12 Jeddah Strategic Plan | Introduction

Introduction

About the Jeddah
S t r at e g ic P l a n
The Jeddah Strategic Plan sets strategy for the entire
Jeddah Governorate and provides a framework for
growth and development for the next 20 years. It
outlines overarching objectives and initiatives that
will guide decision making in matters such as land-use
planning and policy making, infrastructure planning,
investment, governance and management and the
provision of civic facilities - both by the Municipality and
other agencies.
Initiated by the Municipality in 1426 (2005), this Plan
is the culmination of nearly three years of work – it
incorporates inputs from a wide range of professional
experts as well as consultation contributions from
some 2,000 community and industry stakeholders. Its
preparation involved an enormous amount of research
work and background studies as well as analyzing
previous plans and examples of best practice worldwide.
A key element was to explore and model options for
Jeddah’s growth over the next 20 years.
Jeddah Strategic Plan | Introduction 13
The Plan will be made available to a wide range of
organisations and individuals, giving the Municipality,
the community and the private sector a clear framework
for responding to current and future needs.
This long-term approach will provide all stakeholders
the certainty and confidence needed to make
investments and pursue opportunities to enhance
the quality of life in the entire Jeddah governorate
as well as the surrounding region.
The Jeddah Governorate is located within the Makkah
region on the central western coast of Saudi Arabia. It
occupies 5,460 sq km on the Red Sea coast, stretching
from the settlement of Thuwal in the north, to near
Mastabah in the south covering a total distance of
approximately 160km. The main settlement of the
Governorate is Jeddah city, located 65km west of
Makkah with which it has been linked historically as
the gateway to the Two Holy Mosques for over 1300
years. Together with Jeddah, several smaller rural and
coastal settlements are located within the Governorate
including: Thuwal, Dahban, and Bahrah.
14 Jeddah Strategic Plan | Introduction

“Capitalising on its
unique position as the
Gateway of the Two Holy
cities, Jeddah aspires to
be a world-class Islamic
cultural centre and
a global commercial
and tourist destination
that enjoys distinctive
environmental and
human character within
the context of sustainable
urban development.”

The Jeddah Vision

j e d d a h is a c u lt u r a l c e n t r e f o r t h e m u s l im w o r l d

J e d d a h ’ s D e sti n ati o n
and Journey
The aim of this Strategic Plan is to provide a road map
to guide Jeddah towards its desired future, as set out in
the city’s Vision statement, the Jeddah Vision (see page
31). Achieving this vision will require the commitment
of both Jeddah’s citizens and government to consider
not just how the city wants to grow and evolve, but
how it can do so in an environmentally, socially and
economically sustainable way.
Estimates show that Jeddah’s population is likely to grow
by two-thirds in the next 20 years from 3.5 million to 5.7
million. In this context, innovative long term thinking
will contribute to improving quality of life for Jeddah’s
current and future residents. Four overarching strategic
objectives are outlined in the Vision which guide all of
the more detailed objectives set out in this Plan. These
are listed and explained below.
• Attain a High Quality of Life for All
As a thriving city of three and a half million inhabitants,
Jeddah honours its responsibility towards all of its
inhabitants and visitors. As an equitable and sustainable
city, Jeddah strives to attain a high quality of life for all.
It is Jeddah’s aim to remain a city of choice for people to
live, learn, work, play and grow in safety and prosperity.
Jeddah Strategic Plan | Introduction 15
• Achieve and maintain sustainable
development
Although Jeddah has abundant natural resources
and beauty, these are not unlimited, and many are
not renewable. In order to preserve Jeddah for the
enjoyment of future generations, it is the duty of
today’s generation to conserve and rehabilitate the
natural environment. To achieve this, Jeddah will need
to commit to achieving and maintaining sustainable
development. We will work with the Islamic Executive
Bureau for the Environment to ensure our policies
and projects are in alignment with their mandate and
current best practice.
• Become a dynamic and resilient international
commercial and tourism centre
A high quality of life and a sustainable future will only
be possible where they are underpinned by a strong,
globally competitive city economy. Jeddah aims to build
on its strategic location, long trading traditions and
diverse economic base to become an open, dynamic,
forward-looking centre for business and tourism.
• Become a cultural centre for
the Muslim world
Jeddah’s role as the gateway to the Two Holy Cities of
Makkah and Madinah brings a responsibility that extends
beyond the city to the entire Muslim world. Building
on this tradition, Jeddah aims to become a place of
meeting, exchange and cultural and media production
that reaches out to Muslims worldwide.
16 Jeddah Strategic Plan | Introduction

