5-year National Development Plan for Uganda PEAP Revision Process 2007/8

Transcription

1 Republic of Uganda Ministry of Finance, Planning and Economic Development 5-year National Development Plan for Uganda PEAP Revision Process 20/8 Concept Note on the Revision Process September 20

2 1.0 Introduction Since 1997, Uganda has pursued the poverty eradication agenda through the implementation of the Poverty Eradication Action Plan (PEAP). The PEAP is/has been Uganda s national progressive policy development framework and medium-term planning tool. It is also the Poverty Reduction Strategy (PRSP), guiding the formulation of Government policy and the implementation of programs through sector wide approaches and a decentralized system of governance. The PEAP implementation mechanisms are tied into the national budget process through The Medium Term Fiscal Framework (MTFF) and eventually the Medium Term Expenditure Framework (MTEF), which provides allocations of public expenditure over three-year periods. The inter-generational transitions of the PEAP were originally focused on social sectors but the current PEAP recognized the importance of production and competitiveness as key drivers of growth and poverty eradication. In general terms the strategic importance of improving development outcomes of the PEAP is critical. This is more so because of the need to harmonize strategies geared towards rapid growth and development but also focusing on poverty eradication. We are still daunted by the disconnect of converting policy strategies into action and real development results in communities. This is a big challenge that requires more attention than in the past versions of PEAP. Development Alternatives for the Future The current PEAP expires on June 20. In reviewing PEAP, there are several strategic choices that have to be made, one of which is, should we maintain the current 5 pillars - which include; Pillar 1: Economic Management, Pillar 2: Production, competitiveness and incomes, Pillar 3: Security, conflict-resolution and disaster-management, Pillar 4: Good Governance, Pillar 5: Human Development? Further more do we need to define more precisely a set of measurable and relevant indicators which should become the focal point for policy and performance measurement? On the outset, it has to be recognized that economic growth is complex and its drivers are not universally agreed and sometimes even where those drivers are agreed, it s difficult to measure them precisely without over-relying on subjective opinions and perceptions. Approaches to growth and poverty reduction will always vary and range from market-based, pro-poor growth, sustainable livelihoods approaches (putting people first), to resource based approaches focusing on redistribution of assets and rights based approaches relying on empowerment and redistribution of political power. As we move into the development of a new National Development Plan, these are issues should be critical to the development path that Uganda will eventually choose. Focus on the Welfare of the Household As we move into the development of a new National Plan we need to remind ourselves that Government development interventions should ultimately improve the welfare of households. This should be through improving their incomes and increasing their productivity as individual citizens. Our focus should therefore work on the improvement of citizen s wellbeing and related aspects of their standard of living and general livelihood. However, additionally public investments that contribute to the improvement of infrastructure that 2

3 supports individuals should not be neglected in areas like roads, water, energy, health, processing of agricultural outputs among others. 2.0 Why the PEAP Revision? 1. Cabinet Decision: Cabinet endorsed the development of 30-year, 10-year and 5-year National Development Plans that should be consistent with the National Vision for Uganda. The 5-year medium term plan will act as a precursor to the development of longer term plans as envisaged by the Comprehensive National Development Planning Framework. 2. Government s commitment to revising the PEAP: As noted above, Government made a commitment to revise the PEAP every medium term with a view to incorporating new evidence and lessons pertinent to fostering the realization of Uganda s development objectives. The current PEAP expires in July 20 and thus the need to embark of the revision process that, this time round, reflects the foregoing Cabinet decision. 3. Emerging Planning frameworks and initiatives: A number of new planning frameworks and initiatives have been developed in the recent past. These initiatives need to be articulated in the context of a single policy framework for Uganda. 3.0 Emerging Development Opportunities Since the launch of the current generation of PEAP, a number of new development opportunities and challenges have emerged. Examples of emerging opportunities include; a) Oil Discovery and Mineral Development in Uganda The recent discovery of oil reserves in Uganda and the planned delivery of heavy oil in the market by 2009/10 have implications for the national development agenda. The world over, resource discoveries have implications for any economy. These include the macro-economy, micro-economy, political economy issues, regional development and adjustment pressures. There is a long history of resource booms and their often inevitable busts across many countries. The so-called Natural Resource Curse is well known a phenomenon today, which suggests that countries endowed with natural resources seem not to perform so well. If the oil and mineral discoveries of Uganda are converted into reality then we could be poised for a surge in investment and eventually exports. The change will then be to manage our economy to ensure we take advantage of the opportunity, but at the same time guard against the destructive influences associated with wildly fluctuating economies. b) Improved integration of private sector development and investment with poverty eradication The contribution of investment to growth in GDP depends not just on the expenditure on capital items, but even more fundamentally on the output it generates. The Incremental Capital Output Ratio (ICOR) has been exceptional in Uganda for some time (1.8 from 1992 to 1996 and 2.2 over the past decade). But over the last two years it s crept up above 3, 3

