Priority & weighting model
The priority criteria and weights, and the project weighting model.
Total weight
100 / 100
Total is 100 — ready to save
Criteria and weights
The eleven criteria. Weights are percentages of the score; criteria that lower priority count inverted.
Value
- Fit with the chamber’s strategyRaises priority
How far the proposal moves the objectives, initiatives and KPIs of the Riyadh Chamber 2025–2030 strategy, “A trusted partner for the business community”.
% - Value added to the business communityRaises priority
The value it adds to the business community and the chamber: a stronger voice for businesses, better service or a new capability.
% - Financial return & sustainabilityRaises priority
The return in the feasibility study, and its contribution to the chamber’s financial sustainability from non-membership revenue: services, programmes, events and investment.
%
Urgency & compliance
- UrgencyRaises priority
The cost of delay: what the chamber and its member businesses lose if work does not start this year.
% - Regulatory requirementRaises priority
Is it required by the Chambers of Commerce Law, a regulation, a board decision or a supervising body’s directive (Ministry of Commerce, NCA, the National Data Management Office)?
%
Impact
- Impact on members & beneficiariesRaises priority
Its direct effect on member businesses, entrepreneurs and job seekers: time, effort and satisfaction.
% - Sustainability impactRaises priority
Its contribution to energy and water efficiency in the chamber’s buildings and branches, and lower emissions.
% - Digital transformation impactRaises priority
Its contribution to digital member services, chamber processes and the use of business-sector data.
%
Effort & risk
- RiskLowers priority
Delivery, technical and contractual risk — the higher it is, the lower the priority.
% - ComplexityLowers priority
The number of parties, branches, systems, integrations and procedure changes involved.
% - Resource requirementLowers priority
The team, budget and scarce skills it draws from the portfolio’s capacity.
%