An Without a vision and in the

An important reason for Pakistan’s inability to achieve sustained andrapid economic growth is the lack of a national vision charting the shared andaspirational destination. The Vision 2010 was an effort to restore thetradition of perspective planning in Pakistan, but unfortunately the thendemocratic dispensation was overthrown in October 1999, and thus the processwas discarded. There was another aborted attempt in the 2000s in the form ofthe Vision 2030. Without a vision and in the absence of medium-term planning,the economy has been on a downhill path since 2006.

Serious internal andexternal problems made their own contribution, but their impact would have beenfar less if a systematic framework had been in place. The issues of energy,water, human capital, institutional decay, and security of life and propertycannot be resolved through short-term measures.  .

The Vision 2025 isintended to end this error. The Vision aims to serve as an aspirational document visualising thedestination of balanced human, social, and economic progress throughoutPakistan. It emphasises revival of growth, strengthening of the country’sdevelopment foundation and enabling it to reach the status of an upper middleincome country. It is not a static vision. In a dynamic setting, the periodbeyond 2025 will continue the momentum and mount a big push towards attainingthe status of a developed economy by 2047, the first centenary of Pakistan.The Vision dividesits challenges and goals into a set of seven pillars, identified as the keydrivers of growth, which will transform Pakistan into a vibrant and prosperousnation by 2025. These seven pillars are based on the imperatives of embracing change andtransformation, and to create new opportunities based on our innate strengths. PILLARS OF VISION 2025:  Following are theseven (7) pillars of Vision 2025: Ø Pillar-I: Puttingpeople first: Developing human and social capital:- The first priority isto provide every citizen the ability to improve his/her choices and quality oflife.

This requires:         i.           Capitalizing upon andstrengthening existing social capital;      ii.           Improving the human skillbase of the population;    iii.           Providing access toopportunities for advancement;    iv.           A rapid scaling-up ofinvestments in education, health and social development;      v.           Generating jobs andprospects for the youth bulge;    vi.           Harnessing the risingpower of a socially aware population, gender equality and women’s development; vii.

           Inclusion ofvulnerable segments, interfaith harmony and religious diversity;viii.           Promotion of art,culture and heritage;    ix.           Raising sportingstandards, and moving towards a knowledge-based, ethical and values drivensociety. The key goals underthis pillar are to:· Achieve universal primary education with 100 per cent net primaryenrolment;·     Increase Higher Education coverage from 7% to 12 %, and increase no. ofPhD’s from 7,000 to 15,000;·     Reduce the incidence/prevalence of Hepatitis, Diarrhoea, Diabetes andHeart Disease by 50%;· Reduce infant mortality rate from 74 to less than 40 (per 1000 births)and reduce maternal mortality rate from 276 to less than 140 (per 1000 births);and · Enhance proportion of population from 48 % to 90 % with an access toimproved sanitation.

 Ø Pillar-II: Achievingsustained, indigenous, and inclusive growth:- Pakistan Vision 2025 seeksto revive and sustain the growth momentum consistent with environmental limitsand equity considerations. The objective is to provide better living standardsto every Pakistani irrespective of caste, creed, or domicile, or religious orpolitical affiliation. The Vision envisages a strategy for developing a unitedand equitable society through a balanced development approach, social upliftand rapid broad based growth. This includes:       i.           Resource mobilizationthrough improved tax collection;    ii.           Export orientation; iii.           Mobilizing thediaspora and attracting private sector investment; iv.

           Radical improvementsin productivity;    v.           Provision ofopportunities to all segments of society; vi.           Formalizing theparallel economy, urban development and smart cities and social protectionframeworks.  The key objectivesare to:· Become one of the largest 25 economies in the world, leading to Upper   Middle Income country status;·       Reduce poverty levelby half;·       Increase tax to GDPratio from 9.

8% to 18%; · Increase FDI from USD 600 million to over USD 15 billion. Ø Pillar-III:Democratic governance, institutional reform and modernisation of the publicsector:- The third pillar aimsto ensure good governance; strengthen institutions such as parliament,judiciary, police, and the civil service; and deliver the benefits ofdevolution of powers to provincial governments as prescribed in the 18thamendment. The Vision seeks an efficient and transparent government, whichoperates under the rule of law and provides security of life and property toits people. The Vision strives to develop a skilled, motivated andresult-focused civil service, an effective regulatory framework, and aninfrastructure that supports technology and best global practices. The key goal is to: · Place in the top 50th percentile for Political Stability (from bottom 1percentile), No Violence/Terrorism (from bottom 1 percentile), and Control ofCorruption (from bottom 13th percentile) as measured by the World Bank’sWorldwide Governance Indicators.  Ø Pillar-IV: Energy,water and food security:- Sufficient, reliable,clean and cost-effective availability of energy, water and food isindispensable for ensuring sustainable economic growth and development.

