Egypt’s Population Policies And Organizational
Framework1
Hussein A. Sayed
Professor of Statistics
Faculty of Economics and Political Science
Cairo University
Introduction
By mid-2011, Egypt population is estimated to be fluctuating between 80. 4 Million
(CAPMAS, 2011) and 86.6 Million (IDSC, 2011 based on the findings of the PES for
2006 census), while estimated reported population by the UN/Population Division
amounted to 82. 5 Million (2010 revision).Annual population growth is currently
around 2.0% and recent evidences showed the absence of any real changes in the level
of population growth during the period 1986-2006. The percentage population
increase during the period 1986-1996 was about 22.9 %, almost the same as what was
achieved during the period 1996-2006 amounting to about 22.4%.
At the same time, the findings of successive Demographic and Health surveys
indicated that the changes in the level of fertility are reflecting significant changes
during past years. Fertility levels continuously dropped from 5.3 children per woman
during the period 1979/1980, to 3.9 during the early nineties (1990/1991) and to about
3.6 children in 1993/1995. Fertility continued also to decline to reach 3.2 children per
woman in the early years of the third millennium (2000/2003) and to about 3.0
children for the years 2005/2008.
This showed that the highest level of decline in Egypt’s fertility level was noticeable
during the eighties (17%), the decline also continued during the nineties, although at a
slower pace (14.6%) and a much slower pace of declining fertility of about 6.3%
continued to prevail during the first years of the new millennium, confirming the
noticeable stalling trend since 2003.
Similar consistent trends are noticeable when considering the trends in the level of
contraceptive utilization. The prevalence increased by about 4.2 percentage points
during the stalling period 2000 -2008 (from 56.1% to 60.3%) with an annual average
increase of about 0.53 during these years compared to about 1.6 percentage point
increase during the period 1980 -1995. Contraceptive differentials are also observed
by different background characteristics and for various regions, especially rural Upper
Egypt that are consistent with the prevailing fertility levels for these groups/regions.
A significant progress in contraceptive coverage was achieved during the period 1992
-2008 and the unmet need percentage declined from 20.1% to only 9.2% in 2008 and
about 63% of those with unmet need were for stopping childbearing. Quality,
1
This paper was done under the project “Policies to address fertility plateau in Egypt” coordinated by
the Social Research Center (SRC) of the American University in Cairo (AUC) and supported by the
United Nations Population Fund (UNFPA), Cairo Office.
1
however, is questionable since half women, who drop out the use of contraception
during the first year, attributed this to reasons related to quality of services.
The stalling fertility level and the lack of evidences for further reductions is also
combined with a clear stability in the stated ideal number of children per family
around three, during last decades and was reported to be about 2.9 children according
to the EDHS 2008. The data also indicated the early start of reproductive life (before
20 years of age) by a relatively high percentage of younger women reaching about
10%. Moreover, the three children norm is clear since 40% of women who have two
children indicated their desire for a third one while data from the Observatory for
Family Affaires (IDSC, 2009) showed that 40% of all recorded births are of order
three or more.
The current fertility levels and their trends are also associated with significant
improvements in the overall health indicators (and the MDGs) that might lend support
to the sustainability of the current norm, unless serious efforts are undertaken to
change attitudes and culture. These improvements include:
1. Continuous declining infant mortality rate to be about 24.5 per 1000, for the
period 2004-2008, and the same trend for child mortality rate to about 28.3
per 1000 during the five-year preceding the 2008 EDHS survey,
2. Reduced maternal mortality ratio to around 55 per 100 thousands births in
2008,
3. Higher percentage of mothers receiving any type of antenatal care during
pregnancy reaching 73.6% and those who received regular care reached
66.05 during the five-year preceding 2008,
4. Slightly more than 70% of births in the five-year period before the 2008
survey occurred in a health facility,
5. In 2008, about three quarter of all delivered births during the above
mentioned period were assisted by a doctor,
6. Increasing expectation of life at birth to reach 70.2 and 74.8 years, in 2009,
for males and females respectively.
Overall, assessment of progress indicated that the specified goals for reproductive
health as well as child survival are on the right track and some of the proxy indicators
for fertility were also showing positive direction although only up to the early years of
the millennium. This requires full understanding of both policy and organizational
frameworks that are creating supportive environment for achieving national
population goals. In turn, this would highlight possible policy, administrative and
organizational challenges affecting the National Population and Family Planning
Program and their implications for its performance and ability to achieve long-term
national population goals, irrespective of the prevailing stalling levels of fertility and
population growth.
Population Policies and Strategies
High-level population growth is the focus of official government intervention since
the mid-sixties, irrespective of the development in the specification of the population
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situation, the strategies and approaches adopted as well as the changes in the roles and
responsibilities of various stakeholders. The reduction of fertility levels through
expanding the utilization of contraceptives was at the centre of all interventions. This
can be easily noted at various stages of the national population and family planning
program.
First Stage: Medical Approach:
Although no population policy document was issued at the beginning of government
intervention, in the mid-sixties, the national program adopted a fertility target aiming
to reduce the CBR by about one per thousand annually and the formulated strategy
centered on the following objectives:
•
Reducing Natural increase from 2.54% in 1966 to about 2.1% by the end of
1970, resulting of a population size of about 33 million.
•
Expanding coverage of service units to ensure fast increase of contraception
utilization. Estimated number of users reached 400 thousand women in the
first year and to increase to about 700 thousand and one million women in the
following years to be able to reach the specified goal.
According to this medical approach, increasing coverage is required to eventually
respond to expected growing demand for FP which would enable the program to
reach the specified targets. Promotion of services was the first priority at this stage.
The outcomes, however, were affected by:
•
MOH clinics were limited in coverage and providing FP services as an
additional responsibility (overtime), under different supervision,
•
Week availability of skilled human capacity in the area of FP and the limited
number of trained physician and service providers.
•
Lack of coordination among various stakeholders.
•
Prevailing national political circumstances (the 1967 war) leading to changes
in priorities and resulting in a stand still position for the process. This
continued up to the end of this decade.
A Ministerial Committee established in 1969, to assess the FP program and to propose
future directions, recommended enhancing the program to aim toward reducing the
CBR by one per 1000 annually, establish additional FP clinics to provide highly
subsidized contraceptives. At the same time, the role of IEC programs was
emphasized through establishing the Nile Centers and establishing a working group at
the Ministry of Planning (MOP) to integrate population dimensions into development
planning.
The Second Stage: Developmental Approach
The revitalization of the program took place in the early seventies which was reflected
in reshaping the institutional framework and considering FP among the main
responsibilities of the MOH. The main approach, however, was modified to consider
population growth among other aspects of the situation. The main aim remains to
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increase FP adoption to control fertility as well as population growth, but with due
attention to factors affecting the demand.
The Complete change towards developmental approach for the population and family
planning program can be traced back to the mid-seventies, which coincides with the
redefinition of the population problem. Official government position was clearly
formulated in the two policy documents issued in 1973 (modified in 1975) and 1980.
The first population policy document issued in 1973 and its attached population plan
(for the period 1973-1982) aim toward reducing the CBR by 10 thousand points
during the specified period, although the demographic indicators for the period were
in the other direction showing a rising birth rates and population natural increase.
By 1975, the policy document was amended to include the various dimensions of
Egypt’s population problem, which were emphasized in the successive policy
documents published in 1980 and 1986. These dimensions were:
•
High-level annual population growth,
•
Low-population characteristics that are not supportive to Egypt’s position in
a competitive world,
•
Imbalanced population distribution and the utilization of only 4-5% of the
overall country land.
The policy documents, however, reflect the change in the adopted strategies to
emphasize the importance of the developmental approach and the need to
operationalizing the population and development interlinks to achieve the population
goals, especially controlling population growth. It identified 9 factors that are
necessary to be affected to expedite the reduction in population growth. These
include, raising socioeconomic standards for families, education, and women work,
and agriculture mechanization, rural industrialization, reducing Infant Mortality Rate
(IMR), social security, IEC, and improving services including FP. For each of the
areas specific objectives were identified to guide the work.
At the early stage, the population and development project that covered most rural
areas of Egypt represented the main strategy implemented by the National Population
and Family Planning Board during the seventies and early eighties, to reach the
specified goals in different areas. This included increasing the number of
contraceptive users from about 543 thousands in 1972 to about 2502 thousands in
1982 (representing about 40% of married women in reproductive age).
The evaluation of the project showed the absence of significant results at the macro
level that might lead to higher levels of contraceptive utilization thus confirming the
validity of the developmental approach to achieve the goals within the context of the
socioeconomic interlinks.
Following the reformulation of the Supreme Council for Population and FP, under the
chairmanship of the Vice-President (1977), the policy directions focused on three
areas:
•
Support FP services within the context of relevant health and social activities,
4
•
Enhance socioeconomic development projects at the village level,
•
Support IEC programs that can affect fertility levels and contribute to
changing attitudes towards contraceptive utilization.
The 1980 National Strategy for population and human resources emphasized once
again the priority of the growth goal through aiming to reduce the CBR by 20
percentage points during the period 1980-2000. In addition, the strategy aim at
reducing population growth within the context of the national socio-economic
development plan, promoting the preparation of a new map including the
establishment of new settlements, re-building Egyptian villages and improving labor
productivity through upgrading skills, training and creating relevant opportunities for
work.
However, the lack of clearly assigned roles and responsibilities for handling these
various dimensions of the population problem was the main defect of this stage,
especially since efforts to increase contraceptives that would lead to lower fertility
level, is hanging on the successful manipulation of socioeconomic factors and these
falls within the main responsibilities of various entities. Other critical observations
include:
•
High-level political support for FP was not clear, especially during the late
seventies, in contradiction with the priority given to reducing population
growth,
•
Coordination role was more obvious but with no executive power, which was
only limited to pilot projects.
•
Further attention to establish a data base to provide relevant information for
assessing progress in achieving national goals.
The Third Stage: Effective Integrated Approach
Expanded and effective debate about the population situation and interlinks to the
economic position, took place in the mid-eighties and Culminated by holding the first
National Population Conference in 1984. The discussion reaffirmed the specified
dimensions of the population problem and emphasized their mutual interaction, in
addition to their interlinks to various socioeconomic factors.
The main principles of the 1986 policy stressed the "families freedom of choice in
determining the number of children they want" and the responsibility of the program
in assisting them to achieve their goals. It also included the freedom of migration,
decentralization of population and FP program, promoting the role of voluntarism and
civil society, enhancing human development and the adoption of voluntary positive
incentivizes that lead to changing fertility behavior.
Once again the policy indicated that high-level population growth is the result of
higher fertility levels and accordingly a package of integrated interventions need to be
adopted to slow down the prevailing levels of demographic indicators. These policy
quantitative goals were specified in a separate document to allow flexibility for their
modifications according to actual performance and their implementation was carried
out under the umbrella of long-term plan including a number of successive strategies
5
issued in 1986 and 1991. The first segment was to cover the period up to 1991, while
the second part covered the period 1992-2007 (three successive five-year plans).
The strategy document for the first period specified the planned interventions that
included increasing coverage and the provision of quality FP services as well as
upgrading other socioeconomic dimensions such child survival, social security
without depending on children, basic education, empowerment of women, intensify
illiteracy programs and expanding IEC campaigns to change attitudes as well as
behavior. Moreover, the strategy specified goals for the other dimensions of the
population problem, namely distribution and characteristics.
The second Strategy document adopted a set of quantitative demographic goals for the
period 1991- 2007 (with specified goals for the years 1997, 2002 and 2007) that
would be achieved through nine national programs covering:
1. Family planning,
2. Information, education and communications,
3. Maternal and child care,
4. Youth,
5. Environment,
6. Upgrading education standards and levels as well as reducing illiteracy,
7. Increasing working level and productivity,
8. Women development, and
9. Population redistribution and land utilization.
This stage watched highly intensified efforts that led to a significant progress toward
approaching the specified population and FP goals that was faster in the early years
of this stage then slowed down during last year’s, up to the end of the century. This
was documented by various assessments that indicated:

