Private Development

Private Development



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Private Development

^ " ' Prosperity for all: making markets work', London: 2008" (PDF) . Archived from the original (PDF) on 2009-12-15 . Retrieved 2010-07-08 .

^ a b Miller,H. April 2013, What practical approaches/frameworks are there for effectively delivering subsidy to private sector entities for development purposes? Economic and private sector professional evidence and applied knowledge services Helpdesk request, http://partnerplatform.org/?gz82am1p

^ Mole, K. F. and Bramley,G. 2006,``Making policy choices in nonfinancial business support: an international comparison Environment and Planning C: Government and Policy vol 24 pp 885 - 905

^ Bennett R.J. (2008) SME policy support in Britain since the 1990s: what have we learned? Environment and Planning C: Government and Policy, 26(2): 375-397

^ Mole K.F., Hart M., Roper S., and Saal D. (2011) "Broader or Deeper? Exploring the most effective intervention profile for public small business support" Environment and Planning A 43(1) 87 – 105

^ "POLICY BRIEF: A SYSTEMIC APPROACH TO CREATING MORE AND BETTER JOBS" (PDF) . ILO Lab . 2019.

^ "BEAM Exchange - Building Effective and Accessible Markets" . BEAM Exchange . Retrieved 2021-01-13 .

^ "LEDS in Practice: Mobilizing a local green economy – GreenCape in the Western Cape, South Africa" . Low Emission Development Strategies Global Partnership (LEDS GP) . Retrieved 26 August 2016 .

^ "International Labour Organisation,  Towards decent work in a sustainable, low-carbon world , Geneva:ILO, 2008" . Archived from the original on 2010-08-13 . Retrieved 2010-07-08 .

^ "International Labour Organization website,  Local Economic Development " . Archived from the original on 2010-09-18 . Retrieved 2010-07-08 .

^ "- Africa Enterprise Challenge Fund" . Retrieved 16 January 2017 .

^ e.g. Pagg and Saggi (2006) The case for industrial policy: A critical survey

^ e.g. World Bank (2010): Innovation policy. A guide for developing countries

^ "GTZ (2009):Innovation and Technology Policy in the Context of Technical Cooperation" (PDF) . Archived from the original (PDF) on 2012-04-25 . Retrieved 2011-10-20 .

^ Choi, J, Dutz, MA and Usman Z. "The Future of Work in Africa" (PDF) . CS1 maint: multiple names: authors list ( link )




This page was last edited on 15 January 2021, at 17:59

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Pri­vate Sec­tor Development ( PSD ) is a term in the in­ter­na­tional de­vel­op­ment in­dus­try to refer to a range of strate­gies for pro­mot­ing eco­nomic growth and re­duc­ing poverty in de­vel­op­ing coun­tries by build­ing pri­vate en­ter­prises. This could be through work­ing with firms di­rectly, with mem­ber­ship or­gan­i­sa­tions to rep­re­sent them, or through a range of areas of pol­icy and reg­u­la­tion to pro­mote func­tion­ing, com­pet­i­tive mar­kets.

Sup­port­ers argue that PSD is an im­por­tant part of poverty re­duc­tion . [1] Whether as work­ers, sub­sis­tence farm­ers or en­tre­pre­neurs, most poor peo­ple al­ready par­tic­i­pate in mar­kets. Strength­en­ing these mar­kets in ways that se­cure higher in­comes for the poor is there­fore seen by PSD ad­vo­cates as a fair and ef­fi­cient way to fight poverty. Earn­ing a de­cent in­come in the pri­vate sec­tor , it is ar­gued, is also more dig­ni­fy­ing than re­ly­ing on hand-outs.

