Fernanda Brollo, Emine Hanedar, and Mr. Sébastien Walker
This paper assesses the additional spending required to make substantial progress towards achieving the SDGs in Pakistan. We focus on critical areas of human (education and health) and physical (electricity, roads, and water and sanitation) capital. For each sector, we document the progress to date, assess where Pakistan stands relative to its peers, highlight key challenges, and estimate the additional spending required to make substantial progress. The estimates for the additional spending are derived using the IMF SDG costing methodology. We find that to achieve the SDGs in these sectors would require additional annual spending of about 16 percent of GDP in 2030 from the public and private sectors combined.
International Monetary Fund. Asia and Pacific Dept
The Sixth Five Year Plan, as outlined in Bangladesh's Poverty Reduction Strategy Paper, targets strategic growth and employment. The medium-term macroeconomic framework plan entails the involvement of both the private and public sectors. Human resources development strategy programs reaching out to the poor and the vulnerable population, as well as environment, climate change, and disaster risk management, have been included in the plan. Managing regional disparities for shared growth and strategy for raising farm productivity and agricultural growth have been outlined. Diversifying exports and developing a dynamic manufacturing sector are all inclusive in the proposed plan.
The Malawi Growth and Development Strategy II (MGDS-II) is a poverty reduction strategy for the period 2006–11, which is aimed at fulfilling Malawi’s future developmental aspiration—Vision 2020. The strategy identifies broad thematic areas and key priority areas to bring about sustained economic growth. A striking feature of this strategy is that the various governmental organizations, private sector, and general public are equal stakeholders. However, successful implementation of MGDS-II will largely depend on sound macroeconomic management and a stable political environment.
Implementation of Chad’s first National Poverty Reduction Strategy was undermined by persistent internal conflict, weak governance, and lack of commitment to and ownership of economic and social reforms. The focus now is on the restoration of security, the improvement of governance, the diversification of the economy, and the promotion of human development. The government has to be mindful of the risks to this strategy. Executive Directors propose that the government should shift away from past patterns and demonstrate commitment to poverty reduction and good governance.
This paper reviews the first annual progress report (APR) on implementation of the Poverty Reduction Strategy (PRS) in the Republic of Congo. The paper discusses that a number of stages in PRS implementation have already been completed. The PRS is being implemented in an international economic context marked by a severe economic and financial crisis. At the national level, favorable circumstances have enabled Congo to maintain a high level of economic growth averaging nearly 6 percent a year from 2005 to 2009.
This paper reviews the annual progress report on Poverty Reduction Strategy Paper (PRSP) for Republic of Congo. The adoption of the PRSP in March 2008 was followed by adoption of the Operational Action Plan for implementation of the PRSP. The poverty reduction strategy is being implemented in an international economic context marked by a severe economic and financial crisis. The government has also undertaken significant structural administrative reforms with a view to improving political governance.
In recent years, the IMF has released a growing number of reports and other documents covering economic and financial developments and trends in member countries. Each report, prepared by a staff team after discussions with government officials, is published at the option of the member country.
The Poverty Reduction Strategy Papers (PRSPs) on the Republic of Madagascar explain the Madagascar Action Plan (MAP) to accelerate and better coordinate the development process. The National Leadership Institute of Madagascar (NLIM) was created in 2006 to provide cutting-edge training to build leadership capacity at all levels of government and for all sectors of society. The Economic Development Board of Madagascar (EDBM) is charged with ensuring that the business climate of Madagascar is attractive for companies and conducive for the success of private enterprises.