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Quality Of Life
Program

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

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PROGRAM (VRP) SCOPE

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1. The Quality of Life Program 2020 Scope
1.A. Introduction to the Quality of Life Program 2020
The Council of Economic Affairs and Development has defined 12 Vision Realization Programs
(hereinafter VRP) of strategic importance for the government of Saudi Arabia in order to
achieve the objectives established in Vision 2030. Among those 12 Programs is the Quality of
Life Program 2020. This Program mainly focuses on making Saudi Arabia a top living destina-
tion for both Saudi citizens and residents. Based on the Program description within the Pro-
gram card (see Figure 1), this Program will focus on two aspects:
• Improving individuals’ lifestyle –Developing an ecosystem to support and create new options
that boost citizens’ and residents’ participation in cultural, entertainment, and sports activities.
• Enhancing quality of life – Developing suitable activities that contribute to enhancing the
quality of life of individuals and families, creating jobs, diversifying economic activity, and boosting
the status of Saudi Arabian cities so that they rank among the best cities in the world.
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.

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1.B. Definition of Quality of Life
Quality of life is a broad and complex concept that is defined in many ways. In brief, quality of
life measures satisfaction in the “most valued” aspects of a citizen’s life. However, this defini-
tion can be highly subjective. In order to determine a definition of quality of life relevant for
the Kingdom of Saudi Arabia, the Program conducted thorough research to identify the most
common definitions of quality of life. This preliminary research identified several global in-
dices defining and measuring quality of life from different angles. Each of those indices was
examined in detail to identify the common components.
As a reference, six of the most comprehensive and internationally recognized global indices
were used:
1. The Economist Intelligence Unit’s (EIU) Global Livability Ranking which ranks 140 cities for
their urban quality of life based on assessments of stability, healthcare, culture and environ-
ment, education, sports and infrastructure.
2. The Mercer Quality of Living Survey which ranks 231 cities based on the following dimen-
sions: transportation, political and socio-cultural environment, public service, health, eco-
nomic environment, schools and education, natural environment, housing, media availabil-
ity, theaters and cinemas, sports, consumer goods and restaurants and leisure.
3. The Monocle Magazine’s Annual Lifestyle List which lists the top 25 most liveable cities and
assesses the following criteria: international connectivity, environmental issues, access to
nature, architectural quality, urban design, medical care, business conditions, safety crime,
culture, restaurants, tolerance and proactive policy developments.
4. The World Happiness Index 2017 which ranks 155 countries based on happiness levels ex-
plained with the following dimensions: corruption, freedom of choice, life expectancy, GDP
per capita, freedom of choice, social support and generosity.
5. The OECD Better Life Index which compares well-being across countries, based on 11 topics
the OECD has identified as essential: safety, health, income, jobs and work-life balance, and
education and life satisfaction, housing, environment, community and civic engagement.
6. 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.

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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
2
3
2
9
4
5 5
6
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
Health
Environment
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
2

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Based on the analysis of the six indices, two main concepts can be directly linked to the con-
cept of quality of life:
1.Livability: The basic living standards for leading a satisfactory life
2.Lifestyle: The options provided for people to live pleasant and comfortable lives.
Both aspects are critical to improving quality of life. For example, large cities like New York or
London can provide a wide range of lifestyle options, but they fall short in providing satisfacto-
ry living conditions for all citizens across specific dimensions (e.g. housing and transport op-
tions are expensive). On the other hand, cities like Geneva can provide very high living stand-
ards but do not offer extensive lifestyle options.
The analysis also revealed 10 sub-components divided equally between the broader concepts
of lifestyle and livability, referred to as “categories.”
Under the concept of livability, five categories that cover all key aspects of life required to
achieve a satisfactory level of living were specified:
•Infrastructure and Transport: Infrastructure and transport are key to increasing social equity
as they provide access to jobs, housing, services, and recreation, and open up and connect all
regions including isolated ones.
•Housing, Urban Design and Environment: Great communities provide housing opportunities
for people of all ages, incomes, and abilities, allowing everyone to live in a quality neighbor-
hood regardless of their circumstances. Additionally, a good urban design and environment
context allows citizens to have higher access to services and job opportunities and fosters
healthy habits (such as walking).
•Healthcare: Health is an essential part of the quality of life of citizens. Health conditions are
mainly measured using health outcome indicators such as life expectancy, the availability of
hospital beds, the prevalence of diabetes and obesity, and household expenditure on healthcare.
•Economic and Education Opportunities: Material living standards are measured based on key
sub-dimensions such as employment, education and overall access to economic opportunities.
•Security and Socio-environment: Security, along with socio-environment, are crucial aspects
of citizens’ lives that enables them to interact unhindered in society. Security is mainly meas-
ured through low crime rates, reliable law enforcement, and equity.

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Additionally, under the concept of lifestyle, five categories that focus on the most relevant
options and offering available for citizens to spend their free time were specified:
•Entertainment: Entertainment activities either at home or out of home.
•Heritage, culture and arts: Vibrant and diverse arts and cultural activities are an important
contribution to the liveliness and vitality of society.
•Sports: The participation of citizens and residents in diverse sports activities has a direct im-
pact on health and wellness.
•Recreation: Range of recreational activities from food and beverage services to shopping
options.
•Social engagement: A liveable community fosters interaction among residents. Social en-
gagement and community participation create opportunities for individuals to connect and
feel welcomed, help lessen social isolation, and strengthen the community bonds.
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.

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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
Category
Infrastructure
&
Transportation
Housing, Urban
Design &
Environment
Healthcare
Economic &
Education
Opportunity
Security &
socio-
environment
Lifestyle dimensions
Lifestyle
Figure 6: Lifestyle Categories and Dimensions
�ird sectorFood & beverage services
Out-of-home
Entertainment Heritage Professional sports
Community
engagement Leisure
At-home
EntertainmentCulture & Arts
Non-professional
sports
Sports
Heritage,
Culture &Arts Entertainment Recreation
Social
Engagement
Dimension Category

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A set of attributes has been further allocated to each dimension by analyzing a set of indices
(e.g. Siemens – Green City Index, IESE – Cities in Motion).
For example, within the ‘Crime’ dimension, the three key attributes identified are:
•Homicide-free society
•Low violent crime rates
•Widespread perception of safety
Homicide-free society Low violent crime rates Widespread perception of safety
Figure 7: Mapping attributes to dimensions
Livability Lifestyle
Security and the socio-environment
Crime EqualityGovernmental servicesTolerance and justice
This hierarchy results in a total of 52 attributes and 58 key performance indicators (KPIs) cover-
ing both Livability and Lifestyle. In turn, targets have been set against each one of the identified
attributes in order to quantify the aspirations of the Quality of Life VRP. The full set of attributes
and corresponding KPIs are listed in chapter 2.
1.C. Beyond Definitions – The Human Side of Quality of Life and Regional Considerations
First: The Human Side of Quality of Life
The encompassing definition of Quality of Life heavily affects multiple aspects of society. As
a result, the initiatives of the Quality of Life VRP have the potential to actualize profound and
far-reaching improvements in the daily lives of KSA citizens and residents.
Countries that have been recognized to be among the most livable according to a wide selec-
tion of indices showcase improved outcomes in key aspects of human life, where citizens and
residents enjoy longer and healthier lives. Another aspect is societal safety, which is powered
by strong social structures, widespread economic opportunities, and efficient law enforcement.
Furthermore, the most livable countries create high levels of prosperity for their citizens. They
provide quality education systems that produce a highly-skilled workforce, strong infrastructure
that enables innovation, and compelling lifestyle options that can attract global talent which
contributes to economic growth. In order to realize the immense potential for impact on the
lives of KSA citizens and residents, it is imperative for the Quality of Life VRP to consider the hu-
man side across all its initiatives and tailor it to the needs and wants of the society.

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Source: World Health Organization, National Bank, World Happiness Report
Countries suitable to live inCountries most suitable to live in
Figure 8: �e Human Side
Countries with cities among the top 10 most livable cities livable cities 100-Countries with cities among the top 80
79 years 69 years
Results
High life expectancy
Average life expectancy at birth
1 crime 13 crimes Low crime rates
Average homicide/100,000 population
60,000 USD 7,000 USD Enhance prosperity
)GDP per capita )USD
Rank 7 Rank 67
Improve Happiness
Average happiness ranking
Second: Regional Considerations
Achieving the defined aspiration levels is critical in order to provide high quality of life to the
citizens and residents of the Kingdom. However, considering the wide differences in the defi-
nition of quality of life and the inherently subjective meaning it has for each individual, it is
crucial to consider regional characteristics in order to truly deliver relevant improvements
throughout the Kingdom.
To this end, the specific socio-cultural and regional characteristics of the Kingdom will be tak-
en into consideration when pursuing these aspirations.
The Program engages regional considerations in two ways:
From a quantitative angle – The Program will ensure that its defined targets are translated re-
gionally to ensure coverage of all populations. While targets are set at country level (e.g. num-
ber of cinemas in KSA), those targets are then translated to specific target per region to ensure
that the entire relevant population is affected. For example, while there will be 114 museums
built across the KSA, 34 of them will be implemented in Ash Sharqiyah region (considering
the foreigner population currently residing in that region), and 33 in Makkah (considering the
historical and religious relevance of this region). This is based on the quantitative assessment
of the demand in each region, considering the available income spent on lifestyle activities.
From a qualitative angle – When implementing initiatives, the Program will ensure that local
specificities are included in the design of the offering. For example, when designing cultural
offerings, each region may require a different offering.
Therefore, the careful assessment of regions is an indicator for allocating projects accurately.
It should be noted that 5 key inputs have been taken into account when designing the offer-
ings and necessary infrastructure in the 13 Saudi regions.
These inputs are:
1. Size of population
2. Average household income
3. Geography and climate
4. Population preferences
5. The key infrastructure required

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Figure 9: Inputs for Design Options, Ex. Riyadh Region
Riyadh is both a modern metropolis with urban
construction styles and a historical and cultural
city with distinctive heritage and cultural sites
Note: Income , spend and population data are per region. Geographical areas are non-exhaustive
1. Average monthly household income and spend )SAR/month)
Particularly famous for:
•Financial District
•Developed infrastructures
•Major football clubs
•Wadi Hanifah natural park
•Horse Centers at Dirab
Plain
Mountain
Sea
Oasis
Sand
Rock
Region
Capital
Over view
HH Income & Spend1
Saudi Income
Year 2013
14,073
18,740
)100%)
591
)3%)Saudi Spend
Total Saudi HH spend
Recreation & culture HH spend
ClimatePopulation Quantity
Temperature )deg °C)Rainfall )mm)Year 2016
1,300,000 1,300,0000
0–9
10–19
20–29
30–39
40–49
50–59
60+ 90
68
45
23
0
90
Ja
n
Fe
b
M
ar
Ap
r
M
ay Ju
n Ju
l
Au
g
Se
pt O
ct
N
ov
D
ec
68
45
0
SandstormMean Total Rainfall
Mean Max. TempMean Min. Temp
57%
43%
Sa
ud
is
N
on
-S
au
di
s
8M Inhabitants
Al Riyadh
5,86 M Inhabitants
Riyadh
To illustrate the methodology used to calculate the targeted offering in a given city, details
on the methodology used to calculate the number of sports venues in Riyadh are showcased
below:

