1Quality_Of_Life_______Program2345Table_of_Contents1______The

Quality Of Life Program

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

PROGRAM (VRP) SCOPE

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.

Improve individuals’ lifestyles by developing an ecosystem to support and create new options that boost citizens’ and residents’ 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 indirect related objectives L3 direct related objectives

• 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

• 2.1.3 - Strengthen prevention against health

threats )public health system & health crisis

management)

• 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

• 2.6.3 - Develop positive attitude, resilience and

hard-work culture among our children

• 4.4.1 - Improve living conditions for expats

• 4.4.2 - Improve working conditions for expats

• 4.4.3 - Source relevant foreign talent e�ectively

• 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.)

• 1.1.1.- Foster Islamic values )moderation &

tolerance , excellence & discipline, equity &

transparency, determination & perseverance)

• 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

• 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

• 4.3.2 - Grow SME contribution to the economy

• 6.1.2 - Encourage volunteering

�e Program Card is the o�cial entrance to design the vision achievement program.

Figure 1: Program Card

Program Description

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.

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. The 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.

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.

Lifestyle Livability

Index

Infrastructure

Infrastructure &

Transportation

Housing, Urban Design &

Environment Healthcare

Economic & Education

Opportunity

Security & socio-

environment

Sports Heritage,

Culture &Arts Entertainment Recreation

Social Engagement

Sporting availability

Culture availabilityEnvironment Healthcare Education Stability

EIU

Liveability

Ranking

Mercer

Quality of

Living Index

Tolerance Restaurantsculture

Pro- active Policy

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

F&B and Consumer

goods

Transportation Health

Housing

Economic Environment

Natural Environment

Schools & Education

Security &Socio-

environment

Public Service

Sports Media

Availabiltiy

�eaters & Cinemas

Consumer Goods

Restaurants & Leisure

& Arch. quality urban design

Monocle

Quality of Life

Int’l Connectivity

Public Transport

Environment & Nature

Medical Care Business Conditions

Safety/ Crime

1 1 1

9 4

5 5

Index

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

Civic EngagementSocial Engagement

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

Health

Environment

income, jobs & a-life balance

Housing

Education & Life

satisfaction

Safety community

املشاركة املدنية

Life expectancy

GDP per capita

Freedom of choice

Corruption Social support

Generosity

Transportation Housing & Neighborhood Opportunity

Infrastructure &

Transportation

Housing, Urban Design &

Environment Healthcare

Economic & Education

Opportunity

Security & socio-

environment

Sports Heritage,

Culture &Arts Entertainment Recreation

Social Engagement

Lifestyle Livability

World

Happiness

Report

OECD

Better Life

Index

AARP

Livability

Index

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.

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.

Sports

Entertainment

Recreation

,Heritage culture & Arts

Social Engagement

Infrastructure & Transportation

Healthcare

Housing, Urban design &

Environment

Economic & Education

Opportunities

Security & Socio-Environment

LifestyleLivability

Figure 4: Quality of Life - 5 + 5 categories

Quality of Life

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

Livability dimensions

Livability

Figure 5: Livability Categories and Dimensions

CrimeEducation OpportunitiesMedical carehousing Transportation infrastructure

Governmental ServicesEmployment OpportunitiesMedical levelsUrban design Public/shared

transport

EqualityQuality of environment

Dimension

Sustainable utilities

Tolerance & justice Connectivity

Categories

Dimensions

Attributes

KPIs

targets 20206

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:

• 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).

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.

202020192018BaselineUnitMetric Annual

Fees

85817647SAR billionGDP

Macro- Economic

Metrics

2119214SAR billionInvestment

101190SAR billionDevelopment

54504743SAR billionConsumption

346327310290# thousandsPrivate, total direct jobs

67%64%59%56%% Contribution to local content

1983165312720SAR millionNon-oil revenues

8882SAR billionNon-governmental investment

-7.720-7.032-6.234-SAR billionBalance of payments*

2.051%1.694%0.526%1.184%%Consumption rate

2.085%1.981%5.754%-0.114%%Inflation rate

1716150SAR billionBudget *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)

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

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:

202020192018BaselineSAR billion

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

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.

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

Timeline of ImpactDescription Source of ImpactLever

Investment

in infrastructure development

Investment to develop the necessary infrastructure to enable

the lifestyle o�ering

Partially public, partially private

investment. Requires

government funds

Public spend Requires

government funds

Focus on initial years Non-sustainable impact (one-o�

construction)

Expenditure in promoting and marketing the newly developed

lifestyle o�ering

Continuous impact but large on initial years (to facilitate market

creation)

Government

spending on sector development

Mainly private consumption

Does not require government

funds

Recurring value of market generated by new o�ering (events,

activities, and content)

Perpetual impact Impact on later years, requires

ramp-up a�er initial investment and promotion

Final consumption

in lifestyle sector

Figure 25: GDP contribution calculation methodology

�e QOL will contribute to GDP through 3 pillars

Components Impact description Lever1

Investment

in infrastructure development

Public investment (VRP / entities)

Construction annual spend

Professional services annual spend

ICT annual spend

Direct multiplier Indirect multiplier Direct multiplier Direct multiplier Indirect multiplier Induced multiplier Direct multiplier Indirect multiplier Induced multiplier

Private investment

Sector annual spend

Investment value added

Public and private spend value added

Government spending on sector development

Final consumption in lifestyle sector

Direct multiplier Indirect multiplier Induced multiplier

GDP contribution

100%

20%

75%

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

Figure 26: Job creation calculation methodology

Methodology for calculating job creation

Components Impact description Lever1

Investment

in infrastructure development

Public investment (VRP / entities)

Construction annual spend

Professional services annual spend

ICT annual spend

Direct multiplier Indirect multiplier Direct multiplier Direct multiplier Indirect multiplier Induced multiplier Direct multiplier Indirect multiplier Induced multiplier

Private investment

Sector annual spend

Temporary job creation

during development

Government spending on sector development

Final consumption in lifestyle sector

3 Temporary job creation

during development

Temporary job creation

during development

Direct multiplier Indirect multiplier Induced multiplier

100%

20%

75%

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

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

Aspiration is to have three

Saudi cities be recognized in the top-ranked 100 cities in the

world by moving them: 7 ranks by 2020

18 ranks by 2030

Stability, healthcare, culture and environment, education and Increasing 1 rank upwards will

create SAR1,780 in GDP per capita

Aspiration for KSA Liveability

Liveability index, 2016 GDP impact

SAR 400 bn

Expected impact for KSA, 2020

Expected impact for KSA, 2030

SAR 1,025 bn

يفرتض أن عدد سكانها الحايل يبلغ 32 مليون نسمة .1 املصدر: وحدة االستخبارات االقتصادية؛ فريق التحليالت

100

107

111

118 140

Melbourne

Singapore

Riyadh

Jeddah

Al Khobar

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

Figure 28 – EIU Liveability Index

countries omitted due to lack of GDP per capita data 4 1 Source: EIU; team analysis

140

120,000

City Ranking

GDP per Capital $

100,000

80,000

60,000

40,000

20,000

0 120 100 80 60 40 20 01

Cairo Al Khobar

Jeddah Riyadh

Seoul Madrid

Melbourne

Zurich

Singapore

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

BASELINE

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.

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

23 6

27.4

0 108 113 177

25.1 23.4 18.8 8.7 6 5.4 4.3 3.8 3.3

11015

Road tra�c

deaths per 100,000

population

Connected devices

per person

Annual journeys in public

transport per capita

Source: World Health Organization, World Public Transport Organization, Gartner, IHSMarket

2.936.2

0 40

0 246

Best practice range 2030Aspiration 2020

Target

3.6

29 1,5 × Global average 2 × Global average

Metric Benchmark

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

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

24 5

76 75 63 51 44 28 18 15 14 2

E-governm ent survey

index

Gender inequality

index ranking

Source: World Bank Governance Index, United Nations E-Government Questionnaire, Gender Inequality Index, United Nations Development Program (UNDP) Human Development Report

1193

159 1

Best practice range 2020Target 2030

Aspiration

45 37

2-28

Metric Benchmarking

24 18 9 6 1 1-24

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

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.

Best practice range 2020Target 2030

Aspiration

Figure 31: Healthcare

76 80

71.7

13.4 11.1 11.1 10.6 10.4 9.4 9.4 9.2 8.6

11.1-8.6

2.7-8.2

71.8 73.1 74 78.3 78.8 79.4 79.5 80.4 78.3-80.4

2.72.3

Life expectancy

Diabetes Prevalence

Hospital beds per

1,000 people

Source: World Bank, Oxfam, World Health Organization

83.736.3

26.5 4.2

0.1 13.8

13.4 10

Metric Benchmarking

2.2 2.7 3.3 3.8 3.9 5 6.1 8.2

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.

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.

Figure 32: Education and Employment Opportunities

25.9 11.6 11.5 7.1 6.4 5.7 4.8

7.1-4.3

502460

Unemployment rate

Female employment

rate

PISA score

0.2731.4

12.2 86.4

339 552

24 30

Metric Benchmarking

4.6 4.6 4.3

54.5-62.7

22 46.2 47.6 54.5 56.3 58.6 61 61.2 62.7 63.6

502-524

438 502 504 506 508 514 524

Best practice range 2020Target 2030

Aspiration Source: International Student Assessment Program of the Organization for Economic Co-operation and Development, Shanghai Classification, INSEAD World Competitiveness Index of Talents, World Bank, 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.

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.

7 9

Figure 33: Housing, Urban Design and Environment

91.46

النسبة املئوية مللكية

املواطنني للمنازل

متوسط عدد

الخطوات للفرد يوميًا

(باآلالف)

املرت املربع من

املساحات الخرضاء لكل

فرد

100%0%

3.5 6.9

0 100

4.84

Metric Benchmarking

7640-%

5.64.8-

509- 502-524

40%

3.8%

0.9 9 50

4.3 4.8 4.9 5.2 5.2 5.6 6.2

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

population that is a home- owner

Average number of steps per

person per day (K)

Green spaces sq.

m/ per capita

100%0%

6.9

100

Best practice range 2020Target 2030

Aspiration Source: World Atlas, World Health Organization, Stanford University (Argos Study)

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.

0.17 0.22 0.38 0.7

3.4

42 308 388 466

3.7 4.1 4.8 8.0 18.9 26.2

1.71 1.77 1.83 3.27 3.43 12.23

1.19 2.81

258114

6.9 11.1

النسبة املئوية مللكية

املواطنني للمنازل

متوسط عدد

الخطوات للفرد يوميًا

(باآلالف)

املرت املربع من

املساحات الخرضاء لكل

فرد

0 100

Metric Benchmarking

Number of Olympic

sportsmen per million population

Number of pro & mixed

venues per million

population

Number of non-profess

ional venues per

million inhabitants

Figure 34: Sports

13.00

1 1

Best practice range 2020Target 2030

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

(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

Perceived importance of

sports wellbeing - Awarenedd

campaigns at school (GSA)

Option to participate in sport outside of school through club - Hobby

club development mechabusms (Daem)

Availability of equipment - Sport economy initiative

(GSA)

Security of public practice - Individual

protection lawa (VRP and MoI)

Increased viewership and social bonding -

Access to stadiums to women and

families (VRP and MoI)

Participation to and medaling at the Olympics - Elite

Athlete Program (GSA)

Acquaintance to sport from young age - Introduction of sport class for

girls initiative (MoE)

Drive to participate and have more active life with family - Active people (GSA)

Routine exercise practice - Private

sector gym development (GSA and MoE), walkable

cities (MoMRA)

Acting of competitive practice

in university - University

tournament (MoE)

Scouting as tier talent - Elite sport

and federations (GSA, SAOC)

Giving back - Participation to role

model campaigns (VRP)

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

0.11% 0.248% 0.276% 0.302% 0.319% 0.328% 0.348% 0.348% 0.353% 0.462%

160 1425

0.213%0.12%

النسبة املئوية مللكية

املواطنني للمنازل

متوسط عدد

الخطوات للفرد يوميًا

(باآلالف)

املرت املربع من

املساحات الخرضاء لكل

فرد

Metric

# of cultural

infrastruct ure per million

# of cultural

events per million

# of family spending on

heritage and cultural

shows

9.1 46.8

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

4.9 40 57 82 99 104 123

Benchmarking

Best practice range 2020Target 2030

Aspiration KPI including heritage and culture category

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

7.3 15.6

3.9%2.2%

Number of entertainment

venues per million people

Number of unique

subjects for entertainment

events per million people

% of household spending on

entertainment

35.90

0 30.9

%2 6%

10.1 21.2

Metric Benchmarking

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

6.8 13.7 15.4 30.9

4.8 6.6 7.1 7.3 9.7 28.7 35.9

Best practice range 2020Target 2030

Aspiration Source: CAF Indexing Index, Vision 2030, Euromonitor

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.

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

2100 3010

101

% of restaurant

s per million people

% of co�ee shops per

million people

Total number of

restaurants to high end restaurants

258

Metric Benchmarking

1,042

171 199 474 614 951

1,999 2,480 2,497 2,535 2,834 3,157 6,303 7,716 12,559 16,083

1032

1,083 1,152 1,197 1,229 1,724 2,325 2,492

0 3 3 4 4 5 7 15 15

Best practice range 2020Target 2030

Aspiration

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.

0.0%

0 35,000

300K0.02 0

0.3 2.3

Figure 39: Social engagement

0.30.1

World giving index

# of volunteers

# of NGOs/100 0 people

1323

Metric Benchmarking

2.6%

1 Million

140 140 93 61 41 23 21 14 6 3

3-23

Best practice range 2020Target 2030

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.

QoL VRP 2020 STRATEGY

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

Establish world-class Liveability standards across KSA cities

Develop vibrant Lifestyle options for KSA residents

Figure 40: QoL VRP 2020 Strategy Pillars

Deliver high quality of life To all KSA residents

(Develop regulations (e.g. legal frameworks

Develop Cities

Develop robust infrastructure in Saudi

cities to enhance livability

Provide Services

Provide residents with comprehensive

services to address livability needs

Enhance social

interaction

Provide social framework that

enhances citizens and residents interactions

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

54 Develop Venues Develop comprehensive and

easy to access infrastructure serving

a good livability

Provide Options

Provide high quality and diversified

options for livability

Drive Participation

Drive people’s participation through activities and events

related to livability and society as a whole

321

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

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

Develop vibrant Lifestyle options for KSA residents

Establish world-class Liveability standards across KSA cities

Figure 41: VRP 2020 strategy mapping to the categories

Deliver high quality of life to all KSA residents

Develop regulations (e.g. legal frameworks)

Develop Cities

Provide Services

Enhance social interaction

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

Develop Venues

Provide Options Drive

Participation

Communicate actively

Infrastructure & transportation

Housing, urban design and environment

Healthcare

Economic & Education Opportunities

Security & socio-environment

Entertainment

Culture & Arts

Sports

Recreation

Social engagement

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.

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

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.

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).

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:

3. Develop

partnership

2. Broaden

lifestyle o�ering

Develop high-quality and diverse lifestyle options

Figure 42: Lifestyle delivery o�ering

1. Support development

of local talent base

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.

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

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.

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.

Funding models for Quality of Life sectors

PPP

Private sector and Public Investments Fund

Major government and municipal investment

Figure 43: Funding models for Quality of Life sectors

Private sector investments

PPP Private sector and local municipality

High

H ig

Low

L ow

Minor government and municipal investment

2a3a

Expected return on investment

S iz

e o

f in

v e

st m

e n

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.

Size of investm ent

Relevant Ministries/ Authorities Entertainment investment Co.+ public sector

Iconic developments١

Museums

Public libraries

Creative centers

Expected return on investment

Low

High

Low High

Private sector with public incentives

Zoo & Aquarium

Golf course

�eatre

Auto racecourse

Stadium

Concert hall

�eme park

Water park

Shopping mall

Art galleries

In- door arenas

Music venues

Private sector

Cinema

Aquarium

Co�ee shop

Family entertainment centers

Restaurant

GYMs

Figure 45: Value adding mechanisms

How?What?When?

• With a solid strategy team that provides the insights • With a delivery support team that is embedded in the di�erent delivery entities and provides direct input to the teams

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

• Improvement opportunities in design of initiatives based on progress monitoring • Coordination opportunities between entities and programs to avoid e�ort duplication ensure capture of synergies • Content insight about quality of life ٢٠٢٠ tailored to the role of each delivery entity

• During delivery plan development • During VRP program implementation

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).

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).

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

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.

Decision made and implicationsDescriptionTopic

Quality of Life Program 2020’s initiative portfolio covers both livability and lifestyle to varying degrees:

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)

Lifestyle does not drive overall quality of life alone if foundation- al infrastructure and services to

citizens are not in place

Holistic approach to quality of life

The bulk of infrastructure spending is expected to come from the private sector, with several initiatives designed by

entities meant to facilitate private investment

Government infrastructure spending plans to focus on are- as with low profitability (e.g. libraries), on the refurbishment

and activation of existing assets (e.g. existing stadiums), and on a few iconic investments (e.g. opera house, elite

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)

Essential components of quality of life (e.g. infrastructure, services or offering) can be provided by either the state – often when their profit-

ability is low or they are consid- ered as part of the government’s

role – or by the private sector – often when high innovation is required and they are profitable

Private sector involvement

Avoidance of a “one-size-fits-all” approach and focus on choice (e.g. creation of a wide range of offering across

sectors)

Focus on diverse population by ensuring that initiatives improve the daily quality of life across age groups, economic

levels, genders and nationalities

Livability and lifestyle aspiration vary among citizens and place of

residence Solving for the average does not

solve for individuals

Socio-demographic and geographic diversity

Targets and KPIs defined outside-in based on international best practices and aspiration countries rather than based

on current situation and past KSA trajectory only

The Quality of Life Program 2020 and its entities will be working on

incremental change from today but setting a goal of completely

redefining lifestyle in the Kingdom and building for those needs

Future as starting point

Unconstrained approach towards identifying initiatives, with no topics considered irrelevant if they had a direct

impact on the quality of life

The transformational nature of the Quality of Life Program 2020

required high aspirations across all domains considered holistically

Aspirations without constrains

Focus on enhancement of national pride by developing a diverse and exciting set of lifestyle activities that make

citizens excited and proud to live in the Kingdom

National pride is a paramount driver of the fulfilment and

engagement of residents and citizens in their community, city

and country

National pride

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.

Strategic DecisionTradeoffs/interdependenciesRelevant Programs

Scope and aspiration of certain NTP initi- atives should be aligned with the strategy of the QoL Program 2020. To do this, close coordination through monthly/quarterly

meetings is required between VRP and NTP on initiatives which address the quality of

life of Saudi citizens. Some examples of where aspiration and

scope of NTP initiatives should match those of QoL VRP include:

Urban design should include focus on walk- ability, among other initiatives that enhance

livability Digital economy should include building smart cities and ensuring availability of

cutting edge communication technologies to all the citizens

In healthcare, the scope should include developing world-renowned hospitals in the

Kingdom.

NTP entities have multiple programs with attributes which improve quality of life Overlaps with NTP initiatives include:

Enhancing the livability of the cities by im- proving urban design, reducing pollution and

rehabilitating natural landscapes Improving quality of public services provid- ed in Saudi cities (utilities, public transport,

e-government etc.) Enhancing traffic safety to make roads in

Saudi Arabia safer Developing the digital economy to provide newer opportunities for the citizens to en-

gage in commerce Improving access and value provided by the

health care system, ensure strengthened prevention against health threats, and im-

proved effectiveness of welfare system Taking measures to ensure equal opportuni-

ties in the labor market

NTP 2020

Monitoring mechanisms should be put in place to ensure national values stay intact as the variety and availability of entertainment

channels increase

Take initiatives to improve accessibility and quality of education available in the country Instill national values and strengthen sense

of national belonging and volunteering ethic amongst the population

Foster values of equity, transparency, moder- ation and tolerance

National Character Enrichment Program

Aspiration should target a significant level of penetration in electronic and alternate fuel

vehicles

Enhance livability in the country by improv- ing local, regional and international connec-

tivity Showcase long-term sustainability of the

country by investing in renewables Localize promising industries

National Industrial Development and Logistics Program

Scope should include adequate housing sup- ply which targets foreign professionals

Ensure availability, quality and affordability of houses

Enable suitable home ownership among Saudi families

Housing Program

Monitoring mechanism should be put in place to track the potential impact an in-

crease in taxation will have on consumption levels in the entertainment sector

Incentivize private investment in the livabili- ty and lifestyle sectors

Reduce taxes on consumption of lifestyle goods to encourage more participation

Fiscal Balance Program

Close monitoring is required to ensure that the terms of the PPP framework are adhered

to during the lifecycle of a private sector investment

Ensure clear PPP framework for with private sector entities who invest in Lifestyle pro-

jects

Privatization Program

Close monitoring is required to ensure that the terms of strategic partnerships with for- eign investors are adhered to during lifecycle

of an investment

Ensure clear frameworks to attract and part- ner with foreign investors in lifestyle projects

(e.g. AMC)

Strategic Partnership Program

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

Lifestyle focused mega projectsPublic Investment Fund

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- try and Mineral Resources

Align on Quality of Life 2020 metrics and targets (i.e. Percentage of renewable energy to total energy used)

Saudi Energy Efficiency Center )National Industrial Development and Logistics

Program)

Align on Quality of Life 2020 metrics and targets (i.e. Penetration of electric cars)

General Authority of Civil Aviation

Align on Quality of Life 2020 metrics and targets (i.e. direct international flights (by city or frequency)

MCIT under Transforma- tion Program

Align on Quality of Life 2020 metrics and targets (i.e. Network Readiness Index, e-Government Survey Index)

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

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)

Align on Quality of Life VRP 2020 to take responsibility for KPIs, initiatives and budgets-

GCA

GEA

General Commission for Audiovisual Media

Ministry of Culture and Information

Saudi Commission for Tourism and National

Heritage (SCTH)

Align on KPIs and align on the support in tracking delivery of initiatives (not owned by the VRP)

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 Investment Authority

- Align on next steps for each entity (GSA, GCA, Ministry of Culture and Information and GEA) - 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

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

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

VRP. Subject matter experts will be engaged across all the topics covered under quality of life. 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.

Size of investm ent

Relevant Ministries/ Authorities Entertainment investment Co.+ public sector

Iconic developments١

Museums

Public libraries

Creative centers

Expected return on investment

Low

High

Low High

Private sector with public incentives

Zoo & Aquarium

Golf course

�eatre

Auto racecourse

Stadium

Concert hall

�eme park

Water park

Shopping mall

Art galleries

In- door arenas

Music venues

Private sector

Cinema

Aquarium

Co�ee shop

Family entertainment centers

Restaurant

GYMs

Figure 45: Value adding mechanisms

How?What?When?

• With a solid strategy team that provides the insights • With a delivery support team that is embedded in the di�erent delivery entities and provides direct input to the teams

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

• During delivery plan development • During VRP program implementation

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

• 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

Stakeholder maps

Figure 46: Stakeholder overview

Stakeholder

1-Strategic oversight

Quality of life structure

Description Stakeholder Description

SMC

SMO

QoL

VRP 2020

QoL 2020

Entities

Non- QoL

VRP entities Other ministries and authorities with mandate and aspirations that contribute to QoL 2020 through other VRPs: • MLSD • MOT • MEIM

3-Non- QoL structure

4-Supporting entities

Other

VRPs

Other Vision Realization Programs whose mandate and aspiration contribute to improving Quality of Life: • NTP 2020 • National character • Housing VRP • Others 1

• Entities supporting the definition of business cases • Adaa – National Center for Performance Management • 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

• maintains oversight of Vision 2030 realization

• Strategic Management O�ce supports SMC

& VRPs with guidance and quality assurance

• VRP o�ce oversees the design and

implementation of QOL VRP strategy

• QOL 2020 Committee members support delivery of aspirations • General Entertainment Authority • General Cultural Authority • General Sports Authority • DAEM • Other QoL VRP committee members )MEP, MCI, MoMRA, MoEWA, MOE, MCIT, MOHO, MOH, MOI)

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:

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

In advance, creative ideas will be devised through creative labs

Ensuring global quality

In line with delivery phaseAdvanced

Any non-standard outputs will not be included in the QOL 2020 program’s

performance indicators

Set global standards on which quarterly and annual reports are to be based

Developing creative ideas

Holding creative labs for each region in the Kingdom

�is model will be applied at all levels of the Kingdom to reflect its specificities and needs

…in all regions of the Kingdom

To develop creative and innovative ideas to design the outputs of each initiative in line with the latest international standards

• International experts and ideas leaders influencing locally and internationally consultants to organize labs • O�cials from local and national government bodies

Creative workshops will be held …with the participation of three

categories of attendees

�roughout the implementation phase, progress and impact reporting will based on predefined global standards

�e achievements of the initiatives will not be included in the quarterly and annual reports unless they meet the predefined criteria

Any non-standard output will not be included in the QOL 2020 program’s performance indicators

In collaboration with the implementing bodies, the program will develop criteria for each category of outputs based on: • Best practice and global standards • Inputs of local and international experts �e criteria will be measurable and designed according to the type of output of the initiative )e.g. theatres, cinema, museums, etc.)

