A presentation that provides a synopsis of the First National IMplementation Plan of the Nigeria Vision 20:2020
Credits: National Planning Commission, Federal Republic of Nigeria.
The document discusses progress on implementing the 2016-2020 UNDAF in Uzbekistan and outlines priorities for future work. It notes key achievements in supporting SDG localization, public finance reforms, improving the business environment, and enhancing rural livelihoods. Lessons learned include the need for more advocacy on SDGs, addressing frequent government staff turnover, and reducing financial resource gaps. The way forward emphasizes joint work plans for 2018-2020 linked to SDGs, national development strategies, and MAPS recommendations. Priority areas of focus include developing an SDG monitoring framework, improving employment data, strengthening public-private dialogue, addressing Aral Sea impacts through an integrated approach, promoting exports and FDI, and improving rural livelihoods. The
#MP2013 Presentation of the Minister of National Planning CommissionFMINigeria
The document provides an overview of the National Planning Commission of Nigeria from May 2011 to June 2013. Some key points:
- The NPC is responsible for coordinating strategic planning in Nigeria, including implementation of the Vision 20:2020 plan and Transformation Agenda.
- Under the leadership of Dr. Shamsuddeen Usman, the NPC spearheaded several reforms like institutionalizing strategic planning processes, establishing a performance management system, and reforming data systems.
- Key achievements included accelerating economic growth above 7%, increasing foreign investment, expanding the capital market, and improving external reserves and exchange rates. However, challenges remain around job creation and security issues.
- The NPC conducted policy research, coordinated development of
The document discusses Pakistan's economic planning process. It outlines objectives of economic planning such as increasing income and employment while ensuring price stability. It also discusses myths around economic planning and compares Pakistan's model to South Korea's. The planning machinery in Pakistan is described, including the functions of the Planning Commission and the project approval process. Challenges facing economic planning like a contracting public sector development program size are also analyzed.
This document outlines the key details of Pakistan's 8 five-year development plans from 1955 to 1998. The plans aimed to boost economic growth through both public and private sector investments. The first plan faced delays but achieved a 13% GDP growth. Subsequent plans saw increasing investments in industry and infrastructure but often fell short of industrial growth targets, constrained by political events and economic challenges. Later plans emphasized greater private sector involvement and improving macroeconomic management for sustainable growth.
The document summarizes key findings from an ILO/WB database and report on policy responses to the 2008 financial crisis. The database collected information from 77 countries on measures in areas like macroeconomic policies, labor demand creation, unemployment benefits, and social dialogue. It found that while countries tailored responses to domestic circumstances, lower-income countries emphasized job creation through public works and infrastructure spending, while higher-income countries relied more on tax cuts. Most countries expanded social protection programs. The report concludes countries generally complied with international labor standards and increased social dialogue, though vigilance is still needed.
The document discusses progress on implementing the 2016-2020 UNDAF in Uzbekistan and outlines priorities for future work. It notes key achievements in supporting SDG localization, public finance reforms, improving the business environment, and enhancing rural livelihoods. Lessons learned include the need for more advocacy on SDGs, addressing frequent government staff turnover, and reducing financial resource gaps. The way forward emphasizes joint work plans for 2018-2020 linked to SDGs, national development strategies, and MAPS recommendations. Priority areas of focus include developing an SDG monitoring framework, improving employment data, strengthening public-private dialogue, addressing Aral Sea impacts through an integrated approach, promoting exports and FDI, and improving rural livelihoods. The
#MP2013 Presentation of the Minister of National Planning CommissionFMINigeria
The document provides an overview of the National Planning Commission of Nigeria from May 2011 to June 2013. Some key points:
- The NPC is responsible for coordinating strategic planning in Nigeria, including implementation of the Vision 20:2020 plan and Transformation Agenda.
- Under the leadership of Dr. Shamsuddeen Usman, the NPC spearheaded several reforms like institutionalizing strategic planning processes, establishing a performance management system, and reforming data systems.
- Key achievements included accelerating economic growth above 7%, increasing foreign investment, expanding the capital market, and improving external reserves and exchange rates. However, challenges remain around job creation and security issues.
- The NPC conducted policy research, coordinated development of
The document discusses Pakistan's economic planning process. It outlines objectives of economic planning such as increasing income and employment while ensuring price stability. It also discusses myths around economic planning and compares Pakistan's model to South Korea's. The planning machinery in Pakistan is described, including the functions of the Planning Commission and the project approval process. Challenges facing economic planning like a contracting public sector development program size are also analyzed.
This document outlines the key details of Pakistan's 8 five-year development plans from 1955 to 1998. The plans aimed to boost economic growth through both public and private sector investments. The first plan faced delays but achieved a 13% GDP growth. Subsequent plans saw increasing investments in industry and infrastructure but often fell short of industrial growth targets, constrained by political events and economic challenges. Later plans emphasized greater private sector involvement and improving macroeconomic management for sustainable growth.
The document summarizes key findings from an ILO/WB database and report on policy responses to the 2008 financial crisis. The database collected information from 77 countries on measures in areas like macroeconomic policies, labor demand creation, unemployment benefits, and social dialogue. It found that while countries tailored responses to domestic circumstances, lower-income countries emphasized job creation through public works and infrastructure spending, while higher-income countries relied more on tax cuts. Most countries expanded social protection programs. The report concludes countries generally complied with international labor standards and increased social dialogue, though vigilance is still needed.
5 year plans of pakistan by brands academyBrands Academy
Brand Academy provides details brand analysis, research, article and insights for free.
Contact us :
brandsmentor@gmail.com
https://www.facebook.com/1stbrandsacademy
Pakistan Five Year Development PlansSince 1955 to 2010An Overview
Introduction
Almost all five-year plans prepared during political or military regimes were shelved in the country’s history after regime change and none of them succeeded in getting the desired results.
Pakistan has a semi-industrialized economy, which mainly encompasses textiles, chemicals, food processing, agriculture and other industries.
The economy has suffered in the past from decades of internal political
disputes, a fast growing population and ongoing confrontation with
neighboring India.
Pakistan's average economic growth rate since independence has been higher than the average growth rate of the world economy during the period.