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Riyadh Region
8 million
114
105
60
100%
Income index
Population preferences index of stadiums
Other quality elements
)geography, weather and city characteristics)
City (calibrate) × facility
index
Figure 10: Methodology used to calculate the targeted o�ering
International Benchmarks
Number & sizes of
facilities in 14 cities
First o�ering by city:
About 10000 points
Paris
City
5
Number of stadiums
41
seat/ stadium 1000
Large
City size
0.8
Number of
stadiums/ million
seat/ stadium 1000
20
Population & suitability
according to city & facility
Each city & facility is planned
on quantity & quality basis
Makkah Region
8.3 million
99
128
60
Total= target number of stadiums
× average seats numbers× seats cost79%
Illustrative
Average o�ering by city size
Target number of city facilities
=
A: number of facilities/ per million
B: Population
C: Realted index
6=%100*8*0.8=
A B C
This is followed by a summary of the various offerings in Riyadh. Likewise, a study of offerings
for all 13 regions was conducted and the details are included in the Appendix (8A):
Figure 11: Summary of the di�erent o�erings in Riyadh
11.Natural reserves are not evaluated: depends on the nature of the KSA and does not require the investment of capital costs for facilities and control of
access, maintenance etc. 2. including the electronic games centers
source: NACS, United Nations International Standard industrial classification of all Economic activities , team analysis
Riyadh- 2030 Offerings Summar y
/Performances
performing Arts
Amusement
Parks
Culture & Arts NatureDigital
Entertainment
Sightseeing
Tours
Sports
7
1
66
30
26
96
56
195
Nature reserves1
Family
entertainment
centers2
9
64
149
Competitive
sports
)# of professional
tournaments /years)
Electronic
Games
)# of tournaments
/year)
Competitive
sports
)# of attractions
/years)
Entertainment
sports
)# of activities/ year)
45
36
Dangerous sports
& adventures
)# of sports)
9
Including Main
1 4 1
3
Museums
)# of museums)
Exhibitions &
Festivals
) # of events/ year)
Zoos, Aquariums
& Gardens
)# of zoos, aquariums
& gardens)
Public parks &
stadiums
)SQM of green
areas)
Live events
)# of events/ years) )# of family
entertainment
Centers)
Cinema
)# of cinemas)
�eme parks
2 big parks
0 medium
0 small
Water parks
)# of water parks)
�eatres
)# of theatres)

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To activate this methodology, the Program had to integrate it into the initiatives delivery plan.
This includes the General Entertainment Authority key initiative, which focuses on building
a strategy for the development and delivery of recreational options and infrastructure in the
entertainment sector. Five inputs were taken into account when designing the offerings. Sim-
ilarly, the General Culture Authority initiative related to developing the required cultural in-
frastructure, adapted global benchmark studies to match the local needs of the people within
each region.
The same inputs will be taken into account when designing the recreation strategy in KSA and
creating offerings in the form of restaurants and shopping venues.
The impact of this methodology is manifest in the cooperation initiative with SAGIA. Special-
ized studies of each region have significantly contributed to marketing investment opportu-
nities to foreign investors. This in turn will accelerate the signing of agreements and enhance
the Quality of Life sectors.
It must be noted that infrastructure targets are developed based on global studies and are in
line with population needs. Program initiatives will cover part of these targets, while the pri-
vate sector will contribute to cover the rest.

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1.D. Definition’s Implications on the Program’s Scope
The broad definition of Quality of Life encompasses an extensive spectrum of activities, lead-
ing to a large number of interdependencies and shared objectives across numerous entities.
Housing
Housing program National character enhancement program Deferent VRPs
Sustainable
facilities
Tolerance &
equality
Lifestyle Livability
crimeProfessional
sport
Out-of- home
entertainment
F&B services
Non-
professional
sport
Culture
At- home
entertainment
Leisure
QOL
no) 2020
)interfering
Figure 12: Program scope and overlaps with other VRPs and institutions
interfering
with other
VRPs
Urban designMedical care
Quality of
environment
Public/ shared
transportation
Connectivity
Transportations
infrastructure
Health levels
Employment
opportunities
Government
services
Education
opportunities
Volunteerism Heritage
Social
engagement
NTP 2020
Most overlapping is in the
national transformation program
Some overlapping between housing & national character
enhancement program
Infrastructure
&
Transportation
Housing, Urban
Design &
Environment
Healthcare
Economic &
Education
Opportunity
Security &
socio-
environment
Sports
Heritage,
Culture &Arts
EntertainmentRecreation
Social
Engagement
�is overlap can be divided into two types depending on the overall impact on the QoL 2020
�e overlap is classified as “high” when QoL 2020 initiatives are based on the
implementation of other program initiatives, and the program KPIs are
therefore a�ected by the failure of these initiatives.
High overlap
�e overlap is classified as “low” when QoL 2020 initiatives do not depend
on the implementation of other program initiatives, and the impact is
limited to program KPIs.
Low overlap

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Figure 14: Program governance clarification in case No (1): High Overlap
QOL 2020 Responsibility Impact Governance Example
�e initiatives of developing community
facilities in the residential complexes
rely on the Housing Ministry’s program
initiatives; sports and entertainment
KPIs are a�ected by the failure of the
last initiative.
Community sports initiatives and
entertainment plan initiatives rely on
the NTP, sport and entertainment KPIs
are influenced by the failure of the last
initiative.
QOL head communicates with the head
of the concerned program o�ce to
implement the initiative and suggest
solutions.
QOL provide support for the settlement
of the initiatives and is fully responsible
for it .
J o i n t
responsibility
Initiatives of
the Ministry of
Housing to
develop private
housing
complexes
NTP initiatives
to secure green
areas
Figure 15: Program governance clarification in case No (2): Low Overlap
QOL 2020 Responsibility Impact Governance Example
Non of the QoL 2020 initiatives are
based on MoMRA initiatives but
program indicators )livability) are
a�ected by the failure of such initiatives
Non of QoL 2020 initiatives are based on
MOE initiatives related to raising scores
, but program indicators )livability) are
a�ected by the failure of such initiatives
QOL head communicates with the head
of the concerned program o�ce to
implement the initiative and suggest
solutions
QOL is not responsible for carrying out
the necessary actions to resolve the
initiatives, as this is the responsibility of
the program concerned with initiative
implementation.
Partial
responsibility
MoMRA
initiatives to
reduce number
of hours the
passengers
spends in tra�c
Saudi character
enhancement
program
initiatives to
raise the scores
in the
International
Students
Assessment
Program

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The key outcome of the broad definition of Quality of Life is that this Program shares targets
with other VRPs and government entities. More specifically:
•17 dimensions (14 in livability and 3 in lifestyle)
•7 dimensions (in lifestyle) do not have any targets shared with other VRPs
•1 dimension (in livability) is outside the mandate of any VRP
The largest overlap is with the National Transformation Program (NTP) 2020. Overlaps also
exist with the Housing VRP and the National Character Enrichment VRP. From the overlapping
VRPs, only the Housing VRP had received strategic approval at the time of submission of this
delivery plan.
To clarify the ownership (and accountability) for each dimension, an analysis at the attribute
and KPI level was conducted. Within this analysis, the ownership of each attribute is deter-
mined along two axes: delivery entity scope, and the VRP role.
The first axis requires an understanding of the ‘natural’ allocation of attributes against the
existing entity’s mandates. As an example, the “Widespread homeownership” attribute is nat-
urally placed under the Ministry of Housing.
With regards to the VRP role on the other hand, objectives of other VRPs were taken into ac-
count. For example, the “Available green space” attribute of the Ministry of Municipal and
Rural Affairs (MoMRA) has been proposed to be allocated under the NTP 2020, as MoMRA
has multiple additional initiatives concerned with urban planning and improvement that can
provide broader synergies.
Based on the above, the attributes and associated KPIs within the Quality of Life spectrum can
be categorized in 4 clusters:
1. Owned by Quality of Life VRP 2020: Attribute fully owned by the Quality of Life VRP 2020
and its delivery entities—21 attributes
2. Owned by other VRPs: Attributes owned by delivery entities under the umbrella of other
VRPs—27 attributes
3. Ownership gap: Attributes that are currently not fully under any delivery entity or VRP—3
attributes
4. Beyond Program control: Attributes whose ownership lies with institutions at a higher gov-
ernment rank than VRPs—1 attribute
From the above clusters, the Quality of Life Program 2020 can select between three different
scope options. These options seek to clarify the expected role of the Quality of Life Program
2020, particularly in relationship with the other VRPs. Such a role is defined through the fol-
lowing three key activities:

21
1.Setting aspirations.
2.Delivering the set aspirations.
3.Monitoring performance against the set aspirations.
The three different scope options are:
1. Full ownership: The Quality of Life Program 2020 conducts all three activities (set aspirations,
deliver the set aspirations, and monitor performance) for all categories and dimensions, includ-
ing the ones currently not owned by the Program (e.g. housing). This would imply that the Quali-
ty of Life Program 2020 will take ownership of certain elements currently owned by other VRPs.
2. Overlapping ownership: The Quality of Life Program 2020 sets aspirations and monitors the
performance for all categories and dimensions, but only delivers the ones owned by the Pro-
gram. In this model, the responsibility of defining and executing the action plan (and requesting
the budget) in the dimensions owned by other VRPs remains with them.
3. Selective ownership: The Quality of Life Program 2020 conducts the three activities only for
the dimensions directly owned by the Program. Consequently, the Program does not become
involved in any dimension related to other VRPs.
Figure 16: VRP ownership models
Selective ownership Full ownership Overlapped ownership
Key
Initiatives
Full responsibility for
all KPIs within QOL
+ Ability to holistically set & deliver
aspirations across QOL
– Extensive overlap with other VRPs
– Fragmented implementation
e�orts
+ QOL responsible for focused
delivery
+ Ability to influence aspirations of
other VRPs
+ Intensive and focused delivery
– Inability to influence all aspiration
– QOL delivery risk due to low
control
Aspirations
Setting
delivery
Progress
Monitoring
Assessment
ALL KPIs
ALL KPIs
KPIs owned
by QOL VRP
KPIs not owned
by QOL VRP
KPIs owned
by QOL VRP
KPIs not owned
by QOL VRP
Approved model

22
Implications of the delivery plan and next steps:
1.Regarding non-Quality of Life Program 2020 dimensions, commitments are still preliminary
and can be confirmed only after the approval of other, relevant VRPs. It should be noted that the
Quality of Life Program 2020 has been aligned with other VRPs to address these commitments.
2.Quality of Life Program 2020 next steps: Cooperation with the implementing entity regarding
the delivery plan.
The proposed model for the Quality of Life VRP 2020 is the overlapping ownership model (ma-
trix setup). Under this model, the Program takes full ownership of the attributes under its VRP
umbrella while other VRPs are responsible for all Quality of Life attributes that fall within their
scope. This model requires significant collaboration between this Program and other VRPs by
aligning aspirations and providing inputs that integrate a quality of life perspective into the im-
plementation of their programs.
Based on the above, the Quality of Life VRP 2020 scope is the following with regards to the de-
fined attributes and the corresponding KPIs:
1. Owned by Quality of Life VRP 2020: The Program will take full responsibility of setting aspira-
tions, delivering aspirations and monitoring progress.
2. Owned by other VRPs: The Quality of Life VRP 2020 will set aspirations and targets that cor-
respond with its vision of Quality of Life. If the owning VRP has already obtained approval, as is
the case of the Housing VRP, the aspirations and targets will be aligned and final. However, if the
owning VRPs are still in the development phase, the Quality of Life VRP 2020 will work with the
owning VRPs and entities to create initiatives that can deliver the targets that have been agreed
upon. When the targets and corresponding initiatives are ratified by the Strategic Management
Committee, the Quality of Life VRP 2020 will update its scope and aspirations accordingly and
monitor the progress against them. The Quality of Life Program 2020 has shared all aspirations
and criteria for targets with all concerned entities.
3. Ownership gap: The Quality of Life VRP 2020 proposed appropriate owners as implementing
entities under other VRPs and set preliminary aspirations and targets. The SMC is suggested to
review the proposed ownership structure and delegate responsibilities to the delivery entities
and VRPs, as necessary. If the proposed allocation of attributes and targets is approved, the Qual-
ity of Life VRP 2020 will work with the respective entities to develop initiatives required to deliver
against the approved aspirations and targets. As a result, this is a temporary category; should
the suggested owners are approved, the related attributes and KPIs will transition to the “Owned
by other VRPs” category.
4. Beyond Program control: Although attributes beyond the Program’s control have a clear im-
pact on Quality of Life 2020, it is recognized that there are higher governmental and geopolitical
considerations that shape their evolution. In addition, the control of such attributes lies beyond
the VRP structure, . Therefore, the Quality of Life VRP 2020 will highlight potential areas of im-
provement according to international benchmarks and report on their evolution but will not set
aspirations and targets.

