Beruflich Dokumente
Kultur Dokumente
1434 H
Contents
Table of Contents
List of tables
List of figures
List of boxes
List of appendices
Preamble
Chapter (1): National Strategy for Transformation into Knowledge Society
1. Importance of the Kingdom's Transformation into Knowledge
Society
2. The Key Elements of the Strategy
3. The Vision
4. Objectives
5. Policies (Initiatives)
5.1 Microeconomic Policies
5.2 Macroeconomic Policies
5.3 Promoting the Administrative and Organizational Capacity of
the Government Agencies
6. Time Schedule (A Staged Approach for Transformation into
Knowledge Society)
7. Quick-Wins Initiatives (Enablers)
Chapter (2): Strategy Implementation and Follow Up
1. Current Situation of Implementation
2. Mechanisms of Implementation
2.1 Preparing the National KBE Strategic Action Plan
2.2 Preparing KBE Financing Strategy
2.3 Broad Consultation and Engagement of Related Civil Society
Organizations
3. Follow Up and Monitoring System
3.1 Performance Measurement Indicators
3.2 greater Emphasis on Quantitative and Qualitative Dimensions
4. Institutional Arrangements
4.1 High-level Government Entity for Supervision of
Transformation into Knowledge Society
4.2 Saudi Development Institute
List of Tables
Table (1):
Table (2):
Table (3):
Table (4):
Table (5):
Table (6):
Table (7):
Table (8):
Table (9):
Table (10):
Table (11):
List of Figures
Figure (1): Illustrative Model for Bridging Knowledge Gap through
Exponential Growth Pattern of Acquiring Knowledge
Figure (2) Key Elements of the strategy
Figure (3): Time Frame for Implementation of the National Strategy for
Transformation into Knowledge Society
Figure (4): Development and Growth of GDP
Figure (5): Development of Education, ICT and Science and Technology
Indicators
Figure (6): Development of Industry Sector and FDI Indicators
Figure (7): The GDP and Employment Shares by Sectors (1991- 2000, and
2010)
Figure (8) Economic and Social Development Index
Figure (9):
List of Boxes
Knowledge-based Economy (Definition Characteristics
Activities)
Box (2): Policies Related with Knowledge Intensive Industries and
Services
Box (3): Policies related with Spatial Development
Box (4): Policies related with Spatial Development
Box (5): Policies Aimed at Maximizing the Utilization of Globalization
and Regionalization
Box (6): Policies Related with Upgrading Administrative and Regulatory
Capacities of Government Administrative Body
Box (7): Policies Related with the Strategy's Coordination and
Implementation Mechanisms
Box (8): Policies Aimed at Upgrading Capacities of Government Officials
Box (9):
Box (10):
Box (11):
Box (1):
6
List of Appendices
Appendix (1): Current Conditions and Major Challenges
1. Main Achievements and Underlying Policies
2. Future Issues and Challenges
3. Macro Economy Development
Appendix (2): Basic Follow-up Measure of the Strategy:
Economic and Social Development Index (ESDI) Model
1. Basis and structure of ESDI
2. Economic and Social Development Index
Appendix (3): Methodology of Strategy Preparation
Appendix (4):
a)
b)
Appendix (5):
Appendix (6):
Preamble:
Global Transformation into Knowledge Society:
Most countries of the world have recently experienced a clear economic and
social transformation into what is known as knowledge society which
"generates, disseminates and utilizes knowledge to improve the standard of
living and quality of life of the citizens in a sustainable manner". Such a
transformation came as a new phase of move to information society.
Transformation into a knowledge society implies social, economic, cultural,
political and institutional dimensions. Therefore, knowledge, in this context,
comprises all types of knowledge in all sectors and activities.
Transformation into knowledge-based economy is inevitable for transition to
knowledge society. In such an economy, growth depends on knowledge factor
more than ever in human history. Utilization of knowledge in all sectors of the
economy is considered as a key for development, creation of job opportunities
and economic diversification. In light of this transformation, drivers of
economic growth have differed from those prevailing 25 years ago. Hence, this
transformation has been accompanied with change in some economic policies to
reflect higher attention paid to innovation and its utilization in all sectors, giving
a new task to technology and related investment, development of entrepreneur
activities, development of education, enhancing life-long learning, building
manpower capabilities on advanced bases, shifting management from hierarchal
structures to rapid interacting horizontal networks, in addition to radical
structural reforms. This comprehensive shift in policies have necessarily led to a
qualitative shift in the competitive and productive capacities of the economy
thereby changing the economic growth curve. The growth rate is increasing
markedly moving from the growth curve prevailing in the developing countries
to the growth curve of the advanced countries which have already transformed
into knowledge society (figure 1). Many developing countries have experienced
such a change, including South Korea and Singapore.
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Box (1): Knowledge-based Economy (Definition Characteristics Activities)
Definition:
The World Bank defines knowledge economy as: "the economy which is able to
acquire, generate, spread and utilize knowledge in an effective manner to accelerate
the pace of economic and social development".
Characteristics:
The main characteristics of the knowledge-based economy comprise the following:
1. Dependence on highly educated, productive manpower.
2. Close linkage with global sources of knowledge.
3. Communications and information technology composes the main tool of its
activities.
4. Existence of a social environment conducive to international talents.
5. High national per capita income.
9
provide necessary infrastructure for dissemination of knowledge, such as
Knowledge
intensity
Figure (1): Illustrative Model for Bridging Knowledge Gap through Exponential
Growth Pattern of Acquiring Knowledge
Knowledge
Gap
Time
10
11
12
Alongside its strategic assets, there exist structural and institutional problems
which should be confronted.
In light of the abovementioned, Royal Decree No. 546 was issued on
2/1/1433H, entrusting the Ministry of Economy and Planning to "Prepare a
comprehensive, pragmatic national strategy for transformation into knowledge
society, supported with action programs, time schedules and specific costs".
The decree was put into effect by preparation of this strategy which also
includes preparation of an implementation plan to enable the Kingdom tackle
the challenges and attain the future vision of turning itself into "a diversified,
prosperous, private sector-driven, knowledge society, while safeguarding
Islamic values and Kingdom's cultural heritage as stated in the Long-term
Development Strategy of the Kingdom. To attain this goal, the strategy of
transformation into knowledge society comprises the main factors leading to
this end while focusing primarily on the question of how to transform KSA into
knowledge-based economy as a prerequisite for attaining a sustainable
knowledge society. On the other hand, this strategy does not explain other
issues in detail, such as spatial development, environment and energy due to
existence of official strategies concerning these issues.