Average annual real GDP growth rates were 6.8% in the 1960s, 4.8% in the 1970s, and 6.5% in the 1980s. Average annual growth fell to 4.6% in the 1990s with significantly lower growth in the second half of that decade.
Introduction
Two wars with India, in Second Kashmir War 1965 and Bangladesh Liberation War 1971 and separation of Bangladesh adversely affected economic growth. In particular, the latter war brought the economy close to recession, although economic output rebounded sharply until the nationalizations of the mid-1970s.
Pakistan is aggressively cutting tariffs and assisting exports by improving ports, roads, electricity supplies and irrigation projects. Islamabad has doubled development spending from about 2% of GDP in the 1990s to 4% in 2003, a necessary step towards reversing the broad underdevelopment of its social sector.
First Five Year Plan (1955-1960) Highlights
Targets
Emphasis mainly on achieving high national income.
The First Plan was implemented within certain obvious handicaps and limitations and its release was delayed by two Years.
In practice, this plan was not implemented, however, mainly because political instability led to a neglect of economic policy, but government, Deputy Chairman Planning Board (Commission) Said Hassan announces the plan in 1957.
The development expenditures were regarded as the foundation for rapid progress in the future and plans explicitly affirmed that some sectors of the economy must be expanded much more rapidly than others in order to secure maximum gains.
The size of the First Plan initially was Rs. 11.5 billion which was revised and decreased to 10.8 billion out of which Rs. 750 million for the public sector and Rs. 3.3 billion for the private sector was allocated. Of the total plan amount of Rs. 6.6 billion from the internal sources and R.s 4.2 billion was to be achieve from the foreign sources in the form of loans and aid.
First Five Year Plan (1955-1960) Highlights
Achievements/Failure
This document provides a summary of Nigeria's progress in implementing its National Programme of Action (NPoA) under the African Peer Review Mechanism (APRM). It discusses reforms made in the areas of democracy and political governance, economic governance and management, corporate governance, and socio-economic development. Some achievements include increased civil society participation, anti-corruption efforts, banking sector reforms, and improved access to education. Challenges include fully integrating NPoA into budgets and development plans. The report evaluates implementation strategies and outlines next steps to further streamline processes and preparations for future reviews.
The Planning Commission of India was replaced by NITI Aayog in 2015 to promote cooperative federalism, address the diverse needs of states, and transform India into a global competitive economy. Key differences include NITI Aayog functioning as a think tank rather than allocating funds, encouraging participation from states in policymaking, and focusing on evidence-based strategic policy frameworks. It aims to foster multi-directional policy flows between central and state governments to achieve equitable development through collaborative efforts.
The document summarizes India's five year plans from 1951 to 2012. It discusses the key objectives, sectors of focus, and economic growth targets and achievements of each five year plan. The first five year plan (1951-1956) focused on agriculture and irrigation to boost the economy out of poverty. It achieved a growth rate of 3.6% compared to its target of 2.1%. Subsequent plans emphasized industry, infrastructure, poverty alleviation, employment generation, and increasing GDP growth rates to accelerate economic development. Later plans also aimed to improve social indicators like education, health, and empower women.
The document discusses India's 5 Year Plans from the 1st Plan in 1951 to the 12th Plan approved in 2012. It provides an overview of the history and evolution of the Plans, including their objectives to promote economic and social development in India. Key highlights include the shift from the Planning Commission to NITI Aayog for formulating the plans, varying targets and achievements of GDP growth under different plans, and sectoral allocations including a gradual increase in health spending as a percentage of GDP.
The New Economic Policy (NEP) was implemented in Malaysia from 1970-1990 to address racial inequality following 1969 riots. It aimed to reduce poverty, especially among Malays, and restructure society to address wealth distribution. In 1970, 74% of Malays lived below the poverty line compared to 17% of Chinese and 8% of Indians. The NEP succeeded in reducing the national poverty rate from 49.3% in 1970 to 17.1% in 1990, lifting many Malays out of poverty. However, it benefited Malays more than other ethnic groups, failing to adequately address poverty among Indians and other minorities. While the policy was effective in its goals, the government needs to ensure future economic growth benefits all communities.
Kenya has had long term development plans since independence to guide planning and investment. The current plan is Vision 2030, which aims to transform Kenya into a middle-income country by 2030. It has three pillars: economic, social, and political. Progress has been made in achieving the goals under each pillar, such as GDP growth in priority sectors and increased access to education, health care, and water. However, challenges remain like inadequate infrastructure hindering sectors like tourism, and shortages of resources and skilled workers limiting progress. Overall the document analyzes the goals, achievements and ongoing challenges of implementing Kenya's long-term development plan, Vision 2030.
The document provides an overview of planning machinery in Pakistan. It discusses the establishment of the Development Board in 1948 and Planning Board in 1953 to oversee economic planning. Five-year plans were introduced starting from 1955 to guide development. Key institutions involved in planning include the Planning Commission, which formulates national plans and oversees projects. Planning aims to increase incomes, employment, and social services through instruments like 5-year plans, annual plans, and the Public Sector Development Programme.
MYANMAR EXTRACTIVE INDUSTRY TRANSPARENCY INITIATIVE-MEITI UPDATE 2018MYO AUNG Myanmar
MYANMAR EXTRACTIVE INDUSTRY TRANSPARENCY INITIATIVE-MEITI UPDATE 2018
The Extractive Industries Transparency Initiative (EITI) is a global standard for transparency and accountability in the oil, gas and mining industries.
https://myanmareiti.org/sites/myanmareiti.org/files/publication_docs/notification_meiti_as_a_mainstreaming.pdf
Cooperation in the implementation of Myanmar Extractive Industry
Transparency Initiative-MEITI process by the respective Union
Ministries, Union Level Organizations and State or Regional
Government Organizations sustainably
This document outlines the key details of Pakistan's 8 Five Year Plans from 1955-1998. It provides an overview of the objectives, targets, and outcomes of each individual plan. The first Five Year Plan (1955-1960) aimed to rapidly industrialize the economy and expand banking and finance, with a focus on heavy industry. Despite not fully achieving its growth target of 15%, it did see a 13% increase in GNP. The second plan (1960-1965) prioritized heavy industry development and gave more attention to private sector growth and agriculture.
