What is vision 2030 specifically?
The kingdom of Saudi vicious plan for the nation’s reduction on dependence on oil, and divert its economy, and developed in the aspect of; health, education, infrastructure, recreation, and tourism. The aims of the reinforcing economic and investment activities will keep the non-oil industry trade between countries near and far in the geographical landmark through goods and consumer products services and exchanges.
The project launched by Crown Prince (H.R.H Mohammed bin Salman, 2015). The Council of Ministers has tasked the Council of Economic and Development Affairs (CEDA) are taken vital measures for the smooth implementation of “Saudi Arabia’s Vision 2030 (Saudi Vision 2030, 2016). The specific objectives are; the Pivot of the Arabs and Islamic worlds; The determination to become a global investment center of excellence; and Finally to transform the country’s geographical hub of connectivity the 3 continents (Asia, Europe, Africa) (H.R.H Mohammed bin Salman, 2015)
The plan of supervision under the courtesy of the government machinery to ensure proper development. The National Transformation Program all assigned for the agenda 2016 across 24 government bodies to enhance the economic and development center. All these mentioned are part of vigorous actions in transforming the education sector increasing feminine participation for national development and investing well enough for the entertainment of the citizenry, create jobs for a young up-coming generation in the near future. The declaration of these phenomena is to decrease Saudi’s dependence on oil and expand economic opportunities ties within and outside the Arabian peninsula, as far as the Vision 2030 lays out targets for diversification and improving competitiveness for the country businesses and enterprises beyond external aid. The vision intends to increase the domestic savings from 6% to 10% of total household income, to raise the non-profit sector’s contribution to GDP from less than 1% to 5% and to rally one million volunteers per year (compared to 11,000 now) (International Monetary Fund, 2015). The three core build thematic specific objectives are to be achieved by the year 2030;
1. A vibrant society: urbanism, culture and entertainment, sports, Umrah, UNESCO heritage sites, life expectancy.
2. A thriving economy: Employment, women in the workforce, international competitiveness, Public Investment Fund, Foreign direct investment, the private sector, non-oil exports
3. An ambitious nation: Non-oil revenues, government effectiveness, and e-government, household savings and income, non-profits and volunteering
3.2. Historical background, national circumstances of vision 2030
In the historical analogy of Saudi Arabia’s Vision 2030 even though the challenging mission of freeing itself of dependency on oil revenues. This ambition started since 1975, under the rulership of the grandfather of the Crown Prince. Undoubtedly, Saudi Arabia’s capabilities to deliver so much substantial by 2030 remaining many of what happened more than 40 years ago. In remembrance of the December 1974, family assets, cultural, societal and governmental transition of the Kingdom of Saudi Arabia were an almost small house in the coastal city of Jeddah and a barely transformational to be huge capital assets to make the city a class of generation in the middle-income level.
In maintaining the transformational vision of 1975, the government establishes the modern state of Saudi Arabia, which required massive infrastructure projects and the empowerment of the human capital development of the Saudi people. It was a revolution in 1975 in the dynamism of progressive Crown Prince Fahd bin Abdulaziz. Who galvanized and empowered a cadre of Western-educated ambitious youth in a radical reformation of the state bureaucracy. In some analytical historical progression observed by Mohammed bin Salman, today’s deputy crown prince.
In 1975, Prince Fahd formed six new governmental political leadership into ministries that is electricity and industry, housing, higher education, telecommunication, municipality and rural affairs, and planning. This leadership brought massive development and improvements to the lives and people of the Kingdom. The three dimensions of development; housing, industry, and agriculture were massively funds addressing these transformations. By the middle of the 1980s, KSA had successfully built more than 100,000 and generously allocated interest-free loans for thousands of citizenry.
When the New York Times publication in 1978 of a story about King Saud University’s vision to become the Middle East’s MIT equivalent to Stanford University’s impressive facilities given rise to Women’s education in focus. This increases the literacy rates of women to 2 % before jumping to 50 % years going on. Many notable years brought several initiatives, these are; the building of solar farm north of Riyadh, pull icebergs from Antarctica to Saudi coasts, to progressively exploring the “going nuclear” option. The Basic Industries Corporation was born as groups of engineers and business graduates, networked with Prince Fahd to build two industrial cities in the middle of the desert. Youth is a central feature of Saudi Vision 2030, just as they were in 1975.