This report adopts a problem-solving approach by reassessing the current
conditions of the Kingdom and re-evaluating the challenges it faces in its
transformation into knowledge society, and analyzing points of strengths and
weaknesses and opportunities and threats (SWOT). Hence, the strategy aims to
provide a detailed, strategic roadmap designed to show how to bridge the gap
between the status quo and the intended knowledge society and the long-term
vision in the Saudi national context.
Although this strategy does not reiterate analyses prepared in the context of the
previous national strategies, it does refer to them several times, as it builds on
the existing strategies, policies and plans, such as: "National Science and
Technology Policy", "National Communications and Information Technology
Plan", National Industrial Strategy", Prospective Higher Education Plan
(AFAQ)", Giftedness, Creativity and Innovation Support Strategy 1444H", and
"National Transport Strategy".
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The main elements of the strategy comprise vision, objectives and policies. Four
strategic measurable objectives were adopted to reach a solid, strong growth
engine, a high degree of social welfare and coherence, well-developed human
resources, and a regional and global leadership. On the other hand, policies are
characterized with inclusion of sectoral policies, macroeconomic policies, and
government administrative and organizational capacities development policies
which comprise two sets of policies: the first is related to coordination
mechanisms, and the second deals with upgrading the capacities of government
officials. The policies are classified into three categories: existing policies, new
policies, and structural reform of implementation.
The most salient features of this strategy are reflected in three main points:
- First: it focuses on addressing the key issues from a holistic perspective,
presenting problem solving courses of action which conform to the long-term
vision. While the existing strategies documents comprise a list of problem areas
which require policy intervention, the actual policy details are left to the
discretion of individual ministries or programs or projects related to particular
tasks. In contrast, this strategy report provides a more complete and integrated
document, showing how the detailed policies across different sectors or
components of the knowledge-based economy can be coordinated in an
integrated manner to attain the vision at the national level.
- Second: while the existing strategies tend to focus on the micro aspect of the
knowledge society (human capital, CIT, and S & T), this strategy pays attention
to all aspects (micro and macro) for reform of issues at the macro level, such as
public administration, corporate sector, labor market, finance, and repercussions
of globalization, all of which are major long-term challenges that are likely to
confront the Kingdom's path towards transformation into knowledge-based
economy and knowledge society.
- Third: this strategy pays substantial attention to the action plan related to
institutional set-up and human capacity building as part of the call for upgrading
the implementation mechanisms. In this regard, it proposes the following:
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(a) Establishment of a higher council for knowledge society, after the fashion of
Higher Education Council, chaired by the Custodian of the Two Holy Mosques,
and the Minister of Economy and Planning as a vice chairman.
(b) Establishment of the Saudi Development Institute (SDI) for economic and
social policy research, after the fashion of KDI. The board of directors of the
SDI should be chaired by the Minister of Economy and Planning.
(c) Use of a new, more objective tool based on "Economic and Social Development
Index" (ESDI) for measuring the progress towards attaining the strategy and all
related key elements, including the future vision, long-term objectives, and
policies.
15
CHAPTER ONE
NATIONAL STRATEGY FOR TRANSFORMATION INTO
KNOWLEDGE SOCIETY
16
17
Continuing to raise the standard of living and quality of life of the citizens and
ensuring their sustainability.
Attaining a substantial increase in labor productivity and increasing the rate of
return on human investment.
Providing decent, productive job opportunities to the youth, and absorbing the
population growth in a safe, productive manner.
Transforming the society into a one that believes in the role of science,
appreciates the value of knowledge generation, dissemination and utilization,
thereby affecting the practices and attitudes of the individual towards society,
work and economy.
Enhancing the stand and role of the Kingdom at the regional level (within the
GCC or LAS contexts) or at the Islamic world level (in the context of OIC), or
at the global level as a member of G-20.
2. The Key Elements of the Strategy
Figure (2) shows the key elements of the strategy represented in: vision,
objectives and policies of the Kingdom's transformation into knowledge-based
economy and knowledge society.
Based on the vision, four strategic objectives were derived covering basic fields
of transformation into knowledge society. Achievement of these general
objectives can be measured by use of specific indicators for each objective.
To attain these objectives, the strategy adopted three types of policies:
a. Sectoral economy policies which cover five fields, each of which comprises
specific policies.
b. Macro economy policies which include a set of policies related with
establishment of a new, enhanced market and business environment, and
another set for maximum utilization of globalization, regional blocks,
membership of the WTO, and bilateral and multilateral agreements.
c. Policies pertaining to improvement of administrative and organizational
capacities of the governmental body. They comprise two sets of policies: The
first relates to coordination mechanisms and the other deals with upgrading the
capacities of government officials.
18
Policies (103 policies) are classified in: improvement of existing policies, new
policies, and structural reform policies. Total number of policies in the second
and third categories amounted to about 80 policies.
The strategy also comprises a timeframe for implementation. It has been
developed according to a three-stage approach for transformation into
knowledge society. The strategy adopts three stages: the first is concerned with
implementation of the existing initiatives and policies in this field in addition to
implementation of quick-wins. The second is related to attaining major changes
and structured reforms to pave the way for realizing the intended
transformation. The third stage concentrates on consolidation of transformation
attained through completion of the structural reforms. Finally, to ensure optimal
use of time for achievement of the strategy objective, a number of quick-wins
are proposed.
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Figure (2) Key Elements of the strategy
VISION
OBJECTIVES
1. Solid Growth Engine
2. High Social Cohesion and Welfare
3. Enhanced Human Capacity
4. New Global Leadership
STRATEGIES
MACRO
MICRO
1
2
3
4
5
1
2
3
4
5
. Public Administration
. Corporate Sector
. Labor Market
. Finance
. Globalization and regional blocks
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3. Vision
The National Strategy for Transformation into Knowledge-based Economy and
Knowledge society is based on the following vision: "By 2030, the Kingdom
will have been a knowledge society with a prosperous, diversified, private
sector and human capacity driven knowledge-based economy providing high
standard of living and a good quality of life and occupying a prominent position
as a leading country at the regional and global levels".
This ambitious vision has been developed based on analysis of the current
conditions (appendix1) and the National Long-Term Strategy (2005-2024) with
addition of two important elements: First, Stressing the utmost importance of
human capacities as an absolute driving force and a major objective of attaining
the vision. Second, paying focused attention to the Kingdom's leadership at the
regional and global levels in light of its capacity as a leading G-20 country.
Such a leading role will be more enhanced as the Kingdom moves further to
knowledge-based economy, with a supportive, sustainable social and cultural
base.
4.
