Planning in the region starts with a vision about what we want to be. It is the aspiration of the Filipinos particularly those from SOCCSKSARGEN Region to have a long-term vision for the region and the country as a whole to become a prosperous, predominantly middle class society where no one is poor. The challenge is how every Filipino can afford to have a “matatag, maginhawa at panatag na buhay by 2040.”
Planning in the region starts with a vision about what we want to be. It is the aspiration of the Filipinos particularly those from SOCCSKSARGEN Region to have a long-term vision for the region and the country as a whole to become a prosperous, predominantly middle class society where no one is poor. The challenge is how every Filipino can afford to have a “matatag, maginhawa at panatag na buhay by 2040.”
Planning in the region starts with a vision about what we want to be. It is the aspiration of the Filipinos particularly those from SOCCSKSARGEN Region to have a long-term vision for the region and the country as a whole to become a prosperous, predominantly middle class society where no one is poor. The challenge is how every Filipino can afford to have a “matatag, maginhawa at panatag na buhay by 2040.”
Planning in the region starts with a vision about what we want to be. It is the aspiration of the Filipinos particularly those from SOCCSKSARGEN Region to have a long-term vision for the region and the country as a whole to become a prosperous, predominantly middle class society where no one is poor. The challenge is how every Filipino can afford to have a “matatag, maginhawa at panatag na buhay by 2040.”
Planning in the region starts with a vision about what we want to be. It is the aspiration of the Filipinos particularly those from SOCCSKSARGEN Region to have a long-term vision for the region and the country as a whole to become a prosperous, predominantly middle class society where no one is poor. The challenge is how every Filipino can afford to have a “matatag, maginhawa at panatag na buhay by 2040.”
Planning in the region starts with a vision about what we want to be. It is the aspiration of the Filipinos particularly those from SOCCSKSARGEN Region to have a long-term vision for the region and the country as a whole to become a prosperous, predominantly middle class society where no one is poor. The challenge is how every Filipino can afford to have a “matatag, maginhawa at panatag na buhay by 2040.”
Planning in the region starts with a vision about what we want to be. It is the aspiration of the Filipinos particularly those from SOCCSKSARGEN Region to have a long-term vision for the region and the country as a whole to become a prosperous, predominantly middle class society where no one is poor. The challenge is how every Filipino can afford to have a “matatag, maginhawa at panatag na buhay by 2040.”
Planning in the region starts with a vision about what we want to be. It is the aspiration of the Filipinos particularly those from SOCCSKSARGEN Region to have a long-term vision for the region and the country as a whole to become a prosperous, predominantly middle class society where no one is poor. The challenge is how every Filipino can afford to have a “matatag, maginhawa at panatag na buhay by 2040.”
Planning in the region starts with a vision about what we want to be. It is the aspiration of the Filipinos particularly those from SOCCSKSARGEN Region to have a long-term vision for the region and the country as a whole to become a prosperous, predominantly middle class society where no one is poor. The challenge is how every Filipino can afford to have a “matatag, maginhawa at panatag na buhay by 2040.”
Planning in the region starts with a vision about what we want to be. It is the aspiration of the Filipinos particularly those from SOCCSKSARGEN Region to have a long-term vision for the region and the country as a whole to become a prosperous, predominantly middle class society where no one is poor. The challenge is how every Filipino can afford to have a “matatag, maginhawa at panatag na buhay by 2040.”
Planning in the region starts with a vision about what we want to be. It is the aspiration of the Filipinos particularly those from SOCCSKSARGEN Region to have a long-term vision for the region and the country as a whole to become a prosperous, predominantly middle class society where no one is poor. The challenge is how every Filipino can afford to have a “matatag, maginhawa at panatag na buhay by 2040.”
Planning in the region starts with a vision about what we want to be. It is the aspiration of the Filipinos particularly those from SOCCSKSARGEN Region to have a long-term vision for the region and the country as a whole to become a prosperous, predominantly middle class society where no one is poor. The challenge is how every Filipino can afford to have a “matatag, maginhawa at panatag na buhay by 2040.”
Planning in the region starts with a vision about what we want to be. It is the aspiration of the Filipinos particularly those from SOCCSKSARGEN Region to have a long-term vision for the region and the country as a whole to become a prosperous, predominantly middle class society where no one is poor. The challenge is how every Filipino can afford to have a “matatag, maginhawa at panatag na buhay by 2040.”
