Action plan – San Pedro Garza García, Mexico, 2026 – 2027

At-a-Glance

Duration

Sep 2027

Date Submitted

5th June 2026

Foreword(s)

The Local Open Government Action Plan of San Pedro Garza García, in effect until July 31, 2027, and aligned with the 2024–2027 municipal administration period, represents a shared 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... among the Municipal Government, citizens, civil society, academia, and participating public stakeholders to consolidate a more open, collaborative, and results-oriented form of governance based on verifiable outcomes.

San Pedro has an institutional track record that enables it to move toward a new stage of open government. Building on mechanisms such as Participatory Budgeting, Neighborhood Boards, advisory councils, auxiliary judges, Citizen Wednesdays, social oversight mechanisms, citizen services, and digital tracking tools, this plan seeks to move from consolidated participatory practices toward a more integrated, permanent, and evaluable architecture of government openness.

This plan is based on two main fronts. The first is to ensure that municipal programs and services incorporate, from their design stage, clear mechanisms for 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 participation, and accountability. The second is to expand citizen participation in the definition and oversight of policies and services. To this end, the Municipal Government will work in coordination with social and non-governmental actors through spaces for dialogue, co-creation, joint implementation, monitoring, and learning.

The implementation of the plan will be carried out through concrete, measurable, and verifiable commitments, with clearly defined institutional responsibilities, public evidence of progress, and multi-stakeholder follow-up mechanisms. Its monitoring seeks to identify progress, document lessons learned, and ensure that the results contribute to better public services, greater citizen trust, and a more open, efficient, and inclusive administration.

With this Local Action Plan, San Pedro Garza García reaffirms its vision of building “Un Solo San Pedro.”

Open Government Challenges, Opportunities and Strategic Vision

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

The long-term vision of San Pedro Garza García is to consolidate open government as a permanent form of public management, capable of transcending administrative cycles and becoming an everyday institutional practice. For the municipality, government openness means building a more transparent, collaborative, and co-responsible relationship between government and citizens.

In this regard, San Pedro seeks to move toward a model of governance in which public programs, services, and decisions incorporate, from their design stage, clear mechanisms for transparency, citizen participation, accountability, public innovation, and the strategic use of data. This vision is based on the recognition that public trust is built through institutions that listen, inform, respond, and enable citizens to influence and follow up on government actions.

The long-term vision is for “Un Solo San Pedro” to become consolidated as a humane, competitive, and sustainable municipality, where government openness contributes to improving public services, strengthening citizen trust, expanding social co-responsibility, and ensuring that public decisions respond effectively to the present and future needs of the community.

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

San Pedro Garza García has a strong institutional foundation in citizen participation, transparency, accountability, citizen services, and public innovation. This allows the Local Action Plan to build on mechanisms and capacities already embedded in municipal public life.

Participatory Budgeting is one of its main achievements. Since 2001, it has evolved into a permanent mechanism that includes proposals, technical validation, public voting, resource allocation, digital tools, and citizen follow-up. The current administration is redesigning the model so neighborhoods with consolidated Neighborhood Boards can access resources for projects proposed and voted on by residents.

Recent reforms to the Citizen Participation Regulations strengthened Neighborhood Boards as territorial representatives and granted them greater autonomy under municipal supervision. This seeks to expand participation, reactivate neighborhoods, and build a more representative community network.

The municipality has 181 Neighborhood Boards, 13 Citizen Advisory Councils, and 19 Citizen Committees working on strategic public issues.

San Pedro has strengthened services through Citizen Wednesdays, the Mayor’s Mailbox, transparency tools, online procedures, participatory voting platforms, the CIAC AI chatbot, the IDEA monitoring system, and the new official website. Together, these elements position the municipality to advance toward a more integrated, verifiable, and ambitious stage of open government.

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

Despite the progress achieved, San Pedro Garza García recognizes that its main open government challenge is to move from separate mechanisms for participation, citizen services, transparency, and accountability toward a common, permanent, and evaluable ecosystem. The Local Action Plan does not seek to replace practices, but to connect them under a shared logic, with accessible information, verifiable indicators, and multi-stakeholder follow-up.

The Plan aims to link programs, tools, and channels so citizens can access information, participate, consult data, follow up on commitments, and evaluate results. This challenge has four areas.

