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Expanding and Improving Vocational and Technical Education in Kingdom of Saudi Arabia

REQUEST FOR INFORMATION

Closing Date: 16h 13th of November 2012 This document is available until the closing date

This work is copyright. No part may be reproduced by any process without the written permission of the Technical and Vocational Education Corporation of Saudi Arabia (TVTC)

3Expanding and Improving Vocational and Technical Education in Kingdom of Saudi Arabia

Contents0. Executive summary 4

1. Context and background 5

2. The role of international providers 6

2.1 Programs and curriculum 6

2.2 Colleges, capacity and specialities 7

2.3 Faculty 8

3. Funding and incentives 9

3.1 Operational expenditures and profits 9

3.2 Capital expenditures 9

3.3 Enrollment and student numbers 9

4. Governance 10

4.1 Licensing and accreditation 10

4.2 Employer involvement 10

5. Contract duration 11

6. Summary of responsibilities 12

7. Tender process 13

7.1 Eligibility to bid, consortia and sub-contractors 13

7.2 Overall timeline 13

7.3 Response requirements to present RFI 15

7.4 Participation in the RFI process 18

Appendix 1 – List of colleges in first wave tender 19

Most relevant specializations in shortlisted colleges 19

Economic landscape of targeted regions 20

College floor plans 22

Appendix 2 – Example future NOSS structure for Saudi Arabia 25

Appendix 3 – Provider interest form to be submitted by October 20th 2012 26

400. EXECUTIVE SUMMARYThe Kingdom of Saudi Arabia is embarking on one of the largest vocational and technical education upgrades in the world, whereby the capacity of the system will be increased from the 110,000 students it is today to more than 250,000 students by 2020, while the Kingdom continues to augment the quality of the system. This project is of great strategic importance to the entire country, and we thank you in advance for your interest in supporting us on this journey.

In order to meet its aspiration, the Kingdom intends to enroll international training providers who will help make this journey a successful one. With this in mind, it gives us great pleasure to announce the launch of a multi-stage tender process through which we will select the very best training providers globally to set up 11 new autonomous colleges in the Kingdom. These colleges will be independently run by international providers and regulated, funded and overseen by the Technical and Vocational Education Training Cooperation (TVTC). TVTC will also be providing brand new college buildings, which have been built with state-of-the-art designs, can house up to 3,000 students and require high caliber training providers to operate them.

The purpose of this Request for Information is to share an outline of the project with excited and suitable candidates, interested in operating technical and vocational colleges in the Kingdom of Saudi Arabia, and receive information on existing operations, experience and high level strategies of interested candidates.

Responses should be submitted by November 13th 2012 to Dr. Mazyad Al-Mohaileb by electronic copy at the email address: [email protected].

511. CONTEXT AND BACKGROUNDEnsuring high-quality jobs for Saudi Nationals is one of the most critical priorities of the Kingdom of Saudi Arabia and of The Custodian of the two Holy Mosques His Royal Highness King Abdullah Bin Abdulaziz Al Saud. Technical and Vocational Education and Training (TVET) has been identified as the most critical lever for improving the value of human resource in the country, and helping Saudi youth, male and female, to play a productive and meaningful role in the local labour market. The future of upcoming young generations of Saudi Arabia therefore depends on the success of the TVET project in the Kingdom.

Today, the proportion of the Saudi workforce receiving vocational training is less than 10%, but the Kingdom of Saudi Arabia has set an ambitious target figure of 40-45%, which would bring Saudi Arabia in line with the majority of developed countries in this regard.

To achieve this end, the country is now embarking on one of the largest TVET upgrades in the world. The cornerstones of this project are:

1. Rapidly expanding the capacity of the system from about 110,000 students today to approximately 250,000 students by 2020, supported by considerable infrastructure investments in state-of-the art new college buildings throughout the Kingdom.

2. Investing in all means required to upgrade the quality of the system and meet the highest international standards, which include:

a) Provisioning education through a Public Private Partnership (PPP) model, in which the Saudi government will oversee, finance and regulate training, excellent private sector training providers will operate the training institutes, and Saudi employers will be closely involved in the process to guarantee that the skills of the graduates meet the needs of the labor market.

b) Upgrading and improving the regulatory capacity of the National Center for Evaluation and Professional Accreditation (NCEPA) in line with international best practices.

c) Strengthening the involvement of the private sector in National Occupational Skill Standards and contributing to on-the-job training.

In Saudi Arabia, TVET is under the responsibility of the TVTC, which currently operates most of the colleges in the Kingdom. The Human Resources Development Fund (HRDF) plays a key role in financing education for employment of Saudi citizens.

