|
Ethiopia 2030: The Pathway to Prosperity |
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Ten Years Perspective Development Plan (2021 � 2030) |
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1. Baselines and Assumptions |
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2. Strategic pillars |
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3. Departures |
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4. Macroeconomic goals |
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5. Implications of the COVID-19 pandemic and necessary mitigation measures |
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6. Potentials/capabilities |
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7. Focus areas |
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7.1. Productive sectors |
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7.2. Services sector |
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7.3. Enabling sectors |
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8. Balanced and competitive development (nationally, regionally and locally) |
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9. Monitoring and Evaluation |
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Content |
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1. Baselines and Assumptions |
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Poverty Reduction (%) |
|
Key performances of previous years |
|
45.5 44.2 |
|
38.7 |
|
29.6 |
|
23.5 |
|
19 |
|
0 |
|
5 |
|
10 |
|
15 |
|
20 |
|
25 |
|
30 |
|
35 |
|
40 |
|
45 |
|
50 |
|
1994 2000 2005 2011 2016 2020 |
|
Percent |
|
Year |
|
Proportion of people living below poverty line |
|
10.5 |
|
8.8 |
|
10.1 |
|
7.7 |
|
9 |
|
5.19-6.20 |
|
0 2 4 6 8 10 12 |
|
GTP I: 2011-2015 |
|
GTP II: 2015/16 |
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GTP II: 2016/17 |
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GTP II: 2017/18 |
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GTP II: 2018/19 |
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GTP II: 2019/20 (projection, with |
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COVID-19) |
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GDP growth rate (%) |
|
1. Baselines and Assumptions |
|
Share of economic sectors in GDP (%) Merchandise export as % of GDP |
|
8.66 |
|
7.33 |
|
6.57 |
|
5.93 |
|
4.91 |
|
3.86 3.56 3.37 |
|
2.77 |
|
0 |
|
1 |
|
2 |
|
3 |
|
4 |
|
5 |
|
6 |
|
7 |
|
8 |
|
9 |
|
10 |
|
Percent |
|
Year |
|
46.9 |
|
45 |
|
43.5 |
|
41.4 |
|
39.5 |
|
37.1 35.9 |
|
34.5 |
|
32.8 |
|
13.4 |
|
15 |
|
17.3 |
|
18.8 |
|
21 |
|
23.5 |
|
25.7 26.9 27.8 |
|
4.7 4.8 5 5.3 5.6 6.1 6.9 6.8 6.8 |
|
7.1 |
|
8.6 |
|
10.7 12 |
|
14.2 |
|
16.2 |
|
17.8 19.1 20.1 |
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39.8 40.1 39.2 39.8 39.4 38.4 38.6 39.4 |
|
0 |
|
5 |
|
10 |
|
15 |
|
20 |
|
25 |
|
30 |
|
35 |
|
40 |
|
45 |
|
50 |
|
2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 |
|
Percent |
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Agriculture Industry Manufacturing Construction Services |
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1. Baselines and Assumptions |
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Labour force participation (2013) |
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73% |
|
7% |
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20% |
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Agriculture |
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Industry |
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Services |
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7% |
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22% |
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71% |
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Agriculture |
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Industry |
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Services |
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Urban labour force participation (2013) |
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1. Baselines and Assumptions |
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High and increasing Unemployment Rate |
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� Urban unemployment rate = 19.1% in 2018 |
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� Youth unemployment rate = 25.3 % |
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? Male = 18.6% |
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? Female 30.9 % |
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� Rural unemployment rate = 2% in 2013 |
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� Declining per capita rural land creating |
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disguised unemployment |
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402,869 |
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471,535 |
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Male Female Total Male Female Total |
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2014 2018 |
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15-19 yr. 20-24 yr. 25-29 yr. Linear (20-24 yr.) |
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Number of unemployed people in urban areas |
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1. Baselines and Assumptions |
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Challenges |
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1. Macroeconomic imbalances |
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?Sustained high inflation |
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?High and rising unemployment especially |
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in urban areas |
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?High and rising debt burden |
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?Chronic foreign currency shortage |
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?Sluggish (though encouraging) rate of |
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structural change |
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2. Vulnerability to shocks (COVID-19, Climate |
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changes, Desert Locust infestation, etc) |
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3. Poor quality and high inequity in |
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infrastructure projects |
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4. Poor quality services in health and |
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education |
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� High repetition and dropout rates from school |
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1. Baselines and Assumptions |
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� Poor quality of growth and slow |
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structural change |
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� Excessive aid and loan |
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dependence for financing |
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infrastructural and construction |
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investments |
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� Limited success in expanding |
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manufacturing and modern |
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agriculture which have high job |
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creation potentials |
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� Weak institutional capacity as |
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the main culprit of all failures |
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? Provision of quality services |
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(electricity, water, telephone, |
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internet) |
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? Creation of enough jobs and |
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improved living standards |
