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Action plan – Greater Salt, Jordan, 2024 – 2025



Action Plan: Action plan – Greater Salt, Jordan, 2024 – 2025

Action Plan Submission: 2024
Action Plan End: November 2025

Lead Institution: Greater Salt Municipality Mayor, Public Relations, Finance Unit, Internal Control Unit, Local Development Directorate



Jan 2026

Date Submitted

8th February 2024


Since the commencement of the Current administration in March 2022, we have diligently collaborated to facilitate citizen engagement in matters pertaining to governance, strategic planning, financial budget management, and infrastructure development.

In the mid-half of 2022, an extensive survey was conducted to gauge the public’s perspectives on local government operations, and the results demonstrated robust citizen participation. Furthermore, the Government has expressed a keen interest in becoming a member of the Open Government Partnership. This commitment underscores our dedication to rectifying governance disparities and empowering individuals to have a pivotal say in the allocation of public resources, recognizing them as the foremost and most critical stakeholders.

Our municipality has recently become a member of the Open Government Partnership, solidifying our commitment to fostering transparency, accessibility of information, citizen engagement, and public accountability. In formulating our local development plan, which places a premium on economic resilience, social equity, and citizen well-being, we undertook extensive consultations with a diverse spectrum of stakeholders, including residents in rural areas, representatives from the private sector, and members of civil society.

This plan was created through a participatory process involving civil society organizations, citizens, government officials, and various non-state development entities. This inclusive approach has greatly bolstered the collaborative efforts essential for the effective execution of our plan.

We acknowledge that, despite the ambitious nature of our action plan, there remain challenges that our current administration is steadfastly working to proactively address in close collaboration with our partners.

This plan, collaboratively created with input from civil society, citizens, and non-governmental organizations (NGOs), signifies an initial step towards establishing transparent government as a fresh model in governance and administration.

This progressive approach is founded on the conviction that productive involvement with non-governmental entities will empower us to detect and execute solutions for the Salt city’s most pressing challenges.

Open Government Challenges, Opportunities and Strategic Vision

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

Since the initiation of the current administration in the municipality of Salt, we have undertaken a series of initiatives within the framework of the Open Government Partnership. These endeavors encompass enhancing transparency levels and enacting reforms to enhance citizen engagement. The Municipality views the Local Level Open Government Partnership Platform as a pivotal instrument to support its improvement endeavors, namely:

  1. Enhance efforts and the adoption of an open and efficient governmental framework.
  2. Employ Open Government Partnership methodologies to address issues that directly impact the improvement of citizens’ lives, with a specific emphasis on advancing accessibility to public and transportation services.
  3. Enhancement of transparency principles and streamlined access to information within the local community through technological means.
  4. Foster active citizen involvement in local governance matters, including the formulation of local statutes and policies.

These are the fundamental motivations behind the strategic actions outlined in the action plan.

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

Since the year 2020, Salt Municipality has demonstrated a steadfast commitment to implementing a series of initiatives under the support of Open Government Partnerships. This commitment is particularly including participatory decision-making, aiming to enhance services, governance, transparency, and accountability. Noteworthy interventions include:

  • The innovative “One Platform Initiative,” a system designed to facilitate enhanced citizen participation in the decision-making process, ultimately leading to improvements in public services. This innovative platform empowers the local community and stakeholders to interact with the Municipality of Salt, and monitor its services through a user-friendly web platform, or via the municipality’s mobile application. It offers a comprehensive guide to the services and procedures extended by the Municipality of Salt to the local community.
  • The Municipality of Salt has taken significant steps in providing accessible infrastructure both within and around the municipality, tailored to the specific needs of individuals with disabilities.
  • Issuance of An annual, detailed report on the performance of the Greater Salt Municipality, allowing the local community and stakeholders to comprehensively review all aspects of the municipality’s operations. This report encompasses financial, cultural, and social dimensions.
  • A strategic plan has been created to establish an effective framework for community communication.
  • The development of the needs guide was informed by a series of purposeful meetings and on-site visits to engage with the local community and all sectors as per the municipality’s scope of work.

