National transformation program 2020 pdf

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National Transformation Program 2020

Table of Contents

Foreword ............................................................................................................. 6

Chapter I: The National Transformation Program ........................................ 8 Identity and General Principles of the National Transformation Program: .10

Objectives of the National Transformation Program ...........................................11

Operating Model of the National Transformation Program .............................13

National Transformation Program’s Participating Entities ................................15

Governance Model of the National Transformation Program ..........................16

Costs and Revenues of the National Transformation Program .......................16

Chapter II: Strategic Goals and Targets ........................................................18 Ministry of Justice ............................................................................................................. 22

Ministry of Finance ........................................................................................................... 26

Ministry of Economy and Planning .............................................................................28

Ministry of Health .............................................................................................................30

Ministry of Communications and Information Technology .............................. 32

Ministry of Commerce and Investment ....................................................................36

Ministry of Municipal and Rural Affairs ....................................................................38

Ministry of Civil Service ..................................................................................................42

Ministry of Culture and Information ..........................................................................44

Ministry of Environment, Water, and Agriculture .................................................46

Ministry of Energy, Industry, and Mineral Resources ........................................ 50

Ministry of Labor and Social Development .............................................................54

Ministry of Housing ..........................................................................................................58

Ministry of Education ...................................................................................................... 60

Ministry of Transportation ............................................................................................. 62

Ministry of Haj and Umrah ............................................................................................64

Saudi Commission for Tourism and National Heritage .......................................66

Sports Authority ................................................................................................................68

Royal Commission for Jubail and Yanbu ...................................................................70

King Abdulaziz City for Science and Technology .................................................. 72

King Abdullah City for Atomic and Renewable Energy ...................................... 74

Institute of Public Administration ............................................................................... 76

Saudi Arabian General Investment Authority ........................................................78

Saudi Food and Drug Authority .................................................................................. 80

Appendix: 2016 Initiatives for the National Transformation Program .......82

Foreword

“Saudi Arabia’s Vision 2030” was adopted as a methodology and roadmap for economic and developmental action in the Kingdom of Saudi Arabia. In its aim to grant the Kingdom a leading position in all fields, Saudi Arabia’s Vision 2030 sought to identify the general directions, policies, goals, and objectives of the Kingdom.

Accordingly, some ministries, institutions, and government entities underwent a restructuring process to align them to the requirements of this phase. This would enable them to perform their tasks, and expand their competencies. Ultimately, this will enhance the level and quality of services provided to beneficiaries; and achieve a prosperous future and sustainable development. The Council of Ministers has tasked the Council of Economic and Development Affairs with establishing and monitoring the mechanisms and measures necessary for the implementation of “Saudi Arabia’s Vision 2030”.

“Saudi Arabia’s Vision 2030” encompasses—in a number of domains—strategic objectives, targets, outcome-oriented indicators, and commitments that are to be achieved by the public, private, and nonprofit sectors. The Council of Economic and Development Affairs has established an effective and integrated governance model. This model aims to translate the Vision into various implementation programs that will accomplish its goals and directions. Such programs will rely on new operating models customized to the requirements of each program, as well as the common national goals related to the Vision. The programs will be launched successively, according to the requirements of “Saudi Arabia’s Vision 2030”.

To this end, the Council established a number of bodies that will enable and support the launching, monitoring, and evaluation of these programs, as well as the release of new programs in the future. These bodies include the National Center for Performance Measurement, the Delivery Unit, and the Project Management Office of the Council of Economic and Development Affairs.

The Vision’s governance model promotes efficient planning within government agencies and boosts coordination among them in order to achieve common national goals. It also guarantees speedy completion of projects and initiatives and achieves sustainable action and impact through regular implementation reviews and performance evaluations.

In order to build the institutional capacity and capabilities needed to achieve the ambitious goals of “Saudi Arabia’s Vision 2030”, the National Transformation Program 2020 was launched across 24 government bodies operating in the economic and development sectors in its first year. It is notable that the program’s strategic objectives are linked to interim targets for the year 2020. Furthermore, the first phase of initiative implementation will be launched in 2016 and will be followed every year by phases involving more public bodies.

The program uses innovative methods to identify challenges, seize opportunities, adopt effective planning tools, activate the role of the private sector, bring about implementation, and evaluate performances. It has also determined the interim targets for some of the Vision’s strategic objectives to ensure the establishment of a solid foundation for government action and the continuity of innovative planning, implementation, and follow-up methods on the national level.

This document describes the identity, general principles, outcomes, and expected impact of the National Transformation Program in section 1. Section 2 lists down the strategic objectives, key performance targets and benchmarks of the government bodies involved in the program and link them to the strategic objectives of “Saudi Arabia’s Vision 2030.” Finally in the appendix, the document lists the initiatives to be undertaken by the government bodies involved.

ForewordThe National Transformation Program

6 7

Chapter 1 National Transformation Program 2020

Identity and General Principles of the National Transformation Program

The National Transformation Program was developed to help fulfill “Saudi Arabia’s Vision 2030” and to identify the challenges faced by government bodies in the economic and development sectors. The program establishes strategic objectives that are based on the Vision and addresses its challenges through 2020 in accordance with specific targets. The program identifies, each year, the initiatives necessary for achieving such goals and devises detailed plans on the basis of interim indicators that measure and monitor performance. In its first year, the program was launched across 24 government bodies, and there are plans to expand its coverage annually.

Regional Benchmark

International Benchmark

Benchmark

Strategic Objectives of Vision 2030

Enable Citizens to obtain a suitable residence

Equip individuals with financial planning tools

Difficulty of obtaining suitable housing funding financing

Enable citizens to obtain suitable housing financing

Percentage of Saudi families owning homes

Percentage of real estate financing to gross non-oil national product

Percentage of families who obtained housing subsidy out of the total enrolled

families in ownership tracks.

Percentage of families who obtained housing support to qualify them to obtain

housing financing.

Average waiting period to obtain housing financing.

Baseline 2020 Target

47%

8%

0%

0%

15 years

52%

15%

40%

60%

5 years

48%

16%

64%

75%

N/A

N/A

N/A

Challenges Strategic Objectives

Key Performance Indicators

An illustrative example highlighting the various stages of development; from Strategic Objectives of Vision 2030, to Challenges to 2020 Targets.

The National Transformation Program will develop government action and establish the necessary foundations to accommodate its ambitions and requirements. This will help fulfill the ambitions of the Vision. The first wave toward this goal will encompass program initiatives for 2016. These will be reviewed and evaluated, and their adequacy and performance will be measured regularly. Furthermore, new initiatives will be considered for adoption into the National Transformation Program.

Adhering to the Vision’s direction toward supporting flexible government action, the process for creating the National Transformation Program helped improve coordination and joint action by identifying common goals of government entities on the basis of national priorities. It also advocated joint planning and the transfer of expertise among government entities. It engaged the private and nonprofit sectors in identifying challenges and in creating solutions, funding mechanisms and implementation methods. It also contributed establishing the appropriate mechanism for follow-up and performance evaluation.

Objectives of the National Transformation Program

The operating model and outputs of the National Transformation Program will have a significant impact on planning efficiency and effectiveness and on the integration of government action. In this way, the program fulfills the Vision’s commitment to more efficient spending and the achievement of fiscal balance through:

» Identifying the Strategic Objectives and Targets of Participating Entities. To accomplish “Saudi Arabia’s Vision 2030,” the National Transformation Program identified the supportive strategic objectives—as well as the obstacles that could hinder achievement of those goals—and created innovative targets for the year 2020.

» Translating Strategic Objectives into Initiatives for the Participating Entities. The participating entities’ strategic objectives were translated into initiatives; then detailed implementation plans were established and economic feasibility studies were conducted. All of this will affect the planning and implementation process, lead to better spending efficiency, maximize the effect of the initiatives on the achievement of national priorities, and promote transparency by announcing targets and results. (Details of the strategic objectives can be found in the second part of this document.)

