The Prime Minister's last interview confirmed that the state is entering a new phase in public management, a phase where intentions are not measured by eloquence, but by the policies' ability to have a tangible impact on people's lives. The discussion was not merely a presentation of achievements or a justification of challenges but a clear attempt to outline a governmental work logic that connects vision to execution, programs to outcomes, and time to accountability.
What was striking in the interview was the insistence that political, economic, and administrative updates are not separate paths, but one project that is not complete unless it reflects on job opportunities, income, and service quality. The frequently discussed labor market numbers forcefully impose themselves on any serious discourse, as unemployment still poses one of the biggest challenges, especially among youth and women, where women's unemployment exceeds one-third of the workforce, while youth unemployment is at concerning levels. These figures explain why the government insists on making employment a central axis in the executive program, not a side item invoked when needed.
While the executive program for the coming years came with an unprecedented scale in terms of the number of initiatives and projects and the volume of funding, with hundreds of projects distributed across various sectors and a cost estimated in billions of Dinars. However, the real value of this program lies not in its magnitude, but in the announced adoption of clear impact measurement indicators that link every project to a traceable outcome, whether in growth, employment, or improving services. Specifically at this point, governmental work moves from the logic of day-to-day management to the logic of a performance contract, where numbers become a tool for accountability rather than just material for display.
As for the Prime Minister's talk about fieldwork and visiting provinces, it cannot be detached from this context. The field, when managed with institutional mechanisms, transforms from an inspection tour into a tool for diagnosis and direct linking between the local reality and central decision-making. When the results of the visit are measured by solving a problem, accelerating a project, or removing an administrative obstacle, decentralization becomes an actual practice, not just a political slogan. This is precisely what the provinces need to ensure that growth does not concentrate in the capital alone, but extends to where the real need for opportunities and services lies.
Observers are not unaware that the big gamble in the executive program is represented by the partnership with the private sector, where conversations about potential investments worth billions of Dinars in vital sectors such as energy, water, transport, and infrastructure have occurred. This approach reflects an awareness of the limits of public finance, but at the same time, it subjects the government to a governance and transparency test because the success of the partnership is not only measured by the size of the investment but by its fairness, cost, sustainability, and its ability to create real, not temporary, jobs.
On a macroeconomic level, indicators point to positive growth, yet it is modest compared to the scale of the challenges, meaning that it is not enough just to maintain growth rates, but to improve their quality and speed them up by directing investment towards productive sectors that generate employment. Also, any expected improvement in public debt or financial deficit indicators will not be meaningful socially unless citizens feel its impact on living costs, service levels, and job opportunities.
It can be said that the interview, in essence, has placed the government before a clear ethical and political commitment. When numbers are announced, projects are defined, and timelines are presented, backtracking becomes costly, and success or failure becomes observable. This is precisely what Jordan needs at this stage, a straightforward discourse that recognizes the challenges, a clear program measured by results, and a management that considers public trust as capital that is not built by words but by achievements.
Therefore, the upcoming phase will not only test the government's planning abilities, but also its focus, continuity, and fairness in execution. If initiatives translate into impact, projects into opportunities, and indicators into transparent reports, then what was stated in the interview will not remain a media event, but will be recorded as the beginning of a real transition from the state's discourse to its execution contract with the citizens.
