National Strategy for Economic and Social Development (NSESD 2013–2017)

• .'• Republic cr s eeegar On, :P""PI< On, Co.l On . J".>lth NSESD 2013-2017 National Strategy for Economic and Social Development Onthe way to anemerging rtonomy Contents Introduction: General economic and social policy context 5 Chapter I: Economic and social diagnosis 7 1.1. Population and access to basic social services 7 1.1.1 Demographic trend and factors of social exclusion 7 1.1.2. Inadequate access to basic social services 8 1.2. Growth and monetary poverty 12 1.2.1. Economic growth profile 12 1.2.2. Incidence of poverty 13 1.3 Institutions and roles of actors 14 1.4.1. Low productivity 15 1.4.2. Underdeveloped human capital 17 1.4.3. Insufficient accessto financing 17 1.5 Major challenges 18 1.5.1. Good Governance and Rule of Law 18 1.5.2. Preservation and restoration of natural resources 19 1.5.3. Profile of entrepreneurship and jobcreation 19 Chapter II: Strategy for Economic and Social Development 2013-2017 21 2.1. Challenges 21 2.1.1. Public policy efficiency 21 2.1.2. Viability of the macroeconomic framework 21 2.1.3. Demographic window of opportunity 22 2.2 Vision and intervention strategy for the 2013-2017 period 23 2.3 Strategic objectives 24 2.3.1. PILLAR 1: Growth, productivity and wealth creation 24 2.3.1.1. 2.3.1.2. 2.3.1.3. 2.3.1.4. Viability of the macroeconomic framework 25 Employment Promotion 26 Development of the private sector 27 Development of productive sectors 28 2.3.1.4.1. Energy infrastructure and services 28 2.3.1.4.2. Transport infrastructure and services 28 2.3.1.4.3. Financial infrastructure and services 29 2.3.1.4.4.Communication, telecommunication infrastructure and services 29 2.3.1.5. Integrated development of the rural economy 30 2.3.1.5.1. Agriculture 30 2.3.1.5.2. Livestock production 31 2.3.1.5.3. Fisheries and aquaculture 32 2.3.1.5.4. Irrigated agriculture 32 2.3.1.5.5. Food security 32 2.3.1.6. Industry and agri-food processing 33 2.3.1.7. Mines and quarries 34 2.3.1.8. Promotion of other services and sectors of production 34 2.3.1.8.1. Tourism 34 2.3.1.8.2. Handicrafts 35 2.3.1.8.3. Culture 35 2.3.1.8.4. Sports 36 2.3.1.8.5. Trade 36 2.3.1.8.6. International cooperation, regional integration and Senegalese Abroad 36 2.3.1.8.7. Research, development and innovation 37 2.3.2. PILLAR 2: Human capital, social protection and sustainable development 37 2.3.2.1. Population and sustainable human development 38 2.3.2.2. Universal education and skills development 38 2.3.2.3. Improved healthcare and nutritional status 39 2.3.2.4. Increased access to safe drinking water and sanitation 40 2.3.2.5. Improved housing and living conditions 41 2.3.2.6. Reinforcing social protection 41 2.3.2.7. Risk and disaster prevention and management 42 2.3.2.8. Sustainable development and the environment 43 2.3.3. PILLAR 3: Governance, institutions, peace and security 44 2.3.3.1. Consolidatingpeace and security 45 2.3.3.2. Promoting the rule of law, human rights and justice 45 2.3.3.3. Promoting gender equity and equality 45 2.3.3.4. State Reformand strengthening public administration 46 2.3.3.5. Land-Use planning, local development and territorialization 46 2.3.3.6. Strategic, economic and financial governance 47 Chapter III.Implementing and monitoring-evaluation 48 3.1 Financing the Strategy 48 3.1.1. Financial planning and linkage with the national budget 48 3.1.2. Mobilization of financial resources 49 3.2 Monitoring and evaluation of public policies 52 3.2.1 Mechanism to monitor and evaluate the Strategy 52 3.2.2 Actors, appropriation and mutual responsibility 53 3.2.3 Monitoring and evaluation indicators 54 3.3 Risks linked to the implementation 0[1I1e NSESD 55 List of Acronyms and Abbreviations AGS Accelerated Growth Strategy AGVSAN Global Vulnerability, Food Security and Nutrition Analysis ANDS National Statistics and Demography Agency APIX Investment Promotion and Major Projects Agency CAADP Comprehensive Africa Agriculture Development Progrannne CTPS Technical Committee on Statistics Programmes DAP Shared Agricultural Area DCEF Economic and Financial Cooperation Directorate DFS Decentralized Financial Systems DGCPT Public Accounts and Treasury Directorate DGF Finance Directorate DHS Demographic aud Health Survey DIPE Integrated Early Childhood Development DPEE Forecasting and Economic Studies Directorate DPES Economic and Social Policy Document ECOWAP AgriculturalPolicy of the Economic Connnunity of West Afiicau States ECOWAS Economic Community ofWest African States EFA Education For All ESPI Economic Policy Support Instrument ESPS Poverty Monitoring Survey in Senegal FDI Foreign Direct Investment FONGIP Priority InvestmentsGuaranteeFund FONSIS Sovereign Strategic Investment Fund GDP Gross Domestic Product FCF Gross fixed capital formation HLI Highly Labour Intensive HIPC Heavily-Indebted Poor Countries IAS/IFRS International Accounting Standards/International Financial Reporting Standards ICT Information and Communication Technologies LOASP Agro-Sylvo-Pastoral Orientation Act l\IDG Millennium development Goals l\IDRI Multilateral Debt Relief Initiative MICS Multiple Indicators Cluster Survey MTEF Medium-Term Expenditure Framework MTSEF Medium-Term Sectoral Expenditure Framework NA National Assembly. NFE Non-Formal Education NPNE New National Employment Policy NSESD National Strategy for Economic and Social Development OECD Organization for Economic Cooperation and Development PAP Priority Action Plan PDU Urban Development Plans PEFA Public Expenditure and Financial Accountability PGAT General Land-Use Plan PME Small and Medium-Sized Business PMI Small and Medium-Sized Industry PNG National Geomatics Plan PNIA National Agricultural Investment Programme PODES OrientationPlan for Economic and Social Development POS Sectoral OperationsPlans PRAESC Programme to Revive Economic and Social Activities in Casamance PTIP 1bree-Year Public Investment Programme RBM Results-based management SDAU Development and Town Planning Master Plan SENELEC National Electricity Company SIE Energy Information System SNAT National Land Use Planning Strategy SNDS National Statistics Development Strategy SNECRM National Strategy for the Extension of the Health RiskCoverage SNPS National Social Protection Strategy SPS Social Protection Floor SRAT Regional Laud-Use Plauning Strategy UCSPE Economic Policy Coordination and Monitoring Unit WAEMU West African Economic and Monetary Union Stretegie Nationale de Developpement Economique et Social Page tv Introduction: General economic and social policy context 1. Since the country's eligibility for the Heavily-Indebted Poor Countries (HIPC) Initiative in 2000, Senegal has, through its Poverty Reduction Strategy (PRS), implemented integrated policies and programmes', using an all-inclusive approach. The objective is to provide the conditions for strong sustainable growth that would significantly reduce poverty and achieve the Millennium Development Goals (MDG). 2. The first Poverty Reduction Strategy Paper, PRSP-I, covering the 2003-2005 period, helped consolidate the economic performance of structural programmes. In addition to facilitating the correction of some shortcomings at both the social and political levels, it served as an effective instrument to mobilize resources and refocus development policies around clearly defined objectives combined with performance and impact indicators. 3. PRSP-II covering the 2006-2010 period, embarked on the implementation of the Growth and Poverty Reduction Strategy (PRS). It thus combined the Poverty Reduction Strategy and the Accelerated Growth Strategy (AGS) in order to better redirect the social and economic development objectives, taking into account the reduction of social inequalities, and accelerate the achievement of MDGs. 4. The preparation of the National Strategy for Economic and Social Development Strategy (NSESDjNSESD) for the 2013-2017 period is guided by the political will to move Senegal along the path to an emerging economy and the need to take account of the concerns of the population. It was formulated in a difficult international economic context, marked by the surge in the prices of food and energy products, combined with an uncertainty triggered by the likelihood that it might rapidly change.Besides, the persistence of the financial crisis illustrated by the turmoil in financial markets as well as the difficulties encountered by the advanced economies should, most probably, increase the risks of slow-down in world economic growth, but could on the other hand redirect part of the FDI flows. s. The economic and social development of Senegal calls for the implementation of a strategy that takes into consideration public finance recovery, the development of domestic savings and its effective redirection through incentives; a sustainable improvement in the long term of the balance of trade and the balance of payments, expected to lead to an economic growth with strong positive impact on the living conditions of the population. In this respect, the major challenge basically concerns the reactivation of the economy, the path that Senegal should embark on more resolutely, in a context of righteous, effective and efficient governance. 6. The indicators for the 2005-2011 period show a relative decline of poverty which went along with an absolute increase in the number of poor during this period. This situation is partly due to the fact that the annual growth rate of the GDP per capita stood at about 0.5% during the said period. Poverty is higher in the rural areas than in the urban centres.lt is worth noting that the 'rurality' of poverty has not been influenced by the policies implemented so far. These results highlight the fragility of the Senegalese economy and the urgent need to sustainably improve the population's living conditions. This situation should be rapidly reversed in order to usher Senegal into the path of poverty reduction and the achievement of the Millennium Development Goals (MDG), by 2015. 7. Besides, there is need to underscore the emergence of new challenges that Senegal needs to address. These include: economic emergence, optimizing the energy policy, adapting to climate change, food security, peace and security. These challenges call for the formulation and implementation of an Economic and Social Strategy likely to step up economic growth levels, smooth and absorb the external shocks while preserving future options and resilience National Economic and Social Development Strategy Page 5 and place Senegal in a context of sustainable development This national strategy intended to be realistic and innovative, will serve as a framework for all development actors. It is in line with a long-term vision andcalls for an optimum implementation of public policies at the central and local levels, to facilitate the achievement of MDG and lay the foundations for emergence Box 1: Updating methodology In 2011, Senegal prepared the Economic and Social Policy Document (DPES), validated to serve as aframe of reference for the action conducted by the State and its development partners during the 2011-2015 period. However, in view ofthe recent changes that occurred, Senegal is confronted with new challenges at the political, institutional, economic and social levels. In the light ofthis, there is need to make the necessary adjustments in the Policy Paper in order to better adapt the Strategy to the new context, bring in fresh momentum and build a more ambitious partnership. Furthermore, the availability ofrecent statistical data on the state ofpoverty and vulnerability,as well as the developments observed in some sectors and the decentralization issue make it even more urgent to update andfinalize the draft DPES2011-2015. The new document which defines the economic and social priorities should take adequate account ofthe real aspirations ofthe populations and the urgent need to develop a competitive economy that provides opportunities for growth. To that end, the revised DPES,which became the National Economic and Social Development Strategy, 2013-2017, was prepared according to a participatory process, both at the central and decentralized level. Thanks to this approach, regional actors were involved, with the holding oflocal consultations and the sectoral constraints were reviewed with all technical ministries and the national armedforces. Emphasis was laid on wealth creation, the strengthening ofgovernance, the development ofstrategic sectors with significant impact on the improvement ofthe populations' well-being and the social demand. In a special context ofdemographic transition, it was deemed appropriate to address cross-cutting issues like employment, gender, social protection and sustainable development. The formulation process was premised on synergy between economic and social policy tools such as AG5, the Social and Economic Development Orientation Plan (PODES), the Economic Policy Support Instrument (EPSI) and the citizens'initiatives, in line with the new orientations ofthe State ofSenegal. In this respect, there is need to take advantage ofall the national potentialities likely to improve the level ofincome and living conditions ofthe populations. 8. This document is organized as follows: the first chapter provides the growth, poverty and inequality profile and outlines the challenges it poses. The second chapter describes the Strategy through the long-term vision, the sectoral strategic orientations and the policies and programmes that make them operational. Finally, the third chapter outlines the mechanism identified for the implementation of the Strategy. It discusses the financing of the strategy, the roles and responsibilities of actors as well as the review mechanisms to be set up. This last chapter also defined the external monitoring and evaluation framework as well as the risk factor linked to the implementation of the strategy. National Economic and Social Development Strategy Page 6 Chapter I: Economic and social diagnosis 9. This chapter discusses the economic, social and environmental performance of policies, the political and institutional environment and the constraints weighing on its growth as well as the challenges to be addressed. Special attention is paid to regional disparities, gender equity and equality, as well as inequalities in the distribution of income and access to basic social services. 1.1. Population and access to basic social services 1.1.1 Demographic trend and factors of social exclusion 10. The Senegalese population grew from 3 million inhabitants in 1960 to about 12.5 million inhabitants in 2010. It increases by more than 260 000 persons per annum, i.e. a demographic growth of 2.6%. The sizeable population increase is due to the considerable decline in mortality and the high fertility level. According to the 2010 estimates, 55% of the Senegalese population live in the rural areas, one out of two Senegalese is under 20 years old and about two out of three Senegalese are under 25 years old. This population increase did not come along with a substantial provision of basic social services. 11. With regard to human resources, the high rate of unemployment and under-employment are the most obvious signs. Actually, only one out of five people are working full time in Senegal. Such a situation appears to suggest a high dependency rate which, among other things, translates into constant pressure on working individuals who run the risk of falling into monetary poverty. The scattered location and multiplicity of employment support structures, the fact that there is no linkage between the labour market, vocational training and the self­ employment support policy, as well as lack of labour market transparency constitute factors that are not conducive for the decline in unemployment and under-employment. 12. The results of the 2011 poverty monitoring survey estimate unemployment rate a 10.2%. It remained basically stable compared to 2005 when it was estimated at 10.0%. Unemployment rate is estimated at 7.7% among men and 13.3% among women. Besides, it must be underscored that the majority of women are essentially engaged in unpaid activities. Depending on their level of education, unemployment is more frequent among those with secondary education level in the broader sense. It has reached more than 20% in the rural areas; the migration into towns, of youths and active women is an obvious sign of the shortage of productive employment. In the urban areas, the training offer often matches the needs of the labour market. The highest unemployment rate is especially found among young graduates. Globally, vocational training levels are low and limited. This partially leads to the expansion of the informal sector.ln the rural areas, illiteracy and under-employment are widespread among the active population, largely agricultural, who are thus exposed to hazards. In case of climate shock like drought, the population is mostly left without jobs. 13. Moreover, the youthfulness of the population has significant social repercussions, notably tensions on the labour market The majority of the population are women (52% of the total population) who represent 65% of the active population. 14. Depending on the economic sectors, employment presents geographical and gender disparities. In the rural areas, women are primarily engaged in agriculture, livestock production and fisheries. They carry out close to 82.6% of the work, often with rudimentary means, against 79.4% for men. In the urban areas, women consider the informal sector as an interesting alternative since it requires less skills and specialization, but is also more flexible National Economic and Social Development Strategy Page 7 and more adapted to their financial capacities and their schedule of activities. They are thus underrepresented in the formal sector. 15. Moreover, the informal sector contributes 55% to GOP and is considered as a refuge sector which attracts all job creating initiatives. This makes it an attractive lever for most youths, struggling with the restricted absorption capacities of the formal sector. Informal employment which absorbs more than 60% of non-agricultural jobs is increasing with urbanization. 16. In addition to the extensive underemployment observed in the agricultural sector, the non­ agricultural sector is also said to be affected by this phenomenon, but to a lesser degree. In 2011, the underemployment rate was estimated at 32% for the entire active population, with a slight disparity for active women (37%). 17. Besides, the gender inequality index, which was 0.566 in 2011, reflects the persistence of major social and gender disparities in Senegal. The disparities between regions concern access to basic infrastructure: safe safe drinking water and sanitation, transportation infrastructure, infrastructure for the storage, conservation and processing of local products, electricity and large-scale irrigation activities. These elements are perceived as major sources of inequality and inefficiency with regard to contribution to economic growth. 1.1.2. Inadequate access to basic social services 18. Notable progress was registered with regard to access to primary education, safe drinking water and health. However, concerning the Millennium Development Goals (MDG), the progress registered for access to maternal, infant and child health care was quite shy and relatively limited in the field of sanitation and primary school completion. 19. With regard to education, sizeable efforts have been made to step up the populations' level of education and develop their skills. Thus, the gross pre-school enrolment rate increased from 8.0% in 2006 to 10.7% in 2011. The gross grade 1 admission rate gained about 10 points (103.2% in 2006 against 113.0% in 2011). The gross primary school enrolment ratel was 79.7% in 2011, against 75.8% in 2005, with significant regional disparities. The highest levels are registered in Dakar (102.6%) and Ziguinchor (115.6%) while Kaffrine (44.2%) and Diourbel (47%) show a less favourable performance. However, Education for All (EFA) has not yet been attained because the net primary school enrolment rate, in 2011, is around 59.6%2 while it was 54.6%, in 2005. This is reflected by the educational delay for a significant number of children who have exceeded the normal primary enrolment age. The primary cycle completion rate is not yet satisfactory even though it registered a positive trend, since 2006, rising from 49.7% to 66.9%, in 2011. Thus, about 1/3 of school-age children do not complete the primary cycle. The unmet demand for schooling, on the one hand, and the high number of drop-outs (about 8% in 2010), on the other hand, constrain progress. Thus, the pupil-teacher ratios remained high in primary schools: 51 pupils per teacher, in 2000, and about 40, in 2011. These ratios represent more than twice the results registered in most emerging countries where they are currently estimated at between 15 and 25 pupils per teacher. 20. In the area of vocational and technical training and that of literacy and non-formal education,3 further efforts need to be made. The results of vocational and technical training show serious regional disparities; the majority of pupils enrolled (62.5%) and an essential 1 ESPS-II, 2011. Edstats (World Bank) shows a rate that increased from 82.6% in 2005 to 86.8% in 2010 2 ESPS-II, 2011. Edstats (World Bank) shows a rate that increased from 72.2% in 2005 to 75.5% in 2010 3 The number of learners' objective was not attained in 2011. National Economic and Social Development Strategy Page 8 component of those attending private schools are still concentrated in the region of Dakar. The regions of Louga, Matam and Fatick have the lowest student population. 21. Higher education is marked by the rapidly growing student population. The number of new baccalaureate holders rose from 29,908 in 2010, to 30,564 in 2011. Girls account for 40.9% of these students. The admission of this large inflow of students in public universities is still a serious problem, despite the contribution of the private sector for the beneficiaries' access to higher education. Notwithstanding the creation of the Regional University Centres (CUR), l'Universite Cheikh Anta Diop is still congested. The public offer has not developed sufficiently to meet the demand. 22. In general, the main problem of education is its low internal efficiency, reflected in the poor quality of education, the inadequate teaching and learning materials, insufficient enrolment capacities due to a deficit in volume and the delay in the classrooms construction programmes, teachers' lack of qualification, with the massive recruitment of volunteer and contract teachers and the negative impacts of the recurrent school disturbances on the school calendar and the individual schedules. 23. In the field of health, Senegal has not yet reached the recommended WHO standards, in terms of health facility cover and skilled staff; these indicators are still unevenly distributed throughout the country, at the detriment of the rural areas. The same applies to the provision of drugs. In terms of demand, the poorest populations did not systematically benefit from the free health care programmes that have been instituted, and this reduces their capacity to have access to the health care they are entitled to. 24. The population's state of health varies in degree. Malaria is still the leading cause of morbidity in Senegal and accounts for 42.6% of causes of diseases. Efforts to fight against malaria have led to a dramatic falls in the proportional malaria morbidity which plunged from 39.7%, in 2000, to 3%, in 2009.However, cardiovascular diseases have become a real health problem due to the increase in their incidence in all countries. Neglected for far too long because of the scale of transmissible diseases, they have become the second cause of mortality, after malaria, in Dakar health facilities. They are chronic diseases that are costly with a great burden of morbidity and mortality The risk factors associated with cardiovascular diseases include high blood pressure (50%), smoking (47%), obesity (23%), cholesterol (12.5%) and diabetes (11.6%). Among these cardiovascular diseases, heart failure is a major cause of concern since it is the principal cause of hospitalization in cardiology services of the various hospitals, with a rate of between 37 and 40%. 25. With regard to AIDS, 0.7 % of Senegalese adults in the 15-49 years age bracket were HIV­ positive in 2010-11. The rate remained stable compared to 2005. The HIV-positive rate is highest among women in the regions of Kedougou (2.5%) and Kolda (2.4%), and those having attained primary level education (1.2%). Among men, the highest seraprevalence rate is found in the region of Kolda (2.4%) and, to a lesser extent, in Tambacounda (1.2%) and Ziguinchor (0.9%). Anti-Retrovirals are free. 26. The rate of mortality among children, regardless of the cause, has declined considerably. During the 2007-2011 period, 47 out of 1000 live births died before their first birthday, 29 of whom died between 0 andlmonth exactly (i.e. a contribution of 61.7% to child mortality) and 18 %0 between 1 and 1 months old. It is worth noting that 26%0 of children having reached a year did not celebrate their fifth anniversary. Subsequently, attaining the objectives of reducing the level of child mortality by two-thirds require substantial efforts in terms of the global management of the health of the newborn, at the risk of missing the target, in 2015. 4 With the introduction of the Rapid Diagnostic Test. 5 As compared to the level of infant mortality in 1992 (DRS 2): 68%0. National Economic and Social Development Strategy Page 9 27. In the same vein, infant and child mortality is still high, despite the 45% decline registered between 1992 (DHS 2) and 2010-11 (DHS-MICS), when72 deaths per 1000 live births were registered. This decline is partly due to improved immunization coverage, at national level, which rose from59%to 63%of children aged 12-23 months. Thus, the objective of reducing infant-child mortality to 44 deaths per 1000 live births by 2015, may not be achieved. 28. With regard to maternal mortality, 392 maternal deaths forl00 OOOlive births were registered in 2010-11, i.e. a 2% decline in 6 years. Its reduction pace is too slow to reach the MDG target of 127 deaths for 100000 live births by 2015. However, efforts were made in the area of maternal health with a proportion of births assisted by skilled attendants increasing from 49% in 1999, to 65.1%, in 2010-11 (DHS-MICS). The rate of prenatal checkups­ increased to 93.3%, in 2010-11, against 74%, in 2007. The causes of maternal mortality include direct obstetrical pathologies such as hemorrhages, high blood pressure and its complications, obstructed labour and infections but also indirect obstetrical causes dominated by anaemiaand malaria. 29. However, there is need to improve the offer in reproductive health services by accelerating the reduction of maternal mortality as well as maternal and neonatal morbidity. This signals the repositioning of family planning in order to cover the unmet needs estimated? at 29.4%. The coverage of these needs helps reduce maternal deaths" from 20 a 30% and infant mortality' from 12 to 20%. 30. Moreover,chronic malnutrition rate among children under 5 declined by half, dwindling from 30%, in 2000, to 16%, in 2011. By contrast, about one out of six children (18%) in2011, against 17%, in 2005, are underweight while5% suffer from severe underweight against3 %, in 2005. In the rural areas, 21 % of children are affected by this form of malnutrition compared to 12 %, in the urban areas. The prevalence of severe underweight is high in the regions of Sedhiou (27%), Kolda (26%), Saint-Louis (25 %), Matam (25 %), Kaffrine (24 %), Louga (23 %), Tambacounda (22%) and Kedcugou (21 %) where more than one out of five children is affected by this phenomenon. Dakar is the region with the lowest prevalence of underweight children (9 %). 31. The main constraints to the decline in maternal and infant-child mortality are: i) difficult access to health care and medication, ii) the time spent to access a health care facility and the average price paid for consultation that can also be a deterrent to their seeking health care; iii) disruptions in the stock of vaccines in health posts and centres; iv) the very limited capacity to mobilize resources for health care andv) inadequate sensitization and communication between the different actors of the sector leading to an unnecessary doubling of efforts and an inconsistency in the implementation of actions. 32. Besides, notable progress was registered in access to safe drinking water while the results for access to sanitation were insignificant. This implies that if the actual trend is maintained, the objective of ensuring access to water for 100% of the urban population and 82 % of the rural populations could be attained. In fact, for the urban populations, the rate rose from 93%, in 2006 to 98.797%, in 2011.ln the rural areas, the rate increased from 69.5%, in 2006 to 80.1%, in 2011. Beyond the progress registered in the provision of infrastructure, the major challenge is still the regular supply of safe drinking water in all regions. 33. However, while satisfactory progress was registered in access to water, this was not the case for access to sanitation. Sizeable efforts still need to be made to improve the rural 6 Coverage in prenatal care, with at least one prenatal visit. 7 DHS-MICS,2010-2011 8 State of the World Population, UNFPA, 2005 'Demographic and political population growth in Sub-Saharan Africa, World Bank, December 1986. National Economic and Social Development Strategy Page 10 populations'access to an improved sanitation system. The rate of access to sanitation in the urban areas stepped up from 62.0%, in 2005, to 63.3%, in 2011, while the access rate increased from 26.2%, in 2006, to 34.3%, in 2011 in the rural areas. 34. The shortage of basic infrastructure, especially in the rural areas, is due to elevated costs and low investments. This is compounded by the high cost of individual sanitation infrastructure, the poverty of households and the limited resources of local communities. Finally, the recurrence of flooding, in 2012, reflects lack of consistency between the management of the occupation of housing areas and the water evacuation systems, in general, and rain water, in particular. 