Develop standards

�e criteria will be approved first with the strategic committee

A�er alignment, the criteria will be added to the report template

Local and national implementing bodies will also be involved

Submitting quarter reports Reporting the strategic

committee

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

In advance, creative ideas will be devised through creative labs

Ensuring global quality

In line with delivery phaseAdvanced

Any non-standard outputs will not be included in the QOL 2020 program’s

performance indicators

Set global standards on which quarterly and annual reports are to be based

Developing creative ideas

Holding creative labs for each region in the Kingdom

�is model will be applied at all levels of the Kingdom to reflect its specificities and needs

…in all regions of the Kingdom

To develop creative and innovative ideas to design the outputs of each initiative in line with the latest international standards

• International experts and ideas leaders influencing locally and internationally consultants to organize labs • O�cials from local and national government bodies

Creative workshops will be held …with the participation of three

categories of attendees

�roughout the implementation phase, progress and impact reporting will based on predefined global standards

�e achievements of the initiatives will not be included in the quarterly and annual reports unless they meet the predefined criteria

Any non-standard output will not be included in the QOL 2020 program’s performance indicators

Develop standards

�e criteria will be approved first with the strategic committee

A�er alignment, the criteria will be added to the report template

Local and national implementing bodies will also be involved

Submitting quarter reports Reporting the strategic

committee

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

In advance, creative ideas will be devised through creative labs

Ensuring global quality

In line with delivery phaseAdvanced

Any non-standard outputs will not be included in the QOL 2020 program’s

performance indicators

Set global standards on which quarterly and annual reports are to be based

Developing creative ideas

Holding creative labs for each region in the Kingdom

�is model will be applied at all levels of the Kingdom to reflect its specificities and needs

…in all regions of the Kingdom

To develop creative and innovative ideas to design the outputs of each initiative in line with the latest international standards

• International experts and ideas leaders influencing locally and internationally consultants to organize labs • O�cials from local and national government bodies

Creative workshops will be held …with the participation of three

categories of attendees

�roughout the implementation phase, progress and impact reporting will based on predefined global standards

�e achievements of the initiatives will not be included in the quarterly and annual reports unless they meet the predefined criteria

Any non-standard output will not be included in the QOL 2020 program’s performance indicators

Develop standards

�e criteria will be approved first with the strategic committee

A�er alignment, the criteria will be added to the report template

Local and national implementing bodies will also be involved

Submitting quarter reports Reporting the strategic

committee

Figure 47: Macro-process overview

Ambition Setting Ambition Setting 2020 & 2030

Aspiration setting

2020 & 2030 Aspiration

setting

Align aspiration with VRPs

Planning

Execution

Implementing Tracking

Performance monitoring

Implementation

Performance

monitoring

Continuous revision of implementation plan

Execution of implementation plan

Continuous tracking of implementation progress

Monitoring of performance metrics on quarterly cycle

Quarterly performance reports inform implementation planning

Macro process

2020 Deliver plan development

Deliver plan approval Quarterly dashboard Updates

Monthly implementation reviews inform

implementation planning

20182017 2019 2020

2025 delivery plan development

Key activities

100

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 Unit

SMC

SMO

QOL VRP

QOL entities

Other VRPs

Non-QOL

VRP entities

Supporting

entities

Ambition setting Delivery plan development Approval

Provide expert input to other VRPs

Consolidate Qol VRP Delivery plan, present for endorsement and

request budget

Map existing initiatives across stakeholders

identify requirements and define new ones

Obtain Qol VRP budget

Adjust Qol VRP aspirations according to

SMC & SMO feedback

Define new/ Update existing initiatives including business

cases

Define new/ Update existing initiatives including business

cases

Define new/ Update existing initiatives including business

cases

Consolidate VRP Delivery plan, present for endorsement and

request budget

Align Qol Aspirations with other VRP/entity

aspirations and indentify gaps

Align Qol Aspirations with other VRP/entity

aspirations and indentify gaps

Align Qol Aspirations with other VRP/entity

aspirations and indentify gaps

Obtain other VPR budget

Support business cases development and

endorse impact methodologies

Review Universe of aspirations across

relevant stakeholders

Define / Review Qol aspirations to reach overarching

objectives

Consolidate aspirations and take ownership

of any gaps not covered by other VRPs

Endorse strategy

Approve strategy

Endorse strategy

Approve strategy

RejectedApproved

6 1317

1185421

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.

101

Implementation, Implementation tracking and performance monitoring

Consolidate strategies, review against aspiration

and identity gaps

Allocate budget and resources across entities

5 3

Figure 49: Process map – Implementation

Continuous revision of implementation plan

Strategic & implementation support Resource allocation Execution of implementation plan

Consolidate budget and resource requirements

Enough stakeholders to support initiative rollout

with strategic and expert advise

Develop and collect insight

Work with QoL VRP define detailed initiatives

strategies & plan implementation

Work with QoL VRP define detailed initiatives

strategies & plan implementation

Work with QoL VRP define detailed initiatives

strategies & plan implementation

Define budget and resource requirement

Work with QoL VRP to implement initiatives

and request support as required

Work with QoL VRP to implement initiatives

and request support as required

Work with QoL VRP to implement initiatives

and request support as required

Under other VRP Control

Provide expert input to other VRPs and

entities

Input from implementation

tracking

Inputs from performance monitoring

activity

Unit

SMC

SMO

QOL VRP

QOL entities

Other VRPs

Non-QOL

VRP entities

Supporting

entities

Implementation tracking and performance monitoring

Figure 50: Process map - Implementation tracking and Performance monitoring

Implementation tracking Performance monitoring

Present progress reports quarterly to SMO & SMC

Consolidate input of program level and

define risks on a quarterly basis

Track program key performance to QOL

VRP committee

Report milestone and define risks for initiative

implementation

Track progress of QOL initiative

Implementation

Track progress of QOL initiative

Implementation

Track program key performance metrics

and update dashboard

SMC to review progress and suggest program equipment if required

SMO to review quarterly

Consolidate input of program level & define

risks on initiative implementation on

a monthly basis

Present progress reports monthly to QOL VRP committee

Outflow to other process

Outflow of implementation

Report milestone and define risks for initiative

implementation

875

Outflow of implementation

activity Unit

SMC

SMO

QOL VRP

QOL entities

Other VRPs

Non-QOL

VRP entities

Supporting

entities

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.

102

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.

لجنة الربنامج ورئيسها

Figure 52: Initiative number overview

Establish world class liveability standards across KSA cities Develop vibrant lifestyle options for KSA residents

Develop cities

Infrastructure & Transportation

Housing, Urban Design &

Environment

Economic & education

opportunities Security & socio-

Environment

Healthcare

Develop regulations 11

Develop a sustainable funding model

Communicate a�ectively

Sports 22 3 5

8 9 6

4 6 2

1 1 1

7 6 1

4 17 20

- 3 2

5 20 6

6 17 1

- 11 -

Heritage & culture

Recreation

Social Engagement

Entertainment

Provide services Enhance social

engagement Develop venuesDeliver o�eringDrive participation

Deliver high quality of life to all KSA residents220

82 112

لجنة الربنامج ورئيسها

Figure 53: Overview of the number of initiatives directly owned by Quality of Life Program 2020

Establish world class liveability standards across KSA cities Develop vibrant lifestyle options for KSA residents

Develop cities

Infrastructure & Transportation

Housing, Urban Design &

Environment

Economic & education

opportunities Security & socio-

Environment

Healthcare

Sports 22 3 5

8 9 6

4 6 2

1 1 1

4 - 1

- - -

- 7 -

Heritage & culture

Recreation

Social Engagement

Entertainment

Provide services Enhance social

engagement Develop venuesDeliver o�eringDrive participation

Deliver high quality of life to all KSA residents101

73 7

Develop regulations

Develop a sustainable funding model

Communicate a�ectively

CEDASMC

Figure 51: Escalation process

54321 SMOProgram committee

and its chairman Head of VRO at the

delivery entity/ responsible for the supporting entity

�e case will referred to the CEDA for

processing

If the case requires escalation, the SMO refers it to the SMC

�e SMO is required to consider the case

and report on its input

�e committed considers the case and proposes a solution to the delivery

entity. In case of disagreement on a solution

the head of the program will report to escalation.

�e head of VRO considers the case and proposes a solution to

the completion teams of the concerned entity

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

103

INITIATIVES and TIMELINE

104

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.

105

لجنة الربنامج ورئيسها

Figure 52: Initiative number overview

Establish world class liveability standards across KSA cities Develop vibrant lifestyle options for KSA residents

Develop cities

Infrastructure & Transportation

Housing, Urban Design &

Environment

Economic & education

opportunities Security & socio-

Environment

Healthcare

Develop regulations 11

Develop a sustainable funding model

Communicate a�ectively

Sports 22 3 5

8 9 6

4 6 2

1 1 1

7 6 1

4 17 20

- 3 2

5 20 6

6 17 1

- 11 -

Heritage & culture

Recreation

Social Engagement

Entertainment

Provide services Enhance social

engagement Develop venuesDeliver o�eringDrive participation

Deliver high quality of life to all KSA residents220

82 112

لجنة الربنامج ورئيسها

Figure 53: Overview of the number of initiatives directly owned by Quality of Life Program 2020

Establish world class liveability standards across KSA cities Develop vibrant lifestyle options for KSA residents

Develop cities

Infrastructure & Transportation

Housing, Urban Design &

Environment

Economic & education

opportunities Security & socio-

Environment

Healthcare

Sports 22 3 5

8 9 6

4 6 2

1 1 1

4 - 1

- - -

- 7 -

Heritage & culture

Recreation

Social Engagement

Entertainment

Provide services Enhance social

engagement Develop venuesDeliver o�eringDrive participation

Deliver high quality of life to all KSA residents101

73 7

Develop regulations

Develop a sustainable funding model

Communicate a�ectively

CEDASMC

Figure 51: Escalation process

54321 SMOProgram committee

and its chairman Head of VRO at the

delivery entity/ responsible for the supporting entity

�e case will referred to the CEDA for

processing

If the case requires escalation, the SMO refers it to the SMC

�e SMO is required to consider the case

and report on its input

�e committed considers the case and proposes a solution to the delivery

entity. In case of disagreement on a solution

the head of the program will report to escalation.

�e head of VRO considers the case and proposes a solution to

the completion teams of the concerned entity

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

101 out of 220 initiatives are related to KPIs directly owned by the Quality of Life Program 2020. The following figure provides an overview of the number of these initiatives by pillar and cate- gory.

لجنة الربنامج ورئيسها

Figure 52: Initiative number overview

Establish world class liveability standards across KSA cities Develop vibrant lifestyle options for KSA residents

Develop cities

Infrastructure & Transportation

Housing, Urban Design &

Environment

Economic & education

opportunities Security & socio-

Environment

Healthcare

Develop regulations 11

Develop a sustainable funding model

Communicate a�ectively

Sports 22 3 5

8 9 6

4 6 2

1 1 1

7 6 1

4 17 20

- 3 2

5 20 6

6 17 1

- 11 -

Heritage & culture

Recreation

Social Engagement

Entertainment

Provide services Enhance social

engagement Develop venuesDeliver o�eringDrive participation

Deliver high quality of life to all KSA residents220

82 112

لجنة الربنامج ورئيسها

Figure 53: Overview of the number of initiatives directly owned by Quality of Life Program 2020

Establish world class liveability standards across KSA cities Develop vibrant lifestyle options for KSA residents

Develop cities

Infrastructure & Transportation

Housing, Urban Design &

Environment

Economic & education

opportunities Security & socio-

Environment

Healthcare

Sports 22 3 5

8 9 6

4 6 2

1 1 1

4 - 1

- - -

- 7 -

Heritage & culture

Recreation

Social Engagement

Entertainment

Provide services Enhance social

engagement Develop venuesDeliver o�eringDrive participation

Deliver high quality of life to all KSA residents101

73 7

Develop regulations

Develop a sustainable funding model

Communicate a�ectively

CEDASMC

Figure 51: Escalation process

54321 SMOProgram committee

and its chairman Head of VRO at the

delivery entity/ responsible for the supporting entity

�e case will referred to the CEDA for

processing

If the case requires escalation, the SMO refers it to the SMC

�e SMO is required to consider the case

and report on its input

�e committed considers the case and proposes a solution to the delivery

entity. In case of disagreement on a solution

the head of the program will report to escalation.

�e head of VRO considers the case and proposes a solution to

the completion teams of the concerned entity

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

106

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

Establish world-class �Liveability standards across KSA cities

Develop regulations

Develop sustainable funding model

Communicate actively

Provide Services Enhance social

engagement

Deliver high Quality of Life to all KSA residents

19 4 1.2.17 Road safety program to reduce road tra�c fatalities 1.2.18 Strengthen digital security in the ICT sector 1.2.19 Support the security capabilities to expand the application of tra�c safety laws and develop policies, procedures and application tools

•

1.4.1 Develop regulations that enhance tra�c safety 1.4.2 Develop tra�c regulations and regulations to make sanctions more e�ective in adhering to the system

• •

1.5.1 Encourage investment in expanding communication and broadband services to remote areas

Quantity of total initiatives

•

1.2.10 Expand the use of smart systems to monitor tra�c and alert road users 1.2.11 Implementing e�ective governance and common standards for e-government and enabling improved user experience 1.2.12 Improve the quality and sustainability of Internet services and develop an environment conducive to the telecommunications sector through the modernization of regulatory frameworks and licenses 1.2.13 Launch joint smart systems and applications for government transactions 1.2.14 Motivate the expansion of communication services by providing the frequency spectrum and facilitating the permit issuance mechanism 1.2.15 Raising and supporting ambulatory medical services 1.2.16 Raising the skills of emergency service providers

•

1.2.1 Ambulance response speed for emergency calls 1.2.2 Creating a sustainable environment for the advancement of the ICT industry and keeping abreast of rapid developments 1.2.3 Develop an urban transportation management system by following best practices 1.2.4 Develop and activate comprehensive and open government platforms 1.2.5 Developing a national network for smart Saudi cities 1.2.6 Development of the e�ciency of the use of Saudi airpsace 1.2.7 Electric Vehicle Adoption Initiative 1.2.8 Ensure vehicle compatibility with tra�c safety standards and standards 1.2.9 Ensuring an integrated trauma care system and rehabilitation of road accident victims and long-term care

•

1.3.1 Integrating tra�c safety concepts into educational curricula and directing educational institutions to develop the required disciplines in the tra�c safety system 1.3.2 Launching a comprehensive program aimed at spreading awareness and digital knowledge and qualifying highly qualified national cadres to advance the digital transformation process 1.3.3 Provision of child seats in vehicles for newborns 1.3.4 Train, license and control drivers to improve driving behavior

•

Figure 55: Housing, Urban Design and Environment

Establish world-class �Liveability standards across KSA cities

Develop regulations

Develop sustainable funding model

Communicate actively

Provide ServicesEnhance social engagement

Deliver high Quality of Life to all KSA residents

2.5.1 Developing partnership with private sector developers on government land )Ministry of Housing land) 2.5.1 Developing partnership with private sector developers on government land )Ministry of Housing land)

2.2.1 Cooperation of the Ministry of Housing and the Ministry of Finance to facilitate housing loans for government employees 2.2.2 Establish a central unit to monitor air quality and emissions from the source 2.2.3 Mortgage Guarantees

•

Quantity of total initiatives

• •1

Develop Cities23 1.1.17 Preparing tools and materials to teach the concepts of tra�c safety for male and female students 1.1.18 Raise the level of tra�c safety in the external roads by improving the infrastructure 1.1.19 Raising the e�ciency of the existing road network in cities by applying the best design and operational standards 1.1.20 Strengthening transport planning and transportation in urban planning 1.1.21 Accelerate deployment of high-speed broadband infrastructure and spectrum provision Support the security capabilities to expand the application of tra�c safety laws and develop policies, procedures and application tools

•

1.1.9 Develop and update standard specifications for the extension of infrastructure networks 1.1.10 Development of municipal waste management systems 1.1.11 Ensure that contractors and suppliers comply with the specifications and standards of road paving materials and tra�c signs 1.1.12 Establishment and development of urban road network 1.1.13 Establishment and operation of the General Secretariat of the Ministerial Committee on Road Safety 1.1.14 Expand the use of smart systems to monitor tra�c and alert road users 1.1.15 Improved control and control techniques to ensure e�ective tra�c management within cities and on external roads 1.1.16 Organization and management of parking in major cities

•

1.1.1 Accelerate deployment of high-speed broadband infrastructure and spectrum provision 1.1.2 An integrated policy program to develop the transport system 1.1.3 Application of Smart Cities concepts in the 5 major cities 1.1.4 Assess and address hazardous sites and equip existing urban roads with required tra�c safety elements 1.1.5 Building institutional capacity to collect, document and analyze tra�c safety system data 1.1.6 Construction and expansion of airports to meet the growth expectations of air tra�c 1.1.7 Develop an accident monitoring and response mechanism 1.1.8 Develop an urban transportation management system by following best practices

•

Develop Cities4 2.1.1 Create a cooperative housing program to build a�ordable housing 2.1.2 Implement urban and environmental rehabilitation projects to improve the urban landscape of light industry areas in the 17 cities 2.1.3 Create a cooperative housing program to build a�ordable housing 2.1.4 Developing partnership with private sector developers on government land )Ministry of Housing land)

•

• •

•

107

Dimension VRP KPI affected by initiative Strategic pillar Initiative name Leading entity

Connectiv- ity

Devices connected to internet / person

Develop Cities • Accelerate deployment of high-speed broadband infrastructure and spectrum provision

• MCIT

Provide services • Develop a national network for smart Saudi cities • Motivate the expansion of communication services by provid- ing the frequency spectrum and facilitating the permit issuance mechanism

• MoMRA • MCIT

Develop sus- tainable fund- ing models

• Encourage investment in expanding communication and broad- band services to remote areas

• MCIT

Connectiv- ity

Network Readiness Index

Develop Cities • Accelerate deployment of high-speed broadband infrastructure and spectrum provision

• MCIT

Enhance Social Engagement

• Launch a comprehensive program aimed at spreading aware- ness and digital knowledge and qualifying highly qualified nation- al cadres to advance the digital transformation process

• MCIT

Provide services • Create a sustainable environment for the advancement of the ICT industry and keeping abreast of rapid developments • Develop and activate comprehensive and open government platforms • Implement effective governance and common standards for e-government and enabling improved user experience • Improve the quality and sustainability of Internet services and develop an environment conducive to the telecommunications sector through the modernization of regulatory frameworks and licenses • Launch joint smart systems and applications for government transactions • Motivate the expansion of communication services by provid- ing the frequency spectrum and facilitating the permit issuance mechanism • Strengthen digital security in the ICT sector

• MCIT

Develop sus- tainable fund- ing models

• Encourage investment in expanding communication and broad- band services to remote areas

• MCIT

Public/ Shared transport

Annual journeys in public transport per capita

Develop Cities • An integrated policy program to develop the transport system • Develop an urban transportation management system by fol- lowing best practices • Strengthening transport planning and transportation in urban planning

• MoMRA • MoMRA

• MoMRA

Public/ Shared transport

Electric car sales as percentage of total

Provide services • Electric Vehicle Adoption Initiative • MEIM

Sustainable utilities

% of recycled waste from total waste produced

Develop Cities • Development of municipal waste management systems • MoMRA

Transpor- tation and Infrastruc- ture

Direct international flights

Develop Cities • Construction and expansion of airports to meet the growth expectations of air traffic

• GACA

Provide Services • Development of the efficiency of the use of Saudi airspace • GACA

108

Dimension VRP KPI affected by initiative Strategic pillar Initiative name Leading entity

Transpor- tation and Infrastruc- ture

Hours/year that the average commuter spends in traffic

Develop Cities • Application of Smart Cities concepts in the 5 major cities • Develop and update standard specifications for the extension of infrastructure networks • Organization and management of parking in major cities • Increasing the efficiency of the existing road network in cities by applying the best design and operational standards • Strengthening transport planning and transportation in urban planning

• MoMRA • MoMRA

• MoMRA

Provide services • Develop an urban transportation management system by fol- lowing best practices • Expand the use of smart systems to monitor traffic and alert road users

• MoMRA

• MoH

Transpor- tation and Infrastruc- ture

Road traffic deaths per 100 000 popu- lation

Enhance Social Engagement

• Integrating traffic safety concepts into educational curricula and directing educational institutions to develop the required disci- plines in the traffic safety system • Provision of child seats in vehicles for newborns • Train, license and control drivers to improve driving behavior

• MoH

• MoH • MoH

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

• MoH

• MoH • MoH

• MoH

• MoMRA

• MoH

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

• MoH • MoH

• MoH

• MoH • MoH • MoMRA

Develop Regula- tions

• Develop traffic regulations and regulations to make sanctions more effective in adhering to the system

• MoH

109

5.C Housing, Urban Design and Environment

As indicated in the chapters 1 and 2, the KPIs within the Housing, Urban Design and Environ- ment category, despite contributing to the quality of life final objectives, remain owned by other VRPs (mostly Housing and NTP 2020). The following initiatives, which have been collect- ed 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 with 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. Urban Design) and by KPI (e.g. Green space per square meter per capita). Ad- ditionally, a visual overview with the mapping of initiatives against strategic pillars is includ- ing in the following figure.

Figure 54: Infrastructure and Transportation

Establish world-class �Liveability standards across KSA cities

Develop regulations

Develop sustainable funding model

Communicate actively

Provide Services Enhance social

engagement

Deliver high Quality of Life to all KSA residents

•

1.4.1 Develop regulations that enhance tra�c safety 1.4.2 Develop tra�c regulations and regulations to make sanctions more e�ective in adhering to the system

• •

1.5.1 Encourage investment in expanding communication and broadband services to remote areas

Quantity of total initiatives

•

Figure 55: Housing, Urban Design and Environment

Establish world-class �Liveability standards across KSA cities

Develop regulations

Develop sustainable funding model

Communicate actively

Provide ServicesEnhance social engagement

Deliver high Quality of Life to all KSA residents

•

Quantity of total initiatives

• •1

•

• •

•

Dimension VRP KPI affected by initi-ative Strategic pillar Initiative name Leading entity

Housing Percentage of population that is a homeowner

Develop Cities • Create a cooperative housing program to build affordable housing

• MoHo

Provide services • Cooperation of the Ministry of Housing and the Ministry of Finance to facilitate housing loans for government employees • Mortgage Guarantees

• MoHo • MoHo

Develop sustainable funding models

• Developing partnerships with private sector devel- opers on government land (Ministry of Housing land)

• MoHo

Housing Percentage Housing stock (thousands of houses) to the percentage of popu- lation

Develop Cities • Create a cooperative housing program to build affordable housing • Developing partnerships with private sector devel- opers on government land (Ministry of Housing land)

• MoHo • MoHo

Develop sustainable funding models

• Developing partnerships with private sector devel- opers on government land (Ministry of Housing land)

• MoHo

Quality of Environ- ment

Carbon dioxide emissions from fuel combustion are estimated at about $ 1 million of gross domestic product (GDP) for 2014

Provide services • Establish a central unit to monitor air quality and emissions from the source

• MoEWA

Urban Design

Green space sq. m./ capita Develop Cities • Implement urban and environmental rehabilita- tion projects to improve the urban landscape of light industry areas in the 17 cities

• MoMRA

110

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

Establish world-class �Liveability standards across KSA cities

Develop regulations

Develop sustainable funding model

Communicate actively

Provide Services Enhance social

engagement

Deliver high Quality of Life to all KSA residents

29 6 3.2.18 Modern Health Care Model 3.2.19 National Center for Disease Prevention and Control 3.2.20 National Register of Organ Failure 3.2.21 Preparedness for health emergencies 3.2.22 Prevention programs in public health - Initiatives to implement the health care strategy in the Kingdom 3.2.23 Provision of child seats in vehicles for newborns 3.2.24 Raising the skills of emergency service providers 3.2.25 Rashaka initiative 3.2.26 Reform and restructuring of primary health care services 3.2.27 Raising the skills of emergency service providers 3.2.28 Program of activating organ donation programs in intensive care in organ donor hospitals 3.2.29 Ambulance response speed for emergency calls

• •

•

3.4.1 Develop regulations that enhance tra�c safety •

Quantity of total initiatives

•

3.2.10 Health insurance program and purchase of health services 3.2.11 Improving the performance of hospitals and specialized medical centers in the Ministry of Health 3.2.12 Initialization and equipping primary health care centers to conform to national quality and patient safety standards )CBAHI) 3.2.13 Initiatives of the National Cancer Center 3.2.14 Initiatives to implement the health care strategy in the Kingdom 3.2.15 Initiatives to implement the health care strategy in the Kingdom - National Health Referral Plan 3.2.16 Initiatives to implement the health care strategy in the Kingdom - quality and safety development in health sectors 3.2.17 Institutional transformation of the King Faisal Specialist Hospital and Research Center

•

3.2.1 Ambulance response speed for emergency calls 3.2.2 Balanced distribution of health services and facilities - Initiatives to implement the health care strategy in the Kingdom 3.2.3 Develop an accident monitoring and response mechanism 3.2.4 Development of a comprehensive pre-hospital care system 3.2.5 Development of blood transfusion services 3.2.6 Ensuring an integrated trauma care system and rehabilitation of road accident victims and long-term care 3.2.7 Expand coverage of specialized services 3.2.8 Expansion of extended health care services )medical rehabilitation, long-term care, home health care and psychiatric accommodation) 3.2.9 GCC agreement and delivery plan aligned with WHO

•

3.3.1 Interactive Awareness Programs 3.3.2 National awareness campaign on organ donation programs and donations 3.3.3 Program of activating organ donation programs in intensive care in organ donor hospitals 3.3.4 Promote patient-centered care through accountability and transparency 3.3.5 �e strategy of community participation in some health professions 3.3.6 Train, license and control drivers to improve driving behavior

•

لجنة الربنامج ورئيسها

Figure 57: Education and Economic Opportunities

Establish world-class �Liveability standards across KSA cities

Develop regulations

Develop sustainable funding model

Communicate actively

Provide Services Enhance social engagement

Deliver high Quality of Life to all KSA residents

17 6

•

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

4.2.12 Provide an educational structure containing expatriate children 4.2.13 Provide childcare services for working women 4.2.14 Skills matrix 4.2.15 Supporting and facilitating the transport of women 4.2.16 �e program for supporting R&D in universities 4.2.17 Training parallel to the requirements of the labor market

•

• •

•

4.2.1 Arabic Language Development Center 4.2.2 Develop services for expatriates and issue a directory of services 4.2.3 Developing curriculum standards 4.2.4 Developing productive projects for those wishing to practice self-employment 4.2.5 Developing the mechanisms of recruitment to rely on the local market 4.2.6 Development of employment mechanisms and channels 4.2.7 Electronic platform for the Saudi program to 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

• •

•

• •

•

4.3.1 Encouraging teleworking 4.3.2 Enhancing the image of the Kingdom in attracting international talent 4.3.3 Promoting part-time work 4.3.4 Raising awareness of the importance of women's participation in the labor market 4.3.5 Raising the international classification of the Kingdom in attracting international talent 4.3.6 To promote the integration of expatriates with the culture of the Kingdom and to raise citizens' awareness of the acceptance of other cultures

•

• •

•

Quantity of total initiatives

•1

Develop Cities12 3.1.8 To 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 3.1.9 Initialization and equipping primary health care centers to conform to national quality and patient safety standards )CBAHI) 3.1.10 Establishing and activating nutrition clinics Development of intensive care and emergency departments to ensure the speed and quality of these services Establishing and activating nutrition clinics

•

3.1.1 Collection of the cost of services provided to health insurance patients in the facilities of the Ministry of Health 3.1.2 Development of a comprehensive pre-hospital care system 3.1.3 Development of intensive care and emergency departments to ensure the speed and quality of these services 3.1.4 Establish centers to provide primary psychological care 3.1.5 Establishing and activating nutrition clinics 3.1.6 Raise the level of tra�c safety in the external roads by improving the infrastructure 3.1.7 Raising and supporting ambulatory medical services

•

Develop Cities1

4.1.1. Provide a suitable housing structure for expatriates

•

Dimension

VRP KPI

affected by

initiative

Strategic pillar Initiative name Leading

entity

Health Levels Diabetes rate

Develop Cities • Development of a comprehensive pre-hospital care system • Establishing and activating nutrition clinics

• MoH • MoH

Provide services

• GCC agreement and delivery plan aligned with WHO • MoH

111

Dimension

VRP KPI

affected by

initiative

Strategic pillar Initiative name Leading

entity

Health Levels Life expectancy

Enhance Social Engagement

• Interactive Awareness Programs • National awareness campaign on organ donation programs and donations • Program of activating organ donation programs at the intensive care in organ donor hospitals • Promote patient-centered care through accountability and transparency • The strategy of community participation in some health professions • Train, license and control drivers to improve driving behavior

• MoH • MoH

• MoH

• MoH • MoH

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

• MoH

Provide services

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

• MoH

• MoH • MoH • MoH • MoH

• MoH • MoH

• MoH

• MoH • MoH • MoH

• MoH

• MoH • MoH • MoH • MoH • MoH

• MoH • MoH • MoH

Develop Regulations

• Develop regulations that enhance traffic safety • MoH

Health Levels Obesity rate Develop Cities • Establishing and activating nutrition clinics • MoH

Provide services

• Development of a comprehensive pre-hospital care system • GCC agreement and delivery plan aligned with WHO • Rashaka initiative

• MoH • MoH • MoH

Medical care Hospital beds per 1,000 people

Develop Cities • Development of intensive care and emergency departments to ensure the speed and quality of these services

• MoH

Provide services

• Balanced distribution of health services and facilities - Initiatives to implement the health care strategy in the Kingdom

• MoH

112

Dimension

VRP KPI

affected by

initiative

Strategic pillar Initiative name Leading

entity

Medical care Out-of- pocket health expenditure

Develop Cities • Collect the cost of services provided to health insurance patients at Ministry of Health facilities • Establish centers to provide primary psychological care • Establish and activate nutrition clinics • 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

• MoH • MoH • MoH • MoH

Provide services

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

• MoH • MoH • MoH

113

5.E Education and Economic Opportunities

As indicated in the chapters 1 and 2, the KPIs within the Education and Economic Opportu- nities category, despite contributing to the Quality of Life final objectives, remain owned by other VRPs. 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. Employment Opportunities) 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.

