Strategies

Whitehouse
National Security Strategy
May 2010

Build Cooperation with Other 21st Century Centers of Influence
snip
We have an array of enduring interests, longstanding commitments and new opportunities for broadening and deepening relationships in the greater Middle East. This includes maintaining a strong partnership with Israel while supporting Israel’s lasting integration into the region. The U.S. also will continue to develop our key security relationships in the region with such Arab states as with Egypt, Jordan, and Saudi Arabia and other Gulf Cooperation Council (GCC) countries—partnerships that enable our militaries and defense systems to work together more effectively.

We have a strategic interest in ensuring that the social and economic needs and political rights of people in this region, who represent one of the world’s youngest populations, are met. We will continue to press governments in the region to undertake political reforms and to loosen restrictions on speech, assembly and media. We will maintain our strong support for civil society groups and those individuals who stand up for universal rights. And we will continue to foster partnerships in areas like education, economic growth, science, and health to help expand opportunity. On a multilateral basis, we seek to advance shared security interests, such as through NATO’s Istanbul Cooperation Initiative with the GCC, and common interests in promoting governance and institutional reform through participating in the Forum for the Future and other regional dialogues.

The diversity and complexity of the African continent offer the United States opportunities and challenges. As African states grow their economies and strengthen their democratic institutions and governance, America will continue to embrace effective partnerships. Our economic, security, and political cooperation will be consultative and encompass global, regional, and national priorities including access to open markets, conflict prevention, global peacekeeping, counterterrorism, and the protection of vital carbon sinks. The Administration will refocus its priorities on strategic interventions that can promote job creation and economic growth; combat corruption while strengthening good governance and accountability; responsibly improve the capacity of African security and rule of law sectors; and work through diplomatic dialogue to mitigate local and regional tensions before they become crises. We will also reinforce sustainable stability in key states like Nigeria and Kenya that are essential subregional linchpins.
http://www.whitehouse.gov/sites/default/files/rss_viewer/national_security_strategy.pdf

The First Quadrennial Diplomacy and Development Review (QDDR): Leading Through Civilian Power

How can we do better?...we will build up our civilian power: the combined force of civilians working together across the U.S. government to practice diplomacy, carry out development projects, and prevent and respond to crises. Many different agencies contribute to these efforts today. But their work can be more unified, more focused, and more efficient.

The State Department and USAID will take a lead role in making that happen." Secretary of State Hillary Rodham Clinton

The QDDR provides a blueprint for elevating American "civilian power" to better advance our national interests and to be a better partner to the U.S. military. Leading through civilian power means directing and coordinating the resources of all America's civilian agencies to prevent and resolve conflicts; help countries lift themselves out of poverty into prosperous, stable, and democratic states; and build global coalitions to address global problems.

Fact sheet
WHAT IS IN THE QDDR?
The QDDR calls for State and USAID to change the ways we do business in four broad areas:
1. Adapt to the diplomatic landscape of the 21st century by:
 Leading the implementation of global civilian operations overseas by empowering and holding accountable Chiefs of Mission as CEOs of a multi-agency effort
 Reorganizing structurally to meet new challenges: an Under Secretary for Economic Growth, Energy, and the
Environment and an Undersecretary for Civilian Security, Democracy, and Human Rights; a new Bureau for Energy Resources and a Chief Economist; and a proposed Bureau for Counterterrorism Engaging beyond the capital and leveraging the technological tools of 21st century statecraft