35. With regard to housing and living conditions, Senegal is striving to deal with the physical deterioration, essentially due to the rapid urbanization caused by the rural-urban drift In most cities, the unsanitary zone unfit for human habitation represents 30 to 40% of occupied space and concentrates a sizeable proportion of the population. Thus, the uncontrolled occupation of space, the « slumification »of housing, problems of hygiene and public health caused by flooding which has become recurrent, insecurity linked to ill-planned urbanization are a set of factors that increased the vulnerability of the populations and led to the deterioration of the living environment in working class areas. 36. To improve the housing and living environment, some constraints need to be lifted: weak land regularization which creates difficulties to access land; inadequate participation of concessionary companies in the primary servicing of planned human settlements; lack of public financing for roads and other networks; lack of guarantee fund to subsidize the banks' interest rates and accelerate the funding of social housing; taxation and high charges that add up to the cost of social housing. 37. Moreover, the environmental policy has always been based on the rational management of natural resources in a sustainable development perspective. Despite the efforts and the progress made in biodiversity conservation, the situation is still characterized by an advanced degradation of natural resources. However, significant efforts were made through the activities of reconstitution, reforestation, conservation and protection of forestry resources, of the fauna and its habitat. The actions impacted on the natural regeneration of ecosystems. However, adapting to climate change is a new major challenge with the development of phenomena such as flooding, coastal erosion and land salinization. Sustainable solutions should be found to enable the populations to develop a culture of prevention and adaptation to climate change. 38. With regard to social protection, Senegal has a low coverage level. The social safety net is incapable of reacting rapidly and is even less capable of increasing the scale and scope of responses to crises. The formal health insurance systems provide health risk cover only to Senegalese families whose head is employed in the modern sector. Only 20% of the population is catered for by this system while the majority of Senegalese (80%) employed in the rural and informal sectors are left behind. This situation led the State to initiate the National Strategy for the Extension of Health Risk Coverage (SNECRM) which promotes the development of mutual health insurance. Thus, the number of functional health insurance increased from 80, in 2003, to 237 including 217 community-based mutual health insurance and 20 nation-wide mutual insurance, in 2011. Today, the number of beneficiaries is estimated at 609182. The low level of social protection, the insufficient targeting and the lack of coordination of interventions and inadequate resource allocation still constitute the major constraints to social protection. National Economic and Social Development Strategy Page 11 39. The implementation of free health care and safety nets programmes helped improve the access of vulnerable groups to basic social services. However, difficulties are still being experienced in the implementation of certain programmes for the caring of vulnerable persons. These difficulties relate to the targeting of beneficiaries, inadequate mobilized resources, malfunctioning of the information systems and the coordination of interventions. 1.2. Growth and monetary poverty 1.2.1. Economic growth profile 40. The 2000-2011 period is marked by the fact that economic performance is insufficient for poverty reduction. The GOP growth rate stood at an annual average of 3.9%, a ratio that is slightly higher than demographic growth (2.6%). This mixed performance, which is less than the average of 5% registered between 1995 and 2005, is partly due to external shocks and a slow pace of business climate reforms. However, internal and external deficits have intensified. The evolution of the general price level, during the period, was curbed with the exception of 2008 when inflation called for strong safeguard measures. Senegal's development prospects were particularly marred by the 2008-2009 financial and economic crisis, lack of effectiveness of public expenditure, low investment rate and rainfall deficit 41. The upward trend of the final consumption has weakened the savings effort During the period, it increased by more than 3.9% among women and 3.8% in the Public Administration. At the same time, the budget deficit reached relatively high levels. Its increase attests to the need to improve the quality of credit allocation and public expenditure implementation. In conjunction with this, both the domestic and foreign public debt outstanding increased considerably over the past four years, despite the debt cancellations registered within the framework of the HIPC and ADM initiatives. The overall foreign debt outstanding thus accounted for 39.7 % of GOP in 2011, against 26.0 %, in 2008. The public debt-budget revenue ratios deteriorated. This new debt trend could jeopardize its viability, even though it is below the community ceiling. 42. The investment rate which sometimes reaches interesting levels remained constant at an average of around 22%, in real terms. This trend is due to the positive externalities registered thanks to the improvement of public infrastructure. However, Direct Foreign Investments (DFI) were relatively low (58 million US dollars), before resuming growth between 2005 and 2009. They represent an average of 8% of the GFCF. This low level of investment is attributed an unattractive business environment. In this regard, the "Doing Business" report ranked Senegal 154'" out of 183 countries in 2011, then 166'" out of 185 countries in 2012. Despite the reforms initiated since 2003, transactions relative to land ownership as well as access to credit and electricity are confronted with administrative red tape. In addition to its slow progression, investment is characterized by unequal spatial distributionas well as an unbalanced sectoral allocation. It did not significantly benefit the poor populations. 43. The 2000-2011 decade was marked by limited export performance, mitigated by the increase in the world prices of some exported products. The latter increased by 2.6% in volume per annum, during the period, i.e. a lot slower than GOP. Thus, Senegal's balance oftrade is still in deficit It declined, on average, by 15.3% between 1999 and 2008. This situation was combined with a loss of market shares, at world level. The structural deficit of the non-factor goods and services balance of trade to GOP ratio rose from 8%, in 2000, to about 12% per annum in 2010. Strong variations are observed, especially in 2007 and 2008, because of the increase in the price of imported products. By contrast, the Senegalese economy benefits from substantial transfers of private!v and public income (international aid) which contribute 10 An average of 800 billion CFAF per annum linked to emigration 90%ofwhich are used for consumption purposes. Strategic Nationale de Developpemem Economique et Social Page 12 to improving the current account deficit 44. The low growth level of the Senegalese economy results from the following factors: i) the preponderance of the unproductive informal sector, in the creation of wealth and jobs-t: ii) the external shocks which attests to the fragility of the productive bases of the Senegalese economy and iii) the relatively limited impact of public policies on economic growth. The Senegalese economy is still dominated by the production of low-value added goods and is underpinned by patterns of specialization based on stagnant products which made it difficult for it to take an active part in the global economy. 1.2.2. Incidence of poverty 45. The weak and erratic economic growth might compromise the chances of achieving the objective of halving the incidence of poverty (34%). The approach adopted on the notion of « poverty » lays emphasis on the precariousness in several areas of human existence. An empirical approach to poverty is reflected by a basket of food and non-food commodities essential for every individual or group of individuals, to live in decent conditions. Table 1: Evolution of poverty indicators in Senegal, 2001-2010. Indicators I Dakar Other Rural Nation Year 2001 Incidence of poverty 38.1 45.2 65.2 55.2 The depth of poverty 10.2 13.4 21.2 17.3 Severity of poverty 3.8 5.5 9.2 7.3 Year 2005 Incidence of poverty 28.1 41.4 59 48.3 Depth of poverty 6.8 11.6 20.2 15.5 Severity of poverty 2.4 4.8 9.5 7 Year 2011 Incidence of poverty 26.2 41.3 57.3 46.7 Depth of poverty 5.8 13.1 18.7 14.6 Severity of poverty 2.1 5.9 8.7 6,6 Source: Poverty Monitoring Survey in Senegal (ESPS-II), ANSD, Dakar, Senegal. 46. According to the provisional results of the second poverty monitoring survey in Senegal in 2010-11, poverty reduction showed a positive trend. In fact, the proportion of individuals living below the poverty line12 dropped from 55.2% in 2001 to 48.3% in 2005, before reaching 46.7% in 2011. Between 2005 and 2011, it slightly declined in Dakar and in the rural areas and stabilized in other urban centres. In fact, the proportion of individuals living below the poverty line.'? dropped from 55.2% in 2001 to 48.3% in 2005, before reaching 46.7% in 2011. Between 2005 and 2011, it slightly declined in Dakar and in the rural areas and stabilized in other urban centres. 47. In 2011, the highest poverty levels were found in the regions of Kolda (76.6%), Kedougou (71.3%), Sedhiou (68.3%), Fatick (67.8%) and Ziguinchor (66.8%). Moreover, the incidence of monetary poverty is estimated at 34.70/0among persons living in female-headed households against 50.6% among persons living in male-headed households. The civil status of the head of household makes a difference. The incidence of poverty is 36.3% among 11 The formal public and private sector represent only 6% of total jobs. 12 After adjustments of ESPS-II, 2010-11. Strategic Nationale de Developpement Economique et Social Page 13 persons living in households headed by single persons, 46.7% among monogamous households and 50.1% among polygamous households. The rate of poverty among persons living in households headed by single persons is 16.4% in Dakar, 39.0% in the other cities and 49.4% in the rural areas. Households headed by persons over 60 years old, often inactive or retired, are more affected by poverty; elders (over 60) represent 38.7% of the total poor at national level. 1.3 Institutions and roles of actors 48. The Republic of Senegal has two experiences of political power changeover, in 2000 and 2012, which occurred in a climate of peace and stability. As a model of democracy, Senegal should put efforts into creating and consolidating a climate conducive to political, economic, cultural and social opening. Moreover, the Constitution confers to the Executive Power and, in particular, to President of the Republic, the central role of defining and implementing the economic policy of the country. Even though the executive, legislative and judiciary powers are separated in the Constitution, instances of malfunctioning are observed in practice. The requirement of balancing the powers is ill-adapted to the weaknesses and malfunctioning observed in the existing governance system. 49. To this end, there is need to ensure the separation of powers and the independence of the judiciary to reinforce democratic governance which is a keystone of sustainable human development. This system guarantees an equitable access of those to be tried to all services and contributes to the impartiality and efficiency of national human rights protection mechanisms, the establishment of an effective legislative framework and the consolidation of democratic institutions and citizen control. 50. Parliament, which was bicameral up to very recently, is henceforth embodied by the National Assembly alone with a renewable plural representation 43.3% of whom are women. After several legislatures, Parliament is still has limited capacities which makes it difficult for it to control the budget and monitor the populational impacts of public policies, despite the manifold assistance (capacity building, recruitment of parliamentary assistants ...) provided to its members within the framework of the implementation of the National Good Governance Programme. 51. In its functioning, the Judiciary is characterized by its complex and lengthy procedures, which impairs its efficiency, despite recent reforms in the sector that took ample advantage of the strengths of the recent good governance programmes (PAPNBG, PRECABG). 52. Public Administration followed a process of rationalization and the quest for efficiency to improve the quality of public service. Even though the numerous strategic and institutional audits came up with measures, they were not followed by any significant reforms during the past decade, marked by institutional instability, which impacted on the economic environment 53. The decentralization policy is still confronted by several obstacles. The constraints to the promotion of good local governance are institutional,organizational and financial. Actually, the difficulties lie in the inadequate operationalization of land-use planning in the management of local communities; poorly defined boundaries between local communities and the non existence of a rural land registry; the non application of planning mechanisms (for example, the plan contracts) provided for by law; the poor integration of space-related issues in public development policies, notably in the allocation of investment resources; the centralization of the economy which did not leave much latitude to regional and local initiatives. In addition to constraints to the promotion of good local governance, some local Strategic Nationale de Developpement Economique et Social Page 14 communities have no capacity building plan; poor synergy between local development actors; non-harmonized schedules, planning cycles and partners' interventions; poor connection between local community plans and sectoral planning; poor integration of the space aspect in local planning; the numerous consultation and harmonization frameworks; inadequate consideration of local communities in the contracting. 54. The Senegalese systems for the management of public finance and government contracts have, since 2002, undergone several performance evaluation exercises. This operation facilitated the implementation of the programme for improved practices.The last operations concerned the second public finance management performance evaluation based on the PEFA approach, conducted in March 2011, and the second evaluation of the national government procurement system based on DECO indicators (World Bank- CADjDCDE) for 2010. 55. In the area of budgetary and accounting management, the adoption of the Budgetary and Financial Reforms in 2009, led to significant progress in the improvement of budget credibility, completeness and transparency as well as the preparation of the budget and its linkage to public policies with the introduction and gradual expansion of multi-annual public expenditure programmes. Such progress was also observed in the predictability and modulated control of budget execution as well as in the keeping of public accounts and accountability. They should be consolidated with the progressive application, with effect from 2012, of reforms and major innovations inspired by the new public management introduced by the new directives of the harmonized public finance framework, adopted by the UEMDA Commission in 2009. 56. With regard to public procurement management, despite the revisions made in 2010, in the provisions of the Government procurement Code, then corrected by the return to orthodoxy, the progress made in its consolidation is meant to ensure that the national system is in line with the best practices in the matter. 57. Besides, the State has opted for the involvement of key actors in the formulation and implementation of development policies. In this context, civil society and private sector organizations intend to consolidate their citizen participation role in the quest for economic and social development. However, they are still confronted with many constraints such as:(i) low assessment capacities, (ii) difficulties to access strategic information on public finance and the state of implementation of public projects and programmes and (iii) the non existence of a functional and sustainable consultation framework 1.4 Structural constraints 58. The structure of growth sources is not sufficiently diversified and is therefore poorly adaptable and barely resilient to external shocks and options. The key constraints of economic sectors relate to the low productivity of production factors and their costs that are still high, the underdeveloped human capital and the difficulties for SMEs to access to financing. The economy suffers from a shortage in infrastructure in quantity and quality, the weakness of its industrial fabric and a low level of private investments in the productive sectors. 1.4.1. Low productivity 59. Since the devaluation of the CFA franc in 1994, growth has been driven by the building, telecommunications and industrial activities, tourism and trade sectors, to the detriment of agriculture, which still occupies more than half the population. This sectoral composition of growth, in the absence a recovery steering operation through rural micro- industrialization Strategic Nationale de Developpement Economique et Social Page 15 and a sub-sector for the local promotion of national agriculture, explains the persistence of poverty in the rural areas and in the outskirts of cities where labour is restricted to survival activities which characterize the informal sector. In general, the low overall productivity of the Senegalese economy with its resulting low rate of savings is due to the low agricultural productivityt- and the significant share of the informal sector. 60. The sub-sectors of the primary economy generally suffer from difficulties to access quality inputs and the non-existence of modern production facilities and infrastructure. The agricultural sub-sector is confronted with a certain number of difficulties including those concerning access to production factors; the low level of development of water works; strong dependence on rain-fed crops, non availability of quality seeds;inappropriateness of the land policy; lack of integration and structuring of sub-sectors around value chains; insufficient integration of research results; difficulties to access markets and the low added value of exported products. With regard to the livestock production sub-sector, the constraints impeding its development are due, among others, to the low level of production of local breeds, insufficient basic physical infrastructure, the strong agriculture-animal breeding competition for the occupation of land and the non existence of modern systems for the processing and marketing of animal products. 61. Likewise, in the area of food security, Senegal is having difficulties with the populations' access to a sufficient amount of quality food products as well as uncertainty in meeting their food needs. In fact, the prevalencer- of food insecurity in households is estimated at 15.1 %, in the rural areas and 8.5%, in the urban areas. In nutritional terms, the SMART survey conducted in June 2012 showed that 16 ofthe 45 Senegalese departments are in a distressing situation and 3 of them have already exceeded the nutritional crisis threshold. 62. For its part, the industry is confronted with insufficient production, inadequate competitiveness, lack of capacities of industrial firms, geographical and structural weakness of the industrial fabric. In operational terms, initiatives concerning partnership between the State and the private sector are still shy, particularly with regard to the promotion of entrepreneurial initiative, the development of innovation through research-application, the creation of integrated competitiveness poles and the training of future champions of the different sectors and the development of venture capital. The energy deficit and the weak infrastructural platforms cripple the performance and competitiveness of industries, causing substantial additional costs. 63. With regard to handicrafts, the fact that handicraft goods and services are not competitive is due to the craftsmen's lack of production and organizational capacities and the insufficient and unsuitable distribution channels, the inappropriate institutional, legal and organizational framework of the sector and the obsolescence of the actors' training, apprenticeship and reskilling system. Tourism is still characterized by lack of visibility of the destination Senegal, primarily due to the inadequate structuring and the poor quality of the supply, the non­ existence of a coherent and attractive framework for the competitiveness of the sector and lack of multi-sectoral spirit 64. Moreover, the constraints to the growth of trade are reflected in the disruptions in the supply of the domestic market, combined with the high prices of consumer goods and services. They are linked to four major causes: qualitative and quantitative supply deficiency, insufficient means of intervention and supervision of markets and distribution channels, quantitative and qualitative deficiency in the supply of goods and services both for the domestic and foreign markets, lack of competition between private actors and congested distribution channels. 13 National Report on the Competitiveness of the Senegalese Economy- RNCS 2011 14 Measured with the help of the food consumption score. Strategic Nationale de Dcvcloppement Economique et Social Page 16 65. For its part, the energy sub-sector continues to weigh on the performance of all components of the national economy. This sub-sector is marked, among others, by the low volume of supply and the poor quality of electricity service in the urban and rural areas; recurrent power cuts which impede the performance of economic activities; lack of information and sensitization on the rational use of energy and technical failures of public and private operators. This situation is attributable to the quasi-exclusive dependence on oil imports and the non-existence of adequate mechanisms to cushion exogenous shocks. The poor refining capacity, the desuetude of the logistics at the Dakar port, the obsolescence of the production ad transport infrastructure as well as the delay in restructuring SENELEC and the operational recovery of ASER, in addition to the slowness in setting up the regulatory framework for the development of renewable energy are not conducive to an energy efficient policy for the diversification of energy sources. 66. The transport sub-sector is still confronted with the narrowness of the unevenly distributed road network, insufficient urban public transport offer and the run-down state of the vehicle fleet and rail (in particular, the Dakar-Bamako railway) and port infrastructure, among others. The limited access to the rural areas which is a constraint to the development of potentialities of these areas and the overloading, impede the enhancement of mobility androad security. 1.4.2. Underdeveloped human capital 67. Human capacities are skills, knowledge and aptitudes that enable a society to create capital and technology, sustainably process and develop natural resources for greater use and promote an environment conducive to the improvement of productivity. The inadequacy of human capital has, for a long time, contributed to the low level of productivity. It is measured by the level of training and acquisition of knowledge through professional experience, on the one hand, and health care expenditure, on the other hand. Well-trained and healthy men constitute sources of production of goods and services and contribute to competitiveness because of the existence of strong complementarities between factors of production, human capital and physical capital. 68. Studies conducted in some developing countries, revealed a significant impact of education and training on economic growth (a contribution to growth of 23.2% for Ghana, 16% for Nigeria, 15.9%for Korea). The development of human capital as the key objective for the improvement of competitiveness supposes a positive development of the education and health indicators. 69. However, in Senegal, the levels of education and skills are still relatively low and the areas covered are too limited. This results in low productivity due to poor proficiency and low degree of application of science and technology; thus the use of rudimentary production techniques are still observed. According to statistics provided by the last survey on poverty in Senegal (ESPS-2011), 72.4% of heads of households have no education. 70. The low productivity is particularly accentuated by the fact that the low level of education is not compensated by continuing training, which is almost non-existent both on the side of the State and of private firms which hardly invest in the upgrading their staffs knowledge. 1.4.3. Insufficient access to financing 71. The role of the private sector is essentially limited by the low level of private investments, especially in the informal sector; the difficulties of access to funding and land; a business environment less conducive to private investment and a way of organizing businesses that Strategic Nationale de Developpement Economique et Social Page 17 does not foster their expansion. 72. The financing system'> hassubstantially grown in size during the 2000-2011 period from 22.5% to 39.8%. Besides, the extensive campaign to promote the use of banking services and non-cash means of payment led to an increase in the rate of access to banking services from 6.2%, in 2009, to close to 19%16, at the end of 2010. Domestic credit rose from 1122 billion, in 2006, to 2122 billion CFAF, in2011, with aprominent share representing credit to the economy. 73. Moreover, the financial system is marked by a high concentration of credit allocated by banks to major companies. With regard to the breakdown per business segment in percentage of the total loans between 2006 and 2010, services, transportation and communications increased from 30% to 34.5% while industry represents 28.9% and 21%. The third activity sector comprising wholesale and retail trade recorded 18.9% in 2006 and 2010. 74. Besides, it is worth noting that the domestic credit granted to the private sector in percentage of GDP slightly exceeds the average for low-income African countries: it rose from 23% in 2006 to 29% in 2011. However, there is need to strengthen in order to overcome difficulties of businesses to access financing. SMEs and SMls have difficulty to access financing because of the high amount of bank guarantees required which can go up to 150% of the value of credit requested, depending on the sector. Moreover, they turn to costly alternative solutions like self-financing and supplier credit or to Decentralized Financing Systems (DFS), with low financing capacities and refinancing difficulties. Resorting to the sub-regional financial market is still very marginal because of the lack of promotion of stock­ market culture.The diversification and adaptation of products as well as the reform of required guarantees still constitute challenges for the expansionofthe financial market 75. With regard to microfinance, the obstacles facing the DFS are: insufficient supervision, deterioration in the credit portfolio and lack of credibility of information provided by some DFS. The latter also suffer from the non-existence of a deposit guarantee fund, lack of familiarity with the cycle and characteristics of existing agricultural sub-sectors and value chains that make them up, lack of savings culture and difficulties to formulate needs in the rural world. These constraints give rise to the average percentage rate of charge estimated at between 12% and 40% in 2010, while the wear rate fixed at community level is27%. 1.5 Major challenges 1.5.1. Good Governance and Rule of Law 76. The political and economic variables like democracy, the rule of law, the existence of functional and efficient institutions, accountability, integrity and good governance constitute the elements that contribute to growth and competitiveness. The absence or weakness of these various factors has led to poor performance and distortions prejudicial to an optimum allocation of resources. 77. Public administration reforms were initiated within the framework of the different policies. However, they remained essentially focused on the quality of the macroeconomic framework, which was considered as the most important determinant of growth. The deficiencyof the method of organizationand incentive systems, i.e. the institutional framework that should underpin the relationships between the different actors of society, is a major constraint to 15 Measured by the monetary mass M2 in percentage of GDP 16 Opening of accounts in banks, micro-finance institutions and the postal network Strategic Nationale de Developpement Economique et Social Page 18 emergence. The poor socio-economic performance can be explained by the distortions in the functioning of the institutions of the Republic. Difficulties to communicate and coordinate the roles of the different actors, namely the State, actors of decentralization, the civil society and the private sector have led to the inefficiency of institutions. The poor application of rules, the citizens' difficult access to information and public services, the slow procedures, lack of transparency, corruption, the use of public services and community facilities at the detriment of public interest encourage them in allocation of resources and lead to poor economic and social resources. 