Riyadh Amanah Municipal Handbook

M U N I C I PA L C O U N C I LO R S HANDBOOK

Alriyadh Municipality

Custodian of the Two Holy Mosques

Emir of Riyadh

His Royal Highness King Salman Bin Abdulaziz Al Saud

His Royal Highness Prince Faisal Bin Bandar Bin Abdulaziz Al Saud

“My first objective is for our country to be a pioneering and successful global model of excellence, on all fronts, and I will work with you to achieve that.”

“Riyadh already enjoys prominence in its role as the capital of the Kingdom of Saudi Arabia and the cradle of Islam, as it is the centre for the Kingdom’s administrative, economic, diplomatic and cultural institutions. The city’s development is part of the overall development we are seeing across the Kingdom and will help Saudi Arabia in achieving its national goals.”

Foreword

Although a relatively new institution in the Kingdom of Saudi Arabia, municipal councils have become a crucial component of our local governance system. The reactivation of the councils was a major step in bringing government closer to the citizens. Residents throughout Riyadh Region are counting on their councilors to represent their interests and contribute to improving the quality of life in their respective constituencies.

This Handbook was created to support you in that process and serve as a reference throughout your term in office. I encourage every councilor in Riyadh Region to take the time to read this Handbook and make full use of it. Â On behalf of Riyadh Amanah, I would like to congratulate you again on serving your country and fellow citizens as municipal councilor and wish you best of success for your time in office. I am convinced that with your skills and determination you will contribute positively to the development of our region.

Yours sincerely, Eng. Ibrahim Al-Sultan Mayor of Riyadh and President of the Arriyadh Development Authority

CONTENTS 01 Foreword 02-03 Background

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INTRODUCTION TO LOCAL GOVERNMENT

05 06-07 08-09 10-13 14-15 16-17

Interesting Facts About Local Government in Saudi Arabia Local Government & Why It Matters Evolution of Saudi Local Government Structure of Saudi Local Government & Legal Framework Bodies Influencing Local Government 5-year Development Plans and Local Development

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INTRODUCTION TO MUNICIPAL COUNCILS

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MUNICIPAL COUNCILS IN RIYADH

19-27 The Role of Municipal Councils in Saudi Arabia 28 Municipal Council Structures & Procedures 29 Composition 30 Councilor Duties & Conduct 31 Conflict of Interest 31 Liability 31 Council Meetings 32 Reporting 33-34 International Best Practices in Municipal Council Affairs 35 Municipal Council Structures Around the World 36 Municipal Success Stories 37-39 Citizen Engagement

41 Key Facts About Riyadh Region 42 The Local Governance System in Riyadh 43 Riyadh Region Types of Municipalities and Corresponding Council Size 44-45 Key Local Government Figures in Riyadh Region 46-48 Municipal Services 49 Metropolitan Development Strategy for Arriyadh 50 Further Reading Suggestions 51-52 References

MUNICIPAL COUNCILORS HANDBOOK I LOCAL GOVERNMENT

“ Although

a relatively new institution in the Kingdom of Saudi Arabia, municipal councils have become a crucial component of our local governance system. The reactivation of the councils was a major step in bringing government closer to the citizens.

“

– ENG. IBRAHIM AL-SULTAN Mayor of Riyadh and President of the Arriyadh Development Authority

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Background WITH THE INCREASED INSTITUTIONAL CAPACITY OF MUNICIPAL COUNCILS, LOCAL GOVERNANCE IN THE KINGDOM HAS ENTERED A NEW PHASE OF CITIZEN ENGAGEMENT AND INSTITUTIONAL LEARNING. THE RECENTLY ELECTED AND APPOINTED MUNICIPAL COUNCIL MEMBERS WILL BE THE CATALYSTS OF THIS NEW PHASE’S SUCCESS. RECOGNIZING THE COUNCILORS’ CRUCIAL ROLE, THIS HANDBOOK WAS DEVELOPED TO SUPPORT COUNCILORS IN THEIR NEW ROLE AND FAMILIARIZE THEM WITH THEIR DUTIES AS WELL AS THE ADMINISTRATIVE AND LEGAL CONTEXT IN WHICH THEY OPERATE.

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MUNICIPAL COUNCILORS HANDBOOK I LOCAL GOVERNMENT

The first part of the Handbook introduces the context and structure of local government in the Kingdom and analyzes its evolution, with a particular focus on the history of local councils. The second part of the Handbook focuses on municipal council affairs, highlighting best practices from abroad as well as explaining the roles of municipal councils and their members in the Kingdom. Lastly, the third part focuses on Riyadh Region and its governance system and highlights further literature for the interested reader.

The Handbook is intended to serve as a reference for council members, it is neither legally binding, nor does it replace any existing or future legislation pertaining to municipal councils.

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Introduction to LOCAL GOVERNMENT

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MUNICIPAL COUNCILORS HANDBOOK I LOCAL GOVERNMENT

Key Facts About Local Government in Saudi Arabia

 Local governance in the Kingdom is a two-tier system, consisting of both a regional and a municipal layer  There are five key components of local governance in the Kingdom municipal authorities, regional authorities, branches of national ministries at the regional level, the Ministry of Municipal and Rural Affairs (MoMRA) and the Ministry of Interior (MOI)  The very first municipal council was established in Makkah in 1924 (1344 H)  There is a total of 284 municipal councils in the Kingdom of Saudi Arabia  In total, there are 3,159 municipal councilors in the Kingdom Saudi Arabia  The youngest councilor in the Kingdom is 25 years old  The oldest councilor in the Kingdom is 74 years old  In the 2nd council term, a total of 15,512 municipal council meetings were held in the Kingdom  Women participated for the first time in the 3rd municipal council elections.

Out of 978 female candidates, 21 won seats.

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Local Government & Why It Matters

IN TIMES OF INCREASING TRANSNATIONAL POLICY CHALLENGES, LOCAL GOVERNMENT HAS EMERGED AS A KEY PLAYER CAPABLE OF IMPLEMENTING INNOVATIVE AND FAST SOLUTIONS WITHOUT THE COMPLEX WEB OF POLITICAL CONSIDERATIONS THAT MAY AT TIMES PARALYZE GOVERNMENTAL ACTION AT THE NATIONAL LEVEL.

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MUNICIPAL COUNCILORS HANDBOOK I LOCAL GOVERNMENT

For instance, as nation-states have been debating how to curb climate change for more than two decades, cities have emerged as the key actors in tackling this global policy issue through networks such as the C40.

Given that the most pressing issues of the 21st century transcend national borders, the roles and expectations of both international and local governmental bodies are expected to keep increasing.

Regional Authorities + Municipal Authorities + Local Ministerial Branches + MoMRA + MoI

LOCAL GOVERNMENT IN KSA In addition to being at the forefront of tackling international policy issues, local government is the level of governance that is closest and most visible to the citizens. Although citizens might not always be aware of it, their lives are directly impacted by local government on a daily basis. From road quality to food safety and the availability of public spaces like parks, local government performance is strongly correlated with the quality of life citizens enjoy. In fact, even in emerging economies, if economic growth is not coupled with smart local decision-making, it can fail to produce the corresponding increase in quality of life.

From an operational perspective, local government has a crucial role in ensuring implementation of national policies. Moreover, although in theory public services could be provided by national agencies, they would be neither cost-effective nor suited to the particular needs of any given locality. Hence, on the one hand local government provides legitimacy and ensures that citizens are included in government, and

thus has a normative raison d ‘être. On the other hand it is also required for purely practical and economic reasons.

In Saudi Arabia, local government enjoys a particularly important role, as it is the only governance level containing a governmental body, which is partially elected by the people.

It is thus uniquely positioned to develop innovative solutions to issues that matter most to citizens and include the latter in the process. Like in other countries, municipal authorities in the Kingdom impact citizens’ lives directly by providing basic services such as city cleaning, building permits, and development of public spaces. Municipal councils are supervising municipalities in providing these services and thus not only increase accountability in local government, but also ensure that citizens have a voice in matters that influence the quality of life in their areas.

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Evolution of Saudi Local Government Local governance structures in Saudi Arabia emerged in the early days of the Kingdom’s founding. In fact, already before unification of the Kingdom, municipal councils were established in the Hejaz region after King Abdulaziz entered Makkah in 1924 (1343 H). Two years after the establishment of the first municipal council in Makkah, council elections were held in Madinah, Jeddah, Taif and Yanbu. Having been elected by citizens and instructed by the King to work for the public good, these councils can be viewed as early predecessors of today’s municipal councils. Their responsibilities included urban development, road planning, garbage collection, environmental health, supervision of market places and prices, as well as building permissions. In 1925 (1343 H), King Abdulaziz expanded municipal authorities to include health, security and trading. He also ordered not only the election of local councils, which is common practice nowadays, but even of the heads of municipalities.

Local governance in the Hijaz, as established by the region’s constitution of 1926 (1344 H), consisted of an elaborate system of different governmental bodies in addition to the municipal councils, including a consultative council, municipal administration

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committees, administrative councils, district councils as well as village and tribal councils.

Notably, these early local governance structures were not entirely limited to the Hijaz region. For instance in the city of Qatif in the Eastern Province, the first municipal council was established in 1927 (1345 H).

However, unlike its Makkan equivalent, the members of Qatif’s council were appointed.

Moreover, in Qatif, the establishment of the municipal council preceded that of the municipality, which was created two years later in 1937 (1356 H). By contrast, in Riyadh the municipality was established in 1356 and thus existed long before the first municipal council elections would be held.