All these resulted in a network of state-of-the-art stadia in almost every major city, making way the Kingdom to win the bid to host the Asia Football Cup in 1984 and 1988.
3.3. METHODOLOGY OF THE STUDY
This research intends to employ a mixed method that is the qualitative and quantitative due to the analytical hierarchical process of the study theory. The vital part of the research will be using the secondary data from the government of Saudi Arabia statistical service to confirm and explain how the choice and priorities with the vision 2030 are measurable and achievable to the success story of the KSA. The demographic participants will be the primary source of targeting the universities students and expertise on their views regarding the vision pros and cons to ensure all factors in the three pillars are satisfied. 1. that is “Heart of the Arab and Islamic worlds”; 2. The determination to become a global investment powerhouse; and 3. Finally to transform the country’s location into a hub connecting the 3 continents (Europe, Asia, and Africa). The study will make good use of relevant documents from the Saudi government, Journals, the website and internets to get information. The sampling size and design instruments will be an observational reading of documents, online questionnaires, and data from the government of Saudi Arabia.
The theory of AHP will be fused with the government vision to tie various policies with their integrated economic benefits to Saudi Arabia and the international organizations. This study will be very difficult to sample population from the policymakers for vital information unless through the already existing documents in the internet and statistics. Therefore, the researcher will solely depend on the secondary data for general analytical hierarchy processing of the vision 2030 of the Kingdom of Saudi Arabia.
4.1. VISION 2030: IMPACT ON THE REGIONAL ECONOMY
In the current international, regional, local in the political environment, KSA battling with regional geopolitical issues mainly Yemen crises, the Syrian conflict, Libya etc. there is dire need to adopt political reforms in order to bring peace and stability in the whole Middle East and to end an ongoing bloodshed. This great achievement will bring economic reforms or diversification placed prosperous political reforms in the regional economic development. Simultaneously, an effective implementation of all policies is required otherwise; KSA will remain oil dependent for the coming decades. The reformation of the economy in the countries will have massive opportunities for investment in the countries in proximity like Yemen, Syria, Jordan, and others.
4.2. Developing Network Ties for Regional Stability
The Kingdom is already enjoying high levels of security and development. Despite the current turmoil in the region and the wide expanse of our territories, our country and citizens are safe and secure. The safest in the world with annual crime rates that are less than 0.8 per 100,000 people, far below the international rate of 7.6. KSA has grown significantly in recent decades; a growth, which has been accompanied by the steady development of their infrastructure, to enhance the quality of life for all and meet the needs and requirements of our citizens, we will continue to ensure high-quality services such as water, electricity, public transport and roads are properly provided. Open and landscaped areas will also be developed further, to meet the recreational needs of individuals and families. These are part of efforts to bring regional economic independence for the citizens because without peace there is no economic growth.
4.3. Rehabilitating Economic Cities
In achieving regional economic cities, the last decade did not realize their potential. Some government projects have been halted in several cities, and others face challenges that threaten their viability. Selected cooperation with Aramco to restructure Jazan Economic City, striving to salvage other economic cities, especially those with comparative advantages. As part of the visions, the government is working with the companies owning those cities to revamp them and transfer vital facilities. This effort will depend on the readiness of these companies to work with the government. Our aim is for these cities to contribute to the development of the economy and to attract quality investments as well as local and international talent, all kept in line with our national priorities. As part of revamping to realize the vision 2030 of the Kingdom of Saudi Arabia.