78. Moreover, administrative governance requires thephysical and operational modernization of structures, human resources development, the intelligent coordination of the different programmes,the promotionof the participatory process in public action and the simplification of procedures. It should also be exercised in a result-based management culture. 1.5.2. Preservation and restoration of natural resources 79. The abusive use of natural resources for consumption purposes is the main justification of the state of environmental degradation. With the options of creating opportunities for the populations, this challenge seems to be very important for the agriculture, forestry and fisheries sectors. Environmental threats have become real and are already reflected in the declining rainfall and biomass, among others, while the soils have at the same time become less and less fertile. Without an efficient management capable of reversing this trend, it will be impossible to attain a steady growth in production. 80. This requirement is more pronounced in the agricultural sector where natural capital is the primary means of production and the operating systems have a direct impact on the acceleration ofdegradation. With the development of organic inputs and the use of non­ destructive means of production, thechances of increasing productivity and stepping up the income of actors are on the increase and compliance with the principle of intergenerational solidarity becomes easier. It will therefore entail being in line with the process of reversing the trend, notably by building incentive systems conducive to sustainable growth and the preservation of natural resources. 81. It will also be reflected in public policy options, ensure the preservation of biodiversity, job creation with a view to significantly reducing poverty and inequalities. 1.5.3. Profile of entrepreneurship and job creation 82. In view of its demographic profile, Senegal is confronted with the obligation of creating thousands of jobs this year even though the current configuration of the economic system does not produce enough job opportunities. The national supply is way below the demand. The State has multiplied the initiatives to fight against unemployment Self-employment and the culture of entrepreneurship were promoted. Unfortunately, most Senegalese businesses operate on the basis of a model of entrepreneurship, which links them directly to public finances. Strategic Nationale de Developpement Economique et Social Page 19 Box 2: Typology of entrepreneurship models Relying on entrepreneurshipto create jobs is, above all, distinguishing the different profiles of repreneurship, which are three in number. The first, called « Business to Government - B2G», concerns business activities linking private businesses to State services. Companies with this profile generally depend on public procurement. The second type, « Business to Consumer - B2C», refers to business transactions concerning individuals or final consumers. The last model referred to as «Business to Business-B2B», characterize exchanges between businesses. 83. Because of its weakness and profile, the national private sector recruits at an insufficient pace to absorb the national employment demand. Its concentration on the B2G model undermine the job creation potential because public treasury difficulties lead to the lethargy of the private sector. Besides, the traditional public service cannot be a source of massive job creation. With the promotion of IC'l' within the public administration and the concern to rationalize public spending, the massive recruitments or the systematic replacement of each retiree are no longer appropriate. 84. Thus, the major challenge to be addressed involves entrepreneurship, under the formal 828 and 82C models, in through economic structuring into value chains. encouraging growth areas competitive and sectors, Strategic Nationale de Developpement Economique et Social Page 20 Chapter II: Strategy for Economic and Social Development 2013-2017 2.1. Challenges 85. The economic and social policy was prepared in a difficult context, with a demographic transition which is putting a lot of strain on the labour market, health and education structures, urbanization, on the one hand, and a relatively low and erratic economic growth, on the other. The NSESD should provide relevant responses to replace the Senegalese economy on a higher and more sustainable growth path. It entails implementing reforms likely to trigger a resurgence of productivity essential for development and thus lay the foundations of a new model of economic growth. 2.1.1. Public policy efficiency 86. The preparation of appropriate public policies highlights the major role of sectoral planning units and is a precondition to the implementation of the NSESD. From the standpoint of efficiency and efficacy, adjustments should be made in the following areas: the quality of information systems such as the national statistical system, the selection of steering instruments, evaluation of public policy implementation mechanisms, strengthening capacities to analyze public policy and finally, evaluation of the impacts of the economic and social policy. 87. It will also involve maintaining a healthy macroeconomic framework in line with the new growth model and preparing relevant sectoral policies, underpinned by structural reforms. These reforms primarily concern the incentive systems in favour of effort and work, rational risk taking, the enterprise and profit, in exchange for rent and interest Thus, the national economy, both the real sector and the financial sector, shall strive, through regulation and market incentives, to upgrade the populations' living standard and address the challenges of demographic transition. 88. The monetary policy shall contribute to the creation of an efficient financial infrastructure, while taking guarantee measures that promote risk-taking, in particular, by banks. 89. The organization and strategic and operational planning will complete these incentive schemes. All the organizations participating directly or indirectly in wealth creation and the improvement of the efficiency of collective action, should be concerned by the new incentive scheme. There is need to guarantee market efficiency, maintain competition and provide the backing of public resources to strengthen private sector competitiveness. 2.1.2. Viability of the macroeconomic framework 90. The State will ensure the stability of the macroeconomic framework by containing public deficit, reducing external imbalance with a view to significantly improving the living conditions of the populations. 91. In this regard, output growth should be built on a more solid foundation, through a revenue distribution policy which first promotes productive work, rewards private initiative and overcomes some forms of disparities, notably regional and gender-related. Resource distribution should be directed towards activities with the maximum added value and creating the greatest number of jobs. This calls for an effective targeting ofinterventions to Page 21 National Strategy for Economic and Social Development ensure the optimum distribution of public resources. 92. The reduction of the balance of trade deficit through more dynamic exports and greater imports selectivity, a significant contribution of agricultural production to wealth creation, a business climate conducive to investments and risk-taking, improved competitiveness, should contribute to ushering the national economy into the path of prosperity. 93. Output growth should be based on more solid foundations and revenue distribution that is more focused on productive work and the reduction of social and spatial disparities. In an economy marked by resource shortage, there is need to provide as much clarification on budgetary trade-offs as possible, in order to guarantee the efficiency of public spending. At the same time, the debt policy should no longer be evaluated on the basis of viability criteria alone, but on the basis of considerations relative to the opportunity cost of capital and best alternative uses allowed by the borders of economic opportunities//the possibility of the economy. 94. The policy should be formulated after a large consultation, at national and regional level with the participation of all actors (State, private, civil societies and beneficiaries). Through this participatory process, each sector and each region should be able to evaluate the implementation of economic polices over the past years, define the guidelines, identify the potentialities, determine priorities and attendant measures necessary for the success of the new policy. The NSESD intends to mobilize all development actors around these strategic elements. 2.1.3. Demographic window of opportunity 95. The economic and social policy thus implemented should, in the final analysis, be beneficial to the populations. In fact, the interaction between demography and economy will be at the center of the economic and social development issue. 96. The Senegalese population is predominantly young. The economic support ratio which measures the capacity of the population to contribute to the current production, has been on the increase since 1998 and will be maintained at that level up to 2025, before declining. Senegal should therefore take advantage of the structure of its population per age between 2000 and 2025 during which it will have an enormous active population to contribute to national production. 97. Actually, with the expected decline in the demographic dependency ratio17, a «window of demographic opportunity» is opened (2000to2025). This phase corresponds to the period in which proactive policies should be implemented in order to benefit from the positive impact of demography on economic growth. In fact, if the appropriate economic and social policies are implemented, significant effects will be registered in the fight against poverty. Beyond this period, the fruits of economic growth might be offset by the increase in the active population. 98. While the youthfulness of the population is a major advantage for economic growth, it constitutes a core issue for basic social services. The quest for better health coverage, a quality education system, and access to water, sanitation and a decent living environment, are all areas that need investments. Moreover, there is need to ensure protection against social scourges, eradicate the exploitation of children and improve civic and citizen education services. 17 Relationship between the inactive population of working age, likely to make social security contributions Page 22 National Strategy for Economic and Social Development 2.2 Vision and intervention strategy for the 2013-2017 period 99. The Senegalese society agreed on a long-term vision based on the finality of «emergence in intra and inter-generational solidarity », « Emergence in solidarity» reconciles responsibility and freedom, efficiency and justice and finally, the economic and the social aspects. 100. Through this vision, Senegal relied on political values that govern relations between human beings as well as on the principles of rationality, control and efficiency. Thus, in203S, the Senegalese society should succeed in accumulating a huge quantity of tangible and intangible goods, reflectedby high standards of living. 101. The NSESD, drawing inspiration from this vision, charts the course up to 2017, with a view to delimiting the 2035 trajectory. However, the success of the economic and social policy depends on the establishment of solid structural foundations capable of boosting development. Actually, economic development and social progress can only be possible if sustainable peace is guaranteed both at national level and beyond the borders. The present globalization context is all the more real since it brings to mind the obligation to integrate the implications of geopolitics, regional integration and international commitments. 102. The future of Senegal is in the hands of its population which is increasing in terms of merit, ambition and commitment, regardless of the area of activity. These values are defended, applied and protected by citizens imbued with ethics, deontology and civic-mindedness. Ushering Senegal into the paths of development is a collective responsibility, which banishes all forms of corporatist or elitist exclusivity. Finally, the strong involvement of citizens will compel policy makers to ensure transparency and accountability in the management of public affairs and display technical skills and humility in strategic orientations, the consequences of which will be assumed by the entire nation. 103. Moreover, there is need to institute a legal environment conducive to development and ensure the deconcentration and decentralization of human and financial resources, in terms of transferred competence. The creation of a level of sustained and durable wealth, likely to reduce social inequalities, entails strict compliance with public finance management rules; thus the need to absorb the macroeconomic deficits and control the level and pace of indebtedness. 104. The huge productive investments and the economic diplomacy process help develop private initiatives and boost foreign capital flows. Moreover, the role of the banking and financial system in the supply of capital is refocused and expanded by facilitating the accessibility of SMEjSMI to conventional bank credit, on the one hand, and promoting the possibility to resort to the financial market, on the other. In the same vein, the legal and regulatory business framework is readjusted, in collaboration with targeted actors. Restoring the economic fabric resulting from it will enable constituted businesses to reduce their dependence on public procurement and absorb the available workforce, alternating it with public service recruitments. 105. These growth support initiatives help step up national competitiveness because they are global productivity factors.lncidentally, the Strategy seeks to increase the production of goods and services, by developing the agricultural economy, reviving the industrial sector and increasing the supply of services. In this process, the regional growth poles are highlighted to trigger a fresh economic and social development impetus throughout the country .Thus, achieving food security and promoting exports will be all the more facilitated since national production will cover the needs expressed. 106. In view of its crucial role, the Strategy lays special emphasis on the promotion of human Page 23 National Strategy for Economic and Social Development capital. In fact, the efficiency of the level ofproduction depends on the quality of employed labour. This entails the existence of an education and health system capable of providing human resources that fulfill the requirements of the labour market Besides, the institution of a framework conducive to sustainable development, risk and disaster management and the reduction of vulnerabilities and gender inequalities, contributes to this effort 2.3 Strategic objectives 107. On the whole, the NSESD seeks to accelerate economic growth and step up productivity. It strategically sets the orientations in the productive and production support sectors in the first pillar. The key component of this pillar is the Accelerated Growth Strategy (AGS). Through this strategy, the cluster approach encourages stakeholders to build fruitful partnerships around growth sub-sectors whose products can enjoy national or international visibility. This approach becomes operational through the structuring of the main productive sub-sectors into value chains, on the one hand, and the implementation of local cluster projects in sectors with high value creation potential, linked to incubators and networks ofbusiness incubators throughout the country. To this end, it has become imperative to identify each region (or territory), depending on its comparative advantages, as an exporter of specific products to the rest ofthe country, the sub-region and the world. 108. For this first pillar, the NSESD recommends the territorialization of productive activities, by initiating projects for special economic zones, scientific technological parks, incubators and creating other economic poles, in collaboration with local governments.Thus, the implementation of the AGS has become a key objective of the NSESD during the 2013­ 2017 period. 109. For sustainable development to succeed, there is need to develop the human capital, to which the objectives set in the second pillar will contribute. The third pillar controls the production and social development environment through governance, strengthening the institutions, constructing lasting peace, justice and human security. 110. In terms of strategic objectives, the NSESD is in line with the prospective study « Senegal 2035», of which it is a five-year illustration, on the one hand and on the other, with the government's policy guidelines, the AGS, international commitments (MDG and post-MDG), multi-sectoral policies (for example: SNPS National Social Protection Strategy). 111. Thus, at the sectoral level, the strategic planning tools like Sectoral Policy Letters (SPL) and Medium-Term Sectoral Expenditure Framework (MTSEF), should take into account all the strategic objectives, lines of action and measures of the NSESD. The sectoral documents may include operational guidelines that contribute to achieving national economic and social development objective. Finally, the ultimate issue lies in the capacity to initiate, design and implement sectoral projects/programmes that contribute directly to fully achieving the NSESD, expressed in the lines of action and measures. 2.3.1. PILLAR1: Growth, productivity and wealth creation 112. The consolidation of a healthy and stable macroeconomic framework in a business environment conducive to investments, helps promote global economic productivity. In this respect, the implementation of policies to develop productive sectors and support production guaranteeing competitiveness, calls for the prior strengthening of production sectors. It primarily involves energy and infrastructure, which are the key sectors for the integration of the economic fabric, and technological factors like Information and Communication Technologies (lCT) and telecommunications. Thus, in order to accelerate growth, the development of agriculture and rural economy should be combined with the promotion of Page 24 National Strategy for Economic and Social Development SMEjSMI and the support of the industrial sector and other market service activities. Besides, the productive sub-sector structuring process, already launched in connection with the growth cluster, should be maintained and strengthened in order to make the most of the potentials of these sectors and sub-sectors in terms of contribution to economic growth and the diversification of growth sources. In this context, an efficient integration of the external environment guarantees the chances of redeploying the national economy. 2.3.1.1. Viability of the macroeconomic framework 113. Maintaining a stable macroeconomic framework is the basis of strategies to be implemented in order to boost and maintain sizeable economic growth, with a wide sectoral and social basis. In fact macroeconomic stability is essential to contain inflation and interest rate volatility, reduce risks and uncertainties for investors and create conditions conducive to sustained revenue growth. The objective of ensuring the stability of the macroeconomic framework, expected of the NSESO, will be pursued by improving the business climate, stabilizing public finance and containing inflation. 114. Capitalizing on a healthy and stable macroeconomic framework calls for convergent policies for the development and diversification of growth source, to the credit of the private business and local communities initiative. In fact, one of the greatest challenges of national economic development lies in the fact that territorial and their linkage with sectoral policies are taken into consideration. From this standpoint, there is need to devise and implement a territorial approach to development which links land-use planning to decentralization, integrates the regionalization process and materializes the major regional development poles. 115. The objective of an average annual growth rate of 6.8% is achievable, judging by the interventions scheduled in the productive sector, the implementation of the plan for the revival of the electricity sub-sector and all NSESD priority measures. The economic governance actions will help improve the marginal efficiency of public investments, withthe development ofpublic-private partnership. In view of the poor performance registered since 2006, an alternative of the Senegalese economy consists in massive investments with high FBCFcontent, to substantially reduce poverty in the rural areas and hunger by 2017. 116. In the bid to control public spending, the Strategy provides for a substantial increase in annual budget receipts expected to rise from 1569 billion CFAF in 2012 to 2206 billion CFAF in 2017. Tax receipts are expected to increase from 1492 billion CFAF in 2012 to 2152 billion CFAF in 2017, subject to the implementation of the new tax reform considered more attractive and more efficient. Total expenditure will rise from 2 190 billion CFAF in 2012 to 2 912 billion CFAF in 2017. As a result, public finances should improve in 2017 with a global budget balance below 3.6% of GOP in 2017, against 5.9% projected in 2012. The additional resources projected during the period is about 1 493 billion CFAF, half of which should come from State resources. The rest will be mobilized through Technical and Financial Partners' funding in the form of grants and concessional loans. The marked deterioration of public deficit is due to the substantial increase in investment spending to support the effort made to catch up with the delay observed in the infrastructure sector. 117. Besides, the current account balance is expected to stand at 5.3% of GOP at the end of the period. This performance would slightly improve the balance of trade, in particular. The global balance of payments is over target during the entire period, reflecting an increase in the net external assets for the period from 826.6 billion CFAF in 2013 to more than 2 600 billion CFAF in 2017, a substantial increase in the average annual growth rates of domestic credit and of the monetary mass. To that end, the Strategy includes strengthening the export potential and inflows of foreign direct investments. Page 25 National Strategy for Economic and Social Development 118. In terms of GOP use, final consumption should improve slightly with an average of 5% during the 2013-2017 period. In real terms, it is expected to increase a bit slower than GOP (about 6.7%) while the Gross Fixed Capital Formation (GFCF) could register an average growth rate of 9.5% attributable to the efforts to improve the GFCF public investment content and the new initiatives to boost private investment. Private GFCF is expected to increase by an average of 5.7%. As a result, the investment rate measured by the GFCF could reach about 26% of GOP during the NSESO implementation period, notably with the continuation of works relative to the developmental infrastructure programmes for the densification of the economic fabric. 119. With regard to the net external demand, the exports of goods and services will register an average increase of 7.5% in real terms, while the importation of goods rose to 6.3% in real terms. The general price level, measured by the GOP deflator is projected below 1.3% during the period following an upsurge in inflation linked to the increase in the oil price noted over the past years. However, the conduct of a good monetary and budgetary policy would help maintain inflation below the community threshold of 3%. 120. For the 2013-2017 period, Senegal undertook to: (i) step up the economic growth rate to an average of about7%; (ii) reduce the public deficit to below 3.6% of GOP, at the end of the period; (iii) improve the current account balance at (-) 4.5% of GOP and (iv)stabilize the indebtedness ratio to less than 30% of GOP. 2.3.1.2. Employment Promotion 121. The New National Employment Policy is based on the relevant public policies on the promotion of employment. The average annual number of new potential job seekerst« is 202000. To ensure full employment and contain demographic growth, the economy should generate close to 150,000 jobs every year. There are plans to create at least 50,0000 jobs, during the 2013-2017 period. The jobs referred to concern the formal private sector and the public service with the progressive establishment of the local civil service. The said jobs also concern those required for the constant modernization of traditional businesses of the informal sector. For the next five years, the Strategy targets the following major strategic objectives: i. promote massive job creation, through the promotion of public investments in highly labour-intensive activities and self-employment among youths by developing skills, implementing incentives to promote investments and job creation in the private sector, providing support for the integration of the military and paramilitary staff released from active service; ii. improve the monitoring and management of the labour market, by organizing and upgrading the informal sector, installing a labour information system, regulating the labour market and rationalizing project funding structures, setting up a national system to evaluate technical and professional apprenticeship and validation of professional experience, setting up the national observatory of employment and professional qualifications and operationalizing the trades and occupations directory. 18 Economic and social situation of Senegal, 20I0, ANSD. Page 26 National Strategy for Economic and Social Development 2.3.1.3. Development of the private sector 122. The private sector is the driving force of wealth creation. In the perspective of its development, the promotion of new opportunities to develop economic activities, particularly job creating activities, should be strengthened by targeted programmes in support of the increased productivity and income of the populations. Special programmes will target groups like micro-businesses and small-scale businesses, youths of the countryside and suburbs and handicrafts. Specific programmes targeting women in production will also be encouraged, to ensure the supply of major urban centres and for export purposes. On another issue, independent producers as well as major businesses ­ national or international- have an important role to play for the substantial increase in exports. 123. Such interventions should seek to create more skilled jobs in the rural areas and reduce the size of the informal sector. Thus, the regional development poles will be deployed in the process of conquering the domestic market, by exporting diversified and competitive products and services. Strengthening public-private dialogue will make it possible to identify other obstacles to be lifted, as a matter of priority, with a view to consolidating the viability and competitiveness of businesses. 124. The facilitation of access to financing gave rise to new initiatives for greater efficiency of guarantee funds and the development of factoring, the leasing agreement, venture capital and export credit. A decision was taken to rationalize the creation of credit lines and mutualize the costs of their management within a bank set up for SMEs. In turn, credit information offices will be set up next to the central balance sheet and risk offices, to facilitate access to information on businesses and borrowings. However, measures to be implemented to substantially improve competitiveness require a strong commitment of all segments of the public administration, the private sector and social partners. 125. The development and promotion of SMEs are based on the following strategic objectives: i. improving the business environment by promoting youth entrepreneurship, encouraging the creation and development of businesses by women, the implementation of decisions taken by the Presidential Investors' Council and strengthening the share of national private capital in the economy; ii. facilitating access to financial and non-financial services, through the creation of the Priority Investments Guarantee Funds (FONGIP) and a Sovereign Strategic Investment Fund (FONSIS) ,support to businesses in difficulty, finalization of the consultation on credit and stepping up funds earmarked for women entrepreneur; iii. consolidating the technical support and steering mechanism, by supporting the creation of service providing companies in each integrated economic pole, creating a « Small Businesses and SME-SMI Pact» integrating and strengthening business support mechanisms, reactivating industrial parks, setting up an SME Observatory, revising the Investors' Code and monitoring the « demography of companies », Page 27 National Strategy for Economic and Social Development 2.3.1.4. Development of productive sectors 2.3.1.4.1. Energy infrastructure and services 126. The energy sub-sector plays a transversal role in the implementation of public policy. However, the low rate of access to modern energy services is a limiting factor for social and economic development. In its White Paper19 ECOWAS approves the targets - to which Senegal has adhered- for access to energy services. The sectoral vision is meant to ensure a more equitable geographical distribution of modern energy services covering the needs in terms of rural and urban electrification, driving force and domestic fuels to fight against poverty and preserve the environment, notably by promoting clean energy. 127. The following strategic objectives have been identified for the energy sub-sector: i. promote access to energy services, by accelerating rural electrification, increasing the renewable energy supply, stepping up the capacity to produce electricity, improving access to hydrocarbons and domestic energy, integrating photovoltaic solar energy in structures and public buildings and securing the capacities and conditions of storage; ii. promoting energy control and saving by promoting the use of energy-saving household appliances and promoting energy saving and substitution equipment; iii. improving the energy sub-sector management framework, b y improving the regulation, pursuing SENELEC's institutional reform and strengthening the Energy Information System (SIE). 