Rationalizing Subsidies : a Right Move

Total Page:16

File Type:pdf, Size:1020Kb

Rationalizing Subsidies : a Right Move BUSINESS SUNDAY, OCTOBER 19, 2014 Rationalizing subsidies : A right move AL-SHALL WEEKLY ECONOMIC REPORT KUWAIT: The subsidy invoice in the public budget tourism and the special medical insurance. amounts to more than KD 5 billion 22 percent of the We stand firm with any correct beginning implying current budget allocations. It is higher than the alloca- some hope in reform though it is a feeble hope with- tions of all public budgets in the beginning of the out remedy of the core of the problem, or forming the third millennium. About 60 percent of subsidy expens- exemplary public administration in its approach and es go to the power generation, water and transporta- policy. tion means fuel. Adding the subsidy invoice to the direct and indirect salaries and wages, both military Public administration and civil, the obligation to salaries and wages, or their We stated in a previous report that the public support, will reach KD 16 billion which is unsustain- administration represented by the Council of Ministers able if we take into consideration the newcomers to and the National Assembly failed to pay attention to the labor market. The problem of waste and consump- all warnings about a forthcoming weakness in the oil tion has indirect repercussions. Its domestic overcon- market and they ended the last term session by sumption is deducted from the country’s share approving a budget with record allocations and assigned for export which consequently cuts down the increase by 10.5 percent over last fiscal year’s alloca- general revenue and increases the unnecessary tions 2013/2014. We also mentioned that what hap- expenses to build more power plants to meet the pened was contrary to all the declared goals of the overconsumption. It also contributes to increasing development plan which is supposed to commence in environmental pollution levels and perhaps unneces- April 2015. It is also contrary to the agreement with sary addition to the traffic congestion. On the side of the Higher Council for Planning and Development revenues, it helps to expand the gap of the public which includes all the concerned ministers in the gov- finance and the opposite can be achieved when ernment. Very briefly, each public administration in rationalizing consumption. any country obtains a general power of attorney which The government’s orientation towards rationalizing is revocable in democratic states but is irrevocable in power consumption is 27 years old -since 1987- which non-democratic ones. The purpose of such power is to is slightly longer than half the age of the declared gov- assume the responsibility of construction and to avoid ernment’s orientation to diversify income resources in the biggest and most serious risks. What happened in its development plans but nothing of which has been Kuwait is the opposite, i.e. failure in construction and achieved. The new orientation as published by Al- aggravating future risks. Qabas newspaper is a proposal that we do not bet on By the middle of the last week -we are unable to its inevitable implementation though it is a correct obtain new figures for Kuwaiti oil price- the Brent oil approach. It is the outcome of a sample study; it classi- average price scored about $ 84.1 per barrel which is fies consumers according to the nature and level of lower by $22.5 per barrel, 21.1 percent, compared to consumption and adopts pricing in accordance with the average price for the first half of the current fiscal ascending brackets. 20 percent of special consumers year 2014/2015 for the same Brent oil. The effect on oil are excluded from any increase while the cost increas- revenues in the event of weak oil market is usually manage its revenues and surpluses. This will not hap- percent of total value of purchased shares (18.5 per- es as per three subsequent categories. In other words, comes doubled as the producing countries cut pro- pen unless a substantial change occurs in managing cent for the same period 2013) and 19.6 percent of there is no increase or 2 fils per KW on the first 3,000 duction to defend price. But they usually do not com- that outcome. total value of sold shares (18.3 percent for the same KW consumption; 6 fils per KW for the second 3,000 ply with what they agreed on; therefore, they lose a period 2013). The sector purchased shares worth KD KW consumption; 10 fils per KW for the next 6,000 KW, share of production while prices continue their drop. The proposed housing strategy 1.259 billion and sold shares worth KD 917.578 million and 12 fils per KW for what exceeds that. Exemption is This occurred twice historically; the first in the eighties The Realtors Association thankfully prepared a vol- with a net trading, more purchasing, by KD 