2. Elevate and modernize development to deliver results by:
 Focusing our investments where we
have a comparative advantage: food security, global health, climate change, sustainable economic growth, democracy and governance, and humanitarian assistance—with an emphasis on the rights of women and girls throughout
Practicing high-impact development by building partnerships with host nations, investing in innovation, and strengthening monitoring and evaluation
 Continuing to make USAID the world’s premier development institution; building the necessary technical expertise and organizational structures; immediately transitioning the leadership of Feed the Future, and setting a target to move the Global Health Initiative at the end of FY 2012 if certain benchmarks are met
3. Strengthen civilian capability to prevent and respond to crisis and conflict by:
 Recognizing that civilians are the first line of defense abroad and making conflict prevention and response a core civilian mission
 Building conflict prevention and response capabilities by creating a new Bureau of Conflict and Stabilization Operations at State and strengthening the Office of Transition Initiatives at USAID
 Integrating an effective capability to reform security and justice sectors in fragile states
4. Work smarter to deliver results for the American people by:
 Ensuring we have the expertise to meet the challenges of today and tomorrow by building technical expertise and innovative problem solving
 Managing contracting and procurement to achieve our mission effectively and efficiently by drawing more upon expertise within the government
 Planning and budgeting for impact; using best available evidence to design programs to ensure each dollar spent yields results
IMPLEMENTING THE QDDR
The QDDR proCess is an ongoing commitment that began when Secretary Clinton took office and will continue through the launch of the next Review. The State Department and USAID have already begun to implement many of the reforms described in the Report. Some are complete; others will follow. The Deputy Secretary of State for Management and Resources and the USAID Administrator will oversee the implementation of the QDDR.

sounds like a plan!

Links:
fact sheet
http://www.state.gov/documents/organization/153109.pdf

executive summary
http://www.state.gov/documents/organization/153139.pdf

full report
http://www.state.gov/documents/organization/153142.pdf

In summary
it sounds like a rebuilding of USAID as the preeminent Global Development Institution. One big happy Global Family at the expense of the taxpayers.

redleo says its to do with the death of the fed reserve note

HEAD OF LIBYAN "THINK TANK" OUTLINES HUMAN DEVELOPMENT STRATEGY

Passed to the Telegraph by WikiLeaks 9:30PM GMT 31 Jan 2011
Ref ID: 09TRIPOLI386

Date: 5/11/2009 14:18

Origin: Embassy Tripoli


Summary: Mahmoud Jibril, Chair of the National Economic Development Board and the former head of the National Planning Council, discussed strategies for developing Libya's human resources in a recent meeting with the Ambassador. Jibril highlighted the need to replace the country's decrepit infrastructure and train Libyans to maintain and run their new airports, schools and hospitals. Jibril welcomed American companies, universities and hospitals to participate in this endeavor.

snip
According to Jibril, there are 11,000 development projects in Libya spanning several sectors, with the bulk of projects focusing on infrastructure. The NEDB's role in these projects is to "pave the way" for private sector development, and to create a strategic partnership between private companies and the government. There is a still a "gap of distrust" dividing the two. As to whether Libya has a Master Plan that includes all the 11,000 projects, Jibril admitted that in the past two years, Libya had started executing projects without such a plan. However, the NEDB has been working with experts from Ernst and Young, the Oxford Group, and lately with five consultants from UNDP to advise the prime minister on the best sequencing and pacing of the projects in order to decrease poverty and unemployment. He explained they were developing a "mapping room" to show all the projects, in a similar way to how a navy tracks its submarines all over the world. This "room" will use econometric models to demonstrate the results of different plans.

snip
Jibril stressed that Libya needs not only new schools, houses, hospitals, and roads but also a plan to manage and maintain all these new facilities and projects. This would involve training Libyans and in effect, "rebuilding human beings." He said the United States could help by encouraging people-to-people contacts. He suggested U.S. universities be paired with Libyan ones. If a U.S. educational institution were established in Libya, in his view, this would be a lasting investment that would withstand any political changes, citing the examples of the American Universities of Beirut and Cairo.


http://www.telegraph.co.uk/news/wikileaks-files/libya-wikileaks/8294558/HEAD-OF-LIBYAN-THINK-TANK-OUTLINES-HUMAN-DEVELOPMENT-STRATEGY.html

Human Development Strategy...interesting. From 2009. wiki cable 2011

1. Proposal By: The Human Resources and Institutional Capacity
Building Department, NEDB. Tripoli, Libya.
2. The Innovation: Establishment of the National Economic
Development Board (NEDB).
3. Dr. Mahmud Gebril, Director General, NEDB.

