qatar 1st national development strategy & nationalization
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TRANSCRIPT
3rd Annual Managing Local Talent Doha, 19thSeptember 2011
Qatar’s First National DevelopmentStrategy (2011-16)
from Vision to Strategy…Dr Hend Al Muftah
Qatar University
Agenda
• Key insights on the NDS-
Nationalization
• Strategies implemented for the NDS
• Current scenario on Nationalization
http://www.gsdp.gov.qa/portal/page/porta
l/GSDP_Vision_Root/GSDP_EN/NDS
• Once upon a time, there was a small nation called QATAR… with Small-size…small population & some economic, social challenges…
• This “QATAR” decided to write its story of success…by their nationals’ fingers
The START: QNV 2030
• launched in October 2008
• It aims to transform Qatar into
– an advanced country
– sustaining its development
–provide a high standard of living for all its people.
–envisages all Qataris working together in pursuing these aspirations, with strong Islamic and family values guiding their collective energies.
WHY QNDS 2011-16?
Is a plan of action
It presents new initiatives while
building on what already exists
QNDS aims to balance
the five major challenges
1. Moulding modernization around the preservation
of Qatari culture & traditions.
2.Balancing the needs of this generation and those of
future generations.
3.Managing growth & avoiding uncontrolled
expansion.
4.Matching the size & quality of the expatriate labor
force to the selected path of development.
5.Aligning economic growth with social
development & environmental management.
Formulating the Strategy
The Strategy built on:
- situational analyses,
- diagnostics,
- Regional, international benchmarking
The RESULT…
Detailed strategies for each of 14 sectors,
16 Executive teams
Education and
training
SEC
Enabling task teams
SEC Office of
PM GSDP
Consultants
Executive groups
SCFA, MoLMoSAMCAH
QUQSA PPC
GAMAICTQatar
CoCIGSDPSEC
Healthcare
Family cohesion
and women's
empower—ment
Security and
public safety
Social protectio
n
Culture and
sports
Economic diversifi—cation and
private sector growth
Natural resource
mgmtEconomic
mgmt Econ infra—
structure
Environmental
Management
SHCMoSA SCFA Mol MCAH MoEF MBT QP MMUP MoEnv
SCH Office of
PM GSDP
Consultants MOI, MoSA Office of PM GSDP
Consultants
MBT,MEI, MoEF, MMUP, QCB Office of PM
GSDP Consultants
MoEOffice of
PMGSDP
Consultants
SHC, MoIHMC, PPC
Weill Cornell GSDPSCFAQP
AL Emadi HospitalSMRC
AspetarMilitary of Qatar
Primary Health Care
Population, labor force and Qatari employmen
t
MoL
MoLOffice of
PM GSDP
Consultants
Healthy population Caring and Cohesive Society Sustainable Economic Prosperity
Educate
d and
capable
populati
on
Environmental sustainability
Effective Qatari participation in a productive labor force
SCFASECSHC
MoI, MoJMoEF, MBT
MoSACOPP
QP, QUQF
QSAPPC CoCI
ICTQatarGSDP
SEC, SHCSCFAMoJMEIA
MoL SDCQSA, PPC
GRPA ICTQatar
NHRCQatari
Foundation for ElderlyMoSAGSDP
SEC, SHCSCFA
MoI, MoJMEIAMoLSDCQSAQUPPCBWAWCPSCSOsGSDP
SHCSCFAMoJQSA
NHRCGSDP
SECSHCSCFAMEIAQOCPPC QU
QMAGSDP
Emiri DiwanMoEnv
QPQDB, QFC
QSACoCI
ICTQatarQU
QF (EC)QCB
GSDPSCFA
MoEnv, QIAQP
QDB, QFCQSACoCI
ICTQatarBMAQU
QF (EC)GOICQtel
GSDP
Emiri DiwanMoEnv, QIA,
QPQF
QSA, QUCoCIGSDP
MoEnvQP
QDB, QSAKahramaa
Al DiarEWC, PWA
Port AuthorityCivil Aviation
CoCIICTQatar
GSDP
SHCMMUP
MoJPWA, Kahramaa
QF (EC)QU, QPQSA, PPCMoD
MoEnvGSDPMoI
Institutional Capacity Building
Council of Ministers, COPP
NDS strategy framework
Key objectives
Outcomes Outputs / KPIs
Focus areas
Inspirational, drawn from QNV2030
Tangible outcome~2016 focus
Priorities,interventions
Three types of interventions
Macro• Policy and strategic
framework
Structural• Legal, regulations,
institutions, coordination & governance
Micro• Investments,
incentives, capabilities, programs
1
2
3
St
Ma
Mi
Interventions
Focus (2011-16)
Sustaining economic
prosperity
- Expanding productive base
- enhancing economic
stability
- Building divers economy
Managing environmental
development
- Environment protection
- Environmentally aware
population
Integrating a sound
social development
- Safeguarding social
protection & promoting
inclusive development
- Women empowerment
