Quality Of Life

Program

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Table of Contents

1. The Quality of Life Program 2020 Scope 6

1.A. Introduction to the Quality of Life Program 2020 7
1.B. Definition of Quality of Life 8
1.C. Beyond Definitions - The Human Side of Quality of Life and Regional Considerations 13
1.D. Definition’s Implications on the Program’s Scope 18
2. VRP Aspirations 27
2.A. Introduction to aspirations, Program metrics and targets 28
2.B. Aspirations for the Quality of Life Program 2020 28
2.C. VRP Indicators and Targets 32
2.D. Target Setting Methodology 50
2.E. Macro-economic metrics 52
3. Baseline 58
3.A. Livability – Main challenges and current efforts 59
3.B. Lifestyle – Main challenges and current efforts 66
4 Quality of Life VRP Strategy 74
4.A. Strategic Pillars 75
4.B. Strategic Considerations 88
4.C. Trade-offs and Interdependencies with other VRPs 89
4.D. Program Governance 92
5. Initiatives and Timeline 103
5.A. Initiatives Portfolio 104
5.B. Infrastructure and Transportation 106
5.C. Housing, Urban Design and Environment 109
5.E. Healthcare 110
5.F. Education and Economic Opportunities 113
5.G. Security and Socio-environment 115
5.H. Sports 116
5.J. Heritage, Culture and Arts 129
5.K. Entertainment 144
5.L. Recreation 153
5.M. Overarching initiatives 156
5.N. Social Engagement 160
5.O. Delivery Timeline 166
6. Game changers 169
6.A. Selecting Game changers 170
7. Enablers 175
7.A. Portfolio Budget Analysis 176
8. Appendix 184
8.A. Quality of Life aspirations for major Saudi cities 185
8.B. Metrics and Metrics Trajectories 224

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 PROGRAM (VRP) SCOPE

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1. The Quality of Life Program 2020 Scope
1.A. Introduction to the Quality of Life Program 2020
The Council of Economic Affairs and Development has defined 12 Vision Realization Programs
(hereinafter VRP) of strategic importance for the government of Saudi Arabia in order to
achieve the objectives established in Vision 2030. Among those 12 Programs is the Quality of
Life Program 2020. This Program mainly focuses on making Saudi Arabia a top living destina-
tion for both Saudi citizens and residents. Based on the Program description within the Pro-
gram card (see Figure 1), this Program will focus on two aspects:

• Improving individuals’ lifestyle –Developing an ecosystem to support and create new options
that boost citizens’ and residents’ participation in cultural, entertainment, and sports activities.
• Enhancing quality of life – Developing suitable activities that contribute to enhancing the
quality of life of individuals and families, creating jobs, diversifying economic activity, and boosting
the status of Saudi Arabian cities so that they rank among the best cities in the world.

Figure 1: Program Card

�e Program Card is the o�cial entrance to design the vision achievement program.
Improve individuals’ lifestyles by developing an ecosystem to support and create new options that boost citizens’ and residents’
Program
Description participation in cultural, environment, and sports activities. �is is in addition to other suitable activities that contribute to
enhancing the quality of life of individuals and families, creating jobs, diversifying economic activity, and raising the status of Saudi
Arabian cities so that they rank among the best cities in the world.

L3 direct related objectives L3 indirect related objectives

• 2.2.1 - Increase public participation in sports and • 2.1.3 - Strengthen prevention against health • 1.1.1.- Foster Islamic values )moderation &
athletic activities threats )public health system & health crisis tolerance , excellence & discipline, equity &
• 2.2.2 - Reach regional & global excellence in management) transparency, determination & perseverance)
selected professional sports • 1.3.1 - Instill national values and strengthen the • 2.3.1 - Improve quality of services provided in
• 2.5.1 - Develop & diversify entertainment sense of national belonging Saudi cities )utilities, public transports, etc.)
opportunities to meet population's needs • 1.3.2 - Conserve & promote Islamic, Arab & • 2.3.2 - Improve the urban landscape in Saudi
• 2.5.2 - Grow Saudi contribution to arts & culture National heritage of the Kingdom cities
• 1.3.3 - Uphold the Arabic language • 3.1.2 - Unlock state-owned assets for the Private
• 2.6.3 - Develop positive attitude, resilience and Sector
hard-work culture among our children • 3.1.7 - Create special zones & rehabilitate
• 4.4.1 - Improve living conditions for expats economic cities
• 4.4.2 - Improve working conditions for expats • 3.3.6 - Enable the development of the tourism
• 4.4.3 - Source relevant foreign talent e�ectively sector
• 6.3.1 - Support growth of non-profit sector • 3.3.7 - Increase localization of non-oil sectors
• 6.3.2 - Empower non-profit organization to • 4.3.2 - Grow SME contribution to the economy
create a deeper impact )access to funds, talents, • 6.1.2 - Encourage volunteering
knowledge, etc.)

While the Program description mentions both lifestyle and quality of life, the Level 3 direct
objectives assigned to the Program focus mostly on improving lifestyle (through sports, en-
tertainment and arts and culture). Initially the Program used this lifestyle concept as the main
concept for developing its strategy and building the delivery plan. However, based on guidance
from the Strategic Management Committee (SMC), it was decided that realizing the full Pro-
gram vision requires a broader focus that encompasses all aspects of quality of life.
Consequently, the VRP identified “Quality of Life” as the central underlying concept of the Pro-
gram. As an immediate consequence, it was proposed that the Program changes its name from
the Lifestyle Improvement Program to the Quality of Life Improvement Program. Additionally,
focusing on Quality of Life had implications on all dimensions of the Program: the scope, the
aspirations, the strategy, the initiative portfolio and even the overall approach, which shifted
from a narrow bottom-up approach to a comprehensive top-down approach.
This document outlines the delivery plan for the Quality of Life Program 2020 to achieve the
broad objectives aligned with the focus on Quality of Life as the central concept of the Program.

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 1.B. Definition of Quality of Life

Quality of life is a broad and complex concept that is defined in many ways. In brief, quality of
life measures satisfaction in the “most valued” aspects of a citizen’s life. However, this defini-
tion can be highly subjective. In order to determine a definition of quality of life relevant for
the Kingdom of Saudi Arabia, the Program conducted thorough research to identify the most
common definitions of quality of life. This preliminary research identified several global in-
dices defining and measuring quality of life from different angles. Each of those indices was
examined in detail to identify the common components.

As a reference, six of the most comprehensive and internationally recognized global indices
were used:

1. The Economist Intelligence Unit’s (EIU) Global Livability Ranking which ranks 140 cities for
their urban quality of life based on assessments of stability, healthcare, culture and environ-
ment, education, sports and infrastructure.

2. The Mercer Quality of Living Survey which ranks 231 cities based on the following dimen-
sions: transportation, political and socio-cultural environment, public service, health, eco-
nomic environment, schools and education, natural environment, housing, media availabil-
ity, theaters and cinemas, sports, consumer goods and restaurants and leisure.

3. The Monocle Magazine’s Annual Lifestyle List which lists the top 25 most liveable cities and
assesses the following criteria: international connectivity, environmental issues, access to
nature, architectural quality, urban design, medical care, business conditions, safety crime,
culture, restaurants, tolerance and proactive policy developments.

4. The World Happiness Index 2017 which ranks 155 countries based on happiness levels ex-
plained with the following dimensions: corruption, freedom of choice, life expectancy, GDP
per capita, freedom of choice, social support and generosity.

5. The OECD Better Life Index which compares well-being across countries, based on 11 topics
the OECD has identified as essential: safety, health, income, jobs and work-life balance, and
education and life satisfaction, housing, environment, community and civic engagement.

6. Th
 e ARRP Livability Index which is a signature initiative of the Public Policy Institute to
measure the quality of life in American communities across multiple dimensions: transpor-
tation, health, economy and education, housing neighborhood, environment, engagement
and equal opportunities.

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 Figure 2: Overview of quality of life global indices )1 / 2)

Livability Lifestyle

Index Infrastructure Housing, Urban Economic & Security & Heritage, Social
& Design & Healthcare Education socio- Sports Entertainment Recreation
Culture &Arts Engagement
Transportation Environment Opportunity environment

EIU F&B and

Sporting Culture
Liveability Infrastructure Environment Healthcare Education Stability 1 1 Consumer
availability availability
Ranking goods 1

2 Natural Economic Security 9 Media Consumer

Mercer
Transportation Health &Socio- Sports 4
Environment Environment environment
3 Availabiltiy Goods
Quality of
Living Index Schools & Public �eaters & Restaurants
Housing 2
Education Service Cinemas
5
& Leisure5

Int’l Environment Business Safety/

Medical Care culture Restaurants Tolerance
Monocle Connectivity & Nature Conditions Crime
Quality of Life
Public & Arch. quality Pro- active
Transport urban design6 Policy

1. Part of Culture and Environment Parameter, 2. Part of Public services & Transportation , 3. Grouped together from Political and environment and from Socio- cultural environment, 4. part of
socio-cultural environment, 5. Part of Recreation, 6. Grouped together from Architectural quality and from Urban Design.

Figure 3: Overview of quality of life global indices )2 / 2)

Livability Lifestyle

Index Infrastructure Housing, Urban Economic & Security & Heritage, Social
& Design & Healthcare Education socio- Sports Entertainment Recreation
Culture &Arts Engagement
Transportation Environment Opportunity environment

Life Social
World
Corruption
expectancy support
Happiness
GDP per
Report
capita
Freedom of
Generosity
choice

Health income, jobs & Safety

OECD Housing community
a-life balance
Better Life
Index Education & ‫اﳌﺸﺎرﻛﺔ‬
Environment Life 2
satisfaction ‫اﳌﺪﻧﻴﺔ‬

Housing & Civic

Transportation Health Opportunity Social Engagement
AARP Neighborhood Engagement
Livability
Index
Environment

1. Grouped together from income from jobs from work-life balance, 2. Grouped together from Education and from Life satisfaction .

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 Based on the analysis of the six indices, two main concepts can be directly linked to the con-
cept of quality of life:

1.Livability: The basic living standards for leading a satisfactory life

2.Lifestyle: The options provided for people to live pleasant and comfortable lives.

Both aspects are critical to improving quality of life. For example, large cities like New York or
London can provide a wide range of lifestyle options, but they fall short in providing satisfacto-
ry living conditions for all citizens across specific dimensions (e.g. housing and transport op-
tions are expensive). On the other hand, cities like Geneva can provide very high living stand-
ards but do not offer extensive lifestyle options.

The analysis also revealed 10 sub-components divided equally between the broader concepts
of lifestyle and livability, referred to as “categories.”

Under the concept of livability, five categories that cover all key aspects of life required to
achieve a satisfactory level of living were specified:

•Infrastructure and Transport: Infrastructure and transport are key to increasing social equity
as they provide access to jobs, housing, services, and recreation, and open up and connect all
regions including isolated ones.

•Housing, Urban Design and Environment: Great communities provide housing opportunities
for people of all ages, incomes, and abilities, allowing everyone to live in a quality neighbor-
hood regardless of their circumstances. Additionally, a good urban design and environment
context allows citizens to have higher access to services and job opportunities and fosters
healthy habits (such as walking).

•Healthcare: Health is an essential part of the quality of life of citizens. Health conditions are
mainly measured using health outcome indicators such as life expectancy, the availability of
hospital beds, the prevalence of diabetes and obesity, and household expenditure on healthcare.

•Economic and Education Opportunities: Material living standards are measured based on key
sub-dimensions such as employment, education and overall access to economic opportunities.

•Security and Socio-environment: Security, along with socio-environment, are crucial aspects
of citizens’ lives that enables them to interact unhindered in society. Security is mainly meas-
ured through low crime rates, reliable law enforcement, and equity.

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Additionally, under the concept of lifestyle, five categories that focus on the most relevant
options and offering available for citizens to spend their free time were specified:

•Entertainment: Entertainment activities either at home or out of home.

•Heritage, culture and arts: Vibrant and diverse arts and cultural activities are an important
contribution to the liveliness and vitality of society.

•Sports: The participation of citizens and residents in diverse sports activities has a direct im-
pact on health and wellness.

•Recreation: Range of recreational activities from food and beverage services to shopping
options.

•Social engagement: A liveable community fosters interaction among residents. Social en-
gagement and community participation create opportunities for individuals to connect and
feel welcomed, help lessen social isolation, and strengthen the community bonds.

Figure 4: Quality of Life - 5 + 5 categories

Quality of Life

Livability Lifestyle

Economic
& Education Sports
Opportunities
Infrastructure & ,Heritage
Transportation culture & Arts

Housing,
Urban design & Entertainment
Environment
Social
Healthcare
Engagement

Security & Recreation

Socio-Environment

Each of the ten categories has been further broken down to sub-dimensions, resulting in a
total of 25 dimensions across the Program.

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 Livability dimensions

Figure 5: Livability Categories and Dimensions

Livability

Infrastructure Housing, Urban Economic & Security &

& Design & Healthcare Education socio-
Transportation Environment Opportunity environment

Transportation housing Medical care Education Crime

infrastructure Opportunities

Public/shared Urban design Medical levels Employment Governmental Services

transport Opportunities

Sustainable utilities Quality of Equality

environment

Connectivity Tolerance & justice

Dimension Category

Lifestyle dimensions

Figure 6: Lifestyle Categories and Dimensions

Lifestyle

Heritage, Social
Sports Entertainment Recreation
Culture &Arts Engagement

Professional sports Heritage Out-of-home Food & beverage �ird sector

Entertainment services

Non-professional Culture & Arts At-home Leisure Community

sports Entertainment engagement

Dimension Category

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A set of attributes has been further allocated to each dimension by analyzing a set of indices
(e.g. Siemens – Green City Index, IESE – Cities in Motion).
For example, within the ‘Crime’ dimension, the three key attributes identified are:
•Homicide-free society
•Low violent crime rates
•Widespread perception of safety

Figure 7: Mapping attributes to dimensions

Livability Lifestyle

Security and the socio-environment

Tolerance and justice Governmental Equality Crime

services

Widespread perception of safety Low violent crime rates Homicide-free society

This hierarchy results in a total of 52 attributes and 58 key performance indicators (KPIs) cover-
ing both Livability and Lifestyle. In turn, targets have been set against each one of the identified
attributes in order to quantify the aspirations of the Quality of Life VRP. The full set of attributes
and corresponding KPIs are listed in chapter 2.

1.C. Beyond Definitions - The Human Side of Quality of Life and Regional Considerations

First: The Human Side of Quality of Life

The encompassing definition of Quality of Life heavily affects multiple aspects of society. As
a result, the initiatives of the Quality of Life VRP have the potential to actualize profound and
far-reaching improvements in the daily lives of KSA citizens and residents.

Countries that have been recognized to be among the most livable according to a wide selec-
tion of indices showcase improved outcomes in key aspects of human life, where citizens and
residents enjoy longer and healthier lives. Another aspect is societal safety, which is powered
by strong social structures, widespread economic opportunities, and efficient law enforcement.
Furthermore, the most livable countries create high levels of prosperity for their citizens. They
provide quality education systems that produce a highly-skilled workforce, strong infrastructure
that enables innovation, and compelling lifestyle options that can attract global talent which
contributes to economic growth. In order to realize the immense potential for impact on the
lives of KSA citizens and residents, it is imperative for the Quality of Life VRP to consider the hu-
man side across all its initiatives and tailor it to the needs and wants of the society.

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 Figure 8: �e Human Side

Countries most suitable to live in Countries suitable to live in

Results Countries with cities among the top 10 most livable cities livable cities 100-Countries with cities among the top 80

High life expectancy 79 years 69 years

Average life expectancy at birth

Low crime rates 1 crime 13 crimes

Average homicide/100,000 population

Enhance prosperity 60,000 USD 7,000 USD

)GDP per capita )USD

Improve Happiness Rank 7 Rank 67

Average happiness ranking

Source: World Health Organization, National Bank, World Happiness Report

Second: Regional Considerations

Achieving the defined aspiration levels is critical in order to provide high quality of life to the
citizens and residents of the Kingdom. However, considering the wide differences in the defi-
nition of quality of life and the inherently subjective meaning it has for each individual, it is
crucial to consider regional characteristics in order to truly deliver relevant improvements
throughout the Kingdom.

To this end, the specific socio-cultural and regional characteristics of the Kingdom will be tak-
en into consideration when pursuing these aspirations.

The Program engages regional considerations in two ways:

From a quantitative angle – The Program will ensure that its defined targets are translated re-
gionally to ensure coverage of all populations. While targets are set at country level (e.g. num-
ber of cinemas in KSA), those targets are then translated to specific target per region to ensure
that the entire relevant population is affected. For example, while there will be 114 museums
built across the KSA, 34 of them will be implemented in Ash Sharqiyah region (considering
the foreigner population currently residing in that region), and 33 in Makkah (considering the
historical and religious relevance of this region). This is based on the quantitative assessment
of the demand in each region, considering the available income spent on lifestyle activities.

From a qualitative angle - When implementing initiatives, the Program will ensure that local
specificities are included in the design of the offering. For example, when designing cultural
offerings, each region may require a different offering.

Therefore, the careful assessment of regions is an indicator for allocating projects accurately.

It should be noted that 5 key inputs have been taken into account when designing the offer-
ings and necessary infrastructure in the 13 Saudi regions.
These inputs are:
1. Size of population
2. Average household income
3. Geography and climate
4. Population preferences
5. The key infrastructure required

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 Figure 9: Inputs for Design Options, Ex. Riyadh Region

Overview

Riyadh is both a modern metropolis with urban

Riyadh construction styles and a historical and cultural
5,86 M Inhabitants city with distinctive heritage and cultural sites

Al Riyadh
8M Inhabitants Plain
Particularly famous for:
•Financial District Mountain
•Developed infrastructures Sea
•Major football clubs
Oasis
•Wadi Hanifah natural park
•Horse Centers at Dirab Sand
Rock
Region
Capital

HH Income & Spend 1

Year 2013

Saudi Income 14,073

Total Saudi HH spend

Recreation & culture HH spend

591 18,740
Saudi Spend
)3%) )100%)

Note: Income , spend and population data are per region. Geographical areas are non-exhaustive
1. Average monthly household income and spend )SAR/month)

Population Quantity Climate

Year 2016 Rainfall )mm) Temperature )deg °C)

60+ 90 90
50–59 68
68
40–49 45
Saudis

Non-Saudis

30–39 45
23
20–29
57% 0 0
10–19
Jan

Feb

Mar

Apr

May

Jun

Jul

Aug

Sept

Oct

Nov

Dec

0–9 43%

1,300,000 0 1,300,000 Mean Total Rainfall Sandstorm

Mean Min. Temp Mean Max. Temp

To illustrate the methodology used to calculate the targeted offering in a given city, details
on the methodology used to calculate the number of sports venues in Riyadh are showcased
below:

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 Figure 10: Methodology used to calculate the targeted o�ering

First o�ering by city:

International Benchmarks Average o�ering by city size
About 10000 points
Number of
Number & sizes of City Number of stadiums seat/ stadium 1000 City size
stadiums/ million
seat/ stadium 1000

facilities in 14 cities Paris 5 41 Large 0.8 20

Illu
Riyadh Region Makkah Region str
at
ive
8 million 8.3 million
Population & suitability Target number of city facilities
=
according to city & facility Income index 114 99 A: number of facilities/ per million
B: Population
Population preferences index of stadiums 105 128 C: Realted index
Each city & facility is planned Other quality elements
6=%100*8*0.8=
60 60 A B C
on quantity & quality basis )geography, weather and city characteristics)
Total= target number of stadiums
City (calibrate) × facility 100% 79% × average seats numbers× seats cost
index

This is followed by a summary of the various offerings in Riyadh. Likewise, a study of offerings
for all 13 regions was conducted and the details are included in the Appendix (8A):

Figure 11: Summary of the di�erent o�erings in Riyadh

Riyadh- 2030 Offerings Summary

3

Sports Digital Sightseeing Nature Culture & Arts /Performances Amusement

Entertainment Tours performing Arts Parks
1 4 1
45 9 14 56 30 7
Competitive Electronic Competitive Nature reserves1 Museums Cinema �eme parks
sports Games sports 2 big parks
)# of professional )# of tournaments )# of attractions )# of museums) )# of cinemas) 0 medium
tournaments /years) /year) /years) 0 small

36 9 195 26 1
Entertainment Zoos, Aquariums Exhibitions & �eatres Water parks
sports & Gardens Festivals
)# of zoos, aquariums ) # of events/ year) )# of theatres) )# of water parks)
)# of activities/ year) & gardens)

9 64 96 66
Dangerous sports Public parks & Live events Family
entertainment
& adventures stadiums centers2
)SQM of green )# of events/ years) )# of family
)# of sports) areas) entertainment
Centers)

Including Main

11.Natural reserves are not evaluated: depends on the nature of the KSA and does not require the investment of capital costs for facilities and control of
access, maintenance etc. 2. including the electronic games centers
source: NACS, United Nations International Standard industrial classification of all Economic activities , team analysis

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To activate this methodology, the Program had to integrate it into the initiatives delivery plan.
This includes the General Entertainment Authority key initiative, which focuses on building
a strategy for the development and delivery of recreational options and infrastructure in the
entertainment sector. Five inputs were taken into account when designing the offerings. Sim-
ilarly, the General Culture Authority initiative related to developing the required cultural in-
frastructure, adapted global benchmark studies to match the local needs of the people within
each region.

The same inputs will be taken into account when designing the recreation strategy in KSA and
creating offerings in the form of restaurants and shopping venues.

The impact of this methodology is manifest in the cooperation initiative with SAGIA. Special-
ized studies of each region have significantly contributed to marketing investment opportu-
nities to foreign investors. This in turn will accelerate the signing of agreements and enhance
the Quality of Life sectors.

It must be noted that infrastructure targets are developed based on global studies and are in
line with population needs. Program initiatives will cover part of these targets, while the pri-
vate sector will contribute to cover the rest.

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 1.D. Definition’s Implications on the Program’s Scope

The broad definition of Quality of Life encompasses an extensive spectrum of activities, lead-
ing to a large number of interdependencies and shared objectives across numerous entities.

Figure 12: Program scope and overlaps with other VRPs and institutions

Lifestyle Livability

Security & Economic & Housing, Urban Infrastructure

Social Heritage,
Recreation Entertainment Sports socio- Education Healthcare Design & &
Engagement Culture &Arts
environment Opportunity Environment Transportation

Out-of- home Professional

F&B services Culture crime
entertainment sport QOL
no) 2020
Non- )interfering
At- home
Leisure professional
entertainment sport

Government Employment Transportations

Volunteerism Heritage Medical care Urban design
services opportunities infrastructure
interfering
Social Quality of Public/ shared with other
Health levels
engagement environment transportation VRPs

Connectivity

NTP 2020
Most overlapping is in the Tolerance & Education Sustainable
national transformation program equality opportunities Housing
facilities
National character enhancement program Housing program Deferent VRPs

Some overlapping between housing & national character

enhancement program

�is overlap can be divided into two types depending on the overall impact on the QoL 2020

�e overlap is classified as “high” when QoL 2020 initiatives are based on the
High overlap implementation of other program initiatives, and the program KPIs are
therefore a�ected by the failure of these initiatives.

�e overlap is classified as “low” when QoL 2020 initiatives do not depend

Low overlap on the implementation of other program initiatives, and the impact is
limited to program KPIs.

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 Figure 14: Program governance clarification in case No (1): High Overlap

Example Impact Governance QOL 2020 Responsibility

Initiatives of �e initiatives of developing community

the Ministry of facilities in the residential complexes QOL head communicates with the head
Housing to rely on the Housing Ministry’s program of the concerned program o�ce to
develop private initiatives; sports and entertainment implement the initiative and suggest
housing KPIs are a�ected by the failure of the solutions.
complexes last initiative.
J o i n t
responsibility
Community sports initiatives and
NTP initiatives entertainment plan initiatives rely on QOL provide support for the settlement
to secure green the NTP, sport and entertainment KPIs of the initiatives and is fully responsible
areas are influenced by the failure of the last for it .
initiative.

Figure 15: Program governance clarification in case No (2): Low Overlap

Example Impact Governance QOL 2020 Responsibility

MoMRA
initiatives to Non of the QoL 2020 initiatives are QOL head communicates with the head
reduce number based on MoMRA initiatives but of the concerned program o�ce to
of hours the program indicators )livability) are implement the initiative and suggest
passengers a�ected by the failure of such initiatives solutions
spends in tra�c

Saudi character Partial

enhancement responsibility
program
Non of QoL 2020 initiatives are based on QOL is not responsible for carrying out
initiatives to the necessary actions to resolve the
MOE initiatives related to raising scores
raise the scores , but program indicators )livability) are initiatives, as this is the responsibility of
in the a�ected by the failure of such initiatives the program concerned with initiative
International implementation.
Students
Assessment
Program

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 The key outcome of the broad definition of Quality of Life is that this Program shares targets
with other VRPs and government entities. More specifically:

•17 dimensions (14 in livability and 3 in lifestyle)

•7 dimensions (in lifestyle) do not have any targets shared with other VRPs
•1 dimension (in livability) is outside the mandate of any VRP

The largest overlap is with the National Transformation Program (NTP) 2020. Overlaps also
exist with the Housing VRP and the National Character Enrichment VRP. From the overlapping
VRPs, only the Housing VRP had received strategic approval at the time of submission of this
delivery plan.

To clarify the ownership (and accountability) for each dimension, an analysis at the attribute
and KPI level was conducted. Within this analysis, the ownership of each attribute is deter-
mined along two axes: delivery entity scope, and the VRP role.

The first axis requires an understanding of the ‘natural’ allocation of attributes against the
existing entity’s mandates. As an example, the “Widespread homeownership” attribute is nat-
urally placed under the Ministry of Housing.

With regards to the VRP role on the other hand, objectives of other VRPs were taken into ac-
count. For example, the “Available green space” attribute of the Ministry of Municipal and
Rural Affairs (MoMRA) has been proposed to be allocated under the NTP 2020, as MoMRA
has multiple additional initiatives concerned with urban planning and improvement that can
provide broader synergies.

Based on the above, the attributes and associated KPIs within the Quality of Life spectrum can
be categorized in 4 clusters:

1. Owned by Quality of Life VRP 2020: Attribute fully owned by the Quality of Life VRP 2020
and its delivery entities—21 attributes

2. Owned by other VRPs: Attributes owned by delivery entities under the umbrella of other
VRPs—27 attributes

3. Ownership gap: Attributes that are currently not fully under any delivery entity or VRP—3
attributes

4. Beyond Program control: Attributes whose ownership lies with institutions at a higher gov-
ernment rank than VRPs—1 attribute

From the above clusters, the Quality of Life Program 2020 can select between three different
scope options. These options seek to clarify the expected role of the Quality of Life Program
2020, particularly in relationship with the other VRPs. Such a role is defined through the fol-
lowing three key activities:

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1.Setting aspirations.

2.Delivering the set aspirations.

3.Monitoring performance against the set aspirations.

The three different scope options are:

1. Full ownership: The Quality of Life Program 2020 conducts all three activities (set aspirations,
deliver the set aspirations, and monitor performance) for all categories and dimensions, includ-
ing the ones currently not owned by the Program (e.g. housing). This would imply that the Quali-
ty of Life Program 2020 will take ownership of certain elements currently owned by other VRPs.

2. Overlapping ownership: The Quality of Life Program 2020 sets aspirations and monitors the
performance for all categories and dimensions, but only delivers the ones owned by the Pro-
gram. In this model, the responsibility of defining and executing the action plan (and requesting
the budget) in the dimensions owned by other VRPs remains with them.

3. Selective ownership: The Quality of Life Program 2020 conducts the three activities only for
the dimensions directly owned by the Program. Consequently, the Program does not become
involved in any dimension related to other VRPs.

Figure 16: VRP ownership models

Key Full ownership Overlapped ownership Selective ownership

Initiatives

Aspirations ALL KPIs

Setting
Full responsibility for KPIs owned KPIs not owned KPIs owned KPIs not owned
delivery by QOL VRP by QOL VRP
all KPIs within QOL by QOL VRP by QOL VRP

Progress
ALL KPIs
Monitoring

+ Ability to holistically set & deliver

+ QOL responsible for focused + Intensive and focused delivery
aspirations across QOL
delivery - Inability to influence all aspiration
Assessment - Extensive overlap with other VRPs
+ Ability to influence aspirations of - QOL delivery risk due to low
- Fragmented implementation
other VRPs control
e�orts
Approved model

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 Implications of the delivery plan and next steps:

1.Regarding non-Quality of Life Program 2020 dimensions, commitments are still preliminary
and can be confirmed only after the approval of other, relevant VRPs. It should be noted that the
Quality of Life Program 2020 has been aligned with other VRPs to address these commitments.

2.Quality of Life Program 2020 next steps: Cooperation with the implementing entity regarding
the delivery plan.

The proposed model for the Quality of Life VRP 2020 is the overlapping ownership model (ma-
trix setup). Under this model, the Program takes full ownership of the attributes under its VRP
umbrella while other VRPs are responsible for all Quality of Life attributes that fall within their
scope. This model requires significant collaboration between this Program and other VRPs by
aligning aspirations and providing inputs that integrate a quality of life perspective into the im-
plementation of their programs.

Based on the above, the Quality of Life VRP 2020 scope is the following with regards to the de-
fined attributes and the corresponding KPIs:

1. Owned by Quality of Life VRP 2020: The Program will take full responsibility of setting aspira-
tions, delivering aspirations and monitoring progress.

2. Owned by other VRPs: The Quality of Life VRP 2020 will set aspirations and targets that cor-
respond with its vision of Quality of Life. If the owning VRP has already obtained approval, as is
the case of the Housing VRP, the aspirations and targets will be aligned and final. However, if the
owning VRPs are still in the development phase, the Quality of Life VRP 2020 will work with the
owning VRPs and entities to create initiatives that can deliver the targets that have been agreed
upon. When the targets and corresponding initiatives are ratified by the Strategic Management
Committee, the Quality of Life VRP 2020 will update its scope and aspirations accordingly and
monitor the progress against them. The Quality of Life Program 2020 has shared all aspirations
and criteria for targets with all concerned entities.

3. Ownership gap: The Quality of Life VRP 2020 proposed appropriate owners as implementing
entities under other VRPs and set preliminary aspirations and targets. The SMC is suggested to
review the proposed ownership structure and delegate responsibilities to the delivery entities
and VRPs, as necessary. If the proposed allocation of attributes and targets is approved, the Qual-
ity of Life VRP 2020 will work with the respective entities to develop initiatives required to deliver
against the approved aspirations and targets. As a result, this is a temporary category; should
the suggested owners are approved, the related attributes and KPIs will transition to the “Owned
by other VRPs” category.

4. Beyond Program control: Although attributes beyond the Program’s control have a clear im-
pact on Quality of Life 2020, it is recognized that there are higher governmental and geopolitical
considerations that shape their evolution. In addition, the control of such attributes lies beyond
the VRP structure, . Therefore, the Quality of Life VRP 2020 will highlight potential areas of im-
provement according to international benchmarks and report on their evolution but will not set
aspirations and targets.

22
 Figure 17: Quality of Life VRP 2020 role by category and attribute

Under QOL 2020 Entities Not Under QOL 2020 Entities

Fully owned by QOL 2020 Owned by other VRPs Ownership gap Beyond QoL 2020 scope

Set & aligned aspirations with Set, discuses and aligned Preliminary aspiration to be discussed set aspirations to become in the
Aspirations Setting
delivery entities aspiration with delivery entities & aligned with future owner ranking of the best cities in the world

Creation of Coordinate with entities and Collect initiative list

)detailed plan to be included in resp.
delivery plan include full details in delivery plan VRPs)
Plan to be defined and budget to
Delivery

Budget request Request budget and calculate No role )to be requested by entities be requested by the Program not enabled
management & economic impact associated within their delivery plans) corresponding VRPs based on
SMC decision on ownership

Execution of Oversee execution, provide Monitor execution, provide

initiatives resources insights and coordination opport.

Progress monitoring Monitor progress to ensure delivery of QOL final targets

23
 1.D.1 .Implication of the Delivery Plan

Given this scope of the Program, the delivery plan includes:

•The aspirations and targets for all attributes of quality of life. It is important to note that the as-
pirations for attributes owned by other VRPs and for attributes where ownership gaps have been
identified are preliminary and require approval from the Strategic Management Committee.

•A fully-fledged and detailed initiative portfolio and the associated budget and economic impact
for the initiatives are provided for attributes owned by the Quality of Life VRP 2020 only.

•A preliminary and high-level initiative portfolio to meet the preliminary aspirations of the at-
tributes overlapping with other VRPs and of attributes with ownership gaps is also provided.

•The attributes that are beyond Program control will include the performance measures for
countries with the highest quality of life and KSA’s baseline

Figure 18: Implementation against delivery plan

Delivery plan Owned by QOL 2020 Owned by other VRPs Ownership gap Beyond QoL 2020 scope
chapters

Scope definition Classification of scope across all attribute categories

Aspirations &macro Final agreed aspirations & include the performance

Preliminary aspirations
economic impact economic impact measures and the baseline

Baseline Comprehensive view on current KSA situation across all attributes

& Strategy
Strategic framework & description of key pillars & proposed governance model across all attributes
governance

Initiatives High level initiatives No initiatives

Detailed initiatives and

Game changers required budgets
No game changers

Enablers (budget) No budget defined

24
1.D.2. Achieving Vision 2030 Strategic Objectives
Due to its overarching nature, the Quality of Life VRP 2020 contributes to a wide range of objec-
tives and targets set in Vision 2030:

23 Level 3 objectives of Vision 2030 are relevant for the Quality of Life Program 2020.
Out of the 23 Level 3 objectives, 4 focus exclusively on lifestyle elements:
•2.2.1 - Increase public participation in sports and athletic activities
•2.2.2 - Reach regional & global excellence in selected professional sports
•2.5.1 - Develop & diversify entertainment opportunities to meet population’s needs
•2.5.2 - Grow Saudi contribution to arts & culture

Additionally, there are 19 objectives related to livability dimensions that have overlap with other
VRP Programs:
•1. Strengthen Islamic Values & national identity
•1.1.1.- Foster Islamic values (moderation & tolerance , excellence & discipline, equity & transpar-
ency, determination & perseverance)
•1.3.1 - Instill national values and strengthen the sense of national belonging
•1.3.2 - Conserve & promote Islamic, Arab & National heritage of the Kingdom
•1.3.3 - Uphold the Arabic language
• 2. Offer a fulfilling and healthy life
•2.1.3 - Strengthen prevention against health threats (public health system & health crisis man-
agement)
•2.3.1 - Improve quality of services provided in Saudi cities (utilities, public transports, etc.)
•2.3.2 - Improve the urban landscape in Saudi cities
•2.6.3 - Develop positive attitude, resilience and hard-work culture among our children
• 3. Grow & diversify the economy
•3.1.2 - Unlock state-owned assets for the Private Sector
•3.1.7 - Create special zones & rehabilitate economic cities
•3.3.6 - Enable the development of the tourism sector
•3.3.7 - Increase localization of non-oil sectors
• 4. Increase employment
•4.3.2 - Grow SME contribution to the economy
•4.4.1 - Improve living conditions for expats
•4.4.2 - Improve working conditions for expats
•4.4.3 - Source relevant foreign talent effectively
•6. Enable social responsibility
•6.1.2 - Encourage volunteering
•6.3.1 - Support growth of non-profit sector
•6.3.2 - Empower non-profit organization to create a deeper impact (access to funds, talents,
knowledge, etc.)

25
 The Quality of Life VRP 2020 dimensions are linked to the L3 objectives, as follows:

Dimension 2030 Vision Objective

Professional sports 2.2.2 - Reach regional & global excellence in selected professional sports
Non-Professional sports 2.2.1 - Increase public participation in sports and athletic activities
Heritage 1.3.2 - Conserve & promote Islamic, Arab & National heritage of the Kingdom
Culture and Arts 2.5.2 - Grow Saudi contribution to arts & culture
Entertainment
food and beverage services 2.5.1 - Develop & diversify entertainment opportunities to meet population›s needs
Recreation
Third Sector 6.3.1 - Support growth of non-profit sector
Social engagement 6.1.2 Encourage volunteering
Transport and infrastructure
Public/shared transports 2.3.1 - Improve quality of services provided in Saudi cities (utilities, public transports, etc.)
Sustainable utilities
Connectivity 3.3.2 Develop the digital economy
Housing
2.6.2 Enable suitable home ownership among Saudi families
Urban design
Environmental quality 2.4.1 Reduce all types of pollution (e.g. air, sound, water, soil)
Medical Care 2.1.1 Ease the access to healthcare services
Health levels 2.1.3 Strengthen prevention against health threats

Educational Opportunities 4.1.1 Build a life-long learning journey

4.2.1 Improve readiness of youth to enter the labor market
Employment opportunities 4.2.2 Increase women participation in the labor market
4.2.3 Enable integration of people with disabilities in the labor market
Crime 2.3.3 Enhance the nation’s immunity towards drug abuse
5.2.2 Enhance performance of government entities
Governmental services
5.2.4 Develop the e-government
Tolerance and equality 1.1 Foster Islamic values

26
VRP Aspirations

27
 2. VRP Aspirations

2.A. Introduction to aspirations, Program metrics and targets

The Quality of Life Program 2020’s ultimate ambition is to include at least three Saudi Arabian
cities in the Top 100 most livable cities by 2030. While the overall target refers to three cities
in Saudi Arabia, the Program aims to improve quality of life of all citizens and residents across
the whole country. Achieving this target requires tackling a wide range of components, rang-
ing from the development of the entertainment infrastructure to the achievement of a long
life- expectancy.

The VRP aspirations are derived from an exhaustive approach whereby the different dimen-
sions and categories of Quality of Life are cascaded through a top-down analysis into relevant
KPIs, attributes and targets. The attributes represent the desired outcome for a particular
dimension (e.g. providing adequate transportation options). To measure each attribute, the
Program will identify the best KPI, as well as the desired targets based on a benchmarking ex-
ercise to measure performance. This top-down approach identified a set of 65 KPIs and targets
across the 10 categories that collectively represent the consolidated objectives of the Program.
The KPIs and associated targets represent the level of progress required to achieve the desired
Quality of Life in Saudi Arabia. As described in the Scope section, the role of the VRP in deliver-
ing against these targets depends on the ownership and level of control that the Program can
exert. In this sense, this section clearly differentiates between the aspirations and targets that
are fully owned by the Program (i.e. they are direct commitments), and the aspirations and
targets that are not owned by the Program but that are necessary to meet the overall Program
ambitions.

This chapter seeks to articulate the aspirations of the Quality of Life Program 2020 on two
levels: first, through providing a qualitative overview of the aspiration levels (section 2.B) and
second, by detailing such aspirations through the corresponding KPIs, targets and rationales
(section 2.C).

Throughout this chapter, the aspirations and KPIs are comprehensive (e.g. cover all aspects of
quality of life) and what is owned by the Quality of Life Program 2020 and by other VRPs is also
clarified.

28
2.B. Aspirations for the Quality of Life Program 2020

Overall, the key aspiration of the Quality of Life Program 2020 is to make KSA the top living
destination. This objective requires focusing both on enhancing livability and on developing
lifestyle for both citizens and residents.

Figure 19: Quality of Life Program 2020 Objective

Quality of Life Key objective

-Enhance Livability
-Create living conditions for satisfactory life Achieving high quality of life
standards will make the KSA a
-Develop Lifestyle top living destination
-Provide options for people to have enjoyable and fulfilling life

Although the Program focuses its aspirations to make the Kingdom of Saudi Arabia the best destina-
tion for living and to provide a satisfactory life for its citizens and residents, it equally recognizes the
indirect impact of these efforts in attracting tourists and developing the Kingdom’s tourism sector.
More leisure and recreational options in the Kingdom, which are part of lifestyle development, will
undoubtedly increase the internal spending of citizens and residents and enhance the image of the
Kingdom internationally, making it an attractive destination to visit.

This macro-objective can be further detailed into aspirations for each of the 10 categories under
lifestyle and livability. Determining the aspirations for each category requires setting targets for the
65 KPIs. These targets have been defined by selecting the most relevant benchmark, while the current
baseline for Saudi Arabia was considered. Four types of relevant benchmarks were considered:

•The most livable nations, which show high performance across all aspects of livability and represent
the highest level of aspirations.

•Countries featuring slightly higher livability levels compared to Saudi Arabia that represent the mini-
mum required target.

•Regional benchmarks with a similar social, cultural and geopolitical background.

•Global guidelines illustrating best practices from reputable institutions.

Aspirations have been set for all 65 KPIs. However, in order to better facilitate the articulation of the
aspirations of the Program, a sub-set of 30 representative KPIs was selected. The selected KPIs are
representative indicators that reflect either:

1.The consolidated performance of the whole category, e.g. life expectancy in Healthcare

2.A significant issue for KSA, e.g. road traffic deaths in Transportation

3.An overall vision 2030 aspiration, e.g. the number of volunteers in Social Engagement

29
 The following figure outlines the aspirations for representative KPIs, which provide an over-
view of the overall aspiration level of the Program. In this section, we have clearly separated
between the ambitions that are directly owned by the Program and the ones that are owned
by other Programs.

Figure 20: Quality of Life VRP 2020 aspiration overview

Have 3 cities in the top 100 most recognized cities in the world

Lifestyle Livability

Security & Economic & Housing, Urban Infrastructure

Social Heritage,
Recreation Entertainment Sports socio- Education Healthcare Design & &
Engagement Culture &Arts
environment Opportunity Environment Transportation

Maintain
Mobilize expenditure Reach levels of Increase Accomplish
Match Increase Drive public
volunteers to levels on Food population participation in Reduce Saudi equivalent life Achieve home
international o�ering of transport use
reach a and Beverage engagement sports by unemploymen expectancy to ownership
engagement e-government to reach the
thirtyfold once in mobilizing KSA t to reach top 5 the top among equal to top 3
levels for to reach top 3 top 5 most
increase KSA additional entertainment population to most livable top 5 most of most livable
culture and of most livable livable
volunteer base lifestyle of most livable exercise on a countries livable countries
arts countries countries
options are countries wekly basis countries
introduced

Aspire for city Increase gender Reduce the

Increase # of Become global cultural and Become equality to Increase prevalence of
Food and Provide female Achieve WHO
NGO to artistic regional become top diabetes in Reduce tra�c
Beverage entertainment employment minimum
median of activities to leaders in performer line with the deaths to
reference with o�ering to close the suggested
countries in compare to summer among rate achieved reach top 5
leading, comparable to gap with most available
subsequent the top 10 Olympic countries in in the best most livable
high-quality most livable livable green spaces
livable worldwide attendance1 subsequent living countries
o�ering countries countries
bracket3 culture hubs livable bracket3 countries

Follow
Reach regional evolution of
Achieve champion Make the Make the Reach Enhance
twentyfold kingdom a kingdom a accessible Achieve PISA Install enough people connectivity to
level by reach double
increase in global hub for regional hub sports reading score hospital beds walking habits
increasing the average
community & 2 entertainment for culture and infrastructure to reach top 5 to reach top to reach the
retail space2 & global
neighborhood by building arts through o�ering levels most livable most livable top 5 most
availability of numbers of
club pioneering infrastructure of most livable countries countries livable
top int’l connected
engagement brands venues development countries countries
devices

1. Target set for the 2024 & 2030 Olympic games 2.target measured in meters square, 3. countries with cities between 8000- in EIU ranking

30
2.B.1. Aspirations owned by the Quality of Life Program 2020
The Program owns 12 aspirations related to lifestyle.

Category Lifestyle Aspirations

Increase participation in sports by mobilizing KSA population to exercise on a weekly basis

Sports Become regional leaders in Summer Olympic participation

Reach accessible sports infrastructure offering levels of most livable countries

Match international engagement levels for culture and arts
Heritage, Culture and Aspire for city cultural and artistic activities to compare to the top 10 worldwide culture hubs
Arts
Make the Kingdom a regional hub for culture and arts through infrastructure development
Reach levels of population engagement in entertainment of most livable countries

Entertainment Provide entertainment offering comparable to most livable countries

Make the Kingdom a global hub for entertainment by building pioneering venues
Maintain expenditure levels on food and beverages
Recreation
Become a global reference point for food and beverage with leading, high-quality offerings

2.B.2. Aspirations not owned by the Vision Realization Program

In order to meet the overall objective of improving the quality of life in KSA, there are several
aspirations, related mostly to the livability dimension, that need to be achieved but which are
not owned by the Quality of Life Program 2020.

There are 17 categories either owned by other Programs (e.g. traffic death reduction) or fall
beyond the control of any VRP Programs (such as political stability).

Category Livability Aspirations

Drive public transport use to reach most the top 5 most livable countries

Infrastructure and Reduce traffic deaths to reach the top 5 most livable countries
Transportation
Follow the evolution of connectivity to reach double the average global per capita share of connected
devices
Achieve home ownership equal to top 5 of most livable countries
Housing, Urban Design
Achieve WHO minimum for suggested available green space
and Environment
Enhance people’s walking habits to reach the top 5 most livable countries
Accomplish equivalent life expectancy to the top among top 5 most livable countries

Healthcare Reduce diabetes prevalence at par with the average of the top 5 most livable countries

Install enough hospital beds reach top 5 most livable countries

Reduce unemployment to reach top 5 most livable countries

Economic and Education Encourage female employment to close the gap with most livable countries
Opportunities
Achieve Program for International Student Assessment (PISA) reading scores to reach top 5 most livable
countries
Increase offering of e-government to reach top 3 of most livable nations
Security and Socio-
Environment Increase gender equality to become top performer among countries in subsequent livable bracket

31
 Category Livability Aspirations

Mobilize volunteers to drastically increase KSA volunteer base

Increase number of NGOs to surpass countries in subsequent livable bracket (i.e. with cities that fall
Social Engagement
)in the EIU Liveability ranking 100-between 80
Achieve a 20x increase in interaction with the community and neighborhood clubs

The next sections provide a clear definition of the role of the Quality of Live VRP 2020 in meet-
ing the objectives associated to the aspirations above.

2.C. VRP Indicators and Targets

Reaching the aspirations defined by the Program requires abiding by specific targets set for all
the 65 KPIs.

The VRP has used rigorous criteria to select the Program KPIs. The KPIs selected comply with
at least one of the following criteria: the KPI exists today, there is a baseline and/or there are
sufficient benchmarks to be used to set targets.

This process has discarded several KPIs that cannot be used as Program KPIs but that should
be considered during implementation to enhance the outcome of the Program. In particular
there are two types of KPI s that will be considered:

1. The Fulfilment Index and the Recreation Index. These innovative indexes have been ideated
as part of the Program to fill gaps within existing indexes. These KPIs, together with their base-
lines and benchmarks, will be developed as part of the Program.

2. Initiative Specific KPIs. Detailed KPIs, such as satisfaction with offering or utilization rates,
were considered during the process but not included as Program KPIs mostly due to lack of
benchmarks or due to the specificity of its definition (some definitions, such as ‘satisfaction,’
are very specific to the type of initiative). These types of metrics are not ignored and will be
considered within the initiatives as operative metrics specific to the design of the initiative.

When developing the two indicators, the Quality of Life Program 2020 will rely on the existing
global indicators, known as proxies. The World Happiness Index is deemed the most prom-
inent indicator. This index will determine the development level of the KSA in the different
aspects of the quality of life compared to 154 countries worldwide.

32
The VRP quantitative and qualitative aspects cover 65 KPIs:

•The quantitative KPIs prioritize most of the Program indicators in order to develop lifestyle
sectors, i.e. increase the service offerings. Therefore, the number of locations, goods, and ser-
vices in areas covered by VRP will be the most representative measures for improvement.

•The qualitative KPIs will be an indirect method of measuring the interests of Saudis and their
level of satisfaction regarding the planned social activities (such as effective engagement of
individuals and rate of family spending on entertainment). These KPIs will be complement-
ed through surveys at the initiative level that will measure user satisfaction. For example, as
part of initiative 8.2.1 ( Create out-of-home entertainment blueprint ), population satisfaction
surveys will be conducted regularly to ensure that the quality of infrastructure and services
lives up to the standards.

Figure 21: KPI category overview

KPIs categories of KPIs # Status/ progress level

Falls under the responsibility of ‫ﺗﻌﺮﻳﻒ اﻟﻨﻄﺎق‬

QoL 2020 27 Aligned commitment to 2020 targets
Aligned aspirations to 2030 targets

Agreed commitment to 2020 targets

Falls under the responsibility of ‫ﺗﻌﺮﻳﻒ اﻟﻨﻄﺎق‬
other VRP’s programs 28 Aspiration to 2030 targets
Pending approval of other VRPs

Benchmark and aspiration were identified

‫ﺗﻌﺮﻳﻒ اﻟﻨﻄﺎق‬
Outside the scope of QoL 2020 1 Obviously, security and natural environment
cannot be controlled through VRP

Preliminary commitments and aspirations

‫ﺗﻌﺮﻳﻒ اﻟﻨﻄﺎق‬
Unconfirmed responsible entities 3 Commitments to be discussed and aligned
with assigned owner

33
 Figure 22: KPI category overview: KPIs by type of owner

Quality of Life

Liveability
Lifestyle Lifestyle

Security & Economic & Housing, Urban Infrastructure

Social Heritage,
socio- Education Healthcare Design & & Recreation Entertainment Sports Total
Engagement Culture &Arts
environment Opportunity Environment Transportation

3 0 0 1 0 1 6 6 5 4 27
Fully owned by 1
QOL VRP

2 5 5 3 7 2 0 4 0 0 28
Owned by other
VRPs

Unconfirmed
owner 0 0 0 1 2 0 0 0 0 0 3

Beyond
scopel of QoL
2020
1 0 0 0 0 0 0 0 0 0 1
1. Includes one of the comprehensive initiatives KPIs Saudi cities within the top 100 livable cities

Not owned by the VRP

The targets for the different KPIs have been separated into two different sections:

• Section 2.C.1 – Quality of Life Program 2020 Commitments - This section outlines the 2020
commitments for the KPIs owned by the Program.

• Section 2.C.2 – This section outlines the 2020 commitments for KPIs not owned by the Pro-
gram. As the KPIs are not owned by the Program, there is no direct commitment.

2.C.1. Vision Realization Program 2020 Commitments

The following table includes all the KPIs owned by the VRP. The table includes the 2020 com-
mitments from the Program.

Within lifestyle, there are 27 targets across all five categories and one overarching KPI. All the
KPIs related to lifestyle can be classified into three types:

• Offering related (e.g. number of venues),

• Engagement related (e.g. expenditure in Entertainment or number of active people) or

• Quality related (e.g. number of restaurants owned by Michelin starred chefs).

The categories of Sports, Culture and Arts, Recreation and Entertainment have KPIs across all
three types of metrics.
34
 Gaps related to di�erent types of infrastructure were identified on the short and long run

Places to be developed by 2020

Art exhibitions E-games Family entertainment Water parks

centers

‫ﺮﻌﺗ‬+
‫ﻒﻳ‬140
‫قﺎﻄﻨﻟا‬ ‫ﻳﺮﻌﺗ‬+
‫ ﻒ‬27
‫قﺎﻄﻨﻟا‬ ‫ﻳﺮﻌﺗ‬+
‫ ﻒ‬16
‫قﺎﻄﻨﻟا‬ +‫ﻟا‬1‫قﺎﻄﻨ‬
‫ﻒﻳﺮﻌﺗ‬
160 20 37 10 143 127 1 0

Museums Public libraries Cinema Amusement parks

+ ‫ا‬11
‫ﻒﻳﺮﻌﺗ‬ ‫قﺎﻄﻨﻟ‬ ‫ﻳﺮﻌﺗ‬+
‫ا ﻒ‬13
‫قﺎﻄﻨﻟ‬ ‫ﻳﺮﻌﺗ‬+
‫ا ﻒ‬45
‫قﺎﻄﻨﻟ‬ +‫ا‬3‫قﺎﻄﻨﻟ‬
‫ﻒﻳﺮﻌﺗ‬
106 95 97 84 45 0 13 10

Zoos, aquariums Public gardens

�eatres Opera house
& gardens & stadiums

+ ‫ﻟا‬6‫قﺎﻄﻨ‬
‫ﻒﻳﺮﻌﺗ‬ ‫ﻳﺮﻌﺗ‬+
‫ﻒ‬44
‫قﺎﻄﻨﻟا‬ ‫ﻳﺮﻌﺗ‬+
‫ ﻒ‬16
‫قﺎﻄﻨﻟا‬ +‫ﻟا‬1‫قﺎﻄﻨ‬
‫ﻒﻳﺮﻌﺗ‬
13 7 54 10 73 57 1 0

Illustration headline
Note:

‫ﻒﻳﺮ‬2020
�e expected pathway of infrastructure development is based on the current demand, expected economic impact
‫ﻌﺗ‬By ‫قﺎﻄﻨﻟا‬ and access to investors.
�e Program is not responsible for museums but the Saudi Commission for Tourism & National Heritage (SCTH) is
Target Baseline 72
responsible for it along with other programs.