4 compared to 2.75 in 2004/05, meaning it s taking more capital to generate the same level of output than it did a few years ago. Investment can generate an increase in GDP through either an improved ICOR or through a higher share of output being invested. There are strong linkages between public and private investment, especially when infrastructure is a binding constraint to private sector development and investment as is the case in Uganda. These linkages and the empirical evidence of high returns to investment in Uganda underline just how important it is for high quality investments to be undertaken in both the public and private sector. When low quality investments are undertaken the ICOR performance is compromised with spillover effects on growth in GDP and income levels. Low quality investments can arise from subsidies and ad-hoc concessions that induce underperforming investments to take place at the expense of unassisted investments with higher returns. They can also arise from poorly selected, inefficiently designed and poorly managed public investment. The effect of a low ICOR is that a higher level of investment has to take place to reach the same rate of growth in GDP and ultimately this can compromise the ability to reach GDP growth rates and reduction in poverty. We also need to improve the impact of growth on poverty eradication. In Uganda, for every 1% growth in GDP/capita, the poverty headcount falls by just 0.63%, whereas in China it s about 1:1, in Vietnam 1.4:1 and in Thailand 2.6:1. This indicates that there is a need for continuous improvements in productivity and competitiveness. The public policy challenge therefore is is there a useful role for investment incentives in stimulating growth and what types of incentives might be considered positive incentives? By positive incentives we mean those that result in a more efficient allocation of resources than would have occurred otherwise. c) Aid Volumes amidst increasing Domestic Revenue In light of Uganda s improving Revenue to GDP ratio and the declining share of the National budget financed through budget and project support (estimated at 38.7% for FY 20/), Government has to brace itself for the implications of this development on its balance of payments position. Sustained reduction of donor aid inflows as desired by Government will necessitate an alternative source of foreign exchange to finance Uganda s trade deficit. d) The Emerging Role of Public-Private Partnerships The common element in partnerships is recognition of the fact that both public and private sector possess different attributes and capacities in relation to access to resources, innovativeness and knowledge systems. PPPs are starting to play an increasingly important role in Uganda especially in the area of infrastructure development including road construction, industrial park development, energy generation and mineral and oil exploration. This is because such investments are becoming a common feature in the country s development process and due to their high technical and financial demands; relatively long gestation period of the projects and inadequate in-house capacities within the traditional public service. Consequently, such arrangements will need to be supported by appropriate legal and institutional infrastructure for successful 4

5 implementation. Efforts to institutionalize PPP units have been discussed focusing on specific task such as privatization or industrial park development. For Uganda to realize the mission of having the private sector as an engine of economic growth, appropriate legal and institutional arrangements have to be put in place to support this objective. Against this background PPPs have significant potential to enhance outcomes sought from the new National Development Plan. In the first instance they can increase the level of funds available for investment. Second, they can increase the quality of services provided. Third they can increase the impact on beneficiaries e) Strengthening the Financial Sector A strong financial sector in Uganda is essential for private sector growth as well as overall economic growth. It is a critical driver of poverty reduction. Government needs to continue encouraging the growth and strengthening of financial systems. Although commercial banks are the primary form of financial intermediary, and as such are the largest repository for the public's savings, the main source of external credit to firms and the key actor in the payments system, Government needs to deepen and broaden the financial sector. Banking sector should move away from traditional commercial banking to other financial services like mortgage financing, leasing, mutual funds, e-govt, risk fund capital and other products. These will be very important in meeting both the growth and poverty reduction targets of Uganda. Indeed, a well-functioning financial sector provides the poor with access to credit and other financial services. Further, as we move along the role of Capital Markets needs to be highlighted, especially because they are an integral part of the financial system, providing efficient delivery mechanisms for savings mobilization and allocation, risk and liquidity management, and corporate governance. In addition, they facilitate government debt management, the conduct of monetary policy and provide a channel for privatization. These should be issues that the next National Development Plan should highlight. f) Developments at the regional level The New Partnership for Africa s Development (NEPAD): NEPAD s African Peer Review Mechanism (APRM) is an instrument for assessing each country s capacity to achieve the goals of NEPAD. The APRM deals with the areas of democracy and political governance, economic governance and management, corporate governance and socio-economic development. For each of these areas, indicative criteria and some examples of indicators have been developed by NEPAD for use by member countries in their APRM review processes. Uganda is currently conducting its own review and this will be an important building block for the next National Development Plan. The East African Community (EAC): Developments in the East African Community, particularly the much anticipated implementation of the EAC Customs Union and political federation, presents both opportunities and challenges that must be studied and taken into consideration in the formulation of the proposed 5-Year National Development Plan. 5

