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

Develop and implement MoHP Private sector Change in public attitudes towards
public awareness NGOs/CSOs mental health measured through
campaigns to reduce International devel- surveys or social media analysis.
stigma and encourage opment partners
open conversations about
mental health

Collaborate with employ- MoHP All Ministries Number of workplaces implementing

ers to create mentally Private sector mental health initiatives for employees.
healthy workplaces offer- International/devel-
ing resources and opment partners
support to employees

PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Implement the National MoHP Mo Higher Education Operationalized action plan for the
Strategy and Action Mo Education national strategies and action plans for
Plan for Drug Addiction Mo Solidarity drug addiction treatment, children and
Treatment with new Mo Interior adolescents’ mental health, and geriat-
centres, capacity-build- UHI organizations ric psychiatry.
ing and tailored care (UHIA, GAHAR and
EHA)
Drug Control Fund
Private NGOs/CSOs
International/devel-
opment partners
Implement the National
Strategic and Executive
Plan for Children and
Adolescents’ Mental
Health, focusing on
school integration,
specialized services and
community awareness

Implement the National

Strategy and Action
Plan for Geriatric Psychi-
atry with specialist
networks, primary care
integration and public
awareness campaigns
EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030
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PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

4. Support national initia- Ensure equitable MoHP Mo Social Solidarity Reduction in disparities in healthcare
tives/or programmes to access to healthcare Mo Communication access between vulnerable and non-vul-
eliminate endemic services, including Mo Planning nerable groups.
emerging and re-emerg- preventive measures Mo Finance
ing infectious threatening and treatments, for Mo Interior
the population and vulnerable popula- Mo Local Develop-
people in vulnerable tions ment

EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

situations and ensure Mo Education
their sustained effective- Mo Higher Education
ness, including increasing Mo Irrigation
vaccination coverage Mo Agriculture
Mo Supply
UHI organizations
(UHIA, GAHAR and
EHA)
Private Sector
NGOs/CSOs
UPA
EDA
International
development
partners
Expand mobile health- Geographical coverage ofmobile
care units or outreach healthcare units/outreach
programmes to reach programmes in underserved areas
populations in vulnera-
ble situations and in
remote or underserved
areas, providing essen-
tial healthcare services
and information

PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Engage local communi- Increased community ownership

ties in the design and and support for healthcare initia-
implementation of tives.
prevention and control
interventions to ensure
that the interventions
meet the needs of
populations in vulnera-
ble situations and at-risk
populations in vulnera-
ble situations and at-risk
populations

Partner with NGOs and Jointly implemented programmes

civil society groups that activities addressing the specific
have expertise in work- health needs of vulnerable groups.
ing with vulnerable
situations and at-risk
populations
EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030
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PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Improve the coverage and • Vaccination coverage rates for

quality of the vaccination key childhood and adult diseas-
programme and intro- es exceeding national targets.
duce new vaccines as • Timely introduction and
recommended by WHO integration of new WHO-rec-
and other international ommended vaccines into the

EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

organizations (achieve national programme.
high immunization cover-
age for key childhood and
adult diseases through
mandatory vaccination
programmes,
significantly reducing
morbidity and mortality)

Strengthen and expand Refer to Priority IV, Objective 3.

national surveillance
system

Strengthen and expand Refer to Priority IV, Objective 4.

national laboratory
services including
mobile services

PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Sustain schistosomiasis • Annual decrease in schistosomia-

prevalence below 1% by sis prevalence across targeted
2030 through targeted communities.
prevention and control • Increased coverage and effec-
programmes tiveness of preventive interven-
tions (mass praziquantel treat-
ment, water sanitation, hygiene
education).

Eliminate anaemia and • Reduction in rates of anaemia

stunting in students by and stunting among school-aged
2030 through universal children.
childhood vaccination, • Increased childhood vaccination
robust parasite control coverage for relevant diseases
measures, and improved (e.g. measles, rubella).
nutrition • Expanded access to parasite
control measures and improved
school-based nutrition
programmes.

Update trachoma preva- • Updated national trachoma prev-

lence, implement effec- alence maps through popula-
tive treatment, and tion-based surveys.
integrate it into national • Increased access to and utiliza-
surveillance by 2026, tion of effective trachoma treat-
contributing to elimina- ment.
tion efforts • Integration of trachoma data into
EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

existing national surveillance

systems.
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PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Strengthen national • Maintenance of zero reported

immunization pro- cases of polio, measles and rubel-
grammes and surveil- la.
lance systems to ensure • High immunization coverage
the continued elimination rates among children for relevant
of polio, measles and vaccines.

EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

rubella • Strengthened surveillance
systems to detect and rapidly
respond to potential outbreaks.

Consolidate achieve- • Sustained zero transmission of

ments in malaria, filaria- malaria, filariasis and visceral
sis, and visceral leish- leishmaniasis in areas previously
maniasis elimination declared elimination zones.
while intensifying inter- • Continued surveillance and
ventions for sustained targeted interventions to prevent
control of cutaneous reintroduction of these diseases.
leishmaniasis • Intensified control measures for
cutaneous leishmaniasis in
endemic areas.

Implement comprehen- • Increased public awareness and

sive leprosy control reduced stigma associated with
programmes with early leprosy.
diagnosis, effective • Integration of leprosy prevention
treatment, and social and control into broader health-
integration efforts to care services.
achieve disease elimina-
tion

PRIORITIES AND OBJECTIVES, KEY IMPLEMENTING ACTIONS,

KEY IMPLEMENTERS AND KEY INDICATORS

PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Develop and implement Sustain the elimination of viral hepati-

the sustainability strate- tis “C” as a public health threat by
gy for HCV Elimination 2030, as defined by the WHO’s viral
hepatitis path to elimination criteria

Ensure continuous update Impact:

and review of the HIV • Percentages of key populations
strategy (2024-2030) (MSM,PWID,FSW) who are living
and its alignment with the with HIV (IBBSS surveys).
national priorities and • HIV incidence: Number of people
global targets newly infected with HIV per 1000
uninfected population.

Outcome:
ercentage of adults and children with
HIV,known to be on treatment 12
months after initiation of antiretrovi-
ral therapy

Coverage:
Percentage of key populations
(MSM,PWID,FSW) reached with HIV
prevention programs - defined pack-
age of services

Accelerate the plans for Achieving the WHO’s criteria for

elimination of mother to EMTCT for HBV, HIV, and syphilis as
EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

child transmission per “the viral hepatitis path to elimina-

(EMTCT) of HBV, HIV and tion criteria “
147

syphilis
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PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

PRIORITY IV: ENHANCING PREVENTION, PREPAREDNESS, DETECTION AND RESPONSE FOR HEALTH SECURITY

1. Enhance health system Strengthen governance MoHP Mo Finance • Increase in multisectoral collabora-
resilience by strengthening and financing structures Mo Social Solidarity tion agreements for health system

EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

emergency preparedness at for sustainable, equitable Mo Planning preparedness.
all levels and improving resource allocation and Mo International Coop- • Percentage of health system budget
integration to prevent, enhanced coordination eration allocated to preparedness activities.
detect, respond to, and and collaboration across Mo Foreign Affairs
recover from public health government agencies, Mo Industry
emergencies and disasters, healthcare providers, and Mo Youth
all while maintaining essen- civil society Mo Environment
tial health services Mo Agriculture
Mo Irrigation
Mo Communication
Mo Higher Education
Mo Interior
Mo Defence
Mo Education
Mo Civil Aviation
Mo Transportation
Egyptian Health Council
EDA
UPA
EHA
UHIA
NGOs/CSOs
Private Sector
International/develop-
ment partners

PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Enhance surveillance and MoHP International/devel- • Time to detect and report

early warning systems for opment partners outbreaks within a specific time-
rapid identification and frame of initial case identification.
response to diverse • Accuracy of early warning systems
threats for predicting pandemics measured
by sensitivity and specificity.
• Percentage reduction in time lag
between warnings and public health
interventions.

Equip healthcare work- MoHP Mo Finance • Percentage of healthcare workers

force with training, surge Mo Social Solidarity trained in emergency preparedness
capacity, and ongoing Mo Higher Education and response protocols.
development for emer- Egyptian Health • Number of additional healthcare
gency preparedness Council personnel mobilized during a simu-
EHA lated or real emergency.
Other Public Provid- • Improvement in healthcare worker
ers/NGOs competency scores for managing
Private Sector diverse threats.
International/devel-
opment partners

Secure supply chains and MoHP International • Diversification index for essential medi-
logistics for efficient EDA development cines and medical supplies (diversifying
delivery and stockpiling UPA partners the sources of these products, reducing
of essential resources reliance on a single supplier), and
strengthening the supply chain.
• Average delivery time for critical
EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

resources during emergencies reduced.

• Stockpile sufficiency to meet needs for
149

a specific duration for key items.

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PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Empower communities Mo Communications MoHP Participation rate in community-based

through trusted commu- preparedness initiatives.
nication, engagement
and risk-reduction skills

EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

Strengthen: Health infra- Mo Communications MoHP • Percentage of health facilities with
structure and digital disaster-resilient infrastructure.
technologies for • Integration of digital tools for data
resilience and efficient sharing and response coordination
response coordination across agencies.
• Percentage reduction in response
coordination time through digital
tools.

Champion research and Mo Higher Education MoHP • Increase in research funding dedi-
innovation to support cated to health system resilience.
knowledge sharing, • Number of research findings trans-
adaptation and resilient lated into policy and practice
health solutions changes for resilience.
• Adoption rate of innovative
solutions for health system
preparedness.

PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

2. Foster national, Develop National Action MoHP Mo Finance • Development and finalization of
regional and global Plan for Health Security Mo Social Soildarity NAPHS within agreed timeframe.
health security by (NAPHS) Mo Planning • Percentage of national health priori-
enhancing the IHR and Mo International ties and strategies integrated into
pandemic preparedness Cooperation NAPHS.
and response mecha- Mo Foreign Affairs • Level of stakeholder engagement
nisms Mo Industry and ownership in NAPHS develop-
Mo Youth ment process.
Mo Environment
Mo Agriculture
Mo Irrigation
Mo Communication
Mo Higher Education
Mo Interior
Mo Defence
Mo Education
Mo Civil Aviation
Mo Transportation
Egyptian Health
Council
EDA
UPA
EHA
UHIA
NGOs/CSOs
Private Sector
International
development
partners
EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030
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PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Harmonize national MoHP WHO • Compliance score for implementing

practices with the IHR core IHR requirements (WHO
assessment).
• Reduction in discrepancies between
national health regulations and IHR
standards.
• Number of joint training exercises

EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

conducted with WHO and other
partners on IHR compliance.