After the creation of the Saudi state, Hijazi local governance structures continued to function and retain significant authority for some time. The Law of Municipalities and the Law of Municipal Elections in 1939 (1358 H) and 1942 (1361 H) respectively provided for elected municipal councils. It was not until the creation of the Council of Ministers in 1953 (1372 H) and the subsequent massive expansion of ministries and other national governmental bodies,

MUNICIPAL COUNCILORS HANDBOOK I LOCAL GOVERNMENT

that governance in the Kingdom began to transition towards a more centralized system.

At the same time nonetheless, the 1950s witnessed a wave of renewed interest in municipal councils.

Although there was no unified election law or system, elections were held throughout the country during that time period. In Riyadh, municipal elections were first held in 1963 (1382 H). By the mid-1960s, however, municipal council elections were abandoned and authorities of other local and provincial agencies were increasingly limited in favor of a centralized governance system. Despite the Law of Municipality of Makkah and other Municipalities’ call for the nationwide establishment of municipal councils in 1954 (1373 H) and the reiteration of that call in the Law of Municipalities and Villages 1977 (1397 H) , it was not until 2005 (1426 H) that municipal councils re-entered the Kingdom’s local governance scene.

Based on a Royal Decree by the Council of Ministers calling for the reinstatement of municipal councils, in 2005 (1426 H) elections were held for 606 of a total of 1212 councilor positions in 179 municipal councils countrywide. At that time, only males above the age of 21 not serving in the military were eligible

to vote. Although originally scheduled for 2009 (1430 H), the next round of elections was held in 2011 (1432 H). This time, the number of municipal councils was increased from 179 to 258 and a single voting system was introduced, which allowed the voters to cast their vote for a single candidate amongst a list of candidates.

The most recent elections of 2015 (1437 H) introduced further important changes, notably the inclusion of women in voting and candidacy, the increase of elected members from one half to two thirds and the lowering of the voting age from 21 to 18. (1436 H) The municipal council elections of 2005 (1426 H) were commonly referred to as the first Saudi municipal council elections. However, this brief historical account demonstrates that municipal councils in Saudi Arabia actually have a long history dating back to the early days before the establishment of the Saudi state and were in fact a crucial element in that process. Moreover, given King Abdulaziz’s early support of municipal councils, today’s councils can in many ways be regarded as carrying on the vision and legacy of the Kingdom’s founder.

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Structure of Saudi Local Government & Legal Framework Despite the long-standing history of local governance in the Kingdom, today’s system has been shaped mostly by more recent trends and developments. Its main legal framework consists of the Basic Law, the Provincial Law and the Law of Municipalities and Villages.

Basic Law of Governance Decreed in 1992 (27/8/1412 H), the Basic Law establishes the fundamentals of the governance system in the Kingdom. In total, the law is comprised of 83 articles which can be divided into 9 sections

GENERAL DOCTRINES Establishes that Saudi Arabia is a sovereign ‘Arab Islamic State’ and its constitution is the Quran and the Prophet’s Sunnah.

SYSTEM OF GOVERNANCE Establishes the type of government as monarchical and mentions that the country derives its authority from the Quran and Sunnah and the citizens’ allegiance to the King.

FOUNDATIONS OF SAUDI SOCIETY Bolsters the role of families as the nucleus of the Saudi society and the role of the state in strengthening the family bonds.

ECONOMIC PRINCIPLES States that all resources found in the country belong to the state. It also explains the nature of taxation in the country.

RIGHTS AND DUTIES This section details the rights of the state and its duties such as providing security, social welfare, protecting the environment, and providing public education among others.

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AUTHORITIES OF THE STATE This section explains that the laws of the state are divided into judicial, legislative, and executive authorities. It also establishes the Shura Council, discusses civil service provisions, and details rules for the Council of Ministers.

FINANCIAL AFFAIRS Sets provisions for the country’s revenues and the distribution of those revenues.

Specifies the fiscal year and the budget’s details.

AUDITING BODIES This section discusses the budgets auditing as well as the monitoring of government agencies in terms of administrative performance and financial efficiency.

GENERAL PROVISIONS This last section provides the country the authority to forego all articles except Article 7 when in a state of emergency.

MUNICIPAL COUNCILORS HANDBOOK I LOCAL GOVERNMENT

The Law of Provinces Decreed in 1992 (27/8/1412 H), this law restructures and details the roles of provinces or regions in the Kingdom. In total, there are 41 articles. The law was modified via a royal decree in 1993 (1414 H).

THE GOAL OF THE LAW ‘Improve the standards of the administrative work and development in the provinces of the Kingdom.

It also aims at maintaining security and order, and guaranteeing citizens’ rights and freedoms within the framework of the Islamic Shari’ah.’

PROVINCIAL LEADERSHIP, ROLE AND STRUCTURE Provinces are headed by an Emir in the rank of Minister and are responsible to the Ministry of Interior.Describes the role of Emirs in the region.

MINISTERIAL BRANCHES All ministries and agencies that have a role in a respective region must appoint a head of their branch in that region that coordinates with the Emir.

PROVINCIAL (REGIONAL) COUNCIL Each province must have a regional council that consists of the Emir, the vice governor, the deputy of the governor, heads of governmental agencies in the region and a minimum of ten qualified citizens.

The council convenes at least once every three months and attends to the following during these meetings:

❱❱ Becomes informed about approved

❱❱

❱❱

❱❱

❱❱

projects in the general budget for their region and discusses how to best implement and prioritize these projects.

Follows up on what has been approved in the general budget for the region and its alignment with the comprehensive development plan of the country.

Pinpoints the region’s needs regarding projects and suggests their inclusion in the upcoming yearly national budget as well as the comprehensive development plan and follows up on implementation.

Meets before the approval and issuance of the country’s general budget to evaluate what has been done in the current financial year.

Forms committees as required of its own members or others to study any matter within the council’s scope of work.w

The Law of Municipalities and Villages Decreed in 1977 (21/2/1397 H), this law was made in response to the separation of municipal responsibilities away from the Ministry of Interior into the newly established Ministry of Municipal & Rural Affairs. This law has five sections and 49 articles in total.

ESTABLISHING THE MUNICIPALITY AND SPECIFYING ITS ROLE Stating that municipalities are independent financially and administratively.

FINANCIAL AFFAIRS This section discusses the specifics for land usage and appropriation as well as the municipality’s budget.

MUNICIPAL AUTHORITIES, COUNCIL, AND MAYORS Enumerating the activities the municipality is responsible for as well as mentioning the municipal council’s role as a supervisory and reporting body.

Dictating the rules and regulations for municipal councils in detail.

RURAL AFFAIRS This section briefly mentions that service development and administrative organization of rural municipalities will be detailed by regulations from the Council of Ministers.

Explaining the role of the mayor as he is the responsible agent for the administrative health of the municipality and its employees.

GENERAL REGULATIONS This section explains additional responsibilities and authorities of the Minister of Municipal and Rural Affairs

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Structure of Saudi Local Government & Legal Framework

ACCORDING TO THE BASIC LAW, SAUDI’S GOVERNMENTAL STRUCTURE IS DIVIDED INTO THREE MAIN GOVERNMENT BRANCHES UNDER THE KING, NAMELY THE JUDICIARY, EXECUTIVE, AND LEGISLATIVE.

Furthermore, Saudi Arabia’s institutional structure is divided into national and local authorities.

National authorities such as the various ministries and national agencies are responsible for national issues and development, whereas local authorities are responsible for the development and matters of their respective constituents in specific geographic locations. The two main local authorities are regional authorities and municipal authorities, thus making the Kingdom a two-tier local governance system similar to countries such as Japan and Norway. Additionally, regional branches of ministries also serve as local authorities as they are the ministries’ arms in that region.

According to the Provincial Law of 1992 (1412 H), regions are headed by a Governor (Emir) in the rank of Minister who is chosen and removed through a royal decree and is responsible to the Minister of Interior. The Emir’s responsibilities are the following: 1.

Enforcing laws and judicial rules to preserve stability and keep the order.

2.

Safeguarding individuals’ rights and freedoms.

3.

Developing the region’s social, economic, and urban aspects as well as quality and efficiency of public services.

4.

Actively overseeing the governorates and centers and ensuring that their heads fulfill their duties efficiently.

6.

Protecting the country’s assets under his jurisdiction.

6.

Supervising the performance of different government departments and their personnel while keeping in mind that these employees likely report to their respective authorities.

7.

Coordinating with ministerial branches and their heads in their region to improve their performance.

8.

Reporting to the Minister of Interior on matters concerning the region.

REGIONAL SECTOR In terms of structure, the provincial law stipulates that each region consists of governorates (Mohafadhat) and smaller secondary governorates (Marakiz). The size of these governorates depends on factors such as population, geography, environment, and means of transportation. The 13 regions are Riyadh, Makkah, Madinah, Eastern Province, Al-Jowf, Al-Baaha, Al-Qasim, Hael, Tabouk, Northern Borders, Jazan, Aseer, and Najran.

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EMIRS’ DUTIES

MUNICIPAL COUNCILORS HANDBOOK I LOCAL GOVERNMENT

1.

Organizing cities in accordance with an approved master plan from the necessary authorities.

2.

Authorizing the establishment of structures, buildings and all public and private extensions as well as overseeing them.

3.

Maintaining the appearance and cleanliness of the city and the development and overall management of parks, squares, public swimming pools management; and protecting buildings of archaeological importance in cooperation with the relevant authorities.

4.

Protecting public health by covering ponds, swamps, and averting the threat of floods.

5.

Monitoring and supervising consumer products and food, and controlling their prices and the prices of public services.

6.

Establishing and regulating of slaughterhouses, markets, clean and fenced cemeteries and washing areas for the deceased.