Figure 56: Healthcare

Establish world-class �Liveability standards across KSA cities

Develop regulations

Develop sustainable funding model

Communicate actively

Provide Services Enhance social

engagement

Deliver high Quality of Life to all KSA residents

• •

•

3.4.1 Develop regulations that enhance tra�c safety •

Quantity of total initiatives

•

لجنة الربنامج ورئيسها

Figure 57: Education and Economic Opportunities

Establish world-class �Liveability standards across KSA cities

Develop regulations

Develop sustainable funding model

Communicate actively

Provide Services Enhance social engagement

Deliver high Quality of Life to all KSA residents

17 6

•

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

•

• •

•

• •

•

• •

•

• •

•

Quantity of total initiatives

•1

•

Develop Cities1

4.1.1. Provide a suitable housing structure for expatriates

•

Dimension VRP KPI affected by

initiative Strategic pillar Initiative name Leading entity

Education Opportunities

Number of local universities that are ranked globally

Provide services • The Program for supporting research and development (R&D) in universities

• MoE

Education Opportunities

PISA score Provide services • Arabic Language Development Center • Developing curriculum standards • English Language Center • Skills matrix

• MoE • MoE • MoE • MoE

Employment Opportunities

Female employment rate

Reinforce social interaction

• Raising awareness of the importance of women›s participation in the labor market

• MLSD

Provide services • Localization of Women • Provide childcare services for working women • Supporting and facilitating the transport of women

• MLSD • MLSD • MLSD

Develop Regulations

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

• MLSD

114

Employment Opportunities

Global Talent Competitiveness Index

Reinforce social interaction

• Enhancing the image of the Kingdom in attracting international talent • Raising the international classification of the Kingdom in attracting international talent • Promoting the integration of expatriates within the culture of the Kingdom and raising citizens› awareness of the acceptance of other cultures

• MLSD

Develop Cities • Provide a suitable housing structure for expatriates

• MLSD

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

• MLSD

Employment Opportunities

Saudi unemployment rate

Reinforce social interaaction

• Encouraging teleworking • Promoting part-time work

• MLSD • MLSD

Provide services • Developing productive projects for those wishing to practice self-employment • Developing the mechanisms of recruitment to rely on the local market • Development of employment mechanisms and channels • Enabling incentives to enter the labor market • Training parallel to the requirements of the labor market

• MLSD

• MLSD • MLSD

115

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 59: Sports

Develop vibrant Lifestyle options for KSA residents

Develop regulations

Develop sustainable funding model

Communicate actively

Drive participation

Deliver high Quality of Life to all KSA residents

22 6.3.17. Build Elite training Performance Centers 6.3.18. Develop Sport Academies 6.3.19. Development of Paralympics 6.3.20. Establish “My Sport is My Future” grant programs in schools 6.3.21. Develop individual and collective sports competitions in universities

•

• •

•

6.4.1. Develop and Execute the sport sector strategy •

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

Quantity of total initiatives

•

6.3.11. Promoting diversity and female inclusion in sport 6.3.12. Creating and hosting world class sporting events 6.3.13. Increase in popularity of sports and increasing the rate of viewership 6.3.14. Digital Transformation for Sport Sector 6.3.15. Establishment of Elite Athlete Development program 6.3.16. Establishment of Elite Sports development program )Federations) and recruitment of world class trainers, technicians and coaches

•

6.3.6. Implement mind games in schools for boys and girls )infrastructure, curriculum, and teacher training) 6.3.7. Run “My Sport and My Food” programs in institutions under Imam University 6.3.8. Build sports and recreational complex for girls at Jeddah University 6.3.9. Active people. Encourage regular participation in sports through creation of an enabling eco system 6.3.10. Organize and support fan clubs of Saudi sports Clubs

•

6.3.1. Develop physical education classes for girls in schools )infra-structure, curriculum, teacher training) 6.3.2. Improve physical education classes for boys in schools )infrastructure) 6.3.3. Improve physical education classes for boys in schools )teacher training) 6.3.4. Develop physical activity in universities 6.3.5. Develop sports for students with special needs in educational institutions

•

لجنة الربنامج ورئيسها

Figure 58: Security and Socio-Environment

Establish world-class Liveability standards across KSA cities

Develop Cities

Develop regulations

Develop sustainable funding model

Communicate actively

Provide Services Enhance social engagement

Deliver high Quality of Life to all KSA residents

11 5.2.8 �e scientific approach in the work of security against crime 5.2.9 Program to reduce crime through social development. 5.2.10 Reduce crime through environmental design. 5.2.11 Preparation of the unified national classification of crimes and electronic linkage. 5.2.12 Transparency and publishing on the site. 5.2.13 Measurement of security satisfaction. 5.2.14 �e first security man. 5.2.15 Incorporate the security dimension into the indicators of measuring government agencies. 5.2.16 Multiple options for guests and released. 5.2.17 National Observatory for Combating Crime. 5.2.18 Safe prospects for the family

•

• •

•

• •

•

5.2.1 Career Recycling Project 5.2.2 Develop and activate comprehensive and open government platforms 5.2.3 Governance of the system of control and auditing and combating corruption 5.2.4 Implementing e�ective governance and common standards for e-government and enabling improved user experience 5.2.5 Launch joint smart systems and applications for government transactions 5.2.6 Launching the government cloud and upgrading government integration 5.2.7 Services and procedures project )study of more than 100 services and procedures in government agencies exposed to corruption)

• •

•

Quantity of total initiatives xx

Deliver o�eringDevelop venues 43 6.2.1. Encourage Private sector to contribute to the development of the sport sector )sports economy) 6.2.2. Develop and deliver national coaching strategy 6.2.3. Implement Bachelor’s degree program in Physical Education for girls

•

6.1.1. Active cities. Design sports programs to activate city spaces 6.1.2. Redesign and refurbish sports facilities to become female and family friendly 6.1.3. Sports Facilities Development & Activation )rental) 6.1.4. Improving audience experience in matches and sports events

•

Strategic

pillar Initiative name Dimension

Leading

entity Type

VRP KPI related

to the initiative

Provide ser- vices

• Career Recycling Project • Governance of the system of control, auditing and combat- ing corruption • Services and procedures project (study of more than 100 services and procedures in government agencies exposed to corruption)

• Gov- ernment services

• MEP • Corruption Perception Index

Provide ser- vices

• Develop and activate comprehensive and open government platforms • Implement effective governance and common standards for e-government and enabling improved user experience • Launch joint smart systems and applications for govern- ment transactions • Launching the government cloud and upgrading govern- ment integration

• Gov- ernment services

• MCIT • e-Govern- ment Survey Index

116

Strategic

pillar Initiative name Dimension

Leading

entity Type

VRP KPI related

to the initiative

Provide Ser- vices

• Develop standard police centers and build infrastructure • Develop security preparations • 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

• Crime • MoI • Priority • Intentional homicides by 100,000 popu- lation

Provide Ser- vices

• Crime • MoI • Priority • Level of vio- lent crime

Provide Ser- vices

• Develop standard police centers and build infrastructure • Develop security preparations • Develop systems and programs at police centers • An initiative for rehabilitating and training prison inmates • An initiative for transparency and support decision making in combat-ing crime • An initiative for developing security men abilities level • An initiative for a unified 911 operations center

• Crime • MoI • Priority • Perceived criminality

5.G Sports

As indicated in the sections 1 and 2, the KPIs within the Sports category are fully owned by the Quality of Life Program 2020. The following table includes the list of initiatives within Sports, as well as a short description and the responsible entity. Additionally, a visual overview with the mapping of initiatives against strategic pillars is included in the following figure.

Figure 59: Sports

Develop vibrant Lifestyle options for KSA residents

Develop regulations

Develop sustainable funding model

Communicate actively

Drive participation

Deliver high Quality of Life to all KSA residents

•

• •

•

6.4.1. Develop and Execute the sport sector strategy •

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

Quantity of total initiatives

•

لجنة الربنامج ورئيسها

Figure 58: Security and Socio-Environment

Establish world-class Liveability standards across KSA cities

Develop Cities

Develop regulations

Develop sustainable funding model

Communicate actively

Provide Services Enhance social engagement

Deliver high Quality of Life to all KSA residents

•

• •

•

• •

•

• •

•

Quantity of total initiatives xx

•

117

Strategic

pillar

Initiative

name Initiative description Impact

Possibility

for privat-

ization

Type Leading

entity

VRP KPI

affected by

initiative

Develop Venues

6.1.1 Active regions

Provide a range of accessible places for exercise in order to encourage mass participation among citizens and residents. The 2020 target is to utilize 100 GSA facilities, develop Health and Wellness Programs in 150 companies, launch MP Programs in 80% of universities, and hold an annual National Sports day. • Utilize existing GSA facilities for mass participation • Work with national stake- holders, e.g. MoMRA, to provide a range of accessible places as sporting venues • Deliver a program of physical activities and competitions for students in schools • Activate workplaces by offer- ing mass participation programs in the work place • Hold an annual National Sports Day

• 30,000 schools and universities activated through regular sports programs and competi- tions • Activation of more than 500 community clubs around the King- dom with MoE • 300+ events delivered yearly, to activate regular participation – organized in GSA’s 100+ facilities Accessible public and private facilities for the citizen within 34 hours to practice physical activities

Yes Game Changer

GSA • % of population participating in sports

Develop Venues

6.1.2 Redesign and refur- bish sports facilities to become female and family friendly

Redesign and refurbish the main sporting facilities in KSA to enable families/women to access any type of sporting event. The 2020 target is to redesign 23 sports facilities. • Redesign 23 current facilities to be suitable to host families/ women, e.g. developing separate entrances and toilets and devel- oping dedicated parking lots

• 23 sports facilities that are accessible for families/women during events Increase the number of attendees

No Quick Win

GSA • % of population participating in sports

Develop Venues

6.1.3 Sports Facilities Develop- ment and Activation (rental)

Improve existing sporting facilities to meet best practice standards. The 2020 target is to develop and activate sports facilities. • Audit, assess and classify all sports facilities in KSA • Develop commercial and investment strategies to increase their sources of income )e.g. private sector participation) • Develop operational models for these facilities and mecha- nisms to improve enhancement

• Increased venue uti- lization rate from 8% to 55% by 2020 • GSA sports facilities fully assessed and ready to use by the public • Ready facilities to host sports and non-sport events • Increased revenue of GSA through commer- cialization and invest- ment strategies The activation of these facilities is a key enabler for multiple lifestyle VRP initiatives

Yes Priority GSA • Number of sports venues • % of GDP spend on sports • % partic- ipation in sports

118

Strategic

pillar

Initiative

name Initiative description Impact

Possibility

for privat-

ization

Type Leading

entity

VRP KPI

affected by

initiative

Develop Venues

6.1.4 Improving audience experience in matches and sports events

Enhance audience experience during sporting events to in- crease the popularity of sports in general, increase attendance in sporting events, and ultimately to encourage grassroots partici- pation. • Set up and implementing en- tertainment options for all types of audience at venues, e.g. fan zones, food trucks

• Sports venues that offer multiple entertain- ment options during sports events • Improve the satisfac- tion of the attendees Increase the number of attendees

No Quick Win

GSA • % of GDP spend on sports

Deliver Offerings

6.2.1 En- courage the private sector to contribute to the de- velopment of the sport sector

Encourage private sector in- volvement in building the sports economy. Expected private sector contribution is expected to ex- ceed 1B SAR. • Incubate start-ups with seed funding • Educate entrepreneurs via training programs • License privately owned gyms, and ensure consistent inspection standards for gyms

• Development of a world-class vibrant sports economy in the Kingdom • Improved levels of sports participation • Improved overall health of population • Increased private investment in sports • Increased number of 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

Yes - GSA • Number of sports venues • Sports as a % of GDP

119

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Deliver Offerings

6.2.2 Develop and deliver national coaching strategy

Develop and deliver national coaching strategy in collabora- tion with selected KSA Federa- tions, International Federations and private sector vendor’s strategy to increase the quality and number of gym instructors, mass participation and profes- sional coaches. The 2020 target is to have 4,500 certified coaches and 7 federations with standard complaint licensing programs. • 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)

• Increase of KSA active population rate driven by increased availability of coaches • Healthier lifestyle of KSA population • Reduced obesity in kids • Increased inclusion of females in sport ac- tivities )focus on female coaches)

Yes GSA • % of people par- ticipating in sports • # of sportsmen in summer Olympics

Deliver Offerings

6.2.3 Bachelor’s degree program in Physical Education for girls

• Introduce a bachelor’s program in physical education at the Faculty of Education and Litera- ture for girls in the University of Tabuk in addition to four major universities. This bachelor’s pro- gram will allow girls to quality as graduates in physical education and allow them to work at fitness centers, sports instructions and to compete in various sports. The target by 2020 is to enroll 180 female students, 60 annually. • Define curricular and aca- demic problems of bachelor’s program in University of Tabuk and four other major universities • Construct and equip facilities, e.g. gyms, in respective univer- sities

• Develop and activate an academic program that grants a bachelor’s degree in physical educa- tion in Tabuk University, in addition to 4 major universities for female students • Qualifying female graduates in the field of physical education to meet the region and the Kingdom’s need. • Qualifying female graduates to work in physical fitness centers • Qualifying female competitors to compete on several sports region- ally and globally.

No MoE • % of population participating in sports

Drive Par- ticipation

6.3.1 Enhance girls’ sports participa- tion at the school level

• Design and implement physi- cal education (PE) programs and activities for females in the pub- lic education system. Train a cur- riculum with classes in the study plan shall be taught by special- ized teachers, while continuing the practice of physical activities as a part of extracurricular activ- ities during the school day. The 2020 target is to have 325,000 children following sports classes, have 7,500 qualified teachers, and 1,500 schools equipped with well-maintained gyms • Provide suitable buildings for practicing physical activities and equipped spaces in schools • Train and qualify female teach- ers to train female students on these activities

• Establish and prepare 500 sports halls in girls’ schools annually. • Train and qualify female teachers on job to teach physical educa- tion subject and provide training on physical activities in addition to their part-time work in order to employ special- ized teachers. • Qualify and employ female teachers to teach physical education subject.

Yes Game changer

MoE • % popula- tion partic- ipating in sports • Number of non-profes- sional sports venues

120

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Drive Par- ticipation

6.3.2 Sports-active school )infra- structure)

• Improve the school environ- ment for practicing competitive, specialized and recreation- al sports activities for male students. The 2020 target is to establish 150 gyms, 50 gyms annually. • Rehabilitate and establish sports complexes in schools, su- pervised by the Education Offices of the directorates of education in KSA

• Building a sports com- plex for each education office • Rehabilitating current sports complexes • Increasing number of pitches and sports halls in schools

Yes - MoE • Number of non-profes- sional sports venues

Drive Par- ticipation

6.3.3 Develop physical education classes for boys in schools )teacher training)

Train physical education teachers with new knowledge, skills and concepts in physical education and school sport sciences. Target is to increase the number of teachers qualified to train spe- cialist sports • Provide training courses, reha- bilitation programs and scholar- ship programs

• Professional develop- ment of all physical edu- cation and sports activity teachers and supervisors. • Enabling a percent- age of teachers to train different sports. • Providing a number of teachers of advanced experiences

No MoE • % of population participating in sports

Drive Par- ticipation

6.3.4 Physical activity in universities

• Develop physical activity in universities by hiring specialized staff to manage physical health activities in universities. The 2020 target includes building 15 in-university training centers (5 annually), building 3 external training centers (1 annually), and 300 technical centers. • Construct sports facilities in universities • Promote the culture of phys- ical activity among university employees • Develop metrics to evaluate physical activity • Establish a center focusing on initiative-related studies and research • Design programs for physical activities in universities

• Increasing partici- pations of university students in physical activities • Increasing the number of cadres specialized in managing physical activ- ities in universities. • Awareness programs concerned with raising community awareness with the importance of exercising • Develop studies and researches to monitor, develop, evaluate and ex- ercise physical activity.

Yes - MoE • % of population participating in sports

121

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Drive Par- ticipation

6.3.5 Sports of students with special needs in educational institutions

• Provide a stimulating sport- ing environment for students with special needs to exercise all sports. The 2020 target is to build 10 disability-friendly facilities, 240 male disability sport specialists, and 180 female disability sport specialists. Other 2020 targets include 9,000 male participants and 4,200 female participants. • Provide stadiums, gyms, and technical and administrative staff specializing in sports for people with special needs • Develop world-class support services that help universities attract distinguished athletes with mobility disability or visual or auditory impairment

• Developing sports infrastructure through establishing sports facil- ities suitable for special needs sports. • Establishing sports centers and depart- ments for special needs persons. • Providing training courses and workshops to develop the skills of workers in special needs sports field. • Developing standards to match the global standards to provide necessary facilities for distinguished athletes with special needs

Yes - MoE • % of population participating in sports

Drive Par- ticipation

6.3.6 Mind Games initi- ative )infra- structure, curriculum, and teacher training)

• Develop a program in schools based on a specific ecosystem of games and exercises in which the effort is more mental than physical. The 2020 target to build 7 facilities. • Establish centers specialized in mental sports • Develop accredited trainers in mental sports • Develop a curriculum based on a specific ecosystem of games and exercises in which the effort prepares all parts of the brain

• Develop intelligence, and provide the individ- ual with cognitive and sensory skills necessary for different ages and levels • Enhance sensory skills such as hearing, seeing, balance and motor coor- dination • Address academic problems in reading, writing, mathematics, 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

Yes - MoE • Number of entertain- ment infra- structure • Number of out-of-home entertain- ment events

122

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6.3.7 “My health comes first” program

Implement a range of interactive physical activities to raise nutri- tional awareness in the 68 inter- mediate and secondary scientific institutes in KSA. The target by 2022 is to have 14 sport courts (including basketball, volleyball, table tennis, gymnasium) and 39 soccer fields. • Develop awareness programs within institutions which in- cludes media programs • Develop sports programs and partnerships with sports or health clubs • Develop a network of sports professionals and volunteers to create a sustainable sport sector

• Preparing institutes with integrated sports clubs. • Holding social partner- ships with associations and companies that financially benefit the institute. • Encouraging students to exercise sports in a sound manner. • Reducing obesity rates among students. • Reducing smoking rates among students. • Educating students about the importance of proper food in the health of the body • Increasing student participation percentage in local and international sports competitions.

- MoE • % of population participating in sports

Drive Par- ticipation

6.3.8 Sports and recreational complex for girls at Jeddah University

Build a sports and recreational complex for girls in Jeddah Uni- versity in order to provide various types of sports and recreational activities for students of Jeddah University and women in the sur- rounding area. The 202 target is to have 750 females participating in the complex. • Complex includes two multi- purpose gyms for various types of sports, a fitness and wellness center, an aquatic center, and a rehabilitation and physiotherapy center

• (2) multipurpose play- grounds • Fitness center • Water recreational center • Rehabilitation and Physiotherapy Center • • 25% of university girls engage in physical and recreational activity at least once a week in the first year of operation • 1000 women from outside the university engage in physical and recreational activity in the first year of opera- tion

Yes - MoE • Number of non-profes- sional sports venues

Drive Par- ticipation

6.3.9 Active peo- ple:

Attract, educate and encourage people to be regular participants in sports. Target includes increasing CSGs from 200 to 1,500 by 2020 and 15,000 by 2030, increasing number of members and volunteers associated with CSGs to 30% of population by 2030, increasing physical activity levels from 13% to 40% of national population by 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

• An increase in the number of Community Sports Groups (15,000 in 2030) and the number of members and volunteers (30% of population by 2030) • An increase in # of participants due to the enablement of all sports workforce

Yes Priority GSA • % of population participating in sports

123

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Drive Par- ticipation

6.3.10 Connect fans of Sau- di sports clubs

The initiative aims at enhancing the image of Saudi Arabia through the use of sports diplomacy through: - Increasing the number and size of the links of fans of Saudi sports clubs. - Increasing the number of Saudi sports viewers in countries such as the Gulf Cooperation Council and the Arab countries. - Enabling local football clubs to support fans› links by providing the necessary support and funding. - Supporting local football clubs to build relationships with fan associations in Arab countries.

- Enhance the image of Saudi Arabia through sport - Official recognition of the links of fans in the Saudi national teams Increased number of countries with links 4 to 9. - Increase the number of overseas fans links from 9 to 28. * Additional channels of revenue by increasing the number of viewers in the region - Television Broadcasting Rights - Sales of goods in sports clubs - Attend games remotely

- GSA • % of GDP spend on sports

Drive Par- ticipation

6.3.11 Promoting diversity and female inclusion in sport

Develop systems, structures, and processes for engaging and working with key individuals, organizations, and government entities to remove the systemic obstacles preventing women and other underserved groups from realizing full participation in sports and sports related activ- ities in KSA. The 2020 target is to have 21 new, operational clinics for women, ~40 females partic- ipating in international sports, and ~1.2M females participating in grassroots sports. • 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

• Increased # new clinics operational, # females served annually [e.g. 10 clinics 2018] • Increased # females participating in interna- tional competitions [e.g. 5 in 2019] • Increased # of females participating in grass- roots sports • Increased % profes- sional sporting events accessible to women (e.g. 15% 2018)

Yes Quick Win

GSA • % of population participating in sports

Drive Par- ticipation

6.3.12 Creating and hosting world class sporting events

• Generate encouragement, sustainable commercial oppor- tunities, awareness and partici- pation in a wide range of sports. The 2020 target is to have 880M global viewers, and total of 18 sporting events. • Bring in globally respected sporting brands, championships and events to the Kingdom • Develop fund for each sub-in- itiative • Define framework for PPP involvement whenever possible

- hosting 5-10 world class events in the kingdom every year - Increase viewrship of sport events locally - Strengthen the kingdom’s reputation internationally

Yes Game changer

GSA • % of GDP spend on sports

124

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Drive Par- ticipation

6.3.13 Increase in popularity of sports and increas- ing the rate of viewer- ship

Increase popularity and view- ership of sports locally and regionally. • Assess current satisfaction levels • Develop a marketing strategy for specific segments • Provide media content support for GSA campaigns and initi- atives. Initial focus will be on football in addition to 3-5 selected sports for the first year and will be reviewed to add more sports in following years

• Current audience and target statistics • Audience Satisfaction Index • Comprehensive Communication Strategy and Plan for GSA and increased reach for initiatives • Enhanced Media plan for every campaign and activation for all initiatives • 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

No - GSA • % of population participating in sports • % of GDP spend on sports

Drive Par- ticipation

6.3.14 Digital Transfor- mation for Sports Sector

Introduce digitization and con- nectivity into the sports land- scape to drive sports participa- tion, performance and economy. The 2020 target is to have a total of 20 GSA e-services (cumula- tive). • Develop an umbrella digital ar- chitecture within GSA as well as the sporting ecosystem. This will allow end consumers to access various sporting services, such as venue booking, via digital means

• Increased mass participation by driving changes in behavior through digital tools and interventions • Improved citizen experience and offering by joining up all parts of the sports ecosystem through digital means • World class digital ecosystem that stimu- lates creation of multiple connected apps, sites and facilities

Yes - GSA • % of population participating in sports

Drive Par- ticipation

6.3.15 Establish- ment of Elite Athlete Devel- opment Program

Develop elite athletes in KSA through a professional and inte- grated program for elite athletes. The 2020 target is to have 1,000 elite sports. • Develop a scouting Program that covers all age groups (schools, universities and prac- titioners) in partnership with different government entities (MoD, MoE, etc), • Develop the required servic- es for elite athletes in sporting institutions

• Increased quality and long-term quantity of athletes • Appropriate perfor- mance environment • Increased number of athletes qualifying for re- gional and international games / competitions (e.g. Asian Games, Sum- mer Olympics, X-games and others) • Increased Saudi role models, national pride and inspiration for mass participation

No - GSA • # of sportsmen in summer Olympics

125

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Drive Par- ticipation

6.3.16 Establish new sports federations and build capabilities of elite sports

Establish elite sports develop- ment program (Federations) in order to scout and identify talented athletes and improve KSA standing in elite sports. This initiative aims to improve the federations’ technical and administrative capabilities to run elite programs as well as expand the current landscape of sports federations to include other sports. The 2020 target is to develop 3-6 federations in the first year. • 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

• Increased number of elite athletes in KSA • Increased number of high-performance coaches in KSA (interna- tional and local) • Increased number of athletes qualifying for re- gional and international games / competitions • Increased Saudi role models, national pride and inspiration for mass participation

Yes - GSA • # of sportsmen in summer Olympics • % of population participating in sports

Drive Par- ticipation

6.3.17 Build Elite Training Perfor- mance Centers

Build training sports centers for various elite sports. • Develop major training centers to be specialized according to national sporting priorities • Develop major training centers to be located in major cities such as Riyadh and Jeddah • Develop smaller training centers to be located according to a needs-based assessment

• Build currently non-ex- istent elite training centers across the KSA, creating the core enabler to elite athlete ambitions • Improved perfor- mance, including number of athletes qualifying for regional and international games / competitions (e.g. Asian Games, Summer Olym- pics, X-games) • Increased Saudi role models, national pride and inspiration for mass participation

No - GSA • # of sportsmen in summer Olympics

Drive Par- ticipation

6.3.18 Develop Sport Acad- emies

Develop sport academies to ensure a consistent pipeline of talent. The target is to establish 4 soccer academies. • Develop scouting programs and special sport related train- ings in partnership with inter- national academies. Initial focus will be on football academies

• Support and devel- opment of the Saudi Football )i.e. increase the ranking of national teams and clubs on short term (youth, Olympic…) and the long term (first team)) Increase the perfor- mance and participation of the Saudi players