341.850 offered to lower consumption brackets for investment and the second in the nineties. Some regional coun- ume containing aspects of a proposed housing strate- million, indicating a rising share. usages which include the commercial and agricultural, tries would have internally exploded before the inter- gy in Kuwait. The report is an outline of Kuwait’s The third contributor to market liquidity is the or 2 fils per KW for the first 1,000 KW for the invest- vention of the United States in the two instances to Housing Conference held last March. It began correctly clients’ accounts sector (portfolios) which captured ment and 2,000 KW for the agricultural. The maximum limit the oil supply using its power. according to professional convictions but ended with 19.5 percent of total value of sold shares (17 percent price, or 12 fils per KW, is for either of them beyond The situation today is much more serious. Western dominance of the politicians’ orientations and the for the same period 2013) and 15.3 percent of total 4,000 KW consumption. The direct saving result in the interests are less; western alliance’s changed; and the endorsement of the 12,000 housing units per annum, value of purchased shares (18.9 percent for the same power subsidy expenses will be about 20 percent or entire region is scorching with painful geopolitical or the horizontal expansion from border to border. Out period 2013). The sector sold shares worth KD 910.557 KD 570 million if this proposal is implemented. events. The internal conditions in all the regional states of 10 items in the report introduction that summed up million and purchased shares worth KD 716.167 mil- We emphasize that the invitation to rationalize are not quite well, with each and every state being a the main elements of the strategy, we believe that lion, with a net trading, selling, by KD 194.391 million. public spending, whose present level is unsustainable, potential for a forthcoming crisis. Confronting those except for item relating to the sustainability condition, The last contributor to liquidity is the investment is a due call. Starting to rationalize subsidy to give it circumstances by buying political stability with money everything else about power consumption, the infra- funds sector which captured 10 percent of total value only to those who deserve it is a right start. Its timing is no more possible and the future risks are doubling. structure costs, and even the financing and the exces- of purchased shares (5.3 percent for the same period at the beginning of a weakening oil market may facili- The ability to buy time with money has become limited sive land prices is the outcome of the impossibility of 2013) and 7.9 percent of total value of sold shares (4.8 tate its marketing politically. The problem, as we stat- and the damage will increase if more time is wasted in that sustainability and it has no great value. percent for the same period 2013). This sector pur- ed in another paragraph of the report, is that the pub- malice or exchanging blame. It is more important to The report provides abundant information; hence, chased shares worth KD 468.802 million and sold lic administration does the opposite of what it advo- acknowledge the grave and serious situation and then we recommend reading it. It begins by asserting the shares worth KD 367.993 million, with a net trading, cates. It is difficult for it to understand it from a holistic to halt drifting into a no-return position. Examples astounding failure of the housing strategy which was purchasing, by KD 100.809 million. This means corpo- perspective. around us such glides are numerous. endorsed half a century ago under quite different con- rations, companies, and funds gained a trading share Take for instance the contradiction in adopting the In the past few years, the strong oil market, bought ditions in terms of population density, land prices and in the market at the expense of individuals. horizontal expansion in housing to coincide with the stability period to the oil-rich countries when other building costs. Remaining as is without change in the KSE continues to be a domestic stock exchange talk about the necessity of rationalizing power con- countries felled down. However, it was not a sustain- present times and in future cannot be achieved. with Kuwaiti traders forming the biggest trading sumption. Marketing of these due policies should able stability, in Kuwait, the opposite happened. Some valid examples that the report contained like group and sold shares worth KD 4.178 billion, captur- coincide with apparent measures to confront the Financial waste hit the foundations of the competive- the rise in the number of Kuwaiti families from ing 89.3 percent of total sold shares, (92 percent for widespread corruption and halting waste in other ness of the domestic economy.