7.

Issuing permits for the practice of specific professions and supervising the elections and the nomination of head of trade.

8.

Taking the necessary measures in conjunction with the relevant authorities to prevent the occurrence of fires and ensuring demolition of dilapidated buildings.

9.

Organizing internal transportation and determining the appropriate wages with the relevant authorities.

10.

Expropriating properties as required for public benefit.

11.

Determining and collecting municipal fees, revenues, and municipal fines that are imposed on violators of the regulations.

12.

Encouraging and participating in sports, cultural, and social activities in cooperation with the relevant authorities.

13.

Cooperating with the relevant authorities to prevent homelessness and beggary and establishing shelters for the elderly, orphans, and people with disabilities.

MAYORS’ DUTIES →

MUNICIPAL SECTOR Municipal authorities in the Kingdom are managed by the Ministry of Municipal and Rural Affairs which was established as a standalone ministry in 1975 (1395 H) after municipal authorities were removed from the Ministry of Interior’s mandate. Structurally, the municipal sector is led by the Ministry of Municipal and Rural Affairs and constitutes regional municipalities (Amanahs), municipalities (Baladiyat), and municipal councils (Majalis Baladiyah). There are currently 16 regional municipalities and 269 municipalities. Additionally, since the activation of the municipal councils in 2005 (1426 H), many changes were introduced such as the increase of total council members to 3159 (284 councils) of which two thirds are elected and the other third appointed.

Within the municipal sector, the 16 mayors report directly to the Minister of Municipal and Rural Affairs. According to the Law of Municipalities and Villages, some of the responsibilities of municipalities include:

14. Limiting the damage from wild animals and treating those animals humanely.

15.

Preventing the infringement on the municipality’s private possessions and any public property under its authority.

16.

Any other functions issued by a decision from the Council of Ministers.

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TO SUMMARIZE, LOCAL GOVERNMENT IN THE KINGDOM CAN BE LARGELY DIVIDED INTO TWO DISTINCT AUTHORITIES, NAMELY REGIONAL AND MUNICIPAL.

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As mentioned above, regional authorities are responsible for developing and carrying out administrative and security related tasks in their respective regions, while municipal authority are largely responsible for service delivery and quality of life related activities as well as encouraging citizen engagement through the municipal councils.Furthermore, branches of ministries within each region are also a part of the local government system in the Kingdom as it is their role to represent their ministries in each of the 13 regions.

When combined, these authorities and agencies comprise the local government system in the Kingdom.

MUNICIPAL COUNCILORS HANDBOOK I LOCAL GOVERNMENT

Entities Influencing Local Government While most ministries affect local government, either directly or indirectly, the Ministries of Economy & Planning, Finance, Civil Service, Interior, and Municipal and Rural Affairs influence the structure and organization of local government on a larger scale.

MINISTRY

INFLUENTIAL MINISTRIES

Ministry of Interior

Preserves order and stability, and is the responsible agency for the 13 regions of the Kingdom and their development in social, economic and urban terms as well as for developing public services in the region and enhancing their efficiency.

Ministry of Municipal & Rural Affairs

Responsible for the 16 amanahs, their respective municipalities, and municipal councils. As such, the Ministry is responsible for various services such as issuing building permits, ensuring the safety of consumable products, garbage disposal, and others.

Ministry of Finance

Responsible for implementing the Kingdom’s fiscal policy by working with ministries and government agencies. This includes developing the country’s budget and controlling the accounts between the Ministry and various agencies. The Ministry plays an important role for local government as it works alongside the Ministry of Economy & Planning to ensure the success of the five year development plans.

Ministry of Economy & Planning

Prepares a development plan for the whole country through organizing all the plans from ministries and relevant agencies and combining them into fiveyear development plans

Ministry of Civil Service

Responsible for setting employment salaries, procedures, and regulations for public service employees across all government agencies. As such, the Ministry plays the pivotal role of being responsible for human resources at local and national entities.

Development Authorities

Although not all large cities have one, development authorities act as important bodies with technical and administrative capabilities that focus on proper planning and development in their city. Specifically, they set comprehensive development plans and develop projects that benefit the city.

They also involve several stakeholders such as the private sector in urban development. That said, the roles of each development authority differ from one another depending on the needs of each city.

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5-year Development Plans and Local Development

Saudi Arabia has a long history of working closely with internal and external partners to enhance development at both the regional and national levels. An initial planning agency was established in 1958 (1377 H) on the advice of the International Monetary Fund (IMF) and was expanded into the Central Planning Organization in 1965 (1384 H), but its remit was limited by financial constraints. In the 1960s, both the Arabian American Oil Company (Aramco) and the Ford Foundation in the United States helped the Saudi government plan ministry activities and establish a civil service. By the end of the decade, the collection of statistics on non-oil related activities was becoming more urgent as the information was required by the growing number of international companies that began to invest in Saudi Arabia.

A start was made in 1970 (1390 H), when the newlyappointed head of the Central Planning Organization (which became the Planning Ministry in 1975 (1395 H) and still later the Ministry of Economy and Planning), inaugurated the cycle of five-year development plans and contracted the Stanford Research Institute (today, SRI), a private American consulting firm, to draw up both the first (1970-75) and second (197580) five-year plans. The Second Plan was notable for the transformational scale of the Saudi Arabian infrastructure and development landscape in the context of the rapid rise in oil prices during the 1970s.

During this period, the Saudi government took over full ownership of the planning process from its external partners, instituted committees to ensure policy 16 RIYADH AMANAH

continuity, and moved toward a single comprehensive and integrative plan for the development of national (rather than sectoral or regional) assets.

The focus of the early plans on the national level reflected the policy challenges arising from the ruralurban imbalances and socio-economic disparities that required sustained early investment in national infrastructure. The vast size of Saudi Arabia and the diverse geographical distribution of population and national resources has been a common theme that runs through all of the nine development plans.

This translated, over time, to a more nuanced and focused approach to regional development, initially through the establishment of Village Clusters in the Second Plan and Development Centers in the Third Plan. The Fourth Plan acknowledged the difficulty of coordinating regional development among the central (national) agencies and took action to strengthen the institutional and planning framework to better link the central and regional agencies.

A decisive breakthrough in regional planning took place in the Fifth Plan which placed special emphasis on the regional aspects of planning and on a balanced strategy of regional development. During the Fifth Plan, a crucial administrative shift occurred as regional planning moved from being an aspect or dimension of national planning toward a more fully institutionalized and integrated activity in its own right. 13 regions and 103 sub-regions were created to support and facilitate the new program-oriented approach to planning and

MUNICIPAL COUNCILORS HANDBOOK I LOCAL GOVERNMENT

ensure greater standardization of organizational structure and follow-through. This process continued in the Sixth Plan where a key objective was to provide incentives to encourage Saudi citizens to take up employment in rural areas through career opportunities and training programs. The Sixth Plan also paid greater emphasis on rural municipalities and empowered the provinces (Amarah) to become more active in development planning, gain greater administrative autonomy, and work more closely with the private sector to implement municipal projects financed from the government budget.

The Seventh and Eighth Plans focused heavily on improving statistical collection and analysis and enhancing the development of human resources to support the acceleration of administrative decentralization. These measures facilitated the generation of better integrative data about the absorptive capacity of municipal facilities and their utilization rates and efficiency in order to continually improve the range and function of services offered to the public. The Eighth Plan also delegated significant administrative responsibilities to local administrations across the regions and introduced elections for half of the seats on municipal councils as part of the further empowerment of local governance and participation.

During the Eighth Plan, the Council of Ministers Resolution No. 224 of 2003 (1424 H) also restructured and streamlined the form of regional governance with the establishment of 14 principalities (Amanat) throughout the regions with municipalities reporting

to the Amanat and Village Clusters reporting to the municipalities.

Policy focus in the Ninth Plan emphasized the coordination with other nationwide strategies and particularly with the concept of ‘Developmental Corridors’ as a tool of long-term urban development.

Working in close coordination with the National Spatial Strategy and the strategic 2024 vision for the Municipal Sector, the Ninth Plan abolished the concept of Village Clusters and strengthened the role of the Amanats in order to achieve the Future Vision of municipal services in line with international best-practice. The Ninth Plan highlighted the need to overcome the remaining gaps in the coordination of the design, planning, and coordination of municipal and regional programs as well as the value of involving the private sector in the financing and delivery of municipal services so as to ensure sustainable long-term development that meets the growing pressure on public services and infrastructure. Furthermore, during this period Al Ihsaa and At-Tayef were turned into Amanat, resulting in 16 Amanat in the Kingdom.

The significance of these plans for municipal councils lies in the fact that municipalities are obliged to align both their budgets as well as their development plans with the national 5-year development plans. Municipal councils, in turn, are responsible for approving the municipal budgets and development plans and thus need to be aware of the requirements laid out by the national plans.

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Introduction to MUNICIPAL COUNCILS

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MUNICIPAL COUNCILORS HANDBOOK I MUNICIPAL COUNCILS

The Role of Municipal Councils in Saudi Arabia Municipal councils are a crucial element of local governance systems around the world.

Their significance is tied to their ability to represent the voices of citizens in local issues and add a layer of accountability and legitimacy to the local administration. For that purpose, they are legally independent from the executive municipal bodies. Moreover, elected municipal councils are intended to ensure that local service delivery is tailored to the particular needs of a given geographic area and its citizens. As the only directly elected governmental body, municipal councils fulfill a particularly important role as one of the main agents of citizen participation in Saudi Arabia. They were reinstated in 2005 (1426 H) with the main goal of allowing citizens to contribute to the management of local services and share responsibility with government. The councils fulfill this mission through their predominantly supervisory and reporting functions.