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? Generation of reliable foreign |
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exchange revenue and debtsustainable |
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national economic |
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capacity |
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? Completion of development |
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projects and investment plans |
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under public-private |
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partnerships |
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� Low reward for merit, productivity and effort |
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while low disincentive for laziness, wastefulness |
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and corruption |
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� Slow institutional change and transformation in: |
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? Government policies |
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? Investor attitude |
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? Youth behaviour |
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? Role of the intellectuals |
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� The need for sustained increase in production |
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and productivity |
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� The need to set a common national vision to |
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achieve major successes with consensus and |
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popular legitimacy |
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Major areas of failure in the economy |
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1. Baselines and Assumptions |
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� Poor quality of growth and slow |
|
structural change |
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� Excessive aid and loan |
|
dependence for financing |
|
infrastructural and construction |
|
investments |
|
� Limited success in expanding |
|
manufacturing and modern |
|
agriculture which have high job |
|
creation potentials |
|
� Weak institutional capacity as |
|
the main culprit of all failures |
|
? Provision of quality services |
|
(electricity, water, telephone, |
|
internet) |
|
? Creation of enough jobs and |
|
improved living standards |
|
? Generation of reliable foreign |
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exchange revenue and debtsustainable |
|
national economic |
|
capacity |
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? Completion of development |
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projects and investment plans |
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under public-private |
|
partnerships |
|
� Low reward for merit, productivity and effort |
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while low disincentive for laziness, wastefulness |
|
and corruption |
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� Slow institutional change and transformation in: |
|
? Government policies |
|
? Investor attitude |
|
? Youth behaviour |
|
? Role of the intellectuals |
|
� The need for sustained increase in production |
|
and productivity |
|
� The need to set a common national vision to |
|
achieve major successes with consensus and |
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popular legitimacy |
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Major areas of failure in the economy |
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2. Departures |
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1. Emphasis on quality of economic growth |
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2. Participation and coordination of sectors in the planning process |
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3. Sectoral linkages and multi-sectoral development focus |
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4. Preparation of national development corridors based on development potentials |
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5. Focus on solving institutional bottlenecks |
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6. The ongoing home grown economic reform programme as a sprinting board |
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7. Emphasis on resilience building, innovation and entrepreneurship |
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3. Strategic pillars |
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1. Ensure quality growth |
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2. Improve productivity and competitiveness |
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3. Undertake institutional transformation |
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4. Ensure private sector's leadership in the economy |
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5. Ensure equitable participation of women and children |
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6. Build climate resilient green economy |
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3. Strategic pillars |
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� Increasing export revenues and substituting imports by |
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reducing production costs |
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� Availing quality and massive infrastructure |
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? Linking infrastructural development with development corridors |
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� Producing required human resources with quality |
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� Producing enough and quality human resources |
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� Prioritizing innovative production systems |
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� Linking incentives with export revenue and job creation |
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performances |
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� Modernizing and enhancing the logistic system |
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� Creating technological competences needed for longterm |
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growth |
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� The economic growth should ensure: |
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? Participation of all citizens and equitable utilization of the |
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growth proceeds |
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? Improved standard of living of every citizen |
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? Reduced poverty in all indicators |
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? Reduced inflation and unemployment |
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� The economic growth should lead to increased |
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aggregate supply |
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� Focus on modern agriculture, manufacturing and |
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mining |
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� Emphasis on exploiting the sources of growth through |
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structural change |
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1.Ensuring quality economic growth 2. Raising production and productivity |
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3. Strategic pillars |
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� Build democratic and judicial institutions that ensure elite bargain, |
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national consensus, common vision and government legitimacy |
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� Build private sector and competition friendly bureaucracy |