Planning in the region starts with a vision about what we want to be. It is the aspiration of the Filipinos particularly those from SOCCSKSARGEN Region to have a long-term vision for the region and the country as a whole to become a prosperous, predominantly middle class society where no one is poor. The challenge is how every Filipino can afford to have a “matatag, maginhawa at panatag na buhay by 2040.”
Planning in the region starts with a vision about what we want to be. It is the aspiration of the Filipinos particularly those from SOCCSKSARGEN Region to have a long-term vision for the region and the country as a whole to become a prosperous, predominantly middle class society where no one is poor. The challenge is how every Filipino can afford to have a “matatag, maginhawa at panatag na buhay by 2040.”
Planning in the region starts with a vision about what we want to be. It is the aspiration of the Filipinos particularly those from SOCCSKSARGEN Region to have a long-term vision for the region and the country as a whole to become a prosperous, predominantly middle class society where no one is poor. The challenge is how every Filipino can afford to have a “matatag, maginhawa at panatag na buhay by 2040.”
Planning in the region starts with a vision about what we want to be. It is the aspiration of the Filipinos particularly those from SOCCSKSARGEN Region to have a long-term vision for the region and the country as a whole to become a prosperous, predominantly middle class society where no one is poor. The challenge is how every Filipino can afford to have a “matatag, maginhawa at panatag na buhay by 2040.”
Planning in the region starts with a vision about what we want to be. It is the aspiration of the Filipinos particularly those from SOCCSKSARGEN Region to have a long-term vision for the region and the country as a whole to become a prosperous, predominantly middle class society where no one is poor. The challenge is how every Filipino can afford to have a “matatag, maginhawa at panatag na buhay by 2040.”
Planning in the region starts with a vision about what we want to be. It is the aspiration of the Filipinos particularly those from SOCCSKSARGEN Region to have a long-term vision for the region and the country as a whole to become a prosperous, predominantly middle class society where no one is poor. The challenge is how every Filipino can afford to have a “matatag, maginhawa at panatag na buhay by 2040.”
Planning in the region starts with a vision about what we want to be. It is the aspiration of the Filipinos particularly those from SOCCSKSARGEN Region to have a long-term vision for the region and the country as a whole to become a prosperous, predominantly middle class society where no one is poor. The challenge is how every Filipino can afford to have a “matatag, maginhawa at panatag na buhay by 2040.”
Planning in the region starts with a vision about what we want to be. It is the aspiration of the Filipinos particularly those from SOCCSKSARGEN Region to have a long-term vision for the region and the country as a whole to become a prosperous, predominantly middle class society where no one is poor. The challenge is how every Filipino can afford to have a “matatag, maginhawa at panatag na buhay by 2040.”
Bangladesh - Least Developed Countries (LDCs) to Developing Country (DC): Sustainable Development Goals(SDG) & 7th Five Years Plan in line with Women and Children
Planning in the region starts with a vision about what we want to be. It is the aspiration of the Filipinos particularly those from SOCCSKSARGEN Region to have a long-term vision for the region and the country as a whole to become a prosperous, predominantly middle class society where no one is poor. The challenge is how every Filipino can afford to have a “matatag, maginhawa at panatag na buhay by 2040.”
Gender budgeting in Austria - Monika Geppl & Eva Festl, AustriaOECD Governance
This presentation was made by Monika Geppl, Germany, at the 11th Annual Meeting of Central, Eastern and South-eastern Senior Budget Officials (CESEE SBO) held in Warsaw, Poland, on 21-22 May 2015.
Since Bangladesh’s independence back in the early 70s, the country has been evolving into an economic powerhouse. Bangladesh’s growth has accelerated over the last couple of decades, spearheaded by the apparel sector and augmented by remittance earnings, resulting in rising per capita income, which crossed the USD 2,200 mark in 2020.
From being dependent on donor funding for basic healthcare and nutrition to utilizing assistance in developing sustainable agricultural programs, Bangladesh’s Development Sector has evolved rapidly over the last 50 years. Donor funding has clearly played an instrumental role in the transformation of Bangladesh’s socio-economic landscape over the past five decades, lifting millions of poverty, empowering women and marginalized individuals, and facilitating access to basic education and healthcare facilities.
Check out how the donor funding landscape will evolve in light of Bangladesh’s shifting socioeconomic conditions and upcoming LDC status graduation. LightCastle Partners recently conducted a study to analyze the evolving landscape of donor funding in Bangladesh and the whitepaper highlights the key trends in the funding landscape over the last 50 years and evaluates the development sector’s funding trajectory for the next five years.
