Saudi Arabia’s public sector is undergoing a structural shift in how performance is measured, and accountability is enforced. Under Vision 2030, the focus has moved beyond traditional outputs toward service quality, citizen satisfaction, and institutional maturity. This change is being formalized through the introduction of country wide measurement frameworks that are reshaping how government and semi-government entities operate.

Two entities are at the forefront of this shift:

• ADAA (General Authority for Performance Monitoring of Government Entities)
• DGA (Digital Government Authority)

Each has developed its own measurement model. ADAA is focused on performance metrics related to customer and citizen experience, including service effort, satisfaction, and operational efficiency. DGA, more recent in formation, is institutionalizing digital service quality through a structured maturity model and experience evaluation criteria.

Both are transitioning from advisory roles to enforcement mechanisms. Their frameworks are no longer optional references; they are becoming embedded in how organizations are expected to plan, deliver, and report on public services.

However, implementation is not without friction. Many entities are unclear on what is mandatory versus flexible. There is confusion around frequency, depth of data required, and how internal systems should evolve to produce the needed outputs. This is creating both pressure and opportunity.

As these frameworks become standard, organizations that can integrate them meaningfully, not just for compliance, but for continuous improvement, will be better positioned to deliver public value, gain trust, and align with the Kingdom’s long-term goals.

Inside the Frameworks: ADAA and DGA in Practice

Saudi Arabia’s shift toward citizen-centered governance is being driven, in part, by two evolving regulatory frameworks: one by ADAA and another by the Digital Government Authority (DGA). Both frameworks are setting national expectations for how government and semi-government entities measure, report, and improve customer and digital experiences. Yet, despite growing enforcement, many organizations still face uncertainty around the technical and operational implications of compliance.

Understanding the ADAA Framework: Measuring Experience at the National Level

ADAA (the National Center for Performance Measurement) was one of the earliest entities to introduce a formal framework for measuring customer experience in Saudi Arabia’s public sector. Its goal is to standardize how ministries, municipalities, regulators, and service providers track and report performance from the customer’s point of view. This includes both government institutions and utility companies that interact directly with citizens and residents.

At the heart of ADAA’s framework is a set of core customer experience metrics. These include customer satisfaction, customer effort, response times, and service quality: focused on assessing how easy it is for people to get what they need from government services. These metrics are expected to be reported on a quarterly and yearly basis, forming the foundation for national performance dashboards and institutional evaluations.

One of the more technical aspects of the ADAA model is Manhajiyyat Al-Qiyas, or the measurement methodology that governs how data is to be collected, validated, and interpreted. This document provides guidance on everything from sampling techniques to calculation rules. However, in practice, many teams across entities find this guidance difficult to translate into implementation. For example, while institutions are told to measure customer effort, they are often unclear about what scale to use, how large the sample must be, or whether certain questions are mandatory or flexible.

Another common challenge lies in the lack of clarity around enforcement boundaries. Organizations ask whether all channels need to be measured equally, or whether digital interactions are treated differently from in-person visits. There is also limited support on how to build internal systems for reporting resulting in a reliance on manual methods or inconsistent interpretations.

Although ADAA provides training to support adoption, it is widely acknowledged within the public sector that there remains a gap between the framework’s design and its operationalization. Many institutions are still unsure whether they are fully aligned with expectations, or how their scores compare to peers.

The implication is clear: without robust internal processes for tracking, interpreting, and acting on ADAA metrics, organizations risk reducing the framework to a compliance checkbox. Instead, it should function as a feedback engine, giving decision-makers timely insight into where services are falling short and where change is most needed.

Understanding the DGA Framework: Elevating Digital Experience Maturity

While ADAA focuses on service experience in general, the Digital Government Authority (DGA) provides a more specific framework for digital service delivery. It assesses not just the availability of e-services, but the quality, maturity, and integration of digital experiences across platforms.

The DGA framework is relatively new, but it is already gaining significant attention, especially from government institutions that are under pressure to scale up their digital offerings in line with Vision 2030. The framework includes both a maturity model and a set of experience quality indicators. It evaluates dimensions such as ease of use, accessibility, responsiveness, system integration, and personalization.

One of the unique aspects of DGA’s approach is that it asks institutions to not only measure current performance but also assess their organizational and technical readiness to deliver better digital experiences. This includes factors like whether services are interoperable, whether feedback is integrated into product development, and how well data is used to improve the customer journey.

