Action plan – Rosario, Argentina, 2025 – 2027

At-a-Glance

Duration

Dec 2027

Date Submitted

5th November 2025

Foreword(s)

In 2021, Rosario took an important step by launching the First Open Government Action Plan, consolidating the pillars of transparencyAccording to OGP’s Articles of Governance, transparency occurs when “government-held information (including on activities and decisions) is open, comprehensive, timely, freely available to the pub... More, citizen participationAccording to OGP’s Articles of Governance, citizen participation occurs when “governments seek to mobilize citizens to engage in public debate, provide input, and make contributions that lead to m... More, and accountability through the opening of data and public processes. With positive results, successes, failures, and lessons learned, the foundation was laid for moving toward a more inclusive and collaborative administration. However, beyond the milestones of each commitmentOGP commitments are promises for reform co-created by governments and civil society and submitted as part of an action plan. Commitments typically include a description of the problem, concrete action..., a debtOpenly disclosing information about government debt enables informed decision-making, mitigates the risk of financial instability, and allows citizens to hold their governments accountable for respons... More remains regarding the strengthening of civil society organizations so that they can effectively oversee and participate in government action. Therefore, this strengthening of civil society seeks to be the central axis of the new action plan.

The Second Rosario Action Plan is a direct and strategic response to these lessons. Its approach goes beyond the mere dissemination of information, prioritizing the strengthening of digital tools, the promotion of participatory evaluation, and the creation of genuine and structured spaces for dialogue. By placing CSOs at the center of its strategy, Rosario reaffirms that true Open Government is built on co-creation, recognizing that the active participation of a strong and independent civil society is essential to guarantee a more legitimate, effective, and resilient democracy. Furthermore, this commitment seeks to complement the OGP’s 2023-2028 Strategy, which aims to foster a broader, engaged, and interconnected community of open government reformers, activists, and leaders; protect and expand civic space; be a hub for open government innovators, evidence, and stories; and, above all, promote collective action. Thus, we arrive at this presentation, which draws on the lessons learned from the first plan and focuses on strengthening digital tools, promoting participatory evaluation, and strengthening NGOs and spaces for dialogue.

Open Government Challenges, Opportunities and Strategic Vision

What is the long-term vision for open government in your context and jurisdiction?

An assessment of the first plan revealed a key strategic imperative: the need to strengthen the role of Civil Society Organizations (CSOs). A pending debt was identified regarding their capacity to act effectively as overseers and direct participants in government action. This finding is not a setback, but rather a lesson learned that becomes the central focus of the new plan.

Their critical and proactive role enriches every stage of public policy, from design to evaluation, and therefore, this plan includes specific commitments aimed at strengthening their participation and actions that consolidate their impact as key players. We believe that a State that listens, engages in dialogue, and collaborates with an active civil society is the foundation of a more mature, transparent, and effective democracy. We are committed to a governance where openness is not just a principle, but a daily practice that builds legitimacy and better responses to the city’s challenges.

What are the achievements in open government to date (for example, recent open government reforms)?

Our city has a long history of achievements in open government, even before the paradigm was conceptualized. Here we focus on the achievements of recent years:

• (2016-present) Open Data Portal. Implementation according to Ordinance No. 9279. It is currently undergoing a transformation process based on management goals.
• (2020-present) Launch of a Citizen Acupuncture Laboratory (LAC)
• (2020-present) Co-creation of the Open Government Dialogue Table with CSOs
• (2020-present) Launch of the Participation Portal with DECIDIM technology
• (2020-present) Development of a new Data portal (Statistical + Management + Open)
• (2020-present) Development of a new website, rosario.gob.ar, with a transactional approach.
• (2021-present) Evaluation of the accessibility and usability of municipal web platforms for people with disabilitiesA government is not open unless it is accessible to all, and governments are working to ensure people with disabilities are afforded equitable services and opportunities to participate. Technical spec....
• (2021-present) Bloomberg Philanthropies City Data Alliance. Advances in the use of data to improve public administration
• (2021-2023) First Open Government Action Plan

What are the current challenges/areas for improvement in open government that the jurisdiction wishes to tackle?