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

We are actively engaged in advancing the Open Government Partnership principles within our city. Alongside, we are committed to elevating our city’s transparency and accessibility. Our institutional framework has taken on the responsibility of formulating strategic plans for the effective implementation of these principles, with a primary focus on the following developmental areas:

  • The current status of our municipality’s transparency portal is commendable. However, there is an imperative to further enhance accessibility and availability. Understanding the informational requirements of our citizens is pivotal, as their satisfaction levels greatly impact their active participation in public affairs.
    Prioritizing data transparency will be instrumental in enhancing public services and promoting a shared public value.
  • Development to engage citizens and foster collaboration between the public and private sectors. This will facilitate strong dialogues and the generation of proposals concerning public initiatives and policies through structured frameworks governing the engagement process.
    Among the challenges confronting our institutions is the inclusion of individuals who may feel disconnected and exhibit reluctance towards participation. Progress in establishing a hybrid model that integrates formal and informal engagement mechanisms is crucial. Furthermore, tools need to be developed to collectively identify common public values.
  • We aspire to develop and introduce a unified digital service shared among institutions. This service will take the form of an accessible online portal, empowering all citizens to directly engage with various administrative departments. This initiative will not only strengthen communication but also offer heightened flexibility and transparency.

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

  • Establishing an advisory council to follow up on the implementation of outputs focusing on women and youth and their participation:
  1. This council comprises representatives from institutions and entities that collectively establish the criteria for appointing representatives.
  2. The Council establishes district-level action and intervention priorities, guided by the feedback and perspectives of the beneficiaries themselves.
  3. With recognized social authority, the Council operates voluntarily and convenes periodic meetings as necessary.
  4. It serves as a pivotal intermediary before the execution of any project, ensuring the equitable inclusion of women and youth in these endeavors, and facilitating their integration with existing civil society entities in the region
  • Initiatives for Activating the Salt Municipality Application:
  1. Notices and Advertisements:
    Implement a section for publishing tenders and other relevant advertisements.
  2. Investment Opportunities Updates:
    Provide notifications and updates concerning investment opportunities.
  3. Service Evaluation, Suggestions, and Complaints:
    Establish a mechanism for users to evaluate services, submit suggestions, and raise complaints.
  4. Integration of Government Services:
    Enable electronic linkage between municipal services and other government services.
  5. Civil Society Activities Platform:
    Create a dedicated space for civil society organizations to promote their activities.
  6. Polls and Survey Capability:
    Incorporate a feature for conducting polls and surveys on various subjects.
  • Business Incubation and Acceleration Programs:
  1. Entrepreneurship Training and Disability Inclusion:
    Offer comprehensive training programs in entrepreneurship, with a focus on inclusivity for individuals with disabilities.
  2. Project Incubation:
    Provide support for developing projects stemming from the training programs, as well as external project ideas.
  3. Facilitating Investor Meetings:
    Organize networking sessions for training participants to connect with potential investors and investment organizations.
  4. Additional Service: Government Sector Training:
    Introduce specialized training courses for government sector employees, emphasizing effective entrepreneurship practices and the proficient utilization of social media channels.
  5. Tourism Project Funding and Licensing:
    Fair Funding for Tourism Projects: Advocate for equitable funding standards for tourism ventures submitted by benefactors to the city of Salt.
  6. Tourist Booth Licensing for Local Employment:
    Implement a licensing system for tourist booths to generate employment opportunities for Salt’s residents.
  • Transportation Infrastructure Enhancement Project:

In collaboration with the Municipality of Salt and the Transport Regulatory Authority in Balqa Governorate, we aim to improve the public transport sector.

This endeavor requires funding or grants for the realization of a revolutionary transportation center. The proposed complex will comprise multiple levels, including a ground floor designated for private parking, facilitating seamless transitions onto public transport.

