Implementation Plan of Framework for Economic Growth Result Based Management Government of Pakistan Planning Commission 24 th May, 2012
May 10, 2015
Implementation Plan of
Framework for Economic Growth
Result Based Management
Government of Pakistan Planning Commission
24th May, 2012
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Implementation Plan of Framework for Growth Strategy
Indicator
Output/Outcome Impact Who (Implementing Agency)
Baseline 2010-11
Target 2015-16
Strategic Objective 1: Implementation of New Economic Growth Framework through Result Based Management
Formulated Framework for Economic Growth by Planning Commission in consultation with stakeholders and approved by NEC in May 2011 to achieve 5-6% annual growth rate in short-term and 7-8% in long-term by enhancing productivity and competitiveness, focusing on: o Competitive markets and trade
openness o Building a better government o Creative cities o Connecting to compete o Youth and community engagement o Implementation through RBM
Inclusive, high and sustainable growth rate to improve quality of life of people
Planning Commission
Provincial P&D Depts.
All Federal Ministries/ Agencies/ Depts. and Provincial counterparts
District Govts.
Private sector
Development partners
Civil society/ Media
Falling long run potential growth rate and boom bust cycle of growth
Low growth in recent years much below the potential growth rate of 7-8% attributed to low contribution of productivity to growth on account of o Lack of
competitive markets and foreign competition
o Lack of efficient public sector management
o Limited urban development and connectivity
o Inadequate education system
Implemented new approach to accelerating and sustaining economic growth “ Framework for Economic Growth”
Achieved 5-6% annual growth rate and paved the way for long term sustainable growth of 7-8%
Pursued economic reform agenda that enhanced o productivity and
competitiveness o Innovation and
entrepreneurship o Quality of governance
(regulations, civil service, legal and judicial framework, taxation system), markets and R&D
o Creative ability of cities by amending zoning laws and building regulations
o Connectivity to markets and people
o Engagement of youth and community
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Implementation Plan of Framework for Growth Strategy
Indicator
Output/Outcome Impact Who (Implementing Agency)
Baseline 2010-11
Target 2015-16
o Limited R&D capacity
o Implementation ability of public institutions for delivery of public services and security
Implemented Framework for Economic Growth (FEG) through Result Based Management (RBM) advocating result (performance) orientation in ministerial strategy, budget, audit, monitoring & evaluation and reporting
Effective public investment
Sustainable high growth , reduction in poverty and improvement in quality of life
Planning Commission
Line Ministries
Provincial Depts.
District Govts.
RBM in entirety doesn’t exist however monitoring mechanism in place in Planning Commission, Provincial P&D Depts. and large entities
Though large quantum of data on various socio-economic aspects available; baseline monitor-able performance indices of projects and reform agenda yet to be developed
Established Result Based Management Framework o Enhanced role of the
Planning Commission from management of projects to national reform and development
o Effective coordination of reform implementation by Planning Commission and provincial P&D Departments (where most of the reform agenda implemented with additional resources under 18th Amendment and 7th NFC Award) to avoid haphazard implementation
o Designed Implementation/Action Plan of FEG reflecting agency wise time
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Implementation Plan of Framework for Growth Strategy
Indicator
Output/Outcome Impact Who (Implementing Agency)
Baseline 2010-11
Target 2015-16
bound policy, regulatory, markets and institutional reforms focusing not only on implementation and outputs but also on outcomes, impact and indicators on baseline and targets of results to be achieved/ delivered
o Aligned strategic plans of ministries and agencies with FEG
o Integrated recurrent and development budgets focusing on delivery of services and performance
o Strengthened system of output-based-budgeting (MTBF) in federal government and encourage provinces to adopt
o Strengthened system of M&E focusing on achievement of results
o Enhanced capacity of sub-national governments, civil
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Implementation Plan of Framework for Growth Strategy
Indicator
Output/Outcome Impact Who (Implementing Agency)
Baseline 2010-11
Target 2015-16
society, and communities for effective reform designing, implementation, M&E and improve public service delivery
Strategic Objective 2: Competitive Markets and Trade Openness
Reformed financial and capital markets o Strengthened policy and regulatory
regime and supervisory and enforcement capacity of SBP and SECP
o Ensured adequate legislation for speedy contract enforcement, debt recovery and bankruptcy
o Enforced stringent corporate governance, transparency and enhanced disclosure standards
o improved payment and settlement system to reduce high financial transaction cost
High & sustainable growth through sound and efficient financial system
SBP
SECP
Limited Risk sharing arrangements, hedging and portfolio diversification for lack of financial instruments
Cumbersome legal procedures for contract enforcement
Weak applications of accounting, auditing, regulation and supervision standards
Moral hazards led to accumulation of NPL by banks
High inflation
Fostered independence and professional capacity of SBP and SECP for adequate supervision and regulations
Developed NBFIs allowing strong competition, wide range of financial products and broad based access to financial services
Designed capital market reforms in the areas of pension, insurance and government bond markets through dialogue and participation with private sector
Reduced through stringent regulations, govt. borrowing, inflation, nominal interest rate & interest spread and
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Implementation Plan of Framework for Growth Strategy
Indicator
Output/Outcome Impact Who (Implementing Agency)
Baseline 2010-11
Target 2015-16
(13.9%) , low return on deposits, crowding out of private sector by high govt. borrowing, and high interest rate
improved return on deposits
Single digit inflation
Implemented tariff reforms that promoted competition and investment by: o Reducing tariff dispersion through
lowering custom duty rates o Reducing protection & subsidy
regimes (export subsidy, import taxes) and eliminating tariff exemptions and concession on protected sectors and abolishing distortionary regulatory duties
Promoted competitive and efficient industry and domestic & international trade
Planning Commission
Ministry of Commerce
National Tariff Commission
Engineering Development Board
FBR
Import tariffs still high
Low competitive ranking 101th
Export grew by 9% annually during 2006-11
Regional trade 17% of global trade
Trade 29% of GDP
Implemented FEG trade reforms and Strategic Trade Policy Framework o Simplified tariff
structure o Reduced tariff
dispersion and distortionary tariff regime
o Enhanced domestic commerce
o Supportive macro policies and services
o Enhanced product sophistication
o Enhanced firm level competitiveness
o Beefed up Export Investment Support Fund
Placed on website computable versions of trade data and custom
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Implementation Plan of Framework for Growth Strategy
Indicator
Output/Outcome Impact Who (Implementing Agency)
Baseline 2010-11
Target 2015-16
tariff schedule
Improved competitive ranking to 75th
Regional trade 25% of global trade
Export to grow annually by 13%
Trade increased to 35% of GDP
Trade and investment facilitated o Liberalized financial services to
facilitate financial transaction, expand cross border investment and financial risk mitigation
o Enhanced connectivity by improving logistics and ICT
o Fostered regional markets by removing barriers to trade in goods and services
o Simplified and harmonized trade procedures with international standards
o Making trade documents compatible with internationally acceptable electronic documents
o Improving legal environment legislation to encourage electronic transaction/business
o Strengthening Pakistan Automated Customs Computerized System
Enhanced trade & investment and reduced cost of doing business
Ministry of Commerce
FBR
SBP
Ministry of Comm.