snip
ii. Purpose and Objective of the Change: the objective behind
establishing the NEDB is to revamp the governmental apparatus to
make it more efficient and effective. Also to present a vision for the
whole economy to help guide it in the right direction.

snip
How It Was Done: a group of international consulting firms, mainly
from the USA and the UK were invited to diagnose the situation.
NEDB was among their suggestions to modernize the whole Libyan
economy.

v. Results Achieved So Far: NEDB has been set up as an autonomous
organization. It has been given enough funding to be operative. An
organizational structure for ENDB (typo?) has been approved. ENDB has
been authorized by the Libyan government to be in charge of the
whole development program for the entire country amounting to
about 150 billion Libyan Dinars.

vi. Outlook for the Future: NEDB has been operative for only a few
months. As time goes by, it is expected to gain more and more
momentum. The only limiting factor that might look like a threat for
NEDB is any slowdown in the political support it has been enjoying
so far.

vii. Potential Implications for Others: NEDB’s lesson will be a good
one to follow for any developing country facing severe
bureaucratic problems and limitations.

6. Executive Summary: In order to deal with bureaucratic bottlenecks
in a developing economy, an autonomous body, the National
Economic Development Board has been established. It was
delegated to supervise the whole development program of the
country and to manage it from a strategic management point of
view. NEDB is having a great deal of political support from the upper
echelons of the Libyan government, and this a basic prerequisite for
success in any similar situation.
http://unpan1.un.org/intradoc/groups/public/documents/aapam/unpan032710.pdf

date? 3/27/10? NEDB looks to be development program.

found this pdf
Vlastimir Milosavljevic

Professional Experience
Senior Technical Advisor (STA) in Procurement and Contracting (P5/5),
March 2009 to present
United Nations Development Program (UNDP), Tripoli, Libyan Arab Jamahirya
Within government budget of US$ 110 billions, as a member of National Economic Development
Board of Libya (NEDB), the major responsibilites of STA are:
- Assist the Director of the Coordination department of NEDB in developing department structure
roles and responsibilities, service rules, rules of business, etc. and to carry out the purposes set forth in the development program.
- Assist the NEDB to access lessons from the International Best Practices on Public Procurement and Contracting.
- Assist the NEDB in finalizing and fine tuning the legal and regulatory framework relating to
procurement rules and procedures, by including lessons from experiences of various Governments.
- Assist in development of user friendly operation manuals for procurement of goods, services and
works consisting of regulations, procedures, templates and formats, etc. which would assist in the
effective implementation of the procurement Law/rules.
http://www.developmentaid.org/getfile?section=expert&file=17655.pdf

LIBYA'S AGENCY FOR ECONOMIC REFORM RENEWS REQUESTS FOR AMERICAN EXPERTISE

Passed to the Telegraph by WikiLeaks 9:32PM GMT 31 Jan 2011
Ref ID: 09TRIPOLI764

Date: 9/24/2009 16:23

Origin: Embassy Tripoli

Summary: The staff of Libya's National Economic Development Board briefed Emboffs on Libya's efforts to train the Libyan workforce in support of economic reform plans, and in particular, the NEDB's initiatives to spur private sector growth through the development of small- and medium-sized enterprises. Additionally, the NEDB is developing a "Strategic Management" system to monitor and evaluate Libya's economic development after decades of isolation from international markets. NEDB requested assistance in identifying training opportunities and apprenticeships for NEDB staff in the United States; invited U.S. experts to travel to Libya to conduct training for managers of NEDB's business incubator programs, entrepreneurs, and members of local governments; and expressed renewed interest in working with the Commercial Law Development Program in a MEPI-funded program to foster exchanges between U.S. and Libyan small business development programs. End summary.

NATIONAL ECONOMIC DEVELOPMENT BOARD: HELPING LIBYA TO "CATCH UP" ...