Slightly decreasing population growth to reach 2.01% during the period 19962006 compared to 2.1% during the previous period 1986-1996,

Declining CBR to 26.3 per thousand population in 2002 instead of 40.9 per
thousand in 1985,

Reduced TFR from 4.9 children in 1984 to about 3.5 children in 2000,

Increasing prevalence to 56.1% of women of reproductive age in 2000
compared to about 30.3% in 1984,

Significant decline in the level of infant mortality from 97 per thousand live
birth to only about 44 per thousand by the end of the nineties,

Reducing illiteracy ration from 50% in the year 1986 to about 39% by 1996,
6

Increased percentage of land utilization and accordingly improving population
distribution within the context of the developed new map for Egypt. The
establishment of new settlements, expanding toward desert land in
governorates and large-scale projects.
In sum, assessment of progress during this period indicated that goals for fertility,
contraceptives, mortality as well as maternal and child care were approaching
achievement while those related to women, labor, youth , illiteracy, environment
and population distribution require intensified efforts and resources for their
achievements.
High political support, especially at the top level, effective coordination among
various stakeholders within the context of an integrated population strategy while
promoting decentralization at the implementation level, as well as a strong
leadership for the program, high-level institutional framework shown by a strong
National Population Council, the establishment of the Ministry for Population and
Family Planning and intensified IEC activities, were the main factors behind the
progress achieved during these years. Holding the international conference on
Population and Development in Cairo (1994) and its action plan emphasizing this
comprehensive framework were also additional elements for strengthening
population and FP activities in Egypt, and their expansion within the context of
reproductive health approach.
The Fourth Stage: Targeting/Health Orientation Approach
In 1996 the recently established Ministry for population and family planning was
abolished and the strong leadership role of NPC diminished while the overall
responsibility for the national Population and FP program was transferred to the
Ministry of Health and Population (MOHP), although the PM continue to chair
NPC up to 2002.
By the end of the millennium the MOHP embarked on a process to assess the
validity of the latest population policy and its attached documents after around 15
years of implementation since 1986. The main purpose was to examine the
various dimensions of the population problem, the specified goals and to assess
the effectiveness of the adopted strategies for this period. The revision process
was completed and a proposed policy document was drafted by April 2000. Its
main contribution was adding another fourth dimension for the population
problem concerned with the wide differentials between the prevailing
demographic indicators for various regions and population groups. The document
included 11 components covering all stakeholders concerned with population
situation.
To operationalizing such policy directions a National population Strategy 20022017 was launched in November 2001, including for each of the 11 strategies the
main objective, the specified sub-objectives as well as the responsibility for
implementation. These strategies covered: Family planning and reproductive
health; child health and survival; education and illiteracy; improving the status of
women; adolescent and youth; support and family protection; IEC; Environment
protection; Population redistribution; reducing demographic differentials and
finally strengthen research and information.
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1 The First Cycle 2002-2007
The comprehensive strategy 2002-2017 was implemented through a series of
successive five-year plans; the first covered the period 2002-2007 and elaborated
various activities to be carried out within the framework of the different substrategies. Concerning FP and fertility indicators, the plan aim to reach the
following goals by 2007:

Increasing contraceptive to reach 63.1 % of women in reproductive age,

Reducing unmet need to about 6 %.

Increasing couple-years of protection to about 9.8 million women,

Reducing fertility level to about 2.9 children per women.
Moreover, the plan included specific indicators for other components that are
being generally covered within the overall strategy.
The sub-strategies, however, were mainly elaborating the overall mandate of
various contributing stakeholders, based on the assumption that long-term effect
would eventually lead to changing behavior and reduce fertility levels as needed,
without focusing on the specified population aspects or indicating the path that
would produce such impact. In addition, observations and comments about this
five-year plan can be highlighted in the following:
1. The main goal focuses on population growth. It aims to reduce fertility to
reach replacement level (2.1 Child per family) by 2017 and accordingly
reducing population growth to about 1.2% annually,
2. The absence of a comprehensive set of quantitative goals within the
context of the 11 sub-strategies that would lead, if achieved, to realizing
the national population goals. However, a subsequent document
presented the specified quantitative goals for various areas and included a
total of 80 indicators. Specific plans for monitoring progress, however,
were not elaborated,
3. Specified national objectives for the long term strategy were mainly
guided by the population and development action plan as well as the
millennium development goals they were globally endorsed in 2000. This
was clearly shown for child health (infant and child mortality), maternal
mortality, coverage for primary education and reducing gender gaps as
well as expanding access to reproductive health services,
4. Generic formulation of the stated objectives without specifying neither
the selected mechanisms for implementation nor elaborating the relevant
plan ,
5. Lack of any plans for monitoring progress as well as measuring the
impact of the adopted strategies.
Irrespective of such constraints, the performance of the first cycle of the long-term
plan (2002-2007) showed positive results for several sub-strategies. The
assessment indicated that progress was significantly noticed for the indicators of
8
reproductive health, most indicators of FP, coverage for primary education and
reducing the gender gap at this level. Low performance was also noticed in some
critical areas such as:

Eliminating/ reducing the level of unmet needs that reached about 9%
according to EDHS Survey, 2008. Such level was much higher in Upper
Egypt, especially rural areas (about 15%),

Low progress in raising the couple-years of protection to the required
levels, indicating the inability of the program to recruit new acceptors
which might lead to slower increasing trend in contraceptive levels,

Indicators concerning women status showed very slow progress in
reducing illiteracy which was estimated to be about 34.6 % of women 10
years and over compared to only about 9.6 % for males. The progress in
coverage of primary education was not matched by similar progress for
higher education levels and the unemployment levels among women was
almost 4 times the reported level for males around 2007 (24.6% compared
to 6.8%),

