GARC 2001: Qatar's & GCC Visions - Lecture PDF

GARC 2001 - Human National Visions of the Development in Qatar GCC - QNV - NDS  What is the GCC? What were some reasons why the GCC formed in 1981?  Considerations… ❖ Threats to regional stability: ❖ Iranian Revolution (1979)...

GARC 2001 - Human National Visions of the Development in Qatar GCC - QNV - NDS  What is the GCC? What were some reasons why the GCC formed in 1981?  Considerations… ❖ Threats to regional stability: ❖ Iranian Revolution (1979) ❖ And the need for: ❖ Iran-Iraq War (1980-88) ❖ British military withdrawal from Gulf ❖ Co-ordinated management of oil (1971) industries ❖ Led to: ❖ Integrated economic systems and ❖ Need for a collective, uni ed defences against co-operation regional threats ❖ Protection of monarchical systems of governance fi Visions of the GCC Nations (Gulf Cooperation Council) ❖ Saudi Arabia Vision 2030 ❖ UAE 2021 / UAE Centennial 2071 ❖ Bahrain Vision 2030 ❖ Oman Vision 2040 ❖ Qatar Vision 2030 ❖ Kuwait Vision 2035 We are going to consider the key pillars/principles of the National Vision documents for each GCC nation. Each of these documents is available to you on D2L under Readings. Pay attention to any similarities/differences you see as we move through them. This is helpful in placing Qatar’s National Vision within a broader context of regional development.  Kuwait - Key Pillars ❖ Effective Public Administration ❖ Creative Human Capital ❖ Sustainable Diversi ed Economy ❖ Strong Progressive Infrastructure ❖ High Quality Healthcare ❖ Sustainable Living Environment ❖ Exceptional International Positioning fi  Oman - Key Priorities ❖ Education, Learning, Scienti c Research and National Capabilities ❖ Health ❖ Citizenship, Identity and National Heritage and Culture ❖ Wellbeing and Social Protection ❖ Economic Leadership and Management ❖ Economic Diversi cation and Fiscal (government spending*) Sustainability ❖ Labour Market and Employment ❖ The Private Sector, Investment, and International Cooperation ❖ Development of Governorates and Sustainable Cities ❖ Environmental and Natural Resources ❖ Legislative (making laws)*, Judicial (applying laws)* and Oversight System ❖ Governance of State’s Administrative Bodies, Resources and Projects fi fi  UAE 2021 - Key Priorities ❖ Con dent and Socially Responsible Emiratis ❖ Cohesive and Prosperous Families ❖ Strong and Active Communities ❖ Vibrant Culture ❖ Upholding the Legacy of The Nation’s Founding Fathers ❖ Safe and Secure Nation ❖ Enhanced International Standing ❖ Harness the Full Potential of National Human Capital ❖ Sustainable and Diversi ed Economy ❖ Knowledge Based and Highly Productive Economy ❖ Long and Healthy Lives ❖ First-Rate Education ❖ Well-Rounded Lifestyles ❖ Well-Preserved Natural Environment fi fi  UAE Centennial 2071 ❖ UAE Centennial 2071 is a long-term vision focused on the following: ❖ Future-focused government ❖ Excellent education ❖ A diversi ed knowledge economy ❖ A happy and cohesive society fi  Bahrain - Principles ❖ Robust economic growth that bene ts the people ❖ Bahrain stimulates growth by enhancing productivity and skills ❖ Bahrain diversi es and builds the economy by focusing on existing high-potential sectors ❖ Bahrain transforms the economy in the longer-term by capturing emerging opportunities ❖ An ef cient and effective government ❖ The Government focuses on developing high-quality policies ❖ The public sector becomes more productive and is accountable for delivering better-quality services via leaner organisations and operations fi fi fi  Bahrain - Principles ❖ A predictable, transparent and fairly enforced regulatory system facilitates economic growth ❖ The sustainability of government nances is strengthened by reducing dependence on oil revenues to fund current expenditure ❖ A world-class infrastructure links Bahrain to the global economy ❖ A just, thriving society ❖ A high standard of social assistance gives all Bahrainis an equal start ❖ All Bahraini nationals and residents have access to quality health care ❖ A rst-rate education system enables all Bahrainis to ful l their ambitions ❖ A safe and secure environment ❖ Bahraini nationals and residents enjoy a sustainable and attractive living environment. fi fi fi  ❖ A Thriving Economy Rewarding Opportunities ❖ A Vibrant Society with Strong Roots ❖ Learning for Working ❖ ❖ Living by Islamic Values Focusing our Efforts To Serve Umrah ❖ Boosting our Small Businesses and Productive Families Saudi Arabia - Pillars ❖ Providing Equal Opportunities Visitors ❖ Attracting the Talents We Need ❖ Taking Pride in our National Identity ❖ A Thriving Economy Investing for the Long-Term ❖ A Vibrant Society with Ful lling Lives ❖ Maximising our Investment Capabilities ❖ Promoting Culture and Entertainment ❖ Launching our Promising Sectors ❖ Living Healthy, Being Healthy ❖ Privatising our Government Services ❖ An ambitious nation Effectively Governed ❖ Developing our Cities ❖ A Thriving Economy Open for Business ❖ Embracing Transparency ❖ Achieving Environmental ❖ Improving the Business Environment Sustainability ❖ Rehabilitating Economic Cities ❖ Protecting our Vital Resources ❖ A Vibrant Society with Strong ❖ Establishing Special Zones ❖ Engaging Everyone Foundations ❖ Increasing the Competitiveness of our Energy Sector ❖ An