Ministry of Railways
MoIT
Ministry of Law
CAA
Non-tariff barriers exist
Weak value- chain Price distortion and direct & implicit subsidy exist on oil, gas, electricity and agriculture commodities
logistic infrastructure deficiencies
High cost of transportation, port charges and trade financing
Weak ICT infrastructure at ports and border posts
Deregulated prices of energy and agriculture products
Reduced infrastructure gaps by promoting investment in transportation, storage, clearance and forwarding facilities
Improved legislation and conventions o Updated carriage of
goods (roads, sea and air) acts
o Promulgated Marine Insurance Act (MIA)
o Acceded to Transport Internationaux Routiers (TIR Conventions)
Standardized trade
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Implementation Plan of Framework for Growth Strategy
Indicator
Output/Outcome Impact Who (Implementing Agency)
Baseline 2010-11
Target 2015-16
(PaCCS) for speedy, transparent and corruption-free custom clearance
Weak risk management
Low World Bank’s Logistics Performance Index ranking 110th
documents based on UN Layout Key (UNLK)
Developed integrated export/supply chain management through NTICP with real time cargo monitoring, clearance and internet based transactions
Computerized custom ports (including dry ports)
Legislated Electronic Signatures Act
Protected e-commerce transactions
Improved World Bank’s Logistics Performance Index to 80th
Strengthen legal and Judicial System o Revamped and upgraded judicial
system o Reduced pendency cases o Revisited laws & rules and
enacted new business laws and streamlined labor laws to better regulate markets and enhanced productivity of private sector. Facilitated exit and entry of new
firms – institutionalize bankruptcy laws consistent with
Ensured better enforcement of contracts, rule of law and speedy justice
Ministry of Law, Justice and Parliament Affairs
Provincial Law Dept.
Superior and lower courts
Weak access to justice
Pakistan ranks 27th out of 180 countries in rule of law
Implemented National Judicial Policy 2009 to ensure speedy justice by o Improving case
management, automation, HRD, MIS and court infrastructure
o Reducing workload on courts by establishing reconciliation / alternative dispute resolution system
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Implementation Plan of Framework for Growth Strategy
Indicator
Output/Outcome Impact Who (Implementing Agency)
Baseline 2010-11
Target 2015-16
international standards Eliminated obstructive
regulations (electricity, water supply, land acquisition and registration)
Amended tax laws that hinder investment (particularly in relations to venture capital firms)
o Setting time limits for settling legal cases
o Reducing number of procedures
Amended Company Ordinance 1984, NBFC Rules and Regulations, Modarba Ordinance, Estate Investment Trust, Venture Capital
Established Commercial Courts
Improved tax auditing system
Entrepreneurship and Innovation
PSDP rationalized to increase investment in knowledge creation and other priority areas of Framework for Economic Growth (FEG)
Achieved sustained and high growth rate
Planning Commission
2% of resources allocated for R&D/tertiary education
4% of resources allocated for R&D/tertiary education
Reached out to talent/entrepreneurs o HRD in bio-technology, genetic
engineering, material sciences, nanotechnology, ICT through local and foreign training/scholarships
Developed Entrepreneurship
MoST
HEC
8,400 PhD scholarship awarded
World ranking 51 for Capacity of Innovation
Pakistan ranked 56th among the 60 countries in the Global Talent
Established organization for Technology Assessment and Forecasting (TAF) to ensure technology foresight for development
12,000 PhD scholarship awarded
Improved World ranking for capacity of innovation
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Implementation Plan of Framework for Growth Strategy
Indicator
Output/Outcome Impact Who (Implementing Agency)
Baseline 2010-11
Target 2015-16
Index (GTI) 2011 to 40
GTI ranking improved to 45th
o Facilitated scientist and engineers to start their own business through Triple Helix Model (academic, industry and R&D institutes linkages) Promoted venture capital Simplified commercial and
bankruptcy laws Easy entry and exit of firms and
individuals Provided technical and financial
support to micro enterprises to move to next value chain and technology ladder
Reduced business setup complications
MoST
HEC
2 clusters/ technology parks
World ranking for o University-
Industry collaboration in R&D (69)
o Availability of Scientists & Engineers (82)
10 cluster / technology parks
World ranking for o University-Industry
collaboration in R&D (55)
o Availability of Scientists & Engineers (65)
Introduced Small Business Research Fund to support relevant research
Universities and research institutions reformed and restructured through international linkages
Knowledge-based economy
MoST
HEC
6% enrolment of tertiary education (age 17-23)
World ranking for o Quality of
educational system (79)
o Quality of R&D Institutions (79)
0.3% share of International publications
20% PhD. faculty
10% enrolment of tertiary education (age 17-23)
World ranking for o Quality of educational
system (65) o Quality of R&D
Institutions (65)
0.6% share of International publications
5 universities in top 300 technology universities
60% PhD. faculty
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Implementation Plan of Framework for Growth Strategy
Indicator
Output/Outcome Impact Who (Implementing Agency)
Baseline 2010-11
Target 2015-16
Promoted university-industry-society linkages to foster innovations and develop industrial products and processes o Established business
incubators/support centers and technology parks to provide consultancy, design, HRD and information
o Established design and manufacturing resource centers at universities
o CFCs for clusters to facilitate business activities and ensure improved access to technology
Established small businesses and provided tailor made solution for industry that enhanced economic growth
MoST
HEC
Ministry of Industries (SMEDA)
Ministry of Textile
City Chambers
Ministry of Production (TUSDEC)
World ranking for o Company
spending on R&D (50)
o Availability of latest technologies (93)
o Firm level technology absorption (92)
BSCs: 5 (women entrepreneurs)
CFCs: 30
World ranking for o Company spending on
R&D (40) o Availability of latest
technologies (80) o Firm level technology
absorption (75)
Strengthened IPRs
BSCs: 25 (especially for women entrepreneurs)
CFCs: 60
Established infrastructure for Metrology, Standard, Technology &Quality (MSTQ)
Enhanced exports through certified standard of products
MoST
10 accreditation
0.4% of total high value- added exports
30 accreditation
0.4% of total high value –added exports
Strategic Objective 3: Quality Governance
Civil service reforms o Reformed recruitment, promotion &
training programs and rationalized compensation (monetization) package of civil servants
Enhanced productivity and ensured better public service delivery through competent, esteemed and well
Establishment Division
FPSC
Planning Commission
Finance Division
NSPP/speci
Provision of vehicle and medical allowance monetized.
