Silo Fighters Blog

Natural Language Processing to align national plans in Serbia with Global Goals

BY Karla Robin Hershey, Dennis Schleppi, Vuk Batanović | October 17, 2018

The Republic of Serbia is on a mission to map the work that is underway to implement the 17 Sustainable Development Goals (SDGs). As a first step, the UN Country Team in Serbia reviewed the compliance of the country’s policy framework with the 169 targets and 230 indicators of the 17 SDGs and assessed the country’s readiness to proceed with their implementation. The fact that Serbia is a candidate country for the accession to the EU, the Republic of Serbia called for a special review of the compliance and complementarities between 35 EU accession negotiation chapters that are implemented through a series of ongoing reform processes and linkages to Agenda 2030. We conducted a real time comprehensive analysis in late 2017 to early 2018 using UNDP’s developed methodology called RIA – Rapid Integrated Assessment (RIA). The objective of the assessment tool is to support countries in mainstreaming the SDGs into national and subnational planning, by helping assess their readiness for SDG implementation. We engaged a dozen of national experts who successfully reviewed over 100 of national policy documents, including those setting the targets relevant for the EU accession. Most of the documents were in Serbian, with a few available in English. The exercise outlined those areas that are well covered with the existing policy instruments, identifies areas where more attention is needed by policy makers, detects bottlenecks and accelerators and reviews institutional capacities in place to implement the SDGs. Scaling up and gaining efficiency with artificial intelligence We know it is important work, so we were on the lookout for innovative ways to make this process and other similar policy mapping exercises easier and more efficient. In January 2018, we heard about a pilot initiative between UNDP and IBM research which demonstrated that an artificial intelligence (AI) approach could be time saving and provide accurate mapping information. Using AI based on natural language processing (NLP) techniques could be successful in automating the rapid integrated assessment process that provides a baseline to measure future progress. The assessment, which looks at defining a roadmap for a country to implement the SDGs, was our starting point. They piloted the assessment in five countries where policy documents were available in English. We got satisfactory results from the pilot. We teamed up with local policy experts from the SeConS Development Initiative Group, an independent organization which aims at contributing to the long-term socio-economic development and improving the living conditions of individuals and social groups in Serbia and the region. Our team at the UN also met with natural language processing experts from the School of Electrical Engineering at the University of Belgrade to take this initial pilot to the next level – and research how the assessments could be translated from English into another language, thus for the first time facilitating an automated mapping of policy documents in Serbian. The development of the methodology and testing of the automated policy mapping exercise in Serbia is being implemented between August and November 2018. Talking to a computer in Serbian is not as easy as Siri makes it look Thanks to an abundance of language tools, resources, and algorithmic NLP models available in English, the initial pilot allowed for an automation in countries where English is the predominant language for official documents. In the attempt to translate the automated text processing to Serbian, our team noticed several linguistic traits that make this work particularly challenging: Unlike English, Serbian changes in form according to grammatical functions such as tense, mood, number and gender. Serbian is a fully digraph language, meaning that it can be written using two different alphabets (Serbian Latin and Serbian Cyrillic script). Latin characters often appear in Cyrillic texts, especially where foreign terms (usually from one of the European languages) are presented verbatim. Although Serbian grammar often uses the same default Subject-Verb-Object word order as English, the very nature of the language makes word ordering more flexible. In addition to the language-related challenges mentioned above, we also identified the following specific context related advantages: The automated policy mapping will focus on specific sectors – social protection, health, education. In this area we have adequate data both in quality and in quantity. Given the specific focus of the automated analysis, we will be able not only to compare automated versus manual policy mapping results, but also to get a more specific idea of the data gaps in the social, health and education sectors, which is very important for localizing Agenda 2030 in Serbia. By closing sectoral data gaps for nationalization process for the global goals, the pilot project in Serbia