Sharpen disease surveil- MoHP Mo Higher Education • Timeliness of disease reporting.

lance and reporting EHA • Completeness and accuracy of
systems for rapid threat Other Public Provid- reported data on priority diseases.
identification and ers/NGOs • Utilization of real-time disease
response International/devel- surveillance and early warning
opment partners systems.

Equip laboratories with MoHP Mo Finance • Percentage of laboratories with

cutting-edge capacity for Mo Higher Education upgraded equipment for outbreak
swift outbreak detection EHA detection and control.
and control EDA • Availability of essential diagnostic
UPA tests and reagents for priority
diseases.
• Time to diagnose and confirm
outbreaks.

PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Nurture a well-trained, MoHP Mo Higher Education • Completion rate of training

equipped and globally Mo Finance programmes for healthcare workers on
connected health work- Mo Social Solidarity emergency preparedness and
force Egyptian Health Council response.
EHA • Percentage of healthcare workers with
Other Public access to ongoing professional devel-
Providers/NGOs opment opportunities.
Private Sector • Level of collaboration and information
International sharing between Egyptian healthcare
development partners personnel and global partners.

Bridge information gaps MoHP Mo Communications • Development and implementation of a

within Egypt and across Mo Social Solidarity national health information exchange
borders for coordinated International system.
action development partner • Frequency and effectiveness of inter-
sectoral and cross-border communica-
tion mechanisms.
• Increase in public awareness and
understanding of health threats and
risk reduction measures.

Evaluate core capacities MoHP WHO • Number of Intra-Action Reviews

through "Intra-Action conducted each year on critical health
Reviews" to drive contin- security domains.
uous improvement • Implementation rate of actionable
EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

recommendations from Review findings.

• Improvement in core capacities based
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on consecutive Review outcomes.

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PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Strengthen global report- MoHP WHO • Timeliness and quality of comple-

ing through IHR States tion of IHR SPAR report (WHO
Parties Self-Assessment standard).
Annual Report (SPAR) • Participation rate in JEE and
and Joint External Evalu- successful completion of recom-
ation (JEE) mendations.
• Increased adherence to IHR core

EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

requirements after JEE.

Boost capabilities of MoHP Mo Civil Aviation • Number of trained and equipped

Egyptian border quaran- Mo Transport personnel dedicated to border
tine by augmenting International/develop- health screening.
human resources, ment partners • Upgrade of infrastructure and tech-
upgrading infrastructure, nology at border entry points for
and equipping all entry efficient screening.
points for efficient public • Reduction in time for passenger
health screening and health clearance at borders.
disease control

Deploy rapid response MoHP WHO • Deploy rapid response teams (RRTs) in
teams (RRTs) in all gover- all governorates for swift and effective
norates for swift and intervention during health emergen-
effective intervention cies MoHP WHO Establishment and
during health emergen- operationalization of RRTs in all gover-
cies norates within specified timeframe.
• Response time of RRTs to suspected
outbreaks/emergencies.
• Success rate of RRT interventions in
containing and mitigating outbreaks.

PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Test and learn through MoHP WHO • Frequency and scope of multi-agency
regularly conducted health emergency simulation exercises
and analysed simula- conducted annually.
tion exercises with • Level of participation and engagement
relevant agencies to of relevant stakeholders in simulations.
rehearse responses to • Identification and implementation of
diverse health threats improvement actions based on lessons
learned from simulations.

Continuously improve MoHP WHO • Completion of AARs for all significant

preparedness through health events and emergency response
After-Action Review interventions.
(AAR) processes after • Implementation rate of actionable
every event recommendations from AAR findings.
• Demonstrable improvement in
preparedness and response effective-
ness over time.

Elevate public health MoHP WHO • Increase in the number of graduates and
expertise by expand- Egyptian Health qualified professionals from the MoHP’s
ing and empowering Council epidemiology training programme.
the MoHP Preventive • Enhanced technical skills and knowl-
sector’s clinical epide- edge of graduates in outbreak investi-
miology training gation and control.
programme. • Participation of graduates in national
EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

and international public health initia-

tives.
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PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

3. Strengthen and Improve national MoHP Mo Higher Education • Percentage of national reporting
promote an integrated surveillance system Mo Communication sites equipped with modern surveil-
national surveillance infrastructure and Mo Finance lance technology by 2026 and 2030.
system including antimi- technology for timely Mo Agriculture • Timeliness of data reporting.
crobial surveillance and reliable data Mo Environment • Data completeness and accuracy
system EHA rate based on data audits.

EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

UHIA
UPA
Other Public Provid-
ers/NGOs
International/devel-
opment partners

Standardize data collec- • Percentage of healthcare personnel

tion methods and train trained on standardized data collec-
personnel to ensure data tion methods by 2026 and 2030.
quality • Compliance rate with standardized
data collection protocols across
reporting sites.
• Improvement in data quality scores
based on regular assessments.

Foster collaboration • Number and frequency of joint surveil-

between healthcare, lance activities between healthcare,
veterinary and environ- veterinary, and environmental sectors.
mental sectors • Development and implementation of
intersectoral data-sharing mechanisms.
• Increase in collaborative publications
and research projects across sectors.

PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Engage laboratories and MoHP Mo Higher Education • Percentage of laboratories participat-

research institutions for Mo Finance ing in antimicrobial resistance testing
accurate antimicrobial Mo Agriculture networks.
resistance testing Mo Environment • Accuracy rate of antibiotic susceptibili-
EHA ty testing based on external quality
UHIA control assessments.
EDA • Utilization of data for informing antibi-
UPA otic stewardship programmes.
Other Public Provid-
ers/NGOs
International/devel-
opment partners

Utilize data for MoHP Mo Higher Education • Number of evidence-based public

policy-making, monitor Mo Agriculture health policies informed by surveil-
trends, and encourage Mo Environment lance data.
international collabora- EHA • Frequency of national and internation-
tion Other Public al data sharing for disease trend analy-
Providers/NGOs sis.
International/ • Participation in global surveillance
development partners networks and outbreak investigations.
EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030
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PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Increase hospitals MoHP Mo Higher Education • Target indicator: Increase in the

covered by indica- EHA number of hospitals covered by
tor-based surveillance by EDA indicator-based surveillance
5% in 2026 and 20% in UPA (targets: 5% by 2026, 20% by 2030).
2030 Other Public Provid- • Improvement in the quality and
ers/NGOs comprehensiveness of hospi-
International/devel- tal-based surveillance data.

EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

opment partners

Develop and train all MoHP Mo Higher Education • Completion of training on

governorates on Mo Agriculture event-based reporting in all gover-
event-based reporting by Mo Environment norates by 2030.
2030. Launch a smart- Mo Communication • Number of events reported through
phone application for EHA the smartphone application by
event reporting by 2030 UHIA 2030.
EDA • Improvement in timeliness and
UPA accuracy of event reporting.
Other Public Provid-
ers/NGOs
International
development
partners

PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Scale up communi- MoHP Mo Higher Education • Expansion of community-based

ty-based surveillance Mo Agriculture surveillance programmes to all
from 10 to all governor- Mo Environment governorates.
ates by 2026. Launch a EDA • Increase in community participation
community reporting UPA in disease reporting and awareness
application by 2030 International/devel- activities.
opment partners • Utilization rates of a community
reporting application.

Strengthen national MoHP Mo Higher Education • Increase in the number of annual

surveillance capacities Mo Agriculture surveillance workshops and partici-
through increasing the Mo Environment pants.
implementation of annual EHA • Development and implementation of
surveillance workshops Egyptian Health Council comprehensive on-the-job training
and on-the-job training Other Public Provid- programmes for surveillance person-
opportunities ers/NGOs nel.
International/develop- • Improvement in surveillance skills and
ment partners knowledge among healthcare workers.

Increase air quality moni- MoHP Mo Higher Education • Target indicator: Increase in the
toring stations from 80 to Mo Agriculture number of air quality monitoring
120 by 2030 and consis- Mo Environment stations (target: 120 by 2030).
tently enforce national air Mo Local Develop- • Rate of compliance with national air
quality standards ment quality standards.
UPA
International
development
EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

partners
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PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Align environmental MoHP Mo Higher Education Alignment of environmental monitoring

monitoring decisions Mo Agriculture decisions and publications with global
and publications with Mo Environment standards by 2026.
global standards. EHA
UHIA
Other Public Provid-
ers/NGOs

EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

International/devel-
opment partners

Fast-track national MoHP Mo Higher Education • Percentage of hospitals implement-

anti-AMR efforts EHA ing the revised national anti-AMR
through a nationwide EDA action plan.
roll-out of the revised UPA • Reduction in antibiotic use and
2018-2022 National Other Public Provid- inappropriate prescribing practices.
anti-AMR Action Plan, ers/NGOs • Decreased prevalence of antibiot-
covering all hospitals International/devel- ic-resistant bacteria in healthcare
within every Egyptian opment partners settings.
governorate by 2030, to
safeguard public health
and prevent escalating
drug resistance

PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

4. Strengthen public Prioritize investments in MoHP Mo Higher Education • Percentage of laboratories

health laboratory state-of-the-art diagnos- Mo Agriculture equipped with key diagnostic tech-
services, testing capaci- tic technologies and Mo Finance nologies for priority diseases.
ties and networks reagents for epidemio- EHA • Reduction in turnaround time for
logical analyses, aiming UHIA test results due to improved equip-
to strengthen national Other Public ment.
detection capabilities Providers/NGOs • Increase in accuracy and specificity
and improve data-driven EGAC of diagnostic tests compared to
public health interven- International/devel- baseline.
tions opment partners

Establish a national labo- MoHP Mo Higher Education • Number of functional and intercon-
ratory network that Mo Agriculture nected public and private laborato-
promotes collaboration Mo Finance ries within the network.
among public and private EHA • Frequency and effectiveness of
sector laboratories for UHIA resource sharing and collaborative
efficient resource utiliza- Other Public activities among network members.
tion Providers/NGOs • Reduction in duplicate testing and
EGAC optimization of resource allocation.
International/devel-
opment partners
EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030
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PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Develop / update MoHP Mo Higher Education • Percentage of laboratories implement-

standardized testing Mo Agriculture ing the national standardized testing
protocols and quality Mo Finance protocols for priority diseases.
control measures to EHA • Rate of compliance with established
ensure consistent and Other Public quality control measures across the
reliable results Providers/NGOs network.
EGAC • Consistency and reliability of test

EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

International/devel- results across different laboratories.
opment partners

Design and implement MoHP Mo Higher Education • Participation rate of laboratory

robust capacity-building Mo Agriculture personnel in relevant training
programmes for labora- Mo Finance programmes.
tory professionals, ensur- EHA • Increase in knowledge and skills of
ing continuous skill Egyptain Health laboratory staff on new technolo-
refinement and knowl- Council gies and procedures.
edge expansion, while Other Public • Improved performance on profi-
extending these oppor- Providers/NGOs ciency testing assessments.
tunities to engage private EGAC
sector personnel for a International/devel-
unified and effective opment partners
public health response
system

Establish a licensing MoHP Ministry of Number of qualified and licensed

system for vector-borne Agriculture vector-borne disease control personnel.
disease control person- Egyptain Health
nel to ensure competen- Council
cy and adherence to
best practices

PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Expand laboratory infra- MoHP Mo Higher Education • Number of new laboratories estab-
structure to reach under- Mo Agriculture lished or upgraded in underserved
served areas, ensuring Mo Finance areas.
equitable access to EHA • Utilization rates of laboratory services
testing services UHIA by populations in these areas.
EDA • Reduction in geographical disparities
UPA in access to testing.
Other Public
Providers/NGOs
International/devel-
opment partners

Deploy mobile labs to MoHP Mo Higher Education Number of deployed mobile labs and
expand healthcare access Private Sector communities served.
in underserved communi- NGOs/CSOs
ties

Enhance data-sharing MoHP Mo Communications • Development and implementation of

mechanisms and interop- Mo Higher Education secure data-sharing platforms across
erability between labora- Mo Agriculture laboratories.
tories to streamline infor- EHA • Percentage of laboratories exchang-
mation flow and coordi- Other Public ing data electronically and seamlessly.
nation during public Providers/NGOs • Improved timeliness and efficiency of
health crises International/devel- information flow during public health
opment partners crises.
EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030
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PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Automate central labora- MoHP Mo Communication Percentage of automated laboratory

tory (serology, chemistry, Mo Finance processes and achieved efficiency gains.
blood diseases and drug International/devel-
testing) for increased opment partners
efficiency and accuracy

EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

Foster international MoHP International/devel- • Number of active collaborations with
partnerships to opment partners international laboratory networks and
strengthen global institutions.
testing networks and • Frequency of knowledge exchange
share best practices and best practice sharing with interna-
tional partners.
• Adoption of innovative testing tech-
niques and technologies acquired
through partnerships.

Conduct regular quality MoHP International/devel- • Regularity and comprehensiveness

assessments and profi- opment partners of external quality assessment
ciency testing to monitor EGAC programmes for laboratories.
and improve the perfor- • Improvement in laboratory perfor-
mance of public health mance scores based on proficiency
laboratories testing results.
• Identification and timely correction
of deficiencies identified through
quality assessments.

PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Update central laborato- MoHP International/devel- • Compliance rate with WHO 2020
ry biosecurity standards opment partners biosecurity standards in central labo-
to comply with the WHO ratories.
2020 handbook • Improved risk assessment and incident
response capability for biosecurity
threats.

Implement robust MoHP International/devel- • Compliance rate with national and interna-
biosafety and biosecurity opment partners tional biosafety and biosecurity regula-
measures to protect labo- tions.
ratory staff and prevent • Frequency and effectiveness of biosafety
accidental releases audits and risk assessments.
• Safe and secure handling of pathogens
and biological materials.

Provide advanced biose- MoHP International/develop- Completion rate of advanced biosecuri-

curity training for central ment partners ty training for central and governorate
and governorate labora- staff.
tory workers

Allocate sustainable MoHP Mo Finance • Increase in dedicated funding allocated

funding for public health International/devel- to public health laboratories.
laboratories to support opment partners • Development and implementation of
their operations and sustainable financing mechanisms for
EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

long-term growth long-term laboratory operations.

• Financial stability and ability to invest in
165

infrastructure and staff development

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PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Enhance the Genome MoHP NFSA • Establishment and operationalization

diagnosis and surveil- UPA of the Genome Unit and central refer-
lance Unit to strengthen International/devel- ence laboratory.
diagnosis for epidemics, opment partners • Number of diagnoses enhanced by
infectious diseases genetic sequencing for targeted
NCDs, and food/water epidemics and diseases.
analysis • Timeliness and accuracy of diagnosis

EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

for food and waterborne outbreaks.

Upgrade performance of MoHP UPA • Achievement of 75% operationality in

endemic diseases labora- EDA endemic disease laboratories by
tories across governor- EGAC 2026 and 100% by 2030.
ates, aiming for 75% full • Increased capacity for diagnosis and
operationality by 2026 surveillance of targeted endemic
and 100% by 2030 diseases.
• Improved disease control and
prevention within governorates.

Prepare central environ- MoHP UPA Increase in annual laboratory accredita-

mental monitoring labo- EGAC tion rates.
ratories for accreditation
and increase annual labo-
ratory accreditation

PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Streamline and update MoHP EGAC Implementation of streamlined and

medical laboratory licens- International/devel- updated medical laboratory licensing
ing regulations ensuring opment partners regulations.
compliance with interna-
tional best practices

Establish a central refer- MoHP Mo Finance Establishment and operationalization of

ence laboratory in Badr UPA the central reference laboratory in Badr
City for vector-borne EGAC City.
diseases, equipped with
advanced insect detec-
tion technology

Revise and modernize MoHP Mo Irrigation Revision and modernization of water

water and wastewater International/devel- and wastewater treatment standard
treatment standards to opment partners
align with international
benchmarks

Implement regulations MoHP Mo Irrigation Implementation of regulations for

for consistent adherence International/devel- consistent adherence to revised water
to revised water and opment partners and wastewater treatment standards
EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

wastewater treatment across Egypt.

standards across the
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nation
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PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

5. Implement the One Implement the One MoHP Mo Agriculture Operationalized action plan for the
Health National Strategic Health Strategy Mo Environment strategy.
Framework to address the 2023-2027 that focuses Mo Higher Education
interconnections between on strengthening capaci- International/devel-
human, animal, plant and ties through coordinated opment partners
environmental health efforts to pre-emptively
address health threats

EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

emerging from the
intricate interplay
between humans,
animals, and the environ-
ment. The strategy focus-
es on the following:

1. Build nationwide One MoHP Mo Agriculture • Number of intersectoral One Health

Health capabilities to Mo Environment task forces or working groups
tackle shared health International/devel- established and actively function-
challenges collaborative- opment partners ing.
ly • Frequency and effectiveness of
collaboration between human
health, animal health, and environ-
mental sectors on shared health
challenges.
• Development and implementation
of joint One Health training
programmes and educational mate-
rials.

PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

2. Reduce the risks of MoHP Mo Agriculture • Decrease in incidence rates of priority

zoonotic diseases, Mo Environment zoonotic, endemic, vector-borne, and
endemic diseases, International/devel- neglected tropical diseases.
vector-borne diseases opment partners • Improvement in early detection and
and neglected tropical rapid response capacity for emerging
diseases zoonotic and other threats.
• Increased public awareness and knowl
edge about risk factors and prevention
measures for zoonotic and other
diseases.

3. Strengthen the assess- MoHP Mo Agriculture • Development and implementation

ment, management and Mo Environment of robust One Health-based
reporting of the risks that Mo Irrigation systems for food and water safety
affect food and water NFSA risk assessment, management, and
safety International/devel- reporting.
opment partners • Reduction in outbreaks of food-
borne and waterborne diseases
linked to zoonotic pathogens.
• Increased compliance with national
and international food and water
safety standards
EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030
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PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

4. Reduce the risk of MoHP Mo Agriculture • Decrease in antibiotic use in both

antimicrobial resistance Mo Environment human and animal health sectors.
Mo Higher Education • Strengthened antimicrobial steward-
EHA ship programmes and adherence to
EDA responsible prescribing practices.
Other Public • Reduced prevalence of antibiotic-re-
Providers/NGOs sistant bacteria in humans, animals,

EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

International/devel- and food-producing environments.
opment partners

5. Strengthen the role of MoHP Mo Planning • Integration of One Health principles

One Health in sustainable Mo Higher Education into national and regional development
development Mo Agriculture plans and policies.
Mo Environment • Contributions of One Health interven-
International/devel- tions to achieving the SDGs, focused on
opment partners human and animal health, environmen-
tal sustainability and food security.
• Increased investments in One Health
research and development by national
and international partners.

6. Provide comprehensive Decentralize and diversi- MoHP UNHCR • Utilization rates of mobile clinics by
healthcare and support fy healthcare for refugees International Organi- refugees and migrants.
services to refugees and and migrants by deploy- zation for Migration • Percentage of healthcare facilities
migrants, to ensure they ing mobile clinics, offer- (IOM) offering flexible appointment sched-
receive timely and appro- ing flexible appointment International/devel- ules.
priate care and have access schedules, and promot- opment partners • Reduction in patient satisfaction gap
to essential health services ing culturally sensitive NGOs/CSOs between refugees/migrants and
services general population.

PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Strengthen primary care MoHP UNHCR • Percentage of healthcare providers

by training providers on IOM trained on cross-cultural communica-
cross-cultural communi- International/devel- tion.
cation and integrating opment partners • Increase in mental health service
mental health services, NGOs/CSOs utilization within primary care.
preventative care, and • Proportion of eligible refugees/mi-
telemedicine access grants receiving preventative care
interventions (e.g. immunization rates).