Obhur
Creek KAIA

Mad
inah
Roa

et
h Stre
d

a
Tahliy

Red Sea

Jeddah Port

Jeddah
-Makka
h Expr
esswa
y

0
E
2.5 5

Kilometres
1:200,000

City Growth by 1270 A.H (1853) City Growth by 1400 A.H (1979)
City Growth by 1367 A.H (1947) City Growth by 1428 A.H (2007)
City Growth by 1375 A.H (1955) Port Completion 1396 A.H (1976)
City Growth by 1384 A.H (1964) Airport and Naval Base Completion
City Growth by 1391 A.H (1971) 1401 (1980)
Estimated Jeddah Coastline
(prior to Islamic Port Creation)

F I GURE i . 0 3
JEDD A H ’ S H I S T OR I C EX P A N S I ON

Hist o r y a n d Bac k g r o u n d
J e d d a h ’ s g r o wt h
a n d d e v e l o pm e n t
Jeddah was first inhabited about 2,500 years ago as
a small fishing settlement and has long been a centre for
traders and sailors. The city was already an established
port with a history of spice trading when Caliph
Osman Ibn Affan declared it the official port for Muslim
pilgrims making their way to the Holy Cities of Makkah
and Madinah in 26 (647). This marked a turning point
in Jeddah’s future, not only because of the increased
possibilities for commerce but also because the arrival
of pilgrims from all over the world, some of whom
stayed in the city and laid the foundations for a
cosmopolitan Jeddah.
The Ottomans conquered Jeddah during their expansion
into the Middle East in the early 900’s (1500’s) and built
a stone wall around the city in order to fortify it against
attacks from the Portuguese. It remained a fortified
city until it was released from Turkish rule. Following
the removal of the city walls in 1366 (1947), the city’s
population, fuelled by immigration, grew rapidly. In the
period between 1366 (1947) and 1407 (1987) population
growth averaged 9.5 per cent annually.
Jeddah Strategic Plan | Introduction 17
6 0 y e a r s o f g r o wt h
1367 - 1375 (1948 – 1956) as KSA’s principal
port, Jeddah benefits from a boost in imports.
Significant growth of city to the north and east
after walls removed increasing city area from
300 to 3,300 hectares.
1376 - 1382 (1957 – 1963) Growth static due
to downturn in value of oil and slow economic
growth.
1383 - 1390 (1964 to 1971) Improved
economic conditions lead to city area growing
by 50 per cent. The majority (95 per cent) of
growth is concentrated to the north, with a
small amount of growth to the east and south.
1395 (1976) Jeddah Islamic Port is established,
altering Jeddah’s coastline and the relationship
between Al Balad and southern areas of city
with the coast and city centre.
1401 (1981) King Abdul Aziz International
Airport opens including the new Hajj Terminal.
1434 (2013) Proposed Alharammain High
Speed Rail (AHSR) to open.
18 Jeddah Strategic Plan | Introduction

j e d d a h h as a n I M P OR TA N T ROLE A S A N i n t e r n ati o n a l g at e way f o r sa u d i a r a b ia


L o ca l C o n t e x t
Jeddah’s history, location and unique role in relation to
Hajj (one of the largest human seasonal migrations) have
contributed to shaping its urban form and demographic
profile. Attracting migrant workers and pilgrims from the
entire Islamic world, the city is perceived as a place of
opportunity.
The rapid growth in population (natural and migratory)
in the last four decades coincided with the Kingdom’s
enormous increase in wealth. This resulted in Jeddah
city expanding physically at an unprecedented rate.
This expansion was in part due to the limited success
of spatial planning and regulatory frameworks that
attempted to constrain development to certain areas
of the city.
Without effective regulation and a co-ordinated,
strategic approach, the urban area of Jeddah grew
beyond the capacity of its infrastructure, leading to
structural problems in the provision of water, sewage
and roads. This growth also left the city with a number
of structural challenges, including large quantities
of vacant land and a dependency on the private car.
Perhaps most significantly, a failure to meet the demand
for affordable housing has resulted in over one million
people, or over one-third of the city’s residents, living in
unplanned settlements.
Jeddah Strategic Plan | Introduction 19
C o mm e r cia l , C u l t u r a l
a n d Nat u r a l A ss e ts
In this same period, many of Jeddah’s most precious
resources were often not adequately protected. One
of the most important of these resources, the Red Sea
coastline, was made inaccessible by the construction of
the port, major roads and walled private developments.
Insensitive development, pollution and lack of
awareness damaged Jeddah’s marine environment,
while the relics of Jeddah’s remarkable heritage, in
particular Al Balad, fell into decline. Meanwhile, the
architectural styles of new developments changed,
often maximising building footprints at the expense of
more traditional, climatically appropriate, designs.
Interim measures helped the city to continue its
regime of economic growth and prosperity. Shortfalls
in infrastructure were tackled by localised solutions
such as water and septic tanks. Tourism expanded,
with thousands of visitors a year attracted by the city’s
relatively milder climate and the natural beauty of the
Red Sea coast.
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. In addition, Jeddah’s King Abdulaziz International
Airport greets a significant proportion of the Kingdom’s
international visitors.
20 Jeddah Strategic Plan | Introduction