• Integration: Participatory Budgeting, Neighborhood Boards, Advisory Councils, Citizen Wednesdays, digital platforms, service reports, and follow-up tools must operate as one ecosystem.
• Co-creation: participation should move beyond consultation toward collaboration among citizens, civil society, specialists, and departments to diagnose problems, design solutions, and monitor results.
• Follow-up: the municipality must strengthen monitoring, evidence publication, commitment tracking, and learning through dialogue and feedback.
• Public outreach: mechanisms must be communicated clearly so more people know, understand, and use them to become informed, propose, and oversee action.

Through this Plan, San Pedro seeks to improve traceability, generate public evidence, strengthen trust, and consolidate openness as a permanent institutional practice.

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

During the Local Action Plan period, San Pedro Garza García will seek to consolidate an open government agenda that turns existing progress into a more articulated, understandable, measurable, and co-responsible institutional practice. The municipality sets four medium-term objectives:

1. Consolidate an articulated institutional model by connecting participation, citizen services, transparency, follow-up, and public innovation within a single architecture, helping citizens understand their role in public decisions.
2. Expand co-creation and citizen influence through dialogue spaces, working groups, and collaboration with citizens, academia, civil society, committees, councils, and neighborhood representatives, moving from consultation toward shared diagnosis, solution design, and follow-up.
3. Strengthen Participatory Budgeting as a permanent mechanism of citizen co-responsibility, territorial equity, and shared decision-making, with clearer information on resources, responsible parties, timelines, progress, and results.
4. Promote outreach, accessibility, and citizen understanding through clear communication, citizen-friendly language, territorial presence, and digital inclusionPrioritizing digital inclusion — such as by expanding broadband access to remote areas or removing barriers to affordable internet — helps ensure all citizens have the opportunity to participate. ... More, so more people can use existing mechanisms to become informed, participate, propose, oversee, and influence municipal action.

These objectives seek to strengthen public trust, improve services, and ensure that participation contributes to better decisions.

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

The Local Action Plan contributes to the Strategic Vision for Open Government by turning a long-term aspiration into a concrete roadmap. It organizes priorities, defines commitments, assigns responsibilities, generates public evidence, and creates follow-up mechanisms so citizens can understand, evaluate, and accompany municipal progress.

First, the Plan supports a more articulated model. By connecting participation, citizen services, transparency, innovation, and follow-up, San Pedro can move from valuable but separate practices toward a coordinated, accessible, and evaluable institutional ecosystem.

Second, it strengthens proactive transparency and openness from the design stage. Through commitments to publish clear and timely information on programs, services, public works, procedures, budgets, indicators, and results, citizens can better understand decisions, resource use, and progress.

Third, it promotes co-creation and citizen influence by linking Neighborhood Boards, Advisory Councils, Citizen Committees, Participatory Budgeting, Citizen Wednesdays, and other dialogue spaces. This helps participation move toward shared diagnosis, solution design, follow-up, and evaluation.

Finally, the Plan positions open government as a permanent institutional practice by communicating the purpose, scope, and results of its mechanisms. In this way, San Pedro advances toward a clearer, more co-responsible government focused on better decisions, services, and public trust.

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

The Strategic Vision for Open Government contributes transversally to the objectives of the 2024–2027 municipal administration by strengthening how the government plans, implements, communicates, evaluates, and improves public policies.

It is aligned with the 2024–2027 Municipal Development Plan and its four pillars: Safe and Peaceful San Pedro; Prosperous and Inclusive San Pedro; Organized and Sustainable San Pedro; and Innovative and Efficient San Pedro. It especially strengthens Pillar 04 by promoting modernization, citizen participation, governance, data use, digital services, citizen services, and performance evaluation.

For Innovative and Efficient San Pedro, open government supports a more agile, transparent, and results-oriented administration through proactive transparency, digital procedures, regulatory improvement, request traceability, and indicator monitoring.

For Prosperous and Inclusive San Pedro, it expands participation by incorporating different social groups in identifying needs and designing more equitable responses.

For Organized and Sustainable San Pedro, it supports planning, mobility, public space, sustainability, and urban services through data, indicators, project follow-up, and community participation.

For Safe and Peaceful San Pedro, it strengthens trust, co-responsibility, prevention, and institutional proximity.

Thus, the Strategic Vision helps ensure that public policies can be known, understood, accompanied, and evaluated by citizens.

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.

• Municipal Government of San Pedro Garza García
• Secretariat of Citizen Participation and Open Government
• Open Government Directorate
• System for the Integral Development of the Family of San Pedro Garza García
• Women’s Coordination Office of DIF San Pedro

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

The general coordination of the Local Action Plan will be led by the Secretariat for Citizen Participation and Open Government. Its responsibilities will be to convene departments, organize communication, request updates, compile evidence, prepare follow-up information, and maintain engagement with social and non-governmental actors.