ambitious nation responsibly enabled ❖ Caring for our Families ❖ A Thriving Economy Leveraging its Unique ❖ Developing our Children’s Character Position ❖ Being responsible for our lives ❖ Empowering out Society ❖ Building a Unique Regional Logistical Hub ❖ Being responsible in business ❖ Caring for our Health ❖ Integrating Regionally and Internationally ❖ Being responsible to society ❖ Supporting our National Companies fi  Qatar National Vision 2030 (2008) - Four Pillars ❖ Human Development ❖ Development of all its people to enable them to sustain a prosperous society. ❖ An Educated Population ❖ A Healthy Population: Physically and Mentally ❖ A Capable and Motivated Workforce ❖ Social Development ❖ Development of a just and caring society based on high moral standards, and capable of playing a signi cant role in the global partnership for development. ❖ Social Care and Protection ❖ A Sound Social Structure ❖ International Cooperation fi Qatar National Vision 2030 (2008) - Four Pillars ❖ Economic Development ❖ Development of a competitive and diversi ed economy capable of meeting the needs of, and securing a high standard of living for, all its people for the present and for the future. ❖ Sound Economic Management ❖ Responsible Exploitation of Oil and Gas ❖ Suitable Economic Diversi cation ❖ Environmental Development ❖ Management of the environment such that there is harmony between economic growth, social development and environmental protection. ❖ A Balance Between Development Needs and Protecting the Environment fi fi What are some common features of all of these visions? What about differences?  Some Similarities Some Differences ❖ Economic Diversi cation: Shift from oil ❖ Religious Emphasis: Saudi Arabia emphasises dependency to diversi ed, knowledge-based Islamic values / others integrate religion within economies. other (e.g social) goals. ❖ Human Capital Development: Education, ❖ Timeframe Focus: UAE’s Centennial 2071 skills, and workforce capability. vision takes a very long-term perspective. ❖ Social Development and Wellbeing: Social ❖ Economic Priorities: Qatar emphasizes effective protection, healthcare, strong family/community resource management / UAE focuses on knowledge structures, cultural preservation. economy / Saudi Arabia on logistics / Bahrain on high-potential sectors. ❖ Environmental Sustainability: Balancing development with environmental protection and ❖ Cultural Heritage Approach: Oman sustainable resource management. emphasises national heritage as a distinct pillar / others integrate culture into social development ❖ Government Ef ciency: Effective governance, (e.g Qatar) transparency, quality public services. fi fi fi  The QNV Pillars + You! ❖ Scan the QR code and share a more personal perspective on each of the pillars.  Qatar’s National Development Strategies ❖ First National Development The National Development Strategy (2011-2016) Strategies are action plan documents to ensure the ❖ Second National Development implementation and track the Strategy (2018-2022) progress of the vision’s goals. ❖ Third National Development Strategy (2024-2030)  National Development Strategy 2024-2030 ❖ Sustainable Economic Growth ❖ Adopt a sustainable growth model to transform into a competitive, productive, diversi ed, and innovative economy. ❖ Fiscal Sustainability ❖ Strengthen the long-term stability, health, and resilience of the government budget and its balance sheet. ❖ Future-ready Workforce ❖ Enable and develop citizens into globally competitive individuals and attract high-skilled expatriates as long-term partners in Qatar's transformation journey. ❖ Cohesive Society ❖ Preserve Qatar’s values and strong family bonds, fostering active citizenship, an integrated community, and harmonious society to thrive in a globalized world. fi  National Development Strategy 2024-2030 ❖ Quality of Life ❖ Provide quality of life for all through excellence in healthcare and public safety, with a vibrant cultural life, becoming a best-in-class environment for families. ❖ Environmental Sustainability ❖ Conserve natural resources, protect ecosystems, reduce greenhouse gas emissions, and build resilience against future environmental threats. ❖ Government Excellence ❖ Become a world-class provider of government services to citizens, residents, businesses, and institutions, and a top nation for effective, ef cient, and transparent governance. fi  NDS ❖ Scan the QR code and tell me which strategy you think is most important and why. For the tutorial this week, take a look at the QNV 2030 document, especially the discussion on the five key challenges. You’ll be participating in a Roundtable Discussion related to these. ❖ 1. Modernisation and preservation of traditions ❖ 2. The needs of this generation and the needs of future generations ❖ 3. Managed growth and uncontrolled expansion ❖ 4. The size and the quality of the expatriate labour force and the selected path of development ❖ 5. Economic growth, social development and environmental management 1. Modernisation and Preservation of Traditions ❖ “Preservation of cultural traditions is a major challenge that confronts many societies in a rapidly globalizing and increasingly interconnected world. ❖ Qatar’s very rapid economic and population growth have created intense strains between