Objectives
21
22
Table (1): Composition of the National ESDI
Category
Sub-class
Income
Macroeconomic
stability
Component
Per capita GDP (PPP & $ constant 2009)
Inflation, GDP deflator (annual %)
Central government debt (total; % of GDP)
Liquid Liabilities/GDP + Stock Market Capitalization/GDP
financial
development
Growth
Engine
Informatization
Government
accountability
Security
Empowerment
Social
Cohesion &
Welfare
Social Welfare
Gini Index
Fertility rate, total
Fertility/Aging
Population aged 65 and above (% of total)
Trust in people
Institutional confidence
Social capital
&
Social tolerance
Civic engagement
Protection of disabled workers
Degree of tolerance according to international indices
Stocks of foreign population and % of total population
Regional
23
Category
Sub-class
Development
Component
LPI (Logistics Performance Index)
Infra Structure of WEF Competitiveness Index
Researchers in R&D(per million people, FTE)
Technological
innovation
Human
Capacity
Productivity
Regional
and Global
Leadership
5.
Labor productivity
Foreign Trade (% of GDP)
Economic
openness
Policies (Initiatives)
Challenges facing the Kingdom has been reviewed in the part pertaining to
analysis of the current conditions (Appendix1). A vision and a number of
objectives were adopted to address these challenges. Policies and strategic
actions of attaining the vision and objectives are classified into three types: (1)
micro policies to strengthen Saudi indigenous innovation capacities, (2) macro
policies to make the Saudi economy more market-based and private sector
driven, (3) policies to upgrade the capacity and efficiency of government
institutions especially with respect to policy coordination and implementation.
5.1
Microeconomic policies
24
25
New
policies
Pre-Collage
Higher Education
Enhance
monitoring and
supervising
functions of the
regional education
authorities.
Detection and
nurture of
talented.
Stronger, meritbased college
admission.
Enhance research
capacity and
quality.
Strengthen
internationalization.
Enhance the role of
the independent
quality assurance
and academic
accreditation
agency.
Restructure internal
governance for
greater leadership of
rectors.
Improve college
entrance exams.
Nation-wide
competency test
(especially math
and science).
Prepare advanced
Teachers training
programs.
Funding of
competitive
research which
enhance knowledge
and achieve the
higher national
objectives.
Brain-Saudi 21
project.
Invite global
leading private
universities to
operate in the
Kingdom.
Approve the system
of teaching
assistants and
research assistants.
Support TVET to
meet labor market
needs.
Provide more and
better trained and
qualified trainers.
Improve the
efficiency of the
statistics/information
system.
More investments on
TVET.
Improve the outputs
of TVET.
Providing more
TVET to women to
raise their
participation in labor
market.
Establish the NHRD
system.
Establish education
consulting and
training centers.
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Policy
Type
Reform
Agenda
Policies
Pre-Collage
Professionalizatio
n of education,
ranking of
teachers and
providing
incentives to
school principals.
Competitive
hiring of teachers
and trainers and
assuring their
quality.
New school
accounting
system.
Higher Education
Provide merit and
performance based
grants.
Develop the
governance system
in universities.
Enhance the
decentralization
system and
competiveness in
Universities.
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Table (3): Science, Technology and Innovation Policies
Policy Type
Maintain /
harness /
improve
New Policies
Reform Agenda
Policies
Capacity Building
Giving utmost
priority to
promoting
creativity and
nurturing the
talented since
childhood to
create a
generation of
innovators and
entrepreneurs.
Continuous
investment.
Improve
management of
S&T and
innovation
activities and
their
performance.
Establish more
technology
incubators.
Establish
innovation
centers and clubs
for general
education
students.
Establish a new
research institute
for industrial
technology
development.
Reform S&T
education system
(quality
assurance,
industrial
linkages).
Enhance R&D
efficiency
through some
institutional
reforms.
Networking and
cooperation
Maintain
technology
transfer efforts
of universities.
Improve IPR
regulation to
facilitate spinoff of R&D
outputs.
Prepare a longterm strategy
for technology
valleys and
cooperative
research
centers
(KACST).
Establish
"Saudicustomized
framework for
technology
transfer.
Commercialization
Better
coordination of
diverse
initiatives
(especially
industrial
clusters and
economic
cities).
Explore new
business
opportunities for
TAQNIA
program and
other related
programs using
comparative
advantages of
the Kingdom
(KACST).
Launch a
national
program for
industrial
technology
development.
Provide more
funding for
industrial
technology
development
activities.
Contribute to
industrial
diversification
through support
of advanced
industrial R&D.
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New
Policies
29
Box (2): Policies related with knowledge intensive industries and services
30
Updating the spatial strategy and linking it with the economic cities' strategy.
Enhancing balanced development among provinces and within each province.
Establishment of competitive and differential advantage industries and services in
rural areas.
5.2
Transition into knowledge society and knowledge based economy requires more
than simply focusing on the development of a certain sector of knowledge based
sector or solving particular problems therein. It also entails comprehensive
development of the entire economic and social systems. Furthermore,
achievement of this goal requires introducing a major change in the way of how
31
economic resources and outputs, including knowledge assets, are allocated and
transacted amongst variegated economic agents in a society.
Achievement of such a transformation typically involves deep structural
reforms in major macro-economy areas such as labor, corporate and financial
sector, and public finance. The implementation plan of this strategy will
elucidate the nature of these reforms. Due to the poor macro economy bases in
terms of adequateness with the kingdom's aspirations, and the absence of
applicable framework conditions in reality, any policy efforts to promote a
certain sector especially, if driven by public investment, are deemed to failure or
delayed implementation.
In light of the Kingdom's ongoing efforts and initiatives, though in a gradual
than radical manner, the application of macro economic policies will deepen the
change momentum by strategically and carefully expanding reform mechanism,
particularly in the main areas of the aforesaid macro economic policies. Specific
problems and challenges the Kingdom confronts in these areas or sectors have
been pointed out earlier in (Appendix 1). In essence, these problems are
systemic and deep-rooted reflecting the very nature of the Kingdom's economy
as a high resources-based economy and rentier society in most of its activities.
The macro economic reform initiative faces a real difficulty, as it requires deep
structural and institutional changes leading to a real restructuring of the
interests and activities of virtually all citizens, and hence redistributing income.
The implementation plans of this strategy will explain the nature of these
changes. Thus, it is almost safe to indicate that the success of the Kingdom's
32
33
Table (5): Policies Related with Market and Institutions
Areas
Policy Suggestions
Public
Finance
Labor
Market
Corporate
Sector
New ownership and governance structure engaging Saudi governmentinvestors-industrial capital and foreign companies.
