See discussions, stats, and author profiles for this publication at: https://www.researchgate.

net/publication/359135270

Ten Years Development Plan of Ethiopia (2021-2030): A Critical Review

Technical Report · February 2022

DOI: 10.13140/RG.2.2.13412.86407

CITATION READS
1 17,672

1 author:

Melkamu Tadesse Wazza

PBT Africa College & WSU
21 PUBLICATIONS 2 CITATIONS

SEE PROFILE

Some of the authors of this publication are also working on these related projects:

Drought Preparedness and Emergency Response through Livestock Asset Protection for Pastoralists and Agro-Pastoralists of Guji and Borena Zones in Oromia Region and
Gamo-Goffa Zone in SNNPR in Ethiopia View project

Assessing the Impact of Climate Change on Rural Women in the Agriculture Sector in Three Woredas of South Gondar Zone, Amhara National Regional State View project

All content following this page was uploaded by Melkamu Tadesse Wazza on 10 March 2022.

The user has requested enhancement of the downloaded file.

Ten Years Development Plan of Ethiopia (2021-2030): A Critical Review

By

Melkamu T. Wazza (Dr.)

(Review and Personal Opinion)

Email: melkamtw@gmail.com

February 2022
Addis Ababa, Ethiopia
Table of Contents
1 Introduction .......................................................................................................................................... 1
2 Functional Planning and Structural Planning ........................................................................................ 3
3 Critical Review: Ten Years Development Plan of Ethiopia (2021-2030) ............................................... 3
3.1 Major Strengths ............................................................................................................................ 3
3.1.1 Major development goals and targets .................................................................................. 3
3.1.2 The introduction of the homegrown economic reform........................................................ 3
3.1.3 Mainstreaming the SDGs into the perspective plan ............................................................. 4
3.1.4 Monitoring, Evaluation and Organizational and Institutional set-up ................................... 4
3.2 Major Weaknesses ........................................................................................................................ 4
3.2.1 Planning Process ................................................................................................................... 4
3.2.2 Absence of Planning Model .................................................................................................. 6
3.2.3 Government Role vs the needed Private Participation ........................................................ 6
3.2.4 Real sector targets are not realistic. ..................................................................................... 7
3.2.5 The pitfalls in the Homegrown Economic Reform ................................................................ 7
3.2.6 Functional versus Structural Planning................................................................................... 8
3.2.7 Multi-sectoral growth approach versus resource and capacity requirement ...................... 9
3.2.8 Sector reform versus structural reform ................................................................................ 9
3.2.9 Crisis versus development management in the Ethiopian Planning Context ....................... 9
4 Conclusions and the Way Forward ..................................................................................................... 10
4.1 Conclusions ................................................................................................................................. 10
4.2 The Way Forward ........................................................................................................................ 10
4.2.1 Identify and incorporate newly arising changes in the country ......................................... 11
4.2.2 Ensure Public Participation in all plan revision as well as the implementation process .... 11
4.2.3 Adopt Rolling Planning ........................................................................................................ 11
5 References .......................................................................................................................................... 12

ii
1 Introduction

Planning is beneficial for both developed and underdeveloped countries. The developed countries
maintain or accelerate their growth already achieved and the underdeveloped countries use it to
overcome poverty and to raise the standard of living (MEAM, 2019). Planning can direct the
creation of more jobs and remove the widespread unemployment which is a common feature of
underdeveloped countries. It is the sovereign remedy for raising national and per capita income,
reducing inequities in income and wealth, increasing employment opportunities, and achieving all-
around rapid economic development. (Ascani, Crescenzi, & Iammarino, 2012;. Egziabher, 2000).

The national planning experience of Ethiopia goes back to the Imperial Region in 1957. In the
immediate post-World War II period, separate programs and plans, which were not integrated into
a general framework of a national plan covering the entire economy, were drawn up by various
government agencies and served as the basis for government policy. Subsequently, sectoral
programs of varying durations were prepared for agriculture, industry, forestry, transport and
telecommunications, education, and water resources development (Abegaz, 1999; Asfaw, 1992).