The document discusses the evolution of planning in India from the Planning Commission to NITI Aayog. It outlines the history of five-year plans in India from 1951-2017, highlighting key initiatives and targets in health, poverty reduction, and other sectors. It also compares the structure and roles of the Planning Commission and NITI Aayog. Finally, it summarizes the Swachh Bharat Abhiyan cleanliness campaign and its goals to make India open defecation free by 2019.
India has launched 11 five year plans so far and 12th is in progress.DescriptionThe NITI Aayog is a policy think tank of the Government of India, established with the aim to achieve Sustainable Development Goals and to enhance cooperative federalism by fostering the involvement of State Governments of India in the economic policy-making process using a bottom-up approach.
Progress and Way Forward UNDAF Uzbekistan 2016-2020UNDP Uzbekistan
This document summarizes progress on the UNDAF Uzbekistan 2016-2020 and outlines plans for future work. It discusses key achievements in supporting SDG localization, public finance reforms, enabling business environment, and rural livelihoods. It identifies lessons learned and proposes focusing future joint work plans on developing an SDG monitoring framework, informing labor market policies, strengthening public-private dialogue, addressing human security risks of the Aral Sea disaster, promoting exports and FDI, and improving rural livelihoods. Key implementation partners will include various government ministries and international organizations.
Unit 4 provisions for education in five year plansAsima shahzadi
- The document discusses education and economic plans in Pakistan over several decades. It outlines the key targets and achievements of the various five-year plans from 1955-1983.
- The plans aimed to boost GDP growth, increase investments in industry and agriculture, and expand education. However, many plans faced challenges in implementation due to political instability and wars with India.
- While some plans saw economic growth exceed targets, others fell short of industrial and education goals due to factors like foreign conflicts and changes in government. The plans reflected Pakistan's efforts to develop its economy but also experienced difficulties in fully realizing their visions.
The document discusses planning machinery and processes in Pakistan. It outlines the evolution of planning agencies in Pakistan from the Development Board to the Planning Commission. It describes the Planning Commission's role in formulating national plans including annual, five-year, and long-term perspective plans. It also discusses the objectives of economic planning in Pakistan and the process of identifying and approving development projects. Finally, it notes some weaknesses in Pakistan's planning system and provides recommendations to strengthen economic planning and development.
Pakistan's planning process aims to reduce poverty through economic growth but has struggled with fiscal deficits and declining long-term growth. Strategic environmental assessment is not legally required but is being informally used to incorporate environmental concerns into economic policies and plans. The planning process involves formulation of long, medium, and short-term national plans by working groups consisting of government stakeholders. Projects are then developed and subjected to lengthy approval processes before implementation, but civil society engagement is limited. While regulations for environmental protection have been made, implementation and enforcement have been lax.
The document discusses Malaysia's economic development policies and frameworks from the colonial period to modern times. [1] It outlines key policies and plans such as the New Economic Policy (NEP) introduced in 1970 to address socioeconomic imbalances, the National Development Policy (NDP) of 1991, and Vision 2020 which aimed to make Malaysia a developed nation by 2020. [2] It also summarizes the goals and strategies of these policies in developing the economy, improving living standards, and promoting national unity.
Using Google Maps satellite images, the document outlines several key locations and scenes for an upcoming film. It shows the road Antonio will run down at the opening, where he will stop to call Jason, and the direction he will continue running. It also identifies the location of a flashback scene between Antonio and Hector and circles the meeting point. Finally, it indicates the location where Antonio and Jason will meet, with arrows showing Antonio's approach and a circle marking where Jason will be waiting.
The document discusses three types of plans used in construction projects:
1) A location plan identifies the location of a proposed new building within its surroundings and helps planners decide whether to approve the project.
2) A site plan shows the site boundary, building outline, paths, roads, and neighboring plots to help builders lay out the site.
3) A floor plan is a sectional view that represents the arrangement of rooms, positions of windows and doors, and types of walls within a building.
5 year plans of pakistan by brands academyBrands Academy
Brand Academy provides details brand analysis, research, article and insights for free.
Contact us :
brandsmentor@gmail.com
https://www.facebook.com/1stbrandsacademy
Pakistan Five Year Development PlansSince 1955 to 2010An Overview
Introduction
Almost all five-year plans prepared during political or military regimes were shelved in the country’s history after regime change and none of them succeeded in getting the desired results.
Pakistan has a semi-industrialized economy, which mainly encompasses textiles, chemicals, food processing, agriculture and other industries.
The economy has suffered in the past from decades of internal political
disputes, a fast growing population and ongoing confrontation with
neighboring India.
Pakistan's average economic growth rate since independence has been higher than the average growth rate of the world economy during the period.
Average annual real GDP growth rates were 6.8% in the 1960s, 4.8% in the 1970s, and 6.5% in the 1980s. Average annual growth fell to 4.6% in the 1990s with significantly lower growth in the second half of that decade.
Introduction
Two wars with India, in Second Kashmir War 1965 and Bangladesh Liberation War 1971 and separation of Bangladesh adversely affected economic growth. In particular, the latter war brought the economy close to recession, although economic output rebounded sharply until the nationalizations of the mid-1970s.
Pakistan is aggressively cutting tariffs and assisting exports by improving ports, roads, electricity supplies and irrigation projects. Islamabad has doubled development spending from about 2% of GDP in the 1990s to 4% in 2003, a necessary step towards reversing the broad underdevelopment of its social sector.
First Five Year Plan (1955-1960) Highlights
Targets
Emphasis mainly on achieving high national income.
The First Plan was implemented within certain obvious handicaps and limitations and its release was delayed by two Years.
In practice, this plan was not implemented, however, mainly because political instability led to a neglect of economic policy, but government, Deputy Chairman Planning Board (Commission) Said Hassan announces the plan in 1957.
The development expenditures were regarded as the foundation for rapid progress in the future and plans explicitly affirmed that some sectors of the economy must be expanded much more rapidly than others in order to secure maximum gains.