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� Coordinate with parents, the society and teachers to make |
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educational institutions centers of excellence and virtuous citizens |
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� Coordinate with parents as well as social and religious leaders to |
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encourage religious institutions and their teachings contribute |
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towards poverty reduction efforts |
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� Prepare policies, strategies and legal frameworks for achieving |
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prosperity |
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� Increased focus on innovation and research |
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� Creating strong social security system |
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3. Institutional Transformation 4. Private sector's leadership in the economy |
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� Create conducive investment climate and incentivize |
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domestic investors in key sectors |
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� Build strong and market-led public-private partnerships in |
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order to ensure the establishment of inclusive and |
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pragmatic market economy |
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� Enhance access and quality of infrastructure to attract |
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quality foreign direct investment |
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� Identify new sources of growth, empower and stimulate |
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the private sector, and supplement the private sector in |
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strategic areas |
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� Emphasis for public-private partnership on problem |
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solving innovations and research activities |
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3. Strategic pillars |
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� Ensure gender equity in economic and social |
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sectors |
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? Participation of women at all levels of education |
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? Asset ownership of women |
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� Ensure fair participation of women and youth in |
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leadership and decision making positions |
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� Create awareness among citizens about the role of |
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women and youth in the country�s overall |
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development |
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� Increase basin development efforts to fight land |
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degradation and to reduce pollutions |
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� Improve productivity and reduce GHG emissions |
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� Increase forest protection and development |
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� Increase production of electricity from renewable |
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sources for domestic use and for export |
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� Focus on modern and energy saving technologies |
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5. Equitable participation of women and children 6. Climate resilient green economy |
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4. Macroeconomic Goals |
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Assumptions |
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? Requirement to significantly reduce |
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poverty |
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? Available national potentials |
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? Potential for investment in the economy |
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? Existing potentials in each sector |
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? Low productivity that needs to be |
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improved |
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� Make Ethiopia a middle income |
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economy by 2022 |
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� Raise per capita income to USD 1,115 |
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in 2022 |
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? Threshold for middle-income is USD 1,026 |
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? Plus human development index and |
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economic vulnerability index |
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� Raise per capita income to USD 2,220 |
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by 2030 |
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Sectoral growth Targets (2021-2030) |
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Assured middle- income potential |
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10.2% |
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Average |
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Growth |
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Target |
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Percentage of population below poverty line |
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4. Macroeconomic Goals |
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Structural change |
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Financing Gaps |
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Reduce urban unemployment to less than 9% |
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?1.36 million new jobs need to be |
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created per annum |
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Sectoral composition of GDP Labour force participation |
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Economic |
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Sectors |
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Performance Target |
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2011 2015 2018/19 2030 |
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Agriculture 45 39.7 32.8 22.0 |
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Industry 15.1 21.2 27.6 35.9 |
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Manufacturing 4.7 5.5 6.8 17.2 |
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Services 39.9 39 39.4 42.1 |
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5. Implications of the COVID-19 pandemic and necessary mitigation measures |
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� GDP growth for 2019/20 fiscal year is projected to be lower than its target of 9.0% by between 2.81 |
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and 3.80 percentage points (equivalent to 58.3 - 78.8 billion birr) due to COVID-19 pandemic |
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� If the current scenario continues, next year�s GDP growth could decline by 2.8 percentage points |
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� Returning the economy to its high growth trajectory requires focusing on sectors with high |
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productivity and job creation potentials |
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� Public investment should focus on empowering the private sector |