These sectoral plans and programs served the useful purpose of focusing attention on planning,
and their inadequacies helped reveal the limits and weaknesses of partial planning. Recognition of
these facts, combined with several other factors such as the rising preference of planning in
developing countries by western countries providing loans and grants, led the government to
formulate an overall development plan. Thus administrative machinery for formulating plans
called the National Economic Council was established in 1955. The Council consisted of a
Planning Board and a Secretariat to the Board, specifically charged with the task of drawing up
plans. Ethiopia's First Five Year Development Plan (1957-61) and its Second Five Year Plan
(1962-67) were prepared under this arrangement (Asfaw, 1992).

Those plans were formulated in the absence of long- and medium-term plans with the appropriate
perspectives and strategies, they could not be effective for laying the foundations for the economic
growth of the country. They also proved to be inadequate in solving pressing problems that result
from the basic weaknesses of the economic structure itself (Egziabher, 2000). It was, therefore,
decided to launch a long-term perspective plan to serve as a policy tool for the realization of
Ethiopia's long-term objectives. The first major assignment of the then Office of the National
Committee for Central Planning (ONCCP) which was established in 1984 was the launching of a

1
Ten- Year Perspective Plan covering the period 1984/85-1993/94. The Dergue regime’s ten years
plan is regarded by scholars as the best long-term plan by far. Since 2004, EPRDF introduced three
five-year plans: PASDEP and two GTPs (Asfaw, 1992).

The current long-term plan, Ten Years Development Plan: A Pathway to Prosperity 2021-2030, is
the second of its kind in Ethiopia’s modern history following the Dergue regime’s “Ten-year
perspective Economic Plan,” of 1985 to 1994 (Planning and Development Commission, 2020).

This new 10-Year Development Plan sets a long-term vision of making Ethiopia an “African
Beacon of Prosperity”, which will be brought about through the following objectives:

1. Building a prosperous country by creating a pragmatic market-based economic system and

enhancing the role and participation of the private sectors.
2. Maintaining macroeconomic stability, ensuring rapid and sustainable economic growth,
and creating decent jobs.
3. Ensuring structural economic transformation by promoting overall productivity and
competitiveness.
4. Creating an enabling environment where every citizen will become an owner and
beneficiary of the development endeavor by ensuring the quality and accessibility of basic
social services and the provision of infrastructure.
5. Ensuring competent, independent, and quality civil service system by building the capacity
of the Government and establishing good governance.
6. Building strong and inclusive institutions to ensure a peaceful society, access to justice,
and upholding the rule of law and human rights.

The plan targets prosperity by taking high per capita income through rapid economic growth only
as a necessary condition. Prosperity in the plan is largely defined in terms of happiness,
improvement in the standard of living and quality of life, and the level of complete satisfaction.
The major development outcomes include improvement in income levels and wealth accumulation
so that every citizen can satisfy their basic needs and aspirations, basic economic and social
services, creating an enabling and just environment where citizens would be able to utilize their
potentials and resources so that they lead a quality life, and improvement in social dignity, equality,
and freedom (Planning and Development Commission, 2020).

2
The objective of this review is to critically evaluate the plan document and indicate possible way-
outs. The review is organized in such a way that the second chapter gives due emphasis on the two
important types of planning: Functional and Structural planning. The third chapter presents a
critical review of the plan document by emphasizing major strengths and weaknesses.

2 Functional Planning and Structural Planning

There are different types of the planning process. Two of the common types which are relevant to
discuss here concerning the current long-term planning are functional and structural planning.
Planning may be attempted within the existing socio-economic framework or it may seek to change
the economic structure radically. The former is known as functional planning and the latter is
structural planning. Functional planning attempts to modify or improve the existing structure or
repair or rehabilitate it if it is damaged or disrupted. It seeks to remove economic difficulties by
directing all the planning activities within the existing economic and social structure. Functional
planning assumes that planning is possible even in a capitalistic economy whereas advocates of
structural planning think that planning and capitalism are incompatible. Structural planning refers
to a good deal of changes in the socio-economic framework of the country. This type of planning
is adopted mostly in underdeveloped countries. Structural planning is revolutionary, whereas
functional planning is evolutionary (Barabashev & Semenov, 2019).