TVTC is seeking proposals to implement the first tranche of this ambitious upgrade program, setting up as many as 11 new PPP colleges with a maximum capacity of 2,500-3,000 students each. Selected providers will operate new vocational training colleges offering a range of modular programs from 3 months up to 3 years. TVTC is looking for long-term partners who will be able to build distinctive institutions in the first wave and expand on this model as the program scales up across the Kingdom. Training providers that demonstrate excellence in operating colleges in this first tranche will be given the option of expanding their operations in the Kingdom of Saudi Arabia in the second one, which will be a much larger tranche of new colleges to be contracted out in 2014 or 2015.


22. THE ROLE OF INTERNATIONAL PROVIDERSThis section provides high level guidelines on the major role of the future training providers in the success of Saudi Arabia’s TVET upgrade.

2.1 Programs and curriculum

Training providers will be expected to independently define their own courses and curricula. Since the ability of graduates to meet the needs of the local labor market is critical to TVET’s success, future training providers will need to adapt their existing programs and curriculum to best meet local requirements in terms of:

� Training duration. Currently most programs are delivered as a 2-year standardized training, whereas a more modular approach that includes both shorter and longer programs (up to 3 years with a foundation year) would be preferred.

� Language taught. While currently most trainings are delivered in English, a subset of programs may be delivered in Arabic going forward, for example in the retail industry. The new National Occupational Skills Standards will further detail which programs need to be delivered in which language, while expecting the majority of programs to be delivered in English. When required, TVTC will help facilitate introductions and skills transfer with Arabic speaking staff for those providers who currently do not have those capabilities.

� Alignment with the Saudi National Occupational Skills Standards (NOSS)1. The Saudi NOSS is currently undergoing a thorough review in an effort to ensure that it is as simple, clear and helpful to the training providers and the labor market as possible, to enable them to achieve international best practices (see section 4.1). The revised NOSS will be made available to Applicants over the course of this tender process. Appendix 2 presents what a provider should expect the high level structure of the new NOSS to look like.

In addition to expertly delivering high quality vocational and technical education, training providers will be strongly encouraged to add further strings to their bows through additional alternative and innovative training models, such as evening courses, electronic courses, differing program lengths, and paid training services to employers. These programs will then allow colleges to utilize their buildings, tools, and equipment more fully, thereby potentially offsetting some of the cost of traditional full-time programs while also increasing the profitability of the college. Finally, practical experience is critical for guaranteeing successful outcomes for TVET students in the job market. Future training providers will want to offer as part of their programs a significant component of practical and on-the-job training to their students, working closely with local employers. TVTC acknowledges the fact that international providers may only have limited knowledge of local employers and has therefore set up a dedicated taskforce to support coordination with local employers (see section 4.2).

Training providers will be invited to suggest refinements to program needs over time as they

1 National Occupational Skills Standards in Saudi Arabia cover the expected skills and compe-tencies a practitioner in that given occupation is expected to meet in order to be productive in the labor market.

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become more established in their local community.

2.2 Colleges, capacity and specialities

TVTC is offering 11 colleges as part of the first wave of tender. These buildings present state-of-the-art designs as detailed in Appendix 1 of this Request for Information. Each college is listed in Appendix 1 along with the anticipated student capacity and gender 2, the most common occupations in those areas including a brief description of the region, and detailed floor plans. TVTC will be open to discussing and supporting potential changes in the specs of the buildings, where required by training providers. A provider can operate one or more of those 11 colleges provided they have the appropriate capacity to deliver high quality training.

TVTC has identified the priority focus occupations in the Kingdom of Saudi Arabia. These will be the target training specialties in the new colleges and are listed in the table below. At this stage, the sectors involved are only listed by name in an effort to inform trainers which ones they are. They will be finalized only later in the Request for Proposal, detailed for each college.

