Sectorial Planning Approach School of Planning and Architecture, Bhopal Omkar Parishwad

Evolution: How do cities evolve?

Who should plan the cities?

Do the location, culture, climate and other factors play a crucial role in planning of a city?

Why study foreign policies than discover and invent our own strategies?

Introduction:

Sectorial Planning is strategic planning for defined sectors or industries of the economy.

‘Sector’ in terms of ‘sectorial planning’ means the spatial planning under consideration of

only one planning criteria (e.g. traffic, environmental heritage, etc.). Sectoral planning

process includes the following

significant characteristics:

Presents the detailed sectorial

development objectives, policies

and strategies that are only

summarized in the SES.

Provides the supporting

documentation needed for

explaining and justifying the

departmental budget.

Gives the private sector a

systematic process for

participating in planning and

policy making at the sectorial

level.

Promotes a more efficient and

equitable use of resources as a result of coordination and support of the private sector.

Facilitates sustainable development through linking budget to plan implementation, and

by generating sense of ownership on the part of local staff that are responsible for

preparing the plan.

Sectorial approaches are (in the ideal case) weighted and combined in the context of

comprehensive development planning. Through a collaborative process, various and

diverse stakeholders accomplish this task.

Sector planning focuses on a manageable area and considers the land use, transportation,

environmental, and infrastructure needs unique to that portion of the community.

Health Social Education

Electricity Infrastructure Transport

Agriculture Economical Tourism

Figure 1: Sectors for planning Health, Education, Social services…

Construction, Electricity, Transport, Water... Agriculture, Commerce, Finance, Tourism.

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The generalities of comprehensive planning and the pitfalls of single issue or narrow

scope planning are avoided. Approving the sector plan minimizes the inconsistencies

resulting from parcel-by-parcel decisions.

Process:

The formulation of a sectorial plan involves the same logical process as for any strategic

development plan, including the SES. This logical process can be summed up by the Department

asking six fundamental questions which will have to be answered in the course of preparing the

sectorial plan.

It may be useful to think of each question as a scenario.

The first scenario is intended to get the Department to systematically review its operating

experience within the sector, and to explicitly document what it has found in the form of the

sectorial performance assessment.

1. Where have we been and where are we now?

2. Where do we want to go from here?

3. How are we going to get there?

4. What resources will be required to enable us to get there?

5. How will we know when we have arrived?

6. What problems are we likely to face on the way, and do we have a contingency plan to

deal with them?

The second scenario represents the core of the planning process, and is calculated to produce

a clear identification of outcomes,

objectives or end states that the

Department and stakeholders want

to achieve.

The third scenario essentially

requires the Department and

stakeholders to specify the

strategies that will be followed to

achieve the outcomes or

objectives set in the second

scenario. This scenario must

consider development

opportunities and constraints, as

well as the macroeconomic and

sector specific policy

environment.

In the fourth scenario required resources are addressed. Resources must be broadly

considered, including, in addition to financial and personnel resources stipulated in the

budget, political support and macroeconomic environment.

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The fifth scenario calls for success criteria. Success criteria must be specified in terms of

performance measures that will enable the Department to objectively determine how much

progress has been made toward targeted departmental and sectoral objectives or outcomes.

The last (sixth) scenario requires policy makers to anticipate likely problems (issues and

constraints) and to formulate a contingency plan to deal with them. Essentially contingency

plans will be incorporated in the policies and strategies supporting each of the Department’s

budget outputs (output structure).

The national planning system incorporates four major components:

Performance budgeting

National strategic planning (SES)

Sectorial planning

Project planning

Purpose:

Departmental Budget Support

Budgetary resources enable the Department to produce and deliver the goods and services

(outputs) that directly contribute to achieving the predetermined outcomes (objectives)

specified in the sectorial plan.

Enables Systematic Participation of the Private Sector

The sense of ownership generated in this process should result in obtaining endorsement of

the sectorial plan, along with support in its implementation.