TOOL FOR IMPLEMENTING HAITI’S STRATEGIC DEVELOPMENT PLAN: 2014-2016 THREE-YEA...Stanleylucas
PARDH served as a guide for government authorities and international partners, so that a series of urgent measures and key projects could be carried out to put Haiti on the path of change, to ensure that it will be an emerging country by 2030. At the same time, the national authorities developed a Strategic Development Plan for Haiti, to provide further details on the PARDH guidelines and include all public policies in a consistent global package, as a single programming approach.
The Haiti Strategic Development Plan presents the new framework for the planning, programming, and management of Haitian development, the vision and the strategic guidelines for the country’s development, the four major work areas to be implemented to ensure the recovery and development of Haiti, the programs and subprograms to be implemented under each of them, and the major features of the implementation strategy. These choices are designed to make Haiti an emerging country by 2030, and testify to the clear intention of the authorities to seek a balanced, sustainable development that will guarantee and maximize the impact of the programmed activities. This approach will apply to the next three years covered by this document, which presents the three-year development program and the three-year investment program, the first tools for implementing the PSDH.
The first part of this document contains the three-year development framework. This framework is aimed specifically at accelerated, balanced economic growth and the sustainable reduction of poverty. It shows the road map the government will follow during the period to remain on target. It is also the vehicle to be used by the government to implement its activities, which have clearly formulated results indicators.
The second part of the document presents the 2014-2016 Three-Year Investment Program. More specifically, it lists the projects to be implemented. The projects chosen are a continuation of the following: recent action undertaken to begin the reform and reconstruction of Haiti; action carried out earlier under the National Growth and Poverty Reduction Strategy Paper (DSNCRP) to reduce poverty and social
Planning in the region starts with a vision about what we want to be. It is the aspiration of the Filipinos particularly those from SOCCSKSARGEN Region to have a long-term vision for the region and the country as a whole to become a prosperous, predominantly middle class society where no one is poor. The challenge is how every Filipino can afford to have a “matatag, maginhawa at panatag na buhay by 2040.”
Planning in the region starts with a vision about what we want to be. It is the aspiration of the Filipinos particularly those from SOCCSKSARGEN Region to have a long-term vision for the region and the country as a whole to become a prosperous, predominantly middle class society where no one is poor. The challenge is how every Filipino can afford to have a “matatag, maginhawa at panatag na buhay by 2040.”
Planning in the region starts with a vision about what we want to be. It is the aspiration of the Filipinos particularly those from SOCCSKSARGEN Region to have a long-term vision for the region and the country as a whole to become a prosperous, predominantly middle class society where no one is poor. The challenge is how every Filipino can afford to have a “matatag, maginhawa at panatag na buhay by 2040.”
Planning in the region starts with a vision about what we want to be. It is the aspiration of the Filipinos particularly those from SOCCSKSARGEN Region to have a long-term vision for the region and the country as a whole to become a prosperous, predominantly middle class society where no one is poor. The challenge is how every Filipino can afford to have a “matatag, maginhawa at panatag na buhay by 2040.”
Planning in the region starts with a vision about what we want to be. It is the aspiration of the Filipinos particularly those from SOCCSKSARGEN Region to have a long-term vision for the region and the country as a whole to become a prosperous, predominantly middle class society where no one is poor. The challenge is how every Filipino can afford to have a “matatag, maginhawa at panatag na buhay by 2040.”
Planning in the region starts with a vision about what we want to be. It is the aspiration of the Filipinos particularly those from SOCCSKSARGEN Region to have a long-term vision for the region and the country as a whole to become a prosperous, predominantly middle class society where no one is poor. The challenge is how every Filipino can afford to have a “matatag, maginhawa at panatag na buhay by 2040.”
Bangladesh - Least Developed Countries (LDCs) to Developing Country (DC): Sustainable Development Goals(SDG) & 7th Five Years Plan in line with Women and Children
Planning in the region starts with a vision about what we want to be. It is the aspiration of the Filipinos particularly those from SOCCSKSARGEN Region to have a long-term vision for the region and the country as a whole to become a prosperous, predominantly middle class society where no one is poor. The challenge is how every Filipino can afford to have a “matatag, maginhawa at panatag na buhay by 2040.”