2.(C) On September 16, P/E Counselor and Econoff met with Said Hoderi, Director of International Cooperation at the National Economic Development Board (NEDB); Faouzi Saleh Elmozogi, Director of Human Institutional Capacity Development at NEDB; and Dr. Fathi Ibrahim, Training Manager of the Small and Medium Enterprise Department at NEDB to discuss the NEDB's work to develop a strategic plan for Libya's economic development. Hoderi, who has been working at the NEDB since its inception, explained that the NEDB was created in 2007 by the General People's Committee (GPC) - equivalent of Prime Minister's cabinet - to implement the recommendations of a report authored by the Monitor Group analyzing Libya's development needs. The report - the result of an initiative spear-headed by Saif al-Islam al-Qadhafi - recommended that Libya diversify its economy beyond the hydrocarbons sector and move towards a market-based economy.

snip
In addition to developing a strategic plan for managing Libya's economic resources, Hoderi described the NEDB's leadership in improving professional training and education in Libya. Hoderi explained that the NEDB's work in this sector began at the most basic level - through primary education reform. He said that the NEDB was working with experts from Singapore to design a new program for managing the primary TRIPOLI 00000764 002.2 OF 003 education system and to incorporate a Singaporean model for education reform. Beyond primary education, Elmozogi described several NEDB efforts to improve the quality of professional training in Libya, particularly for public sector employees, including "future leaders," diplomats, judges, and local and municipal government officials. In the first program, the NEDB is cooperating with the UK government and the London School of Economics (Saif al-Islam al-Qadhafi's alma mater), among other UK institutions, on an exchange program to send 400 "future leaders" of Libya for leadership and management training. Eventually, Elmozogi explained, 250 additional Libyan "future leaders" would also be trained in Libya. Likewise, the NEDB is working with universities in the United States (Michigan State and elsewhere), the UK, and France to manage exchange programs for 90 young Libyan diplomats (30 Libyan diplomats are currently being trained in each country). Hoderi responded positively to Emboffs' suggestions that Libyan diplomats in the United States coordinate a site visit to the National Foreign Affairs Training Center. Elmozogi said that the NEDB had also sent 70 Libyan judges to the UK to study English language and international law. Finally, Hoderi emphasized the NEDB's interest in working with the embassy to design a training and exchange program for members of Libya's local and municipal governments. "I believe Libyans would benefit from seeing how your small towns are run, even if our government system is very different from yours in the United States," he observed.

6.(C) As a corollary to training local government officials, Hoderi expressed an interest in studying how U.S. local governments incorporate small businesses into community development plans. He explained that as Libya moves from a public sector-dominated economy to one that is more decentralized, local governments ("shabiyas" in the Libyan system) will need to take responsibility for encouraging small businesses and spurring private sector growth. [Note: This may be an opportunity for a specialized International Visitors Program. End note.] Hoderi also asked if American experts could conduct training of trainer workshops in Libya for the public sector on leadership and management skills, including teamwork and communications. The NEDB has already trained 1,000 local government employees in these topics in Tripoli and would like to expand the program to other cities throughout the country.

more here!!!!

http://www.telegraph.co.uk/news/wikileaks-files/libya-wikileaks/8294649/LIBYAS-AGENCY-FOR-ECONOMIC-REFORM-RENEWS-REQUESTS-FOR-AMERICAN-EXPERTISE.html

There ya have it, sounds like a plan. Future leaders are trained by UK and US.

here is the website, needs translation, but it is safe.
http://translate.google.com/translate?hl=en&sl=ar&tl=en&u=http%3A%2F%2Fwww.nedb.ly%2F

London School of Useful Idiots: How a cadre of Blair cronies, ex-MI6 chiefs and top dons at a top university supported Gaddafi for his millions


The trouble with Fred Halliday was that he drank too much. He repeatedly warned colleagues at the London School of Economics, where he was professor of international relations, that taking money from Libya would come back to haunt them.
Fred spoke ten languages including several from the Middle East. He could see that the university where he had taught for 15 years was dealing with the Devil and risking its precious international reputation. He didn’t even want Saif Gaddafi to be a student there.
They didn’t listen to him. Not just because he drank, of course, but because they were greedy for Libyan money, a donation of a whopping £1.5million that Saif, now 38, made to the LSE a year after they had given him a Phd.