2 Colleges in the Kingdom of Saudi Arabia segregate genders.

1. Administration and Business (General Accounting / Sales and Marketing / Office Administration / Warehouse Management / Insurance/ Quality Assurance / Facilities Management)

2. Electrical Technology (Machines and Equipment / Power Installations / Electronics / Telecommunications / Biomedical equipment)

3. Mechanical Technology (Production / Machining / General Mechanics / Refrigeration and Air Conditioning)

4. Automotive and Transport (Automotive / Auto Mechanic / Heavy Equipment / Airport Mechanic/ Airport Operations / Automotive Service Management)

5. Construction Technology (Surveying / Drafting / Civil Engineering/ Building Services)

6. Environmental and Chemical Technology (Occupational Health & Safety / Environmental Health / Chemical Production / Chemical Laboratories/Fire control)

7. Hospitality and Tourism (Hospitality / Tourism / Culinary Arts / Sports Facilities and Leisure / Events Management)

8. Information Technology (Software Applications / Networking / Computer Support / Web and Graphic Design / Network Administration)

9. Female Specializations (Textile and Fashion Design / Beauty Therapy and Cosmetology / Crafting and Jewellery Design / Interior Design)

10. Food Technology ( Food Production / Poultry Production)


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At a later stage in the tender process, TVTC will specifically provide the forecasted demand for each specialization in each region and the precise language requirements derived from the updated NOSS. While capacity will be suggested by TVTC, based on market intelligence for the initial years of operation, training providers will be encouraged over time to work with their communities and local employers to suggest potential refinements to seat capacity by specialization. Finally, providers will be invited to use their own selection criteria for students’ admissions 3, while the collection of applications will be managed centrally by TVTC.

2.3 Faculty

Training providers will be autonomous in recruiting, training, remunerating, and managing all staff and faculty for new colleges. Given the Kingdom’s ambition to invest in upgrading the quality of TVET in the country, all trainers should meet the same high standards for relevant industry experience and pedagogical skills that are required of trainers at their home campuses. Providers may consider drawing a portion of senior faculty and management (e.g., deans and department chairs) from the training providers’ existing campuses. Having said that, training providers will also be encouraged to leverage regional lower cost trainers (possibly Arabic speaking), and local employers as trainers (when relevant and available) to manage overall program expenses in a cost effective manner. Finally, local Saudi trainers that can meet the quality standards of the training provider should be enroled early on as faculty and further scaled up over time to build local capabilities.

TVTC aspires to guarantee that high quality training can be delivered across the Kingdom in a sustainable way. To achieve this objective, training providers will be required to build local capabilities and increasingly enroll Saudi trainers over time. Currently, the Kingdom of Saudi Arabia is lacking training capacity from Saudi nationals. TVTC will support providers in identifying potential Saudi trainers, but existing trainers in other TVTC colleges cannot be enroled by new providers. It is recognized that in the short term, training providers may choose to draw a majority of faculty from their existing overseas operations, but plans on how local capabilities will be developed should be carefully considered.

Applicants should note that education in the Kingdom of Saudi Arabia is segregated by gender and should therefore plan for male trainers in male colleges and female trainers in female colleges. Also, TVTC will support providers to ensure they meet the standards of the Kingdom’s labour policies and obtain all required visas and work permits to operate in the Kingdom.

3 Providers will need to accept students within the minimum guaranteed capacity funded by TVTC, and can apply their own selection criteria to meet this minimum or any greater number of students.

9Document Title Section Heading 33. FUNDING AND

INCENTIVES3.1 Operational expenditures and profits

Investing in bringing the highest quality of training providers across is a priority of the Kingdom of Saudi Arabia. Colleges will be funded with a combination of monthly funding on a per-student basis and performance-based funding calculated based on output metrics (e.g., graduation rates) and/or outcomes metrics (e.g., employment of graduates 12 months after completion). Funding based on outcomes will be a minority of the overall fee paid to providers, accounting for approximately 15% of total funding. Providers willing to take higher performance based risks could seek higher overall funding levels to those relying on guaranteed funding, but all providers will be expected to incorporate some performance based incentives into their expected remuneration. The actual funding parameters will be further refined in collaboration with Applicants and their forecasted business plan needs at a later stage in the tender process, and will be tailored to the needs of every single provider.

3.2 Capital expenditures and risk management

While the college infrastructure has already been set up, TVTC acknowledges that the financing of training equipment can be challenging for potential Applicants, in particular for publicly-owned Applicants. TVTC is therefore committed to providing financing options to new colleges that will ensure no upfront capital expenditures are required as part of the setting up of operations in the Kingdom of Saudi Arabia. In addition, given the limited information available initially to training providers on local demand, TVTC will guarantee student capacity to training providers in the first wave of the tender process and for the initial years of operation, and will be financially liable for a share of student seats. These options and guarantees will be further detailed over the course of the tender process. As a result, it is clear that the lack of ability to make any upfront investments will not prejudice Applicants in the tender process.

In cases of external political factors TVTC will take all financial responsibilities.