3 Critical Review: Ten Years Development Plan of Ethiopia (2021-2030)

3.1 Major Strengths

3.1.1 Major development goals and targets

The ten years perspective plan takes economic growth as a necessary condition and goes beyond
that to the level of prosperity by taking human welfare, freedom, and happiness as a goal. This
indicates that the overall plan formulation is on the right track.

3.1.2 The introduction of the homegrown economic reform

Evidence from underdeveloped countries shows that an externally driven development framework
does not work (Morgan, Lambe, & Freyer, 2009). And for a country to make headway in
socioeconomic progress, an endogenously generated strategy that integrates basic development
principles with local characteristics and imperative is needed. This strategy known as homegrown

3
development is an alternative to externally driven development models. This approach corresponds
with the endogenous growth theory and the call for an indigenous strategy for development
(Agupusi, 2012).

One of the leading scholars promoting homegrown initiatives, William Easterly, in several of his
writings, criticize the World Bank’s “one-size fits all” approach and extensively argued that
homegrown was the only self-sustaining development strategy that could lift countries from
poverty in the long run. “Only homegrown development based on the dynamism of individuals
and firms in free markets”, he says, “can achieve the end of poverty”. Citing the four Asian Tigers,
he argues with detailed examples that their successes were based on homegrown strategies
(Easterly 2006, cited in Agupusi, 2012). With such a notion, the inclusion of the concept of
“Homegrown economic reform” in the perspective plan itself, though its questionable homegrown-
ness, is a good start.

3.1.3 Mainstreaming the SDGs into the perspective plan

The ten-year perspective plan duly acknowledged and aligned the SDGs (Sustainable
Development Goals) into the national plan of Ethiopia. The three dimensions of the SDGs
(economic, social and environmental) are aligned with national and regional strategies and the
Climate-Resilient Green-Economy Strategy of the country (National Planning Commission, 2017).

3.1.4 Monitoring, Evaluation and Organizational and Institutional set-up

The plan indicates a need for a monitoring and evaluation framework. A good plan cannot be
practical without such a framework. When this is supported by organizational and institutional
arrangements, it will be appropriate both theoretically and practically where strict macroeconomic
management could be realized.

3.2 Major Weaknesses

3.2.1 Planning Process

3.2.1.1 The Planning Team Composition

Most of the members of the planning team members were either those who have been in the
previous planning processes and/or those who have an affiliation to the ruling party. These experts
and institutions were part and parcel of past failures and current economic distortions. Establishing
a pool of experts from universities, public institutions, opposition parties, independent experts and

4
even foreign experts is necessary for such national plan preparation. It is important to either prepare
a special capacity of local experts or hire from abroad. Also, for the experts, it is necessary to
devise a new incentive structure that is higher than that of civil servants (The AWiB Team, 2010).

3.2.1.2 Stakeholder Participation and the Public discourse

Stakeholders’ participation is not only a tool for better planning; it empowers citizens as well. It is
enabling people to work together in a spirit of collaboration and cooperation and to make decisions
about their own lives (Hassan, El Hefnawi, & El Refaie, 2011). Relevant stakeholders, such as
government institutions at both the federal, regional, and city administration levels; representatives
of the private sector; political parties; members of parliament; representatives of academic
institutions; CSOs; and development partners need to be involved in the planning process with
extensive consultations. However, the planning process in the ten years plan of Ethiopia is weak
in public participation. The discussions among officials were confusing as it was difficult to
determine whether the government was gathering inputs for the draft or advertising a finalized
economic plan. Some prominent Ethiopian scholars of the country underline that their input was
intentionally sidelined (Geda, 2019).