Promotes More Efficient Use of Resources

Formulating the sectorial plan with systematic input from stakeholders can be expected to

result in a more efficient use of resources through better co-ordination and support from the

private sector in working toward jointly set objectives, and through more rigorous analysis of

appropriate strategies and policies for achieving the objectives.

Facilitates Sustainable Development

Both continuing budgetary supports, and stakeholder involvement in the planning process,

constitute critical elements toward promoting sustainable development.

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Content:

Case Study:

The United Nations 1990 International Standard Industrial Classification of all Economic

Activities (ISIC) is used as a point of reference to define sectors for the purposes of sectorial

planning in Samoa.

These sectors can be grouped under the three broad sectorial headings used in PSIP, as follows,

with the corresponding national accounts categories shown in brackets.

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Table 1: Sectoral approach division.

Figure 1: Samoa Planning Department Map.

Adaptability:

The major problem about using this planning strategy in Indian cities is the Economic assessment

and the Public awareness.

People can never be estimated to be sighted about the matters of future development in favour of

the city.

Also the Economic base of our country is in a very preliminary stage. To estimate it to such

lengths is a very difficult task.

Economic Sectors:

•• Agriculture (agriculture, fisheries and forestry)

•• Manufacturing (food & beverages manufacturing and other manufacturing)

•• Tourism (hotels and restaurants, wholesale and retail trade, and transport)

•• Commerce (wholesale and retail trade and personal and other services)

•• Finance (financial and business services)

•• Public Administration (public administration)

Social Sectors:

•• Education (component of public administration, and including two sub-sectors of

•Primary and Secondary and Post-secondary)

•• Health (component of public administration)

•• Welfare and Social Services (component of public administration)

Infrastructure Sectors:

•• Construction (construction)

•• Electricity (electricity and water)

•• Water (electricity and water)

•• Transport (transport and communications)

•• Communications (transport and communications)

PRIVATE SECTOR

non-government organizations, churches, other government agencies, and individuals are a potential source

of knowledge and ideas that are essential to identifying issues and

opportunities, clarifying objectives, preparing policies and strategies, and

identifying possible projects

PARTICIPATORY APPROACH

of Sector Plan formulation increases ownership and acceptance of the

Plan, and thus increases its chances of effective implementation since, to varying degrees, implementation

relies on the actions of the private sector, churches, non-government organizations, other government

agencies and individuals

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Also the implementation tasks that should take place in incremental sense would take a lot of

management and synchronizing from all the sectors of the society.

The positive side of the coin is also very impelling, though that stage would arrive late.

Merits & Demerits:

As the purpose states, the merits are

Sustainable growth due to involvement of the local bodies and private sector.

Better management of the resources and facilities as planners are the managing link

between the two.

Economic stability as it is priory estimated for the development.

The Demerits being;

Poor standards of the locals in terms of progress. So over-estimation and costly affairs in

terms of progress.

Political interference as the law is not interfering directly.

Conclusions:

City planning takes place smoothly as the Economic Strategy is well balanced beforehand.

As locals get involved in the planning perspectives, better solutions are developed and

implemented.

Citizens orient buildings, plant trees and return stores to a depressed area. So the sense of

ownership is generated which results in swifter progress of the city.

Criminal activity is reduced through improved lighting and reduced blight. Schools are more

community friendly through integration into the neighbourhood.

As the planning authority remains with the planner, the progress is controlled.

References:

Davis, Derrin and Stephen Pollard, , Economic Management and the Role of Planning, East

West Centre, Development Series, No. 6, March 1995.

United Nations, International Standard Industrial Classification of all Economic Activities,

Third Revision, 1990.

Samoa, Government of, Treasury Department, Manual on Project Planning and

Programming, September 1998.

United Nations Development Programme (UNDP), Report of Mission on Economic Planning

in the Pacific Island Countries, 1991.

Workshop on sectorial planning:

www.unpan1.un.org/intradoc/groups/public/documents/CARICAD/UNPAN...