6 g) Transition to Multiparty Democracy There are new policy priorities emerging from the changing political environment and the attendant strategies. It is therefore important that the development strategy adopted brings together all the different political visions for Uganda as articulated in the Manifestos of the contending parties. In the past, PEAP has been quite successful on this measure. The challenge this time is to preserve what has been achieved so far and take another step forward. h) The Return of peace and security in the Great Lakes Region The prospects for national trade and development are greater with the return of peace and security in the North of the country as well as in the Great Lakes region. A large part of the land, human resources and social economic infrastructure that had been laid to redundancy due to the twenty-year insurgency in Northern Uganda will now come into use with the renewed peace and security in the region. Under the emergency phase, the ongoing resettlement and re-integration of the internally displaced persons (IDPs) in their places of origin will in time increase the population in the North that is engaged in productive economic activities. The effective implementation of the Northern Uganda Peace, Recovery and Development Plan (PRDP) over the medium term presents an opportunity for consolidating state authority, rebuilding and empowering the communities and revitalizing the economy in this region. The Karamoja region too is likely to witness more economic activity with the gradual decline in cattle rustling as a positive outcome of the ongoing disarmament exercise. With the consolidation of democracy, peace and security in the Great Lakes Region in recent years, Uganda stands to benefit immensely from regional trade especially with the DRC and Sudan. There is already evidence of significant outflows from Uganda of agricultural based commodities to these two countries. The production base must be expanded to meet the domestic, regional and international market demands. All these changes that are resulting from increased stability in the country and within the region will need to be taken account of in the new development plan. i) The Knowledge Economy In an agricultural economy land is the key resource. In the industrial economy natural resources and labour are the main resources. In the knowledge economy, knowledge is the key resource. In today s world the generation and exploitation of knowledge is an important part of every economy. The use of knowledge in any economy is not the new idea. The new idea is the degree of incorporation of knowledge and information into economic activity, which have created structural and qualitative changes in the operation of the economy and transforming the basis of competitiveness of any economy. The Knowledge Economy is emerging from two defining forces: the rise in knowledge intensity of economic activities, and the increasing globalisation of economic affairs. The rise in knowledge intensity is being driven by the combined forces of the information technology revolution and the increasing pace of technological change. Globalisation is being driven by national and international deregulation, and by the IT related communications revolution. 6