» Promoting Joint Action Toward the Achievement of Common National Goals. The National Transformation Program identified a number of effective common national priorities—and their public benefits—that were built on the Vision’s strategic objectives. The initiatives were analyzed within specialized support units. These units used filters designed to maximize the initiatives’ contributions to the achievement of the common national goals in areas such as the following:

» Contributing to Job Creation. The program’s initiatives seek to create (more than 450,000) jobs in the nongovernment sector by the year 2020, thus contributing to the Vision’s goal of providing opportunities for all.

» Strengthening Partnerships with the Private Sector. The private sector’s contribution to funding of initiatives is quite significant, relieving the government of 40% of initiative funding. This moves the nation closer to fulfilling the Saudi Arabia’s Vision 2030 goal of increasing the private sector’s contribution to GDP.

» Maximizing Local Content. Some program initiatives contribute to localizing more than SAR 270 billion of content, increasing its added value, reducing dependence on imports, and creating job opportunities. As a result, the nation moves closer to fulfilling the goal of maximizing local content across sectors.

» Digital Transformation. The program identified five common digital platforms, 29 essential digital initiatives for key sectors, and a number of national digital assets that may be invested to support government digital transformation. This corresponds to the commitment of Saudi Arabia’s Vision 2030 to develop the digital infrastructure, activate economic sectors, support industries and private

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sector entities, and advocate for the development of public-private business models.

To achieve work sustainability and maximize impact, the program has employed a number of enablers that help increase the level of professionalism and ensure smoother workflow. These include the following:

» Transparency. To enhance the level of transparency as per Saudi Arabia’s Vision 2030, ensure follow-up on the progress of initiatives, and quickly identify gaps, a unified performance-measurement dashboard was developed, encompassing all the goals, indicators, and targets of each entity. The dashboard also measures the progress made toward initiative implementation in a way that serves to increase transparency and accountability, reinforces the responsibility of achievement among relevant bodies entrusted with implementation, and improves the efficiency and speed of the decision-making process.

» Institutionalization. In order to build a system capable of achievement, the Council of Economic and Development Affairs has developed a complete governance model for the government to action “Saudi Arabia’s Vision 2030” in accordance with best practices. To this end, support units —such as the Delivery Unit and the National Center for Performance Measurement— are established for planning, implementing, monitoring, and evaluating government performance. Furthermore, the National Transformation Program will fortify this model by supporting the establishment of new institutions, such as transformation offices—tasked with monitoring the implementation of the program’s initiatives—within the participating entities in a way that allows the institutionalization of work and harmonization of initiatives and promotes regular reporting to the Council of Economic and Development Affairs.

» Specialized Support. The National Transformation Program creation process sought to enhance the quality of the initiatives delivered by government agencies by increasing collaboration among them. It harmonized common objective initiatives and enhanced coordination while transferring knowledge through specialized support units. The units, focused on reviewing and evaluating initiatives and examining the economic feasibility of each, coordinated with experts and concerned parties.

Operating Model of the National Transformation Program

The Council of Economic and Development Affairs and the 24 participating government entities worked hand in hand to prepare and launch the National Transformation Program. Other government bodies, such as the Ministries of Interior and Foreign Affairs, were invited to take part in planning the initiatives, coordinating efforts, and producing high-quality and realistic outcomes.

Identifying the Challenges and Establishing 2020 Interim Targets

Auditing, Continually Improving,

Launching New Initiatives, & Adding New Participating

Entities

Developing Detailed

Implementation Plans for the Initiatives

Promoting Transparency

in the Publication of Targets and Outcomes

Developing Initiatives

Designed to Reach the Strategic Objectives

Operating Model of the National Transformation Program

Phase One. Identifying the Challenges Faced by Each Government Entity in Fulfilling the Vision and Establishing 2020 Interim Targets

The objectives of the National Transformation Program were determined after participating government entities had identified the biggest obstacles and challenges to achieving the goals of Saudi Arabia’s Vision 2030. Target dates for addressing these challenges were set from 2016 through 2020—the program’s duration. Those targets represent reference points for a well-grounded planning process. Through the combined efforts of the National Center for Performance Measurement, the General Authority for Statistics, and other concerned parties, these targets were identified by comparing the current situation with regional and international benchmarks.

Phase Two. Developing Initiatives Designed to Reach the Strategic Objectives

In this phase, the participating entities develop their annual initiatives. These are crucial to the achievement of the phase-one goals and targets. Global best practices, experience,

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and feasibility studies were used to support the development of the initiatives to be launched in 2016. The initiatives were the subjects of intense discussion involving local and international experts and private-sector representatives. Furthermore, the participating entities developed new funding methods aimed at improving the efficiency and effectiveness of government spending and promoting the participation of the private sector. More important, this phase emphasized the oversight of the initiatives by specialized support units that represent common national goals not associated with any specific entity. The goal is to enhance collaboration among the entities, restructuring the initiatives to maximize their impact.

Phase Three. Developing Detailed Implementation Plans for the Initiatives

The implementation plans for each initiative of the National Transformation Program are critically important because of their potential impact on the efficiency of government spending. Each implementation plan includes a detailed breakdown and schedule of the implementation phases and steps, describes responsibilities, identifies the degree of dependency on and relationship to other initiatives, and lists the required legislative, financial, and human resources.

Phase Four. Promoting Transparency in the Publication of Targets and Outcomes

Transparency is crucial to the success of the National Transformation Program. The program will publish the targets and results of government entities such that they and other sectors and relevant entities can follow up and review performance. This phase will be accomplished through a public performance indicator dashboard that will be continually updated and subject to intense analysis.

Phase Five: Auditing, Continually Improving, Launching New Initiatives, and Adding New Participating Entities

Periodic audits, ongoing monitoring, and follow-up ensure the continuous improvement and progress toward initiatives’ targets and the strategic objectives of the National Transformation Program. Audits are conducted on two levels. The first comprises an audit of the progress to targets related to each entity’s strategic objectives and an assessment of how effectively the entity has dealt with national challenges. The second audit tracks the progress of initiatives relative to the scheduled plans and, if necessary, can trigger early corrective action to prevent obstacles from interfering with the achievement of the desired targets.

This phase represents a significant part of the feedback, which helps the program’s participating entities identify gaps and take corrective action. By coordinating with the Strategic Management Office, entities can continually redefine their goals and targets, launch new initiatives every year, and engage with additional government bodies. In this way, it will be possible to attain the desired goals of the National Transformation Program 2020 in accordance with the previous annual phases of the program’s operating model.

National Transformation Program’s Participating Entities

The first phase of the National Transformation Program was launched across 24 government bodies, including the ministries represented in the Council of Economic and Development Affairs and a number of public entities associated mainly with the strategic objectives of Saudi Arabia’s Vision 2030. Other entities were also invited because the ministries deemed their presence important for achieving strategic objectives of the Vision. The program is carried out in phases, so other entities will be added as the Vision and the decisions of the Council of Economic and Development Affairs require.

Participant Number of strategic objectives

Number of indicators

Number of targets

Ministry of Justice 7 21 19

Ministry of Finance 6 12 12

Ministry of Economy and Planning 6 13 7

Ministry of Health 16 17 16

Ministry of Communications and Information Technology 10 17 17

Ministry of Commerce and Investment 7 10 9

Ministry of Municipal and Rural Affairs 7 25 24

Ministry of Civil Service 5 11 11

Ministry of Culture and Information 4 10 9

Ministry of Environment, Water, and Agriculture 16 35 35

Ministry of Energy, Industry, and Mineral Resources 15 24 24

Ministry of Labor and Social Development 13 37 37

Ministry of Housing 3 11 11

Ministry of Education 8 20 19

Ministry of Transportation 9 15 15

Ministry of Haj and Umrah 5 15 10

Saudi Commission for Tourism and National Heritage 4 16 16

Sports Authority 4 7 5

Royal Commission for Jubail and Yanbu 9 12 10

King Abdulaziz City for Science and Technology 7 12 12

King Abdullah City for Atomic and Renewable Energy 4 8 8

Institute of Public Administration 2 4 4

Saudi Arabian General Investment Authority 5 12 11

Saudi Food and Drug Authority 6 7 5

Total 178 371 346

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Governance Model of the National Transformation Program

The program’s governance model was designed within the governance framework dopted for achieving Saudi Arabia’s Vision 2030. It reflects the Vision’s implementation governance model, for coordinating efforts among participating entities, increasing efficiency, and continually improving and enhancing the standards of monitoring and performance.