P o p u l ati o n a n d D e m o g r ap h ics
48%
Jeddah’s total population is estimated at around Non-Saudi
3,400,000 and by 1450 (2029) it is expected to have Population
grown to over 5,000,000 (Figure i.05). The total
population is currently made up of 52% Saudi nationals
and 48% Non-Saudi nationals, which demonstrates 52%
Saudi 58% 42%
the city’s demographic diversity (Figure i.04). Jeddah’s Population Male Female
Saudi population is roughly equally split between males
and females, but the Non-Saudi population is heavily F I GURE i . 0 4
weighted towards males – reflecting the large number JEDD A H ’ S DE M OGR A P H I C S P L I T
S OUR C E : JEDD A H URB A N OB S ERVAT ORY 1 4 2 5 ( 2 0 0 4 )
of expatriates working here without their families. This
results in significantly more males than females in the
total population (Figure i.04).

Population

6,000,000

5,000,000

4,000,000

3,000,000

2,000,000

1,000,000

0
1428 1430 1432 1434 1436 1438 1440 1442 1444 1446 1448 1450
Year

F I GURE i . 0 5
P O P UL AT I ON GRO W T H I N JEDD A H
S OUR C E : N AT I ON A L C EN S U S 1 4 2 5 ( 2 0 0 4 ) , W ORLD B A NK S TAT I S T I C S , H A P P OLD C ON S ULT I NG A N A LY S I S
 Jeddah Strategic Plan | Introduction 21

P o p u l ati o n , E d u cati o n
a n d Emp l o y m e n t
Population growth across the Kingdom, although now
decelerating, is still relatively high by world standards.
The youthful population-profile (approximately 40
per cent of the population is under 19 years old)
offers opportunities and is potentially a resource for
economic growth. However, to achieve sustainable
economic growth for Jeddah, long term and holistic
programmes for human resource development will
be essential. Policies must be geared to ensuring our
educational institutions are equipping young people
with the right skills and attitudes to meet the needs of
the marketplace. This is an essential pre-requisite for
Saudiisation policies to succeed and for tackling the high
unemployment rate (11.5% in 2007).
I mp r o v i n g J e d d a h ’ s Q u a l it y
o f Li v i n g
Many of the impacts of Jeddah’s rapid growth are being
addressed through proactive planning and detailed
strategic intervention. Below are examples of initiatives
covered in the Strategic Plan that will help improve the
quality of life for the residents of Jeddah – most of these
projects are already in progress:
• A Waste Management programme, to reduce
landfill requirements
• Development of the Northern Drainage Channel
Linear Park
• Redevelopment of the North Corniche

Although progress has been made in recent years, there • Jeddah Central District redevelopment
is also a need to tackle the issue of gender inequality.
The number of women enrolled at all educational • A massive Affordable Housing programme
levels is increasing, which, along with improved access
to healthcare for women, has improved access to • Unplanned settlement redevelopment projects
these basic services for women. However, the labour in Khozam and Ruwais areas
force in Jeddah comprised only 15% of women in 1427
(2006), as opposed to 68 per cent of men. Educational • Application for UNESCO World Heritage listing
achievement also remains unequal, with the rate of for Al Balad
illiteracy among women in Jeddah nearly three times
that of men (at 15.2 per cent for women as compared to
5.1 per cent for men in 1427 (2006)).