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� Promoting both domestic and foreign investments with the right set of incentives (merit based) |
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� Modernizing production systems and improving uptake of technology |
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� Conducting demand analysis for export commodities to remedy for the declining trend in exports |
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and foreign exchange earnings. |
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6. Potentials |
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� Endowment of various natural resources contributing to the growth potential |
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� Huge unutilized arable land creates great potential for the success of the plan |
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� Endowment of gemstones, ornamental, energy, metals, and metallic minerals |
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� Gold, coal, iron ore, potash, tantalum, marble, petroleum and other natural resources |
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Natural |
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Resources |
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� Large youth population and potential for demographic dividend |
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� Cumulative capacity in education and health |
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� Positive attitude and noble culture of reaching agreement among citizens |
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Human |
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capital |
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6. Potentials |
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Built physical and material capitals |
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?Transport and communication |
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? Irrigation infrastructures for modern agriculture |
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?Industrial Parks |
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?Mega energy infrastructures |
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Physical |
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capital |
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Unexploited |
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growth |
|
potentials |
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� Utilizing the tourism potential through modernization |
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� Using the mining subsector as a source of input as well as a competitive industry in its |
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own right |
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6. Potentials |
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� Solving supply side bottlenecks to satisfy the existing demand |
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� Improving international acceptance and reliable partnerships |
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? The �medemer�/synergy philosophy |
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? The ongoing political reform measures |
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? The Homegrown Economic Reform programme |
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� Increased finance from partners and multilateral institutions |
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? Increased availability of foreign exchange |
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? Reduced debt stress for the short to medium term |
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? Increased potential for development |
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Increased |
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demand as |
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potential |
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Political Capital |
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Continental |
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and regional |
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integrations |
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� Regional and continental economic integration agreements |
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� International and continental free trade agreements |
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6. Potentials |
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Low |
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technology as |
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a potential |
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� Undeniably low status of technological development |
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� International mobility and spillover effect of technology |
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� Potential for development and catching up by filling the technological gaps |
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� Doubling crop productivity from the current 24-36 quintals per hectare will result |
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in 7% increase in crop production |
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� Raise the production efficiency of manufacturing from the current 50% to 80% |
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7. Focus Areas |
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7.1. Productive sectors: agriculture, manufacturing, mining |
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7.2. Service sector: tourism |
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7.3. Enabling sectors: energy, transport, sustainable finance, |
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innovation and technology, urban development, irrigation, |
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human capital development |
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7.1. Productive sectors |
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Agriculture Objectives |
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1. Free agriculture from rain dependence |
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2. Agricultural mechanization services |
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3. Contract farming, cluster approach and |
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land consolidation |
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4. Livestock, animal feed and animal health |
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5. Horticulture (irrigation and urban farming) |
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6. Private sector participation |
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7. Institutional implementation capacity |
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8. Climate resilient sustainable agricultural |
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development |
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1. Improve income and livelihood options for farming and pastoral |
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communities through increased productivity and competitiveness |
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2. Modernize agriculture and ensure national food and nutrition security |
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3. Raise export of agricultural output and substitute imports |
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4. Make agriculture a viable and profitable enterprise through value addition |
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5. Create rural employment opportunities |
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6. Enhance livestock health access and quality |
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7. Preserve animal genetic resources and increase pastoral research |
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8. Improve the development of animal feed and access to markets |
