Qatar National StrategyDevelopment 2011~2016 Qatar National Development Strategy 2011–2016 Towards Qatar National Vision 2030 Qatar National Development Strategy 2011~2016 Towards Qatar National Vision 2030 Copyright 2011 by the Qatar General Secretariat for Development Planning. First published March 2011. Reprinted June 2011. Qatar General Secretariat for Development Planning Doha Towers P.O. Box 1855 Doha, Qatar www.gsdp.gov.qa Design and editing by Communications Development Incorporated, Washington, DC. Printed by Gulf Publishing and Printing Company, Doha. The content of this publication may be freely reproduced for noncommercial purposes with attribution to the copyright holder. Foreword Under the guidance of His Highness Sheikh Hamad Bin Khalifa Al-Thani, our beloved Emir, the pioneer of our advancement and the leader of our march forward, the first National Development Strategy for the State of Qatar 2011–2016 was prepared to set a path towards achieving the goals of Qatar National Vision 2030. The National Strategy deepens our commitment to increasing the well-being of all Qatari citizens and lays out a carefully designed programme for how to continue providing the best education and healthcare as well as social protection and employment opportunities in a prosperous, stable and secure society that nurtures its members and preserves and protects family cohesion. A product of consultations with all segments of Qatari society, including the private sector and civil society, the Strategy takes into account Qatar’s cultural and religious values, as well as the needs of future generations, covering all aspects of social, economic and environmental activity. Qatar’s tremendous progress is clear in all fields. However, the stresses that accompany rapid progress are also visible. Our mission—balanced and sustainable growth—requires responsible use of resources and continuous modernization and development of public institutions to ensure good programme management and high-quality public services. This Strategy also highlights our competitive position in the international economy and reminds us of the effective role we must play at both the regional and international levels. I would like to thank all those who contributed—in particular, the National Steering Committee, the Executive Groups, Task Teams and technical support groups. I would also like to commend the General Secretariat for Development Planning and its Secretary General for their role in coordinating the preparation of the Strategy. Everyone in Qatar, including the private sector and civil society, must fully commit to implementing the Strategy’s framework and achieving its development objectives. Doing so will bring prosperity and benefits for us today as well as for Qatar’s future generations. May Allah guide our steps. Tamim Bin Hamad Al-Thani Heir Apparent Head, Supreme Oversight Committee for implementing Qatar National Vision 2030 March 2011 iii Contents Foreword iii Enhancing market efficiency 88 Regulation and efficiency 90 Supreme Oversight Committee for Implementing Qatar Building a diversified economy 93 National Vision 2030 x Members of the National Development Strategy National Chapter 4 Promoting human development 103 Steering Committee x Nurturing a healthy population 106 Members of the Executive Groups xi Challenges for healthcare 108 Task team chairs xii Realizing Qatar National Vision 2030 for a General Secretariat for Development Planning healthy population 109 management support xii A comprehensive world-class healthcare system 110 National Development Strategy 2011–2016 Sector Reports xiii An integrated system of healthcare 112 A focus on preventive healthcare 113 Executive summary 1 A skilled national healthcare workforce 115 A national health policy 116 Effective and affordable services through partnerships Part 1 Agenda and resources in bearing healthcare costs 117 High-quality research directed at improving the Chapter 1 Building Qatar’s first effectiveness and quality of healthcare 119 development strategy 33 Prerequisites for implementation 120 From vision to strategy: tackling the big challenges 34 Fostering cross-sectoral links 120 Preparing the National Development Strategy 2011–2016 35 Building knowledge and skills 122 National Development Strategy 2011–2016 programmes Desired qualities of Qatar’s education and training system 124 and projects 38 Growing importance of private and independent schools Growth with balance 39 and rising enrolment of children of expatriates 127 Four interrelated pillars of development 39 Realizing Qatar National Vision 2030 for education A programme for the entire society 40 and training 128 Building on momentum 41 Addressing core education and training issues 128 Improving K–12 general