The model employs global best practices in strategy implementation. These include launching performance measurement indicator dashboards and implementing the project portfolio management methodology, as well as the deployment of rapid intervention measures of government bodies should initiatives stall. The governance model also enables execution bodies to create transformation offices within their entities to implement initiatives and monitor progress.

Costs and Revenues of the National Transformation Program

The Council of Economic and Development Affairs, in its determination to strengthen the expected impact of the initiatives and government programs, employs a specific mechanism for adopting the initiative implementation costs of the program’s participating entities. The Council connects the costs to national priorities and examines the expected economic and financial outcomes. The estimated liquidity provisions to be spent on the initiatives within fiscal year 2016 reflect the economic opportunities that that could result from restructuring a number of sectors that helped reduce the cost of initiatives. Furthermore, the mechanism for the publication of initiative figures reinforces transparency, an approach the Council seeks to cement in budgets and financial appropriations.

The operating model of the National Transformation Program employed innovative methods to conduct the initiatives’ economic-feasibility studies. The program estimated the initiatives’ costs using mechanisms that maximize the participation of the private sector and increase the efficiency of government spending. As a result, costs borne by the government will be reduced, and the program’s expected financial, economic, and development returns will be maximized. The program, will apply this mechanism annually in its examination of the economic benefits of new initiatives before the Financial Committee adopts new costs for 2017 through 2020. That committee identifies specific standards for measuring the adequacy of the initiatives’ financial plans and the suitability of the annual liquidity necessary for the initiatives, maximizing the benefits derived from the initiatives’ allocations and investing them according to the financial and economic situation.

Accordingly, 543 initiatives were approved for the year 2016, with a total cost for the government over the next five years of 296 Billion SR (as shown in appendix 1).

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Chapter 2 Strategic Goals and Targets

KPI Definitions

Strategic objective: is a desired state or goal which the entity aspire to achieve to realize “Saudi Arabia’s Vision 2030”.

Example: Economic Diversification.

Key Performance Indicator (KPI): is a numerical value which measures the extent to which the entity has succeeded in achieving its strategic objective.

Example: Per Capita Income.

Key Performance Target (KPT): is the desired value of the key performance indicator which the entity aims to achieve.

Benchmark: is the Key Performance Target other leading countries achieved.

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Ministry of Justice

Strategic Objective 1 Improve judicial services and institutional excellence

Relevant Vision 2030 Objectives

Enhance interaction between public authorities and citizens Improve performance, productivity and flexibility of public authorities Create an attractive environment for both local and international investors and enhance their confidence in our economy

Key Performance Indicator Baseline Target 2020

Unit Regional

Benchmark Global Benchmark

Percentage of legal cases not covered by the Alimony Fund

100 0 (%) Percentage Not Applicable Not Applicable

Average duration to close non- commercial cases

Calculation in progress

Under Study

Day Not Applicable Not Applicable

Average number of court sessions to close a case

Calculation in progress

5 Court sessions 5.3 7.2

Average transaction processing time Calculation in

progress 15 Minute Under Study Under Study

Percentage of closed cases Calculation in

progress 85 (%) Percentage 85 91

Percentage of customers satisfied with comprehensive service centers

Calculation in progress

95 (%) Percentage Not Applicable Not Applicable

Strategic Objective 2 Limiting the flow of lawsuits to the courts

Relevant Vision 2030 Objectives Enhance interaction between public authorities and citizens Improve performance, productivity and flexibility of public authorities

Key Performance Indicator Baseline Target 2020 Unit Regional Benchmark Global Benchmark

Average number of incoming cases per judge in main courts

455 299 Case 160 277

Percentage of cases transferred to reconcillation offices

14 40 (%) Percentage 98 Not Applicable

Percentage of disputes resolved at the reconcillation offices

49 65 (%) Percentage 12 69

Strategic Objective 3 Improve judicial ranking locally and internationally

Relevant Vision 2030 Objectives

Establish a moderation and values of tolerance, professionality, discipline, justice and transparency Create an attractive environment for both local and international investors and enhance their confidence in our economy

Key Performance Indicator Baseline Target 2020

Unit Regional

Benchmark Global Benchmark

KSA Contract Enforcement Indicator – World Bank

85 50 Order 18 1

Average resolution time for commercial cases 575 395 day 495 395

Number of agreements between the Ministry and international organisations

0 10 number 20 Not applicable

Strategic Objective 4 Develop and expand judicial assets

Relevant Vision 2030 Objectives Enhance interaction between public authorities and citizens Expand privatization of governmental services Achieve the highest levels of transparency and good governance in all sectors

Key Performance Indicator Baseline Target 2020 Unit Regional

Benchmark Global Benchmark

Percentage of facilities operated by the private sector for the

Ministry of Justice 0 10 (%) Percentage Not Applicable Not Applicable

Percentage of ministry services delivered electronically

Calculation in Progress

80 (%) Percentage Not Applicable Not Applicable

Strategic Objective 5 Improve notarization service performance

Relevant Vision 2030 Objectives Expand privatization of governmental services

Key Performance Indicator Baseline Target 2020 Unit Regional

Benchmark Global

Benchmark

Number of service transactions by mobile notaries

0 542,554 Number Not Applicable Not Applicable

Percentage of notarization transactions delivered by the private sector

0 50 (%) Percentage Not Applicable 90

Strategic Objective 6 Strengthen real-estate security

Relevant Vision 2030 Objectives Create an attractive environment for both local and international investors and enhance their confidence in our economy Enable citizens to obtain a suitable residence

Key Performance Indicator Baseline Target 2020 Unit Regional

Benchmark Global Benchmark

Kingdom’s ranking in Property Ownership Registeration Indicator –

World bank 31 In the top 10 Rank 10 1

Percentage of deeds archived electronically

0 100 (%) Percentage Not Applicable Not Applicable

Strategic Objective 7 Reduce execution time

Relevant Vision 2030 Objectives

Expand privatization of governmental services Expand the impact of the non-profit sector Improve performance, productivity and flexibility of public authorities Create an attractive environment for both local and international investors and enhance their confidence in our economy

Key Performance Indicator Baseline Target 2020 Unit Regional

Benchmark Global Benchmark

International Average execution time – World Bank

180 140 day 144 26

Percentage of seeing and visit cases transferred to the Police

100 0 (%) Percentage Not Applicable Not Applicable

Percentage of execution cases that depended on services from the

private sector 0 75

(%) Percentage Not Applicable Not Applicable

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Ministry of Finance

Strategic Objective (1) Strengthen public financial governance

Relevant Vision 2030 Objectives Achieve the highest levels of transparency and good governance in all sectors Achieve budgetary balance Improve performance, productivity and flexibility of public authorities

Key Performance Indicators Baseline 2020 Target Unit Regional

Benchmark International Benchmark

Rank in open budget index 0 25 Score from 100 44 88

Percentage of entities applying the GFS (Government Finance Statistics)

system 30 80 Percentage (%) 100 100

Strategic Objective (2) Increase non-oil revenues

Relevant Vision 2030 Objectives Achieve budgetary balance

Key Performance Indicators Baseline 2020 Target Unit Regional

Benchmark International Benchmark

Total non-oil revenues 163.5 530 SAR Bn 10.9 691.02

Strategic Objective (3) Raise the efficiency of spending on salaries and wages

Relevant Vision 2030 Objectives Achieve budgetary balance Improve performance, productivity and flexibility of public authorities

Key Performance Indicators Baseline 2020 Target Unit Regional

Benchmark International Benchmark

Budgeted salaries and wages as total value of the budget

480 456 SAR Bn Not applicable Not applicable

Salaries and wages as a percentage of the budget

45 40 Percentage (%) 30 12

Strategic Objective (4) Improve the efficiency of spending on government programs and projects

Relevant Vision 2030 Objectives Achieve the highest levels of transparency and good governance in all sectors Achieve budgetary balance