Recommended publications
  • Annual Report 2019
    Annual Report 2019 CONNECTING POLICE FOR A SAFER WORLD Content Foreword ................................................................ 3 Database highlights.................................................................................................. 4 Countering terrorism.............................................................................................. 6 Protecting vulnerable communities................................................... 8 Securing cyberspace............................................................................................ 10 Promoting border integrity....................................................................... 12 Curbing illicit markets ....................................................................................... 14 Supporting environmental security ............................................... 16 Promoting global integrity ....................................................................... 18 Governance ..................................................................................................................... 19 Human resources .................................................................................................... 20 Finances ................................................................................................................................. 21 Looking ahead .............................................................................................................. 22 This Annual Report presents some of the highlights of our
    [Show full text]
  • INVESTMENT-English-2018.Pdf
    IN THE NAME OF ALLAH, THE MOST GRACIOUS, THE MOST MERCIFUL H.H. Sheikh Nawaf Al Ahmad H.H. Sheikh Sabah Al Ahmad H.H. Sheikh Jaber Al Mubarak Al Jaber Al Sabah Al Jaber Al Sabah Al Hamad Al Sabah Crown prince of the State of Kuwait Amir of the State of Kuwait Prime minister of the State of Kuwait CONTENTS CHAIRMAN’S LERTTER | 6 BOARD OF DIRECTORS | 9 EXECUTIVE MANAGEMENT | 9 CORPORATE GOVERNANCE | 10 INDEPENDENT AUDITORS’ REPORT | 20 CONSOLIDATED STATEMENT OF FINANCIAL POSITION | 24 CONSOLIDATED STATEMENT OF INCOME | 25 CONSOLIDATED STATEMENT OF COMPREHENSIVE INCOME | 26 CONSOLIDATED STATEMENT OF CHANGES IN EQUITY | 28 CONSOLIDATED STATEMENT OF CASH FLOWS | 29 NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS | 32 TAMDEEN Investment Company - K.P.S.C and its subsidiaries - Kuwait 5 ESTEEMED BROTHERS, Boursa Kuwait general index recorded gains for the CHAIRMAN’S third successive year, driven by increasing buying of the shares of major companies. This performance reflected in index of the first market which rose by 9.9% thereby LETTER making up for the decline of the main market index by 1.9%, and resulting in a 5.2% gain for the general index ESTEEMED for the year. Boursa Kuwait was further supported by SHAREHOLDERS, being promoted by the FTSE Index to the Emerging Markets class in two stages. In another development, the global rating agencies raised Kuwait’s credit rating, MAY PEACE AND ALLAH’S with a stable outlook, as a result of the huge efforts MERCY AND BLESSINGS BE made by the Kuwaiti Ministry of Finance and the UPON YOU.
    [Show full text]
  • Corporate Governance Report & Financial Statements 2020
    Corporate Governance Report & Financial Statements 2020 KIPCO Corporate Governance Report 2020 2 KIPCO Corporate Governance Report 2020 Introduction: Kuwait Projects Company (Holding) – KIPCO – seeks to adhere to the highest standards and best practices to ensure sound corporate governance activities, in line with the corporate governance framework for companies listed on the Kuwait Boursa’s Premier Market. The principles of corporate governance have been put in place to support the company in its strive to achieve sustainable growth and protect the interests of its shareholders. KIPCO outlines its corporate governance guidelines in its corporate governance guide, endorsed by the Board of Directors in line with Module 15 of the CMA amended bylaws. Corporate governance is an integral part of KIPCO’s culture. KIPCO holds its Annual ‘Shafafiyah’ Transparency Investors’ Forum following the company’s Annual General Assembly. The forum sheds light on the results of the previous year and presents an outlook for the coming one. Questions from shareholders, financial analysts and representatives of the media are answered, and a live webcast of the event is broadcast on KIPCO’s website. KIPCO is the first listed company in Kuwait to hold such an annual forum for investors. KIPCO’s corporate governance framework: General Assembly of Shareholders Board of Directors Vice Chairman (Executive) Advisor to the Chairman Secretary of the Board Nomination Risk Management Audit & Remuneration Committee Committee Committee Risk Management Internal Audit Investor Executive Department Department Relations Unit Management 3 Rule I: Construct a Balanced Board Composition A brief on the formation of the Board of Directors, as follows: KIPCO’s Board of Directors comprises five members, the majority of whom are non-executives, one independent member and one executive member.