Ensure comprehensive MoHP UNHCR • Number of established referral path-

care by establishing clear IOM ways for specialized services (for exam-
referral pathways for International/devel- ple: 3 key areas by 2025).
specialized services like opment partners • Reduction in time to access specialized
maternal health, mental NGOs/CSOs care for referred refugees/migrants.
health, and infectious • Increased collaboration and participa-
disease treatment, tion of community organizations in
partnered with communi- service delivery.
ty organizations

Address social determi- Mo Education UNHCR • Percentage of refugees/migrants

nants of health by advo- Mo Higher Education IOM with access to safe and adequate
cating for housing, Mo Housing International/devel- housing.
education, and employ- Mo Supply opment partners • Enrolment rate in language classes
ment opportunities, Mo International NGOs/CSOs and integration programmes.
facilitating social integra- Cooperation • Reduction in food insecurity among
tion with language class- Mo Foreign Affair refugees/migrants.
EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

es, and combating food

insecurity through assis-
171

tance programmes
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PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Monitor data on utiliza- MoHP UNHCR Development and implementation of a

tion, satisfaction, and IOM data-driven monitoring system for
health outcomes International/devel- utilization, satisfaction, and health
opment partners outcomes.
NGOs/CSOs

EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

7. Enhance the resilience of Conduct a comprehen- MoHP Mo Planning • Number of hospitals and PHC units
healthcare facilities to the sive climate vulnerability Mo Financing assessed by 2026 (target: 50 each)
impacts of climate change, assessment of healthcare Mo Local Develop- and 2030 (target: 100 each).
while promoting sustain- facilities across Egypt. ment • Development of detailed vulnerabil-
ability and environmentally Assess 50 hospitals and UHI organizations ity reports for assessed facilities,
friendly practices 50 PHC units by 2026, (UHIA, GAHAR and including risk identification and
and expand to 100 hospi- EHA) recommendations for mitigation.
tals and 100 medical units International/devel- • Integration of assessment findings
by 2030 opment partners" into national planning and resource
allocation for climate adaptation in
the health sector

Develop a National MoHP Mo Finance • Development and finalization of a

Climate Adaptation Plan Mo Social Solidarity comprehensive National Climate
for the Health Sector Mo Planning Change Adaptation Plan for the
(2024-2030) Mo International Health Sector by 2024.
Cooperation • Alignment of the plan with WHO
Mo Foreign Affairs guidelines and national climate
Mo Industry change strategies.
Mo Youth • Clear and measurable action points
Mo Environment with responsible agencies, timelines
Mo Agriculture and resource requirements.
Mo Irrigation

PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Mo Communication
Mo Higher Education
Mo Interior
Mo Defence
Mo Education
Mo Civil Aviation
Mo Transportation
UHI organizations (UHIA,
GAHAR and EHA)
Egyptian Health Council
EDA
UPA
NGOs/CSOs
Private Sector
International/development
partners

Introduce modern tech- MoHP Mo Environment • Number of healthcare facilities

nology and environmen- Mo Higher Education equipped with high-tech, environ-
tally friendly devices for Mo Communication mentally friendly hazardous waste
management of hazard- Mo Industry management devices.
ous medical waste, to EDA • Reduction in environmental releases
protect both the environ- UPA and pollution risks associated with
ment and health International/devel- medical waste.
opment partners
EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030
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PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Conduct healthcare MoHP Mo Environment • Number of healthcare workers

workforce capacity-build- Egyptian Health trained on climate change impacts
ing programmes and Council and resilience measures by 2026
training sessions to International/devel- and 2030.
enhance their under- opment partners • Development and implementation
standing of climate of comprehensive training
change impacts and programmes on climate-sensitive

EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

resilience measures diseases, risk management, and
adaptation strategies.
• Increased knowledge and aware-
ness among healthcare workers
about their role in building climate
resilience

Engage with the Global MoHP Mo Environment • Active participation in GCHA initia-
Climate and Health International/devel- tives and platforms for knowledge
Alliance (GCHA) to advo- opment partners sharing and best practice exchange.
cate for low-carbon • Advocacy efforts for low-carbon
health systems and health systems policies and imple-
promote climate-resilient mentation of climate-resilient prac-
practices within the tices within GCHA member coun-
healthcare sector tries.
• Contribution to research and devel-
opment initiatives on climate-resil-
ient healthcare systems.

PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Contribute to the devel- MoHP Mo Planning • Collaboration with relevant agen-

opment of climate-resil- Mo Finance cies to develop climate-resilient
ient water and sanitation Mo Housing water and sanitation infrastructure
infrastructure plans Mo Irrigation plans with specific health sector
Mo Environment considerations.
UHI organizations • Integration of health facility water
(UHIA, GAHAR and needs and wastewater management
EHA) strategies into broader infrastruc-
International/devel- ture planning.
opment partners • Increased access to clean and safe
water and sanitation for healthcare
facilities and communities.
EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030
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PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

PRIORITY V: ENHANCE HEALTH EQUITY, GOVERNANCE, LEADERSHIP AND ACCOUNTABILITY

1. Delineate the roles and Refine and formally MoHP Mo Higher Education • Percentage of roles and responsibil-
responsibilities of the define the MoHP's man- Mo Social Solidarity ities clearly defined and document-

EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

MoHP in relation to other date alongside other UHI organizations ed in regulations/policies/MOUs,
pertinent national health health entities, eliminat- (UHIA, GAHAR and etc.
entities and organizations ing overlap and stream- EHA) • Reduction in identified instances of
lining responsibilities EDA overlap or ambiguity between
UPA sectors.
Egyptian Health
Council
Establish regular collabo- MoHP NFSA • Frequency and attendance rate of
ration channels across Drug Control Fund intersectoral meetings and forums.
sectors, sharing data and National Population • Number of joint planning and
planning together for a Council decision-making processes implement-
seamless healthcare land- National Council for ed.
scape Childhood and • Development and utilization of
Motherhood data-sharing platforms across sectors.
National Council for
Persons with Disabili-
ties
Empower health workers MoHP Other Public • Completion rate of targeted train-
with targeted training Providers/NGOs ing and capacity-building
and clear career path- programmes for MoHP personnel.
ways, ensuring skilled • Increase in healthcare provider
specialists in each sector competency scores aligned with
defined roles.
• Reduction in staff turnover within
the MoHP public health sector.

PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Harmonize the imple- MoHP • Percentage of health strategy objec-

mentation of Egypt's tives aligned with national and interna-
health strategy within the tional frameworks to give a clearer
broader context of picture of the achieved harmonization
national and international level.
strategic development • Joint project development or imple-
frameworks, integrating mentation initiatives undertaken by
and leveraging existing involved ministries.
national strategies to • Shared resource allocation towards
optimize efficiency and aligned objectives.
amplify health and devel- • Level of information sharing and com-
opment outcomes munication between ministries.
• Progress in health and development
indicators linked to the specific objec-
tives of the harmonized strategy such
as maternal mortality rate, child immu-
nization coverage, life expectancy,
etc.

Monitor progress across MoHP • Development and adoption of

the system, publicly standardized performance indica-
reporting on perfor- tors for each sector.
mance and continuously • Regular publication of performance
adjusting to deliver the reports, readily accessible to the
best possible care public.
• Implementation of corrective
EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

actions based on evaluation

findings.
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PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Engage the public in • Increase in public understanding of

understanding their healthcare sector roles and referral
healthcare options and pathways.
participating in shaping a • Participation rate in community
system that serves every- forums and feedback mechanisms.
one • Positive public perception of health-
care system accessibility and

EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

responsiveness.

2. Foster the develop- Equip MoHP personnel MoHP Mo Higher Education • Cooperation protocols with Ministry of
ment of leadership with leadership skills Egyptian Health Higher Education and Scientific
capacities, ensuring through targeted Council Research for leadership training.
robust interconnections programmes, mentor- International/devel- • Participation rate in targeted leadership
between the MoHP and ship and cross-sector opment partners development programmes.
diverse health-related exposure • Improvement in leadership competency
governmental and scores assessed through pre- and
nongovernmental post-programme evaluations.
entities • Increase in cross-sectoral collaboration
initiatives involving MoHP personnel
trained in leadership programmes.

Forge lasting connec- MoHP Mo Communication • Number and frequency of meetings held
tions with other health Mo Higher Education by inter-agency collaboration commit-
entities by formalizing Mo Social Solidarity tees or task forces.
collaboration commit- UHI organizations (UHIA, • Percentage of joint strategic plans and
tees, developing joint GAHAR and EHA) operational frameworks developed and
plans, and investing in EDA implemented across health entities.
robust data and knowl- UPA • Adoption rate of joint data platforms
edge-sharing platforms Egyptian Health Council and knowledge-sharing mechanisms by
relevant health entities

PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

NFSA
Drug Control Fund
National Population Council
National Council for
Childhood and Motherhood
National Council for Persons
with Disabilities
Other Public Providers/NGOs

Bridge the gap with MoHP Mo Social Solidarity • Number of cooperation agreements or
NGOs and CSOs through EHA MOUs signed with NGOs and CSOs.
formal engagement UHIA • Increase in capacity-building activities
mechanisms, capaci- NGOs/CSOs delivered to NGO and CSO partners
ty-building support, and Private Sector focused on health interventions.
regular dialogue forums, • Satisfaction rate of NGOs and CSOs
creating a diverse regarding engagement mechanisms and
network of expertise dialogue forums with the MoHP.

Elevate the MoHP's lead- MoHP Private Sector • Media coverage and public awareness
ership visibility by show- International/devel- of successful MoHP collaborations and
casing successful collabo- opment partners leadership initiatives.
rations, engaging in • Increase in stakeholder engagement
advocacy campaigns, and and participation in health-related
measuring progress advocacy campaigns led by the MoHP.
against established • Progress towards established leader-
goals, ensuring sustained ship and collaboration goals measured
EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

impact and inspiring through specific indicators (e.g. reduc-

ongoing collaboration for tion in duplication of efforts, resource
179

a healthier Egypt allocation efficiency).

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PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

3. Promote and estab- Institutionalize stakehold- MoHP Mo Social Solidarity • Percentage of health plans devel-
lish a culture of active er engagement by imple- EHA oped through participatory process-
participation, transpar- menting participatory NGOs/CSOs es with diverse voices (patients,
ency in decision-making, planning processes incor- Private sector communities, providers).
and open data sharing to porating diverse voices International/devel- • Increase in MoHP personnel's com-
facilitate strategic plan- (patients, communities, opment partners munication skills competency scores
ning, stimulate innova- providers) through assessed through pre- and

EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

tion, and encourage surveys and online post-training evaluations.
ongoing improvement forums. Equip MoHP • Number of actionable decisions
personnel with communi- informed by stakeholder feedback,
cation skills to facilitate tracked through decision logs and
inclusive dialogues and implementation plans.
translate feedback into
actionable decisions

Champion open data MoHP Mo Communications • Number of accessible data sets

governance through Private sector published on the open data
implementing a compre- International/devel- platform.
hensive open data policy opment partners • Frequency and ease of data down-
defining accessible data load and analysis facilitated by the
sets, usage conditions, platform.
and public benefit • Number of public health research
considerations. Invest in projects or innovations utilizing
secure and user-friendly open data, tracked through publica-
data infrastructure and tions or funding reports.
platforms, facilitating
seamless data storage,
sharing and analysis

PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Leverage feedback for MoHP EHA • Strength and effectiveness of moni-

continuous improve- Private sector toring and evaluation frameworks,
ment by implementing International/devel- assessed through peer review or
robust monitoring and opment partners external validation.
evaluation frameworks • Percentage of stakeholder feed-
to assess the impact of back translated into programme
stakeholder engage- refinements, policy adjustments,
ment, transparency and and future planning cycles.
open data practices on • Rate of innovation and improve-
strategic planning, inno- ment in healthcare outcomes linked
vation and healthcare to stakeholder engagement, trans-
outcomes. Integrate parency, and open data practices.
feedback loops to trans-
late data and stakehold-
er insights into
programme refinement,
policy adjustments and
future planning cycles