However, as with ADAA, organizations often struggle with the practical side of the framework. Many institutions do not have the tools or internal knowledge to conduct maturity assessments. Even when they do, there is often confusion around scoring, what qualifies as a high maturity level? Are services benchmarked against others in the sector? And how often should reassessments take place?

In addition, the DGA framework requires cross-functional coordination that does not always exist in government structures. IT departments may focus on back-end systems, while customer experience teams focus on frontend usability, but the framework expects alignment between the two. Without this integration, the framework risks being implemented in silos, limiting its impact.

Still, for institutions willing to invest in proper implementation, the DGA framework can serve as a strategic roadmap. It provides more than just a snapshot of digital readiness; it encourages continuous improvement through structured diagnostics, helping institutions move from transactional digital services to truly citizen-centered platforms.

A Shift from Reporting to Strategic Management

Both ADAA and DGA are moving the public sector toward a more transparent, performance-driven culture. However, their value does not lie in reporting alone. When correctly implemented, these frameworks offer a path to build internal capability, elevate service design, and create a culture of continuous measurement.

For institutions in Saudi Arabia, the key is to move from compliance to comprehension. This means:

• Understanding not just what is being measured, but why.
• Establishing internal feedback loops that turn measurement into action.
• Building analytical and CX capabilities that go beyond the requirements of regulators.

By doing so, organizations can avoid the trap of shallow implementation and instead use ADAA and DGA as tools for transformation aligned with Vision 2030 and anchored in real public value.

Moving Beyond Compliance: Using ADAA and DGA as Strategic Levers

For many public sector entities in Saudi Arabia, meeting the expectations of ADAA and DGA can feel like a destination in itself. But these frameworks are not designed to reward minimal effort. Their value lies in how institutions interpret, adapt, and extend them to drive systemic improvement across service delivery and citizen outcomes.

Government leaders who treat these frameworks as a foundation rather than a final step are better positioned to deliver long-term impact. This requires a shift in mindset from performance reporting to performance management.

Turning KPIs into Operational Insight

The ADAA framework introduces metrics such as Customer Effort Score, satisfaction, and service responsiveness. These may seem like reporting obligations on paper. But they can become valuable tools for identifying pain points, inconsistencies, and gaps in the customer journey if they are properly analyzed.

A low Customer Effort Score, for example, could point to more than just a process inefficiency. It may reveal a lack of role clarity across teams, weak system integration, or unclear communication that leaves citizens uncertain about next steps. If organizations stop at reporting the number without investigating the underlying causes, they miss the opportunity to learn and improve.

High-performing institutions incorporate these metrics into regular performance reviews, align them with service journeys, and develop feedback mechanisms that support faster and more targeted decision-making.

Internal Alignment Over External Measurement

Another reason reporting alone is insufficient is that the ADAA and DGA frameworks assume internal alignment. They do not create it. Many public entities still operate with separate teams for customer experience, technology, and service delivery, often without a shared understanding of goals or accountability.

To use the frameworks effectively, organizations must align internally around key definitions and priorities. For example:

• Do departments agree on which customer segments are most important?
• Are there consistent definitions of success that go beyond meeting required scores?
• Are service teams enabled to act on insights from data? That is, do they have the right internal governance in place to ensure teams are ideating and developing joint action plans, bringing all perspectives into one room?

Furthermore, there is often a lack of empowerment for customer experience teams, who are positioned primarily as reporting functions rather than strategic partners. This limits their ability to work with other departments in embedding customer insights into service, product, and channel design and continuous improvement.

One common failure is reporting performance externally without embedding learning internally. In such cases, measurement becomes an administrative task rather than a source of organizational insight. In contrast, agencies that review customer experience and digital metrics together across departments are more agile and responsive to change.

Designing Around Both Frameworks Without Redundancy

ADAA and DGA target different dimensions of public service: general service experience and digital maturity. As a result, many institutions manage them as two unrelated programs. This often creates confusion, duplication, and misaligned priorities.

A more effective approach is to build a unified framework for measurement and response. This includes:

• Defining core experience principles that serve both frameworks.
• Creating data structures that connect service performance metrics with digital indicators.
• Driving a single strategy for experience management that aligns with both sets of requirements.

This approach allows institutions to manage performance across the customer journey, whether it occurs in person, online, or through a mobile device. It avoids redundancy and focuses on integrated outcomes.

From Reporting to Organizational Learning

Institutions that lead on experience management do not see the frameworks as reporting requirements. They treat them as opportunities to embed continuous learning into their operations.