    [Show full text]
  • Annual Report 2013
    ANNUAL REPORT 2013 TOGETHER, WE CAN TURN BACK CRIME THE 2013 GENERAL ASSEMBLY, HELD IN CARTAGENA, COLOMBIA INDEX Secretary General’s Foreword 5 1- Leadership and Guidance 6 Priorities 7 Executive Committee 10 General Assembly 11 National Central Bureaus 11 Commission for the Control of INTERPOL’s files 11 2- Key projects and achievements 12 INTERPOL Global Complex for Innovation 15 INTERPOL Foundation for a Safer World 16 INTERPOL Travel Document Initiative 17 Turn Back Crime 18 I-Checkit 21 Trafficking in illicit goods and counterfeiting 22 Border Management 25 Integrity in sport 26 Environmental crime 29 3- A global network 30 INTERPOL around the world 32 Operations 32 Global conferences 42 Partnerships 44 Training 46 4- Police tools and services 50 Expanding INTERPOL’s services 51 Databases 52 Command and Coordination Centre 54 Notices 58 Intelligence and analysis 60 5- Finances 62 SECRETARY GENERAL’S FOREWORD The arrival of the 21st century brought with it new Another Assembly decision ensured that all Heads of We owe the credit for our successful endeavours to threats, new crimes but also new opportunities INTERPOL’s National Central Bureaus will have the the dedication of our National Central Bureaus; the for our Organization. We have confronted these opportunity to meet regularly to exchange knowledge determination of staff at the General Secretariat, challenges head-on with the strength of our global and ideas at an annual statutory gathering; they will Regional Bureaus and Liaison Offices; and the bold membership and our shared commitment to making never be alone in fighting crime. leadership of our President and Executive Committee.
    [Show full text]
  • 2- KFH Disclosure November 05 2020.Pdf
    3Q2020 Earnings Presentation 5 November 2020 This is a General Document and should not be shared with unauthorized users. © Kuwait Finance House, 2020 Disclaimer • IMPORTANT NOTICE • This presentation has been prepared by Kuwait Finance House and is subject to the applicable laws and regulations in the State of Kuwait. It is for information purposes only and it shall not be reproduced or redistributed to any other person without obtaining Kuwait Finance House’s prior written consent. It does not and shall not constitute either an offer to purchase or buy or a solicitation to purchase or buy or an offer to sell or exchange or a solicitation to sell or exchange any securities of Kuwait Finance House. Neither this presentation nor anything contained herein shall form the basis of any contract, commitment or advice whatsoever. This Presentation must be read in conjunction with all other publicly available information. To the maximum extent permitted by law, Kuwait Finance House and its directors, employees, agents ,consultants, affiliates and subsidiaries expressly exclude all liability and responsibility for any loss or damage arising from the use of, or reliance on, the information contained in this presentation or the website whether or not caused by any negligent act or omission. Neither Kuwait Finance House nor any of its directors, employees, agents, consultants, affiliates, or subsidiaries warrant or represent the correctness, accurateness or completeness of the information provided herein. This document is not to be relied upon in any manner as legal, tax or investment advice. Each recipient hereof shall be responsible for conducting its own investigation and analysis of the information contained herein and shall familiarize and acquaint itself with, and adhere to, the applicable local legislations.
    [Show full text]
  • BUSINESS ORGANIZATION and CONTRACT LAW in KUWAIT by Howard L
    BUSINESS ORGANIZATION AND CONTRACT LAW IN KUWAIT by Howard L. Stovall Until the recent Iraqi invasion and subsequent successful outcome of Operation Desert Storm, it would probably have been necessary to start this article with a geographical, economic, and political outline of Kuwait. The extensive media coverage, however, means that (for good or bad) most people now have at least a basic knowledge of the country, albeit in a war-ravaged state. Nevertheless, the following brief points should be noted. Kuwait is a modern civil law jurisdiction which combines Islamic concepts with those of the Continental systems (such as France's), as well as trade custom and practice. Thus, the Kuwait legal system is similar to that in a number of the other Middle East countries, such as Egypt. Martial law was imposed by Amiri decree on 27 February 1991 with the cessation of hostilities, and it is expected to remain in place for at least three months. The Kuwaiti government has established a Reconstruction Committee (KRC) to deal with the country's emergency needs during the martial law period. It is estimated that today Kuwait has over $89 billion in foreign assets (which alone produce a substantial revenue) and has oil reserves for over 200 years. POST-WAR NEEDS At a conference in London on 18 March 1991, the Kuwaiti Ambassador to London, Mr. Gasi M.A. Al-Rayes, explained that with the cessation of hostilities Kuwait needs "everything", but that tenderers and suppliers will have to compete on price, quality and time in order to secure work. Mr.