7 In Uganda, the last 20 years have seen the growth explosion in the application of computing and communications technologies in all areas of business and community life. This has been driven by sharp falls in the cost of computing and communications per unit of performance, and by the rapid development of applications relevant to the needs of users. Digitalisation, open systems standards, and the development software and supporting technologies for the application of new computing and communications systems including scanning and imaging technologies, memory and storage technologies, display systems and copying technologies are now helping users realise the potential of the IT revolution. The Internet phenomenon now exemplifies the IT revolution. Clearly the next National Development Plan has got to take cognizance of the centrality of Information and Communication Technology investments. These investments are now clearly complementary with investment in human resources and skills. j) Quality of Data and Information for Policy Decision Making Another area that is important is the quality of statistics, data and information for decision making. Better statistical data and improved analysis create the political will for policy changes to take place. Good quality data is crucial for the process of better measuring, monitoring and managing for development results. Without good statistics, Government cannot deliver efficient administration, good management, and evidence-based policy making. Statistics are an important means for the public to monitor the activities of Government and make decisions about their own lives. The ability to provide regular and reliable data both quantitative and qualitative on the economy and the well being of the population is an important indicator of good policies and institutions. For example, findings from the first Annual PEAP Implementation Review (APIR) show that a number of performance drivers or indicators in the PEAP Results and Policy Matrix that are used to track progress in PEAP implementation were either not well chosen or have since lost their relevance or cannot be easily measured all that easily. There is an old adage in management that says; that if we cannot measure it we cannot manage it. There is a need to improve the overall relevance and quality of the indicator system by replacing inadequate indicators with more suitable ones and introducing new ones. We shall require indicators that are relevant and actionable. 4.0 Emerging Development Challenges On the other hand, some of the emerging challenges include: a) Thematic Focus of the PEAP The thematic focus of Uganda s National Development Plan as well as its name needs to be reflected upon. Should Uganda still focus on poverty eradication or prosperity and or wealth creation or employment as themes? The first theme could be on wealth creation, since poverty eradication sometimes depends first on creation of wealth before it can be distributed. The second theme could be a focus on wealth creation as measured by GDP/Capita. A third theme from a policy management perspective could focus on one of our primary interests, i.e. the drivers of sustainable competitiveness. They reveal more clearly the path ahead and provide a view of both the front and rear policy window. GDP/capita and 7

8 poverty levels provide a useful picture of where we have been and at what speed, but they have narrow rear windows views and don t provide enough for active policy development. b) The National Budget as an Instrument for Poverty Eradication Over the years it has emerged that the national budget is not the most powerful instrument for influencing poverty levels. Over 75% of GDP is contributed by the private sector which means most potential to reduce poverty rests outside Government activity. In addition the non-budget interventions of Government impact on private sector activity probably more than budget does. Also, the Budget does not have significant discretionary capacity to deliver a poverty reducing impact. c) Stimulating Regional Investment There is a high chance that the population will remain in the regions. In response, can investment be taken to the regions? To some extent that is what is happening with natural products like oil and minerals. But the challenge is how to stimulate regional investment but at the same time preventing regional investments from becoming a drag on national growth through inactivity. We also have to avoid making mistakes and creating regional white elephant investments. d) Measuring Uganda s Development Effectiveness - Policy Execution Over the years we have given a great deal of attention to policy design and development. Uganda has developed a robust fiscal policy to curb public spending, monetary policy to curb inflation, overall macro-economic policy for economic stability and micro-economic policy to stimulate investment. Much of this has been successful to some extent. Uganda s inflation is at around 6.5% and for the Sub-Saharan group of countries as a whole it s about 7% (excluding Zimbabwe). Our current target in Uganda is to keep inflation below 5%, which is a big improvement on where we were less than 20 years ago at almost 200%. Investments have been growing by over 16% per year and now contribute a significant share of growth in GDP. For this 20/8 investment will be equal to 22.5% of GDP compared to 20.6% in 2005/6. We have, however, a significant challenge in this area as we need to keep investments growing by over 16% per year for some years with a target of over 30% of GDP. That s what is required if we are to achieve a sustainable growth in GDP of more than 7% per year. e) Improving Implementation and Results-on-the-Ground The main question therefore is; how can Uganda improve policy implementation? We all know quite a lot about the types of policies that give rise to macro-economic stability and what to do and not to do with monetary and fiscal policy. But is it with implementation and execution of sectoral policies and budgets that we are not up to pace and possibly it is one of the reasons why Sub-Saharan African performance lags below other areas like Asia. Until sector ministries and front line service providers in all Local Governments execute policies with precision, citizens will not be satisfied. We will count for little if the systems of public expenditure management do not improve to enable those extra resources to be converted into actual development spending and real investment. That is the big challenge 8