This means:

• Training frontline staff to interpret and respond to customer feedback.
• Equipping middle managers with analytical tools to explore root causes.
• Embedding experience quality into operational reviews and executive planning.

In this environment, measurement becomes more than a compliance function. It becomes part of the organization’s culture and an enabler of better services, smarter decision-making, and stronger trust with citizens.

Challenges and Misconceptions: Why Institutions Struggle with Implementation

Despite increasing familiarity with ADAA and DGA frameworks across the public sector, many entities in Saudi Arabia still face barriers when translating these models into practice. These challenges are often not due to lack of effort but rather stem from structural misconceptions and operational limitations.

A deeper understanding of where institutions struggle can help government leaders and teams apply the frameworks more effectively and with greater long-term value.

Uncertainty About What Is Mandatory vs Flexible

One of the most common challenges institutions face is a lack of clarity on how rigidly to apply the guidelines. While both ADAA and DGA provide structured models, not all elements are explicitly mandatory. Yet in practice, most teams treat every component as fixed and non-negotiable.

This leads to implementation that is either too rigid, where teams follow frameworks mechanically without adapting them to the service context, or too loose, where key requirements are misinterpreted or missed entirely.

The ADAA methodology, for example, includes design standards and measurement formats that are expected to be followed across sectors. However, there are components where agencies can adapt based on their customer base, service complexity, and maturity level. Without clear guidance on which parts allow for adaptation, most teams default to a cautious interpretation that limits innovation and responsiveness.

Overemphasis on Reporting Instead of Problem Solving

There is also a tendency to focus heavily on preparing and submitting reports, while less emphasis is placed on what the data reveals. ADAA requires quarterly and annual reporting, while DGA often involves digital maturity assessments. These outputs are useful, but their value comes only when institutions use them to identify causes, prioritize actions, and track improvements over time.

Without a structured process for turning reports into insights, many organizations fall into a cycle of compliance reporting that does not lead to meaningful change. Teams submit scores but are unable to explain why scores improved or declined, or how those trends reflect real shifts in citizen experience.

To overcome this, organizations need to build review and decision-making routines that connect data reporting to operational strategy.

Fragmentation Across Internal Stakeholders

Effective use of the frameworks depends on coordination between departments. In many entities, digital strategy is owned by IT, customer experience is owned by a service division, and reporting is handled by strategy or quality teams. These groups often work toward different goals, using separate datasets and tools.

As a result, even well-intended efforts can be duplicated or misaligned. For example, IT teams may invest in new digital features to meet DGA’s maturity criteria without aligning those efforts with pain points identified in ADAA’s customer feedback loops. Or CX teams may focus on improving satisfaction scores without considering how back-end system changes affect digital usability.

To avoid this, successful institutions establish cross-functional teams that bring together digital, experience, operations, and data leadership to interpret frameworks jointly and design coordinated responses.

Lack of Supporting Infrastructure and Capability

Another core challenge is capability. While both ADAA and DGA offer training and documentation, many teams still find the frameworks difficult to apply. This is not due to lack of willingness but because experience management requires specialized skills that are still developing across the public sector.

In particular, organizations need expertise in:

• Customer research and journey mapping
• Quantitative and qualitative data analysis
• Service design and performance interpretation
• Linking measurement outcomes to operational decision-making

Without internal or partner support in these areas, teams often default to completing what they understand and skipping what they do not, leading to partial or inconsistent application.

Misalignment Between Framework Language and Institutional Vocabulary

Finally, a subtle but important challenge is the language mismatch. ADAA and DGA use terminology that reflects international best practice in customer experience, digital strategy, and service maturity. But this language is not always intuitive for internal teams.

For example, terms like Customer Effort Score, friction points, or proactive service may not have clear equivalents in Arabic or in an agency’s internal performance system. If teams do not develop a shared understanding of these concepts, they risk applying the frameworks in name only without embedding their principles in how work is planned or evaluated.

Institutions that address this proactively through internal translations, examples, and contextualization are more likely to gain adoption across levels of the organization.

The Strategic Role of Experience Measurement in Vision 2030

Saudi Arabia’s Vision 2030 is built around a clear premise: transforming the relationship between government and citizen by elevating the quality of life, enhancing government effectiveness, and creating a thriving society. Experience measurement plays a foundational role in this transformation. It provides institutions with a mechanism to evaluate how well they are delivering on the Vision’s promise of citizen-centricity.

ADAA and DGA frameworks are not side initiatives. They are implementation tools that translate Vision 2030’s priorities into measurable practice across public services. Institutions that treat them as strategic assets, rather than compliance requirements, are better positioned to demonstrate alignment with national goals.