3.2.1.3 Not properly incorporating inputs from the preceding plan (GTP II)

A plan baseline is a key tool for a successful result. It helps not only set appropriate targets, but
also oversee the entire implementation and monitor performance, spot potential problems, and
easily identify areas for change (Qureshi, 2012). Such baseline data need to be established through
appropriate evaluation and recording of previous national performances. Although the second GTP
(Growth and Transformation Plan) of Ethiopia just ended in June 2020, the government has not
bothered to evaluate the detailed performance during the specified period, identify reasons for
failure and instate a new way of thinking.

3.2.1.4 No up-to-date population census

It is difficult to plan without an up-to-date population survey. Planners use census data to
understand the social, economic, and demographic conditions in their communities. Though
extrapolation and forecast is possible to determine population trend, given that

It has been a while since the previous census of Ethiopia was conducted in 2007 (CSA, 2013).
Also, there are serious questions on the transparency and accountability of the previous census of

5
Ethiopia. Given such loopholes, there is a noticeable need for a new census before the perspective
plan. However, the government did not consider an up-to-date population survey to come up with
a baseline.

3.2.2 Absence of Planning Model

Economic models are frequently used to construct economic planning and for fact that such models
should have the dual characteristics of clarity and consistency aside from the property of being
selective so that only the behavior of the major variables is analyzed, and quantified (Kolawole &
Ojapinwa, 2013).

Ethiopia as a country better uses any selected planning model to embrace the ideology of economic
planning models in the formulation and implementation of its development plans to achieve
meaningful growth and desired development. However, the ten years perspective plan adopted no
official growth model. Thus, the plan did not capture even existing problems, let alone the future.

3.2.3 Government Role vs the needed Private Participation

It is after the collapse of the socialist Dergue regime and the coming into action of the transitional
period that Ethiopia envisions a market-oriented mixed economy where ownership and enterprises
will operate on the principle of profitability and competitiveness. Such economic policy requires
limiting the participation of the state sector in the economy; intensifying the role of the private
sector and encouraging popular participation in development. However, though there is an
existence and gradual increment in the size and contribution of the private sector in Ethiopia, and
despite more than three decades of the policy shift, the role of government is still dominant. The
private sector has been given a marginal status. As such, it is quite easier to bring about
reorientation of the state sector. Because of this fact, the perspective plan didn’t portray clearly
how such a shift into the expected “private dominant” capitalist system could be established in the
country. There is no clear plan element to limit the nature of the “Developmental State” nature of
the government. The private sector is still given low attention. The financial sector and
liberalization process is a good example where there is very little reform.

6
3.2.4 Real sector targets are not realistic.

3.2.4.1 Meager emphasis on the needed Agricultural Productivity

Though agricultural productivity growth is a necessity to transform the Ethiopian agrarian

economy, the focus on it in the stated perspective plan is meager. The plan offers no insight other
than keeping up with the status quo. The only new development in the agricultural sector is the
low land large-scale farming recently kicked off. No modality is envisioned to relocate capital
towards agriculture, transform the sector, and sufficiently address food security, input supply to
industrialization, and export. On top of the required growth in agricultural productivity, structural
transformation requires dramatic growth and productivity in the manufacturing sector. But such
expectation without relevant and appropriate policy reforms and significant private sectors’
involvement is simply a nightmare giving the simple ambitiousness to the claimed plan. The plan’s
trust in improving the growth in the manufacturing sector is tilted towards the industrial parks the
performance of which is below expectation and interwoven by multitudes of problems.