the old and new in almost every aspect of life. Modern work patterns and pressures of competitiveness sometimes clash with traditional relationships based on trust and personal ties, and create strains for family life. Moreover, the greater freedoms and wider choices that accompany economic and social progress pose a challenge to deep-rooted social values highly cherished by society. Yet it is possible to combine modern life with values and culture. Other societies have successfully molded modernization around local culture and traditions. Qatar’s National Vision responds to this challenge and seeks to connect and balance the old and the new.” 2. The Needs of this Generation and the Needs of Future Generations ❖ “Qatar will meet the needs of this generation without compromising the needs of future generations. ❖ Sustainable development is a process that seeks to meet the needs of the present generation without compromising the ability of future generations to meet their needs. This is often called intergenerational justice. The rights of future generations would be threatened if the depletion of non-renewable resources were not compensated by the creation of new sources of renewable wealth. This could happen in at least three ways. First, the nancial returns from hydrocarbon wealth could be used inef ciently, delivering low returns. Second, spending on “trophy” or conspicuous projects could prove costly. And, third, overly aggressive economic development could lead to economic overstress and risk, tipping the environmental scales irreversibly. Qatar’s National Vision will choose the development path that carefully balances the interests of the current generation with the interests of future generations.” fi fi 3. Managed Growth and Uncontrolled Expansion ❖ “Qatar wants to make up ground quickly, but there are speed limits. ❖ Qatar is currently experiencing great expansion in its economic activities. However, this growth could deplete its resources, overstrain its economy and derail it from its targeted objectives. Stresses from economic overheating and imbalances can manifest themselves in rapidly rising prices which, if persisting, will lead to nancial vulnerabilities; deterioration in the quality of public services; low and stagnant labor productivity; deterioration in project quality and completion; environmental damage; and widening social cleavages and tensions. For these reasons Qatar must develop at a pace that is consistent with the realistic expectations of sustainable improvements in livelihoods and in the quality of life. It must target growth rates that are compatible with its capacity for real economic expansion.” fi  4.The Size and the Quality of the Expatriate Labor Force and the Selected Path of Development ❖ “Qatar must choose a development path that is compatible with the targeted size and quality of expatriate labor that are determined by Qatar’s leadership and people. ❖ Qatar is currently experiencing high rates of population growth due mainly to massive urban development, large-scale investment projects and rising government expenditure. These factors have led to a large increase in the ratio of expatriates to locals in the labor force, and a particularly sharp and unanticipated rise in the immigration of unskilled workers. The composition of a nation’s population will determine the nature of its society. Qatar must determine a suitable size and quality of its expatriate labor force. It must weigh the consequences of recruiting expatriate workers in terms of their cultural rights, housing and public service needs, as well as the potential negative impact on national identity, against the anticipated economic bene ts that accrue from an increase in the numbers of foreign workers in the total labor force.” fi 5. Economic growth, social development and environmental management ❖ “Economic development and protection of the environment are two demands neither of which should be sacri ced for the sake of the other. ❖ Development patterns can, and often do, have negative effects on the natural environment. Environmental degradation can be reduced through investment in advanced technologies designed to minimize the damage caused by economic projects. It can also be reduced by avoiding rapid and unplanned growth. Even with Qatar’s best efforts, it is impossible to entirely avoid harming the environment, given a development pattern that depends in its early stages on oil, gas, petrochemicals and heavy industries. Qatar has already committed to enforcing international standards for environmental protection when designing and implementing its industrial projects. The country must also commit to making its future path of development compatible with the requirements of protecting and conserving the environment. Wherever there is an environmental cost to be paid for economic progress, it must be compensated with investments in technologies that help improve the environment. ❖ However, Qatar’s efforts in protecting the environment will not be suf cient. Qatar is a part of the Gulf Region, which forms one ecological system that is affected by the practices and activities of every country in the region. It will be necessary to engage and to encourage all of the Gulf States to protect and conserve the environment.” fi fi