3.3 Enrolment and student numbers

As another measure to reduce provider risk, TVTC will guarantee a minimum level of enrollment at colleges. This means that in the unlikely event of an unexpectedly low level of applications, providers would be guaranteed the funding related to guaranteed enrollment.

Providers should note, however, that enrollment numbers are unlikely to be of concern. Currently there is far greater demand for vocational training in the Kingdom than supply. Only a quarter of applications are currently accepted for this reason

.

1044. GOVERNANCE4.1 Licensing and accreditation

Quality assurance of new providers will be the responsibility of the NCEPA. Their approach will be light-touch and based on international best practice. Using providers’ own self-assessment as a base, periodic inspections will allow NCEPA to understand the quality of teaching, student outcomes and other key indicators.

Further details of the quality assurance process will be communicated as part of the future Request for Proposal.

4.2 Employer involvement

Providers will naturally seek to develop close links to local employers in Saudi Arabia to ensure that their curricula are appropriate, courses contain significant amounts of on-the-job training, and faculty deeply understands the environment for which they are preparing students.

To help achieve this aim, TVTC will actively support providers to develop close links with Saudi employers. Contractual conditions will ensure employer representation on the boards of colleges. At the same time, employer involvement will be among the criteria by which NCEPA will assess quality.

1155. CONTRACT DURATIONTVTC is seeking long-term partners. Contracts between TVTC and training providers will cover management and operations of new colleges for 5 years, with an option for renewal at the end of that period.


1266. SUMMARY OF RESPONSIBILITIES

Provider � Develop programs and curriculum, in line with Saudi NOSS

� Hire, train and remunerate all college faculty, including Saudi nationals

� Provide training materials, tools, furniture and equipment for all courses

� Deliver high quality training to students

� Select students through own assessment process

TVTC � Ensure Service Level Agreements specified in contract are delivered

� Coordinate funding of colleges, including asset financing when required

� Specify and guarantee seat capacity for each college

� Support the coordination of on-the-job training

� Support all administrative onboarding and ongoing processes (e.g., visas, maintenance, hiring) to ensure a smooth setting up and running of operations in the Kingdom of Saudi Arabia

� Collect all students applications across colleges

NCEPA � License and accredit colleges

� Revise and endorse Saudi NOSS

� Conduct centralized student assessments

Employers � Revise and endorse Saudi NOSS

� Onboard apprentices and interns

� Participate when relevant to delivery of trainings or conferences in colleges

The table below provides a summary of the roles of the different parties in the future of Technical and Vocational Education and Training in the Kingdom of Saudi Arabia.

1377. TENDER PROCESS7.1 Eligibility to bid, consortia and sub-contractors

Applicants should be well established and high performing Technical and Vocational Education providers, with the following criteria to be eligible to apply for this tender:

� Minimum of 5 years of operations;

� Public or private organizations;

� Currently delivering training to at least 3,000 students in the field of Vocational and Technical Education and Training in the areas relevant to TVTC;

� Ability to demonstrate high quality of student outcomes from existing trainings at competitive expenditures;

� Solid financial standing as demonstrated by audited financial statements;

� Qualified body of teachers and instructors, with experience as professionals in the field.

Previous experience in setting up and running operations in foreign countries, including in the Arab world, is preferred, but not required to be eligible to apply for the tender.

Given the size and diversity of the services under contract, a consortium of smaller education providers are encouraged to apply. Any consortium should describe as part of their Letter of Information their business model and their ability to provide the full range of services and programs required. Any consortium should have a main contracting party that will be held liable to the Saudi government. All consortium members and subcontractors should be disclosed to TVTC for approval. It is also encouraged for international providers to consider partnering with high quality institutions in the Arab World. TVTC can also facilitate introductions between different providers who may wish to form a consortium.

7.2 Overall timeline

All Letters of Information will be acknowledged by TVTC. The assessment process will proceed through several phases, with a request for more detailed or revised information following each selection phase. TVTC may at any time contact Applicants for further clarification or additional information.

Phase 1 – The training provider or consortium first submits the form provided in Appendix 3 to assess eligibility for tender process and appropriate fit for the project. Second, a Letter of Information as a response to the present Request for Information is submitted by eligible Applicants. Preferred Applicants will be allowed to respond to the Request for Proposal.

Phase 2 – Selected Applicants will be invited to respond to the Request for Proposal and develop and submit a Business Plan with the guidance of TVTC. TVTC will engage in individual discussions with all Applicants in this phase to understand their application and


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business plan and to provide any missing information to them. Site visits will be conducted by Applicants to Saudi Arabia and by TVTC to Applicants’ home colleges. Applicants will submit an improved and detailed Business Plan, including a final and binding bid for each of the wave 1 of colleges.