�e Program is mainly based on enabling the fulfillment of this gap especially through
private sector contribution, in addition to several outputs that the Program complies to achieve

Gap
Targets Baselines

�e program is an implementer �e program as an enabler

�e program is committed to have Building facilities and establishments will be enabled through several types of initiatives
Strategic and operational support
several outputs, for example: Organizational support
16 theatres, 140 art exhibitions 13 Supporting investment companies by private and public sectors )establishing investment
public libraries, and 1 opera house council)
Awareness and media suppor

35
 Having identified the gaps related to all types of infrastructure and based on the top-bottom
methodology followed by the Program through determining aspirations and commitments
based on global benchmarks, the Program suggested distributing those outputs to regions
based on a number regional considerations, including size of population, average family in-
come, climate and population preferences. The Program will align with executive bodies in
this regard, and private sector investment and desire to invest in such regions is a significant
aspect in approving infrastructure projects.

For example, as for opera houses, the Program aims to establish two opera houses; the first
one in Riyadh as part of Royal Arts Complex project and the other in Jeddah on the Arts and
Culture Island. As for public libraries, the General Culture Authority (GCA) is studying the ex-
pansion and development of a public libraries network instead of establishing new ones. Thus,
delaying the regional distribution of new libraries is preferred.

As for electronic games, geographical distance is not a definitive element to access and utilize,
as their activities can be implemented remotely.

As for arts exhibitions, the determination of every region needs will follow a comprehensive
study by GCA including interaction with local creators and artists.

Commitments and regional distribution shall be detailed as explained below:

Cinema

Target infrastructure by city Plan by 2020

Riyadh 0 30 6 Initiative:
Launch the film sector in the KSA
Jeddah 0 32 6

Madinah 0 19 4
Dammam 0 28 6 Goals:
45 cinemas )enabled through sector unlocking)
Tabuk 093
3.6M yearly visits throughout the country
Buraydah 0 18 4

Hail 092
Njran 062
Abha 0 18 4
Arar 052

Sakakah 062
Jizan 0 12 2

Al-Bahah 42
0 Program
commitments
# of screens per cinema:
10 for large cities Existing
8 for medium venues
5 for small cities
Venues to
20 for iconic )4 in Riyadh and 2 in Jeddah) be built

Source: Team analysis, company reports, press search, expert interviews

36
 �eme parks

Target infrastructure by city Plan by 2020

Riyadh 5 2 7 1 Initiative:
Create out-of-home entertainment plan
Jeddah 3 2 5 1

Madinah 1 1
Dammam 2 1 3 1 Goals:
3 theme parks )enabled through sector unlocking)
Tabuk 1 1
Reach additional~1M visits to all entertainment
Buraydah 1 1 facilities, including theme parks

Hail 1 1
Njran 1 1
Abha 1 1
Arar 1 1

Sakakah 1 1
Jizan 1 1

Al-Bahah 1 1
Program
commitments

Medium venues Small existing

to be built venues

Small venues Large venues

to be built to be built

1. E.g., utilities, highways and roads, air and sea ports, public transportation networks
Source: Team analysis, company reports, press search, expert interviews

Family Entertainment Centers

Target infrastructure by city Plan by 2020

Riyadh 55 11 66 5 Initiative:
Create out-of-home entertainment plan
Jeddah 29 6 35 3

Madinah 9 6 15 1
Dammam 22 4 26 2 Goals:
16 Family Entertainment Centers )enabled through
Tabuk 34 71
sector unlocking)
Buraydah 2 10 12 1 )reach additional~1M visits to all entertainment
facilities, including family entertainment centers)
Hail 4 261
Njran 4 04
Abha 2 15 17 1
Arar 12

Sakakah 3 03
Jizan 12 0 12 1

Al-Bahah 4 4
0 Program
commitments

Venues to
be built

Existing
venues

Source: Team analysis, company reports, press search, expert interviews

37
 �eaters

Target infrastructure by city Plan by 2020

Riyadh 16 8 24 3 Initiative:
Open cultural sites )including theaters, art galleries and
Jeddah 7 21 28 7
libraries) across the KSA
Madinah 2 5 7
Dammam 16 5 21 3

Tabuk 2 2 Goals:
16 theaters )publicly built)
Buraydah 1 3 42

Hail 2 2
Njran 1 12
Abha 5 5
Arar 1 01

Sakakah 1 01
Jizan 3 0 31
Al-Bahah 5 5
Program
commitments

Existing
venues

Venues to
be built

Source: Team analysis, company reports, press search, expert interviews

Zoos, Aquariums, and Botanical Gardens

Target infrastructure by city Plan by 2020

Riyadh 1 8 91 Initiative:
Create out-of-home entertainment plan
Jeddah 1 9 10 1

Madinah 1 8 9
Dammam 2 23 4 61 Goals:
6 zoos, aquariums and botanical gardens )enabled
Tabuk 1 2 3
through sector unlocking)
Buraydah 1 4 5 )reach additional~1M visits to all entertainment
facilities, including family entertainment centers)
Hail 24 02
Njran 1 0 1
2
Abha 11 0 11

Arar

Sakakah
1
Jizan 6 0 6
Al-Bahah 1 1
Program
0 commitments

Existing
venues

Venues to
be built

1. E.g., utilities, highways and roads, air and sea ports, public transportation networks
Source: Team analysis, company reports, press search, expert interviews

38
 Urban Parks and Playgrounds

Target infrastructure by city Plan by 2020

Riyadh 3 28 31 12 Initiative:
Establish high-quality lifestyle facilities in
Jeddah 5 27 32 12
developmental housing projects
Madinah 6 0 6
Dammam 2 23 25 9

Tabuk 3 0 3 1 Goals:
44 urban parks and playgrounds )publicly built)
Buraydah 3 0 3

Hail 4 0 4 1
Njran 4 0 4

Abha 17 0 17 4

Arar 3 0 3 1

Sakakah 3 0 3
Jizan 11 0 11 3
Al-Bahah 4 4 1
0 Program
commitments

Existing
venues

Venues to
be built

Source: Team analysis, company reports, press search, expert interviews

Museums

Target infrastructure by city Plan by 2020

Riyadh 30 8 26 56 2 Initiative:
Museums are beyond Program control and will be
Jeddah 15 33 48 4
focused on by tourism initiatives
Madinah 9 2 11
Dammam 8 34 42 4

Tabuk 44 2 6 Goals:
11 Museums )Public Buildings)
Buraydah 137

Hail 11 11
Njran 22
Abha 7 5 12
Arar 71 1

Sakakah 22
Jizan 8 81
Al-Bahah 2 13
Program
commitments

Existing
venues

Venues to
be built

39
 Water parks

Target infrastructure by city Plan by 2020

Riyadh 0 1 Initiative:
Create out-of-home entertainment plan
Jeddah 0 2 1

Madinah 1
Dammam 1 Goals:
1 water park )enabled through sector unlocking)
Tabuk
Reach additional~1M visits to all entertainment
Buraydah facilities, including water parks

Hail

Njran

Abha

Arar

Sakakah

Jizan

Al-Bahah 1
Program
commitments
Venues
to be built

Existing
Venues

1. E.g., utilities, highways and roads, air and sea ports, public transportation networks
Source: Team analysis, company reports, press search, expert interviews

40
 Strategic Associated
Livability KPI Baseline 2020 Targets KPI Type
Objective attribute
Over-arching KPI

2.2.1 Increase
public
participation
in sports
and athletic
activities
2.5.2 Grow Saudi Achieving
Number of Cities
contribution to Quality of Life 1 the targets in
Over-arching in the Top 100 0
arts & culture in KSA partnership with
Most Livable
2.5.1 Develop NTP 2020
& diversify
entertainment
opportunities
to meet
population›s
needs

Sports
2.2.1 Increase
public
Number of Owned by
participation Comprehensive
activated sports 463,3 4,991 Quality of Life
in sports infrastructure
venues VRP 2020
and athletic
activities
2.2.1 Increase
public Widespread
Owned by
participation public % of GDP spend
0.1% 0.3% Quality of Life
in sports interest and on sports
VRP 2020
and athletic participation
Sports activities
Professional Sports
2.2.2 Reach
regional
Number of
& global Owned by
International athletes in
excellence 7 7 Quality of Life
achievement Olympics (excl.
in selected VRP 2020
)wild cards
professional
sports
Non-professional sports

2.2.1 Increase
public Percentage of
Widespread Owned by
participation individuals who
public 13% 18% Quality of Life
in sports excercise on a
participation VRP 2020
and athletic weekly basis
activities

41
 Strategic Associated
Livability KPI Baseline 2020 Targets KPI Type
Objective attribute
Culture and Arts
Comprehensive Number
cultural of cultural 158 405
infrastructure infrastructure
Full-spectrum Number
of cultural of cultural 278 5,167
activities activities offered
Percentage
Heritage, Engaged public of consumer
Culture and Arts toward artistic expenditure 0.110% 0.120%
2.5.2 Grow Saudi offering on cultural Owned by
contribution to offerings Quality of Life
arts and culture Participations VRP 2020
Supportive arts in major
0 5
ecosystem international
events
Competitive
Number of
local content 23,000 25,000
published books
production
Competitive Number of
local content produced 0 13
production movies

42
 Strategic Associated
Livability KPI Baseline 2020 Targets KPI Type
Objective attribute
Entertainment
Household Owned by
Widespread spending Quality of Life
1.70% 2.02%
public interest on total VRP 2020
entertainment
Out-of-home entertainment
Owned by
Comprehensive Number of
154 260 Quality of Life
infrastructure venues
VRP 2020

Entertainment # of unique Owned by

Full spectrum titles of 358 Quality of Life
216
service offering entertainment VRP 2020
events
At-home entertainment
Number of Owned by
accessible media Quality of Life
Comprehensive
channels (e.g. 181 409 VRP 2020
content offering
radio, TV and
newspapers)
Percentage of top Owned by
titles (e.g. books, Quality of Life
video games, VRP 2020
Comprehensive
board games, etc.) N/A N/A
content offering available within 3
months of global
publishing

2.5.1 Increase Food and beverage services

public International Number of food Owned by
participation food andeverage and beverage 28,410 30,859 Quality of Life
in sports offerings outlets VRP 2020
and athletic
activities Number of Owned by
Globally premium Quality of Life
renowned food restaurants VRP 2020
1 3
and beverage (restaurants
offering awarded the
Michelin star)
Recreation
Outstanding Percentage Owned by
participation of consumer Quality of Life
in food and expenditure on 5.57% 5.57% VRP 2020
beverage food and beverage
offering offering

Recreation
Sq. meters of Owned by
State of the art shopping mall 0.189 Quality of Life
0.15
leisure offering retail space per VRP 2020
capita
Number Owned by
State of the art
of iconic 0 1 Quality of Life
leisure offering
developments VRP 2020
Pervasive public Percentage of Owned by
participation in global brand N/A N/A Quality of Life
leisure offering representation VRP 2020
Social Engagement
Social
engagement Owned by
# of hobby
Volunteering 0 450 Quality of Life
groups
VRP 2020

KPI referred to in Vision 2030 KPIs to be monitored in the second half of 2019

43
 This section gives an overview of the strategic KPIs that enable monitoring progress of the
Quality of Life in the Program 2020. Some KPIs, however, will only be monitored by ADAA
when relevant strategies are designated (recreation and at-home entertainment). They will be
monitored as of the second half of 2019. These relevant KPIs are as follows:

•Recreation
• Number of restaurants and cafes
• Percentage of consumer spending on food and drink offerings
• Number of high-end restaurants (restaurants awarded the Michelin star)
• Area of malls (measured by m2 per capita)
• Number of iconic projects
• Rate of international brand representation

• At-home entertainment
• Percentage of bestsellers available (books and video games) within 3 months of their release
worldwide
• Number of available media outlets (such as radio, TV, and newspapers)

• Lifestyle offerings are classified into 4 main types:

• Infrastructure - Physical sites to be renovated and/or constructed to enable the provision of
actual services (cinemas, amusement parks, sport facilities, museums, theaters, restaurants,
etc.)
• Event - Hosting one-time events in KSA (festivals and concerts)
• Activity - Hosting regular activities in locations for every regional scope (each theater will
host several plays, series, and/or shows every year)
• Content – Titles/entertainment material available in KSA (tablet games, books, movies, etc.)

The event targets for the entertainment, heritage, and culture categories are independently
set. A clear distinction is necessary to better understand the difference between the goals in
each category.

• Direct entertainment events will include a variety of different titles hosted all across KSA
in any given year (for example, if the Royal Concertgebouw Orchestra concert is played more
than once in many regions, it will be considered as one major direct entertainment event).
• Cultural, heritage, and religious events will include a multitude of festivals/conferences
hosted in the KSA in any given year (such as Jenadriyah, Eid Al-Fitr and Eid al-Adha, Saudi Na-
tional Day, amongst others).

Additionally, the Program owns 4 KPIs within Livability:

Strategic Associated KPI type

Livability KPI Baseline 2020 Targets
Objective attribute
Housing
Housing share
Housing, Owned by the Ministry
Provision of (thousands of
Urban design, 0.99 0.99 of Housing under the
Environment housing houses) to the
Housing VRP
population

44
 Strategic Associated KPI type
Livability KPI Baseline 2020 Targets
Objective attribute
Crime

Intentional
Homicide- homicides
1.5 1.3 Ministry of interior
free society by 100 000
population
Security
and socio-l Low violent Level of violent
environment 1 1 Ministry of interior
crime rates crime
Widespread
Level of violent
perception 3 2 Ministry of interior
crime
of safety

The Appendix (8 b) include further details about all of the KPIs, including:
• Definition of KPIs
• Benchmarks, Targets and Trajectories
• Detailed definition of sub-categories within the main dimensions (e.g. Entertainment and
Culture)

2.C.2. Other 2020 Targets

This section includes the details of all the KPIs that are not owned by the VRP, but are critical to
ensure a comprehensive delivery of the Quality of Life aspirations.

The 31 KPIs presented below have been color-coded according to the ownership and based on
the three categories defined at the beginning of section 2.C:

•Yellow: Owned by other VRPs. The targets have been set by the Quality of Life Program 2020
and aligned with the respective VRPs. The delivery responsibility remains the other VRPs but
the Quality of Life of VRP 2020 will monitor the performance to ensure that the overall targets
are met. Alignment was achieved through several meetings with the stakeholders.

•Red: Undefined owners. The objectives associated to such KPIs are not owned by any entity.
The targets will be confirmed once the owners are assigned.

•Grey: Owners beyond VRP structure. The KPIs go beyond the responsibility of any VRP. The tar-
gets have been set based on benchmarks from the most livable countries. The Quality of Life
VRP 2020 will monitor the performance to understand the implications on the overall Quality
of Life.

There are 25 KPI within livability that are not owned by the VRP:

45
 Associated
Livability KPI Baseline 2020 Target KPI Type
attribute
Medical care
Medical care Hospital beds per Owned by MoH
2.2 2.3
available to all 1,000 people under NTP 2020
Out-of-
Affordable medical Owned by MoH
pocket health 14.3 11.0
care under NTP 2020
expenditure
Health levels
Life expectancy Owned by MoH
Healthy longevity 74.3 76
)(years under NTP 2020
Healthcare
Lack of nutrition- Owned by MoH
Obesity rate 28.7% 28.7%
related conditions under NTP 2020

Lack of nutrition- Diabetes Owned by MoH

13.4% 13.4%
related conditions prevalence under NTP 2020
Housing
Widespread Percentage of Owned by Ministry
homeownership population that is 49.8% 60% of Housing under
a homeowner Housing VRP
Urban design
Available green Green space sq. Owned by MoMRA
0.9 1.46
space m/ capita under NTP 2020
Walkability Number of steps
Owned by MoMRA
taken per person 3,807 4,040
under NTP 2020
per day
Quality of environment
Housing, Urban
design and CO2 emissions
Environment Clean air from fuel
combustion
Owned by MoH
estimates in tons 106 93
under NTP 2020
per 1 million US
dollars of GDP in
2014
Education opportunities
Owned by MoE
Highly competent under National
PISA score 460 460
students Character
Enrichment VRP
Owned by MoE
Globally Num. of local
under National
recognized universities that 3 3
Education Character
institutions are ranked globally
and Economic Enrichment VRP
Opportunities Employment opportunities
Global
Country capacity Owned by MoH
Competitiveness 39 37
to attract talent under NTP 2020
Index Rank
Working Unemployment Owned by MoH
13% 9%
population rate under NTP 2020
Equal employment Female Owned by MoH
21% 28%
opportunities employment rate under NTP 2020

46
 Associated
Livability KPI Baseline 2020 Target KPI Type
attribute
Transportation and Infrastructure
Owned by
Direct
Convenient access GACA under
international Jeddah: 84, Riyadh: Jeddah: 84, Riyadh:
to international MoT’s National
flights (city and 56, Dammam: 33 56, Dammam: 33
destinations Transportation
)frequency
Strategy
Hours/year that
Jeddah: 29, Jeddah: 29,
Minimal traffic the average Owned by MoMRA
Dammam: 12, Dammam: 12,
congestion commuter spends under NTP 2020
Riyadh: 39 Riyadh: 39
in traffic
Road traffic deaths
Accident-free Owned by MoH
per 100, 000 28 23
roads under NTP 2020
population
Public and Shared transports
Ministry of
Annual journeys
Public transport Transport/
in public transport 0 15
used by everyone Public Transport
per capitaa
Authority
Electric car sales Owned by Saudi
Infrastructure and
Penetration of Energy Efficiency
Transportation 0% 1.5%
electric cars Center under
NIDLP VRP
Sustainable utilities
Percentage of
Sustainable renewable energy Owned by MEIM
0% 4%
energy provision to total energy under NTP 2020
used
Percentage of
Efficient waste recycled waste Owned by MoMRA
12.5% 40%
disposal from total waste under NTP 2020
produced
Connectivity
Devices connected
Connected society to internet / 3.6 6 MCIT
person
Network
Availability of Owned by MCIT
Readiness Index 33 25
latest technologies under NTP 2020
)(Rank
Government services
Effective e-Government Owned by MCIT
44 24
e-government Survey Index under NTP 2020
Corruption
Minimal Owned by MEP
Perception Index 62 40
corruption under NTP 2020
)2016 (Rank

Tolerance and equality

Complete gender Gender Inequality

50 45 Monitoring only
equality Index

Additionally, there are 6 KPIs within lifestyle that are owned by other VRPs, in particular the
ones related to Heritage, owned by SCTH within NTP 2020, and the ones related to volunteer-
ing, owned by MLSD within NTP 2020:

47
 Associated attribute Lifestyle KPI Baseline 2020 Target KPI Type

Heritage
Comprehension Number of
Owned by SCTH
heritage heritage 246 450
under NTP 2020
infrastructure infrastructures
Profound heritage Number of hosted Owned by SCTH
23 40
service offering heritage events under NTP 2020

Heritage, Number of world

Widespread
Culture and heritage sites Owned by SCTH
interest in national 4 7
Arts recognized by under NTP 2020
culture
UNESCO
Number of
Widespread
intangible Owned by SCTH
interest in national 4 6
UNESCO cultural under NTP 2020
culture
heritage elements
Third Sector
Number of Owned by MLSD
Volunteerism 23k 300k
volunteers in KSA under NTP 2020
Social Number of
engagement Owned by MLSD
Number of NGOs NGOs per 1000 0.01 0.05
under NTP 2020
inhabitants

48
2.D. Target Setting Methodology

Ambition, attributes and KPIs

Aspirations were defined for the selected KPIs against each attribute to achieve the overarch-
ing ambition of Saudi Arabia to include at least 3 cities in the top 100 most livable cities. Before
developing attributes, we have first defined a set of underlying dimensions under each catego-
ry. Essentially, the dimensions go one level deeper into the components of the different cate-
gories. For example, under the category “Infrastructure and Transportation,” there are multiple
dimensions, one of which is “Transportation infrastructure.”

Following the definition of quality of life, the Program ended with a list of 10 categories and 25
dimensions. The dimensions were created based on an extensive benchmarking exercise (as
described in section 1.B), which identified the most relevant sub-components of the quality of
life indices. The objective of defining a list of attributes was to break down the dimensions into
actionable, specific items that could easily be measured and associated with KPIs. Following
the previous example, the attribute for Connectivity would be “Accident-free roads.” The final
selection of the KPIs (associated to their relevant attributes) was developed based on indices,
yearly publications from reputable databases and other similar programs, with the ultimate
objective of measuring the overall performance in each category. Therefore, each attribute is
represented by a KPI and corresponding aspirations and targets.

Figure 23: Quality of Life Program 2020 top down approach hierarchy - Transportation infrastructure example

Quality of Life 1 Overall program scope

Liveability lifestyle 2 Major components

Infrastructure & Transportation 10 Categories

Transportation Infrastructure Public/shared transport Sustainable Utilities Connectivity 25 Dimensions

Convenient access to Attributes

Accident-free roads Minimal tra�c congestion 52
international destinations

Road tra�c deaths per 100k Hours/ years the average commuters
Direct international flights 58 KPIs
population spends in tra�c

Jeddah 95, Riyadh 60 , 6 Riyadh 29, Jeddah 29< targets 2020

58
Dammam 37 Dammam 12

Benchmarking and target setting methodology

After identifying the most relevant KPIs, clear targets were defined based on a three-layered
benchmarking approach. The approach first identified sets of benchmarks at three stages:
countries with the highest livability globally, countries in the next bracket of livability com-
pared to Saudi Arabia and regional benchmarks. The corresponding sets of benchmark coun-
tries are presented below:

49
 • Most livable countries which consistently rank at the top of the EIU Liveability Index both at
country and at city level: Australia, Canada, Germany, Norway, Switzerland

• Countries in the subsequent bracket of livability with cities that rank between 80 and 100 in
the EIU Liveability Index: Brazil, China, Romania, South Africa

•Regional benchmarks with similar socio-political and cultural conditions and geopolitical
challenges

• Where benchmarks were not deemed representative, globally recognized guidelines were
used to set targets for specific KPIs

The approach described can be illustrated for the Transportation and Infrastructure category
under which the attribute “Accident-free roads” was identified. In this case, the KPI associated
to this attribute is “Road traffic deaths per 100,000 inhabitants” (based on multiple sources,
including WHO, AARP, etc.). The range of benchmarks for the most liveable countries ranges
between 3.3 and 6 road traffic deaths per 100,000 inhabitants. Given the current baseline of
KSA at 27.4 road traffic deaths per 100,000 inhabitants, the aspiration for 2030 was set at 6,
aligning with the entry point of most livable nations.

To define 2020 targets, two key factors were taken into account: the required linear growth to
reach the 2030 aspiration and the lead time required to affect the targeted outcome. To en-
sure a realistic target definition, the aspirations have been aligned (whenever possible) with
the responsible entities. In the case of the road traffic deaths, the key bases that need to be
activated, such as infrastructure improvements and changes in driving behavior, required long
lead times. Hence, the 2020 target was set at 23, below the linear growth required to reach the
2030 aspiration. This is in line with the road death reduction trajectory that other countries
which have achieved significant reductions have experienced (e.g. Spain).

50
2.E.Macro-economic metrics

The VRP team, in collaboration with various supporting entities, has defined the Program’s
contribution to the KSA’s macro-economic metrics. This impact is driven by the Quality of Life
VRP 2020 initiatives and their respective budget requirements. The table below summarizes
the annual and cumulative impact of the Program.

Annual
Metric Unit Baseline 2018 2019 2020
Fees

GDP SAR billion 47 76 81 85

Investment SAR billion 4 21 19 21
Development SAR billion 0 9 11 10
Consumption SAR billion 43 47 50 54

Private, total direct jobs # thousands 290 310 327 346

Macro-
Economic
Contribution to local content % 56% 59% 64% 67%
Metrics
Non-oil revenues SAR million 0 1272 1653 1983
Non-governmental investment SAR billion 2 8 8 8
Balance of payments* SAR billion - -6.234 -7.032 -7.720
Consumption rate % 1.184% 0.526% 1.694% 2.051%
Inflation rate % -0.114% 5.754% 1.981% 2.085%
Budget SAR billion 0 15 16 17
*VRP was able to calculate the balance of payments
Developing an iconic Arts and Culture Island in Jeddah and building the Royal Arts Complex
will require a budget exceeding that of 2021 and 2022 to complete the construction of infra-
structure which will start in 2018.

The methodology for GDP and job creation in the private sector has been developed, following
discussions with representatives from the Ministry of Finance, World Bank, International Mon-
etary Fund, and supporting entities.

GDP and job creation assessed at the sector level provide a comprehensive view on direct, indi-
rect, and induced impact. The methodology sums up the impact from 3 different levers:

•Investment in infrastructure development (both private and public) – planned investme

nts to develop the infrastructure to enable lifestyle offerings. This includes both public invest-
ment (e.g. refurbishing stadiums, building libraries, developing facilities at schools or universi-
ties) and private investment (e.g. constructing theme parks, cinemas, gyms)

•Government spending on sector development – expenditure in promoting and marketing the

newly developed lifestyle offerings (e.g. sports awareness campaigns, arts competitions) as
wells as carrying out operations (e.g. physical education classes, maintaining museums)

•Final consumption in the lifestyle sector – recurring value generated by household consump-
tion of new offerings (e.g. revenues generated by theme parks, purchases of sports equip-
ment)

51
 For each lever, multipliers have been applied to determine GDP and job creation potential.
These multipliers have been derived from input-output tables, which already incorporate the
permeability of the economy (i.e. import and exports). As sectors are nascent in KSA, a blend
of multipliers from a set of benchmark peers with developed sport, entertainment, arts and
culture and recreation sectors have been used (e.g. Turkey, UK, US).

According to several metrics, there will be a huge leap from between the years 2020 and 2030,
thanks to the nature of this Program. This VRP will invest in incentivizing new or underde-
veloped sectors in KSA. Consumption in this particular sector will grow rapidly as it expands,
keeping up with the overall growth projected for 2020 -2030 based on the total investments
made in 2018-2020.

If we consider the GDP for example, the baseline GDP of the Quality of Life Program 2020 sec-
tors constitutes around 2.5% of the total non-oil GDP in 2016. Based on Program initiatives, it is
predicted that these sectors will grow by 20% annually until 2020, then by 10% until 2030. This
is currently possible because the sector is too small with too many constraints (such as the
lack of cinema permits). Once such restrictions are lifted and the Program initiatives are imple-
mented, rapid growth is predicted.

For jobs, the Program worked closely with the Job Creation Commission and developed esti-
mates of direct private sector job creation for each initiative in the Program. In total, 38 initia-
tives in the Program contribute directly to job creation, which accounts for the numbers in the
table above. In addition to these jobs that are created directly through the activities of a given
initiative, there is a broader effect that the initiatives have on lifestyle sectors and on the econ-
omy which would lead to additional job creation beyond what is captured in these figures, but
which is difficult to estimate.

Local content at the Program level is similar to GDP after taking into account leakages out of
the economy. The 3 main leakages considered are imports, expat remittances, and repatriated
profits. First, imports are required for construction material and equipment to develop lifestyle
offerings. Second, remittances stem from expatriate labor that will both develop and operate
the sector. Third, foreign firms that will invest in lifestyle will repatriate a share of their profits.
To increase local content, the Program will increase the share of locally-sourced material and
equipment to reduce imports, increase the share of Saudi employees and increase the share of
Saudi firms operating in the sector.

Non-oil revenues have been assessed for each initiative and are summed at the Program level.
Overall, the Program non-oil revenues in 2018 are less than 1% of the total expected revenues
for the same year. By 2030, these non-oil revenues will grow tenfold, but will still represent a
slim contribution to the State revenues compared to other sources, such as the value added
tax (VAT). It is noteworthy that the sector revenues will increase exponentially if we take into
account Public Investment Fund (PIF) returns from the entertainment company and other rec-
reational projects. Those returns were not included here to avoid double counting with PIF.

Non-governmental investment has been derived from the private sector contribution to in-
vestment in infrastructure. Private sector engagement is a key priority for the Program, and
as previously indicated, we will generally depend on 4 pillars to guarantee maximum private
sector engagement: (1) Improving public sector participation in fields where private sector
participation is low, (2) providing financial incentives to make up for foregone profits in certain

52
sectors, (3) providing all necessary non-financial enablers to mitigate investment risks, and (4)
managing private sector participation effectively in collaboration with SAGIA, which has al-
ready selected over 200 international investors.

As for the Balance of Payments, it includes three elements:

Current account: measures the state’s balance of trade in addition to net income and direct
payment.

Capital account: measures changes in domestic ownership of foreign assets and foreign own-
ership of domestic assets.
Financial account: measures financial transactions that do not affect the state’s income, pro-
duction or savings.

Given the nature of the Program, we believe that it will affect the current account only in KSA,
especially the balance of trade. The last element is the difference between state’s exports and
imports. The Program will often rely on imports of goods and services to achieve the ambitious
targets. At the same time, exports will not be generated directly because the Program’s focus
is currently on developing internal capabilities and infrastructure and delivering quality-of-life
offerings. On this basis, the program ignored the value of exports.

As for imports, the Program developed a model for calculating the share of foreign products
and services in capital expenditures and development/consumption (operational) expendi-
tures. The share of foreign products and services is multiplied by the amount of investment
and development/consumption to obtain the final import value.

The Program will contribute to Saudi balance of payments (BOP) as follows:

SAR billion Baseline 2018 2019 2020

Program contribution to BOP -7.03 -6.23 -7.03 -7.72

These figures represent the Program’s BOP value and have been calculated as the net differ-
ence between Program exports and imports.

In addition, if the Program succeeds in achieving its aspirations across livability and lifestyle,
there will be a broader halo effect on the economy as a whole. This would come from multiple
sources, such as additional local and foreign private investment, increased retention of resi-
dents, and higher number of visitors and spending per visit. It is not possible to estimate this
broader impact in a rigorous way, but to give a sense of the magnitude, we looked at the corre-
lation between quality of life and gross domestic product (GDP) globally.

This has been estimated by evaluating the effect of improving the KSA’s position on the EIU
Livability Index. A regression analysis has shown that increasing 1 rank upwards is correlated
with an increase in SAR1,780 in GDP per capita. Therefore, if KSA would be able to have 1 city in
the top 100 list by 2020 and 3 cities by 2030, this implies that the impact on GDP in 2020 could
be as high as SAR400 billion. If achieved, this impact would be due to efforts across livability
and lifestyle, including efforts of other VRPs.

53
 Starting early next year, the Program will enter into collaboration with the Ministry of Finance
and the World Bank to assess the macro-economic impact of the Quality of Life Program 2020
in greater detail, using a general equilibrium model.

Figure 24: GDP and job creation contribution levers

�e QoL VRP 2020 will contribute to GDP through 3 pillars

Lever Description Source of Impact Timeline of Impact

Partially public,
1 Investment to develop the partially private
Focus on initial years
Investment investment.
necessary infrastructure to enable Non-sustainable impact (one-o�
in infrastructure Requires
the lifestyle o�ering government construction)
development
funds

2 Expenditure in promoting and

Public spend
Continuous impact but large on
Government Requires
marketing the newly developed initial years (to facilitate market
spending on sector government
lifestyle o�ering creation)
development funds

Mainly private
3 Recurring value of market consumption
Perpetual impact
Impact on later years, requires
Final consumption generated by new o�ering (events, Does not require
ramp-up a�er initial investment
in lifestyle sector activities, and content) government
and promotion
funds

54
 Figure 25: GDP contribution calculation methodology

�e QOL will contribute to GDP through 3 pillars

Lever1 Components Impact description

Direct multiplier
Public investment 75% Construction annual spend Indirect multiplier
1 (VRP / entities) Direct multiplier
Investment
Investment Professional services annual Direct multiplier
20% spend
Indirect multiplier value
in infrastructure Induced multiplier
added
development Direct multiplier
Private investment 5% ICT annual spend Indirect multiplier
Induced multiplier
GDP
contribution

2
Government spending Public and
on sector development private
Sector spend
Direct multiplier
100% annual Indirect multiplier value
Induced multiplier
spend added
3
Final consumption in lifestyle sector

1. Import and export were included in investment, development , and consumption

Figure 26: Job creation calculation methodology

Methodology for calculating job creation

Lever1 Components Impact description

Direct multiplier
Public investment 75% Construction annual spend Indirect multiplier
1 (VRP / entities) Direct multiplier Temporary
Investment Professional services annual Direct multiplier job creation
20% spend
Indirect multiplier
during
in infrastructure Induced multiplier
1
development Direct multiplier development
Private investment 5% ICT annual spend Indirect multiplier
Induced multiplier

2 Temporary
job creation
Government spending during
on sector development development
Sector
Direct multiplier
100% annual Indirect multiplier
Induced multiplier
spend
3 Temporary
job creation

Final consumption in lifestyle sector during

development

1. In the public and private sectors, Saudi and non-Saudi

55
 Figure 27 - Methodology of calculating the holistic impact on contribution to GDP

Liveability
Aspiration for KSA Liveability index, 2016 GDP impact

Stability, healthcare, culture and

environment, education and Increasing 1 rank upwards will
create SAR1,780 in GDP per capita
1 Melbourne

Aspiration is to have three SAR 400 bn

Saudi cities be recognized in 34 Singapore
the top-ranked 100 cities in the
Expected impact
world by moving them: 1
for KSA, 2020
7 ranks by 2020
18 ranks by 2030 100 SAR 1,025 bn
107 Riyadh

111 Jeddah Expected impact

for KSA,1 2030
118 Al Khobar
140

1. ‫ ﻣﻠﻴﻮن ﻧﺴﻤﺔ‬32 ‫ﻳﻔﱰض أن ﻋﺪد ﺳﻜﺎﻧﻬﺎ اﻟﺤﺎﱄ ﻳﺒﻠﻎ‬

‫ وﺣﺪة اﻻﺳﺘﺨﺒﺎرات اﻻﻗﺘﺼﺎدﻳﺔ؛ ﻓﺮﻳﻖ اﻟﺘﺤﻠﻴﻼت‬:‫اﳌﺼﺪر‬

KSA’s aspirations:

The main aspiration is represented by having 3 Saudi cities amongst the top 100 livable cities
in the world. That will be achieved by climbing:
-7 ranks by 2020
-18 ranks by 2030

56
 Figure 28 – EIU Liveability Index

( Regression analysis1 of 1361 countries gives a coe�cient of SAR 1.780 ($475 when increased 1 rank in livability index

GDP per Capital $

120,000

100,000 Singapore
80,000 Zurich
60,000
Jeddah Seoul
40,000
Riyadh Madrid
Al Khobar
20,000 Melbourne
Cairo
0
140 120 100 80 60 40 20 1 0
City Ranking

countries omitted due to lack of GDP per capita data 4 1

Source: EIU; team analysis

57
 BASELINE

58
3.Baseline

Livability and lifestyle have experienced different stages of development in Saudi Arabia. In
livability, recent efforts and investments have helped the country make some progress, par-
ticularly in healthcare, economic, and education. However, most of the lifestyle elements are
still at a nascent state and require major improvements, especially regarding the availability of
“basic” infrastructure and the development of the lifestyle service offerings.

The baseline relied on a clear methodology to assess the 10 quality of life components:

•Current performance: Evaluates performance of Saudi Arabia for each underlying dimension
at current stage, including the main challenges

•Benchmarking: Compares the progress of Saudi Arabia with a list of best-in-class and rele-
vant benchmarks

•Initiatives in progress: Identifies the initiatives currently addressing some of the challenges

3.A. Livability – Main challenges and current efforts

As one part of quality of life, livability comprises the living conditions required for citizens and
residents to live a satisfactory life. These include infrastructure and transportation, security
and political environment, healthcare, economic and educational opportunity, and housing,
urban design and environment. Each of these factors is essential for a healthy cultural and
social lifestyle to grow in the Kingdom. Large-scale investment efforts have seen the Kingdom
make some progress in recent years, particularly in healthcare and economic and education-
al opportunities. Nevertheless, other aspects, most notably urban design and urban transit
infrastructure, significantly lag behind peers. The Kingdom has the potential to catch up with
peers in all these aspects, and provide a level of livability which is a source of pride to citizens
and residents alike.

3.A.1. Infrastructure and transportation

Current performance
The smooth functioning of the daily lives of citizens relies on a variety of infrastructure assets.
This includes waste, water, energy, general connectivity and other critical urban assets. Inter-
net and urban transit infrastructure are the primary drivers of connectivity in a city, and are
particularly pertinent to improved livability standards.

The KSA slightly lags benchmarks on connected devices per person, although the private
sector has taken bold steps in the Kingdom to bridge this gap. In 2017, Zain Saudi Arabia and
Nokia recently signed an MOU to develop next generation 5G and Internet of Things (IoT) ap-
plications to support the ambition to increase internet usage ratio from 75% to 85%.

With regards to improving urban transit infrastructure, the Kingdom faces two main challeng-
es. First, there is a high use of private cars due to the lack of reliable or accessible public trans-
portation in Saudi. Second, there is a substandard quality of roads.

59
 Benchmarking
Saudi Arabia significantly lags benchmarks in road traffic deaths and public transport usage
but performs better in terms of traffic congestion. The Saudi road traffic death rate is among
the worst 25 countries in the world (27.4 deaths per 100,000 inhabitants). Furthermore, Riyadh
citizens spend approximately 16% of their driving time in traffic congestion vs. 10% in Chica-
go, and 9% in Johannesburg—both cities renowned for their long commutes. Therefore, and
unsurprisingly, Saudi energy consumption on transportation is one of the highest in the world
(1.42 tons of oil equivalent per capita), almost double that of France (0.75) or Sweden (0.87).

Figure 29: Infrastructure and transportation benchmarking

Metric Benchmark

27.4 25.1 23.4 18.8 8.7 6 5.4 4.3 3.8 3.3

Road
tra�c
deaths per 36.2 2.9
100,000 23 6
population

3.6

Connected
devices 0 40
per person 6 29
1,5 × Global average 2 × Global average

0 108 113 177

Annual
journeys
in public 0 246
transport 15 110
per capita

Source: World Health Organization, World Public Transport Organization, Gartner, IHSMarket Best practice range 2020 2030
Target Aspiration

Initiatives in progress
The KSA has initiated a national transportation strategy to enhance transportation safety and
reduce congestion. The most well-known component of this strategy is the introduction of a
public metro and an integrated bus system in Riyadh, Jeddah, Madina, Mecca, and Dammam.
The Riyadh metro is expected to come into operation by 2019. In addition, traffic management
centers are being built to monitor performance of traffic management authorities and to im-
prove enforcement of traffic regulations. The target is to reduce road deaths from 27.4 deaths
per 100,000 inhabitants to no more than 6 deaths per 100,000 inhabitants.

3.A.2. Security and Socio-environment

Current performance
Saudi Arabia benefits from one of the lowest crime rates in the region. Riyadh is for instance
one of the safest cities in the world according to the world’s safest cities ranking (43rd). Sau-
di Arabia is also one of the most politically stable countries in the Middle East. In the areas
60
of e-Government services, Saudi Arabia has achieved significant progress across three main
dimensions: availability, maturity and utilization of e-services. For instance, the National Saudi
Portal currently offers over 2,500 government services, besides the m-Government applica-
tion, which hosts more than 130 applications for 70 government agencies. Regarding tolerance
and equality towards women, Saudi Arabia’s new policies are promising steps towards wom-
en’s full participation in society (e.g., right to drive).

Benchmarking
The Program aims to use information and communication technologies to deliver public ser-
vices which is illustrated by a good performance in the e-Government Survey index. When
it comes to Gender Inequality, Saudi Arabia still lags behind countries with similar livability
conditions.

Figure 29: Infrastructure and transportation benchmarking

Metric Benchmarking

76 75 63 51 44 28 18 15 14 2

E-governm
ent survey 193 1
24 2-28 5
index

24 18 9 6 1
Gender 1-24
inequality 159 1
index
45 37
ranking

Source: World Bank Governance Index, United Nations E-Government Questionnaire, Gender 2020 2030
Inequality Index, United Nations Development Program (UNDP) Human Development Report
Best practice range Target Aspiration

Initiatives in progress
The e-Government in Saudi Arabia was established by the Ministry of Communications and
Information Technology (MCIT). One of the most important initiatives under MCIT is the
“Yesser” Program which establishes, develops and manages most e-Government services and
products. Other initiatives, led by the Ministry of the Interior, are trying to develop a digital ID
system for Saudi citizens and residents. While most of the recent initiatives aimed at improv-
ing gender equality have been initiated by Royal decrees (e.g., right to vote, to drive), several
entities such as the General Sports Authority have also helped remove barriers preventing
women to participate or attend sports-related events.

3.A.3. Healthcare
Current performance
Over the last 25 years, the KSA has shown progress in health outcomes. The Quality of Life Pro-
gram 2020 aims at developing 4 main aspects:
1)Reduce diseases related to lifestyle such as obesity (e.g. through encouraging exercise)
2)Facilitate access to healthcare
61
 3)Educating and raising awareness on primary and home care
4)Improving and developing the workforce in the health care sector

Benchmarks
Benchmarks show that KSA performance in healthcare is mixed. On the one hand, Saudi life
expectancy (76 years) is within the range of best practice countries, but lags the current top
performer (80 years). On the other hand, “healthy life expectancy,” which measures the equiv-
alent number of years of life expected to be lived in full health, is ~8 years shorter than the
average of top 10 countries (WHO, 2016). Aligned to this is diabetes prevalence, where KSA is
significantly higher (17.9%) than most livable countries (~3-8% range). In other aspects, infant
mortality is roughly 70% higher than OECD average, and there are ~30% fewer physicians per
citizen than OECD average.

Figure 31: Healthcare

Metric Benchmarking

71.7 71.8 73.1 74 78.3 78.8 79.4 79.5 80.4

78.3-80.4
Life
36.3 83.7
expectancy
76 08

13.4 11.1 11.1 10.6 10.4 9.4 9.4 9.2 8.6

11.1-8.6
Diabetes
26.5 4.2
Prevalence
13.4 10

2.2 2.7 3.3 3.8 3.9 5 6.1 8.2

Hospital
2.7-8.2
beds per
1,000 0.1 13.8
people 2.3 2.7

Source: World Bank, Oxfam, World Health Organization Best practice range 2020 2030
Target Aspiration

Initiatives in progress
There is a strong focus on developing primary healthcare through building new primary care
facilities and training physicians. KSA has begun implementing a national performance man-
agement transformation Program (Ada’a Health) to transform 70 of the biggest hospitals,
collectively amounting to ~80% of patient flow. Furthermore, starting from early next year,
three hospital clusters or ‘accountable care organizations (ACOs)’ will be established in Riyadh
and Dammam, responsible for the overall health of their population rather than acute care
delivery alone.

62
3.A.4. Economic and Education Opportunities

Current performance
The last few years have been challenging for Saudis looking for education and economic op-
portunities. One clear indication of this is that Saudi unemployment has increased, reaching
12.8% (General Authority for Statistics, 2017) in Q2 2017.

Unemployment is disproportionately concentrated in women compared to men in KSA, with

unemployment reaching 33.1% for women vs. 7.4% for men (General Authority for Statistics,
2017). One set of root causes for this challenge is related to weak overall economic growth. In
sectors that were hit especially hard, such as construction and retail, overall employment has
fallen consistently over the last year. Most of this has resulted in layoffs of expatriate labor,
but has also created a more difficult hiring environment for Saudis. This has resulted in many
Saudis worrying about their job security.

Benchmarking
In education, the KSA does not currently does participate in PISA. Nevertheless, educational
outcomes are on a par with countries that spend 25% - 75% less per student on K12 (World
Bank database EdStats, PISA). Furthermore, KSA suffers from a low university completion rate,
with 45% dropout rate vs 30% in OECD countries (Ninth Economic Plan, OECD). 
From an employment perspective, KSA’s current unemployment rate is ~5% higher than the
upper end of the benchmarks.

63
 Figure 32: Education and Employment Opportunities

Metric Benchmarking

25.9 11.6 11.5 7.1 6.4 5.7 4.8 4.6 4.6 4.3
7.1-4.3
Unemployment
31.4 0.27
rate
9 7

22 46.2 47.6 54.5 56.3 58.6 61 61.2 62.7 63.6

Female 54.5-62.7

employment
12.2 86.4
rate 24 30

438 502 504 506 508 514 524

502-524
PISA score 339 552
460 502

Source: International Student Assessment Program of the Organization for Economic Co-operation and
Best practice range 2020 2030
Development, Shanghai Classification, INSEAD World Competitiveness Index of Talents, World Bank,
Target Aspiration
Human Development Report of the United Nations Development Program

Initiatives in progress
Of the twenty transformative initiatives being planned by the MOE, three are most directly re-
lated to improving quality of life. New teacher pathways, including the reform of licensing and
professional development regulation to ensure quality is brought up to global standards, are
being introduced. Private sector participation, including strategic partnerships with employers
to align curriculum to needs in technical, vocational education and training (TVETs), is increas-
ing. A new curriculum is being developed, with a focus on shifting balance of time allocation
to more practical/applied skills such as science, technology, engineering and mathematics
(STEM) and broader competencies (career guidance).

It is worth noting that there are many ongoing efforts to improve economic opportunities in
the Kingdom. Other VRPs will have significant impact on economic opportunities – especially
the National Industrial Development and Logistics Program, the National Companies Promo-
tion Program, the Strategic Partnerships Program, and the National Transformation Program,
which are all explicitly focused on improving the economy. A fiscal stimulus program has also
been announced last year, which will inject more than SAR 100 billion into the economy in
the coming years. Taken together, these efforts aim to unlock the economic potential of key
sectors in the economy, such as mining, logistics, manufacturing, and others. The Quality of
Life Program 2020 also has ongoing efforts which will contribute to this area by growing the
sports, cultural, and entertainment sectors.

64
3.A.5. Housing, Urban design and Environment

Current performance

The KSA underperforms on access to nature, affordable housing, urban design and quality
of environment, all of which are important for the everyday lived experience of citizens. For
example, on an independent measure of walkability (“Walk score”), Riyadh is half as walkable
as New York, Singapore and London. Air pollution in Riyadh is roughly 15 times the safe level
according to WHO guidelines.

Benchmarking

The KSA lags benchmarks in multiple dimensions. One significant lag is in average steps per
person per day, where KSA lags best practices by more than 1000 steps per day (3,800). In
terms of available green space per capita, Riyadh is a third of that in Dubai and a tenth of
WHO standards. In terms of house ownership, KSA is within range of best practice bench-
marks, with 50% of population owning a home, but should aim to equal the top 5% of most
livable countries in the world.

Figure 33: Housing, Urban Design and Environment

Metric Benchmarking

40% 45% 50% 63% 69% 70% 74% 76%

‫ﻟا‬%
‫ﺴﻨ‬of‫ﺔﺒ‬ 7640-
%
population
‫ﺔﻳﻮﺌﳌا‬
that
‫ﻜﻠﳌ‬is‫ﺔﻴ‬a 0% 100%
‫ﳌا‬ home-
‫ﻦﻴﻨﻃاﻮ‬ 7 9
‫ﻟ‬owner
‫لزﺎﻨﻤﻠ‬

3.8% 4.3 4.8 4.9 5.2 5.2 5.6 6.2

Average
‫ﻂﺳﻮﺘﻣ‬ 5.64.8-
number‫ دﺪﻋ‬of
steps
‫ﻮﻄﺨﻟا‬per
‫تا‬ 3.5 6.9
person ‫ًﺎﻴﻣ‬
‫ﻮﻳ دﺮﻔﻠﻟ‬per 4 4.8
)day
‫(ﻻﻵﺎﺑ‬K)
‫(ف‬

0.9 9 50
‫ﳌا‬Green
‫ﻊﺑﺮﳌا ﱰ‬ 509- 502-524
‫ ﻦﻣ‬sq.
spaces
‫ﳌا‬ ‫ﺴ‬per
‫تﺎﺣﺎ‬ 0 100
m/
‫ﺨﻟا‬capita
‫ﻞﻜﻟ ءاﴬ‬ 1.46 9
‫دﺮﻓ‬

Source: World Atlas, World Health Organization, Stanford University (Argos Study) Best practice range 2020 2030
Target Aspiration

65
 Initiatives in progress

The government has introduced recent initiatives to ensure that citizens have more access
to nature, affordable housing, and an improved air quality. For example, in 2016 the Arriyadh
Development Authority inaugurated 10 new parks, covering 150,000m2, in Riyadh. The Minis-
try of Housing is currently developing affordable housing schemes encompassing 46 projects
to provide 13,793 housing units (nine of these schemes have been delivered). Finally, MEWA
launched an initiative to install air-quality measuring units in 7,000 industrial chimneys in
August 2017, allowing for live monitoring of emissions.

3.B. Lifestyle – Main challenges and current efforts

Although core to improving quality of life, most elements of lifestyle are still at a nascent
stage in Saudi Arabia, particularly regarding the availability of “basic” infrastructure and the
development of lifestyle service offerings. As a result, current participation in lifestyle activi-
ties remains low.

3.B.1. Sports

Current performance

The sports sector in the Kingdom is significantly under-developed on four main fronts. First,
13% of Saudis are physically active at least once a week compared to ~72% in the U.K., likely the
result of limited high-quality facilities, low awareness, and social and regulatory impediments.
Second, 2% of citizens are interested in volunteering in sports, compared to 15% in England,
which speaks to underdeveloped sports community engagement (Sports England, 2017). Third,
the KSA only had 12 athletes in the last Olympics, mainly in equestrian sports, as the develop-
ment of elite athletes who can compete on the regional and global stage have lagged behind
due to insufficient infrastructure, fragmented federations, and lack of support to pursue sport
as a full-time career. Finally, the sports economy across the value chain, from light manufac-
turing in clothing and accessories, to heavy manufacturing in equipment and facilities, re-
mains nascent due to low private sector involvement.

However, the sports sector shows promise in terms of economic and job growth as well as the
ability to elevate Saudi athletes in the international arena. The sector is also undergoing major
changes such as the official passing of the law to allow women in sports stadiums, which will
promote mass participation.

Benchmarking

The number of Saudi Olympic sportsmen per million of the population is only 0.38. The aspira-
tion is reach 2.81 Saudi Olympic sportsmen per million of the population by 2030, in line with
high-performing countries. Additionally, number of pro and mixed venues per million of the
population is only 4.3. While this is ahead of a regional peers, it is smaller than leading bench-
mark countries. Finally, the number of non-professional venues per million inhabitants is Sau-
di is 42, which is far lower than leading countries like Germany with 466 venues per million
inhabitants.

66
 Figure 34: Sports

Metric Benchmarking

0.17 0.22 0.38 0.7 1.71 1.77 1.83 3.27 3.43 12.23
Number
‫ ﺔﺒﺴﻨﻟا‬of
Olympic
‫ﺔﻳﻮﺌﳌا‬
sportsmen
‫ﺔﻴﻜﻠﳌ‬ 0 13.00
1.19 2.81
1 1
per
‫ﻮﳌا‬ million
‫ﻦﻴﻨﻃا‬
population
‫لزﺎﻨﻤﻠﻟ‬

3.4 3.7 4.1 4.8 0.8 9.81 2.62

Number of
‫ﻣ‬pro
‫ﻂ&ﺳﻮﺘ‬
‫دﺪﻋ‬
mixed
‫اﻮﻄﺨﻟا‬per‫ت‬ 0 30
venues
6.9 11.1
‫ﻔﻠﻟ‬million‫ًﺎﻴﻣ‬
‫ﺮ‬‫د‬ ‫ﻳ‬ ‫ﻮ‬
)‫(فﻻﻵﺎﺑ‬
population

42 308 388 466

Number of
‫ﻊﺑﺮﳌا ﱰﳌا‬
non-profess
‫ﻦﻣ‬
ional
‫ا‬ ‫ﳌ‬ ‫ﺴ‬ ‫ﺣﺎ‬per
‫تﺎ‬ 0 100
venues 114 258
‫ﺨﻟا‬million
‫ﻞﻜﻟ ءاﴬ‬
‫دﺮﻓ‬
inhabitants

Best practice range 2020 2030

Target Aspiration

Initiatives in progress

A mass participation strategy has already been developed to guide the Kingdom on ways to
improve activity among the greater public, and ultimately increase weekly participation in
sport and activities to 40%. The journey towards mass participation involves motivating peo-
ple through grassroots participation in PE classes, unregulated play, and recreational sports, as
well as ‘activating’ cities through access to facilities, joint programs with MoMRA, and making
the practice of sports or athletic activities a way of life.

To ensure that elite Saudi athletes are prepared to compete at the highest level in the Tokyo
2020 and Paris 2024 Olympics, GSA is developing programs to train and support athletes,
building high performance training centers, and enacting the necessary federation infrastruc-
ture and governance.