4. Ensure adherence to quality Develop and implement Egyptian Health MoHP Percentage of healthcare facilities imple-
care and safety standards. Estab- evidence - based Council Mo Higher Education menting evidence-based clinical guidelines.
lish and standardize guidelines standardized clinical EHA
for preventive and curative inter- practice guidelines for Other Public Provid-
ventions and safety measures preventive and curative ers/NGOs
aligned with national and inter- interventions across all Private Sector
national norms. Enforce guide- levels of the healthcare International/devel-
EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

line implementation and develop system opment partners

mechanisms to ensure account-
181

ability of the health workforce

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PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Regularly update and Egyptian Health Council MoHP Frequency of guideline updates and
disseminate guidelines Mo Higher Education dissemination reach (healthcare provid-
based on evolving EHA ers, patients).
evidence and scientific Other Public Provid-
advancements ers/NGOs
Private Sector
International/develop-

EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

ment partners

Equip healthcare person- Egyptian Health Council MoHP Healthcare personnel competency
nel with the knowledge Mo Higher Education scores assessed through pre- and
and skills needed to EHA post-training evaluations on guideline
effectively implement the Other Public Provid- implementation.
established guidelines ers/NGOs
Private Sector
International/devel-
opment partners

Promote a patient MoHP Mo Higher Education Patient satisfaction scores regarding

-centred approach and EHA patient-centredness and safety mea-
emphasize patient GAHAR sures.
safety and comfort Other Public Provid-
within healthcare ers/NGOs
delivery, encouraging Private Sector
active patient partici- International/devel-
pation in decisions and opment partners
care processes

PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Implement safety mea- MoHP Egyptian Health • Number of reported and analysed
sures and reporting Mo Higher Education Council medication errors, infection control
systems through Other Public Provid- International/devel- incidents and adverse events.
developing and ers/NGOs opment partners • Engagement rate of healthcare
enforcing protocols for Private Sector providers in safety initiatives and
infection control, med- EHA reporting systems.
ication safety, adverse GAHAR
event reporting, and EDA
analysis

Define clear metrics to MoHP International/devel- Achievement rates of pre-defined quality

track and monitor Mo Higher Education opment partner and safety performance indicators (e.g.
adherence to quality GAHAR Other Public Provid- mortality rates).
and safety standards in ers/NGOs
different healthcare Private Sector
settings

Acknowledge and MoHP Mo Finance Recognition and reward mechanisms for

incentivize healthcare Mo Higher Education UHIA high performers in quality and safety
personnel who consis- EHA practices (e.g. awards, promotions).
tently demonstrate Other Public Provid-
commitment to quality ers/NGOs
and safety standards Private Sector
EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030
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PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

5. Reduce health inequi- Expand health insurance MoHP Mo Finance Refer to Priority I, Objective 1.
ties by promoting inclu- coverage and reduce UHI organizations (UHIA, Mo Planning
siveness and protection financial barriers to GAHAR and EHA) Other Public Provid-
of health for all individu- accessing healthcare ers/NGOs
als, without discrimina- services for vulnerable Private Sector
tion populations

EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

Strengthen primary MoHP Mo Finance Refer to Priority I, Objective 3.
healthcare infrastructure UHI organizations (UHIA, Mo Planning
and services in under- GAHAR and EHA) Other Public Provid-
served communities to ers/NGOs
ensure equitable access Private Sector
to quality care

PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Effective implementation National Population MoHP Refer to the strategy for details.
of the National Popula- Council Mo Higher Education
tion and Development Mo Planning
strategy 2023-2030 Mo Finance
Mo Local Development
Mo Justice
Mo Housing
Mo Youth
Mo Foreign Affairs
Mo Social Solidarity
Mo Education
Mo Awqaf
Mo Culture
International/development
partners
The Coptic Church

Expand training of MoHP International/devel- • Increased percentage of healthcare workers

healthcare workers on opment partners trained on GBV management guidelines
gender-based violence within a specific timeframe.
(GBV) management • Rise in the number of GBV cases identified
guidelines and expand and appropriately managed by healthcare
implementation in facilities.
healthcare facilities • Improved health outcomes for GBV survi-
vors, such as reduced trauma symptoms,
better access to mental health services, and
decreased risk of further harm.
EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

• Positive shifts in community attitudes and

behaviour towards GBV, measured through
185

surveys or focus group discussions.

186
PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Collect and analyse MoHP CAPMAS Refer to Priority II, Objective 5 and
health data disaggregat- International/devel- Priority V, Objective 6 .
ed by relevant factors to opment partners
monitor progress
towards health equity
goals

EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

6. Establish robust digital Establish a comprehen- MoHP Mo Finance • Percentage alignment of perfor-
monitoring and evaluation sive digital M&E frame- Mo Higher Education Mo Planning mance indicators with national/inter-
systems to track perfor- work aligning perfor- Egyptian Health Council Mo Communication national priorities, value-based
mance indicators for the mance indicators with Other Public Provid- UHIA services, and equity goals.
systems, assess the impact national/international ers/NGOs International/devel- • Data platform security certifications
on health priorities and priorities, value-based Private Sector opment partners and incident frequency.
value-based services, and services, and equity • Percentage integration of data
measure progress towards goals, while building a collection, analysis, and reporting
achieving health equity secure data platform for across healthcare levels
integrated collection,
analysis and reporting
across healthcare levels

Enhance data collection MoHP Mo Finance • Percentage facility utilization of

and utilization by imple- Mo Higher Education Mo Planning real-time digital systems.
menting real-time digital Egyptian Health Mo Communication • Percentage improvement in data
systems across facilities, Council UHIA accuracy and completeness.
training personnel in Other Public Provid- International/develop- • Percentage increase in data-driven
accurate data manage- ers/NGOs ment partners decisions at various healthcare
ment, and empowering Private Sector levels.
decision-making through
data analytics tools and
dashboards

PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Implement data-driven MoHP Mo Finance • Changes in target health indicators

improvement by analys- Mo Higher Education Mo Planning (e.g. reduced maternal mortality
ing interventions' impact Egyptian Health Mo Communication rate, increased immunization cover-
on health priorities Council UHIA age).
(maternal mortality, Other Public Provid- International/devel- • Cost-effectiveness measures for
immunization rates, etc.), ers/NGOs opment partners value-based initiatives (e.g. quality
evaluating value-based Private Sector vs. cost ratios).
initiatives' effectiveness • Percentage reduction in identified
(quality, cost, satisfac- health disparities through disaggre-
tion), and monitoring gated data analysis.
equity progress via disag-
gregated data analysis
and disparity identifica-
tion

Foster a culture of MoHP Mo Finance • Frequency and transparency of data

data-driven improvement Mo Higher Education Mo Planning sharing across healthcare levels.
by transparently sharing Egyptian Health Mo Communication • Number of policy adjustments and
data and reports across Council UHIA programme refinements informed
healthcare facilities, Other Public Provid- International/devel- by data.
regional authorities, and ers/NGOs opment partners • Resource allocation efficiency based
MoHP, guiding policy Private Sector on data analysis.
adjustments, programme
refinement, and resource
allocation decisions for
optimal healthcare
outcomes
EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030
187
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PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

7. Support the develop- Allocate sufficient Mo Higher Education Mo Finance • Percentage increase in modernized
ment of fit-for-practice resources to enhance MoHP Mo Planning public health facilities, equipment,
public health institutions, public health infrastruc- Mo Local Develop- and technology systems.
contributing to well-being ture, including the mod- ment • Improvement in efficiency metrics
of people ernization of facilities, Mo Communication for essential services like disease
equipment and technolo- Mo Foreign Affairs surveillance, immunization and
gy systems Mo International health promotion (e.g. timeliness,

EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

Cooperation coverage rates).
International/devel-
opment partners

Implement comprehen- Mo Higher Education Mo Finance • Participation rate in comprehensive

sive training programmes MoHP Egyptian Health training programmes and career devel-
and provide career devel- Council opment opportunities.
opment opportunities to International/devel- • Percentage increase in healthcare
cultivate a skilled public opment partners personnel demonstrating proficiency in
health workforce key public health competencies.
• Retention rate of skilled public health
professionals.

Provide subsidized Mo Higher Education Mo Finance Number of subsidized master's and

master's and doctoral MoHP International/devel- doctoral graduates specializing in public
programmes to educate opment partners health.
and train specialists and
consultants in the field of
public health

PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Offer scholarships for Mo Higher Education Mo Finance Increased availability and accessibility of
specific specialization in MoHP Egyptian Health specialized public health training
public health, ensuring Council programmes.
that individuals have International/devel-
access to advanced opment partners
expertise in their chosen
areas

Deliver customized Mo Higher Education Mo Finance • Completion rate and satisfaction

courses tailored to meet MoHP Egyptian Health levels for MoHP-tailored training
the needs of the MoHP. Council courses across basic, advanced, and
These courses, offered International/devel- specialized tracks.
through various opment partners • Increased adoption of learned skills
platforms – whether and best practices in public health
online or in-person – span interventions.
basic, advanced, and
specialized tracks to
enhance accessibility and
accommodate diverse
learning preferences

Invest in robust data Mo Higher Education Mo Communications • Quality and completeness of public
infrastructure and analyt- MoHP Mo Finance health data sets.
ics capabilities to International/devel- • Frequency and effectiveness of data
optimize data manage- opment partners analysis and utilization for informing
EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

ment and utilization policy and programme decisions

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PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Leverage digital tools for Mo Higher Education Mo Communications • Utilization rates of digital tools for
surveillance, communica- MoHP Mo Finance surveillance, communication,
tion, outreach and International/devel- outreach, and programme delivery.
programme delivery to opment partners • Improvement in efficiency, reach,
enhance the efficiency, and impact of public health inter-
reach and impact of ventions using digital platforms.
public health interven-

EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

tions

Encourage collaborations Mo Higher Education Private Sectors • Number of active collaborations

among public health MoHP International/devel- between public health institutions,
institutions, universities opment partners universities, and private sector partners.
and private sector • Development and implementation of
partners innovative solutions to address emerg-
ing health challenges.