will also create a baseline to support the country’s SDG reporting obligations. This is particularly relevant given that Serbia will provide its first voluntary national review at the High-Level Political Forum in New York in 2019 on its SDG progress to date. The voluntary national reviews aim to facilitate the sharing of experiences, including successes, challenges and lessons learned, with a view to accelerating the implementation of the 2030 Agenda. These reviews also seek to strengthen policies and institutions of governments and to mobilize multi-stakeholder support and partnerships for the implementation of the SDGs. The Republic of Serbia will present the results produced by the automated mapping on achievements in the area of reducing inequalities in the country. Getting started, getting technical Our first step was to choose a sample of the 17 SDGs to be analyzed, limiting the dataset. Taking into consideration the quality and format of data available, and keeping in mind that next year’s voluntary national review discussion will focus on inequality, the team selected five SDGs that are clustered under the heading People, including: SDG 1: No Poverty: end poverty in all its forms everywhere SDG 2: Zero Hunger SDG 3: Good Health and Well Being: ensure healthy lives and promote well-being for all at all ages SDG 4: Quality Education SDG 5: Gender Equality: achieve gender equality and empower all women and girls. The second step was to consolidate the document database previously used in the manual assessment process to ensure that documents were available in a machine-readable format. This presented our team with a significant technical problem, since most documents were available in PDF format, which is not great for precise text extraction. Initial tests indicate that a combination of Adobe Acrobat Pro’s text extraction mechanism and a replacement procedure through which particularly problematic PDF files would be replaced with an easier to read alternative (e.g. Word files) could prove to be successful in tackling this problem. The months ahead We expect a number of technical innovations to surface from the process of adapting the proposed AI approach to texts in Serbian. The complexity of texts in Serbian will be decreased through the use of stemmers, tools that reduce each word to its stem (a stem is similar to a word’s root form). Such tools have been found to increase natural language processing model performance on several semantic tasks in Serbian, so there is good reason to believe these tools may be effective with the similar, albeit more complex, rapid integrated assessment exercise. Our initial efforts show that flexible word ordering is not likely to be a major issue in terms of transferring the (English-centric) automated pilot exercise to Serbian, since the AI method focuses on sentence or paragraph-level semantics, where the exact word ordering becomes less important. Finally, we will work around the lack of available data from the manually-conducted rapid integrated assessment in Serbian by setting up a simulation, dividing the available Serbian document collection into two groups: a training set and test set. By conducting a manual rapid integrated assessment for the training set, a foundation will be established for the automated assessment for the test set in Serbian. After these technical and algorithmic adaptations have been completed, the School of Electrical Engineering at the University of Belgrade and SeConS will measure the effectiveness of the AI method using the data from the manual exercise conducted in Serbia earlier this year and will submit a report showing the comparison between the two report, more importantly we be looking to see if the accuracy of the AI driven report the same or superior to the manually produced rapid integrated assessment report.   Despite all of the linguistic and technical challenges, this project could prove to be beneficial for data collection and analysis processes not only in Serbia, but also for neighboring countries, due to close linguistic ties within the sub-region. We will discuss the results of this pilot exercise extensively with data holders, producers and users, including the Government and civil society partners, to obtain their valuable input to inform the way forward. The UN Country Team will use the additional feedback to see if and how this automated policy data search could be used to save time and improve the accuracy of data analysis. Lessons learned will be applied to other activities in Serbia aimed at supporting Government efforts toward fulfilling their priorities towards Agenda 2030 in Serbia. The questions that we hope to answer  in the follow up consultations include: Can we use automated policy mapping for other processes beyond the initial SDG data mapping? How can we use it to map the progress towards SDG achievement and its linkages to the EU Acquis? Whatever the answers to these questions may be, we will keep you updated. Watch this space and follow our progress on social media.     Photo by: Nathaniel Shuman