In parallel, the sports sector will be enabled through a dynamic economy led by the private
sector that actively invests and drives value for the Kingdom. For example, the simplification
of licensing processes will allow the emergence of various sports studios and gyms. The dig-
italization of GSA will enable easier access to sport-related services for individuals and en-
trepreneurs. Finally, the development of sport-related manufacturing (e.g. sport shoes, sport
abacas) and the growth of distribution channels will be supported to allow for easier equip-
ment access for all.

KSA has already made progress towards promoting diversity and female inclusion in sports
67
 (initiative 6.3.11). Women were recently allowed into football stadiums to enjoy watching
matches with their families. The first women’s football match was held in January 2018 at King
Abdullah Sports City, Jeddah. Other stadiums will be ready to welcome female fans by the
start of next season.
Example of Quality of Life integrated impact: Overview of a citizen’s “sport life journey”
Quality of Life will be an integrator of initiatives across ministries and entities - traditionally
operating in silos - to deliver great livability and lifestyle.
The sports sector is a great case in point of how various entities will jointly deliver impact at
various points in time in a citizen or resident’s life journey.
MoE and the VRP will participate in acquainting kids to sports and seeding practice habits
from a young age through classes and awareness campaigns. This regular practice will be
further enabled by the development of sport hobby clubs led by VRP (previously Daem),
the availability of gyms enabled jointly by GSA, the MoI and private sector funding, the
increased walkability of cities enhanced by MoMRA, MoI individual protection laws guaran-
teeing a safe practice, and the development of the ancillary services (e.g. equipment sales)
led by GSA. Building on this increased mass participation and beyond healthy and amateur
sport practice, the pipeline of potential sport professionals will be created by federations
strengthened by GSA and Saudi Arabian Olympic Committee (SAOC) and opportunities to
participate in university tournaments set up by MoE. Elite athletes will be offered financial
(e.g. salary) and material support (e.g. training centers, access to world-class coaching) by
GSA; closing the loop, the most prominent athletes will be able to give back to the commu-
nity and foster mass-participation by becoming role models in the VRP’s awareness cam-
paigns.

Figure 35: Sport life journey

Acquaintance to Drive to participate Routine exercise Acting of

practice - Private competitive practice Scouting as tier Giving back -
sport from young and have more talent - Elite sport
age - Introduction active life with sector gym in university - Participation to role
development (GSA University and federations model campaigns
of sport class for family - Active (GSA, SAOC)
girls initiative (MoE) people (GSA) and MoE), walkable tournament (MoE) (VRP)
cities (MoMRA)

Perceived Increased
importance of
Option to participate in
Security of public viewership and Participation to and
Availability of
sports wellbeing -
sport outside of school
practice - Individual social bonding - medaling at the
equipment - Sport
Awarenedd
through club - Hobby
protection lawa Access to stadiums Olympics - Elite
economy initiative
campaigns at
club development
(VRP and MoI) to women and Athlete Program
(GSA)
mechabusms (Daem) families (VRP and
l

school (GSA) (GSA)

MoI)

68
3.B.2. Heritage, Culture and Arts

Current performance

The development of heritage and culture related activities is still in its infancy. The expansion
of culture and arts has historically been hindered mainly by social/religious, educational and
infrastructural factors. Today, only a handful of cities have a cultural offering. However, their
activities are very limited in both quality and breadth (i.e., total number of culture and arts
infrastructure, total number of hosted culture and arts activities). Culture and arts also suffer
from a poor public image, which translates into low awareness and a wider structural lack of
Saudi artists.

Benchmarking

The shortage of cultural and artistic activities is even more conclusive when comparing KSA to
international benchmarks. KSA has 3 museums per million inhabitants. Similarly, the whole of
Saudi Arabia only offers 190 cultural events compared to over 400 in London. Another major cul-
tural gap is related to the “marginal” consumption and expenditure on the cultural offering.

Figure 36: Heritage, culture and arts

Metric Benchmarking

4.9 40 57 82 99 104 123

‫ﻟا‬#
‫ﺴﻨ‬of‫ﺔﺒ‬
‫ﺔﻳﻮﺌﳌا‬
cultural
‫ﺔﻴﻜﻠﳌ‬
infrastruct
‫ﳌا‬ ‫ﻃاﻮ‬ ‫ﻦﻴﻨ‬ 9.1 46.8
ure per
‫لزﺎﻨﻤﻠﻟ‬
million

8.6 2,993 1,439 2,878 3,438 3,665 3,910

‫ﻂﺳﻮﺘﻣ‬
# of
‫دﺪﻋ‬
cultural
‫تاﻮﻄﺨﻟا‬
events per 160 1425
‫ًﺎﻴﻣﻮﻳ دﺮﻔﻠﻟ‬
million
)‫(فﻻﻵﺎﺑ‬

0.11% 0.248% 0.276% 0.302% 0.319% 0.328% 0.348% 0.348% 0.353% 0.462%
‫ا‬#‫ﳌ‬of‫ﱰ‬family
‫ﻊﺑﺮﳌا‬
spending
‫ ﻦﻣ‬on
‫ا‬heritage
‫تﺎﺣﺎﺴﳌ‬
and
‫ﴬﺨﻟا‬ cultural
‫ﻜﻟ ءا‬1 ‫ﻞ‬ 0.12% 0.213%
shows
‫دﺮﻓ‬

KPI including heritage and culture category Best practice range 2020 2030
Target Aspiration

69
 Initiatives in progress
The role of heritage, culture and arts has been labelled as an important component of a diverse
economic and social environment, as part of the Saudi Vision 2030. Consequently, several
entities have started working on drafting initiatives aiming at making cultural and arts activ-
ities more available to Saudi citizens. For example, a new government body responsible for all
cultural activities was established in 2016. In addition, other entities such as SCTH have been
focusing on supporting the historical side of the cultural offering within KSA, through spon-
sorship of cultural events across the country and the promotion of national heritage sites. .

3.B.3. Entertainment

Current performance
Entertainment opportunities that are currently available do not reflect the rising aspirations
of Saudi citizens and residents. Due to the structural gap of entertainment offering and in-
frastructure in KSA, a large number of Saudis are seeking entertainment options abroad and
more specifically in neighboring countries such as Bahrain or the UAE The main gaps of the
KSA entertainment sector are mainly reflected in the absence of a comprehensive enter-
tainment infrastructure (i.e., number of entertainment venues), the lack of a developed and
diverse entertainment offering (i.e., number of events) and the low citizen propensity to con-
sume entertainment related activities (i.e. share of household spending on entertainment).

Benchmarking
Saudi entertainment is currently widely underdeveloped compared to international bench-
marks. For example, there are currently only ~7 events per million inhabitants in KSA. In addi-
tion, KSA only has ~5 entertainment venues per million inhabitants, which is half the number
in the UK. The expenditure on entertainment is also low, with households only spending 1.7%%
on their income in entertainment the compared to 5% in France.

Figure 37: Entertainment

Metric Benchmarking

4.8 6.6 7.1 7.3 9.7 28.7 35.9

Number of
entertainment 0 35.9
venues per 7.3 15.6
million people

6.8 13.7 15.4 30.9

Number of
unique
subjects for 0 30.9
entertainment
10.1 21.2 1
events per
million people

2.1% 3.45% 3.7% 4.0% 4.7% 5.0% 5.6%

% of household
spending on %2 6%
entertainment 2.2% 3.9%

Source: CAF Indexing Index, Vision 2030, Euromonitor Best practice range 2020 2030
70 Target Aspiration
Initiatives in progress
To reach its ambitious targets and start addressing these major challenges, the government
has initiated a series of initial steps towards increasing entertainment options for Saudi citi-
zens and residents over the past two years. One of the most important initiatives is the crea-
tion of the General Entertainment Authority (GEA) and the development of the entertainment
sector strategy. As a result, an agreement was recently reached between the Six Flags Enter-
tainment Corporation and the General Entertainment Authority (GEA) to build entertainment
facilities across the Kingdom, including a half-a-billion-dollar theme park. GEA has also devel-
oped a set of new initiatives within the past year. GCAM is currently working on drafting the
regulation and building the infrastructure required for opening cinemas.

Several musical concerts were recently hosted in the country, in addition to world-class inter-
national events that attracted Saudi families. For instance, General Authority for Entertain-
ment invited the “Blue Man Group” to perform in Jeddah and Riyadh in September 2017. More-
over, many festivals were organized in Riyadh and other Saudi cities in 2017 and 2018. The first
musical concert in KSA’s history, by Lebanese singer Heba Tawaji, was held in Riyadh in Decem-
ber 2017. Within few days all the tickets were sold out.

The greatest achievement in this regard was reopening of cinemas in KSA as part of initiative
7.2.5. On December 11, 2017, the Saudi Minister of Culture and Information stated that public
cinemas will be free to open by 2018.

71
 3.B.4. Recreation

Current performance
The food and beverage offering is relatively diversified and has been growing over the past years,
especially in the low/medium segments. However, when it comes to fine dining or premium
segments, there are only very few internationally recognized dining experiences available in KSA
(i.e., number of restaurants owned by globally renowned chefs). For example, the Trip Advisor
list of the “top 10” restaurants in Jeddah features mainly restaurants in the fast food or low-end
segments. While there are many recreational options in the KSA, the largest malls in Riyadh and
Jeddah are smaller and provide less leisure options compared to other regional malls (i.e., sq.

meters of retail space per capita). Shopping and dining are the most popular activities for Saudi
citizens. Nevertheless, this is more a consequence of the lack of offerings and alternative recreational
options than a realistic reflection of the range of activities preferred by Saudi citizens and residents.

Benchmarking
Saudi Arabia does not currently offer a comprehensive food and beverage experience. There
are no restaurants with globally recognized chefs vs. 15 in Paris, for example. The food and bev-
erage sector is limited, however the current expenditure is at the same level as leading bench-
marks (5.57% of consumer expenditure). The program is working on maintaining this level of
expenditure while increasing the range of recreational options.

Figure 38: Recreation

Metric Benchmarking

1,042 1,999 2,480 2,497 2,535 2,834 3,157 6,303 7,716 12,559 16,083
% of
restaurant
s per
2100 3010
million
people

171 199 474 614 951 1,083 1,152 1,197 1,229 1,724 2,325 2,492
% of co�ee
shops per
million
258 1032
people

0 3 3 4 4 5 7 15 15
Total
number of
restaurants
to high end 1 10
restaurants

Best practice range 2020 2030

Target Aspiration

72
Initiatives in progress
There are currently no initiatives aimed at increasing the number and the quality of the recreational
activities. The Quality of Life Program 2020 will support in developing initiatives to improve this sector.

3.B.5. Social engagement

Current performance
Saudi Arabia currently offers volunteering opportunities. During Hajj and Umrah, thousands
of volunteers support the pilgrims throughout their journey. However, beyond religious volun-
teering, there is limited engagement from Saudi population in other types of volunteering (i.e.,
support for poor families, etc.).

Benchmarking
There are only 0.01 NGOs per 1,000 inhabitants, which is extremely low compared to leading
countries such as Australia (24.8 NGOs per 1000 inhabitants) and even similar countries.
Figure 39: Social engagement

Metric Benchmarking

140 93 61 41 23 21 14 6 3
140 1
World
giving
index 23 13 3-23

35,000
0 1 Million
# of
0.0%
volunteers 1
2.6%

0.02 0.3 300K 2.3

0
# of 20
NGOs/100
0 people 0.1 0.3

Best practice range 2020 2030

Target Aspiration

Initiatives in progress
A number of key initiatives have been initiated over the past years, mainly under the umbrella of
MLSD. More specifically, MLSD has developed plans to deploy 300,000 volunteers by 2020 in the
non-profit sector. The ministry is also working on unifying volunteering regulations and instruc-
tions. Finally, MLSD will also develop the “Haroon Program”, which combines professional volun-
teers and experts from specialized organizations to carry out projects with the aim of meeting the
specific needs of volunteering.

73
 QoL VRP 2020 STRATEGY

74
4 QoL VRP 2020 STRATEGY
4. Strategic Pillars

The VRP strategy, which represent the macro approach to reaching the VRP targets, is designed
around nine strategic pillars. Three are dedicated to establishing world-class livability stand-
ards, three are dedicated to developing vibrant lifestyle options, and three are cross-cutting
enablers required to support both areas.

Both “Livability” and “Lifestyle” contain infrastructure, services, and behaviors components.

The Quality of Life VRP 2020 Strategy is based on 9 pillars

Figure 40: QoL VRP 2020 Strategy Pillars

Deliver high quality of life To all KSA residents

Develop vibrant Lifestyle Establish world-class

options for KSA residents Liveability standards across KSA cities

Drive Participation
Drive people’s 1 Provide Options
2 Develop Venues
Develop
3 Enhance social
interaction
4 Provide Services 5 Develop Cities 6
participation through Provide residents with Develop robust
Provide high quality comprehensive and Provide social
activities and events comprehensive infrastructure in Saudi
and diversified easy to access framework that
related to livability services to address cities to enhance
options for livability infrastructure serving enhances citizens and
and society as a whole livability needs livability
a good livability residents interactions

(Develop regulations (e.g. legal frameworks 7

Develop sustainable funding model (e.g. PPP models, private incentives, public investments) 8

Communicate actively 9

The 9 pillars of the VRP strategy can be further detailed as follows:

Three vertical pillars supporting the livability dimension of the strategy:

1. Develop cities – Develop a robust infrastructure in Saudi cities to enhance livability
2. Provide livability services – Provide residents with comprehensive services to address livability
needs
3. Enhance social interaction – Provide a social framework that enables citizens and residents en-
gagement

Three vertical pillars of the VRP supporting the lifestyle dimensions:

1. Develop infrastructure – Develop a comprehensive and accessible lifestyle infrastructure
2. Deliver offerings – Deliver high-quality diverse lifestyle offerings
3. Build engagement and safeguard public engagement with lifestyle activities and society at large

75
 Three horizontal enabling pillars:
1. Develop regulations– Define the required regulatory framework to enable Quality of Life to
cut across all categories
2. Develop sustainable funding models – Build funding mechanisms including public-private
partnership (PPP) models, private incentives, public investments to facilitate involvement of
private sector
3. Communicate actively – Communicate with all stakeholders (e.g., citizens, private sector,
etc.) to showcase the progress of the Program in all dimensions
The six vertical pillars, 3 for livability and 3 for lifestyle, cover the 10 categories defined to
achieve Quality of Life 2020 targets.

Additionally, the strategy is supported by sector-based strategies in Entertainment, Culture

and Sports.

The 6 vertical pillars cover the 10 categories within livability and lifestyle

Figure 41: VRP 2020 strategy mapping to the categories

Deliver high quality of life to all KSA residents

Develop vibrant Lifestyle Establish world-class

options for KSA residents Liveability standards across KSA cities

Drive Provide Options Develop Enhance social Provide Develop

Participation Venues interaction Services Cities

6 Entertainment Infrastructure & transportation 1

7 Culture & Arts Housing, urban design and environment 2

8 Sports Healthcare 3

9 Recreation Economic & Education Opportunities 4

10 Social engagement Security & socio-environment 5

Develop regulations (e.g. legal frameworks)

Develop sustainable funding model (e.g. PPP models, private incentives, public investments)

Communicate actively

76
4.A.1. Develop Saudi cities to enhance livability
Citizen-centric cities – i.e. cities with safe pedestrian pathways and streets, reliable and robust
public transportation, and walkable, distinguished neighborhoods – occupy the top ranks on
livability indices. This kind of urban design has positive spillover effects for residents, encour-
aging outdoor engagement and activity, and by extension, an active lifestyle. Specific lifestyle
venues, such as cinemas and stadiums, will be covered in section 4.A.4.

Enhanced urban design can be achieved in the following ways:

•White land can be re-used to create parks and green spaces for families to enjoy and conduct
outdoor activities. New buildings can be planned in clusters, with clear access to lifestyle facil-
ities. These initiatives are currently being developed and driven by MoMRA, with the objective
of enhancing the human aspects of Saudi cities.

•Appropriate urban planning guidelines should be implemented to ensure the availability

of high-quality, affordable housing, embedded within efficient, green, and environmental-
ly-friendly urban landscaping. This will contribute to, among others, an increase in the individ-
ual number of steps per day to more than 4000 and guarantee the WHO-recommended mini-
mum of 9 sq. m. of green space per urban inhabitant.

•A robust public transportation system should also be developed, with the objective of provid-
ing a safe, convenient, fast, and environmentally-friendly alternative that reduces commute
time, promotes non-car transport to work and school, and embeds a more active routine into
the daily lives of KSA citizens and residents. The Ministry of Transportation is spear-heading
this dimension with the development of the Riyadh metro and could potentially drive further
developments for bus transportation. Expected impacts include a rise in the annual use of
mass-transport from 0 to 115 journeys per person per year, above the top emerging markets.

•As the public transit lines are built, concentrating developments along these thoroughfares
ensures that new retail and hubs for dining out will be accessible, in addition to increased
community engagement, active lifestyle, and an increased sense of security.

•The enhancement of municipal services will ensure thorough maintenance and sustainability
of cities, including better waste and rubble collection, efficient electricity and water supply,
and better signage management. This, in addition to housing reforms, is not included in the
Quality of Life Program 2020 but are covered by other parallel programs such as the NTP and
the Housing VRP.

77
 4.A.2. Provide residents with comprehensive services to address livability needs

Beyond the physical urban layout and the hard infrastructure in which people live their lives,
what drives the performance of major cities in terms of livability rankings is the availabili-
ty and quality of ‘services’ accessible to citizens and residents, catering to their basic needs.
These services are increasingly recognized globally as basic rights. Some of them comprise
opportunities to access housing, learn, work and make a living, maintain good physical health
and benefit from a secure environment. In top-ranked cities, these opportunities exist and are
easily physically accessible and financially affordable. They are also provided in the right quan-
tity and at the right quality to all segments of the population that require them.

As outlined above, Saudi cities score low on global rankings, with no city in the EIU global top
100. Part of this is due to multiple shortfalls on service availability, accessibility and quality.

To reverse this, various programs (e.g. NTP 2020) and entities (e.g. MoMRA, MoE, MoH) will
work towards providing global best-in-class services to citizens and residents in KSA. The Qual-
ity of Life Program 2020 will coordinate its initiatives with these entities and programs when
interdependencies exist and will monitor their progress:

1. High-performing education services for all, including People with Disabilities, will equip the
Kingdom’s youth to excel in the labor market. These services will use a curriculum that in-
cludes new topics such as sports, and arts and culture. Which will be delivered through cut-
ting-edge pedagogical teaching methodologies.

2. New economic and social services – e.g., one-stop-shops, e-government digitalized portals,
access to government-backed mortgages – will proactively and efficiently address entrepre-
neurs’ and businesses’ needs, which will simplify everyday administration for citizens and
expatriates in the KSA

3. Medical services will offer effective and affordable care, comprehensive prevention meas-
ures and high-quality care for the elderly to ensure high health levels. Among the targeted
outcomes is a life expectancy extended from 76 to 80 years

78
4.A.3. Provide social framework that enables change in behavior in citizens

A ‘good lifestyle’ is the sum total of a set of positive choices made by people, largely driven by
ingrained habits and behaviors. For KSA to establish world-class lifestyle and livability stand-
ards, it must encourage its citizens to voluntarily lead healthier and more active lives all the
time, not just when they are taking part in formal entertainment, culture, recreation, and
sports activities. This includes encouraging citizens and residents to use public transport or
to walk instead of driving, visit primary care, pursue and complete higher education, and to
display inclusivity and tolerance towards one another.

Research has shown that citizens are more likely to change their behaviors when four compo-
nents are simultaneously present: (1) role models (2) conviction, (3) if they have the skills and
capabilities to enact the change and (4) regulations.

The Program ensures fostering a social framework that builds healthy habits among its citi-
zens and residents and help drive change in the following areas:

1. Leverage role-modelling to embody and promote desired behaviors of being active.

2. Foster understanding and conviction to further inspire a voluntary desire within residents
and citizens to promote change. This can be done through effective awareness campaigns,
intervention in school curriculums, and/or organizing workshops.

3.Leverage technologies to automate procedures and reminder mechanisms, as was the case
in New Orleans, where reminder texts were sent to the local population to increase primary
care check-ups, thereby successfully increasing enrollment rates by 2%. This method has great
potential, given the high telecom and social media penetration in KSA: 65% of the population
owns a smartphone and the proportion of social media users on Facebook is expected to rise
from 87% to 95% in 2021.

Other small interventions include changing regulations to nudge people to make healthier
and more active choices.

79
 4.A.4. Provide residents with comprehensive and accessible infrastructure to sup-
port their lifestyle requirements

The Program’s ambition is to develop lifestyle infrastructure that can compete with global
best practices. Targets include, for example, doubling the number of existing recreational and
cultural infrastructure. However, at the current stage, the development of KSA’s lifestyle infra-
structure for Saudi citizens is in a preliminary phase—creating the need for Saudi citizens to
seek entertainment and recreational opportunities abroad. In addition, opportunity exists to
increase the quality and quantity of infrastructure across KSA’s regions.

To facilitate the access of lifestyle options for the Saudi citizens, Program strategy aims at up-
grading existing infrastructure as well as developing new infrastructure. The following types
are examples of lifestyle infrastructure that should be prioritized as they strongly support
specific citizen requirements:

1. Stadiums generally welcome a multitude of outdoor sports encounters, concerts, or other

types of events. Stadiums are by nature a space of societal cohesion as they gather a signifi-
cant number of socially and culturally diverse communities in one location.

2. Museums have a strong lifestyle significance as they play an important cultural role, man-
age Saudi Arabia’s cultural heritage and exhibit it to a wide audience.

3. Entertainment and sports facilities are venues where people congregate in large numbers to
attend events. Examples of these types of facilities include professional sports stadiums and
arenas, movie theaters, etc. As they service large crowds of people, they must be easy to access
from parking lots, drop-off areas, public transit, and pedestrian pathways without disrupting
the surrounding flow of pedestrian and vehicular traffic.

4. Natural reserves hold strategic importance for wildlife, flora, fauna or features of geological
or other special interests, and are reserved, protected and managed for conservation.

5. Amusement parks features various attractions, such as rides and games, as well as other
events for entertainment purposes.

Quality of Life Program 2020 seeks to ensure that infrastructure is easily accessible across the
Kingdom and not only in big cities. In addition, is seeks to ensure that it is accessible by public
transportation and designed to welcome People with Disabilities. This implies heavy capital
expenditures (CAPEX), which requires a clear prioritization of the projects based on key project
outcomes (e.g., social impact, economic factors and delivery timelines).

80
4.A.5. Deliver offerings

The Program aspires to provide a set of rich and diverse offerings comparable to the most
developed countries. It has set up very ambitious targets such as hosting over 800 live shows
and 200 sport competitions. To establish a world-class lifestyle offering, the KSA needs to pri-
oritize the following 3 areas:

Figure 42: Lifestyle delivery o�ering

Develop high-quality and diverse lifestyle options

1. Support development 2. Broaden 3. Develop

of local talent base lifestyle o�ering partnership

Support talent required to build the base for offerings

Quality of Life Program 2020 should aim to encourage the development of a lifestyle talent
base (e.g., artists, sportsmen, etc.) that will initiate and sustain all types of lifestyle activities.
This can be stimulated by investing in Saudi Arabia’s existing talents, who can produce high
quality work. More specifically, the Program needs to support the talent base by developing
targeted programs, financial support and dedicated facilities.

Broaden lifestyle offering beyond traditional audiences

The first step towards increasing lifestyle offerings is to identify the unmet needs of the Saudi
population. The offering needs to go beyond current lifestyle activities which mainly cater to
families but not to other demographic groups (e.g., single males, teenagers, etc.). For example,
the entertainment offering in malls currently almost exclusively targets children. This is es-
pecially relevant for a country in which the majority of the population is below the age of 30.
Equally, activities and service offerings need to cover a wide range of pricing options to ensure
the inclusion of all social groups.

Develop high quality offerings in partnership with international renowned organizations

In addition, the Program is seeking partnerships with international organizations to further

develop offerings and align them with international standards. Currently, local entertainment
vendors need more experience and know-how to provide high quality offerings. To fill this ca-
pability gap, the Program needs to initiate partnerships with renowned organizations.

81
 4.A.6 Build engagement

The Quality of Life Program 2020 aims to encourage citizens to participate in more lifestyle ac-
tivities. The ambitions set for lifestyle are high and include some quintessential targets, such
as doubling household expenditure on arts and culture. For KSA to establish world-class life-
style standards, the Program will encourage its citizens to voluntarily take part in more active
and diverse lifestyle options. This implies going beyond the traditional options of shopping
malls, dining and chalets to start engaging in visiting museums, attending art exhibitions,
visiting natural reserves, etc.

• Raise awareness about lifestyle activities: The program will better inform and educate
citizens about the range of lifestyle activities available.

• Leverage role models: Saudi officials could encourage citizens by themselves attending
cultural or sports events. This would also have the additional benefit of reducing the
social stigma associated to certain activities

• Promote the development of lifestyle communities: A way to increase participation in

lifestyle activities is to promote community development, as communities foster
interactions and exchanges between people. Community engagement tools include
networking events, live performances, workshops, etc.

• Engage Saudis at a young age: The appetite for lifestyle activities should be nurtured at
childhood. For instance, encouraging the practice of sports or artistic activities at school
stimulate cognitive development, and reinforce behavior patterns underlying a more
active lifestyle

82
4.A.7 Develop regulations

The regulatory environment is a major challenge for many areas affecting overall quality of life.
Broadly, there are two issues: (1) regulatory barriers and (2) weak regulatory incentives. The re-
sult of these issues is that the public is reluctant to engage in new offerings and the private
sector shies away from investment. Updating the regulatory framework is a fundamental first
step in achieving overall aspirations.

There are 5 categories of regulations that need to change to permit participation across a range
of lifestyle components:

• Individual protection laws are necessary to open up the venues around the Kingdom to
everyone, from both genders, who wants to participate in arts, culture, entertainment,
sporting and other activities, and ensure that these activities are acceptable and appropriate

• Authorizations for lifestyle related businesses are required to signal to the market that
investing in galleries and theme parks is a “good investment”. This will also allow universities
to introduce new career paths to help build the entire ecosystem around these activities and
events.

• Permit access and usage of government facilities to enable the private sector to rent
and activate existing spaces, with the potential to quickly bring revenues to the state while
minimizing the need for further capital expenditure and providing a platform for a diverse
scene of clubs, performance and exhibitions and all associated ancillary services to thrive

• Update of urban development standards to encourage citizen-centric building. This will

need to include guidelines on minimum green space in developments; parking restrictions
to improve walkability; accessible and well-placed stairs to build in physical fitness to daily
life. Building codes must also support accessibility for People with Disabilities and elderly
citizens, keeping all population segments active

• Transparent and simple licensing processes to make it easy for businesses to enter the
lifestyle market and create new offerings – e.g. new gyms, restaurants, galleries, theaters,
etc.

83
 4.A.8 Develop sustainable funding models (e.g. PPP models, private incentives,
public investments)

Vision 2030 aspires to create an economy that reduces dependency on the public sector and
on natural resource revenues, looking to create sustainable growth and development. Lifestyle
industries have proven to be major drivers of economic growth around the world. For example,
it is estimated that culture and arts contribute over $700 billion to the US economy. In the UK,
the Premier League and Clubs adds over $3 billion to the economy alone. There are very excit-
ing opportunities across these sectors in KSA; a variety of financing models will need to be de-
veloped to catalyze investment from the private sector—CAPEX and operational expenditures
(OPEX).

Under this pillar, the main objective of the Program is to minimize public sector expenditure
and maximize private sector participation in the development of the strategy. The Quality of
Life Program 2020 has considered four levers to achieve these targets:

• Optimize public sector participation in critical areas – Ensuring that public sector
participation is restricted to the areas where CAPEX levels and financial returns do not
favor private sector contributions or where some public lead investments can be used to
showcase the potential of the sector

• Provide all necessary (non-financial) enablers to reduce investment risk – Ensuring that
all non-financial barriers that restrict private sector participation are removed. Such
barriers include regulatory risks, legal frameworks, etc.

• Provide financial incentives to offset profitability gaps in the sectors – Providing financial
incentives to trigger private sector participation by offsetting some of the financial hurdles

• Actively manage private sector participation – Ensure proactive management of private

sector participation opportunities by actively identifying and linking investors and
investment opportunities across all sectors.

The four levers are fundamental to the delivery of the Program and the four elements above
are included across all elements of the delivery plan, from the initiative portfolio to the gov-
ernance section.

Optimize public sector participation in critical areas

The Program has defined as part of its strategy the optimal funding model (e.g. role of private
vs. public) for the key developments within all the sectors. The optimal funding mechanisms
depend on two parameters: (a) size of investment (b) expected return on investment. In sum-
mary, businesses with higher returns and low investment (e.g. cinemas) are those where the
private sector is expected to play a leading role. On the other hand, businesses with large
investments and low financial returns are expected to be led by public sector funding.

84
Funding models for Quality of Life sectors

Figure 43: Funding models for Quality of Life sectors

High

3a PPP 2a
Major government and
municipal investment Private sector and
Size of investment

Public Investments Fund

3b Private sector investments 1

Minor government and
municipal investment PPP
Private sector and 2b
local municipality
Low

Low Expected return on investment High

The Program has classified all the sub-sectors to define what the right mix between private and
public investments is. This classification has been used to determine the different budgets for
the Program, as well as the expected private sector investments. This distribution is embedded
in the different initiatives within the portfolio of the Program.
High
Entertainment investment Co.+ public sector Relevant Ministries/ Authorities

�eme park Auto racecourse

Water park Stadium Iconic developments١

Shopping mall Concert hall

Size of investment
Museums
Private sector Private sector with public incentives

Cinema Zoo & Aquarium

Aquarium Golf course

Public libraries
Co�ee shop �eatre

Family entertainment centers Art galleries

Restaurant In- door arenas Creative centers

GYMs Music venues
Low

Low
High Expected return on investment

Beside this macro classification, the Program will ensure that, even in areas where the public
sector is the largest source of funding, the private sector plays a role (e.g. the private sector can
be the operator of a publicly-funded venue).

Figure 45: Value adding mechanisms

When? What? How?

In two stages ..Which specific levers.. ..a solid operation model 85

 Funding option (1): private sector investments

The Program aims to encourage investments from the private sector especially from small-me-
dium scale investments, which are expected to have high returns from the beginning. These
will likely be in sectors where the demand is already present and significant additional infra-
structure is not required. In these cases – such as cinemas and additional restaurant and dining
venues – entrepreneurs will be able to make traditional business models work, as we have seen
internationally.

The Program will support setting up government-funded incubators for the lifestyle sector to
encourage entrepreneurship. Currently, the General Entertainment Authority, General Culture
Authority, and the Ministry of Education all have plans to build and establish accelerators and
innovation centers to fuel local content.

Funding option (2): PPPs

For larger-scale projects of medium or uncertain returns, PPPs are likely the best mechanism
to lower the risks for private investors while minimizing the resources invested by government
stakeholders. This mechanism is used widely around the world for cultural and sporting land-
marks, in addition to wider livability categories such as healthcare and power/water systems.
In this case, at least two types of projects can fall under this category. City-level projects are
where the municipality can facilitate investment through a range of tools, including access to
land and services or actual financing. This can be used in the case of stadiums, theatres and
other infrastructure builds. The second type of PPP will largely be for larger-scale projects where
co-investment is required. Public funding, such as PIF, can be used to co-finance, alongside large
local and international investors.

Funding option (3): National and municipal (Amanat) funding

To build the lifestyle and livability infrastructure and programming that the KSA needs, there
will also be financing required for low or no-return activities. For example, arts classes or small
‘pocket parks’ in neighborhoods are critical to achieving our outcomes but will be govern-
ment-led. Even larger scale investments such as new exhibition halls for art and culture could
be financed in this way.

Provide financial incentives to offset profitability gaps in the sectors

Apart from defining the primary sourcing mechanism of the strategy, the Program will lever-
age financial incentives to offset potential profitability gaps or reduce the investment barriers.
In this sense, the Program has established three different funds for the Sports, Entertainment
and Culture sectors amounting to SAR ~3bn.

The Program has included three specific initiatives (with their associated budgets) to set up
the above funds (see section 5.A – Initiative portfolio) additionally, the management structure
of the funds above has been included as one of the key elements in the program governance
section (see section 4.D – Program Governance).

86
Provide all necessary (non-financial) enablers to reduce investment risk

The Program will provide the following:

- Build Engagement, which seeks to facilitate sector development through promotion and
marketing
- Develop Regulation, whereby a solid regulatory framework will be put in place

Up to 45 initiatives are included in the initiative portfolio to cover the regulation and the en-
gagement concepts (see section 5.A – Initiative Portfolio)

Actively manage private sector participation

The involvement of the private sector in the given categories is not automatic and often needs
to be facilitated and promoted. In all categories where private sector investment is expected,
there need to be mechanisms put in place to ensure that the stakeholders of the private sector
are presented with the individual opportunities, as well as informed and convinced about the
underlying investment opportunities.
To this effect, the first step consists of developing regional feasibility studies (or blueprints)
that highlight the major investment opportunities broken down by geographical location and
category. These studies will be essential to engage with investors and highlight the invest-
ment opportunities for them.
The Quality of Life Program 2020 aims to deal with investors through two separate mech-
anisms: (1) every entity (e.g. GEA and GCA) will have initiatives focusing on identifying and
engaging with potential target investors, by preparing marketing materials, events and one-
on-one meetings and (2) the VRP, assisted by SAGIA, will carry out activities similar to those
of entities that follow a more comprehensive approach in order to meet the funding require-
ments of all categories (e.g. through the involvement of investment funds). These initiatives
will collectively ensure communication with private sector players to buy into the feasibility
and profitability of the investment opportunities.
The Quality of Life Program 2020 will realize investment opportunities by establishing an
Investment Committee within the Program office. The role of the Investment Committee is
to oversee the development and execution of all investment opportunities. The composition
of the committee will be a mix of “permanent attendance” representatives, from the VRP, the
VRP Office and SAGIA, as well as other representatives (e.g., GCA, GEA, GSA, GCAM…), invited
only when the meetings’ agenda is relevant to their role within the committee.
The approach for the realization of the investments will be driven by two main streams: “sec-
tor activation” and “structuring of investment opportunities.”
Through “sector activation,” the Investment Committee will conduct investment promotion
and lead generation activities (e.g., sectors value propositions, investors identification and
prioritization, roadshows, 1:1s meetings with investors…).
Meanwhile, “Structuring of investment opportunities” will consist of four main activities:
identification of investments related to quality of life across Saudi; assessment, bundling and
packaging of investments; development of deep-dives and market testing of opportunities.
The structuring of investment opportunities will follow five key guiding principles: minimize
government spending, maximize attractiveness of investment opportunities for the private
sector, maximize social and economic impact, prioritize mature investments, and maximize

87
 private sector competition to ensure high quality and sustainability.
The Program and SAGIA will collaborate with relevant stakeholders to realize investments in
line with the VRP objectives and to maximize the benefits for the country.

4.B Strategic Considerations

The Quality of Life Program 2020 has adopted six guiding principles to support the overarching
strategy for the VRP.

Topic Description Decision made and implications

Holistic approach to quality of Lifestyle does not drive overall Quality of Life Program 2020’s initiative portfolio covers
life quality of life alone if foundation- both livability and lifestyle to varying degrees:
al infrastructure and services to
citizens are not in place Monitoring and support for relevant initiatives carried by
other VPRs and/or entities

Ownership of any other initiative pertaining to any dimen-

sion of livability or lifestyle not covered by other VRP or
entities – with inclusion of further relevant entities in the
Program (e.g. MoHousing, MoI)

Private sector involvement Essential components of quality of The bulk of infrastructure spending is expected to come
life (e.g. infrastructure, services or from the private sector, with several initiatives designed by
offering) can be provided by either entities meant to facilitate private investment
the state – often when their profit-
ability is low or they are consid- Government infrastructure spending plans to focus on are-
ered as part of the government’s as with low profitability (e.g. libraries), on the refurbishment
role – or by the private sector and activation of existing assets (e.g. existing stadiums),
– often when high innovation is and on a few iconic investments (e.g. opera house, elite
required and they are profitable sport training centers)

Government operational spending planned to focus on

kick-starting creative economies (e.g. financing new school
programs, providing grants, setting up incubation pro-
grams)

Socio-demographic and Livability and lifestyle aspiration Avoidance of a “one-size-fits-all” approach and focus on
geographic diversity vary among citizens and place of choice (e.g. creation of a wide range of offering across
residence sectors)
Solving for the average does not
solve for individuals Focus on diverse population by ensuring that initiatives
improve the daily quality of life across age groups, economic
levels, genders and nationalities

Future as starting point The Quality of Life Program 2020 Targets and KPIs defined outside-in based on international
and its entities will be working on best practices and aspiration countries rather than based
incremental change from today on current situation and past KSA trajectory only
but setting a goal of completely
redefining lifestyle in the Kingdom
and building for those needs

Aspirations without constrains The transformational nature of Unconstrained approach towards identifying initiatives,
the Quality of Life Program 2020 with no topics considered irrelevant if they had a direct
required high aspirations across all impact on the quality of life
domains considered holistically

National pride National pride is a paramount Focus on enhancement of national pride by developing
driver of the fulfilment and a diverse and exciting set of lifestyle activities that make
engagement of residents and citizens excited and proud to live in the Kingdom
citizens in their community, city
and country

88
4.C Trade-offs and Interdependencies with other VRPs

Several VRPs within Vision 2030 are taking measures to make Saudi Arabia a place which pro-
vides a high quality of life for citizens and residents. A comprehensive exercise was conducted
to map quality of life attributes which are either dependent on or conflicted with the strategic
objectives of other VRPs. These trades-offs and interdependencies with other VRP initiatives can
be resolved by stretching aspiration targets, expanding scope, and ensuring close co-ordination
(including monitoring mechanisms) between the Quality of Life Program 2020 and the respec-
tive VRP.

Relevant Programs Tradeoffs/interdependencies Strategic Decision

NTP 2020 NTP entities have multiple programs with Scope and aspiration of certain NTP initi-
attributes which improve quality of life atives should be aligned with the strategy
Overlaps with NTP initiatives include: of the QoL Program 2020. To do this, close
Enhancing the livability of the cities by im- coordination through monthly/quarterly
proving urban design, reducing pollution and meetings is required between VRP and NTP
rehabilitating natural landscapes on initiatives which address the quality of
Improving quality of public services provid- life of Saudi citizens.
ed in Saudi cities (utilities, public transport, Some examples of where aspiration and
e-government etc.) scope of NTP initiatives should match those
Enhancing traffic safety to make roads in of QoL VRP include:
Saudi Arabia safer Urban design should include focus on walk-
Developing the digital economy to provide ability, among other initiatives that enhance
newer opportunities for the citizens to en- livability
gage in commerce Digital economy should include building
Improving access and value provided by the smart cities and ensuring availability of
health care system, ensure strengthened cutting edge communication technologies to
prevention against health threats, and im- all the citizens
proved effectiveness of welfare system In healthcare, the scope should include
Taking measures to ensure equal opportuni- developing world-renowned hospitals in the
ties in the labor market Kingdom.
National Character Enrichment Program Take initiatives to improve accessibility and Monitoring mechanisms should be put in
quality of education available in the country place to ensure national values stay intact as
Instill national values and strengthen sense the variety and availability of entertainment
of national belonging and volunteering ethic channels increase
amongst the population
Foster values of equity, transparency, moder-
ation and tolerance
National Industrial Development and Enhance livability in the country by improv- Aspiration should target a significant level of
Logistics Program ing local, regional and international connec- penetration in electronic and alternate fuel
tivity vehicles
Showcase long-term sustainability of the
country by investing in renewables
Localize promising industries
Housing Program Ensure availability, quality and affordability Scope should include adequate housing sup-
of houses ply which targets foreign professionals
Enable suitable home ownership among
Saudi families
Fiscal Balance Program Incentivize private investment in the livabili- Monitoring mechanism should be put in
ty and lifestyle sectors place to track the potential impact an in-
Reduce taxes on consumption of lifestyle crease in taxation will have on consumption
goods to encourage more participation levels in the entertainment sector
Privatization Program Ensure clear PPP framework for with private Close monitoring is required to ensure that
sector entities who invest in Lifestyle pro- the terms of the PPP framework are adhered
jects to during the lifecycle of a private sector
investment
Strategic Partnership Program Ensure clear frameworks to attract and part- Close monitoring is required to ensure that
ner with foreign investors in lifestyle projects the terms of strategic partnerships with for-
(e.g. AMC) eign investors are adhered to during lifecycle
of an investment

89
 Public Investment Fund Lifestyle focused mega projects Close co-ordination is required between VRP
and PIF on lifestyle focused projects, e.g. via
VRP representation in PIF founding board
committees of relevant real estate
opportunities

To ensure alignment with other VRPs and other delivery entities, the Quality of Life Program
2020 has taken concrete measures to develop additional processes to make initial contact. The
VRP engaged with all the entities entirely or partially involved in the Quality of Life Program
2020 and achieved alignment in all key aspects. Stakeholders in this process can be divided into
three main groups: entities involved in the livability aspect, entities involved in the lifestyle as-
pect and supporting entities.

The Quality of Life VRP 2020 and stakeholders agreed on the following:
• Program metrics
• KPI targets
• Follow-up on and/or ownership for the initiative
• Initiative budgets
• Alignment at entity/VRP level

The following table provides a detailed description of the alignment achieved between the
Quality of Life Program 2020 and the different stakeholders.

Entity Entity

Livability
MoE Align on Quality of Life 2020 metrics and targets (i.e. the scores in the International Student Assessment
Program and the number of world-class local universities)
MLSD Align on Quality of Life 2020metrics and targets (i.e. global competitiveness of talents, unemployment
rate and female unemployment rate)

MoHo Align KPIs and targets with the ambitions of Vision 2030

MoMRA Align on Quality of Life 2020 metrics and targets (i.e. % of house ownership, the existing houses, the
residential share (thousand houses) relative to the population (this indicator is proprietary to the Quality
of Life Program 2020).
MoT Align on Quality of Life 2020 metrics and targets
Ministry of Energy, Indus- Align on Quality of Life 2020 metrics and targets (i.e. Percentage of renewable energy to total energy
try and Mineral Resources used)
Saudi Energy Efficiency Align on Quality of Life 2020 metrics and targets (i.e. Penetration of electric cars)
Center (National Industrial
Development and Logistics
Program)
General Authority of Civil Align on Quality of Life 2020 metrics and targets (i.e. direct international flights (by city or frequency)
Aviation
MCIT under Transforma- Align on Quality of Life 2020 metrics and targets (i.e. Network Readiness Index, e-Government Survey
tion Program Index)

MEP Align on Quality of Life 2020 metrics and targets (i.e. corruption perception index)

90
 Ministry of Health - Align on Quality of Life 2020 metrics and targets (i.e. life expectancy, obesity rate, diabetes prevalence,
hospital beds for 1,000 people, out-of-pocket health expenditure, number of road traffic deaths per
100,000 population)
- Approve of the Quality of Life VRP 2020 to support follow-up on 37 initiatives

MoI - Alignment on Quality of Life VRP 2020 to take responsibility for 3 KPIs for 7 crime-related initiatives
- Align on expected outcomes and budgets for the initiative

Lifestyle
General Sports Authority
(GSA)

GCA
GEA Align on Quality of Life VRP 2020 to take responsibility for KPIs, initiatives and budgets-
General Commission for
Audiovisual Media
Ministry of Culture and
Information

Saudi Commission for Align on KPIs and align on the support in tracking delivery of initiatives (not owned by the VRP)
Tourism and National
Heritage (SCTH)

MoE Align on KPIs, initiatives and budgets

MoHo - Alignment on owning one housing initiative within the Quality of Life Program 2020
- Align on expected outcomes and budgets for the initiative
Saudi Arabian General - Align on next steps for each entity (GSA, GCA, Ministry of Culture and Information and GEA)
Investment Authority - Align on initiatives to be prioritized for potential foreign investment
- Align on the strategy of engagement with foreign investors
Supporting Entities
Relevant Entity Align on the total numbers of direct jobs created by Quality of Life VRP 2020
Non-Oil Revenues Align on total non-oil revenues created by Quality of Life VRP 2020
LCPSD Unit Align on impact on the contribution to local content
MEP Align on the balance of payments, consumption and inflation figures

91
 4.D Program Governance

The governance of the Quality of Life VRP 2020 is a critical element to ensure success given the
complexity of the Program in terms of scope, the needs for coordination with other VRPs and
the nature of the initiative portfolio.

As part of its governance, the Program has defined the following four elements:

• The mandate of the VRP to ensure delivery of the VRP targets

• The stakeholder landscape for this Program
• The key processes required to run the VRP Program and the role of each stakeholder
• The organization required in the VRP

4.D.1 VRP Program mandate

The mandate of the Quality of Life VRP 2020 Office can be split into three components:

1) Setting aspirations for the Program:

• Identify metrics required to measure Quality of Life across all categories and dimensions

• Define ambition level for the 2020 and 2030 against the identified metrics

• Align on ambition level with responsible entities and identify ambition gaps

2) Deliver against set aspirations

• Determine the strategy to deliver the aspirations

• Review, influence and validate with responsible entities the plan to deliver aspirations

• Plan implementation continuously and coordinate across entities

• Provide with expert support in planning and implementation and allocate resources

3) Track implementation efforts and monitor outcome progress

• Review progress of initiatives, identify potential risks and flag gaps in initiative delivery and
suggest corrective actions

• Monitor the output by measuring the performance against Program metrics, identify output
delivery gap and suggest corrective actions

92
However, the above mandate applies differently to the dimensions owned by the Quality of
Life VRP and to the dimensions owned by other VRPs. While the ambition setting and the per-
formance monitoring applies to both groups of dimensions (with limited differences) the level
of involvement in the implementation is different. In the case of fully-owned dimensions, the
VRP will have an active role in influencing the implementation (budget control, initiative ap-
proval, resource allocation, etc.). However, in the other dimensions (owned by other VRPs), the
Quality of Life VRP role will be limited to influencing the design of their delivery plans, under-
standing the progress of identifying potential risks or issues for the overall delivery, providing
guidance and expertise to the different entities and ensuring coordination across all entities.

Under this mandate, we foresee that the Quality of Life VRP will we involved heavily with the
other VRPs at two different stages. During the creation of the delivery plan, it can push the as-
pirations of other VRPs through the inclusion of the Quality of Life angle. This could comprise of
forcing the inclusion of certain metrics (not previously considered) or pushing specific targets
to support the delivery of the overall Program objectives (3 cities in the top 100 of EIU index).
Also, during the delivery plan creation, by influencing the design of the delivery plan, i.e. ensur-
ing that initiatives portfolio is comprehensive, covers the key elements of Quality of Life, and
delivers against the targets

During the implementation phase, the Quality of Life VRP will shape the implementation plan-
ning of initiatives falling under different VRPs through continuous engagement. The Quality
of Life VRP will seek to ensure that the aspirations defined in the delivery plan are effectively
pursued.

Quality of Life VRP will support the delivery plan creation and implementation planning of oth-
er VRPs in a three-pronged approach:

• By providing subject matter expertise across topics with a Quality of Life angle

• By ensuring the coordination between the different initiatives of the different Programs, to
avoid duplication of efforts and alignment towards a unified outcome

• By deriving insights both from analyzing global trends in quality of life and monitoring the
outcomes of initiatives improving Quality of Life

To provide the mentioned support, extensive resources will be deployed by the Quality of Life

93
 Family entertainment centers Art galleries

Restaurant In- door arenas Creative centers

GYMs Music venues
Low

VRP. High
Subject matter experts will beExpected
engaged across all the topics covered underLowquality of life.
return on investment
In addition, the Program will deploy dedicated personnel to coordinate with the key entities re-
sponsible for delivering on its initiatives as well as region-specific teams to oversee and monitor
ongoing initiatives across the different regions.

The following sections explain in detail the governance that will be put in place to ensure that
the Program delivers its targets considering its mandate.

Figure 45: Value adding mechanisms

When? What? How?

In two stages ..Which specific levers.. ..a solid operation model

• During delivery plan development • Improvement opportunities in design of • With a solid strategy team that provides
• During VRP program implementation initiatives based on progress monitoring the insights
• Coordination opportunities between • With a delivery support team that is
entities and programs to avoid e�ort embedded in the di�erent delivery entities
duplication ensure capture of synergies and provides direct input to the teams
• Content insight about quality of life
٢٠٢٠ tailored to the role of each delivery
entity

4.D.2 Stakeholder maps

To deliver against the Program’s comprehensive aspirations, a wide array of stakeholders will
have to mobilized and engaged. The main stakeholders involved in Program development, ap-
proval and delivery can be generally allocated to four main groups: Strategic oversight, Quality
of Life VRP 2020 and related entities, Other VRPs and related entities, and Supporting entities.

1. Strategic oversight: This group includes the committees and supporting structures that are
responsible for the oversight of all VRPs. Their main role with regards to Quality of Life VRP 2020
is to review and approve the scope and aspiration levels and to monitor the progress of the
Program against the agreed upon targets. Within this group, there are two main stakeholders:

• Strategic Management Committee (SMC)

• Strategic Management Office (SMO)

2. - Quality of Life Program 2020 structure: The main design and delivery engine for Quality of
Life Program 2020, the group includes the Quality of Life VRP itself as well as the entities that
make up the committee of the VRP. This group can be broken down in two groups:
• Quality of Life VRP Office
• Quality of Life Delivery Entities:
• General Entertainment Authority
• General Cultural Authority

94
• General Sports Authority
• DAEM
• GCAM
• Ministry of Economy and Planning
• Ministry of Commerce and Investment
• Ministry of Municipalities and Rural Affairs
• Ministry of Environment Water and Agriculture
• Ministry of Education
• Ministry of Communication and Information Technology
• Ministry of Housing
• Ministry of Health
• Ministry of Interior

3. – Other VRPs and Entities: To deliver on its broad mandate, Quality of Life VRP 2020 will have
to set aspirations that affect multiple other VRPs and their related entities, coordinate the ex-
ecution of the related initiatives and monitor their progress and outcomes. As a consequence,
two main stakeholder groups are considered of the stakeholder landscape:

Other VRP Offices:

• NTP 2020
• National Character Enrichment Program
• Housing VRP

Other ministries and authorities with mandate and aspirations that contribute to Quality of
Life exclusively through other VRPs, including:

• Ministry of Labor and Social Development

• Ministry of Transport
• Ministry of Energy, Industry and Mineral Resources

Supporting entities: Entities supporting the development of the business cases for the VRPs,
the projections of macroeconomic impact and the monitoring of progress versus aspirations.
Additional stakeholders that are related to the Program are:

• Adaa – National Center for Performance Management

• MLSD’s Deputyship for Saudis Employment
• Non-Oil Revenues Unit
• MoF
• MEP

95
 Stakeholder maps

Figure 46: Stakeholder overview

Stakeholder Description Stakeholder Description

1-Strategic oversight 3-Non- QoL structure

SMC • maintains oversight of Vision 2030 realization

• Strategic Management O�ce supports SMC Other Other Vision Realization Programs whose
SMO mandate and aspiration contribute to improving
& VRPs with guidance and quality assurance VRPs
Quality of Life:
• NTP 2020
2-
• National character
Quality of life structure • Housing VRP
• Others 1
QoL • VRP o�ce oversees the design and
VRP 2020 Non- QoL Other ministries and authorities with
implementation of QOL VRP strategy
VRP entities mandate and aspirations that contribute
QoL 2020 • QOL 2020 Committee members support to QoL 2020 through other VRPs:
delivery of aspirations • MLSD
Entities
• MOT
• General Entertainment Authority
• MEIM
• General Cultural Authority
• General Sports Authority
4-Supporting entities • Entities supporting the definition of
• DAEM
business cases
• Other QoL VRP committee members )MEP,
• Adaa – National Center for Performance
MCI, MoMRA, MoEWA, MOE, MCIT, MOHO,
Management
MOH, MOI) • MLSD’s Deputyship for Saudis Employment
• Non-Oil Revenues Unit
• MEP
• MoF

1 Additional vision 2030 programs can be determined once primary programs receive approval

4.D.3 Key processes

To comply with the mandate stated above, the Program has identified 5 key macro-processes
that will constitute the bulk of activities in the coming years.
The five macro processes for the VRP Program are:
The Ambition Setting Process: Process to set up the Quality of Life VRP ambitions for the period
(e.g. set commitments for 2020)

Two Implementation Processes:

• Implementation Planning Process: Process to create and constantly update the

consolidated macro delivery plan for the Quality of Life VRP Program
• Execution Process: Process to execute the tasks included in the delivery

Two Implementation Processes:

• Implementation Planning Process: Process to create and constantly update the

consolidated macro delivery plan for the Quality of Life VRP Program
• Execution Process: Process to execute the tasks included in the delivery

96
Two Performance Monitoring Processes:

• Implementation Tracking Process: Process to oversee implementation of macro delivery

plan and to identify issues and gaps and propose corrective actions
• Performance Monitoring Process: Process to measure the outcome of the Program against
the predefined metrics and targets

Through the phase of reviewing achieved progress and monitoring outputs, the VRP’s respon-
sibility is not only limited to measuring outputs in terms of the desired number, but most
importantly ensuring the high quality of these outputs and their compliance with global
standards.