Gender budgeting in Austria - Monika Geppl & Eva Festl, AustriaOECD Governance
This presentation was made by Monika Geppl, Germany, at the 11th Annual Meeting of Central, Eastern and South-eastern Senior Budget Officials (CESEE SBO) held in Warsaw, Poland, on 21-22 May 2015.
Since Bangladesh’s independence back in the early 70s, the country has been evolving into an economic powerhouse. Bangladesh’s growth has accelerated over the last couple of decades, spearheaded by the apparel sector and augmented by remittance earnings, resulting in rising per capita income, which crossed the USD 2,200 mark in 2020.
From being dependent on donor funding for basic healthcare and nutrition to utilizing assistance in developing sustainable agricultural programs, Bangladesh’s Development Sector has evolved rapidly over the last 50 years. Donor funding has clearly played an instrumental role in the transformation of Bangladesh’s socio-economic landscape over the past five decades, lifting millions of poverty, empowering women and marginalized individuals, and facilitating access to basic education and healthcare facilities.
Check out how the donor funding landscape will evolve in light of Bangladesh’s shifting socioeconomic conditions and upcoming LDC status graduation. LightCastle Partners recently conducted a study to analyze the evolving landscape of donor funding in Bangladesh and the whitepaper highlights the key trends in the funding landscape over the last 50 years and evaluates the development sector’s funding trajectory for the next five years.
TOOL FOR IMPLEMENTING HAITI’S STRATEGIC DEVELOPMENT PLAN: 2014-2016 THREE-YEA...Stanleylucas
PARDH served as a guide for government authorities and international partners, so that a series of urgent measures and key projects could be carried out to put Haiti on the path of change, to ensure that it will be an emerging country by 2030. At the same time, the national authorities developed a Strategic Development Plan for Haiti, to provide further details on the PARDH guidelines and include all public policies in a consistent global package, as a single programming approach.
The Haiti Strategic Development Plan presents the new framework for the planning, programming, and management of Haitian development, the vision and the strategic guidelines for the country’s development, the four major work areas to be implemented to ensure the recovery and development of Haiti, the programs and subprograms to be implemented under each of them, and the major features of the implementation strategy. These choices are designed to make Haiti an emerging country by 2030, and testify to the clear intention of the authorities to seek a balanced, sustainable development that will guarantee and maximize the impact of the programmed activities. This approach will apply to the next three years covered by this document, which presents the three-year development program and the three-year investment program, the first tools for implementing the PSDH.
The first part of this document contains the three-year development framework. This framework is aimed specifically at accelerated, balanced economic growth and the sustainable reduction of poverty. It shows the road map the government will follow during the period to remain on target. It is also the vehicle to be used by the government to implement its activities, which have clearly formulated results indicators.
The second part of the document presents the 2014-2016 Three-Year Investment Program. More specifically, it lists the projects to be implemented. The projects chosen are a continuation of the following: recent action undertaken to begin the reform and reconstruction of Haiti; action carried out earlier under the National Growth and Poverty Reduction Strategy Paper (DSNCRP) to reduce poverty and social
Planning in the region starts with a vision about what we want to be. It is the aspiration of the Filipinos particularly those from SOCCSKSARGEN Region to have a long-term vision for the region and the country as a whole to become a prosperous, predominantly middle class society where no one is poor. The challenge is how every Filipino can afford to have a “matatag, maginhawa at panatag na buhay by 2040.”
Planning in the region starts with a vision about what we want to be. It is the aspiration of the Filipinos particularly those from SOCCSKSARGEN Region to have a long-term vision for the region and the country as a whole to become a prosperous, predominantly middle class society where no one is poor. The challenge is how every Filipino can afford to have a “matatag, maginhawa at panatag na buhay by 2040.”
Planning in the region starts with a vision about what we want to be. It is the aspiration of the Filipinos particularly those from SOCCSKSARGEN Region to have a long-term vision for the region and the country as a whole to become a prosperous, predominantly middle class society where no one is poor. The challenge is how every Filipino can afford to have a “matatag, maginhawa at panatag na buhay by 2040.”
Planning in the region starts with a vision about what we want to be. It is the aspiration of the Filipinos particularly those from SOCCSKSARGEN Region to have a long-term vision for the region and the country as a whole to become a prosperous, predominantly middle class society where no one is poor. The challenge is how every Filipino can afford to have a “matatag, maginhawa at panatag na buhay by 2040.”