Limited progress in expanding land utilization where the area used
increased to only about 8% in 2007 instead of 24.7% as planned.
In sum, further assessment based on the findings of the EDHS 2008 indicated that
progress was very limited in the areas of contraceptive utilization, fertility and
accordingly population growth, especially in late period of this five-year plan
which witnessed the beginning of the stalling trend since 2003.
2 The Second Cycle 2007-2012
Lessons learned from the implementation of the first five-year plan and its results
emphasized the need for a different orientation in the formulation of the five-year
plan. The rational adopted in the preparation of this plan include:
1. The main concern of the population program is to rationalize the level of
population growth while at the same time taking into consideration the
various dimensions of the population problem. This was clearly
noticeable throughout previous strategies where population growth goals
were always at the center of any formulated plan,
2. The other population problem dimensions (Characteristics, distribution
and differentials) as well as the population and development interlinks,
although important on their own, are also considered among the main
strategies to change attitudes and behavior that would create supporting
environment for adopting small family norm and accordingly initiate
contraceptive utilization to reduce fertility,
3. Adopting an integration approach that combines reproductive health and
family planning services while maintaining the highly needed privacy for
FP clients,
4. The population problem should be considered at the national level and
accordingly its handling is the responsibility of all partners/stakeholders,
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their contribution should be clearly spelled out and the roles of the
Government as well as public and private sectors need to be defined,
5. Cost-benefit assessment is demonstrated to emphasize potential returns
& savings as a result of the national population and family planning
program and their implications at the macro-level. The detailed budget
for the plan was estimated and presented for approval,
6. Monitoring and evaluation is considered an integral part of the overall
plan and the relevant indicators for measuring progress are identified at
the initial stage,
7.
The ultimate goal of the national population strategy for 2017
(replacement level fertility) is to be maintained and the specified goals
for the interim year 2012 should be in accordance with such goal.
These factors shaped the structure of the 2007-2012 five-year plan that was
launched in April 2007. The main goal was to reduce fertility to reach 2.4
children by 2012 in order to reach replacement level by 2017. Plan was built
around four axes:
First: Upgrading quality and coverage of RH/FP services within the framework
of primary health care. The objective is to provide quality affordable RH/FP
services to all people in need at the right time &place and to increase the
prevalence to about 67.3% by 2012 through providing the service to about 8.6
million women. Moreover, the unmet need is to be reduced to about 6.6 % and
early marriage is to be limited to 2.7% of woman in the age group 20-24 years.
Achieving the contraceptive and fertility goals for the years 2012 and 2017
require maintaining current users as well as recruiting a total of 300 thousands
new acceptors annually, out of which half is to be provided by public health
facilities while the balance is to be shouldered by the private and civil society,
according to their share of the market, as indicated by the EDHS 2008.
Second: Changing attitudes and behavior of Egyptian families to voluntary
adopt the concept of small family size. The aim is to increase the percentage
adopting the two-child norm to about 75% instead of the current level of 60%.
Four strategies are to be implemented in that respect:
1. Strengthen the role of IEC to adopt small family size norm and to
bridge the gap between knowledge and approval of FP from the one
hand and using contraceptives on the other hand,
2. Emphasize the role of religious leaders and reformulate the religious
messages,
3. Target youth, from both sex, to change their reproductive behavior,
4. Target geographic areas with high fertility level.
The specified indicators for this axis include reducing fertility level for the age
group15-19 years and increasing prevalence to about 36.4% for women of the
same age group.
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Third: Strengthen linkages between population goals and comprehensive
sustainable development. The work is to concentrate on upgrading the health
status of the family and support protection programs that lead to better
characteristics, education and illiteracy programs as well as increasing coverage,
especially for females, improving women status and population redistribution.
Fourth: Effective monitoring and evaluation system that allow periodic
assessment of various indicators. Areas to be covered include upgrading
population information systems; high-level coordination mechanisms and data
collection for all stakeholders and efficient analysis and evaluation of data to
assess progress. A total of 28 indicators were identified as key measures to assess
periodic progress.
The implementation of this well coordinated and detailed plan was highly
supported by the second National Population Conference held in 2008 and the
political support at both central and governorate levels, especially after
reformulating the National Population Council to be chaired by the Prime Minister
and included a limited number of key Ministers as well as establishing the
technical “Executive Committee” as a middle layer to translate high-level
decisions into relevant strategies and plans for implementation.
Full implementation of the first years of the plan was seriously hampered by the
lack of financial resources that were actually approved by NPC (chaired by the
PM). This resulted in continuing work “as usual” by all stakeholders. A rapid
assessment of performance for the first two years showed that only about 45% of
expected new acceptors for FP was reached and accordingly the number was
increased to about 420 thousands new acceptors annually, if the goal of achieving
replacement level by 2017 is maintained. This was too ambitious especially with
the continuous decline in the contribution of the civil society and the absence of a
clear assessment of the private sector’s role.
Following the establishment of the Ministry for Family and Population in 2009,
efforts to intensify population and FP activities were elaborated in 2010. Proposed
activities focused on targeting some groups that are approving FP but not able to
find neither mere service (unmet need group) or quality service (drop-out group).
The door-to-door plan was developed to be targeting women with unmet need in
about 800 villages in Upper Egypt, as a first step, to be later expanded to other
regions after assessing performance. The process started by creating bench-mark
data about these villages and no evidences are available to assess its performance
during the period preceding the 25 January revolution.
The Current Stage: Human Development
After the 25th January revolution, the responsibility about the population problem
was shifted back to the MOHP and although the FP sector continued its level of
work, the prevailing circumstances dictated a different set of priorities and the
new leadership of the National Program did not have sufficient time to be
involved since five Ministers of Health and Population shouldered the
responsibility during this period, and only recently a First Under-Secretary for
Family and Population was appointed. Moreover, overall assessment of Egypt’s
population situation was debatable and some key influential figures were refusing
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the need to rationalize population growth and assuming that potential increase is
actually enhancing Egypt’s human capacity and wealth.
At the same time, NPC is claiming a new vision that covers all aspects of
comprehensive development planning. This would put NPC at the beginning of a
new stage adopting different mechanisms that are consistent with the realities.
According to NPC, the success of the National population and family planning
program, during the last 30 years in reducing fertility, did not reflect on
population size (approaching 80 millions)
The new vision of NPC is to consider the population problem as one of the
important issues of Human Development, since population is its real wealth and
their production and innovation represent its effective soft power. In that respect,
NPC is not to focus only on controlling population growth rates, which we all
aims for, but to adopt a different package of intervention that include:

Upgrading health and reproductive services while working at the same
time on improving population characteristics that would contribute to
reducing the level of poverty, illiteracy and unemployment problems,

Enhancing women opportunities,

Narrowing social differential between the population,

Record slum areas’ problems and enhance activities to coordinate efforts
for their treatment,

Understanding the nature of the difficulties facing new cities in order to
reach a balance toward optimum population redistribution,

Support all developmental efforts to optimize progress and prosperity and
to cope with development challenges,

Collaborate with all concerned organs in the country to integrate
population dimension within the context of all sustainable development
programs and to ensure their effectiveness as well as their monitoring and
evaluation to adopt correction measures, if needed.
The operationalization of such vision is to be carried out through signing a set of
“Collaboration Protocols” with various stakeholders concerned with population
and development whether Governmental or not. Examples are those signed with
“Misr Al-Kheir” to create a data base for the poorest 1030 villages in Upper
Egypt and with the Fund for Developing Slum Areas. The National program for
empowering Egyptian families is another intervention aiming to ensure full
commitment of the country and the civil society toward allowing all family
members to enjoy the rights guaranteed by the Constitution and the Law without
any discrimination. This will improve the quality of life for the family at all
economic, social, political and cultural levels.
This new vision, however, is presenting another definition of the population
problem that assigns priority to population characteristics and empowering the
family while concerns about the level of population growth, which was the focus
of all previous policies and strategies, is pushed to the side. The right to adopt
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contraceptives in order to voluntary specify the desired number of children for
the family (reducing fertility level) is being totally absent and the reference to
FP is currently considered sensitive which might affect the country’s
achievement in that respect. Moreover, it can be noted that:

The comprehensive nature of the population problem should be reflected
in the formulation of this new vision to elaborate how this complex
problem would be handled. An integrated population plan is the main
responsibility of NPC, in collaboration with other stakeholders,

The concept of human development is significantly important for various
countries but their strategies are actually focusing on one aspect of the
population situation (characteristics) without providing mechanisms
about how this will affect other dimensions of the population problem,

The expected outcomes of adopting such new vision is not anticipated to
demonstrate how it will contribute to the handling of the population
problem,

Since 1975 the population policies & strategies and their subsequent
documents, the population and development interlinks were considered
the most likely acceptable approach to cope with the population
situation. This almost covered all the pillars specified in the new vision
although within the context of a comprehensive strategy. The main
difference, however, is to push the growth dimension side way.