Experience Measurement Enables Proactive Government

At the core of Vision 2030 is a shift from reactive service delivery to proactive engagement. This means designing services that anticipate needs, reduce burden, and provide seamless access across touchpoints.

Experience measurement, as structured by ADAA and DGA, enables this shift. Metrics like customer satisfaction and effort are early indicators of service performance. If measured consistently, they help institutions respond before issues escalate, redesign before complaints increase, and reallocate resources based on user feedback rather than assumptions.

This proactive approach is especially important as citizens increasingly compare public services to the convenience of private sector experiences.

Transparency and Accountability Are Integral to Trust

Both ADAA and DGA frameworks promote transparency by introducing consistent, comparable metrics across institutions. This supports the Vision’s call for accountable governance.

When citizens see that government entities are tracking performance, publishing results, and acting on feedback, it reinforces trust. Internally, it fosters a culture of evidence-based decision-making. Measurement systems offer clarity not only on what is working, but why it is working or why not.

By linking experience metrics to operational action, institutions show that citizen voices are reflected in decisions and that government is serious about continuous improvement.

National Benchmarks Create a Shared Standard for Improvement

One of ADAA’s most important contributions is the establishment of national-level benchmarks. These allow institutions to compare their performance not only against internal targets but against sector-wide norms. This encourages learning between peers, creates healthy pressure to improve, and provides leadership with a clear view of how their entity contributes to overall government performance.

DGA’s maturity assessments serve a similar function for digital transformation. By identifying gaps in digital service delivery and integration, they guide investment toward areas that offer the most improvement for citizens and users.

Together, the frameworks help the ecosystem evolve in a coordinated and efficient way. They bring structure to the complexity of public service transformation.

Beyond Scores: Supporting the Broader Human Value Agenda

While scores and assessments are important, their ultimate value lies in what they enable. Both frameworks contribute to Vision 2030’s broader human value agenda by:

• Reducing inefficiencies that frustrate users and waste public resources
• Enabling greater equity by identifying which citizen segments experience higher effort or lower satisfaction
• Improving accessibility, particularly in digital channels where barriers can remain invisible unless measured
• Enhancing the accessibility of government services by encouraging the shift to digital platforms
• Reducing the cost of serving citizens through increased adoption of e government services and decreased reliance on physical service centers
• Lowering complaint volumes and easing the load on human operated customer care centers, which are often cost intensive

By institutionalizing experience measurement, Saudi Arabia is reinforcing a model of public service that is not only more effective but also more human and fiscally responsible.

Recommendations for Institutions Looking to Operationalize the Frameworks

Implementing ADAA and DGA frameworks effectively requires more than adopting a checklist or submitting regular reports. Success comes when institutions translate these standards into internal routines, capabilities, and governance models that make experience measurement a continuous, insight-driven process.

Below are five practical recommendations to help institutions integrate the frameworks in a way that is both compliant and value-generating.

1. Clarify Ownership and Roles from the Start

One of the most effective first steps is to define who owns each part of the implementation process. This is not just a matter of assigning a lead department but also about coordinating across all key functions. Customer experience, digital, strategy, quality, data, service, product, and channel owners all play an essential role in delivering on the framework’s requirements.

Establishing strong governance is critical. This includes forming cross functional working groups to drive implementation and, most importantly, a senior leadership committee to sponsor and oversee the effort. Senior sponsorship ensures that experience measurement is not treated as a compliance task, but as a strategic priority embedded into the organization’s operating model.

Without clear coordination and executive backing, different teams may interpret the framework inconsistently, which can dilute its intended impact and limit the ability to drive meaningful improvements.

2. Align Internal KPIs with ADAA and DGA Metrics

Rather than duplicating measurement efforts, institutions should look to harmonize their internal performance indicators with those set by the regulators. For example, if ADAA requires tracking Customer Effort Score and satisfaction levels across specific channels, these same metrics should be reflected in internal dashboards, service-level agreements, and management routines.

This alignment ensures consistency in interpretation, reduces reporting fatigue, and reinforces the message that external and internal accountability are part of the same system.

3. Use Measurement as an Input to Service Redesign, Not Just Reporting

Institutions that derive value from these frameworks do more than meet submission deadlines. They treat the data as a strategic input.

For example, if a particular touchpoint scores high in effort but low in satisfaction, that signals a need to investigate operational pain points, whether in staff response times, digital functionality, or communication clarity. These signals should feed directly into service design sessions and action planning, ideally through structured review forums.