2.3.1.4.2. Transport infrastructure and services 128. It is essential to develop the transport infrastructure and services to establish a competitive economy and strong growth. The construction of infrastructure is a priority because of its positive impact on the servicing of the country's major economic poles. Public investment spending is also expected to have a ripple effect on job creation, subject to the possibility to fabricate inputs locally. In this respect, public infrastructure makes private investments more efficient, lays the foundations for the creation of industries and paves the way for integration. 129. The transport infrastructure and services sub-sector has the following strategic objectives: i. developing road, rail, airport and port infrastructure, through the construction, rehabilitation and maintenance of rural roads in production zones, th e construction an d rehabilitation 0 f roads and structures as well as r a i I infrastructure, the modernization of bus stations and airport infrastructure, consolidating the portplatform facilities and conducting technical studies for all transport infrastructure project/programme; ii. developing and modernizing transport services, by developing a modern public transport system in major cities, renewing and consolidating public transportation vehicle parks, improving and ensuring the security of inland waterways , strengthening the competitiveness ofthe Dakar Port and stepping up the prevention of risks linked to all forms of pollution; iii. promoting good sectoral governance, with the reinforcement of road security, the strengthening of capacities of actors and the management of the sub-sector as 19 "White Paper for a regional policy, Decision AlDEC.24/Ol/06 of 12 January 2006. National Strategy for Economic and Social Development Page 28 well as the preparation of a Ports Code. 2.3 .1.4.3. Financial infrastructure and services 130. The global objective is to ensure the stability and solidity of the financial system, by consolidating the banking sector and ensuring the sustainability of the microfinance sector. The new regulation introduces provisions on the protection of depositors. In this regard, a project for the institution of a guarantee fund for bank deposits and DFS is being pursued and emphasis will be laid on enhancing transparency in the pricing of banking and financial services and on the increased competition between credit institutions, for the benefit of users of banking and financial services. With regard to the prospects of adapting to international standards, the revision of the Bank Accountingl'lan that seeks to ensure its compliance with the IASjlFRS standards in force, will be pursued. 131. With regard to the new programming cycle, the microfinance sub-sector intends to consolidate and sustain itself by progressively integrating the global financial sector. However, this movement should be done while respecting the identity of the sub-region and its specific contribution to the national economy. Two strategic objectives are being pursued: i. diversify and adapt the supply of financial products and services, by facilitating access to credit for youths and women, the development of new mea n s of pay men t , strengthening the presence of microfinance institutions in the rural areas, promoting Islamic finance, promoting the savings culture and improving the access of DFS to non-financial services as technical support; ii. improving the microfinance environment, by strengthening the regional, legal and regulatory microfinance framework, promoting appropriate guarantee mechanisms for DFS, improving DFS information and management systems and establishing a Risks Office for Decentralized Financial Systems (DFS). 2.3.1.4.4. Communication, telecommunication infrastructure and services 132. On the whole, significant progress has been noted thanks to the reforms and policies implemented in the ICT and telecommunications sub-sector. To playa major role in growth and production, the ICT and telecommunications sub-sector has the following strategic objectives: i. developing the digital economy, by extending a global license to all operators, creating technological poles and consoliding ICT business incubators, supporting the emergenceof the ICT industry, preparing and implementing a national strategy for the development of the digital economy and implementing incentive measures provided for within the framework of the law on the information society; ii. reducing the digital divide by installing facilities for access to ICT, promoting very high output Internet service, developing the universal telecommunications service and completing the passage from analogical to digital; iii. democratizing access to and use of leT by training and sensitizing the population about the opportunities offered by the sector ; Page 29 National Strategy for Economic and Social Development iv .promoting good digital governance by improving the functioning of the administration with on-line services, preparing a National Geomatics Plan (PNG) and expanding and consolidating regulation and observatory missions; v. promoting good audiovisual governance by adopting a new Press Code, adapted legislative and regulatory texts and instruments, upgrading the national radio broadcasting system to meet international standards and promoting educational, cultural, economic and medical contents in audiovisual production. 2.3.1.5. Integrated development of the rural economy 133. All things being equal, a 6% agricultural GDP growth will substantially contribute to bringing back the growth of the national economy to the trend observed in 1995-2005, thus reducing Senegal's dependence on food imports and lowering the balance of trade deficit It will, at the same time, improve the food security level. The MDG-1 target-'' would be virtually attained both at national level and in cities, but the relative poverty of the rural areas will persist. It will thus be necessary to reactivate agriculture and the rest of the rural economy to ensure that the rural populations benefit more equitably from the distribution of the fruits of growth. This will entail enhanced land-use planning through the redistribution of agricultural and rural investments and a greater participation of all the other rural areas in the development of a growth process. 134. The National Agricultural Investment Programme (PNIA) which is meant to address the challenges which the Common Agricultural Policy of theEconomic Community of West African States (ECOWAP), the sub-regional counterpart of the Comprehensive African Agricultural Development Program (CAADP),intends to meet this challenge. Thus, the objective of halving the incidence of acute poverty and hunger will be more achievable if the State is in keeping with the target of progressively devoting up to 10% of its domestic resources to the development of agriculture. The very strong interactions between the agricultural branches, as well as the equally substantial flows between the latter and the rest of the economy strengthen the effects of the complementarity between public and private investments and constitute an important determinant of global GOP growth. 135. Within the global context of growth acceleration, the reactivation of the rural economy and the development of agriculture, the food sub-sectors have maximum outlets and opportunities to reconcile the increase in the producers' income and the defense of the purchasing power of urban consumers through greater productivity. The integrated recoveryof the rural economy will materialize through policies meant to develop the primary or agricultural sectors in the wider sense. 136. Concerning the boosting the rural economy, the Strategy lays particular emphasis on the diversification of production, organizing the agro-sylvo-pastoral sub-sector, water control, agricultural development,reduction of the vulnerability of farming activities, modernization of producers' equipment.institution of production support facilities, access to quality inputs, the organization of productive sub-sectors, enhancing the marketing of products and the control of distribution channels 2.3.1.5.1. Agriculture 137. In view of the strong fluctuations and down trend of crop yields, more emphasis should be laid on irrigation, agricultural research and extension, in order to reverse this trend. The 20 Halve, between 1990 and 2015, the proportion of the population with an income of less than a dollar a day. Page 30 National Strategy for Economic and Social Development agro-sylvo-pastoral orientation law defines an integrated framework for the 2004-2024 period, conducive to the development of agriculture, livestock production and forestry and that of the rural populations. Many initiatives have been taken to provide pragmatic responses to the constraints thwarting the agricultural sub-sector. 138. Agriculture has some leeway for increased production, because of the arable and/or irrigable land reserve that has not yet been exploited, a rise in productivity that is still possible for the active rural population, notably women. Modern large-scale agriculture also has scope for improvement. Moreover, agriculture as a whole can strengthen its trade relations with the other sctors by developing value chains and processing activities. In turn, for the modernization and growth of agriculture and to develop prural SME and SMI, the levers on which to act are the roads and transport infrastructure, ICf', notably for access in real time to agricultural products markets, water resources, energy, agricultural and rural credit, mechanization, education and training of farmers, agro- industry and manufacturing activities. 139. The key objective of the LOASP is to turn agriculture into the driving force of a viable momentum for progress. In accordance with the LOASP guidelines, this Strategy seeks to step up the contribution of agriculture to economic and social development .To that end, the key specific objectives targeted in 2017 are as follows: i. increase production and improve agricultural productivity, by modernizing the equipment used by agricultural workers, promoting the poles of emergence and Common Agricultural areas (DAP), creating and developing agricultural products, supporting the marketing of agricultural and market gardening products, improving the producers' access to agricultural loans adapted to their needs, the sustainable management of production, sustainable management ofland as well as the support and development of agricultural research; ii. improving the agricultural sector management system, by strengthening dialogue between the State, professional organizations and the other actors; building the intervention capacities of support structures, setting up a harmonized gender sensitive monitoring-evaluation system, preparing and implementing a master plan of agricultural statistics and adopting a new land reform that takes into account the rural registry and the actors' equitable access to land ownership. 2.3.1.5.2. Livestock production 140. The livestock production sub-sector is of vital importance in both economic and social terms. In fact, its extensive scope for improvement should help increase the productivity, production and income of livestock producers substantially. However, this supposes a change of option and strategy, by securing pastoral stock farming and the emergence of a new type of exploitation well suited to the realities of our market Thus, the overall orientation of the sub­ sector is to meet the national demand in animal products and ensure the socio-economic promotion of actors. 141. The strategic objectives pursued by the animal production sub-sector are: i. improving the production, productivity and competitiveness of livestock production by intensifying and developing poultry, improving the production of livestock, strengthening pastoral infrastructure and equipment, promoting modern animal production units, improving the conditions of marketing of animal by­ products and creating apastoral insurance system; ii. improving sectoral management, with the support to professional organizations, improving the monitoring-evaluation system of the sub-sector, improving the Page 31 National Strategy for Economic and Social Development legislative and regulatory framework of the livestock production sub-sector and building the intervention capacities of competent technical services. 2.3.1.5.3. Fisheries and aquaculture 142. The overall objective is to turn fishing and aquaculture into a sub-sector that will continue to contribute substantially to economic growth, to the well being and feeding of the populations through a sustainable management of the proceeds from fisheries and the accelerated development of aquaculture production and continental fishing. 143. The following strategic objectives have been identified for the fisheries and aquaculture sub­ sector: i. sustainably manage fisheries resources by implementing the fisheries development plans, promote joint management in the small-scale fishing sector, promote a policy for the restoration and restocking of degraded ecosystems and regulate access to fisheries resources; ii. improve the production and productivity of fisheries and aquaculture thanks to the promotion of sustainable fish farming for consumption and commercial purposes, facilitate access to credit for fisheries and aquaculture actors, establish basic infrastructure for the development of continental fisheries and aquaculture and promote applied research in fisheries and aquaculture; iii. Boost fisheries and fish farming production,by improving the conditions of access to the market and for the competitiveness of the industrial processing sub-sector, creating incubation platforms for the processing of fishery products, installing biotechnological laboratories in the fish farming zones and restructuring the fishery products processing industry. 2.3.1.5.4. Irrigated agriculture 144. In addition to the land potential, the country is endowed with substantial water resources, estimated at more than 35 billion cubic metres renewable, 31 billion of which comprise surface water (River Senegal, Rivers Gambia, Casamance and Kayanga) while 4billion is constituted by underground water. This evaluation does not take into account the uncontrolled runoffs; However, the level of mobilization of underground water resources (so far used essentially to satisfy the safe drinking water demand) is about 5.5%. For better visibility in the diagnosis and planning of the strategy, the challenges to be addressed in the area of rural water services is attributable to the poor harnessing of water resources for agricultural production. 145. The agricultural water sector aims to make better use of surface and underground water for activities of the primary sector, by protecting fresh surface and underground water from marine salt and pollution, building hydro-agricultural infrastructure for developmental purposes, transferring excess water to dry areas, ensuring water control and developing hydro-agricultural facilities 2.3.1.5.5. Food security 146. To fight against food insecurity, there is need to target the eradication of extreme poverty and hunger in the medium term, through the promotion of self-sufficiency in rice, Page 32 National Strategy for Economic and Social Development diversification of food products, economic and physical accessibility and the use of food products. Thus, the food security policy is linked to the modernization of agriculture and fits into a rural development process, which includes an important component consisting in the promotion of irrigation. The improvement of productivity in agriculture needs to be stimulated periodically through public investments in rural infrastructure, agricultural research and extension, irrigation and price incentives, so as to directly contribute to economic growth, the reduction of poverty and the improvement of the business environment, in the rural areas. Besides, do proper nutrition and health result from good health practices and adequate care, as well as the diversified consumption of healthy foods? 147. With the formulation of the Strategic and Incentive Framework to accelerate the implementation of MDG, the action plan linked to the initiatives on food security and nutrition will help accelerate the MDG achievement process by 2015. This framework will better guide the implementation of NSESD, by removing the bottlenecks in the productivity of the primary sector and the nutritional constraints. The Strategy includes the regional dimension of food security and the transborder cereal trade in order to better channel their quantity and the contribution of neighbouring countries in case of food crisis, through an effective coordination of interventions. 148. Besides, the importation of rice, despite the appropriate provisions reflected in the amount of irrigable land and high yields, is paradoxical. The rest depends on rain-fed agriculture with low productivity, rural infrastructure that needs to be strengthened, food stuffs marketing circuits that need to be improved, a rural economy that requires new technological gains and a monitoring and early warning system more effective in the detection and prevention of risks that hover over production and both the domestic and foreign markets. With a view to eradicating extreme poverty and hunger, interventions can be focussed on the quest for self­ sufficiency in rice, andin foodstuffs. In the contributory sectors, emphasis will be placed on the improvement of production, the operation of foodstuffs markets and food aid quality management. 149. The following objectives are pursued during the implementation ofthe strategy: i. strengthen the food crises prevention and management system, through enhanced food security, strengthening the early warning system and the agricultural market information system, including the use of the Improved Harmonized Framework ii. improve access to healthy and nutritious food by promoting food diversity and strengthening resilience among the vulnerable segments. 2.3.1.6. Industry and agri-food processing 150. The agri-food industry should actively participate in growth acceleration, because of the country's immense agricultural potential and its real and proven capacities in terms of diversification of processed products of agricultural, fishery and animal origin. Moreover, the textile and car industries are integrated into the targeted industrial deployment process. 151. Industrial deployment is therefore based on the following strategic objectives: i. strengthen the competitiveness of industries, by supporting access to SME funding and upgrading industries, setting up a technological monitoring system, strengthening standardization and the culture of performance and improving offer of services to investors; Page 33 National Strategy for Economic and Social Development ii. fostering the development of endogenous industrial, through the spatial polarization of industrial development, the establishment of multipurpose community production workshops in both the rural and peri-urban areas, support for the creation of SME active in the fabrication of equipment and tools and the improvement of the industrial policy monitoring-evaluation mechanism. iii. improve the competitiveness of agro-industry, by supporting the development of units and industries for the processing of primary sector production, promoting agribusiness in the processing of local products in order to create a sub-regional champion, supporting agro-industrial and agri-food research and strengthening the technical and managerial capacities of agri-food processing professionals. 2.3.1.7. Mines and quarries 152. The mining sector has experienced a recent renewal with the launching of gold production, in addition to phosphates and the prospects for the exploitation of iron deposits. To ensure returns on mining activities, there is need to act on the levers, namely the infrastructure for access to mining sites and markets, access to water, electricity, external outlets and strengthening pre-export processing capacities. 153. Significant achievements have been registered. But the sub-sector faced constraints linked to the inadequate human and physical means of the mining administration and the complexity of procedures for the formalization of the gold washers' profession, as a result of their unfamiliarity with the regulations. 154. The following strategic objectives have been identified for the energy sub-sector: i. increase production and imp r 0 vet h e productivity 0 f mines and quarries, by reinforcing national private sector involvement in the exploitation 0 f mines and quarries, simplifying mining rights and permit processing procedures, consolidating infrastructure in support of geological and mining activities and supporting quarry operators. ii. promote the participatory and all-inclusive management of extractive activities, with the creation of clusters, in regionswith a strong mining orientation, with a view to polarizing mining activities, supervising the local populations involved in mining activities, reducing the effects of mining and quarry exploitation on the environment and health of the local populations, promoting mining exploration and improving transparency in the management of contracts. iii. step up the competitiveness of the mining sector by strengthening actors of the mining sub-sector. 2.3.1.8. Promotion of other services and sectors of production 2.3.1.8.1. Tourism 155. Tourism is considered as one of the key sectors of the national economy. Its development requires the services and products of the agriculture, fisheries, handicrafts, cultural, building and civil engineering and transport sectors. The tourism activity also makes use of Page 34 National Strategy for Economic and Social Development developmental public infrastructure that facilitate access to tourist sites, thanks to improved road networks, bus stations and ports and efforts to bring airports up to standard. This largely untapped multisectoral dynamics makes it necessary to rethink the development of tourism, following a global demand, with a cluster approach and within the framework of an efficient public-private partnership, involving local communities. 156. In view of the poor perception of the economic impact of the sub-sector, the global objective of tourism is to improve its visibility and the attractiveness of the destination, Senegal, with a view to stepping up its contribution to economic and social development 157. To that end, the sub-sector has a strategic objective consisting in promoting an enhanced structuring and improving the tourism product quality, by diversifying the tourist offer through regional potentials and multisectoral initiatives for sustainable community development, the design and development of the Pointe Sarene, Mbodiene, Joal Finio, Grande C6te,Saloum Islands sites,the construction of developmental infrastructure and leisure facilities in tourist sites, the promotion of a communication and marketing system, the creation of conditions that are conducive to private investment and the regulation of the tourist offer. 2.3.1.8.2. Handicrafts 158. To ensure that handicrafts provide substantial income to actors, the policies are structured around the following strategic objective : modernize handicrafts and make its products competitive, by strengthening the productive base and the inputs and craftsmen's equipment supply system, facilitating access to the funding of handicraft projects, repositioning handicrafts on the production niches with high added value and developing a « brand» strategy, controlling and consolidating the distribution circuits and strengthening craftsmen's capacities, including professionalization. 2.3.1.8.3. Culture 159. The diagnosis shows that this sub-sector is confronted with lack of visibility of the cultural activity, the informal nature of the activity, the deterioration of cultural production, the non­ existence of a coordination structure, inadequate allocated means and administrative delays in the mobilization of resources. The global purpose of the policy to be implemented is to amplify the promotion of the expression of cultural diversity for the enhanced readability of the economic and social importance of cultural activity in the development of the country. 160. The following strategic objectives have been identified for this sub-sector: i. step up the volume and quality of cultural production, by building and rehabilitating growth-related cultural facilities, improving access to credit for proponents of cultural projects, bracing the involvement of private individuals in cultural promotion, promoting the film, audiovisual and publishing industry as well as intellectual property and artistic rights and fighting against piracy; ii. make full use of the cultural potential and nat u r a I assets, by creating a solidarity fund for retired artists; iii. improve the management of the cultural sub-sector, by decentralizing cultural services, organizing and regularly updating the cultural statistics and professionalizing cultural actors. Page 35 National Strategy for Economic and Social Development 2.3.1.8 .4. Sports 161. The global objective of this sub-sector is to increase the contribution of sports to development and make it accessible to all, in view of its social, economic, psychological and therapeutic functions. To this end, the policies and strategies of the sports sub-sector essentially seek to promote sports and related activities, by building modern sports complexes, sports facilities and rehabilitating regional stadiums, developing sports in schools and fosteing the sports culture, promoting sports companies and related activities and improving sports management mechanisms. 2.3 .1.8 .5. Trade 162. The declared ambition for trade lies in the development of exports and the proper supply of domestic markets, at reasonable prices to enable businessmen and businesses to carry out their activities, in a competitive and modern environment, open to the outside world and marked by the fluidity of trade that has become more secure. 163. Thus, actions and measures are reflected through the following strategic objectives: i. strengthen the capacities to provide goods and services, through the control of imports, the promotion of exports and e-cornmerce, the construction of modern marketing facilities that are evenly distributed geographically and the promotion of access to local and international markets; ii. strengthen the institutional framework and the implementation of sectoral policies, with the professionalization of actors and marketing businesses and the establishment of a sectoral steering mechanism. 2.3.1.8 .6. International cooperation, regional integration and Senegalese Abroad 164. To reactivate economic cooperation, regional integration and the participation of Senegalese Abroad, the Strategy seeks to: i. develop a proactive economic diplomacy, through the reform and rationalization of the diplomatic map and the improvement of the quality of services; ii. further regional integration, by rehabilitating and developing the infrastructure network, encouraging specialization according to the comparative advantages of States for a coherent integration, pursuing the implementation of regional economic programmes, removing impediments to the free movement of persons, goods and services and developing and intensifying intra-community trade. iii. develop a proactive sub-regional diplomacy,with the institution of community monitoring mechanisms, the strengthening of consultations between neighbouring countries and Europe on migration issues, joint negotiations at the WTO for more equitable trade rules and the participatory and all-inclusive preparation and implementation of development policies; Page 36 National Strategy for Economic and Social Development iv. involve Senegalese Abroad in national development efforts, by popularizing productive investment opportunities among Senegalese Abroad, improving the management of the migratory statistics of Senegalese Abroad and promoting the transfer of knowledge and know-how of Senegalese Abroad. 2.3.1.8.7. Research, development and innovation 165. Access to technology is developed through continuous research & development activities. Senegal needs to deploy sizeable efforts with regard to research and the capacity to absorb new technologies, notably in the coordination of research activities, scientific and technological production and the financing of research institutions. The main objective is to participate in accelerating the development process, through the application of science and technologies. This will entail promoting a better coordination of production and the dissemination of research results, a more efficient functioning of research institutions and refocusing and prioritizing research& development activities. 166. Emphasis should be placed on research in strategic fields linked to the creation of farming systems adapted to the different agro-ecological zones. An operational partnership between research structures, the Agricultural and Rural Board and agricultural organizations and inter-trade bodies should significantly contribute to it. The specific objectives are: i. promote Research & Development, by progressively increasing the Research& Development budget and strengthening South-South and North-North scientific cooperation in R&D; ii. make full use of research results by transferring technology to the rural areas including the development 0 fop era ti 0 na I un i t s , establishing a national scientific and technical information system and transferring knowledge and strengthening public-private partnership in R&D. 2.3.2. PILLAR 2: Human capital, social protection and sustainable development 167. The satisfaction of basic social needs is an essential factor in the promotion of sustainable human development Actually, access to basic social services has a direct impact on the quality of life. Moreover, it determines the economic opportunities offered to the populations. Without access to these goods and public or collective services, inequality in the face of opportunities will prevail at the geographical, community and individual levels. 