23
Figure 17: Quality of Life VRP 2020 role by category and attribute
Ownership gapFully owned by QOL 2020 Owned by other VRPs
Under QOL 2020 Entities Not Under QOL 2020 Entities
Aspirations Setting
Set & aligned aspirations with
delivery entities
Set, discuses and aligned
aspiration with delivery entities
Preliminary aspiration to be discussed
& aligned with future owner
Creation of
delivery plan
Coordinate with entities and
include full details in delivery plan
Collect initiative list
)detailed plan to be included in resp.
VRPs)
Budget request
management &
Request budget and calculate
economic impact associated
No role )to be requested by entities
within their delivery plans)
Plan to be defined and budget to
be requested by the
corresponding VRPs based on
SMC decision on ownership
Execution of
initiatives
Oversee execution, provide
resources
Monitor execution, provide
insights and coordination opport.
Beyond QoL 2020 scope
set aspirations to become in the
ranking of the best cities in the world
Program not enabled
Progress monitoring Monitor progress to ensure delivery of QOL final targets
D
e
liv
e
ry

24
1.D.1 .Implication of the Delivery Plan
Given this scope of the Program, the delivery plan includes:
•The aspirations and targets for all attributes of quality of life. It is important to note that the as-
pirations for attributes owned by other VRPs and for attributes where ownership gaps have been
identified are preliminary and require approval from the Strategic Management Committee.
•A fully-fledged and detailed initiative portfolio and the associated budget and economic impact
for the initiatives are provided for attributes owned by the Quality of Life VRP 2020 only.
•A preliminary and high-level initiative portfolio to meet the preliminary aspirations of the at-
tributes overlapping with other VRPs and of attributes with ownership gaps is also provided.
•The attributes that are beyond Program control will include the performance measures for
countries with the highest quality of life and KSA’s baseline
Figure 18: Implementation against delivery plan
Scope definition Classification of scope across all attribute categories
Aspirations &macro
economic impact
Final agreed aspirations &
economic impact
include the performance
measures and the baseline
Preliminary aspirations
Baseline Comprehensive view on current KSA situation across all attributes
& Strategy
governance
Strategic framework & description of key pillars & proposed governance model across all attributes
Initiatives
Detailed initiatives and
required budgets
High level initiatives No initiatives
Game changers No game changers
Enablers (budget) No budget defined
Delivery plan
chapters
Owned by QOL 2020 Owned by other VRPs Ownership gap Beyond QoL 2020 scope

25
1.D.2. Achieving Vision 2030 Strategic Objectives
Due to its overarching nature, the Quality of Life VRP 2020 contributes to a wide range of objec-
tives and targets set in Vision 2030:
23 Level 3 objectives of Vision 2030 are relevant for the Quality of Life Program 2020.
Out of the 23 Level 3 objectives, 4 focus exclusively on lifestyle elements:
•2.2.1 – Increase public participation in sports and athletic activities
•2.2.2 – Reach regional & global excellence in selected professional sports
•2.5.1 – Develop & diversify entertainment opportunities to meet population’s needs
•2.5.2 – Grow Saudi contribution to arts & culture
Additionally, there are 19 objectives related to livability dimensions that have overlap with other
VRP Programs:
•1. Strengthen Islamic Values & national identity
•1.1.1.- Foster Islamic values (moderation & tolerance , excellence & discipline, equity & transpar-
ency, determination & perseverance)
•1.3.1 – Instill national values and strengthen the sense of national belonging
•1.3.2 – Conserve & promote Islamic, Arab & National heritage of the Kingdom
•1.3.3 – Uphold the Arabic language
• 2. Offer a fulfilling and healthy life
•2.1.3 – Strengthen prevention against health threats (public health system & health crisis man-
agement)
•2.3.1 – Improve quality of services provided in Saudi cities (utilities, public transports, etc.)
•2.3.2 – Improve the urban landscape in Saudi cities
•2.6.3 – Develop positive attitude, resilience and hard-work culture among our children
• 3. Grow & diversify the economy
•3.1.2 – Unlock state-owned assets for the Private Sector
•3.1.7 – Create special zones & rehabilitate economic cities
•3.3.6 – Enable the development of the tourism sector
•3.3.7 – Increase localization of non-oil sectors
• 4. Increase employment
•4.3.2 – Grow SME contribution to the economy
•4.4.1 – Improve living conditions for expats
•4.4.2 – Improve working conditions for expats
•4.4.3 – Source relevant foreign talent effectively
•6. Enable social responsibility
•6.1.2 – Encourage volunteering
•6.3.1 – Support growth of non-profit sector
•6.3.2 – Empower non-profit organization to create a deeper impact (access to funds, talents,
knowledge, etc.)

26
The Quality of Life VRP 2020 dimensions are linked to the L3 objectives, as follows:
2030 Vision ObjectiveDimension
2.2.2 – Reach regional & global excellence in selected professional sportsProfessional sports
2.2.1 – Increase public participation in sports and athletic activitiesNon-Professional sports
1.3.2 – Conserve & promote Islamic, Arab & National heritage of the KingdomHeritage
2.5.2 – Grow Saudi contribution to arts & cultureCulture and Arts
2.5.1 – Develop & diversify entertainment opportunities to meet population›s needs
Entertainment
food and beverage services
Recreation
6.3.1 – Support growth of non-profit sectorThird Sector
6.1.2 Encourage volunteeringSocial engagement
2.3.1 – Improve quality of services provided in Saudi cities (utilities, public transports, etc.)
Transport and infrastructure
Public/shared transports
Sustainable utilities
3.3.2 Develop the digital economyConnectivity
2.6.2 Enable suitable home ownership among Saudi families
Housing
Urban design
2.4.1 Reduce all types of pollution (e.g. air, sound, water, soil)Environmental quality
2.1.1 Ease the access to healthcare servicesMedical Care
2.1.3 Strengthen prevention against health threatsHealth levels
4.1.1 Build a life-long learning journeyEducational Opportunities
4.2.1 Improve readiness of youth to enter the labor market
4.2.2 Increase women participation in the labor market
4.2.3 Enable integration of people with disabilities in the labor market
Employment opportunities
2.3.3 Enhance the nation’s immunity towards drug abuseCrime
5.2.2 Enhance performance of government entities
5.2.4 Develop the e-governmentGovernmental services
1.1 Foster Islamic valuesTolerance and equality

27
VRP Aspirations

28
2. VRP Aspirations
2.A. Introduction to aspirations, Program metrics and targets
The Quality of Life Program 2020’s ultimate ambition is to include at least three Saudi Arabian
cities in the Top 100 most livable cities by 2030. While the overall target refers to three cities
in Saudi Arabia, the Program aims to improve quality of life of all citizens and residents across
the whole country. Achieving this target requires tackling a wide range of components, rang-
ing from the development of the entertainment infrastructure to the achievement of a long
life- expectancy.
The VRP aspirations are derived from an exhaustive approach whereby the different dimen-
sions and categories of Quality of Life are cascaded through a top-down analysis into relevant
KPIs, attributes and targets. The attributes represent the desired outcome for a particular
dimension (e.g. providing adequate transportation options). To measure each attribute, the
Program will identify the best KPI, as well as the desired targets based on a benchmarking ex-
ercise to measure performance. This top-down approach identified a set of 65 KPIs and targets
across the 10 categories that collectively represent the consolidated objectives of the Program.
The KPIs and associated targets represent the level of progress required to achieve the desired
Quality of Life in Saudi Arabia. As described in the Scope section, the role of the VRP in deliver-
ing against these targets depends on the ownership and level of control that the Program can
exert. In this sense, this section clearly differentiates between the aspirations and targets that
are fully owned by the Program (i.e. they are direct commitments), and the aspirations and
targets that are not owned by the Program but that are necessary to meet the overall Program
ambitions.
This chapter seeks to articulate the aspirations of the Quality of Life Program 2020 on two
levels: first, through providing a qualitative overview of the aspiration levels (section 2.B) and
second, by detailing such aspirations through the corresponding KPIs, targets and rationales
(section 2.C).
Throughout this chapter, the aspirations and KPIs are comprehensive (e.g. cover all aspects of
quality of life) and what is owned by the Quality of Life Program 2020 and by other VRPs is also
clarified.

29
2.B. Aspirations for the Quality of Life Program 2020
Overall, the key aspiration of the Quality of Life Program 2020 is to make KSA the top living
destination. This objective requires focusing both on enhancing livability and on developing
lifestyle for both citizens and residents.
Figure 19: Quality of Life Program 2020 Objective
Key objectiveQuality of Life
-Enhance Livability
-Create living conditions for satisfactory life
-Develop Lifestyle
-Provide options for people to have enjoyable and fulfilling life
Achieving high quality of life
standards will make the KSA a
top living destination
Although the Program focuses its aspirations to make the Kingdom of Saudi Arabia the best destina-
tion for living and to provide a satisfactory life for its citizens and residents, it equally recognizes the
indirect impact of these efforts in attracting tourists and developing the Kingdom’s tourism sector.
More leisure and recreational options in the Kingdom, which are part of lifestyle development, will
undoubtedly increase the internal spending of citizens and residents and enhance the image of the
Kingdom internationally, making it an attractive destination to visit.
This macro-objective can be further detailed into aspirations for each of the 10 categories under
lifestyle and livability. Determining the aspirations for each category requires setting targets for the
65 KPIs. These targets have been defined by selecting the most relevant benchmark, while the current
baseline for Saudi Arabia was considered. Four types of relevant benchmarks were considered:
•The most livable nations, which show high performance across all aspects of livability and represent
the highest level of aspirations.
•Countries featuring slightly higher livability levels compared to Saudi Arabia that represent the mini-
mum required target.
•Regional benchmarks with a similar social, cultural and geopolitical background.
•Global guidelines illustrating best practices from reputable institutions.
Aspirations have been set for all 65 KPIs. However, in order to better facilitate the articulation of the
aspirations of the Program, a sub-set of 30 representative KPIs was selected. The selected KPIs are
representative indicators that reflect either:
1.The consolidated performance of the whole category, e.g. life expectancy in Healthcare
2.A significant issue for KSA, e.g. road traffic deaths in Transportation
3.An overall vision 2030 aspiration, e.g. the number of volunteers in Social Engagement