Embedding customer feedback into change cycles not only helps address performance issues but builds internal confidence that measurement is worth the investment.

4. Differentiate Between What Is Mandatory and What Is Adaptable

Both ADAA and DGA include components that are required, and others that can be tailored. Institutions need to study these distinctions carefully and document how they apply the flexible elements.

For instance, while ADAA prescribes common KPIs and formats for reporting, there is often room to adapt survey frequency, sample composition, or the operational processes tied to insights. Similarly, DGA’s maturity framework defines key pillars, but how an institution progresses across those pillars can vary depending on their service model.

Treating the entire framework as rigid can lead to implementation that is disconnected from operational realities. On the other hand, excessive adaptation risks non-compliance. Institutions that succeed are those that map the framework against their structure and document how they’ve made it fit, without losing the core intent.

5. Invest in Capability Building Beyond Basic Training

While many institutions have received initial training on ADAA and DGA frameworks, deeper capability is often still needed in data interpretation, CX strategy, service design, and internal communication of insights.

Rather than focusing solely on tool use, institutions should prioritize:

• Interpreting experience data in relation to service performance
• Facilitating collaborative reviews with internal stakeholders
• Designing and testing interventions based on feedback
• Communicating results and actions taken back to employees and citizens

Building this kind of maturity does not require a large team but does require dedicated time, a clear mandate, and strong internal champions.

Positioning for the Future: From Compliance to Leadership in Experience Management

As government transformation accelerates in Saudi Arabia, institutions face a choice. They can treat experience measurement as a reporting obligation or use it as a lever to lead within their sector. Those who adopt the latter mindset stand to gain more than improved scores. They position themselves as contributors to national impact, builders of trust, and designers of better public value.

This is especially relevant now. ADAA and DGA are no longer operating in isolation. Their frameworks are shaping procurement, digital development, human capital planning, and service strategy. Experience measurement has become a visible marker of organizational maturity.

Moving Beyond Baseline Reporting

Complying with a reporting requirement is no longer enough. Regulators and citizens alike are looking for evidence of response. Leaders in experience management will be those who can show not only what the data says, but how they acted on it.

That means building feedback-to-action cycles into service planning. It means documenting interventions, monitoring their outcomes, and making continuous adjustments based on what customers say. Institutions that do this gain credibility and internal confidence. They stop treating insights as outputs and start treating them as decision inputs.

Demonstrating Leadership in the Ecosystem

Institutions that implement the frameworks effectively can go further by mentoring peers, sharing lessons, and shaping emerging practices. When a government body transparently shares how it has improved customer effort or digital accessibility, it contributes to a collective learning process across the public sector.

Leadership also includes engaging with regulators constructively. Providing feedback on what works, where additional guidance is needed, or what adjustments would improve implementation helps evolve the frameworks. This kind of engagement shows that an institution is not only participating in the transformation but helping lead it.

Tying Experience to Broader Strategic Outcomes

Ultimately, the value of ADAA and DGA frameworks lies in their ability to link service experience to strategic outcomes. When an institution improves customer satisfaction, it often also reduces complaint volumes, increases uptake of digital channels, or improves employee morale. These are not just operational wins. They reflect a more effective public service system, one that supports economic participation, enhances national reputation, and delivers on Vision 2030.

Leaders in experience management recognize this connection and make it visible. They integrate experience metrics into strategy reviews, annual reporting, and performance dialogues with leadership.

Becoming a Model for Human-Centered Public Service

Experience measurement is not only a technical requirement. It reflects values. Institutions that lead in this space demonstrate that they are listening, that they care about outcomes for citizens, and that they are willing to evolve.

In doing so, they help build a public sector that is not only efficient but human. That is the kind of leadership Vision 2030 calls for. And that is the opportunity ahead for every government and semi-government entity in the Kingdom.

Methodology: How Experience Measurement Works in Practice

Saudi Arabia has established a structured approach to measuring citizen and user experience across government services. This approach is implemented through the frameworks of the National Center for Performance Measurement (ADAA) and the Digital Government Authority (DGA). These frameworks are designed to be systematic, data-driven, and aligned with international best practices, while also being tailored to the specific context of the Kingdom.