In parallel, a range of employment opportunities

need to be generated and distributed equitably, both
geographically and amongst the various socio-economic
sectors of the society, with Saudiisation policies
implemented wisely.
22 Jeddah Strategic Plan | Introduction
The Need for
a S u stai n a b l e F u t u r e
Advances in communication, transportation and
ways of doing business, as well as greater Kingdom-
wide integration into the global economy, mean that
Jeddah now operates at a truly global level. To remain
competitive in this environment, Jeddah must focus
on achieving sustainability- across three fronts: social,
environmental and economic. To achieve this, key
priorities must be:
• Increasing competitiveness and attracting
international investment and business
• Defining Jeddah’s international identity
• Supporting business and developing
internationally competitive human capital
• Minimising the city’s carbon footprint
• Minimising the consumption of non-renewable
natural resources
• Preserving Jeddah’s unique assets, particularly its
waterfront and Al-Balad
• Improving gender equality in education and
employment
• Reducing poverty and social exclusion
• Tackling the challenge of Jeddah’s unplanned
settlements
By focusing and managing development, and investing
in essential infrastructure, the Municipality of Jeddah,
in partnership with local residents, businesses and
regional and national government agencies, will create
the necessary foundations for on-going success and a
sustainable future.
J e d d a h U r b a n O b s e r v at o r y
Data in Jeddah is gathered and held by a various
agencies, often with different boundaries and surveying
methods. In the past, the lack of a central agency to
co-ordinate the data collection resulted in both gaps
and overlaps in the data repository, whereby the values
related to a specific monitored element were not always
consistent or were difficult to retrieve.
The Jeddah Urban Observatory was established in
1427 (2007) to collect and analyse statistics and other
information for Jeddah, and to formulate a set of
indicators to aid decision makers. The Observatory has
initiated a number of valuable monitoring and planning-
support programmes and is building a centralised
system for the recording and updating of all statistical
data relevant to the city’s needs.
 Jeddah Strategic Plan | Introduction 23

Jeddah’s Regional A S t r o n g a n d Di v e r s e Ec o n o m y

Context The Jeddah region’s economy remains strong. Gross

Domestic Product (GDP) in the Makkah region, for which
Jeddah and Makkah are the economic engines, is 217.5
billion SAR ($58 billion USD), the third highest in the
Jeddah, the surrounding region of Makkah and the
Kingdom. Jeddah’s economy has diversified around
Kingdom of Saudi Arabia (KSA) are all expected to
activities related to the Jeddah Islamic Port and to the
experience significant economic change over the next
global network of Islamic business.
20 years. Rapid population growth, greater openness to
a globalising economy and a decline in the proportion
While Jeddah’s economy is less dependent upon
of employment and wealth will create the need for a
oil exports than that of the Kingdom as a whole, to
diversified economy. Jeddah’s economy must generate
strengthen its role as a key economic centre within the
sustainable, high value employment for a large
Red Sea region it must work to develop a more diverse
proportion of the adult population.
economy. Sectors that will be of particular importance
for the Jeddah region include tourism, logistics
and transport, chemicals and plastics, fisheries and
agriculture.

Any future investment in Jeddah must respond to the

impact of current initiatives and projects, such as the
King Abdullah Economic City and other new cities that
are planned, and the proposed transport linkages in
the region (see regional map on p. 34). Co-ordination
and alignment of this investment with other economic
initiatives for Jeddah is imperative to ensure that
existing and planned developments are integrated into
the regional economic strategy.

j e d d a h h as a st r o n g r e g i o n a l e c o n o m y
 Afghanistan
24 Jeddah Strategic Plan | Introduction

Syria

Iran
Iraq

Jordan

Kuwait

!
Tabouk
! Ha'il
! Dammam
Buraydah
!
Egypt Qatar

Riyadh!
! Medina United Arab
Yanbu' ! Emirates

Rabigh !
!
K.A.E.C.
Oman
Jeddah! Makkah
! ! Saudi Arabia
At Ta'if
! As Sulayyil

Al Qunfudhah
!
Sudan
! Abha K I NGDO M O F
S A UD I A R A B I A

! Jizan

E
Eritrea Yemen

Existing Rail
Future Rail 0 250 500

Roads Ethiopia Kilometres

F I GURE i . 0 6
S A UD I A R A B I A ’ S R A I L NE T W ORK

I n c r e asi n g U r b a n isati o n Providing appropriate infrastructure to facilitate