Enhance competition policy (e.g. greater independence of the central and
regulatory bodies).
Improving insolvency system.
Finance
In order for these efforts to be fruitful, it is vital that the private firms turn itself
into an active source of employment generation. The following policies are
proposed in this regard (system of private sector firms and institutions):
1. Making competition policy effective to ensure fairer and more innovative
market and environment.
2. Upgrading the insolvency system for ensuring efficiency and flexibility in
the corporate sector.
3. Renaming and restructuring the existing SME support and development
system.
The government finance will continue to play the vital role to support the
Kingdom's transition into knowledge society/economy. Not only would the
capacity expansion effort at the macro economic level require continuous flow
of financial resources, but also significant finance and support when confronted
34
with the income redistribution issue which may occur during the process of
macro economic restructuring. Therefore, it is very important to have a new
system that can act as a security measure for guaranteeing the efficiency and
effectiveness of financial investments. It is imperative to introduce
Prefeasibility Study System (PFS) to help prioritize and economize large-scale
projects by subjecting them to such study. Details of this matter will be
indicated in the section for implementation of the strategy.
Policies Related with Fully Capitalizing on Globalization and
Regionalization
In order to resolve issues such as weak industrial base, skills disparity among
workforce and technological gap compared to developed countries, the
aforesaid policies must be implemented at the domestic level. Furthermore,
innovative and active mechanisms and policies are needed for the Kingdom's
economy expansion at the global level, i.e. giving more attention to exports and
integration with the world economy in order to assimilate and utilize global
resources available to the Kingdom along with affirming its position at the
international level.
The ever mounting trends of globalization and regionalization present both
opportunities and challenges to the society and economy. Saudi Arabia enjoys
tremendous potentials and resources to build a model knowledge based
economy with distinct leadership potentials at both regional and global levels
considering, among others, its sizable domestic market and population, geopolitical position at the Gulf, Arab and Islamic level as well as its distinguished
religions and cultural values. However, Saudi Arabia still lags behind in many
areas including international trade exchange, FDI and mobility of human
resources.
The following box (5) shows policies aimed at enhancement of the Kingdom's
position and boosting its potentials to make use of globalization and regional
economic blocks.
35
Continue strengthening of FDI attraction policies with due emphasis in the coming
phase on attracting investments that support the Kingdom's technological and
industrial development and those targeting full and productive investment of its
potentials built upon abundant and cheap supply of oil and gas and its sizeable
domestic and neighboring markets.
Stepping up of the efforts exerted to attract and recruit foreign distinguished and
productive talents, for instance, by providing a favorable environment and offering
them permanent residence and citizenship along with reducing low knowledge, skill
and education labor in addition to enhancing Saudization efforts in this direction.
The US and European migration systems could be utilized in this regard.
5.2
Continued extending of ODA in GCC, Arab and Islamic region and the
international level while also expanding bilateral and multilateral agreements/pacts
such as OECD as part of efforts of integration in the globalization system in a way
to support reform and development initiatives at the domestic level.
The outputs and outcomes of the above macro and sectoral policies will depend
upon the quality and capacity of the existing Saudi government administrative
body. As pointed out earlier in the "Present Conditions" part (Appendex-1),
notwithstanding the exerted efforts, the administrative and regulatory capacities
related with achievement of the macro economic policies are still below the
required level whether due to institutional problems related with coordination
level among the various government agencies or due to pure individual
problems related with task-performing capacities of government officials,
especially in the middle administrative level, or the civil service system which
requires significant development.
36
Box (6): Policies Related with Upgrading Administrative and Regulatory Capacities
of Government Administrative Body
37
Box (7): Policies Related with the Strategy's Coordination and implementation
Mechanisms
38
strategies and policies would stem from the unbiased and rational analytical
capacities of its executive secretariat or the ability to identify short and long
term issues or policies in an impartial manner in addition to offering more
progressive and coherent policy alternatives to address the pressing socioeconomic problems.
It is also proposed to establish the "Saudi Development Institute" as an autonous
national center for policy research, with the Minister of Economy and Planning
as its Board of Directors' Chairman, to become an effective interface between
the state and the society and enjoy the satisfaction of citizens in the achievement
of the long term socio-economic development and transition to knowledge
society / economy. The institute shall act as a main agency responsible for
provision of expertise, reliable studies, ideas, proposals and policies which
enjoy consensus, a matter which could be more effective and influential than
advocacy groups or individual scholars in universities. It may also support
government efforts during preparation development plans, analyze strategic and
policy adjustment issues, follow up and evaluate the process of reforms and
their implementation in addition to organization of intellectually grounded
public awareness campaigns.
Following are the main institutional requirements for the success of the
institute:
1. Approval and sound support of the institute to become a center of
excellence for policy and strategies research needed by the top leadership.
2. Close working relationship and cooperation with government agencies in
general and the proposed higher council in particular provided that the
center shall be independent.
3. Sufficient funding and high quality research facilities.
4. Flexible and modern system to attract and maintain outstanding national
and international cadres.
Policies Related with Upgrading Capacity of Government Officials
Available studies on the current performance level of government officials
generally suggest the existence of a gap between the ministries' missions and
39
tasks, and the professional capabilities of their officials due to the fact that most
of them do not receive the sufficient and required level of training for shortage
of tools and practices that enable them carry out their tasks as well as deficient
educational background. The problem is also related with how appropriate the
incentive system is to motivate qualified officials to continue working hard for
the attainment of the nation's vision.
To deal with the aforesaid problems, it is imperative to fundamentally develop
the civil service system for public officials, upgrade the process of hiring and
job assignment, performance evaluation, promotion and compensation, all more
in line with merit and performance-based criteria. In parallel, it is imperative to
develop government officials' training and retraining programs.
Given the significance of the aforesaid reforms and the importance of their
accelerated implementation, it is imperative to adopt some experimental and
selective approaches. One important approach in this context relates with the
development of quasi-governmental authorities and organizations and having
them serve the public better and more efficiently while giving them some
autonomy in the way they recruit, compensate and promote their employees.
In light of careful follow up of the performance of quasi-governmental
authorities, the outcome of experiments with such organizations may provide
new and useful solutions for the way government institutions deal and interact
with the society.
40
The Kingdom may directly tackle the problem of restructuring the government
general administration as a whole by adopting what is called the "two-track
recruitment system" or the "elite-track recruitment system'. The first track is the
one existing at present according to the civil service system along with a
parallel track for recruitment of elite cadres in various government agencies.