Implement open commu- Mo Higher Education Mo Communications • Level of transparency in public com-
nication practices, share MoHP munication practices and data
public health data, and sharing.
address community • Public trust and confidence in public
concerns actively to health initiatives as measured
promote transparency through surveys or community
and accountability. Build- engagement metrics.
ing trust and confidence
in public health initiatives
is crucial

PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Collaborate with commu- Mo Higher Education Mo Social Solidarity • Extent of collaboration with com-
nity leaders, religious MoHP Mo Awqaf munity leaders, religious institu-
institutions and NGOs to NGOs/CSOs The Coptic Church tions, and NGOs for amplifying
amplify public health NGOs/CSOs public health messages.
messages. This approach International/devel- • Increased access to and awareness
helps reach populations opment partners of public health information among
with limited access to underserved populations.
formal information chan-
nels

8. Enhance institutional Facilitate the execution MoHP Mo Higher Education • Percentage increase in research projects
capacity for health and of the National Strategic Research institutions aligned with plan priorities.
public health research and Plan for Health Research Supreme Council of • Number of new policy and funding
development, with a specif- 2023, which emphasizes Clinical Research frameworks for health research gover-
ic focus on strengthening the governance of health Ethics (SCCRE) nance.
data management, research processes, the Private Sector • Percentage increase in health research
advanced data analysis, and enhancement and International/devel- funding secured.
evidence interpretation to sustainability of health opment partners • Percentage utilization of health data in
support evidence-based research funding, the research projects.
decision-making and utilization of health data, • Number of IP rights secured from health
improve health system the safeguarding of intel- research outputs.
performance and health lectual property rights in • Percentage of researchers with advanced
outcome health research, the skills in relevant research areas.
reinforcement of capaci- • Number of successful innovations adopt-
ties in health research, ed in the healthcare sector.
and the promotion of
innovation in the health- Refer to the strategy for more details.
EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

care sector.
191
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PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Invest in robust data MoHP Mo Communications Data system uptime and accessibility
infrastructure by upgrad- Mo Higher Education metrics.
ing data systems and Private Sector
storage capabilities to International/devel-
ensure secure, accessible opment partners
and interoperable data
across various health

EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

institutions and research
facilities

Implement data gover- MoHP Mo Higher Education Percentage compliance with data quali-
nance regulations by Mo Communication ty, security, and privacy standards.
developing and enforc- Mo Justice
ing clear data standards, SCCRE
sharing protocols, and
ethical guidelines to
ensure data quality, secu-
rity and privacy

Empower data manage- Mo Higher Education Mo Communication Number of trained and certified data
ment professionals by MoHP management professionals.
training and certifying
data administrators and
experts to ensure effec-
tive data collection,
cleaning, organization
and analysis

PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Invest in training Mo Higher Education Mo Communication Number of researchers and public

programmes by offering MoHP Egyptian Health health professionals trained in advanced
specialized training in Council analysis techniques.
biostatistics, epidemiolo- International/devel-
gy, data mining, and opment partners
other advanced data
analysis techniques for
researchers and public
health professionals

Promote collaboration Mo Higher Education International/devel- Percentage increase in collaborations

with data scientists by MoHP opment partners between researchers and data scien-
encouraging partnerships Research institutions tists.
between health research- Mo International
ers and data science Cooperation
experts to leverage Mo Foreign Affairs
advanced analytical tools
and methodologies

Establish data analysis Mo Communications Mo Planning Number of active data analysis hubs and
hubs by creating central- Mo Higher Education utilization rate.
ized data analysis centres MoHP
equipped with high-per-
formance computing
EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

resources and expert

support for researchers
193
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PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Develop evidence - to - Mo Higher Education International/devel- Percentage of research studies incorpo-

policy translation skills by MoHP opment partners rating evidence-to-policy translation
training researchers and Research institutions skills.
policy-makers in skills like
evidence synthesis,
knowledge translation
and policy development

EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

to bridge the gap
between research
findings and policy
decisions

Establish knowledge Mo Communications Mo Higher Educa- Frequency and engagement of knowl-

exchange platforms by tion edge exchange platforms.
fostering regular commu- Egyptian Knowledge
nication and collabora- -Bank
tion between research- CAPMAS
ers, policy-makers and MoHP
public health officials to Egyptian Cabinet's
ensure research findings Information and
inform decision-making Decision Support
Center

PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Promote open access to Mo Higher Education Egyptian Knowledge • Percentage of research data and
research data and Bank findings shared through open
findings by encouraging CAPMAS access platforms.
researchers to share MoHP • Increased citations and utilization of
anonymized data and Egyptian Cabinet's Egyptian research by policy-makers
research outputs through Information and and public.
open access platforms, Decision Support
increasing transparency Center
and accessibility for
policy-makers and the
public

Facilitate the advance- Mo Higher Education SCCRE • Number of new and ongoing clinical
ment of clinical trials MoHP EDA trials conducted in Egypt.
within Egypt as a regional Pharmaceutical • Percentage compliance with ethical
hub for research and companies standards and regulatory frame-
development in the Private Sector works.
health and pharmaceuti- • Number of cutting-edge research
cal sector. Ensure ethical projects in pharmaceuticals.
integrity in research prac-
tices, fostering an
environment that encour-
ages cutting-edge phar-
maceutical research while
upholding the highest
standards of research
ethics
EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030
195
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PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Establish a scientific MoHP Mo Higher Education • Launch MoHP scientific journal with
journal for the MoHP and International/devel- quality metrics.
develop/improve nation- opment partners • Increased impact factor and interna-
al scientific journals tional visibility of national scientific
journals.

EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

Develop a Health Infor- MoHP Mo Higher Education • Percentage of health informatics strate-
matics Unit at the MoHP International/devel- gies within MoHP's vision and number of
opment partners data governance policies implemented.
• Data platform security certifications,
healthcare system integration rate, and
data quality metrics improvement.
• Number of trained MoHP staff, data
professional engagement, and research
partnerships established.
• Number of health data research projects
addressing priorities, adopted innovative
technologies, and research publications.
• Number of policy adjustments based on
analysis, increased transparency of data
and reports, and user satisfaction with
the unit.

EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

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PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

PRIORITY VI: PROMOTE DIGITAL HEALTH INNOVATION FOR UNIVERSAL HEALTH COVERAGE AND WELL-BEING OF ALL

1. Create sustainable and Establish a national MoHP Mo Higher Education • Percentage representation of
robust governance struc- digital health steering Mo Communications relevant stakeholders (ministries,

EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

tures and capacity for committee (DHSC) with Mo Finance healthcare, academia, civil society)
Digital Health in Egypt balanced representation Mo Planning within the DHSC.
among different relevant from relevant ministries, UHI organizations • Frequency and effectiveness of
entities healthcare providers, (UHIA, GAHAR and DHSC meetings in guiding strategy
academia and civil EHA) development and policy implemen-
society Other Public Provid- tation.
ers/NGOs • Number of strategic recommenda-
Private Sector tions and policy adjustments
International/devel- informed by the DHSC.
opment partners

Finalize the development MoHP • Completion of the National Digital

of a comprehensive Health Strategy within defined time-
National Digital Health frame.
Strategy with clearly • Clarity and specificity of goals, actions,
defined goals, actions, timelines and budget allocations within
timelines and budget the strategy.
allocations • Alignment of the strategy with national
health priorities and international best
practices.

PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Conduct a regulatory and MoHP • Number of identified gaps and

legal framework review Mo Justice inconsistencies in existing legal and
to ensure data privacy, regulatory frameworks pertaining to
security, and interopera- digital health.
bility within the digital • Development and implementation
health ecosystem of revised data privacy, security, and
interoperability regulations.
• Compliance rate of healthcare
institutions with updated digital
health regulations.

2. Establish an interopera- Deploy a central health MoHP Mo Higher Education • Timeliness and security of data
ble and resilient digital information exchange Mo Communications exchange through the HIE platform.
health infrastructure that (HIE) platform for secure Mo Finance • Percentage of authorized health-
enables secure data data sharing across Mo Planning care providers with access to
sharing, granting healthcare healthcare providers and UHI organizations patient data via the HIE.
providers authorized access institutions (UHIA, GAHAR and • Number of clinical decisions
to patient information and EHA) informed by data accessed through
health data. This framework Other Public Provid- the HIE.
will foster care coordina- ers/NGOs
tion, evidence-based Private Sector
decision-making, and International/devel-
attainment of broader opment partners
health objectives
EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030
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PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Implement national MoHP • Percentage adoption of HL7 FHIR or

health information similar standards by healthcare
standards and interoper providers and institutions.
ability frameworks, utiliz- • Number of data exchange transac-

EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

ing HL7 FHIR or similar tions facilitated through the HIE
standards platform.
• Percentage improvement in data
quality and consistency across
healthcare systems.

Develop and implement MoHP • Percentage of individuals regis-

patient-controlled access tered on the patient portal and
policies to empower actively accessing their health data.
individuals with informed • Number of data access requests
control over their health submitted and processed through
data the patient portal.
• Patient satisfaction with control and
access to their health data.

PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Standardize data, termi- MoHP Percentage compliance with data

nology, indicators and standards, terminology and bench-
benchmarks to ensure marks.
consistency in data
collection, analysis and
interpretation

Implement electronic MoHP Percentage of healthcare providers

health records systems using electronic health records.
for seamless data capture
and storage

Improve the quality of MoHP Percentage improvement in mortality/-

mortality and natality natality data accuracy and complete-
reporting by implement- ness.
ing automated systems
for deaths and births
registration in hospitals,
linked to their relevant
health offices
EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030
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PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Establish a central control MoHP Frequency of data utilization for

and command centre to informed decision-making
showcase application
outputs and supporting

EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

data for informed
decision-making

Develop operational MoHP Percentage of automated units and

systems for primary care improved data exchange.
units, automating all units
to support the unified
electronic medical
record. Automate health
units in UHI/non-UHI
governorates, including
primary care services,
vaccination clinics, family
planning, maternal care,
dental clinics and chronic
disease management.

Automate hospitals relat- MoHP Percentage compliance with unified

ed to all service providers electronic medical record.
to align with the unified
electronic medical record

PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Expand the Health Map MoHP Geographic coverage and data specific-
of the Arab Republic of ity of the Health Map.
Egypt

Create an interactive MoHP User engagement metrics (visits, inter-

portal for the MoHP, actions, feedback).
engaging citizens

Develop a set of applica- MoHP Number of downloads and active users,

tions, including for and impact on service efficiency.
urgent care, neonatal
care, and emergency
care, facilitating efficient
case distribution, medi-
cine management, and
control through hotline
137 connectivity
EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030
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PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

3. Institutionalize and utilize Integrate and implement MoHP Mo Higher Education • Percentage of healthcare facilities
technology advancements, telemedicine/telehealth Mo Communications equipped with telemedicine infra-
including AI, mobile appli- solutions into medical Mo Finance structure.
cations and wearable devic- practice, with a specific Mo Planning • Number of teleconsultations

EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

es, to revolutionize health- emphasis on bolstering UHI organizations conducted across various health-
care by enhancing diagnos- the provision of critical (UHIA, GAHAR and care settings.
tic capabilities, empowering healthcare services EHA) • Percentage increase in access to
individuals to manage their during times of emergen- Other Public Provid- critical healthcare services during
health, and providing cies and crises ers/NGOs emergencies and crises.
valuable health insights Private Sector • Patient satisfaction and healthcare
International/devel- provider experience with telemedi-
opment partners cine services.