Yes Priority GSA • # of sportsmen in summer Olympics

126

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Drive Par- ticipation

6.3.19 Develop- ment of Paralympics (for persons with special needs) to compete in the Paralympic Games

Promote the Paralympics in KSA in order to make sure people with disabilities are fully engaged in sporting activities in KSA. The 2020 target is to have 6 athletes participating in the Paralympic games. • Develop a strategic transfor- mation plan to adapt clubs and facilities to cater for elite athletes with disabilities, with a view to competing in the Paralympic Games in Tokyo and Paris

• Achieving medals in the Paralympic games – Paris 2024 • Female participation in Tokyo 2020 • Excellence in the Paralympic sports • Empower people with disability in the sports sector, merge them into society, and improve their lifestyle

Yes GSA • # of population participating in sports • # of sports venues

Drive Par- ticipation

6.3.20 “My Sport is My Future” Program

Develop competitive and specialized sports programs for school students. The 2020 target includes 25% student participa- 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

MoE • % of people par- ticipating in sports

Drive Par- ticipation

6.3.21 Develop individual and collec- tive sports compe- titions in universities

Increase participation of universi- ty students in university tourna- ments across all regions in KSA. The 2020 target is to have 8,000 male participants, 2,000 female participants, 30 male university federations, and 30 female uni- 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

Quick win

MoE • % of people par- ticipating in sports

127

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Drive Par- ticipation

6.3.22 National Mindset and Behav- ioral Shift Campaigns

Shift people’s perceptions of physical activity, where there is deep-rooted socio-cultural re- sistance by communicating and driving acceptance of its benefits. This will influence people’s behavioral patterns and create the new behavior of a more physically active sporty popula- tion. The target is increase the % of population who are physically active for more than 30 mins per week and decrease the % of population who are not interest- ed in physical activity below the current 67%. Organize campaigns and public messages around the benefits of physical activity Understand current mindsets and measure baseline to assess current situation

• Increase the % of the population who are physically active (30+ mins per week) • Decrease the % of the population who are not interested in physical activity (67%) • Increase the reach of campaigns and mes- sages around physical activity • Broaden the participa- tion base to support elite performance develop- ment • Increase the contri- bution of the sports economy to GDP • Increase the positive perception of KSA in international perception indices influenced by sport

No GSA % of people participating in sports

Develop regu- lation

6.3.22 National Mind-set and Behav- ioral Shift Campaigns 6.4.1 Develop and Execute the sport sector strat- egy

Develop and execute the KSA sport sector strategy to increase mass participation and improve elite performance • Develop creating strategic ini- tiatives which align with national sporting priorities • Develop a sustainable financial model • Develop and implement a strategic roadmap • Develop a governance model which addresses all entities in the sporting ecosystem

• The strategy will reshape and restructure the entire sports sector to be more effective and efficient, bringing all ecosystem players to a common ground and direction • KPIs and goals will be clear for all key sports and organizations. • The governance will drive the desired perfor- mance. • This is a key enabler to the overall sport related goals of the Quality of Life VRP

No GSA • # of sports venues • % of GDP spend on sports % of population participating in sports • # of sportsmen in summer Olympics

Develop sustaina- ble fund- ing model

6.5.1 Develop govern- ance and operating model for the “Sports Develop- ment Fund”

Develop the governance and operating model of a “Sports Development Fund” to push for- ward the ambitions of the sport sector strategy • Develop the mandate for the Sports Development Fund • Develop governance model of the fund • Develop an investment strate- gy which fulfils the priorities of the sport sector strategy

• Efficiently manage and invest income from privatization • Promote growth in the sports economy • Incentivize and support startup companies and clubs

No GSA • Number of sports infra- structure • Sports as % of GDP • % of population participating in sports

128

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 61: Entertainment

لجنة الربنامج ورئيسها

Figure 60: Heritage, Culture and Arts

Develop vibrant Lifestyle options for KSA residents

Develop regulations

Develop sustainable funding model

Communicate actively

Deliver o�ering Drive participation

Deliver high Quality of Life to all KSA residents

9 8

7.2.1. Develop cultural activities across KSA 7.2.4. Develop and promote Saudi movie industry 7.2.5. Launch the cinema sector in Saudi Arabia 7.2.3. Build a Media City 7.2.6. Establish Saudi Film Academy for documentaries 7.2.7. Establish centers for Fine Arts in universities 7.2.8. Establish digital arts and creativity center 7.2.2. Non-financial support for arts & culture sector 7.3.7. Establish specialized Arts Academy

• •

• • • • • •

•

7.3.6. Promote domestic public engagement 7.3.8. Promote Saudi culture abroad 7.3.1. Enhance infrastructure and participation in local and international cultural and artistic competitions for boys in schools 7.3.2. Implement art classes in schools for boys and girls 7.3.3. Enhance participation in local and international cultural and artistic competitions for girls in schools 7.3.4. Implement innovative reading in schools 7.3.9. Establish arts incubators in Saudi universities 7.3.5. Facilitate establishment of professional associations

• •

•

• •

•

Quantity of total initiatives xx

7.4.1. Develop comprehensive culture sector governance & regulatory framework 7.4.2. Develop one-stop-shop for creative company needs

• •

7.5.1. Facilitate private funding in the cultural sector 7.5.2. Establish national cultural funds supporting all cultural sub-sectors

• •

8.4.1. Design comprehensive out-of-home entertainment laws and governance 8.4.2. Develop comprehensive at-home entertainment sector governance & regulatory framework

• •

Develop vibrant Lifestyle options for KSA residents

Develop regulations

Develop sustainable funding model

Communicate actively

Deliver high Quality of Life to all KSA residents

Drive participation4 8.3.3. Organize government-sponsored, flagship events 8.3.4. Develop accessible out-of-home regulatory platform

•

8.3.1. Develop communication campaigns to promote social acceptance and to �attract investors into the entertainment sector 8.3.2. Launch domestic marketing initiatives

•

8.5.1. Fund and incentivize investments •

Quantity of total initiatives

Deliver o�ering6 8.2.6. Build a sustainable pipeline of workers in the entertainment sector

•8.2.3. Establish development and innovation centers 8.2.4. Promote KSA at-home entertainment abroad and international production in KSA 8.2.5. Establish “iDevelop” Saudi Academy for recreational electronic games

•

8.2.1. Create out-of-home entertainment blueprint 8.2.2. Establish accelerator for entertainment business projects

•

لجنة الربنامج ورئيسها

Figure 62: Recreation

Develop vibrant Lifestyle options for KSA residents

Develop regulations

Develop sustainable funding model

Communicate actively

Deliver o�ering Drive participation

Deliver high Quality of Life to all KSA residents

1 1

9.2.1. O�er educational curriculums to Saudi nationals • • 9.3.1. Launch domestic public engagement and marketing initiatives •

Quantity of total initiatives

9.4.1. Develop comprehensive sector governance and regulatory framework •

9.5.1. Attract foreign investors and incentivize o�ering •

Develop venues6 7.1.1. Revamp public libraries 7.1.2. Allow access to university theatres for community activities 7.1.3. Build the Royal Arts Complex 7.1.4. Build Jeddah Opera House 7.1.5. Establish Ha'il Virtual Museum 7.1.6. Develop KSA's cultural infrastructure

• •

• • •

•

Develop venues2 8.1.1. Enhance the Prince Sultan Cultural and Entertainment Center 8.1.2 Develop at-home o�ering blueprint

•

Develop venues1 9.1.1. Develop recreational o�ering across KSA •

129

Strategic pillar

Initiative name

Initiative description Impact

Possibil- ity for privatiza- tion

Type GCA VRP KPI affect- ed by initiative

Develop Venues

7.1.1 Revamp pub- lic libraries

Rehabilitate and modern- ize the 84 public libraries owned and operated by MoCI by 2022 in order increase the utilization of libraries. The 2020 target is the revamping of 42 librar- ies leading • Refurbish and upgrade infrastructure and services • Provide additional train- ing to employees • Develop special calendar and organize library events • Digitalize content (books, magazines, etc.)

• Increased attendance of public libraries in KSA • Updated public library operating model – efficient and in line with interna- tional best practices Access to modern IT infra- structure (PCs, tablets, etc.) as well as digital content e.g. publicly unavailable databases or eBooks

No MoE (with GCA)

• Number of cultural infra- structure

Develop Venues

7.1.2 Allowing the use of univer- sity theatre in conducting community activities

Upgrade existing univer- sity halls and theaters to increase public participation and build local talent. This will be done by upgrad- ing the infrastructure of existing halls and hold the following types of events under the supervision of King Abdulaziz University: • Conduct trainings, e.g. theatrical representation, theatrical motion and voice performance • Host international and local cultural festivals and events

• Developing the skills of staging. • Developing the basic skills of theatre direction and production. • Developing creative thinking skills through teamwork during training. • Developing theatre production management skills to provide greater employment opportunities for trainees.

Yes Quick wins

GCA • Number of culture and ar- tistic activities

Develop Venues

7.1.3 Build the Royal Art Complex

Create a city cluster in Riyadh, centered around a government-owned and built building including an opera house and 3 multipur- pose halls to raise the artis- tic and cultural awareness in Saudi Arabia, increasing household spending on culture and arts. 2021 target is to have ~450,000 tickets sold to different cultural offerings in the given year

• Defined operational strategy of Arts Complex • Increased cultural and recreational activities among Saudi citizens from different age groups • Increased contribution of KSA to the international and local culture scene

Yes Game changer

MOCI • Number of cultural infra- structure • Percentage of consumer expenditure on cultural offering

130

Strategic pillar

Initiative name

Initiative description Impact

Possibil- ity for privatiza- tion

Type GCA VRP KPI affect- ed by initiative

Develop Venues

7.1.4 Build an Iconic Arts and Culture Island in Jeddah

The objective is to develop an iconic Island for Arts and Culture in Jeddah, contribut- ing to the enhancement of the international perception of Saudi Arabia. Not only would the construction be a first-of-a-kind for Saudi Arabia, but the landmark’s iconicity would also jump- start international recogni- tion linked to Saudi Arabian 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.

• Increased awareness of Saudi culture internation- ally through visitors • Increased cultural di- versity and global under- standing of Saudi citizens • Additional iconic site in KSA • Positive influence on perception of KSA on a global level

Yes Game chang- er

MoE • Number of cultural infra- structure • Percentage of consumer expenditure on cultural offering

Develop Venues

7.1.5 Establish Ha’il Virtual Muse- um

Establish a site in Ha’il that is equipped with the latest, modern soft technologies. This aims to introduce tourists and Saudis to major archaeological sites of the area and learn about the ar- ea’s history and culture. The 2020 target is to have gross total of 50,000 attendees, 200 trainees. The museum will aim to do this in the following ways: • Education guides • Competitions • Activation events • Hosting international and local cultural festivals and events

• Launch and enhance the virtual museum’s compo- nents • Support the participa- tion of 10 beneficiaries from the museum by participating in regional competitions • Establishing an inform- ative week for archaeolog- ical sites and tourist areas in Hail, Hail region as a tourist attraction • Simple education guides on the virtual museum

No MoE • Number of culture and artistic infra- structure

Develop Venues

7.1.6 Open cultural sites )includ- ing theaters, art galleries and libraries) across KSA

Develop cultural infrastruc- ture across all regions of KSA to be in line with global benchmarks. The 2020 targets are to construct, re- furbish, rent and/or enable development of 16 theatres, 4 cultural cinemas, 140 art galleries, 13 public libraries and 1 music venue to reach 200k yearly visits • Assess 2030 targets and identify potential gaps 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.

• 2018 – (Public) 2 thea- tres, 1 cultural cinema, 2 public libraries (Private) 26 art galleries • Cultural infrastructure facilitating the hosting of cultural offering at ade- quate venues, providing access to cultural offerings Support in increasing the KSA’s contribution to culture and arts

Yes Game chang- er

GCA • Number of cultural infra- structure • Percentage of consumer expenditure on heritage and cultural offering

131

Strategic pillar

Initiative name

Initiative description Impact

Possibil- ity for privatiza- tion

Type GCA VRP KPI affect- ed by initiative

Deliver Offerings

7.2.1 Develop cul- tural activities across KSA

• Develop detailed strategy for cultural activities across all regions of KSA to be in line with global bench- marks, and adapted to local context to enhance the lifestyle activities available to citizens and residents. The 2020 targets are to offer 16 exhibitions, 647 plays, 6 festivals and 109 different 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

• 2018 – (Public) 8 exhi- bitions and 55 different shows and 110 plays • Enabled Saudi citizens to experience world-class cultural activities • Contributed to local pro- duction of arts and culture Increased KSA presence in regional and international cultural scene

Yes GCA • Number of cultural activ- ities • Percentage of consumer expenditure on artistic offering

132

Strategic pillar

Initiative name

Initiative description Impact

Possibil- ity for privatiza- tion

Type GCA VRP KPI affect- ed by initiative

Deliver Offerings

7.2.2 Provide non-financial support for entities in- volved in arts and culture in the private sector

Set up incubators, residen- cies and provide profession- al services to individuals and organizations operating in the cultural sector to stimulate the creation of a sustainable ecosystem. The 2020 targets are to set up 6 incubators and 6 residen- cies, each graduating 20 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.)

• Artists and cultural or- ganizations avail subsidiz- es for professional services • Saudi citizens can expe- rience world-class cultural activities • Promote production of local content in arts and culture

No GCA -Number of cul- ture and artistic activities - number of local films produced

133

Strategic pillar

Initiative name

Initiative description Impact

Possibil- ity for privatiza- tion

Type GCA VRP KPI affect- ed by initiative

Deliver Offerings

7.2.3 Build a media city

Build a fully integrated and a multiservice media eco- system (Digital video/Film, Animation, Video Game, App, Social Media, digital Radio, VR, AR, and MR) to support and enable content and talent creation which will lead to the increase in cultural offering. The 2020 target is to actively interact ~4,000 people in the Media city through different ways (grants, provision of office space, participation in events, etc.,) • Include facilities for content and talent incu- bation services, studios, training and education, fully equipped for all kinds of media content. • Carry out the project in two stages. Stage 1 will 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

• 3 local media hubs in different cities for local production purposes in 2018 • 1 large media hub for the purpose of attractive international companies in 2020 • 4,000 people interacting with the Media Cities in 2020 • Increased media market and related industries • Localized media indus- try and related markets • Increased contribution of startup/small talent and companies to the media industry Appearance of global in- vestors to the local media ecosystem

Yes Quick wins

GCAM • Percentage of consumer expenditure on artistic offering

134

Strategic pillar

Initiative name

Initiative description Impact

Possibil- ity for privatiza- tion

Type GCA VRP KPI affect- ed by initiative

Deliver Offerings

7.2.4 Develop and promote Saudi movie industry

• Support the development of the film industry to grow domestic production levels to match comparable G-20 countries and attract inter- national players to produce movies in Saudi. The 2020 target is to locally produce 13 movies on a yearly basis • Design and instate the regulatory framework gov- erning the movie produc- tion in Saudi Arabia • 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

• Developed film infra- structure )studio and backlots) • Jobs creation through KSA movie sector • Development of a sus- tainable movie ecosystem • Increase in the KSA’s contribution to interna- tional and local culture International movies fully/ partially produced in KSA

Yes Priority GCA • Number of local movies produced

Deliver Offerings

7.2.5 Launch the cinema sector in Saudi Ara- bia

Develop, support and implement the strategy to Launch the film sector in the KSA to provide 100% of the Saudi population with a game-changing entertainment option. The 2020 target is to set up 45 cinemas and achieve 3.8M yearly visits throughout the country • Design and implement the regulatory framework and licensing office that oversee the cinema sector • 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

• Introduction of a new form of entertainment in Saudi Arabia • Increased household spending in out-of-home entertainment • Creation of a compet- itive environment for regional and international operators • Positive social impact and growth of the KSA’s soft power through film production

Yes Game chang- er

GCAM • Number of cultural infra- structure • Number of out-of-home entertainment infrastructure

135

Strategic pillar

Initiative name

Initiative description Impact

Possibil- ity for privatiza- tion

Type GCA VRP KPI affect- ed by initiative

Deliver Offerings

7.2.6 Saudi Film Academy for documenta- ries

Establish a Saudi Film Academy which provides a training and certification Program for documentary film making, under the su- pervision of King Abdulaziz University. The academy will focus on documenta- ry-making to effectively promote Saudi knowledge and values. The 2020 target is to have 100 graduates, 35 local professors, and design 1 graduate degree. • Develop a certified diplo- ma in filmmaking and for filmmaking trainers • Develop digital arts design lab for the Saudi Film Academy • Create film competitions for students with partici- pants from abroad

• Developing skills in writing and editing texts, from narrative to charac- ter-building and dia- logue-making. • Develop basic skills for directing from text review, pre-production, production and editing. • Develop analytical skills through individual projects and work with actors dur- ing training. • Develop film and television production management skills to pro- vide greater employment opportunities for trainees. • Qualifying the trainee for the practice of cin- 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.

Yes MoE • Number of local movies produced

Deliver Offerings

7.2.7 Fine Arts

Build centers in universities specializing in theatrical, artistic and musical perfor- mances, and the organiza- tion of motion arts galleries that exhibit many works of university students. This aims to showcase the outstanding performances and fine art talents of stu- dents from 15 universities across the whole Kingdom. The 2020 target is to have 55 events, 10% enrollment from current universities, and 2% students classified as being talented • Conduct necessary consultation and bench- marking to design the specification and structure for the centers of Fine arts in universities • Build and equip these centers with the necessary equipment and personnel

• Provide fine arts and outstanding performance for students. • Establish art theaters and train students on modern art styles. • Prepare specialized courses in the art industry and artistic content man- agement for students • Meet the needs of the country of the designs and drawings with touches of modern and creative art of international competition in light of the National Renaissance vision 2030. • Discover and adopt creative talents in the fine arts through competitions, courses and exhibitions in the arts. • Providing direct arts ser- vices and consultations to the State and community departments. • Contribute to creating a general environment for artistic culture in line with social values

No MoE • Number of culture and artistic infra- structure • Number of cultural activ- ities

136

Strategic pillar

Initiative name

Initiative description Impact

Possibil- ity for privatiza- tion

Type GCA VRP KPI affect- ed by initiative

Deliver Offerings

7.2.8 Digital arts and creativity center

Build a digital media arts and creativity center in order to train and promote digital art skills through establishing a digital arts design lab, holding student competitions, and organiz- ing promotional events. The 2020 target is 1,500 partici- pants, 25 events at schools and universities, and ~10 exhibitions • Identify requirements for 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

• Training courses for student beneficiaries in particular, and community segments in general in the field of digital art (3000 trainees) • Support the participa- tion of 10 beneficiaries of the Center in creative competitions • Art exhibitions specializ- ing in digital art

No MoE • Number of local movies produced

Drive Partic- ipation

7.3.1 Enable arts and culture among K12 students

Increase male student participation in cultural and artistic competitions in order to instill artistic habits in the students at an early age and impart cultural knowledge and con- cepts. The 2020 target is to increase local participation by 15%, organize 24 cultural events per education level, train 2400 trainees and win 8 medals in each competi- tive category • Identify local, regional and international compe- titions and awards where Saudi citizens can partici- pate • Develop training curric- ulum for art educators and supervisors • Organize trainings for art educators and supervisors • Hold exhibitions, cultural competitions and cultural festivals • Encourage participation in local and international competitions

• Preparing school infra- structure for arts practice • Preparing the infrastruc- ture of schools to practice cultural fields. • Qualifying and training of art workers from gener- al education teachers • Qualifying and training of cultural workers from public education teachers • Establish and develop specialized centers in pub- lic education schools • Performing local and national competitions in the field of arts and crafts and calligraphy • Implementation of local and national competi- tions in different fields of culture. • Creating a variety of theaters in public educa- tion schools. • Participation in artistic competitions at the Gulf, regional and international levels. • Participation in Gulf, regional and international cultural competitions.

No MoE • Number of cultural infra- structure

137

Strategic pillar

Initiative name

Initiative description Impact

Possibil- ity for privatiza- tion

Type GCA VRP KPI affect- ed by initiative

Drive Partic- ipation

7.3.2 Develop art classes in schools for boys and girls to include various arts

Develop and implement art classes for boys and girls across all schools in KSA in order to provide access to facilities where they can practice and identify and nurture talent. Initiative aims at developing an artistically and profession- ally educated generation of Saudi citizens • Develop art and culture curriculum • Develop art laboratories and infrastructure to facili- tate teaching and training • Provide training to culture and arts teachers • Organize exhibitions to promote art work of students

• Change in community awareness about the role and importance of arts in spreading the culture and introduce it to all aspects of life as one of the lan- guages of communication between peoples and their civilization, for a conscious generation of artistic and professional intellectuals in the industrial design processes of digital art which is convinced with transforming the outlook of arts into a culture rather than a craft. • Contributing to diver- sifying the sources of 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

No Game chang- er

MoE • Number of cultural activ- ities

Drive Partic- ipation

7.3.3 Enhance participation in local and interna-tional cultural com- petitions

Increase female student participation in cultural and artistic competitions in order to seed artistic habits in the students at an early age and impart cultural knowledge and concepts. Initiative aims to enable an ecosystem which makes participation in cultural and artistic competitions easier for the students • Identify local, regional and international compe- titions and awards where Saudi citizens can partici- 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

• A generation that is qualified for international competitions and is aware of competing in cultural and artistic processes such as industrial design, digital art and other motor perfor- mance • Make qualitative and quantitative changes in the arts and culture competitions through the Kingdom’s strategic loca- tion and its impact on the Muslim and Arab world.

No MoE • Number of cultural activ- ities

138

Strategic pillar

Initiative name

Initiative description Impact

Possibil- ity for privatiza- tion

Type GCA VRP KPI affect- ed by initiative

Drive Partic- ipation

7.3.4 Reading is the reflection of intellect and culture

Design, develop and imple- ment innovative reading courses in schools in order to promote reading hobbies among Saudi students of both genders. The effort aims to transform Saudi Arabia into a knowledge producing country rather than a knowledge consum- ing country. The 2020 target is to establish 6 reading academies across the Kingdom • Develop and implement mandatory programs in schools to address issues of poor reading and abstention • Create fixed and mobile libraries and online stores for sale and borrowing of books • Partner with institutes, local organizations, global universities to organize events that foster literary arts

• Building a strategy to raise the international lev- el of the Kingdom in arts and culture. • Mandatory programs in schools to address the phe- nomena of reading weak- ness and lack of reading. • Specific programs within and outside schools to enable readability in the production and use of knowledge in life. • Establish ten academies that qualify for cultural and artistic professionalism. • Qualified cadres to represent the Kingdom in regional and international artistic and cultural events and forums. • Establish fixed and mobile small libraries and 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

No MoE • Number of cultural activ- ities

Drive Partic- ipation

7.3.5 Establish cul- tural associa- tions

Enable the establishment of artist associations that offer support services, net- working opportunities and connect artists with other entities to promote the creation of cultural content. The 2020 target is to set up 4 professional associations that will support 2,000 individuals, on an annual basis, through workshops and events • Establish 4 professional associations across each cultural pillar • Develop an online 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

• Enrollment and reten- tion of artists in the artists association • Annual events and services provided for members • Setting up a support and development mechanism in place for artists • Increased awareness among artists regarding developments in their respective fields Successful enrollment and retention of artists in the association

Yes GCA • Number of cultural activ- ities

139

Strategic pillar

Initiative name

Initiative description Impact

Possibil- ity for privatiza- tion

Type GCA VRP KPI affect- ed by initiative

Drive Partic- ipation

7.3.6 Launch initiatives for local public participation

Launch domestic public engagement and marketing initiatives to attract Saudi Arabia’s population towards cultural offering and activ- ities while increasing the social acceptance of culture and arts and increment- ing cultural consumption, across demographics. • Design and rollout com- munication and marketing strategies to promote popularity of artists in the Kingdom • Develop and implement a platform to highlight the availability and the benefits of cultural infrastructures and activities/events • Establish awards to reward artists across the various cultural pillars • Monitor public sentiment through sample population surveys and focus groups

• Campaigns, initiatives and events aimed at increasing public engage- ment targeting different demographics (e.g., investors, youth, adults); to be defined during initiative implementation; potential adoption of key role models as cultural ambassadors • Increased awareness and engagement in Saudi culture domestically Increased social acceptance of arts and culture among all demographics

No GCA • Percentage of consumer expenditure on cultural offering

Deliver Offerings

7.3.7 Establish spe- cialized Arts Academy

Establish a specialized, top- tier academic institute with a focus on performing arts, visual arts, and film award- ing Bachelor and Master degrees in order to increase the Saudi content in culture and arts. The 2020 target is to have 1000 students enrolled over 1 campus • 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

• Increased number of professionally-trained artists, actresses and direc- tors in KSA • Increased international collaboration in arts and culture Improved arts and culture positioning of KSA globally

No GCA • number of local films • Number of published books • Number of offered cultural activities

140

Strategic pillar

Initiative name

Initiative description Impact

Possibil- ity for privatiza- tion

Type GCA VRP KPI affect- ed by initiative

Drive Partic- ipa-tion

7.3.8 Promote Saudi culture abroad

Promote Saudi culture amongst international audiences through extensive events, forums and exhibi- tions to create awareness as well as to support local artists to participate in inter- national events. The 2020 tar- gets are to organize 2 trave- ling exhibits till 2020, launch 5 awareness campaigns, host 2 cultural forums support over 1,000 artists to partici- pate in international cultural events. • Assess the perception of Saudi culture in international countries and define interna- tional promotion strategy • Launch initiatives and media campaigns to increase awareness about Saudi culture • Host international cultural forums in Saudi Arabia • Support artists and organ- izations in their efforts to participate in international events

• International cultural fo- rums to provide immersive experience to foreigners • Traveling arts exhibi- tions to present Saudi culture in prominent cities globally • Grants for individuals for presenting work interna- tionally • Increased presence of Saudi individuals/organi- zations to int’l events (i.e. Art Basel) • Increased perception of Saudi culture abroad and international interest in KSA Increasing the KSA’s contri- bution to international and local art scene

No GCA • Number of cultural activ- ities • Participa- tion in major international festivals

Drive Partic- ipation

7.3.9 Establish arts incubators

Establish arts incubators in Saudi universities to invest in businesses and enter- prises working towards promoting arts and culture in the Kingdom. In addition to investment, initiative also aims at nurturing and refin- ing artistic talent available in the Kingdom. The 2020 target is to gradu- ate 65 students and estab- lish a total of 2 incubators • Conduct citizens’ survey to gauge their interest in arts • Develop appropriate programs and strategies for incorporation of arts in educational institutions • Build art incubators with- in universities • Carry out awareness cam- paigns to promote incuba- tors and support arts

• Prepare a survey on the trends of citizens of plastic arts of all kinds. • Establish a center for plastic arts. • Provide business incuba- tors for plastic arts. • Develop appropriate programs and strategies for the inclusion of plastic arts in educational insti- tutions. • Raise the awareness of the importance of plastic arts in its various forms among different communi- ty categories. • Implement a number of awareness campaigns to support and consolidate the concept of plastic art. • Provide support, man- agement and marketing consulting for small pro- jects in the field of plastic arts.