Those recruited according to elite track system will be increased while
gradually decreasing the number of those recruited according to the normal
track system. To implement this approach, it would be possible to start with
recruitment of elite cadres of officials who are recruited separately from the
existing track, through holding a national competitive, fair, impartial and merit
based examination at the agencies related with the development process or
agencies entrusted with other main development tasks in the country.
6.
41
Figure (3): Time Frame for Implementation of the National Strategy for
Transformation into Knowledge Society
State (1)
1433-1435H
(2012-2014)
Stage (2)
1436-1447H
(2015-2025)
Stage (3)
1447-1452H
(2016-2030)
Reinforcing the
ongoing policy
initiatives
Accelerating the
change momentum
and undertaking
major structural
reforms.
Consolidation of
transformation
process
Implementation of the
Strategy
42
43
enterprises:
This project aims at establishing a few (3-5) large-scale knowledge based
companies. Such a government project will have a positive impact in
terms of completing the collaborative network circle between
universities, incubators, start-ups and SMEs. Taqnia and the Education
Development Holding Company and others operating in the
establishment knowledge, science and high tech based business, will be
representative models which should be expanded and empowered in a
best manners. Furthermore, there is another project which could be
envisaged in the context of national industrial clusters project to develop
the national capacities in the design and manufacturer of auto spare parts
and other equipment depending on local inputs, such as SABIC plastics.
The desalination and electronics sectors are also nominees to enter this
project.
Expand activities and services of public health care facilities and
44
45
CHAPTER TWO
IMPLEMENTATION AND FOLLOW-UP
OF THE STRATEGY
46
1.
Current Situation:
The major constraints facing the strategies and development plans have more to
do with the implementation than the contents. Many strategies and plans contain
excellent contents, but they face real problems when it comes to their actual
implementation stage by concerned agencies. The core of the implementation
problem lies in: (1) poor interagency coordination both at planning and
implementation phases, and (2) shortage of implementability and
implementation mechanisms. The following box shows details of the long term
development strategy (2025) in terms of mechanisms related with addressing
this problem, a matter which contributed to the achievement of certain
improvements particularly at the level of preparing the strategic plans and
strategies at the individual ministry or agency level. However, there remains the
fundamental problem of "coordination and implementability". Thus, the
situation is more or less: "The plan necessary to resolve the implementation
problem has not been executed".
Implementation Agreements between the Supreme Economic Council (SEC) & all
government agencies to ensure operationalization & implementation of their ideas.
Strategic Plans of individual agencies as being derived from their Operational
Plans
Long-term Strategy at individual agency level, to ensure well aligning of the
implementation agreements and strategic plans with the long-term national
strategy
2. Follow-up, coordination and evaluation
Partnership between SEC and MEP to make use of SECs powers (the nodal point in
designing & approving important national policies) and MEPs potentials (technical
47
expertise and the data to prepare various indexes (QLI, SII etc.) and technical reports).
There is no question that the LTS (2025) suggestions remain valid and thus
need to be further followed up. However, ensuring a more effective
implementation of the national strategy for transition to knowledge society
requires some rethinking, improvement and innovation as detailed in the
following sections.
2.
Implementation mechanisms
2.1
48
of the policies indicated in this strategy so that the end output would be "a
Strategic Action Plan". This strategic action plan will not only be confined to
identification of policy priorities, but will also cover such details as its basis,
effects, methodology and targeted numerical indicators as shown table (6).
Table (6): Strategic Action Plans An Example
Strategy
Area
Human
capacity
2.2
Goals
Action
Program
Increase
Program for
Labor
giving
Productivity attention to
work ethics
punctuality,
commitment.
Increase
- E-Learning
knowledge
program.
labor
- Economic
supply
cities.
Improve
- TVT
labor
investment
quality
- LLL
program
Index
Targets
1435
1443
(2014)
(2020)
1452
(2030
Actual
manpower
productivity
Labor
20%
participation
in the labor
market
Enrollment
150
in TVT
program
(thousand)
Reference
World
Bank ILO
25%
30%
E-learning
program
(04-06)
200
300
USA, ITA
Germany
training
voucher
(03) UK,
skills
account
(06).
49
The proposed financial plan has several advantages including the following:
1. It serves as a framework for verification of the financial feasibility of the
strategy, thereby boosting the trust of the government and the citizens in
this strategy.
2. It clarifies the relative priorities of major policy agenda proposed in the
strategy as well as their feasibility.
3. It is useful in promoting participation of ministries and agencies during
preparation of the strategy, thereby raising their accountability for the
outcomes.
The process of preparing a long term finance plan for the strategy's
implementation is a formidable task. However, if this matter is inevitable for the
success of the strategy, then it should be carried out in a good and integrated
manner, a matter which could be done as the case with the process of preparing
the operational plan for financing the tenth development plan, 1436-1442
(2015-2020). Based on the time frame this strategy proposes, it is imperative to
prepare a plan for financing transition to knowledge society/economy in the
Kingdom up to 1451/52 (2030) in conjunction with the upcoming tenth
development plan.
Preparation of the finance plan for implementation of the KBS strategy requires
cooperation of all, particularly between MOF and MOEP.
2.3
50
Follow-up system
3.1
51
Together with ESDI, this strategy also adopts the diversification index and
balanced regional development index. Issues such as diversification and
regional balanced development are of a most importance in the Kingdom, but
involve very Saudi-specific elements, and hence international comparison may
be neither easy or meaningful. Instead, of integrating such issues into ESDI,
they will be dealt with as separate indicators to overcome weakness points.
3.2 Emphasis on qualitative and quantitative Dimensions
KSAs monitoring system has in general focused on the performance assessment
of projects and programs. Such a system is relatively easy to operate, and in fact,
it has been serving the purpose particularly because in terms of the development
stage, KSA has largely been in that of the input-based or investment-driven
growth. Improvements or re-orientation will be required, however, as more
efforts are directed towards its transformation into a knowledge-based economy
and society-- with more and more investments made in education, S&T, and
social welfare. For these knowledge sectors, it is harder to measure the
performances or progresses with quantitative indicators. Hence, while using
quantity-oriented indicators, such as ESDI, non-quantitative or quality-oriented
assessments will have to used, such as prefeasibility studies, opinion polls and
qualitative indicators.
4. Institutional Arrangement
4.1 Establishment of a High-Level Government Entity to Oversee Transition
to Knowledge Society
As explained earlier, establishing a body to oversee implementation of KBS
strategy is called for. Given the current organizational structure of the Saudi
government, it is recommend to establish a higher council for the Kingdom's
transition to knowledge society to be chained by the Custodian of the Two Holy
Mosques with Minister of Economy and Planning as vice-chairman. The Ministry
of Economy and Planning shall serve as the General Secretarial while the Saudi
Development Institute shall assume a crucial role together with MOEP in
evaluation of implementation programs and follow-up of performance.