ADAA’s Beneficiary Experience Framework

ADAA’s methodology is built around a multi-tiered system that captures both general satisfaction and detailed service-level insights. The framework includes:

• First Level: This level assesses overall satisfaction across all services. It serves as the primary benchmarking score and is derived from responses to a general satisfaction question.
• Second Level: When a respondent provides a rating of 3 or below on specific aspects, such as procedures, a follow-up set of questions is triggered to explore the reasons behind the lower score.
• Third Level: Government entities have the flexibility to customize questions to gather more detailed feedback relevant to their specific services.

The key performance indicators (KPIs) evaluated include:

• Procedures: Assessing the clarity and efficiency of service processes.
• Physical Environment: Evaluating the condition and accessibility of physical service locations.
• Service Speed: Measuring the timeliness of service delivery.
• Employee Performance: Gauging the professionalism and helpfulness of staff.
• Electronic Systems: Reviewing the usability and reliability of digital platforms.
• Service Outcomes: Determining whether the service met the beneficiary’s needs.

These KPIs are assessed using a five-point scale. The satisfaction score is calculated by dividing the number of respondents who rated the service as 4 or 5 by the total number of respondents. While this method provides a clear metric, it assigns equal weight to ratings of 4 and 5, which may not fully capture nuances in user satisfaction.

ADAA employs various tools to collect data, including:

• Surveys: Distributed through multiple channels to gather quantitative feedback.
• Mystery Shoppers: Individuals who anonymously evaluate services to provide objective assessments.
• Focus Groups: Facilitated discussions that offer qualitative insights into user experiences.
• Watani Platform: An electronic application that allows beneficiaries to evaluate services and provide suggestions for improvement.

DGA’s Digital Experience Maturity Index

The DGA’s Digital Experience Maturity Index evaluates the maturity of digital government platforms. The assessment is based on four main perspectives and twenty themes, focusing on:

• User Satisfaction: Measuring the satisfaction levels of beneficiaries with digital services.
• User Experience: Assessing the usability and accessibility of digital platforms.
• Complaint Handling: Evaluating the effectiveness of mechanisms for addressing user complaints.
• Digital Technologies: Reviewing the implementation of digital tools and technologies that enhance service delivery.

The evaluation involves extensive beneficiary participation, with over 175,000 individuals contributing feedback in recent assessments. The results are used to identify areas for improvement and to guide the digital transformation efforts of government entities.

Global Context

Saudi Arabia’s approach to experience measurement, particularly the structured frameworks of ADAA and DGA, is notable for its comprehensiveness and enforcement. While many countries implement performance measurement systems, the integration of these frameworks into the national governance structure and their alignment with Vision 2030 objectives underscore the Kingdom’s commitment to enhancing public service delivery.

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Saudi Arabia’s adoption of structured performance measurement frameworks through ADAA and the Digital Government Authority marks a pivotal shift in how public services are evaluated, improved, and aligned with national goals. These frameworks go beyond sporadic surveys or isolated metrics, they enforce regular, unified data collection to assess service quality, user satisfaction, and digital maturity at scale.

However, the real opportunity for government and semi-government entities lies not just in complying with reporting requirements but in leveraging these tools for deeper insight. ADAA’s multi-level survey logic and DGA’s comprehensive maturity index both generate data that can serve as a blueprint for operational enhancement, service innovation, and citizen trust-building.

Organizations that treat these frameworks as strategic assets, rather than just regulatory checkboxes, can transform reporting into a capability for continuous experience management. Doing so will not only meet the letter of compliance but also the spirit of Vision 2030: a government ecosystem that is human-centric, accountable, and responsive to the people it serves.

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How We Help

We work alongside government and semi government institutions in Saudi Arabia to turn regulatory experience measurement into a strategic advantage. Our approach goes beyond generating compliant reports. We help organizations interpret results, identify operational gaps, and act on data in ways that improve service delivery and increase citizen satisfaction.

We support entities in assessing their internal maturity, establishing the right governance structures, and implementing enterprise applications that align internal capabilities with external expectations. This ensures that organizations are not only meeting framework requirements but are also equipped to sustain improvements over time.

With deep familiarity in both ADAA’s performance framework and the Digital Government Authority’s Digital Experience Maturity Index, we help our clients:

• Build tailored and actionable reporting systems that align with national benchmarks
• Identify and resolve root causes of low satisfaction or maturity scores
• Set up continuous feedback mechanisms that support ongoing improvement
• Turn broad indicators into measurable outcomes tied to Vision 2030 priorities
• Strengthen internal systems, clarify roles, and define responsibilities to support long term performance

Our work spans across sectors and service channels, making us a trusted partner for designing experience measurement systems that are accurate, compliant, and aligned with national priorities.