The Program Office will conduct a measuring process through two main mechanisms:

• The first mechanism will be within the planning and initiative design phase, where the
Program will use creative workshops to develop ideas and make use of new projects in
global best cities to develop initiatives.
• Creative workshops are an event that focuses on a specific output and region to be chosen.
In this event, idea leaders, experts and consultants in different fields meet supported by
decision makers. There will be a team specialized for continuously arranging and planning
the event.
• The second mechanism includes submitting reports quarterly to the strategic committee
to review the strategic program outputs and progress at the level of all initiatives. It shall
be ensured that the program will report outputs on two phases: output design phase and
the second phase will be implemented after executing the initiative. Repot models will
compose of a list of standards to check outputs quality. Such standards are approved by the
strategic committee in the first phase. In addition, opportunities suggested by the strategic
committee will be evaluated and approved even if they are in line with the standards. The
Program does not consider any output completed if it does not achieve the set standard in
terms of quality.

�e global quality of the program outputs will be ensured on two levels

Ensuring global quality

Advanced In line with delivery phase

Developing Set global standards on which quarterly

creative ideas and annual reports are to be based

Any non-standard outputs will not be

Holding creative labs
included in the QOL 2020 program’s
for each region in the Kingdom
performance indicators

In advance, creative ideas will be devised through creative labs 97

 Ensuring global qualityAny non-standard outputs will not be
Holding creative labs
included in the QOL 2020 program’s
for each region in the Kingdom
Advanced In performance indicators
line with delivery phase

Developing Set global standards on which quarterly

creative ideas and annual reports are to be based

Any non-standard outputs will not be

In advance,
Holding creative ideas will be devised through creative labs
creative labs
included in the QOL 2020 program’s
for each region in the Kingdom
performance indicators

In advance, creative ideas will be devised through creative labs

…with the participation of three
Creative workshops will be held …in all regions of the Kingdom
categories of attendees

To develop creative and innovative • International experts and ideas leaders �is model will be applied at all levels
ideas to design the outputs of each influencing locally and internationally of the Kingdom to reflect its specificities
initiative in line with the latest consultants to organize labs and needs
international standards • O�cials from local and national
government bodies
…with the participation of three
Creative workshops will be held …in all regions of the Kingdom
categories of attendees

To develop creative and innovative • International experts and ideas leaders �is model will be applied at all levels
�roughout the implementation phase, progress and impact reporting will based
ideas to design the outputs of each influencing locally and internationally of theon predefined
Kingdom global
to reflect standards
its specificities
initiative in line with the latest consultants to organize labs and needs
international standards • O�cials from local and national
government bodies

�roughout the implementation phase, progress and impact reporting will based on predefined global standards
Reporting the strategic
Submitting quarter reports Develop standards
committee

In collaboration with the implementing �e criteria will be approved first with �e achievements of the initiatives will
bodies, the program will develop criteria the strategic committee not be included in the quarterly and
for each category of outputs based on: annual reports unless they meet the
• Best practice and global standards A�er alignment, the criteria will be predefined criteria
• Inputs of local and international added to the report template
Reporting the strategic
experts
Submitting quarter reports Any non-standard
Developoutput will not be
standards
committee
�e criteria will be measurable and Local and national implementing bodies included in the QOL 2020 program’s
designed according
In collaboration with tothe
theimplementing
type of output will
�e also be involved
criteria will be approved first with performance indicators
�e achievements of the initiatives will
of the initiative )e.g. theatres,
bodies, the program will develop cinema,
criteria the strategic committee not be included in the quarterly and
museums, etc.)
for each category of outputs based on: annual reports unless they meet the
• Best practice and global standards A�er alignment, the criteria will be predefined criteria
• Inputs of local and international added to the report template
experts Any non-standard output will not be
�e criteria will be measurable and Local and national implementing bodies included in the QOL 2020 program’s
designed according to the type of output will also be involved performance indicators
of the initiative )e.g. theatres, cinema,
museums, etc.)

98
 Figure 47: Macro-process overview

Key activities Macro process 2017 2018 2019 2020

Ambition Setting Ambition Setting

2020 & 2030 2020 & 2030
Align aspiration
Aspiration Aspiration
with VRPs
setting setting

Continuous revision of implementation plan

Planning
2020 Deliver plan 2025 delivery plan
Implementation development Quarterly performance reports inform development
implementation planning
Monthly implementation
Execution reviews inform Execution of implementation plan
implementation planning

Implementing Tracking Continuous tracking of implementation progress

Performance
monitoring
Performance monitoring Monitoring of performance metrics on quarterly cycle

Deliver plan approval Quarterly dashboard

Updates

99
 The high-level process map and the roles and responsibilities of each stakeholder have been
defined below:

Ambition setting and delivery plan development process

Figure 48: Process map - Ambition setting and Delivery plan development

activity Ambition setting Delivery plan development Approval

Unit

10 15

Approve Approve
SMC strategy strategy

9 14

Endorse Endorse
SMO strategy strategy

1 2 4 5 8 11 12 16
Review Universe of Define / Review Consolidate aspirations Map existing initiatives Consolidate Qol VRP Adjust Qol VRP
and take ownership across stakeholders Delivery plan, present Provide expert input Obtain Qol VRP aspirations according to
aspirations across Qol aspirations to
QOL VRP of any gaps not covered identify requirements for endorsement and to other VRPs budget SMC & SMO
relevant stakeholders reach overarching
objectives by other VRPs and define new ones request budget feedback

3 6
Align Qol Aspirations Define new/ Update
with other VRP/entity existing initiatives
QOL entities aspirations and indentify including business
gaps cases

17 3 6 13 17
Align Qol Aspirations Define new/ Update Consolidate VRP
with other VRP/entity existing initiatives Delivery plan, present Obtain other VPR
Other VRPs aspirations and indentify including business for endorsement and budget
gaps cases request budget

3 6
Align Qol Aspirations Define new/ Update
Non-QOL with other VRP/entity existing initiatives
VRP entities aspirations and indentify including business
gaps cases

7
Support business cases
Supporting development and
entities endorse impact
methodologies Approved Rejected

The ambition levels of VRPs that already obtained the approval of the Strategic Management
Committee (e.g. Housing VRP), have been taken into consideration when setting targets for
the Quality of Life VRP. In the case of VRPs that have not yet been finalized, it is crucial to con-
sider escalation mechanisms in the case of ambition misalignments.

If a VRP submits a delivery plan with lower levels of ambition compared to the Quality of Life
2020 delivery plan, the Quality of Life VRP 2020 will assess the magnitude of the misalign-
ment, the rationale for the change and the implication for the overall Quality of Life VRP 2020
targets. It will then proceed to coordinate with the Strategic Management Office, the Strategic
Management Committee, and the other VRP in question and prepare an action plan to ad-
dress the issue. The Strategic Management Committee will provide direction on the resolution
of the ambition level setting, to which both the Quality of Life VRP and the other VRP in ques-
tion should adjust their ambitions and any required initiatives as necessary.

100
Implementation, Implementation tracking and performance monitoring
Figure 49: Process map – Implementation

activity Continuous revision of implementation plan

Execution of implementation plan
Unit Strategic & implementation support Resource allocation

SMC

B
SMO
Inputs from
performance monitoring

1 2 4 6 7 8
Provide expert input Enough stakeholders to
Develop and collect Consolidate strategies, Consolidate budget and Allocate budget and
QOL VRP to other VRPs and support initiative rollout
insight review against aspiration resource requirements resources across entities
entities with strategic and
and identity gaps
expert advise

3 5 3
A Work with QoL VRP Work with QoL VRP to
Input from define detailed initiatives Define budget and implement initiatives
QOL entities
implementation strategies & plan resource requirement and request support as
tracking implementation required

3 6 7 3
Work with QoL VRP Work with QoL VRP to
define detailed initiatives Consolidate budget and Allocate budget and implement initiatives
Other VRPs strategies & plan resource requirements resources across entities and request support as
implementation required

3 5 3
Work with QoL VRP Work with QoL VRP to
Non-QOL define detailed initiatives Define budget and implement initiatives
VRP entities strategies & plan resource requirement and request support as
implementation required
Under other VRP Control

Supporting
entities

Implementation tracking and performance monitoring

Figure 50: Process map - Implementation tracking and Performance monitoring

activity
Unit Implementation tracking Performance monitoring

10
SMC to review progress
SMC A B and suggest program
Outflow of Outflow of equipment if required
implementation implementation

9
SMO to review quarterly
SMO

3 4 5 7 8
Consolidate input of
Present progress reports Track program key Consolidate input of
program level & define Present progress reports
QOL VRP monthly to QOL performance to QOL program level and
risks on initiative quarterly to SMO & SMC
VRP committee VRP committee define risks on
implementation on
a quarterly basis
a monthly basis

1 2

Track progress of QOL Report milestone and

QOL entities initiative define risks for initiative
Implementation implementation

1 2

Track progress of QOL Report milestone and

Other VRPs initiative define risks for initiative
Implementation implementation

Non-QOL
VRP entities

Supporting Track program key

performance metrics
entities and update dashboard
Outflow to other process

Before the initiation of the Implementation, Implementation tracking and performance mon-
itoring processes the Quality of Life VRP 2020 will assess the level of working relationship
required with each of the different VRP Programs based on the: joint ambitions and targets,
level of interdependencies and shared initiatives. The Program will then proceed to define
custom governance and alignment mechanisms with each VRP in order to ensure the effective
coordination, reporting and conflict resolution is in place.

101
 4.D.4 Escalation Process:

The escalation process often takes place during the weekly meetings between the VRP office
and the delivery entities to discuss progress on key obstacles and issues. Many of these issues
may be simple and can be solved by the team itself; however, some issues constitute a risk to
the progress of initiatives, and in such cases, the escalation process should be defined.

For example, if the initiative owner is not able to deliver one of the initiative milestones, they
should consider the root cause of issue at hand. The VRP office may propose solutions or pro-
vide the required support to avoid impact on KPIs. Other cases may require the escalation of
the issue for consideration by a senior officer in the organizational structure.

Below are other examples of issues that may require escalation:

• Conflict between more than one delivery entity over the responsibility for delivering
initiatives or mandating one delivery entity and not the other.
• The need for legislative procedures to deliver initiatives, e.g. a royal decree to define the
mandate/functions of entities
• Disbursement orders, contracting processes, the Tenders and Procurement Law and all
aspects related to the financial management of initiatives
• Initiative eligibility criteria for budget disbursement and the subsequent actions to be
taken by the permanent team.
• Escalation standards and process are illustrated below. However, escalation to the next
level should only take place one week after the issue is raised.

Figure 51: Escalation process

According to the
7 days 7 days 7 days priorities of CEDA

1 2 3 4 5
Head of VRO at the Program committee
delivery entity/ responsible SMO SMC CEDA
and its chairman
for the supporting entity

�e committed considers
�e head of VRO the case and proposes a
considers the case and �e SMO is required to If the case requires �e case will referred
solution to the delivery
proposes a solution to consider the case escalation, the SMO to the CEDA for
entity. In case of
the completion teams of disagreement on a solution and report on its input refers it to the SMC processing
the concerned entity the head of the program
will report to escalation.

Figure 52: Initiative number overview

220 Deliver high quality of life to all KSA residents

82 Develop vibrant lifestyle options for KSA residents 112 Establish world ‫اﻟﱪﻧﺎﻣﺞ‬
‫ورﺋﻴﺴﻬﺎ‬ class liveability
‫ﻟﺠﻨﺔ‬ standards across KSA cities

Enhance social
Drive participation Deliver o�ering Develop venues Provide services Develop cities
engagement
Infrastructure &
Sports 22 3 5 4 17 20
Transportation
Heritage & Housing, Urban
8 9 6 - 3 2 Design &
culture Environment

Entertainment 4 6 2 5 20 6 Healthcare
102 Economic &
Recreation 1 1 1 6 17 1 education
INITIATIVES and TIMELINE

103
 5 Initiatives and Timeline
The Program’s aspirations and strategic commitments have been translated into a portfolio of
initiatives which address quality of life. These initiatives constitute a base on which the aspira-
tions of KSA Vision 2030 shall be achieved.

Current initiatives that have relevance to the Program commitments have been reviewed and
linked to the strategic pillars.

Initiatives were designed according to an analytical study of the Program’s requirements, a

review of global best practices, and according to what suits the KSA the most. These initiatives
are detailed below.

5.A Initiatives Portfolio

This section aims to provide an overview of the initiative portfolio to deliver against the tar-
gets for 2020.
Following the ownership distinctions introduced in previous chapters, this section differenti-
ates between two types of initiatives.
1. The initiatives covering KPIs owned by the Program.
2. The initiatives covering KPIs not owned by the Quality of Life VRP 2020.

For the initiatives covering KPIs owned by the Program, this section provides detailed descrip-
tions for each initiative, leading entity, and the VRP KPI, impact, and whether an initiative can
be privatized. Additionally, some of these initiatives have been identified as game changers or
quick-wins:
1. Game changers are initiatives presenting the highest potential for economic or social im-
pact (see Game changer section for more details)
2. Quick wins are initiatives with a low budget requirement and an impact expected to realize
in a short period of time (typically 6-12 months)

On the other hand, for the KPIs not owned by the Program, a set of initiatives has been select-
ed with the purpose of showcasing the plans of the different entities to deliver against the
agreed targets. This list of initiatives is organized by dimension, KPI, and mapped against en-
tity and strategic pillars. Going forward, the corresponding entities will provide the necessary
details within their respective VRP delivery plans and/or strategy.
The initiatives have been mapped against the 10 categories of livability and lifestyle (or flagged
as overarching) as well as the 9 strategic components (the 6 pillars and 3 horizontals). The
initiatives that impact more than one strategic component have been mapped to the compo-
nent that is expected to be impacted most.
At the moment of submission, the Program had a portfolio of approximately of 220 initiatives
of which ~119 were within livability, 101 within lifestyle. The next figure provides with an over-
view of the number of initiatives by pillar and category.

104
 �e committed considers
�e head of VRO the case and proposes a
considers the case and solution to the delivery
required to
�e SMO is required to IfIf the
the case
case requires
requires �ecase
�e casewill
willreferred
referred
proposes a solution to consider the
the case
case escalation,
escalation, the the SMO
SMO to
tothe
theCEDA
CEDAforfor
entity. In case of
the completion teams of and report on
on its
its input
input refers
refers itit to
to the
the SMC
SMC processing
processing
disagreement on a solution
the concerned entity the head of the program
will report to escalation.

Figure 52: Initiative number overview

overview

220 Deliver high quality of life to all KSA

KSA residents
residents

82 Develop vibrant lifestyle options for KSA residents 112 Establish

Establish world class
class liveability
world‫اﻟﱪﻧﺎﻣﺞ‬
‫ورﺋﻴﺴﻬﺎ‬
‫ورﺋﻴﺴﻬﺎ‬ ‫اﻟﱪﻧﺎﻣﺞ‬liveability
‫ﻟﺠﻨﺔ‬
‫ﻟﺠﻨﺔ‬ standards
standardsacross
acrossKSA
KSAcities
cities

Enhance
Enhance social
social
Drive participation Deliver o�ering Develop venues Provide
Provide services
services Develop
Develop cities
cities
engagement
engagement
Infrastructure
Infrastructure&
&
Sports 22 3 5 44 17
17 20
20 Transportation
Transportation
Heritage & Housing,
Housing,Urban
Urban
8 9 6 -- 33 22 Design
Design&&
culture Environment
Environment
Entertainment 4 6 2 55 20
20 66 Healthcare
Healthcare
Economic
Economic& &
Recreation 1 1 1 66 17
17 11 education
education
opportunities
opportunities
Social Security
Security&&socio-
socio-
Engagement 7 6 1 -- 11
11 -- Environment
Environment

Develop regulations 11
101 out of 220 initiatives are related to KPIs directly owned by the Quality of Life Program 2020.
The followingDevelop
figure provides an overview of the
a sustainable funding model 10
number of these initiatives by pillar and cate-
gory. Communicate a�ectively 5

Figure 53: Overview of the number of initiatives directly owned

owned by
by Quality
Quality of
of Life
Life Program
Program 2020
2020

101 Deliver high quality of life to all KSA

KSA residents
residents

73 Develop vibrant lifestyle options for KSA residents 7 Establish

Establish world class
class liveability
world‫اﻟﱪﻧﺎﻣﺞ‬
‫ورﺋﻴﺴﻬﺎ‬
‫ورﺋﻴﺴﻬﺎ‬ ‫اﻟﱪﻧﺎﻣﺞ‬liveability
‫ﻟﺠﻨﺔ‬
‫ﻟﺠﻨﺔ‬ standards
standardsacross
acrossKSA
KSAcities
cities

Enhance
Enhance social
social
Drive participation Deliver o�ering Develop venues Provide
Provide services
services Develop
Develop cities
cities
engagement
engagement
Infrastructure
Infrastructure&
&
Sports
Sports 22 3 5 -- -- --
Transportation
Transportation
Heritage Housing,
Housing,Urban
Urban
Heritage &
& 8 9 6 -- -- -- Design
culture Design&&
culture Environment
Environment
Entertainment
Entertainment 4
4 6
6 22 -- -- -- Healthcare
Healthcare
Economic
Economic& &
Recreation
Recreation 11 11 11 -- -- -- education
education
opportunities
opportunities
Social
Social Security
Security&&socio-
socio-
Engagement 4
4 -- 11 -- 77 -- Environment
Engagement Environment

Develop
Develop regulations
regulations 88

Develop
Develop aa sustainable
sustainable funding
funding model
model 88

Communicate
Communicate a�ectively
a�ectively 55

105
 5.B Infrastructure and Transportation

As indicated in sections 1 and 2, the KPIs within the Transportation and Infrastructure catego-
ry, despite contributing to Quality of Life final objectives, remain owned by other VRPs (mostly
NTP 2020). The following initiatives, which have been collected from various entities, shall be
included in the initiative portfolio of the respective VRPs but have been included in this de-
livery plan to be able to provide an overview of the activities required to meet Quality of Life
targets. The list of initiatives is organized by dimension within the category (e.g. Connectivity)
and by KPI (e.g. Network Readiness Index). Additionally, a visual overview with the mapping of
initiatives against strategic pillars is included in the following figure.

Figure 54: Infrastructure and Transportation

Deliver high Quality of Life to all KSA residents

Establish world-class �Liveability standards across KSA cities

Enhance social
23 Develop Cities 19 Provide Services 4 engagement
• 1.1.1 Accelerate deployment of • 1.1.9 Develop and update • 1.1.17 Preparing tools and • 1.2.1 Ambulance response • 1.2.10 Expand the use of • 1.2.17 Road safety program to • 1.3.1 Integrating tra�c
high-speed broadband standard specifications for materials to teach the speed for emergency calls smart systems to monitor reduce road tra�c fatalities safety concepts into
infrastructure and spectrum the extension of concepts of tra�c safety for • 1.2.2 Creating a sustainable tra�c and alert road users • 1.2.18 Strengthen digital educational curricula and
provision infrastructure networks male and female students environment for the • 1.2.11 Implementing e�ective security in the ICT sector directing educational
• 1.1.2 An integrated policy • 1.1.10 Development of • 1.1.18 Raise the level of tra�c advancement of the ICT governance and common • 1.2.19 Support the security institutions to develop the
program to develop the municipal waste safety in the external roads by industry and keeping abreast standards for e-government capabilities to expand the required disciplines in the
transport system management systems improving the infrastructure of rapid developments and enabling improved user application of tra�c safety tra�c safety system
• 1.1.3 Application of Smart • 1.1.11 Ensure that contractors • 1.2.3 Develop an urban
• 1.1.19 Raising the e�ciency of experience laws and develop policies, • 1.3.2 Launching a
Cities concepts in the 5 major and suppliers comply with the transportation management
the existing road network in
system by following best
• 1.2.12 Improve the quality and procedures and application comprehensive program
cities specifications and standards cities by applying the best sustainability of Internet tools aimed at spreading
• 1.1.4 Assess and address of road paving materials and practices
design and operational services and develop an awareness and digital
hazardous sites and equip tra�c signs • 1.2.4 Develop and activate
standards comprehensive and open environment conducive to knowledge and qualifying
existing urban roads with • 1.1.12 Establishment and • 1.1.20 Strengthening transport the telecommunications highly qualified national
government platforms
required tra�c safety development of urban road
planning and transportation • 1.2.5 Developing a national sector through the cadres to advance the
elements network
in urban planning network for smart Saudi modernization of regulatory digital transformation
• 1.1.5 Building institutional • 1.1.13 Establishment and • 1.1.21 Accelerate deployment frameworks and licenses process
cities
capacity to collect, document operation of the General
of high-speed broadband • 1.2.6 Development of the • 1.2.13 Launch joint smart • 1.3.3 Provision of child
and analyze tra�c safety Secretariat of the Ministerial
infrastructure and spectrum e�ciency of the use of Saudi systems and applications for seats in vehicles for
system data Committee on Road Safety
provision airpsace government transactions newborns
• 1.1.6 Construction and • 1.1.14 Expand the use of smart • 1.2.7 Electric Vehicle Adoption
expansion of airports to meet systems to monitor tra�c and • Support the security • 1.2.14 Motivate the expansion • 1.3.4 Train, license and
capabilities to expand the Initiative of communication services control drivers to improve
the growth expectations of alert road users
application of tra�c safety • 1.2.8 Ensure vehicle by providing the frequency driving behavior
air tra�c • 1.1.15 Improved control and compatibility with tra�c
laws and develop policies, spectrum and facilitating the
• 1.1.7 Develop an accident control techniques to ensure safety standards and
monitoring and response e�ective tra�c management procedures and application permit issuance mechanism
standards
mechanism within cities and on external tools • 1.2.15 Raising and supporting
• 1.2.9 Ensuring an integrated
• 1.1.8 Develop an urban roads ambulatory medical services
trauma care system and
transportation management • 1.1.16 Organization and rehabilitation of road • 1.2.16 Raising the skills of
system by following best management of parking in accident victims and emergency service providers
practices major cities long-term care

• 1.4.1 Develop regulations that enhance tra�c safety

Develop regulations 2 • 1.4.2 Develop tra�c regulations and regulations to make sanctions more e�ective in adhering to the system

Develop sustainable funding model 1 • 1.5.1 Encourage investment in expanding communication and broadband services to remote areas

Communicate actively

Quantity of total initiatives xx

Figure 55: Housing, Urban Design and Environment

Deliver high Quality of Life to all KSA residents

Establish world-class �Liveability standards across KSA cities

4 Develop Cities Enhance social engagement 3 Provide Services

• 2.1.1 Create a cooperative housing program to build a�ordable housing • 2.2.1 Cooperation of the Ministry of Housing and the Ministry of Finance
• 2.1.2 Implement urban and environmental rehabilitation projects to to facilitate housing loans for government employees
improve the urban landscape of light industry areas in the 17 cities • 2.2.2 Establish a central unit to monitor air quality and emissions from
• 2.1.3 Create a cooperative housing program to build a�ordable housing the source

106 • 2.1.4 Developing partnership with private sector developers on

government land )Ministry of Housing land)
• 2.2.3 Mortgage Guarantees
 VRP KPI affected by Leading
Dimension Strategic pillar Initiative name
initiative entity
Connectiv- Devices connected Develop Cities • Accelerate deployment of high-speed broadband infrastructure • MCIT
ity to internet / person and spectrum provision
Provide services • Develop a national network for smart Saudi cities • MoMRA
• Motivate the expansion of communication services by provid- • MCIT
ing the frequency spectrum and facilitating the permit issuance
mechanism

Develop sus- • Encourage investment in expanding communication and broad- • MCIT

tainable fund- band services to remote areas
ing models
Connectiv- Network Readiness Develop Cities • Accelerate deployment of high-speed broadband infrastructure • MCIT
ity Index and spectrum provision
Enhance Social • Launch a comprehensive program aimed at spreading aware- • MCIT
Engagement ness and digital knowledge and qualifying highly qualified nation-
al cadres to advance the digital transformation process
Provide services • Create a sustainable environment for the advancement of the • MCIT
ICT industry and keeping abreast of rapid developments
• Develop and activate comprehensive and open government • MCIT
platforms
• Implement effective governance and common standards for • MCIT
e-government and enabling improved user experience
• Improve the quality and sustainability of Internet services and • MCIT
develop an environment conducive to the telecommunications
sector through the modernization of regulatory frameworks and
licenses
• Launch joint smart systems and applications for government • MCIT
transactions
• Motivate the expansion of communication services by provid- • MCIT
ing the frequency spectrum and facilitating the permit issuance
mechanism
• Strengthen digital security in the ICT sector • MCIT

Develop sus- • Encourage investment in expanding communication and broad- • MCIT

tainable fund- band services to remote areas
ing models
Public/ Annual journeys in Develop Cities • An integrated policy program to develop the transport system • MoMRA
Shared public transport per • Develop an urban transportation management system by fol- • MoMRA
transport capita lowing best practices
• Strengthening transport planning and transportation in urban • MoMRA
planning

Public/ Electric car sales as Provide services • Electric Vehicle Adoption Initiative • MEIM
Shared percentage of total
transport
Sustainable % of recycled waste Develop Cities • Development of municipal waste management systems • MoMRA
utilities from total waste
produced
Transpor- Direct international Develop Cities • Construction and expansion of airports to meet the growth • GACA
tation and flights expectations of air traffic
Infrastruc-
Provide Services • Development of the efficiency of the use of Saudi airspace • GACA
ture

107
 VRP KPI affected by Leading
Dimension Strategic pillar Initiative name
initiative entity
Transpor- Hours/year that the Develop Cities • Application of Smart Cities concepts in the 5 major cities • MoMRA
tation and average commuter • Develop and update standard specifications for the extension of • MoMRA
Infrastruc- spends in traffic infrastructure networks
ture • Organization and management of parking in major cities • MoMRA
• Increasing the efficiency of the existing road network in cities by • MoMRA
applying the best design and operational standards
• Strengthening transport planning and transportation in urban • MoMRA
planning

Provide services • Develop an urban transportation management system by fol- • MoMRA

lowing best practices
• Expand the use of smart systems to monitor traffic and alert • MoH
road users

Transpor- Road traffic deaths Enhance Social • Integrating traffic safety concepts into educational curricula and • MoH
tation and per 100 000 popu- Engagement directing educational institutions to develop the required disci-
Infrastruc- lation plines in the traffic safety system
ture • Provision of child seats in vehicles for newborns • MoH
• Train, license and control drivers to improve driving behavior • MoH

Develop Cities • Assess and address hazardous sites and equip existing urban • MoH
roads with required traffic safety elements
• Building institutional capacity to collect, document and analyze • MoH
traffic safety system data
• Develop an accident monitoring and response mechanism • MoH
• Ensure that contractors and suppliers comply with the specifica- • MoH
tions and standards of road paving materials and traffic signs
• Establishment and development of an urban road network • MoH
• Establishment and operation of the General Secretariat of the • MoH
Ministerial Committee on Road Safety
• Expand the use of smart systems to monitor traffic and alert • MoH
road users
• Improved control and control techniques to ensure effective • MoH
traffic management within cities and on external roads
• Preparing tools and materials to teach the concepts of traffic • MoMRA
safety for male and female students
• Increase the level of traffic safety in the external roads by im- • MoH
proving the infrastructure
• Support the security capabilities to expand the application of • MoH
traffic safety laws and develop policies, procedures and application
tools

Provide services • Ambulance response speed for emergency calls • MoH

• Ensure vehicle compatibility with traffic safety standards and • MoH
standards
• Ensuring an integrated trauma care system and rehabilitation of • MoH
road accident victims and long-term care
• Raising and supporting ambulatory medical services • MoH
• Raising the skills of emergency service providers • MoH
• Road safety Program to reduce road traffic fatalities • MoMRA

Develop Regula- • Develop traffic regulations and regulations to make sanctions • MoH
tions more effective in adhering to the system

108
 of high-speed broadband • 1.2.6 Development of the • 1.2.13 Launch joint smart • 1.3.3 Provision of child
and analyze tra�c safety Secretariat of the Ministerial
infrastructure and spectrum e�ciency of the use of Saudi systems and applications for seats in vehicles for
system data Committee on Road Safety
provision airpsace government transactions newborns
• 1.1.6 Construction and • 1.1.14 Expand the use of smart • 1.2.7 Electric Vehicle Adoption
expansion of airports to meet systems to monitor tra�c and • Support the security • 1.2.14 Motivate the expansion • 1.3.4 Train, license and
capabilities to expand the Initiative of communication services control drivers to improve
the growth expectations of alert road users
application of tra�c safety • 1.2.8 Ensure vehicle by providing the frequency driving behavior
air tra�c • 1.1.15 Improved control and compatibility with tra�c

5.C Housing, Urban Design and Environment

laws and develop policies, spectrum and facilitating the
• 1.1.7 Develop an accident control techniques to ensure safety standards and
monitoring and response e�ective tra�c management procedures and application permit issuance mechanism
standards
mechanism within cities and on external tools • 1.2.15 Raising and supporting
• 1.2.9 Ensuring an integrated
• 1.1.8 Develop an urban roads ambulatory medical services
trauma care system and
transportation management • 1.1.16 Organization and rehabilitation of road • 1.2.16 Raising the skills of
system by following best management of parking in emergency service providers

As indicated in the chapters 1 and 2, the KPIs within the Housing, Urban Design and Environ-
accident victims and
practices major cities long-term care

ment category, despite contributing• 1.4.1 Develop to thethatquality

regulations enhance tra�cof life final objectives, remain owned by
safety
Develop regulations 2
other VRPs (mostly Housing and NTP 2020). The following initiatives, which have been collect-
• 1.4.2 Develop tra�c regulations and regulations to make sanctions more e�ective in adhering to the system

edDevelop
from various entities,1 shall be
sustainable funding model
included in the initiative portfolio of the respective VRPs but
• 1.5.1 Encourage investment in expanding communication and broadband services to remote areas

have been included in this delivery plan to be able to provide with an overview of the activities
Communicate actively

required to meet Quality of Life targets. The list of initiatives is organized by dimension within
the category (e.g. Urban Design) and by KPI (e.g. Green space per square meter per capita). Ad-
Quantity of total initiatives xx

ditionally, a visual overview with the mapping of initiatives against strategic pillars is includ-
ing in the following figure.

Figure 55: Housing, Urban Design and Environment

Deliver high Quality of Life to all KSA residents

Establish world-class �Liveability standards across KSA cities

4 Develop Cities Enhance social engagement 3 Provide Services

• 2.1.1 Create a cooperative housing program to build a�ordable housing • 2.2.1 Cooperation of the Ministry of Housing and the Ministry of Finance
• 2.1.2 Implement urban and environmental rehabilitation projects to to facilitate housing loans for government employees
improve the urban landscape of light industry areas in the 17 cities • 2.2.2 Establish a central unit to monitor air quality and emissions from
• 2.1.3 Create a cooperative housing program to build a�ordable housing the source
• 2.1.4 Developing partnership with private sector developers on • 2.2.3 Mortgage Guarantees
government land )Ministry of Housing land)

Develop regulations

• 2.5.1 Developing partnership with private sector developers on government land )Ministry of Housing land)
Develop sustainable funding model 1 • 2.5.1 Developing partnership with private sector developers on government land )Ministry of Housing land)

Communicate actively

VRP KPI affected by initi- Leading

Quantity of total initiatives xx
Dimension Strategic pillar Initiative name
ative entity
Housing Percentage of population Develop Cities • Create a cooperative housing program to build • MoHo
that is a homeowner affordable housing
Provide services • Cooperation of the Ministry of Housing and the • MoHo
Ministry of Finance to facilitate housing loans for • MoHo
government employees
• Mortgage Guarantees

Develop sustainable • Developing partnerships with private sector devel- • MoHo

funding models opers on government land (Ministry of Housing land)
Housing Percentage Housing stock Develop Cities • Create a cooperative housing program to build • MoHo
(thousands of houses) to affordable housing • MoHo
the percentage of popu- • Developing partnerships with private sector devel-
lation opers on government land (Ministry of Housing land)

Develop sustainable • Developing partnerships with private sector devel- • MoHo

funding models opers on government land (Ministry of Housing land)
Quality of Carbon dioxide emissions Provide services • Establish a central unit to monitor air quality and • MoEWA
Environ- from fuel combustion are emissions from the source
ment estimated at about $ 1
million of gross domestic
product (GDP) for 2014
Urban Green space sq. m./ capita Develop Cities • Implement urban and environmental rehabilita- • MoMRA
Design tion projects to improve the urban landscape of light
industry areas in the 17 cities

109
 5.D Healthcare

As indicated in the chapters 1 and 2, the KPIs within the Healthcare category, despite contrib-
uting to the Quality of Life final objectives, remain owned by other VRPs (mostly NTP 2020).
The following initiatives, which have been collected from various entities, shall be included in
the initiative portfolio of the respective VRPs but have been included in this delivery plan to be
able to provide an overview of the activities required to meet Quality of Life targets. The list of
initiatives is organized by dimension within the category (e.g. Health Levels) and by KPI (e.g.
Obesity rate). Additionally, a visual overview with the mapping of initiatives against pillars is
including in the following figure.

Figure 56: Healthcare

Deliver high Quality of Life to all KSA residents

Establish world-class �Liveability standards across KSA cities

Enhance social
12 Develop Cities 29 Provide Services 6 engagement
• 3.1.1 Collection of the cost of • 3.1.8 To establish health facilities in • 3.2.1 Ambulance response speed • 3.2.10 Health insurance program • 3.2.18 Modern Health Care Model • 3.3.1 Interactive Awareness
services provided to health all sectors )governmental and for emergency calls and purchase of health services • 3.2.19 National Center for Disease Programs
insurance patients in the facilities private) for the construction of • 3.2.2 Balanced distribution of • 3.2.11 Improving the performance Prevention and Control • 3.3.2 National awareness
of the Ministry of Health hypnotherapy suites and clinics for health services and facilities - of hospitals and specialized • 3.2.20 National Register of Organ campaign on organ donation
• 3.1.2 Development of a the reception of psychiatric Initiatives to implement the medical centers in the Ministry of Failure programs and donations
comprehensive pre-hospital care patients and to expand the health care strategy in the Health • 3.2.21 Preparedness for health • 3.3.3 Program of activating
system establishment of growth and Kingdom • 3.2.12 Initialization and equipping emergencies organ donation programs in
• 3.1.3 Development of intensive behavioral disorders centers in • 3.2.3 Develop an accident primary health care centers to • 3.2.22 Prevention programs in intensive care in organ donor
care and emergency departments these facilities monitoring and response conform to national quality and public health - Initiatives to hospitals
to ensure the speed and quality of • 3.1.9 Initialization and equipping mechanism patient safety standards )CBAHI) implement the health care • 3.3.4 Promote
these services primary health care centers to • 3.2.4 Development of a • 3.2.13 Initiatives of the National strategy in the Kingdom patient-centered care
3.1.4 Establish centers to provide conform to national quality and comprehensive pre-hospital care Cancer Center • 3.2.23 Provision of child seats in through accountability and
primary psychological care patient safety standards )CBAHI) system • 3.2.14 Initiatives to implement the vehicles for newborns transparency
3.1.5 Establishing and activating • 3.1.10 Establishing and activating • 3.2.5 Development of blood health care strategy in the • 3.2.24 Raising the skills of • 3.3.5 �e strategy of
nutrition clinics nutrition clinics transfusion services Kingdom emergency service providers community participation in
• 3.1.6 Raise the level of tra�c • Development of intensive care and • 3.2.6 Ensuring an integrated • 3.2.15 Initiatives to implement the • 3.2.25 Rashaka initiative some health professions
safety in the external roads by emergency departments to ensure trauma care system and health care strategy in the • 3.2.26 Reform and restructuring of • 3.3.6 Train, license and control
improving the infrastructure the speed and quality of these rehabilitation of road accident Kingdom - National Health primary health care services drivers to improve driving
• 3.1.7 Raising and supporting services victims and long-term care Referral Plan • 3.2.27 Raising the skills of behavior
ambulatory medical services • Establishing and activating • 3.2.7 Expand coverage of • 3.2.16 Initiatives to implement the emergency service providers
nutrition clinics specialized services health care strategy in the • 3.2.28 Program of activating organ
• 3.2.8 Expansion of extended Kingdom - quality and safety donation programs in intensive
health care services )medical development in health sectors care in organ donor hospitals
rehabilitation, long-term care, • 3.2.17 Institutional transformation • 3.2.29 Ambulance response speed
home health care and psychiatric of the King Faisal Specialist for emergency calls
accommodation) Hospital and Research Center
• 3.2.9 GCC agreement and delivery
plan aligned with WHO

Develop regulations 1 • 3.4.1 Develop regulations that enhance tra�c safety

Develop sustainable funding model

Communicate actively

Quantity of total initiatives xx

Figure 57: Education and Economic Opportunities

VRP KPI Deliver high Quality of Life to all KSA residents Leading
Dimension affected by Strategic pillar Initiative name
entity
initiative
Establish world-class �Liveability standards across KSA cities‫ﻟﺠﻨﺔ اﻟﱪﻧﺎﻣﺞ‬
‫ورﺋﻴﺴﻬﺎ‬
Health Levels Diabetes Develop Cities • Development of a comprehensive pre-hospital care system • MoH
1 Developrate
Cities • Establishing
17
andServices
Provide
activating nutrition clinics
6 Enhance social
• MoH
engagement
• 4.1.1. Provide a suitable housing structure • 4.2.1 Arabic Language Development Center • 4.2.12 Provide an educational structure containing • 4.3.1 Encouraging teleworking
for expatriates
Provide • expatriates
• 4.2.2 Develop services for GCC agreement
and issue a and delivery
expatriate children plan aligned with WHO • inMoH
• 4.3.2 Enhancing the image of the Kingdom
directory of services • 4.2.13 Provide childcare services for working women attracting international talent
services
• 4.2.3 Developing curriculum standards • 4.2.14 Skills matrix • 4.3.3 Promoting part-time work
• 4.2.4 Developing productive projects for those • 4.2.15 Supporting and facilitating the transport of • 4.3.4 Raising awareness of the importance of
wishing to practice self-employment women women's participation in the labor market
• 4.2.5 Developing the mechanisms of recruitment to • 4.2.16 �e program for supporting R&D in • 4.3.5 Raising the international classification of the
rely on the local market universities Kingdom in attracting international talent
• 4.2.6 Development of employment mechanisms and • 4.2.17 Training parallel to the requirements of the • 4.3.6 To promote the integration of expatriates with
channels labor market the culture of the Kingdom and to raise citizens'
• 4.2.7 Electronic platform for the Saudi program to awareness of the acceptance of other cultures
attract international talent
• 4.2.8 Enabling incentives to enter the labor market
• 4.2.9 English Language Center

110
• 4.2.10 Inclusive and activating the extended
residency program )Gold Card) to attract
international talent
 VRP KPI
Leading
Dimension affected by Strategic pillar Initiative name
entity
initiative
Health Levels Life Enhance Social • Interactive Awareness Programs • MoH
expectancy Engagement • National awareness campaign on organ donation programs and • MoH
donations
• Program of activating organ donation programs at the intensive care in • MoH
organ donor hospitals
• Promote patient-centered care through accountability and • MoH
transparency
• The strategy of community participation in some health professions • MoH
• Train, license and control drivers to improve driving behavior • MoH

Develop Cities • Development of intensive care and emergency departments to ensure • MoH
the speed and quality of these services
• Initialization and equipping primary health care centers to conform to • MoH
national quality and patient safety standards (CBAHI)
• Raise the level of traffic safety in the external roads by improving the • MoH
infrastructure
• Raising and supporting ambulatory medical services • MoH

Provide • Prevention programs in public health - Initiatives to implement • MoH

services healthcare strategy in the Kingdom
• Ambulance response speed for emergency calls • MoH
• Develop an accident monitoring and response mechanism • MoH
• Development of blood transfusion services • MoH
• Ensuring an integrated trauma care system and rehabilitation of road • MoH
accident victims and long-term care
• Expand coverage of specialized services • MoH
• Improving the performance of hospitals and specialized medical • MoH
centers in the Ministry of Health
• Initialization and equipping primary health care centers to conform to • MoH
national quality and patient safety standards (CBAHI)
• Initiatives of the National Cancer Center • MoH
• Initiatives to implement the health care strategy in the Kingdom • MoH
• Initiatives to implement the health care strategy in the Kingdom • MoH
(National Health Referral Plan)
• Initiatives to implement the health care strategy in the Kingdom • MoH
(quality and safety development in health sectors)
• Institutional transformation of the King Faisal Specialist Hospital and • MoH
Research Center
• Modern Health Care Model • MoH
• National Center for Disease Prevention and Control • MoH
• National Register of Organ Failure • MoH
• Preparedness for health emergencies • MoH
• Program of activating organ donation programs in intensive care in • MoH
organ donor hospitals
• Provision of child seats in vehicles for newborns • MoH
• Increasing the skills of emergency service providers • MoH
• Reform and restructuring of primary health care services • MoH

Develop • Develop regulations that enhance traffic safety • MoH

Regulations
Health Levels Obesity rate Develop Cities • Establishing and activating nutrition clinics • MoH
Provide • Development of a comprehensive pre-hospital care system • MoH
services • GCC agreement and delivery plan aligned with WHO • MoH
• Rashaka initiative • MoH

Medical care Hospital Develop Cities • Development of intensive care and emergency departments to ensure • MoH
beds per the speed and quality of these services
1,000
people Provide • Balanced distribution of health services and facilities - Initiatives to • MoH
services implement the health care strategy in the Kingdom

111
 VRP KPI
Leading
Dimension affected by Strategic pillar Initiative name
entity
initiative
Medical care Out-of- Develop Cities • Collect the cost of services provided to health insurance patients at • MoH
pocket Ministry of Health facilities • MoH
health • Establish centers to provide primary psychological care • MoH
expenditure • Establish and activate nutrition clinics • MoH
• Establish health facilities in all sectors (governmental and private) for
the construction of hypnotherapy suites and clinics for the reception
of psychiatric patients and to expand the establishment of growth and
behavioral disorders centers in these facilities

Provide • Balanced distribution of health services and facilities - Initiatives to • MoH

services implement the health care strategy in the Kingdom • MoH
• Expansion of extended health care services (medical rehabilitation, • MoH
long-term care, home health care and psychiatric accommodation)
• Health insurance Program and purchase of health services

112
 primary psychological care patient safety standards )CBAHI) system • 3.2.14 Initiatives to implement the vehicles for newborns transparency
3.1.5 Establishing and activating • 3.1.10 Establishing and activating • 3.2.5 Development of blood health care strategy in the • 3.2.24 Raising the skills of • 3.3.5 �e strategy of
nutrition clinics nutrition clinics transfusion services Kingdom emergency service providers community participation in
• 3.1.6 Raise the level of tra�c • Development of intensive care and • 3.2.6 Ensuring an integrated • 3.2.15 Initiatives to implement the • 3.2.25 Rashaka initiative some health professions
safety in the external roads by emergency departments to ensure trauma care system and health care strategy in the • 3.2.26 Reform and restructuring of • 3.3.6 Train, license and control
improving the infrastructure the speed and quality of these rehabilitation of road accident Kingdom - National Health primary health care services drivers to improve driving

5.E
•
Education and Economic Opportunities
3.1.7 Raising and supporting
ambulatory medical services
services
• Establishing and activating
victims and long-term care
• 3.2.7 Expand coverage of •
Referral Plan
3.2.16 Initiatives to implement the
• 3.2.27 Raising the skills of
emergency service providers
behavior

nutrition clinics specialized services health care strategy in the • 3.2.28 Program of activating organ
• 3.2.8 Expansion of extended Kingdom - quality and safety donation programs in intensive
health care services )medical development in health sectors care in organ donor hospitals

As indicated in the chapters 1 and 2, the KPIs within •

the Education and Economic Opportu-
rehabilitation, long-term care,
home health care and psychiatric
3.2.17 Institutional transformation
of the King Faisal Specialist
• 3.2.29 Ambulance response speed
for emergency calls

nities category, despite contributing to the Quality of Life final objectives, remain owned by
accommodation) Hospital and Research Center
• 3.2.9 GCC agreement and delivery

other VRPs. The following initiatives, which have been collected from various entities, shall be
plan aligned with WHO

included in the initiative

Develop regulations 1 portfolio of the respective VRPs
• 3.4.1 Develop regulations but tra�c
that enhance have
safetybeen included in this de-

livery plan to be able to provide an overview of the activities required to meet Quality of Life
Develop sustainable funding model
targets. The list of initiatives is organized by dimension within the category (e.g. Employment
Opportunities)
Communicate actively
and by KPI (e.g. Unemployment rate). Additionally, a visual overview with the
mapping of initiatives against strategic pillars is including in the following figure.
Quantity of total initiatives xx

Figure 57: Education and Economic Opportunities

Deliver high Quality of Life to all KSA residents

Establish world-class �Liveability standards across KSA cities‫ﻟﺠﻨﺔ اﻟﱪﻧﺎﻣﺞ‬

‫ورﺋﻴﺴﻬﺎ‬

1 Develop Cities 17 Provide Services 6 Enhance social engagement

• 4.1.1. Provide a suitable housing structure • 4.2.1 Arabic Language Development Center • 4.2.12 Provide an educational structure containing • 4.3.1 Encouraging teleworking
for expatriates • 4.2.2 Develop services for expatriates and issue a expatriate children • 4.3.2 Enhancing the image of the Kingdom in
directory of services • 4.2.13 Provide childcare services for working women attracting international talent
• 4.2.3 Developing curriculum standards • 4.2.14 Skills matrix • 4.3.3 Promoting part-time work
• 4.2.4 Developing productive projects for those • 4.2.15 Supporting and facilitating the transport of • 4.3.4 Raising awareness of the importance of
wishing to practice self-employment women women's participation in the labor market
• 4.2.5 Developing the mechanisms of recruitment to • 4.2.16 �e program for supporting R&D in • 4.3.5 Raising the international classification of the
rely on the local market universities Kingdom in attracting international talent
• 4.2.6 Development of employment mechanisms and • 4.2.17 Training parallel to the requirements of the • 4.3.6 To promote the integration of expatriates with
channels labor market the culture of the Kingdom and to raise citizens'
• 4.2.7 Electronic platform for the Saudi program to awareness of the acceptance of other cultures
attract international talent
• 4.2.8 Enabling incentives to enter the labor market
• 4.2.9 English Language Center
• 4.2.10 Inclusive and activating the extended
residency program )Gold Card) to attract
international talent
• 4.2.11 Localization of Women

Develop regulations 1 • 4.4.1 Develop legislation to integrate women into all sectors of the labor market

Develop sustainable funding model

Communicate actively

Quantity of total initiatives xx

VRP KPI affected by

Dimension Strategic pillar Initiative name Leading entity
initiative
Education Number of local Provide services • The Program for supporting research and • MoE
Opportunities universities that are development (R&D) in universities
ranked globally
Education PISA score Provide services • Arabic Language Development Center • MoE
Opportunities • Developing curriculum standards • MoE
• English Language Center • MoE
• Skills matrix • MoE

Employment Female employment Reinforce social • Raising awareness of the importance of • MLSD
Opportunities rate interaction women›s participation in the labor market
Provide services • Localization of Women • MLSD
• Provide childcare services for working women • MLSD
• Supporting and facilitating the transport of • MLSD
women

Develop • Develop legislation to integrate women into all • MLSD

Regulations sectors of the labor market

113
 Employment Global Talent Reinforce social • Enhancing the image of the Kingdom in • MLSD
Opportunities Competitiveness Index interaction attracting international talent
• Raising the international classification of the • MLSD
Kingdom in attracting international talent
• Promoting the integration of expatriates within • MLSD
the culture of the Kingdom and raising citizens›
awareness of the acceptance of other cultures

Develop Cities • Provide a suitable housing structure for • MLSD

expatriates
Provide services • Develop services for expatriates and issue a • MLSD
directory of services
• Develop electronic platform for the Saudi • MLSD
Program to attract international talent
• Activate the extended residency Program (Gold • MLSD
Card) to attract international talent
• Provide an educational structure containing • MLSD
expatriate children

Employment Saudi unemployment Reinforce social • Encouraging teleworking • MLSD

Opportunities rate interaaction • Promoting part-time work • MLSD

Provide services • Developing productive projects for those • MLSD

wishing to practice self-employment
• Developing the mechanisms of recruitment to • MLSD
rely on the local market
• Development of employment mechanisms and • MLSD
channels
• Enabling incentives to enter the labor market • MLSD
• Training parallel to the requirements of the • MLSD
labor market

114
5.F Security and Socio-environment

As indicated in the sections 1 and 2, the KPIs within the Security and Social Environment cate-
gory fall under two types. The ones related to Crime are fully owned by the Quality of Life VRP,
while the rest are owned by other VRPs. For the KPIs owned by other VRPs, the following initia-
tives, which have been collected from various entities, shall be included in the initiative port-
folio of the respective VRPs but have been included in this delivery plan to be able to provide
an overview of the activities required to meet Quality of Life targets. The list of initiatives is
organized by dimension within the category (e.g. Crime) and by KPI (e.g. Homicide Rate). Addi-
tionally, a visual overview with the mapping of initiatives against strategic pillars is including
in the following figure.
Figure 58: Security and Socio-Environment

Deliver high Quality of Life to all KSA residents

Establish world-class Liveability standards across KSA cities ‫ﻟﺠﻨﺔ اﻟﱪﻧﺎﻣﺞ‬

‫ورﺋﻴﺴﻬﺎ‬

Develop Cities 11 Provide Services Enhance social engagement

• 5.2.1 Career Recycling Project • 5.2.8 �e scientific approach in the work of security against
• 5.2.2 Develop and activate comprehensive and open crime
government platforms • 5.2.9 Program to reduce crime through social development.
• 5.2.3 Governance of the system of control and auditing and • 5.2.10 Reduce crime through environmental design.
combating corruption • 5.2.11 Preparation of the unified national classification of
• 5.2.4 Implementing e�ective governance and common crimes and electronic linkage.
standards for e-government and enabling improved user • 5.2.12 Transparency and publishing on the site.
experience • 5.2.13 Measurement of security satisfaction.
• 5.2.5 Launch joint smart systems and applications for • 5.2.14 �e first security man.
government transactions • 5.2.15 Incorporate the security dimension into the
• 5.2.6 Launching the government cloud and upgrading indicators of measuring government agencies.
government integration • 5.2.16 Multiple options for guests and released.
• 5.2.7 Services and procedures project )study of more than • 5.2.17 National Observatory for Combating Crime.
100 services and procedures in government agencies • 5.2.18 Safe prospects for the family
exposed to corruption)

Develop regulations

Develop sustainable funding model

Communicate actively

Quantity of total initiatives xx

Strategic Figure 59: Sports Leading VRP KPI related

Initiative name Dimension Type
pillar entity to the initiative

Provide ser- • Career Recycling Project Deliver high Quality of Life to all KSA•residents
Gov- • MEP • Corruption
vices • Governance of the system of control, auditing and combat- ernment Perception Index
ing corruption services
Develop
• Services and procedures project vibrant
(study ofLifestyle
more thanoptions
100for KSA residents
services and procedures in government agencies exposed to
3 corruption)4 Deliver o�ering
Develop venues 22 Drive participation
• 6.1.1. Active cities. Design sports • 6.2.1. Encourage Private sector to • 6.3.1. Develop physical • 6.3.6. Implement mind games in • 6.3.11. Promoting diversity and • 6.3.17. Build Elite training
programs to activate city spaces contribute to the development of education classes for girls in schools for boys and girls female inclusion in sport Performance Centers
Provide ser-and refurbish
• 6.1.2. Redesign • Develop
sports facilities to become female
and
the activate
sport sector comprehensive
)sports economy)
• 6.2.2. Develop and deliver national
and open government
schools )infra-structure,
curriculum, teacher training)
• Gov-and
)infrastructure, curriculum,
teacher training)
• Creating
• 6.3.12. MCITand hosting world
class sporting events
• e-Govern-
• 6.3.18. Develop Sport Academies
• 6.3.19. Development of
vices
and family friendly platformscoaching strategy • 6.3.2. Improve physical ernment
• 6.3.7. Run “My Sport and My Food” • 6.3.13. Increase in popularity of ment Survey
Paralympics
• 6.1.3. Sports Facilities • 6.2.3. Implement Bachelor’s degree education classes for boys in programs in institutions under sports and increasing the rate of • 6.3.20. Establish “My Sport is My
Development & Activation • Implementprogram effective governance
in Physical Education for and)infrastructure)
schools common standards Imam University services viewership Index
Future” grant programs in schools
)rental) girls • 6.3.3. Improve physical • 6.3.8. Build sports and recreational • 6.3.14. Digital Transformation for • 6.3.21. Develop individual and
• 6.1.4. Improving audiencefor e-government and enabling improved user
education classes experience
for boys in complex for girls at Jeddah Sport Sector collective sports competitions in

events • Launch joint smart systems and• 6.3.4.

experience in matches and sports
applications
Develop physical for govern-
schools )teacher training) University
• 6.3.9. Active people. Encourage
• 6.3.15. Establishment of Elite
Athlete Development program
universities

ment transactions activity in universities

• 6.3.5. Develop sports for
regular participation in sports
through creation of an enabling
• 6.3.16. Establishment of Elite
Sports development program
• Launching the government cloud and upgrading govern-
students with special needs
in educational institutions
eco system
• 6.3.10. Organize and support fan
)Federations) and recruitment of
world class trainers, technicians
ment integration clubs of Saudi sports Clubs and coaches

Develop regulations 1 • 6.4.1. Develop and Execute the sport sector strategy

Develop sustainable funding model 1 • 6.5.1. Develop governance and operating model for the "Sports Development Fund" )fund for privatized assets)

Communicate actively

Quantity of total initiatives xx

115
 Strategic Leading VRP KPI related
Initiative name Dimension Type
pillar entity to the initiative

Provide Ser- • Develop standard police centers and build infrastructure • Crime • MoI • Priority • Intentional
vices • Develop security preparations homicides by
• Develop systems and programs at police centers 100,000 popu-
• An initiative for rehabilitating and training prison inmates lation
• An initiative for transparency and support decision making
in combating crime
• An initiative for developing security men abilities level
• An initiative for a unified 911 operations center

Provide Ser- • Develop standard police centers and build infrastructure • Crime • MoI • Priority • Level of vio-
vices • Develop security preparations lent crime
• Develop systems and programs at police centers
• An initiative for rehabilitating and training prison inmates
• An initiative for transparency and support decision making
in combating crime
• An initiative for developing security men abilities level
• An initiative for a unified 911 operations center

Figure 58: Security and Socio-Environment

Provide Ser- • Develop standard police centers and build infrastructure • Crime • MoI • Priority • Perceived
vices • Develop security preparations criminality
• Develop systems and programs at Quality
Deliver high police centers
of Life to all KSA residents
• An initiative for rehabilitating and training prison inmates
• An initiative for transparency and support decision making
Establish world-class Liveability standards across KSA cities ‫ﻟﺠﻨﺔ اﻟﱪﻧﺎﻣﺞ‬
‫ورﺋﻴﺴﻬﺎ‬
in combat-ing crime
• An initiative for developing security men abilities level Enhance social engagement
Develop Cities 11 Provide Services
• An initiative for a unified 911 operations center
• 5.2.1 Career Recycling Project • 5.2.8 �e scientific approach in the work of security against
• 5.2.2 Develop and activate comprehensive and open crime
government platforms • 5.2.9 Program to reduce crime through social development.
• 5.2.3 Governance of the system of control and auditing and • 5.2.10 Reduce crime through environmental design.
combating corruption • 5.2.11 Preparation of the unified national classification of
• 5.2.4 Implementing e�ective governance and common crimes and electronic linkage.
standards for e-government and enabling improved user • 5.2.12 Transparency and publishing on the site.
experience • 5.2.13 Measurement of security satisfaction.