30
The following figure outlines the aspirations for representative KPIs, which provide an over-
view of the overall aspiration level of the Program. In this section, we have clearly separated
between the ambitions that are directly owned by the Program and the ones that are owned
by other Programs.
Lifestyle Livability
Figure 20: Quality of Life VRP 2020 aspiration overview
1. Target set for the 2024 & 2030 Olympic games 2.target measured in meters square, 3. countries with cities between 8000- in EIU ranking
Drive public
transport use
to reach the
top 5 most
livable
countries
Achieve home
ownership
equal to top 3
of most livable
countries
Accomplish
equivalent life
expectancy to
the top among
top 5 most
livable
countries
Reduce Saudi
unemploymen
t to reach top 5
most livable
countries
Increase
o�ering of
e-government
to reach top 3
of most livable
countries
Increase
participation in
sports by
mobilizing KSA
population to
exercise on a
wekly basis
Match
international
engagement
levels for
culture and
arts
Reach levels of
population
engagement
in
entertainment
of most livable
countries
Maintain
expenditure
levels on Food
and Beverage
once
additional
lifestyle
options are
introduced
Mobilize
volunteers to
reach a
thirtyfold
increase KSA
volunteer base
Reduce tra�c
deaths to
reach top 5
most livable
countries
Achieve WHO
minimum
suggested
available
green spaces
Reduce the
prevalence of
diabetes in
line with the
rate achieved
in the best
living
countries
Increase
female
employment
to close the
gap with most
livable
countries
Increase gender
equality to
become top
performer
among
countries in
subsequent
livable bracket3
Become
regional
leaders in
summer
Olympic
attendance1
Aspire for city
cultural and
artistic
activities to
compare to
the top 10
worldwide
culture hubs
Provide
entertainment
o�ering
comparable to
most livable
countries
Become global
Food and
Beverage
reference with
leading,
high-quality
o�ering
Increase # of
NGO to
median of
countries in
subsequent
livable
bracket3
Follow
evolution of
connectivity to
reach double
the average
global
numbers of
connected
devices
Enhance
people
walking habits
to reach the
top 5 most
livable
countries
Install enough
hospital beds
to reach top
most livable
countries
Achieve PISA
reading score
to reach top 5
most livable
countries
Reach
accessible
sports
infrastructure
o�ering levels
of most livable
countries
Make the
kingdom a
regional hub
for culture and
arts through
infrastructure
development
Make the
kingdom a
global hub for
entertainment
by building
pioneering
venues
Reach regional
champion
level by
increasing
retail space2 &
availability of
top int’l
brands
Achieve
twentyfold
increase in
community &
neighborhood
club
engagement
Have 3 cities in the top 100 most recognized cities in the world
2
Infrastructure
&
Transportation
Housing, Urban
Design &
Environment
Healthcare
Economic &
Education
Opportunity
Security &
socio-
environment
Sports
Heritage,
Culture &Arts
EntertainmentRecreation
Social
Engagement

31
2.B.1. Aspirations owned by the Quality of Life Program 2020
The Program owns 12 aspirations related to lifestyle.
Category Lifestyle Aspirations
Sports
Increase participation in sports by mobilizing KSA population to exercise on a weekly basis
Become regional leaders in Summer Olympic participation
Reach accessible sports infrastructure offering levels of most livable countries
Heritage, Culture and
Arts
Match international engagement levels for culture and arts
Aspire for city cultural and artistic activities to compare to the top 10 worldwide culture hubs
Make the Kingdom a regional hub for culture and arts through infrastructure development
Entertainment
Reach levels of population engagement in entertainment of most livable countries
Provide entertainment offering comparable to most livable countries
Make the Kingdom a global hub for entertainment by building pioneering venues
Recreation
Maintain expenditure levels on food and beverages
Become a global reference point for food and beverage with leading, high-quality offerings
2.B.2. Aspirations not owned by the Vision Realization Program
In order to meet the overall objective of improving the quality of life in KSA, there are several
aspirations, related mostly to the livability dimension, that need to be achieved but which are
not owned by the Quality of Life Program 2020.
There are 17 categories either owned by other Programs (e.g. traffic death reduction) or fall
beyond the control of any VRP Programs (such as political stability).
Category Livability Aspirations
Infrastructure and
Transportation
Drive public transport use to reach most the top 5 most livable countries
Reduce traffic deaths to reach the top 5 most livable countries
Follow the evolution of connectivity to reach double the average global per capita share of connected
devices
Housing, Urban Design
and Environment
Achieve home ownership equal to top 5 of most livable countries
Achieve WHO minimum for suggested available green space
Enhance people’s walking habits to reach the top 5 most livable countries
Healthcare
Accomplish equivalent life expectancy to the top among top 5 most livable countries
Reduce diabetes prevalence at par with the average of the top 5 most livable countries
Install enough hospital beds reach top 5 most livable countries
Economic and Education
Opportunities
Reduce unemployment to reach top 5 most livable countries
Encourage female employment to close the gap with most livable countries
Achieve Program for International Student Assessment (PISA) reading scores to reach top 5 most livable
countries
Security and Socio-
Environment
Increase offering of e-government to reach top 3 of most livable nations
Increase gender equality to become top performer among countries in subsequent livable bracket

32
Category Livability Aspirations
Social Engagement
Mobilize volunteers to drastically increase KSA volunteer base
Increase number of NGOs to surpass countries in subsequent livable bracket (i.e. with cities that fall
)in the EIU Liveability ranking 100-between 80
Achieve a 20x increase in interaction with the community and neighborhood clubs
The next sections provide a clear definition of the role of the Quality of Live VRP 2020 in meet-
ing the objectives associated to the aspirations above.
2.C. VRP Indicators and Targets
Reaching the aspirations defined by the Program requires abiding by specific targets set for all
the 65 KPIs.
The VRP has used rigorous criteria to select the Program KPIs. The KPIs selected comply with
at least one of the following criteria: the KPI exists today, there is a baseline and/or there are
sufficient benchmarks to be used to set targets.
This process has discarded several KPIs that cannot be used as Program KPIs but that should
be considered during implementation to enhance the outcome of the Program. In particular
there are two types of KPI s that will be considered:
1. The Fulfilment Index and the Recreation Index. These innovative indexes have been ideated
as part of the Program to fill gaps within existing indexes. These KPIs, together with their base-
lines and benchmarks, will be developed as part of the Program.
2. Initiative Specific KPIs. Detailed KPIs, such as satisfaction with offering or utilization rates,
were considered during the process but not included as Program KPIs mostly due to lack of
benchmarks or due to the specificity of its definition (some definitions, such as ‘satisfaction,’
are very specific to the type of initiative). These types of metrics are not ignored and will be
considered within the initiatives as operative metrics specific to the design of the initiative.
When developing the two indicators, the Quality of Life Program 2020 will rely on the existing
global indicators, known as proxies. The World Happiness Index is deemed the most prom-
inent indicator. This index will determine the development level of the KSA in the different
aspects of the quality of life compared to 154 countries worldwide.

33
The VRP quantitative and qualitative aspects cover 65 KPIs:
•The quantitative KPIs prioritize most of the Program indicators in order to develop lifestyle
sectors, i.e. increase the service offerings. Therefore, the number of locations, goods, and ser-
vices in areas covered by VRP will be the most representative measures for improvement.
•The qualitative KPIs will be an indirect method of measuring the interests of Saudis and their
level of satisfaction regarding the planned social activities (such as effective engagement of
individuals and rate of family spending on entertainment). These KPIs will be complement-
ed through surveys at the initiative level that will measure user satisfaction. For example, as
part of initiative 8.2.1 ( Create out-of-home entertainment blueprint ), population satisfaction
surveys will be conducted regularly to ensure that the quality of infrastructure and services
lives up to the standards.
Status/ progress level
Figure 21: KPI category overview
Falls under the responsibility of تعريف النطاق
QoL 2020
Aligned commitment to 2020 targets
Aligned aspirations to 2030 targets27
Falls under the responsibility of تعريف النطاق
other VRP’s programs
Outside the scope of QoL 2020
Unconfirmed responsible entities
Agreed commitment to 2020 targets
Aspiration to 2030 targets
Pending approval of other VRPs
28
تعريف النطاق
Benchmark and aspiration were identified
Obviously, security and natural environment
cannot be controlled through VRP
1
تعريف النطاق
Preliminary commitments and aspirations
Commitments to be discussed and aligned
with assigned owner
3
of KPIs # KPIs categories

34
Lifestyle
Total
Figure 22: KPI category overview: KPIs by type of owner
1. Includes one of the comprehensive initiatives KPIs Saudi cities within the top 100 livable cities
Not owned by the VRP
Fully owned by
QOL VRP
Owned by other
VRPs
Unconfirmed
owner
Beyond
scopel of QoL
2020
Quality of Life
Lifestyle
1
45661
00402
00000
00000
27
28
3
1
Sports
Heritage,
Culture &Arts
EntertainmentRecreation
Social
Engagement
Liveability
01003
73552
21000
00001
Infrastructure
&
Transportation
Housing, Urban
Design &
Environment
Healthcare
Economic &
Education
Opportunity
Security &
socio-
environment

The targets for the different KPIs have been separated into two different sections:
• Section 2.C.1 – Quality of Life Program 2020 Commitments – This section outlines the 2020
commitments for the KPIs owned by the Program.
• Section 2.C.2 – This section outlines the 2020 commitments for KPIs not owned by the Pro-
gram. As the KPIs are not owned by the Program, there is no direct commitment.
2.C.1. Vision Realization Program 2020 Commitments
The following table includes all the KPIs owned by the VRP. The table includes the 2020 com-
mitments from the Program.
Within lifestyle, there are 27 targets across all five categories and one overarching KPI. All the
KPIs related to lifestyle can be classified into three types:
• Offering related (e.g. number of venues),
• Engagement related (e.g. expenditure in Entertainment or number of active people) or
• Quality related (e.g. number of restaurants owned by Michelin starred chefs).
The categories of Sports, Culture and Arts, Recreation and Entertainment have KPIs across all
three types of metrics.

35
تعريف النطاق + 16
Family entertainment
centers
143 127
تعريف النطاق + 140
Art exhibitions
160
Places to be developed by 2020
Gaps related to di�erent types of infrastructure were identified on the short and long run
تعريف النطاق + 27
E-games
تعريف النطاق + 1
Water parks
1 037 10
تعريف النطاق + 45
Cinema
45 0
تعريف النطاق + 11
Museums
106
تعريف النطاق + 13
Public libraries
تعريف النطاق + 3
Amusement parks
13 1097 84
تعريف النطاق + 16
�eatres
73 57
تعريف النطاق + 6
Zoos, aquariums
& gardens
13
تعريف النطاق + 44
Public gardens
& stadiums
تعريف النطاق + 1
Opera house
1 054 10
20
95
7
By 2020 تعريف النطاق
Illustration headline
Target Baseline 27
Note:
�e expected pathway of infrastructure development is based on the current demand, expected economic impact
and access to investors.
�e Program is not responsible for museums but the Saudi Commission for Tourism & National Heritage (SCTH) is
responsible for it along with other programs.
Building facilities and establishments will be enabled through several types of initiatives
Strategic and operational support
Organizational support
Supporting investment companies by private and public sectors )establishing investment
council)
Awareness and media suppor
�e program is committed to have
several outputs, for example:
�e Program is mainly based on enabling the fulfillment of this gap especially through
private sector contribution, in addition to several outputs that the Program complies to achieve
BaselinesTargets
Gap
�e program as an enabler �e program is an implementer
16 theatres, 140 art exhibitions 13
public libraries, and 1 opera house