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Innovation scaling: It’s not replication. It’s seeing in 3D

BY Gina Lucarelli | September 12, 2018

My brother is a mathematician and on family vacations, he talks about data in multi-dimensions. (Commence eyes-glazing over). But as the family genius, he’s probably on to something. Lately, in my own world where I try to scale innovation in the UN to advance sustainable development, I am also thinking in 3D, or, if properly caffeinated,  multi-dimensionally. As new methods, instruments, actors, mutants and data are starting to transform how the UN advances sustainable development, the engaged manager asks: when and how will this scale?  To scale, we need to know what we are aiming for.  This blog explores the idea that innovation scaling is more about connecting experiments than the pursuit of homogeneous replications. Moving on from industrial models of scaling innovation In the social sector, the scaling question makes us nervous because the image of scaling is often a one dimensional, industrial one: let’s replicate the use of this technology, tool or method in a different place and that means we’ve scaled. This gives us social development people pause not only because we can’t ever fully replicate [anything] across multiple moving  elements across economic, social and culture. Even if we could replicate, it would dooms us to measuring scaling by counting the repeated application of one innovation in many places.   Thankfully, people like Gord Tulloch have given us a thoughtful scaling series that questions the idea that scaling social innovation is about replicating single big ideas many times over. [Hint: he says scaling innovation in the public sector is less about copy-pasting big ideas and more about legitimizing and cultivating many “small” solutions and focusing on transforming cultures.]  Apolitical’s spotlight series on scaling social impact includes a related insightful conclusion: when looking at Bangladesh’s Graduation Approach as one of the few proven ways out of poverty, they suggest that while the personalized solutions work best, they might be replicable, but too bespoke to scale. So if scaling ≠ only replication, how do we strategize for scale? I’ve got a proposal:  what if we frame the innovation scaling question more about doing deep than broad? The scaling question becomes: How will we move from distinct prototypes managed by different teams at the frontier of our work to a coherent, connected use of emergent  experiments in programme operations? Scaling also means moving from fringe to core Scaling innovation in a large organization like the UN has a glorious serendipity to it. Did you hear that we are looking into impact bonds in Armenia? What about the food security predictor in Indonesia? Nice collective intelligence approach in Lesotho. Blockchain is being used for cash transfers in Pakistan and Jordan. Check out the foresight in Mauritius. UNICEF is using Machine learning to track rights enshrined in constitutions. UNHCR is using it to predict migration in Somalia. UNDP is testing out social impact bonds for road safety in Montenegro. These organic innovations are beautiful and varied and keep us learning, but we as a UN system are not yet scaling in 3D. These days, I’ve been talking to people (my brother’s eyes glaze over at this point) about how to see various methods of innovations not as distinct categories of experiments, but rather as connected elements of an emergent way of doing development. Towards a connected kind of 3D.  Yes innovation is more of an evolving set of disruptions than a fixed taxonomy of new methods, but if we narrow our scope for a moment to the subset of innovations which have passed the proof of concept stage, can we start thinking seriously about how they connect? [As an important side note, thinking in terms of taxonomies of innovations is not a panacea. Check out @gquagiotto’s slides for a more thorough story on how classification is trouble for public sector innovation because it means we limit our vision and don’t see unexpected futures where they are already among us.] Projectizing innovation without keeping an eye on the links among the new stuff won’t get us far, and might even be counter-productive.  