Phase 3 – TVTC and Applicants enter the final negotiation stage and TVTC selects the preferred training providers for wave 1 of colleges.

TVTC may reserve the right not to award all colleges listed in Appendix 1, if the quality of the applications does not meet the evaluation standards set by TVTC.

A preliminary timeline describing the different stages of the process is detailed below. Amendments to the timeline described below will be communicated to prospective Applicants.

TENDER PROCESS INDICATIVE TIMELINE – RFI (phase 1)

Issue of RFI 9th October 2012

Electronic clarifications to all Applicants gathering all questions received via e-mail

15th October 2012

Intention to attend Applicants’ teleconference communicated 22nd October 2012

Briefing Teleconference to provide further information to RFI Applicants preparing letters of information

28th October 2012

Appendix 3 form submitted by interested Applicants 30th October 2012

Electronic clarifications to all Applicants gathering all questions received via e-mail

1st November 2012

Closing Teleconference to respond to final clarifying questions to all RfI Applicants

8th November 2012

Deadline for submission of letters of information to RFI 13th November 2012

Applicants notified of potential invitation to RFP 29th November 2012

TENDER PROCESS INDICATIVE TIMELINE – RFP (phase 2)

Dates reported below will be confirmed upon issuing the RFP

Issue of RFP December 2012

Briefing Teleconference to provide further information to RFP Applicants preparing letters of information

Week following launch of RfP

Monthly Teleconference to respond to final clarifying questions to all RFP Applicants

December 2012 January 2013 February 2013 March 2013

Bi-weekly electronic clarifications to all Applicants gathering all questions received via e-mail

Bi-weekly

Visits of Applicants’ home colleges by TVTC December 2012 – January 2013

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Visits of colleges and key stakeholders (i.e., students, employers) by Applicants in Saudi Arabia

January – February 2013

Business plan workshop conducted by TVTC February 2013

Deadline for submission of proposal End of February 2013

In person presentations to evaluation committee End of February 2013

Applicants notified of success in tender process March 2013

TENDER PROCESS TIMELINE – CONTRACT NEGOTIATION (phase 3)

Contracts negotiation March 2013

Contracts signed April 2013

7.3 Response requirements for presenting RFI

1. Intention of interest should be submitted along with the form in Appendix 3 by 30th of October 2012 to Dr. Mazyad M. Almohaileb via electronic copy at the email address [email protected].

2. Letters of Information should be addressed by Applicants to Dr. Mazyad M. Almohaileb via electronic copy at the email address [email protected] by 16:00, 13th of November 2012. The Letters of Information should not exceed 30 pages, excluding potential appendix.

Documentation to be provided as part of the Letter of Information should be included in pdf format.

A) General information � The Letter of Information. It should include the following information about the Applicant

and any proposed sub-Contractor(s):

— Incorporation of details of the Applicant, including name, address, principal place of business, telephone number, and fax number / email address of legal entity or individual with whom contract would be written;

— Name, address, and telephone number of each principal officer;

— Legal status of the Applicant (e.g., sole proprietorship, partnership, Joint Stock Company, etc.) and the year the entity was founded to do business as the entity now substantially exists;

— Commercial Registration where applicable;

— Rationale for submitting a Letter of Information in the context of the overall strategy and ambitions of the prospective Applicant.


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Document Title Section Heading

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� Details of the contact person. The prospective Applicant must nominate a person to answer requests from TVTC for further information or to provide any clarifications.

� Detailed references that can be contacted by TVTC, in particular in the context where the prospective Applicant has already worked with other foreign entities as contractor, advisor and/or opened colleges in foreign countries. References in the Arab world will be particularly considered. Those references should include a minimum of two names TVTC could contact.

� Details of potential consortia and sub-contractors. Prospective Applicants should specify their interest (non-binding) of bidding alone or in a consortium, and in the case of an interest in a consortium suggest potential partners and envisioned role in the consortium.

B) Existing operations � Description of nature of operations. The description should include, but not be limited to:

— Countries of operations;

— All licenses including copies and contact of relevant regulator;

— Existing accreditations;

— Occupations Applicant is already delivering training for from the list of 50 occupations listed in section 2.2 of the present Request for Information, including list of courses already being delivered;

— Size and type of student pool, programs and curriculum taught (both short and long programs).