36
Having identified the gaps related to all types of infrastructure and based on the top-bottom
methodology followed by the Program through determining aspirations and commitments
based on global benchmarks, the Program suggested distributing those outputs to regions
based on a number regional considerations, including size of population, average family in-
come, climate and population preferences. The Program will align with executive bodies in
this regard, and private sector investment and desire to invest in such regions is a significant
aspect in approving infrastructure projects.
For example, as for opera houses, the Program aims to establish two opera houses; the first
one in Riyadh as part of Royal Arts Complex project and the other in Jeddah on the Arts and
Culture Island. As for public libraries, the General Culture Authority (GCA) is studying the ex-
pansion and development of a public libraries network instead of establishing new ones. Thus,
delaying the regional distribution of new libraries is preferred.
As for electronic games, geographical distance is not a definitive element to access and utilize,
as their activities can be implemented remotely.
As for arts exhibitions, the determination of every region needs will follow a comprehensive
study by GCA including interaction with local creators and artists.
Commitments and regional distribution shall be detailed as explained below:
Target infrastructure by city Plan by 2020
Cinema
Source: Team analysis, company reports, press search, expert interviews
Initiative:
Launch the film sector in the KSA
Goals:
45 cinemas )enabled through sector unlocking)
3.6M yearly visits throughout the country
Riyadh
Jeddah
Madinah
Dammam
Tabuk
Buraydah
Hail
Njran
Abha
Arar
Sakakah
Jizan
Al-Bahah
30 6
32 6
0 19 4
0 28 6
0 9 3
0 18 4
0 9 2
0 6 2
0 18 4
0 5 2
0 6 2
0 12 2
4 2
Program
commitments
Existing
venues
Venues to
be built
# of screens per cinema:
10 for large cities
8 for medium
5 for small cities
20 for iconic )4 in Riyadh and 2 in Jeddah)
0
0
0

37
5 2
2
1
7 1
5 1
1
3 1
1
1
1
1
1
1
1
1
1
3
1
2
1
1
1
1
1
1
1
1
1
Program
commitments
Large venues
to be built
Medium venues
to be built
Small venues
to be built
Small existing
venues
Target infrastructure by city Plan by 2020
�eme parks
1. E.g., utilities, highways and roads, air and sea ports, public transportation networks
Source: Team analysis, company reports, press search, expert interviews
Initiative:
Create out-of-home entertainment plan
Goals:
3 theme parks )enabled through sector unlocking)
Reach additional~1M visits to all entertainment
facilities, including theme parks
Riyadh
Jeddah
Madinah
Dammam
Tabuk
Buraydah
Hail
Njran
Abha
Arar
Sakakah
Jizan
Al-Bahah
55 11
6
4
66 5
35 3
15 1
26 2
7 1
12 1
17 1
0 12 1
6 1
0 4
2
0 3
4
29
9
22
3
2
4
4
1
3
12
4
Program
commitments
Venues to
be built
6
4
10
2
152
Target infrastructure by city Plan by 2020
Family Entertainment Centers
Source: Team analysis, company reports, press search, expert interviews
Initiative:
Create out-of-home entertainment plan
Goals:
16 Family Entertainment Centers )enabled through
sector unlocking)
)reach additional~1M visits to all entertainment
facilities, including family entertainment centers)
Riyadh
Jeddah
Madinah
Dammam
Tabuk
Buraydah
Njran
Abha
Sakakah
Jizan
Al-Bahah
Hail
Arar
Existing
venues
0

38
16 8
21
5
24 3
28 7
7
21 3
2
4 2
5
0 3 1
2
2
0 1
0 1
5
7
2
16
2
1
2
1
1
3
5
5
3
1
5
1
Target infrastructure by city Plan by 2020
�eaters
Source: Team analysis, company reports, press search, expert interviews
Initiative:
Open cultural sites )including theaters, art galleries and
libraries) across the KSA
Goals:
16 theaters )publicly built)
Riyadh
Jeddah
Madinah
Dammam
Tabuk
Buraydah
Njran
Abha
Sakakah
Jizan
Al-Bahah
Hail
Arar
Program
commitments
Existing
venues
Venues to
be built
1 8
9
4
4
23
9 1
10 1
2
6 1
8
2
9
3
5
0 2
0 11
1
0 6
1
1
1
1
4
1
6
1
0 1
2
11
Target infrastructure by city Plan by 2020
Zoos, Aquariums, and Botanical Gardens
1. E.g., utilities, highways and roads, air and sea ports, public transportation networks
Source: Team analysis, company reports, press search, expert interviews
Initiative:
Create out-of-home entertainment plan
Goals:
6 zoos, aquariums and botanical gardens )enabled
through sector unlocking)
)reach additional~1M visits to all entertainment
facilities, including family entertainment centers)
Riyadh
Jeddah
Madinah
Dammam
Tabuk
Buraydah
Njran
Abha
Sakakah
Jizan
Al-Bahah
Hail
Arar
Program
commitments
Existing
venues
Venues to
be built
2
0
1

39
3
5
2
31 12
32 12
0 3 1
0 4 1
0 17 4
4 1
0 11 3
0 4
0 3
25 9
0 6
0
0 3 1
0 3
11
17
28
27
23
6
3
3
3
4
4
4
Target infrastructure by city Plan by 2020
Urban Parks and Playgrounds
Source: Team analysis, company reports, press search, expert interviews
Initiative:
Establish high-quality lifestyle facilities in
developmental housing projects
Goals:
44 urban parks and playgrounds )publicly built)
Riyadh
Jeddah
Madinah
Dammam
Tabuk
Buraydah
Hail
Njran
Abha
Arar
Sakakah
Jizan
Al-Bahah
Program
commitments
Existing
venues
Venues to
be built
4
3
30 8
33
26
34
2
56 2
48 4
11
42 4
6
7
5
8 1
11
31
15
9
8
44
1
11
2
8
2
2
3
2
12
1
2
7
71
2
Target infrastructure by city Plan by 2020
Museums
Initiative:
Museums are beyond Program control and will be
focused on by tourism initiatives
Goals:
11 Museums )Public Buildings)
Riyadh
Jeddah
Madinah
Dammam
Tabuk
Buraydah
Njran
Abha
Sakakah
Jizan
Al-Bahah
Hail
Arar
Program
commitments
Existing
venues
Venues to
be built

40
1
2 1
1
1
1
Target infrastructure by city Plan by 2020
Water parks
1. E.g., utilities, highways and roads, air and sea ports, public transportation networks
Source: Team analysis, company reports, press search, expert interviews
Initiative:
Create out-of-home entertainment plan
Goals:
1 water park )enabled through sector unlocking)
Reach additional~1M visits to all entertainment
facilities, including water parks
Program
commitments
Venues
to be built
Existing
Venues
Riyadh
Jeddah
Madinah
Dammam
Tabuk
Buraydah
Hail
Njran
Abha
Arar
Sakakah
Jizan
Al-Bahah
0
0

41
KPI Type2020 TargetsBaselineLivability KPI Associatedattribute
Strategic
Objective
Over-arching KPI

Achieving
the targets in
partnership with
NTP 2020

10
Number of Cities
in the Top 100
Most Livable
Quality of Life
in KSA
2.2.1 Increase
public
participation
in sports
and athletic
activities
2.5.2 Grow Saudi
contribution to
arts & culture
2.5.1 Develop
& diversify
entertainment
opportunities
to meet
population›s
needs
Over-arching
Sports
Sports
Owned by
Quality of Life
VRP 2020
4,991463,3
Number of
activated sports
venues
Comprehensive
infrastructure
2.2.1 Increase
public
participation
in sports
and athletic
activities
Owned by
Quality of Life
VRP 2020
0.3%0.1%% of GDP spend on sports
Widespread
public
interest and
participation
2.2.1 Increase
public
participation
in sports
and athletic
activities
Professional Sports
Owned by
Quality of Life
VRP 2020
77
Number of
athletes in
Olympics (excl.
)wild cards
International
achievement
2.2.2 Reach
regional
& global
excellence
in selected
professional
sports
Non-professional sports
Owned by
Quality of Life
VRP 2020
18%13%
Percentage of
individuals who
excercise on a
weekly basis
Widespread
public
participation
2.2.1 Increase
public
participation
in sports
and athletic
activities

42
KPI Type2020 TargetsBaselineLivability KPI Associatedattribute
Strategic
Objective
Culture and Arts
Heritage,
Culture and Arts
Owned by
Quality of Life
VRP 2020
405158
Number
of cultural
infrastructure
Comprehensive
cultural
infrastructure
2.5.2 Grow Saudi
contribution to
arts and culture
5,167278
Number
of cultural
activities offered
Full-spectrum
of cultural
activities
0.120%0.110%
Percentage
of consumer
expenditure
on cultural
offerings
Engaged public
toward artistic
offering
50
Participations
in major
international
events
Supportive arts
ecosystem
25,00023,000 Number of published books
Competitive
local content
production
130
Number of
produced
movies
Competitive
local content
production

43
KPI Type2020 TargetsBaselineLivability KPI Associatedattribute
Strategic
Objective
Entertainment
Entertainment
Owned by
Quality of Life
VRP 2020
2.02%1.70%
Household
spending
on total
entertainment
Widespread
public interest
2.5.1 Increase
public
participation
in sports
and athletic
activities
Out-of-home entertainment
Owned by
Quality of Life
VRP 2020
260154 Number ofvenues
Comprehensive
infrastructure
Owned by
Quality of Life
VRP 2020
358216
# of unique
titles of
entertainment
events
Full spectrum
service offering
At-home entertainment
Owned by
Quality of Life
VRP 2020409181
Number of
accessible media
channels )e.g.
radio, TV and
newspapers)
Comprehensive
content offering
Owned by
Quality of Life
VRP 2020
N/AN/A
Percentage of top
titles (e.g. books,
video games,
board games, etc.)
available within 3
months of global
publishing
Comprehensive
content offering
Food and beverage services
Recreation
Owned by
Quality of Life
VRP 2020
30,85928,410
Number of food
and beverage
outlets
International
food andeverage
offerings
Owned by
Quality of Life
VRP 202031
Number of
premium
restaurants
)restaurants
awarded the
Michelin star)
Globally
renowned food
and beverage
offering
Owned by
Quality of Life
VRP 20205.57%5.57%
Percentage
of consumer
expenditure on
food and beverage
offering
Outstanding
participation
in food and
beverage
offering
Recreation
Owned by
Quality of Life
VRP 2020
0.1890.15
Sq. meters of
shopping mall
retail space per
capita
State of the art
leisure offering
Owned by
Quality of Life
VRP 2020
10
Number
of iconic
developments
State of the art
leisure offering
Owned by
Quality of Life
VRP 2020
N/AN/A
Percentage of
global brand
representation
Pervasive public
participation in
leisure offering
Social Engagement
Social
engagement Owned by
Quality of Life
VRP 2020
4500# of hobby groupsVolunteering
KPI referred to in Vision 2030 KPIs to be monitored in the second half of 2019

44
This section gives an overview of the strategic KPIs that enable monitoring progress of the
Quality of Life in the Program 2020. Some KPIs, however, will only be monitored by ADAA
when relevant strategies are designated (recreation and at-home entertainment). They will be
monitored as of the second half of 2019. These relevant KPIs are as follows:
•Recreation
• Number of restaurants and cafes
• Percentage of consumer spending on food and drink offerings
• Number of high-end restaurants (restaurants awarded the Michelin star)
• Area of malls (measured by m2 per capita)
• Number of iconic projects
• Rate of international brand representation
• At-home entertainment
• Percentage of bestsellers available (books and video games) within 3 months of their release
worldwide
• Number of available media outlets (such as radio, TV, and newspapers)
• Lifestyle offerings are classified into 4 main types:
• Infrastructure – Physical sites to be renovated and/or constructed to enable the provision of
actual services (cinemas, amusement parks, sport facilities, museums, theaters, restaurants,
etc.)
• Event – Hosting one-time events in KSA (festivals and concerts)
• Activity – Hosting regular activities in locations for every regional scope (each theater will
host several plays, series, and/or shows every year)
• Content – Titles/entertainment material available in KSA (tablet games, books, movies, etc.)
The event targets for the entertainment, heritage, and culture categories are independently
set. A clear distinction is necessary to better understand the difference between the goals in
each category.
• Direct entertainment events will include a variety of different titles hosted all across KSA
in any given year (for example, if the Royal Concertgebouw Orchestra concert is played more
than once in many regions, it will be considered as one major direct entertainment event).
• Cultural, heritage, and religious events will include a multitude of festivals/conferences
hosted in the KSA in any given year (such as Jenadriyah, Eid Al-Fitr and Eid al-Adha, Saudi Na-
tional Day, amongst others).
Additionally, the Program owns 4 KPIs within Livability:
KPI type2020 TargetsBaselineLivability KPI Associatedattribute
Strategic
Objective
Housing
Owned by the Ministry
of Housing under the
Housing VRP
0.990.99
Housing share
)thousands of
houses) to the
population
Provision of
housing
Housing,
Urban design,
Environment