Work on monetization of housing/ accommodation in
Implemented CSPA recommendations and rationalized salary structure and monetized service benefits of civil servants
Developed job description and specifications for all
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Implementation Plan of Framework for Growth Strategy
Indicator
Output/Outcome Impact Who (Implementing Agency)
Baseline 2010-11
Target 2015-16
remunerated civil servants
alized training institutes
Provincial Govts. respective institutions
progress
Report of the Committee on Structure of Pay and Allowances (CSPA) being finalized
positions at all tiers of Government
Revamped recruitment methods, ensuring induction of civil servants with relevant and diversified professional academic and experience background
Strengthened faculty and infrastructure of training institutions to impart skill-based training
Evolved performance based compensation and promotion system to reduce patronage and nepotism
Developed goal and target oriented performance appraisal system in place of current ACR system
o Improved accountability & transparency mechanism and incentives for better performance IT based interface/e-
government mechanism in registration, licensing, regulation & public utilities and simplified system & procedures
Improved public perception and reduced trust deficit in provision of public service
Better managed public
Federal and Provincial concerned Public Institutions
NAB
PPRA
OAG
Weak accountability mechanism due to non- transparent procurement and financial rules
One- Window facility partially
Freedom of Information Ordinance implemented in its true spirit
Fully established one-window facility in provision of public service
Evolved a robust system of procurement,
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Implementation Plan of Framework for Growth Strategy
Indicator
Output/Outcome Impact Who (Implementing Agency)
Baseline 2010-11
Target 2015-16
to empower public and curb corruption
Formulated consensus-based, corruption control strategy and implemented through establishment of a single and independent Anti-Corruption Agency
Adopted uniform and reformed public procurement and financial management rules at all tiers of the government
Promoted accountability, transparency and good governance in the management and use of public resources
Strengthen capacity of PAC, Ombudsman, OAG, Service Tribunals and NAB
resources through improved financial management/ discipline
De-politicized public institutions
Ombudsman/Tax Ombudsman
PAC
Parliamentary Sub-committees
available in service delivery institutions
Financial management reforms being implemented through PIFRA
Performance indicator and baseline data being developed
accounting and oversight to reduce transaction cost and making fraud difficult to perpetuate
Ensured access to information on budget/allocation and procurement processes
Strengthened audit function by refining performance audit methodology and practices for easy detection of embezzlements
Improved performance auditing though multi disciplinary professionals
Upgraded SAP and implemented Audit Management Information System through PIFRA
Ensured timely submission of audit/performance reports to PAC and Parliamentary Committees
Financial data released within 10 days of month end
Audit reports released within 6 months of year end
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Implementation Plan of Framework for Growth Strategy
Indicator
Output/Outcome Impact Who (Implementing Agency)
Baseline 2010-11
Target 2015-16
Ombudsman/Tax Ombudsman at sub-national/district level to address public grievances
Third party evaluation of large projects
Periodic RBM-based Performance Reports by all institutions to Cabinet and public through organization(s) website/media
Merit -based civil service recruitment and promotion system to help reduce patronage and nepotism
Institutional reforms o Implemented institutional reform
strategy and roadmap for key institutions: Planning Commission, Ministry of Finance, FBR, PBS, OAG, Ombudsman, CCP, PRA, NAB and NSPP
o Periodic reporting on macro & organizational performance indicators and M&E reports to Cabinet and media
Strong institutions for efficient public service delivery and higher productivity
Effective Govt. spending
Efficient tax administration and just tax structure
Reliable, accurate and
Planning Commission
Federal and provincial ministries/ depts./ agencies
Each ministry/agency to develop their own institutional restructuring
Non- existence of robust performance evaluation of institutions and RBM Framework
Lackluster performance of institutional reform programs initiated in some institutions in recent years.
Weak resource
Formulated institution(s) reform strategy of key institutions based on o Performance
evaluation against core functions/ targets
o Gaps and constraint impeding achievement of results
o Legal framework, structure and regulations to conduct business
o Pricing (of
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Implementation Plan of Framework for Growth Strategy
Indicator
Output/Outcome Impact Who (Implementing Agency)
Baseline 2010-11
Target 2015-16
timely availability of socio-economic data/indicators
strategy
mobilization and efficiency of public expenditure
Deficit infrastructure specially for power
Low ranking on Institutions 112th
(out of 139 economies) – GC Report 2010-11
services/products)
Formulated action plan and implemented under RBM Framework
Introduced alternative service delivery platforms o Increased outsourcing
and contracting out o Implemented PPP
policy to upgrade infrastructure especially in energy and transport sectors
Developed organizational performance and public perception indicators
Improved ranking on institutions to 80th
Conducted Cost of Doing Business Survey and developed benchmark ranking of 13 major cities
Based on Cost of Doing Business Survey, reform program to improve business environment in the country prepared and implemented
Ease of Doing Business ranking 105 (out of 183 economies) – Doing Business
Established integrated management of domestic taxes
Increased tax compliance by strengthening audit
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Implementation Plan of Framework for Growth Strategy
Indicator
Output/Outcome Impact Who (Implementing Agency)
Baseline 2010-11
Target 2015-16
2012, World Bank
Limited tax base o Large tax
exemptions o Poor tax
compliance o Poor
documentation of informal economy
Excessive use of SROs
Tax to GDP ratio 9%
Fiscal deficit 6.6% of GDP
functions and automation & re-engineering of business processes (BPR)
Brought un- taxed sectors/ retail trade and other services under tax net.
Documented large part of informal sector
Converted GST into full VAT
Improved monitoring of Afghan transit goods
Limited issuance of SROs
Built capacity of FBR by o Local and foreign
training of professionals
o Strengthened FBR’s data ware -house and IT system
Broadened tax base; tax GDP ratio increased to 14%
Fiscal deficit 3% of GDP
Improved Ease of Doing Business ranking to 90th
o PSEs reformed through: Improved governance,
supportive legislative framework, financial measures, supply side
Ensured solvency by improving
Establishment Division
Concerned
Finance Division (Economic Reform Unit)
Made legal changes to allow corporatization and distance from concerned
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Implementation Plan of Framework for Growth Strategy
Indicator
Output/Outcome Impact Who (Implementing Agency)
Baseline 2010-11
Target 2015-16
intervention, demand side management and recovery measures.
Separated PSEs for operational autonomy from the financial and administrative control of PAOs
Run PSEs by professional corporate management and citizen on BODs
Oversight by PAC
efficiency and performance of PSEs
ministries and PSEs (Railways, PIA, NHA, PSM, TCP, PEPCO, PASSCO, UCP)
o Restructuring plan of 8 PSEs being prepared
BODs of PSEs (PSM, Railways, Seven DISCOS, NTDC, GENCO, CPPA, TCP and UCP) being restructured
Lack of performance indices of PSEs
ministries
Ensured linear policy oriented ministries
Finalized restructuring of PSEs
Privatized some PSEs
Dissolved PEPCO
Developed PSEs performance profitability indices
Amended NEPRA Act allowing tariff rationalization
o naged internal security to reduce loss of life and property by: Strengthening civil armed forces
with better training, equipment, intelligence capability and higher compensation
Empowering youth & community and enhancing social capital of communities
Mainstreaming vulnerable and marginalized population and regions in development process
Reduced cost to economy, enhanced investor confidence & job opportunities and high growth & prosperity
Ministry of Interior
Provincial Home Depts.