52
53
54
APPENDICES
55
At present, Saudi Arabia witnesses a new societal dynamism across the board
and a strong trend toward a more diversified and higher knowledge contents
economy. These developments have resulted in positive progresses at both macro
and micro levels.
At the sectoral level, the Kingdom witnessed tremendous developments in
education and ICT indicators. Enrollment rates at all educational levels have
increased rapidly over the past decades, and the number of academic institutions
for both primary and higher education levels is growing at an impressive pace.
Furthermore, mobile-cellular subscriptions as well as mobile-broadband
subscription also increased significantly. The establishment of KAUST reflected
56
900
650
400
2002
2005
2010
57
B) I C T
number (million)
60
40
20
0
#REF!
#REF!
#REF!
SR million
Total budget
(540,000)
GDP
(1,360,000)
Government
Expenditure
12,250
Non-government
Expenditure
5,256
2,268%
0.974%
3.242%
0.752%
0.323%
1.074%
Total Expenditure
17,506
The Kingdom also witnessed positive progress at the macro economy level as
follows:
First:
Rapid growth of the economy's foreign trade over the past decades.
58
59
All the above achievements have been realized with the Help of Allah, and the
ambitious efforts and policies of the government of the Custodian of the Two
Holy Mosques which made the Kingdom occupy a leading position among the
leading world economies. The following table (7) shows the most prominent
achievements and policies adopted by the Kingdom.
Table (7): A Selective List of the Most Notable Recent Achievements and
Underlying Policy Initiatives of KSA
Overall
Markets and
Institutions
Education
and HR
Achievements
Robust growth and resiliency
Emergence of new businesses and
entities
Modest expansion of the private
sector's role
Marked improvement in business
environments (DBI)
Rapid expansion of the entire
education Sectors, esp. higher
education
S&T &
Innovation
Considerable increase in
government R&D
Rapid increase in scientific
publications and patents3
Industry
CIT
Policy Initiatives
Prudent fiscal management
Multi-pronged flagship
development programs
Launching of the EC project
Implementing Saudization policy
Various reform programs
10*10 program (SAGIA)
Tatweer1
AFAQ
Launching of KAUST
Overseas study programs
MAWHIBA programs2
Several substantive STI initiatives
under NSTIP
- capacity building
- networking and cooperation
- commercialization
New champion institutes like
SAGIA, MODON, NICDP
Industrial diversification efforts
(strategic clustering)
Preposition of national industrial
strategy
NCITP
Initiatives for Arabic content
King Abdullahs programme for education development (Tatweer) has been launched, with the aim of
addressing issues at all levels of education needing further attention, such as: quality of education; teacher
training; curriculum development to focus on science, technology and mathematics; expansion of skilldevelopment activities, particularly analytical thinking and hands-on skills; initiative; innovation;
entrepreneurship; languages; and future and emerging sciences.
Sponsorship of talent and creativity and support r innovation developed tangibly. King Abdul-Aziz and his
Companions Foundation for Giftedness and Creativity Mawhiba adopted, a strategy to foster giftedness,
creativity and support innovation. The vision of Mawhiba envisages that the Kingdom will be a creative
society with a critical mass of gifted and talented young leaders highly educated and well-trained to support
the building of the knowledge based economy and the sustained growth and prosperity of the Kingdom
Between 1996 and 2006, the number of scientific papers published by researchers in the Kingdom, or with
their participation, was 26,854. Thus, the Kingdom ranked second among Arab nations and 48 worldwide
60
2.
Saudi Arabia's short and medium term economic prospects appear positive and
optimistic as forecasted by the IMF and the Ministry of Economy and Planning.
Although long term economic outlook can also be positively stated, it is not
warranted. Saudi Arabia stands at a critical inflection point of development S
curve, from which distinctly possible is either a slow-down and selfcomplacency or a path of strategic reform and change to make the utmost use of
its full potentials for development.
In light of recognizing this reality and those challenges, persistent efforts are
underway to tackle various problems and face all challenges, particularly those
emerged since the beginning of the Seventh Development Plan in 2000. For
instance, the Supreme Economic Council was established to undertake, among
others, evaluation of policies and measures necessary for improving the economic
climate and enhancing private sector investments. The program initiatives of
various individual ministries are also being studied and well thought out, most of
which will be activated particularly those addressing structural issues such as
boosting efficiency level as well as those related with structure of government
institutions etc. Despite the efforts exerted at the various levels, particularly in
deepening the basis of knowledge based economy (Box-1) which resulted in
relative improvement in the citizens' conditions and the economic general
environment along with their positive impact on the Kingdom's position in many
global indicators such as international competitiveness, there remain many
challenges the Kingdom needs to overcome to attain its long term vision,
particularly with regards deepening the knowledge dimension in all socioeconomic aspects. Despite the improvement of the Kingdom's performance over
the past decades, global benchmarking shows that the country is relatively
lagging than many countries, particularly the new industrialized countries in
certain indicators as shown below:
1. World Bank knowledge economy index, which assesses market
institutions, education, innovation and CIT indicates that KSAs
overall ranking improved from 76th in 2000 to 50th in 2012, but it is
hopeful that the country proceeds to a higher ranking.
61
Box (II): The Focal Policy Initiatives of the 8th and 9th Development Plans
The 8th Development Plan (2005-2009): focused on fundamental developments that laid the
basis for heading towards a knowledge-based economy. These included starting
implementation of the first five-year plan of the National Science, Technology and
Innovation Policy; adopting the National ICT Plan, the National Industrial Strategy, and the
Strategy and Plan for Giftedness, Creativity and Supporting Innovation; establishing the
Knowledge Economic City in Medina, and the Technology Zone of the Saudi Organization
for Industrial Estate and Technology Zones in Dammam; establishment of King Abdullah
Economic City, proceeding with preparation of a new strategy for higher education (AFAQ);
and advancing Saudization.
The 9th Development Plan(2010-2014): adopts the drive towards a KBE through focusing
on education, which disseminates knowledge, paving the way for knowledge transfer and
accumulation and thereafter knowledge generation, and utilization of knowledge in various
economic and social sectors, particularly in production and service activities. Through these
endeavors, the Plan seeks to enhance the comparative advantages of the Saudi economy, add
to it new competitive advantages, diversify it, and increase its productivity and
competitiveness, as well as create appropriate employment opportunities for citizens.