Lack of monitoring and evaluation plans to assess progress in achieving
what would be considered among specified national goals.
Organizational Framework
Efforts to have a governmental body responsible for handling the population situation
can be traced back to the fifties when the Committee for Population Matters was
established to assess the population situation and provide recommendation for the
government. Such directions, however, were terminated and the committee was
dissolved when the government decided to pull out completely from any involvement
with the population situation.
The first government organizational framework was established in 1965 as “the
Supreme Council for Family Planning”. The Council was chaired by the Prime
Minister and included as members all Ministers concerned with population. The
technical Secretariat “Executive Board for Family Planning” was entrusted with
managing the national family planning program with clear mandate aiming to reduce
natural increase rate from 25.4 per thousand in 1966 to about 21 per thousand by 1970
resulting in a total population of about 33 millions by that date. The program was
independently carried out although fully dependent on the Ministry of Health facilities
and those of NGOs.
The national program was later affected by the 1967 war and its subsequent
circumstances that led to a complete stop of the activities up to 1969, when a
Ministerial Committee was established to assess major activities and recommend
future directions. The Supreme Council and its Secretariat were reactivated after
introducing some basic changes:
13
•
Establishing an Executive Committee for the Supreme Council to be chaired
by the Minister of Health,
•
FP services were introduced within all Ministry of Health facilities that
worked according to special time table in the afternoon,
•
Allocating government financial resources (one million pound) for the
Supreme Council activities,
•
Establishing the Nile Center for Information within the context of the
“General Agency for Information”,
•
Creating a working group, within the Ministry of Planning” to integrate
population dimension within development planning.
The goal for the national program was to reduce the CBR by one per thousand
annually to reach the level of 30 per thousand in 1978.
During the period 1965- 2011 the organizational framework for the population
problem changed several times to reflect either changes in mandate, chairmanship and
membership or administrative level within the hierarchy of the country. The Highlevel population council was reformulated 11 times as follows:
1) The supreme council for FP, 1965, chaired by the Prime Minster,
2) The Supreme council for family planning, 1972, chaired by the deputy
prime minister,
3) The supreme council for family planning and population, 1974, chaired by
the deputy prime minister,
4) The supreme council for family planning and population, 1977, chaired by
the vice-president,
5) The national population Council, 1985, chaired by the President until
endorsing the National Population Policy,
6) The national population council, 1986, chaired by the Prime Minister,
7) The national population council, 1996, chaired by the Prime Minister,
8) The national population council, 2002, chaired by the Minister for health
and population,
9) The national population council, 2007, chaired by the Prime Minister,
10) The national population council, 2009, chaired by the Minister for family
and population,
11) The national population council, 2011, chaired by the Minister for health
and population.
The main responsibilities for such high-level council are to approve proposed policies,
develop comprehensive integrated population plans, in collaboration with all
stakeholders, coordination as well as monitoring and evaluation. At certain time the
14
functions were expanded to have executing power for pilot experimental projects such
as the population and development project, while at other points its role was narrowed
to mainly research and data collection.
The Council has local branches in all governorates to support customized population
activities at local level and ensure decentralization of population plan implementation.
The performance of this high-council is affected by many factors that determine its
role in connection with other stakeholders. Among these are the level of political
support, the priority given the population situation, ability to mobilize resources as
well as the leadership personality and background.
At the same time, in two occasions a special Cabinet Minister was appointed to
shoulder the responsibility of the population situation. The first, the Minister for
population and family affaires was nominated during the period 1993-1996, during
which the International Conference on Population and Development was held in Cairo
in 1994 (ICPD). Besides, it contributed to creating supportive environment for the
national program. The second occasion took place in 2009 where a Minister for
Family and Population was appointed and assigned the responsibility for chairing the
NPC. However, its role and responsibility was largely debated and the Prime Minister
continued to chair the meetings of the Council with the presence of the Executive
Committee.
This long list of organizational structure clearly indicates the lack of stability, the
absence of continuous political support and a clear vision about both the population
problem and the institutional framework required for its successful handling and
establishing effective working relationship with various stakeholders. It also reflects
the periodic seasonality that characterized the official political government position
toward the population problem. Strategic planning, defining roles and responsibilities
of all stakeholders, coordination between various programs to ensure their integration,
the ability to assess the contribution of various programs in reaching national goals as
well as periodic monitoring and evaluation should be spelled out within the mandate
of such organs to ensure its effectiveness.
Challenges and Future Directions
The previous discussion about the policies and the organizational framework
pinpointed several challenges that clearly affect the country’s ability to achieve its
national population goals within the current political environment.
Building consensus around the Population Problem
The various dimensions of the population problem were almost stable since 1975 with
the built in assumption that rationalizing population growth is the ultimate goal that
will be affecting and at the same time affected by the development of the other
population dimensions. This clearly requires adopting a comprehensive strategy, with
clearly assigned roles and responsibilities. Moreover, it is important to note:
•
Population policy should be one of the components of a comprehensive
development policy and not a replacement. Both should be harmonized and
their implications (outputs) need to be mutually taken into consideration.
15
•
The specified goals for the population policy should be mainly linked to
various demographic processes although strategies for their implementation
can be cross-cutting with other sectoral activities. This would again
emphasize the importance of having full partnership among all stakeholders
in the community.
•
Population would continue to grow for a longer period but the main question
is the size of such expected increase.
Population Growth
Fertility is the main factor determining the level of population growth since the role of