Planning in the region starts with a vision about what we want to be. It is the aspiration of the Filipinos particularly those from SOCCSKSARGEN Region to have a long-term vision for the region and the country as a whole to become a prosperous, predominantly middle class society where no one is poor. The challenge is how every Filipino can afford to have a “matatag, maginhawa at panatag na buhay by 2040.”
Planning in the region starts with a vision about what we want to be. It is the aspiration of the Filipinos particularly those from SOCCSKSARGEN Region to have a long-term vision for the region and the country as a whole to become a prosperous, predominantly middle class society where no one is poor. The challenge is how every Filipino can afford to have a “matatag, maginhawa at panatag na buhay by 2040.”
Planning in the region starts with a vision about what we want to be. It is the aspiration of the Filipinos particularly those from SOCCSKSARGEN Region to have a long-term vision for the region and the country as a whole to become a prosperous, predominantly middle class society where no one is poor. The challenge is how every Filipino can afford to have a “matatag, maginhawa at panatag na buhay by 2040.”
Planning in the region starts with a vision about what we want to be. It is the aspiration of the Filipinos particularly those from SOCCSKSARGEN Region to have a long-term vision for the region and the country as a whole to become a prosperous, predominantly middle class society where no one is poor. The challenge is how every Filipino can afford to have a “matatag, maginhawa at panatag na buhay by 2040.”
An immersive workshop at General Assembly, SF. I typically teach this workshop at General Assembly, San Francisco. To see a list of my upcoming classes, visit https://generalassemb.ly/instructors/seth-familian/4813
I also teach this workshop as a private lunch-and-learn or half-day immersive session for corporate clients. To learn more about pricing and availability, please contact me at http://familian1.com
Philippine Development Plan oral report (madayag, laarni grace f.)LaarniGraceMadayag1
REFERENCES
Philippine Development Plan 2017-22 Abridged Version. 2017. Retrieved from http://www.neda.gov.ph/wp-content/uploads/2017/12/Abridged-PDP-2017-2022_Final.pdf
About AmBisyon Natin 2040. (n.d.). Retrieved from http://2040.neda.gov.ph/about-ambisyon-natin-2040/
Inclusive growth is a current applied phenomenon in the development plans of INDIA which is compulsorily accounts growth of all sectors i.e; inclusive governance,infrastructure development,sustainable development,poverty reduction and decentralized decision making process with special emphasis to women,elderly people,,child,disabled people.
Objectives and strategies of 12th Five Year plan. Second generation reforms-Corporate Governance, CSR, External sector and Capital account convertibility
The 2018 Regional Development Report (RDR) of the SOCCSKSARGEN Region showcases the performance of the region during the year. It provides detailed assessment on the achievements made vis-a-vis the targets set in the Regional Development Plan (RDP) 2017-2022.
The Regional Development Report (RDR) of SOCCSKSARGEN is an annual assessment of the socio-economic performance of Region XII for the year 2018. Specifically, it provides a comprehensive information on the region’s achievements based on the 2018 targets and commitments as contained in the Regional Development Plan (RDP) 2017-2022.
The report highlights SOCCSKSARGEN’s pursuit for inclusive growth and poverty reduction. An analysis of key indicators shows how the region has progressed as targeted or planned whether the macro, governance, economic, social and infrastructure sectors have improved as compared to their 2017 accomplishments. Through the 2018 RDR, the lagging sectors and sub-sectors or those areas encountering development gaps could be prioritized and public resources can be targeted toward addressing the implementation challenges and lead these sector/s toward achieving the objectives of delivering public or government service more effectively and efficiently.
The Philippine Public Administration is greatly challenged by the recent and uninvited spread of the Corona Virus Disease (COVID-19) worldwide. Given the state of national emergency due to the COVID-19 pandemic, our government’s vision for effective and efficient delivery of services, while earnestly promoting transparency and accountability, remains unshaken. It is for this reason, that NEDA XII updated its Citizen’s Charter to ensure that the agency’s frontline services are efficiently cascaded to its regional stakeholders amid a new normal environment.
Guided by the provisions of Republic Act No. 11032, otherwise known as the “Ease of Doing Business and Efficient Government Services Delivery Act of 2018”, NEDA XII commits to strengthen its policies toward prevention of graft and corruption, and advocate simplified procedures to reduce red tape and enable a more vibrant business environment in the region.
Through this updated Citizen’s Charter, we dedicate to continually adhere to our mission and values to fulfill our commitments to regional stakeholders, and to the Nation.