3.2.4.2 Concerns on Rural and Regional Development Policy

Ethiopia is a country marked by regional diversity in resource endowment, population distribution,

levels of development, and participation (Egziabher, 2000). The majority of the people living in
the rural areas with rampant poverty, there is a heterogeneous development pattern in the country
(OECD/PSI, 2020). Under such circumstances, a local/regional approach plays a key role in
bringing development. Thus local/rural/regional policy should be at the center of the overall policy
of the country. The policy is not clear on the approaches and strategies adopted in the perspective
plan. Whether it is functionalist, territorial, integrated, etc is not adopted. Though mentioning of
elements of the different approaches is seen in the document, the plan is not clear with expected
justification on the approaches. Having a clear direction allows a country to decide clear national
goals. These goals will inevitably help to define clear sectoral goals and objectives. However,
those needed approaches/strategies on local/rural/regional perspectives are not clearly stated.

3.2.5 The pitfalls in the Homegrown Economic Reform

Though the term “Homegrown Economic Reform” is courageously applied in the ten-year plan,
the exact meaning and its implications to the Ethiopian context are not stated. According to
Planning and Development Commission (2020), the rapid and sustained economic growth that

7
Ethiopia registered over the past years was mainly driven by aggregate demand and it was recorded
largely as a result of the expansion of government-funded large-scale infrastructure developments.
These public investments were financed through heavy debt and external aid with associated
continuous inflationary pressures. It is not clear how such massive structural problems can be
swiftly be eroded through the undefined “homegrown economic reform”.

Recently, Rahman (2012) made a very good attempt of providing a working definition. He
suggested that:

“Homegrown development strategy is the incarnation of the people’s analysis of development. It

gets legitimacy and is strengthened through the direct involvement of the parliament as the major
democratic institution that involves the needs of the different constituencies together to make
policies context-specific. It is devoid of any sort of donor intrusion as loan conditionality at any
level” (Rahman, 2012:86, cited in Agupusi, 2012).

As opposed to being endogenous, the Ethiopian homegrown plan is seen in many respects to be
the replica of the IMF’s program for reforming (IMF Pamphlet Series No. 47, 2019). This violet
the basic sense of understanding what the real economic problems at home are. Such a process
brought many misunderstandings in the Ethiopian current economy. Some studies and scholarly
commentaries also indicated that the GDP growth prediction made in the plan is based on wrong
assumptions of government capacity on revenue collection debt carrying capability (Geda, 2019).

Given the low capital accumulation and technology/efficiency in the country and misled GDP
prediction, the plan proposed the source of growth to be planned in a wrong way, and hence out
of the envisioned “homegrown” concept. These and related facts on the ground and failure to take
them on board in the plan document have a detrimental effect on envisaged targets, proposed
policies, and their realization in the years to come.

3.2.6 Functional versus Structural Planning

Planning in Ethiopia so far seems more functional than structural. Even though the stated object
of Ethiopian planning is to establish a prosperous (middle income) pattern of society no drastic or
revolutionary steps have been taken to change radically the existing economic order. In countries
like Russia and China, on the other hand, planning has been structural because the very structural
changes have been made in those economies (Barabashev & Semenov, 2019; Chen, Li, & Xin,
2017).

8
Given the ambitious prosperity-directed goals, the lack of strict structural reforms in agricultural
and industrial sectors is a problem. The problem, therefore, is not one of merely rechanneling
economic activity within an existing socio-economic framework or rechanneling economic
activity within an existing socio-economic framework but that framework has itself to be
remodeled.

3.2.7 Multi-sectoral growth approach versus resource and capacity requirement

The plan indicates that the country will follow a multi-sectoral growth approach by diversifying
sources of economic growth and job creation. Given the country has many challenges including
domestic resource mobilization capacity, governance problem, and capital shortage, the plan
should have indicated how to realize such objectives practically.

Such an approach needs a very clear and systematized inter-sectoral linkage either to optimally
utilize human and financial resources or multiply the beneficial effects. This is not indicated in the
plan document. Otherwise, such a “Big Push” approach in a capital-deficit country will be a big
challenge make the plan unrealistic.