� Description of quality of operations. The description should include, but not be limited to:

— Qualifications of trainers;

— Key indicators on student outcomes (e.g., attrition rates, exam scores, job placement rates, graduation rates, cost per student per year, cost per hour of instruction);

— Audited balance sheet and financial statement or other indications of financial health.

C) High level strategy for the Kingdom of Saudi Arabia � High level description of suggested strategies, timelines and aspired scale that the prospective Applicant

currently envisions delivering in order to meet the expectations laid out in the present Request for Information. Applicants should clarify what they see as their value proposition for the Kingdom of Saudi Arabia. More specifically, approaches on the following dimensions will be carefully considered:

— Plans to adapt programs and curriculums to local requirements, potential programs being considered;

— Innovative training models, such as evening courses, electronic courses, and modular approaches to program length;

— Involvement of private sector as governance, faculty and for on-the-job training;


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— Preliminary non-binding interest in which colleges it intends to bid for as per the list provided in Appendix 1 of this Request for Information;

— Hiring strategies to ensure high quality faculty is onboarded at reasonable expense, while building capabilities of Saudi nationals as trainers;

— High level indication of tolerance for risk in terms of both performance based compensation and equipment financing and how good value for money will be ensured;

— Potential risks anticipated in project with mitigation factors.

� Open questions the prospective Applicant may have prior to submitting a final response to the Request for Proposal, pending selection to the second phase of the process.

Best suited providers, based on the information above, will be selected to respond to a Request for Proposal that will be issued in December 2012.

7.4 Participation in the RFI process

Acknowledgment and disclaimer It is the responsibility of the Bidder to obtain all information necessary or convenient for the preparation of their Proposals.

Applicant costAll expenses and costs incurred by an Applicant in connection with this RFI, including (without limitation) providing TVTC with further information and attending meetings are the sole responsibility of the Applicant.

Contract Nothing in this RFI should be construed to give rise to any contractual obligations or rights, expressed or implied, by the issuance of this RFI or the submission of a Letter of Information in response to it.

ConfidentialityAll recipients of any or all elements of this RFI shall treat the information detailed as private and confidential.

False or misleading claims If a prospective Applicant is found to have made false or misleading claims or statements or to have obtained improper assistance, TVTC may reject that Applicant’s submission for any further consideration.

Unlawful inducements Prospective Applicants and their officers, employees, agents and advisors must not offer any unlawful inducements in connection with the preparation of the RFI process.

QuestionsAll questions regarding the present Request for Information can be addressed to [email protected]

APPENDIX 1 – LIST OF COLLEGES IN FIRST WAVE TENDER

ProvinceMaximum student capacity Gender

Rough capacity Rough capacity Rough capacity GPS coordinates

Mecca 1 Mecca 3000 Male 1000 3000 3000 N 21 17 15.35, E 39 49 2.98Mecca 2 Mecca 2000 Female 700 2000 2000 N 21 16 53.60 , E 39 48 53.29Madinah Madinah 2000 Female 700 2000 2000 N 24 29 16.46, E 39 43 12.87Muhayil Asir Asir 3000 Male 400 1200 2500 N 18 31 31.29 , E 41 55 35.05Burydah Qassim 3000 Male 500 1500 3000 N 26 23 45.00 , E 43 56 35.44

Eastern 2000 Male 400 1200 2000 N 28 19 53.41, E 45 57 20.41Jazan Jazan 3000 Male 400 1200 2500 N 16 50 39.50, E 42 36 22.54Riyadh Riyadh 2500 Male 1000 2500 2500 N 24 43 58.38 , E 46 42 1.85Al Kharj Riyadh 2000 Female 500 1500 2000 N 24 11 31.4, E 47 22 22.74Jeddah 1 Mecca 3000 Male 1000 3000 3000 N 21 24 47.01, E 39 21 22.41Jeddah 2 Mecca 2000 Female 700 2000 2000 N 21 23 44.47, E 39 21 11.33

7300 26500

Most relevant specializations in shortlisted colleges

The table that follows depicts which specializations in the shortlisted colleges are expected to be most relevant. Providers are encouraged to offer 2-5 specializations to meet the needs of the local economy, except in colleges identified as single specialty colleges (i.e., tourism colleges). Accurate forecasts of supply and demand in each sector will be shared in due course of the tender process.

0SOURCE: Source

Mecca Female

MadinahFemale

AsirMale

Mecca Male

Hafr Al BatinMaleCollege

Administration and Business

Electrical Technology

Mechanical Technology

Automotive & Transport

Construction Technology

Environment & Chemical

Hospitality and Tourism

Information Technology

Fashion and beauty

JazanMale

Riyadh Male

Al KharjFemale

Jeddah Male

Jeddah Female

Single specialty college

Average demand specialty

High demand speciality

Food Technology

Buraydah Male

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It is important to note that colleges with a capacity of 2,000 students only have labs and are therefore not

suitable for Electrical, Construction and Mechanical Technology and Automotive and Transport.