An April 2013 EPS PEAKS paper found a strong and well-es­tab­lished case for donors to in­ter­vene in pri­vate mar­kets to de­liver sub­si­dies for de­vel­op­ment pur­poses. The re­searcher found that the the­o­ret­i­cal rea­sons for in­ter­ven­tion were well es­tab­lished by the eco­nom­ics lit­er­a­ture, but that the prac­ti­cal ap­proaches and frame­works for de­liv­er­ing sub­si­dies to pri­vate sec­tor en­ti­ties are more com­plex and less understood. [2] The ap­proaches that do exist vary widely. The re­searcher iden­ti­fied some key cri­te­ria that can be used to eval­u­ate dif­fer­ent ap­proaches and in­stru­ments and gave ex­am­ples of their usage by dif­fer­ent donor in­sti­tu­tions. In prac­ti­cal terms, they said that thor­oughly-re­searched cost ben­e­fit analy­ses should be used to as­sess pro­ject im­pact and that it was vital that donors recog­nise that ac­tively dis­tort­ing a mar­ket out­come might have sig­nif­i­cant con­se­quences, and that these need to be un­der­stood and analysed. [2]

Where en­tre­pre­neur­ship and mar­kets are sti­fled by in­ap­pro­pri­ate reg­u­la­tion, ex­ces­sive tax­a­tion, lack of fair com­pe­ti­tion, lack of voice or an un­sta­ble pol­icy en­vi­ron­ment, growth and poverty re­duc­tion are likely to suf­fer. Typ­i­cally, donors first fund busi­ness en­vi­ron­ment analy­ses, such as the World Bank's Doing Busi­ness Re­ports , iden­ti­fy­ing the major con­straints to busi­ness growth. They then work with gov­ern­ment and other stake­hold­ers to im­ple­ment re­forms.

The pri­vate sec­tor it­self can play an im­por­tant role in ad­vo­cat­ing for a bet­ter busi­ness en­vi­ron­ment. Many de­vel­op­ment agen­cies thus work to strengthen the ca­pac­ity of busi­nesses and busi­ness as­so­ci­a­tions to en­gage in pub­lic-pri­vate di­a­logue with gov­ern­ments.

A value chain is a se­ries of ac­tiv­i­ties that en­ter­prises un­der­take when they pro­duce a good or ser­vice, adding value to the in­puts at each stage. Value Chain De­vel­op­ment thus seeks to max­imise the value of any given type of prod­uct, whilst in­cur­ring the least pos­si­ble cost to the pro­duc­ers, in the places along the pro­duc­tion chain that give the most ben­e­fit to poor peo­ple. One way is to im­prove pro­duc­tion processes. An­other way is to in­crease the com­mer­cial link­ages be­tween the busi­nesses that poor peo­ple own or work for, and busi­nesses that can offer them new and more prof­itable op­por­tu­ni­ties as cus­tomers or sup­pli­ers.

This ap­proach seeks to build mar­kets in ser­vices that im­prove the per­for­mance of in­di­vid­ual en­ter­prises. Some of the most im­por­tant BDS mar­kets are in train­ing, con­sul­tancy, mar­ket­ing, mar­ket in­for­ma­tion, in­for­ma­tion tech­nol­ogy and tech­nol­ogy trans­fer. For many within the de­vel­op­ment com­mu­nity, donors should ide­ally not un­der­take BDS di­rectly; in­stead they should fa­cil­i­tate com­mer­cial BDS providers to be self-sus­tain­ing, through the im­prove­ment of their tech­niques and the sourc­ing of new clients. BDS mar­kets can be sus­tain­able where providers re­cover their costs via the fees they charge for ser­vices.

How­ever, busi­ness de­vel­op­ment ser­vices are also found in de­vel­oped coun­tries where the ar­gu­ment ad­vanced is that the mar­ket for busi­ness de­vel­op­ment fails and there­fore the gov­ern­ment should en­able this market. [3] De­vel­oped coun­tries ex­pe­ri­ence sug­gests that fees for pub­licly sup­ported ad­vice was a pol­icy that did not work. [4] In fact, the ev­i­dence sug­gests that sub­sidised in­ten­sive work with rel­a­tively few busi­ness clients works well, [5] which sug­gests the re­quire­ment for DBS to be self-fi­nanc­ing is too oner­ous.

The Mar­ket Sys­tems De­vel­op­ment (MSD) ap­proach, also known as M4P , aims to un­der­stand how poor peo­ple in­ter­act with mar­ket sys­tems, and how these sys­tems can be changed to im­prove their lives. [6] It aims for large-scale, sus­tain­able im­pact by fo­cus­ing on over­all mar­kets, rather than tar­get­ing in­di­vid­ual ac­tors within that mar­ket. In this sense, an MSD pro­gramme may in­cor­po­rate var­i­ous el­e­ments of value chain de­vel­op­ment, BDS and/or busi­ness en­vi­ron­ment re­form. Donors that have pi­o­neered the MSD ap­proach in­clude the UK's De­part­ment for In­ter­na­tional De­vel­op­ment (DFID), Aus­tralian Gov­ern­ment's De­part­ment of For­eign Af­fairs and Trade (DFAT), the Swedish In­ter­na­tional De­vel­op­ment and Co­op­er­a­tion Agency (Sida) and the Swiss Agency for De­vel­op­ment and Co­op­er­a­tion (SDC). The BEAM Exchange [7] is a lead­ing source of in­for­ma­tion about the MSD ap­proach.