3.2.8 Sector reform versus structural reform

Though sector reforms and structural reforms are two sides of the same coin, the plan document
treats them as two separate entities. Or at least such an approach may loosen the appropriate link
and effort needed to bring the ultimate structural transformation needed. Structural reforms tackle
obstacles to the fundamental drivers of growth by liberalizing labor, product, and service markets,
thereby encouraging job creation and investment and improving productivity. They are designed
to boost an economy's competitiveness, growth potential, and adjustment capacity. In such
conditions, it is difficult to treat sector reform (eg. Agriculture or industry) from the overall
structural reform.

3.2.9 Crisis versus development management in the Ethiopian Planning Context

Technically, the Ten-Year Plan is still being implemented. However, the attainment of its targets
has been hampered by several intractable problems. There are persistent natural and man-made
hazards and crises occurring in Ethiopia. Indeed, planning in Ethiopia has become crisis
management rather than development management.

9
4 Conclusions and the Way Forward

4.1 Conclusions

Planning is essential to achieving both short- and long-term national goals. It helps a country to
align resources to meet national objectives in the most efficient manner possible. Long-term
planning such as the Ten-Year Development Plan of Ethiopia involves goals that take a longer
time to reach and require more steps.

Though with successive economic growth, Ethiopia didn’t bring structural transformation. The
economy is rather characterized by sluggish structural transformation and weak sectoral linkages.
The country also faces major development challenges such as failure to ensure quality economic
growth (job opportunity, income distribution, etc), high external debt distress, Imbalance between
domestic savings and investment, Challenges to stabilize inflation, and a high rise in
unemployment. To solve such problems and achieve prosperity, the government adopted a long-
term perspective plan (the Ten Years Development Plan: A Pathway to Prosperity 2021-2030)
which is the second of its kind in Ethiopia’s modern history following the Dergue regime’s “Ten-
year perspective Economic Plan.

The long-term plan of the country portrays how to accelerate the country’s economic growth over
the long-term period (ten years). The plan targets citizens’ welfare, freedom, and prosperity and
achieving a middle-income level in 2030. However, the plan has its strengths and many
weaknesses with more critics than appreciation. Given the challenges and the different natural and
man-made hazards the country faces, the plan is expected to be somehow flexible and adaptable.

4.2 The Way Forward

The Ethiopian economy faces a structural problem and hence it needs a structural solution. This
needs not only a proper understanding of the depth and extent of the problem but also a genuine
commitment to come out of it. All need pragmatism beyond lip service. Improving production
capacity and productivity, the mobilization and efficient use of resources, human resource
development, strengthening the scientific and technological base, and vertical and horizontal
diversification, adopting a pragmatic balance between the public and private sectors, putting in
place ‘enabling conditions’ for sustainable development (particularly economic incentives and
political stability), the shifting of (nonproductive) resources, and improving income distribution

10
among various groups, all need appropriate and proper planning with a clear target in the stated
period.

Given the economic challenges and some theoretical and practical weaknesses of the given long-
term plan of the country, it is necessary to incorporate new development in the country’s situation
and make the plan adaptive. Based on this scenario, the following major way outs are
recommended:

4.2.1 Identify and incorporate newly arising changes in the country

Ethiopia is frequently attached by natural disasters (such as drought, flood, landslide, etc) and
manmade hazards such as conflict, war, and diseases. Ethiopia is a country with an unstable
political atmosphere featured with discord and disagreement than national consensus on many
issues including a flag, Constitution, and past historical events with major turmoil in ethnic divide,
language, and federation establishment. Capacity deficiencies in the country should adequately be
addressed through human capital development and retention leading to effective use of labor and
material capital. Transparency, especially in the public sector needs to be promoted, as it reduces
the cost of projects and provides a conducive environment

Given the country’s current situation and new changes in the national as well as in the world
background, it is important to revisit the economic, political, and social context of the country.

4.2.2 Ensure Public Participation in all plan revision as well as the implementation process
Public participation and involvement are part of basic principles in planning. The result is not only
in quality plan, but also generate a buy-in of the plan and hence its acceptance and support in the
implementation. Hence, the different segments of citizens at different levels need to participate
actively in the identification and formulation process.

