Suchergebnisse

This report, which covers calendar year 2012 and up to June 2013, is the sixth progress report of the Pacifi c Private Sector Development Initiative (PSDI). It marks a watershed for in June 2013, the Asian Development Bank (ADB) and its bilateral partners, the Australian Government and the New Zealand Aid Program, renewed PSDI for a third phase that will run for 6 years (until June 2019) with signifi cantly increased funding that will allow it to further build on the successes of the fi rst two phases and expand its scope into additional focus areas. PSDI is a unique program. During its fi rst 6 years of operation, PSDI has evolved into a performancedriven, technical assistance instrument that is closely integrated into Pacifi c government strategies and programs. Results to date have proved its effectiveness in addressing constraints to private sector development in ADB's 14 Pacifi c developing member countries (DMCs). PSDI owes its success to the fl exibility of its operating model, its continuity, strong technical expertise, ability to work at all levels of government, the emphasis placed on research and analysis, and the coherence of its focus on institutions. It is able to marshal support and resources rapidly when needed, or to reduce involvement when reform enthusiasm wanes.

This report, which covers calendar year 2012 and up to June 2013, is the sixth progress report of the Pacifi c Private Sector Development Initiative (PSDI). It marks a watershed for in June 2013, the Asian Development Bank (ADB) and its bilateral partners, the Australian Government and the New Zealand Aid Program, renewed PSDI for a third phase that will run for 6 years (until June 2019) with signifi cantly increased funding that will allow it to further build on the successes of the fi rst two phases and expand its scope into additional focus areas. PSDI is a unique program. During its fi rst 6 years of operation, PSDI has evolved into a performancedriven, technical assistance instrument that is closely integrated into Pacifi c government strategies and programs. Results to date have proved its effectiveness in addressing constraints to private sector development in ADB's 14 Pacifi c developing member countries (DMCs). PSDI owes its success to the fl exibility of its operating model, its continuity, strong technical expertise, ability to work at all levels of government, the emphasis placed on research and analysis, and the coherence of its focus on institutions. It is able to marshal support and resources rapidly when needed, or to reduce involvement when reform enthusiasm wanes.

This is the first annual report of the Private Sector Development Initiative (PSDI), a regional technical assistance (RETA)_project by the Asian Development Bank (ADB), cofinanced by the Australian Agency for International Development (AusAID), to promote economic growth in the Pacific region.1 PSDI leverages existing ADB country partnership strategies by providing a rapid-response capability for PSD reform as well as necessary resources for core analytical work and advocacy. Specifically, PSDI addresses the binding constraints to private sector development (PSD) in the Pacific region through support of: (i) state-owned enterprise (SOE) reform and public-private partnerships (PPPs); (ii) financial sector reform; and (iii) reform of the legal and regulatory business environment.

This is the first annual report of the Private Sector Development Initiative (PSDI), a regional technical assistance (RETA)_project by the Asian Development Bank (ADB), cofinanced by the Australian Agency for International Development (AusAID), to promote economic growth in the Pacific region.1 PSDI leverages existing ADB country partnership strategies by providing a rapid-response capability for PSD reform as well as necessary resources for core analytical work and advocacy. Specifically, PSDI addresses the binding constraints to private sector development (PSD) in the Pacific region through support of: (i) state-owned enterprise (SOE) reform and public-private partnerships (PPPs); (ii) financial sector reform; and (iii) reform of the legal and regulatory business environment.

National development and a growing economy depend on a skilled work-force. This assumes special importance in India as our country has the privilege of being the youngest nation in the world where 50% of its population is below the age of 30 years. It is estimated that this working age group (15-59 years) is likely to be more than 64% by 2021 and India will have 25% of the world's total work force by 2025. On 15 nth of August 2015, the prime-minister of India, Shri Narendra Modi stated, "Skilling is building a better India'.The unemployment rate in India was 4.9% in early 2014 and this percentage becomes huge when seen in absolute terms. The rate of unemployment among graduates was 18% in 2011-2012(IHD Report, 2014).It was also observed that 60% of graduates were underemployed which means that their work did not need graduate skills.(Aggarwal,2009).There is a huge section of the work force in our country who are unemployable as they do not meet the skill requirements of the employers inspite of having undergone training. Our country has Industrial Training Institutes (ITI's), Polytechniques, Vocational Training Centres ,self –financed courses in the higher education system yet there is a shortage of skilled workers in the country.The Centre and the State have made extensive efforts in this direction in urban and rural India and which is continuing on an on-going basis .It is imperative that all stake-holders join hands to ensure effective implementation of the skill development programmes. The major initiatives taken by the government and private players have been discussed in the paper.The author has given various suggestions to intensify the skill development initiatives which is the need of the hour in order to build a strong national economy.

AbstractChicago has put in place a number of interwoven structures supporting young people during out‐of‐school hours, emphasizing alignment between community‐based organizations and public entities.