A num­ber of de­vel­op­ment agen­cies are en­gaged in de­vel­op­ing mar­kets to chan­nel fi­nance raised for cli­mate change mit­i­ga­tion and adap­ta­tion in in­dus­tri­alised coun­tries to­wards ini­tia­tives that re­duce car­bon emis­sions in the de­vel­op­ing world. Low Emis­sion De­vel­op­ment Strate­gies (LEDS) are used to bridge the pub­lic and pri­vate sec­tors with the goal of en­abling growth in a given in­dus­try or region. [8] If man­aged ap­pro­pri­ately, they argue, the chal­lenge of re­spond­ing to cli­mate change could gen­er­ate de­cent jobs and in­comes for many mil­lions of poor people. [9]

In many parts of the de­vel­op­ing world, women are sys­tem­at­i­cally ex­cluded from busi­ness op­por­tu­ni­ties. Dis­crim­i­na­tion can dis­ad­van­tage women in their ac­cess to the knowl­edge and skills needed to be suc­cess­ful in busi­ness. At the same time, laws that dis­ad­van­tage women in gain­ing ac­cess to prop­erty can make it hard for women to raise the nec­es­sary cap­i­tal.

Local Eco­nomic De­vel­op­ment (LED) typ­i­cally starts by analysing the econ­omy of a par­tic­u­lar re­gion or mu­nic­i­pal­ity, iden­ti­fy­ing op­por­tu­ni­ties to en­hance its prospects. LED strate­gies may com­bine any of the fol­low­ing: busi­ness en­vi­ron­ment re­form, value chain de­vel­op­ment, in­fra­struc­ture de­vel­op­ment, in­no­va­tion and tech­nol­ogy pol­icy, plan­ning and/ or skills de­vel­op­ment. LED pro­grammes often in­volve local and re­gional gov­ern­ments, the pri­vate sec­tor and civil so­ci­ety in pro­gramme de­sign and implementation. [10]
LEDknowledge.​org is an open ac­cess data­base of pub­li­ca­tions on Local Eco­nomic De­vel­op­ment. In ad­di­tion, the Donor Com­mit­tee for En­ter­prise De­vel­op­ment has a knowl­edge page on Local Eco­nomic De­vel­op­ment and Clus­ters.

Many de­vel­op­ment agen­cies are now work­ing di­rectly with busi­nesses to de­liver de­vel­op­ment im­pacts. Such pub­lic-pri­vate part­ner­ships or pub­lic-pri­vate de­vel­op­ment part­ner­ships cover a wide range of ac­tiv­i­ties. A com­mon char­ac­ter­is­tic of most PPPs is the aim to lever­age the de­vel­op­ment im­pact of com­pa­nies’ core busi­ness ac­tiv­i­ties. One in­creas­ingly com­mon ap­proach is to cre­ate a Chal­lenge Fund, whereby com­pa­nies bid for donor fund­ing, com­pet­ing to max­imise the de­vel­op­ment im­pact of the grant money made available. [11] Other PPP pro­grammes as­sist com­pa­nies in find­ing busi­ness part­ners in de­vel­op­ing coun­tries, or offer tech­ni­cal sup­port and ex­per­tise.

Af­ford­ably ac­cess to fi­nance is seen by most ex­perts as vital to pri­vate en­ter­prises in the de­vel­op­ing world. While some de­vel­op­ment agen­cies there­fore see it as part of Pri­vate Sec­tor De­vel­op­ment, many treat it as a sep­a­rate field in its own right.

