This path aims to modernize the legislative structure regulating public service and align it in a way that prepares the legal foundation needed to implement institutional transformation, through unified methodologies and supportive legislation that ensure automatic compliance with standards and responsiveness to the requirements of the coming phase. This path includes work on:

• Civil Service Law.
• Institutional Organization Law.
• Training Governance Law.
• Related executive regulations and supporting guidance manuals.

This path represents the cornerstone of public administration reform. It aims to reorganize the government apparatus through an integrated package of organizational and executive measures that address overlap and duplication of responsibilities, strengthen integration among public entities, and improve institutional performance through:

• Institutional restructuring to clarify authorities and integrate roles.
• Developing job structures and linking them to the actual needs of public entities.
• Developing job description cards that accurately define duties and responsibilities.
• Setting unified executive manuals and developing internal systems to ensure standardized procedures and proper implementation.

This path is the backbone for building a professional, efficiency-based government apparatus. It aims to establish an integrated national system for human resources management based on merit, accountability, and continuous development within strategic frameworks, through work on:

• Human resources planning that ensures alignment between actual needs, organizational structures, and career paths.
• Adopting merit- and competency-based recruitment according to clear and fair standards.
• Developing capabilities and building administrative leaders capable of leading change and institutional transformation.
• Establishing a national performance evaluation system and linking it to incentives, promotion, and development.
• Full digital transformation of human resources management activities and automation of their procedures.
• Unifying employee databases to support planning and data-driven decision-making.

This path aims to prepare and qualify administrative leaders in the public sector, build a national database for leaders, manage nomination and matching processes, and measure and evaluate leadership performance while linking it to professional development, through work on:

• Designing a system for measuring and evaluating leadership performance.
• Reviewing assignment processes and addressing the legal status of acting leadership position holders.
• Launching programs to empower and build government administrative leaders.
• Expanding cooperation and the partnership network with local and international stakeholders.

This path aims to improve citizens' experience in dealing with government by making public services simpler, faster, and more efficient through analyzing operational processes and redesigning procedures, which reduces complexity, saves time and cost, and increases citizen satisfaction through:

• Preparing a process engineering manual.
• Developing a government service quality assessment manual and setting unified standards and key performance indicators.
• Cataloging all government procedures related to public services.
• Simplifying priority service procedures.
• Redesigning operational process procedures to simplify them and prepare them for digital transformation.

This path aims to embed a culture of institutional excellence in public administration by building an integrated national system for institutional performance measurement, analyzing its results, and using them as a main tool to improve service quality, increase government effectiveness, and empower citizens as active partners in monitoring and evaluation through:

• Developing performance indicators and implementing measurement processes.
• Preparing a national institutional performance measurement manual that includes measurement tools and indicators, evaluation mechanisms, and analysis methodology.
• Training relevant staff on measurement and analysis tools.
• Launching a unified performance measurement platform.

This path aims to rebuild institutional culture within the government apparatus in a way that strengthens job belonging, supports initiative, creativity, and excellence, and reinforces positive interaction between employees and administration, creating a work environment that motivates performance and contributes to achieving national goals efficiently and sustainably through:

• Preparing and implementing a roadmap for building a government institutional culture based on measurable professional values and behaviors that reflect on performance quality and public service.
• Setting rules of professional conduct and defining the ethical and moral duties and responsibilities of employees.
• Implementing workshops and dialogue seminars to strengthen positive institutional culture and reinforce transparency, interaction, and participatory work within public entities.

Administrative Development Directorates form the ministry's executive arm and the vital connection point between the ministry and public entities. This path aims to restructure the role of Administrative Development Directorates in ministries, strengthen their organizational and operational capacities, and empower branch directorates in governorates to become effective and qualified to implement institutional transformation plans and achieve consistency and integration through:

• Unifying the organizational and job framework.
• Activating branch Administrative Development Directorates across all governorates.
• Strengthening operational efficiency by assessing the current state of human resources and closing gaps.
• Institutionalizing operational process procedures.
• Supervising implementation of institutional modernization.
• Activating ministry training centers across all governorates.

This represents the technically feasible path for the institutional transformation process, and aims to develop digital systems and platforms that support public administration, enhance the use of data in planning and decision-making, and automate processes related to human resources, organizational structure, and performance measurement, thereby increasing the efficiency of government work and improving the quality of services, through:

1. Developing the digital infrastructure that supports public administration.
2. Building a national system for data governance, government databases relevant to the ministry's jurisdiction.
3. Completing the automation of human resources management procedures and developing its digital systems.
4. Developing digital platforms to support institutional organization and the management of organizational and functional structures.
5. Establishing a national digital system for measuring institutional performance and preparing support dashboards for decision-makers.
6. Supporting the digitization of government services and their integration with initiatives to simplify procedures and improve services.
7. Employing emerging technologies, artificial intelligence and data analytics in the development of public administration.
8. Enhancing digital integration and data exchange between public entities according to unified national standards.