The main challenge and room for improvement lies in strengthening Civil Society Organizations (CSOs). Based on the lessons learned from the First Action Plan, the need to increase their capacity to effectively oversee and participate in government action is recognized, as well as to improve state mechanisms for listening and resolution.

To address this challenge, the Second Action Plan will focus on strengthening digital tools, promoting participatory evaluation, creating genuine and structured spaces for dialogue and learning, improving communication on Open Government, and working together to improve public communication.

What are the medium-term open government goals that the government wants to achieve?

In the medium term, we seek to consolidate a culture of Open Government in Rosario, strengthening civil society organizations as key allies in public policymaking. We aim to expand and diversify digital participationMany governments are creating online mechanisms for citizens to petition, call for action, and participate in making decisions on issues they care about.  Technical specifications: Refers to public p... More channels, foster innovative collaborative practices in the health sector, and promote participatory evaluation tools for neighborhood interventions.

In addition, we seek to develop accessible communication strategies, using clear language and methodologies that bring the pillars of Open Government closer to citizens. These five pillars are aligned with a common vision: to build a more transparent, inclusive, and efficient democratic ecosystem, where government and citizens work together to design more legitimate, effective, and sustainable public responses.

How does this action plan contribute to achieving the Open Government Strategic Vision?

Rosario’s Second Action Plan contributes to achieving the Open Government Strategic Vision by directly addressing the “lessons learned” from the first plan. The city adopts an evolutionary and continuous improvement approach to its governance model. The five commitments seek to lay solid foundations for the growth of Open Government policies by placing CSOs at the center of their strategy, both in terms of their strengthening and co-creation capacity.

In short, this action plan goes beyond simply opening data and processes, seeking to empower civil society actors so that Rosario’s Open Government becomes a deeply rooted and sustainable practice.

How does the open government strategic vision contribute to the accomplishment of the current administration’s overall policy goals?

The Second Open Government Action Plan aligns with the strategic vision proposed by the current administration: a friendly, transparent, and modern State that puts people at the center of its management. This plan provides a concrete instrument for advancing in this direction for the commitment to a city that listens, is accountable, and builds through dialogue with its citizens. Participation, civic innovation, joint evaluation, and clear communication are essential tools for addressing social challenges with legitimacy, effectiveness, and openness. In times of demand for more and better democracy, this plan strengthens the institutional capacity of the municipality and creates real conditions for citizens to be protagonists of Rosario’s present and future. Considering that this vision also involves the government and citizens together, the value of this vision implies progress in the oversight of government actions and the exercise of democracy in general.

Engagement and Coordination in the Open Government Strategic Vision and OGP Action Plan

Please list the lead institutions responsible for the implementation of this OGP action plan.

• Secretaría de Cercanía y Gestión Ciudadana
• Secretaría de Salud Pública
• Jefatura de Gabinete Municipal de Rosario

What kind of institutional arrangements are in place to coordinate between government agencies and departments to implement the OGP action plan?

The participation of the Municipal Chief of Staff, the coordinating body for the departments that manage municipal management, allows us to make progress in this regard, in addition to bilateral agreements between the various departments involved.

What kind of spaces have you used or created to enable the collaboration between government and civil society in the co-creation and implementation of this action plan? Mention both offline and online spaces.

In the first Action Plan, we initially included an Open Government Dialogue Roundtable and a local network of more than 20 active organizations and social actors. Unfortunately, after the co-creation processCollaboration between government, civil society and other stakeholders (e.g., citizens, academics, private sector) is at the heart of the OGP process. Participating governments must ensure that a dive..., this broad participation diminished, which is partly the reason why our new plan focuses heavily on strengthening it.