Mabuhay, SOCCSKSARGEN Region! Mabuhay, Pilipinas!
The Regional Development Updates (RDU) is the regular quarterly publication of RDC XII and NEDA XII containing development updates, news, reports and other relevant information on various activities of the Council, Local Government Units, Regional Line Agencies, State Universities and Colleges and Private Sector in the region.
The SOCCSKSARGEN Regional Development Plan (RDP) 2017-2022 served as the region's blueprint for development towards achieving the goal of "Laying Down the Foundation for Inclusive Growth, a High-Trust and Resilient Society, and a Globally-Competitive Knowledge Economy" by 2022. The SOCCSKSARGEN RDP is also Region XII's contribution to the foundation plan, the Philippine Development Plan (PDP) 2017-2022, towards the country's journey to Ambisyon Natin 2040.
The Regional Development Updates (RDU) is the regular quarterly publication of RDC XII and NEDA XII containing development updates, news, reports and other relevant information on various activities of the Council, Local Government Units, Regional Line Agencies, State Universities and Colleges and Private Sector in the region.
The Regional Development Updates (RDU) is the regular quarterly publication of RDC XII and NEDA XII containing development updates, news, reports and other relevant information on various activities of the Council, Local Government Units, Regional Line Agencies, State Universities and Colleges and Private Sector in the region.
The Regional Development Updates (RDU) is the regular quarterly publication of RDC XII and NEDA XII containing development updates, news, reports and other relevant information on various activities of the Council, Local Government Units, Regional Line Agencies, State Universities and Colleges and Private Sector in the region.
This Socioeconomic Report provides a rapid assessment of the region’s performance in the Calendar Year 2018 by presenting trends of key indicators, such as production, investments, labor, tourism, prices, and critical incidents. It also presents the development outlook for the year 2019. Results are compared with the data of the previous year, 2017.
This Socioeconomic Report provides a rapid assessment of the region’s performance in the Calendar Year 2018 by presenting trends of key indicators, such as production, investments, labor, tourism, prices, and critical incidents. It also presents the development outlook for the year 2019. Results are compared with the data of the previous year, 2017.
The Regional Development Updates (RDU) is the regular quarterly publication of RDC XII and NEDA XII containing development updates, news, reports and other relevant information on various activities of the Council, Local Government Units, Regional Line Agencies, State Universities and Colleges and Private Sector in the region.
The Regional Development Updates (RDU) is the regular quarterly publication of RDC XII and NEDA XII containing development updates, news, reports and other relevant information on various activities of the Council, Local Government Units, Regional Line Agencies, State Universities and Colleges and Private Sector in the region.
The Regional Development Updates (RDU) is the regular quarterly publication of RDC XII and NEDA XII containing development updates, news, reports and other relevant information on various activities of the Council, Local Government Units, Regional Line Agencies, State Universities and Colleges and Private Sector in the region.
The SOCCSKSARGEN Regional Development Plan (RDP), 2017-2022 was formulated to serve as the region's blueprint to achieve its goals of inclusive growth and poverty reduction. The said Plan is aligned with the Philippine Development Plan (PDP), 2017-2022 and supports the 0 to 10 Socioeconomic Agenda of President Rodrigo R. Duterte. It is likewise anchored on the country's commitment to the Sustainable Development Goals (SDGs) of the United Nations.
The 2017 Regional Development Report (RDR) of the SOCCSKSARGEN Region showcases the performance of the region during the year. It provides detailed assessment on the achievements made vis-a-vis the targets set in the Regional Development Plan (RDP) 2017-2022.
The Regional Development Updates (RDU) is the regular quarterly publication of RDC XII and NEDA XII containing development updates, news, reports and other relevant information on various activities of the Council, Local Government Units, Regional Line Agencies, State Universities and Colleges and Private Sector in the region.
The Quarterly Regional Economic Situationer (QRES) provides a rapid assessment of the region’s performance based on key indicators, such as production, investments, prices, security situation, and critical incidents, among others, that could affect economic activities. It also presents a development outlook for the succeeding two quarters.
The Regional Development Updates (RDU) is the regular quarterly publication of RDC XII and NEDA XII containing development updates, news, reports and other relevant information on various activities of the Council, Local Government Units, Regional Line Agencies, State Universities and Colleges and Private Sector in the region.