Federal and provincial law enforcement agencies
Inability to realize demographic dividend from youth bulge (30% of population)
Perceived gaps in living standards between different social groups and regions
Porous borders difficult to control
Fighting extremism with inadequate equipments and
Empowered youth through general & technical/ vocational education, provision of credit for self employment and investment in energy
Reformed curriculum and syllabus of educational institutions
Launched media campaign and involved community in neighborhood security
Strengthened: o Civil armed forces with
better training and
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Implementation Plan of Framework for Growth Strategy
Indicator
Output/Outcome Impact Who (Implementing Agency)
Baseline 2010-11
Target 2015-16
gears
compensation package o Personal identification,
biometric border control system to monitor immigration
o National Counter Terrorism Authority
o National Aliens Registration Authority
o Computerization of police record and machine readable passport system
o Effective enforcement of Anti Terrorist Act, and Anti Money Laundering Ordinance
Energy Security – A Governance Issue
Improved Governance Reformed energy sector institutions for
improved performance
Comprehensive action plan to reduce losses, control theft and improve efficiency & governance
Increased supply of electricity and gas in efficient, affordable and environment friendly manner to spur and sustain growth
Planning Commission
Ministry of Water and Power (WAPDA, GENCO and DISCOs)
Ministry of Petroleum and Natural
21% losses in electricity (theft, non-payment of bills, meter & unmetered supply and transmission distribution)
Load-shedding of power sector up to 30% of peak load
7% losses in gas distribution
Losses in electricity reduced to 16%
Load shedding in power sector eliminated
Losses in gas distribution reduced to 5%
Gas load shedding eliminated
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Implementation Plan of Framework for Growth Strategy
Indicator
Output/Outcome Impact Who (Implementing Agency)
Baseline 2010-11
Target 2015-16
Resources (SNGPL and SSGCL)
Gas load-shedding 25% of peak demand
Better guidance and enforcement of rules and regulations through revamped GENCO/WAPDA hydel, privatization of distribution companies and induction of professional management
Cabinet Division (NEPRA and OGRA)
MoF
Partial corporatization of energy sector companies
Fully corporatized / privatized energy sector
Regulatory reforms by strengthening regulatory agencies
NEPRA
OGRA
Weak regulatory bodies
Established a single independent energy sector regulatory body
Strengthened bilateral energy dialogues (Electricity, gas, LNG)
Ministry of Water and Power
Ministry of Petroleum and Natural Resources
Pak-Iran gas import under implementation
LNG import option being negotiated
Import of electricity from Iran 1100MW, India 5000MW and Tajikistan 1000MW being negotiated
Made available 750 MMCFD gas from Iran
Inducted 500 MMCFD LNG in gas network
Imported 7100MW electricity from regional countries
Rationalized energy prices o Tariff policy reforms - rational
producer and consumer pricing
Efficient use of energy
NEPRA
OGRA
Rs 360 billion annual power sector subsidy
Power subsidies eliminated
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Implementation Plan of Framework for Growth Strategy
Indicator
Output/Outcome Impact Who (Implementing Agency)
Baseline 2010-11
Target 2015-16
o Revised tariff regime to eliminate tariff differential, subsidy and improved tariff collection
o Improved tariff collection with necessary legislations for penalties
o Amended NEPRA and Conservation Acts ensuring recovery of cost and prevent recurrence of circular debt
Ministry of Law, Justice and Parliament Affairs
Non-recovery of electricity bills amounting to Rs 85 billion annually
Amended NEPRA Act for better recovery of electricity bills
Amended OGRA Ordinance 2002 for proper monitoring and enforcement of deregulated downstream oil sector
Circular debt largely eliminated
Enhanced efficiency in energy generation and use o Expanded hydro, coal-based and
optimized renewable energy production
o Maximized use of energy, demand management, mass transit system and launch aggressive conservation campaign
More availability of energy
Above institutions and Private Companies
Construction started of Bhasha Dam, Neelum Jhelum hydel, Nandipur and Chichokimalian projects and 747MW Guddu Combined Cycle Power Plant
Different Thar Coal based projects in pipeline
Energy Conservation Act being amended
Energy production from renewable resources 17MW
Made available 6,500 MW additional electricity generation capacity
Thar Coal based power projects connected to national grid
Energy efficiency & conservation codes and standards in place
Energy production from renewable resources 300MW
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Implementation Plan of Framework for Growth Strategy
Indicator
Output/Outcome Impact Who (Implementing Agency)
Baseline 2010-11
Target 2015-16
Water Security – A Governance Issue
Water Resources developed and better managed o Augmented water storage -
construction of dams and protection & rehabilitation of irrigation network
Improved sustainability of water and irrigation system
Ministry of Water & Power
Provincial Irrigation and Agricultural Depts.
WAPDA
Initiated work on Basha Dam
Water available 103 MAF
Rehabilitated 3 barrages and 3 canals
Work in progress on Basha Dam
Additional water availability 2 MAF
Rehabilitated additional 3 barrages and 2 canals
o Integrated Water Resources Management (IWRM): water resources use and management for economic value of water
Better protection of water rights
Provincial Irrigation and Agricultural Depts.
Equity in water distribution as measured by delivery performance ratio at 0.4
Economic value of water emerged by costing/charging of water transfer from one use to other
Improved delivery performance ratio to 0.6
o Improved demand management to conserve and reduce water loses through
Improve sustainability of water and irrigation system
Public (Water) Utilities
Preparation of urban water use guidelines focusing on demand management
Operationalized demand management procedures
Amending Water laws Inappropriate water laws
Reviewed and prepared comprehensive water laws
Rationalizing of water rates Local/city Govt.
Rural: Rs 100/year
Urban: Rs 1000/year
Rural: Rs 300/year
Urban: Rs 3000/year
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Implementation Plan of Framework for Growth Strategy
Indicator
Output/Outcome Impact Who (Implementing Agency)
Baseline 2010-11
Target 2015-16
Abiana Rs 200/acre of CCA
Abiana Rs 400/acre of CCA
Cost recovery 20% of cost 50% of cost
Enhanced O&M spending Infrastructure sustainability
0.001% of capital cost on O&M
0.01% of capital cost on O&M
o Addressed climate change issues
Made deliberations with neighbors to develop solution sets for shared ecosystem and trans-border water issues
Resilience to climatic change impact
Planning Commission
Provincial P&D Board/Dept.
Ministry of NDM
Ministry of Water and Power
Initiate work on establishment of Climate Policy Coordination Group with neighboring countries
Conducted dialogue with neighbors to formulate best trans-boundary climatic policy framework and practices
o Strengthened capacity of water management institutions and empowered farmers’ organizations
City Govts.
Ministry of Water and Power
Provincial Irrigation Depts.
WAPDA
Weak legal support for water governance
Review of water laws
Performance audit of water management agencies
Enhanced capacity of legal professionals in water management
40% increase in number of farmer organizations
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Implementation Plan of Framework for Growth Strategy
Indicator
Output/Outcome Impact Who (Implementing Agency)
Baseline 2010-11
Target 2015-16
Food Security – A Governance Issue
Productivity
Enhanced agriculture productivity, value addition and diversification o Enhanced crop yields and animal
productivity o Increased production of high value-
added horticulture, fishery and dairy products
o Utilized advance technology in agriculture
o Enhanced water use efficiency
Accelerating growth rate, income and employment
Ensured food security and higher agriculture exports
MNFS&R
Provincial Agricultural Depts.
Agriculture growth rate 3.5 %
Yield Gap crops 31-73%; milk 61 %
A.I. coverage 14%
Inadequate certified seed coverage (18%)
Low water productivity at 0.13kg/M (grain)
Agriculture growth rate 5-6%
Reduced yield gap 50%
Enhanced A.I. coverage 20%
Enhanced certified seed coverage 30%
Increased water productivity by 30%
Governance
Restructured agriculture research institutions for focused research, avoidance of duplication/overlapping and enhanced coordination o Improved agriculture extension
services, education and training through better service structure of professionals
o Agriculture innovations through commercialization of technologies
Enhanced productivity and efficiency of agriculture
PARC, PCCC, PAEC and Provincial Institutions
MoST
MNFS&R
Third Party Performance Review of agriculture institutes not available
Inadequate varieties developed
Inadequate products / processes / patents
Inadequate and ineffective service structure of
Conducted performance review of key institutions
Developed improved varieties / hybrids to bridge yield gap
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Implementation Plan of Framework for Growth Strategy
Indicator
Output/Outcome Impact Who (Implementing Agency)
Baseline 2010-11
Target 2015-16
research professionals
Inadequate commercialization of patents
Improved social capital and participatory asset management in agriculture
Provincial Board of Revenue
Small number of community organizations
Developed large number of vibrant community organizations
Modernized land record and titling system by: o Updating and computerizing land
record/registration and harmonizing on a Geographic Information System (GIS)
Inadequate computerization of land record
Computerized land record 100%
Sustainability
Developed resource conservation technologies
Prevented resource degradations
Enhanced cropping intensity and better yield
PCRWR, IWASRI, Provincial Agriculture Depts.
