SDS EXECUTIVE SUMMARY 040822-Cooperatives Included-FINAL - No COMMENTS

Social Development Sector Strategy for the
Kingdom of Saudi Arabia

Executive Summary
August 2022
Purpose of the meeting
01 Social Development Sector Presentation 2030
02 Implementation Roadmap
03 Required Support
2
We look forward to the approval of the SDS Strategy upon the conclusion of the final
round of reviews by the strategic management committee
Strategy Ministerial SMC and SMO Refining and Submitting and
Current State Strategy Design Development Roadshow and Review and updating the presenting the
and Refinement Refinement Feedback strategy strategy
Nov Jan Mar May Jan Feb

Now
19 20 20 20 21 21
▪ The Strategy
▪ Consultation ▪ Design parameters and ▪ Development of ▪ Socialization of sector ▪ Strategy reviewed and ▪ Update the sector Management Committee
▪ Document and data decisions functions, enablers, strategy with Their feedback provided strategy to reflect the meeting will be held to
review ▪ Strategic framework initiatives, budget Excellencies Ministers ▪ Strategy updated and feedback received from approve the full strategy
▪ Development of ▪ Alignment with sub- strengthened based on the SMO (including the
current state sectors and related feedback ▪ Obtained more than implementation plan)
assessment report strategies +200 pointers and
feedback from the
SMO and including
them in the project
3
Contents
Understanding social development

What is social development and how does it contribute to national growth and well-being goals?
Understanding the current state

Social Development Sector Strategy

5
Contents

Rationale for the sector strategy - Why does KSA need its first social development sector strategy?
Approach - What was the approach and methodologies for developing the sector strategy?
Defining the scope of the sector - What should be the scope of Saudi Arabia’s social development sector?


6
Social development strengthens the fabric of Saudi society and sits at the
heart of Vision 2030
Social development plays a critical role in helping to achieve KSA’s national goals and aspirations by directly strengthening
the fabric of Saudi society.
Vision 2030
Our goal is to promote and reinvigorate Social Development in order to build a strong and productive
society. We will strengthen our families, provide the education that builds our children’s fundamental
characters and establish empowering health and social care systems
Social Development, particularly care for the vulnerable, is core to the Islamic faith and core to
achieving the Kingdom-wide transformation that is the goal of Vision 2030
7
What is social development?
Although there is no universal definition or scope of a social development sector, in KSA Social development is a whole-of-government and whole-of-
society response to protecting those who are vulnerable and empowering individuals, families, communities and society overall.
What social development does What social development seeks to achieve
Independence
Social participation
Fairness
For individuals and For communities For society
families Economic prosperity
Promote civic Civic responsibility

Protect Ensure a safety net
engagement
Resilience
Protect those who are Engage communities, Provide the social safety
vulnerable or including private and net and eliminate Social cohesion
experiencing distress third sectors, towards structural barriers
shared goals of cohesion Inclusion
and participation
Empower
Empower all people to be

self-reliant and achieve Outcomes for individuals, families,
their full potential communities and society
8
An effective social development sector is part of successful nation-building projects:
strong social development systems contribute to national prosperity and well-being
and inadequate social development responses erode growth and development.
Triple
bottom
line
An effective social development sector The Kingdom has committed to the Social development contributes to GDP
contributes to all six Vision 2030 objectives: achievement of the sustainable growth:
development goals (SDGs) Fiscal Social Environmental
1. Strengthen Islamic and national identity – • NPO Sector ~5-8% GDP (US, Canada)
by caring for vulnerable people The social development sector Modern measures of national success
• Employment rates ~8-13% (Australia,
significantly contributes to the focus on multiple outcomes, not just
2. Offer a fulfilling and healthy life – by EU)
achievement of 10 of the 17 goals. GDP, but social and environmental
responding to the social determinants of
However, unresolved social issues erode outcomes.
health Effective social development also
growth
contributes to other measures e.g. Other examples include:
3. Grow and diversify the economy – by
• Domestic abuse ($67bn cost per year
building a thriving NPO sector • UN Human Development Index • National well-being metrics (UK and
in US)
4. Increase employment – by increasing the • Social Progress Imperative Index New Zealand)
• Child abuse ($25bn cost per year in
economic participation of previously • Happiness and tolerance (UAE)
• OECD Better Life Index Australia)
disadvantaged groups
5. Enhance government effectiveness – by
creating new service providers
6. Enable social responsibility – by ensuring
greater impact 9
Contents



10
Rationale for the social development sector strategy
Despite being a large, complex and important sector, there isn’t a cohesive sector-wide strategy for social development, resulting in siloed efforts across
the government and other stakeholders as well as a large unmet need.
Where we are now Where we want to be
Shared sector vision
Welfare of Prisoner
and their Families
Welfare of Prisoner
and their Families Social Welfare Fund Social Welfare Fund
▪ Lack of common vision and unified direction ▪ Unified sector around shared vision
▪ Sector dominated by MHRSD ▪ MHRSD is sector steward and guides sector towards achieving
▪ Under-developed third and cooperative sectors Kingdom’s goals
▪ Limited role of private sector ▪ Vibrant and effective third and private sectors
▪ Need and vulnerabilities not sufficiently addressed ▪ Vulnerable people are empowered and supported
11
The sector strategy provides the unified direction for several sub-sector strategies
A large number of sub-sector strategies have already been developed by various agencies within the social development sector. The social development
sector strategy unifies these strategies and creates the enabling system that ensures these strategies can achieve their goals.
National vision
Vision Realization
Programs
Sector strategies The Social Development Sector Strategy
The NGO Strategy will be developed in 2022, and will be

informed by the needs of the various sectors, including social
Social development, health, education, and other sectors. Each of these
Enabling sectors may establish their own sub-sector strategy for NGOs,
strategies Responsibility NGO Strategy
e.g. the Ministry of Culture’s NGO strategy, but the overarching
Strategy
NGO Strategy will ensure a common direction and efficient
approach overall, e.g. a shared approach to capacity building.
Non-exhaustive
Persons
Sub- Cooperat- Social National Family Anti- Older
Orphans Juveniles with Youth
sector/function ives Protection Family Violence Begging Persons
Strategy Strategy Disability Strategy
Strategy Framework Strategy Strategy Strategy Strategy
strategies Strategy
The sub-sectors illustrated above reflect the current sub-sectors in the sector: going forward, the strategy proposes a methodology and process for continuously assessing risk and
need in the population that will result in the identification of new sub-sectors or cohorts as necessary
Under development 12
Contents



13
Approach to developing the social development sector strategy
This section explains the key elements that informed the development of the strategy.
Design parameters Process Inputs and alignment Consultation Benchmarking method Limitations
Design parameters Process Inputs and alignment

▪ Key design ▪ Project phases ▪ Experts and key literature
parameters ▪ Timeline sources
▪ Vision 2030 ▪ Key strategies which inform and
objectives align to the sector strategy
▪ Design principles ▪ Vision Realization Programs
Consultation Benchmarking method Limitations

▪ Total consultation ▪ Methodology to ▪ Benchmarking limitations
▪ Consultation in each identify and select ▪ Project and research
of the sector benchmark countries limitations
functions
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The strategy was developed in response to a number of key requirements and design
parameters
The strategy is required to:
Vision 2030 Government strategy Ambition

Maximise the sector’s contribution of to Enable strategic decisions already made by From a starting point of limited maturity…..
Vision 2030… government…. …Bring KSA in line with advanced/leading country benchmarks
1. Strengthen Islamic and national identity Target maturity

Redefine MHRSD role to policy maker
2. Offer a fulfilling and healthy life and sector steward Advocacy/Engagement Legislation/regulation
3. Grow and diversify the economy
Privatize selected government services Assign/activate Capability development
4. Increase employment
Market design Workforce
5. Enhance government effectiveness
Improve quality of services Funding Technology
6. Enable social responsibility
Ensure no current beneficiary is
adversely impacted by the change Policy and Delivery Governance
…and specific Vision 2030 targets…
Beneficiary-centered
5% 1,000,000
NPO sector volunteer Advanced Advanced/leading
contribution to GDP episodes
Developing Developing/advanced
15
The strategy has undergone extensive consultation, stakeholder engagement and

proper alignment across since 2019
Building on the work of sub-sectors to develop their strategies, the sector strategy was developed using a comprehensive and inclusive approach.
Current state
49
Vision 2030 assessment Government entities Criteria-based
filtering
VRPs
E.g. Specific targets for
NPO sector
September 2019-
December 2019
11
Private sector • Contemporary reform
Labor Strategy organizations • Cultural context
Draft strategy Data availability
Government • Evidence base
strategy
March 2020 Sub-sector 4 • Emerging / transforming Low maturity of the
E.g. Privatization, role of strategies Financial Institutions and sector results in
government as policy Social Funds significant data gaps and
maker and sector Ministerial limitations
roadshow Local experts
steward
May 2020- December

26
Global experts NGOs
Ambition 2020
E.g. Benchmarking goals

compared to regional
SMO review and Global literature 68
and international feedback Charities
comparators January 2021-January
2022
120
Beneficiaries
16
The strategy was developed and informed by a range of global and local expertise
Global expertise in Social Development services was complemented by local expertise from MHRSD and sector stakeholders, including all MHRSD
regional branches and other ministries who serve the same populations.
Global Social Development experts Key research
Over 100 research and strategy documents analyzed

Liz Forsyth Laura Frigenti
Global Sector Head of Government and Global International Neeraj Dassani
Public Sector, Global Human and Development Expert Head of Strategy
Social Services Lead (Australia, Canada, (US, Europe, ME,
Germany, India, UK, US) Africa, Asia)
Ben Wallace
Steven Casey Social Protection Ismail Alani
Economic and Social Policy (Australia, EU, New Head of Government and
(Australia, New Zealand) Zealand) Public Sector
Christine
Roughead Lisa Gahan
Social Development Hanan Alowain, ,
Human and
(South Africa, UK, Human and Social Services
Social Services
US)
(Australia)
Simon Dan
Factor Jefferson Omar Alhalabi,
Social Services Social Services Strategy, Social and International
(Australia) (Australia, EU, New Development Sector
Zealand, UK)
External Advisory Panel Nick Allaway Illustrative, not exhaustive