The size of the First Plan initially was Rs. 11.5 billion which was revised and decreased to 10.8 billion out of which Rs. 750 million for the public sector and Rs. 3.3 billion for the private sector was allocated. Of the total plan amount of Rs. 6.6 billion from the internal sources and R.s 4.2 billion was to be achieve from the foreign sources in the form of loans and aid.
First Five Year Plan (1955-1960) Highlights
Achievements/Failure
This document provides a summary of Nigeria's progress in implementing its National Programme of Action (NPoA) under the African Peer Review Mechanism (APRM). It discusses reforms made in the areas of democracy and political governance, economic governance and management, corporate governance, and socio-economic development. Some achievements include increased civil society participation, anti-corruption efforts, banking sector reforms, and improved access to education. Challenges include fully integrating NPoA into budgets and development plans. The report evaluates implementation strategies and outlines next steps to further streamline processes and preparations for future reviews.
The Planning Commission of India was replaced by NITI Aayog in 2015 to promote cooperative federalism, address the diverse needs of states, and transform India into a global competitive economy. Key differences include NITI Aayog functioning as a think tank rather than allocating funds, encouraging participation from states in policymaking, and focusing on evidence-based strategic policy frameworks. It aims to foster multi-directional policy flows between central and state governments to achieve equitable development through collaborative efforts.
The document summarizes India's five year plans from 1951 to 2012. It discusses the key objectives, sectors of focus, and economic growth targets and achievements of each five year plan. The first five year plan (1951-1956) focused on agriculture and irrigation to boost the economy out of poverty. It achieved a growth rate of 3.6% compared to its target of 2.1%. Subsequent plans emphasized industry, infrastructure, poverty alleviation, employment generation, and increasing GDP growth rates to accelerate economic development. Later plans also aimed to improve social indicators like education, health, and empower women.
The document discusses India's 5 Year Plans from the 1st Plan in 1951 to the 12th Plan approved in 2012. It provides an overview of the history and evolution of the Plans, including their objectives to promote economic and social development in India. Key highlights include the shift from the Planning Commission to NITI Aayog for formulating the plans, varying targets and achievements of GDP growth under different plans, and sectoral allocations including a gradual increase in health spending as a percentage of GDP.
The New Economic Policy (NEP) was implemented in Malaysia from 1970-1990 to address racial inequality following 1969 riots. It aimed to reduce poverty, especially among Malays, and restructure society to address wealth distribution. In 1970, 74% of Malays lived below the poverty line compared to 17% of Chinese and 8% of Indians. The NEP succeeded in reducing the national poverty rate from 49.3% in 1970 to 17.1% in 1990, lifting many Malays out of poverty. However, it benefited Malays more than other ethnic groups, failing to adequately address poverty among Indians and other minorities. While the policy was effective in its goals, the government needs to ensure future economic growth benefits all communities.
Kenya has had long term development plans since independence to guide planning and investment. The current plan is Vision 2030, which aims to transform Kenya into a middle-income country by 2030. It has three pillars: economic, social, and political. Progress has been made in achieving the goals under each pillar, such as GDP growth in priority sectors and increased access to education, health care, and water. However, challenges remain like inadequate infrastructure hindering sectors like tourism, and shortages of resources and skilled workers limiting progress. Overall the document analyzes the goals, achievements and ongoing challenges of implementing Kenya's long-term development plan, Vision 2030.
The document provides an overview of planning machinery in Pakistan. It discusses the establishment of the Development Board in 1948 and Planning Board in 1953 to oversee economic planning. Five-year plans were introduced starting from 1955 to guide development. Key institutions involved in planning include the Planning Commission, which formulates national plans and oversees projects. Planning aims to increase incomes, employment, and social services through instruments like 5-year plans, annual plans, and the Public Sector Development Programme.
MYANMAR EXTRACTIVE INDUSTRY TRANSPARENCY INITIATIVE-MEITI UPDATE 2018MYO AUNG Myanmar
MYANMAR EXTRACTIVE INDUSTRY TRANSPARENCY INITIATIVE-MEITI UPDATE 2018
The Extractive Industries Transparency Initiative (EITI) is a global standard for transparency and accountability in the oil, gas and mining industries.
https://myanmareiti.org/sites/myanmareiti.org/files/publication_docs/notification_meiti_as_a_mainstreaming.pdf
Cooperation in the implementation of Myanmar Extractive Industry
Transparency Initiative-MEITI process by the respective Union
Ministries, Union Level Organizations and State or Regional
Government Organizations sustainably
This document outlines the key details of Pakistan's 8 Five Year Plans from 1955-1998. It provides an overview of the objectives, targets, and outcomes of each individual plan. The first Five Year Plan (1955-1960) aimed to rapidly industrialize the economy and expand banking and finance, with a focus on heavy industry. Despite not fully achieving its growth target of 15%, it did see a 13% increase in GNP. The second plan (1960-1965) prioritized heavy industry development and gave more attention to private sector growth and agriculture.
The document discusses the evolution of planning in India from the Planning Commission to NITI Aayog. It outlines the history of five-year plans in India from 1951-2017, highlighting key initiatives and targets in health, poverty reduction, and other sectors. It also compares the structure and roles of the Planning Commission and NITI Aayog. Finally, it summarizes the Swachh Bharat Abhiyan cleanliness campaign and its goals to make India open defecation free by 2019.
India has launched 11 five year plans so far and 12th is in progress.DescriptionThe NITI Aayog is a policy think tank of the Government of India, established with the aim to achieve Sustainable Development Goals and to enhance cooperative federalism by fostering the involvement of State Governments of India in the economic policy-making process using a bottom-up approach.
Progress and Way Forward UNDAF Uzbekistan 2016-2020UNDP Uzbekistan
This document summarizes progress on the UNDAF Uzbekistan 2016-2020 and outlines plans for future work. It discusses key achievements in supporting SDG localization, public finance reforms, enabling business environment, and rural livelihoods. It identifies lessons learned and proposes focusing future joint work plans on developing an SDG monitoring framework, informing labor market policies, strengthening public-private dialogue, addressing human security risks of the Aral Sea disaster, promoting exports and FDI, and improving rural livelihoods. Key implementation partners will include various government ministries and international organizations.