Rehabilitated 5.4 million acre culture-able command area (CCA)
Water logged and saline area 20% of cultivated area
Irrigated agriculture 81%
Cultivated area 21.3 Million Hectare
Rehabilitated additional 1.5 million acre of CCA
Water logged and saline area reduced to 17% of cultivated area
Irrigated agriculture 85%
Sustained existing cultivated area
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Implementation Plan of Framework for Growth Strategy
Indicator
Output/Outcome Impact Who (Implementing Agency)
Baseline 2010-11
Target 2015-16
Market and Trade
Improved market Infrastructure
Compliance of international standards and certification of commodities and agricultural products for exports
Deregulated agriculture markets and improved storage and warehousing facilities
Competitive agriculture business
Improved competitiveness
Provincial Govts.
MNFS&R
Poor agriculture market infrastructure
Inadequate private investment
Inadequate certification
Initiated actions on amendments of agriculture marketing acts to dismantle bad regulations
Rs 56 billion subsidy on fertilizer
State of art agriculture markets in 10 mega cities
Increased investment in storage / warehouses by private sector
Removal of input (fertilizer, water, electricity) subsidies
Amended Agricultural Produce Markets Act 1939 to remove govt. interventions
Complied international standards and ensured certification of commodities/products for exports
30% increase in export of perishables
Policy Reforms Improved agricultural policy analysis
capacity
Knowledge- based decision making
Agriculture Policy Institute
Planning Commission
MNFS&R
Inadequate policy analysis and reports published
Decision making based on proper analysis
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Implementation Plan of Framework for Growth Strategy
Indicator
Output/Outcome Impact Who (Implementing Agency)
Baseline 2010-11
Target 2015-16
Environment Sustainability – A Governance Issue
Promoted green and sustainable growth by: o Adequate financial and other
resources committed to implement National Environment, Energy Conservation, Sanitation, Drinking, Policies and Pakistan Climate Policy and Action Plan
o Attracted investment in low-carbon technologies
o Integrated pricing, regulatory and environment policies to ensure sustainability of non-renewable resources
o Enhanced capacity to plan and manage environmental impact of infrastructure development
o Created demand for environment through mass awareness and community mobilization
Protected economic growth from risk and associated economic cost of climate induced natural disasters by: o Mainstreaming risk reduction and
management concerns within policy making and planning processes.
o Allocating adequate resources to implement National Disaster Risk
Conservation, restoration and efficient management of environment resources for sustainable growth
Planning commission
Ministry of National Disaster Management (NDM)
Provincial EPA’s and Forest Depts.
NDMA
ENERCON
Environment related NGOs
National Strategy for Climate Change prepared
Medium- term environmental action plan being formulated
Environment degradation 8% of GDP
Implemented large number of measures contained in National Environment Policies and Action Plans pertaining to agriculture industry, water, energy and transport and actions on some in progress
Development green environment parts and green technology incubators
Promoted clean technologies by incentives
Strengthened capacity of Govt./stakeholders for better environment management
Made cities environment friendly
Implementation of NDRMF in progress
Reduced cost of environment degradation from 8% to 3% of GDP
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Implementation Plan of Framework for Growth Strategy
Indicator
Output/Outcome Impact Who (Implementing Agency)
Baseline 2010-11
Target 2015-16
Management Framework (NDRMF)
Element 4: Creative cities
Constituted Cabinet/high level committee to oversee city reforms and their implementation. Composition: Parliamentarians, PC, Provincial P&D Depts., Housing and Works, PEC, PCATP, District Govt., Urban development experts, prominent citizens
Reformed cities as centers of growth, human development & creativity
Cabinet Division
Provincial Urban Development Depts./
Lack of effective national forum & mechanisms to coordinate inter-govt. reforms and interventions.
Establish high level cabinet committee on urban development for implementation of national urban reform agenda
Formulated and implemented national/provincial/local urban development policy (city vision, reform and implementation strategy o Improved spatial efficiencies-
dense, high-rise and energy efficient vertical expansion
Improved urban quality of life
Enhanced contribution of cities to growth and poverty reduction
Planning Commission
Provincial P&D and LG Depts.
City Development authorities/ CDGs/TMAs/ Cant. Boards
Urban community and experts
Lack of comprehensive urban development policy
Formulated and implemented comprehensive urban planning and management framework
Established Cities Challenge Fund to take up reform agenda: Phase 1 for cities more than 1 million and in Phase 2 for more than half a million population
Reviewed performance of urban planning and management institutions (CDAs, CDGs, TMAs, Housing Authorities, Cant. Boards) to redefine their roles and responsibilities and improved their productivity and operational efficiency
Effective city management
Improved service delivery
Enhanced livability
Cabinet/ high level committee
Provincial P&D and Local Govt.
Financially and technically weak institutions
Housing & infrastructure shortages and
Implemented policy and regulatory reforms to make institutions financially and technically viable, autonomous and accountable
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Implementation Plan of Framework for Growth Strategy
Indicator
Output/Outcome Impact Who (Implementing Agency)
Baseline 2010-11
Target 2015-16
standards Depts.
CDAs/ CDGs/ TMAs/ Cant. Board
deteriorating quality of life.
Poor quality and in-equitable coverage of service delivery.
Rampant encroachments/ illegal construction/ katchi abadis and weak enforcement.
Established indicators to support progressive and innovative urban strategies.
Promoted mix of financing and private sector management.
Reviewed and improved service delivery system
Evaluated business plans
Introduced one-window facilities to make transfer, purchase and development of land easier
City limits defined and municipalities empowered to own their land and resources
City empowered for effective service delivery.
Provincial Revenue, Law, &Local Govt. Depts.
City Development authorities/ CDGs/TMAs/ Cant. Boards
Survey of Pakistan/ Census
Undefined city limits
Poor city data bank
Mismatch amongst city limits and economic & demographic footprint.
Haphazard and under serviced urban sprawl.
Poor recovery of
Mandatory review & promulgation of new city limits at the time of every Population. Census
Use of GIS techniques to map city limits and control haphazard sprawl
Enhanced capacity for asset management and resource mobilization
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Implementation Plan of Framework for Growth Strategy
Indicator
Output/Outcome Impact Who (Implementing Agency)
Baseline 2010-11
Target 2015-16
Org. & NADRA
City Govts.
taxes and users charges and weak assets valuation and deteriorating service delivery
Amended zoning and building regulations to support: o High density, high rise and un-
segregated land use pattern o Pro-trade, pro-education and pro-
culture
Effective management of deregulated cities for density, high rise energy efficiencies and workability
Meeting urban land needs ( housing, trade, education, health and culture) endogenously
expansion of local economy
Provincial Law& Local Govt. Depts.
City Development authorities/ CDGs/TMAs/ Cant. Boards
Out-dated zoning & building bye-laws
Disincentives to private developers for high-rise mix-use development
Scarcity of land and non-affordable prices.
High cost of living and doing business.
Rampant encroachments/ illegal construction/ land use conversions & katchi abadis
Amended zoning & building regulations to achieve higher densities, mixed land uses and shorter distances
Provided space for warehouses, shopping, offices, education, health and other community based social infrastructure
Amended Land Acquisition Law and Cooperative Housing Society Act to prevent manipulation to land development for urban housing
Enhanced land availability at realistic prices.
Prompt
Provincial Revenue, Law, & Local Govt.
Lengthy & complex procedures delays land acquisition for
Amended Land Acquisition Laws to define & list out “public purpose”, end discretion in fixing
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Implementation Plan of Framework for Growth Strategy
Indicator
Output/Outcome Impact Who (Implementing Agency)
Baseline 2010-11
Target 2015-16
deliverance by land developers and cooperatives.