Economic landscape of targeted regions

Mecca, 1.5 million peopleThe Meccan economy is heavily dependent on the annual holy pilgrimage during Hajj months. Tourism is therefore an important engine for growth. Income generated from the Hajj, in fact, not only powers the Meccan economy but has historically had far reaching effects on the economy of the entire Hijaz and Najd regions. For example, the Saudi national airline, Saudia, generates 12% of its income from the pilgrimage. Fares paid by pilgrims to reach Mecca by land also generate income; as do the hotels and lodging companies that house them. Due to a high inflow of tourist for a few months of the year and a supply that remains limited, the Government plans to invest SAR 130 bn in further developing the infrastructure in and around Mecca. The holy city is restricted to pilgrims only but the broader Mecca city is open to all people.

Madinah, 1.1 million peopleMadinah, the second most holy city in Islam, is the fourth-largest city in Saudi Arabia and a major destination for pilgrims. In recent years, it has also seen large capital inflows as a result of government efforts to attract investment and generate jobs in knowledge-based industries. Another flourishing business is the date trade. This explains why date traders organize date festivals at this time of year.

Buraydah, 0.5 million peopleBuraydah, where agriculture is still the cornerstone of the economy, is known as the vegetable basket of Saudi Arabia. The traditional oasis products of dates, lemon, orange and other fruits have been supplemented with the modern introduction of wheat production. This has become so successful that Buraydah is one of the largest producers in the Kingdom, and has been pivotal in making Saudi Arabia a net exporter of cereal. Buraydah City also hosts the world’s largest camel market and the largest pharmaceutical factories in the Middle East. Factories of water heaters and clothes are increasingly developing.

Hafr Al Batin, 0.4 million peopleHafer Al Batin has developed into a great logistic transport point, at the conjunction of the GCC, Jordan, Syria and Lebanon. A number of international land roads pass through it. The governorate is also characterized as the largest livestock trading center in the Middle East with more than 5 million heads of cattle. Hafr Al Batin also has a large services sector with increasing tourism investments. The proximity to Dammam makes Petroleum an industry of importance in Hafr Al Batin.

Jazan, 0.2 million peopleJazan is currently the center of a massive economic development program, Jazan Economic City (JEC), with global & local investments of SR 100 billion. The investments have focused the development of the local industry on Petroleum, Steel Complex, Infrastructure and Support Services. JEC focuses particularly on heavy industries requiring intensive use of energy. It benefits from being strategically located near the major global maritime trade lines of the Red Sea and the Indian Ocean.

Riyadh, 5.2 million peopleRiyadh as the capital and largest city in the Kingdom has a diversity of industries contributing to its economy. These include food processing, petrochemicals, chemicals and plastics factories, telecommunications, services. Riyadh also accommodates all the headquarters of national banks and is the commercial and transport hub for the entire Kingdom, making it an attractive tourism destination, especially for business clientele. The architecture is mostly modern, including contemporary high-rise towers, but the Al-Dira district, the nucleus of the city, has been rebuilt in a style meant to evoke the old mud-brick buildings of pre-20th century Nejd.

Al Kharj, 0.5 million peopleThis oasis is a center for the agriculture and dairy industry. Al Kharj’s proximity to Wadi Hanifah and the ancient trade route has also helped turn it into a commercial and political center. 80% of the dairy products produced in Saudi Arabia come from the area and the success of the dairy farming industry has made the

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country a prime exporter of dairy products across the Middle East. Al Kharj’s healthy economy has also been boosted by military bases being installed near it. The massive Prince Sultan Air Base, which has some 25,000 personnel, has contributed to a housing boom to the north and south of the city. The presence of the air base has also triggered new industries, such as a ballistics factory. Kharj has excellent connections to other urban centers in the country, using the system of highways, railroad and airports of the capital, Riyadh, which is 50 km northwest.