Instead, what would it be like if innovations were deployed in an integrated way? A bit like Armenia’s SDG innovation lab where behavioral insights, innovative finance, crowd-sourced solutions and predictive analytics [among others] are seen as a package deal.  I am looking for collaborators to learn more about how are all these methods and tools related. Do they help or hinder each other? Are there lessons that can be learned from one area and applied to others? Should some new tech and methods not be combined with others? 9 elements of next practices in development work A few of us UN experimenters came together in Beirut in July to pool what we know on this.  We had a pretty awesome team of mentors and UN innovators from 22 countries. We framed our reflections around the 9 elements of innovation which I see as approaching critical mass in the field. This is by no means exhaustive, but it’s a start to moving these methods from fringe tests led by various teams to core, connected operations. Here are the “nine elements of next practice UN” we are working with: Tapping into ethnography, citizen science and amped up participation for collective intelligence to increase the accuracy, creativity, responsiveness and accountability of investments for sustainable development. Using art, data, technology, science fiction and participatory foresight methods to overcome short-termism and make sustainable futures tangible. Complementing household survey methods with real time data and predictive analytics to see emerging risks and opportunities and design programmes and policies based on preparedness and prevention. Building on the utility of “superman dashboards”  for decision makers to helping real people use their own data for empowerment, entrepreneurship and accountability. Leveraging finance beyond ODA and public budgets by finding ways to attract private capital to sustainable development. Evolving the way we do things and even what services we offer by managing operations through new technologies Applying psychology and neuroscience for behavioral insights to question assumptions, design better campaigns and programmes and to generate evidence of impact when it comes to people’s behavior. Carving out space for science and technology partnerships within the UN’s sustainable development work Improving how we support our national partners in managing privacy and ethical risks Moving from “that’s cool” to “aha it’s all connected” We need to start thinking of these 9 elements as connected. It might be that they reinforce each other - whereby focusing on data empowerment gives meaning, context and legitimacy to the use of big data to understand behaviors and online activity. Or that they undermine each other - in the way that citizen science can undermine innovative finance pay-outs, or behavioral insights are helping companies get around privacy regulations. Looking for the practical connections, here’s what we’ve got so far: Collective intelligence methods that listen to people organically can help determine whether your behavioral campaigns are resonating.  Because people’s intell is often more granular than statistics, they could also be used to test whether new forms of finance are making an impact on health, education and other development issues. Small scale and/or internal experiments in the UN to manage operations with new technology help us know what the next generation privacy and ethics risks are. Experiments in gray zones can then inform future-oriented regulatory frameworks. Keeping a focus on helping people use data for empowerment is a good northstar when using new data and predictive analytics to ensure that cultivating realtime sources of data isn’t deepening the digital or data privacy divide. Using foresight methods or predictive analytics can point to signals of where to invest with innovative finance instruments [Follow Ramya from IFRC innovations for more on this. Hence some early connections form a budding conspiracy theory! If you are thinking multi-dimensionally too, or using a few of these methods and see where this line of thinking can be improved, help me draw more lines on the innovation conspiracy board! [Or tell me why this is the wrong tree to be barking towards… That’s always helpful too.]   We’re working on a playbook to codify what we know so far in terms of principles and methods for each of these 9 elements. Stay tuned for that... and please do get in touch to throw your own knowledge in!