Facilitated housing & community development
Depts.
City Development authorities/ CDGs/TMAs/ Cant. Boards
Associations
of Developers & Cooperatives
decades.
Discretion & manipulation leads to land dispute & litigation and escalate prices/ compensation.
Manipulation and mismanagement of societies delayed deliverance of developed land
compensation and prescribe land utilization period.
Amend Cooperative Societies Act to improve time bound deliverance of developed land at initially contacted prices.
Strengthened enforcement of land titles, acquisitions, settlement and related laws
Improved supply of land with clear title / ownership and at realistic market prices
Secured, efficient and transparent land transactions/ transfers
Improved environment for private sector investment
Provincial Revenue, Law, & Local Govt. Depts.
City Development authorities/ CDGs/TMAs/ Cant. Boards
Manual and fragmented property records are prone to tampering and un-secured titles.
Cumbersome and costly transfer & registration procedures raise cost of land
Rent restriction laws and un-clear land titles have stalled urban development
Lack of land and
Computerized and centralized property records
Amended laws regarding transfer and registration of property, settlement of evacuee properties and lowering stamp duties to increase availability of freehold land at affordable price
Established land and
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Implementation Plan of Framework for Growth Strategy
Indicator
Output/Outcome Impact Who (Implementing Agency)
Baseline 2010-11
Target 2015-16
settlement data bank
settlement data bank
Expanded inter-city markets and promote city cluster development
Revitalized deprived inner city areas through business clustering.
Expanded job & economic opportunities and ensured social inclusion.
Provincial Industries& Local Govt. Depts.
CDAs/ CDGs/ TMAs/ Cant. Boards
City Chambers
City Reps.
Un-expandable inner-city markets
Poor development of city clusters
Expanded inter- city markets
Developed city clusters for creative industries/ businesses
Integrated inner city economy with over all city and regional markets
Enhanced capacity of local/city government: o Improved capacity of urban
planning and management o Ensured financial autonomy and
encouraged fund raising from local taxes
o Increased access to water, sanitation, transport and other public services
Financially viable and well governed cities with improved municipal infrastructure
Improved quality & equitable coverage of service delivery
Cabinet / High Level Committee
Provincial S&GA, Law & LG Deptts.
CDAs/ CDGs/ TMAs/ Cant. Boards
City Chambers
Urban development and
Growing infrastructure gaps & back-logs
Capacity deficit, ineffective planning, financing & management of service delivery
Lack of mobilization of local potential/ resources and poor economic performance
Benchmarked performance and analytical planning & management
Strengthened policy & institutional capacity
Improved credit worthiness & local revenue generation
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Implementation Plan of Framework for Growth Strategy
Indicator
Output/Outcome Impact Who (Implementing Agency)
Baseline 2010-11
Target 2015-16
business experts
Established Regulatory Authority for Real Estate for better performance of land markets
Well managed real estate development mechanism
Enhanced real estate investment
Provincial Law & LG Depts.
CDAs/ CDGs/ TMAs/ Cant. Boards
SECP
RE market reps
Unregulated land market
Absence of licensing /registration laws and procedures for REs agents/ companies
Non-transparent and un-certain land transactions
Land scarcity, hoardings & speculation
Established Real Estate Regulatory Authority
Evolved laws and procedures for licensing /registration of REs agents/ valuators and companies
Developed data base on land, housing and REs transactions
Encouraged research in low cost energy efficient construction
Affordable housing
Energy conservation
Buildings harmony with natural environment
MoST
MH&W
Provincial / LG
CDAs/ CDGs/ TMAs/ Cant. Boards
ENERCON
Associations of Builders,
Lack of R&D facilities for low-cost energy efficient materials
Lack of low cost housing
High energy consumption and carbon pollution
Lack of public commitment for low cost & energy efficient buildings
Promoted applied research in low cost & energy efficient building designs, materials and techniques
Amended building codes in line with new research & technology
Public awareness on energy efficiency
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Implementation Plan of Framework for Growth Strategy
Indicator
Output/Outcome Impact Who (Implementing Agency)
Baseline 2010-11
Target 2015-16
Contractors, Architects & Planners.
Building codes discourage innovative designs, materials and techniques
Several barriers against adopting technological improvements
Improved social infrastructure and preservation/refurbishing of heritage buildings
Improved quality of life
Promoted sustainable tourism
Ministry of National Heritage and Integration
Provincial Culture & Tourism and LG Depts.
CDAs/ CDGs/ TMAs/ Cant. Boards
Media, INGOs
Inadequate & deteriorating social infrastructure
Diminishing quality of life & city’s attractiveness
Weak financial status of LGs to invest in social infrastructure
Reluctant private sector
Improved social infrastructure and heritage assets
Established Urban Challenge Fund to provide federal grants to local Govts. to improve social infrastructure
Element 5: Connecting to Compete
Transport and Logistics
Transport Policy
Formulated Transport Master Plan 2025 and National Transport Policy to
Better connectivity to
NTRC – Ministry of
Slow implementation of
Based on Transport Master Plan and National
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Implementation Plan of Framework for Growth Strategy
Indicator
Output/Outcome Impact Who (Implementing Agency)
Baseline 2010-11
Target 2015-16
provided guidelines for development of transport sector
reduce cost of doing business
Communication
NTCIP
Transport Master Plan 2025 in place
National Transport Policy prepared, awaiting approval
Transport Policy action plan for all modes of transport prepared and under implementation
Road
Reviewed performance of road sector institutions. And strengthened organizations, upgraded infrastructure, enhanced operational efficiency and improved policy, financial and regulatory framework o Improved national (especially urban
transport) and international transport and logistics network to reduce transit time and transport cost
Improved efficiency & reliability of the transport and logistics network
M/o. Communication
NHA
NLC
Highway and Works Dept. of Provincial Govts.
Road network comprising 260K km with 0.33 km /sq road density
Transit time of container from Karachi port to Lahore (2 days), Islamabad (2 days), Peshawar (3 days)and Quetta (3 days)
Added road network up to 334K km to achieve 0.42 km/sq km road density
Transit time of container reduced from Karachi port to Lahore (1.5 days), Islamabad (2 days), Peshawar (2 days)and Quetta (1 days)
Amended NHA Act allowing PPP mode of management/ financing / execution and toll receivable
Implemented PPP policy by establishing viability gap fund and provision of guarantees required for project execution
Introduce urban transit/transport system in major cities under PPP
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Implementation Plan of Framework for Growth Strategy
Indicator
Output/Outcome Impact Who (Implementing Agency)
Baseline 2010-11
Target 2015-16
Railways
Restructured and reformed Railways o Pakistan Railways corporatized and
upgraded its human resources o Track shared with private sector o Outsource ticketing and
maintenance of rolling stock and infrastructure work
o Revisited privatization strategy (partial privatization of railways)
o Infra-structure Development Acts made “PPP” friendly
Enhanced railway freight productivity to reduce cost of doing business
Ministry of Railways
PRACS
Railway’s freight productivity low
Locos = 528
Initiated work on rehabilitation of 96 Locos
Railways on subsidies due to internal inefficiencies and poor governance
Slow recovery and improvement in railway’s passenger and freight services
Launched fast passenger train between Lahore and Karachi by private sector
Railways (PRACS)
Railways converted into
profit making enterprise
Launched fast passenger
trains between Lahore,
Karachi and Peshawar
and other destinations in
collaboration with private
sector
Rehabilitated 96 Locos
Inducted large number of
new passenger coaches
and power vans into the
rolling stock
Resumed core freight
operations
Track assess allowed
under PPP to freight trains
Acquisitioned large
number of locomotives 75
and wagons 1830
Launched ECO trains,
freight operations to
Turkey
Ensured regular payment
to oil companies by
railways
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Implementation Plan of Framework for Growth Strategy
Indicator
Output/Outcome Impact Who (Implementing Agency)
Baseline 2010-11
Target 2015-16
Port and Shipping
Reviewed performance of Port and Shipping organizations and professionalized their operations
Facilitated deregulation by amending Merchant Shipping Ordinance 2001
Attracted private sector by providing level playing field
Ministry of Port and Shipping
Gwadar Port Authority
KPT
Port Qasim Authority
Pakistan Marine Academy
Mercantile Marine Dept.