168. Thus, the 2013-2017 Strategy includes the substantial increase in the offer of these infrastructure services financed through resources drawn from the acceleration of growth Improving and expanding social protection to the different segments of the population, achieving the MDG and pursuing the setting of pre-requisites for economic emergence require the State to have adequate budget room. 169. Besides, the initiatives, projects and programmes with high ecological, social and economic impact on sustainable development, on the one hand, and a greater consideration of the transversality of the environment, on the other, will receive outstanding support Climate change whose effects are being increasingly felt, are factors of hydrological and thermal disturbances that can have an unfavourable impact on agricultural production, in the absence ofthe appropriate technologies. Page 37 National Strategy for Economic and Social Development 170. The new Strategy is intended to be a realistic framework federating all the actions that contribute to economic and social development, through access to basic social services, the protection of vulnerable groups and the promotion of green economy. More specifically, Senegal intends to give concrete expression to quality education for all, the management of mother and child health, access to a better living environment and the reduction of environmental degradation. There is also need to ensure that vocational training modules that match the needs of the labour market are accessible to the needy populations. Finally, there are plans to establish a global framework for social protection and disaster risks prevention and management mechanisms. 2.3.2.1. Population and sustainable human development 171. The demographic growth rate is estimated at 2.6% for the inter-censal period 188-2002. About two out ofthree Senegalese are under 25 years old and life expectancy at birth is 59. At this rate, the total populations will almost double every quarter of a century. As long as the annual efforts to satisfy basic needs are incapable of containing the average annual population growth, all forms of inequalities will tend to intensify. 172. Challenges to improve human capital have complex links with the demographic profile. In fact, the rapid increase and the youthfulness of the population constitute a major phenomenon of demographic transition. Despite the downtrend observed, the level of births and deaths that are still high place Senegal in the first phase of this transition. During this phase, the needs in terms of education, health, employment, sanitation and consumption of goods and services increase constantly. Moreover, while a rapidly growing customer base is a business opportunity, the increase in public users constitutes a heavy financial load for the State, especially when the latter's income is low. 173. There is no doubt that an increase in investments is likely to generate economic growth, but the latter can only be sustained through the marked promotion of human capital and the reduction of the number of dependents for an active individual. The demographic opportunity window, which has already been opened for Senegal, should lead to a «demographic bonus» whose conditions of achievement will be null and void>' in three to four decades. There is thus need to implement public policies integrating the demographic dimension into the development of human capital. 174. Thus, with regard to sustainable human development, the strategic objective is to strengthen the implementation and monitoring of population policies, through advocacy for the voluntary control of fertility, the modernization of the registration and the use of birth registration data, the development of technical tools and support to bodies in charge of coordinating and monitoring national population policy. 2.3.2.2. Universal education and skills development 175. Significant steps have been made in light of the results achieved in the education sector. However, inadequacies persist and solutions are needed to improve the primary school completion rate and, in general, enhance the quality and performance of the education system, appease the school and university environment and accelerate the pace of classroom construction and delivery. 176. The aim is to provide equitable education and learning opportunities for all children, taking into consideration regional and gender disparities as well as issues relating to infrastructure 21 Political inertia may lead to the occurrence of the opposite of bonus, ie « a demografic bomb» National Strategy for Economic and Social Development Page 38 and the supervision of human resources. Likewise, the enhancement of skills in a growing economy necessitates the setting up of adapted and high-performance vocational training centres and the development of strategies to address imbalances in spatial distribution and tackle gender issues. 177. In this respect, the following strategic objectives have been identified for the education and training sub-sector: i. Establish a to-year cycle of basic education, through support to alternative DIPE facilities, training of elementary school teachers, careful targeting of education services, improving the school environment and that of Daaras->, consolidating basic knowledge in core subjects and supplying pupils with the required textbooks. ii. Enhance the quality of teaching and learning through the construction/equipment and rehabilitation of middle and high schools, institutes and universities, improvement of the learning environment and reform of pre­ service and in-service teacher training programmes as well as curricula. iii. Eradicate illiteracy and promote national languages by diversifying the provision of Non Formal Education (NFE), constructing and equipping NFE structures, promoting national languages in the basic education cycle and literacy programmes, codifying national languages and promoting terminology research. iv Integrate apprenticeship in vocational and technical training programmes through apprenticeship training in Daaras, strengthening vocational training for women and training of instructors and apprentices. v. Promote employment-oriented vocational training through the creation and decentralization of opportunities for vocational and in-service training, the diversification of training programmes, the construction, rehabilitation and equipment of high schools and vocational and technical training centres, better management of the demand and the provision of adapted vocational training programmes. vi. Develop an effective, efficient and inclusive governance of the education system by improving the effectiveness of public spending, decentralizing and devolving the management of education programmes, constantly evaluating the quality of teaching at all levels, constructing and equipping school inspectorates and departmental education inspection offices in new regions and providing support to private institutions. 2.3.2.3 . Improved healthcare and nutritional status 178. A population with poor health cannot contribute to creating economic growth. A sustained and comprehensive approach is required to meet healthcare needs and improve access to quality services. 179. Further efforts must be deployed to reach health-related MDGs.Actions will be strengthened to eliminate HIV/ AIDS, malaria and other pandemic diseases. The healthcare system should therefore be more prevention-oriented. In addition, greater emphasis shall be placed on hygiene and the promotion of healthy eating habits. Opportunities to develop public-private partnerships for the construction and management of health facilities and the pooling of resources and risks shall be explored. 180. The following objectives are sought to ensure the provision of efficient public health services: 22 Koranic schools. Page 39 National Strategy for Economic and Social Development i. Improve the supply and quality of health services by developing a community approach to promoting healthcare, increasing evacuation means, constructing and rehabilitating health facilities, strengthening garrison medical centres, recruiting skilled health workers equitably stationed throughout the country and promoting generic drugs. ii. Enhance performances in the area of disease prevention and control through prevention of HIV transmission and other communicable diseases, increased access to anti-retroviral drugs for people living with HIV, strengthening capacities of staff to diagnose and properly monitor TB cases and prevention and management of chronic illnesses. iii. Improve maternal and child health by promoting deliveries in accredited health facilities and particularly skilled attendance at delivery, improving access to healthcare for women in rural areas, providing neonatal care, promoting family planning and improving immunization coverage for children. iv. Improve the nutritional status of mothers and children by promoting dietary diversity, increasing the proportion of children that have access to nutrition programmes and promoting efforts to meet the nutritional needs of vulnerable groups (children under 5 years, pregnant women and nursing mothers). v. Improve health system governance by enhancing the efficiency and effectiveness of public spending on healthcare and of the monitoring/evaluation system of sectoral policies as well as strengthening the health surveillance system. 2.3.2.4. Increased access to safe drinking water and sanitation 181. Analysis of the sub-sector reveals that further efforts are still to be deployed regarding the quality and distribution of water, despite the positive trend towards achieving MDG targets. The shortage in the distribution of drinking water should be gradually addressed. In the sanitation sub-sector, not only is additional funding required to achieve objectives, but the problem is particularly acute in rural areas. Besides, Senegal is not immune to problems caused by constantly increasing waste generation, whose primary effects include unhealthy and polluted environments as well as outbreaks of diarrhoeal, infectious and parasitic diseases that adversely affect public health. 182. The following objectives will be targeted in this sub-sector to create balanced access to safe drinking water and hygiene services between the rural and urban areas: i. Increased access to safe drinking water for populations in urban and rural areas through the construction and rehabilitation of boreholes and water storage structures and supply systems in rural and periurban areas, water quality improvement particularly in the central regions of the country and widespread access to safe water supply in urban areas. ii. Develop sanitation services in urban and rural areas by implementing reforms in the sub-sector, constructing and improving waste water treatment plants in large cities, extending rainwater drainage systems in urban centres, constructing and rehabilitating sewage systems in urban and periurban areas and constructing collective structures for excreta disposal in rural areas. iii. Support the integrated and sustained management of water resources through the construction of collective structures for excreta disposal in rural areas, protection and conservation of strategic water supply sources and assessment of Page 40 National Strategy for Economic and Social Development the water potential in the maastrichtian geological layer. iv. Foster good governance in the safe-drinking water and sanitation sub-sector through the promotion of eco-citizenship at the community level, rationalization of water consumption, strengthening of logistical means and human resources of hygiene brigades and revision of the tariff system in urban areas. 2.3.2.5. Improved housing and living conditions 183. Housing and living conditions are largely influenced by the degradation of natural resources and the environment The development of housing in both cities and rural areas is unregulated and hazardous. These types of housing account for approximately 30 to 40% of occupied space in urban areas and are located in areas characterised by the lack of privacy, the non­ existence or lack of infrastructure of any type and the absence of land occupancy titles. The quality of housing in rural areas has improved. Rural populations are moving increasingly from thatch/straw:o to tin sheets, concrete, tiles and slates. This trend thus advocates in favour of a better control over the safety of constructions. 184. The aim of the housing and living conditions sub-sector is to improve and uphold good living standards. Strategic objectives therefore include: i. Ensure better spatial development and management in cities and towns by updating and generalizing SRATs, SDADs, PDDs and POS, promoting social housing schemes and joint planning, systematically creating and maintaining green areas, parks and agricultural zones in urban areas, systemizing construction permits and increasing safety inspections in compliance with the provisions of the building code. ii. Improve the quality of living conditions in urban and rural areas by landscaping outdoor, leisure and lake areas, improving the management of solid and liquid waste and ensuring the participation of military engineers in works of public interest iii. Flood control through flood prevention actions and the relocation of people living in lowlands and/or non-construction areas, banning of housing developments in non-habitable zones and gravity drainage of rainwater. iv. Promote good governance and tools to monitor and evaluate the sector policy by building the capacities of technical services and other stakeholders and strengthening the monitoring, assistance and advisory mechanism for local governments to exercise their statutory duties in this area. 2.3.2.6. Reinforcing social protection 185. Social protection comprises a series of measures to protect populations from the occurrence of social risks. It includes both public social security schemes and private or community­ based schemes and is driven by three principles: assistance, insurance coverage for various services and empowerment of social groups. Non-contributory transfers through social 23 47.5% in 2005 compared to 35.6% in 2008 National Strategy for Economic and Social Development Page 41 Page 42 assistance (regular and predictable transfers) and social safety nets>' make it possible for poor populations to have a minimum income, means of subsistence and healthcare. Insurance, as a risk-sharing mechanism and a contribution-based system, allows households to protect themselves against a variety of hardships and reduce the risk of debt 186. Inclusive development is also based on respecting the differing needs of women, children and vulnerable groups through equitable access to opportunities. This means empowering them at the economic, social and political levels and strengthening mechanisms for the implementation of related texts and regulations. With the national master plan for the prevention and eradication of child labour, Senegal intends to successfully pursue political and social dialogue between the various stakeholders. 187. Besides, it is acknowledged that social protection directly contributes to economic growth. Senegal therefore intends to take ownership of the Social Protection Floor (SPF)25initiative which aims to provide enhanced access to essential social services and transfers for the poorest and most vulnerable and dovetail this initiative with the national strategy on social protection (SNPS). In this respect, the 2013-2017 strategy promotes the protection of the rights of people with disabilities, gender parity in elective offices, gender equity and equality, and solidarity with vulnerable groups. Strategic objectives hence include: i. Enhance social security for workers and retired persons through the reform of the institutional and legal framework of the social security system, increased income levels for certain categories of workers, improvement of social services and the fight against social contributions evasion. ii. Improve the socio-economic conditions of vulnerable groups by facilitating access to resources and inputs for vulnerable groups, strengthening the social integration mechanism for vulnerable groups, improving access to devices for persons with disabilities, providing support to wards of the State and the military war-disabled and consolidating and extending social transfer mechanisms. iii. Extend social protection to the informal sector and vulnerable groups by establishing universal health coverage through mutual health organizations, improving targeting mechanisms, setting up an information and monitoring and evaluation system, ensuring application of the social act for the protection of persons with disabilities, establishing an independent fund for universal social protection and extending free healthcare to vulnerable groups. 2.3.2.7. Risk and disaster prevention and management 188. Owing to its advanced geographic position into the Atlantic ocean, Senegal is exposed to the adverse effects of climate change coupled with the poor distribution of housing and industrial plants. A direct consequence is the increased vulnerability of populations to disasters. Furthermore, the production and storage methods of hazardous products and non-compliance with technical and environmental standards exacerbate the risk of industrial disasters. 189. Senegal plans to achieve the following strategic objectives: 24 Pensions, disability allowance, family allowance, food coupons or stamps; canteens and school bursaries, labour­ intensive public works; price subsidies targeting poor households; fee exemption for essential services. 25 The African Union issued the Livingstone Call for Action in 2006 calling on all African countries to develop a basic set of social protection programmes National Strategy for Economic and Social Development i. Prevent and reduce major disaster risks by developing national and regional contingency plans, promoting a culture of disaster prevention and management, ensuring control over major industrial accidents, establishing an early warning system for natural disasters and improving the safe transport of hazardous materials. ii. Improve the management of natural disasters with the establishment of a mechanism to assist and compensate disaster victims, the establishment of an emergency response fund and capacity-building of civil protection actors. 2.3.2.8. Sustainable development and the environment 190. The environment and natural resources management are transversal issues owing to their direct and indirect effects on other sectors. An analysis of the results indicates progress has been made in some areas such as the rehabilitation of natural resources and land, the development of protected areas for biodiversity, the management of transboundary resources and the fight against pollution and harmful effects. The various practices in these sectors must therefore be continued and improved as well as initiatives taken to, in ter alia, promote sustainable production and consumption methods. Moreover, the development of instruments to measure the environmental impact of public policies should also be encouraged. 191. The excessive and increasing exploitation of natural resources in a context of environmental degradation have created new constraints on economic growth and on the prospects of job creation. Sixty per cent of the population depend on natural resources-related sectors such as agriculture, forestry, fisheries and tourism. Environmental risks and the lack of natural resources are serious threats (water deficit, decline in biomass, land degradation, reduced fish breeding areas ...) to production and hence economic growth. 192. Promotion of an ecologically rational use of resources is an entry point for transitioning into a green economy that will contribute to reducing poverty in a direct and sustainable manner. The sound management of natural capital in the agricultural sector through the use of clean production methods contributes to maximizing the use of organic inputs, enhancing productivity and boosting the income of farmers, foresters, herders and fishermen. 193. A proper management of biodiversity and heightened awareness of its vital support functions can generate significant economic benefits and contribute to reducing poverty. Tourism­ related investments to support the sustainable development of forests and wildlife could therefore be profitable. And encouraging clean production could have major economic benefits for our industries, reduce environmental impacts and improve working conditions. 194. The 2013-2017 Strategy advocates sustainable development that incorporates natural resources management. The purpose is to preserve and maintain these resources while guaranteeing equitable access for populations. Increasing air and water pollution in cities is a sign that what is often perceived as progress can be a factor in the deterioration of the quality of life especially of vulnerable groups. 195. Integrating the sustainable development perspective will entail taking into account environmental impacts as a priority at all levels of the local and sectoral planning processes. To this end, the environment and natural resources sub-sector will implement its policies and Page 43 National Strategy for Economic and Social Development strategies to reach the following strategic objectives: i. Mitigate the effects of climate change on ecosystems through the preservation and management of natural resources by local government units, the management of community forests and the rational management of forest resources, the fight against bushfires, deforestation and land degradation, the ecological management of chemical products and waste, erosion control and the systematic introduction of environmental screening. ii. Strengthen capacities in environmental and natural resources management through promotion of environmental education, production and broadcast of information on the state of the environment and natural resources and capacity­ building of environmental stakeholders. iii. Promote green economy and the creation of green jobs. iv. Make rural ecosystems less vulnerable to the effects of climate change by developing agro-sylvo-pastoral activities, encouraging private investments and controlling air and water pollution. 2.3.3. PILLAR 3: Governance, institutions, peace and security 196. An inappropriate governance profile is a major constraint for development. The experience of the 1980-2010 period was valuable enough to build consensus on a number of elements that can be identified as rules governing the development process: (i) peace, democracy and human security; (ii) control of public finances for the timely conclusion of transactions with the government; (iii) alignment of the composition of public expenditures to development priorities; (iv) ethics, transparency and constant focus on accountability and the effectiveness of public spending; (v) the existence of functional frameworks for dialogue on public policies. Compliance with these five (5) rules calls for commitinent to shared values so as to create and maintain mutual confidence among the various actors: Government and public administrations, local government units, private sector, civil society and technical and financial partners. 197. Local government units, civil society organizations and decentralized services are the primary implementation channels and providers of essential services. Hence, all elected officials in local government units and in the Parliament must be fully involved in the planning, implementation, monitoring and evaluation of core public services. 198. The 2013-2017 Strategy anticipates the setting up of a suitable budgetary, legal and institutional framework as well as a more efficient and effective implementation of programmes and initiatives supported and financed by the Government In this regard, the participation of grassroots communities is necessary during both the design and implementation phases of government programmes. 199. This Strategy paper identifies economic and financial viability, the participation of local populations and the protection and promotion of the fundamental rights of men and women as areas that should back the development process. The efficiency and effectiveness of public spending should be ensured. Similarly, public administration reforms should eliminate excessive red tape so as to provide users with high quality services. Furthermore, spatial development and the implementation of the decentralization charter are indispensable in a dual Page 44 National Strategy for Economic and Social Development planning process and for a greater involvement of grassroots communities. 2.3.3.1. Consolidating peace and security 200. Territorial integrity, peace and security of individuals, infrastructure, goods and services playa vital role in creating a positive economic and social climate. Social cohesion and maintaining public order are guaranteed by the civic behaviours expected of all segments of the population. 201. Strategic objectives in the area of peace and security therefore include: i. Build sustainable peace and social cohesion by taking into consideration specificities of the southern part of the country when developing public policies, promoting a culture of peace, harmony and national solidarity, organizing national consultations on Casamance, combating gender-based violence and strengthening social dialogue. ii. Provide greater resources to security forces through the fight against the proliferation and illicit circulation of small arms, the supply of additional equipment and intervention means to security forces, development of community policing, expansion of the national identification system, capacity-building for staff members and enhancement of in-service training programmes for the military and paramilitary. 2.3.3.2. Promoting the rule oflaw, human rights and justice 202. Judicial governance comprises the justice sub-sector, human rights promotion and protection and the application of related laws. The fight against corruption, though a transversal area, should be based on effective justice. Senegal reaffirms its determination to combat money laundering and the financing of terrorism. 203. Objectives identified to guarantee human rights rely on informing, raising the awareness of and advocating with the various stakeholders on enhancing freedom of action, capacity for decision-making and protection of the structural and specific rights of men and women. In doing so, attention should be paid to existing gaps in terms of participation, accountability, non-discrimination and empowerment 204. Under the 2013-2017 development strategy, the objective is to improve access, quality and efficiency of the justice system through the reduction of the length of pre-trial detention, improvement of detention conditions of minors, stepping up of punishments for the infringement of the rights of women, children and minorities, improvement of prison conditions, increased access to community justice, strengthening of institutional and human capacities of courts as well as central and decentralized services. 2.3.3.3. Promoting gender equity and equality 205. Gender mainstreaming in public policies is adopted as a strategy to combat all forms of inequality and to level the playing field for a fair participation of both men and women in the development process. It is therefore a cross-cutting issue for all national development Page 45 National Strategy for Economic and Social Development programmes. 206. Greater coordination should be ensured in the implementation of gender-related policies particularly the protection of human rights and the eradication of violence against women and children. The gender dimension is a cross-cutting issue for all national development programmes. 207. The 2013-2017 Strategy takes into account the needs, rights and contributions of women following an integrated approach. The strategic objective in this area is to empower and promote women by strengthening the capacities of institutions and local government units to integrate gender issues in public policies, enhancing the legal instrument for the protection of women and girls and strengthening the leadership and entrepreneurial skills of women. 2.3.3.4. State Reform and strengthening public administration 208. Public administration must remain a space for the regulation, steering, coordination and delivery of services, with the requirement of optimal efficiency. 209. The Strategy therefore focuses on improving the quality of public service by increasing access for users, streamlining the decentralization of government agencies, promoting a merit-based recruitment system, modernizing the management of human resources and strengthening capacities in the formulation, implementation, evaluation and overseeing of public policies. 2.3.3.5. Land-Use planning, local development and territorialization 210. The purpose of the planned reform regarding the decentralization and spatial development policy (Decentralization Act III) is to consolidate the authority of local government units by introducing the territorial approach as a performance lever for local public policies in all areas: land tenure, climate change, gender, emigration, management and conservation of natural resources and the environment, among others. Territorialization of public policies allows for their integration by local government units, in a coordinated and complementary manner, and ensures ownership by actors concerned. 211. The territorial approach to development and sectoral policies calls for the capacities of local actors to be strengthened and particularly those of local government units. Sustainable local development shall be based on the commitment of the central government and of local government units to reduce inter-regional and intra-regional disparities and on their capacity to lift populations out of their vulnerable situations. 