permanent migration is ineffective. Accordingly, the focus of various population
strategies was to work on changing culture and reproductive behavior to adopt small
family size norm without having a clear definition of its size. The strategy 2002-2017,
however, referred to the norm of two children per family through adopting the
replacement level goal by 2017. This was also clearly spelled out in the latest
population and FP strategy 2007-2012.
Significant progress has been achieved during past years and the level of fertility
declined from about 7 children per woman in the sixties to about 3 children around
2008. The pace of decline was slower in recent periods and reached a stalling level
after 2003. The same trend was also noticeable for the level of contraceptive
utilization since the prevalence fluctuated around 60 % of woman in reproductive
ages in 2008 with no recent evidence about any change of direction. The prevailing
norm for the desired number of children around 3 is also supported by the fact that the
ideal number of children for both ever- and currently-married women was about 2.9
children in 2008 and is almost stable for the last 25 years.
As noticed population projections are showing a large scale differences depending on
the adopted base population (2006 census returns or those corrected using the results
of the 2006 PES) as well as the highly risky estimates of Egyptians abroad fluctuating
between 6 to 10 millions. However, for the sake of clarifying the point the
UN/Population Division projection (the 2010 revision) is to be used.
If fertility continues at its current level of 3 children, Egypt population would reach
89 million by 2015 and continue to grow to about 105 and 150 million by the years
2025 and 2050 respectively, as can be seen from Table One providing UN projection
according to different variants. The table shows that population size continues to
increase with different levels according to expected fertility. By 2025, the differences
in population size would be around 4.2 million when considering constant fertility
compared to the potential medium variant and these differences increases to about
26.1 million by 2050. The trend indicated that the population would continue to
increase under both the constant fertility and the high variant assumptions while it
will start to decline around 2055 and 2075 under the low and medium variant
assumptions. Replacement level fertility would be only reached around 2030-2035
according to medium variant assumption.
Different projections, especially those adopting the corrected 2006 census (based on
the PES findings) would produce higher population estimated for different years.
These findings, however, need to be widely debated within the community to
establish consensus about the goals that are to be adopted.
16
Table (1)
Egypt’s Population Projection by Different variants
(In thousands)
YEAR
Medium
Variant
High Variant
High
Variant
Constant fertility
Variant
2015
88179
89053
87304
88929
2020
94810
97158
92462
96988
2025
100909
105154
96664
105125
2030
106498
112734
100276
113352
2040
116232
127472
105359
130726
2050
123452
141809
106691
149586
Source: UN/ Population Division, 2011
Family Planning Program
Family planning stood at the centre point of all efforts to control population growth.
This is clearly documented since in the official government recognition of the
population problem in 1962 (the national Charter). This was sustained throughout
various periods although adopted strategies became widely comprehensive and
included all aspects of the population problem.
The program widely benefitted from the increasing support of donor agencies,
especially USAID and UNFPA, to expand coverage within the context of an
integrated approach, upgrade the quality of services and ensure contraceptive security
to guarantee the provision of quality affordable contraceptives when need at the right
time and place. This was shown by the outcomes where prevalence doubled between
1980 and 1995 (percent of currently married women 15-49 years increased from
24.2% to 47.9%). It also continued to increase to reach 56.1% in 2000, 59.2% in 2005
and in 2008 stood at around 60.3%, showing once again a stalling trend since 2003 as
was reflected on fertility, irrespective of efforts to expand the program through
introducing mobile services and increasing the number of female service providers.
Working on the demand side continues to change norms and attitudes with moderate
success that was reflected in the declining level of unmet needs.
The estimated Family Planning Program Effort Index (FPPEI) that was carried out in
1999 and 2009 did not show significant improvement during the period under study as
given in Table Two.
17
Table (2)
Family Planning Program Effort Index for Egypt
and some selected countries in 1999 and 2009
FPPEI
Country
Total
Policy
Services
Evaluation
Method
availability
1999
Egypt
57
63
58
60
46
Tunisia
66
52
74
88
56
Malaysia
69
72
61
86
72
Bangladesh
74
70
75
72
81
2009
Egypt
60.9
71.9
57.6
69.4
51.0
Malaysia
62.2
61.9
58.8
74.1
63.8
Bangladesh
56.4
61.1
53.1
49.5
60.2
Sources: Ross, J. and Stover, J. (2001). The Family Planning Program Effort Index:
1999 Cycle, International FP Perspectives, 27(3); Ross, J. and Smith, E., USAID/
Health Policy Initiative (2010). The FP Effort Index: 1999, 2004 and 2009.
This independent evaluation is based on collecting information from expert observers
who provide their assessment of the details of the program according to the specified
scales from 1 to 10. Responses for each country are converted to scores for 30
indicators within the 4 components of the overall index.
Table (2) showed that Egypt’s program effort index slightly improved during the 10year period from 57 to about 61 (4 percentage points increase in 10 years). Both
policy and evaluation components are the one that indicated noticeable improvements
while method availability showed a slight increase and services did not show any
progress during the period.
Comparison with successful countries in 1999, such as Tunisia, Malaysia and
Bangladesh indicated that they are ahead in Egypt, not only at the overall effort index
but also in almost all the components, especially services and evaluation. The results
for 2009 are putting Egypt in a better position compared to Bangladesh and reflect a
relatively better improvement in comparison with Malaysia but who is falling behind
in that respect.
In sum, although the FP component is crucial for the overall population program,
evidences are showing that further efforts are needed to strengthen and sustain
program improvements. Financial and human resources would be instrumental in that
respect.
18
The Unmet Need Challenge
The level of unmet need significantly declined according to the findings of the EDHS
(2008). It reached 9.2% for overall Egypt out of which around the third are desiring to
space the next birth and the balance wants to limit their births. Wider differentials by
geographic regions are noticeable. The highest level shown in rural Upper Egypt
(15.4%) compared to only about 5.9 % in urban governorates and 7.4 % in Lower
Egypt. Its value also varies by governorates as can be seen from the following table.
Table (3)
Unmet Need for Family Planning by Governorates (2008)
Governorate
Cairo
Alex
Port-Said
Suez
Damietta
Dakahlia
Sharkia
Kalyoubia
Kafr Elsheikh
Gharbia
Menoufia
Beheira
Ismaelea
Total Egypt
% Unmet Need
5.72
6.5
7.32
4.69
8.0
10.3
7.74
5.31
8.42
7.31
6.32
6.93
7.63
9.25
Governorate
Giza
Beni-Suef
Fayoum
Menia
Assuit
Souhag
Qena
Luxor
Aswan
Red Sea
New Valley
Matrouh
North Sinai
South Sinai