Unit 4 provisions for education in five year plansAsima shahzadi
- The document discusses education and economic plans in Pakistan over several decades. It outlines the key targets and achievements of the various five-year plans from 1955-1983.
- The plans aimed to boost GDP growth, increase investments in industry and agriculture, and expand education. However, many plans faced challenges in implementation due to political instability and wars with India.
- While some plans saw economic growth exceed targets, others fell short of industrial and education goals due to factors like foreign conflicts and changes in government. The plans reflected Pakistan's efforts to develop its economy but also experienced difficulties in fully realizing their visions.
The document discusses planning machinery and processes in Pakistan. It outlines the evolution of planning agencies in Pakistan from the Development Board to the Planning Commission. It describes the Planning Commission's role in formulating national plans including annual, five-year, and long-term perspective plans. It also discusses the objectives of economic planning in Pakistan and the process of identifying and approving development projects. Finally, it notes some weaknesses in Pakistan's planning system and provides recommendations to strengthen economic planning and development.
Pakistan's planning process aims to reduce poverty through economic growth but has struggled with fiscal deficits and declining long-term growth. Strategic environmental assessment is not legally required but is being informally used to incorporate environmental concerns into economic policies and plans. The planning process involves formulation of long, medium, and short-term national plans by working groups consisting of government stakeholders. Projects are then developed and subjected to lengthy approval processes before implementation, but civil society engagement is limited. While regulations for environmental protection have been made, implementation and enforcement have been lax.
The document discusses Malaysia's economic development policies and frameworks from the colonial period to modern times. [1] It outlines key policies and plans such as the New Economic Policy (NEP) introduced in 1970 to address socioeconomic imbalances, the National Development Policy (NDP) of 1991, and Vision 2020 which aimed to make Malaysia a developed nation by 2020. [2] It also summarizes the goals and strategies of these policies in developing the economy, improving living standards, and promoting national unity.
Using Google Maps satellite images, the document outlines several key locations and scenes for an upcoming film. It shows the road Antonio will run down at the opening, where he will stop to call Jason, and the direction he will continue running. It also identifies the location of a flashback scene between Antonio and Hector and circles the meeting point. Finally, it indicates the location where Antonio and Jason will meet, with arrows showing Antonio's approach and a circle marking where Jason will be waiting.
The document discusses three types of plans used in construction projects:
1) A location plan identifies the location of a proposed new building within its surroundings and helps planners decide whether to approve the project.
2) A site plan shows the site boundary, building outline, paths, roads, and neighboring plots to help builders lay out the site.
3) A floor plan is a sectional view that represents the arrangement of rooms, positions of windows and doors, and types of walls within a building.
The document provides an annual review of initiatives to implement the Comprehensive Plan for College Station. It summarizes progress made in 2013 on neighborhood, district, and corridor plans; master plans for areas like the Medical District and parks; special projects like the BioCorridor development and Demographic Profile; and updates to the Unified Development Ordinance. It describes challenges faced and priorities for 2014 to ensure the Comprehensive Plan guides future growth.
Huntingburg Comprehensive Plan presentation(9.24.13)Matthew Crane
Tom Kohler, a senior principal with Real Estate Research Consultants, Inc., of Orlando, Florida, gave this presentation to the Huntingburg City Council on Sept. 24.
CGIAR Site Integration: Site Integration Plans – next stepsCGIAR
This document provides an overview and suggested agenda for discussions on Site Integration plans at an upcoming Science Leaders meeting. Site Integration refers to coordinating CGIAR research activities at the country level. The document outlines progress made to date in developing Site Integration plans for 20 priority countries. It notes some challenges that have emerged, such as concerns about increased transaction costs and how to effectively engage partners. The suggested agenda includes sessions to collect experiences with challenges and opportunities, unpack the elements of site integration, and decide next steps. The background section provides context on the development of the Site Integration concept and process. Key messages from an assessment of the submitted Site Integration plans are also summarized.
The document contains site plans for four locations - the M Building, the Studio, the Harlow Museum, and Rhiannon's Room. The site plans show the layouts of the locations including doors, cameras, furnishings, and other features. Keys are provided to identify elements in the site plans such as doors, cameras, and positions for filming.
Learning how to build a comprehensive development plan2012TheGivingPartner
This document outlines the steps for creating a comprehensive development plan, including assessing past fundraising efforts, determining organizational needs and goals, and creating strategies, tactics, and initiatives to meet fundraising targets. It emphasizes gathering stakeholder input, setting clear financial goals and budgets, and producing a written operational plan to guide fundraising activities and track progress. The overall process results in a development blueprint that aligns fundraising with organizational strategy and budgets.
Mapping Your Way To Site Success: Site Plans for ProjLisa Williams
The document discusses the importance of creating a site plan when developing a new website. It recommends writing a one sentence pitch, bios of the team members, a list of influential websites, user stories, a sitemap diagram, wireframes of key pages, and a detailed list of features. The site plan helps ensure the developer understands the goals and scope of the project to build the intended site, rather than whatever they feel like. Additional sections can include launch, content, metrics, and operations plans. Examples are provided of resources for design patterns and a sample site plan is referenced.
Comprehensive Development Plan | Quarry VistaPhil Sveum
CDP for Hammersley Quarry Redevelopment in Fitchburg, WI | Quarry Vista Neighborhood:
Introduction, Existing Conditions, Proposed Development, Estimated Assessed Value, References, Figures, Appendices and Contacts
Comprehensive development plan lila boholjohn mayuman
This document provides an overview of the Comprehensive Development Plan for the Municipality of Lila for 2011-2016. It includes background information on Lila's history, demography, physical characteristics, and sector plans for social, economic, environment, infrastructure, and development administration. Key facts about Lila's population, land area, slope, hydrogeology, and sectoral challenges are presented. The plan also outlines local development investment programs, strengths/weaknesses/opportunities/threats analyses, figures, tables, and messages from the mayor and vice mayor.