5.G Sports
• 5.2.5 Launch joint smart systems and applications for • 5.2.14 �e first security man.
government transactions • 5.2.15 Incorporate the security dimension into the
• 5.2.6 Launching the government cloud and upgrading indicators of measuring government agencies.
government integration • 5.2.16 Multiple options for guests and released.
• 5.2.7 Services and procedures project )study of more than • 5.2.17 National Observatory for Combating Crime.
100 services and procedures in government agencies • 5.2.18 Safe prospects for the family

As indicated in the sections 1 and 2, the KPIs within the Sports category are fully owned by the
exposed to corruption)

Quality of Life Program 2020. The following table includes the list of initiatives within Sports,
Develop regulations

as well
Develop as afunding
sustainable short description and the responsible entity. Additionally, a visual overview with
model

the mapping
Communicate actively of initiatives against strategic pillars is included in the following figure.

Quantity of total initiatives xx

Figure 59: Sports

Deliver high Quality of Life to all KSA residents

Develop vibrant Lifestyle options for KSA residents

3 Develop venues 4 Deliver o�ering 22 Drive participation

• 6.1.1. Active cities. Design sports • 6.2.1. Encourage Private sector to • 6.3.1. Develop physical • 6.3.6. Implement mind games in • 6.3.11. Promoting diversity and • 6.3.17. Build Elite training
programs to activate city spaces contribute to the development of education classes for girls in schools for boys and girls female inclusion in sport Performance Centers
• 6.1.2. Redesign and refurbish the sport sector )sports economy) schools )infra-structure, )infrastructure, curriculum, and • 6.3.12. Creating and hosting world • 6.3.18. Develop Sport Academies
sports facilities to become female • 6.2.2. Develop and deliver national curriculum, teacher training) teacher training) class sporting events • 6.3.19. Development of
and family friendly coaching strategy • 6.3.2. Improve physical • 6.3.7. Run “My Sport and My Food” • 6.3.13. Increase in popularity of Paralympics
• 6.1.3. Sports Facilities • 6.2.3. Implement Bachelor’s degree education classes for boys in programs in institutions under sports and increasing the rate of • 6.3.20. Establish “My Sport is My
Development & Activation program in Physical Education for schools )infrastructure) Imam University viewership Future” grant programs in schools
)rental) girls • 6.3.3. Improve physical • 6.3.8. Build sports and recreational • 6.3.14. Digital Transformation for • 6.3.21. Develop individual and
• 6.1.4. Improving audience education classes for boys in complex for girls at Jeddah Sport Sector collective sports competitions in
experience in matches and sports schools )teacher training) University • 6.3.15. Establishment of Elite universities
events • 6.3.4. Develop physical • 6.3.9. Active people. Encourage Athlete Development program
activity in universities regular participation in sports • 6.3.16. Establishment of Elite
• 6.3.5. Develop sports for through creation of an enabling Sports development program
students with special needs eco system )Federations) and recruitment of
in educational institutions • 6.3.10. Organize and support fan world class trainers, technicians
clubs of Saudi sports Clubs and coaches

Develop regulations 1 • 6.4.1. Develop and Execute the sport sector strategy

Develop sustainable funding model 1 • 6.5.1. Develop governance and operating model for the "Sports Development Fund" )fund for privatized assets)

Communicate actively

Quantity of total initiatives xx

116
 Possibility VRP KPI
Strategic Initiative Leading
Initiative description Impact for privat- Type affected by
pillar name entity
ization initiative
Develop 6.1.1 Provide a range of accessible • 30,000 schools and Yes Game GSA • % of
Venues Active places for exercise in order to universities activated Changer population
regions encourage mass participation through regular sports participating
among citizens and residents. programs and competi- in sports
The 2020 target is to utilize 100 tions
GSA facilities, develop Health • Activation of more
and Wellness Programs in 150 than 500 community
companies, launch MP Programs clubs around the King-
in 80% of universities, and hold dom with MoE
an annual National Sports day. • 300+ events delivered
• Utilize existing GSA facilities yearly, to activate regular
for mass participation participation – organized
• Work with national stake- in GSA’s 100+ facilities
holders, e.g. MoMRA, to provide Accessible public and
a range of accessible places as private facilities for the
sporting venues citizen within 34 hours
• Deliver a program of physical to practice physical
activities and competitions for activities
students in schools
• Activate workplaces by offer-
ing mass participation programs
in the work place
• Hold an annual National
Sports Day

Develop 6.1.2 Redesign and refurbish the • 23 sports facilities No Quick GSA • % of
Venues Redesign main sporting facilities in KSA that are accessible for Win population
and refur- to enable families/women to families/women during participating
bish sports access any type of sporting event. events in sports
facilities The 2020 target is to redesign 23 Increase the number of
to become sports facilities. attendees
female • Redesign 23 current facilities
and family to be suitable to host families/
friendly women, e.g. developing separate
entrances and toilets and devel-
oping dedicated parking lots

Develop 6.1.3 Improve existing sporting • Increased venue uti- Yes Priority GSA • Number
Venues Sports facilities to meet best practice lization rate from 8% to of sports
Facilities standards. The 2020 target is 55% by 2020 venues
Develop- to develop and activate sports • GSA sports facilities • % of GDP
ment and facilities. fully assessed and ready spend on
Activation • Audit, assess and classify all to use by the public sports
(rental) sports facilities in KSA • Ready facilities to host • % partic-
• Develop commercial and sports and non-sport ipation in
investment strategies to increase events sports
their sources of income (e.g. • Increased revenue of
private sector participation) GSA through commer-
• Develop operational models cialization and invest-
for these facilities and mecha- ment strategies
nisms to improve enhancement The activation of these
facilities is a key enabler
for multiple lifestyle VRP
initiatives

117
 Possibility VRP KPI
Strategic Initiative Leading
Initiative description Impact for privat- Type affected by
pillar name entity
ization initiative
Develop 6.1.4 Enhance audience experience • Sports venues that No Quick GSA • % of GDP
Venues Improving during sporting events to in- offer multiple entertain- Win spend on
audience crease the popularity of sports in ment options during sports
experience general, increase attendance in sports events
in matches sporting events, and ultimately • Improve the satisfac-
and sports to encourage grassroots partici- tion of the attendees
events pation. Increase the number of
• Set up and implementing en- attendees
tertainment options for all types
of audience at venues, e.g. fan
zones, food trucks

Deliver 6.2.1 En- Encourage private sector in- • Development of a Yes - GSA • Number
Offerings courage volvement in building the sports world-class vibrant of sports
the private economy. Expected private sector sports economy in the venues
sector to contribution is expected to ex- Kingdom • Sports as a
contribute ceed 1B SAR. • Improved levels of % of GDP
to the de- • Incubate start-ups with seed sports participation
velopment funding • Improved overall
of the sport • Educate entrepreneurs via health of population
sector training programs • Increased private
• License privately owned gyms, investment in sports
and ensure consistent inspection • Increased number of
standards for gyms sports start-ups / SMEs
• Local content
development
(opportunities to localize
operations and supply
chains)
• Local R&D and
Manufacturing (Made in
Saudi)
• Establishing the
sports economy as a
new contributor to Saudi
employment
• This will result from
developing a sports
economy strategy and
by implementing a
number of initiatives and
programs defined in the
strategy

118
 Possibility VRP KPI
Strategic Initiative Leading
Initiative description Impact for privat- Type affected by
pillar name entity
ization initiative
Deliver 6.2.2 Develop and deliver national • Increase of KSA active Yes GSA • % of
Offerings Develop coaching strategy in collabora- population rate driven by people par-
and deliver tion with selected KSA Federa- increased availability of ticipating in
national tions, International Federations coaches sports
coaching and private sector vendor’s • Healthier lifestyle of • # of
strategy strategy to increase the quality KSA population sportsmen
and number of gym instructors, • Reduced obesity in in summer
mass participation and profes- kids Olympics
sional coaches. The 2020 target • Increased inclusion
is to have 4,500 certified coaches of females in sport ac-
and 7 federations with standard tivities (focus on female
complaint licensing programs. coaches)
• Define/revise and activate Fed-
eration coaching development
strategy
• Define/revise competency and
regulatory framework to derive
curriculum and course portfolio
for national coaches
• Deliver courses for coaches in
blended approach (online and
offline, leveraging private sector)

Deliver 6.2.3 • Introduce a bachelor’s program • Develop and activate No MoE • % of

Offerings Bachelor’s in physical education at the an academic program population
degree Faculty of Education and Litera- that grants a bachelor’s participating
program ture for girls in the University of degree in physical educa- in sports
in Physical Tabuk in addition to four major tion in Tabuk University,
Education universities. This bachelor’s pro- in addition to 4 major
for girls gram will allow girls to quality as universities for female
graduates in physical education students
and allow them to work at fitness • Qualifying female
centers, sports instructions and graduates in the field
to compete in various sports. The of physical education to
target by 2020 is to enroll 180 meet the region and the
female students, 60 annually. Kingdom’s need.
• Define curricular and aca- • Qualifying female
demic problems of bachelor’s graduates to work in
program in University of Tabuk physical fitness centers
and four other major universities • Qualifying female
• Construct and equip facilities, competitors to compete
e.g. gyms, in respective univer- on several sports region-
sities ally and globally.

Drive Par- 6.3.1 • Design and implement physi- • Establish and prepare Yes Game MoE • % popula-
ticipation Enhance cal education (PE) programs and 500 sports halls in girls’ changer tion partic-
girls’ sports activities for females in the pub- schools annually. ipating in
participa- lic education system. Train a cur- • Train and qualify sports
tion at the riculum with classes in the study female teachers on job to • Number of
school level plan shall be taught by special- teach physical educa- non-profes-
ized teachers, while continuing tion subject and provide sional sports
the practice of physical activities training on physical venues
as a part of extracurricular activ- activities in addition to
ities during the school day. The their part-time work in
2020 target is to have 325,000 order to employ special-
children following sports classes, ized teachers.
have 7,500 qualified teachers, • Qualify and employ
and 1,500 schools equipped with female teachers to teach
well-maintained gyms physical education
• Provide suitable buildings for subject.
practicing physical activities and
equipped spaces in schools
• Train and qualify female teach-
ers to train female students on
these activities

119
 Possibility VRP KPI
Strategic Initiative Leading
Initiative description Impact for privat- Type affected by
pillar name entity
ization initiative
Drive Par- 6.3.2 • Improve the school environ- • Building a sports com- Yes - MoE • Number of
ticipation Sports-active ment for practicing competitive, plex for each education non-profes-
school (infra- specialized and recreation- office sional sports
structure) al sports activities for male • Rehabilitating current venues
students. The 2020 target is to sports complexes
establish 150 gyms, 50 gyms • Increasing number of
annually. pitches and sports halls
• Rehabilitate and establish in schools
sports complexes in schools, su-
pervised by the Education Offices
of the directorates of education
in KSA

Drive Par- 6.3.3 Train physical education teachers • Professional develop- No MoE • % of
ticipation Develop with new knowledge, skills and ment of all physical edu- population
physical concepts in physical education cation and sports activity participating
education and school sport sciences. Target teachers and supervisors. in sports
classes is to increase the number of • Enabling a percent-
for boys teachers qualified to train spe- age of teachers to train
in schools cialist sports different sports.
(teacher • Provide training courses, reha- • Providing a number
training) bilitation programs and scholar- of teachers of advanced
ship programs experiences

Drive Par- 6.3.4 • Develop physical activity in • Increasing partici- Yes - MoE • % of
ticipation Physical universities by hiring specialized pations of university population
activity in staff to manage physical health students in physical participating
universities activities in universities. The activities in sports
2020 target includes building • Increasing the number
15 in-university training centers of cadres specialized in
(5 annually), building 3 external managing physical activ-
training centers (1 annually), and ities in universities.
300 technical centers. • Awareness programs
• Construct sports facilities in concerned with raising
universities community awareness
• Promote the culture of phys- with the importance of
ical activity among university exercising
employees • Develop studies and
• Develop metrics to evaluate researches to monitor,
physical activity develop, evaluate and ex-
• Establish a center focusing ercise physical activity.
on initiative-related studies and
research
• Design programs for physical
activities in universities

120
 Possibility VRP KPI
Strategic Initiative Leading
Initiative description Impact for privat- Type affected by
pillar name entity
ization initiative
Drive Par- 6.3.5 • Provide a stimulating sport- • Developing sports Yes - MoE • % of
ticipation Sports of ing environment for students infrastructure through population
students with special needs to exercise establishing sports facil- participating
with special all sports. The 2020 target is ities suitable for special in sports
needs in to build 10 disability-friendly needs sports.
educational facilities, 240 male disability • Establishing sports
institutions sport specialists, and 180 female centers and depart-
disability sport specialists. Other ments for special needs
2020 targets include 9,000 male persons.
participants and 4,200 female • Providing training
participants. courses and workshops
• Provide stadiums, gyms, and to develop the skills of
technical and administrative workers in special needs
staff specializing in sports for sports field.
people with special needs • Developing standards
• Develop world-class support to match the global
services that help universities standards to provide
attract distinguished athletes necessary facilities for
with mobility disability or visual distinguished athletes
or auditory impairment with special needs

Drive Par- 6.3.6 • Develop a program in schools • Develop intelligence, Yes - MoE • Number
ticipation Mind based on a specific ecosystem and provide the individ- of entertain-
Games initi- of games and exercises in which ual with cognitive and ment infra-
ative (infra- the effort is more mental than sensory skills necessary structure
structure, physical. The 2020 target to build for different ages and • Number of
curriculum, 7 facilities. levels out-of-home
and teacher • Establish centers specialized in • Enhance sensory skills entertain-
training) mental sports such as hearing, seeing, ment events
• Develop accredited trainers in balance and motor coor-
mental sports dination
• Develop a curriculum based • Address academic
on a specific ecosystem of games problems in reading,
and exercises in which the effort writing, mathematics,
prepares all parts of the brain memory, concentration
and follow-up
• Treatment of behavio-
ral and motor disorders
in the learning disabili-
ties category
• Prevention of Alzheim-
er’s
• Improve social skills
and self-esteem
• Support the wheel of
sustainable development

121
 Possibility VRP KPI
Strategic Initiative Leading
Initiative description Impact for privat- Type affected by
pillar name entity
ization initiative
Drive Par- 6.3.7 Implement a range of interactive • Preparing institutes - MoE • % of
ticipation “My health physical activities to raise nutri- with integrated sports population
comes first” tional awareness in the 68 inter- clubs. participating
program mediate and secondary scientific • Holding social partner- in sports
institutes in KSA. The target by ships with associations
2022 is to have 14 sport courts and companies that
(including basketball, volleyball, financially benefit the
table tennis, gymnasium) and 39 institute.
soccer fields. • Encouraging students
• Develop awareness programs to exercise sports in a
within institutions which in- sound manner.
cludes media programs • Reducing obesity rates
• Develop sports programs among students.
and partnerships with sports or • Reducing smoking
health clubs rates among students.
• Develop a network of sports • Educating students
professionals and volunteers to about the importance of
create a sustainable sport sector proper food in the health
of the body
• Increasing student
participation percentage
in local and international
sports competitions.

Drive Par- 6.3.8 Build a sports and recreational • (2) multipurpose play- Yes - MoE • Number of
ticipation Sports and complex for girls in Jeddah Uni- grounds non-profes-
recreational versity in order to provide various • Fitness center sional sports
complex types of sports and recreational • Water recreational venues
for girls activities for students of Jeddah center
at Jeddah University and women in the sur- • Rehabilitation and
University rounding area. The 202 target is Physiotherapy Center
to have 750 females participating • • 25% of university girls
in the complex. engage in physical and
• Complex includes two multi- recreational activity at
purpose gyms for various types least once a week in the
of sports, a fitness and wellness first year of operation
center, an aquatic center, and a • 1000 women from
rehabilitation and physiotherapy outside the university
center engage in physical and
recreational activity in
the first year of opera-
tion

Drive Par- 6.3.9 Attract, educate and encourage • An increase in the Yes Priority GSA • % of
ticipation Active peo- people to be regular participants number of Community population
ple: in sports. Target includes Sports Groups (15,000 in participating
increasing CSGs from 200 2030) and the number of in sports
to 1,500 by 2020 and 15,000 members and volunteers
by 2030, increasing number (30% of population by
of members and volunteers 2030)
associated with CSGs to 30% of • An increase in # of
population by 2030, increasing participants due to the
physical activity levels from 13% enablement of all sports
to 40% of national population by workforce
2030, and upskilling workforce
in CSGs and federations to meet
sport’s needs.
• Enable and create community
sports groups
• Support federations to
increase grassroots participation

122
 Possibility VRP KPI
Strategic Initiative Leading
Initiative description Impact for privat- Type affected by
pillar name entity
ization initiative
Drive Par- 6.3.10 The initiative aims at enhancing - Enhance the image of - GSA • % of GDP
ticipation Connect the image of Saudi Arabia Saudi Arabia through spend on
fans of Sau- through the use of sports sport sports
di sports diplomacy through: - Official recognition of
clubs - Increasing the number and the links of fans in the
size of the links of fans of Saudi Saudi national teams
sports clubs. Increased number of
- Increasing the number of Saudi countries with links 4
sports viewers in countries such to 9.
as the Gulf Cooperation Council - Increase the number of
and the Arab countries. overseas fans links from
- Enabling local football clubs to 9 to 28.
support fans› links by providing * Additional channels of
the necessary support and revenue by increasing
funding. the number of viewers in
- Supporting local football clubs the region
to build relationships with fan - Television Broadcasting
associations in Arab countries. Rights
- Sales of goods in sports
clubs
- Attend games remotely
Drive Par- 6.3.11 Develop systems, structures, • Increased # new clinics Yes Quick GSA • % of
ticipation Promoting and processes for engaging and operational, # females Win population
diversity working with key individuals, served annually [e.g. 10 participating
and female organizations, and government clinics 2018] in sports
inclusion in entities to remove the systemic • Increased # females
sport obstacles preventing women participating in interna-
and other underserved groups tional competitions [e.g.
from realizing full participation 5 in 2019]
in sports and sports related activ- • Increased # of females
ities in KSA. The 2020 target is to participating in grass-
have 21 new, operational clinics roots sports
for women, ~40 females partic- • Increased % profes-
ipating in international sports, sional sporting events
and ~1.2M females participating accessible to women
in grassroots sports. (e.g. 15% 2018)
• Develop diversity and inclusion
strategy
• Develop female health and
wellness clinics
• Ensure female access to sports
stadiums
• Develop program to engage
and support elite female athletes
• Develop program to engage
and support female athletes at
grassroots level

Drive Par- 6.3.12 • Generate encouragement, - hosting 5-10 world class Yes Game GSA • % of GDP
ticipation Creating sustainable commercial oppor- events in the kingdom changer spend on
and hosting tunities, awareness and partici- every year sports
world class pation in a wide range of sports. - Increase viewrship of
sporting The 2020 target is to have 880M sport events locally
events global viewers, and total of 18 - Strengthen the
sporting events. kingdom’s reputation
• Bring in globally respected internationally
sporting brands, championships
and events to the Kingdom
• Develop fund for each sub-in-
itiative
• Define framework for PPP
involvement whenever possible

123
 Possibility VRP KPI
Strategic Initiative Leading
Initiative description Impact for privat- Type affected by
pillar name entity
ization initiative
Drive Par- 6.3.13 Increase popularity and view- • Current audience and No - GSA • % of
ticipation Increase in ership of sports locally and target statistics population
popularity regionally. • Audience Satisfaction participating
of sports • Assess current satisfaction Index in sports
and increas- levels • Comprehensive • % of GDP
ing the rate • Develop a marketing strategy Communication Strategy spend on
of viewer- for specific segments and Plan for GSA and sports
ship • Provide media content support increased reach for
for GSA campaigns and initi- initiatives
atives. Initial focus will be on • Enhanced Media plan
football in addition to 3-5 for every campaign
selected sports for the first year and activation for all
and will be reviewed to add more initiatives
sports in following years • Full Media Planning
and execution for all
GSA Campaigns and
Activities
• Increase in awareness
of GSA and its objectives
Post event reports
and analysis for
every campaign to
continuously optimize
media and reach

Drive Par- 6.3.14 Introduce digitization and con- • Increased mass Yes - GSA • % of
ticipation Digital nectivity into the sports land- participation by driving population
Transfor- scape to drive sports participa- changes in behavior participating
mation tion, performance and economy. through digital tools and in sports
for Sports The 2020 target is to have a total interventions
Sector of 20 GSA e-services (cumula- • Improved citizen
tive). experience and offering
• Develop an umbrella digital ar- by joining up all parts
chitecture within GSA as well as of the sports ecosystem
the sporting ecosystem. This will through digital means
allow end consumers to access • World class digital
various sporting services, such as ecosystem that stimu-
venue booking, via digital means lates creation of multiple
connected apps, sites
and facilities

Drive Par- 6.3.15 Develop elite athletes in KSA • Increased quality and No - GSA • # of
ticipation Establish- through a professional and inte- long-term quantity of sportsmen
ment of grated program for elite athletes. athletes in summer
Elite Athlete The 2020 target is to have 1,000 • Appropriate perfor- Olympics
Devel- elite sports. mance environment
opment • Develop a scouting Program • Increased number of
Program that covers all age groups athletes qualifying for re-
(schools, universities and prac- gional and international
titioners) in partnership with games / competitions
different government entities (e.g. Asian Games, Sum-
(MoD, MoE, etc), mer Olympics, X-games
• Develop the required servic- and others)
es for elite athletes in sporting • Increased Saudi role
institutions models, national pride
and inspiration for mass
participation

124
 Possibility VRP KPI
Strategic Initiative Leading
Initiative description Impact for privat- Type affected by
pillar name entity
ization initiative
Drive Par- 6.3.16 Establish elite sports develop- • Increased number of Yes - GSA • # of
ticipation Establish ment program (Federations) elite athletes in KSA sportsmen
new sports in order to scout and identify • Increased number in summer
federations talented athletes and improve of high-performance Olympics
and build KSA standing in elite sports. coaches in KSA (interna- • % of
capabilities This initiative aims to improve tional and local) population
of elite the federations’ technical and • Increased number of participating
sports administrative capabilities to athletes qualifying for re- in sports
run elite programs as well as gional and international
expand the current landscape games / competitions
of sports federations to include • Increased Saudi role
other sports. The 2020 target is models, national pride
to develop 3-6 federations in the and inspiration for mass
first year. participation
• Conduct full assessment and
design of Federations, including
shortlisting of federations
• Develop identified federations
• Recruit world-class coaches
and talent
• Identify athletes and national
teams with potential for success
• Deliver training and prepa-
ration programs for identified
teams
Drive Par- 6.3.17 Build training sports centers for • Build currently non-ex- No - GSA • # of
ticipation Build Elite various elite sports. istent elite training sportsmen
Training • Develop major training centers centers across the KSA, in summer
Perfor- to be specialized according to creating the core enabler Olympics
mance national sporting priorities to elite athlete ambitions
Centers • Develop major training centers • Improved perfor-
to be located in major cities such mance, including
as Riyadh and Jeddah number of athletes
• Develop smaller training qualifying for regional
centers to be located according and international games
to a needs-based assessment / competitions (e.g. Asian
Games, Summer Olym-
pics, X-games)
• Increased Saudi role
models, national pride
and inspiration for mass
participation

Drive Par- 6.3.18 Develop sport academies to • Support and devel- Yes Priority GSA • # of
ticipation Develop ensure a consistent pipeline of opment of the Saudi sportsmen
Sport Acad- talent. The target is to establish 4 Football (i.e. increase in summer
emies soccer academies. the ranking of national Olympics
• Develop scouting programs teams and clubs on short
and special sport related train- term (youth, Olympic…)
ings in partnership with inter- and the long term (first
national academies. Initial focus team))
will be on football academies Increase the perfor-
mance and participation
of the Saudi players

125
 Possibility VRP KPI
Strategic Initiative Leading
Initiative description Impact for privat- Type affected by
pillar name entity
ization initiative
Drive Par- 6.3.19 Promote the Paralympics in KSA • Achieving medals in Yes GSA • # of
ticipation Develop- in order to make sure people with the Paralympic games – population
ment of disabilities are fully engaged in Paris 2024 participating
Paralympics sporting activities in KSA. The • Female participation in sports
(for persons 2020 target is to have 6 athletes in Tokyo 2020 • # of sports
with special participating in the Paralympic • Excellence in the venues
needs) to games. Paralympic sports
compete • Develop a strategic transfor- • Empower people with
in the mation plan to adapt clubs and disability in the sports
Paralympic facilities to cater for elite athletes sector, merge them into
Games with disabilities, with a view to society, and improve
competing in the Paralympic their lifestyle
Games in Tokyo and Paris

Drive Par- 6.3.20 Develop competitive and MoE • % of

ticipation “My Sport is specialized sports programs for people par-
My Future” school students. The 2020 target ticipating in
Program includes 25% student participa- sports
tion rate in extra-curricular, 4%
participation in local, regional,
and international competition,
and total of 18 grants, and 3%
decrease in obesity.
• Develop sports tournaments,
sports festivals
• Develop local and internation-
al specialized training programs
for talented students

Drive Par- 6.3.21 Increase participation of universi- Quick MoE • % of

ticipation Develop ty students in university tourna- win people par-
individual ments across all regions in KSA. ticipating in
and collec- The 2020 target is to have 8,000 sports
tive sports male participants, 2,000 female
compe- participants, 30 male university
titions in federations, and 30 female uni-
universities versity federations.
• Hire managerial and profes-
sional staff specializing in univer-
sity sports activities;
• Develop regulations governing
university sporting activities
• Develop university sports
programs emphasizing the im-
portance of participation in sport
competitions

126
 Possibility VRP KPI
Strategic Initiative Leading
Initiative description Impact for privat- Type affected by
pillar name entity
ization initiative
Drive Par- 6.3.22 Shift people’s perceptions of • Increase the % of the No GSA % of people
ticipation National physical activity, where there is population who are participating
Mindset deep-rooted socio-cultural re- physically active (30+ in sports
and Behav- sistance by communicating and mins per week)
ioral Shift driving acceptance of its benefits. • Decrease the % of the
Campaigns This will influence people’s population who are not
behavioral patterns and create interested in physical
the new behavior of a more activity (67%)
physically active sporty popula- • Increase the reach of
tion. The target is increase the % campaigns and mes-
of population who are physically sages around physical
active for more than 30 mins activity
per week and decrease the % of • Broaden the participa-
population who are not interest- tion base to support elite
ed in physical activity below the performance develop-
current 67%. ment
Organize campaigns and public • Increase the contri-
messages around the benefits of bution of the sports
physical activity economy to GDP
Understand current mindsets • Increase the positive
and measure baseline to assess perception of KSA in
current situation international perception
indices influenced by
sport

Develop 6.3.22 Develop and execute the KSA • The strategy will No GSA • # of sports
regu- National sport sector strategy to increase reshape and restructure venues
lation Mind-set mass participation and improve the entire sports sector • % of GDP
and Behav- elite performance to be more effective spend on
ioral Shift • Develop creating strategic ini- and efficient, bringing sports % of
Campaigns tiatives which align with national all ecosystem players to population
6.4.1 sporting priorities a common ground and participating
Develop • Develop a sustainable financial direction in sports
and Execute model • KPIs and goals will be • # of
the sport • Develop and implement a clear for all key sports sportsmen
sector strat- strategic roadmap and organizations. in summer
egy • Develop a governance model • The governance will Olympics
which addresses all entities in drive the desired perfor-
the sporting ecosystem mance.
• This is a key enabler to
the overall sport related
goals of the Quality of
Life VRP

Develop 6.5.1 Develop the governance and • Efficiently manage No GSA • Number of
sustaina- Develop operating model of a “Sports and invest income from sports infra-
ble fund- govern- Development Fund” to push for- privatization structure
ing model ance and ward the ambitions of the sport • Promote growth in the • Sports as %
operating sector strategy sports economy of GDP
model for • Develop the mandate for the • Incentivize and support • % of
the “Sports Sports Development Fund startup companies and population
Develop- • Develop governance model of clubs participating
ment Fund” the fund in sports
• Develop an investment strate-
gy which fulfils the priorities of
the sport sector strategy

127
 5.I Heritage, Culture and Arts

Services of culture, heritage and arts initiatives refer to the following cultural activities: Opera,
theatre, painting, sculpture, history, film production and books. Places where such cultural
services will be offered are: Opera houses, theatres, museums, art galleries and libraries.
As indicated in sections 1 and 2, the KPIs within the Heritage Culture and Arts category fall
under two types. The ones related to Culture and Arts are fully owned by the Quality of Life
VRP while the initiatives related to tourism are owned by NTP under the supervision of the
Saudi Commission for Tourism and National Heritage For the KPIs owned by other VRPs, the
following initiatives, which have been collected from the responsible entity, shall be included
in the initiative portfolio of the respective VRPs but have been included in this delivery plan to
be able to provide an overview of the activities required to meet Quality of Life targets. Two
separate tables are provided for each group of initiatives. Additionally, a visual overview with
the mapping of initiatives against strategic pillars is including in the following figure.
The Program classifies this as a strong overlap. This is because one of the GEA’s initiatives
“Drawing a plan for outdoor entertainment” is based on SCTH initiatives, which are special-
ized towards developing touristic venues in terms of establishing museums and heritage sites,
as one of the entertainment options is touristic tours.

Figure 60: Heritage, Culture and Arts

Deliver high Quality of Life to all KSA residents

Develop vibrant Lifestyle options for KSA residents

‫ﻟﺠﻨﺔ اﻟﱪﻧﺎﻣﺞ ورﺋﻴﺴﻬﺎ‬

6 Develop venues 9 Deliver o�ering 8 Drive participation

• 7.1.1. Revamp public libraries • 7.2.1. Develop cultural activities across KSA • 7.3.6. Promote domestic public engagement
• 7.1.2. Allow access to university theatres for community activities • 7.2.4. Develop and promote Saudi movie industry • 7.3.8. Promote Saudi culture abroad
• 7.1.3. Build the Royal Arts Complex • 7.2.5. Launch the cinema sector in Saudi Arabia • 7.3.1. Enhance infrastructure and participation in local and international
• 7.1.4. Build Jeddah Opera House • 7.2.3. Build a Media City cultural and artistic competitions for boys in schools
• 7.1.5. Establish Ha'il Virtual Museum • 7.2.6. Establish Saudi Film Academy for documentaries • 7.3.2. Implement art classes in schools for boys and girls
• 7.1.6. Develop KSA's cultural infrastructure • 7.2.7. Establish centers for Fine Arts in universities • 7.3.3. Enhance participation in local and international cultural and
• 7.2.8. Establish digital arts and creativity center artistic competitions for girls in schools
• 7.2.2. Non-financial support for arts & culture sector • 7.3.4. Implement innovative reading in schools
• 7.3.7. Establish specialized Arts Academy • 7.3.9. Establish arts incubators in Saudi universities
• 7.3.5. Facilitate establishment of professional associations

• 7.4.1. Develop comprehensive culture sector governance & regulatory framework

Develop regulations 2 • 7.4.2. Develop one-stop-shop for creative company needs

• 7.5.1. Facilitate private funding in the cultural sector

Develop sustainable funding model 2 • 7.5.2. Establish national cultural funds supporting all cultural sub-sectors

Communicate actively

Quantity of total initiatives xx

Figure 61: Entertainment

Deliver high Quality of Life to all KSA residents

Develop vibrant Lifestyle options for KSA residents

2 Develop venues 6 Deliver o�ering 4 Drive participation

• 8.1.1. Enhance the Prince • 8.2.1. Create out-of-home • 8.2.3. Establish development and • 8.2.6. Build a sustainable pipeline • 8.3.1. Develop communication • 8.3.3. Organize
Sultan Cultural and entertainment blueprint innovation centers of workers in the entertainment campaigns to promote social government-sponsored, flagship
Entertainment Center • 8.2.2. Establish accelerator for • 8.2.4. Promote KSA at-home sector acceptance and to �attract events
• 8.1.2 Develop at-home entertainment business projects entertainment abroad and investors into the entertainment • 8.3.4. Develop accessible
o�ering blueprint international production in KSA sector out-of-home regulatory platform
• 8.2.5. Establish “iDevelop” Saudi • 8.3.2. Launch domestic marketing
Academy for recreational initiatives
electronic games

• 8.4.1. Design comprehensive out-of-home entertainment laws and governance

Develop regulations 2 • 8.4.2. Develop comprehensive at-home entertainment sector governance & regulatory framework

128 Develop sustainable funding model 1 • 8.5.1. Fund and incentivize investments
 Possibil-
Strategic Initiative ity for VRP KPI affect-
Initiative description Impact Type GCA
pillar name privatiza- ed by initiative
tion
Develop 7.1.1 Rehabilitate and modern- • Increased attendance of No MoE • Number of
Venues Revamp pub- ize the 84 public libraries public libraries in KSA (with cultural infra-
lic libraries owned and operated by • Updated public library GCA) structure
MoCI by 2022 in order operating model – efficient
increase the utilization of and in line with interna-
libraries. The 2020 target is tional best practices
the revamping of 42 librar-
Access to modern IT infra-
ies leading
• Refurbish and upgrade structure (PCs, tablets, etc.)
infrastructure and services as well as digital content
• Provide additional train- e.g. publicly unavailable
ing to employees databases or eBooks
• Develop special calendar
and organize library events
• Digitalize content (books,
magazines, etc.)

Develop 7.1.2 Upgrade existing univer- • Developing the skills of Yes Quick GCA • Number of
Venues Allowing the sity halls and theaters to staging. wins culture and ar-
use of univer- increase public participation • Developing the basic tistic activities
sity theatre and build local talent. This skills of theatre direction
in conducting will be done by upgrad- and production.
community ing the infrastructure of • Developing creative
activities existing halls and hold the
thinking skills through
following types of events
under the supervision of teamwork during training.
King Abdulaziz University: • Developing theatre
• Conduct trainings, e.g. production management
theatrical representation, skills to provide greater
theatrical motion and voice employment opportunities
performance for trainees.
• Host international and
local cultural festivals and
events

Develop 7.1.3 Create a city cluster in • Defined operational Yes Game MOCI • Number of
Venues Build the Riyadh, centered around a strategy of Arts Complex changer cultural infra-
Royal Art government-owned and • Increased cultural and structure
Complex built building including an recreational activities • Percentage
opera house and 3 multipur- among Saudi citizens from of consumer
pose halls to raise the artis- different age groups expenditure
tic and cultural awareness
• Increased contribution on cultural
in Saudi Arabia, increasing
household spending on of KSA to the international offering
culture and arts. 2021 target and local culture scene
is to have ~450,000 tickets
sold to different cultural
offerings in the given year

129
 Possibil-
Strategic Initiative ity for VRP KPI affect-
Initiative description Impact Type GCA
pillar name privatiza- ed by initiative
tion
Develop 7.1.4 The objective is to develop • Increased awareness of Yes Game MoE • Number of
Venues Build an Iconic an iconic Island for Arts and Saudi culture internation- chang- cultural infra-
Arts and Culture in Jeddah, contribut- ally through visitors er structure
Culture Island ing to the enhancement of • Increased cultural di- • Percentage
in Jeddah the international perception versity and global under- of consumer
of Saudi Arabia. Not only standing of Saudi citizens expenditure
would the construction be
• Additional iconic site in on cultural
a first-of-a-kind for Saudi
Arabia, but the landmark’s KSA offering
iconicity would also jump- • Positive influence on
start international recogni- perception of KSA on a
tion linked to Saudi Arabian global level
architecture. The vast com-
plex will encompass several
spaces: concert hall (~1,200
seats), Theatre (~600 seats),
Recital hall (~400 seats),
Multi-purpose hall (~2,000
seats), a botanic garden and
a museum. The complex will
be built on two separate
man-made islands and will
be connected with a bridge
that will serve as the botan-
ic garden.

Develop 7.1.5 Establish a site in Ha’il that • Launch and enhance the No MoE • Number of
Venues Establish Ha’il is equipped with the latest, virtual museum’s compo- culture and
Virtual Muse- modern soft technologies. nents artistic infra-
um This aims to introduce • Support the participa- structure
tourists and Saudis to major tion of 10 beneficiaries
archaeological sites of the from the museum by
area and learn about the ar-
participating in regional
ea’s history and culture. The
2020 target is to have gross competitions
total of 50,000 attendees, • Establishing an inform-
200 trainees. The museum ative week for archaeolog-
will aim to do this in the ical sites and tourist areas
following ways: in Hail, Hail region as a
• Education guides tourist attraction
• Competitions • Simple education guides
• Activation events on the virtual museum
• Hosting international and
local cultural festivals and
events

Develop 7.1.6 Develop cultural infrastruc- • 2018 – (Public) 2 thea- Yes Game GCA • Number of
Venues Open cultural ture across all regions of tres, 1 cultural cinema, 2 chang- cultural infra-
sites (includ- KSA to be in line with global public libraries (Private) 26 er structure
ing theaters, benchmarks. The 2020 art galleries • Percentage
art galleries targets are to construct, re- • Cultural infrastructure of consumer
and libraries) furbish, rent and/or enable facilitating the hosting of expenditure
across KSA development of 16 theatres,
cultural offering at ade- on heritage
4 cultural cinemas, 140 art
galleries, 13 public libraries quate venues, providing and cultural
and 1 music venue to reach access to cultural offerings offering
200k yearly visits Support in increasing
• Assess 2030 targets and the KSA’s contribution to
identify potential gaps culture and arts
in existing cultural infra-
structure availability and
accessibility
• Develop short, medium,
and long-term development
plans to reach 2030 targets
• Create cultural infrastruc-
ture blueprint for all culture
sub-sectors
• Offer financing to
construct the necessary
infrastructure.

130
 Possibil-
Strategic Initiative ity for VRP KPI affect-
Initiative description Impact Type GCA
pillar name privatiza- ed by initiative
tion
Deliver 7.2.1 • Develop detailed strategy • 2018 – (Public) 8 exhi- Yes GCA • Number of
Offerings Develop cul- for cultural activities across bitions and 55 different cultural activ-
tural activities all regions of KSA to be in shows and 110 plays ities
across KSA line with global bench- • Enabled Saudi citizens • Percentage
marks, and adapted to local to experience world-class of consumer
context to enhance the cultural activities expenditure on
lifestyle activities available • Contributed to local pro-
artistic offering
to citizens and residents. duction of arts and culture
The 2020 targets are to offer Increased KSA presence in
16 exhibitions, 647 plays, 6 regional and international
festivals and 109 different cultural scene
shows. Assess the target
cultural activities needed to
meet 2030 cultural aspira-
tions and identify gaps
• Coordinate with local pro-
viders to implement a set
of 778 short-term cultural
activities while domestic
capabilities are being built
• Organize and deliver
long-term offerings once
the cultural infrastructures
are operational

131
 Possibil-
Strategic Initiative ity for VRP KPI affect-
Initiative description Impact Type GCA
pillar name privatiza- ed by initiative
tion
Deliver 7.2.2 Set up incubators, residen- • Artists and cultural or- No GCA -Number of cul-
Offerings Provide cies and provide profession- ganizations avail subsidiz- ture and artistic
non-financial al services to individuals es for professional services activities
support for and organizations operating • Saudi citizens can expe- - number of
entities in- in the cultural sector to rience world-class cultural local films
volved in arts stimulate the creation of a activities produced
and culture sustainable ecosystem. The
• Promote production of
in the private 2020 targets are to set up
sector 6 incubators and 6 residen- local content in arts and
cies, each graduating 20 culture
individuals per year
• Set up and operate, incu-
bators and residencies that
offer services ranging from
legal, consulting, marketing
and co-working space for
creative industry players
• Ensure the provision of
Programs to safeguard
artists facing social perse-
cution
• Identify and implement
other non-financial support
for local talent and entities
(incl. networking, KSA talent
agencies. etc.)

132
 Possibil-
Strategic Initiative ity for VRP KPI affect-
Initiative description Impact Type GCA
pillar name privatiza- ed by initiative
tion
Deliver 7.2.3 Build a fully integrated and • 3 local media hubs in Yes Quick GCAM • Percentage
Offerings Build a media a multiservice media eco- different cities for local wins of consumer
city system (Digital video/Film, production purposes in expenditure on
Animation, Video Game, 2018 artistic offering
App, Social Media, digital • 1 large media hub for
Radio, VR, AR, and MR) to the purpose of attractive
support and enable content
international companies
and talent creation which
will lead to the increase in in 2020
cultural offering. The 2020 • 4,000 people interacting
target is to actively interact with the Media Cities in
~4,000 people in the Media 2020
city through different ways • Increased media market
(grants, provision of office and related industries
space, participation in • Localized media indus-
events, etc.,) try and related markets
• Include facilities for • Increased contribution
content and talent incu- of startup/small talent and
bation services, studios, companies to the media
training and education, fully industry
equipped for all kinds of
Appearance of global in-
media content.
• Carry out the project vestors to the local media
in two stages. Stage 1 will ecosystem
be focused on local talent
and content development
through opening 3 media
clusters. Stage 2 will be at
KAFD, and will introduce a
full media zone that will tar-
get international publishers

133
 Possibil-
Strategic Initiative ity for VRP KPI affect-
Initiative description Impact Type GCA
pillar name privatiza- ed by initiative
tion
Deliver 7.2.4 • Support the development • Developed film infra- Yes Priority GCA • Number of
Offerings Develop and of the film industry to grow structure (studio and local movies
promote domestic production levels backlots) produced
Saudi movie to match comparable G-20 • Jobs creation through
industry countries and attract inter- KSA movie sector
national players to produce • Development of a sus-
movies in Saudi. The 2020
tainable movie ecosystem
target is to locally produce
13 movies on a yearly basis • Increase in the KSA’s
• Design and instate the contribution to interna-
regulatory framework gov- tional and local culture
erning the movie produc- International movies fully/
tion in Saudi Arabia partially produced in KSA
• Setup key functions with-
in GCA to oversee develop-
ment of film sector
• Brand KSA to become a
preferred location for major
global film producers (e.g.,
major Hollywood studios)
to fully or partially produce
their movies in the region
• Identify, sponsor, and sup-
port local talents through
educational Programs and
film festivals and competi-
tions

Deliver 7.2.5 Develop, support and • Introduction of a new Yes Game GCAM • Number of
Offerings Launch the implement the strategy to form of entertainment in chang- cultural infra-
cinema sector Launch the film sector in Saudi Arabia er structure
in Saudi Ara- the KSA to provide 100% • Increased household • Number of
bia of the Saudi population spending in out-of-home out-of-home
with a game-changing entertainment entertainment
entertainment option. The
• Creation of a compet- infrastructure
2020 target is to set up 45
cinemas and achieve 3.8M itive environment for
yearly visits throughout the regional and international
country operators
• Design and implement • Positive social impact
the regulatory framework and growth of the KSA’s
and licensing office that soft power through film
oversee the cinema sector production
• Build cinemas to show-
case the national film in-
dustry by screening movies
produced by local producers
• Engage the private sector
for the construction of the
cinema infrastructure
• Promote cinema offerings
amongst Saudi citizens and
residents to ensure cultural
awareness of the newly
introduced entertainment
options

134
 Possibil-
Strategic Initiative ity for VRP KPI affect-
Initiative description Impact Type GCA
pillar name privatiza- ed by initiative
tion
Deliver 7.2.6 Establish a Saudi Film • Developing skills in Yes MoE • Number of
Offerings Saudi Film Academy which provides a writing and editing texts, local movies
Academy for training and certification from narrative to charac- produced
documenta- Program for documentary ter-building and dia-
ries film making, under the su- logue-making.
pervision of King Abdulaziz • Develop basic skills for
University. The academy
directing from text review,
will focus on documenta-
ry-making to effectively pre-production, production
promote Saudi knowledge and editing.
and values. The 2020 target • Develop analytical skills
is to have 100 graduates, 35 through individual projects
local professors, and design and work with actors dur-
1 graduate degree. ing training.
• Develop a certified diplo- • Develop film and
ma in filmmaking and for television production
filmmaking trainers management skills to pro-
• Develop digital arts vide greater employment
design lab for the Saudi Film opportunities for trainees.
Academy • Qualifying the trainee
• Create film competitions
for the practice of cin-
for students with partici-
pants from abroad ematography through
training to act as director
of photography, camera
operator, assistant and
others to understand the
precise nature of each task.
• Recognition of sound
production and sound
recording, purification and
processing mechanisms.

Deliver 7.2.7 Build centers in universities • Provide fine arts and No MoE • Number of
Offerings Fine Arts specializing in theatrical, outstanding performance culture and
artistic and musical perfor- for students. artistic infra-
mances, and the organiza- • Establish art theaters structure
tion of motion arts galleries and train students on • Number of
that exhibit many works modern art styles. cultural activ-
of university students.
• Prepare specialized ities
This aims to showcase the
outstanding performances courses in the art industry
and fine art talents of stu- and artistic content man-
dents from 15 universities agement for students
across the whole Kingdom. • Meet the needs of the
The 2020 target is to have country of the designs and
55 events, 10% enrollment drawings with touches of
from current universities, modern and creative art of
and 2% students classified international competition
as being talented in light of the National
• Conduct necessary Renaissance vision 2030.
consultation and bench- • Discover and adopt
marking to design the creative talents in the fine
specification and structure
arts through competitions,
for the centers of Fine arts in
universities courses and exhibitions in
• Build and equip these the arts.
centers with the necessary • Providing direct arts ser-
equipment and personnel vices and consultations to
the State and community
departments.
• Contribute to creating
a general environment for
artistic culture in line with
social values

135
 Possibil-
Strategic Initiative ity for VRP KPI affect-
Initiative description Impact Type GCA
pillar name privatiza- ed by initiative
tion
Deliver 7.2.8 Build a digital media arts • Training courses for No MoE • Number of
Offerings Digital arts and creativity center in student beneficiaries in local movies
and creativity order to train and promote particular, and community produced
center digital art skills through segments in general in the
establishing a digital arts field of digital art (3000
design lab, holding student trainees)
competitions, and organiz-
• Support the participa-
ing promotional events. The
2020 target is 1,500 partici- tion of 10 beneficiaries
pants, 25 events at schools of the Center in creative
and universities, and ~10 competitions
exhibitions • Art exhibitions specializ-
• Identify requirements for ing in digital art
a digital arts design lab and
creativity center
• Build and equip the
design lab and initiate com-
petitions and events
• Organize seminars, train-
ings and hold competitions
• Set up professional digital
art galleries

Drive Partic- 7.3.1 Increase male student • Preparing school infra- No MoE • Number of
ipation Enable arts participation in cultural structure for arts practice cultural infra-
and culture and artistic competitions • Preparing the infrastruc- structure
among K12 in order to instill artistic ture of schools to practice
students habits in the students at cultural fields.
an early age and impart • Qualifying and training
cultural knowledge and con-
of art workers from gener-
cepts. The 2020 target is to
increase local participation al education teachers
by 15%, organize 24 cultural • Qualifying and training
events per education level, of cultural workers from
train 2400 trainees and win public education teachers
8 medals in each competi- • Establish and develop
tive category specialized centers in pub-
• Identify local, regional lic education schools
and international compe- • Performing local and
titions and awards where national competitions in
Saudi citizens can partici- the field of arts and crafts
pate and calligraphy
• Develop training curric- • Implementation of local
ulum for art educators and
and national competi-
supervisors
• Organize trainings for art tions in different fields of
educators and supervisors culture.
• Hold exhibitions, cultural • Creating a variety of
competitions and cultural theaters in public educa-
festivals tion schools.
• Encourage participation • Participation in artistic
in local and international competitions at the Gulf,
competitions regional and international
levels.
• Participation in Gulf,
regional and international
cultural competitions.