education 132 Chapter 2 Achievements and economic Improving higher education 137 outlook 2011–2016 43 Enhancing scientific research 143 A solid foundation for the future 44 Fostering cross-sectoral links 144 Outlook for 2011–2016 51 Fostering a capable and motivated workforce 146 Supporting the National Development Strategy 2011–2016 61 Challenges for the labour market 147 Realizing Qatar National Vision 2030 for a capable and motivated workforce 148 Part 2 The four development pillars Expanding high-quality training opportunities for Qataris 149 Incentivizing Qatari private sector employment 151 Chapter 3 Sustaining economic prosperity 67 Boosting labour force productivity 152 Expanding the productive base 69 Attracting and retaining high-quality expatriate talent 153 Enhancing economic stability 74 Nurturing and managing human resources 154 Enhancing technical and economic efficiency 80 Improving labour market flexibility 155 v Building the capacity of key labour market stakeholders 155 Chapter 6 Sustaining the environment Strengthening evidence-based policy-making 156 for future generations 213 Enhancing employment and career counselling services 157 Managing resources and protecting opportunity for Implementation challenges 158 future generations 214 Fostering cross-sectoral links 160 Realizing Qatar National Vision 2030 for sustainability 216 Cleaner water and sustainable use 217 Chapter 5 An integrated approach to Cleaner air and effective climate change responses 221 sound social development 161 Reduced waste, more recycling and more efficient use 224 Family cohesion: the core of Qatari society 165 Nature and natural heritage conserved, protected and Reinforcing family cohesion 166 sustainably managed 226 Strengthening parental roles 168 More sustainable urbanization and a healthier living environment 228 Reducing domestic violence 169 An increasingly environmentally aware population 229 Supporting families with special circumstances 171 Improved governance and regional and international cooperation 230 Reducing economic and social vulnerability and Deepening the national commitment—creating the improving financial management 171 knowledge base 232 Adopting a holistic approach to child well-being 172 Fostering cross-sectoral links 236 Improving work-life balance for women 174 Increasing women’s empowerment 175 Fostering cross-sectoral links 177 Part 3 Institutions and implementation Social safeguards for a caring society 179 Improving and strengthening the social protection system 179 Chapter 7 Developing modern public Making the workforce and society more inclusive 183 sector institutions 241 Extending social responsibility to the business community 185 The drivers and levers of institutional development and Fostering cross-sectoral links 186 modernization 243 Public protection for a stable society 188 Mapping Qatar’s institutional development and Improving crime management 188 modernization journey 245 Improving road traffic safety 190 Possible pathways to public sector institutional development 249 Strengthening occupational health and safety 192 Programmes to develop and modernize public sector institutions 250 Enhancing building safety standards 193 Strategic policy and planning 252 Coordinating national emergency preparedness 194 Budget and financial management 253 Fostering cross-sectoral links 194 Organizational alignment 254 Sports as inspiration for an active and healthy society 196 Human resources development 256 Promoting healthy and active living through sports 197 Enabled institutional processes 257 Equipping the country with accessible sports facilities 199 Performance management 259 Propelling the country to sporting excellence 200 Project priorities and fostering cross-sectoral links 260 Fostering cross-sectoral links 202 Cultural growth for a creative and exceptional society 204 Chapter 8 Moving from strategy Increasing demand and support for diverse cultural to implementation 263 activities 205 Embracing an expanded orientation and new ways of working 264 Improving management of heritage resources 206 Strategic thrusts 264 Investing in young people 207 The building blocks of implementation 265 Developing high-quality artistic talent 208 The human resources constraint 267 Providing better information for cultural advocacy 209 Budgetary resources for the strategy 267 Strengthening Qatar’s cultural diplomacy 209 Bridging the information and knowledge gap 269 Fostering cross-sectoral links 210 Implementation through participation, communication and advocacy 269 Moving social development forward 212 Monitoring and evaluation 270 vi Qatar National Development Strategy 2011–2016 Boxes 3.1 Sustainability and the economic framework 69 2.1 Glimpsing the economy’s future 52 3.2 The government plans