Fred died of cancer a year ago, so he didn’t live to see the shocking fruition of his predictions; the puce-faced embarrassment of his old university as people who have been sucking up to the oil-rich Colonel Gaddafi and his son Saif now scramble to cut their links with the murderous and sinking dictator.
And how intriguing — though not really surprising — that so many roads seemed to lead back to the LSE and, of course, to Tony Blair, whose wife, let’s not forget, attended the world-class institution.

There was Baroness Symons, who used to be a Foreign Office minister (and whose husband Philip Bassett was a special adviser in Downing Street to Blair), this week stepping down from Libya’s National Economic Development Board — and this just 24 hours after she had appeared to praise Gaddafi’s ‘sound ideology’.
Intriguingly, Lady Symons is on the advisory board of the LSE Ideas centre, which calls on the university’s ‘intellectual resources’ to study international affairs. So is Jonathan Powell, who was Prime Minister Blair’s chief-of-staff.

lots of great info here
Read more: http://www.dailymail.co.uk/news/article-1362029/Gaddafi-supported-Blairs-cronies-ex-MI6-chiefs-LSE-millions.html#ixzz1FTkrUTOV

LSE, NEDB, Blair, Baroness Symons....loads of corruption blah blah.

so they want to upgrade libya..so they need a war first..sounds like a plan

EUROPEAN NEIGHBOURHOOD
AND PARTNERSHIP INSTRUMENT
LIBYA
STRATEGY PAPER &
NATIONAL INDICATIVE PROGRAMME
2011 - 2013

50 pages

snip
Priorities of EC cooperation
Taking into consideration these factors and the three main intermediate strategic objectives of
the EC set out in section 1.2 (ensuring the successful implementation of the Framework
Agreement under negotiation, jointly tackling common challenges and supporting Libya’s
modernisation), the following priorities for EC cooperation in the 2011-2013 period have
been identified.
(1) Improving the quality of human capital;
(2) Increasing the sustainability of economic and social development;
(3) Addressing jointly the challenge of managing migration.
The choice of these priority areas also takes into consideration the preferences of the Libyan
government, in particular as expressed in the Memorandum of Understanding signed on 23
July 2007 with Commissioner Ferrero-Waldner.

snip
In this context, EC assistance should aim to develop the export potential of local companies
involved in the non-oil sector and to improve the framework for sustainable development of
the private sector. This will help Libya take advantage of the opportunities created by the
Framework Agreement, notably in terms of access to the large European market. It should
also support Libya’s efforts to develop its services sector, including tourism. Cooperation on
cultural heritage is a key instrument to develop bilateral understanding and dialogue. This will
also promote sustainable cultural tourism, which will in turn contribute to the diversification
and openness of the economy.
Also, EC assistance should target the development of renewable energies in Libya. Libya has
indeed a very large potential in wind and solar energies. This is an area of mutual gain for
Libya and the EC, as Libya could become a large exporter of renewable energies to Europe.
EC assistance should therefore contribute to the energy security of Europe, be fully consistent
with the EU’s external energy policy, and contribute to addressing climate change
considerations.
Finally, to ensure the successful transition towards a more sustainable, increasingly open and
complex economy, Libya needs to strengthen its public administration and develop its
legislative and regulatory framework. This should improve the often erratic strategic policy
formulation of the past as well as develop Libya’s capacity to prepare, develop, implement
and monitor sector strategies.