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9. Develop livestock specific extension package for each livestock type |
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Focus Areas |
|
7.1. Productive sector |
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Manufacturing Industry |
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Objectives |
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1. Production of quality and competitive food, textile, housing and |
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pharmaceutical products for export and domestic markets |
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2. Production and productivity of existing manufacturing industries |
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3. Utilization of locally available inputs |
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4. Value chains, linkages and interdependencies |
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5. Linkages between large scale metallurgical and engineering, |
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chemical and pharmaceutical industries with other industries |
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6. Job creation, cluster approaches and expanding small and medium |
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scale manufacturing |
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7. Private sector participation and partnership |
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1. Establish basis for domestic industrialization |
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2. Value addition through enhanced inter-sectoral |
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linkages |
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3. Enhance productivity through private sector |
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leadership and supportive role of the |
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government |
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? Create job opportunities for the youth leaving |
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agriculture and concentrating in urban areas |
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? Make exportable commodities internationally |
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competitive |
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? Ensure structural change |
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Focus areas |
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7.1. Productive sectors |
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Mining |
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Objectives |
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� Foreign exchange earning and |
|
domestic revenues |
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� Increased investment in mining |
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� Participation of manufacturing |
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industries that add value |
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� Job creation |
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� Add value for improved contribution of the subsector |
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� Increase inter-sectoral linkages to raise raw material inputs to other |
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sectors |
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� Make mining a competent subsector and induce structural change |
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� Increase human resource and technological capabilities through |
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research and trainings |
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� Raise foreign exchange revenue from mining through increased |
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exploration and production |
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� Improve traditional mining production and marketing systems |
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� Improve the country�s geological information |
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Focus areas |
|
7.2. Service sector |
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Tourism |
|
Objectives |
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� Identification and developing destinations |
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� Infrastructure |
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� Competitiveness |
|
?improve existing destinations |
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?develop new destinations |
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? diversify service and raise quality |
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� Market linkages, branding, and promotion |
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� Technology, research and development |
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� Preservation, maintenance and proper |
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utilization of heritage resources |
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� Expand job opportunities |
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� Raise incomes |
|
� Build information management |
|
systems |
|
� Increase implementation capacity |
|
Focus areas |
|
7.3. Enabling sectors |
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Urban development |
|
Objectives |
|
? Prioritize productive sectors in job creation and enterprise |
|
development plans |
|
? Rapid development and equity goals in land provision system |
|
? Participation of indigenous people in land redevelopment and |
|
expansion |
|
? Urban land registration and cadaster system, modern |
|
property valuation |
|
? Greenery and public spaces as well as waste disposal and |
|
management in urban planning and implementation |
|
? Housing development and financing options to reduce |
|
housing shortages |
|
? Integrated infrastructure and services provision |
|
? Role of private sector in infrastructure development and |
|
service provision |
|
� Expand micro and small-scale |
|
enterprises to reduce urban |
|
unemployment |
|
� Develop and avail urban land based on |
|
demand, equity and cost effectiveness |
|
� Make quality housing accessible both in |
|
rural and urban areas |
|
� Develop quality and integrated |
|
infrastructure as well as service |
|
provision in towns |
|
� Improve financial management and |
|
resource utilization in urban areas |
|
Focus areas |
|
7.3. Enabling sectors |
|
Innovation and Technology |
|
Objectives |
|
? Access to innovation and |
|
technological information |
|
? Developing a digital economy |
|
? Productivity enhancement and |
|
competitiveness |
|
? Build a digital economy |
|
? Develop national scientific research and technological |
|
capabilities |
|
? Support problem solving research and development of |
|
technologies necessary for raising production, |
|
productivity and service provision |
|
? Create jobs and capital that are based on technology |
|
? Develop technological and data security protection |
|
systems |
|
Focus areas |
|
7.3. Enabling sectors |
|
Sustainable finance |
|
Objectives |
|
� Access to modern finance and saving culture in rural |
|
areas |
|
� Support to the private sector and corporations to |
|
reinvest profits in productive sectors |
|
� Role of private financial institutions in manufacturing |
|
and agriculture |
|
� Digital revenue collection system |
|
� Tax equity (contraband, tax evasion, and bringing the |
|
underground economy to the tax system) |
|
� Domestic and foreign strategic partnerships |
|
� Transform financing from short term to long-term, |
|
sustainable and quality sources |
|
� Ensure financing quality based on sectoral prioritization |
|
and reduction of wastage |
|
� Increase the number of domestic saving institutions both |
|
in rural and urban areas |
|
� Support domestic finance with foreign exchange capacity |
|
and foreign direct investment |
|
� Modernize domestic revenue collection system |
|
� Raise voluntary tax payment attitude |
|
� Bring the informal sector to the formal tax system |