La Trobe University Globall Fund
Anita Whitehead
Domestic and family violence Raising Expret(UK)
Global Head, US Foundation
Public research university, Melbourne, Australia 17
… the strategy has undergone an extensive cross-sectoral consultation, which has

informed the social development sector strategy
Numerous government ministries, private organizations, banks, social sector funds, NGOs and charities have been involved in discussions to develop the
sector strategy and the various sub-sector strategies.
Spectrum of stakeholders contacted
49 11 4 26 68 120 +30
Government Private sector Financial NGOs Charities Beneficiaries Cooperatives
entities organizations Institutions and
Social Funds
Vision Realization Programs Modes of consultation with stakeholders
Questionnaires Surveys
Workshops Interviews
Scope
Headquarters Visits to all 13 regions
18
Source: Aggregate data of consultation across social development sector strategy, social protection framework, National Center for Non Profit Sector and Social Responsibility Strategy
Countries selected for benchmarking for each social development function were based
on four underlying criteria Different countries selected for benchmarking for various sectors. List is
Qualifying criteria for each function not exhaustive
1 Contemporary reform 2 Cultural context 3 Evidence based 4 Emerging/ evolving

Countries that demonstrate leadership Countries that have demonstrated Countries that have published evidence of regions
Countries that have less mature sectors
in social sector policy direction and developments in social sector policy but social sector policy and expenditure – but have demonstrated significant
implementation. This includes analysis also share regional, cultural or religious commonly more advanced/ developed progress and step changes in developing
of the maturity of human service similarities with KSA. These benchmarks economies. their social sector and are rapidly
systems, including funding and may provide culturally-appropriate transitioning towards better service
regulatory approaches. directions for informing the strategic provision.
priorities of strategy development.
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Data availability in the sector is a significant limitation

There are significant data challenges in measuring social outcomes - detailed data for the social development sector in KSA is limited, particularly when
compared to the data available internationally
General challenges with social development Social development

sector data sector data in KSA
The sensitive nature of social work, operational difficulties and frequent budget For the purposes of developing this strategy, an in-depth attempt to acquire as much
constraints challenges even in mature social development sectors. The key data data as possible has occurred. Data has been surveyed from multiple sources
challenges for social development services around the world include: including:
▪ Data gaps – Gaps in data affect ability to understand needs of the population ▪ MHRSD reported data
and impact of interventions ▪ General Authority of Statistics data
▪ Data sharing and standardization – Stakeholders often don’t share data. ▪ External publications
Standardized data management across sectors is rare ▪ Stakeholder data
▪ Data complexity – Stakeholders may not have the expertize or tools to
understand data Comparatively the current social development system in the Kingdom is under-
▪ Privacy or refusal of data reporting - Data may not be recorded due to personal developed and at best basic compared to other developed economies, resulting in
privacy concerns significant data limitations in the current sector
Stakeholder perspectives Maturity analysis
Given the data limitations indicated above, significant emphasis was placed on To assist with understanding and benchmarking the current capabilities of the KSA
understanding stakeholder’s perspectives of the sector. This data was then social development system, KPMG’s maturity assessment tool was used. This approach
triangulated with other qualitative data including the benchmarking and maturity builds on extensive international research and knowledge of best practice in multiple
assessment to identify trends and priorities in the feedback. jurisdictions. While qualitative in nature, it provides a useful understanding and picture
of the completeness and maturity of the current sector and priorities for the strategy.
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Challenges in benchmarking against global social indices

There are no standard globally accepted indices to benchmark social sector data and several global indicators are not relevant to Saudi context. Also,
KSA has a low Sustainable Development Goals (SDG) rank compared to other countries.
No globally accepted index KSA, Gulf, & Western SDG Index Rank
Globally, several indices exist that seek to quantitatively measure social progress and
develop a world-wide rank. However, there is no single or commonly accepted definition
or measure of social development, which makes global comparisons hard. There is no
commonly accepted global index. Most measures are not unique and specific to social
development, including indicators related to e.g. healthcare and education.
Irrelevance of indicators in Saudi context
The composite indicators are often not relevant to the Saudi Arabian context or outside
the scope of the social development sector. Most indices measure indicators that are not
relevant to the context of the Kingdom’s social sector, such as those relating to the
election process, and LGBT rights. Therefore, these indices are poor benchmarks for
comparing the performance of the KSA social development sector.
Low SDG ranking for KSA
Nonetheless, the SDGs are a useful measure. The Kingdom currently ranks 98 out of 162
countries, with a total score of 64.8 out of a theoretical limit of 100; which limits KSA’s
comparison against other advanced countries.
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Contents



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There is no universal definition or scope of a social development sector
The definition and scope of social development varies depending on the developmental context of the country.
Findings
• No common or universal definition

United Nations Research Institute for World Bank World Summit for Social
of what social development is
Social Development Development (Copenhagen+25)
• Participation and civic
• ‘Definitions’ often combine
• High degree of material well- engagement • Enabling environment
functions and mechanisms (what
being • Social analysis • Eradicate poverty
the sector does) and outcomes
• Strong social relations (social • Community-driven development • Social integration
(what the sector seeks to achieve)
cohesion and inclusion) • Conflict prevention and • Gender equality
• Unbiased and efficient social reconstruction • Access to health, education and
• Institutional mandates often define
institutions • Social safeguards employment
the sector scope, rather than the
other way around
• Developed countries emphasize

Health and Social Care Sector Human Services Sector Employment and Social social protection, care and support;
Development Sector developing countries emphasize
• Care and protection services for • Empower and support vulnerable social cohesion, human rights and
vulnerable people people to achieve their full • Financial and social safety net equality
• Social security for minimum potential • Support and care services
standards of living • Inclusive communities • Independence and • Many countries have adopted the
• Prevention and early • Prevention and reduction of empowerment to achieve full United Nations Human Rights
intervention by addressing vulnerability and social economic and social framework to guide what social
structural barriers and inequality disadvantage participation development should achieve and
how it should achieve it
23
Source: Adapted from relevant entity website
We have scanned the common functions of social development sectors across other
global comparators
Social protection and social care are the core functions of social development sectors across the world. Other functions vary and often depend on the
broader institutional arrangements across government and maturity of the overall systems.
Common mechanisms used Vulnerable people All people Communities and society
by social development • Income security • Social safeguards • Opportunities for social responsibility and participation
sectors to achieve outcomes • Care and support services • Elimination of discrimination and exploitation • Prevent root causes of social disadvantage
Functions used to organize

Community
how the sector achieves its Social protection Social care Work & employment NGO sector Social responsibility
development
goals and objectives
Community development is the
Australia act of developing a sustainable Mature systems have a
and inclusive communities separate policy making and
directing their own social, regulatory functions for the
Canada economic and environmental NGO sector and the
futures, it’s often the cooperatives sector. In
responsibility of local emerging sectors,
UK government or a separate stewardship of the NGO
department (e.g. UK Department sector is often the
responsibility of the social
US for Housing and Communities).
development sector
Social development is then a
contributing, rather than steward on behalf of the
Singapore leading, role player to that rest of government
sector
South Africa
Kuwait
UAE
24
Function of the social development sector Responsibility shared between social development sector and other sectors
Proposed scope of the Saudi social development sector
Four functions are proposed to organize and structure the Saudi social development sector: the core functions of social protection and social care and
two enabling functions of NGO sector development and social responsibility, reflecting Saudi’s strategic and Vision 2030 priorities.
Core functions of social development Enabling functions of social development
1 2 3 4
Community
Social Protection Social Care Work & employment NGO Sector Social Responsibility
development
• Ensuring the financial • Ensuring the • The Kingdom’s • NGO sector growth is a • Social responsibility,
security and protection, care and ambition with • The SDS will be a key key goal of Vision 2030 including volunteering,
protection will be a support of all people, respect to labor role player in the • NGO sector growth is also corporate social
core function of the particularly the most market growth Kingdom’s broader critical to the responsibility,
social development vulnerable will be a means that work and regional transformation of the philanthropy and
sector core function of the employment will be a development goals social development sector donations, is a key goal
• This will enable an social development separate strategic • Social responsibility • Therefore the NGO sector of Vision 2030
integrated approach sector sector will bring together as well as the cooperatives • Inclusion of social
to identifying • This will enable an • The social the communities and sector will be incubated as responsibility as a
vulnerability and risk integrated approach development sector enable a stronger a function of the social function of social
and ensuring well- to identifying will be an important community development sector, development helps
being, vulnerability and risk role player, taking participation in the during the term of the incubate the sector
empowerment and and ensuring well- specific responsibility economy through sector strategy, where the during the term of the
independence for all being, for creating philanthropy, NGO will lead the sector strategy
people and families empowerment and readiness for volunteering, CSR cooperatives sector till it • Ensures integration
independence for all employment among and through matures enough with NGO sector
people and families vulnerable groups nurturing social • MHRSD is responsible for growth efforts
• Integration between entrepreneurship policy making and sector • Enables resources to
the social and social stewardship of the NGO be targeted towards
development sector innovation sector, on behalf of the Kingdom’s
and labor market will • MHRSD will continue government development goals
be enabled by to support • This ensures that capacity thereby fast-tracking
housing both sectors community building and market achievement of social
under one Ministry development development efforts development goals
through support to benefit all government
cooperatives and sectors, not just social
local development development
structures 25
Scope of the Saudi social development sector
The Saudi social development sector will comprise of four functions: social protection, social care, NGOs and social responsibility. Social protection and
social care are core functions of social development. NGO and social responsibility functions will be incubated as part of the social development sector.
Functions of the Saudi Arabia social development sector
Social Protection Social Care NGO sector Social Responsibility
▪ Cash transfers provides a ▪ Support services to protect ▪ Non-for-profit and for-profit ▪ Social responsibility is a
safety net for individuals in and empower vulnerable organisations are fundamental pillar of Islam
financial stress people contracted to deliver ▪ Community and business
▪ Supports financial stability ▪ Services respond to services contributions involve
to address needs and access complexity of need and ▪ NGOs and cooperatives are donations, volunteering,
opportunities individual capacity contracted by government impact investing and
▪ Continuum of services from and supported to grow corporate social
prevention, early intervention capacity and capability responsibility
to crisis response ▪ Community development
The four functions are interdependent and mutually enabling: for example, the social care function requires an effective NGO sector to deliver
services, and the NGO sector requires clear social care strategies, service models and funding arrangements to enable its growth. Hosting all four
functions within the social development sector enables KSA to design in and maximise systemic efficiencies and growth.
26
How other elements of social development are captured in the four functions
The proposed four functions provide a ‘complete’ response to organizing the social development sector to achieve Saudi’s developmental goals as many
other aspects of social development, such as those featured in UN and World Bank definitions, are included within the four functions.
elements of social
development The functions which incorporate this element
Social Protection Social Care NGO Sector Social Responsibility

Social Social safeguards – or a social safety net – is a key purpose of the social development system, primarily achieved through the provision of social protection and
safeguards social care services focused on individuals and families
Social safeguarding is in the scope of the Social Protection and Social Care functions

Vulnerable / at Individuals who are vulnerable or at risk are a key focus of social protection and social care functions. In particular, the sector strategy proposes a stronger focus
risk individuals on prevention and early intervention services to help prevent issues escalating to crisis levels
Vulnerable/at risk individuals are key focus of Social Protection and Social Care