No MoE • Number of cultural infra- structure • Number of local movies produced

141

Strategic pillar

Initiative name

Initiative description Impact

Possibil- ity for privatiza- tion

Type GCA VRP KPI affect- ed by initiative

Develop reg- ulation

7.4.1 Develop culture sector governance and regulato- ry framework

Draft and implement a comprehensive governance and regulatory framework for the cultural sector to enable the sector’s growth and success • Develop basic governing law for the culture sector, clarifying and outlining the role of various regulators • Set-up sectorial council on culture policy and regula- tion, with representation from various entities: government, private, and non-profit • Develop legal framework to protect creative profes- sionals against defamation and social persecution • Develop Saudi IP protec- tion regulatory framework and enforcement mecha- nism • Develop laws and regu- lations for art exhibitions licensing

• Basic governing law for the culture sector passed through Council of Min- isters • MoUs signed between entities, highlighting different entity’s roles and responsibilities • Set-up of sectorial council • Clarification of roles of various culture sector regulators • Simplified laws govern- ing culture sector Decreased complexity of government processes relating to culture sector

No Quick wins

GCA • Number of cultural activi- ties Percentage of consumer expenditure on artistic offering

Develop reg- ulation

7.4.2 Develop a one-stop- shop for crea- tive business needs

Develop a one-stop-shop for all creative business interac- tions with the government (including registration, event licensing, production permit, labor registration and content importing) to allow for a smooth business establishment process • Re-design and enforce the registration and licensing process • Build and recruit person- nel for physical one-stop shop (or merge with MCI-led one-stop shop) • Develop web portal to facilitate the establishment and management of crea- tive businesses

• Re-designed gov- ernment processes for creative businesses and individuals • Physical one-stop shop and web portal for single point of contact for all government needs • Decreased complexity, and clarification in all gov- ernment processes relating to creative businesses Increased incentive to set up cultural offering due to removed barriers to entry

No Quick wins

GCA • Number of cultural infra- structure • Number of cultural activ- ities • Percentage of consumer expenditure on artistic offering

142

Strategic pillar

Initiative name

Initiative description Impact

Possibil- ity for privatiza- tion

Type GCA VRP KPI affect- ed by initiative

Develop sustainable funding model

7.5.1 Facilitate pri- vate funding in the cultural sector

Organize promotion events and campaigns to facilitate investment, sponsorship and donation of funds from the private organizations and high net worth individ- uals (HNWI) to support the cultural sector in KSA. The 2020 targets are to annually undertake 4 targeted media campaigns, 2 mass media campaigns and 4 network- 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

• Additional private funding will enable the in- creased offering of cultural activities in KSA • Financial support for the cultural ecosystem’s economic necessities Private sector and HNWI will become an integral part of the funding process for KSA’s cultural sector

Yes GCA • Number of cultural infra- structure • Number of cultural activ- ities • Percentage of consumer expenditure on artistic offering

Develop sustainable funding model

7.5.2 Establish national cultural funds supporting all cultural sub-sectors

Support cultural sector growth by establishing 5 government backed national funds )one in each cultural sub-sector: films, performing arts, visual arts and literature) that facilitate the engagement of individ- ual or organizations in cul- tural activities and enhance financial attractiveness of the sector. The 2020 targets are to provide 278.5 million riyals grant in film sub-sec- tor, 197.1 million riyal grant in performing arts sub-sec- tor, 72.7 million riyals grant in literature sub-sector, and 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

• Establishment of 5 funds (4 for each of the sub-sec- tors and 1 general fund to support cross sub-sector initiatives) – estimated at ~SAR 3.2 in the first 5 years • Establishment of grants for artists and organization within each sub-sector • Additional funding to encourage the creation, production and distribu- tion of culture • Increased local produc- tion of arts and culture Support of amateur and professional artistic talents

No Priority GCA • Number of cultural infra- structure • Number of cultural activ- ities • Percentage of consumer expenditure on artistic offering

143

Leading entityInitiative nameStrategic pillar VRP KPI affected by

initiative Dimension

• SCTH1. Construct and rehabilitate 18 public museums

Develop venuesNumber of heritage infrastructure

Heritage

• SCTH2. License 200 private museumsDevelop venues

• SCTH3. Register 3 UNESCO sites in the World Heritage List Develop venues

• SCTH4. Rehabilitate and operate 17 creative centers Develop venues

• SCTH5. Rehabilitate 80 archaeological sites Develop venues

• SCTH6. Develop and rehabilitate 14 villages and heritage towns Develop venues

• SCTH7. Offer 40 yearly heritage events Develop offerings

Number of heritage eventsHeritage • SCTH8. Register 1 UNESCO intangible cultural heritage element

Develop offerings

5.J Entertainment

Entertainment initiative services include the following activities: Media (TV, newspapers, magazines and radio), series, games, videos, events, festivals, concerts and performances. Places where activities will be offered outside home are: Movie theaters, public parks, zoos, family entertainment centers, concert halls, event halls, game centers, etc. As indicated in chapters 1 and 2, the KPIs within the Entertainment category are fully owned by the Quality of Life Program 2020. The following table includes the list of initiatives within this category with a short description and the responsible entity.. Additionally, a visual overview with the mapping of initiatives against strategic pillars is included in the following figure.

Figure 61: Entertainment

لجنة الربنامج ورئيسها

Figure 60: Heritage, Culture and Arts

Develop vibrant Lifestyle options for KSA residents

Develop regulations

Develop sustainable funding model

Communicate actively

Deliver o�ering Drive participation

Deliver high Quality of Life to all KSA residents

9 8

• •

• • • • • •

•

• •

•

• •

•

Quantity of total initiatives xx

7.4.1. Develop comprehensive culture sector governance & regulatory framework 7.4.2. Develop one-stop-shop for creative company needs

• •

7.5.1. Facilitate private funding in the cultural sector 7.5.2. Establish national cultural funds supporting all cultural sub-sectors

• •

8.4.1. Design comprehensive out-of-home entertainment laws and governance 8.4.2. Develop comprehensive at-home entertainment sector governance & regulatory framework

• •

Develop vibrant Lifestyle options for KSA residents

Develop regulations

Develop sustainable funding model

Communicate actively

Deliver high Quality of Life to all KSA residents

Drive participation4 8.3.3. Organize government-sponsored, flagship events 8.3.4. Develop accessible out-of-home regulatory platform

•

8.3.1. Develop communication campaigns to promote social acceptance and to �attract investors into the entertainment sector 8.3.2. Launch domestic marketing initiatives

•

8.5.1. Fund and incentivize investments •

Quantity of total initiatives

Deliver o�ering6 8.2.6. Build a sustainable pipeline of workers in the entertainment sector

•

8.2.1. Create out-of-home entertainment blueprint 8.2.2. Establish accelerator for entertainment business projects

•

لجنة الربنامج ورئيسها

Figure 62: Recreation

Develop vibrant Lifestyle options for KSA residents

Develop regulations

Develop sustainable funding model

Communicate actively

Deliver o�ering Drive participation

Deliver high Quality of Life to all KSA residents

1 1

9.2.1. O�er educational curriculums to Saudi nationals • • 9.3.1. Launch domestic public engagement and marketing initiatives •

Quantity of total initiatives

9.4.1. Develop comprehensive sector governance and regulatory framework •

9.5.1. Attract foreign investors and incentivize o�ering •

• •

• • •

•

Develop venues2 8.1.1. Enhance the Prince Sultan Cultural and Entertainment Center 8.1.2 Develop at-home o�ering blueprint

•

Develop venues1 9.1.1. Develop recreational o�ering across KSA •

144

Strategic

pillar

Initiative

name Initiative description Impact

Possibil-

ity for

privati-

zation

Type Leading

entity

VRP KPI affect-

ed by initiative

Develop Venues

8.1.1 Enhance the Prince Sultan Cultural and Enter- tainment Center

Activate the Prince Sultan Cultural and Entertainment Center to develop a facility which discovers, nurtures and markets people with cultural and artistic skills. This initiative also aims at increasing arts and cultural contributions made by Saudi Arabia by diversifying and in- creasing cultural forums and organizing cultural events. The 2020 target is to develop 150 talented artists, organize 9 activities and events, and build 9 key attractions for the population • Identify, design and devel- op the required infrastruc- ture in the Prince Sultan Cultural and Entertainment Center • Run the talent discovery, sponsorship and marketing Programs • Attract and organize local, regional and global cultural entertainment

• Integrated cultural enter- tainment center • Discover, sponsor and market talent programs • Cultural and entertain- ment Programs suitable for the community

MoE • Number of cultural and ar- tistic activities • Number of out-of-home entertainment events • Percentage of overall household expenditure on culture and arts • Percentage of overall household expenditure on out-of-home entertainment • Number of local movies produced • Number of published books

Deliver Offerings

8.1.2 Develop at-home entertain- ment in the King- dom

Create offering blueprint for all at-home entertainment categories in KSA, includ- ing digital (video games, series, etc.), analogue (board games, toys, books, etc.), and media (TV, radio, magazines, etc.) in cooperation with all relevant entities in order to reach 2.9% of house- hold spending on at-home entertainment options. The 2020 target is to offer similar at-home entertainment op- tions to all citizens of KSA • Develop a rollout plan for entertainment offering with priority categories targeted for early launch. • Identify and attract major international titles (films, series, board games, books, etc.)

• Developed market study of each entertainment category • 13 regional detailed blue- prints for the development of all at-home entertain- ment categories • Focused roadmap for special needs of at home entertainment • Set up joint task force, responsible for the manage- ment of the implementation of the roadmap • Increased share of top titles available within 3 months of global publishing • Increased accessibility of entertainment options (ana- logue, digital and media) Number of accessible media reaching over 400 by 2020

Yes Priority GCAM • Number of accessible media • Percentage of top titles available with- in 3 months of global publish- ing

145

Strategic

pillar

Initiative

name Initiative description Impact

Possibil-

ity for

privati-

zation

Type Leading

entity

VRP KPI affect-

ed by initiative

Develop Venues

8.2.1 Build strategy of develop- ment and imple- mentation of enter- tainment options and infra- structure in enter- tainment sector

Create offering and infra- structure blueprint for the development of all out-of- home entertainment cate- gories (Theme parks, water parks, family entertainment centers, zoos, live music events, LAN gaming centers, eSports tournaments, etc…) in order to increase house- hold spending on out-of- home entertainment. The 2020 target is to unlock an additional~1M visits to entertainment facilities • Develop out-of-home entertainment requirements per region • Finance selected initial entertainment venues • Track completion of infra- structure developments by the private sector

• Regional offering and infrastructure blueprints for the development of all categories • Implementation roadmap for each entertainment sub category and infrastructure type • 204 entertainment ven- ues developed by 2020 (171 – 2018; 187 – 2019) • 358 live events offered in 2020 (263 – 2018; 310 – 2019) Increased out-of-home en- tertainment spend to reach 0.5% by 2020

Yes Priority GEA • Number of venues • Number of events • Household spend on out-of-home entertainment

Develop Offering

8.2.2 Establish accelerator for enter- tainment business projects

• This initiative is about building and establishing an accelerator for young participants. It will invest in their abilities and direct them to open entertainment projects suited to the re- 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

• Training courses to quali- fy participants to open their entertainment projects (70 beneficiaries by 2020) • Opening two entertain- ment projects annually in the region

Priority MoE • Number of local content produced

146

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VRP KPI affect-

ed by initiative

Deliver Offerings

8.2.3 Establish develop- ment and innovation centers in enter- tainment sector

Establish several devel- opment and innovation centers, providing free space and lectures for entrepre- neurs and students aimed at increasing the locally created content share of the 1% household spending on out-of-home entertainment and award the best local artists. The 2020 target is to have 12,240 participants and students in the given year interacting with the devel- opment centers • Support a local culture of innovation in the entertain- 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

• Innovation center strat- egy • KSA entertainment in- novation award design and structure • 3 established innovation centers by 2020 (Jeddah, Dammam, Riyadh) • Reach 100 full time partic- ipants per semester in each development center by 2020 • Have 11,640 students take part in courses and lectures in 2020 • Increased local content Introduction of culture of innovation

No GEA • Percentage of total family spending on entertainment.

Deliver Offerings

8.2.4 Promote KSA at-home en- tertainment abroad and internation- al produc- tion in KSA

Support the development of Saudi at-home enter- tainment industry to allow Saudi producers to deliver high-quality products, com- peting with global content on an international platform • Promote top content abroad through campaigns focusing on Arabic speaking countries. • Create opportunities for international production in KSA by shooting series, de- veloping video games etc.

• Increased KSA contribu- tion to international and lo- cal at-home entertainment offerings • 75M SAR in 2020 spent on advertising of Saudi content and production opportuni- ties abroad • KSA established as a preferred destination for producing international titles • Increased number of local content advertised abroad • 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

Yes GCAM • Number of accessible media • Percentage of top titles available with- in 3 months of global publish- ing • Household spend on out-of-home entertainment

147

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name Initiative description Impact

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privati-

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Type Leading

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VRP KPI affect-

ed by initiative

Deliver Offerings

8.2.5 Saudi Acad- emy for Electronic Game De- velopment

Build and establish an academy in order to create interest and train citizens to be able to design and pro- gram recreational e-games. Initiative will be implement- ed in 4 major universities under the supervision of King Abdulla University and will also involve building state-of-the-art game design studios and production and marketing of e-games. The 2020 target includes grad- uating 20 participants from the academy • Design and develop infra- structure for the academy • 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

• Selling electronic games and entertainment graphics that are compatible with Saudi values and culture. • Designing electronic games and graphic films for a safe entertainment and the community, especially for children and young peo- ple, and presenting them to local and international markets keeping in line with international standards. • Training and qualifying national cadres to obtain a certificate in the design and programming of electronic games and graphic films

MoE • Percentage of Household total spend on entertainment

Deliver Offerings

8.2.6 Build and develop human capital for the enter- tainment sector

Develop and localize the human capital in the out of home entertainment sector to ensure the Saudi talent and job creation. The 2020 target is having sent 750 people (teachers and employees in the sector) on exchange programs • Prepare job categorization in the out-of-home enter- tainment sector • Engage universities and schools to develop curricu- lum and training programs • Develop incentive pro- grams for the employment of Saudis

• List of core entertain- ment occupations and professional classifications • Signed MOU with key stakeholders for developing curriculums, programs and incubators • Career education pro- grams for entertainment sector developed • Variety of human capital development programs developed • Over 3,000 people trained on exchange programs by 2030 • Registration of enter- tainment occupations into MLSD ASOC • Employers Incentives Scheme developed, aimed at increasing Saudis hiring • Increased Saudization rates Increased employment in the entertainment sector

No Priority GEA

148

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VRP KPI affect-

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Deliver Offerings

8.3.1 Develop commu- nication campaigns to promote enter- tainment offerings at home and abroad, enhance social acceptance and attract investors into the enter- tainment sector

Promote new entertainment offerings and investment opportunities locally and in- ternationally to develop the entertainment sector and increase household spend- ing on out-of-home enter- tainment to 1.0% to match best in class international countries. The 2020 target is to reach the entire popula- tion of KSA with communi- cation campaigns in order to achieve the ~1M visits to entertainment facilities and events • Highlight social benefits of out-of-home entertain- ment to ensure acceptance • Develop communication material for international investors to increase their involvement • Develop communica- tion material for local and international consumers to highlight entertainment options

• Comm. strategy to the different stakeholders (in- cluding messages, content, timing, etc…) • Comm. campaigns and events to raise social accept- ance • Comm. campaigns for attracting investors • Comm. campaigns promoting entertainment offerings locally and inter- nationally • Public sentiment moni- toring • Increased Saudi house- hold spending on local entertainment • Increased number of foreign visitors • Creation of positive image of the Kingdom internation- ally • Increased private sector’s awareness of investment opportunities • Increased public aware- ness around entertainment offering Increased social acceptance and participation

Yes Quick wins

GEA • Household spend on out-of-home entertainment

Drive Partic- ipation

8.3.2 Launch local public participa- tion and marketing initiatives to in- crease and encourage local enter- tainment consump- tion

Increase domestic public engagement through large scale events in the 3 biggest cities as well as country wide marketing initiatives to increase at-home enter- tainment consumption and participation across demographics to reach 2.9% of household expenditure on at-home entertainment by reaching the entire popula- tion of KSA • Increase social acceptance of different at-home enter- tainment options. • Develop communication platform and launch mar- keting campaigns for four months/year. • Organize one large scale event per year in main cities Riyadh, Jeddah and Dam- mam

• Large media campaigns every year reaching a wide audience • Large-scale events every year in major cities engaging different stakeholders (edu- cation, capital, technology, consumer, talents). Events should include champion- ships, school activities, etc.… • Increased awareness and engagement in Saudi and international at-home entertainment across the country • Increased social accept- ance of at-home entertain- ment options among all demographics Increased consumption of at home entertainment

No GCAM • Household spend on enter- tainment

149

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ed by initiative

Drive Partic- ipation

8.3.3 Organize govern- ment

Partner with private sector to organize ~50 annual an- chor events all around KSA to kick start the sector and showcase its changes aim- ing to increase household spending on out-of-home entertainment activities and providing entertain- ment options to the entire population of KSA. The 2020 target is ~6M attendance on the 3 biggest flagship events (National day, Eid Al Adha, Eid Al Fitr) • Define event calendar per region • Develop strategic commu- nication campaigns linked to all types of events • Organize and hold flag- ship events

• Calendar of national events and festivals • Strategic communica- tion campaigns promoting government-sponsored entertainment offerings locally and internationally • Large scale and flagship events with attendance of ~3M on national day, ~1.5M on Eid Al Adha and ~1.5M on Eid Al Fitr in 2020 • Retained Saudi house- hold spending during these occasions • Decreased number of travelers from KSA to other destinations for entertain- ment during these occa- sions • Increased social cohesion Projection of a positive image of the Kingdom inter- nationally

No GEA • Number of events • Household spend on enter- tainment

150

Strategic

pillar

Initiative

name Initiative description Impact

Possibil-

ity for

privati-

zation

Type Leading

entity

VRP KPI affect-

ed by initiative

Drive Partic- ipation

8.3.4 Develp accessibl regulatoy platfor

Develop clear and publicly accessible IT platform that summarizes regulatory framework and guidelines in order to facilitate operation of businesses, adherence to the regulations as well as the increase in household spending on entertainment through facilitated ticket purchase. The 2020 target is to have over 3M visits to the website in the given year • Collect regulations and make them accessible for public viewing • Develop and publish website with all regulations, database of events and pos- sibility of ticket sales

• Clear, simple, and innova- tive regulatory framework guidelines • User-friendly accessible dynamic platform filled with entertainment sector regulatory framework infor- mation • User-friendly accessi- ble dynamic platform for entertainment vendors and customers • Increased out-of-home entertainment spend Increased number of out-of- home entertainment events

No GEA • Number of venues • Number of events • Household spend on at- home enter- tainment

Develop regulations

8.4.1 Design compre- hensive out-of- home entertain- ment laws and gov- ernance

Establish law, comprehen- sive regulatory framework and sector governance structure in order to enable the sector’s growth and suc- cess aimed at increasing the entertainment offerings • Draft and enact compre- hensive regulatory frame- work detailing permitted entertainment options • Define detail organization chart and appoint regulatory body

• Defined regulatory and governance framework for the out-of-home entertain- ment sector • Defined quality standards and inspection guidelines to ensure high-quality service and venue offering • Effective and simple licensing process for out- of-home entertainment activities • Increased social adher- 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

No Priority GEA • Number of venues • Number of events • Household spend on at- home enter- tainment

151

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name Initiative description Impact

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privati-

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Type Leading

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VRP KPI affect-

ed by initiative

Develop regulation

8.4.2 Develop compre- hensive at-home enter- tainment sector govern- ance and regulatory framework

Specify and simplify the roles and responsibilities of each government entity and develop and update a com- prehensive set of regulations for at-home entertainment, in order to enable sector’s growth and success ensur- ing that 100% of leading global titles are available at the time of global publish- ing in KSA and enabling the population to spend 2.9% 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

• Define permitted enter- tainment options • Develop governance framework clarifying role of various regulators • Involve the private sector in decision-making by or- ganizing workshops across major cities, and establish sectoral council Identify restrictive legisla- tion, gaps in licensing and submit amendments

No Priority GCAM • Number of accessible media • Percentage of top titles available with- in 3 months of global publish- ing • Household spend on at- home enter- tainment

Develop sustainable funding model

8.5.1 Support and drive investment in the enter- tainment sector

Establish an entertainment fund aimed at encouraging the private sector to invest in commercially less attractive regions and developing an ecosystem of new SME com- panies in order to boost local content creation. The 2020 target is to hand out ~440M SAR of funds to ~600 SMEs • Create incentives for pri- vate companies to invest in commercially not attractive regions • Define SME sponsorship strategy and Program and select SMEs to provide funds to

• Set-up of a fund with annual ~440M SAR funds to allocate • ~450 events in commer- cially not attractive areas in 2020 • Comprehensive incentives scheme developed for each entertainment category targeting investments in less attractive regions • Assessment of SME landscape (challenges and opportunities) • Comprehensive incentives and support Program aimed towards entrepreneur and 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

No Priority GEA • Number of venues • Number of events • Household spend on out-of-home entertainment

152

5.K Recreation

As indicated in chapters 1 and 2, the KPIs within the Recreation category are fully owned by the Quality of Life Program 2020. The following table include the list of initiatives within this cat- egory with a short description and the responsible entity. Additionally, a visual overview with the mapping of initiatives against strategic pillars is included in the following figure.

Figure 61: Entertainment

لجنة الربنامج ورئيسها

Figure 60: Heritage, Culture and Arts

Develop vibrant Lifestyle options for KSA residents

Develop regulations

Develop sustainable funding model

Communicate actively

Deliver o�ering Drive participation

Deliver high Quality of Life to all KSA residents

9 8

• •

• • • • • •

•

• •

•

• •

•

Quantity of total initiatives xx

7.4.1. Develop comprehensive culture sector governance & regulatory framework 7.4.2. Develop one-stop-shop for creative company needs

• •

7.5.1. Facilitate private funding in the cultural sector 7.5.2. Establish national cultural funds supporting all cultural sub-sectors

• •

8.4.1. Design comprehensive out-of-home entertainment laws and governance 8.4.2. Develop comprehensive at-home entertainment sector governance & regulatory framework

• •

Develop vibrant Lifestyle options for KSA residents

Develop regulations

Develop sustainable funding model

Communicate actively

Deliver high Quality of Life to all KSA residents

Drive participation4 8.3.3. Organize government-sponsored, flagship events 8.3.4. Develop accessible out-of-home regulatory platform

•

8.3.1. Develop communication campaigns to promote social acceptance and to �attract investors into the entertainment sector 8.3.2. Launch domestic marketing initiatives

•

8.5.1. Fund and incentivize investments •

Quantity of total initiatives

Deliver o�ering6 8.2.6. Build a sustainable pipeline of workers in the entertainment sector

•

8.2.1. Create out-of-home entertainment blueprint 8.2.2. Establish accelerator for entertainment business projects

•

لجنة الربنامج ورئيسها

Figure 62: Recreation

Develop vibrant Lifestyle options for KSA residents

Develop regulations

Develop sustainable funding model

Communicate actively

Deliver o�ering Drive participation

Deliver high Quality of Life to all KSA residents

1 1

9.2.1. O�er educational curriculums to Saudi nationals • • 9.3.1. Launch domestic public engagement and marketing initiatives •

Quantity of total initiatives

9.4.1. Develop comprehensive sector governance and regulatory framework •

9.5.1. Attract foreign investors and incentivize o�ering •

• •

• • •

•

Develop venues2 8.1.1. Enhance the Prince Sultan Cultural and Entertainment Center 8.1.2 Develop at-home o�ering blueprint

•

Develop venues1 9.1.1. Develop recreational o�ering across KSA •

Strategic

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privati-

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Type Leading

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VRP KPI affected

by initiative

Develop Venues

9.1.1 Develop recrea- tional offering across KSA

Develop the infrastructure blueprint for the recreational sub-sector to enable the pro- vision of additional food and beverage outlets, extra retail space as well as constructing iconic developments across major cities in Saudi Arabia to enhance the variety of the 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

• Iconic develop- ments to positively influence the global perception of Saudi Arabia Increased per- centage of global brand representa- tion

Yes QoL until responsible entity is assigned

• Sq. meters of shopping mall retail space per capita • Number of icon- ic developments • Number of RandB stores

153

Strategic

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Initiative

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privati-

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Type Leading

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VRP KPI affected

by initiative

Develop offering

9.2.1 Offer ed- ucational curric- ulums to Saudi nationals

Nurture local Saudi talent to generate entrepreneurial op- portunities in the sector and to develop local recreational workforce by subsidizing rel- evant educational Programs. The 2020 target is to offer 20 national and 30 international scholarships for Saudi youth • Develop educational cur- riculums to attract new Saudi generations towards the 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

• Improve local perception of recreational sector and attract Saudi talent • Increased number of Saudi students enrolled in recreation cur- riculums Increased number of Saudi chefs

No Priority QoL until responsible entity is assigned

• Number of res- taurants • Number of cof- fee bars

Drive Partic- ipation

9.3.1 Launch lo- cal public participa- tion and marketing initiatives to in- crease and encourage recrea- tional consump- tion

Launch domestic public engagement and market- ing initiatives to maintain current expenditure levels in the recreational sector. The 2020 target is to reach and maintain the current levels of 5.57% consumer expenditure in food and beverage services and engage with 100% of the Saudi population • Develop communication strategy highlighting availa- bility and benefits of recrea- tional offering. • Develop marketing strategy to promote popularity of recreational options in the Kingdom. • Launch large scale events in Riyadh, Jeddah and Dammam every year

• Improved local perception of rec- reational sector and attract Saudi talent • Increased number of Saudi students enrolled in recreation cur- ricula • Increased num- ber of Saudi chefs Increased aware- ness and engage- ment in Saudi domestic recrea- tional offering

Yes QoL until responsible entity is assigned

• Percentage of consumer expend- iture spent on food and beverage services

Develop regulation

9.4.1 Develop compre- hensive recrea- tional sector govern- ance and regulatory frame- work

Updated and instate a regula- tory framework that enables the development and success of the recreational sector • Ensure that the governance and regulatory frameworks are up to date and identify potential gaps or areas for amendments. • Update legal provisions to support and protect entrepre- neurs interested in entering the recreation industry. • Include private sector in de- cision-making by organizing workshops across major cities

• Simplified laws governing the recreation sector • Decreased complexity of gov- ernment processes relating to enter- tainment sector Improved ease of opening new rec- reational activities

No Priority QoL until responsible entity is assigned

• Number of res- taurants • Number of cof- fee bars • Sq. meters of shopping mall retail space per capita • Percentage of consumer expend- iture spent on food and beverage services