To address this issue, we initiated two actions: the reformulation of the Open Government Dialogue Roundtable and the expansion of in-person spaces and activities on each potential theme of the Plan:

1. Launch of the co-creation process – Evaluation of potential commitments (10/09/2024)
2. Open Government + Future Activity – Digital Participation (11/20/2024)
3. Citizen Lab at the ACERCA Workshop – Digital Participation and Youth (11/21/2025)
4. Public Consultation on the International Day of the Educating City – Clear/Simple Language (11/30/2024)
5. Talk-Workshop on Open Government Strategies for Children and Youth (05/06/2025)
6. Open Government Dialogue Table Meeting (06/06/2025)
7. Citizen consultation at the inauguration of Puerto Joven – Clear/Simple Language – Participatory Evaluation (06/06/2025)
8. Design activity for the Participatory Evaluation of Neighborhood Interventions commitment (07/25/2025)
9. Design activity for the Creative Community in Health (COCREAS) commitment (08-07-2025)
10. Public consultation and survey (August 2025): Participants in the co-creation sessions were invited to review the draft commitments for their final definition.

⚠️ Some links may only be accessible within Argentina. Access from other countries may not be available.

What measures did you take to ensure diversity of representation (including vulnerable or marginalized populations) in these spaces?

The First Open Government Action Plan created a comprehensive database of organizations, both active and inactive, working on a multitude of issues. Furthermore, as part of the Secretariat for Citizen Engagement and Management, the tools resulting from the municipality’s various participatory processes are available. Through these mechanisms, the participation of all residents, both organized and unorganized, was promoted, including municipal officials, with the goal of incorporating territorial and sectoral agendas. This ensured diverse representation, for example, through activities aimed at youthRecognizing that investing in youth means investing in a better future, OGP participating governments are creating meaningful opportunities for youth to participate in government processes. Technical ... More through the Youth Directorate or by promoting the participation of migrants as part of the Migraciudades project.

Who participated in these spaces?

Throughout this participatory process, the following have participated:

Municipal State Agents:

• General Directorate of Information Technology
• Directorate of Statistics
• General Directorate of International Relations
• Health Center Directorate
• Martin Health Center
• Hospital Transfusion Service – Víctor J. Vilela Children’s Hospital
• City Council Representatives
• Tourism Directorate
• Public Housing and Urban Development Service
• Museum Directorate
• Targeted Neighborhood Interventions Project
• Tecnoteca Project

Representatives of organized civil society:

• Fundación Nueva Generación Argentina
• PoliLabUNR
• Asociación Civil Sentidos
• Asoc.Sup del Litoral
• Consejo Consultivo del Río
• Arav
• Rosario Bureau
• Asociación Rosarina de Guías de Turismo
• Polo Tecnológico Rosario
• Asociación de Empresarios Hoteleros Gastronómicos
• Asociación Mujeres sin Daños
• Colegio de Farmacéuticos
• Observatorio de Pacientes
• Asociación Civil Génesis
• Impulso para Mejorar
• Vecinal La Nueva Fisherton
• Asociación Civil Fibromialgia Renacer Rosario
• Red de mujeres y diversidades – Distrito Centro
• Sociedad Libanesa de Rosario
• Asociación Ortodoxa de Rosario
• Vecinal Solidaridad Social
• Asociación Civil Mi Casita de Tablada
• Madres Territoriales Nacional contra las Adicciones
• Asociación Internacional de Ciudades Educadoras
• Centro Cultural Parque de España

Citizens through consultative processes

How many groups participated in these spaces?

38

How many public-facing meetings were held in the co-creation process?

8

How will government and non-governmental stakeholders continue to collaborate through the implementation of the action plan?

The Open Government Dialogue Table (aka Stakeholders Forum) is one of the points that will continue to operate until the end of the current administration, not only monitoring the implementation of this plan but also incorporating other topics not included in the commitments. As part of the reformulation, the Open Government Dialogue Roundtable will be a fundamental part of the Participatory Evaluations commitment, as a way of working on the participatory evaluation of the Action Plan. The commitments presented also require a strong presence of citizens and CSOs in their implementation, and therefore, it is impossible to separate government-CSO collaboration from the process.