Family cohesion Family cohesion – which includes values related to family, divorce and parenthood – will be achieved through ‘family-centered’ approaches to social protection
and social care, that provide services to ensure families are resilient and protective units. KSA recently adopted its first ‘family counselling strategy’ to provide
preventative and early intervention services to families.* Improved family cohesion will be achieved through Social Protection and Social Care

Social/community Social cohesion is typically a priority for high-conflict or highly diverse countries. Lack of social cohesion can often result from ineffective social protection and
cohesion care which the sector strategy will address. Additionally, a strong NGO sector and focus on social responsibility will help achieve greater levels of social cohesion
in Saudi society. Improved social/community cohesion will be achieved through the four strategic functions
27
* While family cohesion is a generally desired outcome, the safety and wellbeing of women and children is an important factor and in some instances it is more appropriate to disrupt the family unit
How other elements of social development are captured in the four functions
The proposed four functions provide a ‘complete’ response to organizing the social development sector to achieve Saudi’s developmental goals as many
other aspects of social development, such as those featured in UN and World Bank definitions, are included within the four functions.
Other elements of social

development The functions which incorporate this element

Community development helps ensure that current and emerging needs in communities are understood and effective responses can be designed and
Community implemented. A strong NGO sector and increased opportunities for volunteering, corporate social responsibility and donations will help achieve improved
development outcomes at a community level. These should be monitored and as better data is developed, more targeted interventions can be used to achieve further local
development objectives.
Community development will be enabled through NGO Sector and Social Responsibility functions

Unbiased and
effective social Development of the NGO sector will help to ensure advocacy and awareness of social issues and hold government accountable for achieving key outcomes for the
Saudi population and honoring commitments such as ratifications of global conventions.
institutions
Development of the NGO sector will help to achieve this outcome
A key priority of the social development sector strategy is to undertake a systematic and regular population needs assessment to better understand
the emerging needs and vulnerabilities in Saudi society and enable government to make data-led decisions about when and how to intervene. The
strategy designs an agile and responsive social development system that is able to anticipate and assess changes in population, and respond to new
cohorts and new social issues and themes, such as those above, and respond accordingly
28
How does government determine who the sector supports?
Target cohorts are determined based on data-led decision making about where government should intervene and how. Target cohorts change as
populations change.
Need and vulnerability in society Data-led decision making Target beneficiaries and cohorts
People who may be vulnerable Target cohorts are established by government

based on a range of factors including: Orphans Juveniles
Children Persons with disabilities Orphans
Older Persons Youth Women ▪ Prevalence and distribution in the population
▪ National legislation and global treaties and Older persons Anti-begging
Societal issues which create vulnerability and risk
conventions
Criminal record Poverty Social marginalization
▪ Moral imperative; and People with Family
Youth offending Ageing Substance use disorder disabilities protection
▪ Cost-benefit analysis, including cost of
Domestic violence Homelessness inaction analysis Low income
Immigration and refugees Unemployment Governments should regularly monitor and (Poor)
revise target cohorts as populations change
Low education Disability Current cohorts in KSA’s social
development sector
Lack of social cohesion Illness and disease
Non exhaustive
Currently, the sector lacks the relevant data to determine the appropriate target cohorts that the sector will serve and support. The strategy addresses this as a priority. The
target cohorts will therefore change over the course of the strategy, and continue to evolve as Saudi society evolves.
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30
The current system is insufficient to address current and future need in the population
Individual level Community level Societal level
▪ Services do not achieve desired ▪ Low awareness of and stigma in ▪ Lack of data on unmet need and actual
outcomes: do not empower people and accessing services demand for services
Need and increase independence, do not reduce ▪ Limited community networks and ▪ Limited data and understanding of
vulnerability in vulnerability ability to solve own problems changing vulnerability and needs across
society ▪ Current cohorts are not based on society
analysis of need and vulnerability – ▪ Limited government investment
missing cohorts, e.g. child protection compared to benchmark countries
▪ Outdated models of care, not aligned ▪ Islamic principle of charitable giving not ▪ Sector role players are not unified
with global best practice effectively realized around a common vision of change
▪ Services are fragmented and low quality ▪ Limited opportunities for volunteering ▪ Cohorts are supported by siloed, rather
and therefore not cost-effective than integrated, whole-of-government
System response ▪ Corporate social responsibility,
responses
▪ Workforce lacks skills and capabilities to donations, philanthropy and
deliver effective services volunteering are not aligned with areas ▪ Emerging NGO sector, low maturity and
of highest need or impact capacity
▪ Limited ability to measure results and
impact of services and outcomes ▪ Limited role of private sector
▪ System weighted towards response, rather
than prevention and early intervention
Source: Social Development Sector Strategy Current State Assessment, December 2019 31
There are several gaps and potential areas of reform across the different
elements of social development requires reform
While key elements of the social development sector have been established, the sector does not function as a cohesive, sustainable
system that achieves its desired impact.
While KSA is a medium spender on social Root causes of child abandonment are not NGO sector is underdeveloped compared to Social responsibility efforts not aligned or
protection, it does not yield the same outcomes addressed global and regional benchmarks contributing to government priorities
and impact for that spend compared to other Limited prevention of juvenile offending or
countries reoffending
Sector lacks readiness for service delivery and Only 17% of Saudis volunteer, significantly
Older persons lack services to enable
privatization lower than benchmark countries
independence
Coverage is limited to specific cohorts and does Limited financial and organizational
not take a population-wide view of need Persons with disabilities lack services to Despite generous philanthropy and donations,
sustainability
support independence lack of transparency makes it difficult to assess
Low trust and inability to attract and retain impact or alignment with KSA’s goals
Multiple and duplicative eligibility criteria Anti-begging services do not respond to root talent
creates confusion and inefficiencies causes
Weakness in governance and board
Stigma reduces access to domestic violence effectiveness While 80% foundations have aligned their goals
support to Vision 2030, there is opportunity for their role
Means-based targeting not used enough to Difficulties funding management and
ensure impact and efficiency No child protection system operational expenses to be more integrated into national
transformation efforts to achieve greater impact
Over 26 legal structures reduces efficiency and
There is no ‘central’ view of the beneficiary Limited focus on children and families discourages new entrants
which integrates social protection, care and
Few NGOs successfully measure impact Corporate social responsibility is underdeveloped
support Limited ability to predict and respond to new
and changing vulnerability in the population Limited number of cooperatives, with very and not achieving desired impact
limited employment opportunities in the sector
Sector elements are not integrated or guided by common vision and goals
Source: Social Development Sector Strategy Current State Assessment; Social Protection Framework; Charities Support Fund Environmental Scan; Entity Strategy for the National Center for Non Profit Sector Development; Integrated
32
Strategy for Social Responsibility
The status quo of each subsector have been considered for assessing the current state
of the social development sector
Social issues Vulnerability
Family People with

Poverty Begging Orphans Juveniles Elderly
Violence disabilities
Core functions of social
Social ▪ >1mn families ▪ 12,018 cases of ▪ 24,578 cases ▪ 931 orphans are ▪ 647 detained ▪ 1.3 million ▪ More than 1.05
supported begging ▪ 19% of these currently in Juveniles people with million individuals
development
Protection
▪ 27mn ▪ 12 anti-begging were moderate orphanages ▪ 26 juvenile disabilities over the age of 65
beneficiaries of offices to high-risk cases ▪ 8,595 orphans detention centres ▪ 528,780 ▪ Approx 99% receive
social security ▪ 86% of registered were adopted (observation individuals suffer no support services
▪ 89 programs beggars return to ▪ 23 orphanages homes, girls' care from severe ▪ The number of
begging institutions) disabilities elderly people is
▪ 55% no data on expected to double
Social
Care Recently added to the SDS outcomes during 2030
portfolio
Enabling functions of social
▪ Only 23% of NGOs ▪ 12 months to ▪ 85% of NGOs state ▪ Less than 17% ▪ Saudis are generous: ▪ While 78% of ▪ 331 co-operatives
are specialized in register an NGO lack of workforce Saudis volunteered donations inflow is corporates are currently existing, at
development
NGO developmental compared to global talent and skills in 2018, compared not recorded though active in CSR, this is a rate of 9 per
sector services, compared benchmarks of 3 to global not currently high million
▪ 61% state irregular ▪ Average donation is
to >60% in other weeks income benchmarks of 39- SAR 500 impact ▪ 60,000 members of
countries ▪ 71% NGOs state ▪ Only 6% generate 53% ▪ Significant ▪ 47% CSR not co-operatives
▪ Only 8% NGOs able permits and income compared ▪ KSA ranks 92nd in opportunity to monitored or ▪ 5,023 co-operatives
to measure impact regulations are a to 75% in Australia global volunteering increase donations evaluated jobs (0,08% of job
problem ▪ 90% say unable to index and target higher market, against the
Social impact use global rate of 9%)
fundraise
Responsibility
Source: Social Development Sector Strategy Current State Assessment; Social Protection Framework; Charities Support Fund Environmental Scan; 33
Entity Strategy for the National Center for Non Profit Sector Development; Integrated Strategy for Social Responsibility
Investment is insufficient to achieve desired change
KSA’s investment in social development is not able to achieve government’s goals to positively impact individuals, communities and Saudi societal
outcomes.
As %GDP, KSA ranks as a low to medium spender on Social Protection and Social Welfare
Social welfare spending is lower than global comparisons, if social

7.5% 10.57% 10.19% protection cash transfers are not excluded
The NPO sector is significantly smaller than global comparators, contributing less to GDP and employment
Vision 2030 sets an ambitious goal to grow the NPO sector to align with global benchmarks.
Contribution to total employment Contribution to GDP
0.13% 8% 13% 0.3% 5.4% 8.5% 5%
Source: Social Protection Framework, Social Development Sector Strategy. MHRSD Data. KSA expenditure includes salaries, operational expenses, programs and projects. 34
Note: Social care expenditure figures are for 2016 and are sourced from the OECD Social Expenditure Database. GDP data was sourced from the World Bank.
Despite significant efforts, there are a range of challenges and gaps in social protection
and social care
Ecosystem
Overview
Social ~90% from

Social Care
Number of 89+ Coverage
26.5m Protection SAR ~155bn Expenditure SAR ~40bn Key Players MOF, MHRSD, MOH,
Programs beneficiaries Expenditure
(2020) MOE and HRDF
(2020)
Key challenges and gaps of Social Protection Key challenges and gaps of Social Care
• KSA faces three main SP governance challenges: Lack of formal, • Major data and research gaps means that the number of current
strategic coordination body, Lack of central technical group to cohorts is limited and there is large unmet demand and gaps in the
advice on strategy/ policy and evaluate programs AND Fragmented service response
program delivery with missing synergies. • For example, KSA does not have a Child Protection System which
• Many programs eligibility criteria overlap, resulting in replicating ensures that government is able to prevent, identify, and intervene
to protect children from abuse and neglect
benefits to similar targeted segments • Other potential cohorts currently not served by the sector include:
• Many programs lack a clear objective. They target broad categorical children and families; homelessness; and women
• Each social care sub-sector developing their own approaches,
groups coverage and not needs based thereby creating inefficiencies and missed opportunities for
• The current social benefits delivery is insufficiently targeting synergies and greater impact
beneficiaries with very fragmented and
Source: Social Protection Framework 35