Key Performance Indicators Baseline 2020 Target Unit Regional

Benchmark International Benchmark

Percentage of approved projects according to criteria and timeline

0 40 (%) Percentage 30 78

Percentage of small and medium enterprises from total suppliers

10 25 (%) Percentage 25 43

Percentage variation in project operational expenditure

35 10 (%) Percentage 15-39 12-8

Percentage variation in project capital expenditure

35 10 (%) Percentage 11 5

Strategic Objective (5) Achieve sustainability of public debt

Relevant Vision 2030 Objectives Achieve budgetary balance

Key Performance Indicators Baseline 2020 Target Unit Regional

Benchmark International Benchmark

KSA credit rating A1 Aa2 Rating Aa2 Aaa

Government debt as percentage of gross domestic product (%)

7.7 30 (%) Percentage 35 54

Strategic Objective (6) Safeguard State Assets (real estate and personal property)

Relevant Vision 2030 Objectives Achieve budgetary balance Create an attractive environment for both local and international investors and enhance their confidence in our economy

Key Performance Indicators Baseline 2020 Target Unit Regional

Benchmark International Benchmark

Total recorded non-oil assets 3 5 SAR Trillion Not Applicable Not Applicable

Chapter 2: Strategic Goals and TargetsThe National Transformation Program

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Ministry of Economy & Planning

Strategic Objective (1) Privatize some government services and assets

Relevant Vision 2030 Objectives Expand privatization of governmental services Achieve budgetary balance

Key Performance Indicators Baseline 2020 Target Unit Regional

Benchmark International Benchmark

Total revenue resulting from privatization projects

Calculation In Progress

Under Study Under Study Not Applicable Not Applicable

Strategic Objective (2) Diversify GDP

Relevant Vision 2030 Objectives

Establish a unique logistic platform across three continents Establish specific zones with competitive advantages to enhance investments Develop tourism and entertainment sector Saudize renewable energy sectors Saudize industrial equipment sectors Develop IT sector Develop mining sector Develop Oil & Gas sector

Key Performance Indicators Baseline 2020 Target Unit Regional

Benchmark International Benchmark

Total non-oil GDP 1,422 Under Study SAR Bn 1,028.87 5,651.56

Non-oil GDP as a percentage of GDP 58 Under Study Percentage (%) 69 84

Herfindahl Hirschman index 0.14 Under Study Number 0.042 0.118

Strategic Objective (3) Improve planning and implementation efficiency

Relevant Vision 2030 Objectives Achieve the highest levels of transparency and good governance in all sectors Improve performance, productivity and flexibility of public authorities

Key Performance Indicators Baseline 2020 Target Unit Regional

Benchmark International Benchmark

Percentage of non-performing projects

30 10 Percentage (%) Under Study Under Study

Percentage of delayed projects 70 40 Percentage (%) Under Study Under Study

Percentage of completed projects as per plan

Calculation In Progress

50 Percentage (%) Under Study Under Study

Percentage of public entities that achieved a high maturity level

in performance measurement & management

10 100 Percentage (%) Not Applicable Not Applicable

Strategic Objective (4) Increase the efficiency of government subsidy programs

Relevant Vision 2030 Objectives Enhance competitiveness of energy sector Achieve budgetary balance Develop the welfare system to be more efficient, fair and empowered

Key Performance Indicators Baseline 2020 Target Unit Regional

Benchmark International Benchmark

Value of water and electricity subsidy decrease

0 200 SAR Bn

Decreasing diesel subsidy

saved one billion SAR annually

Efficiency in production increased

when applying specific natural gas prices every 6 months to

match market price

Percentage decrease in non-oil subsidy

0 20 Percentage (%) Under Study Under Study

Strategic Objective (5) Grow the private sector

Relevant Vision 2030 Objectives Create an attractive environment for both local and international investors and enhance their confidence in our economy Support national companies

Key Performance Indicators Baseline 2020 Target Unit Regional

Benchmark International Benchmark

Percentage of private sector contribution to GDP

40.5 Under Study Percentage 20

36.4 27

Value of private sector contribution to GDP

993.3 Under Study SAR Bn 122.6 14,133.75

Strategic Objective (6) Activate the environmental dimension as a pillar of sustainable development

Relevant Vision 2030 Objectives Safeguard the environment and natural resources

Key Performance Indicators Baseline 2020 Target Unit Regional

Benchmark International Benchmark

Ranking of KSA in the environment performance indicator (EDGI)

95 50 International

Ranking 92 63

86 32

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Ministry of Health

Strategic Objective (1) Increase private sector share of spending through alternative financing methods and service provision

Relevant Vision 2030 Objectives

Improve the quality of healthcare services (preventive or therapeutic ) Expand privatization of governmental services Create an attractive environment for both local and international investors and enhance their confidence in our economy

Key Performance Indicators Baseline 2020 Target Unit Regional

Benchmark International Benchmark

Percentage of Private sector contribution in total healthcare spend

25 35 Percentage (%) 37 60

Strategic Objective (2) Increase the efficient utilization of available resources

Relevant Vision 2030 Objectives Improve the quality of healthcare services (preventive or therapeutic ) Achieve the highest levels of transparency and good governance in all sectors Achieve budgetary balance

Key Performance Indicators Baseline 2020 Target Unit Regional

Benchmark International Benchmark

Opex for every new inpatient admission 33,000 33,000 SAR 39,000 Not Applicable

Strategic Objective (3) Improve the efficiency and effectiveness of the healthcare sector through the use of information technology and digital transformation

Relevant Vision 2030 Objectives Improve the quality of healthcare services (preventive or therapeutic ) Achieve the highest levels of transparency and good governance in all sectors Improve performance, productivity and flexibility of public authorities

Key Performance Indicators Baseline 2020 Target Unit Regional

Benchmark International Benchmark

Percentage of Saudi citizens who have a unified digital medical record

0 70 Percentage (%) Not Applicable 100

Strategic Objective (4) Increase training and development both locally and internationally

Relevant Vision 2030 Objectives Improve the quality of healthcare services (preventive or therapeutic ) Provide citizens with knowledge and skills to meet the future needs of the labor market

Key Performance Indicators Baseline 2020 Target Unit Regional

Benchmark International Benchmark

Number of resident Saudi physicians who are enrolled in training programs

2,200 4,000 Number Not Applicable Not Applicable

Strategic Objective (5) Increase the attractiveness of nursing and medical support staff as a preferred career path

Relevant Vision 2030 Objectives Improve the quality of healthcare services (preventive or therapeutic ) Provide citizens with knowledge and skills to meet the future needs of the labor market

Key Performance Indicators Baseline 2020 Target Unit Regional

Benchmark International Benchmark

Number of qualified Saudis in the field of nursing and support staff for

every 100,000 people 70.2 150 For every 100,000 460 1,106

Strategic Objective (6) Improve healthcare provision before hospitalization and in the main hospitals (ER & ICU)

Relevant Vision 2030 Objectives Improve the quality of healthcare services (preventive or therapeutic )

Key Performance Indicators Baseline 2020 Target Unit Regional

Benchmark International Benchmark

Percentage of patients who received emergency or urgent care with

medical decision made (admission/ transfer/discharge) in less than

4 hours in key hospitals

40 75 Percentage (%) Under Study 95

Strategic Objective (7) Improve integration and continuity in service provision by developing the primary care

Relevant Vision 2030 Objectives Improve the quality of healthcare services (preventive or therapeutic )

Key Performance Indicators Baseline 2020 Target Unit Regional

Benchmark International Benchmark

Number of primary healthcare visits per capita

2 4 Number 3.4 7

Strategic Objective (8) Improve the infrastructure, facility management, and safety standards in healthcare facilities

Relevant Vision 2030 Objectives Enhance the livability of Saudi cities Improve the quality of healthcare services (preventive or therapeutic )

Key Performance Indicators Baseline 2020 Target Unit Regional

Benchmark International Benchmark

Number of licensed medical facilities ( affiliated with the Ministry of Health

and private) 40 100 Percentage (%) 100 100

Strategic Objective (9) Attain acceptable waiting times across all stages of service delivery

Relevant Vision 2030 Objectives Improve the quality of healthcare services (preventive or therapeutic )