http://ec.europa.eu/world/enp/pdf/country/2011_enpi_csp_nip_libya_en.pdf

more nation building

A PARTNERSHIP FOR DEMOCRACY AND SHARED PROSPERITY
WITH THE SOUTHERN MEDITERRANEAN
17 pages

snip
A "Partnership for Democracy and Shared Prosperity" should be built on the following
three elements:
• democratic transformation and institution-building, with a particular focus on fundamental
freedoms, constitutional reforms, reform of the judiciary and the fight against corruption
• a stronger partnership with the people, with specific emphasis on support to civil society
and on enhanced opportunities for exchanges and people-to-people contacts with a
particular focus on the young
• sustainable and inclusive growth and economic development especially support to Small
and Medium Enterprises (SMEs), vocational and educational training, improving health
and education systems and development of the poorer regions

OUR IMMEDIATE RESPONSE
• Humanitarian aid (EUR 30 million)
• Facilitating consular cooperation and evacuation
• Frontex joint operations
• Drawing on the EUR 25 million EU External Borders Fund and European Refugee Fund
• High Representative/Vice President (HR/VP) visits to Tunisia and Egypt; international
co-ordination meeting in Brussels
• Support for Democratic transition

ADAPTING OUR APPROACH
• Reviewing and adjusting EU Neighbourhood Policy
• Moving towards advanced status in Association Agreements
• Enhancing political dialogue

DEMOCRACY AND INSTITUTION BUILDING
• Expanding support to civil society
• Establishing a Civil Society Neighbourhood Facility
• Support Social Dialogue Forum

TACKLING THE CHALLENGES OF MOBILITY
• Conclude Mobility Partnerships
• Reinforce local Schengen cooperation
• Make full use of improvements in EU Visa Code

PROMOTING INCLUSIVE ECONOMIC DEVELOPMENT
• Promote Small and Medium Size Enterprises (SMEs) and Job Creation
• Seek agreement of Member States to increase EIB lending by EUR 1 billion
• Work with other shareholders to extend the EBRD mandate to countries of the region
• Promote job creation and training

ENSURING MAXIMUM IMPACT OF TRADE AND INVESTMENT
• Adopt Pan-Euro-Mediterranean preferential rules of origin
• Approve rapidly agreements on agricultural and fisheries products
• Speed up negotiations on trade in services
• Negotiate Deep Free Trade Areas

ENHANCING SECTORAL CO-OPERATION
• Establish an EU-South Mediterranean Energy Community
• Launch an Agricultural/rural development support programme
• Increase participation in education programmes
• Develop the Internet and other communication technologies
http://ec.europa.eu/commission_2010-2014/president/news/speeches-statements/pdf/20110308_en.pdf

2011-2014 there's the plan. Referenced in this article http://www.nytimes.com/2011/03/19/opinion/19iht-edashton19.html

http://enpi-info.eu/mainmed.php?id=24429&id_type=1&lang_id=450

http://www.nytimes.com/2011/03/08/world/europe/08iht-union08.html?partner=rss&emc=rss

http://www.google.com/hostednews/afp/article/ALeqM5iCv4O8ZW6EOAJCnSjzmxvq3ba9DQ?docId=CNG.08dc880232fd4c049d2f1a10f4641409.b51

A new response to a changing Neighbourhood

To the East and South of the European Union (EU) lie sixteen countries1 whose hopes and futures make a direct and significant difference to us. Recent events have brought this into sharper relief, highlighting the challenges we face together. The overthrow of long-standing repressive regimes in Egypt and Tunisia; the ongoing military conflict in Libya, the recent violent crackdown in Syria, continued repression in Belarus and the lingering protracted conflicts in the region, including in the Middle East, require us to look afresh at the EU’s relationship with our neighbours. The encouraging progress made by other neighbours, for example by Republic of Moldova in its reform efforts, Ukraine in the negotiations of the Association Agreement or Morocco and Jordan in their announcement of constitutional reform, need also to be supported. The Lisbon Treaty has allowed the EU to strengthen the delivery of its foreign policy: co-operation with neighbouring countries can now be broadened to cover the full range of issues in an integrated and more effective manner. This was a key driver for
initiating a review, in consultation with partner countries and other stakeholders, of the European
Neighbourhood Policy (ENP) in summer 2010. Recent events throughout the Southern Mediterranean have made the case for this review even more compelling. The EU needs to rise to the historical challenges in our neighbourhood.

