Priority Overview
Governance and Institutional Development is a cross-cutting priority within Vision 2040’s Pillar 3 (Governance, Institutional Development, and Rule of Law). It encompasses public sector reform, regulatory modernisation, judicial independence, anti-corruption measures, and the development of effective institutions capable of delivering the national transformation agenda.
Scorecard Summary
| KPI | Baseline (2020) | Current | 2030 Target | 2040 Target | Status |
|---|---|---|---|---|---|
| Government Effectiveness (WGI) | 55th percentile | 61st percentile | 70th percentile | 80th percentile | On Track |
| Regulatory Quality (WGI) | 52nd percentile | 58th percentile | 68th percentile | 78th percentile | On Track |
| Corruption Perceptions Index | 56/100 | 62/100 | 70/100 | 78/100 | On Track |
| Digital Government Procedures | ~1,200 | 2,680 | 2,869 | 3,500+ | On Track |
| Ease of Doing Business | 78th | 68th | 50th | 30th | On Track |
Assessment
Governance reform has been one of the most consistent successes of Sultan Haitham’s first five years. The restructuring of government ministries (26 merged into 19), the consolidation of sovereign wealth funds, the creation of Invest Oman, and the 2021 Basic Law amendments represent comprehensive institutional modernisation.
The World Governance Indicators show meaningful improvement across both Government Effectiveness and Regulatory Quality dimensions. Oman’s Corruption Perceptions Index score has improved by 6 points since 2020, reflecting strengthened anti-corruption frameworks and greater institutional transparency.
Key Developments
- Ministry restructuring — The 2020 reorganisation was the most significant government reform in three decades, creating a more streamlined and accountable public sector structure.
- Basic Law amendments — The 2021 amendments codified succession rules for the first time and strengthened legislative oversight through expanded Shura Council powers.
- Judiciary reforms — Greater formal independence for the judiciary, though practical implementation remains a work in progress.
- Digital government — 2,680 procedures digitalised, with the ITA driving a cloud-first, digital-first approach to public service delivery.
Risk Factors
The primary risk is implementation fatigue. While structural reforms have been impressive, the deeper cultural transformation required within the civil service — from a process-oriented to an outcomes-oriented culture — takes longer than institutional restructuring. Sustaining reform momentum through the next phase will require continued political will and investment in human capital within the public sector.