Current efforts are underway to establish monitoring and evaluation systems and
address weaknesses in measuring sector effectiveness, efficiency, and impact
Given the inefficiencies of the current fragmented SD system
KSA needs an integrated Social Development system
covering both social care and social protection aspects
Royal Court
mandates KSA SPIS Definition
decrees and
No systematic A Social Protection Information System (SPIS) is an
determines
reporting on integrated mechanism to deliver on Saudi Arabia's social
overallbudget
poverty protection vision by:
alleviation 1. Correctly understanding Saudi households' economic
Available Budget & social needs
Ministry of
2. Efficiently managing the delivery of social benefits in
Finance approves
budget Impact of the right format
requests allocated 3. Effectively monitor program performance to
budget is not continuously improve the social well-being of Saudi
Ministries reported households and citizens
and operational teams
interpret and KSA SPIS Mandate
implement No common
separately indicators for
determining Create a reliable data source that represents the welfare
Programs and Program performance and wellbeing of Saudi households across the nation
services are delivered e.g. Regular
to the vulnerable and Assistance
Integrate social program delivery to enhance customer
poor
experience and efficiently deliver the right benefits to the
right beneficiaries
Policy Impact Monitor and evaluate program performance to improve

unknown the social protection outcomes
Poor Unemployed Elderly Disabled Orphan At Risk
36
A three stage approach was undertaken for the development journey of the
cooperative sub-sector to make it more in-line with global best practices
2022 - 2023 2024 - 2026 2027 – 2030
Quantitative contribution to the vision

Foundation building stage Growth stage
stage
• Development of the system and the executive • Full-time regulator • Mega co-operatives
regulations • The leadership role of the supervisory • Export products
• Establishing and activating a specialized public authorities and their contribution to the • Significant contribution to non-oil GDP and job
administration sectoral targets creation
• Partnerships with key sectors • Economic Empowerment
• Activating the central cooperatives and the • Partnerships with private companies
council • Institute and academic path
• Develop innovative financing programmes • Trading the shares of cooperatives in the
• Raising Awareness financial markets
• Building success stories
The development of incubating

Economic Impact Contribute to sectoral priorities
environments
(GDP contribution, creating (sustainable tourism, home
Community-oriented solutions (Increasing purchasing power,
opportunities ownership, security
developing capabilities,
Work, local content, etc.) food, etc.)
CSR projects, etc.)
37
Furthermore, the sector value chain is largely dominated by one stakeholder
There are gaps in the current sector value chain. MHRSD is currently the dominant actor in the sector and value chain activities
Policy development and sector Program development and Provision of

stewardship management services and support
▪ No established process or data related to needs ▪ Limited data or research available; current ▪ Limited awareness of services/rights
assessment and system review programs not underpinned by situation analysis ▪ Range of barriers to service access including stigma,
▪ Policy design and policy evaluation capabilities not ▪ Programs lack program logic as basis for design availability, location, channel, poor customer
well developed experience and MHRSD reputation
▪ Programs lack clearly defined program standards
▪ Significant efforts currently underway to establish which set quality and other requirements ▪ Eligibility criteria often unclear or inconsistently
service design capabilities and methodologies ▪ Performance monitoring does not collect the applied
based on beneficiary experience necessary data on outputs and outcomes to ▪ Services predominantly provided by government,
▪ No sector wide framework to plan, fund, procure understand the effectiveness of the program and do not leverage non-governmental/other sector
or monitor services according to outcomes actors
▪ Limited program evaluations: overall programs are
▪ No sector-wide approach to workforce planning not underpinned by continuous learning and ▪ Lack of integrated eligibility, intake, needs
and management improvement processes assessment and referral processes to ensure
seamless experience
▪ Limited monitoring, exit processes or after-care
follow up
Compliance, including monitoring,
Communication and stakeholder approvals and licensing, sanctions Sector
management and enforcement governance
▪ No clear mechanisms for collaboration and ▪ No independent or separate roles for compliance ▪ No sector wide governance, government lacks
coordination among sector actors, weak monitoring and service delivery mechanisms to guide the sector towards government
communication mechanisms goals
Note: Sector value chain simplified for illustrative purposes. Most elements of the value chain are cyclical in nature 38
While KSA had planned sizable investments into the sector, the budget allocated for
social care remains significantly lower than KSA’s global comparators
KSA’s investment in social development is not able to achieve government’s goals to positively impact individuals, communities and Saudi societal
outcomes.
As %GDP, KSA ranks as a low to medium spender on Social Protection and Social Welfare
Social welfare spending is lower than global comparisons, if social

7.5% 10.57% 10.19% protection cash transfers are not excluded
The limited investments and lack of cohesive approach to the sector resulted in a limited employment in the social sector
(NPO Sector) and subsequently limited its contribution to the GDP
The NPO sector is significantly smaller than global comparators, contributing less to GDP and employment
Vision 2030 sets an ambitious goal to grow the NPO sector to align with global benchmarks.
Contribution to total employment Contribution to GDP
0.13% 8% 13% 0.3% 5.4% 8.5% 5%
Source: Social Protection Framework, Social Development Sector Strategy. MHRSD Data. KSA expenditure includes salaries, operational expenses, programs and projects. 39
Note: Social care expenditure figures are for 2016 and are sourced from the OECD Social Expenditure Database. GDP data was sourced from the World Bank.
Assessing the performance of KSA against other countries is challenging
There is no commonly accepted global index for social development against which to benchmark the performance of the Saudi social development
sector. Related indices are often based on a number of measures not relevant to KSA or beyond the scope of the social development sector.
Indicators relevant Assessment limitations

Total
Index indicators
to KSA and social
development
▪ No single or commonly accepted index for ‘social development’.
UN Human Development ▪ Different definitions of social development across countries.
5 3
Index ▪ Definitions include other sectors (e.g. health, education).
▪ Definitions include non-comparable factors (e.g. diversity, inclusiveness).
World Bank Social
19 6 ▪ For this reason, the strategy does not adopt any particular index to use to
Development Indicators benchmark progress.
Social Progress Imperative Measuring impact of the strategy

51 14
Index
OECD Better Life Index 24 11 ▪ The strategy takes the most relevant measures and indicators from the global
indices and uses them as indicators for the strategy.
▪ This will ensure the strategy is contributing to improvements in global rankings
Institute of Social Studies
where it is within its scope to do so.
Social Development 150+ 4
Indices ▪ The strategy also provides alternative methods to measure performance of the
sector and progress against the strategy, including qualitative measures of sector
maturity.
World Happiness Report 1 0
Source: KPMG analysis. See Appendix D for detailed analysis of global indices and their component indictors, including indicators for the United Nations Sustainable Development Goals (SDGs).
40
Social development significantly lags other sectors
The current sector is not a unified, cohesive, organized sector, particularly compared to other sectors in KSA.
Social development is different than other sectors on many factors, most importantly on its level of maturity as it lacks an established sector
By assessing the key elements for sector
strategy that maturity,
is present in mostit was
otheridentified
sectors. that other sectors have established regulatory bodies for more than 20 years
▪ The social development sector currently operates as multiple,

fragmented sub-sectors rather than an integrated sector
▪ The sector is dominated by one ministry, MHRSD, and lacks a
Maturity
whole-of-government integrated response to solving the root

causes of social issues
▪ MHRSD currently plays the role of policy maker, regulator and
service provider, which reduces the necessary checks and balances
in the system to ensure quality and effective outcomes
▪ Services are predominantly delivered by government – the
contribution of NGOs and private sector is not optimized
1980 2000 2005
Social Development
Other Sectors
Maturity
Under-Developed
41
Effective social development systems are based on eight key building blocks
Global experience and research over several decades provides an understanding of the necessary building blocks for an effective social development
sector, where government takes the role of policy maker and sector steward and partners with the NGO sector to deliver services.
Legislation and Beneficiary centered

Governance regulation NGO capacity building integration
Accountability and The rules or directives The capacity and Level of awareness and Collectively, these building
decision making made and maintained by capability of the NGO involvement of citizens blocks form the ‘sector
arrangements and a government to ensure sector to provide social in the social system’ – the fundamental
effectiveness of safety and quality development services development sector, enablers in the system that
oversight mechanisms standards are met particularly planning and ensure that the collective
evaluation of services efforts of government, non-
profit/third sector and
private sector are integrated
Assigning and activating
and effective and their
services Market design Workforce Technology
collective outputs lead to
Frameworks that outline Planning and The capacity and The use of technology to desired outcomes and
the steps and development of non- capability of a viable provide access and a impact i.e. a whole that is
approaches necessary profit and private sector workforce, across more seamless client greater than the sum of the
for assigning and service provider markets government and NGO experience parts
activating social services sector
Source: KPMG Maturity Assessment for Human and Social Services methodology. See Current State Assessment Report and Appendix for more information. 42
There are gaps in the current sector value chain. MHRSD is currently the dominant
actor in the sector and value chain activities, which leads into low maturity across the
building blocks What’s advanced/leading practice? Where is KSA currently?
Advocacy and stakeholder Deep stakeholder engagement with a periodic needs assessment Limited and ad-hoc engagement and advocacy, with fragmented
engagement identifying emerging vulnerabilities data to understand needs across society
Clear defined regulatory framework for providers and workers. Risk-based Fragmented and focused on compliance; does not reward high
Legislation and regulations performance or support low performers to improve
approach, high performance is rewarded, low performance supported to improve
Policy and delivery Policy and services not designed with beneficiary at center; service
Evidence based policy; services are informed by contemporary global
models are outdated and do not sufficiently address need and
practice and are wrapped around beneficiaries. Beneficiary journeys and
vulnerability; fragmented journeys across ecosystem, with limited
experience are informed by human centered design.
Beneficiary-centered data collected on beneficiary experience and outcomes.
Sector-wide service assignment