9 because if the investment expenditure impact is diluted then the future output from that expenditure becomes diluted. For example many people ask why growth has not improved after all that expenditure in infrastructure. Solutions don t rest merely with an increase in what we call the out-turn ratio, that is the alignment of actual with approved budgets. There is much more to it than meeting the conditions for disbursement and making the disbursements in accordance with agreed budgets. What we are really after is better evidence that public spending is actually being converted into real investment and increased quality and quantity of services. One measure that we may examine is having a formal policy implementation and monitoring plan with an accompanying best practice guide to implementation and monitoring, so that we start to impose some implementation hurdles on our policies and our different agencies and departments. It is unproductive to be coming up with various policy initiatives that fail basic implementation tests. In light of these challenges and opportunities, several strategic choices have to be made, one of which is whether or not a more precise measurable and relevant indicator or set of indicators should become the focal point for policy and performance implementation measurement. It is therefore necessary to revisit the overall strategy for National Development as articulated in the current PEAP. e) Climate Change Climate change has got profound consequences on Uganda. As we plan for social transformation and economic growth we need to be sensitive to the need to reduce green house emissions as well as put in place strategies for combating the already existing impacts of climate change like floods, droughts, land slides to mention a few. Well designed, marketorientated polices can reduce emissions and the costs of adapting to unavoidable impacts of climatic change, while generating economic benefits. These benefits may accrue from energy saving technologies, rapid technological innovations and removal of inappropriate subsides. Cutting emissions can for example reduce damage to Uganda s environment and also have significant impacts on the health of the population by avoiding air pollution. The National Development Plan will therefore need to put in place national climatic policies that are consistent with the global processes on climate change. f) Management of Development Partner Relationship Development Partners participation and funding to Uganda for Budget Support is premised on the present PEAP, which expires in June 20. In light of this expiry, we will need to ensure that a new strategy is in place upon which negotiations for aid funding for the period 20/09 onwards are in place. The new development partnership strategy will need to have improved recognition of Uganda s long-term aspirations for independence, growth, continuous improvement and aspirations to be a middle-income country by the middle of this century. 5.0 PEAP Revision Process Issues 9

10 a) Stages in the Revision Process 1 The review exercise is planned to take place in four distinct stages: Stage I: Preparatory activities for the PEAP Revision Stage II: PEAP Evaluation Stage III: Designing the National Plan Stage IV: Launch and Dissemination Stage 1: Preparatory Activities: commencing in July 20 a) NPA will be in charge of overall leadership and coordination of the PEAP revision process b) MFPED will house the for the PEAP revision process and provide the core technical support to the process. The PEAP will be a tripartite set up with permanent members from NPA, OPM and MFPED and will run until the revision of the PEAP is finalized. Members from other relevant stakeholders will be incorporated at an opportune moment. Stage II: Evaluation of the PEAP, : The Evaluation the PEAP, since its inception, will offer policymakers and other stakeholders an opportunity to assess its effectiveness along various dimensions. First and foremost, the evaluation should enable us to understand whether the PEAP has delivered as a strategy, and also whether the environment has been supportive enough to enable the PEAP to deliver, and incase it has not - to enable policy makers understand the reasons behind the sub-optimal results, and provide corrective actions. Thus, it is important to recognize that the PEAP evaluation will not just pertain to documenting the effects of the plan, but also to understanding the issues and factors that went into its development and implementation. The evaluation will seek to address a number of dimensions of the PEAP and its implementation in the following areas: Results and Performance of the PEAP since 1997 Political Economy and Evolution of Policy Choices Institutional Arrangements Economic Management and Poverty Reduction Partnerships with Development Partners While the evaluation of the PEAP will be conducted by an Independent Evaluator, its management will be coordinated by an Evaluation Sub-committee of the PEAP Revision composed of representatives of MFPED, NPA and OPM. Stage 111: Consultations and Design the National Plan Based on the outcomes from the PEAP Evaluation in Stage II above, and the issues emerging from both the analytical work and wide stakeholder consultations the current PEAP will be revised. The consultation process will be conducted with various key stakeholders (e.g. political leaders, technical officers, development partners, private sector and the civil society). 1 See Annex 1 for details 10