PNSC
Initiated deregulation by amending Merchant Shipping Ordinance 2001
Weak P&S organizations to take increasing load of cargo
Inducted professionals in
P&S organizations
Prepared Port Master Plan
Completed outsourcing of
port services
Contracted out container,
dredging and maintenance
works
Port operation on 24/7 day
basis
Deepened port channel for
big ships
Encouraged private
ownership and landlord
concept
dwell time of ships
reduced by 25%
Air Transport
Facilitated deregulation by amending Aviation Policy
Reduced cost of air travel by providing level playing field for air transport
Ministry of Defense
CAA
Initiated deregulation by amending Aviation Policy
Amended Aviation Policy
to reduce CAA’s role to
regulate and liberalize
aviation regimes
Encouraged private sector
participation in
infrastructure and
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Indicator
Output/Outcome Impact Who (Implementing Agency)
Baseline 2010-11
Target 2015-16
operations
Trucking Industry
Implemented National Trucking Policy prepared
Provided space for warehousing, cold storage, trucking zone, value-added services, container yards and infrastructure and amenities
Increased connectivity and space for private investment
Ministry of Industry
City Govts.
Trucking policy available
Non-compatible trucks with containerized traffic arriving at airport
Containers unpacked and cargo stuffed into open trucks leads to wastage and delays
Scattered check post by various agencies causing delay
High import duty on modern trucks (32-60%)
Overloaded trucks 43%
Developed trucking related infrastructure by city and local governments
Replaced old model with large capacity international standard trucks
Rationalized import tariff on modern trucks
Rationalized truck and port tariffs
Enhanced speed and overtime impediments causing delays
Integrated checkpoints by various agencies to save time
Launched truck financing schemes
Reduced overloading to less than 15%
Established Inland Water Transport Network
Least cost transportation of cargo
Ministry of Water and Power
Provincial Govts.
Initiated work on establishing Inland Water Transport Network
Feasible study for
Completed work on Inland Water Transport Network
Started commercial cargo on canals in Punjab and Sindh
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Implementation Plan of Framework for Growth Strategy
Indicator
Output/Outcome Impact Who (Implementing Agency)
Baseline 2010-11
Target 2015-16
pilot projects to be completed
Information Communication Technology
Reformed and upgraded ICT o Improved tele-density and bandwidth
by enhancing availability and affordability
Increased connectivity and coverage to enhance productivity and accelerate economic growth
MoIT
PTA
PTCL
Internet COs
Mobile Cos
Pakistan ranks low at 88th in Network Readiness Index
Electronic connectivity o Cell phone
connection 648 per 1000
o Broadband 1.49 million
o Tele-density 68%
Pakistan ranking improved to 78th in Network Readiness Index
Electronic connectivity reached to o Cell phone connection
800 per 1000
o Broadband 5 million
Tele-density 75%
o Increased human Resources in ICT Ensured higher productivity, decent job, more remittances and prosperity
PCB
Provincial IT Depts.
Limited number of quality/certified education and training institutions
Microsoft collaboration with Punjab Govt. for training talent to acquire Microsoft Certifications
Established Centers of Excellence for IT professionals in niche areas
Re-skilled/trained talent in collaboration with international software companies to acquire international certification. Punjab model to be replicated in other provinces
o Developed computer hardware Ensured MoIT Computer Developed IT products
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Indicator
Output/Outcome Impact Who (Implementing Agency)
Baseline 2010-11
Target 2015-16
industry and strengthened IT infrastructure in public and private institutions
affordable low cost computer hardware
Increased usage of ICT parks, innovative and effective solutions
Private IT national and international COs
hardware industry hardly exists
IT infrastructure/ e-services inadequate to needs
Non-existence of centralized Federal and Provincial Govt. Data Centers
through strong implementation of IPRs
Developed computer hardware industry with international JVs
Established data centers at Federal and Provincial levels to support e-services
Pursued implementation and refinement of Cyber Laws
o Established and strengthened international ICT marketing network
Decent jobs, more remittances and prosperity
MoIT
Pakistan Software Export Board
Limited number of IT clusters/ incubators
7 development centers established by multinationals
110 (ISO 9001), 23 (CMMi) and 11 (ISO 27001) certified Cos
Software export $271 million – PBS data
Established IT clusters/incubators for academia – research – industry linkages
Established 3 more development centers by multinationals
Established large number of Software Technology Parks to boost software exports
Doubled international certification of local IT Cos
Software export increased to $600 million – PBS data
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Indicator
Output/Outcome Impact Who (Implementing Agency)
Baseline 2010-11
Target 2015-16
Global sale revenue of $1.6bn
Global sale revenue increased to $3.5bn especially in animation/gaming, robotics, embedded system and mobile applications
Element 6: Youth and Community Engagement
Harnessed potential of youth bulge: o Institutionalized youth affairs in
development agenda o Formulated and implemented Youth
Policy
Effective utilization of youth energy for development and prosperity
Provincial Govts.
Draft Youth Policy in Punjab
Strategic importance of youth in FEG
Formulated Youth Policy also by KPK, Balochistan and Sindh
Youth main-streamed and empowered by implementation of Youth Policy with adequate resources o Create Youth Venture
Capital Fund to promote micro- enterprises
o Establish youth volunteer services
o Establish Youth Development Fund to support Internship for graduates from school to post-graduate levels
o Establish provincial, district and local
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Implementation Plan of Framework for Growth Strategy
Indicator
Output/Outcome Impact Who (Implementing Agency)
Baseline 2010-11
Target 2015-16
levels Youth Councils to oversee implementation of youth policy
Constructed youth development indicators
Upgraded and enhanced coverage of Technical and Vocational Education and Training (TVET) by: o Designing quality and demand
driven programs o Vocational training regulated, trade
testing standardized and certified to international standards
o Private sector, NGOs/CBOs encouraged to establish vocational training centers by providing them soft loan and matching grants
o Increased share of students graduating from vocational and technical education
Increased gainful employment and sustainable growth
NAVTTC
TEVTAs
MoP&TT
Vocational and technical educational enrollment 3.7% of secondary school
TVET enrollment 1.8% (300K) of dropout from primary and secondary schools
6% of youth acquired TVET
8.7% of labor force attained TVET
Lack demand driven skills and quality of TVET low to international standards
Vocational educational enrollment 7% of primary and secondary schools
TVET enrollment 4% of dropout from primary/ secondary schools.