212. The confl ict that erupted in Casamance in the early 80s has had a negative impact on the economic and social development of the region and its communities. Following the peace agreement signed in 2001, PRAESC (Programme for the reactivation of economic activities in Casamance) began a coherent and comprehensive process to pacify the Casamance region. This programme progressively created the conditions for lasting peace and the reintegration of populations against the backdrop of an economic and social environment favourable to long-term development while respecting the specificities of the region. Under the present Strategy, implementation of PRAESC will be further accentuated using a participatory and inclusive approach. Page 46 National Strategy for Economic and Social Development 213. Land-Use management and decentralization areas share core principles such as proximity, inclusion and participation of all categories of stakeholders as well as the need for interaction and solidarity. In practice, these various principles require all actors to demonstrate ethical awareness and willingness, promote the interest of all and work for the common good. They will be held accountable and may be audited. 214. Policies and strategies to be implemented in these areas will focus on achieving the following strategic objectives: i. Promote territorial viability and development hubs by developing integrated economic hubs, territorializing public policies, enhancing the potentials of eco­ geographical areas, updating and implementing the PGAT(spatial development plan) and redesigning the territorial delineation plan in a participatory and consensual manner. ii. Strengthen the capacities of local government units by promoting decentralized cooperation, transferring significant financial resources to local government units, improving the financial, economic and fiscal framework, advocating for gender responsive budgets and improving transparency and performances in the management of local matters. 2.3.3.6. Strategic, economic and financial governance 215. In general terms, the new public financial management system based on autonomy, performance, accountability and transparency will be progressively implemented by 2017 in accordance with the timetable laid down in the UEMOA directives. To this end, the following strategic objectives have been identified: i. Improve the management of public finances by modernizing and streamlining the national tax system, reducing operating expenses of the civil service, controlling and "restructuring" public debt, complying with public spending procedures and improved monitoring of external aid management and exercising citizen control on the management of public affairs. ii. Combat corruption and non-transparency by fighting money laundering, corruption and non-transparency, harmonizing national legislation with the United Nations Convention against corruption, developing and implementing a national strategy on the prevention of corruption and strengthening control organs. iii. Improve economic governance by building capacities in planning, monitoring and evaluation of public policies and improving the quality of statistical outputs. Page 47 National Strategy for Economic and Social Development Chapter III. Implementing and monitoring-evaluation 216. The dynamics of economic efficiency and efficacy calls for the selectivity of actions through the Priority Action Plan (PAP). The latter is the core of the strategy during the 2013-2017 period. As the key implementing lever, the PAP regroups the major actions that will help achieve the set objectives, through annual changes of the Fianance Act and the three-year programming of public investments. 217. In order to accelerate economic growth, the achievement of MDG by 2015 and greatly improve the populations' living conditions, the priorities will be focused on the densification of the economic fabric, the reduction of inequalities, good governance of public policies and the consolidation of peace and security. 218. The inclusion in the budget process of the funds mobilized within the framework of the implementation of the poverty reduction strategy, already launched, will be given preferential treatment in order to avoid duplication and create a spending synergy and speediness in the implementation. Integrating funds into the budget process would confirm NSESD in its role of consolidating the link between debt relief, poverty reduction and resource mobilization to achieve the MDG. Besides, the State will draw upon the interventions oflocal communities, NGOs and public-private partnership. 3.1 Financing the Strategy 3.1.1. Financial planning and linkage with the national budget 219. Phase 1: Development of implementation instruments. The public policies formulated in the Staregy are henceforth implemented in line with national budget instruments in order to move the key programmes forward, provide public services and support the competitive advantages of the economy. More specifically, within the framework of the multi-annual budget programing, it involves systematically monitoring the consistency between the PAP and NSESD, on the one hand and, the Finance Act and the Three-Year Public Investments Programme (PTlP), on the other. 220. Phase 2 : PAP Needs evaluation. The evaluation of PAP amounts is based on the costs of priority projects and programmes. For the sub-sectors comprising MDGs, the amounts were taken up again on the basis of consolidation objectives that have already been assessed and included in the various ongoing programmes. The amounts of the PTIP programmes served as reference for the reevaluation of needs. For other sub-sectors and areas for which no programmes have been evaluated or in which all projects were not formulated, information on targeted objectives, results indicators and unit costs are used to determine the funding needs. 221. A method was thus developed to ascertain whether the amounts proposed in these programmes would help achieve the MDG and economic growth objectives. This method is based on the principle of elasticity of indicators in relation to the allocated budget. Simulations were made on the basis of a methodology consisting in determining the evolution of the selected indicator and, as an indirect result, the volume of financing required Page 48 National Strategy for Economic and Social Development to be included in the budget to attain the target by the set timeframe. 222. Phase 3: Scheduling.Funding needs for priority actions, identified in the PAP, are then compared to the resources available in the existing programmes or in the PTIP. The difference between the total amount required- NSESD amount- and the acquired and consolidated financing express the additional need - financing gap - for the achievement of the priority objectives. 223. In the light of these considerations, it seems necessary to integrate the resources mobilized in this connection in the State's planning and programming process and thus ensure traceability, transparency and the sense of responsibility required for the management of contributions to finance activities identified inthe NSESD. 224. In this regard, the implementation of the Strategy is expected to help strengthen partnership with bilateral and multilateral donors who are specifically urged to coordinate their contribution in terms of mobilized volumes, procedures and monitoring-evaluation. On the basis of this new partnership, donors are expected to strengthen the synergy between the various terms and conditions of official development aid, in accordance with the principles of the Paris Declaration (2005) and the Accra Programmeof Action (2008) on the effectiveness of Official Development Aid. They will be encouraged to give preference to budget support, integrate the funds earmarked for projects in a global approach and lor sectoral programme or within the common resource basket mechanism, at least for the funding of priority activities. 3.1.2 . Mobilization of financial resources 225. All actions selected by actors during the participatory process and expected to have a significant impact on economic and social development were listed in a matrix of measures. The priority objectives and corresponding actions were identified within the framework of a priority action plan (PAP) covering the 2013-2017 period. To determine priority actions, the lines of actions were assessed> on the basis of their possible contribution to economic growth, in particular, and the improvement of the living conditions of households. 226. For the sustainable financing of the NSESD, the resource mobilization approach is based on the following elements: domestic public resources and the different forms of support by technical and financial partners, namely budget support, grants and concessional loans. Moreover, the State intends to diversify the funding sources of priority investments: the national private sector and Foreign Direct Investments (FDI) have a key role to play. 227. In connection with the implementation of the Strategy, three scenarios were considered, in order to align the choice of public investments with the resource mobilization capacity. These are the trend scenario, the optimistic scenario and the pessimistic scenario. These scenarios were developed thanks to a prioritization methodology which was used to classify the global action plan according to priorityactions and measures, of average and low importance in relation to their contribution to economic growth, the reduction of inequalities and the improvement of the populations' living conditions. Thus, all the actions set forth are ranked in order of priority, andin accordance with the global expectations ofthe NSESD. 26 It is the dynamic cloud method, by the principle of optimizing intra and inter group variances National Strategy for Economic and Social Development Page 49 228. The trend scenario -or baseline scenario - adopted-? with IMF has an average annual growth rate of 4.9% and a deficit of 4.1%, with total capital expenditure standingat 5276 billion CFAF for the 2013-2017 period It corresponds to the trend of the entire PTiP expenditure: all the projects and programmes being implemented and new agreements that are almost completed. In this scenario, the NSESD action plan totals 3 646 billion CFAF of capital expenditure in this scenario. Table 2: Formation of the base scenario, 2013-2017. Growth Public Current Capital expenditure Total ~as eline % Deficit Expenditure BillionsojCFAF Expenditure cenario % ojGDP Billions oj Billions oj CFAF CFAF Years NSESD PTiP off Total NSESD PTiP 00" 7h h7 n7~ 0'0 '00 oon 77 ,0 n07 0O, 0"0 7.nn " 4a 177R R7, ,a a17 c tcn 70" '" '7 ,"7~ -t n o z; 0 oo~ 0700 c n t e; ,n ,a ,"RR Ran 17, 1nf; 74<1 "n e- , 07 >70 .0 '0 '" 7"07 7n" '" a c; "Of; 7O, 000 no 7700 4a 41 ~~'7' '0'0 2LU 'L" '70L '''20 229. The optimistic scenario -or NSESDscenario- reflects the political choice to lay emphasis on agriculture, energy and infrastructure. It adds to the NSESD, thecapital expenditure of the trend scenario, all the funding of new major actions. In this scenario, the total amount of the NSESDaction plan is5 139 billion CFAFfor the period, with additional investments of aboutl 493 billion CFAFconstituting a financing gap, about half of which is expected from the State. The growth rate would reach> an average of 6.8% per annum, while public deficit in percentage of GDP would drop from 6.1% in 2013 to 3.6% in 2017, with an average annual level of 5.0%. Table 3: Growth and the public deficit 2013-17 Figure 1: Evolution of growth rate and Deft Optimistic Public Additional 8Growth scenario Deficit Expenditure Public -fl rowt h in% %ofGDP Bill of CFAF ~ficit ~ - 2011 2.6 6.7 6 /2012 3.7 5.9 2013 5.6 6.1 120 4 ....... / Public~ 2014 6.5 5.5 259 Deficit 2015 7.0 4.8 322 2 2016 7.5 4.6 412 2017 7.2 3.6 380 !Average 6.8 5.0 0 Total 1493 2011 2012 2013 2014 2015 2016 2017 cit Page 50 230. The breakdown of the total NSESD financing shows that the first pillar represents 61.3% of costs, against 31.9% for the second and 6.8% for the third (d. Table-4). Likewise, regardless of whether it is from the State or foreign funding, emphasis seems to be laid on this first 27 4e PSI revenue inSeptember 2012. 28 This level is attainable by Senegal which registered an average growth rate of 6.1 % per annum for the 2003-2005 period National Strategy for Economic and Social Development pillar, with respectively 54.4% and 73.2%. This relatively high level is due to the high unit costs of energy and transport infrastructure. 231. The pessimistic scenario anticipates an extreme case of weakened economic vitality that could lead the economy to a slowdown in GDP resulting in a growth of about 3.2%. This scenario is based on the principal assumptions of a difficult external environment (gloomy activity and rise in oil prices and food products) and, internally, on the revival of the energy sector that is slower than expected and a delayed settlement of the Malian crisis. In such a scenario, the trend scenario expenditure would drop by 554 bill ion CFAF (Consolidated Investment Budget and Operating Budget), unless partners take over some projects with a direct impact on the MDG indicators. In this respect, primacy will be given to priority actions alone and the expected public deficit would be 4.2% (annual average). 232. In short, all these scenarios are constituted on the basis of the financial resources mobilization and absorption potential.strict adherence to the « sustainability » of public debt, community budget rules and international commitments. Table 4 : Distribution of NSESD financing (optimistic) based on the strategic axes (%). Financing I 2013 2014 I 2015 2016 2017 I Total PILLAR 1 : Growth, productivity and wealth creation ucccn AMnTTNT h1 7 ec n h« h17 h1, h1, h.' 1 07 hO hH hQ 1 h' 0 'TA T" "0 "0 "" AO 1 "0 "A T"P, 771 ha" 77h a" n a, n 7,7 ~'P , 0 "7 '77 07 ,," 0' PILLAR 2 : Human capital, social p,rotection and sustainable develoRment ucccn AM nT TN T an n Ua an A ,"" <11 <1a ACCOMPL 7h 7 an 1 na 7"" 1 a a 7'" CT'TC 70 , 7<' 77h 77 7" Q 771 T"P, 7"' 7"" 771 10 aa 71 a r.AP "4 "a 4" 7 447 47 n 40 PILLAR 3 : Governance, institutions, peace and security ",",n Q7 h 1 h7 h7 7A hQ ACCOMPT a7 77 7a aa 17 n a 7 CT'TC 1 .' 7 -r n h '" 1 7 1 7 7 1<' T"P< 7Q a e U An 7 1 L Q r.AP 1 7 1 a 7 1 7 1 ," 7< Page 51 National Strategy for Economic and Social Development 3.2 Monitoring and evaluation of public policies 3.2.1 Mechanism to monitor and evaluate the Strategy 233. The monitoring and evaluation mechanism helps actors to follow-up and analyze the results obtained throughout the implementation of the Strategy.lt provides the opportunity to regularly expaln the objectives of the Strategy, ensure that they continue to be realistic and verifiable and readjust them during the implementation phase, in case the trend of the indicators is not in line with projections. Following the evaluation of the implementation of the national statistics system (SSN) and to ensure the enhanced monitoring of the economic and social policy, the action plan of the Statistics Master Plan (SDS) was reviewed and readjusted during the 2013-2017 period to be more effective and capable of producing and disseminating quality statistical data. 234. To this end, two steering levels were defined in the institutional mechanism which will be governed by regulatory texts: 235. At the political level: A Presidential Evaluation Council meets once every two years and is responsible for evaluating and deciding on the possible orientations of the Strategy based on the major results observed (in the mid-term) and international issues; A National Monitoring and Orientation Councilchaired by the Prime Minister is set up. This council is composed by the Government, the representatives of technical and financial partners, the civil society, the private sector, parliament and local governments. It meets every six (6) months to evaluate the state of progress in the implementation of the strategy and issue the necessary directives for the effective implementation ofeconomic and social policy. To this end, it is in charge of periodically organizing a joint annual review of the Strategy; A Parliamentary Monitoring Committee: this committee enables parliamentarians to monitor the implementation of the national Strategy. It meets once a year. Its chairman is designated by the National Assembly. The Minister of the Economy and Finance presents a report to the meetings ofthese different organs. 236. At the operational level: there are two components: the coordination of the implementation of sectoral policies and steering the Strategy in each region. We therefore have: Ministerial Committees for monitoring-evaluation : ministries play the role of central relays in the implementation of the Strategy by assuming the operational supervision of the implementation of priority actions. The sectoral committee, chaired by the Minister in charge of the sector concerned, is responsible for monitoring the implementation of sectoral priorities and sectoral reviews on the state of progress of the sectoral policy contained in the NSESD. The committee meets at least once every quarter. The studies, planning and monitoring units provide technical secretariat services to this committee; Regional monitoring-evaluation committee: this committee is chaired by the Regional Governor while the Regional Development Agency (ARD) provides technical secretariat services.lt regroups all categories of actors intervening in the region. Each committee meets, as needed, once every quarter to assess the state of Page 52 National Strategy for Economic and Social Development progress in the implementation of the strategy, in accordance with the local vision. Every regional committee prepares an annual report on the state of progress of the Strategy in the covered region and makes recommendations to accelerate the priority actions implementation process at regional level -". 237. A technical secretariat run by the UCSPE will be responsible for applying and coordinating the global NSESD monitoring-evaluation mechanism. It ensures the effective implementation of various activities of the process and serves as secretariat to the National Monitoring and Orientation Council. It will also ensure the proper coordination of actors' interventions in the implementation of the Strategy and will prepare the report to be used in the joint annual review. 3.2.2 Actors, appropriation and mutual responsibility Page 53 238. The Strategy defined is the only unifying framework and reference with regard to interventions. To this end, all development actors align and harmonize their actions around these national objectives that take into account Senegal's commitments to achieve the priority objectives of the Strategy, notably the MDG. It is essential to involve all actors in the implementation of a system oriented towards development results in order to share the same understanding of the mission and especially strive togetherto achieve the results 239. The place and role of Parliament in the democratic and republican system should be put to fully played to enable elected representatives to efficiently discharge their mission of controlling government action. A single direction was thus given to for modernizing Parliament and improving its efficiency by building the parliamentarians' capacities in the control of government action. 240. The steering bodies at both national and regional or local level, mobilize all stakeholders, namely State actors, local communities, the civil society, the private sector, Parliament and technical and financial partners. To this end, the State is expected to support the functioning of these bodies (local communities, civil society, private sector). The Strategy is implemented by the various development actors working at the grassroots.The composition, structuring and functioning of all these organs will be fixed through regulatory acts. A participatory evaluation approach involving both the steering bodies and actors, will be adopted. 29 There is need to make full use of and strengthen the Information and Monitoring-Evaluation System for Local Development (SISE-DL). National Strategy for Economic and Social Development Box 3: Monitoring and evaluation principles The major innovation ofthe system was the institution and regulation ofpublic policy monitoring. Various lessons that are globally significant are learntfrom the monitoring-evaluation system. However, they unveil many constraints. They concern, among others, the fact that the meetings ofthe different sectoral or regional steering bodies are not systematically held, difficulties to have information on all the indicators on the restricted list and the fact that priority objectives are not fully integrated in budgetary planning. Capitalizing on the accomplishments and in view ofthe results-based management requirement, the Strategy's new approach is underpinned by three conceptual foundations, which guarantee the establishment ofa more effective monitoring-evaluation system: i. Formative evaluation consists in critically analyzing the data collected for dynamic monitoring. It appreciates the way in which the pursued objectives are progressively attained. Within the framework ofjointannual reviews ofthe Strategy, it explains the possible variances and proposes readjustments in the implementation ofthe strategy; ii. Prognostic evaluation objectively assesses the possibilities ofachieving the annual target ofindicators. It provides the opportunity to review the performance projections based on the socio-economic context. The annual review should, in conclusion, give a global prognostic; iii. .5ummative or final evaluation, conducted at the end ofthe implementation ofStrategy, makes a general assessment. It inevitably leads to a final certification ofthe level ofachievement ofobjectives and the degree ofoverall success ofthe economic and social policy for the 2013-2017 period. The application ofthese three foundations will distinguish two dimension for the appreciation ofperformances registered in each sub-sector or NSESD area: the institutional, administrative or systemic dimension, on the one hand, and the populational impact dimension, on the other. For example, in the health sub - sector, the situation ofthe health care system needs to be distinguished from the evaluation ofthepopulation's state ofhealth. Likewise, in the education sub-sector, the infrastructure, teaching equipment and human resources should be assessed in the same capacity as the performance obtained by the population in all cycles and types ofeducation, relative to qualitative initial expectations. Finally, with regard to safe drinking water, the infrastructural installation should be looked into in parallelwith the effective water supply to the population. 3.2.3 Monitoring and evaluation indicators 241. The system providing information on the implementation of the strategy is the second component, which completes the monitoring and evaluation mechanism. It gives an overviewof the progress made and their impact on the populations' living conditions. It is linked to the steering mechanism by a well-structured and coherent information system. For that purpose, it uses indicators and a communication system. It is thus vital to institute asystem to monitor and evaluate these activities so as to measure the progress made towards the targeted objectives and the results to be attained. In this regard, the « logical framework» of the Strategy constitutes the coherence framework through which the information required to fathom and gauge the progress made in the implementation of the Strategy is defined in terms of identification, means, deadlines, sources of production and resources for the implementation of the programmes and projects. 242. A specific information system is attached to each of the three institutional levels. A global information system will be set up for the planning of the Strategy while a sectoral and regional information system will be used at the operational level. The Strategy's monitoring­ evaluation information system will derive from these distinct but complementary information systems 243. The NSESD information system will consist in a dashboard of indicators, dubbed restricted list of indicators, which provides information about the state of progress of the implementation of priority actions. To this end, the national statistics system, as producer of Page 54 National Strategy for Economic and Social Development official statistics, is the key data source for the consolidation of the political, economic and social decision-making process It has at its disposal, since June 2007, a National Statistics Development Strategy reference framework document (SNDS, 2013-2017), th e operational application of which is the Statistics Master Plan (SDS). It is scheduled for updating in 2012-2013, to take into account the fresh needs instatistical data. 244. The information system will be operated by two technical committees: An indicators monitoring Committee is set up within the Technical Committee of Statistics Programmes (CTPS) ,placed under the authority of ANSDwhich defines its composition and functioning. It is responsible for settingout the methodology for monitoring indicators and their target/objective for the 2013-2017 period. The committee will ensure the regular updating of monitoring indicators, in support to the institutional steering organs of the Strategy, in accordance with their schedule.lt proposes mechanisms for the conduct of priority surveys to update the indicators, notably those on the restricted list. A Committee to monitor the Priority Action Planformed, among others, by UCSPE, DGF, DGCPT, DPEE, AGS, APIX and DCEF which chairsit, will be responsible for the annual evaluation of the Priority Action Plan (PAP). The said committee will ensure greater visibility of the priority actions financing monitoring process and reporting during the quarterly meetings of the national council. It will also ascertain consistency in the scheduling and implementation between the MTEFand MTSEF, on the one hand, and the PAP, on the other.lt will guarantee consistency between the PAP and the programming of the PTiP. It shall verify the reality of Results-Based Management (RBM), notably by analyzing the implemented budget and the results achieved and updating the macroeconomic framework. 245. The communication system hinges on the dissemination of informationon the state of progress of the implementation of theStrategy. It should involve all actors for greaterd appropriation and a coherent linkage of transversal policies in the national priorities. The progress reports should be produced on an annual basis to serve as a reference during the preparation of the State budget as well as that of local governments and partnership agreements with technical and financial partners. Communication should therefore be made through a wide dissemination of results among all actors involved to assess the quality of implementation of the Strategy. Days of review (sectoral or global) constitute an ideal framework for sharing and exchanging information on the registered results and an opportunity to make recommendations on the implementation of the economic and social policy at national, local or sectoral level. The critical participation of research and study centres will playa key role in the dissemination of these results. 3.3 Risks linked to the implementation of the NSESD 246. The risks of the Strategy are primarily linked to exogenous shocks that may jeopardize the macroeconomic objectives and the resource absorption capacity of the priority action plan in relation with current budget procedures and the effective control of resource use. However, these growth projections for 2013-2017 present sizeable risks in a context of gloomy world activity, rising world oil and food prices. At the domestic level, the key risks concern energy with the negative effects that would be generated by delays in the implementation of the sector's restructuring plan.ln addition to this, there are-on the one hand- budget risks linked to the different social fronts, notably in the education, health and sanitation sectors Page 55 National Strategy for Economic and Social Development and, on the other hand, the climate risks which make agriculture very vulnerable. 247. The key natural risk derives from the rainfall on which agricultural production still depends heavily. A situation of inadequate rainfall could significantly impede the development of the agriculture sub-sector. However, the undesirable effects of poor rainfall could be allayed if the development pace of irrigated farming in rural areas is supported and agricultural insurance mechanisms are set up. Moreover, the agricultural sector is also confronted with other natural shocks such as locust attacks, which are a serious threat to the economy, with the sole difference that public intervention could offset its effects. 248. At the economic level, the main risk relates to price changes on the world market in general and the crude oil price, in particular. The sector most exposed to risks is the energy sector which has experienced serious disruptions during the 2000-2010 decade, which were extremely unfavourable to the economy, because of its integrated and transversal nature. The persistent disruptions in electricity supply might undermine all the performance of the national economy, with disastrous consequences on the populations' well-being. At international level, the occurrence of a financial or economic crisis is a source of disturbances in the national economy, because the latter is open to the rest of the world and through a possible decline in external aid.ln the same vein, remittances from Senegalese Abroad have registered a net decline. 249. The risks can also be due to developments in major companies of the processing sector. In addition to those of the energy sector, major companies of the chemical and oil mills sector are also exposed to risks. The disruptions registered in 2008 could affect growth in view of the vital role played by companies of these sub-sectors in the economy, notably in the services and industry sectors. 250. The political and institutional risks may come in various forms that directly affect the investments scheduled for the period of NSESD implementation, 2013-2017. The means required to minimize all these risks entail a firm commitment and strong solidarity from the various actors. Finally, a poor implementation of these investment expenditures could significantly affect growth and impede the achievement of objectives fixed for 2015. 