11 Stage IV: Launch and dissemination of the National Planning Document H.E the President will officially launch the New Planning Document. The New Planning Document will then be widely disseminated at the national, sector and zonal levels to facilitate faster adoption and usage of the Plan by the Stakeholders. The dissemination process will involve advocacy for policy change and alignment of budget priorities at national, sectoral and district levels with the National Plan priorities. In addition to generating development priorities, the process will widen ownership of the new development plan and develop impetus for monitoring progress during implementation. This will be in line with the principles of the National Vision and the Comprehensive National Development Planning Framework (CNDPF). The Executive, Parliament, Political Party representatives, religious leaders, Sub-county officials, villages and vulnerable/marginalized groups are among the key stakeholders that should be involved in the planning and consultation process. b) Bench-Marking of International Best Practice The next plan should draw lessons from best practices from countries, such as Malaysia, with similar characteristics that are now developed but were once caught up in poverty and underdevelopment. It will therefore be necessary to benchmark specific strategies for outright adoption and domestication. Benchmarking will initially involve identifying sources of national competitiveness, enhancing productivity, clearly defining national visions and embarking on progressive community attitudinal change. The objective is to use past experiences and knowledge of other countries through learning to achieve better results. 11

12 Output Annex 1: PEAP REVISION WORKPLAN (July 20 - June 20) Period Responsible Center July Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun 1.0 Overall leadership and coordination NPA & PEAP 1.1 Chairing meetings (Budget is for hosting full committee NPA & PEAP meetings at NPA 1.2. Coordination of information dissemination to all NPA & PEAP stakeholders (Fuel, Telephone, Personal follow-up) 1.3 Publicizing PEAP Revision process & dissemination NPA & PEAP of new planning document Develop communication materials NPA & PEAP Implement the strategy NPA & PEAP Video Documentary NPA & PEAP Media updates NPA & PEAP & Website updates NPA & PEAP Publishing the Popular version of Planning NPA & PEAP Document Radio & TV talk shows (15 radio & 3 tv stations) NPA & PEAP 1.4 Ensuring timeliness of activities and outputs NPA & PEAP 1.5 Overseeing resources mobilisation and expenditure NPA & PEAP 1.6 Overall quality control and presenting reports to the NPA & PEAP Minister/Cabinet (Participation in some field activities) 1.7 Launch PEAP revision conference NPA & PEAP 1.8 Dissemination of PEAP & launch of Plan (National, NPA & PEAP Sector & Zonal workshops)

13 Output Development of evaluation TOR Conducting the evaluation bidding and procurement process (incl domestic and international advertising) Management and coordination of the evaluation (establishment and running of technical sub-committee, reference group, and associated administrative costs) Period July Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Responsible Center OPM & Evln s/comt OPM & Evln s/comt Conducting the evaluation (consultancy fees and costs) OPM & Evln s/comt Conducting stakeholder meetings to review drafts and launch report OPM & Evln s/comt Printing and Editing of the evaluation report OPM & Evln s/comt 3.0 Sector Studies MFPED & NPA 3.1 Inventory and document sourcing MFPED & NPA Research and analytical work MFPED & NPA Documentation MFPED & NPA 3.2 Sector studies MFPED & NPA 4.0 PEAP drafting and PEAP secretariat activities MFPED & PEAP 4.1 Providing logistical support for all PEAP revision activities MFPED & PEAP 4.2 Providing office space and logistical support for MFPED & and consultants 4.3 Setting up and overseeing a documentation center and website for documents related to the PEAP revision process PEAP MFPED & PEAP 4.4 Participating in the drafting of the PEAP/Planning Document MFPED & PEAP 4.5 Receiving comments on the PEAP/Planning Document MFPED & PEAP 4.6 Submitting final draft for review by all stakeholders MFPED & PEAP 4.7 Printing of plan MFPED & PEAP 13

14 Output 5.0 PEAP REVISION CONSULTATIONS AT ALL LEVELS 5.1 Hold zonal consultative workshops with LGs, CSOs, Private Sector, Faith-based Organizations, and Cultural Institutions on progress of PEAP implementation 5.2 Hold a consultative workshop with Presidency, MDAs, DPs, MPs, Cabinet, CSOs, in Kampala on progress of PEAP implementation 5.3 Hold zonal validation workshops with LGs, CSOs, Private Sector, Faith-based Organizations, and Cultural Institutions on progress of PEAP implementation 5.4 Hold a validation workshop with Presidency, MDAs, DPs, MPs, Cabinet, CSOs, in Kampala on progress of PEAP implementation 6.0 Harmonization & Costing of Priorities 6.1 Costing of the priority activities and aligning the budgets with resource availability Period July Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Responsible Center MFPED & NPA MFPED & NPA MFPED & NPA MFPED & NPA NPA & PEAP Contracting of costing experts NPA & PEAP Managing the costing exercise NPA & PEAP 14