Strategic Plan 2026–2030 · The authority’s vision

A leading region in sustainable development and quality of life — attractive to investors and digitally enabled.

Our missionWe plan the development of the Al-Waha region and deliver its major projects efficiently and transparently, in partnership with government, the private sector and the community, in service of Saudi Vision 2030.

Strategy map KPI register

2026 plan attainment: ⁦91%⁩
Objectives on track: 3 / 12
KPIs on track: 14
Projects in initiatives: 33 / 36
Investment on objectives: SAR 4.9B

Our values

Transparency & accountability
Excellence in delivery
Innovation
Partnership & integration
Beneficiary first

Plan horizon2027 plan in preparation

2026We are here
2027
2028
2029
2030

Strategic pillars & objectives

Four pillars and 12 objectives — each with an owner, a weight inside its pillar and attainment against the 2026 target. Select an objective for its detail.

Pillar ⁦1⁩

Sustainable Regional Development

Integrated infrastructure, sustainable resources and an urban landscape that lifts quality of life.

Pillar attainment

⁦90%⁩

SO-1.1·Weight ⁦40%⁩
Build integrated infrastructure connecting the region’s cities and governorates
⁦74%⁩
Eng. Turki A. Al-AnaziTarget ⁦85%⁩
SO-1.2·Weight ⁦30%⁩
Raise energy and water efficiency and cut emissions
⁦69%⁩
Eng. Bandar M. Al-ShammariTarget ⁦80%⁩
SO-1.3·Weight ⁦30%⁩
Improve quality of life and the urban landscape
⁦77%⁩
Eng. Abdulrahman S. Al-HarbiTarget ⁦80%⁩

Pillar ⁦2⁩

A Diverse, Investment-Ready Economy

Attract quality investment, enable the private sector and ease doing business.

Pillar attainment

⁦90%⁩

SO-2.1·Weight ⁦40%⁩
Attract quality investment to the region
⁦76%⁩
Yousef A. Al-OmariTarget ⁦85%⁩
SO-2.2·Weight ⁦35%⁩
Enable public–private partnership
⁦70%⁩
Yousef A. Al-OmariTarget ⁦80%⁩
SO-2.3·Weight ⁦25%⁩
Ease doing business and speed up licensing
⁦79%⁩
Dr. Mohammed I. Al-SubaieTarget ⁦85%⁩

Pillar ⁦3⁩

Outstanding Digital Government Services

Unified digital services, secure technology foundations and data-driven decisions.

Pillar attainment

⁦89%⁩

SO-3.1·Weight ⁦40%⁩
Deliver unified, beneficiary-centred digital services
⁦72%⁩
Eng. Majed S. Al-RasheedTarget ⁦85%⁩
SO-3.2·Weight ⁦35%⁩
Build secure, reliable, cloud-first technology
⁦88%⁩
Eng. Nayef H. Al-BuqamiTarget ⁦90%⁩
SO-3.3·Weight ⁦25%⁩
Make the most of data and AI
⁦66%⁩
Eng. Majed S. Al-RasheedTarget ⁦80%⁩

Pillar ⁦4⁩

Institutional Excellence & Effective Governance

Sound project governance, efficient spending and empowered people.

Pillar attainment

⁦94%⁩

SO-4.1·Weight ⁦40%⁩
Embed project governance and performance management
⁦85%⁩
Dr. Amal F. Al-SudairiTarget ⁦90%⁩
SO-4.2·Weight ⁦30%⁩
Spend efficiently and grow own revenues
⁦83%⁩
Sarah A. Al-QarniTarget ⁦90%⁩
SO-4.3·Weight ⁦30%⁩
Develop human capital and organisational culture
⁦82%⁩
Abdulmajeed R. Al-DosariTarget ⁦85%⁩

Where to look

The objectives furthest from target, largest gap first.

1
Make the most of data and AI
Off track⁦66%⁩ / ⁦80%⁩1 KPI off track
⁦14⁩ points below targetTrace on the map
2
Deliver unified, beneficiary-centred digital services
Off track⁦72%⁩ / ⁦85%⁩1 KPI off track
⁦13⁩ points below targetTrace on the map
3
Build integrated infrastructure connecting the region’s cities and governorates
At risk⁦74%⁩ / ⁦85%⁩1 KPI off track
⁦11⁩ points below targetTrace on the map
4
Raise energy and water efficiency and cut emissions
At risk⁦69%⁩ / ⁦80%⁩1 KPI off track
⁦11⁩ points below targetTrace on the map

AI insight

Two off-track objectives are dragging the digital pillar down

Unified digital services sits at ⁦72%⁩ against ⁦85%⁩, and data & AI at ⁦66%⁩ against ⁦80%⁩. The common cause is the late unified services platform and a shortage of data engineers — both feed the beneficiary-satisfaction KPI, flat at ⁦74%⁩ since August.

Confidence⁦84%⁩

One strategy, four readings

The same objectives and the same figures, in the framework the authority reports in.

Beneficiaries & community

What impact do residents and investors feel?

4 objectives

SO-1.3
Improve quality of life and the urban landscape
⁦77%⁩/ ⁦80%⁩
SO-2.1
Attract quality investment to the region
⁦76%⁩/ ⁦85%⁩
SO-2.3
Ease doing business and speed up licensing
⁦79%⁩/ ⁦85%⁩
SO-3.1
Deliver unified, beneficiary-centred digital services
⁦72%⁩/ ⁦85%⁩

Financial stewardship

How do we fund the impact and spend well?

2 objectives

SO-2.2
Enable public–private partnership
⁦70%⁩/ ⁦80%⁩
SO-4.2
Spend efficiently and grow own revenues
⁦83%⁩/ ⁦90%⁩

Internal processes

Which processes must we excel at?

3 objectives

SO-1.1
Build integrated infrastructure connecting the region’s cities and governorates
⁦74%⁩/ ⁦85%⁩
SO-1.2
Raise energy and water efficiency and cut emissions
⁦69%⁩/ ⁦80%⁩
SO-3.2
Build secure, reliable, cloud-first technology
⁦88%⁩/ ⁦90%⁩

Learning & growth

Which capabilities, data and culture do we need?

3 objectives

SO-3.3
Make the most of data and AI
⁦66%⁩/ ⁦80%⁩
SO-4.1
Embed project governance and performance management
⁦85%⁩/ ⁦90%⁩
SO-4.3
Develop human capital and organisational culture
⁦82%⁩/ ⁦85%⁩

The full strategy cascade

From the vision down to the project: pillar → objective → KPI → portfolio → programme → initiative → project. Search, or open any level to see what sits beneath it.

A leading region in sustainable development and quality of life — attractive to investors and digitally enabled.
Sustainable Regional Development⁦90%⁩
A Diverse, Investment-Ready Economy⁦90%⁩
Outstanding Digital Government Services⁦89%⁩
Deliver unified, beneficiary-centred digital servicesSO-3.1⁦72%⁩
Beneficiary satisfaction with digital servicesK-3.1.1⁦74%⁩
Services fully available onlineK-3.1.2⁦69%⁩
Shift from walk-in to digital channelsK-3.1.3⁦58%⁩
Build secure, reliable, cloud-first technologySO-3.2⁦88%⁩
Make the most of data and AISO-3.3⁦66%⁩
Institutional Excellence & Effective Governance⁦94%⁩