45
KPI type2020 TargetsBaselineLivability KPI Associatedattribute
Strategic
Objective
Crime
Ministry of interior1.31.5
Intentional
homicides
by 100 000
population
Homicide-
free society
Security
and socio-l
environment Ministry of interior11
Level of violent
crime
Low violent
crime rates
Ministry of interior23 Level of violentcrime
Widespread
perception
of safety
The Appendix (8 b) include further details about all of the KPIs, including:
• Definition of KPIs
• Benchmarks, Targets and Trajectories
• Detailed definition of sub-categories within the main dimensions (e.g. Entertainment and
Culture)
2.C.2. Other 2020 Targets
This section includes the details of all the KPIs that are not owned by the VRP, but are critical to
ensure a comprehensive delivery of the Quality of Life aspirations.
The 31 KPIs presented below have been color-coded according to the ownership and based on
the three categories defined at the beginning of section 2.C:
•Yellow: Owned by other VRPs. The targets have been set by the Quality of Life Program 2020
and aligned with the respective VRPs. The delivery responsibility remains the other VRPs but
the Quality of Life of VRP 2020 will monitor the performance to ensure that the overall targets
are met. Alignment was achieved through several meetings with the stakeholders.
•Red: Undefined owners. The objectives associated to such KPIs are not owned by any entity.
The targets will be confirmed once the owners are assigned.
•Grey: Owners beyond VRP structure. The KPIs go beyond the responsibility of any VRP. The tar-
gets have been set based on benchmarks from the most livable countries. The Quality of Life
VRP 2020 will monitor the performance to understand the implications on the overall Quality
of Life.
There are 25 KPI within livability that are not owned by the VRP:

46
KPI Type2020 TargetBaselineLivability KPI Associatedattribute
Medical care
Healthcare
Owned by MoH
under NTP 20202.32.2
Hospital beds per
1,000 people
Medical care
available to all
Owned by MoH
under NTP 202011.014.3
Out-of-
pocket health
expenditure
Affordable medical
care
Health levels
Owned by MoH
under NTP 20207674.3
Life expectancy
))yearsHealthy longevity
Owned by MoH
under NTP 202028.7%28.7%Obesity rate
Lack of nutrition-
related conditions
Owned by MoH
under NTP 202013.4%13.4%
Diabetes
prevalence
Lack of nutrition-
related conditions
Housing
Owned by Ministry
of Housing under
Housing VRP
60%49.8%
Percentage of
population that is
a homeowner
Widespread
homeownership
Urban design
Housing, Urban
design and
Environment
Owned by MoMRA
under NTP 20201.460.9
Green space sq.
m/ capita
Available green
space
Owned by MoMRA
under NTP 20204,0403,807
Number of steps
taken per person
per day
Walkability
Quality of environment
Owned by MoH
under NTP 202093106
CO2 emissions
from fuel
combustion
estimates in tons
per 1 million US
dollars of GDP in
2014
Clean air
Education opportunities
Education
and Economic
Opportunities
Owned by MoE
under National
Character
Enrichment VRP
460460PISA score Highly competentstudents
Owned by MoE
under National
Character
Enrichment VRP
33
Num. of local
universities that
are ranked globally
Globally
recognized
institutions
Employment opportunities
Owned by MoH
under NTP 20203739
Global
Competitiveness
Index Rank
Country capacity
to attract talent
Owned by MoH
under NTP 20209%13%
Unemployment
rate
Working
population
Owned by MoH
under NTP 202028%21%
Female
employment rate
Equal employment
opportunities

47
KPI Type2020 TargetBaselineLivability KPI Associatedattribute
Transportation and Infrastructure
Infrastructure and
Transportation
Owned by
GACA under
MoT’s National
Transportation
Strategy
Jeddah: 84, Riyadh:
56, Dammam: 33
Jeddah: 84, Riyadh:
56, Dammam: 33
Direct
international
flights (city and
)frequency
Convenient access
to international
destinations
Owned by MoMRA
under NTP 2020
Jeddah: 29,
Dammam: 12,
Riyadh: 39
Jeddah: 29,
Dammam: 12,
Riyadh: 39
Hours/year that
the average
commuter spends
in traffic
Minimal traffic
congestion
Owned by MoH
under NTP 20202328
Road traffic deaths
per 100, 000
population
Accident-free
roads
Public and Shared transports
Ministry of
Transport/
Public Transport
Authority
150
Annual journeys
in public transport
per capitaa
Public transport
used by everyone
Owned by Saudi
Energy Efficiency
Center under
NIDLP VRP
1.5%0% Penetration ofelectric cars
Electric car sales
Sustainable utilities
Owned by MEIM
under NTP 20204%0%
Percentage of
renewable energy
to total energy
used
Sustainable
energy provision
Owned by MoMRA
under NTP 202040%12.5%
Percentage of
recycled waste
from total waste
produced
Efficient waste
disposal
Connectivity
MCIT63.6
Devices connected
to internet /
person
Connected society
Owned by MCIT
under NTP 20202533
Network
Readiness Index
)(Rank
Availability of
latest technologies
Government services
Owned by MCIT
under NTP 20202444
e-Government
Survey Index
Effective
e-government
Owned by MEP
under NTP 20204062
Corruption
Perception Index
)2016 (Rank
Minimal
corruption
Tolerance and equality
Monitoring only4550 Gender InequalityIndex
Complete gender
equality
Additionally, there are 6 KPIs within lifestyle that are owned by other VRPs, in particular the
ones related to Heritage, owned by SCTH within NTP 2020, and the ones related to volunteer-
ing, owned by MLSD within NTP 2020:

48
KPI Type2020 TargetBaselineLifestyle KPIAssociated attribute
Heritage
Heritage,
Culture and
Arts
Owned by SCTH
under NTP 2020450246
Number of
heritage
infrastructures
Comprehension
heritage
infrastructure
Owned by SCTH
under NTP 20204023
Number of hosted
heritage events
Profound heritage
service offering
Owned by SCTH
under NTP 202074
Number of world
heritage sites
recognized by
UNESCO
Widespread
interest in national
culture
Owned by SCTH
under NTP 202064
Number of
intangible
UNESCO cultural
heritage elements
Widespread
interest in national
culture
Third Sector
Social
engagement
Owned by MLSD
under NTP 2020300k23k
Number of
volunteers in KSAVolunteerism
Owned by MLSD
under NTP 20200.050.01
Number of
NGOs per 1000
inhabitants
Number of NGOs

49
2.D. Target Setting Methodology
Ambition, attributes and KPIs
Aspirations were defined for the selected KPIs against each attribute to achieve the overarch-
ing ambition of Saudi Arabia to include at least 3 cities in the top 100 most livable cities. Before
developing attributes, we have first defined a set of underlying dimensions under each catego-
ry. Essentially, the dimensions go one level deeper into the components of the different cate-
gories. For example, under the category “Infrastructure and Transportation,” there are multiple
dimensions, one of which is “Transportation infrastructure.”
Following the definition of quality of life, the Program ended with a list of 10 categories and 25
dimensions. The dimensions were created based on an extensive benchmarking exercise (as
described in section 1.B), which identified the most relevant sub-components of the quality of
life indices. The objective of defining a list of attributes was to break down the dimensions into
actionable, specific items that could easily be measured and associated with KPIs. Following
the previous example, the attribute for Connectivity would be “Accident-free roads.” The final
selection of the KPIs (associated to their relevant attributes) was developed based on indices,
yearly publications from reputable databases and other similar programs, with the ultimate
objective of measuring the overall performance in each category. Therefore, each attribute is
represented by a KPI and corresponding aspirations and targets.
Convenient access to
international destinations
Accident-free roads Minimal tra�c congestion
Jeddah 95, Riyadh 60 ,
Dammam 37
Riyadh 29, Jeddah 29< Dammam 12 Direct international flights Road tra�c deaths per 100k population Hours/ years the average commuters spends in tra�c lifestyleLiveability Figure 23: Quality of Life Program 2020 top down approach hierarchy - Transportation infrastructure example Quality of Life Infrastructure & Transportation Transportation Infrastructure Public/shared transport Sustainable Utilities Connectivity Overall program scope1 2 10 25 52 58 58 Major components 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: 50 • 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). 51 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) 52 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 53 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. 54 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 1 2 3 55 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 1 2 3 Direct multiplier Indirect multiplier Induced multiplier GDP contribution 100% 20% 5% 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 1 2 3 Temporary job creation during development Temporary job creation during development Direct multiplier Indirect multiplier Induced multiplier 100% 20% 5% 75% 1. In the public and private sectors, Saudi and non-Saudi 1 56 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 1 34 100 107 111 118 140 Melbourne Singapore Riyadh Jeddah Al Khobar 1 1 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 57 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 58 BASELINE 59 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. 60 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 6 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 61 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 62 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. 63 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. 64 79 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. 65 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) 66 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. 67 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 0 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 30 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 68 (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) l 69 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 1 70 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 1 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 71 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. 72 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 73 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 1 20 3-23 1 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. 74 QoL VRP 2020 STRATEGY 75 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 6 7 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 76 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 1 2 3 4 5 6 7 8 9 10 Infrastructure & transportation Housing, urban design and environment Healthcare Economic & Education Opportunities Security & socio-environment Entertainment Culture & Arts Sports Recreation Social engagement 77 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. 78 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 79 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. 80 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). 81 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. 82 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 83 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. 84 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. 85 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 h Low L ow Minor government and municipal investment 2a3a 1 2b 3b Expected return on investment S iz e o f in v e st m e n t 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). 86 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). 87 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 88 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 89 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 90 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) 91 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 92 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 93 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 94 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 • 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 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 95 • 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 96 Stakeholder maps Figure 46: Stakeholder overview Stakeholder 1-Strategic oversight 2- 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: • 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 97 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 98 �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 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 99 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 16 17 12 3 3 3 6 6 1317 7 1185421 6 14 15 9 10 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 87 Allocate budget and resources across entities 7 3 3 3 3 6 6 42 35 5 3 1 A B Figure 49: Process map – Implementation Continuous revision of implementation plan Strategic & implementation support Resource allocation Execution of implementation plan Consolidate budget and resource requirements 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 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 10 1 1 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 B 2 Report milestone and define risks for initiative implementation 2 875 6 43 9 Outflow of implementation A 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 10 5 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 8 8 5 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 10 5 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 8 8 5 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 10 5 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 8 8 5 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 • • • • 2 1 xx 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 3 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 xx 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 • MCIT • MCIT • MCIT • MCIT • MCIT • 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 • 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 • MoH • MoH • MoH • MoH • MoMRA • MoH • 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 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 • • • • 2 1 xx 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 3 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 xx 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) • • • • 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
•
•
•
•
•
•
1
xx
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
xx
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
• 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
• MoH
• MoH
• 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
• 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
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
•
•
•
•
•
•
1
xx
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
xx
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
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
• MLSD
• 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
• MLSD
• MLSD
• 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
• 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
•
•
•
•
•
1
1
xx
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
• 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 • 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
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
•
•
•
•
•
1
1
xx
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
•
•
•
•