transport and communication between rural and city
The Makkah region is highly urbanised, with 50 per
centres is critical to remedying the regional imbalance.
cent of the region’s population living in Jeddah and a
Declining activities in rural regions are further
further 23 per cent in the city of Makkah. The migration
deepening the opportunity gap between employment
of people from smaller to larger urban centres is
opportunities in urban and rural areas. Traditional
continuing, placing strain on urban infrastructure.
strengths in agriculture and fisheries require support
Income inequality between different settlements in the
in terms of infrastructure, training and investment to
region will increase if urban employment opportunities
ensure that the productive activities do not stagnate
continue to drain smaller centres.
and that they continue to provide employment and
livelihoods in smaller settlements.

A W e l l - C o n n e ct e d
T r a n sp o r tati o n N e tw o r k
The trans-regional roads and freeways infrastructure is
better in the Makkah region than in other regions of KSA
but this has deteriorated over the years. Massive new
investments are needed and are given priority in the
Strategic Plan.
One such major project is the new ring road for Jeddah,
which will improve connections to the South Corniche in
particular.
King Abdul Aziz International Airport (KAIA) is the busiest
airport in the Kingdom and essential for business and
religious visitors. There are plans to expand the airport
over three phases to handle 80 million passengers by
1456 (2035).
The Saudi Landbridge will, by 1432 (2011), provide a rail
line linking the cities of Jeddah, Riyadh, Dammam and
Jubail, serving freight and passenger traffic (Figure i.06).
Another important initiative is the Alharammain High
Speed Rail (AHSR). This will carry a large number of Hajj
and Umrah pilgrims to Makkah and Medinah and will
also serve as a major intercity public transport link. There
will be intermediate stations at the King Abdul Aziz
International airport and in downtown Jeddah.
Jeddah Strategic Plan | Introduction 25
J e d d a h ’ s G r o wi n g
T o u r ism M a r k e t
Jeddah hosted over 12.5 million overnight tourists
in 1424 (2003), of whom 10 million were domestic
visitors. In 1426 (2005), over 44 per cent of international
tourists visiting Saudi Arabia were from Gulf Cooperation
Council (GCC) nations, with a further 49 per cent from
non-GCC Islamic countries. Restrictions on the admission
of non-muslims to the Kingdom meant that only 7 per
cent of the total tourists were from non-Islamic parts
of the world such as North and South America, Europe
or Australia.
Much of Jeddah’s tourism traffic comes from its role
as a gateway to the Two Holy Cities. Expansion of King
Abdul Aziz airport has enabled three million pilgrims a
year to travel to Makkah. The AHSR will further improve
the ability of Jeddah to provide efficient movement of
pilgrims to Makkah. However, much of Jeddah’s tourism
potential remains untapped as most religious tourists
pass through on the way to Makkah or Madinah.
Jeddah has the potential to act as a regional base for
tourism. Two encouraging developments are the growth
of international visitors to the coastline for scuba diving
– and Madayen Saleh’s application for
world heritage status.
26 Jeddah Strategic Plan | Introduction

Jeddah’s Global Role Jeddah plays an important role as a centre for Islamic
business and investment. It is part of a global network
that channels the movement of commodities and
investment amongst Islamic countries and communities.
The historical importance of Jeddah as a centre for trade
Some organisations with world reach based in Jeddah
and a gateway to Makkah has evolved in modern times.
include:
Jeddah remained a traditional port and trading city
until the discovery of oil in 1356 (1938) in the Eastern
• Organisation of the Islamic Conference
Province of Saudi Arabia. Because of its traditional role
as the country’s principal port, Jeddah benefited from
• Islamic Development Bank
the boost in imports driven by the country’s new found
wealth. Today many major trading companies have their
• Jeddah Economic Forum
headquarters in Jeddah, including government-owned
companies such as Saudi Arabian Airlines, the national
• Saudi Arabia’s human rights Organisation
air carrier.