Pilot and scale AI-pow- MoHP • Number of pilot projects evaluating

ered clinical decision different AI-powered CDSS in
support systems (CDSS) specific clinical areas.
for early disease diagno- • Improvement in early disease diag-
sis and targeted treat- nosis rates through AI-assisted
ment recommendations analyses.
• Percentage of treatment recom-
mendations aligned with AI-pow-
ered suggestions.
• Cost savings or efficiency gains
achieved through optimized treat-
ment pathways.

PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Develop and promote MoHP • Number of downloaded and active-

secure mobile health ly used mobile health apps for
applications for chronic chronic disease management.
disease management, • Percentage of patients with chronic
remote patient monitor- conditions utilizing remote patient
ing, and personalized monitoring tools.
health education • Reduction in hospital admissions or
emergency room visits for chronic
disease patients.
• Patient engagement and health
literacy measures related to mobile
health app usage.

Integrate wearable devic- MoHP • Percentage of healthcare providers

es and biosensors into incorporating wearable devices into
routine healthcare for routine patient care.
real-time health monitor- • Data integration rate between
ing and personalized wearable devices and electronic
health insights health records.
• Personalized health insights derived
from wearable data, impacting
preventative care or treatment
adherence.
• Patient acceptance and satisfaction
with wearable device integration in
healthcare.
EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030
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PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

4. Optimize digital Leverage digital MoHP Mo Higher Education • Reach and engagement metrics for
platforms, data analytics platforms to disseminate Mo Communications health information platforms (web-
and emerging technologies health information, Mo Finance site visits, app downloads, social
to drive comprehensive promote healthy Mo Planning media interactions).

EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

healthcare solutions, includ- behaviours, and educate UHI organizations • Percentage increase in public
ing disseminating health the public about disease (UHIA, GAHAR and knowledge and awareness about
information, detecting and prevention and manage- EHA) key health topics (e.g. disease
managing disease ment Other Public Provid- prevention, healthy habits).
outbreaks, and advancing ers/NGOs • Behaviour change indicators related
research initiatives SCCRE to targeted health campaigns (e.g.
Private Sector vaccination rates, smoking cessation
International/devel- rates).
opment partners

Utilize data analytics and MoHP • Timely identification and reporting

big data techniques to of disease outbreaks through data
analyse health trends, analysis.
identify disease • Percentage improvement in
outbreaks, and allocate resource allocation efficiency based
resources effectively on real-time data insights.
based on real-time data • Number of public health interven-
tions informed by data-driven
predictions and trends.

PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Support research initia- Mo Higher Education • Number of research projects explor-

tives to explore the Mo Communications ing AI applications in specific
potential of emerging healthcare areas.
technologies such as AI in • Publications, patents, and research
healthcare collaborations generated from AI
healthcare research.
• Development and validation of AI
models for clinical decision support
or disease prediction.

Utilize predictive analyt- Mo Higher Education • Percentage accuracy of disease

ics and machine learning Mo Communications outbreak predictions and high-risk
algorithms to anticipate population identification.
disease outbreaks, identi- • Reduction in disease burden or
fy high-risk populations, healthcare costs achieved through
and optimize resource optimized resource allocation based
allocation on predictive models.
• Number of lives saved or positive
health outcomes influenced by
predictive analytics interventions.

Establish digital Mo Higher Education • Number of researchers and institu-

platforms for research Mo Communications tions registered and actively using
data sharing and collabo- the data sharing platform.
ration to accelerate • Increase in research collaborations
research and develop- and joint publications facilitated by
ment in public health and the platform.
EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

healthcare • Accelerated development of public

health tools and interventions based
207

on shared data analysis.

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PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

5. Provide training Develop comprehensive MoHP Mo Higher Education • Percentage of healthcare profes-
programmes for healthcare training programmes for Mo Communications sionals completing comprehensive
professionals to enhance healthcare professionals Mo Finance digital health training programmes.
their digital literacy and to ensure proficiency in Mo Planning • Improved proficiency in using

EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

competency in using digital using digital tools effec- UHI organizations specific digital tools (e.g. electronic
health tools effectively, tively (UHIA, GAHAR and health records, telemedicine) after
while promoting digital EHA) training.
literacy among citizens, Other Public Provid- • Reduction in errors or data security
maximizing benefits from ers/NGOs breaches related to digital health
digital health services Private Sector tools, post-training.
International/devel-
opment partners

Develop and implement MoHP • Completion rate of mandatory

mandatory digital literacy digital literacy training programmes
training programmes for for healthcare professionals.
healthcare professionals, • Demonstration of skills and knowl-
focusing on effective use edge in data security protocols and
of digital health tools and patient data protection.
patient data security • Improved data quality and adher-
ence to digital health standards
within healthcare institutions.

PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Promote digital literacy MoHP • Increase in public awareness and

among citizens, maximiz- understanding of digital health
ing the advantages of services and available options.
digital health services • Percentage of citizens accessing
and enabling informed and utilizing health information
health decisions from reliable sources online.
• Growth in the use of specific digital
health services or platforms (e.g.
patient portals, mobile apps).

6. Drive a secure and Design and implement MoHP Mo Higher Education • Number of healthcare facilities and
sustainable digital transfor- digital health interven- Mo Communications regions adopting and effectively
mation in healthcare by tions with scalability and Mo Finance scaling up specific digital health
designing scalable and long-term sustainability Mo Planning interventions.
long-term digital health in mind, considering UHI organizations • Return on investment (ROI) or
interventions, prioritizing cost-effectiveness, main- (UHIA, GAHAR and cost-effectiveness ratios for imple-
infrastructure development, tenance and future EHA) mented digital health programmes.
resource allocation, contin- upgrades Other Public Provid- • Operational costs and maintenance
uous training, and ensuring ers/NGOs budget allocated for long-term
regulatory compliance Private Sector support of digital health infrastruc-
while preserving privacy International/devel- ture.
and security opment partners • Number of upgrades or iterative
Egyptian Health improvements made to digital
Council health tools and platforms based on
user feedback and data analysis.
EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030
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PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Prioritize infrastructure MoHP • Increase in available resources dedi-

development and cated to digital health initiatives
resource allocation for (equipment, funding, personnel).
digital health initiatives, • Success rate of securing public-pri-

EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

leveraging public-private vate partnerships or innovative financ-
partnerships and innova- ing mechanisms for digital health
tive financing mecha- projects.
nisms • Improvements in healthcare facility
connectivity and access to reliable
technology infrastructure.
• Utilization rate of digital health tools
and platforms across different levels
of healthcare delivery.

Implement continuous MoHP • Percentage of healthcare professionals

training and upskilling participating in and completing ongoing
programmes for health- digital health training programmes.
care professionals to • Improved knowledge and skills in using
keep pace with rapid new or advanced digital health technolo-
advancements in digital gies among healthcare workers.
health technologies • Retention rate of healthcare profession-
als with critical digital health expertise
within the healthcare system.
• Integration of digital health skills assess-
ments and certifications into profession-
al development frameworks.

PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Develop robust cyberse- MoHP • Frequency and severity of data

curity measures and security breaches or privacy viola-
privacy - preserving tions involving digital health
policies to ensure data platforms.
security, integrity and • Compliance rate with data protec-
compliance with ethical tion regulations and adherence to
and legal frameworks ethical guidelines for research and
data sharing.
• Effectiveness of implemented
cybersecurity measures in protect-
ing and safeguarding sensitive
health information.
• Public trust and confidence in the
security and privacy of their health
data within digital health systems.
EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030
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PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

PRIORITY VII: COMMUNITY ENGAGEMENT FOR IMPROVING HEALTH AND PROMOTING SOCIOBEHAVIOURAL CHANGE COMMUNICATION

EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

1. Implement targeted Conduct comprehensive MoHP Mo Local Develop- • Percentage increase in knowledge
health communication research and collaborate ment of a specific health issue/ risk factor
campaigns to raise aware- with local health authori- Mo Youth among community members within
ness about key health issues ties to identify and priori- Mo Communications a specific timeframe of the
and promote healthy tize the key health issues Mo Higher Education campaign launch.
behaviours among the com- prevalent within the Mo Education • Percentage increase in a specific
munity target community Mo Social Solidarity healthy behaviour adoption among
Mo Agriculture community members exposed to
Mo Housing the campaign compared to control
Mo Environment group.
SCCRE • Number of monthly/yearly commu-
Private Sector nity events organized or participat-
NGOs/CSOs ed in by community members
engaged in the campaign.

Clearly identify the target MoHP

audience based on
demographic, cultural
and socioeconomic
factors to tailor messages
and channels effectively

PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Gather insights into the MoHP

target audience's knowl-
edge, attitudes, beliefs,
and behaviours related to
the identified health
issues through surveys,
focus groups, interviews
and observations

Craft culturally sensitive MoHP

communication strate-
gies using diverse chan-
nels and accessible
language to connect with
audiences and drive
meaningful action
EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030
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PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

2. Provide education and Develop a comprehen- MoHP Mo Local Develop- • A surge in workshop attendance,
resources to empower sive educational material ment connecting more community mem-
individuals to make on various health topics Mo Youth bers with valuable knowledge and
informed health decisions Mo Communications skills.

EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

and take control of their Mo Higher Education • Percentage rise in resource access,
own well-being. Mo Education empowering X% more individuals
Mo Social Solidarity with critical tools for a healthier life.
Mo Agriculture • Percentage increase in individuals
Mo Housing seeking personalized consultations
Mo Environment with healthcare professionals,
SCCRE thanks to programme guidance and
Private Sector resources.
NGOs/CSOs • A shift towards healthier habits
among programme participants,
reflecting a X% improvement in key
health indicators.
• Percentage growth in community
participation in health activities,
fuelled by programme awareness
and engagement
Create a user-friendly MoHP
online/offline platform
for easy access to reliable
health resources

Collaborate with local MoHP

community organizations
to host workshops and
seminars

PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Establish partnerships MoHP

with local schools for
health education integra-
tion

Organize community MoHP

health fairs and events

Implement a targeted MoHP

social media campaign to
disseminate educational
materials

Develop and distribute MoHP

informative brochures,
pamphlets, and posters

Establish partnerships MoHP

with healthcare profes-
sionals for personalized
consultations

Conduct regular surveys MoHP

EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

and assessments to
evaluate effectiveness
215
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PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

3. Collaborate with public, Establish partnerships MoHP Mo Local Develop- • A comprehensive community health
NGOs/CSOs, and private with local public, ment needs assessment, completed with
sectors to develop and NGOs/CSOs and private Mo Youth stakeholder input, informs the
implement community entities to identify and Mo Communications development of targeted initiatives.

EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

engagement initiatives that prioritize community Mo Higher Education • A defined number of programmes
address local health needs health needs Mo Education addressing prioritized health needs
and priorities. Mo Social Solidarity are operational in partnership with
Mo Agriculture public, NGOs/CSOs and private
Mo Housing entities.
Mo Environment • Measurable increases in attendance
SCCRE at health fairs, workshops, and
Private Sector resource centres demonstrate
NGOs/CSOs participation and awareness.
• Surveys or assessments show a
significant rise in individuals confi-
dently utilizing resources and
accessing healthcare based on
programme education.
• Establishment of a specific NGOs
coalition to address a local health
priority/ies.
• Increased membership and active
participation in the community
health coalition, demonstrating
collaborative problem-solving and
Develop community MoHP resource sharing.
engagement initiatives,
such as health fairs and
workshops, to educate
and empower individuals
on local health issues

PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Implement collaborative MoHP

programmes that provide
accessible resources and
information to support
informed decision-mak-
ing regarding health

Foster a network of com- MoHP

munity organizations
(coalitions) to create a
comprehensive and coor-
dinated approach in
addressing local health
needs

Evaluate the impact of MoHP

community engagement
initiatives through
surveys and feedback to
ensure their effectiveness
and relevance
EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030
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PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

4. Improve access to quality Establish community MoHP Mo Local Develop- • Percentage increase in community
healthcare services by health forums to facilitate ment member participation in health
promoting health service dialogue between com- Mo Youth forums within a specific timeframe,
utilization and facilitating munity members and Mo Communications with diverse representation and

EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

community involvement in healthcare providers, Mo Higher Education documented feedback for health-
healthcare planning and enabling them to actively Mo Education care providers and policy-makers.
decision-making participate in healthcare Mo Social Solidarity • Targeted awareness campaigns
planning and Mo Agriculture achieve a measurable rise in com-
decision-making process- Mo Housing munity members accessing specific
es Mo Environment promoted healthcare services within
SCCRE a specific timeframe.
Private Sector • Mobile clinics, telemedicine, or
NGOs/CSOs other collaborative initiatives
extend quality healthcare to new
underserved areas within a specific
timeframe.
• Community-based health screen-
ings and preventive care
programmes achieve target partici-
pation within a specific timeframe.
• Discounts or incentives offered
through partnerships with local
businesses or organizations increase
healthcare affordability for individu-
als within a specific timeframe.

PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Establish community MoHP

health committees com-
posed of diverse stake-
holders to ensure com-
munity involvement in
healthcare planning,
decision-making and
evaluation processes

Advocate for policy MoHP

changes that prioritize
community involvement
in healthcare planning
and decision-making,
aiming to create a more
inclusive and equitable
healthcare system

Conduct targeted aware- MoHP

ness campaigns to
educate the community
about available health-
care services, their bene-
fits, and how to access
them, thus promoting
health service utilization
EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030
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PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Collaborate with local MoHP

healthcare providers to
develop innovative strat-
egies for improving

EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

access to quality health-
care services, such as
mobile clinics or
telemedicine initiatives

Implement communi- MoHP

ty-based health screen-
ings and preventive care
programmes to proac-
tively address health
issues and encourage
community involvement
in maintaining their own
health

Foster partnerships with MoHP

local businesses and
organizations to provide
incentives or discounts
for healthcare services,
making them more acces-
sible to community mem-
bers

PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

5. Build capacity within the Develop training MoHP Mo Local Develop- • Percentage of healthcare profes-
healthcare system to effec- programmes for health- ment sionals demonstrate improved skills
tively engage with commu- care professionals to Mo Youth in community engagement, cultural
nities, tailor health messag- enhance their skills in Mo Communications competency, and communication
es, and address sociocultur- community engagement, Mo Higher Education with diverse populations after
al factors influencing health cultural competency, and Mo Education programme completion (measured
behaviours effective communication Mo Social Solidarity through assessments or feedback).
with diverse populations Mo Agriculture • Partnerships with community orga-
Mo Housing nizations lead to the co-creation
Mo Environment and delivery of culturally sensitive
SCCRE health messages reaching the
Private Sector target population within a specific
NGOs/CSOs timeframe.
• Research on sociocultural factors
influencing health behaviours leads
to new culturally-tailored interven-
tions integrated into the healthcare
system within a specific timeframe.
• A defined number of community
health workers are hired and
integrated into the healthcare
system, resulting in an increase in
community member engagement
Establish partnerships MoHP with healthcare services within a
with community organi- specific timeframe.
zations to co-create and
deliver culturally sensitive
health messages that
resonate with the target
EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

population
221
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PRIORITIES AND OBJECTIVES KEY ACTIONS KEY IMPLEMENTERS KEY PARTNERS KEY INDICATORS

Conduct research to MoHP

better understand the
sociocultural factors
influencing health

EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

behaviours in the com-
munity, enabling the
healthcare system to
tailor interventions
accordingly

Integrate community MoHP

health workers into the
healthcare system to
bridge the gap between
healthcare providers and
the community, ensuring
effective engagement
and understanding of
community needs

Implement feedback MoHP

mechanisms to continu-
ously assess the effective-
ness of community
engagement strategies
and make necessary
adjustments to address
sociocultural factors
influencing health
behaviours

EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030

223
 MONITORING AND EVALUATION: PROGRESS TOWARDS GOALS OF THE NATIONAL HEALTH STRATEGY
AND THE MAIN HEALTH GOALS OF EGYPT VISION 2030

1. Achieving better and more equitable health outcomes for increased well-being and driving economic

ANNEX
development

Goal Indicator Current Target 2030

Extending life expectan-

cy, enabling everyone to
Average life expectancy
enjoy a state of physi- 71.6 (2024) 75
at birth
cal, mental and social
well-being

Reducing the mortality Neonatal mortality 9.3/1000 live births (2022) 6

rate of newborns,
Infant mortality 17.8/1000 live births (2022) 12
infants, and children
under five years of age Under 5 mortality 21.8/1000 live births (2022) 15

Reducing the maternal 49/100,000 live births

Maternal mortality ratio 35
mortality rate (2021)

Premature deaths from

Reduce by 1/3 28% 18.5%
NCDs

Stunting among children

13% 11.7%
under 5 years of age.

Reducing forms of
malnutrition in Egypt
Wasting among children
and meeting the 3% 2%
under five years of age.
nutritional needs of the
most vulnerable groups

Anaemia among children

27% 15%
under 5 years of age.

EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030 225

2. Achieving universal health coverage to ensure that all Egyptians can access necessary, safe and quality healthcare 3. Developing and strengthening public health measures that promote and protect health.
services when needed, without experiencing financial hardship to cover the costs of these healthcare services.
Goal Indicator Current Target 2030
Goal Indicator Current Target 2030

Reducing high blood Prevalence rate of high blood

30% (2017) 22.5%
Reducing the financial The percentage of OOP pressure by 25% pressure
burden resulting from expenditure from the total 59.3% (NHA 2020) 28%
OOP spending on healthcare expenditure
healthcare Reducing tobacco use
Tobacco use among individuals
among individuals aged 23% (2017) 18.4%
aged 15 and above
Percentage of households falling 15 and above
below the poverty line due to direct 2% Zero
personal health expenses
(1) The ratio of pregnant women
83% 90%
A composite indicator making at least 4 follow up visits.
PHC/10,000 population 0.5 (2020) 0.5
for the availability of
primary health services
(%) (2) The ratio of using new
Number of beds/100,000 58.5% 74%
1.2 (2020) 3 methods of family planning
population

Physicians/ Maternal and newborn care

16 83% (2014) Provision of family
The number 10,000 9.3 (2022) (more than 4 visits)
(World average 2018) Full coverage of planning and
of physicians, population
maternal and newborn reproductive health
nurses per care services services in primary
population, and Postnatal care for mothers and care units at 100%
82% (2014)
other globally 39.4 newborns
recognized Nurses/ 10,000 (World average of
criteria 19.9 2022)
population nurses and midwives
2018) Reducing deaths and
Rates of injuries and deaths from
injuries from road 13.2% 8%
road accidents
accidents by half

Eliminating neglected
Incidence: 3.5/100,000
tropical diseases in key Spread of schistosomiasis Zero
(2022)
regions

Number of polio cases in Egypt

Maintaining Egypt as and number of polio cases
0 (2022) 0
polio-free detected from surveillance
samples

226 EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030 EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030 227
CONCLUSION In conclusion,

The National Health Strategy of Egypt ( 2024-2030) outlines a carefully structured

plan aimed at significantly improving the country’s health sector. This strategic
framework is based on core objectives that seek to ensure equitable access
to safe, high-quality, and effective health services. A dedicated unit within the
Ministry of Health and Population (MoHP) will be responsible for monitoring and
evaluating the strategy’s progress and implementation. This unit will actively
engage with all relevant stakeholders to adjust and optimize the strategy’s use,
as well as measure the achievement levels of its goals. An annual progress report
will be prepared and presented to all stakeholders to keep them informed about
both achievements and challenges.

As we advance this agenda, we remain dedicated to ongoing evaluation and

adaptation to ensure alignment with global health standards and emerging scientific
advancements. This strategy not only invites but also values the participation of
all stakeholders, including government entities, health professionals, academic
institutions, and civil society organizations in this collective endeavor. Your role is
crucial in the successful implementation of this strategy.

Ultimately, the successful implementation of this strategy will be measured by

the health and well-being of all Egyptians. We are committed to these goals,
coupling our aspirations with measurable outcomes that echo the principles of
sustainability, equity, and innovation. The path forward is both challenging and
promising, yet with unified effort and unwavering commitment, the envisioned
goals are within our reach.

The National Health Strategy Team

Cairo, Egypt
October,2024

EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030 229

230 EGYPT NATIONAL HEALTH STRATEGY 2024 - 2030