The document summarizes Qatar's First National Development Strategy from 2011-2016. The strategy aimed to balance modernization while preserving Qatari culture, meet the needs of current and future generations, manage growth, and align economic and social development with environmental management. Key goals included improving education and training to develop Qatar's workforce, increasing Qatari participation in the private sector, and raising labor productivity. The strategy focused on developing policies and institutions, as well as programs to boost skills, attract Qatari talent, and empower women and entrepreneurs to help realize Qatar's vision of becoming an advanced society.

1. 3rd Annual Managing Local Talent
Doha, 19thSeptember 2011
Qatar’s First National Development
Strategy (2011-16)
from Vision to Strategy…
Dr Hend Al Muftah
Qatar University

2. Agenda
• Key insights on the NDS-
Nationalization
• Strategies implemented for the NDS
• Current scenario on Nationalization
http://www.gsdp.gov.qa/portal/page/porta
l/GSDP_Vision_Root/GSDP_EN/NDS

3. • Once upon a time, there was a
small nation called QATAR…
with Small-size…small
population & some economic,
social challenges…
• This “QATAR” decided to write
its story of success…by their
nationals’ fingers

4. The START: QNV 2030
• launched in October 2008
• It aims to transform Qatar into
– an advanced country
– sustaining its development
– provide a high standard of living for all its
people.
– envisages all Qataris working together in
pursuing these aspirations, with strong Islamic
and family values guiding their collective
energies.

6. WHY QNDS 2011-16?
 Is a plan of action
 It presents new initiatives while
building on what already exists

7. QNDS aims to balance
the five major challenges
1. Moulding modernization around the preservation
of Qatari culture & traditions.
2.Balancing the needs of this generation and those of
future generations.
3.Managing growth & avoiding uncontrolled
expansion.
4.Matching the size & quality of the expatriate labor
force to the selected path of development.
5.Aligning economic growth with social
development & environmental management.

8. Formulating the Strategy
The Strategy built on:
- situational analyses,
- diagnostics,
- Regional, international benchmarking
The RESULT…
Detailed strategies for each of 14 sectors,
16 Executive teams

9. Educate
Effective
Qatari
Executive groups
d and participatio Environm
capable Healthy n ental
in a
populati populati productive sustainabi
on on labor force Caring and Cohesive Society Sustainable Economic Prosperity lity
SCH
SEC MoL MoE
Office of
Office of Office of MBT,MEI, MoEF, MMUP, QCB Office of
PM
PM
GSDP
GSDP
PM
GSDP
MOI, MoSA Office of PM GSDP Office of PM PM
Consultants GSDP GSDP
Consultants Consultants Consultants Consultants Consultants
Enabling task teams
Family
Population, cohesion Economic
Education labor force and Security Culture diversifi— Environment
Social and
and Healthcar and Qatari
protectio
women's
public
and cation and
Economic private sector
Natural
Econ infra—
al
employmen empower— resource Managemen
training e t n ment safety sports mgmt growth mgmt structure t
SEC SHC MoL MoSA SCFA Mol MCAH MoEF MBT QP MMUP MoEnv
SCFA, MoL SHC, MoI SCFA SEC, SHC SEC, SHC SHC SEC Emiri Diwan MoEnv, QIA Emiri Diwan MoEnv SHC
HMC, PPC SCFA SCFA SCFA SHC MoEnv QP MoEnv, QIA, QP MMUP
MoSA SEC
Weill Cornell MoJ MoI, MoJ MoJ SCFA QP QDB, QFC QP QDB, QSA MoJ
MCAH GSDP SHC MEIA MEIA QSA MEIA QDB, QFC QSA QF Kahramaa PWA, Kahramaa
QU SCFA MoI, MoJ MoL SDC MoL NHRC QOC QSA CoCI QSA, QU Al Diar QF (EC)
QSA QP QSA, PPC SDC GSDP PPC CoCI ICTQatar CoCI EWC, PWA QU, QP
AL Emadi Hospital
MoEF, MBT GRPA QSA QU ICTQatar BMA GSDP Port Authority QSA,
PPC MoSA
SMRC ICTQatar QU QMA QU QU Civil Aviation PPC
GAMA Aspetar COPP NHRC PPC GSDP QF (EC) QF (EC) CoCI MoD
ICTQatar Military of Qatar QP, QU Qatari BWA QCB GOIC ICTQatar MoEnv
CoCI Primary Health Care Foundation for WCPS GSDP Qtel GSDP GSDP
QF Elderly CSOs SCFA GSDP MoI
GSDP
QSA MoSA GSDP
SEC GSDP
PPC
CoCI
ICTQatar Institutional Capacity Building
GSDP
Council of Ministers, COPP