Each commitment will have a main implementing institution and co-responsible areas. “Hacemos San Pedro” will be coordinated by the Secretariat, with support from infrastructure, public services, finance, public parks, oversight, urban planning, social development, and security.

“Strengthening the Cuidemos Banco de Tiempo Program” will be coordinated by DIF San Pedro, through the Women’s Coordination Office, with support from social development, innovation, administration, AI, community actors, universities, and support organizations.

Technical-operational groups will review progress, resolve obstacles, coordinate activities, validate information, compile evidence, and address follow-up observations.

The Plan will be aligned with the 2024–2027 Municipal Development Plan, so OGP commitments strengthen municipal priorities in participation, transparency, innovation, care, infrastructure, services, and governance.

Each commitment will include responsible parties, milestones, deadlines, and deliverables. Implementing departments must report progress and generate verifiable evidence, supported when necessary by municipal digital tools.

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.

To promote collaboration among government, citizens, and civil society, San Pedro will use a combination of existing participatory spaces and specific spaces within the OGP process.

In-person spaces for community participation

Neighborhood Boards and Neighborhood Committees, as territorial mechanisms for neighborhood representation.

Neighborhood meetings, site visits, and citizen gatherings to identify community needs and follow up on requests.

Participatory Budgeting, as a mechanism for citizen decision-making regarding community projects and the use of public resources.

Neighborhood assemblies, especially those linked to the Participatory Budgeting commitment.

In-person spaces for thematic dialogue

Citizen Advisory Councils, as spaces for opinion, advice, and follow-up on municipal issues.

Citizen Committees, linked to strategic topics such as security, mobility, sustainability, mental health, open government, innovation, and community development.

Co-creation working groups with specialists, academia, and civil society organizations to strengthen the technical quality of the commitments.

Forums and focus groups, such as those used in municipal planning and citizen consultation processes.

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

To ensure diversity among participants, San Pedro Garza García did not rely only on a general call for participation. Instead, it used territorial, community-based, in-person, and digital mechanisms to bring the process closer to different sectors of the population.

Neighborhood Boards and Neighborhood Committees helped connect participation with local communities, recognize territorial differences, and gather needs from residents’ immediate surroundings.

For Participatory Budgeting, the methodology is organized into six sectors that include 181 Neighborhood Boards, with an allocated budget for each neighborhood. This helps distribute participation across the municipality, avoid concentration among the most organized groups, and address specific local needs.

The process considered organized citizens, neighborhood representatives, civil society organizations, academia, students, citizen councils, committees, community groups, and the business sector. This approach is consistent with the Municipal Development Plan, “One Plan, One San Pedro,” which incorporated proposals from different sectors.

In-person spaces such as meetings, assemblies, working groups, and Participatory Budgeting exercises were also used to facilitate direct interaction with the Municipal Government.

The process also builds on municipal experience serving women, caregivers, older adults, persons with disabilities, children, 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, and residents of priority neighborhoods.

Who participated in these spaces?

Actors Involved in the Local Action Plan

The Local Action Plan involved actors from government, community, citizen, social, academic, private, and priority-attention sectors.

Governmental Actors: Municipal departments responsible for citizen participation, open government, citizen services, transparency, innovation, social development, mobility, security, infrastructure, public services, culture, youth, family, and care. For Participatory Budgeting, areas related to infrastructure, services, finance, parks, oversight, urban planning, social development, and security participated. For the Time Bank commitment, DIF San Pedro Garza García participates through the Women’s Coordination Office, with support from social development, innovation, administration, and artificial intelligence.

Community and Citizen Actors: Residents, Neighborhood Boards, Neighborhood Committees, community representatives, auxiliary judges, Advisory Councils, Citizen Committees, neighborhood assemblies, working groups, and Participatory Budgeting follow-up spaces.

Social, Academic, and Private Actors: Civil society organizations, educational institutions, universities, academia, students, the business sector, and volunteers.

Priority-Attention Groups: Women, caregivers, older adults, persons with disabilities, children, youth, residents of priority neighborhoods, and organized and non-organized citizens.

How many groups participated in these spaces?

213

How many public-facing meetings were held in 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...?

50

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

During implementation of the Local Action Plan, governmental and non-governmental actors will collaborate through a multi-stakeholder follow-up scheme focused on reviewing progress, documenting evidence, addressing observations, communicating results, and generating lessons learned.