- Preserving and
leveraging Qatar’s heritage
& culture
- Enhancing public safety & security
Promoting human development
- nurturing healthy population
-Investment in education
- fostering a capable & motivated workforce
Focus (2011-16)Developing and modernizing public institutions
- strategic policy & planning- budget & financial
management- organizational alignment
- HRs development- performance management- effective public services- enabled institutional
processes
Major challenge Strategic responses
Coordinating education &
training providers and aligning
with labor force needs
Addressing quality, efficiency,
inclusiveness and portability
across the entire education and
training systems
Aligning labor market
composition of Qataris with the
objectives of a diversified
knowledge economy
Realigning demand and supply
in the Qatari workforce, with an
emphasis on continuously
upgrading skills
Reducing reliance on low-cost,
low-skilled foreign labor
Reviewing the sponsorship law
and identifying ways of
attracting & retaining higher
skilled expatriate workers
Key Challenge…Promoting Human Development
Implementation…
Government level
Institutional level
Strategy level
Implementation challenges…
- Competent & dedicated human resources
- Programmatic budgeting culture/practice
- Project management functions
- Closing information gaps
- Monitoring & evaluation to support
learning & better decisions.
NDS strategy implementation
Key objectives
Outcomes Outputs / KPIs
Focus areas
Inspirational, drawn from QNV2030
Tangible outcome~2016 focus
Priorities,interventions
Three types of interventions
Macro• Policy and strategic
framework
Structural• Legal, regulations,
institutions, coordination & governance
Micro• Investments,
incentives, capabilities, programs
1
2
3
St
Ma
Mi
Interventions
Nationalization: Education and Training
Macro
• Develop education and training professionals and institutions
Structural• Educated workforce and institutional development plan
Target 1
• Formulate and implement a workforce an institutional development plan for education and training professionals and institutions.
Target 2
• Enhance the professional capacity of teacher and workers in K–12 education.
Nationalization: Competent labor force
Macro• Prepare Qataris for employment in the knowledge
economy
Structural
• Alignment between higher education and needs of a knowledge economy
Target 1
• Increase the proportion of students graduating with qualifications needed in the knowledge economy by 65%–75%.
Target 2
• Provide students with diverse post-secondary education pathways to meet labor market needs.
Nationalization: Other targets
• Increase Qatari labor force participation
rates from 63% to 66% for men and from
36% to 42% for women.
• Increase the proportion of Qataris in the
private sector from 5% to 15%
• Improve Qatar’s global ranking in labor
productivity from 35th to 29th.
Nationalization scenarios..• Investment in education & training…enhancing
nationals’ skills
• Restructuring the labor market regulations (e.g.
unskilled expat employment
regulations)…increasing nationals %
• Human resources polices…nationals attraction &
retention
• Fostering Private sector… (% of nationals )
• Empowering national …. Women, Entrepreneurs
(SMEs)
Nationalization scenarios..IF…..Then
• IF nationalization to not be achieved as planned by the NDS, THEN………. it will remain NOT MORE THAN RECRUTING EFFORTS
• IF nationalization to be achieved as planned via NDS (investment & empowering) THEN………………
it is in the right path
NDS & Qatari Youth …
“We are going to shape the future of
QATAR, as nationals we don’t wont to be
seen as rich oil country, rather RICH-
TALENTS country” (Aisha, 21 years)
“I am visioning Qatar to be worldwide
recognized not only for the world-cup
2022, but for its Social & economic
development” (Abdalrahman, 19 years)
• Once upon a time, there was a small
nation called QATAR……
• Today, the small nation is still small
in size, but growing dramatically to
the extent it is seen worldwide as
GIANT NATION…
• This small-size/giant nation is
booming noticeably over time to be a
success story…..
……. size NEVER matters……