These key sectors have sufferedhistorically from severe failings of policy and execution and there is a needto fill the enormous gaps in these areas, while simultaneously making effortsto respond to the looming threat of climate change A renewed national consensusexists to commit new major investment through unprecedented public and privatesector collaboration to bridge very large gaps threatening the well-being andprogress of Pakistan. Two major water and energy related projects —Diamer-Bhasha Dam (4500 MW) and Dasu Hydro Power Project (2160 MW) — havealready been included in the Public Sector Development Programme. The key goals underthis pillar are: · Energy: double powergeneration to 42,000 MW to provide uninterrupted and affordable electricity,and increase electricity access from 67% to over 90% of the population by 2025; · Water: increase storagecapacity to 90 days, improve efficiency of usage in agriculture by 20%, andensure access to clean drinking water for all Pakistanis;· Food: Reduce the food-insecurepopulation from 60% to 30%. Ø Pillar-V: Privatesector and entrepreneurship-led growth:- Vision 2025 aims tomake Pakistan a highly attractive destination for private sector investment,with conditions that allow private investors to successfully participate in itsdevelopment. TheVision seeks to achieve sustained engagement of the private sector, where theresources and skills, available across all sectors, are fully deployed toachieve defined targets. This will require:       i.

           A concerted focus onthe areas that inhibit the private sector, including the energy deficit, lackof security, labour skills, slow and costly judicial procedures (contractenforcement);    ii.           Macroeconomicinstability; and  iii.           Ad hoc regulations.  The key goals are to:· Rank in the top 50 countries on the World Bank’s Ease of Doing BusinessRankings · Increase Diaspora investment (via remittances) in the private sectorfrom US 14 billion to US 40 billion.· Create at least 5 global Pakistani brands (having more than 50% salescoming from consumers outside Pakistan), and make ‘Made in Pakistan’ a symbolof quality   Ø Pillar-VI: Developinga competitive knowledge economy through value-addition:- Nationalcompetitiveness refers to the ability to produce and deliver products andservices effectively and profitably relative to competing countries. Improvingnational competitiveness is critical to ensure we utilize our resources in aproductive manner. The Vision envisages fundamental improvements in competitiveness acrossthe industrial, manufacturing, services and agricultural sectors. The foundations of a knowledge economywill be laid and Industry-Academia linkage strengthened.

Cluster baseddevelopment approach will be used and value chain improvements incentivised.Innovation, technology adoption and value addition will be encouraged. Naturalendowments will be tapped, and productivity enhanced across all factors. The key goals of thispillar are to: · Join the ranks of the top 75 countries as measured by the World EconomicForum’s Global Competitiveness Report;· Triple labour and capital productivity;·     Improve Pakistan’s score on the World Bank Institute’s Knowledge EconomyIndex from 2.2 to four;·     Increase the number of tourist arrivals to 2 million. Ø Pillar-VIIModernising transportation infrastructure and greater regional connectivity:- The Vision aims atestablishing an efficient and integrated transportation system, whichfacilitates the development of a competitive economy. Major related targets arereduction in transportation costs, safety in mobility, effective connectivitybetween rural areas and markets and urban centres, interprovincial high-speedconnectivity, integrated road and rail networks between economic hubs(including air, sea and dry ports), and high-capacity transportation corridorsconnecting major regional partners.

The key goals underthis pillar are to:·       Increase road densityfrom 32 km/100 km2 to 64 km/ 100 km2, and share of rail in transport from 4% to20% ;·       Increase annualexports from US$ 25 billion to US$ 150 billion;·       Share of the PakistanRailways from 4% to 20 %.·       IMPLEMENTATION: §  In order to realize Vision 2025 effectively, well defined coordinationmechanism among federating units including four provinces, and special areas suchas FATA, Gilgit-Baltistan (GB) and Azad Jammu & Kashmir (AJ) isneeded. The federation will be strengthened by promoting inter-provincial andfederal-provincial communication and coordination so that national andprovincial priorities are aligned, and the federal and provincial governmentswork together to reach common goals.§  Key aspects that will enable the successful execution of this strategicundertaking include; sustained executive commitment & support, improvedresource mobilization and macroeconomic capacity, private sector engagement,and radical improvement in productivity, engagement of Government-PrivateSector, Academia and Citizens, creating and network of Vision champions,bridging the Knowing-Doing gap, performance management and evaluationframework, and employing change management tools.