9% of youth acquired TVET
11% of labor force obtained TVET
Ensured demand driven training and accreditation from international institutes
Vocational training regulated by developing occupational skills standards, curricula guidelines and testing &
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Implementation Plan of Framework for Growth Strategy
Indicator
Output/Outcome Impact Who (Implementing Agency)
Baseline 2010-11
Target 2015-16
certification procedures
Strengthened standardization of trade testing and certification of international standards
Established job centers for youth at municipal level
Well guided and employed youth
Provincial/ District Govts. & NGOs
Job centers for don’t exist
Established career counseling and job centre at TMA level
Established Youth Engagement Committees for management and supervision of activities in community
Youth Engagement Committees don’t exist
Established of Youth Engagement Committees at each TMA level
Increased capacity of communities through technical and financial support to establish micro projects
Self-sustained communities supporting socio economic well being of people
Provincial, District Govts.
NGOs/ CBOs
Limited number of communities provided with technical and financial support
Limited number of micro projects (skills development, management training, literacy programs, sports, libraries) developed by large communities
Large number of communities provided with technical and financial support
Large number of micro projects developed by large communities
One micro project developed by community at each TMA level
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Indicator
Output/Outcome Impact Who (Implementing Agency)
Baseline 2010-11
Target 2015-16
Amended laws, regulations and procedures to promote community centers, libraries and mixed use spaces for leisure and sport activities
Enhanced social capital
Provincial Law Depts.
Review and initiate work on new/modified laws, regulations and procedures for promotion of community development
Improved laws, regulations and procedures for promotion of community centers, libraries and mixed used spaces
Education
Enhanced literacy and improved primary, secondary and tertiary educational outcomes (completion rates) o Easy access to quality education
and balanced expansion in provision of education at various levels Improved regional and gender
parity Free and compulsory education at
secondary level in public sector especially for girls
Improved livelihood opportunities and well being of people
Sustained economic growth
Provincial Education Depts.
National and Provincial Education Foundations
Large youth population (32%) uneducated
Limited involvement of communities and PPP mode of financing and management
Literacy rate 58%
NER o Primary 56% o Secondary
23% o Tertiary 5%
Primary education dropout rate 37%
Under investment
Reaped the benefit of demographic transition by providing youth, education with opportunities
Established girls secondary schools in each Union Council
Provided missing facilities and critical infrastructure to schools
Encouraged PPP to “accept a school” that meets minimum requirements and involved communities through Education Foundations
Improved attendance
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Implementation Plan of Framework for Growth Strategy
Indicator
Output/Outcome Impact Who (Implementing Agency)
Baseline 2010-11
Target 2015-16
in education: education expenditure 2% of GDP
through cash transfer for school meals, free text books and stipend to girls
Literacy rate 88%
NER increased by o Primary 100% o Secondary 55% o Tertiary 10%
Reduced Primary education dropout by 12%
Enhanced education expenditure to 4% of GDP
Revamped primary, secondary and college education o Ensured universal primary
education, the fundamental child right, based on English/mother tongue/Urdu literacy/basic arithmetic
o Connected the dots between polarized education systems
o College education based on diverse discipline (computer, technical and science education)
Provincial Education Depts.
Education curricula deficient, in preparing youth for needed innovative and entrepreneur skills
Reoriented education curricula to enhance educational and skills profiles of youth
Mainstreamed Mudrassah education and mass literacy programs
Established Education Regulatory Authority to ensure uniformity in standards and rationalize fee structure especially at school level
Improved quality education service delivery by o Increasing supply of quality teachers
through accredited teacher training
Provincial Education Depts.
Improved examination system and measurement of student learning for quality assurance
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Implementation Plan of Framework for Growth Strategy
Indicator
Output/Outcome Impact Who (Implementing Agency)
Baseline 2010-11
Target 2015-16
institutes o Enhancing implementation and
management capacity at and below district level
Enhanced capacity of teachers training institutes for quality education & management and establishment of teacher standards and certification systems
Decartelized education governance by empowering local self governing bodies (community/village/school management committees)
Promoted extra-curricular activities o Mandatory volunteering at
secondary schools, colleges and universities
o Sports activities o Youth and social clubs
Prepared youth as productive members of society
All Education institutions
Limited extra-circular activities
Encouraged girls guide, boys scout, debating society, volunteer activities and sports events for youth at education institutions
Health, Nutrition and Population
Revamped and improved management of primary, secondary and tertiary healthcare to achieve the objective of “Health for all” by
o Strengthening primary healthcare to reduce IMR
Improved productivity and healthy lifestyle
MoIPC
Provincial EPI programs
Immunization coverage 68%
Immunization coverage improved to 90%
o Improving maternal and child healthcare to reduce MMR
Provincial Health
Skilled birth attendance 29%
Skilled birth attendance increased to 60%
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Implementation Plan of Framework for Growth Strategy
Indicator
Output/Outcome Impact Who (Implementing Agency)
Baseline 2010-11
Target 2015-16
Depts.
o Controlling communicable diseases to reduce disease burden
Provincial Malaria and TB Control Programs
Prevalence of Malaria 1.2%
Prevalence of TB 180 per 100K population
Prevalence of Malaria reduced to 0.6%
Prevalence of TB reduced to 90 per 100K population
o Developing capacity of health manpower
Provincial Health Depts.
Doctor population ratio 122 persons per hospital bed
Nurse hospital bed ratio 7 hospital beds per nurse
Doctor population ratio declined to 900 persons per hospital bed
Nurse hospital bed ratio declined to 3 hospital beds per nurse
Strengthened health, nutrition and population welfare service providing and regulatory institutions for improvement of quality care, governance and accountability
Provincial Health Depts.
Drug Regulatory Authority
104K hospital beds in secondary and tertiary care
175K hospital beds in secondary and tertiary care
Improved family planning and reproductive health services to reduce total fertility and population growth rate
Reduced population pressure
Population growth rate 2.03%
TFR 3.6
Contraceptive prevalence rate 30%
Population growth rate reduced to 1.92%
TFR 3.2
Contraceptive prevalence rate enhanced to 45%
Developed healthcare financing reforms o Social health protection for poor
Federal Govt.
Health expenditure 0.6% to GDP
Rationalized compensation of young
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Implementation Plan of Framework for Growth Strategy
Indicator
Output/Outcome Impact Who (Implementing Agency)
Baseline 2010-11
Target 2015-16
o Affordable health insurance o Other financing options
Provincial Health and Finance Depts.
doctors to cap brain drain
Health expenditure 2% to GDP
Introduced food safety and security reforms o Improved availability of staple and
energy foods o Reduced gaps in food consumption
and demand o Improved nutrition status through
healthy food consumption pattern o Developed dietary guidelines
particularly for vulnerable groups o Developed minimum food basket
providing sufficient energy and essential nutrients
o Expanded food quality control system
o Modified food laws and regulations with robust implementation system
o Mass awareness campaign: implemented regulations and Breastfeeding Ordinance
Socio-economically vibrant healthy life of people
Planning Commission
Provincial Depts. of Food, Agriculture and Health
Health Foundations/Private Sectors
PSQCA (MoST)
Nutrition Division (NIH)
Law Division
Energy intake/ availability ratio 0.7
Energy intake/ RDA ratio 0.8
65% children 0-6 months exclusively breastfed
Nutrition status: malnutrition prevalence % o Underweight
(weight for age) 32%
o Stunted (height for age) 44%
Initiated work on revision of pure food laws/ ordinance and food fortification
Energy intake/availability ratio 0.9
Energy intake/RDA ratio 1.0
Children 0-6 months exclusively breastfed increased to 80%
Nutrition status: malnutrition prevalence % reduced by: o Underweight (Weight for
age) 28% o Stunted (height for age)
35%
Revised pure food laws/ordinance on breastfeeding and food fortification