Key Performance Indicators Baseline 2020 Target Unit Regional

Benchmark International Benchmark

% of appointments received in specialized medical disciplines within 4 weeks (average for all specialties in

key hospitals)

<40 70 Percentage (%) Under Study 83

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Strategic Objective (10) Improve governance in the health system in order to enhance accountability with regards to quality issues and patient safety

Relevant Vision 2030 Objectives Improve the quality of healthcare services (preventive or therapeutic ) Achieve the highest levels of transparency and good governance in all sectors Improve performance, productivity and flexibility of public authorities

Key Performance Indicators Baseline 2020 Target Unit Regional

Benchmark International Benchmark

% of Healthcare facilities reporting comprehensive performance and quality

measures 10 100 Percentage (%) Not applicable 100

Strategic Objective (11) Adopt a national plan for emergency response to public health threats per international standards

Relevant Vision 2030 Objectives Improve the quality of healthcare services (preventive or therapeutic )

Key Performance Indicators Baseline 2020 Target Unit Regional

Benchmark International Benchmark

WHO emergency preparedness assessment score – average score for Riyadh, Jeddah and Eastern Province

Calculation In Progress

4-5 Score Under Study Under Study

Strategic Objective (12) Identify additional sources of revenues

Relevant Vision 2030 Objectives Expand privatization of governmental services Achieve budgetary balance

Key Performance Indicators Baseline 2020 Target Unit Regional

Benchmark International Benchmark

Total revenue generated from private sector for utilizing government health

resources 0.3 4 SAR Bn Not Applicable Not Applicable

Strategic Objective (13) Improve public health services with focus on obesity and smoking

Relevant Vision 2030 Objectives Improve the quality of healthcare services (preventive or therapeutic )

Key Performance Indicators Baseline 2020 Target Unit Regional

Benchmark International Benchmark

Increase in percentage of smoking incidence

Calculation In Progress

Reduce by2% from baseline

Percentage (%) 12.5* 10.5*

Increase in percentage of obesity incidence

Calculation In Progress

Reduce by 1% from baseline

Percentage (%) 19.4* 5*

Strategic Objective (14) Improve the quality of life and healthcare service provided to patients outside hospitals

Relevant Vision 2030 Objectives Improve the quality of healthcare services (preventive or therapeutic ) Boost family role and responsibility

Key Performance Indicators Baseline 2020 Target Unit Regional

Benchmark International Benchmark

The percentage of patients who get health care after critical care and long-

term hospitalization within 4 weeks 25 50 Percentage (%) Not Applicable 65

Strategic Objective (15) Improve quality and safety principles as well as skills of service providers

Relevant Vision 2030 Objectives Improve the quality of healthcare services (preventive or therapeutic )

Key Performance Indicators Baseline 2020

Target Unit

Regional Benchmark

International Benchmark

Percentage of hospitals that meet the US median for patient safety culture

10 50 Percentage (%) Not Applicable 50

Chapter 2: Strategic Goals and TargetsThe National Transformation Program

30 31

Ministry of Communications and Information Technology

Strategic Objectives 1 Rehabilitation of specialized Saudi human capital and employment of this capital to reduce the gap between supply and demand in the ICT sector

Relevant Vision 2030 Objectives Provide citizens with knowledge and skills to meet the future needs of the labor market Develop IT sector

Key Performance Indicator Baseline Target 2020 Unit Regional Benchmark Global Benchmark

Number of Saudi cadres rehabilitated and employed in the ICT sector (cumulative)

0 20,000 Number 250,000 Under Study

Strategic Objectives 2 Accelerate the restructuring and regulation of the postal sector

Relevant Vision 2030 Objectives Expand privatization of governmental services Improve performance, productivity and flexibility of public authorities

Key Performance Indicator Baseline Target 2020 Unit Regional

Benchmark Global Benchmark

Percentage achievement of the postal sector regulatory framework activation

(the mail system, regulator for the postal sector)

50 100 Percentage (%) 100 100

Total size of the CEP market in KSA 2 3.78 SAR Bn Under Study Under Study

Strategic Objectives 3 Develop and activate smart government transactions based on a common infrastructure

Relevant Vision 2030 Objectives Achieve the highest levels of transparency and good governance in all sectors Enhance interaction between public authorities and citizens

Key Performance Indicator Baseline Target 2020 Unit Regional

Benchmark Global Benchmark

Maturity level of the government services transformation to e-services

44 85 Percentage (%) Not Applicable Not Applicable

E-government Transformation Measurement (Qyas)

50 80 Percentage (%) Not Applicable Not Applicable

KSA’s rank in the United Nations index for the development of e-government

36 25 Global ranking 18 11

Strategic Objectives 4 Provide critical resources, especially frequency spectrum for telecommunications and Information Technology services

Relevant Vision 2030 Objectives Develop IT sector

Key Performance Indicator Baseline Target 2020 Unit Regional Benchmark Global

Benchmark

Percentage of frequency spectrum available for telecommunication services out of the total allocated

telecommunication services

42 80 Percentage (%) Not Applicable >90

Strategic Objectives 5 Provide broadband services to all KSA regions by stimulating investment in infrastructure and developing tools, technical and regulatory frameworks

Relevant Vision 2030 Objectives

Enhance the livability of Saudi cities Develop IT sector Achieve the highest levels of transparency and good governance in all sectors Boost Small and Medium enterprises

Key Performance Indicator Baseline Target 2020 Unit Regional Benchmark Global Benchmark

Percentage of FTTH coverage in densely populated urban areas

44 80 Percentage (%) >95 >90

Percentage of FTTH coverage in urban areas

12 55 Percentage (%) >90 >80

Percentage of wireless broadband networks’ coverage (more than 10 Mbps)

in remote areas 12 70 Percentage (%) Not Applicable 74

Strategic Objectives 6 Support e-commerce

Relevant Vision 2030 Objectives

Develop IT sector Create an attractive environment for both local and international investors and enhance their confidence in our economy Boost Small and Medium enterprises Boost Productive Families Boost entrepreneurship Empower women and materialize their potentials

Key Performance Indicator Baseline Target 2020 Unit Regional

Benchmark Global Benchmark

KSA’s ranking in the UNCTAD B2C E-commerce Index

63 35 Global ranking 20 17

KSA’s ranking in the UNCTAD B2B E-commerce Index

34 25 Global ranking 14 17

Strategic Objectives 7 Bridge the digital gap in the skills of ICT users

Relevant Vision 2030 Objectives Provide citizens with knowledge and skills to meet the future needs of the labor market

Key Performance Indicator Baseline Target 2020 Unit Regional Benchmark Global

Benchmark

Percentage of internet users in KSA 63.7 85 Percentage (%) 90.4 87.9

Strategic Objectives 8 Increase the IT industry’s contribution in the non-oil GDP

Relevant Vision 2030 Objectives

Develop IT sector Provide citizens with knowledge and skills to meet the future needs of the labor market Boost Small and Medium enterprises Create an attractive environment for both local and international investors and enhance their confidence in our economy

Key Performance Indicator Baseline Target 2020

Unit Regional

Benchmark Global

Benchmark

Percentage of the IT industry’s contribution in the non-oil GDP

1.12 2.24 Percentage (%) 4 15

Chapter 2: Strategic Goals and TargetsThe National Transformation Program

32 33

Strategic Objectives 9 Reduce the percentage of revenue leakage to the IT industry abroad

Relevant Vision 2030 Objectives Develop IT sector Boost Small and Medium enterprises Support national companies

Key Performance Indicator Baseline Target 2020 Unit Regional Benchmark Global Benchmark

Percentage of retained value for the information technology industry

20 40 Percentage (%) >50 >80

Strategic Objectives 10 Complete the transformation of the Saudi Postal Corporation towards a commercially viable company

Relevant Vision 2030 Objectives Expand privatization of governmental services

Key Performance Indicator Baseline Target 2020 Unit Regional

Benchmark Global Benchmark

Total revenues of Saudi postal services 1.02 2.75 SAR Bn 3.5 4.3

Value of Government subsidy provided to the Saudi Postal Corporation

2 0 SAR Bn 0 0

Chapter 2: Strategic Goals and TargetsThe National Transformation Program

34 35

Ministry of Commerce and Investment

Strategic Objective (1) Guarantee fair trade between the consumer and the seller

Relevant Vision 2030 Objectives

Establish a moderation and values of tolerance, professionality, discipline, justice and transparency Achieve the highest levels of transparency and good governance in all sectors Enhance interaction between public authorities and citizens