% Unmet Need
7.4
13.5
10.87
13.87
14.8
22.73
15.42
10.08
9.59
8.97
5.88
8.33
17.64
11.53
To explore the possibility of reaching replacement level if unmet need was
eliminated, a set of possible scenarios were examined based on the desire for limiting
or spacing:
First Scenario: Increasing prevalence through reducing unmet needs for limiting
only. The percentage reduction in the percentage of unmet needs is translated to an
increase in the prevalence according to the following assumptions:
•
Prevalence < 40%, annual increase would be about 2.54%
•
Prevalence between 40-50 %, annual increase would be about 1.9%
•
Prevalence >50%, annual increase would be about 1.27%.
Second scenario: in addition to reducing unmet need for limiting, this scenario also
includes those with unmet need for spacing if they have their last birth since more
than two years. Increase in prevalence would be dependent on the level of prevalence,
as previously indicated, to be 3.0%, 2.2% and 1.5% respectively.
19
Third scenario: Similarly in addition to including all unmet need for limiting, about
half those with unmet needs for spacing are covered. Increase in prevalence for the
three previous groups would be 3.27%, 2.45% and 1.3%.
The results are shown in tables 4, 5 and 6. It indicated that all urban governorates
would be reaching replacement level by 2017; some other governorates from both
Upper and Lower Egypt will be also reaching the goal while Kafr-ElSheikh,
Kalyoubia, Ismaelea, Giza and Beni-Suef would be delayed in achieving the goal up
to between 2018 and 2023, in various scenarios.
The exercise shows that targeting women with unmet needs, especially for limiting
and Part of those who were spacing would provide a good opportunity for speeding
the process for achieving the goal while at the same assisting families to practice their
rights.
20
Table
(4) First Scenario: Reduction in Unmet Needs & relevant Contraceptive Prevalence, by Governorates
GOVERNERATE
CAIRO
EDHS 2008
unmet total
limit
use
3.19
66.78
2011
Unmet T use
2012
Unmet T use
2013
Unmet T use
1.92
68.05
0.65
69.32
0
70.59
2014
Unmet T use
2015
Unmet T use
2016
Unmet T use
2017
Unmet T use
2018
T use
2019
T use
2020
T use
2021
T use
2022
T use
2023
T use
75.1
75.1
0
71.86
0
73.13
0
73.78
0
74.11
74.44
74.77
75.1
75.1
ALEX
3.9
63.74
2.63
65.01
1.36
66.28
0.09
67.55
0
68.82
0
70.09
0
71.36
0
72.63
73.28
73.61
73.94
74.27
74.6
74.93
PORT SAID
5.15
54.74
3.88
56.01
2.61
57.28
1.34
58.55
0.07
59.82
0
61.09
0
62.36
0
63.63
64.9
66.17
67.44
68.71
69.98
71.25
SUEZ
3.31
65.85
2.04
67.12
0.77
68.39
0
69.66
0
70.93
0
70.93
0
72.2
0
73.47
74.12
74.45
74.78
75.11
75.11
75.11
DAMIETTA
4.94
64.23
3.67
65.5
2.4
66.77
1.13
68.04
0
69.31
0
70.58
0
71.85
0
73.12
73.77
74.1
74.43
74.76
75.09
75.09
DAKAHLIA
7.14
64.41
5.87
65.68
4.6
66.95
3.33
68.22
2.06
69.49
0
70.76
0
72.03
0
73.3
73.95
74.28
74.61
74.94
74.94
74.94
SHARKIA
5.48
65.7
4.21
66.97
2.94
68.24
1.67
69.51
0.4
70.78
0
72.05
0
73.32
0
73.97
74.3
74.63
74.96
74.96
74.96
74.96
KALYOUBIA
3.54
59.92
2.27
61.19
1
62.46
0
63.73
0
65
0
66.27
0
67.54
0
68.81
70.08
71.35
72.62
73.27
73.6
73.93
KAFR
ELSHEIKH
GARBIA
5.79
62.11
4.52
63.38
3.25
64.65
1.98
65.92
0.71
67.19
0
68.46
0
69.73
0
71
72.27
73.54
74.19
74.52
74.85
75.18
4.87
67.12
3.6
68.39
2.33
69.66
1.06
70.93
0
72.2
0
73.47
0
74.12
0
74.45
74.78
75.11
75.11
75.11
75.11
75.11
MENOUFIA
3.19
66.29
1.92
67.56
0.65
68.83
0
70.1
0
71.37
0
72.64
0
73.29
0
73.62
73.95
74.28
74.61
74.94
74.94
74.94
BEHEIRA
4.62
66.05
3.35
67.32
2.08
68.59
0.81
69.86
0
71.13
0
72.4
0
73.05
0
73.38
73.71
74.04
74.37
74.7
75.03
75.03
ISMAELIA
5.09
56.49
3.82
57.76
2.55
59.03
1.28
60.3
0
61.58
0
62.85
0
64.12
0
65.39
66.66
67.93
69.2
70.47
71.74
73.01
GIZA
5.65
62.37
4.38
63.64
3.11
64.91
1.84
66.18
0.57
67.45
0
68.72
0
69.99
0
71.26
72.53
73.18
73.51
73.84
74.17
74.5
BENI SUEF
6.61
56.89
5.34
58.16
4.07
59.43
2.8
60.7
1.53
61.97
0.26
63.24
0
64.51
0
65.78
67.05
68.32
69.59
70.86
72.13
73.4
FAYOUM
6.68
55.75
5.41
57.02
4.14
58.29
2.87
59.56
1.6
60.83
0.33
62.1
0
63.37
0
64.64
65.91
67.18
68.45
69.72
70.99
72.26
MENIA
9.25
54.1
7.98
55.37
6.71
56.64
5.44
57.91
4.17
59.18
2.9
60.45
1.63
61.72
0.36
62.99
64.26
65.53
66.8
68.07
69.34
70.61
ASSUIT
8.9
47.41
7
49.31
5.1
51.21
3.83
52.48
2.56
53.75
1.29
55.02
0
56.31
0
57.58
58.85
60.12
61.39
62.66
63.93
65.2
SOUHAG
13.32
36.28
10.78
38.82
8.24
41.36
6.34
43.26
4.44
45.16
2.54
47.06
0.64
48.96
0
50.86
52.13
53.4
54.67
55.94
57.21
58.48
KENNA
9.69
48.01
7.79
49.91
5.89
51.81
3.99
53.71
2.72
54.98
1.45
56.25
0.18
57.52
0
58.79
60.06
61.33
62.6
63.87
65.14
66.41
ASWAN
5.48
53.42
4.21
54.69
2.94
55.96
1.67
57.23
0.4
58.5
0
59.77
0
61.04
0
62.31
63.58
64.85
66.12
67.39
68.66
69.93
LUXOR
6.46
54.52
5.19
55.79
3.92
57.06
2.65
58.33
1.38
59.6
0.11
60.87
0
62.14
0
63.41
64.68
65.95
67.22
68.49
69.76
71.03
RED SEA
6.41
54.49
5.14
55.76
3.87
57.03
2.6
58.3
1.33
59.57
0.06
60.84
0
62.11
0
63.38
64.65
65.92
67.19
68.46
69.73
71
NEW VALLEY
2.61
72.55
1.34
73.82
0.07
75.09
0
75.16
0
75.16
0
75.16
0
75.16
0
75.16
75.16
75.16
75.16
75.16
75.16
75.16
MATROUH
4.71
42.39
2.81
44.29
0.91
46.19
0
48.09
0
49.99
0
51.26
0
51.26
0
52.53
53.8
55.07
56.34
57.61
58.88
60.15
NORTH SINAI
9.31
35.29
6.77
37.83
4.23
40.37
1.69
42.91
0
44.81
0
46.71
0
48.61
0
50.51
51.78
53.05
54.32
55.59
56.86
58.13
SOUTH SINAI
8.97
61.54
7.7
62.81
6.43
64.08
5.16
65.35
3.89
66.62
2.62
67.89
1.35
69.16
0.08
70.43
71.7
72.97
73.62
73.95
74.28
74.61
TOTAL
5.87
60.29
68.82
69.68
70.45
71.13
71.71
72.22
72.72
61.45
62.83
64.15
65.43
21
66.69
67.81
Table (5) Second Scenario: Reduction in Unmet Needs & relevant Contraceptive Prevalence, by Governorates
EDHS 2008
GOVERNERATE
CAIRO
Unmt
spc
Unmt
lmt
2011
0.3
spc+
lmt
T use
Unmet
T use
2012
2012
2013
Unmet
T use
Unmet
2014
T use
2.53 3.19 3.95 66.78 2.449 68.28 0.949 69.78 0 71.28
2.6
3.9 4.68 63.74 3.18 65.24 1.68 66.74 0.18 68.24
PORT SAID
2.17 5.15 5.80 54.74 4.301 56.24 2.801 57.74 1.301 59.24
SUEZ
1.38 3.31 3.72 65.85 2.224 67.35 0.724 68.85 0 70.35
DAMIETTA
3.06 4.94 5.86 64.23 4.358 65.73 2.858 67.23 1.358 68.73
DAKAHLIA
3.17 7.14 8.09 64.41 6.591 65.91 5.091 67.41 3.591 68.91
SHARKIA
2.26 5.48 6.16 65.7 4.658 67.2 3.158 68.7 1.658 70.2
KALYOUBIA
1.77 3.54 4.07 59.92 2.571 61.42 1.071 62.92 0 64.19
KAFR
2.63 5.79 6.58 62.11 5.079 63.61 3.579 65.11 2.079 66.61
ELSHEIKH
GARBIA
2.44 4.87 5.60 67.12 4.102 68.62 2.602 70.12 1.102 71.62
MENOUFIA
3.04 3.19 4.10 66.29 2.602 67.79 1.102 69.29 0 70.79
BEHEIRA
2.31 4.62 5.31 66.05 3.813 67.55 2.313 69.05 0.813 70.55
ISMAELIA
2.54 5.09 5.85 56.49 4.352 57.99 2.852 59.49 1.352 60.99
GIZA
1.75 5.65 6.18 62.37 4.675 63.87 3.175 65.37 1.675 66.87
BENI SUEF
6.89 6.61 8.68 56.89 7.177 58.39 5.677 59.89 4.177 61.39
FAYOUM
4.19 6.68 7.94 55.75 6.437 57.25 4.937 58.75 3.437 60.25
MENIA
4.62 9.25 10.64 54.1 9.136 55.6 7.636 57.1 6.136 58.6
ASSUIT
5.9
8.9 10.67 47.41 8.47 49.61 6.27 51.81 4.77 53.31
SOUHAG
9.41 13.32 16.14 36.28 13.14 39.28 10.14 42.28 7.943 44.48
KENNA
5.73 9.69 11.41 48.01 9.209 50.21 7.709 51.71 6.209 53.21
ASWAN
4.11 5.48 6.71 53.42 5.213 54.92 3.713 56.42 2.213 57.92
LUXOR
3.62 6.46 7.55 54.52 6.046 56.02 4.546 57.52 3.046 59.02
RED SEA
2.56 6.41 7.18 54.49 5.678 55.99 4.178 57.49 2.678 58.99
NEW VALLEY
3.27 2.61 3.59 72.55 2.091 74.05 0.591 75.55 0 76.14
MATROUH
3.62 4.71 5.80 42.39 3.596 44.59 1.396 46.79 0 48.99
NORTH SAINAI 8.33 9.31 11.81 35.29 8.809 38.29 5.809 41.29 3.609 43.49
SOUTH SAINAI 2.56 8.97 9.74 61.54 8.238 63.04 6.738 64.54 5.238 66.04
TOTAL
3.38 5.87 6.88 60.29
61.70
63.30
64.81
ALEX
2016
2016
2017
2017
2018
2019
2020
2021
2022
2023
Unmet
T use
Unmet
2015
T use