Regions & Â Large Governorate

Total Amount of Municipal Councils

Total Amount of Members

Riyadh

48

558

Makkah

4

57

Madinah

19

216

Jeddah

16

180

Eastern Province

21

252

Al-Qasim

28

303

Aseer

34

366

Hael

18

180

Al-Baaha

12

132

Tabouk

13

147

Jazan

26

267

Najran

10

105

Al-Jowf

10

114

Northern Borders

10

108

At-Tayef

11

123

Al Ihsaa

4

51

Totals

284

3159

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The Role of Municipal Councils in Saudi Arabia

The precise roles and responsibilities of municipal councils were first laid down in the Law of Municipalities and Villages in 1977 (1397 H) and later expanded in the 2005 (1426 H) Regulation of Municipal Councils. Accordingly, councils had the following responsibilities:

LAW OF MUNICIPALITIES AND VILLAGES 1977 (21/2/1397 H) Role of Municipal Councils 

Prepare the municipal budget.



Approve the final cost of projects so it can be submitted to the relevant authorities.



Prepare the organizational chart for the municipality in conjunction with the relevant authorities so it can be approved by the Minister of Municipal and Rural Affairs.



Develop planning, organizational, and technical regulations to be available in urban areas.



Propose construction projects in the town.



Develop necessary regulations for the municipality in order for it to exercise its responsibilities.



Determine fees and fines as long as they do not exceed one hundred riyal.



Suggest the amount of fees and fines when it necessitates increasing them to above one hundred riyal.



Monitor revenues and expenses and manage municipal funds in accordance with the rules and regulations that are enforced.



Monitor municipal activities and work to enhance their efficiency and effectiveness.



Suggest expropriation of land for public benefit.



Contract loans from the relevant government institutions and accept donations if they are consistent with Islamic law and the public benefit.



Determine the prices of services and materials provided by the municipality directly or indirectly.



Provide feedback to the issues presented to the council.

20 RIYADH AMANAH

MUNICIPAL COUNCILORS HANDBOOK I MUNICIPAL COUNCILS

REGULATIONS OF MUNICIPAL COUNCILS 2005 (12/11/1426 H) Role of Municipal Councils 

Provide opinions and suggestions to the municipality about their draft budget before it is sent to the ministry.



Approve the final accounts of the municipality.



Expresse feedback and suggestions about municipal revenue and expense reports.



Examine the organizational structure of the municipality and provides suggestions to improve it.



Examine proposals submitted by the municipality on the amendment of laws and regulations relating to municipal activities to provide suggestions.



Suggest construction projects within the scope of municipal services and discusses them with the municipality head.



Provide feedback regarding the imposition of municipal fees and fines.



Review and provides suggestions on the investment reports submitted by the municipality.



Review the report of the mayor for projects requiring expropriation of land for public benefit.



Consider the complaints and suggestions by the citizens.



Hold regular meetings or workshops with citizens every four months.



Monitor the performance of the municipality and works to raise their efficiency.

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21

The Role of Municipal Councils in Saudi Arabia More recently, the new municipal council regulations of 2015 (1437 H) significantly expanded the roles of municipal councils in the Kingdom. Currently, municipal councils have the following responsibilities and authorities:

RESPONSIBILITY

Budget

Municipal budget review and approval

DETAILS & REQUIREMENTS

Budget review process

ACTIONS THE COUNCIL IS AUTHORIZED TO TAKE

Approve or disapprove the budget



The municipality has to send the the budget budget to to the the council council three three months months prior prior to to having having to to send the final budget to the competent authority. authority



The Council discusses the budget and may use experts and consultants. consultants



The Council has to decide on the budget project within one month after receiving it.



The municipality municipality has has the the right rightto todisagree disagreewith withthe thecouncil’s council’sdecision decisionininwhich whichcase caseit it has to send its feedback and any supporting information to the council.



Within ten days, the council has to meet to make a decision on the received feedback. feedback



If an agreement was reached, the council issues a statement for approving the budget budget the municipality it to the competent with copy ofdecision the and theand municipality sends itsends to required authority with authority copy of the council’s council’s decision.



In case case of of disagreement, disagreement,the thematter matterwill willbe bedelegated delegatedtotothe theadministrative administrativereference reference to be be discussed discussed within within 15 15 days, days,in inwhich whichcase casethe thecouncil’s council’sdecision decisionisislikely likelytotobebe acaccepted. cepted .

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MUNICIPAL COUNCILORS HANDBOOK I MUNICIPAL COUNCILS

RESPONSIBILITY

Accounts

Municipal accounts review and approval

DETAILS & REQUIREMENTS

Accounts review procedure

ACTIONS THE COUNCIL IS AUTHORIZED TO TAKE

Approve or disapprove the accounts



Final accounts have to be sent to the council two months before having to send it to the competent authority.



The council can use experts and consultants or form a sub-committee from council members for the purpose of reviewing the accounts.



The council shall conduct a listening session, at which experts from the municipality will be present to answer council members’ inquires and questions.



The council has to make a decision within one month on the final account.



The municipality sends the final accounts to its administrative authority along with the council’s decision and feedback.

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23

The Role of Municipal Councils in Saudi Arabia

DETAILS & REQUIREMENTS

ACTIONS THE COUNCIL IS AUTHORIZED TO TAKE

Implementation plan for each item on the budget

Including the project scope, schedule, procedures and responsible body within the municipality

Review and approve or disapprove the reports within 15 days of receiving them

Investment and development plan

Including investment and development opportunities, project priorities, timelines and schedules for tender and bidding, and suggested procedures to implement each project

RESPONSIBILITY

Reports & plans the council has the right to request from the municipality

Review and approve or disapprove within 15 days

Must include: 1. The scope of the supervision of municipal services provided by the municipality

Programs for municipal services to be delivered within the fiscal year

2. Full scope of services whether provided directly by the municipality or a subcontractor 3. Categorized services, the scope of each service and implementation procedures 4. Suggesting areas of high priorities for service implementation 5. Consideration of requirements and challenges that face implementation

24 RIYADH AMANAH

Review and approve or disapprove within 15 days

MUNICIPAL COUNCILORS HANDBOOK I MUNICIPAL COUNCILS

RESPONSIBILITY

If any municipal project requires expropriation of property, the council has to receive a report

DETAILS & REQUIREMENTS

ACTIONS THE COUNCIL IS AUTHORIZED TO TAKE

Must include: 1. The importance of the project and suggested properties that will be taken

Provide feedback within 15 days and send it along with the report to the competent authority

2. The alternatives of implementing the projects

Periodic municipal reports

Including details about the activities and work of the municipality according to the laws and regulations

Provide feedback

Must include:

Follow-up reports on the implementation of municipal projects

1. The percentage of completion for each project in comparison with the implementation plan 2. Implementation challenges

The council has to discuss those progress reports in a council meeting

3. Reasons for delays (if applicable)

Must include:

Report about the municipal revenues

1. The revenue the municipality  has to gain 2. How much of that required revenue has been gained

Provide feedback

3. Any challenges in gaining that revenue

RIYADH AMANAH

25

The Role of Municipal Councils in Saudi Arabia

DETAILS & REQUIREMENTS RESPONSIBILITY

Urban Planning & Municipal Services

City master plans and land division plans

City master plans and land sub-division plans have to be presented to council while preparing or updating them according to the following procedure:

ACTIONS THE COUNCIL IS AUTHORIZED TO TAKE

Provide feedback

1. Review studies and master plans to provide recommendations 2. Review of administrative procedures and laws for land sub-division plans after their approval.

Ensure that standards of the aforementioned are in accordance with urban boundaries laws.

Granting of residential land

Delayed and troubled projects and municipal services

26 RIYADH AMANAH

The council shall review procedures related to the granting of residential land and can delegate any of its members to attend the implementation process

The council can create a committee to conduct side visits of delayed or troubled projects and to evaluate municipal services and projects

Review and prepare a report

Prepare a report

MUNICIPAL COUNCILORS HANDBOOK I MUNICIPAL COUNCILS

DETAILS & REQUIREMENTS RESPONSIBILITY

Council Initiatives

The council has the right to provide suggestions for improvement to the municipality

ACTIONS THE COUNCIL IS AUTHORIZED TO TAKE

Topic areas: 1. Municipal fees and fines 2. Conditions, building codes and land use regulations

Provide suggestions

3. Standards and conditions related to public health 4. Municipal services 5. Mergers or divisions of municipalities 6. The establishment of submunicipalities and service offices

Citizen Engagement

Regular citizen meetings

Councils have to organize citizen meetings at least every four months

Each council is allowed to choose its own tools and procedures to meet and engage with citizens

RIYADH AMANAH

27

Municipal Council Structures & Procedures

Composition EACH MUNICIPAL COUNCIL IS COMPOSED OF FOUR MAIN POSITIONS, NAMELY A CHAIRMAN, A VICE CHAIRMAN, A SECRETARY GENERAL, AND GENERAL COUNCIL MEMBERS, WHO CAN BE EITHER ELECTED OR APPOINTED. IN CONTRAST TO COUNTRIES IN WHICH THE MAYOR ALSO FUNCTIONS AS THE HEAD OF THE MUNICIPAL COUNCIL, IN THE SAUDI CONTEXT THERE IS A CLEAR SEPARATION BETWEEN THE TWO BODIES, WHICH ENHANCES CHECKS AND BALANCES.

