Dr. Hamad Kasasbeh

With the launch of the government’s Executive Program for the years 2026–2029, the country enters a new phase in its economic modernization path. At this stage, the debate is no longer about whether plans exist or visions are clear. The key question now is whether these plans can be implemented effectively and translated into real results that are felt by the economy and by citizens alike. After years of reform discussions, what matters today is real impact.

The program’s shift from planning to implementation is one of its main strengths. Its focus on key sectors such as water, energy, transport, and infrastructure reflects a clear understanding of existing economic challenges. In addition, expanding partnerships with the private sector is a positive step, as it recognizes the role of investment in stimulating growth, improving efficiency, and creating jobs.

The program also gives attention to supporting tracks beyond projects themselves. These include public sector reform, institutional capacity building through the Jordanian Academy for Public Administration, and strengthening social protection. This approach shows awareness that economic development is not driven by spending alone, but by effective administration, capable institutions, and a stable social environment that can absorb change.

However, moving into the implementation phase requires a different way of evaluating success. Economic experience shows that large projects and high levels of spending do not automatically lead to lasting progress. The real challenge lies in whether these projects can raise productivity and create sustainable value, rather than producing short-term results that improve figures without changing the structure of the economy.

This raises an important question about the economy’s ability to absorb a large number of projects within a short period. Implementing major projects at the same time requires a flexible public administration, capable local companies, and a labor market with the right skills. Without clear prioritization and phased implementation, the volume of projects can turn from an opportunity into a burden, putting pressure on resources and increasing costs.

In this context, the success of the program is closely linked to the quality of partnership with the private sector. As reliance on the private sector grows in both financing and execution, managing this partnership becomes critical. A successful partnership is not defined by participation alone, but by clear roles, stable policies, and fast decision-making. Without these conditions, partnerships can slow progress instead of accelerating it.

Equally important is coordination within the government itself. Large programs do not succeed automatically. They require clear responsibilities, timely decisions, and effective monitoring and evaluation systems. If flexibility and the ability to correct course are missing, the risk is not only delays, but continued implementation despite weak results and declining public trust.

In conclusion, the government’s Executive Program for 2026–2029 represents a real opportunity to move economic modernization forward. At the same time, it places the country before a serious test. Success will not be measured by the number of projects or the size of spending, but by the quality of execution, the ability to set priorities, and the effective management of partnerships. The program can either become a true turning point, or remain a well-designed opportunity that was not fully realized.