Con­flict pre­sents unique chal­lenges and unique op­por­tu­ni­ties for Pri­vate Sec­tor De­vel­op­ment. One the one hand, con­flict dis­rupts the reg­u­lar func­tion­ing of mar­kets and in their place cre­ates a war econ­omy . PSD prac­ti­tion­ers must be sen­si­tive to the im­pact of their ac­tiv­i­ties on the con­flict sit­u­a­tion, e.g. ef­fects on the dis­tri­b­u­tion of re­sources, as well as the im­pacts that con­flict will have on their ac­tiv­i­ties.

In­dus­trial pol­icy is broadly de­fined as se­lec­tive gov­ern­ment in­ter­ven­tion to pro­mote a spe­cific eco­nomic sec­tor and pro­mote struc­tural change. [12] It may tar­get man­u­fac­tur­ing, agri­cul­tural or ser­vices sec­tors.

New or im­proved are im­por­tant dri­vers of com­pet­i­tive­ness, growth and em­ploy­ment gen­er­a­tion. In the con­text of pri­vate sec­tor de­vel­op­ment, “in­no­va­tion is un­der­stood as the com­mer­cially suc­cess­ful in­tro­duc­tion or im­ple­men­ta­tion of a tech­ni­cal or or­gan­i­sa­tional in­no­va­tion.” Donor agency sup­port to in­no­va­tion cov­ers a broad range of ac­tiv­i­ties, in­clud­ing the cre­ation of ap­pro­pri­ate frame­work con­di­tions for in­no­va­tion, and the de­vel­op­ment of in­no­v­a­tive ca­pac­i­ties of com­pa­nies. This may in­clude busi­ness ad­vi­sory and sup­port ser­vices, fi­nance and skills de­vel­op­ment; busi­ness in­cu­ba­tors and tech­nol­ogy ex­ten­sion ser­vices, as well as value chain and clus­ter approaches. [13] [14]

Dig­i­tal tech­nolo­gies are dri­ving the fourth in­dus­trial rev­o­lu­tion of the 21st cen­tury and the COVID-19 pan­demic is likely to fur­ther ac­cel­er­ate the speed of change. Dig­i­tal trans­for­ma­tion of com­pa­nies, in­dus­tries and economies can boost pro­duc­tiv­ity, in­no­va­tion and ac­cess to global mar­kets for pro­duc­ers in de­vel­op­ing coun­tries.  On the other hand, with­out the nec­es­sary in­fra­struc­ture (e.g. ac­cess to re­li­able elec­tric­ity and net­works), a suit­ably skilled work­force and an en­abling reg­u­la­tory en­vi­ron­ment many poor coun­tries are likely to find them­selves at the wrong end of the global dig­i­tal divide. [15]

For many peo­ple, the global fi­nan­cial cri­sis has raised ques­tions about the ways in which mar­kets should be reg­u­lated in order to en­sure long-term, sus­tain­able de­vel­op­ment. At the same time, with many coun­tries now faced with slower growth and higher un­em­ploy­ment, re­viv­ing economies by kick-start­ing the pri­vate sec­tor is seen by many as at the heart of a global re­sponse.


private development - Russian translation – Linguee
Private sector development — Wikipedia Republished // WIKI 2
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Места Рига Недвижимость Private Development Latvia
Подбор недвижимости, реализация под ключ
Private Development позволяет получить идеальный результат в выборе и обустройстве своей недвижимости. Наше предложение похоже на швейцарский нож: Вы получаете все необходимое в режиме «единого окна». Услуга делает покупку, проектирование, реализацию и дальнейшую эксплуатацию новой недвижимости очень комфортными, сохраняет время и нервы, помогает планировать затраты и снижать риски. Мы не просто продаем услугу, мы дарим эмоции: спокойствие во время процесса и удовлетворение результатом. Расскажите нам о Ваших пожеланиях прямо сегодня по телефону +371 22309915
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Private Development предлагает не просто варианты квартир и домов, подходящие по стоимости за квадратный метр и особенностям локации. На стадии подбора недвижимости клиент получает все варианты планировки. Это поможет вам правильно оценить функциональность и стоимость комплексной реализации «под ключ» всех вариантов.
На … ше предложение похоже на швейцарский нож: клиенты получают все необходимое в режиме «единого окна». Услуга делает покупку, проектирование, реализацию и дальнейшую эксплуатацию новой недвижимости очень комфортными, сохраняет время и нервы наших клиентов, помогает планировать затраты и снижать риски.
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