More from National Economic and Development Authority XII (20)
What is the point of small housing associations.pptxPaul Smith
Given the small scale of housing associations and their relative high cost per home what is the point of them and how do we justify their continued existance
ZGB - The Role of Generative AI in Government transformation.pdfSaeed Al Dhaheri
This keynote was presented during the the 7th edition of the UAE Hackathon 2024. It highlights the role of AI and Generative AI in addressing government transformation to achieve zero government bureaucracy
This session provides a comprehensive overview of the latest updates to the Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (commonly known as the Uniform Guidance) outlined in the 2 CFR 200.
With a focus on the 2024 revisions issued by the Office of Management and Budget (OMB), participants will gain insight into the key changes affecting federal grant recipients. The session will delve into critical regulatory updates, providing attendees with the knowledge and tools necessary to navigate and comply with the evolving landscape of federal grant management.
Learning Objectives:
- Understand the rationale behind the 2024 updates to the Uniform Guidance outlined in 2 CFR 200, and their implications for federal grant recipients.
- Identify the key changes and revisions introduced by the Office of Management and Budget (OMB) in the 2024 edition of 2 CFR 200.
- Gain proficiency in applying the updated regulations to ensure compliance with federal grant requirements and avoid potential audit findings.
- Develop strategies for effectively implementing the new guidelines within the grant management processes of their respective organizations, fostering efficiency and accountability in federal grant administration.
Understanding the Challenges of Street ChildrenSERUDS INDIA
By raising awareness, providing support, advocating for change, and offering assistance to children in need, individuals can play a crucial role in improving the lives of street children and helping them realize their full potential
Donate Us
https://serudsindia.org/how-individuals-can-support-street-children-in-india/
#donatefororphan, #donateforhomelesschildren, #childeducation, #ngochildeducation, #donateforeducation, #donationforchildeducation, #sponsorforpoorchild, #sponsororphanage #sponsororphanchild, #donation, #education, #charity, #educationforchild, #seruds, #kurnool, #joyhome
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
5. Chapter 1 The Long View | 5
Chapter 1
The Long View
Planning in the region starts with a vision about what we want to be. It is the
aspiration of the Filipinos particularly those from SOCCSKSARGEN Region to
have a long-term vision for the region and the country as a whole to become
a prosperous, predominantly middle class society where no one is poor. The
challenge is how every Filipino can afford to have a “matatag, maginhawa at
panatag na buhay by 2040.” The region will have people who are healthy and
live long lives, educated, smart and innovative, with a high-trust society where
families flourish in culturally diverse, vibrant, and resilient communities.
The Long-Term
Vision: AmBisyon
Natin 2040
The SOCCSKSARGEN Regional
Development Plan (RDP) 2017-2022
supports the country’s long-term vision
on AmBisyon Natin 2040, the President’s
0 to 10-point Socioeconomic Agenda,
and the objectives of the 2030 Sustainable
Development Goals (SDGs). The following
development principles shall be considered
in the formulation of SOCCSKSARGEN
RDP: Good Governance; Sustainable
Development; Gender and Development;
Population and Development; Resiliency;
and Volunteerism.
Regional development shall be anchored
on good governance characterized by well-
intentioned people who are participatory,
consensus oriented, accountable,
transparent, responsive, effective and
efficient, equitable and inclusive, and follow
the rule of law. Sustainable Development is
the organizing principle for meeting human
development goals while at the same time
sustaining the ability of natural systems to
provide the natural resources and ecosystem
services upon which the economy and
society depends. Gender and Development
ender and Development (GAD) refers to the
development perspective and process that is
participatory and empowering, equitable,
sustainable, free from violence, respectful
of human rights, supportive of self-
determination and actualization of human
potentials. Population and Development
analyzes the patterns of population growth
that are linked to challenges faced by the
people ncluding poverty reduction and the
immediate actions that can be undertaken
to deal with growth while ensuring a
sustainable future for the region’s populace.
Volunteerism shall be a core modality in
harnessing citizen engagement to increase
public participation in government affairs
and promote a consultative process in policy
and decision-making.
Regional Challenges
The eradication of poverty remains the
greatest challenge that SOCCSKSARGEN
Region (XII) needs to address. Although
poverty incidence among families in the
region has improved from 37.1 percent in
2012 to 30.5 percent in 2015 this is still short
of the Millennium Development Goals
(MDGs) target to halve poverty incidence
among families to 20.4 percent in 2015. In
the transition from MDGs to sustainable
development goals (SDGs), the region
supports the aim to eradicate extreme
6. 6 | Regional Development Plan 2017-2022
poverty for all people everywhere by 2030.