snip
The new approach, as described above, aims to:
(1) provide greater support to partners engaged in building deep democracy – the kind that lasts
because the right to vote is accompanied by rights to exercise free speech, form competing
political parties, receive impartial justice from independent judges, security from accountable
police and army forces, access to a competent and non-corrupt civil service — and other civil
and human rights that many Europeans take for granted, such as the freedom of thought,
conscience and religion;
(2) support inclusive economic development – so that EU neighbours can trade, invest and grow in a sustainable way, reducing social and regional inequalities, creating jobs for their workers and higher standards of living for their people;
(3) strengthen the two regional dimensions of the European Neighbourhood Policy, covering respectively the Eastern Partnership and the Southern Mediterranean, so that we can work out consistent regional initiatives in areas such as trade, energy, transport or migration and mobility complementing and strengthening our bilateral co-operation;
(4) provide the mechanisms and instruments fit to deliver these objectives.
The partnership will develop with each neighbour on the basis of its needs, capacities and reform objectives. Some partners may want to move further in their integration effort, which will entail agreater degree of alignment with EU policies and rules leading progressively to economic integration inthe EU Internal Market. The EU does not seek to impose a model or a ready-made recipe for political reform, but it will insist that each partner country’s reform process reflect a clear commitment to universal values that form the basis of our renewed approach. The initiative lies with the partner andEU support will be tailored accordingly.

snip
TO SUPPORT SUSTAINABLE ECONOMIC AND SOCIAL DEVELOPMENT
We shall:
• support partner countries' adoption of policies conducive to stronger, sustainable and
more inclusive growth, to the development of micro, small and medium-sized
companies and to job creation• strengthen industrial cooperation and support improvements to the business
environment
• help to organise events to promote investment
• promote direct investment from EU SMEs and micro-credit
• build on the pilot regional development programmes to tackle economic disparities
between regions
• launch pilot programmes to support agricultural and rural development
• enhance the macro-economic policy dialogue with partners making the most
advanced economic reforms
• improve the effectiveness of Macro-Financial Assistance by streamlining its
decision-making process
• enhance dialogue on employment and social policies

snip
Enhancing sector cooperation
We shall:
• enhance sector co-operation, with a particular focus on knowledge and innovation,
climate change and the environment, energy, transport and technology• facilitate partner countries' participation in the work of selected EU agencies and
programmes

snip
The EU will join up efforts with its neighbours on climate change by enhanced co-operation
to address low-carbon development and improve resilience to climate impacts (adaptation),
with a view to implementing the Cancun agreement and moving towards a comprehensive
global climate regime. The EU and partner countries should also pursue a higher level of
environment protection8 aimed at enforcing higher standards of air and water quality,
improved environmental governance, higher resource efficiency, protection of biodiversity
and ecosystems and supporting the necessary infrastructure investments.
• Energy co-operation will be stepped up through increased energy policy dialogue aiming at
further market integration, improved energy security based on converging regulatory
frameworks, including on safety and environmental standards, the development of new
partnerships on renewable energy sources and energy efficiency, and nuclear safety. In the
medium term this could lead to extending the Energy Community Treaty to neighbours not yet
party to it or, building on its experience, establishing a complementary “EU-Southern
Mediterranean Energy Community”.
• The Commission will propose a new framework for transport co-operation, aiming at closer
market integration in the transport sector, notably extending trans-European transport
networks (TEN-Ts) to partner countries, addressing administrative bottlenecks with a focus on
safety and security issues (including issues such as air and rail traffic management and
maritime transport), and enhancing co-operation with various EU transport agencies.
• The Commission also supports a more strategic approach and cooperation on maritime
affairs, aiming at enhancing cooperation across maritime sectors and allowing for sustainable economic development.
• Recent developments in the South Mediterranean countries have shown the importance of
information and communication technologies as tools for political and social change.Cooperation with partner countries will therefore be stepped up to support the development of a digital economy, using ICT to tackle national and global challenges.