• International Association of Islamic Banks

• Islamic Ship Owners Association

• Islamic States Broadcasting Organisation

• Saudi Bin Laden Group

• Saudi Arabian Airlines

• Dallah al Baraka Group

j e d d a h cit y c e n t r e
 Jeddah Strategic Plan | Introduction 27

Key Challenges for Jeddah • Good data helps manage city growth:
Comprehensive and up-to-date data is not currently
available in all areas for the Jeddah region. In
order to better manage the city’s needs, more
Jeddah faces significant challenges stemming from its
comprehensive and accurate data for the city is
roles as a major port of entry a regional destination for
required.
domestic migrants and a local economy heavily reliant
on imported labour. Overcoming these challenges
• Protecting Jeddah’s assets for the future: Many
will require mobilisation of all stakeholders, under the
of Jeddah’s cultural and natural assets have been
Municipality’s leadership, as well as massive investment
neglected and poorly protected and managed in
and bold planning decisions. Fresh approaches are
the past, leading to their degradation.
needed to better co-ordinate the development of
the city and the region’s needs and address future
• Increased civic responsibility is needed: For
economic and environmental challenges. Some of
example, on attitudes towards public transport,
the city’s key challenges, developed in the body of
use of resources such as water conservation,
the Strategic Plan, are:
protecting the environment and compliance
with legislation – either there have not been any
• A new framework for city planning is needed:
programmes on these topics or they have not been
The current planning regulations need to be
well implemented.
updated to address current trends in development.
The persistence of outdated and unmanaged
• Jeddah currently experiences high
development patterns has led to sprawl, the
unemployment in the Saudi population.
formation of unplanned settlements and land
speculation.
• Young people need jobs and education: Almost
50 per cent of the population are just entering the
• Infrastructure must match the rapid growth of
workforce or are under the age of 19. They will need
the city: The demand for an equitable provision
educational opportunities and jobs.
of housing, open space, public transport, services,
infrastructure and facilities in Jeddah city and its
• More affordable housing is needed: The provision
surrounding peri-urban and rural areas has not
of affordable housing for middle and low incomes
been met as the city has grown rapidly in the past
does not currently meet demand, while housing
50 years.
costs and the cost of living are high.
28 Jeddah Strategic Plan | Introduction

• Unplanned settlements need better housing
and services: Rural-to-urban migration, reliance
on imported labour and illegal immigration have
resulted in the creation of unplanned settlements
in the inner ring and outer east of Jeddah. These
parts of the city are generally not well serviced by
utilities and have poor quality housing.
its commitment to improve the quality of life
for all in Jeddah. The Jeddah Strategic Plan will
itself be instrumental in delivering a new era of
forward planning and certainty in decision making
- essential to guiding development and building
confidence in the local economy and trust within
our community.

• Untapped workforce: Large sections of the Jeddah • Working with Government: The Municipality needs
community, such as women and legal immigrants, to work with the national government to achieve
have the potential to play an important role in the some of the outcomes required for Jeddah’s growth
future development of the Jeddah region. and prosperity and to ensure that objectives are
aligned.
• Building trust between the Municipality and the
community: The Municipality needs to provide
leadership, consistency and transparency in
governance to demonstrate to the community

National
Central Government
Level

Regional
Ministry of Economy & Mecca Regional Ministry of Municipal & Level
Planning Committees Rural Affairs (MOMRA)
5 Year Development Plans National Spatial Strategy

Local
Level
Municipality of Jeddah

F I GURE i . 0 7
JEDD A H M UN I C I P A L I T Y ’ S REL AT I ON S H I P T O N AT I ON A L A ND REG I ON A L P L A NN I NG BOD I E S