There is also a need to sustain economic
growth and to ensure that gains shall be
shared by the marginal groups. Economic
growth in the region as measured by the
gross regional domestic product (GRDP)
has been increasing since 2011 and posted
a high growth of 8.4 percent in 2013. But it
started to slow down to 6.4 percent in 2014
and further decelerated to 3.3 percent in
2015. The agriculture sector was hardest
hit by the extreme dry weather condition
as it posted a negative growth of 2.2 percent
in 2015. The manufacturing sector which
derived its inputs from agriculture merely
grew by 2.1 percent between 2014 and
2015. There is thus a need to improve the
resiliency of the region’s production base to
climate change.
While high economic growth can be
achieved in the region given the right
interventions, there is a need to enhance the
skills of its human resources. From 2011
to 2015, majority of the employed persons
are laborers and unskilled workers (37.4%)
followed by farmers, forestry workers and
fishermen (18.5%). More than half of the
region’s labor force would need education
and appropriate skills upgrading to enable
them to contribute to regional development.
Regional
Development Goal
The overarching goal of the region’s
development is to reduce poverty and
to share equitably the gains of economic
growth with the most disadvantaged sector.
The attainment of the region’s goal shall be
anchored on the following major strategies:
1. Transforming agriculture into a
competitive agribusiness industry;
2. Ensuring that all school-age population
are given equal opportunities to basic,
higher and technical-vocational
education;
3. Improving existing dilapidated hospital
buildings, upgrading facilities and
equipment, and engaging more health
workers;
4. Building resiliency of communities and
reducing vulnerabilities of individuals
and families;
5. Accelerating build-up of resilient
infrastructure facilities integrating
DRR-CCA measures;
6. Improving public financial
management;
7. Institutionalizing the Restorative Justice
Program, enhancing the three-pronged
harmonized rehabilitation program
and the Volunteer Probation Assistance
(VPA) Program;
8. Sustaining and supporting the peace
initiatives of the government; and
9. Harmonizing land uses from ridge-
to-reef by integrating forest land use
plans, watershed management plans,
protected areas management plans,
and other related forestry plans into
the LGUs’ CLUP and diversifying
livelihood sources of upland farmers
through multi-storey agroforestry and
partnership with private investors and
forest products processors.
Desired Outcome
By 2022, SOCCSKSARGEN Region seeks
to create a strong foundation for a more
inclusive growth, a high-trust society,
and a globally competitive knowledge
economy. This vision will be achieved by
adopting the key strategies of enhancing
the social fabric, reducing inequality, and
increasing the potential growth of the
economy. These strategies will be sustained
by a strong foundation in national security,
infrastructure development, building
resiliency, and ecological integrity.
7. Chapter 1 The Long View | 7
Enhancing the social fabric aims at getting
back the peoples’ trust by making public
institutions citizen-centered, efficient and
clean. The administration of justice will be
swift and fair. Actions will be undertaken
to increase awareness of the region’s cultural
diversity and its value.
Reducing inequality focuses on expanding
economic opportunities and increasing
access to these opportunities directed
at economic groups that lag behind to
allow the people feel the change. For the
disadvantaged individuals, it is reducing
vulnerability, enhancing social protection,
and improving human capital emphasizing
health, nutrition and education.
Increasing potential growth is made possible
by advancing to a knowledge economy.
Technology adoption will be promoted and
innovation encouraged. Aggressive efforts
will be pursued to ensure that a family will
be of a size that can be adequately cared for.
This will be complemented by measures to
delay childbearing and lengthen the space
between births.
Underpinning the foregoing strategies
is an enabling and supportive economic
environment. Growth will be supported
by maintaining macroeconomic stability,
putting in place a strategic trade and fiscal
policy, and enhancing access to financial
services. The tax system will be made
more efficient and a regional competition
policy will be localized and implemented
to ensure a level playing field. The
foundations for sustainable development
will have a physical environment that is
characterized by a balanced and strategic
development of infrastructure while
ensuring ecological integrity and a clean
and healthy environment. It is also about
building resiliency against disasters as
well as deprivation due to lack of access to
basic services and livelihood opportunities.
Equally important is ensuring national
security against internal and external
threats, and restoring public order and
safety. There will be earnest efforts to secure
lasting peace through the resumption of
peace talks and pursuing economic justice.