and activation framework An organized, cyclical process that allows government to plan, design, No strategic or outcomes-based approach to planning,
purchase/implement and monitor services in the pursuit of specific procurement, financing and evaluation;
outcomes. Limited markets of service providers; limited consideration of
Market design
Clear market entry requirements and service standards. Provider design of the systems or markets underpinning the sector and
diversity stimulates innovation. Government funding and contracts based sub-sectors; no clear pathway to privatization. Funding is
on client outcomes to be delivered, and multi-year funding options inconsistent and not linked to need or outcomes.
Funding
Capability development Clear strategic approach to continuous improvement of sector Limited development of critical capabilities across the sector, or
capabilities, including workforce and technology. data to identify improvement.
Highly skilled, specialized workforce. Degree or accreditation qualified. Significant variation and limitations in qualifications and
Workforce
Structured graduate pathways. Supervision practices. Licensing and experience; limited opportunities for education, training and
certification; Enables communication, coordination and integration of professional development; limited and inconsistent; client records
services, common platforms, enables service access in rural/remote areas and key processes not integrated or shared across relevant actors
Technology
Agile and flexible arrangements the ensure accountability and enable No sector-wide governance; key actors not part of decision making
Governance effective decision making and accountability structures
43
Source: Maturity assessment conducted by KPMG. Consultation, document/data review, best practice research, KPMG analysis. See current state assessment report for more information.
Comparatively the current KSA social development system is under-developed and at best
basic
Under-Developed Basic Developing Advanced Leading
Advocacy and stakeholder

engagement
Legislation and regulations
Policy and delivery

▪ A maturity assessment tool was
used to understand the current state
of KSA sector system
Sector-wide service assignment ▪ The maturity assessment identifies
and activation framework the key building blocks of an
effective social development based
Market design on a review of different countries
▪ It establishes criteria for each of the
Funding levels of maturity e.g. what defines
under-developed, developing, and
leading
Capability development
Workforce
Technology
Governance
44
Source: Maturity assessment conducted by KPMG. Consultation, document/data review, best practice research, KPMG analysis. See current state assessment report for more information.
What is the cost of inaction?
Sector transformation is critical to the KSA’s broader transformation goals.
Economic cost Social cost Global reputational cost
Social issues negatively impact economic Social issues are systemic – they repeat and Reputational risk from abuse, neglect and
growth, as evidenced by global research reinforce if unresolved marginalization of vulnerable groups
Annual cost USD billions
A weak social development response creates
24.5 Childhood abuse disillusionment and social tension, particularly Inability to implement global commitments e.g.
as citizens’ expectations risk United Nations conventions on the right of
children and persons with disabilities
67 Domestic violence A strong social development sector is a bedrock for
other sectors’ goals, including:
The UN and World Bank estimate the cost of ▪ Educational attendance and attainment
violence against women is 1.8- 3.7% GDP: ▪ Reduced crime
Inability to attract foreign investment and talent
▪ Improved health outcomes
16 Violence against ▪ Greater social cohesion
women (estimate)
Without an effective social development
Social barriers restrict economic participation sector, KSA will not achieve its Vision 2030
and growth, particularly for vulnerable and objectives, in particular an inclusive and Reduced tourism attractiveness
marginalized groups vibrant society
Source: KPMG 45
What does the sector strategy need to prioritize?
The sector strategy therefore needs to respond to the following gaps identified in the current state analysis:
Establish a unified social development sector, which provides the shared vision and direction for public, private and third sectors
Create an effective system, which ensures a consistent, efficient and effective approach and optimizes the contributions of individual actors
towards the shared vision and enables the various sub-sector strategies
Prioritize data collection and research, to ensure government’s decision making is based on an accurate and complete understanding of need,
scale, scope, root cause and forecasts
Leverage the current lack of maturity as an opportunity to quickly adopt global best practices and leapfrog traditional, incremental approaches to
growth and development
Manage the transformation in a phased and prioritized approach in order that vulnerable people currently supported by the sector are not
inadvertently harmed or services disrupted by the transformation
Resulting in four strategic objectives:
Develop a sustainable NGO Enhance community

Empower individuals and
Create a unified social Sector that contributes to participation through CSR,
1 2 3 4 families to be self-reliant
development system social and economic volunteering and
and resilient
progress philanthropy
46
Mapping the strategy initaitves to the 5 identified strategy priorities
Establish a unified social development sector, 2. Legislation and 10. Social development
9. NGO Sector strategy
which provides the shared vision and direction regulation privatization strategy
for public, private and third sectors
Create an effective system, which ensures a

consistent, efficient and effective approach and 7. Effective
5. Sector workforce 3. Accelerated service governance and 11. NGO capacity
optimizes the contributions of individual actors strategy models transformation building
towards the shared vision and enables the management
various sub-sector strategies
Prioritize data collection and research, to ensure

government’s decision making is based on an 4. Assign and active 1. Population needs 6. Data sharing and 8. GDP mapping and
accurate and complete understanding of need, service framework assessment baseline modelling
scale, scope, root cause and forecasts
Leverage the current lack of maturity as an

13. Social
opportunity to quickly adopt global best 12. Intermediaries of responsibility 14. Targeting and
15. Strategies for new
sub-sectors and
practices and leapfrog traditional, incremental demand and supply oversight and talent management
cohorts
governance
approaches to growth and development
16. Social rehabilitation 18. Health aging and 19. Personalized support
17. Housing security
and reintegration improved access for older persons
Manage the transformation in a phased and
prioritized approach in order that vulnerable 20. Families/prevention 21. Root causes of child 22. Child protection for 23. Safe and healthy births
front line workforce abandonment non-Saudi children
people currently supported by the sector are not and mother’s empowerment
inadvertently harmed or services disrupted by 24. Vocation training for 25. Assessing special 26. Inclusive education
persons with disability education needs for persons with disability
the transformation
47
Contents



What is our vision, ambition and target state? - Defining the outcomes to be achieved for Saudi Arabian
society and the objectives of the strategy
Governing the sector - New governance arrangements for a new sector
Implementing the strategy - How will we deliver, measure and manage the sector’s transformation?
48
Strategic framework for the social development sector 2022-2030
A robust social development
sector, made up of the public, private and NGO sectors, which
supports and empowers every person to achieve their full potential, thereby enabling KSA’s Vision 2030
Strategic functions
▪ Financial support (e.g. income ▪ Protection and empowerment ▪ Development of the NGO sector ▪ Enablement of individual and
support) of vulnerable and ‘at risk’ to support achievement of private sector contributions to
▪ Empowerment (e.g. groups whole-of-society goals society (e.g. donations,
employment readiness) volunteering, CSR)
Low income individuals and families Orphans Juveniles Non-Profit Organizations Individuals Families
Target groups
Orphans Persons with disabilities Child protection Older persons For-profit Companies Private sector
Children & Families Begging Foundations Charities Communities
Persons with disabilities Whole of society
Family violence Others
Enablers are cross- Advocacy and Governance,

System Enablers
cutting – they Sector-wide service Capability

stakeholder Legislation and Policy and delivery enabling whole-of-
create a cohesive, assignment and development,
engagement, regulations, including design, including the government
capable and activation, including including sector
effective system
including needs a risk-based approach design and oversight,
strategic planning, workforce
that enables the assessment and to regulation and acceleration of new accountability,
funding, contracting development,
specific efforts of population trends quality standards approaches monitoring and
and evaluation digitalization, data 49
each function analysis reporting
The strategy encompasses a whole-of-government approach, that cuts across different
sectors and portfolios
Several sectors are required to contribute to the implementation of the social development sector strategy. This is summarized below and defined in more
detail in the value chain, target state, cohorts, initiatives and governance arrangements. Each sector will be responsible for determining the specific
entities or teams allocated to particular roles.
Strategic functions Strategic enablers Cohorts
Advocacy and Stakeholder
Persons with Disabilities

Capability Development
Service Assignment and
Social Responsibility
Policy and Delivery
Low income (Poor)

Social Protection
Family Violence
Legislation and
Older Persons
Anti Begging
Engagement
Governance
NGO Sector
Social Care
Regulation
Activation
Juveniles
Orphans
Families
Design
Health
sector
Education
sector
Justice
sector
Interior
sector
Housing
sector
While other sectors also contribute to elements of the social development system, the main contributors are illustrated above.
50
26 new initiatives strengthen and integrate existing efforts and create an effective system
The current work to transform the social development sector encompasses a portfolio of almost 100 initiatives. The sector strategy proposes 26
initiatives which integrate and strengthen existing initiatives and create a catalyst for transformation by ensuring the overall system is fit for purpose,
effective and outcome-driven.
Existing initiatives underway Additional, integrative What do these initiatives
via sub-sector strategies initiatives at sector level achieve?
A leading practice, cohesive and

Objective 1:
sustainable social development system
Create a unified social
development system with 7 that increases the impact of public,
private and NGO sector efforts and
MHRSD as sector steward
resources
Objective 2: Develop a
Care, protection and support that
sustainable NGO Sector that ensures each person can participate
contributes to social and 13 4 economically and socially to their fullest
economic progress potential , energizing both the NGO and
cooperatives sectors.
Objective 3: Enhance A diverse, capable and sustainable NGO

community participation sector that is an active role player in
through CSR, volunteering 3 delivering KSA’s goals across multiple
and philanthropy sectors
Objective 4:
A socially responsible Kingdom where
families to be self-reliant
59 12 individuals and corporates are actively
and resilient contributing towards the KSA’s goals
Social Development Sector 51
Strategy initiatives
The 26 strategy initiatives build on and reinforce each other to enable the sector
outcomes and vision
Achievement of sector outcomes leads to realization of sector vision
An effective social development system

catalyzes sub-sector responses to achieve the social development sector outcomes
An effective and efficient, integrated and collaborative social development sector system provides the enabling
environment for the sub-sector strategies
15. Strategies for new sub- 16. Social rehabilitation and 18. Health aging and improved
Objective 4: 17. Housing security
sectors and cohorts reintegration access
families to be self-reliant 19. Personalized support for 20. Families/prevention front 21. Root causes of child 22. Child protection for non-
and resilient older persons line workforce abandonment Saudi children
23. Safe and healthy births and 24. Vocation training for persons 25. Assessing special education 26. Inclusive education for
mother’s empowerment with disability needs persons with disability
Objective 3: Enhance
community participation
through CSR, volunteering 12. Intermediaries of demand 13. Social responsibility oversight 14. Targeting and talent
and philanthropy and supply and governance management
Objective 2: Develop a
10. Social development
sustainable NGO Sector that 8. GDP mapping and modelling 9. NGO Sector strategy 11. NGO capacity building
privatization strategy
contributes to social and
economic progress
1. Population needs assessment 2. Legislation and regulation 3. Accelerated service models

Objective 1:
Create a unified social
4. Assign and active service 7. Effective governance and
development system with 5. Sector workforce strategy 6. Data sharing and baseline
framework transformation management
MHRSD as sector steward
52
Various stakeholders will lead and support the initiative portfolio
43 33 18 10 8 23
A total of 96
initiatives, led or
supported by 12
government 7 23 4 19 1 7
entities, contribute
to achieving the
transformation of
the sector 0 7 0 14 0 12
Non-exhaustive – more stakeholders are

involved in leading and supporting
initiatives. This will be further refined as part
of initiative design. 1 4 13 4 0 12
53
Leads initiatives Supports initiatives
Contents