Jeddah, 3.4 million peopleJeddah, often referred to as “The Bride of the Red Sea”, is the second largest city in Kingdom with a young and rapidly growing population. Jeddah has the highest expatriate ratio within the Kingdom, contributing to its cosmopolitan character. A vast number of waterfront resorts and excellent shopping malls make it a popular leisure destination for Saudi nationals. Receiving over 6m overnight visitors per year, tourism is one of Jeddah’s primary economic sectors, but remains highly contingent on domestic tourists. Driven by increased investment in tourism infrastructure and the continued development of the city’s leisure offer, the long-term prospects for the Jeddah hotel sector are positive. Apart from tourism, Jeddah has retained its role as the international gateway for Saudi Arabia. Its role as a trading port has also been maintained throughout, with the Jeddah Islamic Port handling a majority of the Kingdom’s international freight. Jeddah’s


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economy has diversified around activities related to the Jeddah Islamic Port. Sectors that will be of particular importance for the Jeddah region include tourism, logistics and transport, chemicals and plastics, fisheries and agriculture.

College floor plansThe 11 colleges have state-of-the art facilities. The designs below illustrate the high standards that have been set for those buildings.

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3,000 students capacity colleges (except Jeddah)

Building 1 Building 2 Building 3

Labs: 18 Classrooms: 2 Workshops: 0 Rest areas: 1 Warehouses: 6 Tea rooms: 6 Electrical room: 2 Meeting rooms: 1 Office and computer rooms: 3 Bathrooms: 36



Building 4 Management building


Secretariat: 6 Offices for trainers: 7 Employees offices: 15 Data: 1 Electrical room: 1 Office and computer rooms: 5 Meeting rooms: 1

In addition, buildings may present a Mosque, a multi purpose hall, an operation and maintenance building, a cafeteria building and a transport, security and guard building

2,500 students capacity colleges

Ground First 2 Second 3

Labs: 20 Classrooms: 6 Smart class rooms: 2 Computer center trainers: 2



Jeddah 3,000 students capacity college

Building 1 Building 2




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Riyadh 2,500 students capacity college of Tourism

Building 1 Building 2 Building 3

Warehouse: 6 Cafeteria: 1 Training rooms: 3 Educational kitchens: 4 Administrative offices: 29 Library: 2 Multipurpose hall: 1

Educational kitchen: 2 Training, hospitality and reception: 1 Academic training: 1 Labs: 17 Administrative offices: 16 Clinic: 1 Commercial shop: 3 Semester: 16 Cafeteria: 1 Fitness center: 1 Kitchen: 1

Warehouse: 10 Kitchen: 3 Trainers’ restaurant: 1 Reception hall: 1 Cafeteria: 1 Shopping centers: 5 Administrative offices: 1 Guest rooms: 24 Service room: 8 Guest restaurant: 1

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Code: LVM2Unit title: REMOVE AND REPLACE ENGINE COMPONENTSLevel: 3Occupation: Automotive Light Vehicle TechnicianReview date: July 2015Arab occupational classification: 2144111

Unit description This unit is about removing, replacing and testing light vehicle engine components when it is necessary to dismantle and reassemble engine systems.

The unit covers the following types of engines: spark ignition, compression ignition.

The following types of vehicles are appropriate: cars, light commercial vehicles, motorcycles.

Unit ScopeScope 1

The unit covers the following types of:

Maintenance equipment a. hand tools b. manufacturer specific tools c. general workshop equipment d. electrical testing equipment e. lifting equipment

Scope 2


Testing methods a. visual b. aural c. functional d. measurement

Scope 3


Components a. mechanical b. electrical

Scope 4


Engine systems a. mechanical systems b. cooling, heating and ventilation systems c. air supply and exhaust systems d. fuel and ignition systems e. engine electrical systems f. lubrication systems

APPENDIX 2 – EXAMPLE FUTURE NOSS STRUCTURE FOR SAUDI ARABIA


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Provider name

Main contact point(email address)

Name of institutions with country of operation

Specializations taught

Operations informati-on to be provided by institution-Number of students (current enrolment)

-Specialties taught and average training duration

-Graduation rates

-Employment rates

-Accreditations

Institution 1:………………………………………..Country of operation:………………………………..

Number of students: …………………………………

Specialties taught with average training duration in hours:………….………………………….................

Graduation rates:……………..

Employment rates:………….

Institutional accreditations:………………

Number of programs and degrees………………








APPENDIX 3 – PROVIDER INTEREST FORMTO BE SUBMITTED BY OCTOBER 23RD 2012

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Rationale for interest in tender in the context of the overall strategy and ambi-tions of Applicant (up to 600 words)


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31Document Title Section Heading

Documents

Expanding and Improving Vocational and Technical Education ... · the coell ges in the Kni gdom. The Human Resources Deveol pment Fund (HRDF) pal ys a key roel . ... be made available