Please describe the independent Monitoring Body you have identified for this plan.

The IRM’s operation had its ups and downs in the previous action plan, so we had to reformulate it for this second plan. The implementation of this IRM will begin once the Action Plan has been submitted and the list of its members has been incorporated into the open Action Plan repositoryAccess to relevant information is essential for enabling participation and ensuring accountability throughout the OGP process. An OGP repository is an online centralized website, webpage, platform or ....

Provide the contact details for the independent monitoring body.

What types of activities will you have in place to discuss progress on commitments with stakeholders?

The Open Government Dialogue Roundtable will have a strategy for monitoring the implementation of this plan, which includes:

• Continuing with monthly progress assessment meetings.
• Implementing an open agenda of thematic meetings for each commitment.
• Accountability activities to be defined according to the milestones of each commitment.
• Actions and training within the Participatory Assessments commitment.
• Publishing all relevant information on the Rosario Participa website and in the Action Plan Open Repository.

How will you regularly check in on progress with implementing agencies?

The Open Government Coordination Office is responsible for regularly coordinating the participation of the various departments involved in the periodic meetings of the Open Government Dialogue Roundtable. The frequency of these evaluations is determined by the milestones of each commitment.

How will you share the results of your monitoring efforts with the public?

The results will be published on our official citizen participation website, Rosario Participa, which was created with Decidim technology. This means it is freely accessible and secure, guaranteeing democratic processes. This website has been used to communicate the entire process of co-creating the Action Plan, and we will continue to do so with its monitoring and implementation.

We will also share the results through the official social media channels of the Rosario Municipality’s Secretariat for Citizen Engagement and Management to further disseminate the Plan’s progress. The social media channels we use are Facebook, Instagram, Twitter, WhatsApp, and internal and external email chains from [email protected].

Another planned mechanism is to disseminate progress in the “Neighborhood Councils” and to conduct dissemination and accountability activities upon each milestone achieved.

Endorsement from Non-Governmental Stakeholders

• Andrea Camardo, Coordinadora de proyecto, Centro Cultural Parque de España (CCPE)
• Andrea Meinardi, President, Observatorio Legislativo Local
• Cecilia Bianco, President, Taller Ecologista
• Rosa Rita Maenza, Research Professor, UTN – UCEL – Red Académica de Gobierno Abierto
• Mónica Lenoci, President, ONG Miradas para una Nueva Política de Drogas – Observatorio de Pacientes
• María Victoria Eraso, Team member, Observatorio de Pacientes
• Rita Grandinetti, Research Professor – National University of Rosario, Polilab UNR
• Valentina Barquero, Director of the Democracy Area, Fundación Nueva Generación Argentina
• Alejandro Belmonte, Asuntos del Sur team, Asuntos del Sur – +Digital
• Dra. Karina Elmir, Vice-rector, IUNIR (Instituto Universitario Italiano de Rosario)
• Emiliano Arena, Associated, EvaluAr
• Veronica Crescini, Associated, EvaluAr
• Luciana Carpinacci, Associated, EvaluAr
• Esteban Tapella, Associated, EvaluAr
• Ana Laura Pompei, Coordinator, Asociación Internacional de Ciudades Educadoras Delegación América Latina

Rosario’s Second Action Plan

⚠️ Some links may only be accessible within Argentina. Access from other countries may not be available.

Commitments:

• Program for the Institutional Strengthening of Civil Society Organizations (ARCRR0006)
• Creative Community in Health (Comunidad Creativa en Salud, COCREAS in Spanish) (ARCRR0008)
• Participatory Evaluation of Neighborhood Interventions (ARCRR0009)
• Plain Language and Open Government – Strategies, Tools, and Methodologies (ARCRR0010)
• Enhancing Digital Participation Tools (ARCRR0015)