54
We have a bold ambition to improve the lives of all people in Saudi Arabia
Our vision:
A robust social development sector, made up of the public, private and NGO sectors, which supports and empowers every person to
achieve their full potential, thereby enabling KSA’s Vision 2030
Desired outcomes:
Social Protection Social Care NGO sector Social Responsibility
Outcome 1: Individuals are empowered to live as independently as possible and Outcome 4: A vibrant NGO sector
have access to support when they need it that contributes to KSA GDP and Outcome 6: Businesses and
employment communities are socially engaged,
Outcome 2: Individuals have fair opportunities for meaningful economic and through increased volunteering,
social participation Outcome 5: Capable NGOs that donations and corporate social
deliver social development responsibility, aligned to KSA’s
services and contribute to KSA goals
Outcome 3: Individuals live free from abuse and violence
social development goals
Outcome 7: Services are beneficiary-centric and provide positive experiences

A unified and
Outcome 8: Services are efficient and locally accessible
effective sector
Outcome 9: Government stewards the sector and is accountable for outcomes
55
By 2030, the social development sector will be completely transformed
The four functions will be radically transformed by 2030. The enabling sector system will be established to drive systemic efficiencies and effectiveness
across the functions.
Social Protection NGO sector
Eligibility approaches which prioritize most Financially and organizationally sustainable NGOs
vulnerable
Outcome-based approach to planning, Larger and more viable service provider market
Integrated approach to financial assistance procuring and funding services capable of delivering high quality services
and care, support and employment services
Economic reforms assessed for impact NGO and cooperatives sector attracts and
Sector retains talent and skills
Understanding of root causes helps break Trusted third sector achieves high impact
cycles of poverty system
Donations platforms match those who want to Contemporary models of care aligned to global
donate with those who need donations evidence of what works, customized to KSA
New actors New service Beneficiary-centered, inclusive accessible and
Volunteering platforms match those who
(e.g. regulators) provider markets timely services
want to volunteer with those who need
and defined (private and non-
volunteers Increased access, reduced levels of unmet demand
roles profit)
Corporate social responsibility has higher Increased focus on prevention and early
impact and aligned to KSA goals intervention, greater self-reliance, reduced
demand for high-cost crisis services
Social responsibility Social Care

56
Whole-of-government and whole-of-society approach aligned around shared vision and outcomes
An effective social development sector helps other sectors achieve their goals
An effective social development system requires collaboration across a range of stakeholders: it also benefits those same stakeholders, contributing to
improved outcomes for their sectors and goals.
Improved collaboration with Greater contribution to GDP and

stakeholders, led by MHRSD, improves employment opportunities in the non-
sector outcomes profit sector which provides accessible
services, closer to those who need them
Reduced pressure on health system from NGO sector

better in-home and community care Coordinated, higher impact opportunities
for philanthropists
Improved family and community

environment contributes to better
educational attainment Opportunities for citizens to contribute
to societal and community outcomes
Efficient service models, including

Public sector
prevention models, reduce financial
waste and increase value for money Opportunities for volunteers to provide time
and skills where they are needed most
Creation of new markets and
employment, new investments positively
impact economy More effective corporate social
Private sector responsibility, aligned to KSA goals,
business and employees more connected
Reduced pressure on police system from to communities
improved domestic abuse and juvenile services
New markets for private service providers,

Effective early responses reduce pressure on and new employment opportunities
judicial system for domestic abuse and juveniles
57
Non-exhaustive list of benefits to different stakeholders
Future state social development: sector on a page
The social development sector enables a whole-of-government response to break down social barriers and issues, and achieve
systemic transformation.
A sector which seeks…. Protect Empower Promote civic engagement Ensure a safety net
Independence Fairness Civic responsibility Social cohesion

…to achieve these
outcomes….
Social participation Economic prosperity Resilience Inclusion
…and prevent/reduce Poverty Homelessness Unemployment Social marginalization Disability Social displacement
vulnerabilities such
as …. Youth offending Domestic violence Ageing Illness and disease Low education Lack of social cohesion
Non exhaustive
…based on a whole
of government….
…and whole of KSA

Private sector Non Profit / Third sector
response….
…structured around Social Protection Social Care NGO Sector* Social Responsibility
four key sector Financial support and Protection and empowerment of Development of the NGO sector to Enablement of individual and private
functions. empowerment vulnerable groups support whole-of-society goals sector contributions to society
*The NGO sector exists in multiple sectors and is not exclusive to the social development sector. The Saudi government has identified MHRSD as responsible for leadership, policy making and strategy and oversight of the NGO sector. 58
In taking on this role, MHRSD acts as steward and facilitator on behalf of government
The current mode of service delivery does not match the target state ambitions
Services are currently delivered, predominantly, by government. In the future, government will be the sector steward and establish and guide markets
to deliver services that achieve government’s goals.
Current State Target State
Limited forecasting of demand; likely significant unmet demand in Accurate understanding of need and demand enables government to
the sector currently make informed decisions about priorities and services to be provided
MHRSD is dominant role player and decision maker: limited Relevant Ministries and stakeholders agree sector priorities and
consultation or collaboration on sector priorities investment budgets
Service planning and delivery done in silos, leading to waste and Ministries collaborate to design and deliver integrated services,
duplication, and poor beneficiary experience achieving greater efficiencies and better beneficiary outcomes
Little to no markets of capable service providers; services primarily Diverse markets of capable service providers create competition and
delivered directly by government efficiencies in service delivery
Service delivery (and funding of services) based on inputs and Service delivery, and funding of services, based on outcomes
outputs achieved
Limited to no assessments or evaluations of services, efficiency and Continuous monitoring of performance and regular implementation
effectiveness of implementation or impact achieved and impact evaluations to guide future investments
Limited involvement of beneficiaries or citizens in planning and Beneficiaries and citizens are key part of service and program design
evaluating services and programs and evaluation
A social development sector that is DOMINATED BY GOVERNMENT A social development sector that USES SERVICE PROVIDERS TO DELIVER
DELIVERY OUTCOMES IN LINE WITH GOVERNMENT’S GOALS
59
The target state is an integrated, whole-of-society approach to services
A key part of MHRSD’s role as sector steward will be to encourage the design of integrated policy, regulation and services for each sub-sector, bringing
together all stakeholders in a way that improves the customer journey and outcomes and creates efficiency and cost savings for government.
Integrated, Social Persons with

Orphans Juveniles Families Family Violence Anti-Begging Older Persons
whole-of- Protection Disability
society
approach Policy Program design Service design Service delivery
to:
Woman and child
Example of an Hub staff perform needs Care and support package The relevant key worker
experiencing family violence
assessment, including: designed and relevant follows up with the
integrated present themselves
medical support, financial professionals deliver the beneficiary and once the
customer journey anywhere in the system and
desired outcomes have
are referred to Family support, therapeutic services at the Hub where
in the family support and counselling, possible (providing a “one been achieved, the
violence sub- Violence Hub facility. Her
shelter, law and order stop shop” approach) beneficiary exits the service
information is shared
sector: support
1919
Inter-sectoral hotline NGO sector NGO sector NGO sector
delivery:
Intersectoral entry points e.g. 1919 hotline, a MoI, MoJ, and Public Protector provide law and order services, MoH
hospital, a police station, then referred to ensures medical and health care, MoE may need to be involved if children’s Key worker is NGO-employed,
MHRSD-funded Family Violence Hub, schooling is disrupted, MoH may be involved for housing needs, MHRSD and funded by MHRSD
delivered by an NGO NGO sector provide financial support, therapeutic care and crisis shelter
Outcomes: Integrated model reduces Clearly defined service model Improved beneficiary experience Comprehensive support
duplication and waste across delivered by NGOs to required and outcomes as all needs package helps to
ministry services quality standards addressed holistically prevent reoccurance
60
The “commissioning approach” will enable achieving target state ambitions in
assigning and delivering social services
Many countries that were benchmarked through this strategy have adopted an approach called ‘Commissioning’ as the methodological basis for
planning, assigning and delivering social services. Commissioning services is leading practice among health and social systems internationally.
Key elements of a Commissioning approach
Understand population need for Prioritise population needs, and Identify and agree the volume, types
social development services, both make decisions about which will be and delivery partnerships for
now and into the future met by direct or contracted services services that will address the needs
Develop commercial strategy and Acquire these services from either Manage performance against
funding/financing approach and public, private or non-government desired outcomes, including regular
mechanisms organisations monitoring and evaluation
The commissioning approach applies whether services are delivered by government entities or by non-governmental organizations (non-profit or
private sector). This approach therefore supports a transitionary period where Saudi government increasingly transitions service delivery away from
direct delivery. However, even when services are delivered by external parties, government remains accountable for the outcomes it achieves for its
citizens.
Countries which use a

Commissioning approach to plan,
assign and deliver health and
social services
Source: Adapted from KPMG’s Unleashing Value Commissioning in the human services ecosystem accessed 61
https://assets.kpmg/content/dam/kpmg/xx/pdf/2017/09/commissioning-in-the-human-services-ecosystem.pdf in December 2019
The proposed SDS strategy further redesigns the social development system to
establish a more financially sustainable sector
Current State Target State
Government is the primary funding source for the social Government, private sector, and the NGO sector all contribute to
development sector and related services. funding of the sector and its related services.
Funding is based on services provided and outputs delivered, not Funding is based on outcomes achieved, ensuring value for money.
results and outcomes achieved.
Services do not empower individuals, instead they create Services empower and enable individuals to achieve independence
dependency . and self-reliance, and no longer dependent on support.
Services are out-dated, not based on global or local evidence of what Services are based on contemporary best-practice, eliminate waste,
works and delivered in silos. and use technology and integrated service delivery, driving down cost.
Services are predominantly high-cost crisis and response services. Increased prevention and early intervention services reduce demand
for more costly crisis and response services.
Non-government funding (NGOs, private donations) not targeted to Sector funding is targeted to areas of highest need and greatest
areas of highest need or impact. impact.
Government demand and funding for NGOs to deliver services is Government service markets are clear and predictable, enabling
sporadic and lacks transparency. improved NGO planning and financial sustainability.
NGOs largely rely on own fundraising efforts and have limited NGOs have financial management capabilities that help ensure
financial capabilities. sustainability.
A social development sector that is INEFFICIENT and A social development sector that is EFFICIENT and
UNDERFUNDED APPROPRIATELY FUNDED
62
Each element of an effective social development system provides an opportunity to
improve the financial sustainability of the sector
Advocacy and stakeholder Beneficiary-centered
Legislation and regulations Policy and delivery
engagement
• Raise public awareness to attract new • Streamline legislation and regulations to • Increase prevention and early • Design services from perspective of
investments and resources reduce red-tape in service delivery and intervention to reduce demand for high- beneficiaries to address barriers to
• Improve stakeholder collaboration to service provider regulations, increasing cost services access, reduces drop outs and other
Levers for social development sector strategy
enable integrated responses (policy, efficiency and reducing waste • Evaluate what works to eliminate waste waste in service delivery
regulation, service delivery) which is and low impact expenditures
more cost-effective and higher impact • Establish standardized unit pricing to
drives efficiency in service providers
Sector-wide service assignment Capability development