Additionally, the project involves establishing a designated starting point and access routes for public transportation within the city of Salt. To ensure fair and regulated fares, we will implement a system where areas are named and payment is facilitated through the use of electronic cards. Furthermore, the complex will incorporate spaces for retail establishments and service offices, housing critical entities such as Public Security, Traffic, the Transport Regulatory Authority, and the Municipality of Salt. This initiative stands as one of the most promising projects poised to greatly benefit the city of Salt.

  • Facilitating External Grants for the Comprehensive Tourism Sector Support.

Focusing external grants towards supporting the tourism sector in Salt in all aspects including the local community, municipal efforts, and collaborations with the Ministry of Tourism. In parallel, there’s a pressing need to implement operational initiatives complemented by sustainable salary structures, thereby fostering employment opportunities for Salt’s residents. Ensuring that previous donor-supported tourism projects are harmonized and adhere to unified standards, preventing any redundancy, is also paramount.

  • Simulation of the Local Open Government Partnership Initiative with the Greater Salt Municipality.

Launching a simulation of the Open Government Partnership Initiative on a localized level in conjunction with the Greater Salt Municipality is underway. This initiative involves conducting four annual meetings in collaboration with the Municipality of Salt and a dedicated government team. These meetings will be open to public participation, providing a platform for citizens to offer feedback on the services rendered. This inclusive approach not only seeks to enhance service quality but also aims to actively involve citizens in decision-making processes and facilitate their access to essential information.

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

In response to the current administration’s desire to implement Open Government Partnership, the action plan aims to enhance contributions towards building a strategic vision by encompassing commitment axes in four strategic areas.

  • First commitment: The first commitment aims at gender integration, including women, men, youth, and individuals with special needs. It seeks to identify the priorities necessary for the city, as determined and monitored by them.
  • Second commitment: The second commitment is focused on the utilization of technology to support public integrity, foster transparency, and ensure citizens’ right to access information.
  • Third commitment: The third commitment is dedicated to fostering economic and sustainable communities.
  • Fourth commitment: The fourth commitment aims to enhance the quality of public services accessible to citizens and elevate the overall infrastructure within the city of Salt.

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

The strategic vision has played a pivotal role in realizing the city/municipality’s development plan. It has introduced transparent governance components that exert a positive influence on both economic and social advancement within the city. These elements are closely aligned with the municipality’s updated strategic plan.

Within the current development framework, the municipality is dedicated to fostering small-scale projects, empowering women, and improving the economic environment for its citizens. Implementation of finance transparency, coupled with the digitization and streamlining of governmental services and procedures, is set to heighten confidence levels and facilitate economic endeavors for enterprises of all scales.

Moreover, the development plan places an important emphasis on making tangible progress towards achieving the Sustainable Development Goals. To this end, it will actively support the government’s commitment to transparency by establishing an inclusive platform to enhance service delivery, particularly within the transport sector.

The establishment of the Integrated System of Open Government Partnership, along with the formation of the Standing Committee, represents a significant stride towards realizing Sustainable Development.

This milestone not only marks a pivotal achievement but also serves as a cornerstone for advancing future city governance and management practices, activating the momentum gained thus far.

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.

  • Greater Salt Municipality Mayor
  • Public Relations
  • Finance Unit
  • Internal Control Unit
  • Local Development Directorate

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

The internal working team dedicated to the Open Government Partnership serves as the executive hub within the municipality for facilitating and overseeing collaboration in the context of the action plan. Decisions within this team are made by consensus. The responsibilities of the team encompass the following:

  • Addressing matters related to the involvement and engagement of other governmental stakeholders.
  • Establishing and maintaining internal and external communication channels overseeing the implementation procedures of the action plan.
  • Monitoring the completion and fulfillment of the action plan’s requirements.
  • Preparing training initiatives, organizing workshops, and providing training for government employees.