R e l ati o n s h ip o f t h is P l a n
to other plans
The Jeddah Strategic Plan is written to align with the
objectives and regulations set out in existing national,
regional and local strategies (Figure i.08). Most
importantly, the Plan implements at a local level many of
the aims of Saudi Arabia’s Eighth Five-year Development
Plan, developed by the Ministry of Economy and Planning,
and the National Spatial Strategy, developed by the
Ministry of Municipal and Rural Affairs (MOMRA).
W o r l d T r a d e O r g a n isati o n
Saudi Arabia became a member of the World Trade
Organisation (WTO) in Shawwal 1426 (December 2005).
Membership will aid Jeddah to further integrate into
the global economy and provide access to new markets
and opportunities. Jeddah Municipality is committed to
ensuring Jeddah’s economy is flexible and diverse so that
it can adapt to and benefit from increased trade.
8 t h F i v e - Y e a r D e v e l o pm e n t P l a n
The 8th Five-Year Development Plan was prepared by the
Ministry of Economy and Planning in Rajab 1427 (August
2006) and covers the period from 1425-1430 (2004-2009).
The Plan sets out the strategic vision for the economy and
development and is focused on achieving sustainable
development across the Kingdom.
Jeddah Strategic Plan | Introduction 29
The Jeddah Strategic Plan is designed to put into action
a number of the priorities included in this National
Development Plan. Strategic Plan objectives and
initiatives are particularly focussed on the following
Development Plan objectives:
• Upgrading the quality of life and providing job
opportunities to all Saudi citizens
• Upgrading municipal efficiency through a gradual
shift towards decentralisation
• Expanding applied and technological sciences,
diversifying the economic base, improving
productivity
• Developing promising areas such as strategic and
manufacturing industries
• Encouraging private sector contribution to socio-
economic development
• Developing science and informatics, driving for a
knowledge-based economy
• Expanding and maintaining infrastructure and
services, strategically placed and based on actual
demand
• Increasing participation and greater employment
opportunities for females within the Saudi
economy
30 Jeddah Strategic Plan | Introduction
jeddah in 1938
Nati o n a l S patia l S t r at e g y
The National Spatial Strategy (NSS) was prepared by the
Ministry of Municipal and Rural Affairs (MOMRA) and
was approved on 28 Jumaada Al-Awal 1421 (28 August
2000). The Jeddah Strategic Plan reinforces the National
Spatial Strategy’s goal of promoting spatially balanced
development, in line with the national development
goals of economic efficiency and social equality. In
particular, this Plan’s focus on promoting balanced
growth, economic development and sustainability
strongly aligns it with following aims stated in the
National Spatial Strategy:
• Address the issues associated with urban
polarisation and growing regional disparity.
• Promote balanced development of space.
• Guide the spatial distribution of population,
services & economic activity.
• Ensure efficient utilisation of infrastructure.
• Maximise the competitive advantage of cities.
• Curtail investment that adversely impacts cities &
environments.
• Upgrade local capability & modernise municipal
functions.
• Balance development & environment priorities.
Ot h e r e x isti n g p l a n n i n g
d o c u m e n ts
In addition, the Plan takes account of additional MOMRA
legislation and Jeddah’s current Local Plan, Structure
Plan, and Atlas. Regulatory documents that were
considered include:
• National and Provincial Urban Strategy Plans 1420
(2000)
• Urban development Strategy of the Makkah
Region 1423 (2002)
• Urban Development Strategy of the Jeddah
Governorate 1424 (2003)
• Structure Plan of Jeddah 1421 (2000)
• Structural Plan of Jeddah governorate 1425 (2003)
• Jeddah local Plan: building regulations &
restrictions
UNE S C O W o r l d H e r ita g e S it e
A pp l icati o n
In 1426 (2005), the Supreme Commission for Tourism
submitted an application to the United Nations
Educational, Scientific and Cultural Organisation
(UNESCO) for World Heritage Site status for Al Balad.
The application has been shortlisted by UNESCO. In this
context, the Municipality recognises that Al-Balad is a
precious resource and its conservation is a priority not
just for the Municipality, but for the Kingdom and the
world as a whole.
 Jeddah Strategic Plan | Introduction 31

W o r k i n g i n P a r t n e r s h ip

The objectives and initiatives in the Jeddah plan will

be implemented in partnership with a number of
other government agencies, councils and ministries.
The Municipality will work with national ministries,
such as the Ministries of Health, Tourism, Transport
and Education, to coordinate and collaborate on the
provision of services and information. In addition, the
Jeddah Governorate Council, the Makkah Regional
Council, and the City Council (Majlis Baladi) will all have a
significant role to play in bringing this Plan to life

j e d d a h is a n imp o r ta n t c e n t r e f o r is l amic
b u si n e ss a n d i n v e stm e n t
32 Jeddah Strategic Plan | Introduction

Journey / Destination

Vision
Vision

City Analysis

Sectoral Survey

Performance & Measurement Review Policy Development

Balanced Scorecard Jeddah Strategic Plan

Policy & Plan Implementation

Corporate Local Regulating Initiatives
Management Plan Plans & Rules Formulation
* Local Plan * Project Identification
* Budget * Project Prioritisation
* Atlas Maps
* Governance * Sectoral Investment
* Planning Guidance
* Development Control Plans

Project Delivery
F I GURE i . 0 8
JEDD A H S T R AT EG I C P L A N L I NK S T O O T HER M UN I C I P A L P L A NN I NG DO C U M EN T S