10. NDS strategy framework
Three types of
Ma
interventions
1 Inspirational,
drawn from Macro
QNV2030 Key t • Policy and strategic
objectives S
framework
2 Tangible outcome
Structural
~2016 focus Outcomes Outputs / • Legal, regulations,
KPIs institutions,
coordination &
3 Priorities,
i
M
interventions governance
Focus areas Interventions Micro
• Investments,
incentives, capabilities,
programs

11. Focus (2011-16)
 Sustaining economic  Integrating a sound
prosperity social development
- Expanding productive base - Safeguarding social
protection & promoting
- enhancing economic
inclusive development
stability
- Women empowerment
- Building divers economy
- Preserving and
 Managing environmental
leveraging Qatar’s heritage
development
& culture
- Environment protection
- Enhancing public safety
- Environmentally aware & security
population

12. Focus (2011-16)
Developing and
modernizing public Promoting human
institutions development
- strategic policy & planning - nurturing healthy
- budget & financial population
management -Investment in
- organizational alignment
education
- HRs development
- performance management - fostering a
- effective public services capable &
- enabled institutional motivated
processes workforce

13. Key Challenge…Promoting Human
Development
Major challenge Strategic responses
Coordinating education & Addressing quality, efficiency,
training providers and aligning inclusiveness and portability
with labor force needs across the entire education and
training systems
Aligning labor market Realigning demand and supply
composition of Qataris with the in the Qatari workforce, with an
objectives of a diversified emphasis on continuously
knowledge economy upgrading skills
Reducing reliance on low-cost, Reviewing the sponsorship law
low-skilled foreign labor and identifying ways of
attracting & retaining higher
skilled expatriate workers

14. Implementation…
Government level
Institutional level
Strategy level

15. Implementation challenges…
- Competent & dedicated human resources
- Programmatic budgeting culture/practice
- Project management functions
- Closing information gaps
- Monitoring & evaluation to support
learning & better decisions.

16. NDS strategy implementation
Three types of
Ma
interventions
1 Inspirational,
drawn from Macro
QNV2030 Key t • Policy and strategic
objectives S
framework
2 Tangible outcome
Structural
~2016 focus Outcomes Outputs / • Legal, regulations,
KPIs institutions,
coordination &
3 Priorities,
i
M
interventions governance
Focus areas Interventions Micro
• Investments,
incentives, capabilities,
programs

17. Nationalization: Education and Training
• Develop education and training professionals and
Macro institutions
• Educated workforce and institutional development plan
Structural
• Formulate and implement a workforce an institutional
Target development plan for education and training professionals
1 and institutions.
• Enhance the professional capacity of teacher and workers
Target in K–12 education.
2

18. Nationalization: Competent labor force
• Prepare Qataris for employment in the knowledge
Macro economy
• Alignment between higher education and needs of a
Structural knowledge economy
• Increase the proportion of students graduating with
Target qualifications needed in the knowledge economy by 65%–
1 75%.
• Provide students with diverse post-secondary education
Target pathways to meet labor market needs.
2

19. Nationalization: Other targets
• Increase Qatari labor force participation
rates from 63% to 66% for men and from
36% to 42% for women.
• Increase the proportion of Qataris in the
private sector from 5% to 15%
• Improve Qatar’s global ranking in labor
productivity from 35th to 29th.

20. Nationalization scenarios..
• Investment in education & training…enhancing
nationals’ skills
• Restructuring the labor market regulations (e.g.
unskilled expat employment
regulations)…increasing nationals %
• Human resources polices…nationals attraction &
retention
• Fostering Private sector… (% of nationals )
• Empowering national …. Women, Entrepreneurs
(SMEs)

21. Nationalization scenarios..
IF…..Then
• IF nationalization • IF nationalization
to be achieved as to not be achieved
planned via NDS as planned by the
(investment & NDS, THEN……….
empowering) it will remain NOT
THEN……………… MORE THAN
it is in the right RECRUTING
path EFFORTS

22. NDS & Qatari Youth …
“We are going to shape the future of
QATAR, as nationals we don’t wont to be
seen as rich oil country, rather RICH-
TALENTS country” (Aisha, 21 years)
“I am visioning Qatar to be worldwide
recognized not only for the world-cup
2022, but for its Social & economic
development” (Abdalrahman, 19 years)

23. • Once upon a time, there was a small
nation called QATAR……
• Today, the small nation is still small
in size, but growing dramatically to
the extent it is seen worldwide as
GIANT NATION…
• This small-size/giant nation is
booming noticeably over time to be a
success story…..
……. size NEVER matters……

24. Thanks for your attention
Q&A
h.almuftah@hotmail.com