4.2.3 Adopt Rolling Planning

Rolling planning is a procedure of continual revision (iteration) of dynamic programs, such that
the (finite) horizon N lying ahead at the time of each revision remains constant. It is considered by
the theorists of planning as a suitable framework for coordinating short-term and long-term plans,
which combines the elements of planning and control (Kaganovich, 1996). Given such shocks and
potential hazards, an appropriate planning model with clear Rolling Planning (Probably Adaptive
Rolling Planning) exercise is highly imperative. A long-term perspective plan should be
accompanied by a move towards efficient, effective, and adaptable organizations.

11
 5 References
Abegaz, B. (1999). Aid and Reform in Ethiopia. Retrieved from
http://documents.worldbank.org/curated/en/716401468029717101/pdf/357250ET0Aid010reform
0ethiopia2.pdf
Agupusi, P. (2012). Homegrown Development Initiatives and Practices in Africa.
Ascani, A., Crescenzi, R., & Iammarino, S. (2012). Regional Economic Development : A Review (No.
WP1/03).
Asfaw, T. (1992). An overview of Ethiopia’s planning experience. In The Ethiopian Economy: Structure,
Problems, and Policy Issues.
Barabashev, A. G., & Semenov, S. A. (2019). Local Strategic Planning: The Case of Russia.
https://doi.org/10.1007/978-3-030-03436-8_5
Chen, D., Li, O. Z., & Xin, F. (2017). Five-year plans, China finance and their consequences. China Journal
of Accounting Research, 10(3), 189–230. https://doi.org/10.1016/j.cjar.2017.06.001
CSA. (2013). Population Projection of Ethiopia for All Regions At Wereda Level from 2014 – 2017. Addis
Ababa.
Egziabher, T. G. (2000). Regional Development Planning in Ethiopia: Past Experience, Current Initiatives
and Future Prospects. Africa Social Science Research Review, 16(1), 65–93. Retrieved from
https://www.proquest.com/docview/1294934795?pq-
origsite=gscholar&fromopenview=true&imgSeq=1
Geda, A. (2019). Critique of Ethiopia’s PM Abyi’s new “Homegrown” Policy 2019.
Hassan, G. F., El Hefnawi, A., & El Refaie, M. (2011). Efficiency of participation in planning. Alexandria
Engineering Journal, 50(2), 203–212. https://doi.org/10.1016/j.aej.2011.03.004
Kaganovich, M. (1996). Rolling planning: Optimality and decentralization. Journal of Economic Behavior
and Organization, 29, 173–185. https://doi.org/10.1016/0167-2681(95)00056-9
Kolawole, B. O., & Ojapinwa, T. V. (2013). Economic Planning Models for Development: The Relevance
for a Developing Economy. International Journal of Humanities and Social Science, 3(16).
MEAM. (2019). The NHS Long Term Plan and multiple disadvantage.
Morgan, J., Lambe, W., & Freyer, A. (2009). Homegrown responses to economic uncertainty in rural
America. Rural Realities, 3(2), 1–15.
National Planning Commission. (2017). Ethiopia 2017 Voluntary National Review on SDGs: Government
Commitments, National Ownership and Performance Trends. Addis Ababa, Ethiopia: National
Planning Commission, Federal Democratic Republic of Ethiopia.
OECD/PSI. (2020). Rural Development Strategy Review of Ethiopia: Reaping the Benefits of Urbanization,
OECD Development Pathways. Paris: OECD Publishing. https://doi.org/10.1787/a325a658-en
Planning and Development Commission. (2020). Ten Years Development Plan: A Pathway to Prosperity
2021-2030. Addis Ababa, Ethiopia: FDRE Planning and Development Commission.
Qureshi, M. R. J. (2012). Requirements and the baseline plan. Journal of Software Planning, 6(3).
The AWiB Team. (2010). Unpacking Ethiopia’s Homegrown Economic Reform.
Todaro, M. P., & Smith, S. C. (2015). Economic Development (12th ed.). New Jersey.

12

View publication stats