62
Table (8): Kingdom's Position in a Sample of International Indices
Index (Institution)
KSA Ranking
Development
Features
KEI (Knowledge
Economic Index,
World Bank and DBI)
Ease of DBI(Ease of
Doing Business Index,
World Bank)
BTI(Bertelsmann
Transformation Index,
Bertelsmann Stiftung)
GCI(Global
Competitiveness Index,
WEF)
CIP(Competitive
Industrial Performance
Index, UNIDO)
4 sub-indices
- Industrial, and Manufactured export capacity,
Industrialization intensity, Export quality
HDI(Human Development
Index, UNDP)
IEF(Index of Economic
Freedom, Heritage
Foundation & Wall Street
Journal)
10 indices
- 7 Freedom and 3 misc. indices
63
64
65
50
Oil-Gas
40
30
Government
Service
20
BSP
Mfr
Utility
10
0
Construction
Trade, Hotel
Primary
0
10
20
30
40
Employment share (%)
Spatial Development
Population exodus into the major metropolitan areas accelerated particularly with
the growing momentum industrialization. Most of those moving to cities in
search of higher wage jobs and better opportunities are likely to be young and
well educated. However, this exodus deprives rural villages and small urban
communities their potentials. On the other hand, exodus of the this group to cities
66
67
major employer of the youth. Surely, the work system in government institutions
provides a favorate environment for the youth to prefer continue working at the
government sector where exists the problem of lower attention to quality and
poor incentive to increase productivity, a situation which does exists in the
private sector institutions.
Many government officials, particularly at the mid and mid-high levels, lack
professional skills. They often work for a few hours per working day, but receive
compensations that are much attractive than what they would receive in the
private sector for the same effort. Thus, most Saudis employed by the
government are content with their current jobs and may have limited interest in
increasing their productivity, changing their work mode or upgrade their skills.
The under-utilization of female talents poses another major challenge for the
Saudi labor market. While policy efforts for addressing this issue are underway,
such policies will have to be turned into a tangible reality. Undoubtedly, the
limited number of necessary social institutions hinders women from joining the
labor market.
Against the above background, shifting from low-productivity public to highproductivity private sector jobs should represent a crucial requirement and
priority on the part of decision makers in the Kingdom. However, this task
requires, at least, changing the current structure of the labor market as well as the
behavior and attitudes. It also requires education of the youth about respecting
work culture. Furthermore, shortage of competitive, risk capital technologydriven firms in the various industries constitutes the major problem facing the
decision maker, a matter which requires serious and decisive tackling.
Reality of Finance Sector and Venture Capital
Saudi Arabia enjoys abundant finance potentials and stability of the financial
sector in addition to lower finance costs in general. Despite this abundancy of
finance potentials, Saudi Arabia still lacks risk capital. Risk capital which makes
adventurous long-term investments possible, is imperative to develop regulations
necessary for protecting investors' rights including bankruptcy and firms
liquidation regulations.
68
Corporate Sector:
With a few large stale-owned companies dominating the whole labor and
production market, KSA lacks large and leading companies which operate in a
private, competitive market. Under such a situation, most large companies are
operating in a protected and/or privileged environment, often preemptively
deterring the entry of prospective, promising competitors. Being in the capitalintensive businesses (oil, gas, mineral resources, petro related activities, utility,
food processing, etc), most large companies depend on a limited number of
quality jobs and lack adequate network of linkages with competitive SMEs.
There is no question that the Kingdom needs a strong, globally-competitive
corporate sector, led by a good number of leading, sizable companies.
Achievement of this goal is faced by great difficulties such as: scarcity of risktaking capital; lack of effective regulatory system; weak competition policy;
lack of transparent, reliable legal infrastructure and enforcement mechanisms. It
should be noted also that this challenge is exacerbated further by various
informal barriers. For instance, the insolvency act is in effect, but it falls short
of an effective mechanism for the process of structural transformation or market
rationalization.
Efficiency of Government Institutions:
Improving the efficiency of government administration policies require a
high degree of professionalism and commitment from the part of government
officials, particularly the executives. This will entail improvement of
employment practices and mechanisms, and assessment of performance,
promotion and incentives, etc. These goals cannot be realized without
making structural, institutional and organizational reforms. Salaries and
promotion of the government officials should be based on performance and
merit. Moreover, there is a need for a radical improvement of the training
and retraining programs.
The current condition does not encourage government officials to devote
sufficient time and effort to public service. This resulted in very low
productivity levels of a large percentage of the public sector's labor force,
69
which also tend to work in isolation, a matter which leads to week level of
coordination, communication and team work.
Although the successive five-year development plans and the long-them
strategies are commendable, particularly at the ministerial or sectorial levels,
their implement-ability and actual effects remain questionable. It is
noteworthy that the national five-year plans frequently fall short of full
implementation and follow up due to nature of linkage between "Plan" and
"Budget"; weak policy prioritization; weak discretional powers regarding
realization of the intended team work; and weak pilot institutions. The
structural and institutional reason of the problem lies in the lack of close
linkage and coordination among concerned ministries and government
agencies.
This problem reflects the issue of the current governance structure of the
policy making process in the Kingdom, which can be characterized as a
Bottom-up Approach which is more dependent on the needs of various
agencies rather than on an institutionalized approach which meets the
national needs. Under this approach, individual agencies develop their won
agenda and budget request plans according to their own discretional powers,
irrespect of the higher goals and policies of the developers of national
strategies. Hence, there is a need for balancing between the "Bottom-Up"
approach and the "Top-Down" approach, in order to ensure more
coordination of policies of various ministries and sectors within a unified
national vision.
Alongside these structural problems, the Kingdom appears to suffer from a
shortage of competent, highly qualified officials to staff the government
administrative apparatus, especially in the middle operational level. As a
result, there appears to be a gap in general between capabilities needed to
realize those missions. This problem is also structural, reflecting a week
employment system. Under the present system, there would be no systematic
incentives for government officials to devote all their time and energy to
meet the public service requirements.
3.
SWOT Analysis:
70
In light of the shifting in world's economic center of gravity from the advanced
industrialized countries to a group of emerging and developing ones, especially
over the past two decades, KSA is poised to become an economic growth pole
at regional and global levels by transforming itself into a knowledge-based
economy and society. In order to explore a map for the strategic options of the
Kingdom, table (9) shows a frame for a new analysis to identify points of
strengths and weaknesses and the opportunities and threats (SWOT) based on
the detailed SWOT analysis of the Saudi Long-Term Strategy (2025). This
analysis highlights the core factors and re-identify them in light of important
changes which happened over the last decade.
Table (9): SWOT Analysis
Strengths
Government / Institutions:
Stable and secure government.
Reform-oriented political leadership.
Economy: Industries / Firms:
Large, promising natural resources.