Market design Funding
and activation framework
• Identify unmet and total demand and • Transfer service delivery to cost-efficient • As the maturity of the social • Build sector capabilities to improve
direct government funds to prioritized NGOs development sector increases, introduce targeting of services, increase quality
areas of highest impact • Design markets that ensure economies more complex and sophisticated funding of service delivery and achieve greater
• Implement outcomes-based contracting of scale for providers (bundling of mechanisms, such as block funding, outcomes for beneficiaries, preventing
to achieve better value for money for services) place-based funding, personal budgets escalation of need and risk to crisis,
government, where investment is tied to • Create provider competition which as well as social impact bonds and social and reducing repeat demand for
results drives cost down further financing services
Workforce Technology Governance

The strategy incorporates
• Improve skills to increase impact of • Automate transactional and/or low • Establish a whole-of-government,
services, reducing waste and/or repeat integrated sector response to
these sustainability levers
impact activities to enable the
services workforce to focus on higher impact holistically address the root causes of into its design to ensure
• Establish interchangeable work roles activities poverty, vulnerability and disadvantage, financial sustainability as a
and transferrable skills to drive • Digitalize to drive better data collection, preventing crisis and high-cost services
efficiency sharing and analysis to help improve • Align service delivery and investment to key outcome for the sector
• Increase NGO capabilities to improve targeting, prevention and allocation of reduce duplication and waste
service consistency and quality resources 63
Financial sustainability will be achieved through efficient, high-impact services,
demand management, and enhanced targeting across the different functions
While the sector lacks data currently on the cost of services and other key metrics, the strategy will create a clear direction of travel for the following
key metrics.
Key measures of financial Planned direction of travel How the strategy will achieve this
sustainability 2021-2025 2025-2030
The cost of service delivery will decrease as more efficient contemporary models of care are introduced,
Cost of service delivery more services are delivered by NGOs, and integrated social protection systems are implemented. This
trend will continue over time as greater efficiencies, such as economies of scale, are achieved
The corresponding quality and range of services will increase, achieving better results for individuals
Quality and range of services and families which is a better investment of government funds. This trend will continue over time as
system mechanisms such as regulation and outcome-based funding drive a ‘race to the top’
Total demand for services will increase in the short term as unmet demand is identified and realized.
Total demand This will increase short term costs. In the longer demand, demand will decrease due to improved
targeting of social protection and increased prevention services in social care, reducing demand for
high-cost crisis response services
Number of prevention services New preventative services will be introduced in the short term, levelling off in the longer term, as the
Kingdom ensures an appropriately balanced portfolio of services across the continuum of care
Demand for high cost crisis response services will increase in the short term with identification of
Demand for crisis response services
unmet demand but will decrease in the long term as preventative services take impact
As service quality improves, and services achieve desired results, the demand for repeat services is
Demand for repeat services reduced, levelling off over time. Effective social protection and social care services empower
beneficiaries to a position of independence, resilience and self-reliance
The KPI section of the strategy describes the processes put in place by the strategy to develop new data and strengthen existing data to enable
effective measurement of the sector going forward. This will include data on costs, funding, and financial sustainability
64
Contents



65
Gaps and limitations in the current sectorial governance
Structures and representation Information and process
Limited inter-sectoral mechanisms to coordinate government’s efforts Limited data, information and research to enable effective decision
across the sector. With the exception of social protection, most making by leaders
governance structures are dominated by MHRSD and MHRSD+
Limited monitoring and evaluation capabilities to support evidence-
Current governance structures embed siloes creating duplication and led decision making
missing opportunities for integrated and systemic approaches to policy
and delivery on key issues Budget process is not clearly linked to the KPIs or outcomes
Limited ability to understand common root causes across social issues

and create preventative strategies to address and support vulnerability Weak communication across entities, including regional and central
and risk before escalation to crisis levels
No mechanisms to enable non-governmental organizations, including Prioritization and planning not based on a business case or
non-profit organizations and private organizations, to contribute to understanding of the social return on investment of key strategies and
dialogue on sector issues initiatives
Limited consultation with citizens prevents a citizen-centered Hierarchical approach that slows decision making and does not
approach to policy and delivery empower relevant bodies or put power closer to the front line
Weak governance that does not drive the achievement of government’s development goals and desired outcomes
66
Target State: Sectorial and Implementation Governance
Two forms of governance are required to develop the Social Development Sector. Sectorial governance arrangements are required to oversee sector
development and address major challenges. Sectorial governance will operate in perpetuity. Implementation governance will cover implementation of
the strategy.
CEDA
1.1 Social Development Advisory Committee (SDMC):
The SDMC is a whole-of-government committee
chaired by MHRSD, which will convene three times
a year, oversee the sector and resolve major
sectorial challenges Social Development Ministerial Implementation
2.2 Function/System Leadership Forum: function and Committee (SDMC) 1
Governance 4
system leadership forum, with cross-sectoral
regional representation, which is convened on a bi-
monthly basis to resolve function and system
specific challenges impacting the sector. Chaired
by MHRSD, membership includes strategic function
and system leaders based on scope and terms of
reference, including cross-sectorial leadership as
needed
3.3 Function/System Task Forces: task forces will be
Subsector Governance 5
convened for specific issues on a monthly basis. Function/System Leadership Forum
2 Philanthrop
4.4 Implementation Governance: link in with the Orphans NCNPS
y
sectorial governance where major sectorial issues Social Social
Social Care NGO sector
require resolution Protection Responsibility
Family Volunteerin
CSR
5.5 Subsectors Governance: covering subsectors such Counseling g
as: Orphans, Family Counseling, NCNPS, CSR,
Philanthropy, Volunteering, Juveniles and Anti- Anti-
Function/System Task Forces Juveniles
begging begging
Legislations/
Workforce Technology 3
Regulations
67
Contents



68
Achieving Objective 1: Initiatives, timeline and KPIs
Initiatives address interdependent gaps and weaknesses in the current system that require urgent redress to ensure that the efforts of various sub-
sectors are effective, achieve their desired outcomes and target state and have systemic impact.
2022-2030
2022-2024 STRENGTHEN 2025-2027 REFINE 2028-2030 REALIZE
174,500 Expenditure rate for social care services per beneficiary 178,072 TBC
1 Undertake regular population needs assessments and research
2 Establish effective legislation, responsive regulations and licensing
3 Build and implement an accelerator for new policy and service models
4 Establish sector-wide framework for assigning and activating services, including funding
5 Design the sector workforce assessment and strategy
6 Develop baseline data, privacy, protection and sharing guidelines
7 Establish governance mechanisms and Transformation Management Office to coordinate and manage complexity of sector reform
The seven initiatives for Objective 1 are large projects with internal phases and interim outputs that help to quickly address gaps in the system. The initiatives are
interdependent, and as result, they all start with immediate effect upon approval of the strategy to ensure that the sector’s ambition can be achieved by, and contribute to, the
Kingdom’s Vision 2030 goals. The start dates assume approval of the strategy in early 2022.
69
2022-2030
57% Growth rate in non-profit organizations 88% 92%

Percentage of workers in the non-profit
0.32% sector out of the total workforce
0.48% 1%
Compliance of non-profit sector organizations 80% 90%
80%
with effective governance standards
20% Qualification of workers in the non-profit sector 50% 90%
8 Map the NPO sector and model projections for growth and GDP contribution
9 Develop the Kingdom’s NPO Sector Strategy
10 Design a staged privatization and transfer strategy for social services
11 Establish the NGO capacity and capability building framework
NCNPS Entity Strategy (13 initiatives)
General Administration of Co-operative Associations Strategy (2 initiatives)
In addition to the initiatives planned above, it is likely that the NPO Sector Strategy and the NPO modelling and growth projections initiative will propose new initiatives to
achieve the intended goals of the NPO strategy and the 5% growth target for the NPO sector. The NCNPS Entity Strategy is a ‘rolling strategy’ i.e. there will be a strategy in place
for the NCNPS at all times, in order that government’s investment in the center is achieving government’s goals related to the NPO sector.
70
KEY: Additional, integrative initiatives at sector level Existing initiatives underway via sub-sector strategies
The roadmap for implementation of initiatives related to Objective 3 is outlined below. The initiatives outlined relate to integrated social responsibility
strategy and will establish the capabilities of the NCNPS to significantly grow volunteering and donations
2022-2030
Percentage of non-profit organizations'
0.47% contributions to GDP
0.58% 5%
51% Percentage of large companies that offer 75% >75%

social responsibility programs
409,123 Number of volunteers in the Kingdom 600,000 1,000,000
12 Establish intermediaries of demand and supply to increase participation in social responsibility
13 Establish oversight and governance for social responsibility
14 Improve targeting and impact of social responsibility and attract talent
Integrated Social Responsibility Strategy
The Integrated Social Responsibility Strategy is a ‘rolling strategy’ i.e. there will be a strategy in place for social responsibility at all times, in order that government’s goals related
to volunteering, donations and corporate social responsibility are being achieved. Therefore, while the above initiatives all start at the same time, it is likely that new initiatives
will be designed to follow on, embed and refine the outputs of these initiatives, as Saudi Arabia builds the maturity of its social development sector.
71
Achieving Objective 4: Initiatives, timeline and KPIs (1/2)
2022-2030
Percentage of the number of beneficiaries whose security 15% 30%
0 support decreases with the increase in their income
Percentage of subsidy recipients who are able to work who 30% >30%
23% have been enabled to dispense with subsidy
Percentage of eligible beneficiaries requesting social care services 100% 100%
95% that receive services
15 Develop sub-sector strategies for new sub-sectors and cohorts
16 Increase access to medical rehabilitation services and social reintegration support
17 Set up a housing support program for social security beneficiaries
18 Promote healthy aging and reduce demand side barriers to access of care and support services
19 Increase choice and personalized care and support for older persons using a human rights-based approach
20 Establish an effective front-line workforce to support families, with a focus on prevention and early intervention
21 Reform the regulations and procedures to reduce the number of abandoned children in KSA
22 Design and implement a child protection framework for non-Saudi children and individuals who are in the identification process
23 Secure safe and healthy out-of-wedlock childbirth and empower women after childbirth
72
Achieving Objective 4: Initiatives, timeline and KPIs (2/2)
2022-2030
24 Develop vocational training opportunities for people with disabilities to prepare them for the labor market
25 Develop a multi-disciplinary approach to assessing, planning and supporting children and families with special educational needs
26 Develop an inclusive education framework so that people with disabilities are included in mainstream education
Social Protection Framework and Strategy (8 initiatives)
Older Persons Strategy (3 initiatives)
National Family Strategy (5 initiatives)
Orphans Strategy (2 initiatives)
Juveniles Strategy (3 initiatives)
Persons with Disability Strategy (22 initiatives)
Anti-Begging Strategy (2 initiatives)
Family Protection Strategy (12 initiatives)
The various sub-sector strategies are ‘rolling strategies’ i.e. there will be a strategy in place for each sub-sector or cohort at all times, in order that government’s goals for these
groups are being achieved. Therefore, while the above initiatives all start at the same time, it is likely that new initiatives will be designed to follow on, embed and refine the
outputs of these initiatives, as Saudi Arabia builds the maturity of its social development sector.
73
The strategy will deliver an advanced social development system by 2030
KSA will be able to quickly adopt international best practice to ‘leapfrog’ some stages of the development process for the system enablers. The target
state for each enabler, including initiatives to deliver the target state and stakeholders involved in delivery is described in the following slides.
Under-Developed Basic Developing Advanced Leading Current maturity Target 2030
System enablers
Advocacy and stakeholder
engagement
Legislation and regulations
Policy and delivery
Sector-wide service assignment

