In accordance with His Majesty's directive, the government has consulted widely over the past 12 months through a number of channels in order to develop a roadmap for national prosperity to 2025. This effort of developing ‘Jordan 2025’ was led by a Steering Committee chaired by the Prime Minister and including the participation of a number of ministers and representatives from the private sector and from across civil society . The Steering Committee was supported by 17 sectoral committees convened and managed by the Ministry of Planning and International Cooperation (MOPIC) that included more than 300experts and representatives from government, business and civil society across Jordan. These 17 technical committees identified the strengths, weaknesses, opportunities and threats faced by the Jordanian economy and society today. They also reviewed more than 1600 recommendations already made in over 80 previous plans and strategies developed over the past decade in order to. understand what where previous policies and plans have succeeded and failed and to identify those proposals that have not yet been implemented but should over the coming decade. These plans and strategies have subsequently been collated for public access and are now available on the website www.inform.gov,jo. In addition to the work of these 17 committees, a broader process of engagement was also launched to ensure that every citizen, civl society organization, political party and business association was provided with the opportunity to contribute their views and ideas into the process of developing “Jordan 2025". The government issued a Public Call for Submissions in national newspapers in ‘September 2014 and through the MOPIC website. This process followed international best practice for public participation and consultation and was the Jordan that this form of open pul ipation has been used. In addition to newspaper advertisements, 45 business associations, civil society organizations, political parties and other groups were directly contacted by MOPIC and encouraged to take part in the process through this open submissions process. National Conference was also held at the Dead Sea on 20 September 2014. Over 780 Jordanians from all segments of society were invited to attend. 450 individuals and institutions accepted the invitation and participated in the one-day conference, which was attended by the Prime Minister and members of the government. Participants exchanged views and ideas about how Jordan can and should move forward through seven working groups each focused on a specific strategic area important for the kingdom's future. As a result of these consultative and collaborative efforts, “Jordan 2025” provides a clear and honest assessment of the Kingdom's current situation; outlines a vision with specific goals to be achieve; and provides a roadmap, including specific initiatives and timelines, to be followed to achieve our aspirations. It is however important to note that the priority initiatives outlined in this document do not represent everything the government needs to do over the coming decade. As circumstances change, including the emergence of new risks, threats and opportunities, future governments will need to identify additional initiatives to be undertaken. Nevertheless, the policies contained in “Jordan 2025” represent significant and important structural reforms and programmatic improvements that we cannot lose sight of over the coming decade. They have been selected and prioritized based on a number of criteria, including: + The nature of barriers and constraints that hindered previous reform efforts. + Their expected positive, long term and sustainable impact on our citizens and society. + Their contribution in promoting exports as our key engine for growth and job creation. + The jobs they can generate for Jordanians over the long term. * Their potential to improve income distribution between and within Governorates. * Their cost to implement and sustain give our given our objective of restoring and sustaining fiscal sustainability. Many of these proposed actions and policies are not new; some have already been recommende previous plans and strategies developed by the Government, private sector and/or civil society organizations. , such as the National Agenda Document, the National Employment Strategy, the Poverty Reduction Strategy, the “We Are All Jordan” document and other sectoral strategies. Since many of these sound proposals and recommendations remain valid and are likely when implemented to make real change, they have been restated in “Jordan 2025”. “Jordan 2025” also includes Key Performance Indicators (KPIs) related to the desired outcomes in each reform area in order to enable the government, the business community, civil society organizations and citizens to assess the extent to which progress in real outcomes is being achieved from the actions being taken. Sr, wANe BS