Unmet
T use
Unmet
T use
T use
T use
T use
T use
T use
T use
0
0
0
0
0
2.091
0.158
0
0.579
0
0
0
0
0.175
2.677
1.937
4.636
3.27
5.743
4.709
0.713
1.546
1.178
0
0
1.409
3.738
72.55
69.51
60.74
71.62
70.23
70.41
71.7
65.46
68.11
73.12
72.06
72.05
62.49
68.37
62.89
61.75
60.1
54.81
46.68
54.71
59.42
60.52
60.49
76.14
51.19
45.69
67.54
66.26
0
0
0
0
0
0.591
0
0
0
0
0
0
0
0
1.177
0.437
3.136
1.77
3.543
3.209
0
0.046
0
0
0
0
2.238
73.2
70.78
62.01
72.89
71.5
71.91
72.97
66.73
69.61
73.77
73.33
73.32
63.76
69.64
64.39
63.25
61.6
56.31
48.88
56.21
60.92
62.02
61.99
76.14
52.46
47.89
69.04
67.55
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1.636
0.27
1.343
1.709
0
0
0
0
0
0
0.738
22
73.53 0 73.86 74.19 74.52 74.85 75.18 75.18 75.18
72.05 0 73.32 73.97 74.3 74.63 74.96 74.96 74.96
63.28 0 64.55 65.82 67.09 68.36 69.63 70.9 72.17
73.54 0 73.87 74.2 74.53 74.86 75.19 75.19 75.19
72.77 0 73.42 73.75 74.08 74.41 74.74 75.07 75.07
73.41 0 74.05 74.38 74.71 75.04 75.04 75.04 75.04
73.62 0 73.95 74.28 74.61 74.94 74.94 74.94 74.94
68
0 69.27 70.54 71.81 73.08 73.73 74.06 74.39
70.88 0 72.15 73.42 74.07 74.4 74.73 75.06 75.06
74.1
0 74.43 74.76 75.09 75.09 75.09 75.09 75.09
73.98 0 74.31 74.64 74.97 74.97 74.97 74.97 74.97
73.97 0
74.3 74.63 74.96 74.96 74.96 74.96 74.96
65.03 0
66.3 67.57 68.84 70.11 71.38 72.65 73.3
70.91 0 72.18 73.45 74.1 74.43 74.76 75.09 75.09
65.89 0 67.16 68.43 69.7 70.97 72.24 73.51 74.16
64.75 0 66.02 67.29 68.56 69.83 71.1 72.37 73.64
63.1 0.136 64.6 65.87 67.14 68.41 69.68 70.95 72.22
57.81 0 59.31 60.58 61.85 63.12 64.39 65.66 66.93
51.08 0 52.58 53.85 55.12 56.39 57.66 58.93 60.2
57.71 0.209 59.21 60.48 61.75 63.02 64.29 65.56 66.83
62.19 0 63.46 64.73 66 67.27 68.54 69.81 71.08
63.29 0 64.56 65.83 67.1 68.37 69.64 70.91 72.18
63.26 0 64.53 65.8 67.07 68.34 69.61 70.88 72.15
76.14 0 76.14 76.14 76.14 76.14 76.14 76.14 76.14
52.46 0 53.73 55 56.27 57.54 58.81 60.08 61.35
49.79 0 51.69 52.96 54.23 55.5 56.77 58.04 59.31
70.54 0 72.04 73.31 73.96 74.29 74.62 74.95 74.95
68.65
69.59 70.42 71.14 71.77 72.32 72.79 73.18
Table (6) Third Scenario: Reduction in Unmet Needs & relevant Contraceptive Prevalence, by Governorates
GOVERNERATE
Unmt
spc
EDHS 2008
Unmt
0.5
lmt
spc +
l t
3.19
4.46
2011
T
Use
2012
2013
Unmt
T
Use
Unmt
T
Use
2014
Unmt
T
Use
Unmt
T
Use
2015
Unmt
T
Use
2016
Unmt
T
Use
2017
Unmt
T
Use
2018
T
Use
2019
T
Use
2020
T
Use
2021
T
Use
2022
T
Use
2023
T
Use
CAIRO
2.53
66.78
2.825
68.41
1.195
70.04
0
71.34
0
72.64
0
73.34
0
73.69
0
73.89
73.99
74.04
74.04
74.04
74.04
74.04
ALEX
2.6
3.9
5.20
63.74
3.57
65.37
1.94
67
0.31
68.63
0
70.26
0
71.56
0
72.86
0
73.56
73.91
74.11
74.21
74.26
74.26
74.26
PORT SAID
2.17
5.15
6.24
54.74
4.605
56.37
2.975
58
1.345
59.63
0
61.26
0
62.76
0
64.26
0
65.76
67.26
68.76
70.26
71.56
72.86
73.56
SUEZ
1.38
3.31
4.00
65.85
2.37
67.48
0.74
69.11
0
70.61
0
71.91
0
73.21
0
73.91
0
74.26
74.46
74.56
74.61
74.61
74.61
74.61
DAMIETTA
3.06
4.94
6.47
64.23
4.84
65.86
3.21
67.49
1.58
69.12
0
70.75
0
72.05
0
73.35
0
74.05
74.4
74.6
74.7
74.75
75.08
75.08
DAKAHLIA
3.17
7.14
8.73
64.41
7.095
66.04
5.465
67.67
3.835
69.3
2.205
70.93
0.575
72.56
0
73.86
0
74.56
74.91
74.93
75.03
75.08
75.08
75.08
SHARKIA
2.26
5.48
6.61
65.7
4.98
67.33
3.35
68.96
1.72
70.59
0.09
72.22
0
73.52
0
74.22
0
74.57
74.77
74.87
74.92
74.92
74.92
74.92
KALYOUBIA
1.77
3.54
4.43
59.92
2.795
61.55
1.165
63.18
0
64.81
0
66.31
0
67.81
0
69.31
0
70.81
72.11
73.41
74.11
74.46
74.66
74.76
KAFR
ELSHEIKH
GARBIA
2.63
5.79
7.11
62.11
5.475
63.74
3.845
65.37
2.215
67
0.585
68.63
0
70.26
0
71.56
0
72.86
73.56
73.91
74.11
74.21
74.26
74.26
2.44
4.87
6.09
67.12
4.46
68.75
2.83
70.38
1.2
72.01
0
73.64
0
74.34
0
74.69
0
74.89
74.99
74.99
74.99
74.99
74.99
74.99
MENOUFIA
3.04
3.19
4.71
66.29
3.08
67.92
1.45
69.55
0
71.18
0
72.48
0
73.18
0
73.53
0
73.73
73.83
73.88
73.88
73.88
73.88
73.88
BEHEIRA
2.31
4.62
5.78
66.05
4.145
67.68
2.515
69.31
0.885
70.94
0
72.57
0
73.27
0
73.62
0
73.82
73.92
73.97
73.97
73.97
73.97
73.97
ISMAELIA
2.54
5.09
6.36
56.49
4.73
58.12
3.1
59.75
1.47
61.38
0
63.01
0
64.51
0
66.01
0
67.51
69.01
70.51
71.81
73.11
73.81
74.16
GIZA
1.75
5.65
6.53
62.37
4.895
62.37
3.265
64
1.635
65.63
0.005
67.26
0
68.76
0
70.26
0
71.56
72.86
73.56
73.91
74.11
74.21
74.26
BENI SUEF
6.89
6.61
10.06
56.89
8.425
58.52
6.795
60.15
5.165
61.78
3.535
63.41
1.905
65.04
0.275
66.67
0
68.3
69.8
71.1
72.4
73.1
73.45
73.65
FAYOUM
4.19
6.68
8.78
55.75
7.145
57.38
5.515
59.01
3.885
60.64
2.385
62.14
0.885
63.64
0
65.14
0
66.41
67.68
68.95
70.22
71.49
72.76
74.03
MENIA
4.62
9.25
11.56
54.1
9.93
55.73
8.3
57.36
6.67
58.99
5.04
60.62
3.41
62.25
1.78
63.88
0.15
65.51
67.01
68.51
70.01
71.31
72.61
73.31
ASSUIT
5.9
8.9
11.85
47.41
9.4
49.86
6.95
52.31
5.32
53.94
3.69
55.57
2.06
57.2
0.43
58.83
0
60.46
61.76
63.06
64.36
65.66
66.96
68.26
SOUHAG
9.41
13.32
18.03
36.28
14.76
39.55
11.49
42.82
9.035
45.27
6.585
47.72
4.135
50.17
2.505
51.8
0.875
53.43
55.06
56.69
58.32
59.95
61.45
62.95
KENNA
5.73
9.69
12.56
48.01
10.11
50.46
8.475
52.09
6.845
53.72
5.215
55.35
3.585
56.98
1.955
58.61
0.325
60.24
61.87
63.37
64.87
66.37
67.87
69.37
ASWAN
4.11
5.48
7.54
53.42
5.905
55.05
4.275
56.68
2.645
58.31
1.015
59.94
0
61.57
0
63.07
0
64.57
66.07
67.57
69.07
70.37
71.67
72.97
LUXOR
3.62
6.46
8.27
54.52
6.64
56.15
5.01
57.78
3.38
59.41
1.75
61.04
0.12
62.67
0
64.3
0
65.8
67.3
68.8
70.3
71.6
72.9
73.6
RED SEA
2.56
6.41
7.69
54.49
6.06
56.12
4.43
57.75
2.8
59.38
1.17
61.01
0
62.64
0
64.14
0
65.64
67.14
68.64
70.14
71.44
72.74
73.44
NEW VALLEY
3.27
2.61
4.25
72.55
2.615
74.18
0.985
75.81
0
76.8
0
76.8
0
76.8
0
76.8
0
76.8
76.8
76.8
76.8
76.8
76.8
76.8
MATROUH
3.62
4.71
6.52
42.39
4.07
44.84
1.62
47.29
0
49.49
0
51.69
0
52.96
0
52.96
0
54.23
55.5
56.77
58.04
59.31
60.58
61.85
NORTH SAINAI
8.33
9.31
13.48
35.29
10.21
38.56
6.935
41.83
4.485
44.28
2.035
46.73
0
49.18
0
51.38
0
53.01
54.64
56.27
57.9
59.53
61.03
62.53
SOUTH SAINAI
2.56
8.97
10.25
61.54
8.62
63.17
6.99
64.8
5.36
66.43
3.73
68.06
2.1
69.69
0.47
71.32
0
72.95
73.65
74
74.2
74.3
74.35
74.35
TOTAL
3.38
5.87
7.56
60.29
70.07
70.85
71.50
72.05
72.52
72.94
73.27
61.72
63.46
65.09
66.68
23
68.01
69.13
Institutional Framework Challenge
Successful implementation of national programs would depend on several factors out
of which organizational structure is a key one. It would provide the right umbrella for
implementation and reflect the level of political support that is being assigned to the
population problem.
The large number of times such institutional framework has been changed in Egypt,
whether because of changing chairmanship, mandate and administrative position
within the hierarchy of the Government. These changes reflect the lack of vision,
mission and objectives for such organ.
The mandate for this institutional framework includes developing policies, strategic
planning, monitoring and evaluation of the national program as well assessing
progress by various stakeholders. To this end, the criteria for such body are:
•
Assigned high-level position within the administrative structure of the
government, consistent with the priority attached to the population problem,
•
Independent from all implementing partners to avoid any conflict of interest
and fully separate between different functions concerned with implementation
and those responsible for monitoring and evaluation. This would require revisiting the current arrangement where the NPC is under the supervision of the
Minister for Health and Population.
•
Chairmanship level should be harmonized with the two previous factors to
allow independency and proper mandate implementation. In that respect, NPC
