| 4. In which ways is the initiative creative and innovative?
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This initiative required several innovative things to succeed.
First: The provision of an online system include various workstations and includes the various stakeholders in the implementation of the judgment.
Second: The quality of the conclusion of agreements with official bodies so that implementation is given permission to access to the courts of these actors systems according to certain mechanism without the need for approval of these parties on each process and application, and this is considered a qualitative cooperation between the various stakeholders, then he has to do strenuous efforts to make it a success.
Third: Make radical changes in regulations and legislation to support this system. This development is considered one of quality and advanced.
All of this has resulted in a significant reduction in execution time and boosted confidence in the execution system as evidenced by the significant increase in the amounts collected for their owners over the past years.
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| 5. Who implemented the initiative and what is the size of the population affected by this initiative?
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The Ministry of Justice played a key role in this initiative since it has the full agency specializing in adjudicating disputes between the parties and has done this work through
- The internal team (business owners) belonging to the implementing agencies, as well as owners of projects from a technical point of senior analysts and programmers and rationing followers Agency assistance for information technology.
- Those who responded to the Ministry of Justice (Saudi Arabian Monetary Agency and the Capital Market Authority and the Ministry of Trade and Investment and the Ministry of Interior and the newspapers and the Saudi Credit).
Beneficiaries
• Citizens rights holders
• Companies and institutions such as banks and Her right funders in various forms.
• Judges and assistants were facilitating the steps of the deal and was promoted to the letter.
• Those who have been linked with them where they were ending the need for paper correspondence, reducing the time, effort and cost stationed at various service parties.
The size of the beneficiary groups.
It serves the concerned administrative execution courts work to adjudicate in disputes, whatever the value, and the total volume of the provisions of the execution reached since the start of 1434 the system date and until 1437 its more than 470 thousand requests a total amount reached more than 230 billion Saudi riyals.
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| 6. How was the strategy implemented and what resources were mobilized?
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The key developments and steps involved in developing and implementing the initiative were:
• Needs identified through a number of meetings and discussions at senior levels in the Ministry of Justice.
• Further meetings held with relevant authorities to consider the information and services needed and which could be provided at each point of execution.
• An appropriate technical environment was created at the Ministry of Justice, including the alignment of this initiative with other government agencies and public sector e-services.
• Electronic links with relevant authorities installed and tested.
• The undertaking of a comprehensive training programme for all stakeholders, including judges and officials from the Ministry of Justice.
The financial, technical and human resources costs were:
• The financial costs were contained within the overall budget of the Ministry of Justice.
• Although the technical aspects were led by experts at the Ministry, it was a collaborative effort that also utilized experiences gained from experts from other government departments in the creation and implementation of e-Government systems and from technicians from the relevant authorities.
• The human resource costs (as well as the technical costs) can be seen in terms of sacrifices made to ensure this initiative was created and successfully implemented. For this period of time, it stretched human and other resources with the understanding that future benefits would far outweigh these short term sacrifices.
As noted, the project was funded from the Ministry of Justice budget. As this is public money, the contribution came from citizens who would otherwise have benefitted from the money being spent elsewhere in society.
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| 7. Who were the stakeholders involved in the design of the initiative and in its implementation?
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All people living in Saudi Arabia are stakeholders in this initiative, as they are for other aspects of the e-Government programme.
Senior ministers of the nation contributed in terms of the decisions made (dating back to 2003) with regard to transforming public services in Saudi Arabia through e-Governance.
As the guardians and coordinating agency for the e-Government programme, Yesser and its staff are contributing stakeholders in the initiative.
Senior systems, analysts, programmers, engineers and IT technicians at the Ministry of Justice contributed directly to the initiative. So too did other staff who participated in training and development programmes and who continued to work through a disruptive implementation period.
Private sector organisations and NGO’s working with disadvantaged groups are contributing stakeholders as they help in the achievement of a key aim of the initiative, which is ensuring that the legal system works equally well for all people.
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| 8. What were the most successful outputs and why was the initiative effective?
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Five concrete outputs are:
1. The initiative ensures that the legal system works for all those in need of it, regardless of their personal circumstances and position in society.
2. The initiative has changed perceptions of the justice system, from one that was cynical and not trusting of it to one that sees it as being a transparent, open and efficient one that is available to all those who feel that an injustice has been done to them. Concrete evidence of this comes from the increase in the numbers of applications to the online administrative execution system over recent years – 82,505 in 2014, 143,828 in 2015 and 246,687 in 2016.
3. The time taken from application to completion is now a small fraction of the time previously taken. Concrete evidence of the confidence people now have in the justice system can also be seen in the proportions that now choose the online facilities – 84.29%.
4. The system has worked efficiently, reliably and consistently over such a period of time that it can be seen as being established and sustainable.
5. It is an important part of a process that represents a quantum leap in the ways in which public services are delivered and how they are used.
Sustainable development can be seen through a number of lenses. Through this initiative can be seen empowerment (through a transparent, equitable and user-friendly justice system), the engagement of people and an improved civil society.
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| 9. What were the main obstacles encountered and how were they overcome?
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Any change brings challenges and potential resistance. Therefore obstacles can be seen in terms of transitioning from offline to online, from letters and traditional ways of doing things to paperless and new and innovative ways. Also in longstanding habits and working practices that were swept away as a very new and modern system was introduced.
Fundamental to overcoming these obstacles was finding ways that made it easy for stakeholders to believe in the vision. Staff seeing that the initiative not only worked for users but also for providers was the key to achieving this. This was done formally by providing comprehensive training and guidance and through meetings and workshops. It was done informally by conversations that discussed what the implications of the new system were for the working lives of judges and others.
A further major obstacle was ensuring that those wishing to use the system felt comfortable with it and had confidence in themselves in using it, particularly if they had physical or mental impairments. This was overcome by designing the system to be as user friendly as possible and through the linkages to other public services provided through the e-Government system (being familiar with online public services used more frequently, such as health and education, boosted confidence and willingness to use this service).
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