To summarize, local government in the Kingdom can be largely divided into two distinct authorities, namely

REGIONAL

MUNICIPAL

After initiation of a new council, the first council meeting - chaired by the eldest council member - is held to elect the chairman and his deputy for a period of two years. The chairman of the council is also automatically the council’s spokesperson, unless he delegates this position to someone else.

The council chooses its secretary general through contracting or assigning the position under the condition that he must reside within the council’s jurisdiction. With the approval of the head of the municipality, the council can temporarily assign a municipal employee for this task until a permanent secretary general is contracted. The secretary general will chair the council’s secretariat, for which he may assign municipal employees to fill administrative and technical support positions subject to the mayor’s approval. The secretary general in turn reports to the council chairman.

Within his secretariat must be at least one female administrator to provide support to female council members.

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MUNICIPAL COUNCILORS HANDBOOK I MUNICIPAL COUNCILS

Chairman ❱❱ ❱❱ ❱❱ ❱❱

Chairing and managing the council’s meetings Supervising all council activities Supervising all council members and the secretariat Receiving all official correspondence addressed to the council, delegating it to council and responding according to the council’s decision ❱❱ Inviting the council to conduct sessions ❱❱ Any other activities or duties that the council decides to allocate to the chairman ❱❱ Functioning as the council’s spokesperson unless delegated to somebody else

Vice Chairman ❱❱ Supporting the Chairman in all his duties ❱❱ Taking over the chairman’s duties in his absence

Secretary General Responsible for all administrative tasks within the council, in particular:

❱❱ Preparing council meeting agendas ❱❱ Preparing the periodic reports of the council activities and taking minutes of meetings of sessions ❱❱ Send out council meeting invitations ❱❱ Report absence of council members Supervising and managing the council’s secretariat in the following tasks:

❱❱ Documenting any incoming or outgoing correspondence ❱❱ Providing any documents and data requested by the council requests

❱❱ Following up with any financial and administrative council matters ❱❱ Building an electronic database and activating the municipal council ❱❱ ❱❱ ❱❱ ❱❱ ❱❱ ❱❱

electronic information system Making appointments for council site visits, meetings and workshop Receiving citizens’ suggestions and complaints, arranging them and presenting them to the council Following council-related news, presenting them to the council, taking care of the council’s public relation duties and coordinating with relevant stakeholders Receiving handovers and councils belongings Noting council decisions and after approval forwarding them to the relevant stakeholder Following up with the implementation of council decisions within the municipal bodies RIYADH AMANAH

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Municipal Council Structures & Procedures

Councilor Duties & Conduct Municipal councilors’ main duty lies in representing their constituents in municipal government. They therefore need to ensure that they are always aware of the needs and requirements of citizens in their area.

Councilors must also ensure diligently that all responsibilities of their councils laid out by the new municipal council regulations are fulfilled.

In fulfilling their duties, councilors are obliged to abide by the new regulation for municipal councils, in particular to the following standards of professional behavior:

❱❱ Being on time for council meetings ❱❱ Speaking at their allocated time and not ❱❱ ❱❱ ❱❱ ❱❱

exceeding their time limit Not leaving the session early and without the president’s permission Refraining from any individual actions related to council affairs without a written request from the council Refraining from any external communication on behalf of the council Performing any tasks assigned to them by the council in due time

30 RIYADH AMANAH

Councilors are expected to attend every council meeting and must have a valid reason for not attending. That reason has to be presented to the council in writing, based upon which the council will decide whether to excuse the council member or not.

The council member may demand reconsideration, but the second decision will be final. Should the reason for absence be medical, the councilor needs to provide a medical report.

Councilors are also required to be residents of the council’s geographical area. They may, however, move outside of that area for educational purposes for a maximum period of six months. If such a move becomes permanent, they are obliged to notify the council in writing immediately.

Council members can be removed from office under the following circumstances:

❱❱ If a council member was invited to a council

meeting, but did not attend without a valid excuse either three consecutive meetings or six meetings in one year ❱❱ If a council member does not attend meetings for a period of one year with a valid medical excuse and report ❱❱ If a council member permanently moves to a different jurisdiction

MUNICIPAL COUNCILORS HANDBOOK I MUNICIPAL COUNCILS

Conflict of Interest

Council Meetings

Given that municipal councils serve the public good, councilors must take any required precautions to prevent their work from being influenced by any kind of personal interests. If the agenda of a council meeting includes any subject that is directly or indirectly related to a personal interest of a council member or to a family member up to the fourth degree of consanguinity, he or she is obliged to inform the council in writing prior to the session. In case the councilor notices this during an ongoing session, he must notify the council as soon as he becomes aware of the presented conflict of interest and leave the meeting immediately once the discussion about the item in question begins. Fourth degree relatives include great grandparents, nieces and nephews, first degree cousins, aunts and uncles, great aunts and uncles, as well as, if the council member is married, the spouse’s great grandparents, aunts, uncles, first cousins, nieces, nephews, the children of nieces and nephews as well as fathers and their aunts and uncles.

There are two types of meetings that municipal councils can hold. Councils must hold at least one regular meeting per month, for which invitations must be sent out at least seven days in advance. Councils are free to increase the number of regular meetings to more than once a month. Meeting agendas are prepared by the council’s secretary general, who has to inform the council members about the agenda in advance. Council members may add items to the agenda at least one week prior to the meeting and request this in writing.

Liability Councilors are accountable for any misconduct on their part. Any complaint filed against a council member will be documented and forwarded to the council member, who needs to address the matter in writing. Those documents will then be brought in front of the municipal council to be discussed at the end of the next session without the presence of the council member in question. In case the council disagrees with the member’s opinion, the matter will be sent to the Minister to be discussed by a special committee.

After hearing the council member’s defence, that committee will make a decision and, if found guilty of the violation, suggest a penalty for the councilor, which may include being removed from office. As a last resort, the council member has the right to appeal to the Board of Grievances. Similarly, if a council member is found in violation of the new municipal council regulation, the council will, after listening to his or her defence, send a report to the Minister to be handled by the same committee and according to the same procedure as for an external complaint.

For urgent matters, councils may also hold so-called urgent meetings, for which invitations must be sent out at least three days prior to the meeting. In urgent meetings, no matter unrelated to the urgent issue at hand may be discussed by the council. Moreover, councilors can call a meeting at any time if at least one quarter of councilors requests it in writing from the chairman (or in his absence his deputy). If no meeting invitation is sent out within a week from the request, councilors may notify the Ministry’s General Secretariat for Municipal Councils. Council meetings are cancelled, however, if less than half of the councilors attend. If neither the president nor his deputy are present at a meeting, it has to be postponed, but may be conducted without them in case of their continued absence at the next meeting. Council meetings are usually conducted at the council’s premises, but may be held anywhere within the council’s geographical jurisdiction.

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31

Municipal Council Structures & Procedures

Reporting Councils are obliged to prepare annual reports on its achievements to be sent to the Ministry and the Secretariat General of Municipal Councils, including the following items:

❱❱ ❱❱ ❱❱ ❱❱ ❱❱

Number of regular and urgent meetings Number of meetings, workshops and visits to neighbouring cities and villages Summary of council decisions Number of the council’s decisions Percentage of implementation of council’s decisions; percentage of which are in progress and which have not been implemented ❱❱ Challenges and difficulties that faced the council or prohibited the implementation of its decisions as well as the council’s suggestions on how to overcome those hurdles ❱❱ The extent to which the municipality collaborated in terms of providing the required information to the council and implementing the council’s decision The Secretariat General of Municipal Councils in turn sends annual reports to the Minister of Municipal and Rural Affairs including a summary of all municipal council reports and the Secretariat’s feedback.

32 RIYADH AMANAH

MUNICIPAL COUNCILORS HANDBOOK I MUNICIPAL COUNCILS

International Best Practices in Municipal Council Affairs Municipal Council Structures Around the World There is no ‘one size fits all’ approach to municipal government. Around the world, many different forms of administrative decentralization have evolved to meet the needs of regions and cities in very different stages of political and economic development. Each precise form of municipal governance also has its own specific structure, organization, range of function, and operational and financing procedures. In every case, however, local decentralization and municipal councils are essential bridges between the macro and micro level drivers of policy and play a critical role in delivering public services to citizens. For most people otherwise far-removed from decision-making levels, municipal councils are the part of government that most directly affects their lives by connecting public policy at the national level with service delivery at the local level.

Municipal financing is a key determining factor in the provision and delivery of public services that represent the ‘front-line’ between the state and the citizen. Local revenue structures vary widely across different types of municipal councils but typically involve a range of sources of income. These include revenue from direct taxation (local rates) and indirect charges (such as road charges), the imposition of fees and/or penalties for the use (and misuse) of municipal services, and intergovernmental transfers, whether from central government or from public agencies that also function at the municipal level. Most municipal councils in the United States have three major sources of tax revenue – property, sales, and income taxes – but these are set by policymakers at state (not federal) level and thus vary considerably from state to state. By contrast, local government in the United Kingdom historically has relied heavily upon the central government for block grants with only a small proportion of municipal income coming from taxes and fees.

Other examples from countries such as Canada, the Netherlands, and New Zealand illustrate further the

wide variety of powers delegated to municipal councils in practice. Canada, like Saudi Arabia, is a large country divided into many provinces and with a comparatively high concentration of the population in several key urban centers. Each of Canada’s thirteen provinces and territories has a Ministry of Municipal Affairs with responsibility for the application of general rules regarding the operations and financing of municipal councils. The municipal councils themselves are composed of a mayor and municipal councilors who are elected and are paid to ensure they can devote themselves full-time to their public service. Council members have the power to propose and vote on draft regulations and issue resolutions and meet regularly to debate an agenda they draw up in consultation with the mayor and, in larger cities, an Executive Council.