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
Strategic
pillar
Initiative
name
Initiative description Impact
Possibility
for privat-
ization
Type
Leading
entity
VRP KPI
affected by
initiative
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
Strategic
pillar
Initiative
name
Initiative description Impact
Possibility
for privat-
ization
Type
Leading
entity
VRP KPI
affected by
initiative
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
Strategic
pillar
Initiative
name
Initiative description Impact
Possibility
for privat-
ization
Type
Leading
entity
VRP KPI
affected by
initiative
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
Strategic
pillar
Initiative
name
Initiative description Impact
Possibility
for privat-
ization
Type
Leading
entity
VRP KPI
affected by
initiative
Drive Par-
ticipation
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
Strategic
pillar
Initiative
name
Initiative description Impact
Possibility
for privat-
ization
Type
Leading
entity
VRP KPI
affected by
initiative
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
Strategic
pillar
Initiative
name
Initiative description Impact
Possibility
for privat-
ization
Type
Leading
entity
VRP KPI
affected by
initiative
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
Strategic
pillar
Initiative
name
Initiative description Impact
Possibility
for privat-
ization
Type
Leading
entity
VRP KPI
affected by
initiative
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
Strategic
pillar
Initiative
name
Initiative description Impact
Possibility
for privat-
ization
Type
Leading
entity
VRP KPI
affected by
initiative
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
Strategic
pillar
Initiative
name
Initiative description Impact
Possibility
for privat-
ization
Type
Leading
entity
VRP KPI
affected by
initiative
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
2
2
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
•
•
2
1
xx
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
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
1
xx
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
2
2
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
•
•
2
1
xx
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
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
1
xx
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 •

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
Strategic
pillar
Initiative
name
Initiative description Impact
Possibil-
ity for
privati-
zation
Type
Leading
entity
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
Strategic
pillar
Initiative
name
Initiative description Impact
Possibil-
ity for
privati-
zation
Type
Leading
entity
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
Strategic
pillar
Initiative
name
Initiative description Impact
Possibil-
ity for
privati-
zation
Type
Leading
entity
VRP KPI affect-
ed by initiative
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
Strategic
pillar
Initiative
name
Initiative description Impact
Possibil-
ity for
privati-
zation
Type
Leading
entity
VRP KPI affect-
ed by initiative
Drive Partic-
ipation
8.3.3
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
Strategic
pillar
Initiative
name
Initiative description Impact
Possibil-
ity for
privati-
zation
Type
Leading
entity
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
2
2
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
•
•
2
1
xx
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
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
1
xx
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 •
Strategic
pillar
Initiative
name
Initiative description Impact
Possibil-
ity for
privati-
zation
Type
Leading
entity
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
pillar
Initiative
name
Initiative description Impact
Possibil-
ity for
privati-
zation
Type
Leading
entity
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
pillar
Initiative
name
Initiative description Impact
Possibil-
ity for
privati-
zation
Type
Leading
entity
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
1
1
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
1
Quantity of total initiatives
2
5
xx
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
Strategic
pillar
Initiative name Initiative description Impact
Possibility for
privatization
Game
changer
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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nopser eht morf detcelloc neeb evah hcihw ,sevitaitini eseTh .(0202 PTN) sPRV rehto eht yb-
neeb evah tub sPRV evitcepser eht fo oiloftrop evitaitini eht ni dedulcni eb llahs ,ytitne elbis
ot deriuqer seitivitca eht fo weivrevo na edivorp ot elba eb ot nalp yreviled siht ni dedulcni
cigetarts tsniaga sevitaitini fo gnippam eht htiw weivrevo lausiv A .stegrat efiL fo ytilauQ teem
.erugfi gniwollof eht ni dedivorp si srallip
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
1
1
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
1
Quantity of total initiatives
2
5
xx
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
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
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
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
• 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

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
h
High
Lo
w
2أ
3ب1
2ب
Expected revenues on investment
In
v
e
st
m
e
n
t
v
o
lu
m
e
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
20
22.1
23.7
23.1
22.14.0
18.9
13.9
40
60
80
100
96.6
79.8
24.9
27.7
90%
60%
80%
100%
5%
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
0.6
0.81
2
3
4
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
68
45
23
0
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
68
45
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
is
N
on
-S
au
di
s
8 M Inhabitants
5,86 M Inhabitants
Riyadh
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)
9
Urban Parks,
Playgrounds
)M sqm green
space)
64
Guided Tours
)# of landmarks)
14
eSports
)# of tournaments
/year)
9
�emed
attractions
�eme Parks
2 large
0 medium
5 small
Water Parks
)#of water parks)
7
1
Family
Ent Center2
)#of FECs)
66
1
Shows/
Performance arts
Cinema
)#of cinemas)
�eatres
)#of theatres)
30
26
Live Events
)#of titles/year)
96
4
Culture and arts
Museums
)# of museums)
Exhibitions
)# of titles/year)
56
195
1
Sports
Competitive
Sports
)# of major prof.
sports events/ yr)
Recreational
Sports
)# of non-prof.
events/ year)
45
36
Extr. & Adv.
Sports
)# of sport types)
9
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)
9
Competitive
Sports
)# of major prof.
sports events/ yr)
43
Recreational
Sports
)# of non-prof.
events/ year)
36
Extr. & Adv.
Sports
)# of sport types)
9
Guided Tours
)# of landmarks)
14

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
68
45
23
0
90
68
45
0
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%
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
is
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
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
Non-Exhaustive
Protected areas1
Nature Sightseeing Digital Ent.
Nature Reserves1
Zoos, Aqua.
& Flora
)# of Zoos, Aqua.
& Flora)
10
Urban Parks,
Playgrounds
)M sqm green
space)
42
Guided Tours
)# of landmarks)
17
eSports
)# of tournaments
/year)
6
�emed
attractions
�eme Parks
2 large
0 medium
5 small
Water Parks
)#of water parks)
5
2
Family
Ent Center2
)#of FECs)
35
Shows/
Performance arts
Cinema
)#of cinemas)
�eatres
)#of theatres)
32
28
Live Events
)#of titles/year)
54
2
Culture and arts
Museums
)# of museums)
Exhibitions
)# of titles/year)
48
132
Sports
Competitive
Sports
)# of major prof.
sports events/ yr)
Recreational
Sports
)# of non-prof.
events/ year)
21
24
Extr. & Adv.
Sports
)# of sport types)
11
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)
6
Competitive
Sports
)# of major prof.
sports events/ yr)
21
Recreational
Sports
)# of non-prof.
events/ year)
24
Extr. & Adv.
Sports
)# of sport types)
11
Guided Tours
)# of landmarks)
17

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
68
45
23
0
90
68
45
0
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%
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
is
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
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
Non-Exhaustive
Nature Sightseeing Digital Ent.
Nature Reserves1
Zoos, Aqua.
& Flora
)# of Zoos, Aqua.
& Flora)
9
Urban Parks,
Playgrounds
)M sqm green
space)
14
Guided Tours
)# of landmarks)
13
eSports
)# of tournaments
/year)
2
�emed
attractions
�eme Parks
0 large
1 medium
0 small
Water Parks
)#of water parks)
1
1
Family
Ent Center2
)#of FECs)
15
Shows/
Performance arts
Cinema
)#of cinemas)
�eatres
)#of theatres)
19
7
Live Events
)#of titles/year)
23
Culture and arts
Museums
)# of museums)
Exhibitions
)# of titles/year)
11
53
Sports
Competitive
Sports
)# of major prof.
sports events/ yr)
Recreational
Sports
)# of non-prof.
events/ year)
11
9
Extr. & Adv.
Sports
)# of sport types)
14
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)
2
Competitive
Sports
)# of major prof.
sports events/ yr)
11
Recreational
Sports
)# of non-prof.
events/ year)
9
Extr. & Adv.
Sports
)# of sport types)
14
Guided Tours
)# of landmarks)
13

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
60
40
20
0
60
40
20
0
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%
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
is
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
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
Non-Exhaustive
Protected areas1
Nature Sightseeing Digital Ent.
Nature Reserves1
Zoos, Aqua.
& Flora
)# of Zoos, Aqua.
& Flora)
6
Urban Parks,
Playgrounds
)M sqm green
space)
11
Guided Tours
)# of landmarks)
4
eSports
)# of tournaments
/year)
4
Water Parks
)#of water parks)
1
Family
Ent Center2
)#of FECs)
26
�eatres
)#of theatres)
21
Live Events
)#of titles/year)
27
Exhibitions
)# of titles/year)
20
Sports
Competitive
Sports
)# of major prof.
sports events/ yr)
Recreational
Sports
)# of non-prof.
events/ year)
17
14
Extr. & Adv.
Sports
)# of sport types)
11
•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
3
Shows/
Performance arts
Cinema
)#of cinemas)
28
Culture and arts
Museums
)# of museums)
42

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)
4
Competitive
Sports
)# of major prof.
sports events/ yr)
17
Recreational
Sports
)# of non-prof.
events/ year)
14
Extr. & Adv.
Sports
)# of sport types)
11
Guided Tours
)# of landmarks)
4

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
68
45
23
0
60
40
20
0
-20
80%
20%
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
is
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
Tabuk

197
Key infrastructure highlights Tabuk region
Tabuk: Entertainment offering summar y – 2030
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
Non-Exhaustive
Protected areas1
Nature Sightseeing Digital Ent.
Nature Reserves1
Zoos, Aqua.
& Flora
)# of Zoos, Aqua.
& Flora)
3
Urban Parks,
Playgrounds
)M sqm green
space)
6
Guided Tours
)# of landmarks)
8
eSports
)# of tournaments
/year)
2
Water Parks
)#of water parks)
0
Family
Ent Center2
)#of FECs)
7
�eatres
)#of theatres)
2
Live Events
)#of titles/year)
14
Exhibitions
)# of titles/year)
17
Sports
Competitive
Sports
)# of major prof.
sports events/ yr)
Recreational
Sports
)# of non-prof.
events/ year)
11
9
Extr. & Adv.
Sports
)# of sport types)
15
Total number:5
Museums
�emed
attractions
�eme Parks
0 large
1 medium
0 small
1
Shows/
Performance arts
Cinema
)#of cinemas)
9
Culture and arts
Museums
)# of museums)
6

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)
2
Competitive
Sports
)# of major prof.
sports events/ yr)
11
Recreational
Sports
)# of non-prof.
events/ year)
9
Extr. & Adv.
Sports
)# of sport types)
15
Guided Tours
)# of landmarks)
8

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
75
50
25
0
60
40
20
0
-20
71%
29%
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
is
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
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
Non-Exhaustive
Protected areas1
Nature Sightseeing Digital Ent.
Nature Reserves1
Zoos, Aqua.
& Flora
)# of Zoos, Aqua.
& Flora)
5
Urban Parks,
Playgrounds
)M sqm green
space)
8
Guided Tours
)# of landmarks)
5
eSports
)# of tournaments
/year)
2
Water Parks
)#of water parks)
0
Family
Ent Center2
)#of FECs)
12
�eatres
)#of theatres)
4
Live Events
)#of titles/year)
18
Exhibitions
)# of titles/year)
19
Sports
Competitive
Sports
)# of major prof.
sports events/ yr)
Recreational
Sports
)# of non-prof.
events/ year)
13
11
Extr. & Adv.
Sports
)# of sport types)
9
•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
1
Shows/
Performance arts
Cinema
)#of cinemas)
18
Culture and arts
Museums
)# of museums)
7