Key Performance Indicators Baseline 2020 Target Unit Regional

Benchmark International Benchmark

Consumer Confidence Index 106 115 Point Under study Under study

Strategic Objective (2) Build Consumer Confidence in products sold in the market

Relevant Vision 2030 Objectives Achieve the highest levels of transparency and good governance in all sectors interaction between public authorities and citizens

Key Performance Indicators Baseline 2020 Target Unit Regional

Benchmark International Benchmark

Percentage of products that are specifications Compliant

62 80 Percentage (%) Under study Under study

Strategic Objective (3) Increase the Culture of Entrepreneurship

Relevant Vision 2030 Objectives Boost entrepreneurship Develop youth skills and leverage them effectively

Key Performance Indicators Baseline 2020 Target Unit Regional

Benchmark International Benchmark

Number of established entities (limited liability companies)

50,000 104,000 عدد Under study 347,015

Strategic Objective (4) Increase the contribution of Small and Medium Enterprises to the gross domestic product

Relevant Vision 2030 Objectives Boost Small and Medium enterprises Boost Productive Families Boost entrepreneurship

Key Performance Indicators Baseline 2020 Target Unit Regional

Benchmark International Benchmark

Rate of continuity and existence of new projects (3 years)

Calculation in process

Under study percentage Under study 82.5

Percentage of contribution of Small and Medium Enterprises to the non-

oil gross domestic product 33 35 percentage 60 Not Applicable

Percentage of contribution of Small and Medium Enterprises to the non-

oil gross domestic product 20 21 percentage 36 51

Strategic Objective (5) Increase in the creation of job opportunties in small and medium enterprises

Relevant Vision 2030 Objectives Provide citizens with knowledge and skills to meet the future needs of the labor market Boost Small and Medium enterprises

Key Performance Indicators Baseline 2020 Target Unit Regional

Benchmark International Benchmark

Percentage of employees in the Small and Medium Enerprises versus total employees in the public and private

sectors

51 53 Percentage 42 48

Strategic Objective (6) Strengthen and increase the awareness of the consumer relating to rights and products

Relevant Vision 2030 Objectives Achieve the highest levels of transparency and good governance in all sectors Enhance interaction between public authorities and citizens

Key Performance Indicators Baseline 2020 Target Unit Regional

Benchmark International Benchmark

Consumer satisfaction level 65 85 (%)

Percentage Under study Under study

Strategic Objective (7) Increase the competitiveness of locally produced products and services

Relevant Vision 2030 Objectives Create an attractive environment for both local and international investors and enhance their confidence in our economy Support national companies

Key Performance Indicators Baseline 2020 Target Unit Regional

Benchmark International Benchmark

Value addition to the industrial and commercial sectors (profits +Wages)

Calculation in progress

335.84 SAR Bn Under study Under study

Percentage of value addition for the industrial and commercial sectors to

the non oil imports

Calculation in progress

53 (%)Percentage Under study Under study

Chapter 2: Strategic Goals and TargetsThe National Transformation Program

36 37

Ministry of Municipal and Rural Affairs

Strategic Objective (1) Continuously enhance quality of life by providing cities with public facilities and infrastructure of high quality and efficiency

Relevant Vision 2030 Objectives Enhance the livability of Saudi cities Safeguard the environment and natural resources

Key Performance Indicators Baseline 2020 Target Unit Regional

Benchmark International Benchmark

Deficiency rate in the average length of roads per capita in cities compared

with the overall average length of roads per capita in the kingdom

0,69 0,42 Meter/capita Under study Under study

Per capita open space and public places

3,5 4,43 Square Meter/

capita Under study Under study

Percent of population served by rainwater drainage and prevention of

the dangers of flooding networks 25 35 Percentage (%) Under study Under study

Percent of cities’ urban plan projects approved

Calculation in Progress

85 Percentage (%) Under study Under study

Strategic Objective (2) Sustainable and balanced urban development and improvement of the level of quality of life in cities and regions of the Kingdom

Relevant Vision 2030 Objectives Enhance the livability of Saudi cities

Key Performance Indicators Baseline 2020 Target Unit Regional

Benchmark International Benchmark

Satisfaction level of population, private sector, and governmental

agencies in their participation in the planning process

Calculation in Progress

60 Percentage (%) Not Applicable Not Applicable

Percent improvement in the population growth rate in small- and medium-sized cities compared to the population growth rate in major cities

Calculation in Progress

25 Percentage (%) Under study Under study

Improvement rate in the cities prosperity index

Calculation in Progress

18 Percentage (%) Under study 57,3

Strategic Objective (3) Achieve increasing levels of financial self-sufficiency and high-quality sustainable institutional performance

Relevant Vision 2030 Objectives Achieve budgetary balance Improve performance, productivity and flexibility of public authorities Achieve the highest levels of transparency and good governance in all sectors

Key Performance Indicators Baseline 2020 Target Unit Regional

Benchmark International Benchmark

Percent of budget financed by internal revenue

11 40 Percentage 80 Not Applicable

Percent Uncollected Municipal revenue

20 8 Percentage 5 22

The Ministry “Integrity” Index Calculation in

Progress Under study Number Not Applicable Not Applicable

Percent of Ministry’s KPTs achieved 69 85 Percentage Not Applicable 75

Strategic Objective (4) Improve land management system, protect government land, and provide accurate spatial information

Relevant Vision 2030 Objectives Establish a moderation and values of tolerance, professionality, discipline, justice and transparency Achieve the highest levels of transparency and good governance in all sectors

Key Performance Indicators Baseline 2020 Target Unit Regional

Benchmark International Benchmark

Percent of populated territories that have scanned and updated spatial

maps 62 100 Percentage (%) 100 Not Applicable

Percent completion of official real estate registration (cadastral)

0,5 50 Percentage (%) Not Applicable 24

Percent decrease in land disputes -3 50 Percentage (%) Not Applicable Not Applicable

Strategic Objective (5) Providing fast, high-quality services

Relevant Vision 2030 Objectives

Enhance the livability of Saudi cities Safeguard the environment and natural resources Achieve the highest levels of transparency and good governance in all sectors Improve performance, productivity and flexibility of public authorities

Key Performance Indicators Baseline 2020 Target Unit Regional

Benchmark International Benchmark

Satisfaction Index (for individuals and businesses) with municipal services

Calculation in Progress

75 Percentage (%) 89 61

Percent of high priority services delivered within their set times

66 90 Percentage (%) 100 90

Percent of public health complaints resolved within 72 hours

80 100 Percentage (%) Under study 97

Chapter 2: Strategic Goals and TargetsThe National Transformation Program

38 39

Strategic Objective (6) Improve efficiency of projects and programs execution

Relevant Vision 2030 Objectives Achieve budgetary balance Achieve the highest levels of transparency and good governance in all sectors Improve performance, productivity and flexibility of public authorities

Key Performance Indicators Baseline 2020 Target Unit Regional

Benchmark International Benchmark

Percent projects completed on time 14 70 Percentage (%) 94 75

Percent projects that exceeded 6% of their budgets

44 3 Percentage (%) Under study 0

Percent projects that are delayed more than 20% beyond targeted completion

dates 66 20 Percentage (%) 6 Not Applicable

Strategic Objective (7) Provide a healthy local urban environment

Relevant Vision 2030 Objectives Enhance the livability of Saudi cities Safeguard the environment and natural resources

Key Performance Indicators Baseline 2020 Target Unit Regional

Benchmark International

Benchmark

Population satisfaction index for pest- free environment

40 90 Percentage (%) 90 Not Applicable

Population satisfaction index with food safety

30 70 Percentage (%) 90 Not Applicable

Population satisfaction index with cities’ cleanliness

40 70 Percentage (%) 81 75

Percent recycled and treated waste 15 40 Percentage (%) 92 100

Percent decrease in the public health incidences (food poisoning and

transmitted diseases) 69 20 Percentage (%) Under study Under study

Chapter 2: Strategic Goals and TargetsThe National Transformation Program

40 41

Civil service

Strategic Objective 1 Improve work culture in government sector

Relevant Vision 2030 Objectives Empower women and materialize their potentials Enhance interaction between public authorities and citizens Improve performance, productivity and flexibility of public authorities