    [Show full text]
  • Investment Climate Statement 2020
    2020 Investment Climate Statements: Kuwait EXECUTIVE SUMMARY Kuwait is a country of 1.4 million citizens and 3.3 million expatriates. It occupies a land mass slightly smaller than New Jersey, but possesses six percent of the world’s proven oil reserves and is a global top ten oil exporter. The economy is heavily dependent upon oil production and related industries, which are almost wholly owned and operated by the government. The energy sector accounts for more than half of GDP and close to 90 percent of government revenue. The fall in oil prices after OPEC+ failed to agree on production targets in 2019 greatly exacerbated Kuwait’s fiscal deficit. This was only heightened with the onset of the COVID-19 pandemic, which resulted in dramatically reduced oil demand in the first and second quarters of 2020. No one can predict what a post-pandemic economy will look like, except that it is likely to be very different from what it has been. In the background looms the prospect for economic reforms and diversification as outlined by the government in its national development plan, called New Kuwait Vision 2035. As it develops the private sector to reduce the country’s dependence upon oil, the government faces two central challenges. It must improve the business climate to enable the private sector, and prepare its citizens to successfully work in the private sector. The government has made progress on the business climate, improving from 97 to 83 among 190 countries the World Bank’s 2020 Doing Business Report. Nonetheless, Kuwait remains the lowest ranked of its fellow Gulf Cooperation Council (GCC) countries.
    [Show full text]
  • Sustainability Report 2018/2019 Sustainability Report Report Sustainability 2018/2019 Sustainability Innovative Innovative Solutions Through Contents
    Sustainability through Innovative Solutions اﻻســتــــــدامــــــــة تــقــــريــــــر اﻻســتــــــدامــــــــة 2018/2019 Sustainability Report Sustainability Report 2018/2019 Contents About the Report ....................................................... 1 4.3 Innovation ............................................................ 34 Chairman’s Message ................................................ 2 4.4 Brand Values ....................................................... 38 Chief Executive Officer Message ......................... 3 4.5 Procurement ....................................................... 39 Chief Operating Officer Message ........................ 4 5 People .................................................................... 41 Highlights ..................................................................... 5 5.1 Diversity ............................................................... 42 1 Overview ................................................................. 7 5.2 National Empowerment ..................................... 44 1.1 About Markaz ........................................................ 8 5.3 Knowledge Transfer and Development .......... 45 1.2 Vision, Mission, Values, and Principles ............ 9 5.4 Employee Engagement ..................................... 46 1.3 Our Offerings ....................................................... 10 5.5 Performance Management ............................... 49 1.4 Our Journey ......................................................... 13 5.6 Retention and Turnover
    [Show full text]
  • International Law Enforcement Cooperation in the Fisheries Sector
    International Law Enforcement Cooperation in the Fisheries Sector A Guide for Law Enforcement Practitioners February 2018 International Law Enforcement Cooperation in the Fisheries Sector: A Guide for Law Enforcement Practitioners FOREWORD Fisheries around the world have been suffering increasingly from illegal exploitation, which undermines the sustainability of marine living resources and threatens food security, as well as the economic, social and political stability of coastal states. The illegal exploitation of marine living resources includes not only fisheries crime, but also connected crimes to the fisheries sector, such as corruption, money laundering, fraud, human or drug trafficking. These crimes have been identified by INTERPOL and its partners as transnational in nature and involving organized criminal networks. Given the complexity of these crimes and the fact that they occur across the supply chains of several countries, international police cooperation and coordination between countries and agencies is absolutely essential to effectively tackle such illegal activities. As the world’s largest police organization, INTERPOL’s role is to foster international police cooperation and coordination, as well as to ensure that police around the world have access to the tools and services to effectively tackle these transnational crimes. More specifically, INTERPOL’s Environmental Security Programme (ENS) is dedicated to addressing environmental crime, such as fisheries crimes and associated crimes. Its mission is to assist our member
    [Show full text]
  • Annual Report 2008 INTERPOL ______1 SECRETARY GENERAL’S
    INTERPOL WWW.INTERPOL.INT 2008 ANNUAL REPORT ABOUT INTERPOL Created in 1923, INTERPOL is the world’s largest international police organization. Its mission is to assist law enforcement agencies in its 187 member countries to combat all forms of transnational crime. INTERPOL provides a high-tech infrastructure of technical and operational support to enable police forces around the world to meet the growing challenges of crime in the 21st century. The Organization focuses on six priority crime areas: drugs and organized crime; fi nancial and high-tech crime; fugitives; public safety and terrorism; traffi cking in human beings and corruption. The General Secretariat is located in Lyon, France, and operates 24 hours a day, 365 days a year. INTERPOL also has seven regional offi ces across the world and a representative offi ce at the United Nations in New York and at the European Union in Brussels. Each member country maintains a National Central Bureau staffed by its own highly trained police and law enforcement INTERPOL General Secretariat Regional Bureaus: Offi ce of the Special Representative of INTERPOL offi cers. 200, quai Charles de Gaulle Buenos Aires, Argentina at the United Nations 69006 Lyon - France Abidjan, Côte d’Ivoire in New York San Salvador, El Salvador Tel: +33 (0) 4 72 44 70 00 Nairobi, Kenya Offi ce of the Special Fax: +33 (0) 4 72 44 71 63 Harare, Zimbabwe Representative of INTERPOL E-mail: [email protected] Yaoundé, Cameroon at the European Union (opening 2009) in Brussels Liaison Offi ce Bangkok, Thailand www.interpol.int This report is printed on paper that is a blend of 60% recycled and 40% from sustainably managed forests, certifi ed by the Forest Stewardship Council.