251. A way of lessening the likelihood and scope of each of these risks is to step up national competitiveness in order to further diversify sources of growth, on the one hand, and improve the flexibility of the production system and its capacity to absorb exogenous shocks with lower social costs. *** EN D *** Page 56 National Strategy for Economic and Social Development ANNEXES Annex 1: List of monitoring and evaluation indicators . Indicators Realisation Targets 2009 2010 2011 2012 2013 2014 2015 2016 2017 1. Real GDP Growth Rate in % 0 timistic scenario 2.10% 4.10% 2.60% 3.70% 5.60% 6.50% 7.00% 7.50% 7.20% 2. Annual avera e inflation rate (in %) -0.90% 1.20% 3.40% <3% <3% <3% <3% <3% <3% 3. Global investment rate in % 23.00% 22.20% 22.40% 24.00% 24.00% 24.50% 25% 25.50% 26% 4. Global bud et deficit excluding grants in ercenta e of GDP (optimistic) 4.80% 5.20% 6.70% 5.90% 6.10% 5.50% 4.80% 4.60% 3.60% 5. Current account deficit in percentage of GDP 6.70% 6.10% 9.20% 8.50% 7.70% 7.60% 7.30% 6.50% 5.30% National 46.70% 45.35% 43.96% 42.52% 41.03% 39.48% 37.89% 6. Percentage of Poverty Dakar 26.20% 25% 24% 23% 22% 21% 20% Other urban 41.30% 40% 37.50% 35.20% 33.50% 31% 30.20% Rural 57.30% 56% 53.20% 50% 48% 45% 40% 7. Rural electrification rate in %1 23.80% 23.80% 25% 27% 29% 30% 32% 35% 40% 8. Non-distributed ener y (GWh) 89.69 177.05 266.62 105 50 30 20 ,20 ,20 9. Number of me awatts commissioned Installed ca aci 684.55 686.5 827.5 1113.4 970.4 1095.4 1095.4 10. Length of roads built (in Km) Paved 688.39 183 130 165 175 190 200 210 220 Un aved 1105.7 176.5 65 125 135 140 170 200 230 11. Length ofrehabilitated roads (in Km) Paved 209 140 102 160 175 185 200 215 230 Un aved 144.5 60 30 125 150 160 180 200 220 12. Number of DFSmembers 1352287 1470280 1542230 1614298 1692492 1 756441 18174321 888504 1955839 13. Share of irrigated areas in irri able surface area 38.40% 41.06% 42.10% 44.71% 46.32% 62.98% 65.48% 67.40% 72.70% 14. Cereal roduction in millions of tons 1.869 1.768 1.099 2.035 2.117 2.21 2.289 2.541 2.795 15. A ricultural GDP rowth rate asdine scenario 18.00% 5.10% -21.60% 6.20% 8.40% 9.50% 10.50% 12.50% 14.00% 16. Quanti of meat and iblets er annum in thousands oftons 166 177 193 209 223 233 243 266 296 17. Quanti of milk reduced er annum in millions of lin-es 167 181 184 227 260 294 329 405 460 18. Level offish biomass in mainstocks in tons] Not s ecified 0.6 Targets to be set after a stock evaluation scheduled in 2011 19. Volume of under round water mobilized for irri ation in thousands of m3 rH.2010 920 = J.:i!1Q l.I1!1!1 = = =20. Industrial roduction index 102.2 113.5 118.8 130.1 139.3 149.2 159.7 180 210 21. Number of t ourist entries er annum 842400 1001314 ~ l..Jli.lJillJL - ~ 1200000 1200000 22. Financial volume of intellectual and artistic ro erty rights (in millions of CFAF) 345.77 420.5 401.5 580 725 906.25 1132.81 23. Number ofSME under supervision 739 945 1339 1150 1250 1350 1450 2000 2500 24. Growth rate(in %) ofvolume of ex orts 3.11% 22.74% 2J2i d.fl'& d.fl'& d.fl'& d.fl'& d.fl'& d.fl'& National 78.3% 803% 79.7% 83.7% 85% 88% 90% 92% 95% 25. GERat primary level (in %) Girls 82% 84% 83.3% 84% 86% 89% 91% 92% 95% E9 s 74% 76.4% 80.5% 81% 83% 85% 88% 90% 94% National 59.3% 62.5% 66% 71% 77% 84% 90% 26. Primary completion rate (in %) Girls 58.5% 60.5% 65% 70.5% 77% 84% 90% E9 s 60.2% 63% 67.5% 72% 77% 84% 90% 28. Number of registered pupilsin t he classes National 83529 77988 81354 92893 >100000 >120000 >120000 >120000 >120000 Women 66208 66895 65424 57835 >60000 >70000 >70000 >70000 >70000 29. Rate of increase of students in Vocational and Technical Trainin in% National 6.00% 4% 0.11% 17% 25% 30% 35% 30% 25% Strategic N ationale de Developpement Economique et Social Page B Indicators Realisation Targets 2009 2010 2011 2012 2013 2014 2015 2016 2017 30. Rate ofimplementation of Education budget TitleIII 95.39% 91.14% 97% 95.00% 95.00% 95.00% 95.00% 95.00% 95.00% Title V 70.92% 86.27% 38% 95.00% 85.00% 95.00% 85.00% 95.00% 85.00% 31. Rate in % ofCPN4 cover NA 75% 50% 53% 55% 60% 63% 70% 75% 32. Rate in % of deliveriesassisted b skilled attendants 67.00% 6$,1% EDS-$ 65% 72% 75% 78% 80% 83% 85% 33. Pro ortion in % ofchildren between 0-11 months full vaccinated 74% 62,8% EDS-$ 55% 60% 65% 70% 75% 80% 34. Percentazeof childrenO - 5 years old benefiting from nutrition service 55% 60% 65% 70% 75% 80% 35. HIV AIDS revalence (in %) amen t he 0 ulation 0.70% 0.70% 0.70% <1% <1% <1% <1% <1% <1% 36. Persons livin with VIH under ARV 12249 14408 14425 16444 18649 20961 23318 25649 28214 37. Rate of execution of health budget Title III 86.28% 96.43% 93.00% 95.00% 95.00% 95.00% 95.00% 95.00% 95.00% Title V 53.27% 86.28% 43% 85.00% 85.00% 85.00% 85.00% 85.00% 85.00% 38.Rate in% of access to drinkin water Urban 97.00% 98.50% 98.70% 99.00% 99.00% 99.00% 100.00% 100% 100% Rural 73.60% 77.50% 80.10% 79.50% 80.00% 85.00% 90.00% 95% 98% 39.Rate of access of households to im roved sanitation s stem Urban 63.60% 63.10% 63.30% 72.20% 74.10% 76.10% 78.00% 80% 85% Rural 28.90% 29.60% 34.30% 52.00% 57.00% 59.00% 63.00% 65% 70% 40. Number of serviced lots roduced 14138 14138 14138 14138 17673 22091 27613 34517 43146 41. Number of social housin units buil t 2808 4808 4808 4808 6250 8750 11800 17700 23900 42. Proportion (in %) Environment Management Plans (EMP) implemented and monitored (following EIE) 30.00% 60% 58% 70% 75% 80% 85% 85% 85% 43. Ratio reforestation defores tation 0.78 0.96 0.99 >Rati02011 >Rati02012 >Rati02013 >Rati02014 >Rati02015 >Rati02016 44. Rate in% of activi 59.40% 62.70% 53.97% 68.00% 71.00% 73.20% 75.00% 80.00% 85.00% 45. Rate (in %) of invisible under employment mh 2l..lI. ~ - - '-'" illh - 1"& 46. Unem 10 ent rate 10.00% 10.00% 10.20% 9.40% 8.90% 8.40% 7.00% 6.00% 6.00% 47. Social budget in ercenta eofGDP 48. Rate of covera e b health mutual schemes eo le not cared for b t he formal social securi s terns rH.2010 4.35% 13.62% 27.70% 46.32° 50.50% 60.30% 65.50% 49. Number ofvulnerable households benefitin from the Cash transfer ro rammes15000 36986 63280 65000 75000 85000 100000 150000 200000 50. Proportion in % ofthe budget allocated to ministries under CDSMT30 mh - - illh - - -51. Compliance with legal deadli nes for the production ofthe State's management accounts before 31 July of current ear Ives /no l rH.2010 y" y" y" y" y" y" y" y" 52. Criminal records processing period Delin uents 6 months 6 months 5months 5 months 5 months 5 months 5 months 5 months 5 months Criminal 2 years 2 years 2 years 2 years 2 years 2 years 2 years 2 years 2 years 53. Delay in making FECLand FDD available before June 30 2.83 (March 25,2009) <3 months <3 months <3 months <3 months <3 months <3 months <3 months 54. Percentage of own resources in the investment budget of local governments Study in rH.2010 progress >value2011 »value 2012 ovalue 2013 >value 2014 »value 2015 »value 2016 »value 2017 30 A new proposal is expected from DGF/MEF to take into account the implementation of texts from thetransposition dof new UEMOA directives. Strategic Nationale de Developpement Economique et Social Page B Annex 2: Distribution of funding for the Priority Action Plan. 2013-2017. Method of 2013 2014 2015 2016 2017 Total ~Financine .... ....I "" "" "" ..I. -.I AREA1 : Growth, I?:roductivity and wealth creation NSFsn 01,477 7,777, 7h0 717 ," ,OR 4h77R7 ,149 OR «Q "no hA7 QO' ,0' 77' '7, ,,,,, 7« «0 7'''''" p...-.GAP 53825 114294 184493 220142 ..... 211 724 .....1784478...... AREA2 : Human cap.ital,social p'rotect ion and sustainable develop.ment jocccn 7Q7<4" H7m" '''7<1, 70QAh" nh<"O ""Q"'7 7,,.1< '"OQ74 7,om7 '"0'0' 747"7 QhA'''Q o.-----GAP 64ol 2' ',R9S6 '2RoR7 '81..08'1;... .... .!' O' U 0 7L.-...L.-'0 '-4 648....., AREA3 : Governance, institutions, peace and securi!:J 00Ah1 704'" 7h 40, ,h1 QQ '" '40 UQ Q<7 R0411 7,7" OQhoO 47474 44R7, "00R7 o.-----GAP:.... ..L... 2 050:"".....J .:I4 JSO ....J. 6 82S'- ..L... 8 77S,- ...J... .!-' J,J7S,-...J... -'"3 87S---, Overall Total 17.10710 R91177. RQ" " , 4R' ,77. 'OR 4QO 'Q7 <7R TFPs = Technical and Financial Partners Strategic Nationale de Developpement Economique et Social PageC Annex 3: Distribution of financing according to the sub-sectors (in millions of CFAF), 2013-2017 Sub-sector Financing sector Method 2013 2014 2015 2016 2017 Total AREA 1 : Growth, productivity and wealth creation Agriculture NSESD AMOUNT 82215 87979 97725 182570 167750 618239 OBTAINED 77117 74186 74505 128945 124112 478865 STATE 51624 47884 39015 17254 17104 172881 TFPs 25493 26302 35490 111691 107008 305983 GAP 5098 13 793 23220 53625 43638 139374 Handicrafts NSESD AMOUNT 6185 6600 7220 7858 7758 35620 OBTAINED 1135 1200 1470 2608 2508 8920 STATE 920 1200 1470 2608 2508 8705 TFPs 215 215 GAP 5050 5400 5750 5250 5250 26700 Trade NSESDAMOUNT 5264 2989 3623 701 696 13273 OBTAINED 2593 2293 2917 7803 STATE 2353 2153 2917 7423 TFPs 240 140 380 GAP 2671 696 706 701 696 5470 Communication, telecom NSESD AMOUNT 10605 15053 18665 1925 1825 48073 infrastructure and services OBTAINED 10055 13 773 17490 825 525 42668 STATE 9055 8273 4490 825 525 23168 TFPs 1000 5500 13000 19500 GAP 550 1280 1175 1100 1300 5405 NSESD 690 21285 30735 31775 10204 94689 Inti coop, regional OBTAINED 515 535 535 264 79 1927 integration STATE 440 460 460 229 79 1667 TFP 75 75 75 35 260 GAP 175 20750 30200 31512 10125 92762 Culture NSESD AMOUNT 2320 3020 3703 5480 5280 19803 OBTAINED 2300 2420 2453 7173 STATE 2300 2420 2453 7173 TFP GAP 20 600 1250 5480 5280 12630 Animal production NSESD AMOUNT 14040 20092 23758 21827 16872 96589 OBTAINED 10487 13 230 13631 12360 11 710 61418 STATE 5570 7406 6185 19161 TFP 4917 5824 7446 12360 11710 42257 GAP 3553 6862 10127 9467 5162 35171 Employment NSESDAMOUNT 351 806 2666 2525 625 6973 OBTAINED 101 106 141 348 STATE 101 106 141 348 TFP GAP 250 700 2525 2525 625 6625 Water agriculture NSESD AMOUNT 48642 77 337 83869 28502 27422 265772 OBTAINED 48642 77 337 83649 28252 27 202 265082 STATE 11 748 13223 12187 1200 1200 39558 TFP 36894 64114 71462 27052 26002 225524 GAP 220 250 220 690 Industry and agri-food NSESD AMOUNT 11455 15521 19005 12927 13 400 72308 processing. OBTAINED 10205 11021 11730 5202 3125 41283 STATE 3080 5130 5930 3125 3125 20390 TFP 7125 5891 5800 2077 20893 GAP 1250 4500 7275 7725 10275 31025 Financial Infrastructure NSESD AMOUNT 3368 2900 2469 1409 1102 11248 and Financial OBTAINED 3318 2900 2469 1409 1102 11198 Services STATE 831 822 270 1409 1102 4434 TFP 2 2 2199 6764 Sub- Financing sectors /Areas 2013 2014 2015 2016 2017 Total GAP 5C 50 nfrastructure andtransport ~SESD AMOUNT 24442 288741 30240 16405 137897 1 137522 ervices .oBTAINED 244 32 266641 24644 98022 42261 897 69/ STATE 10975 110 645 7950 40261 40261 380425 TFP 13456 15599 16694 57761 200C 517 271 GAP 10C 2210 5596 6603 9563/ 23982/ nfrastructure andenergy ~SESD AMOUNT 14693 168263 119 85 19 12 1854/ 472 72 ervices OBTAINED 121 13 148023 9367 11 921 11 391 386 144 STATE 3059 37102 3446 5055 4525 111 74 TFP 9054C 110921 5920 686 686/ 27440C GAP 2579 2024 2618 7205 7 155 8658C lMines and quarries ~SESD AMOUNT 146 160 180 2842 304 10 751 .oBTAINED 41 200 20 817 STATE 29 200 20 69 TFP 11 119 GAP 105C 140 160 2842 304 993< lFisheries and ~SESD AMOUNT 1127 15 12 1669 10 693 5678 59471 ~quaculture OBTAINED 11 02 1292 1414 7893 387 49871 STATE 369 332 3 111 2378 2378 14889 TFP 733C 960 11 03 5515 150C 3498 GAP 25C 220 255 280 180C 960C lResearch, ~SESD AMOUNT 259 221 328 1415 286 1237 Ioevelopment and OBTAINED 56 845 80 2215 nnovation STATE 56 845 80 2215 TFP GAP 203 1365 248 1415 286 10 157 rivate sector ~SESD AMOUNT 11 43/ 13 099 13 98 26965 26308 9179< .oBTAINED 6836 764 802 18558 18558 59627 STATE 549C 5253 525 17 50 17 50C 5099/ TFP 134/ 239 277 1058 105 8631 GAP 460C 545 596 8407 775C 32 167 IFood security ~SESD AMOUNT 1050 240 240 290 - 875C OBTAINED STATE TFP GAP 105C 240 240 290 875C ~ports ~SESD AMOUNT 657 505 530 500 50C 1792 .oBTAINED 652 480 480 1612 STATE 225C 280 280 785C TFP 427 200 200 827 GAP 5C 250 50 500 50C 180C ourism ~SESD AMOUNT 253< 7205 704 19517 19 51 5581/ .oBTAINED 2304 2897 263 910 9 109 2605 STATE 645 942 113 2733 2733 8192 TFP 165 1955 150 637 637/ 1786 ,GAP 23C 4308 440 10408 1040 2976 AXE 2 : Human capital, social protectionand sustainable development !Safe drinkingwater and sanitation INSESD AMOUNT 4789 81283 5740 91 068 79747 357395 EPA) .oBTAINED 4202 68933 44 65 13711 12491 181 81 STATE 12 41 1454 1440 122 42588 TFP 2960< 54389 3025 12491 12491 13922< GAP 587C 1235 12 75 77 357 6725/ 175 583 jEducation andtraining ~SESD AMOUNT 7356 92 398 7199 5761 45 16< 340735 OBTAINED 7012 82391 6135 47858 34689 296418 STATE 42 19C 57595 5068 41879 34645 22699< TFP 27 93 2479 10 671 597 44 6942 Sub- Financingmethods sectors/areas 2013 2014 2015 2016 2017 Total GAP 343 10 007 10 641 975 10475 44317 Environment ~SESD AMOUNT 1264 19935 1965 370 370C 59635 OBTAINED 11404 16335 16131 200 200 4427 STATE 489/ 6465 670 200 200 1847 FP 650 987 942 2580 GAP 124C 360 352 350 350C 15365 Habitat andLiving ~SESD AMOUNT 59273 11665 106031 48537 23 237 353727 environment OBTAINED 25 101 36363 4584 13937 6437 127 68 STATE 22101 20163 1934 3808 380 69225 FP 300C 1620 2650 10 129 2629 58457 GAP 3417 80287 6018 3460 1680C 226045 opulationand sustainable ~SESD AMOUNT 12 350 45 450 300 1675 umandevelopment OBTAINED STATE FP k)AP 12 350 45 450 300 1675 Social protection ~SESD AMOUNT 3502 49078 4937 2690 2379 18417 OBTAINED 2837 3356 3046 9529 5927 107861 STATE 1603 16671 1603 5432 4913 59087 FP 1234C 16895 1442 4098 1 015 4877 GAP 665C 15512 18 91 17 371 17 871 76315 isks andDisasters ~SESD AMOUNT 552 1205 11 58 12457 12057 5367 OBTAINED 534 975 923 985 9857 4404 STATE 534 975 923 9857 9857 4404 FP GAP 18C 230 235 260 220C 963 HealthNutrition ~SESD AMOUNT 6349 76181 51 01 48742 48567 287999 OBTAINED 51045 61631 31 14 13292 5 16 162281 STATE 2392 24673 722 1992 1 917 59733 FP 27 12 36958 2391 11 30 325C 102548 GAP 1245C 1455 1986 3545 4340C 125718 AXE 3 : Gouvernance, institutions,paix et securite PublicAdministration ~SESD AMOUNT 459 3818 345 3835 3835 19538 And State OBTAINED 454 3718 343 3835 3835 19363 Reform STATE 454 3718 343 3835 3835 19363 FP GAP 5C 100 2 175 Land-useplanning, ~SESD AMOUNT 1632C 1820 2009 979 1279C 77 19 Local development OBTAINED 1554 1695 1744 529 529C 60519 andTerritorialisation STATE 1404C 1404 1404 4212 FP 150 291 340 529 529C 18399 GAP 77 125 265 450 750C 16675 GenderandEquity ~SESD AMOUNT 384 732 8 15 688 5809 32015 OBTAINED 382C 7277 8 15 688 580 3194 STATE 277C 2827 280 4065 299C 15452 FP 105C 445 535 2819 2819 1648 GAP 2 50 7 Strategic,economic and ~SESD AMOUNT 750 7263 842 1 758 1758 26709 financialgovernance OBTAINED 7254 6063 672 58 58 20159 STATE 581 237 237 58 58 10669 FP 144C 3693 435 949 GAP 25C 120 170 170 170C 655 ustice, Human rightsand ~SESD AMOUNT 630 4978 470 2497 176 20245 Rule of law OBTAINED 5659 4153 360 1397 662 1547 STATE 453 2953 220 1397 662 11747 FP 1 12/ 120 139 3723 National Strategy for Economic and Social Development Page F' Sub- Method of T sectors/areas Financing t 013 014 015 016 017 if otal GAP 65C 825 110 110 1 lOC 4775 eace and security NSESD AMOUNT 43891 36879 3165 3143 30395 174257 OBTAINED 43591 3555 3030 29961 2922C 168632 STATE 3201C 2176 17 21 24211 2347C 118669 FP 11 581 13 79 1309 575 575C 49963 GAP 30C 1325 135 1475 1 175 5625 Strategic Nationale de Developpement Economique et Social Page H Annex 4: Methodology for prioritization ofNSESD actions. 1 sf prioritization phase Grading the actions To determine NSESD priorities, the actions of strategic objectives are subjected to an eval uationgrid comprising dichotomic variations which ask whether the action has a direct impact on: >- Criterion 1 : economic growth ; >- Criterion 2 : Improving the business climate. >- Criterion 3 : improving public financemanagement >- Criterion 4: job creation >- Criterion 5: reduction of inequalities >- Criterion 6 : local development; >- Criterion 7 : significant improvement of the population's living conditions >- Criterion 8 : good sectoral governance Every time an action meets a given criterion, the modality of the concerned variabletakes value1. The reverse corresponds to o. Each criterion is weighted according to the table below: Criteria Criterion 1 Criterion2 Criterion 3 Criterion 4 Criterion 5 Criterion 6 Criterion 7 Criterion 8 Weighting 20% 7% 5% 8% 10% 12% 30% 8% This weighting reflects the political vision and helps mitigate the effect oftransversality of less urgent actions. The criteria are not mutually exclusive. Each action is given a total score (Sa) by adding up the product of modalities of each criterion through the corresponding weighting. This overall score is therefore a weighted average. Thus, the higher the score (Sa),the more the action in question earns in terms of priority. A type of automatic rankingis used to classify the actions according to total scores and in classes :It is specifically about the dynamic clouds method. The number of classes required is three (3). i.e.kthls number.The first stage of the algorithm consists in choosing the kcentresofdeparture. The centres were imposed. A conventional allocation algorithm is then applied. It is reiterated until convergence is reached i.e. (persistence of subsets of observations which are formed each time.) The iteration process determined the three final stable centres of classes. 2 ndprioritization phase selection of action plans Ideally, when the economic context is difficult, the actions of the top priority class should be maintained and implemented. They represent the nucleus of the fundamental action plan that should necessarily be prioritized within the framework of a pessimistic scenario. The combinations ofpriority1 actions withthoseof priority2 form the coreof intermediary actionplans. The global action plan corresponds to the integration of all scheduled actions, moving theoretically from top priority actions to low priority actions. The first two stages helped draw up a classification based on a grid for the evaluation of actions It was mentioned that their results form the nucleus of action plans. The latter are to be materialized by projects, programmes or measures. The third stage should integrate the indications of the macroeconomic framework fixing the budget that should comply with the consolidated scenarios. After a series of sectoral consultations, consensus was reached on the different scenarios of the framework with the sectoral entities, notably the technical services, by organizing projects and programmes according to the desired rank 3r d prioritization phase: application of action plans and reasoned selection ofscenarios An improved planning logic would require the constitution of scenarios on the basis of action plans set forth in the second prioritization phase. Then, through an iterative process, the macroeconomic framework would examine the balance between the budget earmarked by the second phase, on the one hand, and the growth objectives and the respect of commitments, on the other. On the basis of this principle, the approach proclaimed by the current budget programming establishes the three scenarios namely trend, pessimistic and optimistic scenarios. Strategic Nationale de Developpement Economique et Social Page H Annex 5: Matrix of measures, 2013-2017. NB: Top priority actions are in bold characters. Average priority actions are in normal characters. Minor priorityactions are in italics. The strategic objectives begin with verbs in the infinitive. They contain the lines of action or measures. The sub­ sectors or fields are underlined in yellow. Code AREA1: Growth, productivity and wealth creation 55-1 Agriculture 05-1 Improve the steering system of the agricultural sub-sector LM Adoption ofa new land reform taking into account the rural registry and the equitable access ofactors tn land nwnershin LA~2 Preparation and implementation of an agricultural statistics master planffschemadirecteurdesstatistiques agricoles LA~3 Establishment of a harmonized gender-sensitive monitoring-evaluation system LA4 Strengthening the intervention capacities of su pportstructures LA~5 Strengthening dialogue between the State, professional organizations and other actors (NGO, Local Governments, etc.) 05-2 Increase production and improve agricultural productivity LA~6 Improve risk and disaster management to reduce the vulnerability of agricultural activities LA~7 Support to the marketing of agricultural and market gardening products LA~8 Support and development of agricultural research LA~9 Developmentofproduction support infrastructure (roads, feeder roads, stores, t'1t'rtrific~tinn. t'tc 1 LA-l0 Sustainable land management LA-l1 Modernization of equipmentused by farmers LA-12 Promotion of emergence poles and Common Agricultural Areas (DAP) -- -- LA-13 Layout and development of agricultural fields LA-14 Improving producers' access to agricultural credit adapted to their needs LA-15 Improving~quitable access to seeds and other inputs of quality at profitable price LA-16 Strengthening the capacities of male and female producers (support-advice in certification, information, training,agricultural advice LA-17 Restoring deteriorated land LA-iS Organizing~gricultural sub-sectors 55-2 Handicrafts 05-3 Modernize handicrafts and make its products competitive LA-19 Facilitating access to financingof handicraft projects LA-20 Promoting and encouraging the creation ofspecialized and subsidized art galleries for exhibitions and exports LA-21 Control and consolidation of distribution circuits LA-22 Strengthening the productive base and input and handicrafts equipment supply system LA-23 Strengthening the capaci0'3 f craftsmen includi~g their pr~fessionalization LA-24 Strengthening State and non-State mechanisms and instruments for the steering of the handicraft develovment ooticv LA-25 Repositioning handicrafts on high-value-added production niches with the development of a j hrand'l stratecv 55-3 Trade 05-4 Strengthening the institutional framework and implementation of sectoral policies LA-26 Establishing a sectoral steering mechanism Strategic Nationale de Developpement Economique et Social Page I Code AREA1: Growth, productivity and wealth creation LA-27 Professionalization of marketing actors and businesses 05-5 Strengthen the capacities to supply goods and services LA-28 Restructure the distribution channels LA-29 Construction of modern marketing infrastructure geographically well distributed LA-3D Import control LA-31 Promoting access to local and international markets LA-32 Promoting exports and e-commerce SS4 Communication, telecommunication infrastructure and services 05-6 Democratize the access and use ofICT LA-33 Training and sensitizing the population about the opportunities offered by the sector; 05-7 Develop the digital economy LA-34 Support to the emergence ofthe ICTindustry LA-35 Creation oftechnological poles and consolidation of ICTbusiness incubators LA-36 Preparation and implementation ofa national strategy for the development ofthedigital economy LA-37 Extension towards agloballicence for all providers LA-38 Implementationof incentiveswithin theframework of the law on the information society 05-8 Promoting good audiovisual governance LA-39 Adoption of a new Press Code, and appropriate legislative and regulatory texts and instruments LA40 Support capacity building among journalists and other Communication actors LA41 Upgrade the national radio broadcasting system to meet international standards LA42 Promotion ofeducation, cultural, economic, and medical content in audiovisual production 05-9 Promote good digital governance LA43 Improving the functioning of the administration with on-line services LAM Preparation ofa National Geomatics Plan (PNG) LA4S Extension and consolidation ofregulatory and observation missions . -- 05-10 Reduce the digital divide LA46 Creation and consolidation ofspacesjiJraccesstD information andknowledge LA47 Development of the universal telecommunications service LA48 Setting ~p ICT access facilities LA49 Completing the passage from analogue to digital audiovisual-- -- ---- . --- LA-50 Promoting very high-speed Internet connection 55-5 International cooperation, regional integration and Senegalese Abroad (SE) 05-11 Foster re~ional integration LA-51 Development and intensification ofintra-communio/ trade LA-52 Encourage specialization based on the comparative advantages of States for a coherent integration.- . . -- LA-53 Pursuing the implementation of regional economic programmes LA-54 Rehabilitation and development of the infrastructure network LA-55 Removing obstacles to the free movement of persons, goods and services 05-12 Develop~ proactiveeconomic diplomacy LA-56 Reform and rationalizethe diplomatic map includin~ the improvement of the quality of services 05-13 Develo~proactive sub-regional diplomacf LA-57 Participatory and all-inclusive preparation and implementation ofdevelopment policies LA-58 Set up community monitoring system National Economic and SocialDevelopment Strategy PageJ Code AREA1: Growth, productivity and wealth creation LA-59 Joint negotiations atWfO formore equitabletrade rules LA-50 Strengthening consultations on migration issues between neighbouring countries, in particular Mali, and Em-one 05-14 Involve Senegalese Abroad in national development efforts LA-51 Improving the management ofmigration statistics on Senegalese Abroad LA-52 Promoting the transfer of knowledge and know-how of Senegalese Abroad LA-53 Prop~gating productive investment opportunities among Senegalese Abroad 55-5 Culture 05-15 Increase the volume and quality of culturalproduction LA-54 Reactivate cultural activities atthe grassroots, notably among Sports and Cultural Associations (ASC) LA-55 Improvi~g access to credit for proponents of cultural projects LA-55 Support the organization ofma~or cultural events LA-57 Construction and rehabilitation of developmental cultural facilities LA-58 Creating conditionsfavourable to a creativeeconomy LA-59 Promoting thefllm.audiovisual and pr int ing industry LA-70 Promote intellectual propert.y and artistic rights and !!ght against pira 9' LA-71 Reactivating cultural poles at locallevel(cultural decentralization) LA-72 Strengthen the involvement of private parties in cultural promotion LA-73 Enhancement ofthe cultural diversity ofour country 05-15 Strengthen the steering of the cultural sub-sector LA-74 Decentralization of cultural services LA-75 Organization and regular uppradinp ofcultural statistics LA-75 Professionalization ofcultural actors LA-77 Reform ofthe Senegalese CopJ:!!pht Office 05-17 Develop the cultural potential and natural assets LA-78 Creation of a solidarity fund for retired artists 55-7 Livestock.production 05-18 Step up the production, productivi1f and competitiveness of livestock production LA-79 Improving livestock production LA-80 Improve agriculture-livestock production integration and promote forage crops and pasture land LA-81 Improving the marketing conditions of livestock by-products LA-82 Improving and preserve animal health LA-83 Developing pastoral boreholes, retention basins and ponds LA-84 Intensifying and developing poultry production LA-85 Fight against livestock theft to secure the livestock LA-85 Seting up a pastoral insurance system LA-87 Preservation and management ofagro-pastoral ressources LA-88 Promotion of modem animal production units LA-89 Improving the access of livestock producers to suitable credit LA-90 Strengthening pastoral infrastructure and equipment LA-91 Strengthening the genetic potential of local breeds 05-19 Improve sectoral steering of livestock production LA-92 Improving the legislative and regulatoryframework National Economic and Social Development Strategy Page K Code AREA1: Growth, productivity and wealth creation LA-93 Improving the monitoring-evaluation system ofthe livestock production sub-sector LA-94 Support to professional organizations LA-95 Strengthening the intervention capacities of competent technical services 55-8 Employment 05-20 Improve the monitoring and management of the labour market LA-96 Setting up the national employment and professional qualifications observatory and operationalize the trades and occupations directory LA-97 Setting~p an em~yment information system LA-98 Setting up a national Setting up a national system to evaluate technical and vocational training and validate p!..ofessional experience LA-99 Organizing and upgrading the informal sector LA-100 Regulating the labour market and rationalizing project fundin~ structures 05-21 Promote massive job creation LA-10l Supporting the creation ofjobsfor youths in growth sectors LA-102 Supportingthe reintegration of workers who lose their jobs LA-103 Supporting the integration and reintegration ofmilitary and paramilitary personnel released from active service LA-104 Supporting integration/reintegration initiatives ofSenegalese emigrants LA-105 Supporting and facilitating access to funding~young P.:9ject p-E?ponents LA-106 Facilitating the integrationofyouths in the employmentmarket and reactivate the national State-Employer convention LA-107 Implementing incentive measures to encourage investments and job creation in the private sector LA-108 PromotinfJ the employment ofvulnerablegroups particularly in the Public Service LA-109 Promoting self-emp~ymentamongyouthsbrcapitalizing on their skills LA-110 Promoting labour-intensive public investments (HIMO) 55-9 Agricultural water 05-22 Harness surface and underground water for primary sector activities LA-ll1 Construction of developmental hydro-agricultural infrastructure (dams, retention basisn, hill reservoirs~ feeders and emissaries) LA-112 Water control and improving~ydro-agriculturalfacilities LA-l13 Protecting fresh surface and underground water from marine salt and pollution LA-114 Transferring excess water to dry areas LA-115 Using excess flows from rural boreholes for small irrigation 55-10 Industry and agro-food processing 05-23 Improve the competitiveness of food processing industry LA-116 Supportinl!.!!gro-industrial and afJr%od research LA-l17 Supporting the development of units and industries active in the processing of productions of the orimarv sector LA-118 Promoting agro- business in the processingoflocal