|
Focus areas |
|
7.3. Enabling sectors |
|
Transport |
|
Objectives |
|
� Access to infrastructure |
|
� Implementation capacity |
|
� Participation of the private sector and the general |
|
public |
|
� Financing capacity |
|
� Ensure equitable access to transport infrastructure and |
|
services |
|
� Improve transport safety |
|
� Make logistics services fast and reliable |
|
� Build transport infrastructure and service that is |
|
resilient to climate change |
|
Focus areas |
|
7.3. Enabling sectors |
|
Energy |
|
Objectives |
|
? Equity in access to electricity services |
|
? Energy access and quality |
|
? Alternative sources of energy |
|
? Reliability of electricity infrastructure |
|
? Investment and income in energy subsector |
|
� Ensure equitable access to transport |
|
infrastructure and services |
|
� Improve transport safety |
|
� Make logistics services fast and reliable |
|
� Build transport infrastructure and service that is |
|
resilient to climate change |
|
Focus areas |
|
7.3. Enabling sectors |
|
Irrigation |
|
Objectives |
|
? Medium and large scale irrigation infrastructure |
|
? Job creation |
|
? Share of government expenditure and alternative |
|
financing options |
|
? Institutional capacity and human resource |
|
development |
|
? Improve agricultural output and productivity |
|
? Reduce government spending and enhance |
|
institutional capacity and human resources |
|
development |
|
? Ensure the inclusion of all genders and |
|
disabled citizens |
|
? Develop alternative financing options for |
|
irrigation development |
|
Focus areas |
|
7.3. Enabling sectors |
|
Human capital development |
|
Objectives |
|
� Make education and training inclusive and equitable by |
|
harmonizing the system with ability, need and capacity |
|
� Develop capacity of educational institutions (teacher capacity, |
|
inputs and technology) |
|
� Establish education and training quality assurance system |
|
� Avail free and compulsory education for pre-primary to junior |
|
secondary levels and free education at the senior secondary levels |
|
equitably |
|
� Ensure the relevance of education and training system and |
|
synchronize education policy with economic and social |
|
development needs |
|
� Make the education and training policy compatible with the |
|
nation�s contemporary capacities as well as global and regional |
|
market opportunities |
|
� Enhance commitment, capability and responsibility of citizens |
|
? Ensure equitable and quality health services |
|
? Raise average life expectancy |
|
? Achieve universal health coverage through |
|
proactive and prevention health system |
|
? Curtail preventable maternal and child deaths |
|
? Reduce incidences of contagious and noncontagious |
|
related diseases and deaths |
|
? Build capacity for health tourism through |
|
increased treatment capabilities |
|
? Create a healthy society that is free from |
|
addictions and use technology for supporting |
|
knowledge led economic development |
|
Focus areas |
|
8 Nationally, regionally and locally balanced and competitive development |
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1. Lack of synchronization of investment with |
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resource potentials and development needs |
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2. Poor alignment of federal, regional and |
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district level investment plans with the |
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national development goals and envisioned |
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settlement patterns |
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3. Poor regional coordination due to low |
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consideration for trans-regional and |
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spatial issues in development plans of |
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regional states |
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4. Inter-regional and intra-regional |
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disparities in infrastructural development |
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and access to services |
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Challenges |
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8. Nationally, regionally and locally balanced and competitive development |
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1. Ensure that the investment flow and |
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infrastructural development plans fairly go hand in |
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hand with resource potential and development |
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needs |
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?Developing underutilized natural resources |
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?Equitable distribution and access to |
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infrastructure |
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?Sustainable environmental protection |
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2. Ensure the inclusion of pastoral and agro-pastoral |
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areas in the development |
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?Focused infrastructural development in pastoral |
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areas such as education and health sector input |
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provision as well as governance |
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?Market linkages with other areas and the central |
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markets |
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?Improve rural finance (credit and insurance) to |
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encourage fattening, milk processing, leather |
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production and irrigation agriculture |
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Focus areas |
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9. Monitoring and Evaluation |
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10 Years Perspective |
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Plan KPIs |
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Federal Implementing |
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Institutions |
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Planning and |
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Development Commission |
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Generate Data (Census, |
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Sample and administrative |
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data) |
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Annual Reports |
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Dialogue forums |
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(Civic Organizations, professional |
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associations, development partners, |
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intellectuals) |
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Central Statistical Agency |
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Database |
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National |
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Information Portal |
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National Statistics |
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Development Strategic |
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plan |
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Evaluation Reports |
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Prime Minister�s Office |
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House of People�s |
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Representatives |
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Thank you! |