T h e M u n icipa l it y ’ s
Overall Governance
F r am e w o r k
The Jeddah Strategic Plan sits within a hierarchy of
strategic documents that provide the Municipality’s
framework for governance. Figure i.08 illustrates
how the Plan fits into this hierarchy, which reaches
from the upper-most strategic level to the detailed
implementation of the initiatives that will have a
concrete impact on the city.
The Jeddah Vision sets out the city’s destination for its
long-term development. It examines how, in line with
the key strategic objectives set out in this plan, Jeddah
can put in place initiatives that will help the city reach
its desired destination. The Vision looks at Jeddah’s
development in three different stages: building a solid
foundation, developing existing assets and cultivating a
unique advantage.
The Jeddah City Balanced Scorecard is the primary
performance management and measurement tool for
the city. It contains a set of Key Performance Indicators
(KPIs) that measure progress against the objectives set
out in the Vision and the Strategic Plan, as well as more
detailed policies, rules and initiatives.

The Jeddah Sectoral Survey pulls together all of the

data that is vital to understanding the city, providing
a key resource for the development of policies and
initiatives.
 Jeddah Strategic Plan | Introduction 33

H o w t o Us e T h is P l a n This is reinforced and elaborated upon within each of

the following sections.
The Plan provides all Jeddah’s stakeholders with a clear
statement of the Municipality’s priorities for the city, and
Then come Economy, Environment, and Social Services
how these will be implemented.
and Infrastructure, as these are the three key pillars of a
sustainable city.
After an introductory chapter to set the scene, the Plan
has 13 sections, each of which addresses a key area of
The remainder of the sections are aspects of those that
the city’s development. The sections are as follows:
come before. This order does not imply a hierarchy of
importance, as all aspects of this Plan are critical for the
01. Urban Territory and Land Use Patterns
sustainable growth of Jeddah.
02. Local Economy
03. Environment
Each section consistes of three parts:
04. Social Services and Infrastructure
05. Culture and Heritage
06. Tourism a . Bac k g r o u n d
07. Transportation This provides background and sets out relevant major
08. Infrastructure issues that need to be addressed.
09. Waterfront Management
10. Open Space and Leisure B . S t r at e g ic O b j e cti v e s
11. Housing
This sets out the main objectives relating to the section –
12. Unplanned Settlements
they in turn set the direction for policy and strategy and
13. Management
initiatives to tackle the issues identified in A.

The sections have been ordered so that the basic

concepts are set out first. Hence, Urban Territory
and Land Use Patterns sits first, as it sets out the
Municipality’s overall plans for the physical structure of
the city.
C . I n itiati v e s
This summarizes some of the major initiatives the
Municipality and its partners will carry out to implement
this section of the Strategic Plan – initiatives are
designed to achieve the outcomes set out in B.
34 Jeddah Strategic Plan | Introduction

t h e st r at e g ic p l a n wi l l p r o v i d e t h e l o n g t e r m d i r e cti o n f o r j e d d a h
 Jeddah Strategic Plan | Introduction 35

M e as u r i n g S u cc e ss Progress against the objectives set out in this Plan

will be measured on an annual basis. This will allow
the Municipality to determine priority areas for the
development of policies, programmes and initiatives,
The Jeddah Strategic Plan provides a long term direction
and to review funding for capital programs. The results
for the Governorate; achieving the objectives that it sets
of reviews will be used to realign plan objectives,
out will be a process that will occur over many years. In
prioritise budgets and lobby for further funding. A full
a dynamic city like Jeddah, much will change in this time
overview of the Municipality’s plan for implementing,
and the Plan must evolve along with Jeddah itself.
reviewing and reporting on the Strategic Plan is included
in the Implementation section.
This evolution will be guided by regular reviews of the
Plan and Jeddah’s success in achieving its objectives.
To this end, the Municipality is committed to regular
monitoring and reporting on progress towards the
objectives set out in this Plan.

The Balanced Scorecard is the Municipality’s primary

system for measuring and monitoring Jeddah’s success
in achieving its overarching strategic objectives. The
performance indicators in the Scorecard are aligned
with the Strategic Plan and will provide a clear,
quantitative picture of the city’s progress.

The Municipality will also measure progress in achieving

the strategic objectives and implementing the initiatives
in this Plan. For each initiative, the Municipality will
develop an implementation plan that will identify a set
of expected outcomes which must be achieved.

h o t e l s o n J e d d a h ’ s n o r t h c o r n ic h e