and activation framework
Market design
Funding
Capability development
Workforce
Technology
Governance
Source: Consultation, document/data review, best practice research, KPMG analysis. Market design is 74
considered an element of the overall framework for assigning and activating services building block.
The strategy will also address the current data challenges and limitations in the sector
The strategy has developed KPIs based on best-available data while establishing a parallel process to improve sector data and measurement.
Continuous learning and adaptation is built into

Initiatives that will improve sector data
strategy implementation
Initiative 1 – Population needs assessment and research including data on unmet

demand, emerging need and opportunities for prevention Initiative 7 – Transformation Management
Office is responsible for continuously
improving strategy and sector measurement
Initiative 6 – Baseline data, privacy and sharing specifically establishes new data and
mechanisms for sharing data across sector stakeholders
Set data and reporting requirements for
initiatives
All initiatives in the strategy generate new data and/or strengthen current data. Key
examples include: Establish annual targets based on what’s
feasible
Initiative 3 – An accelerator approach to policy and service delivery design enables rapid
testing and feedback on what works
Refine targets based on emerging data
Initiative 4 – Sector-wide approach to assigning and activating services maps demand and
supply for various sub-sectors and establishes the common performance framework for service
providers to collect data on delivery and impact
Recommend better KPIs as necessary
Initiative 8 – Mapping the NPO sector will generate new data and address data gaps in current
measurement and understanding
Update reporting requirements as
necessary
All sub-sector initiatives contain efforts to improve availability of qualitative and quantitative
data and information
75
The sector strategy puts KSA on the pathway to achieving Vision 2030 targets; further
initiatives create the detailed roadmap to achieving the Vision 2030 targets
Initiative 8: Map the NPO sector and model

projections for growth and GDP contributions
Additional
Initiative 9: Develop the Kingdom’s first NPO Sector initiatives as
Strategy necessary to
achieve the Vision
Initiative 10: Design a staged privatization and transfer 2030 target and
strategy for social services enable a whole-of-
government
Initiative 11: Establish the NGO capacity and capability approach to
building framework growing the sector
13 initiatives in the NCNPS Entity Strategy
Vision 2030 MHRSD has been The sector strategy sets Initiative 12: Establish the intermediaries of demand
and supply to increase participation in social
establishes identified as the sector the strategic direction responsibility
Kingdom-wide steward for the NPO for these two functions,
targets for NPOs and sector and social and how the social Initiative 13: Establish oversight and governance
arrangements for social responsibility
social responsibility responsibility on behalf development sector will
that require a of government. These specifically contribute Initiative 14: Improve targeting and impact of social
whole-of- functions will be to the growth and responsibility and attract talent
government incubated as part of development of these
approach to achieve the scope of the social sub-sectors/functions Specific initiatives will provide the detailed roadmap for
development sector. and the Vision 2030 achieving the Vision 2030 targets, including detailed analysis on
goals the current state, forecasting and additional strategies and
initiatives to enable achievement of the targets
76
Sector-wise risks have been highlighted with proposed mitigations (1/2)
Each sub-sector strategy has its own risk management plan and governance arrangements to oversee and manage risk. At the sectoral level, the focus
will be on eight key risks.
Risks Possible Implications Mitigants

Dedicated Transformation Management Office to manage
Scale of change brings significant complexity and and coordinate the change across multiple sub-sectors;
Scale of change creates
multiple interdependencies among a large number of sector wide governance approach to enable
misalignment
stakeholders; risk of misalignment dependencies to be managed and alignment to be
achieved
Privatization creates hyperinflation, monopolies and Staged approach to privatization which tests readiness of
Privatization creates other market failures including reduced quality specific market segments. Active market design and
market failures services, disruption to services and/or harms already capability development of service provider markets to
vulnerable people enable competition and quality
Lack of data results in ineffective decision making and

Lack of data resulting in Significant investment in data generation, collection,
inability to measure progress, course-correct and/or
ineffective decision sharing and quality assurance to underpin the
understand what to take to scale and what’s not
making transformation effort
working/ needs to be stopped
Service redesign and sub-sector strategies include

Larger than expected Development of sub-sectors and improved data reveals
investment in prevention and early intervention that seek
levels of unmet larger than expected levels of unmet demand and
to reduce longer term demand for costly response
demand raises costs and scale of delivery
services
77
Sector-wise risks have been highlighted with proposed mitigations (2/2)
Each sub-sector strategy has its own risk management plan and governance arrangements to oversee and manage risk. At the sectoral level, the focus
will be on eight key risks.
Risks Possible Implications Mitigants
Lack of resources for strategy execution putting Setting specific milestones including expected impact and
Insufficient resources
targeted achievement at risk, and leading to time budget while considering a safety buffer when detailing
to implement
delays the execution plan
Reiteration with Vision Realization Programs leading to

Nominate responsible person within MHRSD+ to drive
Lack of VRP alignment possible delays in budgetary approval, and time delays
process and coordinate with VRPs upfront
putting targeted achievements at risk
Lack of clarity on role and responsibilities in the

Delivering a governance plan that includes roles and
interaction model leading to a slow decision making
Weak governance responsibilities in an interaction model, and align with
process, double reporting, conflicting
VRPs on coordination mechanism
priorities/demands and/or other time delays
Assess skills and capabilities required for each initiative

Lack of relevant skills, capabilities or capacity for
Lack of skills to upfront, then leverage internal and external channels to
effective initiative execution leading to time delays and
execute find the right capabilities. Leverage the expertise in other
putting targeted achievements at risk
sectors that have achieved significant transformation
78
‫‪Required SMC Support‬‬
‫جميع الحقق محفوظة لـ وزارة املوارد البشرية والتنمية االجنماعية © ‪2020‬‬

Funding sources for the social development sector and strategy
There are several funding sources which contribute to the sector and strategy, and the majority of the 96 initiatives that create the sector transformation
are already funded and underway.
Total budget request for the sector strategy:

Various funding sources are being established The majority of current initiatives are already
and leveraged to support the sector: funded from a number of sources:
72 initiatives already funded from
sub-sector strategies
Ministry/ Total budget allocated for sub-sector strategies and
NGO sector
Zakat agency
resources related initiatives is 1.3bn SAR*
budgets
Corporate Private Vision

social resources (e.g. Realisation 16 initiatives from sector strategy
responsibility volunteering) Programs already funded
Sub-sector
Donations and Government
strategy
philanthropy funding
mechanisms
Funding request for remaining 10 initiatives in the
social development sector strategy:
Sector strategy budget required: ~

600mn SAR
80
* Does not include budget for Social Protection Strategy, NCNPS Entity Strategy, National Family Strategy, or National Strategy for People with Disabilities – budget information not available and/or costing still underway
We would like to get the Strategy
Management Committee’s endorsement of
the below asks
Key asks
Approval of the Social Development Sector Strategy, its

implementation plan, governance and budget
Strategy Operating Budget ~ SAR 1.2 bn
Approval of the establishment of the strategy transformation

office to execute the strategy
Strategy Execution Unit Budget ~ SAR 100mn

41
‫جميع الحقق محفوظة لـ وزارة املوارد البشرية والتنمية االجنماعية © ‪2020‬‬

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Social Development Sector Strategy for the

Kingdom of Saudi Arabia

01 Social Development Sector Presentation 2030

Nov Jan Mar May Jan Feb

Understanding social development

Understanding the current state

Social Development Sector Strategy

Understanding social development

Understanding the current state

Social Development Sector Strategy

What social development does What social development seeks to achieve

Promote civic Civic responsibility

Empower all people to be

Understanding social development

Understanding the current state

Social Development Sector Strategy

Where we are now Where we want to be

Shared sector vision

Sector strategies The Social Development Sector Strategy

The NGO Strategy will be developed in 2022, and will be

Understanding social development

Understanding the current state

Social Development Sector Strategy

Design parameters Process Inputs and alignment

Consultation Benchmarking method Limitations

Vision 2030 Government strategy Ambition

1. Strengthen Islamic and national identity Target maturity

The strategy has undergone extensive consultation, stakeholder engagement and

May 2020- December

E.g. Benchmarking goals

Over 100 research and strategy documents analyzed

External Advisory Panel Nick Allaway Illustrative, not exhaustive

… the strategy has undergone an extensive cross-sectoral consultation, which has

Vision Realization Programs Modes of consultation with stakeholders

Headquarters Visits to all 13 regions

1 Contemporary reform 2 Cultural context 3 Evidence based 4 Emerging/ evolving

Data availability in the sector is a significant limitation

General challenges with social development Social development

Stakeholder perspectives Maturity analysis

Challenges in benchmarking against global social indices

Irrelevance of indicators in Saudi context

Low SDG ranking for KSA

Understanding social development

Understanding the current state

Social Development Sector Strategy

• No common or universal definition

• Developed countries emphasize

Functions used to organize

Core functions of social development Enabling functions of social development

Social Protection Social Care NGO sector Social Responsibility

Social Protection Social Care NGO Sector Social Responsibility

Social Protection Social Care NGO Sector Social Responsibility

Social Protection Social Care NGO Sector Social Responsibility

Social Protection Social Care NGO Sector Social Responsibility

Other elements of social

Social Protection Social Care NGO Sector Social Responsibility

Social Protection Social Care NGO Sector Social Responsibility

People who may be vulnerable Target cohorts are established by government

Understanding social development

Understanding the current state

Social Development Sector Strategy

Individual level Community level Societal level

Family People with