5.1. VISION 2030: IMPACT ON THE WORLD ECONOMY
The government estimation of GDP of SAR 2.4 Trillion, of the economy, is already the largest in the Middle East. The close economic network ties with the Gulf Cooperation Council and other Arab countries, as well as constructive relations with Islamic and foreign countries. Seeking to establish new business partnerships and facilitate a smoother flow of goods, services of people and capital are far advance. Among our top priorities is to fortify and extend our interconnectivity and economic integration with other Gulf Cooperation Council countries, therefore, expanding international cooperation. As part of efforts to influence the global economy a complete process of implementing the GCC common market, unifying customs, economic and legal policies, and constructing the shared road and railway networks to link our countries with the world trade market. Seeking to effectively link with other countries in the region, through enhanced logistics services and new cross-border infrastructure projects, including land transport projects with Africa through Egypt. Logistical and trade exchanges will strategically endure the connective hub.
The impact of the Saudi’s vision 2030, can only be realized by ensuring peaceful cooperation with neighbors and far countries. Therefore, the government is making a head-on to ensure geographical peaceful cooperation within the Arab nations. This will aid in the sustainable achievement of the vision 2030.
6.1. Comparison: Comparison with the Marshall Plan
How to achieve the Vision 2030.
The government has outlined a comprehensive and ambitious Vision for Saudi Arabia in 2030. Every long journey begins with a step towards a better and brighter future for our citizenry. To achieve these aspirations, the transformed programs and processes that have paved the way for the Vision and mission include;
1. The Government Restructuring program: globally, governments of KSA have organized with agility, restructuring and reorganizational alignment of systems to national priorities. This pathway leadership began with changing the supreme councils and establishing the Council of Political and Security Affairs and the Council of Economic and Development Affairs. These reforms have helped to speed strategy development and decision-making, to ensure efficiency
2. The Strategic Directions program: the government has reviewed by aligning the future economic and social need, with detailed studies and benchmarks, and a comprehensive analysis of each agency’s programs, plans and relevant performance indicators.
3. The Fiscal Balance program: The Council of Economic and Development Affairs has established through examining and existing capital expenditures, via a mechanism to measurable economic impact. The introduction of new departments tasked with reviewing relevant regulations and taking the necessary action on the expenditures. This is in line with efforts to increased our non-oil revenues by 30 percent and continues to diversify our non-oil revenues in the coming years, by introducing new measures.
4. The Project Management program: The Kingdom’s agencies are undergoing a wave of reforms and transformation with the momentum of ensuring all efforts are coordinated, and adopted in an effective approach to project management and established expert project management offices (PMOs) in the Council of Economic and Development Affairs and many other government agencies.
5. The Regulations Review program: the government transformational review of many current laws and enacted new laws that have forced revamp lives. These include the company law, the non-governmental organizations’ law, and law concerning fees on non-used lands, the General Authority for Endowments (Awqaf) law, among others.
6. The Performance Measurement program: government adopted the principle of performance measurement, and made sure it is properly used in the evaluation of all government agencies, programs, initiatives, and executives. Therefore, the Center for Performance Management of Government Agencies to institutionalize these efforts for the long-term and built performance dashboards to promote accountability and transparency.
6.1 BACKGROUND ROLE OF THE MARSHALL PLAN IN THE VISION 2030.
The many and utmost developmental agendas been champion by the previous administrations and political systems in the kingdom history. Retrospections various limitations and shortcomings that could have affected many of such visions. There is, therefore, the need to involve capacity building participation of technocrats and expertise both at home and abroad to realize the transformational dream of the nation. The objectives for bringing all historical experiences to bear, for policy analysis to highlight the implementation of the 2030 sustainable goals. There is a note taken a lesson from the three development agents during the Golden Age of Capitalism that left many a lasting mark of influence on development policymaking.
Generally, the Golden Age as a revelation for any vision outlined commodity of a nation, significantly noted for implementation of sustainable development agenda in the case of the Saudi Arabia vision 2030; the Marshal Plan experience is vital in this regard, for the achievement of the IMF Article of Agreement and the declaration of the UN Development Decade. The Marshall Plan period is the commencement of any proposed international cooperation after the Second World War. In current convertibility achieved in 1958 in a fully negotiated multilateral payments system with flexible international principles. In the Development Decade such as strategies under the auspices of the United Nations, including the Millennium Development Goals and Sustainable Development Goal. So many efforts need to be made to ensure this treaty of the Marshal Plan is well implemented under the vision 2030 of the Kingdom of Saudi Arabia.