products10create asub- regional champion LA-119 Strengthening the technial and managerial capacities ofagri-food processing professionals 05-24 Boost endogenous industrial development LA-120 Improving the industrial policy monitoring-evaluation system LA-l21 Supporting the creation ofSMI for the fabrication of equipment and tools LA-l22 Establishing.multi-purpose community production workshops in the rural and periurban areas LA-123 Spatial polarization ofindustrial development Strategic Nationale de Developpement Economique et Social PageL Code AREA1: Growth, productivity and wealth creation 05-25 Strengthen the competitiveness of industries LA-124 Improving service offer to investors LA-125 Supporting the upgrading of industries LA-126 Supporting SMI's access to financing LA-l27 Setting up a technological watch system LA-128 Strengthening standardisation and the culture ofperformance LA-129 Strengthening SMI capacities on industrial property 55-11 Financial Infrastructure and Services 05-26 Improve microfinance environment LA-130 Improving the information and management systems ofDecentralized Financial Systems (DFS) LA-131 Setting up a Risk Divisionfor DFS LA-132 Promoting appropriate guarantee systemsfor DFS LA-133 Strengthening the financial structure ofDFS LA-134 Strengthening the regional legal and regulatory microfinance framework 05-27 Diversify and adapt the offer of financial products and services LA-135 Improving access ofDFS to non-financialservices and technicalsupport LA-136 Development of new payment methods (Money transfer,e-payment) LA-137 Facilitating the access of youths and women to credit LA-138 Promoting the savings culture LA-139 Promoting Islamic finance LA-140 Strengthening the presence of microfinance institutions in the rural ares 55-12 Transport Infrastructure and Services 05-28 Developing and modernizing transport services LA-141 Stepping up risk prevention linked to all forms of pollution LA-142 Improving and ensuring the security of inland waterways LA-143 Developing a modern public transport system in majorcities LA-l44 Facilitating transportation in the corridors LA-145 Strengthening the competitiveness of Dakar Port- . -- LA-146 Renewing and consolidating public transportvehicle parks 05-29 Developing road, rail, airport and port infrastructure LA-147 Improving the security and safety ofair transport and monitoringh the activities ofSA-- --- . - ---- LA-148 Construction of airports LA-149 Construction and rehabilitation of rail infrastructure LA-150 Construction and rehabilitation of roads andstructures LA-151 Construction, rehabilitation and maintenance offeeder roads in production zones LA-152 Modernizing bus stations LA-153 Modernizing airport infrastructure LA-154 ConductinfJ technical studies for all transport i~frastructureprojects(programmes LA-155 Reactivating river and sea transport LA-156 Strengthenin,g. port platform infrastructure 05-30 Promote good ~overnance in the transport sector LA-157 Preparation ofa Ports Code LA-158 Reinforcing road security Strategic Nationale de Developpement Economique et Social PageM Code AREAl: Growth, productivity and wealth creation LA-159 Strengthening des capacites des acteurs et du pilotage du sub-sector 1 55-13 Energy Infrastructure and services 05-31 Improving the management framework of the energy sub-sector LA-160 Improving the regulation LA-161 Pursuing the institutional reform ofSENELEC LA-162 Strengthening the energy information system(SIE) 05-32 Facilitateaccess to energy services LA-163 Accelerating rural electrification LA-164 Increasing renewable energy offer LA-165 Improving access to hydrocarbons and domestic energy LA-166 Increasing electricityproduction capacities LA-167 integrating photovoltaic solar energy in structures and public buildings LA-168 Intensifying the promotion and exploration ofthe sedimentary basin LA-169 Promoting sub-regional and regional cooperation in energy through interconnection LA-170 PromotinfPublic-Private Partnership in energy LA-lll Rehabilitation and modernization oftransportanddistribution infrastructure LA-l72 Securing storage capacities and conditions 05-33 Promote energy control and saving LA-l73 Promoting the use of energy-saving household appliances LA-l74 Promoting energy saving and substitution eq1.!.ipment 55-14 Mines and quarries 05-34 Increase productiona n d improve the productivityo f mines and quarries LA-175 Strengthening ofinfrastructure supporting geological and mining activities LA-176 Simplifying mining rights and permit processing procedures LA-l77 Supportingquarry operators LA-178 Reinforcing national private sector involvement in the exploitation 0 fmines and quarries 05-35 Promote the participatory and all-inclusive management extractive activities LA-179 Improving transparency in the management ofcontracts-- ---- -- . LA-180 Increasing the spin-offs ofextractive activitiesfor the local communities and surroundinq populations LA-181 Creation of clusters, in regions with a strong mining orientation, to polarize miningactivities LA-182 Supervising the local populations involved inmining activities LA-183 Promoting mining exploration LA-184 Reducing the effects of mining and quarryexploitation on the environment and health of the localoooulations 05-36 Step~p the competitiveness of the Senegalese mining sector LA-185 Strengthening actors of the mining sub-sector 55-15 Fisheries and aquaculture 05-37 Improve the production et la productivity of fisheries and aquaculture LA-186 Facilitating access to credit for actors LA-187 Facilitatingthe creation offish feed production units LA-188 Establishing basic infrastructure for the development of continental fisheries and aqua culture LA-189 Promoting sustainable fisheries for consumption and commercial p~poses LA-190 Promoting!! pplied research in fisheries and aqua culture NationalStrategy forEconomic and Social Development PageN Code AREA1: Growth, productivity and wealth creation LA-l91 Reduction of post-catch losses in small-scale fishing LA-192 Strengthening the technicaland organizationalcapadtiesoflocal professionals and institutions 05-38 Sustainably manage the fishery resource LA-193 Keeping the catching capacity under control LA-194 Implementing the fisheries development plans LA-l95 Promoting joint management in the small-scale fishery sector LA-l96 Promoting a policy for the restoration and restocking ofdegraded ecosystems LA-197 Regulating access to fisheries resources (biological recovery, renegotiating fisheries agreements, regulating fishing methods) 05-39 Boost the fisheries and fish farming production LA-198 Improving the conditions of market access and competitiveness of the industrial processing sub- sector LA-199 Creating incubation platforms for the processing of fishery products LA-200 installation of biotechnological laboratories in the fish farming zones LA-201 Stepping up the technical levelof non-industrial processing LA-202 Restructuring the fishery products processing industry 55-17 Research, Development and Innovation 05-41 Promote Research &Development LA-204 Progressive increase in the Research & Development budget LA-205 Strengthening south-south and north-north scientific cooperation in R&D 05-42 Make full use of research results LA-206 Establishing a national scientific and technical information system LA-207 Transferring knowledge and strengthening public-private partnership in R&D LA-208 transferring technology to the rural areas including the development 0 fop era t ion a I uni ts 55-18 Private sector 05-43 Improve the business environment LA-209 Implementing decisions ofthe Presidential Investors' Council LA-210 Promoting the creation and development of businesses by women LA-211 Promoting youth entrepreneurship LA-212 Strengthening the share of national private capital in the economy 05-44 Consolidate the technical support and steering mechanism LA-213 Improving Public-Private Dialogue (DPP) LA-214 Supporting the creation of service providing companies in each integrated economic pole LA-215 Supporting the creation of modern companies for the development of wood and metal LA-216 Consolidation oJthe information system on investments notably onJemale entrepreneurship LA-217 Creation of a« Small Businesses and SME-SMI Pact »integrating and strengthening business support mechanisms LA-218 Reactivation of industrial parks LA-219 Setting up an observatory ofSME - - LA-220 Promoting the quality process in businesses through stardardization and certification LA-221 Promoting business incubators in all departements LA-222 Rationalizing the private sector support mechanism LA-223 Revising the investors' code LA-224 Monitoring the "Business demog'.!!p hy" Strategyfor Economic and SocialDevelopment Page0 Code AXES 1: Growth, productivity and wealth creation 05-45 Facilitate access to financial and non-financial services LA-225 Creating the Priority Investments Guarantee Fund (FONGIP) LA-226 Creating a Sovereign Stratregic Investment Fund (FONSIS) LA-227 Supporting businesses in difficulty LA-228 Finalising the consultations on credit LA-229 Strengthening the capacities ofprivate sector actors LA-230 Increasing funds dedicated to women entrepreneurs 55-19 Food security 05-46 Strengthen the food crisis prevention and management system LA-231 Support to the reinforcement of food security LA-232 Strengthening theEratywaming System(SAP) LA-233 Strengthening the agricultural market information system including the use of the Improved Harmonized Framework 05-87 Improve access to a healthy and nutritious food LA-453 Promoting food diversity LA-454 Strengthening the resilience of vulnerable segments 55-20 Sports 05-47 Promote sports and related activities LA-234 Construction of modern sports complexes, sports facilities and rehabilitation of regional stadiums LA-235 Developing sports in schools and fostering the sports culture LA-236 Promoting sports companies and related activities ----- LA-237 Improving sports management mechanisms 55-21 Tourism 05-48 Promote an enhanced structuring and improve the tourism product quality LA-238 Stepp!!!g up knowledg!!....ofand control over the national tourist potential or wealth LA-239 Improving the conditions of reception and security of tourists at Dakar Airport and in tourist sites LA-240 Development of the Pointe Sarene, Mbcdiene, [cal Finio, Grande C6te,Saloum Islands sites LA-241 Creating conditions conducive toprivate investment ljudicial,fiscal,financial facilities and tourism regulation) LA-242 Construction of developmental infrastructure and leisure facilities in tourist sites LA-243 Diversification ofthe quaiitytourist product using regional potentials and the multisectoral initiatives FOl':.snst<lin<lhlf' commnnitv develnnment LA-244 Preparation and implementation of instruments for the orientation, monitoring and evaluation of the policy touristique LA-245 Ensuring that tourist accomodationfacilitiescomply with the required standards LA-246 Promoting a communication and marketing system LA-247 Regulating the tourist offer LA-248 Redesignating the Saly, Saint-Louis and Cap-Skiring holiday resorts L Code AREA2: Human capital, social protection and sustainable development J 55-22 Safe drinking water and sanitation(EPA) 05-49 Improve the populations' access to safe drinking water in urbain and rural areas LA-249 Improving the water quality in the Central regions IDdSEISationa trateev or conorntc an ocia eve oume Code AREA2: Human capital, social protection and sustainable development LA-250 Construction and rehabilitation of boreholes and storage and water supply structures in the rural and periurban areas by making use ofmilitary engineering LA-251 Generalizing access (inparticular, subsidized connections and improving safe drinking water supply in the urban areas OS-50 Develop sanitation in the urban and rural areas LA-252 Construction and rehabilitation of sewage systems in the urban and periurban areas LA-253 Construction and rehabilitation of sewage systems in urban and periurban areas LA-254 Construction and strengthening ofwaste water treatment and depollution system in major cities LA-255 Extension of rainwater drainag:...system in urbancentres LA-256 Implementing the reform of the water and sanitation sub-sector LA-257 Constructing collective excreta disposal facilities in the rural areas OS-51 Promoting good governance in the safe drinking water and sanitation sub-sector LA-258 Promoting ecocitizenship at community level LA-259 Rationalizing water consumption LA-260 Conducting identification studies for the implementation ofthe PEP2025 -- --- LA-261 Strengthening the logistksand human meansofthe health squad --- --- LA-262 Revising the pricing system in the urban areas OS-52 Promote the integrated and sustainable management of water resources LA-263 Improving the participatory and all-inclusive management of water resources and structures LA-264 Evaluation of the water potential in the Maestrichtien geological layer LA-265 Protection and conservation of strategic water reserves, in particular,'lac de Guiers' 55-23 Education and training OS-53 Improve the quality of teaching and apprenticeship LA-266 Improving the training environment LA-267 Construction/eq~pment and rehabilitation ofcolleges, high schools, institutes and universities LA-268 Reformingthe teachers' initial and continuing training system and curricula OS-54 Develop efficient, effective and all-inclusivegovernance of the educationsystem LA-269 Improving public expenditure efficiency LA-270 Supporting private education structures LA-271 Construction and equipment of school and departmental Inspectorates in the new regions LA-272 Creation d'un systerne d'information pour Ie pilotage du sector LA-273 Decentralisation et deconcentration de la gestion des programmes educatifs LA-274 Evaluation permanente de la qualite des enseignements ataus les niveaux LA-275 Setting up an all-inclusive framework for dialogue to ensure better participation of actors (public, private) of the education system in educational policies and p!S!grammes LA-276 Management of those excluded from the education system LA-277 Strengthening the capacities of the administrative staff OS-55 Eradicating illiteracy and promoting national languages LA-278 Codification ofnational languages and promotion of terminological research LA-279 Construction and equipment of Non-Formal Education (ENF) structures LA-280 Diversification of Non-Formal Education(ENF) offer LA-281 Promoting national languages in basic education and literacy programmes OS-56 Integrate apprenticeship in the vocational and technical training system LA-282 Training trainers and trainees N National Strategy for Economic and Social Development Page Q Code AREA 2: Human ca}!ital, social}!rotection and sustainable develop:ment LA-283 Training through apprenticeship in Daaras LA-284 Strengthening the vocational training ofwomen OS-57 Establish a lO-year basic education cycle LA-285 Improving the teaching environment in the CDIPEtraining LA-286 Improving the environment in schools and Daraas LA-287 Supporting alternative DIPE structures (community centres,franco-arabedaaras...) LA-288 Rigorous targeting of education offer LA-289 Consolidating the basics in the fundamental subjects (Reading.Mathematics, Science, CivicEducation) LA-290 Construction, rehabilitation and equipment of DIPE structures with a suitable environment for persons with motor disability, notably the promotion ofmiltaryengineeringinterventions LA-291 Supplying the required textbooks to students LA-292 Training of primary school teachers LA-293 Maintaining girls and boys beyond the basic cycle LA-294 Reforming the existing flow chart OS-58 Promote vocational training oriented towards the job market LA-295 Adaptating the vocational training offer to the demand for emplyment in partnership with the nrfvate sector LA-296 Construction, rehabilitation and equipment of high schools and vocational and technical trainine centres LA-297 Setting up aprofessional university in each development pole LA-298 Developing and decentralizing vocational and continuing training LA-299 Diversification of training courses LA-300 Orientation, registration and maintenance of children, notably girls, in science courses LA-301 Promoting girls' access to industrial and technological fllieres industrielles et technologiques LA-302 Regulating the number of applications 55-24 Environment OS-59 Mitigating the effects of climate change on the ecosystems LA-303 Development of community forests and rational management offorest resources LA-304 Biodiversity conservation and management of humid areas / /zones humides LA-305 Formulating national policiesresilient to climate change LA-306 Ecological management of chemical products and waste LA-307 Coastal erosion control LA-308 Fight against bush fire, deforestation and degradation of land,notably the installation of fire breaks by the military engineering elements LA-309 Promoting the preservation and management of natural resources by local communities LA-310 Systematizing prior environmental evaluation 05-60 Promote green economy LA-311 Promoting green economy and creating green jobs 05-61 Make the rural ecosystem less vulnerable to the effects of climate change LA-312 Developing agro-sylvo-pastoral activities and promoting private investments LA-313 Fight against air and water pollution 05-62 Strengthen capacitiesto manage the Environment andNaturalResources LA-314 Productionand dissemination ofinformation onthestate of the environment andnatura/resources LA-315 Promoting environmental education National Strategy for Economic and Social Development Page R Code AREA2: Human ca}!ital, social}!rotection and sustainable develop:ment LA-316 Strengthening the capacities of environmental actors 55-26 Habitat and living Environment 05-64 Improve the quality of the living environment in the urbain and rural areas LA-319 Improving the management of solid and liquid waste LA-320 Developing leisure facilities and sites LA-321 Laying out lakes LA-322 Participation of military engineering elements in works ofpublic interest 05-65 Ensure better planning and management ofspace in cities and other towns LA-323 Creation systematic layout of green spaces/parks and farmingareas inurban areas LA-324 Promoting social housing and concerted development LA-325 Updating and generalizing SRAT, SDAU,PDU, POS LA-326 Gradual reduction of shanty towns and fight against illegal occupation and congestion LA-327 Systematizing building permits and stepping upsecurity in application of the BuildingCode 05-66 Flood control LA-328 Evacuation of rainwater LA-329 Involving the military engineering in flood mangement LA-330 Ban on land plotting in non-habitable areas LA-331 Flood prevention and resettling persons living inlow and non aedificandi zones 05-67 Promote good governance and monitoring evaluation tools of the sectoral policy LA-332 Strengthening thecapacities of technical services and otheractors --- --- ---- LA-333 Strengthening the system set up to minitor, assistand advice the local authorities in the exercise of transferred competence 55-27 Population and sustainable humandevelopment 05-68 Reinforce the implementation and monitoring of population policies LA-334 Supporting organs coordinating and monitoring theimplementation olthenationa lpopulation policy LA-335 Develop~ g IEC/advocac~strategies for voluntary birth control LA-336 Develop.!:!!g technical tools (methodolo(Jical models andguides) LA-337 Modernizing registration and the use of birth registry data 55-16 Social protection 05-69 Improve the socio-economic conditions of vulnerablegroups LA-338 Improving access of the disabled to wheel chairs LA-339 Support to the elderly LA-340 Consolidation and extension of social transfer mechanisms LA-341 Facilitating the access of vulnerable groups to resources and production factors LA-342 Caring for invalids and disabled soldiers LA-343 Caring for war orphans LA-344 Strengthening the system for the social reintegration of vulnerable groups 05-70 Extend the social protection to the informal sector and vulnerable groups LA-345 Improving targeting mechanisms and setting up an information and monitoring- Evaluation ~ystem LA-346 Creating a 'Caisse Autonome de Social protection Universelle (CAPSU) LA-347 Extendingfree health care to vulnerable groups (plan sesame, caesarean section, hemodialysis, etc.) LA-348 Enforcing the social orientation law for the protection of the disabled National Strategy for Economic and Social Development Code AREA2: Human ca}!ital, social}!rotec1ion and sustainable develop:ment LA-349 Instituting social protection schemes adapted to each profession ( cultural actors, craftsmen, Farmers, livestock producers, etc.] LA-350 Setting up a health solidarity fund LA-351 Instituting a basic universal health cover through the health mutual 05-40 Strengthen the social security of Workers and Pensioners LA-352 Improving social security benefits LA-353 Fighta aganst social evasion LA-203 Readjusting the income level of some categories of workers LA-354 Reform of the institutional and judicial framework ofsocial security LA-355 Popularization of the Social DialogueCharter 55-28 Risks and Disasters 05-71 Improve natural disaster management LA-356 Preparation and implementation ofspecific intervention Plans LA-357 Instituting a emergency intervention fund LA-358 Setting up a mechanism for assistance and compensation of disastervictims LA-359 Setting up a multisectoriel crisis management body LA-360 Strengthening the capacityof civilprotectionactors 05-72 Prevent and reduce major disaster risks LA-361 Stepping up security for the transport of hazardous materials LA-362 Construction and equipment in infrastructure for Civil Protection actors LA-363 Displacement of populations installed in high-risk areas LA-364 Development of contingency plans at national and regional level LA-365 Curbing major industrial accidents LA-366 Setting up an early warning system for natural diasters LA-367 Operationalizing the multisectoral platform for disaster risk reduction LA-368 Promoting the culture of disaster risk prevention and management 55-29 Health andNutrition 05-73 Improve health governance LA-369 Improving the efficiency and efficacy of public expenditure on health LA-370 Improving the health policies monitoring-evaluation system LA-371 Improving the health policies monitoring-evaluation system LA-372 Strengthening the medicalsurveillance system 05-74 Improve mother and child health LA-373 Improving the child's vaccina coverage LA-374 Improving rural women's access to health care LA-375 Providing health care to the newly born infant LA-376 Providing free pre and post-natal consultations LA-377 Promoting family planning -- - --- LA-378 Promoting delivery in approved health facilities in particular assistance during delivery by oualified attendants 05-75 Improve performance in the prevention and fight against disease LA-379 Improving the accessibility of drugs (ARV)to Persons Living with HIV(PLWHIV) LA-380 Preventing the transmission of HIVand other transmissible diseases LA-381 Prevention and management of chronic diseases Nttonal Strategy for Economic and Social Development PageT Code AREA2: Human ca}!ital, social}!rotec1ion and sustainable develop:ment LA-382 Strengthening the capacitiesof the staffto diagnose and properly monitor cases of tuberculosis 05-76 Improve the nutritional state of mother and child LA-383 Increasing the coverage of children benefiting from nutrition services LA-384 Promoting the diversity of the diet LA-385 Promoting the nutrition of vulnerable groups(children underOS years old and pregnant women ) 05-77 Improve the health offer and service quality LA-386 Adoption of a national plan for the supply of basic drugs LA-387 Improvingthe quality of health services LA-388 Supporting the development of the pharmaceutical industry LA-389 Construction and rehabilitation of health infrastructure LA-390 Developing the community approch in the promotion of health LA-391 Promoting generic drugs LA-392 Recruiting qualified health personnel distributed equitably throughout the country Upgrading the technical wherewithals of hospitals, healthcentres and health posts, including LA-393 equipment in cold chains for the Extended Immunization Programme(PEV) and generators LA-394 Strengthening the involvement of the local authorities in health funding LA-395 Strengthening gamison medical centres LA-396 Strengtheninggamison medical centres LA-397 Strengthening means of evacuation LA-398 Strengthening the geriatrics service I Code AREA3: Governance, institutions, p'eace and security. I 55-30 Public Administration and State Reform 05-78 Improve public service quality LA-399 Improving users' access to public service LA-400 Modernizing human resource management LA-401 Promoting a recruitment system based on merit LA-402 Rationalizing recruitments in the public administration LA-403 Rationalizing and reinforcing the decentralization of State structures LA-404 Strengthening capadtiesto[ormutateimptement; evaluate and control public policies 55-31 Land-Use Development, Local Development and Territorialization 05-79 Promoting the viability of territories and development poles LA-405 Updating and implementing the general land-use plan (PGAT) LA-406 Development ofintegretd economic poles LA-407 Reconfiguration ofthe territorial division plan in a participatory and consensual manner LA-408 Territorialization ofpublic policies LA-409 Developing the potentials of eco-geographicentities 05-80 Strengthen thecapacities of local governments LA-410 Improving the financial, economicand fiscal framework of local authorities LA-411 Full communalization inteprate LA-412 Evaluation of the decentralization policy LA-413 Promoting decentralized cooperation, notably exchanges between local authorities of theNorth National Strategy for Economic "nd Social Development Code AXE 3: Gouvernance, institutions, p:eace and securi!y And the South- LA-414 Promoting gender -sensitive budgets at the level of local community LA-415 Strengthening transparency and efficiency in the management of local matters LA-416 Strengthening the capacities of local authorities LA-417 Substantial transfer of financial resources to local governments 55-25 Gender andEquity 05-63 Empower and promote women LA-418 Strengthening of the capacities of institutions and local governments to mainstream gender in ~ " j.,. l; .~o.li..<"'; ~ LA-317 Strengthening the legal arrangements for theprotection of women and young girls LA-419 Strengthening women's leadership and entrepreneurial capacities LA-318 Strengthening partnership with internationalassociations andbodies 55-32 Strategic, economic and financial governance 05-81 Improve the management of public finance LA-420 Improving public expenditure control LA-421 Controlling and« rearranging» the public debt LA-422 Modernizing and rationalizing the national tax system LA-423 Poursuing the transposition andimplementation ofUEMOA directiveson publicfinance LA-424 Rationalizing the operating expenditure of the administration LA-425 Strengthening the capacities ofparliamentarians in the control ofGovernment action LA-426 Strengthening citizen control in the management of public affairs LA-427 Strengthening the monitoring ofexternalaid management LA-428 Compliance with public spending implementation procedures Respect 05-82 Improve economic governance LA-429 Improving the quality ofstatistics production LA-430 Fight against money laundering, corruption and non-transparency LA-431 Strengthening publicpoticyptanninqmonitorinp and evaluation capacities 05-83 Fight against corruption and non-transparency LA-432 Preparation andimplementation ofa natonalstrategy on the prevention ofcorruption LA-433 Harmonizing the internal legislation with the United Nations Convention against corruption LA-434 Strengthening controlorgans,partirularly OFNACand the Audit Court 55-33 Justice, Human Rights and Rule of Law 05-84 Improve access to and the quality and efficiency of thejustice system LA-435 Improving the minors management conditions LA-436 Improving the conditions of stay in the prisons LA-437 Reducing the duration of remanded custody LA-438 Improving accessibility to community-based courts LA-439 Strengthening the institutional and human capacities of juridictions and central and decentralized service. LM40 Strengthening penalties for violationof the rights ofwomen, children and minorities 55-34 Peace and security 05-85 Build lasting peace and social cohesion LM41 Fight against gender-based violence LM42 Organizing a national consultation on Casamance National Strategy for Economic and Social Development Page V Code AREA3: Governance, institutions, I!eace and securi:tJ LAM3 Integrating thespecificities of the south in the public policies LA Promoting the culture of peace, concord and national solidarity LAMS Strengthening social dialogue 05-86 Increasing the means of the security forces LAM6 Extension of the community-based police LAM7 Extension ofthe national identification system LAMS Fight against the proliferation and movement of small arms LAM9 Strengthening the equipment and means of intervention ofsecurity forces LA-450 Strengthening the means to fightagainst traffickingin drugs, narcotics and cybercrime and terrorism LA-451 Strengthening the means to fightagainst traffickingin drugs, narcotics and cybercrime and terrorism LA-452 Strengthening thestnffand improvingthe continuing training ofthe military and paramilitary ional Strategy for Economic and Social Development PageW SEN 2012 National Strategy fo...lopment (NSESD) 2013-2017 Page 01 SEN 2012 National Strategy fo...lopment (NSESD) 2013-2017 Page 02 SEN 2012 National Strategy fo...lopment (NSESD) 2013-2017 Page 03 SEN 2012 National Strategy fo...lopment (NSESD) 2013-2017 Page 04 SEN 2012 National Strategy fo...lopment (NSESD) 2013-2017 Page 05 SEN 2012 National Strategy fo...lopment (NSESD) 2013-2017 Page 06 SEN 2012 National Strategy fo...lopment (NSESD) 2013-2017 Page 07 SEN 2012 National Strategy fo...lopment (NSESD) 2013-2017 Page 08 SEN 2012 National Strategy fo...lopment (NSESD) 2013-2017 Page 09 SEN 2012 National Strategy fo...lopment (NSESD) 2013-2017 Page 10 SEN 2012 National Strategy fo...lopment (NSESD) 2013-2017 Page 11 SEN 2012 National Strategy fo...lopment (NSESD) 2013-2017 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