The mayor acts as the main political and administrative contact for the municipality and communicates municipal council decisions to the public, while the decisions themselves are implemented through a public administration that enables the council to fulfil its responsibilities.

The Netherlands also has a tripartite structure of central, provincial, and municipal governance with a significant disparity in size and population among the more than 4000 municipalities. Municipal councilors are elected every four years and the result of the elections determines which coalition or block will form the local government. The role of the municipal council is to hold the executive to account and scrutinize its actions and, if necessary, the council members have the power to vote the executive out of office. The power to dismiss the executive resulted from important changes in 2002 (1422 H) which further separated the municipal council from the executive and introduced secretariats that gave each council additional decision-making authority. A significant reason for these changes was a desire to bring councilors closer to society and better enable them to act as the crucial channel between local citizens and municipal officials.

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International Best Practices in Municipal Council Affairs

LOCAL GOVERNMENT IN NEW ZEALAND UNDERWENT A MAJOR RESTRUCTURING IN 1989 (1409 H) THAT LED TO THE CREATION OF A NETWORK OF SUB-MUNICIPAL COMMUNITY BOARDS WHOSE ROLE WAS TO REPRESENT AND ADVOCATE FOR THE INTEREST OF THE LOCAL COMMUNITY ALBEIT IN A SUPERVISORY RATHER THAN A LEGISLATIVE MANNER.

34 RIYADH AMANAH

MUNICIPAL COUNCILORS HANDBOOK I MUNICIPAL COUNCILS

However, concerns grew during the 2000s that the Community Board system was both unfair and inefficient in terms of local remuneration and that it had created significant tensions among many councils. Subsequent changes to the working of local government resulted in the current structure of 78 local, regional, and unitary councils whose members are elected every three years, and whose funding comes primarily from a single tax – on property – that councils are permitted to levy. Councils in New Zealand have rather a limited range of funding tools at their disposal to provide the local public services and infrastructure to their constituents and continue to depend on sizeable grants and subsidies as well as revenue from the sale of services and regulatory fees such as parking fines.

WITH MORE THAN A QUARTER OF THE WORLD’S 100 FASTESTGROWING URBAN AREAS, MUNICIPAL COUNCILS IN INDIA HAVE EVOLVED IN RECENT DECADES TO DEVELOP NEW DECENTRALIZED STRUCTURES THAT TAKE SOME OF THE STRAIN OFF AN OVERBURDENED NATIONAL INFRASTRUCTURE. A degree of institutional and policy overspill is evident as officials in Delhi, for example, adopted examples of successful municipal public transport networks from the cities of Curitiba in Brazil and Bogota in Columbia. However, the Delhi example, and attempts elsewhere in India to introduce innovative new methods of public service delivery, reinforce also the importance of management skills and local capacity-building mechanisms that are necessary to ensure the efficient coordination and implementation of policy across a wide variety of urban agencies.

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International Best Practices in Municipal Council Affairs

Municipal Success Stories Cities are arguably the most innovative and creative building blocks of the twenty-first century global economy. There are many examples of cities and municipal councils worldwide that have designed and implemented innovative policy responses to challenging local conditions. New York City Council introduced new recycling legislation keeping more than 8000 tons of plastic away from landfills every year. In more than 70 Brazilian cities, municipal councils share responsibility for the municipal budgets directly with citizens in a process referred to as ‘participatory budgeting’. This type of budgeting allows the public to have a direct impact on how public funds are being invested. New York City Council recently started experimenting with a similar project. In India, the New Delhi Municipal Council broke new grounds by winning the country’s first smart city competition. The council’s plan for turning New Delhi into a smart city was developed making extensive use of public participation procedures and focuses on delivery of basic services in the areas of health, water, electricity and education.

The most successful cities have developed the institutional capacity and effective data management needed to address ever more interrelated and com-

36 RIYADH AMANAH

plex economic and social challenges, take full advantage of new technological opportunities through the rise both of e-government and m-government, and match citizen expectations with available resources in workable models of sustainable development. Notable examples include the Bus Rapid Transit system (BRT) in the Colombian capital, Bogota, which has won international awards for urban transportation and the linking of energy efficiency with the built environment in Melbourne in Australia, which similarly has achieved global recognition for the way in which municipal officials have crafted a sustainable buildings program that provides financing to business managers and property owners for energy and water runoff retrofits. A third example is Singapore, where officials have utilized technological advances to create a sophisticated intelligence city infrastructure built upon a series of smart transportation initiatives that provide real-time traffic data and significantly reduce congestion and emissions rates.

All of the examples above illustrate how municipal councils can position themselves at the forefront of technological advances that have ushered in the era of ‘smart cities.’ This concept rapidly gained international recognition in the 2010s as the growth of the ‘Internet of things’ and ‘big data’ as well as

MUNICIPAL COUNCILORS HANDBOOK I MUNICIPAL COUNCILS

CITIES ARE ARGUABLY THE MOST INNOVATIVE AND CREATIVE BUILDING BLOCKS OF THE TWENTY-FIRST CENTURY GLOBAL ECONOMY.

the advent of a new generation of Smartphones revolutionized the mechanisms by which local government and citizens interact and engage. ‘Smart cities’ cannot function properly without ‘smart citizens’ to operate at the frontiers of new technologies and as a country with a young, technologically-savvy population with one of the highest smartphone penetration rates in the world, Saudi Arabia is uniquely well-positioned in this regard. New forms of service delivery therefore have focused heavily on mobile (m-) governance that enables citizens to access government services in a rapid, flexible, and interactive manner that differs from the traditionally highly-centralized model of public administration in the Kingdom and other Arab Gulf States.

Municipal council members in Saudi Arabia thus have a wide array of international best practices todraw upon in adapting and responding to the heavy investments in the transport, financial, renewable energy, and IT sectors that are transforming the urban cityscape of Riyadh. In addition to the examples from world cities documented in this chapter, there is innovative potential in designing new forms of leadership, mentoring, and evaluation mechanisms, pioneering ‘hybrid’ models of municipal financing that involve the private sector more dynamically in service provision and

delivery and maximize economies of scale and value for money, and redefining international concepts of public management and benchmarking to fit the specific historical, social, and political context of Saudi Arabia and thereby promote a local model of ‘best practice’ for municipal government.

Citizen Engagement Practitioners in municipal councils operate as the most visible facet of the state that plays the most direct role in the lives of citizens. Innovative and interactive models of citizen engagement are crucial elements of the twenty-first century toolkit that enable councilors to mobilize and target resources efficiently and that allow citizens to make their needs heard and met. This is especially significant in times of economic slowdown when difficult funding decisions must be made and comparatively scarce resources need to be allocated more efficiently.

Moreover, because municipal services are the ones that impact people on a daily basis, they are also the ones that are most likely to trigger discontent if they are not properly managed. There are many reasons why governments decide to pursue strategies of administrative decentralization, but being able to engage interactively with citizens in a highly networked age is one of the most important.

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International Best Practices in Municipal Council Affairs The following is a list of some of the more common types of citizen engagement:

KNOWLEDGE SHARING

FIELD VISITS SURVEYS AND QUESTIONNAIRES

STUDY CIRCLES

FOCUS GROUPS

MOBILE’ APPS’ CITIZEN DIALOGUES

SCENARIO WORKSHOPS

CONSULTATIONS

SPEAKER BUREAUS

REFERENDA

CITIZEN ADVISORY COMMITTEES ELECTRONIC FORMS OF DELIBERATION

CITIZEN JURIES

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MUNICIPAL COUNCILORS HANDBOOK I MUNICIPAL COUNCILS

Forms of Citizen Engagement When considering examples of successful citizen engagement it is important to begin by considering what the overall broad objective of such engagement is. There are five broad goals along the ‘engagement spectrum’ that range from the less participatory means of ‘informing’ and ‘consulting’ the public to the neutral practice of ‘engaging’ and the more participatory mechanisms of ‘collaborating’ and ‘empowering,’ in which final decision-making authority is placed in the hands of citizens.

OPEN HOUSES

TOWN HALL MEETINGS

SOCIAL MEDIA COMMUNICATION

PUBLIC HEARINGS MUNICIPAL SCORECARDS WORKSHOPS

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Municipal Councils IN RIYADH REGION

40 RIYADH AMANAH

MUNICIPAL COUNCILORS HANDBOOK I MUNICIPAL COUNCILS IN RIYADH

KEY FACTS ABOUT RIYADH REGION THE TOTAL POPULATION IS AROUND

7,717,467

Hence, about

4,754,947

THE REGION COVERS AROUND

412,000

are Saudi

2,962,520 are Non-Saudi

59%

Around of the population is male and around

41% female.

1965

In

(1385 H), RIYADH’S POPULATION WAS ONLY 231,000, REFLECTING THE RAPID CHANGES IN THE CITY’S URBAN LANDSCAPE THROUGHOUT THE PAST DECADES.

48

MUNICIPALITIES

19

GOVERNORATES

of the Kingdom’s population lives in Riyadh Region.

THE POPULATION IS ESTIMATED TO REACH

9,452,903 BY 2025 (1446 H).

RIYADH HOUSES

5,999,434 PEOPLE

AND THUS AROUND 78% OF THE REGIONS POPULATION.

THERE ARE AROUND

AFTER RIYADH, THE THREE BIGGEST GOVERNORATES IN RIYADH REGION ARE

AL-KHARJ, AL-DAWADMY AL-MAJMA’AH MUNICIPAL COUNCILS IN RIYADH REGION

MUNICIPAL COUNCILORS

17,841 mosques, 47 governmental hospitals, 7,445 schools, 8 governmental universities and 41 sports clubs.