Substantial private sector potentials.
Well-developed state-owned companies and advanced CIT
infrastructure.
Human Resources:
Indigenous top talents.
Established, steady improving education system.
Social safety and coherence network supported with unique
Islamic values.
Weaknesses
Government / Institutions:
Rentier economy.
Below average performance of government bureaucracy.
Economy: Industries / Firms:
Big, inefficient public sector.
High dependence on oil and a weak industrial base.
71
Human Resources:
Lack of mid-to-high competent staff.
Weak incentives / work discipline.
Opportunities
Geopolitical and cultural advantages.
High oil revenues.
A new momentum of societal change.
Increasing cases of successful reform.
A young and healthy population.
Large size of population and a sizable domestic market.
Essentially stable regional security.
Free international mobility of talents and companies.
Membership of the WTO and the GCC.
Threats
Oil price volatility.
Insufficient supply of good private sector jobs.
A rapidly growing young population.
High domestic consumption of oil and oil derivatives.
Shortage of water, electricity, health and housing services.
Disparity among individuals and regions.
Severe competition in regional and global markets.
Political / social turmoil in Arab world.
72
Economic and social Development Index is a new index that can better reflect
and measure the new economic policies goals which aim at attaining the
transformation into knowledge-based economy and knowledge society,
including balanced development, with due emphases given to social cohesion
and environmental protection (Green Growth). Hence, this index provides new,
more comprehensive and balanced developmental measurements to support and
guide better and more balanced policies.
Table (10) shows the structure of ESDI model. The index consists of three main
categories: Growth Engine, Social Cohesion, and Environment. Each of these is,
in turn, divided into two classes and 2-5 sub-classes, each of which comprises a
number of standard measures most representative of each sub-class.
Table (10): The Structure of the Prototype ESDI Model
Category
Class
Sub-class
income
Component
per capita GDP (PPP, $, constant 2009)
financial
development
Economic
openness
Growth
informatization
Engine
industrial
competitive
ness
human capital
73
Category
Class
Sub-class
Component
Percentage of population, 25-34, total, completed tertiary
education
Public spending on education, total(% of GDP)
freedom
Individual
freedom and
life security
empowerment
welfare,
distribution
social
cohesion
fertility/aging
social capital
Social
tolerance
Social tolerance
&
government
Accountabili
government
ty
accountability
resource
efficiency
environment
al condition
Environme
nt
environmental
hazard
regenerative
capability
renewable
energy
water, sewage
74
75
Table (11): Comparison of ESDI Results, 2000 and 2009
Category
2000
Resource
rich
2009 2000 2009 2000 2009 2000 2009
2.21
2.19
Macro Stability
3.57
Openness
1.48
Industrial
Competitiveness
1.52
2.23
Government
Effectiveness
1.98
Rule of law
2.58
Corruption
2.12
3.02
Equal Opportunity
2.59
Education
2.55
Territorial
Development
2.62
3.46
Economy
4.76
Health
2.15
Class
Sub Class
Economy
Growth Engine
Government Accountability
Society
Safety Nets
KSA
Korea
Big4
Note: Big4; United States, Japan, Germany, Sweden; Resource rich: Norway, Malaysia, Chile
Table (11) presents the results of calculations of the ESDI model after been
applied to the Kingdom. The Kingdom is compared with three resource-rich
countries (Norway, Malaysia, Chile) in addition to Korea and the G-4 (USA,
Japan, Germany, Sweden). The analysis leads to a number of important results,
such as:
Regarding Economy Index: The Kingdom still lags behind resource-rich
countries, but shows a robust, rapid progress (the index increased from 2.21 in
2000 to 2.74 in 2009). With respect to openness index, the Kingdom recorded
3.55 in 2009 and is ahead of resource-rich and G-4 countries.
Concerning Society Index: The Kingdom experienced a tangible progress,
albeit at a slow, limited pace. The index increased from 3.02 in 2000 to 3.26 in
76
Health
Openness
4.0
Industrial
Competitiveness
2.0
Economy
0.0
Government
Effectiveness
KSA
Territorial
Development
Education
Corruption
Korea
Big4
Rule of Law
4.0
Openness
2.0
Economy
Industrial
Competitiveness
0.0
Territorial
Development
Education
Government
Effectiveness
Rule of Law
Corruption
2000
2009
77
2.
3.
4.
5.
6.
7.
8.
9.
78
79
80
2.
Part (2): Market and institutions; public finance; labor market and
finance.
3.
Part (3): Education and human capital; S & T and innovation; CIT,
industry; and health care.
81
5.
B.
Reference Documents:
Documents delivered to KDI in the process of elaborating the KSA
strategy and KBE for the Kingdom (English versions)
Documents delivered on 26/February/ 2012
1. Strategy and Action Plan for Fostering Giftedness and Creativity and Supporting
Innovation (KAFGC, Mawhiba).
2. Programs and projects of certain ministries in the field of KBE (MoEP):
82
Documents Delivered on 26/March/ 2012
2.
3.
4.
5.
6.
7.
8.
9.
83
Preliminary_Pages-Rev.121206
PART A-12 December 2006
PART B-12 December 2006
Part-C_ 12 December 2006
Annexes_and_References-12 Dec 2006
4. SME Report
5. KSA- Industrial Innovation System
24.
25.
KACST_annual_Report_2009_final (KACST)
26.
KESA
27.
28.
29.
Long Term Development Strategy (LTS) 2025, Condensed Draft ( Jan 2007),
(MoEP)
30.
31.
32.
Water Tariffs
bldngcensus1424
84
II- Three documents on education development in KSA
1. REPORT ABOUT SOME EDUCATIONAL APPROACHES BA 7633 pdf
2. Sector Assessment V4 0 by BA pdf
3. The Education Sector Benchmarking Report.05.17.09 (1)
III- Strategic Plan (1431-1440) and National Project for Integrated and
Comprehensive Health Care
IV- Laws:
1. Competition Law
2. The Executive Rules of the Foreign Investment Act
3. The Law of Arbitration
V- Higher Education;
1. Higher Education in Numbers and Figures KSA 2010
2. Higher Education Indicators KSA 2011
3. Higher Institute For Plastics Fabrication
VI- Communication & Information Technology
1. CIT in KSA A socio-Economic Impact Preview, ENGLISH, STC
2. King Abdullah Initiative for Arabic Content
VII- Eastern Chamber of Commerce _v5 Developing a local content strategy
VIII- Labor Productivity Study, Saudi Arabia, and comparison, Draft most recent
A2
IX- NSTIP IP Policy 26 Dec 2011_English_v1
X-