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T. 1: Vol. II-A, pillar V, Health and nutrition: Health & nutrition sector strategy 1387-1391 (2007/08-2012/13) / Ministry of Public Health ... - 2008. - 111 S. : graph. Darst., Kt., Tab., Gloss., Lit. S. 54; T. 2: Vol. II-B: Annexes to sector strategies: Health sector strategy for the Afghanistan National Development Strategy (with focus on prioritization); draft / Ministry of Public Health. - 2007. - 23 S. : Lit.Hinw

Regional economic development is development activity carried out by the local government, especially in the Bengkayang Regency area where development is carried out together with the local community, so that the government can manage and utilize existing resources optimally so that the regional economic development of Bengkayang Regency and the welfare of the local community Bengkayang Regency is better. One of the benchmarks for the success of regional economic development and community services in the region can be seen from the regional economic growth. The purpose of this research is to analyze the regional economic development strategies carried out by the Bengkayang Regency Government in increasing the economic growth of Bengkayang Regency so that it can increase the regional development of Bengkayang Regency. This research was conducted for almost one year and used qualitative research methods with a descriptive approach. The results of this study show the development strategies carried out by Bengkayang Regency in accelerating good development and reducing poverty, namely improving the quality of education, improving the quality of health, improving the quality of religious life, improving the quality of governance, improving the quality and quantity of infrastructure, increasing productivity of regional superior sectors, increased village development, increased development of border areas, and increased environmental sustainability.

International audience ; This paper aims to present the development process of clusters in Serbia. The paper analyse also of cluster development strategy in some neighbouring Balkan countries. Regarding the development of industrial production of some Balkan countries, there are also major differences. With the exception of Albania, which was and still is very de-industrialized, and Bosnia and Herzegovina, where we take 1995 as the base year (which is why there has been a rapid growth), other countries are still far from the levels of production in 1990. This is one of the main problems, excepting also economic, political and social aspects and facts, which is developed in this paper.

Economic planning is of such recent origin in Pakistan that,
up to now, it has necessarily been ad hoc in character. The problems of
the present and immediate future have always appeared so pressing to the
planners that, aside from hopeful compound-interest projections to the
next generation and occasional evasive reference to the advantages of a
"mixed" economy, there has been little in the way of a philosophy or
long-run strategy of economic development that one could attribute to
the planning authorities. This is not at all surprising when one recalls
that the First Five Year Plan was not officially approved until more
than one-third of the plan period had passed. The final version had to
be in part a rationalization of what had already occurred. Even the
Second Plan was ready only on the eve of the beginning of the plan
period and the final revised version did not appear until 15 months
later.

On July 27,1971, the Commission of the European Communities has submitted a memorandum on a Joint European development policy to the governments of the EEC's member states. It has thereby called for a beginning of the discussion on cooperative action by the Communities also in the field of development policies.

The Colombo Municipal Council (CMC), in collaboration with the World Bank, UNDP, UNCHS (HABITAT) and the Western Provincial Council (WPC) in Sri Lanka, launched a project in February 2000 to formulate a comprehensive strategy framework and a perspective plan of action for development of the city. The purpose was to identify key areas and issues that need systemic and planned attention of the Council and other major stakeholders and to develop appropriate strategies to address them. A Senior Consultant was assigned to the CMC by the sponsors to help formulate the strategy through a consultative process. In formulating the strategy framework, the CMC consulted a wide variety of stakeholder groups through a series of formal and informal consultations. They included civil society partners such as NGOs and CBOs, representatives of the poor; senior municipal officials; and leading private sector representatives, i.e., major investors, realtors, developers and Chambers of Commerce & Industry. Their views, ideas and suggestions were reviewed and those compatible with the development vision and thrust identified by the CMC task forces and stakeholder consultations are incorporated in this strategy framework. All stakeholders, particularly the private sector, considered the opportunity as an unprecedented move by the CMC and WPC. They welcomed the offer to join in this unique partnership-building exercise in city management and have assured the city administration of their wholehearted cooperation.