Key Performance Indicator Baseline Target 2020

Unit Regional

Benchmark Global Benchmark

Percentage of females in Civil Service 39.8 42 Percentage (%) 36 52

Percentage of females occupying top positions (Grade 11 and above)

1.27 5 Percentage (%) 10 36

Percentage of preference to work in the civil service sector

Calculation In Progress

50 Percentage (%) 76 30

Percentage of awareness campaign messages which reached their target audience (students and job applicants

through Jadarah}

Calculation In Progress

80 Percentage (%) Not Applicable 86

Strategic Objective 2 Improve Ministry’s clients’ satisfaction and enhance employee engagement level

Relevant Vision 2030 Objectives Achieve the highest levels of transparency and good governance in all sectors Improve performance, productivity and flexibility of public authorities

Key Performance Indicator Baseline Target 2020

Unit Regional

Benchmark Global Benchmark

Satisfaction level of Human Resources departments at

government entities towards the Ministry’s services

Calculation In Progress

80 Percentage (%) Under Study Under Study

Civil servants’ level of satisfaction with the Ministry’s services

Calculation In Progress

60 Percentage (%) 56 77

Civil servants’ engagement level 68 80 Percentage (%) Under Study 62

Strategic Objective 3 Increase efficiency of salary and compensation expenditure

Relevant Vision 2030 Objectives Achieve budgetary balance Improve performance, productivity and flexibility of public authorities

Key Performance Indicator Baseline Target 2020

Unit Regional

Benchmark Global Benchmark

Percentage decrease in the payroll and benefits expenditure

Calculation In Progress

20 Percentage (%) Under Study 22

Percentage of workers reduction in the civil service sector

Calculation In Progress

20 Percentage (%) Under Study 18

Strategic Objective 4 Improve Human Capital Efficiency

Relevant Vision 2030 Objectives Provide citizens with knowledge and skills to meet the future needs of the labor market Improve performance, productivity and flexibility of public authorities

Key Performance Indicator Baseline Target 2020

Unit Regional

Benchmark Global Benchmark

Percentage of new jobs in Civil service

5 1 Percentage (%) Under Study -0.5

Number of leaders attracted from the private sector

Calculation In Progress

300 Leaders Under Study Under Study

Number of civil servants who received training

15 50 Percentage (%) Under Study 47

Percentage of civil servants with pre- defined performance objectives

Calculation In Progress

90 Percentage (%) 100 100

Average number of training days per civil servant per year

0.5 6 Day/Employee 6-7 3-5

10-15

Percentage of government entities that enforced normal curve

approach in employee performance assessment

Calculation In Progress

100 Percentage (%) 94 100

Strategic Objective 5 Improve strategic partnerships among government entities

Relevant Vision 2030 Objectives Achieve the highest levels of transparency and good governance in all sectors Create an attractive environment for both local and international investors and enhance their confidence in our economy

Key Performance Indicator Baseline Target 2020

Unit Regional

Benchmark Global Benchmark

Number of activated new Public Private Partnership Projects

0 5 Projects 32 83

250

Percentage of the Ministry services available online

10 95 Percentage

(%) Under Study 90

Chapter 2: Strategic Goals and TargetsThe National Transformation Program

42 43

Ministry of Culture and Information

Strategic Objective (1) Develop an environment that stimulates cultural activities

Relevant Vision 2030 Objectives

Establish a moderation and values of tolerance, professionality, discipline, justice and transparency Preserve the Saudi, Arab and Islamic cultural heritage and history Preserve the national identity, promote it and pass it to future generations Support and promote cultural activities

Key Performance Indicators Baseline 2020 Target Unit Regional

Benchmark International Benchmark

Number of activities and cultural events held in the Kingdom

190 400 Number of Activities Under study Under study

Number of local publications 5.9 7.5 Number (thousand

books) Under study Under study

Number of visitors to cultural events and activities

0.75 1.2 Million visitors Under study Under study

Strategic Objective (2) Increase awareness regarding the Government’s decisions and achievements

Relevant Vision 2030 Objectives Preserve the Saudi, Arab and Islamic cultural heritage and history Enhance interaction between public authorities and citizens

Key Performance Indicators Baseline 2020

Target Unit

Regional Benchmark

International Benchmark

Percent ability to disseminate the communication messages

regarding government decision and achievements

Calculation in Progress

55 Percentage (%) Not Applicable Not Applicable

Strategic Objective (3) Enhance the Kingdom Image locally and internationally

Relevant Vision 2030 Objectives Preserve the national identity, promote it and pass it to future generations

Key Performance Indicators Baseline 2020 Target Unit Regional

Benchmark International Benchmark

Percent improvement in the public perception of the Kingdom (locally

and internationally) 38 58 Percentage (%) Not Applicable Not Applicable

Percent awareness of the role that the Kingdom in serving the two

Holy Sites and with religious guests (visitors)

Calculation in progress

Under study Percentage (%) Not Applicable Not Applicable

Percent growth in positive media content regarding the Kingdom

3 10 Percentage (%) Not Applicable Not Applicable

Strategic Objective (4) Development of Media Industry and related industries and strengthen their competitiveness internationally

Relevant Vision 2030 Objectives Support and promote cultural activities Support and promote recreational activities Support national companies

Key Performance Indicators Baseline 2020 Target Unit Regional

Benchmark International Benchmark

Number of jobs created in the media and affiliated industries

10 16.1 Number

(thousand jobs) Under Study Under Study

The Gross Domestic Product of media and affiliated industries

5.2 6.64 SAR Bn Not Applicable Not Applicable

Percent revenue of media and affiliated industries as part of overall national

economy 17 42 Percentage (%) Not Applicable Not Applicable

Chapter 2: Strategic Goals and TargetsThe National Transformation Program

44 45

Ministry of Environment, Water and Agriculture

Strategic Objective #1 Contribute to ensuring sustainable food security for the Kingdom

Relevant Vision 2030 Objectives Achievement of vital resource security for the Kingdom

Key Performance Indicator Baseline Target 2020 Unit Regional

Benchmark Global Benchmark

Percentage of completion of the National Strategy for Food Security

0 100 Percentage (%) TBD TBD

Strategic Objective #2 Monitoring and controlling spread of cross-border veterinary diseases

Relevant Vision 2030 Objectives

Maintain security of vital resources of the KSA Safeguard the environment and natural resources

Key Performance Indicator Baseline Target 2020 Unit Regional Benchmark Global Benchmark

Number of veterinary diseases under control (top 21 diseases in the

Kingdom)

2 21 Desease 13 17

Percentage (%) of livestock and fish resources covered

by veterinary services 20 70 Percentage (%) TBD 100

Strategic Objective #3 Monitoring and controlling spread of cross-border agricultural pests

Relevant Vision 2030 Objectives Maintain security of vital resources of the KSA Safeguard the environment and natural resources

Key Performance Indicator Baseline Target 2020 Unit Regional

Benchmark Global

Benchmark

Percentage of palm trees infected with red palm weevil insect

10 1 Percentage (%) Not Applicable Not Applicable

Percentage of farms covered with pest prevention and control

25 50 Percentage (%) 41 Not Applicable

Strategic Objective #4 Optimize the use of renewable water resources for agricultural purposes

Relevant Vision 2030 Objectives Maintain security of vital resources of the KSA Safeguard the environment and natural resources

Key Performance Indicator Baseline Target 2020 Unit Regional

Benchmark Global Benchmark

Percentage of water used in the agricultural sector relative to total

available renewable water resources 416 191 Percentage (%) 42.76 19.1

Percentage of renewable water resources used in the agricultural sector

13 35 Percentage (%) Not Applicable Not Applicable

Strategic Objective #5 Develop sustainable highly efficient production systems for plants, livestock and fishery and increase the value added of these target products to contribute to the diversification of the Kingdom production base.