    [Show full text]
  • ALSHALL Weekly Economic Report
    ALSHALL Weekly Economic Report Volume 24 – Issue 40 – 19th October 2014 This Week Prepared by 1. Public Administration Economic Research Unit 2. Rationalizing Subsidies ALSHALL Consulting Co. 3. The Proposed Housing Strategy Salhiya – Sahab Tower – Floor 9 – Kuwait 4. Trading Features at Kuwait Stock Exchange (January – September 2014) Tel: + 96522451535 – Fax: +96522422619 5. The Weekly Performance of Kuwait Stock Exchange Email: [email protected] Web site: www.alshall.com Twitter: @ALSHALL_Com 1. Public Administration We stated in a previous report that the by US$ 22.5 per barrel, 21.1%, compared public administration represented by the to the average price for the first half of the Council of Ministers and the National current fiscal year 2014/2015 for the same Assembly failed to pay attention to all Brent oil. The effect on oil revenues in the warnings about a forthcoming weakness in event of weak oil market is usually comes the oil market and they ended the last term doubled as the producing countries cut session by approving a budget with record production to defend price. But they usually allocations and increase by 10.5% over last do not comply with what they agreed on; fiscal year’s allocations 2013/2014. We therefore, they lose a share of production also mentioned that what happened was while prices continue their drop. This contrary to all the declared goals of the occurred twice historically; the first in the development plan which is supposed to eighties and the second in the nineties. commence in April 2015. It is also contrary Some regional countries would have to the agreement with the Higher Council internally exploded before the intervention for Planning and Development which of the United States in the two instances to includes all the concerned ministers in the limit the oil supply using its power.
    [Show full text]
  • Leadership Practices of Kuwaiti Secondary School Principals for Embedding ICT
    Leadership Practices of Kuwaiti Secondary School Principals for Embedding ICT Mohammed Al-Sharija BEd (PAAE, Kuwait); MEdAdmin (Amman Uni, Jordan) Centre for Learning Innovation Faculty of Education Queensland University of Technology Brisbane, Australia Submitted in fulfilment of the requirements for the degree of Doctor of Philosophy March 2012 Key Words Embedding ICT, ICT implementation, Information and Communication Technology (ICT), Leadership practices, Secondary School, Principals, Leading ICT change, Integration of ICT in education, Kuwait, Mixed methods. i Abstract Globalisation and the emergence of knowledge-based economies have forced many countries to reform their education system. The enhancement of human capital to meet modern day demands of a knowledge economy, and equip the new generation with the capacity to meet the challenges of the 21st Century has become a priority. This change is particularly necessary in economies typical of countries, such as Kuwait, which have been dependent on the exploitation of non-renewable natural resources. Transiting from a resource-based economy to an economy based on knowledge and intellectual skills poses a key challenge for an education system. Significant in the development of this new economy has been the expansion of Information Communication Technology (ICT). In education, in particular, ICT is a tool for transforming the education setting. However, transformation is only successful where there are effective change management strategies and appropriate leadership. At the school level, rapid changes have affected the role that principals take particularly in relation to leading the change process. Therefore, this study investigated the leadership practices of school principals for embedding ICT into schools. The case study assessed two Kuwaiti secondary schools; both schools had well established ICT programs.
    [Show full text]