DURING THE SECOND TERM OF MUNICIPAL COUNCILS

, 2,939

MUNICIPAL COUNCIL MEETINGS WERE HELD IN RIYADH REGION.

RIYADH AMANAH

41

The Local Governance System in Riyadh GOVERNORATES (MOHAFADHAH) EMARAH SECONDARY GOVERNORATES (MARKAZ)

REGIONAL AUTHORITIES

REGIONAL COUNCIL

AMANAH MUNICIPAL AUTHORITIES MUNICIPAL COUNCILS BRANCHES OF MINISTRIES

ARRIYADH DEVELOPMENT AUTHORITY

COUNCIL OF MINISTERS

MINISTRY OF MUNICIPAL & RURAL AFFAIRS (MOMRA)

DIRECT INFLUENCERS

MINISTRY OF INTERIOR (MOI)

COUNCIL OF DEVELOPMENT & ECONOMIC AFFAIRS (CEDA) COUNCIL OF POLITICAL AND SECURITY AFFAIRS (CPSA)

CITIZENS

NONGOVERNMENTAL ORGANIZATIONS INDIRECT INFLUENCERS PRIVATE SECTOR

ACADEMIA

42 RIYADH AMANAH

LOCAL COUNCILS

MUNICIPALITIES

MUNICIPAL COUNCILORS HANDBOOK I MUNICIPAL COUNCILS IN RIYADH

Riyadh Region Types of Municipalities and Corresponding Council Size Type of Municipality

Amount of Councils

Council Size ( Members )

Amanah

1

30

Type A

1

18

Type B

8

15

Type C

16

12

Type D

11

9

Type H

11

9

Number of Employees per Municipality in Riyadh Region Municipalities

Number of employees

Municipalities

Number of employees

Riyadh Amanah

7000

Alhelwa

184

Kharj

907

Arrowaida

129

Dawadmy

352

Aloyainah & alJobailah

124

Afif

238

Alhayathim

266

Majma'a

347

Albajadiya

126

Zulfi

365

As'sajir

188

Wadi Adawaser

335

Ar'rumah

124

Shagra

287

An'uga

144

Goway'iya

209

Algassab

132

Dar'iya

220

Alhudar

127

Aflaj

303

Alartawiya

124

Hotat Bani Tamim

254

Aljamsh

166

Hotat Sudair

235

Halban

97

Dulam

254

Ashayger

143

Sulail

203

Alahmar

96

Huraimla

189

Orwa

100

Durma

195

Alhufairah bilhassat

88

Murat

214

Badayi Alhusayan

132

Muzahmiya

281

Aljulah & Tubrak

88

Ghat

174

Alhbadee

89

Tumair

173

Alhayaniya & Birak

88

Thadig

209

As'sir

90

Jalajil

190

Huraig

298

Rhoda Sudair

235

Arrain

137

TOTAL:

NUMBER OF EMPLOYEES

16649 RIYADH AMANAH

43

Key Local Government Figures in Riyadh Region

Governor of Riyadh Region His Royal Highness Prince Faisal Bin Bandar Bin Abdulaziz Al Saud Contact details Phone: 011 411 6363

Mayor of Riyadh Eng. Ibrahim Al-Sultan Contact details President’s Office Manager - Ahmad Alomair Email: alomair@ada.gov.sa Phone: 011 802 1111

44 RIYADH AMANAH

MUNICIPAL COUNCILORS HANDBOOK I MUNICIPAL COUNCILS IN RIYADH

Secretary General of Regional Council Khalid Bin Abdullah Al Rabia Contact details: Email: council@riyadh.gov.sa Phone: 011 411 5572

President of the Riyadh Municipal Council Abdullah Bin Omran Al-Omran Contact details: Email: Aalomran@rmc.gov.sa Phone : 011 475 9990

Secretary General of the Municipal Council Nasser Aldeghaishem Contact details: Email: Â ndghaishem@rmc.gov.sa Phone: : 011 475 9990

RIYADH AMANAH

45

Municipal Services

MUNICIPALITIES AROUND THE WORLD ARE RESPONSIBLE FOR PROVIDING A WIDE RANGE OF SERVICES TO CITIZENS TO ENSURE THAT THEIR BASIC NEEDS ARE MET.

Municipal councilors are in charge of reviewing those services and approving the municipalities’ programs on municipal services to be delivered within the upcoming fiscal year. Councilors may also provide suggestions and ideas for enhancing municipal service delivery in their jurisdiction. In Riyadh, municipalities provide the following services, to be reviewed and supervised by the municipal councils.

46 RIYADH AMANAH

MUNICIPAL COUNCILORS HANDBOOK I MUNICIPAL COUNCILS IN RIYADH

SERVICE TYPE

DESCRIPTION Correcting information for ownership titles Aerial mapping and land surveys Land appropriation by royal decrees

LAND & SPACES

Appropriation of land for government agencies or public benefit Compensations Overseeing land plans and preventing land grabbing Solving land and ownership cases Slaughter houses Burial and washing areas Public bathrooms

ENVIRONMENTAL & PUBLIC HEALTH

Health oversight Food establishments oversight Veterinarian oversight Health certificates Monitoring pesticide and disinfectant use, treatment of swamps, and amount of swamps and amout cleaning materials used Establishing and operationalizing shops Maintaining shops

SHOPS

Following up on closed shops Ensuring that shops pay fees Quality control such as sampling Overseeing shop contractors Overseeing parks Creating and designing new public spaces

PARKS & ENVIRONMENT

Ensuring that there are water sources Ensuring technical provision Operationalizing and organizing the spaces Removing vehicles that broke down Cleaning up lands like swamps

CLEANING

Processing land ownership claims Overseeing the private sector and cleaning companies, ensuring they can do their work properly Garbage collection and identification of landfill sites

PLANNING & FINANCES URBAN PLANNING, DEVELOPMENT & BUILDINGS

Organizing municipal investments Investing municipal resources and assets Land use planning Naming streets & numbering houses Overseeing constructions and issuing building permits Road maintenance

INFRASTRUCTURE MAINTENANCE

Street lights Drainage systems Tunnels Asphalt and concrete quality assurance Issuing professional licenses

MUNICIPAL FACILITIES & OTHERS

Fireworks and public events Operating the 940 hotline and app to receive citizen complaints and reports and distribute them internally or externally as required distribute them internally or externally as required RIYADH AMANAH

47

Municipal Services

940 HOTLINE

THE AND APP IS AN INTERESTING INNOVATION IN THE SAUDI PUBLIC SECTOR, WHICH MUNICIPAL COUNCILS CAN ANALYZE TO OBTAIN INSIGHTS INTO CITIZENS’ NEEDS AND REQUIREMENTS. IN RIYADH FOR EXAMPLE, ACCORDING TO THE AMANAH’S YEARLY REPORT FOR 1435-1436, IN TOTAL 541,349 CITIZEN REPORTS WERE RECEIVED WITH THE FOLLOWING DEGREES OF URGENCY. DISTRIBUTION OF REPORTS RECEIVED Type of Urgency

Amount

Normal

350,278

Important

96,761

Emergency

66,140

Dangerous

23,599

Very Dangerous

4,567

TOTAL

541,345

They were then either delegated to the responsible external agencies, related departments within the Amanah or sub-municipalities.

TOP THREE EXTERNAL AGENCIES

(more than 1,.000 citizen reports):

❱❱ National Water Company ❱❱ Saudi Telecommunication Company ❱❱ Ministry of Transportation TOP NINE INTERNAL DEPARTMENTS OR SUB-MUNICIPALITIES

❱❱ ❱❱ ❱❱ ❱❱ ❱❱ ❱❱ ❱❱ ❱❱ ❱❱

Cleaning Maintenance and operations Office of project coordination Environmental health Other municipalities in Riyadh region Al-Rawdah sub-municipality General department for parks Shamal sub-municipality General department for implementation and supervision

48 RIYADH AMANAH

(more than 10,000 citizen reports):

MUNICIPAL COUNCILORS HANDBOOK I MUNICIPAL COUNCILS IN RIYADH

Metropolitan Development Strategy for Arriyadh Arriyadh Development Authority has completed an updated strategic plan for Riyadh in 2009 (1430 H), which will be implemented until 2030 (1451 H). Council members are encouraged to review these plans, since providing recommendations to these plans falls within their mandate.

The Strategy’s Vision: ❱❱ “A city that reflects its role as the Capital of the

❱❱

❱❱

❱❱

❱❱

❱❱

Kingdom of Saudi Arabia, the land of the message of Islam and the Two Holy Mosques, and is an international and national centre for political, cultural and historic functions A city that provides for valued human needs and quality of life, in an environment that gives priority to people and provides security, safety and desirable social relationships A contemporary ‘‘oasis city’’ in harmony with the desert environment through wise use of technology and urban planning to create an environmentally responsive model An active and prosperous commercial and financial centre that is internationally competitive and is integrated both economically and politically at the national and regional levels A city of beauty that is manifested in its particular urban form, integrated with social and cultural life, and is a centre of Islamic cultural and artistic values A leading city in education and health services, a centre for knowledge, and a leader in scientific research and development in the fields of energy and desert environment technologies.”

The Strategy presents developmental plans for Riyadh in the following topic areas: ❱❱ ❱❱ ❱❱ ❱❱ ❱❱ ❱❱ ❱❱ ❱❱ ❱❱

Some of the suggested ideas include:

Central National Area To fortify Riyadh’s role as the capital city of Saudi Arabia, new development plans and projects will be implemented in the triangle linking Al-Yamama Palace, the old airport, and the historic city center.

