Performance monitor aims to boost transparency in Saudi national projects

Adaa is tasked with monitoring performance of government entities. (Supplied)
Updated 23 September 2018
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Performance monitor aims to boost transparency in Saudi national projects

  • Adaa has worked with world-renowned institutions to educate public entities and increase their awareness and capabilities regarding performance measurement and to spread the culture of performance measurement

RIYADH: One of the major reform projects of the Kingdom’s Vision 2030 is Adaa — the National Center for Performance Measurement.
Adaa is tasked with performance measurement and enablement of government entities. The enablement involves providing tools, frameworks and educational support which enables better measurement and development.
The performance-monitoring agency was established in 2016. Husameddin AlMadani is the director general of Adaa, which has the aim of introducing a culture of transparency and performance assessment into Saudi Arabia’s public sector.
Adaa was created prior to the roll-out of Vision 2030 as a recommendation from the Council of Economic and Development Affairs (CEDA).
“His Royal Highness Crown Prince Mohammed bin Salman saw the necessity of knowing where we stand before embarking on any grand vision in order to assess our progress,” AlMadani said. “In planning how the center can start on a successful note we prepared for two main challenges we had to tackle; the establishment of a performance culture within government entities and improving the quality of data provided. The establishment of a performance culture was the first step we addressed and considered our initial investment that would automatically support addressing our second challenge,” he said.
Adaa has worked with world-renowned institutions to educate public entities and increase their awareness and capabilities regarding performance measurement and to spread the culture of performance measurement. Adaa has performance ambassador teams placed within each of the government entities it works with.
AlMadani said that the past two years had been extremely positive in overcoming challenges.
“We find the language completely changed; entities speak in targets they achieved, gaps they have closed. The focus is on performance numbers and KPIs. They are also focused on the quality of data they produce and are starting to invest in the quality of their data structure. We have great success stories where entities invested heavily in their data structure. One ministry was able to reach 99 percent data validation. Even the process of producing the reports for entities describing their progress and achieving their targets has become purely quantitative.”
Adaa’s mandate directly relates to Vision 2030’s third pillar; To achieve an ambitious nation, one that is effectively governed through transparency by reporting on progress. This is achieved through engaging citizens, residents and beneficiaries of government services in the process of improving services provided, AlMadani said.
“It is on outcome-based key performance indicators: Measuring the progress toward Vision 2030’s approved targets and objectives; execution level data; collecting data on milestone achievements of Vision 2030 realization projects and initiatives; service-level data; and measuring and collecting data on beneficiaries’ satisfaction with government services.
Finding qualified professionals specialized in performance measurement that can meet the scope and scale requirement was a challenge for Adaa. However, Adaa developed their own build, operate and transfer (BOT) model which proved effective where existing employees looked for potential candidates that went through rigorous training, workshops and eventual hands-on job experience under continuous evaluation for transfer. “This proved to be a strong capability building engine we are proud of,” AlMadani said. The result so far: Four quarters of performance reports have been published up to date, Adaa has trained about 5,000 public sector employees, and sent 16 government executives to the Harvard Kennedy School.
“We launched our International Performance Hub IPH at Davos in 2018 and launched Beneficiary Experience tools (BEX) last May, where we started measuring 21 beneficiary journeys in eight different sectors: Housing, health, education, labor, trade, transport, legal, and Hajj and umrah. For example, in the BEX Hajj assessment Adaa assessed 30 services covered by 16 government entities over three main cities: Jeddah, Makkah and Madinah.” Adaa is aiming to set the bar high and fundamentally enhance performance. “Our aim is to be a world-class center for government performance, innovative in embracing the latest technologies and providing intelligent, accurate and timely data. Adaa will drive excellence in performance, comprehensively be capable of capturing relevant data and accurately measuring it. It will be a true enabler in building human capacity to enhance performance and build government leaders who are citizen centered in their approach giving citizens a voice and a stake in the future development of their Kingdom,” AlMadani said.


Forum aims to boost Saudi-Japan trade ties

Updated 18 June 2019
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Forum aims to boost Saudi-Japan trade ties

  • Japan is one of Saudi Arabia’s most important economic partners

TOKYO: More than 300 government, investment and industry leaders on Monday took part in a high-level gathering aimed at further boosting business opportunities between Saudi Arabia and Japan.

The Saudi Arabian General Investment Authority (SAGIA) welcomed key figures from the public and private sectors to the Saudi-Japan Vision 2030 Business Forum, held in Tokyo.

Hosted in partnership with the Japan External Trade Organization (JETRO), the conference focused on the creation of investment opportunities in strategic sectors of the Kingdom. Delegates also discussed key reforms currently underway to enable easier market access for foreign companies.

Speaking at the event, Saudi Economy and Planning Minister Mohammed Al-Tuwaijri, said: “Today’s forum is a testimony to the success of the strategic direction set by the Saudi-Japanese Vision 2030 two years ago, which seeks to drive private-sector involvement, both by partnering with public-sector entities.”

SAGIA Gov. Ibrahim Al-Omar said: “At SAGIA, we have been working on creating a more attractive and favorable business environment in Saudi Arabia, which is making it easier for foreign companies to access opportunities in the Kingdom.”

Japan is one of Saudi Arabia’s most important economic partners. It is the Kingdom’s second-largest source of foreign capital and third-biggest trading partner, with total trade exceeding $39 billion.

JETRO president, Yasushi Akahoshi, said: “Saudi-Japan Vision 2030 has made great progress since it was first announced. Under this strategic initiative, the number of cooperative projects between our two countries has nearly doubled, from 31 to 61, and represents a diverse range of sectors and stakeholders.”

Since 2016, the Saudi government has delivered 45 percent of more than 500 planned reforms, including the introduction of 100 percent foreign ownership rights, enhancing legal infrastructure and offering greater protection for shareholders.

As a result, the Kingdom has climbed international competitiveness and ease-of-doing-business rankings, with foreign direct investment inflows increasing by 127 percent in 2018 and the number of new companies entering Saudi Arabia rising by 70 percent on a year-on-year basis in the first quarter of 2019.