154

Strategic

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Initiative

name Initiative description Impact

Possibil-

ity for

privati-

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Type Leading

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VRP KPI affected

by initiative

Develop sustainable funding model

9.5.1 Attract foreign in- vestors and present motiva- tional recreation- al shows

Attract investors from outside the KSA to direct FDIs into recreational activities in the country and incentivize the quality of the recreational offerings by attracting fine dining chefs and top retail brands. The 2020 targets are 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

No Priority Quality of Life VRP until responsible entity is assigned

• Number of pre- mium restaurant • Percentage of global brand rep- resentation • Number of iconic locations per iconic city

155

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

لجنة الربنامج ورئيسها

Figure 64: Social Engagement

Develop vibrant Lifestyle options for KSA residents

Develop regulations

Develop sustainable funding model

Communicate actively

Deliver o�ering Drive participation

Deliver high Quality of Life to all KSA residents

8 7

10.2.1 Build a platform to enable voluntary participation 10.2.2 Establishment of the National Center for Non-Profit Sector Development 10.2.3 Establishment of the Social Innovation Lab 10.2.4 Governance and classification of non-profit organizations 10.2.5 Internal voluntary tourism in partnership with entrepreneurs 10.2.6 Rehabilitation of the labor force and provision of employment opportunities in the non-profit sector 10.2.7 Establishment of the National Center for Non-Profit Sector Development 10.2.8 Establishment of the Social Innovation Lab

• •

• • •

•

10.3.1 Building a culture and motivation for volunteering 10.3.2 Develop an integrated online portal for VRP )previously DAEM) 10.3.3 Empowerment and organization of voluntary work in the non-profit sector and government 10.3.4 Establish a�erschool educational and recreational neighborhood clubs 10.3.5 Increase hobby awareness through events and campaigns 10.3.6 Organizing and enabling community participation 10.3.7 Stimulate hobby groups development by provision of incentives and e�ective support (e.g. training)

• • •

•

Quantity of total initiatives xx

10.4.2. Ease the ability to obtain licensing for CHG permits •

10.5.1. Strengthen hobby groups' ecosystem through funding •

Figure 63: Overarching Initiatives

11.5.1 Develop partnerships within the private sector to operate government sport, recreation and cultural facilities )through events, leasing) 11.5.2 Cooperation with the General Authority for Investment to develop and enhance investment opportunities

• •

11.6.1. Lifestyle Program marketing and branding 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

• • • • •

Develop vibrant Lifestyle options for KSA residents

Develop regulations

Develop sustainable funding model

Communicate actively

Deliver o�ering Drive participation

Deliver high Quality of Life to all KSA residents

Quantity of total initiatives

11.4.1. Laws and regulation initiative •

Develop venues2 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 venues1 10.1.1 Activate existing assets and open access to facilities for CHG's activities

•

Strategic

pillar Initiative name Initiative description Impact

Possibility for

privatization

Game

changer

Leading

entity

VRP KPI affect-

ed by initiative

Develop a sustainable funding model

11.5.1 Develop partner- ships within the private sector to operate gov- ernment sport, recreation and cultural facilities (through events, leasing)

Work towards establish- ing partnerships with the private sector to operate and maintain governmen- tal facilities efficiently and effectively • Develop a database of government facilities across all entities and lifestyle sectors • Agree with entities on operation and maintenance standards • Establish partnerships with private sector to operate and maintain sport, recreation and cultural facilities

2020 targets are 10 schools, 3 sport infrastructures and 2 cultural infrastructures activated per region with a utili- zation rate of 80% to 90% depending on the region

Yes QoL VRP 2020

156

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Possibility for

privatization

Game

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Leading

entity

VRP KPI affect-

ed by initiative

Commu- nicate effectively

11.6.4 Develop Inte- grated Lifestyle Platform

Design and launch one- stop-shop website or app for citizens and residents to find entertainment, sports and arts and culture opportunities. 2020 target is to have had a total of 1.1M application downloads. The website will feature: • Citizen’s profiles and pref- 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

2020 target are 1m download, with an average stay of 8min per user at each visit and a 100%-of- the-time avail- ability of the platform

Yes Priority QoL VRP 2020

• Number of cultural and ar- tistic activities • Number of out-of-home entertainment events • % of popula- tion participat- ing in sports

Develop laws and regulations

10.4.1 Laws and regula- tions initiative

vLobby to pass social and business-related laws and regulations. This will lead to an increase in citizen partic- ipation in lifestyle activities, increased utilization rate of government facilities 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

2020 targets are: - 10~15 key laws changed per year - 100% awareness and positive opin- ion on change

No Priority QoL VRP 2020

• % of people participating in sports • % of consum- er spend on cultural perfor- mances

157

Strategic

pillar Initiative name Initiative description Impact

Possibility for

privatization

Game

changer

Leading

entity

VRP KPI affect-

ed by initiative

Commu- nicate actively

11.6.1 Lifestyle Program marketing and branding

Market the Quality of Life Program and its objectives and aspirations for quality of life in KSA on an ongoing basis • Create a unified brand for the Quality of Life Program to be used by all entities for their own sector awareness campaigns (e.g. GEA’s en- tertainment perception and investors campaigns, GSA mass-participation aware- ness campaigns, MoE’s sports and healthy lifestyle awareness campaigns)

2020 targets: - roll out of 3 nationwide cam- paigns annually - reach 20m Sau- dis and residents (followers )on Quality of Life social media platforms)

No Quick wins

QoL VRP 2020

• Number of entertainment activities • Number of cultural activ- ities

Commu- nicate actively

11.6.2 Lifestyle annual conference

Host an annual 1-2 day conference to celebrate the VRP’s greatest successes, discuss key learnings, and communicate path forward, in addition to new ideas (e.g. Future Studios)

2020 target: -Organize 1 annu- al conference - implement 50-75% of ideas presented in past conferences

Yes - QoL VRP 2020

• Number of entertainment activities • Number of cultural activ- ities

Commu- nicate actively

11.6.3 Establishment of the VRP Office

Establish and launch the VRP office to monitor progress towards achiev- ing Quality of Life VRP aspirations and providing necessary support to the 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

The 2020 target is 150 employees spread across KSA, up from 120 in 2018 and 140 in 2019

No Priority QoL VRP 2020

Commu- nicate actively

11.6.4 Creating the World’s First Fulfilment index to drive lifestyle policy

The combination of the science of individuality, the personalization of social institutions, and the changing nature of the global economy provides a once-in-a-generation op- portunity to transform how Saudis learn, work, and live, and reshape how each Sau- 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.

The 2020 target includes the index available for at least 2 years (2019 and 2020) and the global publication of results )e.g. presentation at Davos WEF forum in 2019)

Yes Quick wins

QoL VRP 2020

158

Strategic

pillar Initiative name Initiative description Impact

Possibility for

privatization

Game

changer

Leading

entity

VRP KPI affect-

ed by initiative

Develop venues

1.1.11 Establish high-quality life- style facilities in developmental housing projects

Many government facilities are not fully exploited. The initiative aims to facilitate private sector participation in the operation and main- tenance of government facilities. Optimizing the efficiency of operation and maintenance of govern- ment facilities through the private sector participation will attract more tenants and users of these facilities.

• Increase the cit- izens’ standard of living and well-be- ing in residential communities. • Achieve inte- gration of the different entities’ roles and increase local content. • Create new jobs within residential communities. Increase the attractiveness of residential developments, es- pecially in places outside the city centers.

Yes Game changer

MoHo - Number of recreational venues - Percentage of people partici- pating in sports activities

Develop a sustainable funding model

11.5.1 Cooperate with SAGIA to develop and promote investment opportunities

The initiative aims to attract foreign investment opportunities in Quality of Life VRP initiatives via cooperation with SAGIA, through a journey that begins by evaluating and supporting the marketing of a set of initiatives among investors, then implement- ing procedures relating to investment proposals, and finally supporting through the post-award phase (after care). The Program will be as- signed a special team from SAGIA to inaugurate the phases of the investment journey. In addition, an investment committee will be formed to oversee the development and imple- mentation of all investment opportunities.

• Reduce govern- ment spending • Maximize the attractiveness of investment op- portunities for the private sector • Maximize the social and eco- nomic impact • Prioritize ad- vanced invest- ments • Maximize competition in the private sector to ensure quality and sustainability.

Yes Game changer

QoL VRP 2020

- Number of recreational venues - The available number of cul- tural infrastruc- tures - Percentage of consumer spending on cultural offer- ings

159

5.M Social Engagement

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Figure 64: Social Engagement

Develop vibrant Lifestyle options for KSA residents

Develop regulations

Develop sustainable funding model

Communicate actively

Deliver o�ering Drive participation

Deliver high Quality of Life to all KSA residents

8 7

• •

• • •

•

• • •

•

Quantity of total initiatives xx

10.4.2. Ease the ability to obtain licensing for CHG permits •

10.5.1. Strengthen hobby groups' ecosystem through funding •

Figure 63: Overarching Initiatives

• •

• • • • •

Develop vibrant Lifestyle options for KSA residents

Develop regulations

Develop sustainable funding model

Communicate actively

Deliver o�ering Drive participation

Deliver high Quality of Life to all KSA residents

Quantity of total initiatives

11.4.1. Laws and regulation initiative •

Develop venues2 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 venues1 10.1.1 Activate existing assets and open access to facilities for CHG's activities

•

160

Develop Venues

10.1.1 Activate existing assets and open ac- cess to facilities for CHG’s activities

Develop partnerships with schools, univer- sities, government entities (i.e. GSA, MoM- RA) and private sector to activate public and private spaces, schools, events halls and such 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

The 2020 targets are: - 100 venues activated and used 58% of days - 65% satisfaction rate among user clubs

Yes DAEM • Number of cultural and artistic activities • Number of out- of-home entertain- ment activities

161

Drive Partic- ipation

10.3.2 Digitalize and auto- mate operations and develop and connect DAEM portal

Develop an integrated online portal for CHGs to register and retrieve important information. The 2020 target is to have a total number of 450 clubs listed on portal directory, 100 ven- ues listed on the portal 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

The 2020 targets are: - 450 clubs and 100 venues listed on portal directory - 270,000 monthly visitors on the portal

Yes Quick wins

DAEM • % of population participating in sports • Number of out- of-home entertain- ment events • Number of cultural and artistic activities

Drive Partic- ipation

10.3.4 Educational and recreational neigh- borhood clubs

• Establish afterschool education and recre- ational neighborhood clubs to allow citizens to practice their hobbies, develop safe social relations, shift to a healthier life style and deepen their engage- ment with society. The initiative will increase entertainment and educational neighbor- hood clubs to 2000 from the current number of 520, and equip each of them with facilities and well-trained staff. These clubs will have a poten- tial reach of 2,000,000 beneficiaries • Identify schools where neighborhood clubs will be established • Equip schools with sports and recreational tools • Identify and train staff and facilitators • Open clubs for partic- ipation

Open 2,000 neigh- borhood entertain- ment and educa- tional clubs. Qualify specialized human resources. Increase the partic- ipation of students and members of society in sports activities. Increase the num- ber of health-en- hancing sports and physical Programs. Increase the num- ber of entertain- ment Programs. Increase the num- ber of cultural and social activities. Increase the percentage of students and com- munity members involved in cultural and social activi- ties. Execute Programs for amateur stu- dents. Hold cultural and art competitions. Qualify students for participation in regional events. Enrolls students in regional activities.

Yes Quick wins

MoE • % participation in sports • % of people participating in community and neighborhood clubs

162

Drive Partic- ipation

10.3.5 Increase hobby awareness through events and cam- paigns

Develop and commu- nicate the value and importance of hobbies (sport, recreation, cul- ture and art) through a wide public educational campaign. The 2020 tar- get is to have had a total of ~10 events, ~24M res- idents reached through 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

The 2020 targets are: - 4 annual events, attracting a total of 80,000 attendees - 12m Saudis and residents reached yearly by Daem’s communication campaigns

No - DAEM • % population par- ticipating in sports • Number of cul- tural and entertain- ment activities • % of people participating in community and neighborhood clubs

163

Drive Partic- ipation

10.3.7 Stimulate hobby groups develop- ment by provision of incentives and effective support (e.g. training)

Develop hobby groups by establishing incuba- tors in cities to support hobby groups. The 2020 target is to have 36 incubated clubs in the mentorship program. • Develop tiered certificates and special entitlements for clubs to increase exposure and 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

The 2020 targets are: - 36 clubs incu- bated - with 60% having downloaded online course - and 7.5% of all other clubs having completed one online course

Yes - DAEM • % of population participating in sports • Number of out- of-home entertain- ment events • Number of cultural and artistic activities

Develop regulation

10.4.1 Ease the ability to obtain licensing for CHG permits

Reduce the time to register CHGs and CHG events to 20 days. The 2020 target is to reduce the licensing duration to 10 days and have a total of 450 clubs 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

The 2020 target: - The possible ob- taining of permit digitally and in less than 10 days; 450 new hobby clubs officially registered

No - DAEM • Number of out- of-home entertain- ment • Number of cultural and artistic activities

164

Develop sustainable funding model

10.5.1 Strengthen hobby groups’ ecosystem through funding

Strengthen the ecosys- tem of hobby groups through various funding measures. The 2020 target is to have a total of 750 supported hobby clubs, 60% of which remain active for more 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

The 2020 targets is the support of 750 hobby clubs, with 60% remaining active more than a year after support

Yes Quick wins

DAEM • # of cultural activities offered • # of out-of-home entertainment events • % of population participating in sports

Dimension VRP KPI affected by

initiative Strategic pillar Initiative name Leading entity

Community Engagement

5- Number of NGOs per 1,000

inhabitants

Develop Offering • 10.2.1 Build a platform to enable voluntary participation • 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

• MLSD

Drive Participation • 10.3.1 Building a culture and motivation for 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

• MLSD

Third sector • Number of NGOs per 1000

inhabitants

Develop Offering • 10.2.2 Establishment of the National Center for Non-Profit Sector Development • 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

• MLSD

165

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 66: Game changers

10 Game changers have been identified to transform the quality of life

Culture

Sports

Overarching initiatives

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

6- Enhance girls’ participation in sports in schools 7- Organize and host global sports events

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

Figure 65: High-level initiative roadmap

Other

Initiatives

Priority

Initiatives1 Budget insurance

Budget insurance

Budget insurance Initiatives need

strategy

3Q 4Q2Q1Q 2019

Start & execution

Development of strategy Start

1. Game changers, priority initiatives and quick wins 2. recreation and at home entertainment and new initiatives

166

Figure 66: Game changers

10 Game changers have been identified to transform the quality of life

Culture

Sports

Overarching initiatives

6- Enhance girls’ participation in sports in schools 7- Organize and host global sports events

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

Figure 65: High-level initiative roadmap

Other

Initiatives

Priority

Initiatives1 Budget insurance

Budget insurance

Budget insurance Initiatives need

strategy

3Q 4Q2Q1Q 2019

Start & execution

Development of strategy Start

1. Game changers, priority initiatives and quick wins 2. recreation and at home entertainment and new initiatives

Figure 67: Quick wins

13 Game changers were identified to accelerate the launch of the program

Sports Community

participation

• Establish family/women friendly event facilities • Improve the experience of attending matches and sports events • Enable women to contribute to the sports ecosystem )diversity and inclusiveness) • Develop individual and team sports in the public and private universities

Entertainment Overarching

initiatives

• Develop communication campaigns to promote entertainment options internally and externally, promote social acceptance and attract investors in the entertainment sector

Heritage, culture & arts

• Activate media city using the available buildings • Develop an integrated government services center for the requirements of creative companies • Make university theaters accessible to community activities

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

• Establishment of VRP o�ce • Laws and regulations initiative • Develop model police stations and build the infrastructure • Develop security installations • Develop systems and programs in police stations • “MAAN” initiatives for prisoner rehabilitation and training Initiatives to promote transparency and support decision making in combating crime • Initiative for the central operations center 911 • Implement integrated lifestyle platform, )calendar of events, information on facilities, licensing, general rules, and regulations, ticket sales)

• Educational and entertainment district clubs • Digitization and automation of operations and development and linking of DAEM portal • Strengthen hobby groups’ ecosystem through funding

• Build a sustainable pipeline of workers in the entertainment sector • Develop at home entertainment blueprint • Develop comprehensive at home entertainment sector governance and regulatory framework • Accelerator for the entertainment works • Design comprehensive out-of-home entertainment laws & governance • Give access to all entertainment options )including theme parks and live concert) • Fund and incentive investment

Community participation

• Promote and develop cinema sector in KSA • Develop comprehensive culture sector governance and regulatory framework • Establish national cultural funds supporting all cultural sub-sector

• Lifestyle program marketing and branding • Create the worlds 'first fulfillment index

• Develop sports academies • Develop & active sports facilities • Active society

• Attract foreign investors and incentivize o�ering process • Develop comprehensive sector governance and regulatory framework • O�er educational curricula To Saudi nationals

Sports

Culture

• Facilitate the ability to obtain permits for hobby groups

Entertainment

Recreation

Overarching initiatives

167

Figure 67: Quick wins

13 Game changers were identified to accelerate the launch of the program

Sports Community

participation

Entertainment Overarching

initiatives

• Develop communication campaigns to promote entertainment options internally and externally, promote social acceptance and attract investors in the entertainment sector

Heritage, culture & arts

Figure 68: 27 priority initiatives

27 priority initiatives were identified to facilitate overall program delivery

• Educational and entertainment district clubs • Digitization and automation of operations and development and linking of DAEM portal • Strengthen hobby groups’ ecosystem through funding

Community participation

• Promote and develop cinema sector in KSA • Develop comprehensive culture sector governance and regulatory framework • Establish national cultural funds supporting all cultural sub-sector

• Lifestyle program marketing and branding • Create the worlds 'first fulfillment index

• Develop sports academies • Develop & active sports facilities • Active society

• Attract foreign investors and incentivize o�ering process • Develop comprehensive sector governance and regulatory framework • O�er educational curricula To Saudi nationals

Sports

Culture

• Facilitate the ability to obtain permits for hobby groups

Entertainment

Recreation

Overarching initiatives

168

Game Changers

169

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

170

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.

171

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

172

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 Participation

MoE 6-3-2 Enhance girls’ participa- tion in sports in schools

Milestone change in regulation requires the necessary infrastruc-

ture and support to drive social impact

2,500 qualified instructors by 2020 (baseline 2017: 46)

Develop Venues GCA 7-1-4 Build an Arts and Culture Island in Jeddah

Iconic landmark that will drive arts and culture performances, and

improve the Kingdom’s repu-tation globally

Saudi culture and heritage shared on a global level

Project viewed as an iconic cultural destination for both

regional and international visitors

Develop Venues GCA 6-1-7 Open cultural sites (including theatres, art gal-

leries and libraries) across the Kingdom

Crucial to developing the arts and culture sector and offerings in the

Kingdom

Development of 16 theatres, 4 cinemas, 140 art galleries

(baseline 2017 for all: 0)

Deliver Offerings GCAM 7.2.5 Unlock the cinema sector in Saudi Arabia

Iconic social and artistic move for the country; high existing consumption

demand

Diversify entertainment offerings

173

Pillars Owner Initiative name Reason for selection Expected impact

Develop venues MoHo 2.1.11 Establish high-quality lifestyle facilities in develop-

mental housing projects

Use such sites to activate social activities whether recreational, cul-

tural, artistic or sports

Raise the citizens’ standard of living and well-being in 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 Complex

Iconic landmark that will drive arts and culture performances,

and improve the Kingdom’s con- tribution to the international and

local cultural scene

• Royal Arts Complex to be fully built by the end of 2020

• Around 450,000 tickets to be sold in 2021

• Increase cultural and recreational activities among Saudi citizens of different age

groups

Drive participation

MoE 6.3.1 Implement art courses for male and female students

covering different arts

Lead change in the perception of arts and culture by the younger

generations; this will drive higher participation in cultural activities and push Saudi art into the inter-

national cultural scene

• An artistically and professionally educated

generation in all forms of art • Qualified teachers who

actively participate in educational exhibitions,

conferences and international and local events to sharpen

their art teaching skills.

Drive participation

GSA 6.3.12 Organize and host glob- al sports events

Strengthen the reputation of KSA Host 5 to 10 major international sports events

annually in KSA

Develop venues GSA 6-1-1 Active Places: Transforming cities into active and healthy plac-es to live is a key

dimension to improving the quality of life

80% of universities launch mass-participation programs

Increase citizens’ and resi- dents’ participation in sports

activities Increase access and variety of

sports available in the KSA

Develop a sustainable

funding model

QoL VRP 2020

2-5-11 Cooperate with SAGIA to promote and develop

investment opportunities

Because of their significant eco- nomic impact on ensuring sustain-

ability and quali-ty of projects

- More than 50 opportunities to attract investment - 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

174

Enablers

175

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

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

50،9 )68%)

23،7 )32%)17،7

18،1 25.8 74.5

SAR. BNPrivate investment PIF

Public investment

Public Capex

Public Opex

17،1

7،8 24.8

16،1

7،7 23.8

2018 2019 2020-20182020

Figure 70: Funding breakdown by type and source

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

23،3

27،78،0

9،7 17.7 50.9

SAR. BN

7،7

9،3 17.1

7،5

8،6 16.1

2018 2019 2020-20182020

176

Figure 69: Funding breakdown by type and source

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

50،9 )68%)

23،7 )32%)17،7

18،1 25.8 74.5

SAR. BNPrivate investment PIF

Public investment

Public Capex

Public Opex

17،1

7،8 24.8

16،1

7،7 23.8

2018 2019 2020-20182020

Figure 70: Funding breakdown by type and source

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

23،3

27،78،0

9،7 17.7 50.9

SAR. BN

7،7

9،3 17.1

7،5

8،6 16.1

2018 2019 2020-20182020

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

Capital expenditure (investment)

QOL program’s entities infrastructure

investment

Operational Expenditure

QOL 2020 program’s entities’ operational

expenditure to kick-start sectors

Private entity’s financing

operational expenditure

E.g. GSA refurbishing stadium Private investor’s

infrastructure investment

E.g. domestic or foreign investor building a theme park

E.g. DAEM financing awareness campaign E.g. company sponsorship through CSR

Public fund’s infrastructure

investment

E.g. PIF entertainment funds investment

Included in VRPs portfolio budget

Included in VRPs portfolio budget , but included in macro-economic impact assessment Not estimated for now

177

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.

2030

7.2

X AXIS

20292028202720262024202320222021202020192018

Figure 72: Government expenditure to fund VRP initiatives 2018 -2020

17.1 16.0

15.0 13.912.8

10.5 9.49.49.4

8.89.2 7.2

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.

178

18.7

34.5

15.8

27.7

50.9

23.2

9.0

7.4

16.4

Figure 73: Approved vs. new budget requests

Initiatives without NTP budget Initiatives with approved NTP budgets 2020-2018

SAR BN

OPEXCAPEX 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

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.)

179

Private sector investments

PPPs

Private sector PIF

3أ Key municipal and

government investment

Figure 74: Fund for the private sector to be used for suitable fields

Low

H ig

High

Lo w

2أ

3ب1

2ب

Expected revenues on investment

In v

e st

m e

n t

v o

lu m

Secondary municipal and government investments PPPs

Private sector and the

municipal council

Public sector investment

Private sector investment

PPPs

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

16.4

8.6

(53%)

9.3

(55%)

9.7

(54%)

7.2

(49%)

4.7

(37%)

3.2

(27%)

3.3

(27%)

4.0

(30%)

3.2

(24%)

3.9

(29%)

3.8

(25%)

2.6

(19%)

2.7

(22%)

7.7

(47%)

7.8

(45%)

8.1

(46%) 7.4

(51%) 8.1

(63%) 8.4

(73%)

9.1

(73%)

9.3

(70%)

10.2

(76%)

9.7

(71%)

11.2

(75%)

11.1

(81%) 9.9

(78%)

17.1 17.9

14.6

12.8 11.6

12.4 13.3 13.4 13.6

16.4 13.7

12.6

More than 23/ of the

investment is expected to

be transferred

to the private sector in the coming years

2018 2019 2020 2121 2022 2023 2024 2025 2026 2027 2028 2029 2030

Private sector and PIF Investment funded by public entities

Note: there has been a slight increase of investments during the period between 2023 - 2030 which revolves around some large investments that does not require any linear investments. �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.

Billion SAR

180

This investment will generate income for the government sectors in the following years.

Figure 76: Non-oil government revenues. 20182020- (SAR bn)

TotalMOEGCAMDAEMGCAhousingVRPGSA

0.29

0.25

0.16

0.09 0.06 0.02

0.01

Figure 77: VAT revenues are estimated at around SAR 4 billion for 2018 -2020

VAT collected

Spend eligible For VAT

Total spending

B SAR

22.1

23.7

23.1

22.14.0

18.9

13.9

100 96.6

79.8

24.9

27.7 90%

60%

80%

100%

Private investment Consumption

Public investment development

Type of spend

Consumption

Public investment

Private investment

Developed

eligible for VAT %

100%

90%

80%

60%

Rational

All subject to VAT

Mostly developed through contractors

)i.e. subject to VAT)

Higher percentage of in-house paid salaries

Includes more salaries

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

181

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.

Total 0

0.7

2018 2019 2020

1.1

0.6

0.4

1.3

0.6

0.81

3.2

1.2

1.9

Sports fund Culture fund Entertainment fund

SAR. BN

�ese funds will be used

as initial investment in emerging

sectors, covering

profitability in certain areas or

targeting specific options

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.

182

Figure 79: �e elimination of non-financial barriers will be essential to promote private sector investments

7.2.4 Develop and enhance cinema industry in KSA

�e regulatory framework governing the production of films in KSA needs to be developed

11.1.2 Develop facilities and urban planning within housing projects

6.3.21Campaigns to change national behaviors

7.2.2 Provide non-financial support for arts and culture sector

11.6.1 QOL brand development and marketing

Regulations & policies will be required to implement the best international standards for the development of housing facilities

Media campaigns will be needed to change peoples’ perception of physical activity to increase population participation

Production of local content will be incentivized by the creation of incubators that provide services (legal, marketing, and joint workspace) for artists and institutions

Awareness of key components of the program will be required to promote public participation and incentivize consumption

Develop legal

framework

Build social

acceptance

Establishment of

environmental

eco-systems

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.