should be preferably attached to the Prime Minister or one of his deputies,
•
A strong technical Secretariat need to be attached to the high-level
organizational structure to strengthen ability for strategic planning as well as
monitoring and evaluation. The role of the “Executive Committee” is a good
example of what should be in place. Its role in developing the strategic plan
2007-2012 and in the preparation for the second population conference (2008),
was instrumental,
•
The role of the Secretary General of such Organizational structure is very
crucial and sensitive for managing the day-to-day activities within the context
of the adopted strategic directions. Besides leadership and managerial
capacities the appointee should have long-term experience in that area of
population and development as well as full understanding of the complicated
nature of the population problem,
•
The ability to recruit highly-qualified staff that can undertake the assigned
responsibilities as well as to maintain good working relationships with all
stakeholders.
These criteria would provide a highly needed supportive environment for the
successful implementation of the national program and eventually achieving the
agreed upon national goals.
24
Monitoring and Evaluation
The absence of full scale package for monitoring and evaluation is among the
prevailing challenges that are hampering periodic assessment of progress at all levels.
This is also highly linked to the establishment of population databases and eliminating
the contradiction between data from various sources.
One of the axes of the strategic plan 2007- 2012 was assigned to this aspect and
provided an overall framework that would be considered a part and parcel of the plan.
Lack of financial resources for the strategic plan hampered also the implementation of
such components.
The major source of data for assessing the situation were obtained through the
implementation of the successive series of the Demographic and Heath Surveys that
started in 1988 and continued to be carried out regularly up to 2008 under the
financial support of USAID. A similar process need to be put in place to provide
timely assessment of the current situation, especially after the pull out of USAID
support to the health component as part of Egypt’s graduation in that respect.
The Information and Decision Support Center (IDSC) contributed also to the
monitoring and evaluation of the national program. A full component of the
“Observatory for Family Affaires” was devoted to that purpose and a quarterly report
was produced up to January 2010.
The continuity of such sporadic activities within the context of a well coordinated
monitoring and evaluation plan is also a major challenge to be able take corrective
measures, as needed.
Conclusions
Egypt has a comprehensive population policy since 1975 with clearly defined
dimensions including population growth, distribution and characteristics as well as
wide differentials between geographic regions or groups.
Population growth was at the core of all population strategies and the main
quantitative goal was to rationalize its level through reducing fertility and increasing
contraceptive utilization.
Real significant progress has been achieved during the eighties and early nineties and
continued in the late nineties although at a slower pace. Donor resources were
instrumental at this stage which benefitted the program at all levels. The declining of
these resources in recent years was not totally matched by government sources. This
was very clear in mobilizing resources for the strategic plan 2007-2012 which was
denied the necessary financial funds for implementation.
High-level political support varied during the period under consideration which
affected the level of performance and the support provided to the national program.
Several challenges need to be tackled to ensure the successful implementation of
national program and achieving national goals. These include:
•
Establishing consensus about the scope and content of the population
situation,
25
•
Population growth and other dimensions,
•
The FP program,
•
The unmet-need which represents a missing opportunity that could have
allowed achieving replacement level in a large number of governorates,
•
Institutional framework that has to be modified in accordance with the
specified criteria,
•
The absence of a comprehensive monitoring and evaluation plan to assess
progress at all levels.
Coping with these challenges and having a clear assignment of roles and
responsibilities for all stakeholders would be instrumental in contributing to changing
the current stalling situation. Emphasizing decentralization of population plan would
also lead to customizing programs to local conditions and accordingly enhance
potential success.
26
‫‪References‬‬
‫•‬
‫ﺍﻟﻤﺠﻠﺲ ﺍﻷﻋﻠﻰ ﻟﺘﻨﻈﻴﻢ ﺍﻷﺳﺮﺓ‪ ،1973 ،‬ﺍﻟﺴﻴﺎﺳﺔ ﺍﻟﻘﻮﻣﻴﺔ ﻟﻠﺴﻜﺎﻥ ﻭﺗﻨﻈﻴﻢ ﺍﻷﺳﺮﺓ ‪ ،1982-1973‬ﺍﻟﻘﺎﻫﺮﺓ‬
‫•‬
‫ﺍﻟﻤﺠﻠﺲ ﺍﻷﻋﻠﻰ ﻟﺘﻨﻈﻴﻢ ﺍﻷﺳﺮﺓ ﻭﺍﻟﺴﻜﺎﻥ‪ ،1980 ،‬ﺇﻁﺎﺭ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﻘﻮﻣﻴﺔ ﻟﻠﺴﻜﺎﻥ ﻭﺍﻟﻤﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ‪،‬‬
‫ﺍﻟﻘﺎﻫﺮﺓ‬
‫•‬
‫ﺍﻟﻤﺠﻠﺲ ﺍﻟﻘﻮﻣﻲ ﻟﻠﺴﻜﺎﻥ‪ ،1986 ،‬ﺍﻟﺴﻴﺎﺳﺔ ﺍﻟﻘﻮﻣﻴﺔ ﻟﻠﺴﻜﺎﻥ‪ ،‬ﺍﻟﻘﺎﻫﺮﺓ‬
‫•‬
‫ﺍﻟﻤﺠﻠﺲ ﺍﻟﻘﻮﻣﻲ ﻟﻠﺴﻜﺎﻥ‪ ،‬ﺍﻷﻫﺪﺍﻑ ﺍﻟﻜﻤﻴﺔ ﻟﻠﺴﻴﺎﺳﺔ ﺍﻟﻘﻮﻣﻴﺔ ﻟﻠﺴﻜﺎﻥ‪ ،‬ﺍﻟﻘﺎﻫﺮﺓ‬
‫•‬
‫ﺍﻟﻤﺠﻠﺲ ﺍﻟﻘﻮﻣﻲ ﻟﻠﺴﻜﺎﻥ‪ ،1991 ،‬ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﺍﻟﺴﻜﺎﻧﻴﺔ ‪ ،2007 -1992‬ﺍﻟﻘﺎﻫﺮﺓ‬
‫•‬
‫ﺍﻟﻤﺠﻠﺲ ﺍﻟﻘﻮﻣﻲ ﻟﻠﺴﻜﺎﻥ‪ ،2001 ،‬ﻣﺮﺍﺟﻌﺔ ﺍﻟﺴﻴﺎﺳﺔ ﺍﻟﻘﻮﻣﻴﺔ ﻟﻠﺴﻜﺎﻥ ﻭﻣﻘﺘﺮﺡ ﺗﺤﺪﻳﺜﻬﺎ‪ ،‬ﺍﻟﻘﺎﻫﺮﺓ‬
‫•‬
‫ﺍﻟﻤﺠﻠﺲ ﺍﻟﻘﻮﻣﻲ ﻟﻠﺴﻜﺎﻥ‪ ،‬ﺍﻟﻤﺮﻛﺰ ﺍﻟﺪﻳﻤﻮﺟﺮﺍﻓﻰ‪ ،2002 ،‬ﺍﻟﺮﺅﻳﺔ ﺍﻟﻤﺴﺘﻘﺒﻠﻴﺔ ﻟﻠﺴﻴﺎﺳﺔ ﺍﻟﻘﻮﻣﻴﺔ ﻟﻠﺴﻜﺎﻥ ﺣﺘﻰ ﻋﺎﻡ‬
‫‪ ،2020‬ﺍﻟﻘﺎﻫﺮﺓ‬
‫•‬
‫ﺍﻟﻤﺠﻠﺲ ﺍﻟﻘﻮﻣﻲ ﻟﻠﺴﻜﺎﻥ‪ ،‬ﺍﻟﺨﻄﺔ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﻘﻮﻣﻴﺔ ﻟﻠﺴﻜﺎﻥ ‪ ،2012-2007‬ﺍﻟﻘﺎﻫﺮﺓ‬
‫•‬
‫ﺍﻟﻤﺮﻛﺰ ﺍﻟﺪﻳﻤﻮﺟﺮﺍﻓﻰ )ﺍﻟﻘﺎﻫﺮﺓ(‪ ،2003 ،‬ﺳﻜﺎﻥ ﻣﺼﺮ ﻓﻲ ﺍﻟﻘﺮﻥ ﺍﻟﻌﺸﺮﻳﻦ‪ ،‬ﺍﻟﻘﺎﻫﺮﺓ‬
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‫ﺍﻟﻤﺠﻠﺲ ﺍﻟﻘﻮﻣﻲ ﻟﻠﺨﺪﻣﺎﺕ ﻭﺍﻟﺘﻨﻤﻴﺔ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ‪ ،‬ﺷﻌﺒﺔ ﺍﻟﺨﺪﻣﺎﺕ ﺍﻟﺼﺤﻴﺔ ﻭﺍﻟﺴﻜﺎﻥ‪ ،2008 ،‬ﺍﻷﺑﻌﺎﺩ ﺍﻟﺴﻜﺎﻧﻴﺔ‬
‫ﻭﺁﺛﺎﺭﻫﺎ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ ﻭ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ‪ ،‬ﺍﻟﻤﺠﺎﻟﺲ ﺍﻟﻘﻮﻣﻴﺔ ﺍﻟﻤﺘﺨﺼﺼﺔ‪ ،‬ﺍﻟﻘﺎﻫﺮﺓ‬
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‫ﻣﻌﻬﺪ ﺍﻟﺘﺨﻄﻴﻂ ﺍﻟﻘﻮﻣﻲ‪ ،2008 ،‬ﺗﻘﻴﻴﻢ ﻓﻌﺎﻟﻴﺔ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﻘﻮﻣﻴﺔ ﻟﻠﺴﻜﺎﻥ ﻓﻲ ﻣﺼﺮ ﺣﺘﻰ ﻋﺎﻡ ‪ ،2007‬ﺳﻠﺴﻠﺔ‬
‫ﻗﻀﺎﻳﺎ ﺍﻟﺘﺨﻄﻴﻂ ﻭﺍﻟﺘﻨﻤﻴﺔ ‪ ،207‬ﺍﻟﻘﺎﻫﺮﺓ‬
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‫ﺍﻟﻤﺠﻠﺲ ﺍﻟﻘﻮﻣﻲ ﻟﻠﺴﻜﺎﻥ‪ ،2011 ،‬ﻣﺤﺎﻭﺭ ﺍﻟﺰﻳﺎﺩﺓ ﺍﻟﺴﻜﺎﻧﻴﺔ‪ ،‬ﺍﻟﻘﺎﻫﺮﺓ‬
‫‪CAPMAS. (2011). http://www. capmas.gov.eg/‬‬
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‫‪El-Zanaty, F. & Way, A. (2009). Egypt Demographic and health Survey 2008,‬‬
‫‪MOH, Cairo‬‬
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‫‪IDSC (2011). Population Bulletin, Cairo‬‬
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‫‪Ross, J. and Stover, J. (2001). The family planning effort index: 1999 cycle,‬‬
‫‪International family planning perspectives, 27(3), NY‬‬
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‫‪Ross, J. and Smith, E. (2010). The family planning effort index: 1999, 2004, and‬‬
‫‪2009, USAID, Health Policy Initiative, Washington, USA.‬‬
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‫‪Sayed, H. et.al. (2009). The 2006 Population & Housing Census Post Enumeration‬‬
‫‪Survey (PES), Information and Decision Support Centre, Cairo.‬‬
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‫‪Population Division, UN/DESA. (2011). World Population Prospects: The 2010‬‬
‫)‪Revision, (http://esa.un.org/unpd/wpp/index.htm‬‬
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