snip
Migration and mobility
We shall:
• pursue the process of visa facilitation for selected ENP partners and visa
liberalisation for those most advanced
• develop existing Mobility Partnerships and establish new ones
• support the full use by Member States of opportunities offered by the EU Visa Code

http://ec.europa.eu/world/enp/pdf/com_11_303_en.pdf

It's all there, nation building and labor management. Take a look! Sounds like the Modern Silk Road strategy all over again. I guess they figure, if it ain't broke, just rename it

nice summary and link
EU launches ‘new and ambitious’ European Neighbourhood Policy
http://enpi-info.eu/mainmed.php?id=25298&id_type=1&lang_id=450

The Fastest Way to Link the EU to the CIS and Asia

Advantages and experience
in working with Russia and
the CIS:
• The closest EU port to
Moscow;
• A European Union border
with Russia;
• Excellent rail connections
with the standard Russian
1520 mm rail gauge;
• Favourable railway tariffs
and easy border crossing
procedures;
• Business knowledge and
experience in Russia/CIS

http://www.rop.lv/en/multimedia/downloads/category/73.html?download=398

saw that on EC to..along with the libya water story i did 4 months ago!

US STRATEGY IN THE GULF
Shaping and Communicating US Plans for the Future in a Time of Region-Wide Change and Instability
By Anthony Cordesman
April 14, 2011
Anthony H. Cordesman
Arleigh A. Burke Chair in Strategy

Cordesman: US Strategy in the Gulf 4/14/11 2
During the course of the next year, the US must fundamentally reshape its strategy and force posture for the Gulf. This involves challenges which would require it to decide on how to restructure its entire force posture in the Gulf as it leaves Iraq, and deal with steadily increasing strategic competition with Iran. It also, however, involves challenges that go far beyond the military dimension. For what may well by the next half-decade, the US will have to deal with a new, uncertain, and constantly changing mix of regimes and regional politics. It will need a civil-military strategy and one geared towards uncertainty and change.
Meeting New Politico-Military Challenges on Every Front
Even if the Iraqi government seeks some form of continued US troop presence, this will be at token levels with very limited facilities, stockpile, and military capability. The US presence in Iraq will largely be one designed to help Iraq deal with counterinsurgency and its internal tensions. It is Iraq that must develop the ability to defend and deter against Iran, albeit with the aid of US advisors and arms sales. And so far, Iraq has not decided how it wants to turn its Strategic Framework Agreement with the US into functioning plans and capabilities, what direction its future force plans will pursue, and what level of US advisory efforts and arms transfer it will want.

The US may or may not be able to create a stable and well-defined strategic relationship with Iraq over the next 12 months. It seems unlikely that this can happen given the level of instability and tension within Iraq, and the fact that the US will now have to struggle with Iran for strategic and political influence. It is more likely that the US will now have to use a State Department-led mix of political, economic, and military aid efforts to compete with Iran indefinitely into the future – almost regardless of any formal arrangements reached under the Strategic Framework Agreement.

At the same time, the US now faces new major uncertainties in the Southern Gulf. The wave of political unrest affecting the entire Middle East has affected both US efforts to cooperate with the Southern Gulf states in dealing with Iran, and efforts to deal with terrorism and violent extremists. The most critical examples to date are Bahrain – the headquarters of the US Fifth Fleet, and Yemen. Sunni-Shi’ite tension in Bahrain has reached the level of open violence, and progress towards a peaceful and stable solution has failed to materialize so far. Yemen seems likely to pass from a declining near-dictatorship to years of instability.


http://csis.org/files/publication/110414_US_Strategy_Gulf.pdf