The working team is accountable for coordinating and liaising with other departments regarding their participation in the joint action plan’s development and the execution of commitment pillars led or contributed to by these entities. The team meets every three months with the rest of the departments to assess progress, convey milestone achievements, and address the general administration’s requirements.

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.

The following spaces have been established for the collaborative preparation, coordination, and execution of the city’s action plan (municipality):

  • Coordination Phase: Involves the work team conducting direct visits to governmental institutions and representatives of the local community, who have been appointed to participate, by the project coordinator and the liaison officer in the municipality.
  • Holding four face-to-face meetings with the work team from governmental institutions and the local community. These meetings include brainstorming sessions to crystallize the commitment axes into initiatives that will be implemented on the ground.

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

To foster a diverse representation, we’ve devised thorough communication strategies aimed at engaging with all demographic segments. This has involved organizing in-person meetings to ensure the inclusion of individuals encountering difficulties and challenges regarding the services offered in the city of Salt. Furthermore, we’ve taken deliberate measures to ascertain that the selected Civil Society Organizations for the Periodic Forum accurately mirror a cross-section of groups, encompassing considerations of gender, women’s perspectives, and the representation of local communities.

Who participated in these spaces?

The working group comprises of (8) government institutions as follows:

  1. Balqa Governorate Council
  2. Greater Salt Municipality
  3. Miyahuna/ Balqa
  4. Digital Economics Office
  5. Transport Regulatory Authority
  6. Salt Development Cooperation
  7. Salt Health Directorate
  8. Alrai Newspaper

Local Community (total of 31)

How many groups participated in these spaces?


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


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

Within the framework of the periodic meeting, specialized working groups will be established based on the commitments. These groups will collaborate and coordinate efforts to execute each commitment effectively.

Each working group will be meeting on a quarterly basis to strategize activities, allocate responsibilities among implementation partners, address challenges, assess progress, provide guidance in alignment with the action plan, and develop strategies for overcoming any obstacles encountered during implementation. Additionally, these meetings serve as a platform to discuss recent developments, key milestones, and achievements once they are attained.

These working groups will be created with the participation process in developing the action plan. The government entity will be responsible for the commitment to implementation and coordinating the group’s affairs and meetings.

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

  • Musa Al- Saket Development Association

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 Steering Committee appoints an individual responsible for monitoring and evaluation, overseeing activities related to the Transparent Government Partnership. Their role encompasses:

  • Developing an effective engagement strategy during the implementation phase of the action plan.
  • Collaborative Development and Execution of Follow-up Initiatives.
  • Facilitate Public Engagement in the Transparent Government Partnership Process.
  • Sustain Ongoing Communication with Government entities and Civil Society Responsible for Implementing Identified Commitment through the regular Forum.
  • Establishing partnerships between the Transparent Government Partnership process and various forms of media.
  • Monitoring performance within the context of Transparent Government Partnership and preparing relevant reports.

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

The monitoring and evaluation officer (MEL officer) will liaise with the relevant government agencies in charge of executing specific principles to gather updates and relay this information to the steering committee. This communication should occur at a minimum of once every three months.

Should the need arise, the M&E Officer may convene a meeting to discuss into progress, determine any areas of importance, or address particular challenges within the implementation framework. Such discussions may necessitate support from either the Steering Committee or participants in either the Permanent or Periodic Forum.

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

The dissemination of implementation outcomes to the public is carried out through the following channels:

  • The municipality dedicated portal for local-level transparent government partnerships. This platform releases information on a quarterly basis (every three months).
  • Consistent engagement with conventional media channels complemented by the distribution of materials via various social media platforms.
  • Providing updates on the progress of work to the Municipal Council, relayed through the President’s office.

Endorsement from Non-Governmental Stakeholders

  • Basem Al Awamreh, Local Community Representative, Decentralization Council Member
  • Lamia Abu Rumman, Local Community Representative, President of the Women’s Union/Salt
  • Dr. Dania Arabiyat, Local Community Representative, Academic at The World Islamic Sciences and Education University

Greater Salt Re-engagement Letter

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