136
 Possibil-
Strategic Initiative ity for VRP KPI affect-
Initiative description Impact Type GCA
pillar name privatiza- ed by initiative
tion
Drive Partic- 7.3.2 Develop and implement art • Change in community No Game MoE • Number of
ipation Develop art classes for boys and girls awareness about the role chang- cultural activ-
classes in across all schools in KSA in and importance of arts in er ities
schools for order to provide access to spreading the culture and
boys and girls facilities where they can introduce it to all aspects
to include practice and identify and of life as one of the lan-
various arts nurture talent. Initiative
guages of communication
aims at developing an
artistically and profession- between peoples and their
ally educated generation of civilization, for a conscious
Saudi citizens generation of artistic and
• Develop art and culture professional intellectuals
curriculum in the industrial design
• Develop art laboratories processes of digital art
and infrastructure to facili- which is convinced with
tate teaching and training transforming the outlook
• Provide training to culture of arts into a culture rather
and arts teachers than a craft.
• Organize exhibitions • Contributing to diver-
to promote art work of sifying the sources of
students
the Kingdom’s economic
income through marketing
for the production of arts
and exhibition outputs
through online stores.
• Make qualitative and
quantitative changes in
the field of highlighting
the popular arts and
employing them through
the Kingdom’s strategic
location and its impact on
the Islamic and Arab world.
• Dissemination of the
culture of intellectual
property rights for artistic
and intellectual production
Drive Partic- 7.3.3 Increase female student • A generation that is No MoE • Number of
ipation Enhance participation in cultural qualified for international cultural activ-
participation and artistic competitions in competitions and is aware ities
in local and order to seed artistic habits of competing in cultural
interna-tional in the students at an early and artistic processes such
cultural com- age and impart cultural as industrial design, digital
petitions knowledge and concepts.
art and other motor perfor-
Initiative aims to enable an
ecosystem which makes mance
participation in cultural and • Make qualitative and
artistic competitions easier quantitative changes
for the students in the arts and culture
• Identify local, regional competitions through the
and international compe- Kingdom’s strategic loca-
titions and awards where tion and its impact on the
Saudi citizens can partici- Muslim and Arab world.
pate
• Establish specialized
centers (Saudi Student
Center for Culture and Arts
Education) where students
can learn necessary skills
• Develop training curric-
ulum for art educators and
supervisors and organize
trainings for art educators
and supervisors
• Coordinate with stake-
holders to organize exhibi-
tions, cultural competitions
and cultural festivals

137
 Possibil-
Strategic Initiative ity for VRP KPI affect-
Initiative description Impact Type GCA
pillar name privatiza- ed by initiative
tion
Drive Partic- 7.3.4 Design, develop and imple- • Building a strategy to No MoE • Number of
ipation Reading is the ment innovative reading raise the international lev- cultural activ-
reflection of courses in schools in order el of the Kingdom in arts ities
intellect and to promote reading hobbies and culture.
culture among Saudi students of • Mandatory programs in
both genders. The effort schools to address the phe-
aims to transform Saudi
nomena of reading weak-
Arabia into a knowledge
producing country rather ness and lack of reading.
than a knowledge consum- • Specific programs
ing country. The 2020 target within and outside schools
is to establish 6 reading to enable readability in
academies across the the production and use of
Kingdom knowledge in life.
• Develop and implement • Establish ten
mandatory programs in academies that qualify
schools to address issues of for cultural and artistic
poor reading and abstention professionalism.
• Create fixed and mobile • Qualified cadres to
libraries and online stores represent the Kingdom in
for sale and borrowing of
regional and international
books
• Partner with institutes, artistic and cultural events
local organizations, global and forums.
universities to organize • Establish fixed and
events that foster literary mobile small libraries and
arts online bookstores to sell
and borrow books.
• Build partnerships with
specialized institutes and
private universities that
sponsor culture, literary
and media arts to sharpen
the skills of learners
with artistic and cultural
orientations.
• Launch quality
competitions focusing
on reading investment
in the production of
knowledge, highlighting
and sponsoring artistic
and cultural abilities and
talents

Drive Partic- 7.3.5 Enable the establishment • Enrollment and reten- Yes GCA • Number of
ipation Establish cul- of artist associations that tion of artists in the artists cultural activ-
tural associa- offer support services, net- association ities
tions working opportunities and • Annual events and
connect artists with other services provided for
entities to promote the members
creation of cultural content.
• Setting up a support and
The 2020 target is to set up
4 professional associations development mechanism
that will support 2,000 in place for artists
individuals, on an annual • Increased awareness
basis, through workshops among artists regarding
and events developments in their
• Establish 4 professional respective fields
associations across each Successful enrollment and
cultural pillar retention of artists in the
• Develop an online association
platform to access a list of
associations across KSA
• Promote the existence
of cultural associations
through media campaigns
• Augment national associ-
ations with local art guilds/
federations

138
 Possibil-
Strategic Initiative ity for VRP KPI affect-
Initiative description Impact Type GCA
pillar name privatiza- ed by initiative
tion
Drive Partic- 7.3.6 Launch domestic public • Campaigns, initiatives No GCA • Percentage
ipation Launch engagement and marketing and events aimed at of consumer
initiatives for initiatives to attract Saudi increasing public engage- expenditure
local public Arabia’s population towards ment targeting different on cultural
participation cultural offering and activ- demographics (e.g., offering
ities while increasing the investors, youth, adults);
social acceptance of culture
to be defined during
and arts and increment-
ing cultural consumption, initiative implementation;
across demographics. potential adoption of key
• Design and rollout com- role models as cultural
munication and marketing ambassadors
strategies to promote • Increased awareness
popularity of artists in the and engagement in Saudi
Kingdom culture domestically
• Develop and implement Increased social
a platform to highlight the acceptance of arts
availability and the benefits and culture among all
of cultural infrastructures demographics
and activities/events
• Establish awards to
reward artists across the
various cultural pillars
• Monitor public sentiment
through sample population
surveys and focus groups

Deliver 7.3.7 Establish a specialized, top- • Increased number of No GCA • number of

Offerings Establish spe- tier academic institute with professionally-trained local films
cialized Arts a focus on performing arts, artists, actresses and direc- • Number
Academy visual arts, and film award- tors in KSA of published
ing Bachelor and Master • Increased international books
degrees in order to increase collaboration in arts and • Number of
the Saudi content in culture
culture offered cultural
and arts. The 2020 target
is to have 1000 students Improved arts and culture activities
enrolled over 1 campus positioning of KSA globally
• Construct 2 campuses
and enroll 8,000 students
• Train and provide exclu-
sive services (e.g. access to
working space, facilities,
materials) to maximize the
students’ and artists’ crea-
tivity and strengthen local
and international talents

139
 Possibil-
Strategic Initiative ity for VRP KPI affect-
Initiative description Impact Type GCA
pillar name privatiza- ed by initiative
tion
Drive Partic- 7.3.8 Promote Saudi culture • International cultural fo- No GCA • Number of
ipa-tion Promote amongst international rums to provide immersive cultural activ-
Saudi culture audiences through extensive experience to foreigners ities
abroad events, forums and exhibi- • Traveling arts exhibi- • Participa-
tions to create awareness tions to present Saudi tion in major
as well as to support local culture in prominent cities international
artists to participate in inter-
globally festivals
national events. The 2020 tar-
gets are to organize 2 trave- • Grants for individuals for
ling exhibits till 2020, launch presenting work interna-
5 awareness campaigns, host tionally
2 cultural forums support • Increased presence of
over 1,000 artists to partici- Saudi individuals/organi-
pate in international cultural zations to int’l events (i.e.
events. Art Basel)
• Assess the perception of • Increased perception of
Saudi culture in international Saudi culture abroad and
countries and define interna- international interest in
tional promotion strategy KSA
• Launch initiatives and Increasing the KSA’s contri-
media campaigns to increase
bution to international and
awareness about Saudi
culture local art scene
• Host international cultural
forums in Saudi Arabia
• Support artists and organ-
izations in their efforts to
participate in international
events

Drive Partic- 7.3.9 Establish arts incubators in • Prepare a survey on the No MoE • Number of
ipation Establish arts Saudi universities to invest trends of citizens of plastic cultural infra-
incubators in businesses and enter- arts of all kinds. structure
prises working towards • Establish a center for • Number of
promoting arts and culture plastic arts. local movies
in the Kingdom. In addition • Provide business incuba- produced
to investment, initiative also
tors for plastic arts.
aims at nurturing and refin-
ing artistic talent available • Develop appropriate
in the Kingdom. programs and strategies
The 2020 target is to gradu- for the inclusion of plastic
ate 65 students and estab- arts in educational insti-
lish a total of 2 incubators tutions.
• Conduct citizens’ survey • Raise the awareness of
to gauge their interest in the importance of plastic
arts arts in its various forms
• Develop appropriate among different communi-
programs and strategies ty categories.
for incorporation of arts in • Implement a number of
educational institutions awareness campaigns to
• Build art incubators with-
support and consolidate
in universities
• Carry out awareness cam- the concept of plastic art.
paigns to promote incuba- • Provide support, man-
tors and support arts agement and marketing
consulting for small pro-
jects in the field of plastic
arts.

140
 Possibil-
Strategic Initiative ity for VRP KPI affect-
Initiative description Impact Type GCA
pillar name privatiza- ed by initiative
tion
Develop reg- 7.4.1 Draft and implement a • Basic governing law for No Quick GCA • Number of
ulation Develop comprehensive governance the culture sector passed wins cultural activi-
culture sector and regulatory framework through Council of Min- ties Percentage
governance for the cultural sector to isters of consumer
and regulato- enable the sector’s growth • MoUs signed between expenditure on
ry framework and success entities, highlighting artistic offering
• Develop basic governing
different entity’s roles and
law for the culture sector,
clarifying and outlining the responsibilities
role of various regulators • Set-up of sectorial
• Set-up sectorial council council
on culture policy and regula- • Clarification of roles
tion, with representation of various culture sector
from various entities: regulators
government, private, and • Simplified laws govern-
non-profit ing culture sector
• Develop legal framework Decreased complexity of
to protect creative profes- government processes
sionals against defamation relating to culture sector
and social persecution
• Develop Saudi IP protec-
tion regulatory framework
and enforcement mecha-
nism
• Develop laws and regu-
lations for art exhibitions
licensing

Develop reg- 7.4.2 Develop a one-stop-shop for • Re-designed gov- No Quick GCA • Number of
ulation Develop a all creative business interac- ernment processes for wins cultural infra-
one-stop- tions with the government creative businesses and structure
shop for crea- (including registration, individuals • Number of
tive business event licensing, production • Physical one-stop shop cultural activ-
needs permit, labor registration and web portal for single ities
and content importing) to
point of contact for all • Percentage
allow for a smooth business
establishment process government needs of consumer
• Re-design and enforce the • Decreased complexity, expenditure on
registration and licensing and clarification in all gov- artistic offering
process ernment processes relating
• Build and recruit person- to creative businesses
nel for physical one-stop Increased incentive to set
shop (or merge with MCI-led up cultural offering due to
one-stop shop) removed barriers to entry
• Develop web portal to
facilitate the establishment
and management of crea-
tive businesses

141
 Possibil-
Strategic Initiative ity for VRP KPI affect-
Initiative description Impact Type GCA
pillar name privatiza- ed by initiative
tion
Develop 7.5.1 Organize promotion events • Additional private Yes GCA • Number of
sustainable Facilitate pri- and campaigns to facilitate funding will enable the in- cultural infra-
funding vate funding investment, sponsorship creased offering of cultural structure
model in the cultural and donation of funds from activities in KSA • Number of
sector the private organizations • Financial support for cultural activ-
and high net worth individ- the cultural ecosystem’s ities
uals (HNWI) to support the
economic necessities • Percentage
cultural sector in KSA. The
2020 targets are to annually Private sector and HNWI of consumer
undertake 4 targeted media will become an integral expenditure on
campaigns, 2 mass media part of the funding process artistic offering
campaigns and 4 network- for KSA’s cultural sector
ing/promotion
• Develop strategy to reach
out to private sector inves-
tors, sponsors and donors
• Promote general public
awareness about support-
ing the cultural sector in
KSA
• Conduct targeted cam-
paigns towards identified
corporations and HNWIs
• Organize promotion and
networking events

Develop 7.5.2 Support cultural sector • Establishment of 5 funds No Priority GCA • Number of
sustainable Establish growth by establishing (4 for each of the sub-sec- cultural infra-
funding national 5 government backed tors and 1 general fund to structure
model cultural funds national funds (one in each support cross sub-sector • Number of
supporting cultural sub-sector: films, initiatives) – estimated at cultural activ-
all cultural performing arts, visual arts ~SAR 3.2 in the first 5 years ities
sub-sectors and literature) that facilitate
• Establishment of grants • Percentage
the engagement of individ-
ual or organizations in cul- for artists and organization of consumer
tural activities and enhance within each sub-sector expenditure on
financial attractiveness of • Additional funding to artistic offering
the sector. The 2020 targets encourage the creation,
are to provide 278.5 million production and distribu-
riyals grant in film sub-sec- tion of culture
tor, 197.1 million riyal grant • Increased local produc-
in performing arts sub-sec- tion of arts and culture
tor, 72.7 million riyals grant Support of amateur and
in literature sub-sector, and professional artistic talents
62.5 million riyal grant in
visual arts sub-sector in ad-
dition to 29.5 million riyals
cultural fund
• Assess the demand for
funding across cultural eco-
system and subsectors
• Initiate funds and deter-
mine each fund’s strategy –
periodically update to tailor
the support to most
• Review applications for
funding and determine
capital allocations

142
 VRP KPI affected by
Dimension Strategic pillar Initiative name Leading entity
initiative
Heritage Number of heritage Develop venues 1. Construct and rehabilitate 18 • SCTH
infrastructure public museums
Develop venues 2. License 200 private museums • SCTH
Develop venues 3. Register 3 UNESCO sites in the
• SCTH
World Heritage List
Develop venues 4. Rehabilitate and operate 17
• SCTH
creative centers
Develop venues 5. Rehabilitate 80 archaeological
• SCTH
sites
Develop venues 6. Develop and rehabilitate 14
Figure 60: Heritage,villages
Cultureand
andheritage
Arts • SCTH
towns
Develop offerings 7. Offer 40 yearly heritage events • SCTH
Deliver high Quality of Life to all KSA residents
Heritage Number of heritage events Develop offerings 8. Register 1 UNESCO intangible
• SCTH
cultural
Develop vibrant Lifestyle options forheritage element
KSA residents ‫ﻟﺠﻨﺔ اﻟﱪﻧﺎﻣﺞ ورﺋﻴﺴﻬﺎ‬

6 Develop venues 9 Deliver o�ering 8 Drive participation

5.J Entertainment
• 7.1.1. Revamp public libraries • 7.2.1. Develop cultural activities across KSA • 7.3.6. Promote domestic public engagement
• 7.1.2. Allow access to university theatres for community activities • 7.2.4. Develop and promote Saudi movie industry • 7.3.8. Promote Saudi culture abroad
• 7.1.3. Build the Royal Arts Complex • 7.2.5. Launch the cinema sector in Saudi Arabia • 7.3.1. Enhance infrastructure and participation in local and international
• 7.1.4. Build Jeddah Opera House • 7.2.3. Build a Media City cultural and artistic competitions for boys in schools

Entertainment initiative services include the following activities: Media (TV, newspapers,
• 7.1.5. Establish Ha'il Virtual Museum • 7.2.6. Establish Saudi Film Academy for documentaries • 7.3.2. Implement art classes in schools for boys and girls
• 7.1.6. Develop KSA's cultural infrastructure • •
7.2.7. Establish centers for Fine Arts in universities 7.3.3. Enhance participation in local and international cultural and
• 7.2.8. Establish digital arts and creativity center artistic competitions for girls in schools

magazines and radio), series, games, videos, events, festivals, concerts •

•
•
• and performances.
7.2.2. Non-financial support for arts & culture sector
7.3.7. Establish specialized Arts Academy
7.3.4. Implement innovative reading in schools
7.3.9. Establish arts incubators in Saudi universities
•
Places where activities will be offered outside home are: Movie theaters, public parks, zoos,
7.3.5. Facilitate establishment of professional associations

family entertainment
Develop regulations 2 centers, concert halls, event halls, game centers, etc.
• 7.4.1. Develop comprehensive culture sector governance & regulatory framework
• 7.4.2. Develop one-stop-shop for creative company needs

As indicated in chapters 1 and 2, the KPIs within thefunding

• 7.5.1. Facilitate private Entertainment
in the cultural sector category are fully owned by
Develop sustainable funding model 2
the Quality of Life Program 2020. The following table includes the list of initiatives within this
• 7.5.2. Establish national cultural funds supporting all cultural sub-sectors

category with a short description and the responsible entity.. Additionally, a visual overview
Communicate actively

with the mapping of initiatives against strategic pillars is included in the following figure.
Quantity of total initiatives xx

Figure 61: Entertainment

Deliver high Quality of Life to all KSA residents

Develop vibrant Lifestyle options for KSA residents

2 Develop venues 6 Deliver o�ering 4 Drive participation

• 8.1.1. Enhance the Prince • 8.2.1. Create out-of-home • 8.2.3. Establish development and • 8.2.6. Build a sustainable pipeline • 8.3.1. Develop communication • 8.3.3. Organize
Sultan Cultural and entertainment blueprint innovation centers of workers in the entertainment campaigns to promote social government-sponsored, flagship
Entertainment Center • 8.2.2. Establish accelerator for • 8.2.4. Promote KSA at-home sector acceptance and to �attract events
• 8.1.2 Develop at-home entertainment business projects entertainment abroad and investors into the entertainment • 8.3.4. Develop accessible
o�ering blueprint international production in KSA sector out-of-home regulatory platform
• 8.2.5. Establish “iDevelop” Saudi • 8.3.2. Launch domestic marketing
Academy for recreational initiatives
electronic games

• 8.4.1. Design comprehensive out-of-home entertainment laws and governance

Develop regulations 2 • 8.4.2. Develop comprehensive at-home entertainment sector governance & regulatory framework

Develop sustainable funding model 1 • 8.5.1. Fund and incentivize investments

Communicate actively

Quantity of total initiatives xx

Figure 62: Recreation

Deliver high Quality of Life to all KSA residents

Develop vibrant Lifestyle options for KSA residents

‫ﻟﺠﻨﺔ اﻟﱪﻧﺎﻣﺞ ورﺋﻴﺴﻬﺎ‬
143
 Possibil-
Strategic Initiative ity for Leading VRP KPI affect-
Initiative description Impact Type
pillar name privati- entity ed by initiative
zation
Develop 8.1.1 Activate the Prince Sultan • Integrated cultural enter- MoE • Number of
Venues Enhance Cultural and Entertainment tainment center cultural and ar-
the Prince Center to develop a facility • Discover, sponsor and tistic activities
Sultan which discovers, nurtures market talent programs • Number of
Cultural and markets people with • Cultural and entertain- out-of-home
and Enter- cultural and artistic skills. ment Programs suitable for entertainment
tainment This initiative also aims at the community events
Center increasing arts and cultural • Percentage
contributions made by Saudi of overall
Arabia by diversifying and in- household
creasing cultural forums and expenditure
organizing cultural events. on culture and
The 2020 target is to develop arts
150 talented artists, organize • Percentage
9 activities and events, and of overall
build 9 key attractions for household
the population expenditure on
• Identify, design and devel- out-of-home
op the required infrastruc- entertainment
ture in the Prince Sultan • Number of
Cultural and Entertainment local movies
Center produced
• Run the talent discovery, • Number
sponsorship and marketing of published
Programs books
• Attract and organize local,
regional and global cultural
entertainment
Deliver 8.1.2 Create offering blueprint for • Developed market study Yes Priority GCAM • Number
Offerings Develop all at-home entertainment of each entertainment of accessible
at-home categories in KSA, includ- category media
entertain- ing digital (video games, • 13 regional detailed blue- • Percentage
ment in series, etc.), analogue (board prints for the development of top titles
the King- games, toys, books, etc.), and of all at-home entertain- available with-
dom media (TV, radio, magazines, ment categories in 3 months of
etc.) in cooperation with all • Focused roadmap for global publish-
relevant entities in order special needs of at home ing
to reach 2.9% of house- entertainment
hold spending on at-home • Set up joint task force,
entertainment options. The responsible for the manage-
2020 target is to offer similar ment of the implementation
at-home entertainment op- of the roadmap
tions to all citizens of KSA • Increased share of top
• Develop a rollout plan for titles available within 3
entertainment offering with months of global publishing
priority categories targeted • Increased accessibility of
for early launch. entertainment options (ana-
• Identify and attract major logue, digital and media)
international titles (films, Number of accessible media
series, board games, books, reaching over 400 by 2020
etc.)

144
 Possibil-
Strategic Initiative ity for Leading VRP KPI affect-
Initiative description Impact Type
pillar name privati- entity ed by initiative
zation
Develop 8.2.1 Create offering and infra- • Regional offering and Yes Priority GEA • Number of
Venues Build structure blueprint for the infrastructure blueprints venues
strategy of development of all out-of- for the development of all • Number of
develop- home entertainment cate- categories events
ment and gories (Theme parks, water • Implementation roadmap • Household
imple- parks, family entertainment for each entertainment sub spend on
mentation centers, zoos, live music category and infrastructure out-of-home
of enter- events, LAN gaming centers, type entertainment
tainment eSports tournaments, etc…) • 204 entertainment ven-
options in order to increase house- ues developed by 2020 (171
and infra- hold spending on out-of- – 2018; 187 – 2019)
structure home entertainment. The • 358 live events offered
in enter- 2020 target is to unlock in 2020 (263 – 2018; 310 –
tainment an additional~1M visits to 2019)
sector entertainment facilities Increased out-of-home en-
• Develop out-of-home tertainment spend to reach
entertainment requirements 0.5% by 2020
per region
• Finance selected initial
entertainment venues
• Track completion of infra-
structure developments by
the private sector
Develop 8.2.2 • This initiative is about • Training courses to quali- Priority MoE • Number of
Offering Establish building and establishing fy participants to open their local content
accelerator an accelerator for young entertainment projects (70 produced
for enter- participants. It will invest beneficiaries by 2020)
tainment in their abilities and direct • Opening two entertain-
business them to open entertainment ment projects annually in
projects projects suited to the re- the region
quirements and needs of the
KSA’s growing population. It
also aims to transform and
guide participants of the
initiative’s programs and
provide material assistance
and technical advice to start
their entertainment projects
under the supervision of
specialists in this field. This
will allow participants and
beneficiaries to be self-em-
ployed. Furthermore, the ac-
companying entertainment
projects will provide future
jobs for university students
and graduates under the
supervision of the University
of Ha’il and will be applied to
six other universities
• Define structure and
operating model for the
accelerator
• Run marketing and aware-
ness campaigns to promote
accelerator and attract
proposals
• Identify and support
implementation of at least 2
entertainment projects each
year
• Finance selected initial
entertainment venues

145
 Possibil-
Strategic Initiative ity for Leading VRP KPI affect-
Initiative description Impact Type
pillar name privati- entity ed by initiative
zation
Deliver 8.2.3 Establish several devel- • Innovation center strat- No GEA • Percentage
Offerings Establish opment and innovation egy of total family
develop- centers, providing free space • KSA entertainment in- spending on
ment and and lectures for entrepre- novation award design and entertainment.
innovation neurs and students aimed structure
centers at increasing the locally • 3 established innovation
in enter- created content share of the centers by 2020 (Jeddah,
tainment 1% household spending on Dammam, Riyadh)
sector out-of-home entertainment • Reach 100 full time partic-
and award the best local ipants per semester in each
artists. The 2020 target is to development center by 2020
have 12,240 participants and • Have 11,640 students take
students in the given year part in courses and lectures
interacting with the devel- in 2020
opment centers • Increased local content
• Support a local culture of Introduction of culture of
innovation in the entertain- innovation
ment sector by free space
and infrastructure
• Highlight the importance
of creativity through pres-
entation of international
experts
• Provide visibility to excep-
tional local artists, entre-
preneurs, and companies by
creation of award

Deliver 8.2.4 Support the development • Increased KSA contribu- Yes GCAM • Number
Offerings Promote KSA of Saudi at-home enter- tion to international and lo- of accessible
at-home en- tainment industry to allow cal at-home entertainment media
tertainment Saudi producers to deliver offerings • Percentage
abroad and high-quality products, com- • 75M SAR in 2020 spent on of top titles
internation- peting with global content advertising of Saudi content available with-
al produc- on an international platform and production opportuni- in 3 months of
tion in KSA • Promote top content ties abroad global publish-
abroad through campaigns • KSA established as a ing
focusing on Arabic speaking preferred destination for • Household
countries. producing international spend on
• Create opportunities for titles out-of-home
international production • Increased number of local entertainment
in KSA by shooting series, de- content advertised abroad
veloping video games etc. • Increased number of
international content devel-
oped in KSA
• Increased in the Saudi tal-
ent working in the at-home
entertainment industry
Increased in content con-
sumption

146
 Possibil-
Strategic Initiative ity for Leading VRP KPI affect-
Initiative description Impact Type
pillar name privati- entity ed by initiative
zation
Deliver 8.2.5 Build and establish an • Selling electronic games MoE • Percentage
Offerings Saudi Acad- academy in order to create and entertainment graphics of Household
emy for interest and train citizens to that are compatible with total spend on
Electronic be able to design and pro- Saudi values and culture. entertainment
Game De- gram recreational e-games. • Designing electronic
velopment Initiative will be implement- games and graphic films for
ed in 4 major universities a safe entertainment and
under the supervision of the community, especially
King Abdulla University and for children and young peo-
will also involve building ple, and presenting them
state-of-the-art game design to local and international
studios and production and markets keeping in line with
marketing of e-games. The international standards.
2020 target includes grad- • Training and qualifying
uating 20 participants from national cadres to obtain a
the academy certificate in the design and
• Design and develop infra- programming of electronic
structure for the academy games and graphic films
• Attract teachers and man-
agerial staff for the academy
• Train staff in the design
and programming of games
• Induct students for acad-
emy
• Design, produce and mar-
ket e-games keeping in view
local, regional and global
interests

Deliver 8.2.6 Develop and localize the • List of core entertain- No Priority GEA
Offerings Build and human capital in the out ment occupations and
develop of home entertainment professional classifications
human sector to ensure the Saudi • Signed MOU with key
capital for talent and job creation. The stakeholders for developing
the enter- 2020 target is having sent curriculums, programs and
tainment 750 people (teachers and incubators
sector employees in the sector) on • Career education pro-
exchange programs grams for entertainment
• Prepare job categorization sector developed
in the out-of-home enter- • Variety of human capital
tainment sector development programs
• Engage universities and developed
schools to develop curricu- • Over 3,000 people trained
lum and training programs on exchange programs by
• Develop incentive pro- 2030
grams for the employment • Registration of enter-
of Saudis tainment occupations into
MLSD ASOC
• Employers Incentives
Scheme developed, aimed at
increasing Saudis hiring
• Increased Saudization
rates
Increased employment in
the entertainment sector

147
 Possibil-
Strategic Initiative ity for Leading VRP KPI affect-
Initiative description Impact Type
pillar name privati- entity ed by initiative
zation
Deliver 8.3.1 Promote new entertainment • Comm. strategy to the Yes Quick GEA • Household
Offerings Develop offerings and investment different stakeholders (in- wins spend on
commu- opportunities locally and in- cluding messages, content, out-of-home
nication ternationally to develop the timing, etc…) entertainment
campaigns entertainment sector and • Comm. campaigns and
to promote increase household spend- events to raise social accept-
enter- ing on out-of-home enter- ance
tainment tainment to 1.0% to match • Comm. campaigns for
offerings at best in class international attracting investors
home and countries. The 2020 target is • Comm. campaigns
abroad, to reach the entire popula- promoting entertainment
enhance tion of KSA with communi- offerings locally and inter-
social cation campaigns in order nationally
acceptance to achieve the ~1M visits to • Public sentiment moni-
and attract entertainment facilities and toring
investors events • Increased Saudi house-
into the • Highlight social benefits hold spending on local
enter- of out-of-home entertain- entertainment
tainment ment to ensure acceptance • Increased number of
sector • Develop communication foreign visitors
material for international • Creation of positive image
investors to increase their of the Kingdom internation-
involvement ally
• Develop communica- • Increased private sector’s
tion material for local and awareness of investment
international consumers opportunities
to highlight entertainment • Increased public aware-
options ness around entertainment
offering
Increased social acceptance
and participation

Drive Partic- 8.3.2 Increase domestic public • Large media campaigns No GCAM • Household
ipation Launch engagement through large every year reaching a wide spend on enter-
local public scale events in the 3 biggest audience tainment
participa- cities as well as country • Large-scale events every
tion and wide marketing initiatives to year in major cities engaging
marketing increase at-home enter- different stakeholders (edu-
initiatives tainment consumption cation, capital, technology,
to in- and participation across consumer, talents). Events
crease and demographics to reach 2.9% should include champion-
encourage of household expenditure on ships, school activities, etc.…
local enter- at-home entertainment by • Increased awareness
tainment reaching the entire popula- and engagement in Saudi
consump- tion of KSA and international at-home
tion • Increase social acceptance entertainment across the
of different at-home enter- country
tainment options. • Increased social accept-
• Develop communication ance of at-home entertain-
platform and launch mar- ment options among all
keting campaigns for four demographics
months/year. Increased consumption of at
• Organize one large scale home entertainment
event per year in main cities
Riyadh, Jeddah and Dam-
mam

148
 Possibil-
Strategic Initiative ity for Leading VRP KPI affect-
Initiative description Impact Type
pillar name privati- entity ed by initiative
zation
Drive Partic- 8.3.3 Partner with private sector • Calendar of national No GEA • Number of
ipation Organize to organize ~50 annual an- events and festivals events
govern- chor events all around KSA • Strategic communica- • Household
ment to kick start the sector and tion campaigns promoting spend on enter-
showcase its changes aim- government-sponsored tainment
ing to increase household entertainment offerings
spending on out-of-home locally and internationally
entertainment activities • Large scale and flagship
and providing entertain- events with attendance of
ment options to the entire ~3M on national day, ~1.5M
population of KSA. The 2020 on Eid Al Adha and ~1.5M on
target is ~6M attendance on Eid Al Fitr in 2020
the 3 biggest flagship events • Retained Saudi house-
(National day, Eid Al Adha, hold spending during these
Eid Al Fitr) occasions
• Define event calendar per • Decreased number of
region travelers from KSA to other
• Develop strategic commu- destinations for entertain-
nication campaigns linked to ment during these occa-
all types of events sions
• Organize and hold flag- • Increased social cohesion
ship events Projection of a positive
image of the Kingdom inter-
nationally

149
 Possibil-
Strategic Initiative ity for Leading VRP KPI affect-
Initiative description Impact Type
pillar name privati- entity ed by initiative
zation
Drive Partic- 8.3.4 Develop clear and publicly • Clear, simple, and innova- No GEA • Number of
ipation Develp accessible IT platform that tive regulatory framework venues
accessibl summarizes regulatory guidelines • Number of
regulatoy framework and guidelines in • User-friendly accessible events
platfor order to facilitate operation dynamic platform filled • Household
of businesses, adherence to with entertainment sector spend on at-
the regulations as well as regulatory framework infor- home enter-
the increase in household mation tainment
spending on entertainment • User-friendly accessi-
through facilitated ticket ble dynamic platform for
purchase. The 2020 target is entertainment vendors and
to have over 3M visits to the customers
website in the given year • Increased out-of-home
• Collect regulations and entertainment spend
make them accessible for Increased number of out-of-
public viewing home entertainment events
• Develop and publish
website with all regulations,
database of events and pos-
sibility of ticket sales

Develop 8.4.1 Establish law, comprehen- • Defined regulatory and No Priority GEA • Number of
regulations Design sive regulatory framework governance framework for venues
compre- and sector governance the out-of-home entertain- • Number of
hensive structure in order to enable ment sector events
out-of- the sector’s growth and suc- • Defined quality standards • Household
home cess aimed at increasing the and inspection guidelines to spend on at-
entertain- entertainment offerings ensure high-quality service home enter-
ment laws • Draft and enact compre- and venue offering tainment
and gov- hensive regulatory frame- • Effective and simple
ernance work detailing permitted licensing process for out-
entertainment options of-home entertainment
• Define detail organization activities
chart and appoint regulatory • Increased social adher-
body ence and understanding of
entertainment sector regu-
latory framework through
easy, simple, accessible,
clear, and dynamic platform
• High quality service and
venue offering due to the
adherence to the regulation
Increased number of
entities in the out-of-home
entertainment sector due to
the easy licensing process

150
 Possibil-
Strategic Initiative ity for Leading VRP KPI affect-
Initiative description Impact Type
pillar name privati- entity ed by initiative
zation
Develop 8.4.2 Specify and simplify the • Define permitted enter- No Priority GCAM • Number
regulation Develop roles and responsibilities of tainment options of accessible
compre- each government entity and • Develop governance media
hensive develop and update a com- framework clarifying role of • Percentage
at-home prehensive set of regulations various regulators of top titles
enter- for at-home entertainment, • Involve the private sector available with-
tainment in order to enable sector’s in decision-making by or- in 3 months of
sector growth and success ensur- ganizing workshops across global publish-
govern- ing that 100% of leading major cities, and establish ing
ance and global titles are available at sectoral council • Household
regulatory the time of global publish- Identify restrictive legisla- spend on at-
framework ing in KSA and enabling the tion, gaps in licensing and home enter-
population to spend 2.9% submit amendments tainment
of household expenditure
on at-home entertainment
offering
• Define permitted enter-
tainment options.
• Develop governance
framework clarifying role of
various regulators.
• Include private sector in
decision-making by organiz-
ing workshops across major
cities, and establish sectorial
council.
• Identify restrictive legis-
lation, gaps in licensing and
submit amendments

Develop 8.5.1 Establish an entertainment • Set-up of a fund with No Priority GEA • Number of
sustainable Support fund aimed at encouraging annual ~440M SAR funds to venues
funding and drive the private sector to invest in allocate • Number of
model investment commercially less attractive • ~450 events in commer- events
in the regions and developing an cially not attractive areas in • Household
enter- ecosystem of new SME com- 2020 spend on
tainment panies in order to boost local • Comprehensive incentives out-of-home
sector content creation. The 2020 scheme developed for each entertainment
target is to hand out ~440M entertainment category
SAR of funds to ~600 SMEs targeting investments in
• Create incentives for pri- less attractive regions
vate companies to invest in • Assessment of SME
commercially not attractive landscape (challenges and
regions opportunities)
• Define SME sponsorship • Comprehensive incentives
strategy and Program and and support Program aimed
select SMEs to provide funds towards entrepreneur and
to local SMEs
• Developed funding re-
quirements and criteria and
investment plans
• Increased out-of-home
entertainment activities in
areas where it was previous-
ly non-existent
• Increased out-of-home
entertainment spending in
rural areas
Overall increased life quality
in areas which have been
commercially unattractive

151
 2 Develop venues 6 Deliver o�ering 4 Drive participation
• 8.1.1. Enhance the Prince • 8.2.1. Create out-of-home • 8.2.3. Establish development and • 8.2.6. Build a sustainable pipeline • 8.3.1. Develop communication • 8.3.3. Organize
Sultan Cultural and entertainment blueprint innovation centers of workers in the entertainment campaigns to promote social government-sponsored, flagship
Entertainment Center • 8.2.2. Establish accelerator for • 8.2.4. Promote KSA at-home sector acceptance and to �attract events
• 8.1.2 Develop at-home entertainment business projects entertainment abroad and investors into the entertainment • 8.3.4. Develop accessible
o�ering blueprint international production in KSA sector out-of-home regulatory platform

5.K Recreation
• 8.2.5. Establish “iDevelop” Saudi • 8.3.2. Launch domestic marketing
Academy for recreational initiatives
electronic games

• 8.4.1. Design comprehensive out-of-home entertainment laws and governance

2
As indicated in chapters 1 and 2, the KPIs within the Recreation category are fully owned by the
Develop regulations
• 8.4.2. Develop comprehensive at-home entertainment sector governance & regulatory framework

Quality ofsustainable
Develop Life Program
funding model 2020.
1 The following
• 8.5.1. Fund table include
and incentivize investments the list of initiatives within this cat-

egoryCommunicate
with aactively
short description and the responsible entity. Additionally, a visual overview with
the mapping of initiatives against strategic pillars is included in the following figure.
Quantity of total initiatives xx

Figure 62: Recreation

Deliver high Quality of Life to all KSA residents

Develop vibrant Lifestyle options for KSA residents

‫ﻟﺠﻨﺔ اﻟﱪﻧﺎﻣﺞ ورﺋﻴﺴﻬﺎ‬

1 Develop venues 1 Deliver o�ering 1 Drive participation

•• 9.1.1. Develop recreational o�ering across KSA • 9.2.1. O�er educational curriculums to Saudi nationals • 9.3.1. Launch domestic public engagement and marketing initiatives

Develop regulations 1 • 9.4.1. Develop comprehensive sector governance and regulatory framework

Develop sustainable funding model 1 • 9.5.1. Attract foreign investors and incentivize o�ering

Communicate actively

Quantity of total initiatives xx

Possibil-
Strategic Initiative ity for Leading VRP KPI affected
Initiative description Impact Type
pillar name privati- entity by initiative
zation
Develop 9.1.1 Develop the infrastructure • Iconic develop- Yes QoL until • Sq. meters of
Venues Develop blueprint for the recreational ments to positively responsible shopping mall
recrea- sub-sector to enable the pro- influence the entity is retail space per
tional vision of additional food and global perception assigned capita
offering beverage outlets, extra retail of Saudi Arabia • Number of icon-
across KSA space as well as constructing Increased per- ic developments
iconic developments across centage of global • Number of
major cities in Saudi Arabia brand representa- RandB stores
to enhance the variety of the tion
recreational offering. The
2020 targets are to build 1,322
new restaurants, 1,127 new
coffee shops and increment
retail space with additional
390k sq. meters of shopping
centers in order for the of-
fering to reach 100% of KSA’s
growing population
• Incentivize private sector to
develop recreational infra-
structure across KSA
• Identify globally renowned
chefs (i.e. chefs awarded 1+
Michelin-star).
• Enable top-quality retailers
to enter the Saudi market.
• Develop three “iconic devel-
opments” in Riyadh, Jeddah
and Dammam to positively
influence the perception of
KSA globally

152
 Possibil-
Strategic Initiative ity for Leading VRP KPI affected
Initiative description Impact Type
pillar name privati- entity by initiative
zation
Develop 9.2.1 Nurture local Saudi talent to • Improve local No Priority QoL until • Number of res-
offering Offer ed- generate entrepreneurial op- perception of responsible taurants
ucational portunities in the sector and recreational sector entity is • Number of cof-
curric- to develop local recreational and attract Saudi assigned fee bars
ulums workforce by subsidizing rel- talent
to Saudi evant educational Programs. • Increased
nationals The 2020 target is to offer 20 number of Saudi
national and 30 international students enrolled
scholarships for Saudi youth in recreation cur-
• Develop educational cur- riculums
riculums to attract new Saudi Increased number
generations towards the of Saudi chefs
recreational sector and spon-
sor international exchange
Programs.
• Foster national champi-
ons through international
Programs to learn about
best-practice techniques to
be implemented by Saudi
Arabia

Drive Partic- 9.3.1 Launch domestic public • Improved local Yes QoL until • Percentage of
ipation Launch lo- engagement and market- perception of rec- responsible consumer expend-
cal public ing initiatives to maintain reational sector entity is iture spent on
participa- current expenditure levels in and attract Saudi assigned food and beverage
tion and the recreational sector. The talent services
marketing 2020 target is to reach and • Increased
initiatives maintain the current levels of number of Saudi
to in- 5.57% consumer expenditure students enrolled
crease and in food and beverage services in recreation cur-
encourage and engage with 100% of the ricula
recrea- Saudi population • Increased num-
tional • Develop communication ber of Saudi chefs
consump- strategy highlighting availa- Increased aware-
tion bility and benefits of recrea- ness and engage-
tional offering. ment in Saudi
• Develop marketing strategy domestic recrea-
to promote popularity of tional offering
recreational options in the
Kingdom.
• Launch large scale events in
Riyadh, Jeddah and Dammam
every year

Develop 9.4.1 Updated and instate a regula- • Simplified laws No Priority QoL until • Number of res-
regulation Develop tory framework that enables governing the responsible taurants
compre- the development and success recreation sector entity is • Number of cof-
hensive of the recreational sector • Decreased assigned fee bars
recrea- • Ensure that the governance complexity of gov- • Sq. meters of
tional and regulatory frameworks ernment processes shopping mall
sector are up to date and identify relating to enter- retail space per
govern- potential gaps or areas for tainment sector capita
ance and amendments. Improved ease of • Percentage of
regulatory • Update legal provisions to opening new rec- consumer expend-
frame- support and protect entrepre- reational activities iture spent on
work neurs interested in entering food and beverage
the recreation industry. services
• Include private sector in de-
cision-making by organizing
workshops across major cities

153
 Possibil-
Strategic Initiative ity for Leading VRP KPI affected
Initiative description Impact Type
pillar name privati- entity by initiative
zation
Develop 9.5.1 Attract investors from outside No Priority Quality of • Number of pre-
sustainable Attract the KSA to direct FDIs into Life VRP until mium restaurant
funding foreign in- recreational activities in the responsible • Percentage of
model vestors and country and incentivize the entity is global brand rep-
present quality of the recreational assigned resentation
motiva- offerings by attracting fine • Number of
tional dining chefs and top retail iconic locations per
recreation- brands. The 2020 targets are iconic city
al shows to attract 10 chefs and 30
top-retail brands
• Create business cases to
showcase investment oppor-
tunities’ ROIs
• Enforce investment oppor-
tunities through events and
media campaigns in target
countries.
• Identify and attract globally
renowned chefs (i.e. chefs
awarded 1+ Michelin-star)
through financing of start-
up costs both in iconic and
non-iconic cities
• Support top-quality retail-
ers to enter the Saudi market
by covering initial rent for
three years, for ~10 retailers
each year

154
5.L Overarching initiatives

The volatile nature of sectors that fall under the “lifestyle” concept requires an overarching
umbrella for some initiatives and for VRP to play a neutral role in implementing such initia-
tives, especially the ones related to quality of life, while also promoting and enabling regula-
tions and legislation for all other initiatives, and develop a global index to measure Quality of
Life in KSA.
The Program is a central entity that coordinates between different bodies to ensure compati-
bility and achieve desired aspirations.

The VRP also serves as a focal point to facilitate coordination among the various entities in
order to ensure alignment and achieve the desired aspirations

Figure 63: Overarching Initiatives

Deliver high Quality of Life to all KSA residents

Develop vibrant Lifestyle options for KSA residents

2 Develop venues Deliver o�ering Drive participation

• 11.1.1 Development of facilities and urban planning in housing projects
• 11.1.2 Establish high-quality lifestyle facilities in developmental housing
projects

Develop regulations 1 • 11.4.1. Laws and regulation initiative

• 11.5.1 Develop partnerships within the private sector to operate government sport, recreation and cultural facilities )through events, leasing)
Develop sustainable funding model 2 • 11.5.2 Cooperation with the General Authority for Investment to develop and enhance investment opportunities

• 11.6.1. Lifestyle Program marketing and branding

Communicate actively 5 • 11.6.2. Lifestyle annual conference
• 11.6.3. Establishment of the VRP O�ce
• 11.4.6 Implement integrated Lifestyle Platform
• 11.4.6 Implement integrated Lifestyle Platform

Quantity of total initiatives xx

Figure 64: Social Engagement

Strategic Deliver high Quality Possibility

of Life to all KSA residentsfor Game Leading VRP KPI affect-
Initiative name Initiative description Impact
pillar privatization changer entity ed by initiative
Develop a 11.5.1 Work towards establish-Develop vibrant 2020 Lifestyle targets
options arefor KSA Yes
residents QoL
‫ﻟﺠﻨﺔ اﻟﱪﻧﺎﻣﺞ ورﺋﻴﺴﻬﺎ‬
sustainable Develop partner- ing partnerships with the 10 schools, 3 sport VRP
funding ships within the private sector to operate infrastructures 2020
model 1private Develop venues
sector to and maintain governmen- 8 Deliver o�ering
and 2 cultural 7 Drive participation
operate
• 10.1.1 Activate existing gov-
assets and tal facilities
open access to facilities for CHG's efficiently
• 10.2.1 Buildand infrastructures
a platform to enable voluntary participation • 10.3.1 Building a culture and motivation for volunteering
activities • 10.2.2 Establishment of the National Center for Non-Profit Sector • 10.3.2 Develop an integrated online portal for VRP )previously DAEM)
ernment sport, effectively Development activated per • 10.3.3 Empowerment and organization of voluntary work in the
• 10.2.3 Establishment of the Social Innovation Lab
recreation and • Develop a database • 10.2.4 Governance region with
of and classification a utili-
of non-profit organizations
non-profit sector and government
• 10.3.4 Establish a�erschool educational and recreational neighborhood
cultural facilities government facilities • 10.2.5
across of zation
Internal voluntary
• 10.2.6 Rehabilitation
tourism in
rate of 80%
partnership
the labor force
with
and provision
entrepreneurs
of employment
clubs
• 10.3.5 Increase hobby awareness through events and campaigns
(through events, all entities and lifestyle to 90% depending
opportunities in the non-profit sector
• 10.2.7 Establishment of the National Center for Non-Profit Sector
• 10.3.6 Organizing and enabling community participation
10.3.7 Stimulate hobby groups development by provision of incentives
leasing) sectors Development on the region and e�ective support (e.g. training)
• 10.2.8 Establishment of the Social Innovation Lab
• Agree with entities on
operation and maintenance
Develop regulations 1 • 10.4.2. Ease the ability to obtain licensing for CHG permits
standards
• Establish partnerships
Develop sustainable funding model 1 • 10.5.1. Strengthen hobby groups' ecosystem through funding
with private sector to
Communicate actively operate and maintain sport,
recreation and cultural
facilities
Quantity of total initiatives xx

155
 Strategic Possibility for Game Leading VRP KPI affect-
Initiative name Initiative description Impact
pillar privatization changer entity ed by initiative
Commu- 11.6.4 Design and launch one- 2020 target are Yes Priority QoL • Number of
nicate Develop Inte- stop-shop website or app 1m download, VRP cultural and ar-
effectively grated Lifestyle for citizens and residents with an average 2020 tistic activities
Platform to find entertainment, stay of 8min per • Number of
sports and arts and culture user at each visit out-of-home
opportunities. 2020 target and a 100%-of- entertainment
is to have had a total of 1.1M the-time avail- events
application downloads. The ability of the • % of popula-
website will feature: platform tion participat-
• Citizen’s profiles and pref- ing in sports
erences, easing matching
opportunities and personal
preferences;
• Calendar of one-time
events in arts, sports and
arts and culture areas; accu-
rate information on existing
hobby clubs, museums,
theaters, movies theaters
• Club and event regis-
tration, publication and
approvals portal
• Summary of rules and
regulations for individuals
(protections laws, approved
entertainment) and institu-
tions (club rules, summary
of registration process)
• Tickets sales or registra-
tion portal

Develop 10.4.1 vLobby to pass social and 2020 targets are: No Priority QoL • % of people
laws and Laws and regula- business-related laws and - 10~15 key laws VRP participating in
regulations tions initiative regulations. This will lead to changed per year 2020 sports
an increase in citizen partic- - 100% awareness • % of consum-
ipation in lifestyle activities, and positive opin- er spend on
increased utilization rate ion on change cultural perfor-
of government facilities mances
and improved confidence
of investors/entrepreneurs
in lifestyle sectors. 3 areas
have been identified which
require immediate regula-
tory changes:
• Participation of women
in sports in public places
and allow entrance to
sports venues and stadiums
• Allow access to govern-
ment owned facilities and
pre-approve a large set of
facilities to speed up book-
ing and enhance ease of use
• Encourage both gen-
der’s equal participation in
sports activities

156
Strategic Possibility for Game Leading VRP KPI affect-
Initiative name Initiative description Impact
pillar privatization changer entity ed by initiative
Commu- 11.6.1 Market the Quality of Life 2020 targets: No Quick QoL • Number of
nicate Lifestyle Program Program and its objectives - roll out of 3 wins VRP entertainment
actively marketing and and aspirations for quality nationwide cam- 2020 activities
branding of life in KSA on an ongoing paigns annually • Number of
basis - reach 20m Sau- cultural activ-
• Create a unified brand for dis and residents ities
the Quality of Life Program (followers )on
to be used by all entities for Quality of Life
their own sector awareness social media
campaigns (e.g. GEA’s en- platforms)
tertainment perception and
investors campaigns, GSA
mass-participation aware-
ness campaigns, MoE’s
sports and healthy lifestyle
awareness campaigns)

Commu- 11.6.2 Host an annual 1-2 day 2020 target: Yes - QoL
nicate Lifestyle annual conference to celebrate the -Organize 1 annu- VRP • Number of
actively conference VRP’s greatest successes, al conference 2020 entertainment
discuss key learnings, and - implement activities
communicate path forward, 50-75% of ideas • Number of
in addition to new ideas presented in past cultural activ-
(e.g. Future Studios) conferences ities

Commu- 11.6.3 Establish and launch the The 2020 target No Priority QoL
nicate Establishment of VRP office to monitor is 150 employees VRP
actively the VRP Office progress towards achiev- spread across 2020
ing Quality of Life VRP KSA, up from 120
aspirations and providing in 2018 and 140 in
necessary support to the 2019
executive bodies involved in
the Program’s delivery plan
• Establish 5 offices, with
head office in Riyadh
• Establish clear internal
governance and processes
to implement VRP initia-
tives
• Hire required FTEs

Commu- 11.6.4 The combination of the The 2020 target Yes Quick QoL
nicate Creating the science of individuality, includes the index wins VRP
actively World’s First the personalization of available for at 2020
Fulfilment index social institutions, and the least 2 years (2019
to drive lifestyle changing nature of the and 2020) and the
policy global economy provides a global publication
once-in-a-generation op- of results (e.g.
portunity to transform how presentation at
Saudis learn, work, and live, Davos WEF forum
and reshape how each Sau- in 2019)
di citizen defines success
individually and collectively.
Led by Harvard research
scientist, Todd Rose, the
Lifestyle VRP will align local
initiatives to support the
“science of the individual,”
work with local agencies to
communicate these change
initiatives to the public and
deliver a Fulfillment Index
at Davos 2018 as a gift to
the world.

157
 Strategic Possibility for Game Leading VRP KPI affect-
Initiative name Initiative description Impact
pillar privatization changer entity ed by initiative
Develop 1.1.11 Many government facilities • Increase the cit- Yes Game MoHo - Number of
venues Establish are not fully exploited. The izens’ standard of changer recreational
high-quality life- initiative aims to facilitate living and well-be- venues
style facilities in private sector participation ing in residential
developmental in the operation and main- communities. - Percentage of
housing projects tenance of government • Achieve inte- people partici-
facilities. Optimizing the gration of the pating in sports
efficiency of operation and different entities’ activities
maintenance of govern- roles and increase
ment facilities through the local content.
private sector participation • Create new jobs
will attract more tenants within residential
and users of these facilities. communities.
Increase the
attractiveness
of residential
developments, es-
pecially in places
outside the city
centers.

Develop a 11.5.1 The initiative aims to • Reduce govern- Yes Game QoL - Number of
sustainable Cooperate with attract foreign investment ment spending changer VRP recreational
funding SAGIA to develop opportunities in Quality • Maximize the 2020 venues
model and promote of Life VRP initiatives via attractiveness of - The available
investment cooperation with SAGIA, investment op- number of cul-
opportunities through a journey that portunities for the tural infrastruc-
begins by evaluating and private sector tures
supporting the marketing • Maximize the - Percentage
of a set of initiatives among social and eco- of consumer
investors, then implement- nomic impact spending on
ing procedures relating to • Prioritize ad- cultural offer-
investment proposals, and vanced invest- ings
finally supporting through ments
the post-award phase (after • Maximize
care). competition in
The Program will be as- the private sector
signed a special team from to ensure quality
SAGIA to inaugurate the and sustainability.
phases of the investment
journey. In addition, an
investment committee will
be formed to oversee the
development and imple-
mentation of all investment
opportunities.