The Secretariat for Citizen Participation and Open Government will convene responsible departments, participating social actors, and the University of Monterrey (UDEM), as the independent monitoring body, to review progress on the Plan’s commitments. TELAR A.C. and the Open Government and Governance Committee will also be considered to strengthen citizen feedback and multi-stakeholder dialogue.

These meetings will help identify obstacles, validate information, agree on adjustments, review evidence, and follow up on milestones, ensuring a collaborative and transparent implementation process.

For “Hacemos San Pedro,” collaboration will continue through Participatory Budgeting follow-up, Neighborhood Board participation, citizen feedback, response to reports, and publication of project progress.

For “Strengthening the Cuidemos Banco de Tiempo Program,” collaboration will continue among DIF San Pedro, municipal departments, community actors, universities, civil society organizations, and volunteers.

Non-governmental actors may review progress, identify improvements, provide feedback, communicate results, and accompany specific activities.

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

The independent monitoring body identified for this Local Action Plan is the University of Monterrey (UDEM), a higher educationAccountability within the public education system is key to improving outcomes and attainment, and accountability is nearly impossible without transparent policies and opportunities for participation ... academic institution with experience in education, research, social engagement, and the analysis of public affairs.

Its participation is justified by its academic, technical, and independent nature, as well as by its capacity to support processes of documentary review, evidence analysis, methodological feedback, and institutional learning. As the independent monitoring body, UDEM may review the implementation process of the commitments, issue observations on reported progress, and contribute to strengthening transparency, accountability, and the continuous improvement of the Local Action Plan.

Provide the contact details for the independent monitoring body.

• Patricia Teresa Fernández Guajardo, Director, [email protected]

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

Interinstitutional Working Groups

Working groups will be held between the Secretariat for Citizen Participation and Open Government and the areas responsible for infrastructure, public services, finance, parks, internal oversight, urban planning, social development, and security.

Neighborhood Follow-up Spaces

For the Participatory Budgeting commitment, the discussion of progress will be supported by Neighborhood Boards, Neighborhood Committees, neighborhood assemblies, site visits, and citizen meetings.

Digital Platforms and Publication of Progress

Progress follow-up will also be discussed and made transparent through digital platforms, public repositories, and institutional communication tools.

Time Bank Coordination Meetings

For the “Strengthening the Cuidemos Banco de Tiempo Program” commitment, follow-up activities will include coordination meetings among DIF San Pedro, the Women’s Coordination Office, municipal departments, universities, civil society organizations, community actors, and volunteers.

Citizen Committees and Evidence Review

Through Citizen Committees and other follow-up spaces, evidence, meeting minutes, progress reports, photographs, participation records, citizen comments, and updates on each commitment will be reviewed.

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

1. Public Hacemos San Pedro Website

For the Participatory Budgeting commitment, citizens will be able to consult progress updates on the public Hacemos San Pedro website: https://hacemos.sanpedro.gob.mx/

On this platform, information on projects, their progress, implementation, and follow-up will be available, helping to ensure transparency in the process and facilitating citizen consultation.

2. OGP Local Follow-up Dashboard

Progress on the Local Action Plan will also be available through the follow-up dashboard on the OGP Local platform.

This dashboard will make it possible to view the status of commitment fulfillment, milestones achieved, activities carried out, and available evidence. Its periodic updating will facilitate public monitoring and encourage implementing institutions to continue the activities necessary for the fulfillment of the Local Action Plan.

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

1. Institutional Website and Official Municipal Social Media Accounts

Citizens will also be able to consult information related to the progress of the Local Action Plan through the institutional website of the Municipality of San Pedro Garza García: https://www.sanpedro.gob.mx/

Likewise, updates, notices, relevant progress, calls for participation, evidence, and results may be disseminated through the Municipality’s official social media accounts, such as the Instagram account of San Pedro Garza García: https://www.instagram.com/sanpedroggnl/

Endorsement from Non-Governmental Stakeholders

• Hugo Camacho Galván, Director, TELAR A.C.
• Patricia Teresa Fernández Guajardo, Director, Universidad de Monterrey
• Laura Centeno, Coordinator, Consejo Nuevo León para la Planeación Estratégica.

Commitments:

• Hacemos San Pedro: Participatory Budgeting Reform.
• Strengthening the “Cuidemos Banco de Tiempo” Program

Attachments: 

• Support Letter 2026
• Open Government-Strategy SPGG