183

Appendix

184

8.A. Quality of Life aspirations for major Saudi cities

Riyadh

Modern metropolis with distinctive cultural heritage

Riyadh is both a modern metropolis with urban construction styles and a historical and cultural city with distinctive heritage and cultural sites

Particularly famous for:

•Financial District •Developed infrastructures •Major football clubs •Wadi Hanifah natural park •Horse Centers at Dirab

14,073

18,740 )100%)

591 )3%)

1,300,000 1,300,0000

0–9

10–19

20–29

30–39

40–49

50–59

60+ 90

Ja n

Fe b

M ar

Ap r

M ay Ju

n Ju l

Au g

Se p

O ct

N ov

D ec

057%

43%

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

Plain

Mountain

Sea

Oases

Sand

Rock

Region

Capital

Over view

HH Income & Spend1

Saudi Income

Year 2013

Saudi Spend

Total Saudi HH spend

Recreation & culture HH spend

ClimatePopulation

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

SandstormMean Total Rainfall Mean Max. TempMean Min. Temp

Sa ud

N on

-S au

di s

8 M Inhabitants

5,86 M Inhabitants

Riyadh

185

•Prince Faisal bin Fahd Stadium •King Saud University Stadium •King Fahd International Stadium

•Dirab Golf and Country Club •Saudi Aviation Club •Al-Aghar Equestrian Club

Taif National Park

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

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

Key infrastructure highlights of Al-Riyadh region

Riyadh: Entertainment offering summar y – 2030

Stadiums

Non-Exhaustive

Sports club

Nature Reserve

Protected areas1

Nature Sightseeing Digital Ent.

Nature Reserves1

Zoos, Aqua. & Flora

)# of Zoos, Aqua. & Flora)

Urban Parks, Playgrounds

)M sqm green space)

Guided Tours

)# of landmarks)

eSports

)# of tournaments /year)

�emed attractions

�eme Parks

2 large 0 medium 5 small

Water Parks

)#of water parks)

Family

Ent Center2

)#of FECs)

Shows/ Performance arts

Cinema

)#of cinemas)

�eatres

)#of theatres)

Live Events

)#of titles/year)

Culture and arts

Museums

)# of museums)

Exhibitions

)# of titles/year)

195

Sports

Competitive

Sports

)# of major prof. sports events/ yr)

Recreational Sports

)# of non-prof. events/ year)

Extr. & Adv. Sports

)# of sport types)

of which iconic

•Star City •Al Hokair Land

•King Abdul Aziz Racecourse •Reem International Circuit •Dirab Motorsports Park

Turaif District

Total number: 30

�eme parks

Racing track

UNESCO World Heritage Site

Museums

186

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

14 Top landmarks for guided tours:

•Kingdom Centre Tower •Masmak Citadel •Al Faisaliyah Center •Al Rajhi Grand Mosque •Old Dir'aiyah •King Khalid Grand Mosque •Imam Turki Bin Abdullah Grand Mosque •Wadi Namar •Othman Ibn A�an Mosque •Heet Cave •Princess Latifa Bint Sultan Bin Abdulaziz Mosque •World Sights Park •Underground Gallery •King Fahad Cultural Centre

Additional offering elements

Target offering where ent. categories do not match infrastructure

9 Extr. & adv. sports1

suitable for city geography:

•Xpogo •Parkour •Paragliding •Vert ramp •BMX •Skateboarding •Bungee jumping •Skydiving •Wingsuit flying

Calendar events: 372

Shows/ Performance Arts

96 Events

Culture and Arts

195 Events

Sports

81 Events

eSports

)# of tournaments /year)

Competitive

Sports

)# of major prof. sports events/ yr)

Recreational Sports

)# of non-prof. events/ year)

Extr. & Adv. Sports

)# of sport types)

Guided Tours

)# of landmarks)

187

Jeddah

City with plenty of marine spots

13,106

12,649 )100%)

340 )3%)

1,000,000 1,000,0000

0–9

10–19

20–29

30–39

40–49

50–59

60+ 90

Ja n

Fe b

M ar

Ap r

M ay Ju

n Ju l

Au g

Se p

O ct

N ov

D ec53%

47%

Plain

Mountain

Sea

Oases

Sand

Rock

Region

Capital

Over view

HH Income & Spend1

Saudi Income

Year 2013

Saudi Spend

Total Saudi HH spend

Recreation & culture HH spend

ClimatePopulation

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

SandstormMean Total Rainfall Mean Max. TempMean Min. Temp

Sa ud

N on

-S au

di s

Jeddah beaches are characterized by a corniche that extends 35 km with restaurants and recreational areas.

Particularly famous for:

•Largest sea port on the Red Sea •Coral reef •Commercial hub •Gateway to Makkah •Historic Old Jeddah

8,32 M Inhabitants

3,88 M Inhabitants

Jeddah

Makkah Al Mokarramah

188

Key infrastructure highlights Makkah Al Mokarramah region

Jeddah: Entertainment offering summar y – 2030

•Sulaiman Palace •Saqqaf Palace •Shubra Palace

Archeological sights

Non-Exhaustive

Protected areas1

Nature Sightseeing Digital Ent.

Nature Reserves1

Zoos, Aqua. & Flora

)# of Zoos, Aqua. & Flora)

Urban Parks, Playgrounds

)M sqm green space)

Guided Tours

)# of landmarks)

eSports

)# of tournaments /year)

�emed attractions

�eme Parks

2 large 0 medium 5 small

Water Parks

)#of water parks)

Family

Ent Center2

)#of FECs)

Shows/ Performance arts

Cinema

)#of cinemas)

�eatres

)#of theatres)

Live Events

)#of titles/year)

Culture and arts

Museums

)# of museums)

Exhibitions

)# of titles/year)

132

Sports

Competitive

Sports

)# of major prof. sports events/ yr)

Recreational Sports

)# of non-prof. events/ year)

Extr. & Adv. Sports

)# of sport types)

of which iconic

•Prince Sultan bin Fahd Stadium •Prince Abdullah bin Jalwy Stadium •Prince Sultan bin Fahd Stadium •Prince Abdullah Al Faisal Stadium •King Abdullah Sports City •King Abdulaziz Stadium •King Fahd Stadium

Taif National Park

Stadiums

Nature Reserve

Jeddah Raceway

Historic Old Jeddah

Total number: 23

Racing track

UNESCO World Heritage Site

Museums

189

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

17 Top landmarks for guided tours:

•Grand Mosque •Safa to Marwa •Black Stone •Kaaba •Jabal-al-noor )Mountain of Light) •Abraj Al-Bait Towers •Masjid Taneem •Mount Arafat •Bilal Masjid •UmrahLimo •Sulaiman Palace, •Saqqaf Palace, •Shubra Palace •Balad •Floating Mosque •Taif National Park •Jeddah Fountain

Additional offering elements

Target offering where ent. categories do not match infrastructure

11 Extr. & adv. sports1

suitable for city geography:

•Scuba diving •Water skiing •Parasailing •Xpogo •Parkour •Vert ramp •BMX •Skateboarding •Skydiving •Wingsuit flying •Bungee jumping

Calendar events: 241

Shows/ Performance Arts

54 Events

Culture and Arts

132 Events

Sports

55 Events

eSports

)# of tournaments /year)

Competitive

Sports

)# of major prof. sports events/ yr)

Recreational Sports

)# of non-prof. events/ year)

Extr. & Adv. Sports

)# of sport types)

Guided Tours

)# of landmarks)

190

Madinah

City with famous landmarks

11,428

16,407 )100%)

242 )1%)

250,000 250,0000

0–9

10–19

20–29

30–39

40–49

50–59

60+ 90

Ja n

Fe b

M ar

Ap r

M ay Ju

n Ju l

Au g

Se p

O ct

N ov

D ec

65%

35%

Plain

Mountain

Sea

Oases

Sand

Rock

Region

Capital

Over view

HH Income & Spend1

Saudi Income

Year 2013

Saudi Spend

Total Saudi HH spend

Recreation & culture HH spend

ClimatePopulation

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

SandstormMean Total Rainfall Mean Max. TempMean Min. Temp

Sa ud

N on

-S au

di s

Madinah presents historical battle sites and landmarks as well as heritage areas.

Particularly famous for:

•Religious site •Medina is home to the three oldest mosques •Mountains surrounding

2.08 M Inhabitants

1,24 M Inhabitants

Madinah

AlMadinah Al Monawarah

191

Key infrastructure highlights Al Madinah Al Monawarah region

Madinah: Entertainment offering summar y – 2030

Non-Exhaustive

Nature Sightseeing Digital Ent.

Nature Reserves1

Zoos, Aqua. & Flora

)# of Zoos, Aqua. & Flora)

Urban Parks, Playgrounds

)M sqm green space)

Guided Tours

)# of landmarks)

eSports

)# of tournaments /year)

�emed attractions

�eme Parks

0 large 1 medium 0 small

Water Parks

)#of water parks)

Family

Ent Center2

)#of FECs)

Shows/ Performance arts

Cinema

)#of cinemas)

�eatres

)#of theatres)

Live Events

)#of titles/year)

Culture and arts

Museums

)# of museums)

Exhibitions

)# of titles/year)

Sports

Competitive

Sports

)# of major prof. sports events/ yr)

Recreational Sports

)# of non-prof. events/ year)

Extr. & Adv. Sports

)# of sport types)

Prince Mohammed bin Abdul Aziz Sports City

Stadiums

Mada'in Saleh

Total number: 2

UNESCO World Heritage Site

Museums

192

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

13 Top landmarks for guided tours:

•Masjid an-Nabi •Quba Mosque •Masjid al-Qiblatain •Jannatul Baqi •Grave Of Hamzah •�e Seven Mosques •Madain Saleh Tombs •Mosque of Badr •King Fahd Glorious Quran Printing Complex •Masjid Al Ghamamah •Masjid Jummah •Abu Bakar Masjed •Mada'in Saleh

Additional offering elements

Target offering where ent. categories do not match infrastructure

14 Extr. & adv. sports1

suitable for city geography:

•Mountain boarding •Xpogo •Parkour •Rappelling •Hang gliding •Paragliding •Vert ramp •BMX •Skateboarding •Mountain biking •Highlining •Bungee jumping •Skydiving •Wingsuit flying

Calendar events: 96

Shows/ Performance Arts

23 Events

Culture and Arts

53 Events

Sports

20Events

eSports

)# of tournaments /year)

Competitive

Sports

)# of major prof. sports events/ yr)

Recreational Sports

)# of non-prof. events/ year)

Extr. & Adv. Sports

)# of sport types)

Guided Tours

)# of landmarks)

193

Dammam

City of vast seas and beaches

16,605

16,936 )100%)

588 )3%)

800,000 800,0000

0–9

10–19

20–29

30–39

40–49

50–59

60+ 80

Ja n

Fe b

M ar

Ap r

M ay Ju

n Ju l

Au g

Se p

O ct

N ov

D ec

65%

35%

Plain

Mountain

Sea

Oases

Sand

Rock

Region

Capital

Over view

HH Income & Spend1

Saudi Income

Year 2013

Saudi Spend

Total Saudi HH spend

Recreation & culture HH spend

ClimatePopulation

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

SandstormMean Total Rainfall Mean Max. TempMean Min. Temp

Sa ud

N on

-S au

di s

Dammam is know as home to vast seas, beaches and fishing places.

Particularly famous for:

•Oil production and chemical industries •Coastal sports cities •Pearl Trading and Fishing •Cra�s, Shipbuilding •Festivals

4.78 M Inhabitants

1,02 M Inhabitants

Dammam

Eastern Region

194

Key infrastructure highlights of Eastern Region

Dammam: Entertainment offering summar y – 2030

Non-Exhaustive

Protected areas1

Nature Sightseeing Digital Ent.

Nature Reserves1

Zoos, Aqua. & Flora

)# of Zoos, Aqua. & Flora)

Urban Parks, Playgrounds

)M sqm green space)

Guided Tours

)# of landmarks)

eSports

)# of tournaments /year)

Water Parks

)#of water parks)

Family

Ent Center2

)#of FECs)

�eatres

)#of theatres)

Live Events

)#of titles/year)

Exhibitions

)# of titles/year)

Sports

Competitive

Sports

)# of major prof. sports events/ yr)

Recreational Sports

)# of non-prof. events/ year)

Extr. & Adv. Sports

)# of sport types)

•Ibrahim Palace •Tarout Castle & Old Town

Archeological sights

•Department of Education Stadium •Prince Nayef bin Abdul Aziz Al Saud Stadium •Prince Mohammad bin Fahd Stadium •Prince Saud bin Jalwy Sports City

Stadiums

GP Karting

Total number: 14

Racing track

Museums

•Cobra Amusement Park •Castle Park �eme Park

�eme parks

�emed attractions

�eme Parks

0 large 1 medium 2 small

Shows/ Performance arts

Cinema

)#of cinemas)

Culture and arts

Museums

)# of museums)

195

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

4 Top landmarks for guided tours:

•Tarout Castle & Old Town •Ibrahim Palace •�e Heritage Village •Dammam Museum of Archaeology & Ethnography

Additional offering elements

Target offering where ent. categories do not match infrastructure

11 Extr. & adv. sports1

suitable for city geography:

•Scuba diving •Water skiing •Parasailing •Xpogo •Parkour •Vert ramp •BMX •Skateboarding •Skydiving •Wingsuit flying •Bungee jumping

Calendar events: 78

Shows/ Performance Arts

27 Events

Culture and Arts

20 Events

Sports

31 Events

eSports

)# of tournaments /year)

Competitive

Sports

)# of major prof. sports events/ yr)

Recreational Sports

)# of non-prof. events/ year)

Extr. & Adv. Sports

)# of sport types)

Guided Tours

)# of landmarks)

196

Tabuk

City of seas and coral reefs

11,775

14,158 )100%)

335 )2%)

150,000 150,0000

0–9

10–19

20–29

30–39

40–49

50–59

60+ 90

-20

80%

20%

Plain

Mountain

Sea

Oases

Sand

Rock

Region

Capital

Over view

HH Income & Spend1

Saudi Income

Year 2013

Saudi Spend

Total Saudi HH spend

Recreation & culture HH spend

ClimatePopulation

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

SandstormMean Total Rainfall Mean Max. TempMean Min. Temp

Sa ud

N on

-S au

di s

Ja n

Fe b

M ar

Ap r

M ay Ju

n Ju l

Au g

Se p

O ct

N ov

D ec

Tabuk is characterized by its sea, snow and coastline. It is a site of coral reefs for diving and fishing enthusiasts.

Particularly famous for:

•Diving )Coral reefs) •Tree-covered mountain •Nature reserves •Folklore

0.89 M Inhabitants

0,57 M Inhabitants

Tabuk

197

Key infrastructure highlights Tabuk region

Tabuk: Entertainment offering summar y – 2030

Non-Exhaustive

Protected areas1

Nature Sightseeing Digital Ent.

Nature Reserves1

Zoos, Aqua. & Flora

)# of Zoos, Aqua. & Flora)

Urban Parks, Playgrounds

)M sqm green space)

Guided Tours

)# of landmarks)

eSports

)# of tournaments /year)

Water Parks

)#of water parks)

Family

Ent Center2

)#of FECs)

�eatres

)#of theatres)

Live Events

)#of titles/year)

Exhibitions

)# of titles/year)

Sports

Competitive

Sports

)# of major prof. sports events/ yr)

Recreational Sports

)# of non-prof. events/ year)

Extr. & Adv. Sports

)# of sport types)

Total number:5

Museums

�emed attractions

�eme Parks

0 large 1 medium 0 small

Shows/ Performance arts

Cinema

)#of cinemas)

Culture and arts

Museums

)# of museums)

198

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 Top landmarks for guided tours:

•Taima •Tabuk Castle •Albedaa •Alwajh •Desah •Hejaz Railway Station •Prophet's Mosque •Museum of Antiquities and Traditional Heritage

Additional offering elements

Target offering where ent. categories do not match infrastructure

15 Extr. & adv. sports1

suitable for city geography:

•Scuba diving •Water skiing •Parasailing •Xpogo •Parkour •Vert ramp •BMX •Skateboarding •Skydiving •Wingsuit flying •Bungee jumping •Mountain boarding •Rappelling •Mountain biking •Highlining

Calendar events: 50

Shows/ Performance Arts

14 Events

Culture and Arts

17 Events

Sports

20 Events

eSports

)# of tournaments /year)

Competitive

Sports

)# of major prof. sports events/ yr)

Recreational Sports

)# of non-prof. events/ year)

Extr. & Adv. Sports

)# of sport types)

Guided Tours

)# of landmarks)

199

Buraydah

City of diverse history and culture

13,047

14,560 )100%)

258 )2%)

200,000 200,0000

0–9

10–19

20–29

30–39

40–49

50–59

60+ 100

-20 71%

29%

Plain

Mountain

Sea

Oases

Sand

Rock

Region

Capital

Over view

HH Income & Spend1

Saudi Income

Year 2013

Saudi Spend

Total Saudi HH spend

Recreation & culture HH spend

ClimatePopulation

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

SandstormMean Total Rainfall Mean Max. TempMean Min. Temp

Sa ud

N on

-S au

di s

Ja n

Fe b

M ar

Ap r

M ay Ju

n Ju l

Au g

Se p

O ct

N ov

D ec

Buraydah is know for its diversity, history, culture and archeological sites.

Particularly famous for:

•Agriculture Buraidah hosts world's largest dates market •Klijah "traditional sweet" Festival •Sand dunes riding

1.39 M Inhabitants

0,69 M Inhabitants

Buraydah

Al Qasim

200

Key infrastructure highlights Al Qasim region

Buraydah: Entertainment offering summar y – 2030

Non-Exhaustive

Protected areas1

Nature Sightseeing Digital Ent.

Nature Reserves1

Zoos, Aqua. & Flora

)# of Zoos, Aqua. & Flora)

Urban Parks, Playgrounds

)M sqm green space)

Guided Tours

)# of landmarks)

eSports

)# of tournaments /year)

Water Parks

)#of water parks)

Family

Ent Center2

)#of FECs)

�eatres

)#of theatres)

Live Events

)#of titles/year)

Exhibitions

)# of titles/year)

Sports

Competitive

Sports

)# of major prof. sports events/ yr)

Recreational Sports

)# of non-prof. events/ year)

Extr. & Adv. Sports

)# of sport types)

•Department of Education Stadium •King Abdullah Sports City )1983) •Prince Salman bin Abdul Aziz Sports City

Stadiums

Total number: 2

Museums

�emed attractions

�eme Parks

0 large 1 medium 2 small

Shows/ Performance arts

Cinema

)#of cinemas)

Culture and arts

Museums

)# of museums)

201

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

5t Top landmarks for guided tours:

•�e largest bird park in the Gulf •�e market for old inventory Planner •Museum of buraidah •Mared Palace •Zubaida Road

Additional offering elements

Target offering where ent. categories do not match infrastructure

9 Extr. & adv. sports1

suitable for city geography:

•Xpogo •Parkour •Paragliding •Vert ramp •BMX •Skateboarding •Bungee jumping •Skydiving •Wingsuit flying

Calendar events: 61

Shows/ Performance Arts

18 Events

Culture and Arts

19 Events

Sports

24 Events

eSports

)# of tournaments /year)

Competitive

Sports

)# of major prof. sports events/ yr)

Recreational Sports

)# of non-prof. events/ year)

Extr. & Adv. Sports

)# of sport types)

Guided Tours

)# of landmarks)

202

Hail

City of diverse nature and cool weather

14,818

14,832 )100%)

183 )1%)

130,000 130,0000

0–9

10–19

20–29

30–39

40–49

50–59

60+ 15

-20

77%

23%

Plain

Mountain

Sea

Oases

Sand

Rock

Region

Capital

Over view

HH Income & Spend1

Saudi Income

Year 2013

Saudi Spend

Total Saudi HH spend

Recreation & culture HH spend

ClimatePopulation

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

SandstormMean Total Rainfall Mean Max. TempMean Min. Temp

Sa ud

N on

-S au

di s

Ja n

Fe b

M ar

Ap r

M ay Ju

n Ju l

Au g

Se p

O ct

N ov

D ec

Hail is characterized by its desert , valleys, mountains and oases as well as its cool and temperate weather

Particularly famous for:

•Agriculture •Desert & Summer Festival •Quality of its Arabian Horses •Popular arts, songs and poetry

0,69 M Inhabitants

0,35 M Inhabitants

Hail

203

Key infrastructure highlights Hail region

Hail: Entertainment offering summar y – 2030

Non-Exhaustive

Protected areas1

Nature Sightseeing Digital Ent.

Nature Reserves1

Zoos, Aqua. & Flora

)# of Zoos, Aqua. & Flora)

Urban Parks, Playgrounds

)M sqm green space)

Guided Tours

)# of landmarks)

eSports

)# of tournaments /year)

Water Parks

)#of water parks)

Family

Ent Center2

)#of FECs)

�eatres

)#of theatres)

Live Events

)#of titles/year)

160

Exhibitions

)# of titles/year)

Sports

Competitive

Sports

)# of major prof. sports events/ yr)

Recreational Sports

)# of non-prof. events/ year)

Extr. & Adv. Sports

)# of sport types)

•Jubbah Archeological City •Airif Castle •Qishleh Ha'il

Archeological sights

•Prince Abdul Aziz bin Msaad Stadium

Stadiums

Hail Rock Art

Total number: 5

UNESCO World Heritage Site

Museums

�emed attractions

�eme Parks

0 large 1 medium 2 small

Shows/ Performance arts

Cinema

)#of cinemas)

Culture and arts

Museums

)# of museums)

204

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

13 Top landmarks for guided tours:

•Barzan Palace •Hail Rock Art •Qishleh Ha'il •Airif Castle •Jubbah Archeological City •Almguah Gate National Park •Shoaib Joe mountains AJA •Qishlah Palace Castle •Jabal al Manjour •Umm Sanman •Janin Cave •Yatib •Shuwaymis rock art site

Additional offering elements

Target offering where ent. categories do not match infrastructure

14 Extr. & adv. sports1

suitable for city geography:

Calendar events: 286

Shows/ Performance Arts

160 Events

Culture and Arts

88 Events

Sports

38 Events

eSports

)# of tournaments /year)

Competitive

Sports

)# of major prof. sports events/ yr)

Recreational Sports

)# of non-prof. events/ year)

Extr. & Adv. Sports

)# of sport types)

Guided Tours

)# of landmarks)

205

Najran

City of heritage and land of nature

12,832

9,645 )100%)

291 )3%)

80,000 80,0000

0–9

10–19

20–29

30–39

40–49

50–59

60+ 60

76%

24%

Plain

Mountain

Sea

Oases

Sand

Rock

Region

Capital

Over view

HH Income & Spend1

Saudi Income

Year 2013

Saudi Spend

Total Saudi HH spend

Recreation & culture HH spend

ClimatePopulation

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

SandstormMean Total Rainfall Mean Max. TempMean Min. Temp

Sa ud

N on

-S au

di s

Ja n

Fe b

M ar

Ap r

M ay Ju

n Ju l

Au g

Se p

O ct

N ov

D ec

Najran is know for its nature, biodiversity, history, archeology and heritage .

Particularly famous for:

•Cultural institutions and Architectural heritage •Traditional industries, folklore and traditional dancing •Sport centers, natural parks and Wells and groundwater

0,57 M Inhabitants

0,34 M Inhabitants

Najran

206

Key infrastructure highlights Najran region

Najran: Entertainment offering summar y – 2030

Non-Exhaustive

Protected areas1

Nature Sightseeing Digital Ent.

Nature Reserves1

Zoos, Aqua. & Flora

)# of Zoos, Aqua. & Flora)

Urban Parks, Playgrounds

)M sqm green space)

Guided Tours

)# of landmarks)

eSports

)# of tournaments /year)

Water Parks

)#of water parks)

Family

Ent Center2

)#of FECs)

�eatres

)#of theatres)

Live Events

)#of titles/year)

132

Exhibitions

)# of titles/year)

188

Sports

Competitive

Sports

)# of major prof. sports events/ yr)

Recreational Sports

)# of non-prof. events/ year)

Extr. & Adv. Sports

)# of sport types)

Amarah Historic Palace

Archeological sights

Total number: 2

Museums

�emed attractions

�eme Parks

2 large 0 medium 5 small

Shows/ Performance arts

Cinema

)#of cinemas)

Culture and arts

Museums

)# of museums)

207

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 Top landmarks for guided tours:

•Al Okhdood Archaeological Site •Amarah Historic Palace •Abi Al-Rshash valley •Nahoqa Valley •Raaom Hill •Najran Dam •�e Al-Aan Palace •Najran Popular Market

Additional offering elements

Target offering where ent. categories do not match infrastructure

14 Extr. & adv. sports1

suitable for city geography:

Calendar events: 355

Shows/ Performance Arts

132 Events

Culture and Arts

188 Events

Sports

35 Events

eSports

)# of tournaments /year)

Competitive

Sports

)# of major prof. sports events/ yr)

Recreational Sports

)# of non-prof. events/ year)

Extr. & Adv. Sports

)# of sport types)

Guided Tours

)# of landmarks)

208

Abha

City of tradition and modernism

12,651

15,611 )100%)

593 )4%)

250,000 250,0000

0–9

10–19

20–29

30–39

40–49

50–59

60+ 60

79%

21%

Plain

Mountain

Sea

Oases

Sand

Rock

Region

Capital

Over view

HH Income & Spend1

Saudi Income

Year 2013

Saudi Spend

Total Saudi HH spend

Recreation & culture HH spend

ClimatePopulation

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

SandstormMean Total Rainfall Mean Max. TempMean Min. Temp

Sa ud

N on

-S au

di s

Ja n

Fe b

M ar

Ap r

M ay Ju

n Ju l

Au g

Se p

O ct

N ov

D ec

Abha includes monuments, palaces and old souks as well as modern commercial centers.

Particularly famous for:

•Mild climate •Sport activities such as climbing, mountain bikes and paragliding • Festivals •Marine wildlife

2,16 M Inhabitants

0,27 M Inhabitants

Abha

Aseer

209

Key infrastructure highlights Aseer region

Abha: Entertainment offering summar y – 2030

Non-Exhaustive

Protected areas1

Nature Sightseeing Digital Ent.

Nature Reserves1

Zoos, Aqua. & Flora

)# of Zoos, Aqua. & Flora)

Urban Parks, Playgrounds

)M sqm green space)

Guided Tours

)# of landmarks)

eSports

)# of tournaments /year)

Water Parks

)#of water parks)

Family

Ent Center2

)#of FECs)

�eatres

)#of theatres)

Live Events

)#of titles/year)

Exhibitions

)# of titles/year)

176

Sports

Competitive

Sports

)# of major prof. sports events/ yr)

Recreational Sports

)# of non-prof. events/ year)

Extr. & Adv. Sports

)# of sport types)

Prince Sultan bin Abdul Aziz Stadium

Stadiums

Total number: 8

Museums

•Al Salam �eme Park •Abha Palace �eme Park

�eme parks

Asir National Park

Nature Reserve

�emed attractions

�eme Parks

0 large 0 medium 2 small

Shows/ Performance arts

Cinema

)#of cinemas)

Culture and arts

Museums

)# of museums)

210

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

9 Top landmarks for guided tours:

•Asir National Park •Al Mi�aha Art Village •Shada Archeological Palace •Tihama Valleys •Princes Sultans Park •Al Habalah •Al Soudah •Raydah Escarpment Reserve •Malaki Dam Lake and Wadi Jawah

Additional offering elements

Target offering where ent. categories do not match infrastructure

14 Extr. & adv. sports1

suitable for city geography:

Calendar events: 293

Shows/ Performance Arts

85 Events

Culture and Arts

176 Events

Sports

31 Events

eSports

)# of tournaments /year)

Competitive

Sports

)# of major prof. sports events/ yr)

Recreational Sports

)# of non-prof. events/ year)

Extr. & Adv. Sports

)# of sport types)

Guided Tours

)# of landmarks)

211

Arar

City of fertile land

12,985

14,054 )100%)

513 )4%)

50,000 50,0000

0–9

10–19

20–29

30–39

40–49

50–59

60+ 30

-20

79%

21%

Plain

Mountain

Sea

Oases

Sand

Rock

Region

Capital

Over view

HH Income & Spend1

Saudi Income

Year 2013

Saudi Spend

Total Saudi HH spend

Recreation & culture HH spend

ClimatePopulation

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

SandstormMean Total Rainfall Mean Max. TempMean Min. Temp

Sa ud

N on

-S au

di s

Ja n

Fe b

M ar

Ap r

M ay Ju

n Ju l

Au g

Se p

O ct

N ov

D ec

Arar is a city with plateaus, valleys and plains, and is characterized by its fertile land

Particularly famous for:

•Fertile pasture lands )sheep and camel herding) •Falconry Festival •Wildlife in the desert

0,36 M Inhabitants

0,19 M Inhabitants

Arar

Northern borders

212

Key infrastructure highlights Northern Borders region

Arar : Entertainment offering summar y – 2030

Non-Exhaustive

Protected areas1

Nature Sightseeing Digital Ent.