On April 26, David Rouse and Rob Kerns of WRT and Shawn McLaughlin, Union County, PA Planning Director, presented "The Sustainable Comprehensive Plan" at the American Planning Association's National Conference in Minneapolis. WRT's planners are developing an overall approach and specific techniques designed to integrate sustainability into plans and implementing regulations at scales ranging from cities and regions to downtowns and neighborhoods. The Union County Comprehensive Plan, which was featured in the presentation, represents an application of WRT's sustainable planning and zoning initiative. It includes sustainability principles and keys as an organizing framework, supported by specific actions and indicators to measure progress in achieving sustainability targets.
Union County is a rural county in central Pennsylvania that is rich in agricultural, natural, historic, and small town resources. The comprehensive plan, which is expected to be adopted by the county commissioners this summer, was prepared with extensive public participation using the "values-driven" planning process pioneered by WRT. Through this process county residents expressed a strong interest in energy conservation and other sustainability issues.
"Union County is remarkable in that it is a small community with limited fiscal and staff resources that has made a commitment to sustainability in its draft comprehensive plan," said David Rouse, WRT's principal-in-charge of the project. "We expect major cities such as Seattle, Portland, and New York City to lead the way in addressing issues such as climate change and peak oil. However, we need many more places like Union County to take on this challenge if we are to find our way to a sustainable future."
The document discusses rural development and poverty alleviation in India, outlining key concepts related to rural economy, development indicators, theories of development, and issues related to development and poverty in global and Indian contexts. It also provides details on planning, funding, and implementation of potential poverty alleviation programs and schemes in rural India.
The document discusses best practices for collecting software project data including defining a process for collection, storage, and review of data to ensure integrity. It emphasizes personally interacting with data sources to clarify information, establishing a central repository, and normalizing data for later analysis and calibration of estimation models. The checklist provides guidance on reviewing various aspects of the data collection to validate completeness and accuracy.
The document discusses various methods for collecting data, including using existing data, observations, self-reporting, and different types of instruments like questionnaires and interviews. It provides details on structured vs unstructured observations and interviews, open-ended vs closed-ended questions, and advantages and disadvantages of different data collection methods. The document also covers guidelines for developing instruments, evaluating instruments through pilot testing, and quantitative vs qualitative measurement of variables.
A presentation guide to develop a Comprehensive Development Plan. I created this guide and presented by our Heads to members of the City Development Council
Naga City Comprehensive Development Plan, 2011-20Willy Prilles
The document is a resolution by the City of Naga adopting their 10-year Comprehensive Development Plan (CDP) from 2011-2020. The CDP sets strategic directions and priority programs and projects for the city consistent with their vision. It was formulated through participation of stakeholders and represents the collective needs and priorities of the local community. The resolution calls on all constituents, institutions, and stakeholders to partner with the city government in implementing the CDP to continue progress and sustainable development in Naga.
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NV20:2020 The First Implementation Plan (2010 - 2013) - Presented by Hon. Minister of National Planning
1. Presented at the Validation Workshop on the First Four-
Year Implementation Plan for NV 20:2020
Eko Hotel and Suites, Lagos
By
Dr. Shamsuddeen Usman,OFR
Minister of National Planning
5 August, 2010
Nigeria- Vision 20:2020
THE FIRST IMPLEMENTATION PLAN (2010 – 2013)
2. Outline
1 Introduction
2
National Implementation Plan (NIP) for Nigeria’s Vision 20:2020
3 Macroeconomic Framework
4 The First NIP Investment Programme (2010 – 2013)
5 Implementation, Monitoring & Evaluation, Continuity and Consistency
6 Conclusion
2
3. 1. Introduction 1/5
Nigeria’s Vision 20: 2020 (NV2020)
Took 9 months to put together.
Over 5,000 Nigerians participated.
Technical and financial support from the private sector and
development Partners.
Approved by the Federal Executive Council- 14 Oct 2009
Endorsed by the National Council of State- 08 June 2010
Launched by Mr. President- 14 June 2010
3
4. 4
NV2020 is to be implemented through three medium term
development plans
First medium term plan (NIP 2010-13) being validated today
Nigeria Vision 20: 2020
1st Implementation plan
(2010 – 2013)
Annual
Budgets
2nd Implementation plan
(2014 – 2017)
3rd Implementation plan
(2018 – 2020)
We are here
1. Introduction 2/5
5. •What kind of Plan is the NIP 2010-13?
– Not Soviet-style central/command planning.
• That system virtually collapsed.
• Requires superhuman faculties and capacity
– Not “Commanding hights” type, used earlier in Nigeria.
– No “commanding hights” exclusively reserved for the government
– A sound blend of government and market systems-
strategic/indicative planning
5
1. Introduction 3/5
6. • Extremely efficient, pure market system exists only in elementary
economics text books
– In reality market system prone to several weaknesses.
• It is gender and class blind- issues of equality.
• It is very unstable- subject to frequent and sometimes violent cyclical
fluctuations.
– Recent Global Financial Crisis
• Consequences of its failure can be catastrophic
– USA Gulf BP Oil Spill, Niger Delta Environmental Disaster.
– Even greatest proponents of pure market system recognize its
limitations
• Moving closer to strategic planning
• Warren Buffet et al. initiative to find alternatives to unstable market system.
6
1. Introduction 4/5
7. • The Success of Strategic Planning Experience
– China, India vs. Soviet Union
– Asian Tigers: Singapore, Malaysia, Indonesia
– The results are obvious:
Country Years of
consistent
strategic
planning
GDP per capita US$ Poverty Rate %
1975 1999 1975 1999
Malaysia 45 808 14,800 65 8
India 55 430 2,420 58 36
Singapore 40 2,505 27,597 - -
Indonesia 40 1,504 2,046 60 14
Nigeria 15 454 325 47 70
7
1. Introduction 5/5
8. •Vision anchored on 2 specific targets, by 2020:
– GDP of not less than US$ 900 billion
– Per Capita Income of not less than US$ 4,000
– From here on deriving the plan is almost mechanical.
•Growth, aimed at improvement in the quality of life of
Nigerians
•People as the fundamental reason for growth.
