ORSB – ANGOLA COUNTRY STRATEGY PAPER 2011 - 2015
funding
and
structuring
projects,
implementing institutional reforms and
training, building human capacity and
helping modernize public administration.
Sovereign
and
non-sovereign
investment
should
favor
flagship
projects with demonstration effects,
while mainstreaming good governance
practices, capacity building and transfer
of knowledge, environmental and social
safeguards,
gender
equality and
harmonized geographical development.
particular the WB and the UNDP, with
clearly identified synergies on PSD (§
2.5.3)
3.1.5 The two pillars combine the
priority areas identified in the official
documents and discussed with the
Government,
with
the
Bank’s
corporate strategic framework. The
strategic
focus
on
(i)
the
competitiveness
of
the
economy
including development of the private
sector and (ii) the investment in
economic infrastructure matches the
Bank’s Medium Term Strategy. In
addition, through the support to the
GoA’s
portfolio
planning
and
management (§ 3.1.6 #2) the strategy is
also in alignment with the Bank’s
Governance Strategic Directions and
Action Plan’s pillars of improving the
effective use of public resources and the
improvement of the private sector
environment. Moreover, the pillars and
the envisaged program have strong
linkages with the Bank’s Regional
Integration Strategy's and the Southern
Africa Regional Integration Strategy
Paper's pillars of Regional Infrastructure
and Institutional Capacity Building. The
CSP and the RISP pillars are, thus,
mutually supportive.
3.1.3 The CSP aligns the Bank
Group’s
strategy
with
the
Government’s strategy for economic
diversification
through
non-oil
private sector led growth. The single
strategic thrust is to enhance country
ownership by promoting the overriding
Government
policy
objective
of
developing a new sustainable diversified
economic model, based on the
enhancement
of
domestic
competitiveness,
which
creates
employment and promotes poverty
reduction.
3.1.4 The
strategy
builds
on
experience and leverages the lessons
learned from the previous strategy
(§2.6.1, §2.7.3) as well as from the
Private Sector Country Profile21
recommendations. The strategy builds
on the SWOT’s Opportunities and
addresses the identified Challenges
(§2.4.5, §2.4.8). It aligns with the GoA’s
selected priority areas of collaboration
(§2.4.4), in line with the main official
strategic documents (§2.4.1-2), and the
IMF’s SBA main objective of reducing
the non-oil fiscal balance deficit22. The
strategy was designed in coordination
with the main development partners, in
3.1.6 In
accordance
with
the
strategic pillars, the CSP program
will be implemented to:
o Foster Entrepreneurship and
SMEs, Firstly in conjunction with the
GoA, support the reconfiguration of the
public
policy
and
governmental
institutions in charge of PSD. Secondly,
assist the GoA to develop appropriate
facilities and training programs to
provide the labor market with a steady
flow
of
skilled
workers
and
entrepreneurs. Thirdly, build on the
successful on-going Artisanal Fisheries
project, developing it as a flagship
See ADB (2009), Angola PSCP; (§ 2.3.8; §2.3.9)
The broadening of the fiscal basis ultimately requires the development
of a robust private sector.(see annex 5 for the SBA’s main objectives)
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22
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