158
 2 Develop venues Deliver o�ering Drive participation
• 11.1.1 Development of facilities and urban planning in housing projects
• 11.1.2 Establish high-quality lifestyle facilities in developmental housing

5.M Social Engagement

projects

1
denwo era yrogetac
Develop regulations
tnemegagnE laicoS eht nihtiw sIPK eht ,2 dna 1 snoitces ni detacidni sA
• 11.4.1. Laws and regulation initiative

-nopser eht morf

Develop sustainable detcelloc
funding model 2 neeb evah
• 11.5.2 Cooperation withhcihw ,sevitaitini
the General Authority for Investment toeseTh .)0202
develop and enhance PTN(
investment sPRV rehto eht yb
• 11.5.1 Develop partnerships within the private sector to operate government sport, recreation and cultural facilities )through events, leasing)
opportunities

neeb evahactively
Communicate tub sPRV 5
evitcepser ehtProgram
• 11.6.1. Lifestyle fo oiloftrop
• 11.6.2. Lifestyle annual conference
evitaitini eht ni dedulcni eb llahs ,ytitne elbis
marketing and branding

ot deriuqer seitivitca eht fo •weivrevo • na edivorp ot elba eb ot nalp yreviled siht ni dedulcni
11.6.3. Establishment of the VRP O�ce
11.4.6 Implement integrated Lifestyle Platform

cigetarts tsniaga sevitaitini fo gnippam eht htiw weivrevo lausiv A .stegrat efiL fo ytilauQ teem
• 11.4.6 Implement integrated Lifestyle Platform

.erugfi gniwollof eht ni dedivorp si srallip Quantity of total initiatives xx

Figure 64: Social Engagement

Deliver high Quality of Life to all KSA residents

Develop vibrant Lifestyle options for KSA residents

‫ﻟﺠﻨﺔ اﻟﱪﻧﺎﻣﺞ ورﺋﻴﺴﻬﺎ‬

1 Develop venues 8 Deliver o�ering 7 Drive participation

• 10.1.1 Activate existing assets and open access to facilities for CHG's • 10.2.1 Build a platform to enable voluntary participation • 10.3.1 Building a culture and motivation for volunteering
activities • 10.2.2 Establishment of the National Center for Non-Profit Sector • 10.3.2 Develop an integrated online portal for VRP )previously DAEM)
Development • 10.3.3 Empowerment and organization of voluntary work in the
• 10.2.3 Establishment of the Social Innovation Lab non-profit sector and government
• 10.2.4 Governance and classification of non-profit organizations • 10.3.4 Establish a�erschool educational and recreational neighborhood
• 10.2.5 Internal voluntary tourism in partnership with entrepreneurs clubs
• 10.2.6 Rehabilitation of the labor force and provision of employment • 10.3.5 Increase hobby awareness through events and campaigns
opportunities in the non-profit sector • 10.3.6 Organizing and enabling community participation
• 10.2.7 Establishment of the National Center for Non-Profit Sector 10.3.7 Stimulate hobby groups development by provision of incentives
Development and e�ective support (e.g. training)
• 10.2.8 Establishment of the Social Innovation Lab

Develop regulations 1 • 10.4.2. Ease the ability to obtain licensing for CHG permits

Develop sustainable funding model 1 • 10.5.1. Strengthen hobby groups' ecosystem through funding

Communicate actively

Quantity of total initiatives xx

159
 Develop 10.1.1 Develop partnerships The 2020 targets Yes DAEM • Number of
Venues Activate existing with schools, univer- are: cultural and artistic
assets and open ac- sities, government - 100 venues activities
cess to facilities for entities (i.e. GSA, MoM- activated and used • Number of out-
CHG’s activities RA) and private sector 58% of days of-home entertain-
to activate public and - 65% satisfaction ment activities
private spaces, schools, rate among user
events halls and such clubs
venues to provide access
to Community Hobby
Groups so they can use
the facilities to host
events. The 2020 targets
include activating 100
venues, achieving ~60%
utilization and building
103 facilities
• Identify and reach
agreements with public
and private sector
• Retrofit and prepare
venues to be used by
hobby groups
• Implement a stream-
lined booking system to
reserve spaces for CHGs
• Run marketing cam-
paigns to raise aware-
ness about availability
of venues

160
Drive Partic- 10.3.2 Develop an integrated The 2020 targets Yes Quick DAEM • % of population
ipation Digitalize and auto- online portal for CHGs are: wins participating in
mate operations and to register and retrieve - 450 clubs and 100 sports
develop and connect important information. venues listed on • Number of out-
DAEM portal The 2020 target is to portal directory of-home entertain-
have a total number - 270,000 monthly ment events
of 450 clubs listed on visitors on the • Number of
portal directory, 100 ven- portal cultural and artistic
ues listed on the portal activities
directory, and a total
of 75,000 application
downloads
• Consolidate a data-
base of all active CHGs
in KSA and integrate
into DAEM portal
• Create an integrated
mobile application for
DAEM) that shares most
features of the portal

Drive Partic- 10.3.4 • Establish afterschool Open 2,000 neigh- Yes Quick MoE • % participation in
ipation Educational and education and recre- borhood entertain- wins sports
recreational neigh- ational neighborhood ment and educa- • % of people
borhood clubs clubs to allow citizens to tional clubs. participating in
practice their hobbies, Qualify specialized community and
develop safe social human resources. neighborhood clubs
relations, shift to a Increase the partic-
healthier life style and ipation of students
deepen their engage- and members of
ment with society. The society in sports
initiative will increase activities.
entertainment and Increase the num-
educational neighbor- ber of health-en-
hood clubs to 2000 from hancing sports and
the current number of physical Programs.
520, and equip each of Increase the num-
them with facilities and ber of entertain-
well-trained staff. These ment Programs.
clubs will have a poten- Increase the num-
tial reach of 2,000,000 ber of cultural and
beneficiaries social activities.
• Identify schools Increase the
where neighborhood percentage of
clubs will be established students and com-
• Equip schools with munity members
sports and recreational involved in cultural
tools and social activi-
• Identify and train staff ties.
and facilitators Execute Programs
• Open clubs for partic- for amateur stu-
ipation dents.
Hold cultural and
art competitions.
Qualify students
for participation in
regional events.
Enrolls students in
regional activities.

161
 Drive Partic- 10.3.5 Develop and commu- The 2020 targets No - DAEM • % population par-
ipation Increase hobby nicate the value and are: ticipating in sports
awareness through importance of hobbies - 4 annual events, • Number of cul-
events and cam- (sport, recreation, cul- attracting a total of tural and entertain-
paigns ture and art) through a 80,000 attendees ment activities
wide public educational - 12m Saudis and • % of people
campaign. The 2020 tar- residents reached participating in
get is to have had a total yearly by Daem’s community and
of ~10 events, ~24M res- communication neighborhood clubs
idents reached through campaigns
online campaigns, and
210,000 attendees to
events.
• Establish an annual
multidisciplinary nation-
al competition (arts,
sports, gaming, etc.) for
amateurs in which they
will be representing
their cities or commu-
nities
• Identify and build
partnerships with
local organizations and
celebrities representing
various sectors of KSA
(academic, cultural,
sports, etc.) to lever-
age their marketing
channels and outreach
efforts
• Periodically conduct
surveys on hobbies to
assess demand patterns
and deepen understand-
ing of demand
• Institutionalize an
“Active women in hob-
bies” committee that
creates plans and or-
ganizes women-specific
events within DAEM

162
Drive Partic- 10.3.7 Develop hobby groups The 2020 targets Yes - DAEM • % of population
ipation Stimulate hobby by establishing incuba- are: participating in
groups develop- tors in cities to support - 36 clubs incu- sports
ment by provision hobby groups. The 2020 bated • Number of out-
of incentives and target is to have 36 - with 60% having of-home entertain-
effective support incubated clubs in the downloaded online ment events
(e.g. training) mentorship program. course • Number of
• Develop tiered - and 7.5% of all cultural and artistic
certificates and special other clubs having activities
entitlements for clubs to completed one
increase exposure and online course
attract sponsors
• Create an online
toolkit accessible
through the VRP (previ-
ously DAEM) portal
• Develop a volunteer
attraction program to
ensure CHGs receive
adequate support from
CHGs
• Provide a club-es-
tablishment toolkit for
individuals interested in
creating a hobby group
and offering a dedicated
helpline
• Create recurrent
workshops themed
by hobby to advise on
operations and club
management
• Launch the DAEM
Ambassador Program
providing mentor sup-
port for CHG

Develop 10.4.1 Reduce the time to The 2020 target: No - DAEM • Number of out-
regulation Ease the ability to register CHGs and CHG - The possible ob- of-home entertain-
obtain licensing for events to 20 days. The taining of permit ment
CHG permits 2020 target is to reduce digitally and in less • Number of
the licensing duration to than 10 days; 450 cultural and artistic
10 days and have a total new hobby clubs activities
of 450 clubs registered. officially registered
• Simplify forms for
CHGs to use to fast-
track their registration
processing time, and
leverage stakehold-
ers’ expertise for the
drafting of event license
permits

163
 Develop 10.5.1 Strengthen the ecosys- The 2020 targets is Yes Quick DAEM • # of cultural
sustainable Strengthen hobby tem of hobby groups the support of 750 wins activities offered
funding groups’ ecosystem through various funding hobby clubs, with • # of out-of-home
model through funding measures. The 2020 60% remaining entertainment
target is to have a total active more than a events
of 750 supported hobby year after support • % of population
clubs, 60% of which participating in
remain active for more sports
than a year and to
support a cumulative
total of ~55 hobby group
gatherings.
• Develop institutional
development grants to
CHGs across high prior-
ity interest categories in
hot zones
• Design funds includ-
ing desired objectives,
business model, financ-
ing model, size, funding
duration, operating
model and processes
• Establish private
funding mechanisms
via CSR

Dimension VRP KPI affected by

Strategic pillar Initiative name Leading entity
initiative
Community 5- Number of Develop Offering • 10.2.1 Build a platform to enable voluntary • MLSD
Engagement NGOs per 1,000 participation
inhabitants • 10.2.2 Establishment of the National Center
for Non-Profit Sector Development
• 10.2.3 Establishment of the Social Innovation
Lab
• 10.2.5 Internal voluntary tourism in partner-
ship with entrepreneurs

Drive Participation • 10.3.1 Building a culture and motivation for • MLSD

volunteering
• 10.3.3 Empowerment and organization
of voluntary work in the non-profit sector and
government
• 10.3.6 Organizing and enabling community
participation

Third sector • Number of Develop Offering • 10.2.2 Establishment of the National Center • MLSD
NGOs per 1000 for Non-Profit Sector Development
inhabitants • 10.2.3 Establishment of the Social Innovation
Lab
• 10.2.4 Governance and classification of
non-profit organizations
• 10.2.6 Rehabilitation of the labor force and
provision of employment opportunities in the
non-profit sector

164
5.N Delivery Timeline

After completing the design of the initiatives, we analyzed interdependencies between initi-
atives to understand the effect on initiative sequencing and timelines. Based on this analysis,
we have developed a timeline for each of the initiatives covering the period from 2018 to 2020.
As directed by the SMO, Quality of Life initiatives have been categorized into 4 types (game
changers, quick-wins, enablers and other initiatives). This categorization has influenced the
design of the high-level roadmap timeline, ensuring an appropriate focus on priority initia-
tives. Apart from the current initiatives (such as the opening of cinemas and the hosting of
sports events), priority has been given to the implementation of quick-wins and priority initi-
atives. These initiatives will progress at a faster pace in early 2018. In the second half of 2018,
priority will be also given to the other initiatives. The game changers will also gradually enter
the implementation phase depending on their level of readiness. More precise timelines were
designed for each initiative (see section below).
As for initiatives requiring advisory studies, such as the majority of Ministry of Interior initi-
atives, they will be submitted to the Permanent Working Group for the disbursement of the
required budget for studies, which will take place in the second quarter of 2018. Initiatives will
start in the fourth quarter of 2018. It should be noted that the timeline of Ministry of Interior’s
initiatives is not precise at the current moment, wherein the consulting company develops
plans for all initiatives.
In terms of recreational initiatives, the Program will work towards developing a strategy and
then identify the owner of strategy implementation. Therefore, recreational initiatives will be
implemented in the first quarter of 2019.

Figure 65: High-level initiative roadmap

1Q 2Q 3Q 4Q 2019

Priority
Budget insurance Start & execution
Initiatives1

Other
Budget insurance Start & execution
Initiatives

Initiatives need
Development of strategy Budget insurance Start
strategy

1. Game changers, priority initiatives and quick wins 2. recreation and at home entertainment and new initiatives

Figure 66: Game changers

10 Game changers have been identified to transform the quality of life

1- Develop an Iconic Arts and Culture Island in Jeddah

2- Open cultural sites )including theatres, art galleries and libraries) across KSA
3- Implement art courses for boys and girls covering di�erent arts Build the Royal Arts Complex
4- Unlock the cinema sector of KSA
5- Build the royal arts complex
Culture

6- Enhance girls’ participation in sports in schools 165

7- Organize and host global sports events
 Figure 66: Game changers

10 Game changers have been identified to transform the quality of life

1- Develop an Iconic Arts and Culture Island in Jeddah

2- Open cultural sites )including theatres, art galleries and libraries) across KSA
3- Implement art courses for boys and girls covering di�erent arts Build the Royal Arts Complex
4- Unlock the cinema sector of KSA
5- Build the royal arts complex
Culture

6- Enhance girls’ participation in sports in schools

7- Organize and host global sports events

Sports

8- Active places
9- Establish high quality lifestyle facilities in developmental housing projects
10- Cooperation with General Investment Authority to develop and enhance investment opportunities

Overarching initiatives

Figure 67: Quick wins

13 Game changers were identified to accelerate the launch of the program

• Establish family/women friendly event facilities • Educational and entertainment district clubs
• Improve the experience of attending matches and sports events • Digitization and automation of operations and
• Enable women to contribute to the sports ecosystem )diversity
development and linking of DAEM portal
and inclusiveness)
• Develop individual and team sports in the public and private Community • Strengthen hobby groups’ ecosystem through funding
Sports universities participation

• Develop communication campaigns to promote entertainment • Lifestyle program marketing and branding
options internally and externally, promote social acceptance and • Create the worlds 'first fulfillment index
attract investors in the entertainment sector

Overarching
Entertainment initiatives

• Activate media city using the available buildings

• Develop an integrated government services center for the
requirements of creative companies

Heritage, culture • Make university theaters accessible to community activities

& arts

1-�e initiatives of the entertainment Authority are classified as priority initiatives as they will activate the sector by developing a plan for implementation
of options and designing systems and a governance framework for the sector

Figure 68: 27 priority initiatives

27 priority initiatives were identified to facilitate overall program delivery

• Build a sustainable pipeline of workers in the entertainment • Establishment of VRP o�ce

sector • Laws and regulations initiative
• Develop at home entertainment blueprint • Develop model police stations and build the infrastructure
• Develop comprehensive at home entertainment sector • Develop security installations
Entertainment Overarching
governance and regulatory framework • Develop systems and programs in police stations
initiatives
• Accelerator for the entertainment works • “MAAN” initiatives for prisoner rehabilitation and training
• Design comprehensive out-of-home entertainment laws & Initiatives to promote transparency and support decision making
governance in combating crime
• Give access to all entertainment options )including theme • Initiative for the central operations center 911
166 parks and live concert) • Implement integrated lifestyle platform, )calendar of events,
information on facilities, licensing, general rules, and
1-�e initiatives of the entertainment Authority are classified as priority initiatives as they will activate the sector by developing a plan for implementation
of options and designing systems and a governance framework for the sector

Figure 68: 27 priority initiatives

27 priority initiatives were identified to facilitate overall program delivery

• Build a sustainable pipeline of workers in the entertainment • Establishment of VRP o�ce

sector • Laws and regulations initiative
• Develop at home entertainment blueprint • Develop model police stations and build the infrastructure
• Develop comprehensive at home entertainment sector • Develop security installations
Entertainment Overarching
governance and regulatory framework • Develop systems and programs in police stations
initiatives
• Accelerator for the entertainment works • “MAAN” initiatives for prisoner rehabilitation and training
• Design comprehensive out-of-home entertainment laws & Initiatives to promote transparency and support decision making
governance in combating crime
• Give access to all entertainment options )including theme • Initiative for the central operations center 911
parks and live concert) • Implement integrated lifestyle platform, )calendar of events,
• Fund and incentive investment information on facilities, licensing, general rules, and
regulations, ticket sales)

• Attract foreign investors and incentivize o�ering process • Develop sports academies
• Develop comprehensive sector governance and regulatory • Develop & active sports facilities
framework • Active society
• O�er educational curricula To Saudi nationals
Recreation Sports

• Promote and develop cinema sector in KSA • Facilitate the ability to obtain permits for hobby groups
• Develop comprehensive culture sector governance and
regulatory framework
• Establish national cultural funds supporting all cultural Community
Culture sub-sector participation

167
 Game Changers

168
6 Game changers

6.A Selecting Game changers

A number of initiatives have been defined as game changers based on 4 criteria. All relevant
entities will seek to implement all the initiatives; however, game changers will receive special
attention and support from the leadership of the Program to ensure their successful and time-
ly completion.
The selection of game changers is based on 4 criteria:
• Direct relationship and impact on Program and entity KPIs and objectives
• Magnitude of the expected impact on citizen experience
• Reputation of KSA as lifestyle hub
• Magnitude of expected economic and social impact
In general, the identified game changers cover all VRP objectives.

The selected game changers are:

1. Cooperation with SAGIA to develop and enhance investment opportunities

This initiative aims to attract foreign investment opportunities in Quality of Life VRP 2020
initiatives via cooperation with SAGIA, through a journey that begins by evaluating and sup-
porting the marketing of a set of initiatives among investors, then implementing procedures
relating to investment proposals, and finally supporting through the post-award phase (after
care).
The Program will be assigned a special team from SAGIA to inaugurate the phases of the in-
vestment journey. In addition, an investment committee will be formed to oversee the devel-
opment and implementation of all investment opportunities.
The approach to attract investment will be followed across two main work streams: “Activat-
ing and promoting the targeted sector” and “structuring investment opportunities.”
Through the “activation and promotion of the targeted sector,” the Investment Committee will
carry out activities to promote investments and generate potential investment opportunities.
“Structuring investment opportunities” will include four main activities: Identify investments
related to Quality of Life VRP 2020 across KSA; assess and prepare investment packages; pre-
pare detailed analyses and test opportunities in the market.

2. Develop an Iconic Arts and Culture Island in Jeddah

The objective is to develop an iconic Island for Arts and Culture in Jeddah, contributing to the
enhancement of the international perception of Saudi Arabia. Not only would the construc-
tion be a first-of-a-kind for Saudi Arabia, but the landmark’s iconicity would also jump-start
international recognition linked to Saudi Arabian architecture. The vast complex will encom-
pass several spaces: concert hall (~1,200 seats), Theatre (~600 seats), Recital hall (~400 seats),
Multi-purpose hall (~2,000 seats), a botanic garden and a museum. The complex will be built
on two separate man-made islands and will be connected with a bridge that will serve as the
botanic garden.

3. Open cultural sites (including theatres, art galleries and libraries) across KSA
The objective is to develop cultural infrastructure across all regions of KSA to be in line with
global benchmarks. Existing cultural infrastructure requires further improvements to enable
cultural offerings. The scope includes the construction and/or refurbishment of 50 theatres, 1

169
 concert hall, 4 cultural cinemas, and 13 public libraries by 2020. Ultimately, this initiative will
develop 1,487 venues, that will in turn offer more than 46k cultural activities such as exhibi-
tions, concerts, and performances. In total, these additional venues and activities would ena-
ble the offering of cultural activities to reach approximately 200k+ yearly visits by 2020. Ena-
bling cultural offerings will generate both economic and social impact, because it will increase
the cultural interest stemming from the Saudi population. This in turn will lead to additional
heritage and cultural spending, therefore moving from 0.11% to 0.12% of yearly consumer ex-
penditure. Due to the nature of the venues being built and the activities being conducted, the
initiative’s social impact is more expansive than simply offering additional lifestyle opportuni-
ties. This initiative will de facto nurture the Saudi population’s cultural interest, which current-
ly possesses very limited opportunities to be satiated. Furthermore, the initiative will allow
the Saudi population to foster artists that may aspire to pursue a career in the country or go
beyond boarders and propagate Saudi culture abroad.

4. Unlock the cinema sector of KSA

The aim is to develop, support and implement the strategy to launch the film sector in the KSA.
Cinemas are the go-to venue when looking for entertainment opportunities. Yet, there are
currently no cinemas present across the country. Re-introducing them would act as a catalyst
for the overall development of the entertainment sector. The scope is to create a sound envi-
ronment that will attract national and international players to invest in the construction of
45 cinemas across the 13 regions of Saudi Arabia by 2020. Rendering cinemas available once
again, is expected to foster over 3.6M yearly visits by 2020. By re-introducing cinemas, this
initiative will play a paramount role in increasing the out-of-home entertainment spending
from 0.4% to 0.5% by 2020. Additionally, this initiative will contribute to the development of
the local movie industry, which in turn will positively affect the international perception of the
country by enabling it to export locally-produced content to Arab and non-Arab countries, as
well as participate in international festivals and conventions.

5. Implement art courses for male and female students covering different arts

This initiative aims to provide art classes for male and female students in all schools across the
KSA. This will have a long-term impact in terms of raising a generation with a cultivated taste
for cultural arts and various artistic skills—a generation that savors and participates in cultur-
al activities in KSA in the upcoming years.
This initiative will also develop a number of qualified teachers who actively participate in
educational exhibitions, conferences and international and local events to sharpen their art
teaching skills. More broadly, this initiative will help introduce Saudi art and folklore to the
international cultural scene.
The initiative also aims to transform schools into learning communities that focus on active
and collaborative learning and teamwork through the development of art and culture curric-
ula and the provision of appropriate facilities to host the various categories of culture and arts
including digital, visual and cultural arts.

170
6. Build the Royal Art Complex

This initiative aims to build cities in Riyadh centered around a government-owned building
that houses the Opera House and 3 multipurpose halls. The goal is to raise awareness about
arts and culture in the KSA, particularly in Riyadh, and subsequently increase household
spending on arts and culture. The initiative targets the completion of the complex by 2020 to
start selling 450,000 tickets annually for various cultural performances as early as 2021.
The successful implementation of this initiative will help to increase the number of cultural
and recreational activities among Saudi citizens of different age groups and strengthen the
Kingdom’s presence in the international and local cultural scenes.

7. Organize and host global sports events

This initiative aims to transform the KSA into a hub for sports events in the GCC and the Mid-
dle East by organizing and/or hosting numerous events worldwide in various sports and in
different regions.
A key element of the initiative is to build partnerships to host international events, some of
which have already been signed: The International Chess Championship, the Race of Champi-
ons, the Mohammed Ali Boxing Cup, the Unmanned Aerial Association, and the Takeshi Castle.
The initiative will enable, fund and support national federations to establish, organize and
host sports events, including popular activities to accompany events and promote sports par-
ticipation.

8. Enhance girls’ participation in sports in schools

The objective of the initiative is to design and implement physical education (PE) programs for
females in the public education system. Currently, only 350 K12 female schools are equipped
with well-maintained gyms, reaching approximately only 60,000 girls. The initiative aims to
build well equipped gyms in 1500 schools, reaching approximately 350,000 girls; qualify and
recruit 7,500 PE teachers; and develop and roll out PE curricula for girls at all education levels.
This initiative will require close cooperation with Tatweer Company for Educational Services
(T4du) in building the necessary infrastructure and developing PE curricula. Through develop-
ing PE classes for girls in schools, this initiative will help achieve the broader goal of increasing
female participation in weekly physical activity from 28% to 42%.

9. Establish high-quality lifestyle facilities in developmental housing projects

The objective of this initiative is to develop public facilities and establish sustainable commu-
nity centers with green spaces, sports areas, outdoor spaces and community centers housing
assembly halls to host the residents’ sports, recreational, cultural and artistic activities. Family
members can also use the facilities for social activities such as holidays, national day celebra

171
 tions, etc. This will reinforce family and community ties among the community members in
the neighborhood.
These centers will be operated and managed by the private sector according to the specifica-
tions set by MoHo. This is to ensure the quality of the services provided to individuals, as well
as to benefit from the private sector experience in using such sites for social activities, wheth-
er recreational, cultural, artistic, athletic, and otherwise.

10. Active Places

The objective of this initiative is to provide venues for all residents to access and participate
in sports and physical activities. Saudi Arabia currently has less than 10% venues per million
people than Germany. The initiative’s scope includes all public spaces, with specific plans de-
veloped related to schools, universities, urban environments such as parks and plazas, existing
sports locations that are not open to the public, and places of employment. In the next few
years, the initiative targets to reach 30,000 schools and universities, at least 150 companies,
at least 150 sports complexes, and urban areas in each of the Saudi regions. In addition to
identifying and opening up public spaces, the program will arrange more than 300 events to
encourage people to participate in physical activity, inspired by benchmarks such as Malaysia
National Sports Day. This initiative will help transform the areas throughout the Kingdom into
“active venues” to achieve the broader goal of increasing the country’s weekly sports participa-
tion from 13% to 18% by 2020

Initiatives identified as game changers can meet several or all of these criteria.

Pillars Owner Initiative name Reason for selection Expected impact

Drive MoE 6-3-2 Enhance girls’ participa- Milestone change in regulation 2,500 qualified instructors by
Participation tion in sports in schools requires the necessary infrastruc- 2020 (baseline 2017: 46)
ture and support to drive social
impact
Develop Venues GCA 7-1-4 Build an Arts and Culture Iconic landmark that will drive arts Saudi culture and heritage
Island in Jeddah and culture performances, and shared on a global level
improve the Kingdom’s repu-tation
globally Project viewed as an iconic
cultural destination for both
regional and international
visitors

Develop Venues GCA 6-1-7 Open cultural sites Crucial to developing the arts and Development of 16 theatres,
(including theatres, art gal- culture sector and offerings in the 4 cinemas, 140 art galleries
leries and libraries) across the Kingdom (baseline 2017 for all: 0)
Kingdom
Deliver Offerings GCAM 7.2.5 Unlock the cinema sector Iconic social and artistic move for the Diversify entertainment
in Saudi Arabia country; high existing consumption offerings
demand

172
 Pillars Owner Initiative name Reason for selection Expected impact

Develop venues MoHo 2.1.11 Establish high-quality Use such sites to activate social Raise the citizens’ standard
lifestyle facilities in develop- activities whether recreational, cul- of living and well-being in
mental housing projects tural, artistic or sports residential communities.
- Achieve integration of the
different entities’ roles and
increase local content.
- Create new jobs within
residential communities.
Increase the attractiveness
of residential developments,
especially in places outside city
centers.

Develop venues MOCI 7.1.3 Build the Royal Art Iconic landmark that will drive • Royal Arts Complex to be fully
Complex arts and culture performances, built by the end of 2020
and improve the Kingdom’s con- • Around 450,000 tickets to be
tribution to the international and sold in 2021
local cultural scene • Increase cultural and
recreational activities among
Saudi citizens of different age
groups

Drive MoE 6.3.1 Implement art courses Lead change in the perception of • An artistically and
participation for male and female students arts and culture by the younger professionally educated
covering different arts generations; this will drive higher generation in all forms of art
participation in cultural activities • Qualified teachers who
and push Saudi art into the inter- actively participate in
national cultural scene educational exhibitions,
conferences and international
and local events to sharpen
their art teaching skills.

Drive GSA 6.3.12 Organize and host glob- Strengthen the reputation of KSA Host 5 to 10 major
participation al sports events international sports events
annually in KSA
Develop venues GSA 6-1-1 Active Places: Transforming cities into active 80% of universities launch
and healthy plac-es to live is a key mass-participation programs
dimension to improving the quality Increase citizens’ and resi-
of life dents’ participation in sports
activities
Increase access and variety of
sports available in the KSA

Develop a QoL VRP 2-5-11 Cooperate with SAGIA Because of their significant eco- - More than 50 opportunities
sustainable 2020 to promote and develop nomic impact on ensuring sustain- to attract investment
funding model investment opportunities ability and quali-ty of projects - Reduce government
spending
- Maximize the attractiveness
of investment opportunities
for the private sector
- Maximize social and
economic impact
- Prioritize advanced
investments
Maximize competition in the
private sector to ensure quality
and sustainability

173
 Enablers

174
7 Enablers

7.A Portfolio Budget Analysis

This section details out the overall funding needs of the Program and the breakdown of the
government budget requested by Program entities. This only includes budget that is related to
the areas of direct Program ownership, such as entertainment, sports, and culture. For other
areas that are part of the Program, but are also owned by other Programs (e.g. health, safety
and security), we have excluded the required budgets here to avoid double counting with oth-
er Programs.
Delivering the Program’s initiatives to enhance quality of life will require both capital expend-
iture and operational expenditure with funding coming from the public sector, local private
sector, and global investors. Initially, the Program will require public sector investments to
help spur growth. Over time, the Program strategy is to transfer an increasing share of invest-
ment and spending to private investors. The overall breakdown of funding requirements is
summarized in the chart below.

Figure 69: Funding breakdown by type and source

Private investment PIF SAR. BN

25.8 74.5
Public investment
18،1
23،7
17،7 )32%)
24.8
7،8

17،1 50،9
23.8
)68%)
7،7

16،1

2018 2019 2020 2020-2018

NOTE: Totals may not match due to rounded numbers

Note: �e Public Investment Fund has announced a SAR 10 billion entertainment fund to be invested in the sector

Figure 70: Funding breakdown by type and source

Public Capex SAR. BN

17.7 50.9
Public Opex
9،7
27،7
8،0 175
17.1
 Figure 70: Funding breakdown by type and source

Public Capex SAR. BN

17.7 50.9
Public Opex
9،7
27،7
8،0
17.1
9،3

7،7
16.1 23،3
8،6

7،5

2018 2019 2020 2020-2018

NOTE: Totals may not match due to rounded numbers
Note: �e Public Investment Fund has announced a SAR 10 billion entertainment fund to be invested in the sector

Capital expenditure constitutes investments needed to develop the necessary lasting in-
frastructure to enable the livability and lifestyle offerings, e.g. construction of theme parks,
equipment for school gyms, and refurbishment of libraries. This will be covered by 3 sources of
funds:
1. The government’s direct investment through the financing of Quality of Life VRP 2020’s
initiatives
2. The government’s investment through other vehicles, e.g. PIF’s entertainment funds
3. Private investment, e.g. from investors or theme park operators
Operational expenditure, on the other hand, enables the broader sector, e.g. marketing newly
developed lifestyle offerings, providing grants to students studying certain fields related to
lifestyle. This will be covered by 2 sources of funds:
• Government direct expenditure through the financing of QoL VRP 2020’s initiatives
• Potentially, other private sources of funding, e.g. private company CSR as is common in oth-
er countries (not yet assessed)
It is difficult to determine the contribution of the Public Investment Fund to the total private
investment at present. This is due to the method of calculation, which was based on the dif-
ference between public investment (bottom-up initiatives) and the total investment needed
(top-bottom). The Program believes that the Public Investment Fund is a significant source of
investment and thus, a chair of the Investment Committee has been assigned to the Fund’s
representative. The value of Fund’s contribution can be thus determined after the activation of
the Investment Committee.

Figure 71: Funding sources

QOL program’s
entities infrastructure E.g. GSA refurbishing stadium
Capital expenditure
investment Private investor’s
E.g. domestic or foreign investor
infrastructure
(investment) Public fund’s
E.g. PIF entertainment funds
investment building a theme park
infrastructure
investment investment

QOL 2020 program’s entities’ operational Private entity’s financing

expenditure to kick-start sectors operational expenditure
Operational Expenditure
E.g. DAEM financing awareness campaign E.g. company sponsorship through CSR

Included in VRPs Included in VRPs portfolio budget ,

portfolio budget Not estimated for now
but included in macro-economic impact assessment

176
Capital expenditure (lines 1, 2. and 3. above) accounts for the majority of the amount required
to develop the sectors. The share of this amount covered by the public sector is expected to
gradually decrease over time, while the share of CAPEX covered by the private sector is expect-
ed to increase, as summarized in the graph below.

Expected evolution of capital expenditure funding sources

The government’s OPEX will increase over time, due to inflation and the need to manage gov-
ernment services in a fast-growing sector. While the total OPEX are expected to double by
2030, we should consider that the sectors addressed by this Program grow by 6 times their
volume today, which represents more efficient government expenditures per one dollar of the
GDP in 2030.
The delivery plan includes expected operational expenditures for 2020 and beyond. This
amount has been assessed as necessary to enable it to fully manage initiatives, but can be
revised in the future in the event of redefining priorities or redefining the scope. This commit-
ment is not an obligation, but will be necessary to complete initiatives taking into account
current scope and objectives.

Figure 72: Government expenditure to fund VRP initiatives 2018 -2020

17.1
16.0
15.0
12.8 13.9
10.5
9.2 9.4 9.4 9.4
8.8
7.2

7.2

2018 2019 2020 2021 2022 2023 2024 2026 2027 2028 2029 2030
X AXIS

The budget submitted by the Quality of Life Program 2020 comprises requests from entities
to the Ministry of Finance to fund government direct capital expenditures (line 1. above) and
government direct operational expenditure (line 4. above). It excludes funding through other
government vehicles, such as PIF’s Entertainment Fund and from private investors and poten-
tial private contributions to operational expenses.
The relatively higher share of capital expenditure between 2018 and 2022 is explained by the
need to develop core infrastructure in nascent sectors. In time, the private sector will take over
more of the investment burden, but at first the government needs to play a stronger role to
catalyze broader private investment.
Out of the overall funding requirement, approximately two thirds will come from government
budgets. About a third of that amount requested has already been approved as part of pre-
vious government efforts. It is natural that the share of initiatives with previously approved
budgets is lower than in some other programs because many of the entities and initiatives in
the Quality of Life Program 2020 have only been established in the last couple of years.

177
 Figure 73: Approved vs. new budget requests

SAR BN

50.9 16.4

9.0

27.7 7.4
34.5

18.7

23.2
15.8

2020-2018 Initiatives with approved NTP budgets Initiatives without NTP budget

NOTE: Totals may not match due to rounded numbers

Note: �e Public Investment Fund has announced a SAR 10 billion entertainment fund to be CAPEX OPEX
invested in the sector

Incentivize private sector participation

Four factors were identified to incentivize private sector investments. The implementation
of these four factors is essential to facilitate roll out and reduce the burden on private sector
investments.
The four factors identified to incentivize the private sector investments are:
• Provide early public sector investments in key areas
• Offer financial incentives to make up for foregone profits.
• Provide non-financial enablers to limit investment risks
• Manage private sector participation

1. Provide early public sector investments in the key areas

The program will ensure that private sector participation is limited to areas where the private
sector does not contribute to the expected CAPEX and financial returns (e.g. zoos and aquar-
iums, golf courses, theaters, music venues, art galleries and indoor spaces). Public sector
investments may also be used to showcase the sector’s potential (e.g. development projects,
the Opera House, museums, water parks, camel/horse racetracks, mixed-use sports facilities,
public libraries and creative centers).
It is expected for the private sector investments to contribute significantly to medium-size
projects with high expected returns (e.g. cinemas, cafés, family entertainment centers, restau-
rants, and gyms).
PPP’s will be essential in large projects even with an increased estimated return (e.g. race
tracks, stadiums, concert halls, theme parks, aquariums, malls, etc.)

178
 Figure 74: Fund for the private sector to be used for suitable fields
High

‫أ‬3 PPPs ‫أ‬2

Key municipal and
government investment Private sector
PIF
Investment volume

‫ب‬3 Private sector investments 1

Secondary municipal and
government investments PPPs
Private sector and the ‫ب‬2
municipal council
Low

Low Expected revenues on investment High

Public sector Private sector PPPs
investment investment

The public sector’s role will be more important in the early years, where the opportunity attrac-
tiveness need to be showcased. By 2029, the share of public sector investments will decrease
gradually to less than 20%.

Figure 75: Share of public and private investments

17.9 Billion SAR

17.1
16.4

14.6 16.4
8.1
7.8 13.3 13.4 13.6 13.7
7.7 (46%) 12.8 12.6
(45%) 7.4 12.4
(47%) 11.6
(51%) 9.3 10.2 9.7 11.2 11.1 More than
8.1 9.1 (71%) (75%) (81%) 9.9
(70%) (76%) 23/ of the
(63%) 8.4 (73%) (78%)
(73%) investment is
expected to
be
transferred
to the private
8.6 9.3 9.7 7.2 4.7 3.2 3.3 4.0 3.2 3.9 3.8 2.6 2.7 sector in the
(53%) (55%) (54%) (49%) (37%) (27%) (27%) (30%) (24%) (29%) (25%) (19%) (22%) coming years
2018 2019 2020 2121 2022 2023 2024 2025 2026 2027 2028 2029 2030
Note: there has been a slight increase of investments during the period between 2023 - 2030
Private sector and PIF
which revolves around some large investments that does not require any linear investments.
Investment funded by public entities �e diagram from bottom to top was used for the years 2018 - 2020, and the diagram from
top to bottom was used for the years 2021 - 2030. Main assumptipons: Inflation was put into
perspective when the 2018 - 2020 budget was determined.

179
 This investment will generate income for the government sectors in the following years.

Figure 76: Non-oil government revenues. 20182020- (SAR bn)

0.02 0.01
0.06
0.09
0.16

0.25

0.29

GSA VRP housing GCA DAEM GCAM MOE Total

Figure 77: VAT revenues are estimated at around SAR 4 billion for 2018 -2020

B SAR
Type of spend eligible for VAT % Rational
100
96.6

27.7
Consumption 100% All subject to VAT 79.8 90% 80

24.9
60%
Mostly developed 60
23.1
Public investment 90% through contractors 13.9
)i.e. subject to VAT)
80%
40
5%
23.7
18.9
Higher percentage
Private investment 80% 100%
of in-house paid salaries 20
4.0 22.1 22.1

Developed 60% Includes more salaries

Total Spend eligible VAT
spending For VAT collected

Public investment Private investment

development Consumption

2. Offer financial incentives to make up for foregone profits.

The Program will work towards offsetting some financial barriers by providing financial incen-
tives for the private sector participation. Three funds will play an important role in implement-
ing these incentives.
Each fund will have specific objectives according to its type:
Sports Fund
• Equity investments to incubate sports-themed businesses.
• Grants to start and develop sports companies and clubs
• Favorable loans to sports companies and clubs
• Promotion of sports events

180
Cultural Fund
• Grants offered to artists and institutions within each sub-sector
• Funds to encourage cultural innovation, production and dissemination
• Support amateur and professional artistic talent

Entertainment Fund
• Funds to encourage investments in regions with lower commercial attractiveness
• Funds to develop an SME ecosystem to promote content localization
• The elimination of non-financial barriers will be essential to promote private sector invest-
ments

Figure 78: �e Program launched three funds for financial incentives valued at SAR 3 billion.

SAR. BN

�ese funds
4 will be used
as initial
investment
3 1.3 3.2 in emerging
0.6
sectors,
1.2 covering
2 0.6
1.1 profitability
0.4 in certain
0.8 0.6 areas or
1
1.9 targeting
0.7 specific
0 options
2018 2019 2020 Total

Sports fund Culture fund Entertainment fund

3. Provide non-financial enablers to limit investment risks

The VRP ensures the elimination of non-financial barriers that limit private sector participa-
tion.
These barriers include regulatory risks, the legal framework, and social acceptance.

181
 Figure 79: �e elimination of non-financial barriers will be essential to promote private sector investments

�e regulatory framework governing the production of films 7.2.4 Develop and enhance cinema industry
in KSA needs to be developed in KSA
Develop legal
framework
Regulations & policies will be required to implement the best 11.1.2 Develop facilities and urban planning
international standards for the development of housing facilities within housing projects

Media campaigns will be needed to change peoples’ 6.3.21Campaigns to change national behaviors Build social
perception of physical activity to increase population participation acceptance

Production of local content will be incentivized by the creation Establishment of

of incubators that provide services (legal, marketing, and joint 7.2.2 Provide non-financial support for arts environmental
workspace) for artists and institutions and culture sector eco-systems

Awareness of key components of the program will be required

to promote public participation and incentivize consumption 11.6.1 QOL brand development and marketing Awareness

4. Manage private sector participation

The VRP will ensure a process that actively and systemically identifies and maps investors to
investment opportunities. Some of the main tools include: funds to incentivize private sector
investments, a committee on investments at the VRP 2020 Office, and direct cooperation with
SAGIA.

SAGIA has previously helped incentivize private sector participation. A team from SAGIA was
specifically assigned to support the Quality of Life VRP 2020. The team works regularly from
the VRP site and supports two parallel work streams. First: Structuring investment opportu-
nities, including the selection, prioritization, analysis, detailing and collection thereof, testing
their feasibility with investors and publishing them in the investment atlas. Second: Activat-
ing the sector, including the development of the sector’s value proposition, engaging with the
stakeholder, and providing support with the selection of investors.

182
Appendix

183
 8.A. Quality of Life aspirations for major Saudi cities

Riyadh

Modern metropolis with distinctive cultural heritage

Overview

Riyadh is both a modern metropolis with

Riyadh urban construction styles and a historical
and cultural city with distinctive heritage
5,86 M Inhabitants and cultural sites

Riyadh
8 M Inhabitants Plain
Particularly famous for:
•Financial District Mountain
•Developed infrastructures Sea
•Major football clubs
Oases
•Wadi Hanifah natural park
•Horse Centers at Dirab Sand
Rock
Region
Capital

HH Income & Spend 1

Year 2013

14,073 Saudi Income

Total Saudi HH spend

Recreation & culture HH spend

18,740 591
Saudi Spend
)100%) )3%)

Note: Income , spend and population data are per region. Geographical areas are non-exhaustive
1. Average monthly household income and spend )SAR/month)
Source: GaStat, Desktop research, Team analysis

Population Climate
Year 2016 Rainfall )mm) Temperature )deg °C)

60+ 90 90
50–59 68
68
40–49 45
Saudis

Non-Saudis

30–39 45
23
20–29
57% 0 0
10–19
Jan

Feb

Mar

Apr

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

0–9 43%

1,300,000 0 1,300,000 Mean Total Rainfall Sandstorm

Mean Min. Temp Mean Max. Temp

184
 Key infrastructure highlights of Al-Riyadh region
Non-Exhaustive

Stadiums �eme parks

•Prince Faisal bin Fahd Stadium •Star City

•King Saud University Stadium •Al Hokair Land
•King Fahd International Stadium
Racing track
Sports club •King Abdul Aziz Racecourse
•Dirab Golf and Country Club •Reem International Circuit
•Saudi Aviation Club •Dirab Motorsports Park
•Al-Aghar Equestrian Club
UNESCO World Heritage
Site
Nature Reserve
Turaif District
Taif National Park
Museums

Total number: 30

Protected areas1

1. Protected areas are national parks and reserves either protected by Saudi Wildlife Authority or Ministry of Environment, Water, & Agriculture and other
public entities
Source: Saudi Wildlife Authority, Desktop research, Team analysis

Riyadh: Entertainment offering summary – 2030

�emed Shows/
attractions Culture and arts Nature Sightseeing Digital Ent. Sports
Performance arts

1 4 1
7 30 56 14 9 45
�eme Parks Cinema Museums Nature Reserves1 Guided Tours eSports Competitive
Sports
2 large
)# of tournaments )# of major prof.
0 medium )#of cinemas) )# of museums) )# of landmarks)
/year) sports events/ yr)
5 small

1 26 195 9 36
Water Parks �eatres Exhibitions Zoos, Aqua. Recreational
& Flora Sports
)# of Zoos, Aqua. )# of non-prof.
)#of water parks) )#of theatres) )# of titles/year)
& Flora) events/ year)

66 96 64 9
Family Live Events Urban Parks, Extr. & Adv.
Ent Center2 Playgrounds Sports
)M sqm green
)#of FECs) )#of titles/year) )# of sport types)
space)

of which iconic

1 Nature reserves not assessed: Depending on KSA nature and requiring minimal capex investment for facilities, access control, maintenance etc.
2: including arcades
Source: North American Industry Classification System (NAICS), United Nations International Standard Industrial Classification, Team analysis

185
 Additional offering elements

Calendar events: 372 Target offering where ent. categories do not match infrastructure

9 9 Extr. & adv. sports1 14 14 Top landmarks for guided tours:

suitable for city geography: •Kingdom Centre Tower
Shows/ Extr. & Adv. Guided Tours
Performance Arts •Xpogo •Masmak Citadel
Sports
96 Events •Parkour •Al Faisaliyah Center
)# of sport types) •Paragliding )# of landmarks)
•Al Rajhi Grand Mosque
•Vert ramp •Old Dir'aiyah
•BMX •King Khalid Grand Mosque
Culture and Arts •Skateboarding •Imam Turki Bin Abdullah Grand
•Bungee jumping Mosque
195 Events •Skydiving •Wadi Namar
•Wingsuit flying •Othman Ibn A�an Mosque
•Heet Cave
•Princess Latifa Bint Sultan Bin
Sports
Abdulaziz Mosque
81 Events •World Sights Park
•Underground Gallery
•King Fahad Cultural Centre

36 43 9
Recreational Competitive eSports
Sports Sports
)# of non-prof.
)# of major prof. )# of tournaments
sports events/ yr) /year)
events/ year)

1. Sports selected from list of 41 sports on activecities.com

Note: Lists of landmarks and sports types are non-exhaustive
Source: Desktop research, Team analysis

186
 Jeddah

City with plenty of marine spots

Overview

Jeddah beaches are characterized by a

Jeddah corniche that extends 35 km with
restaurants and recreational areas.
3,88 M Inhabitants

Makkah Al Mokarramah
8,32 M Inhabitants Plain
Particularly famous for:
•Largest sea port on the Red Sea Mountain
•Coral reef Sea
•Commercial hub
Oases
•Gateway to Makkah
•Historic Old Jeddah Sand
Rock
Region
Capital

HH Income & Spend 1

Year 2013

13,106 Saudi Income

Total Saudi HH spend

Recreation & culture HH spend

12,649 340
Saudi Spend
)100%) )3%)

Note: Income , spend and population data are per region. Geographical areas are non-exhaustive
1. Average monthly household income and spend )SAR/month)
Source: GaStat, Desktop research, Team analysis

Population Climate
Year 2016 Rainfall )mm) Temperature )deg °C)

60+ 90 90
50–59 68
68
40–49 45
Saudis

Non-Saudis

30–39 45
23
20–29
0 0
10–19 53%
Jan

Feb

Mar

Apr

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

0–9 47%

1,000,000 0 1,000,000 Mean Total Rainfall Sandstorm

Mean Min. Temp Mean Max. Temp

187
 Key infrastructure highlights Makkah Al Mokarramah region
Non-Exhaustive

Stadiums Racing track

•Prince Sultan bin Fahd Stadium Jeddah Raceway

•Prince Abdullah bin Jalwy Stadium
•Prince Sultan bin Fahd Stadium
•Prince Abdullah Al Faisal Stadium UNESCO World Heritage
•King Abdullah Sports City Site
•King Abdulaziz Stadium
Historic Old Jeddah
•King Fahd Stadium

Archeological sights Nature Reserve

•Sulaiman Palace Taif National Park

•Saqqaf Palace
•Shubra Palace

Museums

Total number: 23
Protected areas1

1. Protected areas are national parks and reserves either protected by Saudi Wildlife Authority or Ministry of Environment, Water, & Agriculture and other
public entities
Source: Saudi Wildlife Authority, Desktop research, Team analysis

Jeddah: Entertainment offering summary – 2030

�emed Shows/
attractions Culture and arts Nature Sightseeing Digital Ent. Sports
Performance arts

2
5 32 48 17 6 21
�eme Parks Cinema Museums Nature Reserves1 Guided Tours eSports Competitive
Sports
2 large
)# of tournaments )# of major prof.
0 medium )#of cinemas) )# of museums) )# of landmarks)
/year) sports events/ yr)
5 small

2 28 132 10 24
Water Parks �eatres Exhibitions Zoos, Aqua. Recreational
& Flora Sports
)# of Zoos, Aqua. )# of non-prof.
)#of water parks) )#of theatres) )# of titles/year)
& Flora) events/ year)

35 54 42 11
Family Live Events Urban Parks, Extr. & Adv.
Ent Center2 Playgrounds Sports
)M sqm green
)#of FECs) )#of titles/year) )# of sport types)
space)

of which iconic

1 Nature reserves not assessed: Depending on KSA nature and requiring minimal capex investment for facilities, access control, maintenance etc.
2: including arcades
Source: North American Industry Classification System (NAICS), United Nations International Standard Industrial Classification, Team analysis

188
 Additional offering elements

Calendar events: 241 Target offering where ent. categories do not match infrastructure

11
11 Extr. & adv. sports1 17 17 Top landmarks for guided tours:
suitable for city geography: •Grand Mosque
Shows/ Extr. & Adv. Guided Tours
Performance Arts •Scuba diving •Safa to Marwa
Sports
54 Events •Water skiing •Black Stone
)# of sport types) •Parasailing )# of landmarks)
•Kaaba
•Xpogo •Jabal-al-noor )Mountain of Light)
•Parkour •Abraj Al-Bait Towers
Culture and Arts •Vert ramp •Masjid Taneem
•BMX •Mount Arafat
132 Events •Skateboarding •Bilal Masjid
•Skydiving •UmrahLimo
•Wingsuit flying •Sulaiman Palace,
•Bungee jumping •Saqqaf Palace,
Sports
•Shubra Palace
55 Events •Balad
•Floating Mosque
•Taif National Park
•Jeddah Fountain

24 21 6
Recreational Competitive eSports
Sports Sports
)# of non-prof.
)# of major prof. )# of tournaments
sports events/ yr) /year)
events/ year)

1. Sports selected from list of 41 sports on activecities.com

Note: Lists of landmarks and sports types are non-exhaustive
Source: Desktop research, Team analysis

189
 Madinah

City with famous landmarks

Overview

Madinah presents historical battle sites

Madinah and landmarks as well as heritage areas.

1,24 M Inhabitants
AlMadinah Al Monawarah
2.08 M Inhabitants

Plain
Particularly famous for:
•Religious site Mountain
•Medina is home to the three Sea
oldest mosques
Oases
•Mountains surrounding
Sand
Rock
Region
Capital

HH Income & Spend 1

Year 2013

11,428 Saudi Income

Total Saudi HH spend

Recreation & culture HH spend

16,407 242
Saudi Spend
)100%) )1%)

Note: Income , spend and population data are per region. Geographical areas are non-exhaustive
1. Average monthly household income and spend )SAR/month)
Source: GaStat, Desktop research, Team analysis

Population Climate
Year 2016 Rainfall )mm) Temperature )deg °C)

60+ 90 90
50–59 68
68
40–49 45
Saudis

Non-Saudis

30–39 45
23
20–29
65% 0 0
10–19
Jan

Feb

Mar

Apr

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

0–9 35%

250,000 0 250,000 Mean Total Rainfall Sandstorm

Mean Min. Temp Mean Max. Temp

190
 Key infrastructure highlights Al Madinah Al Monawarah region
Non-Exhaustive

Stadiums UNESCO World Heritage

Site
Prince Mohammed bin Abdul Aziz
Mada'in Saleh
Sports City

Museums

Total number: 2

Madinah: Entertainment offering summary – 2030

�emed Shows/
attractions Culture and arts Nature Sightseeing Digital Ent. Sports
Performance arts

1 19 11 13 2 11
�eme Parks Cinema Museums Nature Reserves1 Guided Tours eSports Competitive
Sports
0 large
)# of tournaments )# of major prof.
1 medium )#of cinemas) )# of museums) )# of landmarks)
/year) sports events/ yr)
0 small

1 7 53 9 9
Water Parks �eatres Exhibitions Zoos, Aqua. Recreational
& Flora Sports
)# of Zoos, Aqua. )# of non-prof.
)#of water parks) )#of theatres) )# of titles/year)
& Flora) events/ year)

15 23 14 14
Family Live Events Urban Parks, Extr. & Adv.
Ent Center2 Playgrounds Sports
)M sqm green
)#of FECs) )#of titles/year) )# of sport types)
space)

1 Nature reserves not assessed: Depending on KSA nature and requiring minimal capex investment for facilities, access control, maintenance etc.
2: including arcades
Source: North American Industry Classification System (NAICS), United Nations International Standard Industrial Classification, Team analysis

191
 Additional offering elements

Calendar events: 96 Target offering where ent. categories do not match infrastructure

14 14 Extr. & adv. sports1 13 13 Top landmarks for guided tours:

suitable for city geography: •Masjid an-Nabi
Shows/ Extr. & Adv. Guided Tours
Performance Arts •Mountain boarding •Quba Mosque
Sports
23 Events •Xpogo •Masjid al-Qiblatain
)# of sport types) •Parkour )# of landmarks)
•Jannatul Baqi
•Rappelling •Grave Of Hamzah
•Hang gliding •�e Seven Mosques
Culture and Arts •Paragliding •Madain Saleh Tombs
•Vert ramp •Mosque of Badr
53 Events •BMX •King Fahd Glorious Quran Printing
•Skateboarding Complex
•Mountain biking •Masjid Al Ghamamah
•Highlining •Masjid Jummah
Sports •Bungee jumping •Abu Bakar Masjed
20Events •Skydiving •Mada'in Saleh
•Wingsuit flying

9 11 2
Recreational Competitive eSports
Sports Sports
)# of non-prof.
)# of major prof. )# of tournaments
sports events/ yr) /year)
events/ year)

1. Sports selected from list of 41 sports on activecities.com

Note: Lists of landmarks and sports types are non-exhaustive
Source: Desktop research, Team analysis

192
 Dammam

City of vast seas and beaches

Overview

Dammam is know as home to vast seas,

Dammam beaches and fishing places.