•Achieving inclusiveness, equity and balanced
development
8
2.The First National Implementation
Plan (1st NIP) (2010-13) 1/8
9. Macro-Economy:
A sound, stable and globally
competitive economy with a
GDP of not less than $900
billion and a per capita
income of not less than $4000
per annum
Agriculture:
A modern technologically
enabled agricultural sector
that fully exploits the vast
agricultural resources of
the country, ensures
national food security and
contributes to foreign
exchange earnings
Polity:
Peaceful, harmonious and
a stable democracy
Health:
A health sector that
supports and sustains life
expectancy of not less
than 70 years and reduces
to the barest minimum the
burden of infectious and
other debilitating diseases
Manufacturing:
A vibrant and globally
competitive manufacturing
sector that contributes
significantly to GDP with a
manufacturing value added
of not less than 40%
Education:
Modern and vibrant
education system which
provides the opportunity
for maximum potential,
adequate and competent
manpower
Infrastructure:
Adequate infrastructure
services that support the
full mobilization of all
economic sectors
National
Aspirations
9
National Aspirations
2.The First National Implementation
Plan (1st NIP) (2010-13) 2/8
10. • Central Working Group on 1st NIP inaugurated on 13 Nov 2009
• Theme of the 1st NIP (2010-2013): Accelerating Development,
Competitiveness and Wealth Creation
• 1st NIP
– Focuses on laying the foundation for achieving the Vision
– Contains the medium-term strategic policy direction, development priorities
implementation strategies and expected deliverables
– Contains summary of States’ Investment Plans .
• Inclusive approach adopted in developing the Plan
– Central Working Group (CWG) involving various experts from Public and
Private Sectors: Academia, Civil Society, Development Partners and Special
Interest Groups
10
2.The First National Implementation
Plan (1st NIP) (2010-13) 3/8
11. CWG sub-divided into 8 sub-groups, in line with
identified thematic areas, namely:
i. macroeconomic framework - macroeconomic model
ii. productive sector
iii. human development
iv. infrastructure
v. knowledge based economy
vi. governance
vii.regional development
viii.monitoring and evaluation
11
2.The First National Implementation
Plan (1st NIP) (2010-13) 4/8
12. The Six main policy thrusts are:
i. Bridging the Infrastructure gap to unleash economic growth and
wealth creation
ii. Optimising the sources of economic growth to increase productivity
and competitiveness
iii. Building a productive, competitive and functional human resource
base, for economic growth and social advancement
iv. Developing a knowledge-based economy
v. Improving governance, security, law and order and engendering
more efficient and effective use of resources to promote social
harmony and conducive business environment for growth
vi. Fostering accelerated, sustainable social and economic
development in a competitive and environmentally friendly manner
12
2.The First National Implementation
Plan (1st NIP) (2010-13) 5/8
13. The Plan has 3 volumes:
Volume One Volume Two Volume Three
Part I Strategic Framework Physical
Infrastructure
Governance &
General
Administration
Part II Macroeconomic Framework Productive Sector Regional/Geopolitical
zone development
Part III Implementation
Arrangements, Monitoring
& Evaluation and Financing
Plan
Human Capital
Development
States Investment
Plans
Part IV Proposed Investment Plan Knowledge Based
Economy
13
2.The First National Implementation
Plan (1st NIP) (2010-13) 6/8
14. • Close attention paid to What Went Wrong and What We Need to Do
Differently
– No commanding heights
– Government as an enabler and catalyst
– Review of polices, programmes, projects.
• Continuing Reforms
– Petroleum Sector Deregulation-PIB
– Power Sector
– Public Service
– Governance and Institutions
• Rule of law
• Anti-Corruption
• Electoral Reform
– Removing Binding Constraints
– Most abused terms
• Politically sensitive
• National security
14
2.The First National Implementation
Plan (1st NIP) (2010-13) 7/8
15. • National Plan- incorporating State's plans
– Respects Separation of Powers
– Mutual Cooperation
• Common template
• Common Performance indicators and measurement
• Need for synchronization
– Same macroeconomy
– Common security and governance issues
– Need for zonal/regional development cooperation.
• What May Not Appear to be so Explicit
– Importance of Security & Rule of Law
• Critical to sustenance of both political and market systems.
• Very important but treated outside the NIP
• Electoral reform
• Police reform
• Security of lives and property.
15
2.The First National Implementation
Plan (1st NIP) (2010-13) 8/8
16. 3.0 Macroeconomic Framework
3.1 Review of Past Developments (1999-2009)
3.1.1 Real Sector Developments
Performance of the Nigerian economy during the period 1999-2009
was mixed.
GDP grew at 6.5%, driven largely by non-oil sectors
was above the 3.2 average population growth rate
Agriculture dominant during the period
3.1.2 External Sector
Sector recorded current account balance surplus during 1999 –
2008, except 2009 due to lagged effect of global crisis
Nigeria exited the Paris club; since then has maintained low
debt/GDP ratio
Stable exchange rate recorded during the period
16
17. Table 1: Growth Rate of Real GDP by Broad Economic Activities at 1990
Constant Prices (per cent)
17
18. Table 1: Growth Rate of Real GDP by Broad Economic Activities at 1990
Constant Prices (per cent) (cont’d)
18
19. Macroeconomic Framework 2/8
Review of Past Developments (1999-2009)
3.1.3 Fiscal Operations
• Fiscal policy thrust of the Government has been focused on strengthening
fiscal consolidation and promoting, employment, growth and
development.
Revenue from crude oil increased from 26.3 per cent of federally
collectible revenue in 1970, to about 81.1 per cent of total federal revenue
in the 1980s.
Continuing challenges in fiscal institutions and capacity for all tiers of
government as well as fiscal federalism, among the tiers.
19
20. Macroeconomic Framework 3/8
3.2 Key Development Challenges
• Inadequacy of critical infrastructure,
• High level of youths and graduate unemployment
• Weak research for development and innovation
• Subsistence agriculture
• Minimal contribution of manufacturing sector to employment.