Relevant Vision 2030 Objectives Maintain security of vital resources of the KSA Support national companies

Key Performance Indicator Baseline Target 2020 Unit Regional Benchmark Global

Benchmark

Production volume of aquaculture farms

30 100 Thousand Ton 235 1100

Percentage of self-sufficiency in broiler production

42 60 Percentage (%) 80 140

Vegetable productivity per hectare 21 22.8 Ton per Hectar 37 57

Percentage of Agricultural Cooperatives contribution to the national agricultural production

0.02 1.4 Percentage (%) Not Applicable 37.2

Sales volume of the dates sector 8 9.2 SAR Bn 9.3 Not Applicable

Percentage of farm holdings transformed from fodder farming

to target products 0 100 Percentage (%) Not Applicable Not Applicable

Strategic Objective #6 Develop national parks

Relevant Vision 2030 Objectives Support and promote recreational activities Safeguard the environment and natural resources Enhance the livability of Saudi cities

Key Performance Indicator Baseline Target 2020 Unit Regional

Benchmark Global Benchmark

Number of visitors to national parks 3.5 5.6 Mn People TBD TBD

National park area per capita 2.9 14.9 Square meter /

person 28 140

Strategic Objective #7 Improve land utilization and management in the agricultural sector

Relevant Vision 2030 Objectives Safeguard the environment and natural resources

Key Performance Indicator Baseline Target 2020 Unit Regional

Benchmark Global Benchmark

Percentage of land holdings surveyed.

6 100 Percentage (%) Not Applicable Not Applicable

Strategic Objective #8 Organizational Development and Privatization

Relevant Vision 2030 Objectives Expand privatization of governmental services Enhance the livability of Saudi cities

Key Performance Indicator Baseline Target 2020 Unit Regional

Benchmark Global

Benchmark

Percentage of desalinated water production through strategic partners

16 52 Percentage (%) 50 100

Percentage of treated water production through strategic partners

0 20 Percentage (%) Not Applicable Not Applicable

Percentage of cities covered with water and sewage services though The National Water

Company 42 70 Percentage (%) TBD TBD

Chapter 2: Strategic Goals and TargetsThe National Transformation Program

46 47

Strategic Objective #9 Preservance of vegetation of pastures and forests

Relevant Vision 2030 Objectives Safeguard the environment and natural resources

Key Performance Indicator Baseline Target 2020 Unit Regional Benchmark Global

Benchmark

Percentage of forest land area rehabilitated annually out of the

total forest area 0.06 0.11 Percentage (%) 0.21 0.37

Percentage (%) of annually rehabilitated forest land out of the

total eligible forest land 0 60,000 Hectrars Not Applicable Not Applicable

Strategic Objective #10 Improve financial effecicieny

Relevant Vision 2030 Objectives Safeguard the environment and natural resources Improve performance, productivity and flexibility of public authorities

Key Performance Indicator Baseline Target 2020 Unit Regional Benchmark Global Benchmark

Percentage of tariff to actual water cost

30 100 Percentage (%) TBD TBD

Strategic Objective #11 Improve service quality

Relevant Vision 2030 Objectives Enhance the livability of Saudi cities Improve performance, productivity and flexibility of public authorities

Key Performance Indicator Baseline Target 2020 Unit Regional

Benchmark Global Benchmark

Percentage (%) of water loss 25 15 Percentage (%) 8 10

Strategic Objective #12 Boost water storage resources and secuity

Relevant Vision 2030 Objectives Maintain security of vital resources of the KSA

Key Performance Indicator Baseline Target 2020 Unit Regional

Benchmark Global Benchmark

Total available capacity of surface and underground water

4.1 6.1 Bn Sqare meter/

Day Not Applicable Not Applicable

Total available capacity (designed) of desalinated water

5.1 7.3 Bn Sqare meter/

Day Not Applicable Not Applicable

Duration of strategic water storage 0.4 3 Day 5 7

Strategic Objective #13 Improve the efficiency of municipal and agricultural consumption

Relevant Vision 2030 Objectives Maintain security of vital resources of the KSA

Key Performance Indicator Baseline Target 2020

Unit Regional

Benchmark Global

Benchmark

Volume of renewable water consumption for agricultural purposes

17 10 Bn Square meter Not Applicable Not Applicable

Municipal water consumption rate 256 200 Liter / capeta / day 80 120

Percentage of agricultural wells with metering gauges installed

0 30 Percentage (%) Not Applicable Not Applicable

Strategic Objective #14 Increase local content

Relevant Vision 2030 Objectives Support national companies

Key Performance Indicator Baseline Target 2020 Unit Regional

Benchmark Global Benchmark

Percentage of local content in capital and operational projects

30 40 Percentage (%) 40 45

Strategic Objective #15 Expand service coverage

Relevant Vision 2030 Objectives Enhance the livability of Saudi cities Safeguard the environment and natural resources

Key Performance Indicator Baseline Target 2020

Unit Regional

Benchmark Global

Benchmark

Percentage of citizens covered by water services

87 92 Percentage (%) 100 100

Percentage of citizens covered by sewage services

60 65 Percentage (%) 97 98

Percentage of reused sewage water 17 35 Percentage (%) 60 20

Strategic Objective #16 Reduce service connection time

Relevant Vision 2030 Objectives Improve performance, productivity and flexibility of public authorities Enhance the livability of Saudi cities

Key Performance Indicator Baseline Target 2020 Unit Regional

Benchmark Global

Benchmark

Average time to fulfill a sewage service connection 44 30 Buiness Day TBD TBD

Average time to fulfill a water service connection 68 30 Buiness Day 55 28

Chapter 2: Strategic Goals and TargetsThe National Transformation Program

48 49

Ministry of Energy, Industry and Mineral Resources

Strategic Objective 1 Increase non-oil commodities exports

Relevant Vision 2030 Objectives

Establish a unique logistic platform across three continents Create an attractive environment for both local and international investors and enhance their confidence in our economy Establish specific zones with competitive advantages to enhance investments

Key Performance Indicator Baseline Target 2020 Unit Regional Benchmark Global Benchmark

Value of exports of non-oil commodities

185 330 SAR Bn Under study Under study

Strategic Objective 2 Strengthen the cpabilities, infrastructure, and procedures of exporters

Relevant Vision 2030 Objectives Create an attractive environment for both local and international investors and enhance their confidence in our economy Support national companies

Key Performance Indicator Baseline Target 2020 Unit Regional

Benchmark Global Benchmark

Number of exporters 1,190 1,500 Number Under study Under study

Average time to export 15 7 Day 7 6

Strategic Objective 3 Enhance market accessibility and promote in strategic markets

Relevant Vision 2030 Objectives

Create an attractive environment for both local and international investors and enhance their confidence in our economy Support national companies Achieve actual local and international connection

Key Performance Indicator Baseline Target 2020 Unit Regional

Benchmark Global

Benchmark

Balance of non-oil trade with trading partners -5 <0 SAR Bn Not applicable Not applicable

Strategic Objective 4 Increase the contribution of the mining sector in the national economy

Relevant Vision 2030 Objectives Develop mining sector

Key Performance Indicator Baseline Target 2020 Unit Regional

Benchmark Global

Benchmark

Number of job opportunities in the mining sector

65 90 Jobs (Thousands) 75 210

Value of the mining sector's contribution to GDP 64 97 SAR Bn 13 262

Strategic Objective 5 Increase the efficiency of fuel utlization in the electricity sector

Relevant Vision 2030 Objectives Safeguard the environment and natural resources

Key Performance Indicator Baseline Target 2020 Unit Regional

Benchmark Global Benchmark

Efficient utliation of fuel in electricity power generation

33 40 Percentage (%) 34 44

Strategic Objective 6 Incentivize the private sector to manufacture goods and provide services locally and encourage both public and private sectors to rely on local products and services

Relevant Vision 2030 Objectives

Develop Oil & Gas sector Saudize renewable energy sectors Enhance competitiveness of energy sector Create an attractive environment for both local and international investors and enhance their confidence in our economy Support national companies Boost Small and Medium enterprises

Key Performance Indicator Baseline Target 2020