Two New Cities To accommodate population growth into well planned communities, plans for two cities have been developed, namely a city in the north near King Khalid International Airport, and the eastern city on Dammam Road.

Mixed Industry & Business Park Develop a value-adding mixed industry and business park near King Khalid International airport as a source for white-collar jobs and technical expertise

Sub-Centers Strong sub-centers providing employment and high quality service delivery close to their respective suburbs shall be developed. These sub-centers will serve as hubs for their local communities and will lessen cross-city traffic.

The Arriyadh Metropolitan Structure Plan Map Riyadh as the National Capital City Residential Development Commercial Development Industrial Development Transportation Infrastructure Environment & Open Space Urban Governance RIYADH AMANAH

49

Further Reading Suggestions Books Goldsmith, S. & Crawford, S. (2015). The Responsive City: Engaging Communities Through Data-Smart Governance. San Francisco: Jossey-Bass.

Barber, B.R. (2014). If Mayors Ruled the World: Dysfunctional Nations, Rising Cities. New Haven & London: Yale University Press.

Macfarlane, A.G. & Estep, A.L. (2013). Mastering Council Meetings: A Guidebook for Elected Officials and Local Governments Paperback. Seattle: Jurassic Parliament.

Gardner, A., Pickering, J., Harnden, P. & Brokaw, G. (2014). Building High-Performance Local Governments: Case Studies in Leadership at All Levels. Austin: River Grove Books.

Ebel, R.D. & Petersen, J.E. (2013). The Oxford Handbook of State and Local Government Finance (Oxford Handbooks). New York: Oxford University Press.

Bland, R.L. (2013). A Budgeting Guide for Local Government. Washington: International City County Management Association.

Articles & Reports The Local Public Sector Initiative (2015). A comparative overview of local governance systems in selected countries. Working paper. http://www.localpublicsector.net/docs/LPSI_WP_LG_Systems_Sep2015.pdf The World Bank (2006). Local Governance in Industrialized Countries. Washington: The International Bank for Reconstruction and Development / The World Bank. http://siteresources.worldbank.org/PSGLP/Resources/LocalGovernanceinIndustrial.pdf Bruce, S. (2015). Council approaches to leadership: Research into good practice Australian Centre of Excellence for Local Government, University of Technology Sydney, Australia. http://www.acelg.org.au/file/2552/download?token=HnTj2Ur1WhT_WEpXwmfj4zK-aG5XyRZ8vbPKYqdIpc4 Hunting, S.A., Ryan, R. & Robinson, T.P. (2014). Service delivery review: a how to manual for local government (2nd ed.). Australian Centre of Excellence for Local Government, University of Technology, Sydney. http://www.acelg.org.au/file/2645/download?token=9ULCfCRMpcwwL18NWujn5QRg5YTxz367y1vSbEKIMsU Abdulaal, W. A. (2007). Potentials for Public Private Partnerships for Saudi Municipalities. Journal of King Abdulaziz University: Environmental Design Science, 6, 31-62. http://www.kau.edu.sa/Files/320/Researches/63534_34678.pdf Mandeli, K.N. (2016). New public governance in Saudi cities: An empirical assessment of the quality of the municipal system in Jeddah. Habitat International, 51, 114-123.

Useful websites Emirate of Riyadh: http://www.riyadh.gov.sa Riyadh Amanah: https://www.alriyadh.gov.sa/ar Arriyadh Development Authority: http://www.ada.gov.sa/ada_a Intekhab: http://intekhab.gov.sa/ King Salman Center for Local Governance: http://www.kingsalmanlocalgov.org/ United Cities and Local Governments (UCLG): http://www.uclg.org/ City Mayors: http://www.citymayors.com/ The Hague Academy for Local Governance: http://thehagueacademy.com/ Australian Center for Excellence in Local Government: http://www.acelg.org.au/

50 RIYADH AMANAH

MUNICIPAL COUNCILORS HANDBOOK I MUNICIPAL COUNCILS IN RIYADH

References Abdulaal, W. A. (2008). Municipal Councils in Saudi Arabia: Context and Organization. Journal of King Abdulaziz University: Environmental Design Science, 6, 3-29.

Alfarouee, H. (‫ الفاروعي‬,‫ح‬, n.d). ,‫ أهم محاور التنظيم القانوين النتخابات املجالس البلدية‬. http://www.alriyadh.com/42198 Alghamdi, A. (2015, June 25). ‫ والثلثان منتخبون‬..ً ‫) عضوا‬3159( ‫زيادة عدد أعضاء املجالس البلدية إىل‬. http://www.alriyadh.com/1059719 Albar, A. (‫البار‬,‫أ‬, n.d). ‫كلمة معايل أمني العاصمة املقدسة‬. http://www1.holymakkah.gov.sa/elec/news/news002.htm Al-Madinah Al-Munawarah Development Authority (n.d.). ‫( كلمة سمو أمري املدينة‬Royal Emir of Medina’s Foreword). https://www.mda.gov. sa/web/ht/sp-pri Alriyadh Municipality (2016). https://www.alriyadh.gov.sa/ C40 Cities website (2016). http://www.c40.org/about Elets Technomedia Pvt Ltd. (2016). Smart City portal. http://smartcity.eletsonline.com/ General Authority for Statistics (2014). Statistical Yearbook - 50th edition. 1435 AH - 1436 AH. http://www.stats.gov.sa/sites/default/files/cdsi_data/yb50/YearBook.htm High Commission for the Development of Arriyadh (n.d.) Overview. http://www.ada.gov.sa/ADA_e/DocumentShow_e/?url=/res/ ADA/en/Projects/AboutADA/AboutADA.html High Commission for the Development In Hail Region (n.d.). ‫ نبذة عن الهيئة‬. http://www.hail.org.sa/Page.aspx?id=991dcf8d-1cec477d-9460-ac79c6ea152f International Business Publications (2012, updated edition). Saudi Arabia Company Laws and Regulations Handbook. Volume 1 Strategic Information and Important Regulations. Washington: International Business Publications.

Kersting, N., Caulfield, J., Nickson, R. A., Olowu, D. & Wollmann, H. (2009). Local Governance Reform in Global Perspective.

Wiesbaden: VS Verlag fuer Sozialwissenschaften | GWV Fachverlage GmBH. Kechichian, J. (2013). Legal and Political Reforms in Saudi Arabia. New York and Oxon: Routledge.

Law of Regions (1992). http://www.saudinf.com/main/c5321.htm Matthiessen, T. (2015). Centre –Periphery Relations and the Emergence of a Public Sphere in Saudi Arabia: The Municipal Elections in the Eastern Province, 1954 – 1960. British Journal of Middle Eastern Studies, 42(3), 320–338.

Ménoret, P. (2005). The Saudi Enigma: A History. London and New York: Zed Books.

RIYADH AMANAH

51

References Michigan Townships Association (2015). Roles of Local Government. https://www.michigantownships.org/role_local_govt.asp Ministry of Economy and Planning (n.d.). http://www.mep.gov.sa/themes/Dashboard/index.jsp#1455445778848 Ministry of Finance: Objectives and Duties (n.d.). https://www.mof.gov.sa/English/MinistryProfile/Pages/OurGoals.aspx Ministry of Interior (2016). Emirate of Riyadh. https://www.moi.gov.sa/wps/portal/Home/emirates/riyadh/!ut/p/z1/04_iUlDg4tKPAFJABjKBwtGPykssy0xPLMnMz0vM0Y_Qj4wyizfwNDHxMDQx8nb3DXI2cAx0Ng028fM0MPA21PfSj8KvIDg1T78gO1ARAFKHLE0!/ Ministry of Municipal & Rural Affairs (2015). Executive Rules for Municipal Council Law (2015). General Secretariat of Municipal Councils.

Ministry of Municipal & Rural Affairs (2015). Regulations of Municipal Councils. General Secretariat of Municipal Councils.

New York City Council (2016). http://council.nyc.gov/ Sassen, S. (2015, September 7). Rise of the niche global city. Straits Times. http://www.straitstimes. com/opinion/rise-of-the-niche-global-city Saudi National Portal (2015). Elections in the Kingdom of Saudi Arabia. Ministry of Communications and Information. https:// www.saudi.gov.sa/wps/portal/saudi/aboutKingdom/electionsSaudi/!ut/p/z0/04_Sj9CPykssy0xPLMnMz0vMAfIjo8ziHd2dnYI9TYwM_M1DDA08Tc2djR1NDQ3dfY30g1Pz9AuyHRUBqluYmQ!!/ The Basic Law of Governance. (,1992‫)النظام األسايس للحكم‬ https://www.boe.gov.sa/ViewStaticPage.aspx?lang=ar&PageID=25 The Bureau of Experts. (‫موقع هيئة الخرباء مبجلس الوزراء‬, n.d). https://www.boe.gov.sa/ViewStaticPage.aspx?lang=ar The Law of Civil Service. (1977, ‫)قانون الخدمة املدنية‬ http://www.mcs.gov.sa/ArchivingLibrary/Decisions/Pages/default.aspx The Law of Municipalities and Villages (1977, ‫)نظام البلديات والقرى الصـــــادر باملرســـــــــوم‬. https://www.boe.gov.sa/ViewSystemDetails.aspx?lang=ar&SystemID=90&VersionID=107 Vassiliev, A. (2000). The History of Saudi Arabia. New York: NYU Press.

Yizraeli, S. (2012). Politics and Society in Saudi Arabia: the Crucial Years of Development, 1960-1982. London: Hurst & Co.

52 RIYADH AMANAH

Alriyadh Municipality

www.alriyadh.gov.sa