• Fiscal sector continues to be constrained by dominance of oil revenue
• Concerns with growth of sub-national debt
20
21. Macroeconomic Framework 4/8
3.3 Global Economic Outlook
Global environment been pertinent factor in Nigeria’s development
Steady recovery in global economy
Major oil consuming nations intensifying efforts to lessen their dependence on oil
United States launched new energy policy that encourages alternative energy sources and fuel efficiency
While end of oil may not be in sight . Government must begin to visualise a world without oil or one not
predominantly dependent on hydro-carbons
Major challenge for macroeconomic management over the Vision period is achievement
of a diversified economic structure, away from oil.
Macroeconomic framework will focus on restoring and maintaining macroeconomic
stability to position the economy on a sustainable and non-inflationary growth trajectory
21
22. Macroeconomic Framework 5/8
3.4 Macroeconomic Policy Strategies and Thrust
Key macroeconomic strategies to be anchored on the
Three Pillars of the Vision, namely:
I.Guaranteeing the productivity and well-being of our people
II.Optimizing our key sources of economic growth; and
III.III. Fostering sustainable social and economic development
The strategies will include the following:
Achieving double digit growth rates and maintaining strong economic fundamentals
Achieving significant progress in economic diversification
Stimulating the manufacturing sector and strengthen its linkages
Raising the relative competitiveness of the real sector
Deepen the financial sector
Massive investment in infrastructure and human capital
Adoption of pragmatic fiscal, monetary, trade and debt management policies
22
23. Macroeconomic Framework 6/8
3.5 Key Assumptions
Oil – production based on return of relative peace in the Niger Delta
Oil Price – conservative assumption of US$60pbd as benchmark
A generous assumption:
2.5mbd @ $100pb = $250 million
for 365days in a year = $91.3 billion
for the Plan period (4yrs) = $365.0 billion
@ N150/US$ = N54.75 trillion
Taking 50% as FGN share = N27.375 trillion
allocating 35% of share to capital = N9.6 trillion
(using the ratio of the 2010 budget)
23
24. Macroeconomic Framework 7/8
3.5 Key Assumptions
Oil – production based on return of relative peace in the Niger Delta
Oil Price – conservative assumption of US$60pbd as benchmark
Exchange Rate and MPR - as presented by CBN
Population growth rate – as presented by National Population
Commission
External Debt Figure – as forecast by DMO
Fiscal deficit – as prescribed by Fiscal Responsibility Act
But to attain our aspiration of being among the 20th economies
there is need for quantum jump in both public and private sector
investment.
24
26. • Total investment of N32 trillion required during the Plan period,
distributed as follows:
• Sources of funding the investment, include
– Federal Government
– States and LGAs
– Issuance of FGN Bonds
– Deposit Money Banks
– Development Partners
– Private Sector
– International Financial Institutions
26
4. The 1st NIP (2010-13)
Investment Programme
Source N’trn
FGN 10
States & LGA 9
Private Sector 13
27. • Public sector funding insufficient
• Criticality of complimentary private sector funding (domestic and foreign)
• Financial sector’s role in mobilizing funding
• Projected revenue considers the revenue available to government for both capex and
recurrent expenditure
• Projected investment is principally capex between 2010 – 2013 not including recurrent
expenditure.
• Shortfall will be much higher if we add back recurrent expenditure and other costs.
2010 – 2013
Estimated Federally collected revenue
(N’ trillions)
16.3
Estimated Investment for FGN, States and LGA during plan
period
(N’ trillions)
19.0
Shortfall (N’trillions) 2.7
27
4. The 1st NIP (2010-13)
Investment Programme
28. •FDI, though important and increasing (US$20bn or
N3tr in 2009), is not yet sufficient.
– Concentrated in a few sectors (oil & gas, telecoms)
•Banking sector will be critical for funding NV20:2020
• The Need for Continued Fiscal Reforms
– Reordering and Reprioritizing Expenditure:
Estimated Savings(2010-2013)
• PIB and cancellation of JVC calls- N3.05 trillion
• Petroleum Subsidy - N1.50trillion
• Others (MYTO, Tax & Other Concessions etc)- N1.75 trillion
28
4. The 1st NIP (2010-13)
Investment Programme
29. • Enhancing Revenue Collection
– Revenue enhancing measures:
• Audit of oil revenue remittances and financial activities of NNPC
• Implementation of the Petroleum Industry Bill
• Audit of non-oil revenue including IGR remittances and closer oversight of use of
IGR
• Ongoing enhanced drive by FIRS to improve tax collection, including
implementation of the National Tax Policy
• Ongoing review of Tariffs.
• Correct Pricing for Petroleum Products, Power, Gas.
– PPP as a viable option for reducing funding constraints
• Need to take tough decisions
– Recent Eurasia survey on (Global Crisis) of countries published in Harvard
Business Review
• Ability to act 4 out of 5
• Willingness to act 5 out of 5 29
4. The 1st NIP (2010-13)
Investment Programme
30. 5. Implementation Monitoring & Evaluation, Continuity
and Consistency
•Draft legislation ready to ensure consistency in implementation
across different governments
•Successful implementation of sectoral policies and programmes
requires tracking of inputs, output and outcomes.
–Robust M&E framework developed and approved by the FEC
–Similar M&E system to track implementation of states plans
–Presently developed about 250 KPIs
–Working with Microsoft to develop software for tracking and evaluation of
projects and progarmmes.
–Capacity building of Department of Planning, Research and Statistics in
respective MDAs to commence
–M&E Department in NPC to produce MDA, States quarterly and annual
Country Reports in collaboration with MDAs and States
30
31. 6. Conclusion
• First NIP derived from the Vision20:2020 document
• Involved wide consultation with all stakeholders
• NIP as veritable vehicle for achieving the Vision20:2020 aspirations
• Macroeconomic framework assumptions challenging, but achievable
• States and MDAs have bought into the Plan and exhibited high level of cooperation with
NPC
• Budgetary process and reforms very vital for achieving the Plan
• M&E framework as veritable tool for tracking implementation.
• Appreciation to State Governments and Federal MDAs, National Vision Steering
Committee, NTWGs, CWGs, SIGs and all others that assisted in the production of the
NV202020 and the 1st NIP (2010-13)
• Appreciation also to members of the Organized Private Sector and Civil Society
Organizations for attending this validation workshop
31