1,02 M Inhabitants Eastern Region

4.78 M Inhabitants

Plain
Particularly famous for:
•Oil production and chemical industries Mountain
•Coastal sports cities Sea
•Pearl Trading and Fishing
Oases
•Cra�s, Shipbuilding
•Festivals Sand
Rock
Region
Capital

HH Income & Spend 1

Year 2013

16,605 Saudi Income

Total Saudi HH spend

Recreation & culture HH spend

16,936 588
)100%) Saudi Spend
)3%)

Note: Income , spend and population data are per region. Geographical areas are non-exhaustive
1. Average monthly household income and spend )SAR/month)
Source: GaStat, Desktop research, Team analysis

Population Climate
Year 2016 Rainfall )mm) Temperature )deg °C)

60+ 80 60
50–59 60
40
40–49 40
Saudis

Non-Saudis

30–39 20
20
20–29
65% 0 0
10–19
Jan

Feb

Mar

Apr

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

0–9 35%

800,000 0 800,000 Mean Total Rainfall Sandstorm

Mean Min. Temp Mean Max. Temp

193
 Key infrastructure highlights of Eastern Region
Non-Exhaustive

Stadiums �eme parks

•Department of Education •Cobra Amusement Park

Stadium •Castle Park �eme Park
•Prince Nayef bin Abdul Aziz Al Saud
Stadium
•Prince Mohammad bin Fahd Stadium
•Prince Saud bin Jalwy Sports City Racing track

GP Karting
Archeological sights

•Ibrahim Palace
•Tarout Castle & Old Town
Museums

Total number: 14

Protected areas1

1. Protected areas are national parks and reserves either protected by Saudi Wildlife Authority or Ministry of Environment, Water, & Agriculture and other
public entities
Source: Saudi Wildlife Authority, Desktop research, Team analysis

Dammam: Entertainment offering summary – 2030

�emed Shows/
attractions Culture and arts Nature Sightseeing Digital Ent. Sports
Performance arts

3 28 42 4 4 17
�eme Parks Cinema Museums Nature Reserves1 Guided Tours eSports Competitive
Sports
0 large
)# of tournaments )# of major prof.
1 medium )#of cinemas) )# of museums) )# of landmarks)
/year) sports events/ yr)
2 small

1 21 20 6 14
Water Parks �eatres Exhibitions Zoos, Aqua. Recreational
& Flora Sports
)# of Zoos, Aqua. )# of non-prof.
)#of water parks) )#of theatres) )# of titles/year)
& Flora) events/ year)

26 27 11 11
Family Live Events Urban Parks, Extr. & Adv.
Ent Center2 Playgrounds Sports
)M sqm green
)#of FECs) )#of titles/year) )# of sport types)
space)

1 Nature reserves not assessed: Depending on KSA nature and requiring minimal capex investment for facilities, access control, maintenance etc.
2: including arcades
Source: North American Industry Classification System (NAICS), United Nations International Standard Industrial Classification, Team analysis

194
 Additional offering elements

Calendar events: 78 Target offering where ent. categories do not match infrastructure

11
11 Extr. & adv. sports1 4 4 Top landmarks for guided tours:
suitable for city geography: •Tarout Castle & Old Town
Shows/ Extr. & Adv. Guided Tours
Performance Arts •Scuba diving •Ibrahim Palace
Sports
27 Events •Water skiing •�e Heritage Village
)# of sport types) •Parasailing )# of landmarks)
•Dammam Museum of
•Xpogo Archaeology & Ethnography
•Parkour
Culture and Arts •Vert ramp
•BMX
20 Events •Skateboarding
•Skydiving
•Wingsuit flying
•Bungee jumping
Sports

31 Events

14 17 4
Recreational Competitive eSports
Sports Sports
)# of non-prof.
)# of major prof. )# of tournaments
sports events/ yr) /year)
events/ year)

1. Sports selected from list of 41 sports on activecities.com

Note: Lists of landmarks and sports types are non-exhaustive
Source: Desktop research, Team analysis

195
 Tabuk

City of seas and coral reefs

Overview

Tabuk is characterized by its sea, snow

Tabuk and coastline. It is a site of coral reefs for
diving and fishing enthusiasts.
0,57 M Inhabitants

Tabuk
0.89 M Inhabitants Plain
Particularly famous for:
•Diving )Coral reefs) Mountain
•Tree-covered mountain Sea
•Nature reserves
Oases
•Folklore
Sand
Rock
Region
Capital

HH Income & Spend 1

Year 2013

11,775 Saudi Income

Total Saudi HH spend

Recreation & culture HH spend

14,158 335
)100%) )2%) Saudi Spend

Note: Income , spend and population data are per region. Geographical areas are non-exhaustive
1. Average monthly household income and spend )SAR/month)
Source: GaStat, Desktop research, Team analysis

Population Climate
Year 2016 Rainfall )mm) Temperature )deg °C)

60+ 90 60
50–59
Saudis

68 40
40–49 45 20
30–39 80%
Non-Saudis

23 0
20–29
0 -20
10–19
Jan

Feb

Mar

Apr

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

0–9 20%

150,000 0 150,000 Mean Total Rainfall Sandstorm

Mean Min. Temp Mean Max. Temp

196
 Key infrastructure highlights Tabuk region
Non-Exhaustive

Museums

Total number:5

Protected areas1

1. Protected areas are national parks and reserves either protected by Saudi Wildlife Authority or Ministry of Environment, Water, & Agriculture and other
public entities
Source: Saudi Wildlife Authority, Desktop research, Team analysis

Tabuk: Entertainment offering summary – 2030

�emed Shows/
attractions Culture and arts Nature Sightseeing Digital Ent. Sports
Performance arts

1 9 6 8 2 11
�eme Parks Cinema Museums Nature Reserves1 Guided Tours eSports Competitive
Sports
0 large
)# of tournaments )# of major prof.
1 medium )#of cinemas) )# of museums) )# of landmarks)
/year) sports events/ yr)
0 small

0 2 17 3 9
Water Parks �eatres Exhibitions Zoos, Aqua. Recreational
& Flora Sports
)# of Zoos, Aqua. )# of non-prof.
)#of water parks) )#of theatres) )# of titles/year)
& Flora) events/ year)

7 14 6 15
Family Live Events Urban Parks, Extr. & Adv.
Ent Center2 Playgrounds Sports
)M sqm green
)#of FECs) )#of titles/year) )# of sport types)
space)

1 Nature reserves not assessed: Depending on KSA nature and requiring minimal capex investment for facilities, access control, maintenance etc.
2: including arcades
Source: North American Industry Classification System (NAICS), United Nations International Standard Industrial Classification, Team analysis

197
 Additional offering elements

Calendar events: 50 Target offering where ent. categories do not match infrastructure

15 15 Extr. & adv. sports1 8 8 Top landmarks for guided tours:

suitable for city geography: •Taima
Shows/ Extr. & Adv. Guided Tours
Performance Arts •Scuba diving •Tabuk Castle
Sports
14 Events •Water skiing •Albedaa
)# of sport types) •Parasailing )# of landmarks)
•Alwajh
•Xpogo •Desah
•Parkour •Hejaz Railway Station
Culture and Arts •Vert ramp •Prophet's Mosque
•BMX •Museum of Antiquities and
17 Events •Skateboarding Traditional Heritage
•Skydiving
•Wingsuit flying
•Bungee jumping
Sports •Mountain boarding
20 Events •Rappelling
•Mountain biking
•Highlining

9 11 2
Recreational Competitive eSports
Sports Sports
)# of non-prof.
)# of major prof. )# of tournaments
sports events/ yr) /year)
events/ year)

1. Sports selected from list of 41 sports on activecities.com

Note: Lists of landmarks and sports types are non-exhaustive
Source: Desktop research, Team analysis

198
 Buraydah

City of diverse history and culture

Overview

Buraydah is know for its diversity, history,

Buraydah culture and archeological sites.

0,69 M Inhabitants Al Qasim

1.39 M Inhabitants

Plain
Particularly famous for:
•Agriculture Buraidah hosts Mountain
world's largest dates market Sea
•Klijah "traditional sweet" Festival
Oases
•Sand dunes riding
Sand
Rock
Region
Capital

HH Income & Spend 1

Year 2013

13,047 Saudi Income

Total Saudi HH spend

Recreation & culture HH spend

14,560 258
)100%) Saudi Spend
)2%)

Note: Income , spend and population data are per region. Geographical areas are non-exhaustive
1. Average monthly household income and spend )SAR/month)
Source: GaStat, Desktop research, Team analysis

Population Climate
Year 2016 Rainfall )mm) Temperature )deg °C)

60+ 100 60
50–59 75 40
40–49
Saudis

50 20
30–39
Non-Saudis

25 0
20–29 71%
0 -20
10–19
Jan

Feb

Mar

Apr

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

0–9 29%

200,000 0 200,000 Mean Total Rainfall Sandstorm

Mean Min. Temp Mean Max. Temp

199
 Key infrastructure highlights Al Qasim region
Non-Exhaustive

Stadiums Museums

•Department of Education Total number: 2

Stadium
•King Abdullah Sports City )1983)
•Prince Salman bin Abdul Aziz Sports
City

Protected areas1

1. Protected areas are national parks and reserves either protected by Saudi Wildlife Authority or Ministry of Environment, Water, & Agriculture and other
public entities
Source: Saudi Wildlife Authority, Desktop research, Team analysis

Buraydah: Entertainment offering summary – 2030

�emed Shows/
attractions Culture and arts Nature Sightseeing Digital Ent. Sports
Performance arts

1 18 7 5 2 13
�eme Parks Cinema Museums Nature Reserves 1 Guided Tours eSports Competitive
Sports
0 large
)# of tournaments )# of major prof.
1 medium )#of cinemas) )# of museums) )# of landmarks)
/year) sports events/ yr)
2 small

0 4 19 5 11
Water Parks �eatres Exhibitions Zoos, Aqua. Recreational
& Flora Sports
)# of Zoos, Aqua. )# of non-prof.
)#of water parks) )#of theatres) )# of titles/year)
& Flora) events/ year)

12 18 8 9
Family Live Events Urban Parks, Extr. & Adv.
Ent Center2 Playgrounds Sports
)M sqm green
)#of FECs) )#of titles/year) )# of sport types)
space)

1 Nature reserves not assessed: Depending on KSA nature and requiring minimal capex investment for facilities, access control, maintenance etc.
2: including arcades
Source: North American Industry Classification System (NAICS), United Nations International Standard Industrial Classification, Team analysis

200
 Additional offering elements

Calendar events: 61 Target offering where ent. categories do not match infrastructure

9 9 Extr. & adv. sports1 5 5t Top landmarks for guided tours:

suitable for city geography: •�e largest bird park in the Gulf
Shows/ Extr. & Adv. Guided Tours
Performance Arts •Xpogo •�e market for old inventory
Sports
18 Events •Parkour Planner
)# of sport types) •Paragliding )# of landmarks)
•Museum of buraidah
•Vert ramp •Mared Palace
•BMX •Zubaida Road
Culture and Arts •Skateboarding
•Bungee jumping
19 Events •Skydiving
•Wingsuit flying

Sports

24 Events

11 13 2
Recreational Competitive eSports
Sports Sports
)# of non-prof.
)# of major prof. )# of tournaments
sports events/ yr) /year)
events/ year)

1. Sports selected from list of 41 sports on activecities.com

Note: Lists of landmarks and sports types are non-exhaustive
Source: Desktop research, Team analysis

201
 Hail

City of diverse nature and cool weather

Overview

Hail is characterized by its desert , valleys,

Hail mountains and oases as well as its cool
and temperate weather
0,35 M Inhabitants

Hail
0,69 M Inhabitants Plain
Particularly famous for:
•Agriculture Mountain
•Desert & Summer Festival Sea
•Quality of its Arabian Horses
Oases
•Popular arts, songs and poetry
Sand
Rock
Region
Capital

HH Income & Spend 1

Year 2013

14,818 Saudi Income

Total Saudi HH spend

Recreation & culture HH spend

14,832 183
)100%) Saudi Spend
)1%)

Note: Income , spend and population data are per region. Geographical areas are non-exhaustive
1. Average monthly household income and spend )SAR/month)
Source: GaStat, Desktop research, Team analysis

Population Climate
Year 2016 Rainfall )mm) Temperature )deg °C)

60+ 15 60
50–59 40
10
Saudis

40–49 20
30–39 5
Non-Saudis

77% 0
20–29
0 -20
10–19
Jan

Feb

Mar

Apr

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

0–9 23%

130,000 0 130,000 Mean Total Rainfall Sandstorm

Mean Min. Temp Mean Max. Temp

202
 Key infrastructure highlights Hail region
Non-Exhaustive

Stadiums UNESCO World Heritage

Site
•Prince Abdul Aziz bin Msaad
Hail Rock Art
Stadium

Archeological sights Museums

Total number: 5
•Jubbah Archeological City
•Airif Castle
•Qishleh Ha'il

Protected areas1

1. Protected areas are national parks and reserves either protected by Saudi Wildlife Authority or Ministry of Environment, Water, & Agriculture and other
public entities
Source: Saudi Wildlife Authority, Desktop research, Team analysis

Hail: Entertainment offering summary – 2030

�emed Shows/
attractions Culture and arts Nature Sightseeing Digital Ent. Sports
Performance arts

1 9 11 13 3 23
�eme Parks Cinema Museums Nature Reserves1 Guided Tours eSports Competitive
Sports
0 large
)# of tournaments )# of major prof.
1 medium )#of cinemas) )# of museums) )# of landmarks)
/year) sports events/ yr)
2 small

0 2 88 2 15
Water Parks �eatres Exhibitions Zoos, Aqua. Recreational
& Flora Sports
)# of Zoos, Aqua. )# of non-prof.
)#of water parks) )#of theatres) )# of titles/year)
& Flora) events/ year)

6 160 4 14
Family Live Events Urban Parks, Extr. & Adv.
Ent Center2 Playgrounds Sports
)M sqm green
)#of FECs) )#of titles/year) )# of sport types)
space)

1 Nature reserves not assessed: Depending on KSA nature and requiring minimal capex investment for facilities, access control, maintenance etc.
2: including arcades
Source: North American Industry Classification System (NAICS), United Nations International Standard Industrial Classification, Team analysis

203
 Additional offering elements

Calendar events: 286 Target offering where ent. categories do not match infrastructure

14 14 Extr. & adv. sports1 13 13 Top landmarks for guided tours:

suitable for city geography: •Barzan Palace
Shows/ Extr. & Adv. Guided Tours
Performance Arts •Mountain boarding •Hail Rock Art
Sports
160 Events •Xpogo •Qishleh Ha'il
)# of sport types) •Parkour )# of landmarks)
•Airif Castle
•Rappelling •Jubbah Archeological City
•Hang gliding •Almguah Gate National Park
Culture and Arts •Paragliding •Shoaib Joe mountains AJA
•Vert ramp •Qishlah Palace Castle
88 Events •BMX •Jabal al Manjour
•Skateboarding •Umm Sanman
•Mountain biking •Janin Cave
•Highlining •Yatib
Sports •Bungee jumping •Shuwaymis rock art site
38 Events •Skydiving
•Wingsuit flying

15 23 3
Recreational Competitive eSports
Sports Sports
)# of non-prof.
)# of major prof. )# of tournaments
sports events/ yr) /year)
events/ year)

1. Sports selected from list of 41 sports on activecities.com

Note: Lists of landmarks and sports types are non-exhaustive
Source: Desktop research, Team analysis

204
 Najran

City of heritage and land of nature

Overview

Najran is know for its nature, biodiversity,

Najran history, archeology and heritage .

0,34 M Inhabitants

Plain
Particularly famous for:
•Cultural institutions and Architectural heritage Najran Mountain
•Traditional industries, folklore and traditional 0,57 M Inhabitants Sea
dancing
Oases
•Sport centers, natural parks and Wells and
groundwater Sand
Rock
Region
Capital

HH Income & Spend 1

Year 2013

12,832 Saudi Income

Total Saudi HH spend

Recreation & culture HH spend

9,645 291
)100%) Saudi Spend
)3%)

Note: Income , spend and population data are per region. Geographical areas are non-exhaustive
1. Average monthly household income and spend )SAR/month)
Source: GaStat, Desktop research, Team analysis

Population Climate
Year 2016 Rainfall )mm) Temperature )deg °C)

60+ 60 60
50–59
40 40
Saudis

40–49
30–39 20 20
Non-Saudis

76%
20–29
0 0
10–19
Jan

Feb

Mar

Apr

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

0–9 24%

80,000 0 80,000 Mean Total Rainfall Sandstorm

Mean Min. Temp Mean Max. Temp

205
 Key infrastructure highlights Najran region
Non-Exhaustive

Archeological sights Museums

Amarah Historic Palace Total number: 2

Protected areas1

1. Protected areas are national parks and reserves either protected by Saudi Wildlife Authority or Ministry of Environment, Water, & Agriculture and other
public entities
Source: Saudi Wildlife Authority, Desktop research, Team analysis

Najran: Entertainment offering summary – 2030

�emed Shows/
attractions Culture and arts Nature Sightseeing Digital Ent. Sports
Performance arts

1 6 2 8 3 21
�eme Parks Cinema Museums Nature Reserves1 Guided Tours eSports Competitive
Sports
2 large
)# of tournaments )# of major prof.
0 medium )#of cinemas) )# of museums) )# of landmarks)
/year) sports events/ yr)
5 small

0 2 188 1 14
Water Parks �eatres Exhibitions Zoos, Aqua. Recreational
& Flora Sports
)# of Zoos, Aqua. )# of non-prof.
)#of water parks) )#of theatres) )# of titles/year)
& Flora) events/ year)

4 132 4 14
Family Live Events Urban Parks, Extr. & Adv.
Ent Center2 Playgrounds Sports
)M sqm green
)#of FECs) )#of titles/year) )# of sport types)
space)

1 Nature reserves not assessed: Depending on KSA nature and requiring minimal capex investment for facilities, access control, maintenance etc.
2: including arcades
Source: North American Industry Classification System (NAICS), United Nations International Standard Industrial Classification, Team analysis

206
 Additional offering elements

Calendar events: 355 Target offering where ent. categories do not match infrastructure

14 14 Extr. & adv. sports1 8 8 Top landmarks for guided tours:

suitable for city geography: •Al Okhdood Archaeological Site
Shows/ Extr. & Adv. Guided Tours
Performance Arts •Mountain boarding •Amarah Historic Palace
Sports
132 Events •Xpogo •Abi Al-Rshash valley
)# of sport types) •Parkour )# of landmarks)
•Nahoqa Valley
•Rappelling •Raaom Hill
•Hang gliding •Najran Dam
Culture and Arts •Paragliding •�e Al-Aan Palace
•Vert ramp •Najran Popular Market
188 Events •BMX
•Skateboarding
•Mountain biking
•Highlining
Sports •Bungee jumping
35 Events •Skydiving
•Wingsuit flying

14 21 3
Recreational Competitive eSports
Sports Sports
)# of non-prof.
)# of major prof. )# of tournaments
sports events/ yr) /year)
events/ year)

1. Sports selected from list of 41 sports on activecities.com

Note: Lists of landmarks and sports types are non-exhaustive
Source: Desktop research, Team analysis

207
 Abha

City of tradition and modernism

Overview

Abha includes monuments, palaces and

Abha old souks as well as modern commercial
centers.
0,27 M Inhabitants

Plain
Particularly famous for:
•Mild climate Aseer Mountain
•Sport activities such as climbing, mountain 2,16 M Inhabitants Sea
bikes and paragliding
Oases
• Festivals
•Marine wildlife Sand
Rock
Region
Capital

HH Income & Spend 1

Year 2013

12,651 Saudi Income

Total Saudi HH spend

Recreation & culture HH spend

15,611 593
)100%) Saudi Spend
)4%)

Note: Income , spend and population data are per region. Geographical areas are non-exhaustive
1. Average monthly household income and spend )SAR/month)
Source: GaStat, Desktop research, Team analysis

Population Climate
Year 2016 Rainfall )mm) Temperature )deg °C)

60+ 60 40
50–59 30
40
Saudis

40–49
20
30–39 20
Non-Saudis

79% 10
20–29
0 0
10–19
Jan

Feb

Mar

Apr

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

0–9
21%

250,000 0 250,000 Mean Total Rainfall Sandstorm

Mean Min. Temp Mean Max. Temp

208
 Key infrastructure highlights Aseer region
Non-Exhaustive

Stadiums �eme parks

Prince Sultan bin Abdul Aziz •Al Salam �eme Park

Stadium •Abha Palace �eme Park

Nature Reserve Museums

Total number: 8
Asir National Park

Protected areas1

1. Protected areas are national parks and reserves either protected by Saudi Wildlife Authority or Ministry of Environment, Water, & Agriculture and other
public entities
Source: Saudi Wildlife Authority, Desktop research, Team analysis

Abha: Entertainment offering summary – 2030

�emed Shows/
attractions Culture and arts Nature Sightseeing Digital Ent. Sports
Performance arts

1 18 12 9 3 19
�eme Parks Cinema Museums Nature Reserves1 Guided Tours eSports Competitive
Sports
0 large
)# of tournaments )# of major prof.
0 medium )#of cinemas) )# of museums) )# of landmarks)
/year) sports events/ yr)
2 small

0 5 176 11 12
Water Parks �eatres Exhibitions Zoos, Aqua. Recreational
& Flora Sports
)# of Zoos, Aqua. )# of non-prof.
)#of water parks) )#of theatres) )# of titles/year)
& Flora) events/ year)

17 85 3 14
Family Live Events Urban Parks, Extr. & Adv.
Ent Center2 Playgrounds Sports
)M sqm green
)#of FECs) )#of titles/year) )# of sport types)
space)

1 Nature reserves not assessed: Depending on KSA nature and requiring minimal capex investment for facilities, access control, maintenance etc.
2: including arcades
Source: North American Industry Classification System (NAICS), United Nations International Standard Industrial Classification, Team analysis

209
 Additional offering elements

Calendar events: 293 Target offering where ent. categories do not match infrastructure

14 14 Extr. & adv. sports1 9 9 Top landmarks for guided tours:

suitable for city geography: •Asir National Park
Shows/ Extr. & Adv. Guided Tours
Performance Arts •Mountain boarding •Al Mi�aha Art Village
Sports
85 Events •Xpogo •Shada Archeological Palace
)# of sport types) •Parkour )# of landmarks)
•Tihama Valleys
•Rappelling •Princes Sultans Park
•Hang gliding •Al Habalah
Culture and Arts •Paragliding •Al Soudah
•Vert ramp •Raydah Escarpment Reserve
176 Events •BMX •Malaki Dam Lake and Wadi Jawah
•Skateboarding
•Mountain biking
•Highlining
Sports •Bungee jumping
31 Events •Skydiving
•Wingsuit flying

12 19 3
Recreational Competitive eSports
Sports Sports
)# of non-prof.
)# of major prof. )# of tournaments
sports events/ yr) /year)
events/ year)

1. Sports selected from list of 41 sports on activecities.com

Note: Lists of landmarks and sports types are non-exhaustive
Source: Desktop research, Team analysis

210
 Arar

City of fertile land

Overview

Arar is a city with plateaus, valleys and

Arar plains, and is characterized by its fertile
land
0,19 M Inhabitants

Northern borders
0,36 M Inhabitants Plain
Particularly famous for:
•Fertile pasture lands )sheep and camel herding) Mountain
•Falconry Festival Sea
•Wildlife in the desert
Oases
Sand
Rock
Region
Capital

HH Income & Spend 1

Year 2013

12,985 Saudi Income

Total Saudi HH spend

Recreation & culture HH spend

14,054 513
)100%) Saudi Spend
)4%)

Note: Income , spend and population data are per region. Geographical areas are non-exhaustive
1. Average monthly household income and spend )SAR/month)
Source: GaStat, Desktop research, Team analysis

Population Climate
Year 2016 Rainfall )mm) Temperature )deg °C)

60+ 30 40
50–59
20 20
Saudis

40–49
30–39 10 0
Non-Saudis

79%
20–29
0 -20
10–19
Jan

Feb

Mar

Apr

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

0–9
21%

50,000 0 50,000 Mean Total Rainfall Sandstorm

Mean Min. Temp Mean Max. Temp

211
 Key infrastructure highlights Northern Borders region
Non-Exhaustive

Museums

Total number: 1

Protected areas1

1. Protected areas are national parks and reserves either protected by Saudi Wildlife Authority or Ministry of Environment, Water, & Agriculture and other
public entities
Source: Saudi Wildlife Authority, Desktop research, Team analysis

Arar: Entertainment offering summary – 2030

�emed Shows/
attractions Culture and arts Nature Sightseeing Digital Ent. Sports
Performance arts

1 5 1 0 1 11
�eme Parks Cinema Museums Nature Reserves1 Guided Tours eSports Competitive
Sports
0 large
)# of tournaments )# of major prof.
1 medium )#of cinemas) )# of museums) )# of landmarks)
/year) sports events/ yr)
2 small

0 1 79 0 7
Water Parks �eatres Exhibitions Zoos, Aqua. Recreational
& Flora Sports
)# of Zoos, Aqua. )# of non-prof.
)#of water parks) )#of theatres) )# of titles/year)
& Flora) events/ year)

2 77 2 9
Family Live Events Urban Parks, Extr. & Adv.
Ent Center2 Playgrounds Sports
)M sqm green
)#of FECs) )#of titles/year) )# of sport types)
space)

of which iconic

1 Nature reserves not assessed: Depending on KSA nature and requiring minimal capex investment for facilities, access control, maintenance etc.
2: including arcades
Source: North American Industry Classification System (NAICS), United Nations International Standard Industrial Classification, Team analysis

212
 Additional offering elements

Calendar events: 176 Target offering where ent. categories do not match infrastructure

9 9 Extr. & adv. sports1 NA Top landmarks for guided

suitable for city geography: tours
Shows/ Extr. & Adv. Guided Tours
Performance Arts •Xpogo
Sports
77 Events •Parkour
)# of sport types) •Paragliding )# of landmarks)
•Vert ramp
•BMX
Culture and Arts •Skateboarding
•Bungee jumping
79 Events •Skydiving
•Wingsuit flying

Sports

18 Events

7 11 1
Recreational Competitive eSports
Sports Sports
)# of non-prof.
)# of major prof. )# of tournaments
sports events/ yr) /year)
events/ year)

1. Sports selected from list of 41 sports on activecities.com

Note: Lists of landmarks and sports types are non-exhaustive
Source: Desktop research, Team analysis

213
 Sakakah

City of natural biodiversity and cultural heritage

Overview

Sakaka is known for both its biodiverse of

Sakakah natural resources as well as its cultural
heritage
0,17 M Inhabitants

Al-Jouf
0,49 M Inhabitants Plain
Particularly famous for:
•Olive festival, fruits festival, Mountain
and Palm trees Sea
•Wildlife diversity
Oases
Sand
Rock
Region
Capital

HH Income & Spend 1

Year 2013

11,084 Saudi Income

Total Saudi HH spend

Recreation & culture HH spend

13,009 318
)100%) Saudi Spend
)2%)

Note: Income , spend and population data are per region. Geographical areas are non-exhaustive
1. Average monthly household income and spend )SAR/month)
Source: GaStat, Desktop research, Team analysis

Population Climate
Year 2016 Rainfall )mm) Temperature )deg °C)

60+ 30 40
50–59
20 20
Saudis

40–49
30–39 10 0
Non-Saudis

75%
20–29
0 -20
10–19
Jan

Feb

Mar

Apr

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

0–9
25%

65,000 0 65,000 Mean Total Rainfall Sandstorm

Mean Min. Temp Mean Max. Temp

214
 Key infrastructure highlights Northern Borders region
Non-Exhaustive

Museums

Total number: 5

Protected areas1

1. Protected areas are national parks and reserves either protected by Saudi Wildlife Authority or Ministry of Environment, Water, & Agriculture and other
public entities
Source: Saudi Wildlife Authority, Desktop research, Team analysis

Sakakah: Entertainment offering summary – 2030

�emed Shows/
attractions Culture and arts Nature Sightseeing Digital Ent. Sports
Performance arts

1 6 2 11 1 10
�eme Parks Cinema Museums Nature Reserves1 Guided Tours eSports Competitive
Sports
0 large
)# of tournaments )# of major prof.
0 medium )#of cinemas) )# of museums) )# of landmarks)
/year) sports events/ yr)
1 small

0 1 56 0 7
Water Parks �eatres Exhibitions Zoos, Aqua. Recreational
& Flora Sports
)# of Zoos, Aqua. )# of non-prof.
)#of water parks) )#of theatres) )# of titles/year)
& Flora) events/ year)

3 68 2 9
Family Live Events Urban Parks, Extr. & Adv.
Ent Center2 Playgrounds Sports
)M sqm green
)#of FECs) )#of titles/year) )# of sport types)
space)

1 Nature reserves not assessed: Depending on KSA nature and requiring minimal capex investment for facilities, access control, maintenance etc.
2: including arcades
Source: North American Industry Classification System (NAICS), United Nations International Standard Industrial Classification, Team analysis

215
 Additional offering elements

Calendar events: 141 Target offering where ent. categories do not match infrastructure

9
9 Extr. & adv. sports1 11 11 Top landmarks for guided tours:
suitable for city geography: •Dumat Al-Jundal
Shows/ Extr. & Adv. Guided Tours
Performance Arts •Xpogo •Qasr Marid
Sports
68 Events •Parkour •Za'abal Castle
)# of sport types) •Paragliding )# of landmarks)
•Al-Rajajil
•Vert ramp •�e oasis of Dumat Al-Jandal
•BMX •Sisrah Well
Culture and Arts •Skateboarding •Hudrah Cave: Rocky-Drawings
•Bungee jumping •Al Towair Site
56 Events •Skydiving •Al Rajajeal Antiquities "Erected
•Wingsuit flying Stones"
•Omar Bin Al Khattab mosque
•Lake of Dumat Al Jandal
Sports

17 Events

7 10 1
Recreational Competitive eSports
Sports Sports
)# of non-prof.
)# of major prof. )# of tournaments
sports events/ yr) /year)
events/ year)

1. Sports selected from list of 41 sports on activecities.com

Note: Lists of landmarks and sports types are non-exhaustive
Source: Desktop research, Team analysis

216
 Jazan

City of varied elements of picturesque nature

Overview

Jazan is characterized by its sea, islands,

Jazan mountains and plains.

0,14 M Inhabitants

Plain
Particularly famous for:
•Festivals Jazan Mountain
•Port 1,54 M Inhabitants
Sea
•Mountains and hot springs
Oases
•Sports events and Adventure activities
Sand
Rock
Region
Capital

HH Income & Spend 1

Year 2013

11,685 Saudi Income

Total Saudi HH spend

Recreation & culture HH spend

12,093 341
)100%) Saudi Spend
)3%)

Note: Income , spend and population data are per region. Geographical areas are non-exhaustive
1. Average monthly household income and spend )SAR/month)
Source: GaStat, Desktop research, Team analysis

Population Climate
Year 2016 Rainfall )mm) Temperature )deg °C)

60+ 60 60
50–59
Saudis

40 40
40–49
30–39 20 20
Non-Saudis

77%
20–29
0 0
10–19
Jan

Feb

Mar

Apr

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

0–9
23%

200,000 0 200,000 Mean Total Rainfall Sandstorm

Mean Min. Temp Mean Max. Temp

217
 Key infrastructure highlights Jazan region
Non-Exhaustive

Stadiums

King Faisal Sports City

Nature Reserve Museums

Total number: 2
Asir National Park

Protected areas1

1. Protected areas are national parks and reserves either protected by Saudi Wildlife Authority or Ministry of Environment, Water, & Agriculture and other
public entities
Source: Saudi Wildlife Authority, Desktop research, Team analysis

Jazan: Entertainment offering summary – 2030

�emed Shows/
attractions Culture and arts Nature Sightseeing Digital Ent. Sports
Performance arts

1 12 8 6 1 9
�eme Parks Cinema Museums Nature Reserves1 Guided Tours eSports Competitive
Sports
0 large
)# of tournaments )# of major prof.
1 medium )#of cinemas) )# of museums) )# of landmarks)
/year) sports events/ yr)
2 small

0 3 88 6 6
Water Parks �eatres Exhibitions Zoos, Aqua. Recreational
& Flora Sports
)# of Zoos, Aqua. )# of non-prof.
)#of water parks) )#of theatres) )# of titles/year)
& Flora) events/ year)

12 42 1 11
Family Live Events Urban Parks, Extr. & Adv.
Ent Center2 Playgrounds Sports
)M sqm green
)#of FECs) )#of titles/year) )# of sport types)
space)

1 Nature reserves not assessed: Depending on KSA nature and requiring minimal capex investment for facilities, access control, maintenance etc.
2: including arcades
Source: North American Industry Classification System (NAICS), United Nations International Standard Industrial Classification, Team analysis

218
 Additional offering elements

Calendar events: 145 Target offering where ent. categories do not match infrastructure

11 9 Extr. & adv. sports1 6 11 Top landmarks for guided tours:

suitable for city geography: •Dumat Al-Jundal
Shows/ Extr. & Adv. Guided Tours
Performance Arts •Xpogo •Qasr Marid
Sports
42 Events •Parkour •Za'abal Castle
)# of sport types) •Paragliding )# of landmarks)
•Al-Rajajil
•Vert ramp •�e oasis of Dumat Al-Jandal
•BMX •Sisrah Well
Culture and Arts •Skateboarding •Hudrah Cave: Rocky-Drawings
•Bungee jumping •Al Towair Site
88 Events •Skydiving •Al Rajajeal Antiquities "Erected
•Wingsuit flying Stones"
•Omar Bin Al Khattab mosque
•Lake of Dumat Al Jandal
Sports

15 Events

6 9 1
Recreational Competitive eSports
Sports Sports
)# of non-prof.
)# of major prof. )# of tournaments
sports events/ yr) /year)
events/ year)

1. Sports selected from list of 41 sports on activecities.com

Note: Lists of landmarks and sports types are non-exhaustive
Source: Desktop research, Team analysis

219
 Al-Bahah

City of cultural heritage and natural diversity

Overview

Al-Bahah is one of the Kingdom’s prime

Al-Bahah tourist attractions known for its
components of heritage, natural
0,11M Inhabitants resources and cool weather.
Al-Bahah
0,47 M Inhabitants
Plain
Particularly famous for:
•Climate and forests Mountain
•Historic attractions Sea
•Cra�s and local industries
Oases
•Mountains for Adventure and Hiking
Sand
Rock
Region
Capital

HH Income & Spend 1

Year 2013

14,976 Saudi Income

Total Saudi HH spend

Recreation & culture HH spend

16,053 372
)100%) Saudi Spend
)2%)

Note: Income , spend and population data are per region. Geographical areas are non-exhaustive
1. Average monthly household income and spend )SAR/month)
Source: GaStat, Desktop research, Team analysis

Population Climate
Year 2016 Rainfall )mm) Temperature )deg °C)

60+ 30 40
Saudis

50–59 30
20
40–49
81% 20
30–39 10
Non-Saudis

10
20–29
0 0
10–19
Jan

Feb

Mar

Apr

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

0–9
19%

65,000 0 65,000 Mean Total Rainfall Sandstorm

Mean Min. Temp Mean Max. Temp

220
 Key infrastructure highlights Al-Bahah region
Non-Exhaustive

Museums

Total number: 2

Protected areas1

1. Protected areas are national parks and reserves either protected by Saudi Wildlife Authority or Ministry of Environment, Water, & Agriculture and other
public entities
Source: Saudi Wildlife Authority, Desktop research, Team analysis

Al-Bahah: Entertainment offering summary – 2030

�emed Shows/
attractions Culture and arts Nature Sightseeing Digital Ent. Sports
Performance arts

1 4 3 9 1 7
�eme Parks Cinema Museums Nature Reserves1 Guided Tours eSports Competitive
Sports
0 large
)# of tournaments )# of major prof.
0 medium )#of cinemas) )# of museums) )# of landmarks)
/year) sports events/ yr)
1 small

0 5 69 1 4
Water Parks �eatres Exhibitions Zoos, Aqua. Recreational
& Flora Sports
)# of Zoos, Aqua. )# of non-prof.
)#of water parks) )#of theatres) )# of titles/year)
& Flora) events/ year)

4 34 1 15
Family Live Events Urban Parks, Extr. & Adv.
Ent Center2 Playgrounds Sports
)M sqm green
)#of FECs) )#of titles/year) )# of sport types)
space)

1 Nature reserves not assessed: Depending on KSA nature and requiring minimal capex investment for facilities, access control, maintenance etc.
2: including arcades
Source: North American Industry Classification System (NAICS), United Nations International Standard Industrial Classification, Team analysis

221
 Additional offering elements

Calendar events: 114 Target offering where ent. categories do not match infrastructure

15 15 Extr. & adv. sports1 9 9 Top landmarks for guided tours:

suitable for city geography: •Zee Ain Heritage Village
Shows/ Extr. & Adv. Guided Tours
Performance Arts •Mountain boarding •Dhee Ayn
Sports
34 Events •Xpogo •Mount shada
)# of sport types) •Parkour )# of landmarks)
•�e village of Mount tied down
•Rappelling •Mount Sorrow
•Hang gliding •Sea Village
Culture and Arts •Paragliding •Dar Fort Village
•Vert ramp •Shamlani Museum
69 Events •BMX •Raghadan Forest Park
•Skateboarding
•Mountain biking
•Highlining
Sports •Bungee jumping
11 Events •Skydiving
•Wingsuit flying

4 7 1
Recreational Competitive eSports
Sports Sports
)# of non-prof.
)# of major prof. )# of tournaments
sports events/ yr) /year)
events/ year)

1. Sports selected from list of 41 sports on activecities.com

Note: Lists of landmarks and sports types are non-exhaustive
Source: Desktop research, Team analysis

8.B. Metrics and Metrics Trajectories

Details on Program Metrics and Metrics Trajectories (1/9)

Unit Definition Baseline 2018 2019 2020 Rationale and Assumptions

Number of cities in the top 100 of

most liveable cities of the Econ-
Top recognized omist Intelligence Unit based Aspirations aligned with Vision
cities in the world 0 0 0 1
on: Stability, Healthcare, Culture 2030
& Environment, Education and
Infrastructure

Score on OECD Programme for Become regional leader in PISA

PISA Reading score International Student Assess- reading scores by 2020, and
N/A 460 460 460
ment (PISA) Reading tests for reach entry point of most livea-
15-year-old students ble countries by 2030

222
 Reach top performers among
The number of universities in the
Number of local countries in the subsequent
top 200 universities and institu-
universities that are tions globally as measured by the livability bracket by 2020, and
2 3 3 3
ranked globally have all KSA universities cur-
Times Higher Education World
rently considered in the study
University Rankings
in the top 200 by 2030

Global Talent Com- Annual Index developed by

Improve “input” factors for the
petitiveness Index INSEAD that measures how
39 39 38 37 index by 2020, and become
2017 countries grow, attract and
regional leader by 2030
retain talent
Number of unemployed persons
Unemployment rate Aspirations aligned with Vision
as a percentage of the labour 13 11 10 9
2030
force

Details on Program Metrics and Metrics Trajectories (2/9)

Unit Definition Baseline 2018 2019 2020 Rationale and Assumptions

Female labor force as a percent-

age of the total - labor force
Female employment comprises people ages 15 and
Aspirations aligned with Vision
rate older who meet the Interna- 21 23 25 28
2030
tional Labour Organization’s
definition of the economically
active population
% of population that Percentage of the population Aspirations aligned with Hous-
is a homeowner 50 53 57 60
that owns a home ing VRP

Housing stock house- Number of available housing Maintain current levels until
holds units divided by number of 0.99 0.99 0.99 0.99 2020, and reach entry point of
households most liveable countries by 2030

223
 Dedicate 60% of open space
Green space sqm/ increase projection of MoMRA
Available green space, reachable
capita 0.9 1.09 1.27 1.46 towards developing green spac-
within 15mins
es by 2020, and achieve WHO
guidelines by 2030

Number of steps tak- The number of walking steps and Maintain current levels until
en per person per day individual would take on a single 3807 3850 3920 4040 2020, and reach entry point of
day most liveable countries by 2030

Details on Program Metrics and Metrics Trajectories (3/9)

Unit Definition Baseline 2018 2019 2020 Rationale and Assumptions

Average level of exposure
Gain momentum for 2030
of a nation’s population to
PM 2.5 air target with linear growth by
concentrations of suspended
pollution 106 102 97 93 2020, and reach entry point of
particles measuring less than
countries in subsequent livabili-
2.5 microns in aerodynamic
ty bracket by 2030
diameter
Maintain current levels until
Direct in- 2020, and upgrade Jeddah to
ternational Riyadh: 56, Riyadh: 56, Riyadh: 56, Riyadh: 56,
Number of direct interna- reach Helsinki road network
flights (either tional destinations flights of Jeddah: 84, Jeddah: 84, Jeddah: 84, Jeddah: 84,
level, Riyadh to reach Vancouver
by city or by either by city or by frequency Dammam: Dammam: Dammam: Dammam:
road network level, Dammam
frequency) 33 33 33 33
to reach current Riyadh road
network level by 2030

Road traffic Reduce 7% each year (in line

deaths per with global benchmarks of
Number of road traffic deaths
100, 000 28 26 25 23 7-10%) by 2020, and reach entry
per 100,000 inhabitants
inhabitants point of most liveable countries
by 2030
#Hours that Average number of hours
a commuter Riyadh: 39, Riyadh: 39, Riyadh: 39, Riyadh: 39,
spent Maintain current positioning by
spends in Jeddah: 29, Jeddah: 29, Jeddah: 29, Jeddah: 29,
per year in traffic as meas- 2020, and reduce Riyadh traffic
traffic in a Dammam: Dammam: Dammam: Dammam:
ured by the Inrix Global to Dubai levels by 2030
year 12 12 12 12
Traffic Scorecard
Annual jour- Measures the average an- Increase based on metro Riyadh
neys in public nual number of journeys per development plan by 2020,
transport per person across KSA through 0 5 10 15
and reach entry point of most
capita public transportation means liveable countries by 2030

Details on Program Metrics and Metrics Trajectories (4/9)

Unit Definition Baseline 2018 2019 2020 Rationale and Assumptions
Increase at 50% rate, based on
early adoption curve by 2020,
Penetration of electric Projections for electric car sales
and align with the targets of
cars in 2030 as a percentage of total %0.0 %0.5 %1.0 %1.5
the Electrical Vehicle Initiative
car sales
of the International Energy
Agency by 2030

% of renewable Gain momentum for 2030 tar-

energy to total energy Share of renewables in total get with linear growth by 2020,
0.0% 1.3% 2.6%  4.0%
used energy requirements and reach entry point of most
liveable countries by 2030 

% of recycled waste  Gain momentum for 2030 tar-

from total waste Share of waste that is recycled of get with linear growth by 2020,
12.5% 22%  31%  40%
produced all waste produced and reach average rank of most
liveable countries by 2030
The number of devices Reach 1.5x of global average
Devices connected to connected to the internet per projections by 2020, and reach
internet per person 3.6 4 5 6
person, including Consumer and 2x of global average projections
Industrial IoT devices by 2030

224
 Measures the propensity
for countries to exploit Gain momentum for 2030
Network Readiness the opportunities offered target with linear growth by
Index (Rank) 33 31 28 25
by information and 2020, and reach average rank of
communications technology most liveable countries by 2030
(ICT)
Details on Program Metrics and Metrics Trajectories (5/9)

Unit Definition Baseline 2018 2019 2020 Rationale and Assumptions

Gain momentum for 2030
International Total number of international target with linear growth
homicides by 100,000 homicides per 100,000 1.5 1.45 1.4 1.3 by 2020, and become top
inhabitants inhabitants performer amongst most
liveable countries by 2030
Evaluation based on the
question: “Is violent crime likely
Maintain low levels of violent
to pose a significant problem
Level of violent crime for government and/or business crime to remain at par with
1 1 1 1
most liveable countries until
over the next two years?” as
2030
measured by the Social Progress
Index
An assessment of the level of
domestic security and the degree Track criminality perception by
Perceived criminality to which other citizens can be 3 3 3 2 benchmarking most liveable
trusted as measured by the countries
Social Progress Index

Details on Program Metrics and Metrics Trajectories (6/9)

Unit Definition Baseline 2018 2019 2020 Rationale and Assumptions

Annual index published by
the UN, resting on holistic
view of e-government
Gain momentum for 2030
e-Government development, based on three
target with linear growth by
Survey Index important dimensions: (i) the 44 37 31 24
2020 in line with Vision 2030›s
availability of online services,
target
(ii) telecommunication
infrastructure and (iii) human
capacity
Measures the perceptions on
Corruption the misuse of public power for Gain momentum for 2030
Perception Index private benefit as measured target with linear growth by
62 57 50 40
2016 (Rank) by the Corruption Perception 2020, to reach entry point of
Index 2016 of Transparency most liveable countries by 2030
International organization

Details on Program Metrics and Metrics Trajectories (7/9)

Unit Definition Baseline 2018 2019 2020 Rationale and Assumptions

Measures disparity of
genders with reproductive
Reach UAE level by 2020, and
Gender Inequality health, empowerment and
become top performer amongst
Index labor market participation 50 49 47 45
countries in subsequent
& compensation of the
livability bracket by 2030
United Nations Development
Program

225
 Follow projection of hospital
Hospital beds per developments under
The number of hospital beds
1,000 inhabitants 2.2 2.2 2.3 2.3 Privatization VRP by 2020,
available per 1,000 inhabitants
and reach entry point of most
liveable countries by 2030

Out-of- Maintain current levels

Expenditure spent on health
pocket health until 2020, and become top
and not covered by insurance 14.3 13.5 12.5 11
expenditure performer amongst most
or any other party
liveable countries by 2030
Average number of years to be Gain momentum for 2030
lived by a group of people born target with linear growth
Life expectancy in the same year, if mortality 74.3 74.7 75.2 76 by 2020, and become top
at each age remains constant performer amongst most
in the future liveable countries by 2030
Follow GCC and WHO
Measures prevalence of
recommendations and
Obesity rate obesity amongst 18+ adults
28.7 28.7 28.7 28.7 agreements until 2020, and
(defined as having a BMI ≥ 30
reach entry point of most
kg/m²)
liveable countries by 2030

Details on Program Metrics and Metrics Trajectories (8/9)

Unit Definition Baseline 2018 2019 2020 Rationale and Assumptions

Measures prevalence of
diabetes among adults - Age-
standardized prevalence of
raised blood glucose/diabetes
Follow GCC and WHO
among persons aged 18+ years
Diabetes recommendations and
or on medication for raised
prevalence 13.4 13.4 13.4 13.4 agreements until 2020, and
blood glucose (defined as
reach entry point of most
fasting plasma glucose value
liveable countries by 2030
≥ 7.0 mmol/L (126 mg/dL) or
on medication for raised blood
glucose among adults aged
18+ years).
Number of Calculates the number of non- Follow MLSD projection by
NGOs per 1,000 religious NGOs active per 1000 0.01 0.01 0.01 0.05 2020, and sustain continuous
inhabitants inhabitants growth towards 2030
Gain momentum for 2030
Number of target with linear growth by
volunteers Number of volunteers 23k 115k 207k 300k
2020 in line with Vision 2030›s
target

Details on Program Metrics and Metrics Trajectories (9/9)

KPI Unit Definition Baseline 2018 2019 2020 Rationale and Assumptions
Increase overall cultural
infrastructure to match
Number Measures the breadth and
Quantity international cities and to
of heritage depth of the available 246 314 382 450
revamp current existing venues
infrastructure infrastructure
(i.e. museums and archeological
sites)

226
 Increase overall offering of
national/regional/urban events
Number Quantify the amount of & festivals
of heritage Quantity events/festivals offered 23 29 34 40 to create new opportunities for
events yearly the Saudi population to engage
with culture and foster Saudi
national identity
Number of World Double the UNESCO recognized
Heritage Sites Quantity Assess the importance sites in Saudi to internationally
4 5 6 7
recognized by of national heritage sites showcase Saudi Arabia’s
UNESCO heritage offering
Add an additional intangible
Number of UNESCO Assess the importance cultural heritage element
intangible cultural Quantity of national heritage 4 6 5 6 recognized by UNESCO to
heritage elements elements internationally showcase Saudi
Arabia›s heritage offering

Details on Program Metrics and Metrics Trajectories (1/5)

KPI Unit Definition Baseline 2018 2019 2020 Rationale and Assumptions
KPI gives an overview
of the comprehensive
sports offering available
for the public both for
Sports Total number of
entertainment purposes
venues Number sports venues in the 3,364 3,906 4,449 4,991
as well as participation in
country
sports activities. Targets are
set based on international
benchmarks of best in class
lifestyle countries
KPI measures the breadth,
depth and quality of sports
Sports Share of sports of offering as an indicator from
economy % the total GDP of the 0.1% 0.1% 0.2% 0.3% consumption. Targets are
country set based on international
benchmarks of best in class
lifestyle countries
KPI measures whether there
is international success
linked to the investments
Sportsmen into the professional sports
Size of the Saudi
in summer sector. Targets are set based
Number sports delegation for 7 n/a n/a 7
Olympics on countries which were
the summer Olympics
historically not winning any
medals and eventually had
radical improvement in the
medal tables
KPI measures whether
Share of Percentage of
people are carrying out a
active individuals who
% 13% 15% 16% 18% healthy and active lifestyle.
individuals excercise on a
Targets are set based on
weekly basis
international benchmarks

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 Details on Program Metrics and Metrics Trajectories (2/5)

KPI Unit Definition Baseline 2018 2019 2020 Rationale and Assumptions
Increase overall artistic
infrastructure
Number of Measures the
and introduce new types of venues
cultural breadth and depth
Quantity 158 240 322 405 (i.e. music venues), as well as iconic
infrastructure of the available
developments (i.e. opera houses &
infrastructure
media city) to match international
cities
Introduce new artistic activities
Number Quantify the amount (i.e. operas, comedy shows,
of cultural Quantity of events/festivals 278 1908 3538 5167 concerts, dance performances) to
activities offered yearly match offering
of international best-practices
Increase the amount of Saudi
Arabian artists participating in
major international festivals
Participations across cultural sub-sectors (i.e.
in major Art Basel, Cannes Movie Festival,
international Assess the quality of
Quantity 0 N/A N/A 5 etc.) to match best in class
cultural Saudi Arabia›s artists
practices.. The chosen festivals
festivals are acknowledged globally and
represent a proxy to determine
Saudi Arabia›s quality evolution
across all cultural sub-sectors.
Double the book titles published
per year to stimulate at-home
Number of Quantify the amount
entertainment offering and gives
published of book titles
Quantity 230000 23667 24333 25000 Saudi citizens access to a larger
books published across Saudi
spectrum of titles, moving towards
Arabia
availability levels offered by top
livable countries

Number of Develop the local film industry in

Quantify the amount
produced Saudi Arabia to become a regional
Quantity of movies produced in 0 4 9 13
movies champion and foster Arab values
Saudi Arabia
across the world

Percentage Improve engagement levels

of consumer Assess the level of to achieve a ~2x increment in
expenditure on public engagement household cultural expenditure
Percentage 0.110% 0.1135% 0.1170% 0.120%
heritage & with various cultural levels to reach the levels of 10 of
cultural offering offerings the most livable countries utilized
for the benchmarking exercise

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Details on Program Metrics and Metrics Trajectories (3/5)

KPI Unit Definition Baseline 2018 2019 2020 Rationale and Assumptions

Available Number of different KPI measures whether citizens have

entertainment out-of-home the entertainment infrastructure that
Quantity 154 189 225 260
infrastructure entertainment are available in other global best in
venues class countries

Available KPI measures whether citizens have

Number of
entertainment the entertainment event options that
Quantity entertainment 216 263 310 358
offering are available in other global best in
events
class countries

Participation KPI measures the participation of

Share of household
in out-of-home people in the entertainment sector.
% spend on 1.7% 1.8% 2% 2.30%
entertainment Targets are set based on international
entertainment
benchmarks
Number of
KPI measures whether people
accessible media
Accessible media Quantity possibilities across have access to different at-home
181 257 333 409
entertainment options. Targets are set
the country (inc. TV,
based on international best practice
radio, newspaper)

Details on Program Metrics and Metrics Trajectories (4/5)

KPI Unit Definition Baseline 2018 2019 2020 Rationale and Assumptions
Nearly double the offering to match
the restaurant availability levels of
top-livable cities. Average restaurant
Measure the per million values
Number of F&B number of of benchmarked cities have been
venues # F&B venues 28410 29227 30042 30859 applied to Saudi’s 13-largest cities’
per million population levels to set targets.
inhabitants Tourism levels of benchmarked cities
and iconicity of certain Saudi cities
were considered while adjusting
targets for KSA
Increase the number of premium
restaurants across Saudi Arabia to
Number of enhance the service offering’s quality.
Assess the
Michelin-star 3-star Michelin chef’s are recognized
number of
chef operated # 1 NA NA 3 as the outmost level of food quality
premium
restaurants and the availability of restaurants
restaurants
owned/operated by them is utilized
as a proxy for overall quality of the
food & beverage offering
Maintain same level of spending
in F&B offering once additional
Percentage Assess the
entertainment opportunities
of consumer level of public
are introduced in the country.
expenditure engagement
Percentage 5.57% 5.57% 5.57% 5.57% Maintaining current spending
spent on F&B in food &
would continue to rank Saudi Arabia,
offering beverage
amongst the other benchmarked
offering
countries, as one of the countries
spending the highest

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 Details on Program Metrics and Metrics Trajectories (5/5)

KPI Unit Definition Baseline 2018 2019 2020 Rationale and Assumptions

Measure the Expand the availability of retail space

Sq. meters of volume of retail to match regional champion’s (UAE)
shopping mall Meters space offered by offering. Offering additional retail
retail space per 0.15 0.163 0.176 0.189
squared shopping centers space is a proxy for enabling more
capita throughout the possibility for leisure activities (i.e.
country shopping)

Ease access for additional top-retail

Percentage of brands to enter Saudi Arabia to allow
Assess the
global brand KSA to rank in the top 20 countries
Percentage top brand n/a n/a n/a n/a
representation for “international retailer presence”
penetration rate
ranked by CBRE through their
early reports

Building 3 landmark projects in three

main cities of Saudi Arabia to increase
measures the the city›s reputation such as Dubai
Number of number of iconic (City Walk, Marina Park, Design Zone,
iconic projects Quantity 0 0 0 1
projects in Saudi Burj Khalifa, etc.) to serve as a central
cities hub for lifestyle and to improve the
international perception of Saudi
Arabia

Number of Number of active increasing the number of active

amateur groups Quantity amateur groups 0 150 300 450 amateur groups to allow residents to
participate

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