Nature Reserves1

Zoos, Aqua. & Flora

)# of Zoos, Aqua. & Flora)

Urban Parks, Playgrounds

)M sqm green space)

Guided Tours

)# of landmarks)

eSports

)# of tournaments /year)

Water Parks

)#of water parks)

Family

Ent Center2

)#of FECs)

�eatres

)#of theatres)

Live Events

)#of titles/year)

Exhibitions

)# of titles/year)

Sports

Competitive

Sports

)# of major prof. sports events/ yr)

Recreational Sports

)# of non-prof. events/ year)

Extr. & Adv. Sports

)# of sport types)

of which iconic

Total number: 1

Museums

�emed attractions

�eme Parks

0 large 1 medium 2 small

Shows/ Performance arts

Cinema

)#of cinemas)

Culture and arts

Museums

)# of museums)

213

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

NA Top landmarks for guided

tours

Additional offering elements

Target offering where ent. categories do not match infrastructure

9 Extr. & adv. sports1

suitable for city geography:

•Xpogo •Parkour •Paragliding •Vert ramp •BMX •Skateboarding •Bungee jumping •Skydiving •Wingsuit flying

Calendar events: 176

Shows/ Performance Arts

77 Events

Culture and Arts

79 Events

Sports

18 Events

eSports

)# of tournaments /year)

Competitive

Sports

)# of major prof. sports events/ yr)

Recreational Sports

)# of non-prof. events/ year)

Extr. & Adv. Sports

)# of sport types)

Guided Tours

)# of landmarks)

214

Sakakah

City of natural biodiversity and cultural heritage

11,084

13,009 )100%)

318 )2%)

65,000 65,0000

0–9

10–19

20–29

30–39

40–49

50–59

60+ 30

-20

75%

25%

Plain

Mountain

Sea

Oases

Sand

Rock

Region

Capital

Over view

HH Income & Spend1

Saudi Income

Year 2013

Saudi Spend

Total Saudi HH spend

Recreation & culture HH spend

ClimatePopulation

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

SandstormMean Total Rainfall Mean Max. TempMean Min. Temp

Sa ud

N on

-S au

di s

Ja n

Fe b

M ar

Ap r

M ay Ju

n Ju l

Au g

Se p

O ct

N ov

D ec

Sakaka is known for both its biodiverse of natural resources as well as its cultural heritage

Particularly famous for:

•Olive festival, fruits festival, and Palm trees •Wildlife diversity

0,49 M Inhabitants

0,17 M Inhabitants

Sakakah

Al-Jouf

215

Key infrastructure highlights Northern Borders region

Sakakah: Entertainment offering summar y – 2030

Non-Exhaustive

Protected areas1

Nature Sightseeing Digital Ent.

Nature Reserves1

Zoos, Aqua. & Flora

)# of Zoos, Aqua. & Flora)

Urban Parks, Playgrounds

)M sqm green space)

Guided Tours

)# of landmarks)

eSports

)# of tournaments /year)

Water Parks

)#of water parks)

Family

Ent Center2

)#of FECs)

�eatres

)#of theatres)

Live Events

)#of titles/year)

Exhibitions

)# of titles/year)

Sports

Competitive

Sports

)# of major prof. sports events/ yr)

Recreational Sports

)# of non-prof. events/ year)

Extr. & Adv. Sports

)# of sport types)

�emed attractions

�eme Parks

0 large 0 medium 1 small

Shows/ Performance arts

Cinema

)#of cinemas)

Culture and arts

Museums

)# of museums)

Total number: 5

Museums

216

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

11 Top landmarks for guided tours:

•Dumat Al-Jundal •Qasr Marid •Za'abal Castle •Al-Rajajil •�e oasis of Dumat Al-Jandal •Sisrah Well •Hudrah Cave: Rocky-Drawings •Al Towair Site •Al Rajajeal Antiquities "Erected Stones" •Omar Bin Al Khattab mosque •Lake of Dumat Al Jandal

Additional offering elements

Target offering where ent. categories do not match infrastructureCalendar events: 141

Shows/ Performance Arts

68 Events

Culture and Arts

56 Events

Sports

17 Events

eSports

)# of tournaments /year)

Competitive

Sports

)# of major prof. sports events/ yr)

Recreational Sports

)# of non-prof. events/ year)

Extr. & Adv. Sports

)# of sport types)

Guided Tours

)# of landmarks)

11 9 Extr. & adv. sports1 suitable for city geography:

•Xpogo •Parkour •Paragliding •Vert ramp •BMX •Skateboarding •Bungee jumping •Skydiving •Wingsuit flying

217

Jazan

City of varied elements of picturesque nature

11,685

12,093 )100%)

341 )3%)

200,000 200,0000

0–9

10–19

20–29

30–39

40–49

50–59

60+ 60

77%

23%

Plain

Mountain

Sea

Oases

Sand

Rock

Region

Capital

Over view

HH Income & Spend1

Saudi Income

Year 2013

Saudi Spend

Total Saudi HH spend

Recreation & culture HH spend

ClimatePopulation

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

SandstormMean Total Rainfall Mean Max. TempMean Min. Temp

Sa ud

N on

-S au

di s

Ja n

Fe b

M ar

Ap r

M ay Ju

n Ju l

Au g

Se p

O ct

N ov

D ec

Jazan is characterized by its sea, islands, mountains and plains.

Particularly famous for:

•Festivals •Port •Mountains and hot springs •Sports events and Adventure activities

1,54 M Inhabitants

0,14 M Inhabitants

Jazan

218

Key infrastructure highlights Jazan region

Jazan: Entertainment offering summar y – 2030

Non-Exhaustive

Protected areas1

Nature Sightseeing Digital Ent.

Nature Reserves1

Zoos, Aqua. & Flora

)# of Zoos, Aqua. & Flora)

Urban Parks, Playgrounds

)M sqm green space)

Guided Tours

)# of landmarks)

eSports

)# of tournaments /year)

Water Parks

)#of water parks)

Family

Ent Center2

)#of FECs)

�eatres

)#of theatres)

Live Events

)#of titles/year)

Exhibitions

)# of titles/year)

Sports

Competitive

Sports

)# of major prof. sports events/ yr)

Recreational Sports

)# of non-prof. events/ year)

Extr. & Adv. Sports

)# of sport types)

King Faisal Sports City

Stadiums

Total number: 2

Museums

Asir National Park

Nature Reserve

�emed attractions

�eme Parks

0 large 1 medium 2 small

Shows/ Performance arts

Cinema

)#of cinemas)

Culture and arts

Museums

)# of museums)

219

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

11 Top landmarks for guided tours:

Additional offering elements

Target offering where ent. categories do not match infrastructureCalendar events: 145

Shows/ Performance Arts

42 Events

Culture and Arts

88 Events

Sports

15 Events

eSports

)# of tournaments /year)

Competitive

Sports

)# of major prof. sports events/ yr)

Recreational Sports

)# of non-prof. events/ year)

Extr. & Adv. Sports

)# of sport types)

Guided Tours

)# of landmarks)

6 9 Extr. & adv. sports1 suitable for city geography:

•Xpogo •Parkour •Paragliding •Vert ramp •BMX •Skateboarding •Bungee jumping •Skydiving •Wingsuit flying

220

Al-Bahah

City of cultural heritage and natural diversity

14,976

16,053 )100%)

372 )2%)

65,000 65,0000

0–9

10–19

20–29

30–39

40–49

50–59

60+ 30

81%

19%

Plain

Mountain

Sea

Oases

Sand

Rock

Region

Capital

Over view

HH Income & Spend1

Saudi Income

Year 2013

Saudi Spend

Total Saudi HH spend

Recreation & culture HH spend

ClimatePopulation

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

SandstormMean Total Rainfall Mean Max. TempMean Min. Temp

Sa ud

N on

-S au

di s

Ja n

Fe b

M ar

Ap r

M ay Ju

n Ju l

Au g

Se p

O ct

N ov

D ec

Al-Bahah is one of the Kingdom’s prime tourist attractions known for its components of heritage, natural resources and cool weather.

Particularly famous for:

•Climate and forests •Historic attractions •Cra�s and local industries •Mountains for Adventure and Hiking

0,47 M Inhabitants

0,11M Inhabitants

Al-Bahah

221

Key infrastructure highlights Al-Bahah region

Al-Bahah: Entertainment offering summar y – 2030

Non-Exhaustive

Protected areas1

Nature Sightseeing Digital Ent.

Nature Reserves1

Zoos, Aqua. & Flora

)# of Zoos, Aqua. & Flora)

Urban Parks, Playgrounds

)M sqm green space)

Guided Tours

)# of landmarks)

eSports

)# of tournaments /year)

Water Parks

)#of water parks)

Family

Ent Center2

)#of FECs)

�eatres

)#of theatres)

Live Events

)#of titles/year)

Exhibitions

)# of titles/year)

Sports

Competitive

Sports

)# of major prof. sports events/ yr)

Recreational Sports

)# of non-prof. events/ year)

Extr. & Adv. Sports

)# of sport types)

Total number: 2

Museums

�emed attractions

�eme Parks

0 large 0 medium 1 small

Shows/ Performance arts

Cinema

)#of cinemas)

Culture and arts

Museums

)# of museums)

222

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

9 Top landmarks for guided tours:

•Zee Ain Heritage Village •Dhee Ayn •Mount shada •�e village of Mount tied down •Mount Sorrow •Sea Village •Dar Fort Village •Shamlani Museum •Raghadan Forest Park

Additional offering elements

Target offering where ent. categories do not match infrastructure

15 Extr. & adv. sports1

suitable for city geography:

Calendar events: 114

Shows/ Performance Arts

34 Events

Culture and Arts

69 Events

Sports

11 Events

eSports

)# of tournaments /year)

Competitive

Sports

)# of major prof. sports events/ yr)

Recreational Sports

)# of non-prof. events/ year)

Extr. & Adv. Sports

)# of sport types)

Guided Tours

)# of landmarks)

8.B. Metrics and Metrics Trajectories

Details on Program Metrics and Metrics Trajectories (1/9)

Rationale and Assumptions202020192018BaselineDefinitionUnit

Aspirations aligned with Vision 20301000

Number of cities in the top 100 of most liveable cities of the Econ-

omist Intelligence Unit based on: Stability, Healthcare, Culture & Environment, Education and

Infrastructure

Top recognized

cities in the world

Become regional leader in PISA reading scores by 2020, and

reach entry point of most livea- ble countries by 2030

460460460N/A

Score on OECD Programme for International Student Assess- ment (PISA) Reading tests for

15-year-old students

PISA Reading score

223

Reach top performers among countries in the subsequent

livability bracket by 2020, and have all KSA universities cur-

rently considered in the study in the top 200 by 2030

3332

The number of universities in the top 200 universities and institu-

tions globally as measured by the Times Higher Education World

University Rankings

Number of local

universities that are

ranked globally

Improve “input” factors for the index by 2020, and become

regional leader by 2030 37383939

Annual Index developed by INSEAD that measures how countries grow, attract and

retain talent

Global Talent Com-

petitiveness Index

2017

Aspirations aligned with Vision 20309101113

Number of unemployed persons as a percentage of the labour

force Unemployment rate

Details on Program Metrics and Metrics Trajectories (2/9)

Rationale and Assumptions202020192018BaselineDefinitionUnit

Aspirations aligned with Vision 203028252321

Female labor force as a percent- age of the total - labor force

comprises people ages 15 and older who meet the Interna- tional Labour Organization’s

definition of the economically active population

Female employment

rate

Aspirations aligned with Hous- ing VRP60575350

Percentage of the population that owns a home

% of population that

is a homeowner

Maintain current levels until 2020, and reach entry point of

most liveable countries by 2030 0.990.990.990.99

Number of available housing units divided by number of

households

Housing stock house-

holds

224

Dedicate 60% of open space increase projection of MoMRA

towards developing green spac- es by 2020, and achieve WHO

guidelines by 2030

1.461.271.090.9Available green space, reachable within 15mins Green space sqm/

capita

Maintain current levels until 2020, and reach entry point of

most liveable countries by 2030 4040392038503807

The number of walking steps and individual would take on a single

day

Number of steps tak-

en per person per day

Details on Program Metrics and Metrics Trajectories (3/9)

Rationale and Assumptions202020192018BaselineDefinitionUnit

Gain momentum for 2030 target with linear growth by

2020, and reach entry point of countries in subsequent livabili-

ty bracket by 2030

9397102106

Average level of exposure of a nation’s population to

concentrations of suspended particles measuring less than

2.5 microns in aerodynamic diameter

PM 2.5 air

pollution

Maintain current levels until 2020, and upgrade Jeddah to reach Helsinki road network

level, Riyadh to reach Vancouver road network level, Dammam to reach current Riyadh road

network level by 2030

Riyadh: 56, Jeddah: 84, Dammam:

Number of direct interna- tional destinations flights of either by city or by frequency

Direct in-

ternational

flights (either

by city or by

frequency)

Reduce 7% each year (in line with global benchmarks of

7-10%) by 2020, and reach entry point of most liveable countries

by 2030

23252628Number of road traffic deaths per 100,000 inhabitants

Road traffic

deaths per

100, 000

inhabitants

Maintain current positioning by 2020, and reduce Riyadh traffic

to Dubai levels by 2030

Riyadh: 39, Jeddah: 29, Dammam:

Average number of hours spent

per year in traffic as meas- ured by the Inrix Global

Traffic Scorecard

#Hours that

a commuter

spends in

traffic in a

year

Increase based on metro Riyadh development plan by 2020,

and reach entry point of most liveable countries by 2030

151050

Measures the average an- nual number of journeys per person across KSA through

public transportation means

Annual jour-

neys in public

transport per

capita

Details on Program Metrics and Metrics Trajectories (4/9)

Rationale and Assumptions202020192018BaselineDefinitionUnit

Increase at 50% rate, based on early adoption curve by 2020, and align with the targets of

the Electrical Vehicle Initiative of the International Energy

Agency by 2030

%1.5%1.0%0.5%0.0 Projections for electric car sales in 2030 as a percentage of total

car sales

Penetration of electric

cars

Gain momentum for 2030 tar- get with linear growth by 2020, and reach entry point of most

liveable countries by 2030

4.0%2.6% 1.3%0.0%Share of renewables in total energy requirements

% of renewable

energy to total energy

used

Gain momentum for 2030 tar- get with linear growth by 2020, and reach average rank of most

liveable countries by 2030

40%31% 22% 12.5%Share of waste that is recycled of all waste produced

% of recycled waste

from total waste

produced

Reach 1.5x of global average projections by 2020, and reach

2x of global average projections by 2030

6543.6

The number of devices connected to the internet per

person, including Consumer and Industrial IoT devices

Devices connected to

internet per person

225

Gain momentum for 2030 target with linear growth by

2020, and reach average rank of most liveable countries by 2030

25283133

Measures the propensity for countries to exploit

the opportunities offered by information and

communications technology (ICT)

Network Readiness

Index (Rank)

Details on Program Metrics and Metrics Trajectories (5/9)

Rationale and Assumptions202020192018BaselineDefinitionUnit

Gain momentum for 2030 target with linear growth by 2020, and become top performer amongst most liveable countries by 2030

1.31.41.451.5 Total number of international

homicides per 100,000 inhabitants

International

homicides by 100,000

inhabitants

Maintain low levels of violent crime to remain at par with

most liveable countries until 2030

1111

Evaluation based on the question: “Is violent crime likely

to pose a significant problem for government and/or business

over the next two years?” as measured by the Social Progress

Index

Level of violent crime

Track criminality perception by benchmarking most liveable

countries 2333

An assessment of the level of domestic security and the degree

to which other citizens can be trusted as measured by the

Social Progress Index

Perceived criminality

Details on Program Metrics and Metrics Trajectories (6/9)

Rationale and Assumptions202020192018BaselineDefinitionUnit

Gain momentum for 2030 target with linear growth by

2020 in line with Vision 2030›s target

24313744

Annual index published by the UN, resting on holistic

view of e-government development, based on three important dimensions: (i) the availability of online services,

(ii) telecommunication infrastructure and (iii) human

capacity

e-Government

Survey Index

Gain momentum for 2030 target with linear growth by 2020, to reach entry point of

most liveable countries by 2030

40505762

Measures the perceptions on the misuse of public power for

private benefit as measured by the Corruption Perception Index 2016 of Transparency International organization

Corruption

Perception Index

2016 (Rank)

Details on Program Metrics and Metrics Trajectories (7/9)

Rationale and Assumptions202020192018BaselineDefinitionUnit

Reach UAE level by 2020, and become top performer amongst

countries in subsequent livability bracket by 2030

45474950

Measures disparity of genders with reproductive health, empowerment and labor market participation

& compensation of the United Nations Development

Program

Gender Inequality

Index

226

Follow projection of hospital developments under

Privatization VRP by 2020, and reach entry point of most

liveable countries by 2030

2.32.32.22.2The number of hospital beds available per 1,000 inhabitants Hospital beds per

1,000 inhabitants

Maintain current levels until 2020, and become top

performer amongst most liveable countries by 2030

1112.513.514.3 Expenditure spent on health and not covered by insurance

or any other party

Out-of-

pocket health

expenditure

Gain momentum for 2030 target with linear growth by 2020, and become top performer amongst most liveable countries by 2030

7675.274.774.3

Average number of years to be lived by a group of people born

in the same year, if mortality at each age remains constant

in the future

Life expectancy

Follow GCC and WHO recommendations and

agreements until 2020, and reach entry point of most liveable countries by 2030

28.728.728.728.7

Measures prevalence of obesity amongst 18+ adults

(defined as having a BMI ≥ 30 kg/m²)

Obesity rate

Details on Program Metrics and Metrics Trajectories (8/9)

Rationale and Assumptions202020192018BaselineDefinitionUnit

Follow GCC and WHO recommendations and

agreements until 2020, and reach entry point of most liveable countries by 2030

13.413.413.413.4

Measures prevalence of diabetes among adults - Age-

standardized prevalence of raised blood glucose/diabetes among persons aged 18+ years

or on medication for raised blood glucose )defined as

fasting plasma glucose value ≥ 7.0 mmol/L (126 mg/dL) or

on medication for raised blood glucose among adults aged

18+ years).

Diabetes

prevalence

Follow MLSD projection by 2020, and sustain continuous

growth towards 2030 0.050.010.010.01

Calculates the number of non- religious NGOs active per 1000

inhabitants

Number of

NGOs per 1,000

inhabitants

Gain momentum for 2030 target with linear growth by

2020 in line with Vision 2030›s target

300k207k115k23kNumber of volunteers Number of

volunteers

Details on Program Metrics and Metrics Trajectories (9/9)

KPI Unit Definition Baseline 2018 2019 2020 Rationale and Assumptions

Number of heritage

infrastructure Quantity

Measures the breadth and depth of the available

infrastructure 246 314 382 450

Increase overall cultural infrastructure to match

international cities and to revamp current existing venues )i.e. museums and archeological

sites)

227

Number of heritage

events Quantity

Quantify the amount of events/festivals offered

yearly 23 29 34 40

Increase overall offering of national/regional/urban events

& festivals to create new opportunities for the Saudi population to engage

with culture and foster Saudi national identity

Number of World Heritage Sites recognized by

UNESCO

Quantity Assess the importance of national heritage sites 4 5 6 7

Double the UNESCO recognized sites in Saudi to internationally

showcase Saudi Arabia’s heritage offering

Number of UNESCO intangible cultural heritage elements

Quantity Assess the importance

of national heritage elements

4 6 5 6

Add an additional intangible cultural heritage element recognized by UNESCO to

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

Sports

venues Number Total number of

sports venues in the country

3,364 3,906 4,449 4,991

KPI gives an overview of the comprehensive

sports offering available for the public both for

entertainment purposes as well as participation in

sports activities. Targets are set based on international

benchmarks of best in class lifestyle countries

Sports

economy % Share of sports of

the total GDP of the country

0.1% 0.1% 0.2% 0.3%

KPI measures the breadth, depth and quality of sports

offering as an indicator from consumption. Targets are set based on international

benchmarks of best in class lifestyle countries

Sportsmen

in summer

Olympics Number

Size of the Saudi sports delegation for

the summer Olympics 7 n/a n/a 7

KPI measures whether there is international success

linked to the investments into the professional sports sector. Targets are set based

on countries which were historically not winning any medals and eventually had radical improvement in the

medal tables

Share of

active

individuals %

Percentage of individuals who

excercise on a weekly basis

13% 15% 16% 18%

KPI measures whether people are carrying out a

healthy and active lifestyle. Targets are set based on

international benchmarks

228

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KPI Unit Definition Baseline 2018 2019 2020 Rationale and Assumptions

Number of

cultural

infrastructure Quantity

Measures the breadth and depth

of the available infrastructure

158 240 322 405

Increase overall artistic infrastructure

and introduce new types of venues (i.e. music venues), as well as iconic developments (i.e. opera houses & media city) to match international

cities

Number

of cultural

activities Quantity

Quantify the amount of events/festivals

offered yearly 278 1908 3538 5167

Introduce new artistic activities (i.e. operas, comedy shows,

concerts, dance performances) to match offering

of international best-practices

Participations

in major

international

cultural

festivals

Quantity Assess the quality of Saudi Arabia›s artists 0 N/A N/A 5

Increase the amount of Saudi Arabian artists participating in

major international festivals across cultural sub-sectors (i.e.

Art Basel, Cannes Movie Festival, etc.) to match best in class

practices.. The chosen festivals are acknowledged globally and represent a proxy to determine Saudi Arabia›s quality evolution

across all cultural sub-sectors.

Number of

published

books Quantity

Quantify the amount of book titles

published across Saudi Arabia

230000 23667 24333 25000

Double the book titles published per year to stimulate at-home

entertainment offering and gives Saudi citizens access to a larger

spectrum of titles, moving towards availability levels offered by top

livable countries

Number of

produced

movies Quantity

Quantify the amount of movies produced in

Saudi Arabia 0 4 9 13

Develop the local film industry in Saudi Arabia to become a regional champion and foster Arab values

across the world

Percentage

of consumer

expenditure on

heritage &

cultural offering

Percentage

Assess the level of public engagement

with various cultural offerings

0.110% 0.1135% 0.1170% 0.120%

Improve engagement levels to achieve a ~2x increment in

household cultural expenditure levels to reach the levels of 10 of

the most livable countries utilized for the benchmarking exercise

229

Details on Program Metrics and Metrics Trajectories (3/5)

KPI Unit Definition Baseline 2018 2019 2020 Rationale and Assumptions

Available

entertainment

infrastructure Quantity

Number of different out-of-home

entertainment venues

154 189 225 260

KPI measures whether citizens have the entertainment infrastructure that

are available in other global best in class countries

Available

entertainment

offering Quantity

Number of entertainment

events 216 263 310 358

KPI measures whether citizens have the entertainment event options that

are available in other global best in class countries

Participation

in out-of-home

entertainment %

Share of household spend on

entertainment 1.7% 1.8% 2% 2.30%

KPI measures the participation of people in the entertainment sector.

Targets are set based on international benchmarks

Accessible media Quantity

Number of accessible media

possibilities across the country (inc. TV, radio, newspaper)

181 257 333 409

KPI measures whether people have access to different at-home

entertainment options. Targets are set based on international best practice

Details on Program Metrics and Metrics Trajectories (4/5)

Rationale and Assumptions202020192018BaselineDefinitionUnitKPI

Nearly double the offering to match the restaurant availability levels of top-livable cities. Average restaurant per million values of benchmarked cities have been applied to Saudi’s 13-largest cities’ population levels to set targets. Tourism levels of benchmarked cities and iconicity of certain Saudi cities were considered while adjusting targets for KSA

30859300422922728410

Measure the number of

F&B venues per million inhabitants

# Number of F&B

venues

Increase the number of premium restaurants across Saudi Arabia to enhance the service offering’s quality. 3-star Michelin chef’s are recognized as the outmost level of food quality and the availability of restaurants owned/operated by them is utilized as a proxy for overall quality of the food & beverage offering

3NANA1

Assess the number of premium

restaurants

Number of

Michelin-star

chef operated

restaurants

Maintain same level of spending in F&B offering once additional entertainment opportunities are introduced in the country. Maintaining current spending would continue to rank Saudi Arabia, amongst the other benchmarked countries, as one of the countries spending the highest

5.57%5.57%5.57%5.57%

Assess the level of public engagement

in food & beverage offering

Percentage

of consumer

expenditure

spent on F&B

offering

230

Details on Program Metrics and Metrics Trajectories (5/5)

KPI Unit Definition Baseline 2018 2019 2020 Rationale and Assumptions

Sq. meters of

shopping mall

retail space per

capita

Meters squared

Measure the volume of retail space offered by shopping centers throughout the country

0.15 0.163 0.176 0.189

Expand the availability of retail space to match regional champion’s (UAE) offering. Offering additional retail space is a proxy for enabling more possibility for leisure activities (i.e. shopping)

Percentage of

global brand

representation Percentage

Assess the top brand penetration rate

n/a n/a n/a n/a

Ease access for additional top-retail brands to enter Saudi Arabia to allow KSA to rank in the top 20 countries for “international retailer presence” ranked by CBRE through their early reports

Number of

iconic projects Quantity

measures the number of iconic projects in Saudi cities

0 0 0 1

Building 3 landmark projects in three main cities of Saudi Arabia to increase the city›s reputation such as Dubai (City Walk, Marina Park, Design Zone, Burj Khalifa, etc.) to serve as a central hub for lifestyle and to improve the international perception of Saudi Arabia

Number of

amateur groups Quantity Number of active amateur groups 0 150 300 450

increasing the number of active amateur groups to allow residents to participate

231

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233

234

235

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