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)
2
Competitive
Sports
)# of major prof.
sports events/ yr)
13
Recreational
Sports
)# of non-prof.
events/ year)
11
Extr. & Adv.
Sports
)# of sport types)
9
Guided Tours
)# of landmarks)
5

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
10
5
0
60
40
20
0
-20
77%
23%
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
is
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
Hail

203
Key infrastructure highlights Hail region
Hail: Entertainment offering summar y – 2030
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
Non-Exhaustive
Protected areas1
Nature Sightseeing Digital Ent.
Nature Reserves1
Zoos, Aqua.
& Flora
)# of Zoos, Aqua.
& Flora)
2
Urban Parks,
Playgrounds
)M sqm green
space)
4
Guided Tours
)# of landmarks)
13
eSports
)# of tournaments
/year)
3
Water Parks
)#of water parks)
0
Family
Ent Center2
)#of FECs)
6
�eatres
)#of theatres)
2
Live Events
)#of titles/year)
160
Exhibitions
)# of titles/year)
88
Sports
Competitive
Sports
)# of major prof.
sports events/ yr)
Recreational
Sports
)# of non-prof.
events/ year)
23
15
Extr. & Adv.
Sports
)# of sport types)
14
•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
1
Shows/
Performance arts
Cinema
)#of cinemas)
9
Culture and arts
Museums
)# of museums)
11

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:
•Mountain boarding
•Xpogo
•Parkour
•Rappelling
•Hang gliding
•Paragliding
•Vert ramp
•BMX
•Skateboarding
•Mountain biking
•Highlining
•Bungee jumping
•Skydiving
•Wingsuit flying
Calendar events: 286
Shows/
Performance Arts
160 Events
Culture and Arts
88 Events
Sports
38 Events
eSports
)# of tournaments
/year)
3
Competitive
Sports
)# of major prof.
sports events/ yr)
23
Recreational
Sports
)# of non-prof.
events/ year)
15
Extr. & Adv.
Sports
)# of sport types)
14
Guided Tours
)# of landmarks)
13

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
40
20
0
60
40
20
0
76%
24%
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
is
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
Najran

206
Key infrastructure highlights Najran region
Najran: Entertainment offering summar y – 2030
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
Non-Exhaustive
Protected areas1
Nature Sightseeing Digital Ent.
Nature Reserves1
Zoos, Aqua.
& Flora
)# of Zoos, Aqua.
& Flora)
1
Urban Parks,
Playgrounds
)M sqm green
space)
4
Guided Tours
)# of landmarks)
8
eSports
)# of tournaments
/year)
3
Water Parks
)#of water parks)
0
Family
Ent Center2
)#of FECs)
4
�eatres
)#of theatres)
2
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)
21
14
Extr. & Adv.
Sports
)# of sport types)
14
Amarah Historic Palace
Archeological sights
Total number: 2
Museums
�emed
attractions
�eme Parks
2 large
0 medium
5 small
1
Shows/
Performance arts
Cinema
)#of cinemas)
6
Culture and arts
Museums
)# of museums)
2

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:
•Mountain boarding
•Xpogo
•Parkour
•Rappelling
•Hang gliding
•Paragliding
•Vert ramp
•BMX
•Skateboarding
•Mountain biking
•Highlining
•Bungee jumping
•Skydiving
•Wingsuit flying
Calendar events: 355
Shows/
Performance Arts
132 Events
Culture and Arts
188 Events
Sports
35 Events
eSports
)# of tournaments
/year)
3
Competitive
Sports
)# of major prof.
sports events/ yr)
21
Recreational
Sports
)# of non-prof.
events/ year)
14
Extr. & Adv.
Sports
)# of sport types)
14
Guided Tours
)# of landmarks)
8

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
40
20
0
40
30
20
10
0
79%
21%
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
is
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
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
Non-Exhaustive
Protected areas1
Nature Sightseeing Digital Ent.
Nature Reserves1
Zoos, Aqua.
& Flora
)# of Zoos, Aqua.
& Flora)
11
Urban Parks,
Playgrounds
)M sqm green
space)
3
Guided Tours
)# of landmarks)
9
eSports
)# of tournaments
/year)
3
Water Parks
)#of water parks)
0
Family
Ent Center2
)#of FECs)
17
�eatres
)#of theatres)
5
Live Events
)#of titles/year)
85
Exhibitions
)# of titles/year)
176
Sports
Competitive
Sports
)# of major prof.
sports events/ yr)
Recreational
Sports
)# of non-prof.
events/ year)
19
12
Extr. & Adv.
Sports
)# of sport types)
14
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
1
Shows/
Performance arts
Cinema
)#of cinemas)
18
Culture and arts
Museums
)# of museums)
12

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:
•Mountain boarding
•Xpogo
•Parkour
•Rappelling
•Hang gliding
•Paragliding
•Vert ramp
•BMX
•Skateboarding
•Mountain biking
•Highlining
•Bungee jumping
•Skydiving
•Wingsuit flying
Calendar events: 293
Shows/
Performance Arts
85 Events
Culture and Arts
176 Events
Sports
31 Events
eSports
)# of tournaments
/year)
3
Competitive
Sports
)# of major prof.
sports events/ yr)
19
Recreational
Sports
)# of non-prof.
events/ year)
12
Extr. & Adv.
Sports
)# of sport types)
14
Guided Tours
)# of landmarks)
9

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
10
0
40
20
0
-20
79%
21%
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
is
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
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
Non-Exhaustive
Protected areas1
Nature Sightseeing Digital Ent.
Nature Reserves1
Zoos, Aqua.
& Flora
)# of Zoos, Aqua.
& Flora)
0
Urban Parks,
Playgrounds
)M sqm green
space)
2
Guided Tours
)# of landmarks)
0
eSports
)# of tournaments
/year)
1
Water Parks
)#of water parks)
0
Family
Ent Center2
)#of FECs)
2
�eatres
)#of theatres)
1
Live Events
)#of titles/year)
77
Exhibitions
)# of titles/year)
79
Sports
Competitive
Sports
)# of major prof.
sports events/ yr)
Recreational
Sports
)# of non-prof.
events/ year)
11
7
Extr. & Adv.
Sports
)# of sport types)
9
of which iconic
Total number: 1
Museums
�emed
attractions
�eme Parks
0 large
1 medium
2 small
1
Shows/
Performance arts
Cinema
)#of cinemas)
5
Culture and arts
Museums
)# of museums)
1

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)
1
Competitive
Sports
)# of major prof.
sports events/ yr)
11
Recreational
Sports
)# of non-prof.
events/ year)
7
Extr. & Adv.
Sports
)# of sport types)
9
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
10
0
40
20
0
-20
75%
25%
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
is
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
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
Non-Exhaustive
Protected areas1
Nature Sightseeing Digital Ent.
Nature Reserves1
Zoos, Aqua.
& Flora
)# of Zoos, Aqua.
& Flora)
0
Urban Parks,
Playgrounds
)M sqm green
space)
2
Guided Tours
)# of landmarks)
11
eSports
)# of tournaments
/year)
1
Water Parks
)#of water parks)
0
Family
Ent Center2
)#of FECs)
3
�eatres
)#of theatres)
1
Live Events
)#of titles/year)
68
Exhibitions
)# of titles/year)
56
Sports
Competitive
Sports
)# of major prof.
sports events/ yr)
Recreational
Sports
)# of non-prof.
events/ year)
10
7
Extr. & Adv.
Sports
)# of sport types)
9
�emed
attractions
�eme Parks
0 large
0 medium
1 small
1
Shows/
Performance arts
Cinema
)#of cinemas)
6
Culture and arts
Museums
)# of museums)
2
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)
1
Competitive
Sports
)# of major prof.
sports events/ yr)
10
Recreational
Sports
)# of non-prof.
events/ year)
7
Extr. & Adv.
Sports
)# of sport types)
9
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
40
20
0
60
40
20
0
77%
23%
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
is
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
Jazan

218
Key infrastructure highlights Jazan region
Jazan: Entertainment offering summar y – 2030
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
Non-Exhaustive
Protected areas1
Nature Sightseeing Digital Ent.
Nature Reserves1
Zoos, Aqua.
& Flora
)# of Zoos, Aqua.
& Flora)
6
Urban Parks,
Playgrounds
)M sqm green
space)
1
Guided Tours
)# of landmarks)
6
eSports
)# of tournaments
/year)
1
Water Parks
)#of water parks)
0
Family
Ent Center2
)#of FECs)
12
�eatres
)#of theatres)
3
Live Events
)#of titles/year)
42
Exhibitions
)# of titles/year)
88
Sports
Competitive
Sports
)# of major prof.
sports events/ yr)
Recreational
Sports
)# of non-prof.
events/ year)
9
6
Extr. & Adv.
Sports
)# of sport types)
11
King Faisal Sports City
Stadiums
Total number: 2
Museums
Asir National Park
Nature Reserve
�emed
attractions
�eme Parks
0 large
1 medium
2 small
1
Shows/
Performance arts
Cinema
)#of cinemas)
12
Culture and arts
Museums
)# of museums)
8

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:
•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: 145
Shows/
Performance Arts
42 Events
Culture and Arts
88 Events
Sports
15 Events
eSports
)# of tournaments
/year)
1
Competitive
Sports
)# of major prof.
sports events/ yr)
9
Recreational
Sports
)# of non-prof.
events/ year)
6
Extr. & Adv.
Sports
)# of sport types)
11
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
20
10
0
40
30
20
10
0
81%
19%
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
is
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
Al-Bahah

221
Key infrastructure highlights Al-Bahah region
Al-Bahah: Entertainment offering summar y – 2030
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
Non-Exhaustive
Protected areas1
Nature Sightseeing Digital Ent.
Nature Reserves1
Zoos, Aqua.
& Flora
)# of Zoos, Aqua.
& Flora)
1
Urban Parks,
Playgrounds
)M sqm green
space)
1
Guided Tours
)# of landmarks)
9
eSports
)# of tournaments
/year)
1
Water Parks
)#of water parks)
0
Family
Ent Center2
)#of FECs)
4
�eatres
)#of theatres)
5
Live Events
)#of titles/year)
34
Exhibitions
)# of titles/year)
69
Sports
Competitive
Sports
)# of major prof.
sports events/ yr)
Recreational
Sports
)# of non-prof.
events/ year)
7
4
Extr. & Adv.
Sports
)# of sport types)
15
Total number: 2
Museums
�emed
attractions
�eme Parks
0 large
0 medium
1 small
1
Shows/
Performance arts
Cinema
)#of cinemas)
4
Culture and arts
Museums
)# of museums)
3

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:
•Mountain boarding
•Xpogo
•Parkour
•Rappelling
•Hang gliding
•Paragliding
•Vert ramp
•BMX
•Skateboarding
•Mountain biking
•Highlining
•Bungee jumping
•Skydiving
•Wingsuit flying
Calendar events: 114
Shows/
Performance Arts
34 Events
Culture and Arts
69 Events
Sports
11 Events
eSports
)# of tournaments
/year)
1
Competitive
Sports
)# of major prof.
sports events/ yr)
7
Recreational
Sports
)# of non-prof.
events/ year)
4
Extr. & Adv.
Sports
)# of sport types)
15
Guided Tours
)# of landmarks)
9
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:
33
Riyadh: 56,
Jeddah: 84,
Dammam:
33
Riyadh: 56,
Jeddah: 84,
Dammam:
33
Riyadh: 56,
Jeddah: 84,
Dammam:
33
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:
12
Riyadh: 39,
Jeddah: 29,
Dammam:
12
Riyadh: 39,
Jeddah: 29,
Dammam:
12
Riyadh: 39,
Jeddah: 29,
Dammam:
12
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
Details on Program Metrics and Metrics Trajectories (2/5)
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
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

232

233

234

235

236