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Promise to data: What the SDGs mean for persons with disability in China

BY Marielza Oliveira, Elin Bergman | August 29, 2018

China has strong and capable statistical systems, no surprises there. After all, China is known for its ambitious Five-Year Plans, which have shifted focus from economic growth to policy planning, environmental protection, and social programmes for its population of 1.4 billion. What's different and unique about its 13th Five-Year Plan is that it's very much aligned with the 2030 Agenda for Sustainable Development. Even so, China faces a daunting challenge to implement Agenda 2030. For starters, it only has official data for less than 30 percent of the Sustainable Development Goals (SDGs) indicators, and much less when considering data that covers vulnerable groups, such as persons with disabilities. With more than 85 million, China has the largest population with disabilities in the world. The good news is that China keeps a record of people with disability, so the official data sources are up-to-date. To support the Chinese government’s efforts to improve monitoring of the SDGs addressing people with disabilities, we at UNFPA, UNESCO, UNRCO, UN Women and WHO came together to test innovative approaches to collect focused and disaggregated data. Starting in Qinghai We selected the Qinghai Province in Northwest China as the pilot location to test new ways of collecting data. In Qinghai, the estimated number of persons with disability is five percent of the total population, of which about 70 percent live in rural areas. There are about 150,000 people registered in Qinghai Disabled Persons’ Federation, the local chapter of China Disabled Persons’ Federation. Therefore, it was important for us to look at their administrative data, which are key for crosslinking data from various sectors, including public services data. To demonstrate how data collection in underdeveloped regions can be operationalized in a smart way, we collected, analyzed and crosslinked all the administrative data of people with a disability ID with the following big data sources: Data from the national survey of basic services and needs for people with disabilities which is developed and updated by China Disabled Persons’ Federation, the National Bureau of Statistics and local Disabled Persons’ Federations; Data from the public services and various sectors including health, education, employment, social security, poverty alleviation and community services. This type of data is gathered from crosslinking disability ID data with public services data. Data from internet-based platforms. It's possible to use big data to integrate and crosslink all data from the disability ID system, administrative data of disability services from China Disabled Persons’ Federation and the administrative data of public services. By expanding the existing official data with information from other sources, China has the potential to not only monitor the additional SDG indicators, but it can also compile additional disaggregated views of SDG progress to monitor specific groups and locations in need of support while strengthening “real-time” monitoring and analytics. During this process, we engaged the vulnerable groups in the analysis and interpretation of data. For us, knowing what people living with disabilities think and need is key. We carefully examined their views to highlight the SDGs indicators that could directly benefit their well-being. The hindrances of data collection We experienced a few setbacks throughout the process, but, we adopted coping mechanisms to address the issue of data collection and analysis: Quality control of data. The disability data available from different sectors uses very different standards and follows different collection approaches. Moving forward, we propose to check and purify the data using standard disability datasets and a data crosslink approach. We also optimized the timeliness and the mechanisms to update the data. Sharing data among sectors. The key index of disability and people with disabilities was determined using the disability ID. The data across sectors was crosslinked with key index such as disability ID and others. What we discovered The administrative data platform of people with disability was recently updated with the results from the annual survey of unmet needs and services for people with disabilities nationwide. This platform provides timely data for monitoring SDGs that address people with disabilities. Other sectors have developed big data platforms using citizens’ ID. To continue enhancing the administrative data records, it's important to collaborate with other stakeholders, such as health care and educational departments to extend the existing data sources. Household surveys can also be used to fill in the gaps of official disability statistics. We shared our discoveries with an expert panel, which included representatives from the Chinese government, the National Bureau of Statistics, China Disabled Persons' Federation and its Qinghai branch, Qinghai Department of Commerce, Institute of Rehabilitation Information/WHO Family International Classifications Collaborating Center China, China Disability Data Research Institute, Soochow University, Nanjing Special Education Teachers College, UN agencies, as well as Chinese IT giants What's next The methodology implemented in Qinghai province can easily be extended to other vulnerable groups since they also face similar challenges. Stakeholders can also adopt similar tactics to develop specific SDG indicators, data collection and analysis to evaluate their progress. As for next steps, the UN country team will continue to research protocols and methods to monitor disability-inclusive SDGs. We will also develop a knowledge platform in Chinese to promote capacity building for the implementation of Agenda 2030 and conduct an international comparative study of technical approaches of data collection and analysis. Data and internet-based surveys will also be developed to learn more about the needs of people with disabilities and improve services for them, while at the same time using those statistics to make sure that we leave no one behind. What methods are you disaggregate the SDGs to ensure data for action with people living with disabilities? If you have some tips, do tell! Photography: Jonathan Kos-Read. License by Creative Commons

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Creating an impact investment culture in Armenia: Our way of doing it

BY Dmitry Mariyasin, Vahagn Voskanyan | August 22, 2018

According to some estimates, implementing the SDGs will cost a whopping 172.5 USD trillion by 2030, while current aid flows to developing countries sit at 350 USD billion annually. You might want to read the previous sentence again or let us summarize it for you: we have 350 USD billion per year, but we need around 172 USD trillion annually to reach the Sustainable Development Goals. Tricky, no? I guess the quick answer is yes, it is tricky. However, we believe that this gap can be partly filled by something called impact investing. This is, in short, investments made into companies, organizations, and funds with the intention to generate social or environmental impact alongside a financial return. At the UN in Armenia, we are testing impact investing and other new funding mechanisms to explore how they can be best used in middle-income countries to generate financing for the SDGs. Our UN team, led by UNDP Armenia, is experimenting around a set of initiatives that are already turning to be great learning experiences that we are proud to share in this blog. Our impact venture accelerator To support initiatives that put social or environmental issues at the core of their businesses, we created ImpactAIM: an impact venture accelerator. In short, ImpactAIM is a programme to support sustainable companies to scale up their impact. One of the criteria for ventures to be part of this initiative is that their business must reflect the mission and programme priorities of the United Nations in Armenia. With this exciting idea in mind, last year we launched a call for proposals for companies to apply. We partnered with Catalyst Foundation and Impact Hub Yerevan, and received 96 applications from 25 countries! We were happily surprised with this great response and we moved quickly to select our candidates. After a detailed process which included almost 30 interviews, we selected seven ventures to be part of the programme: Dasaran, Armacad, Armath, WiCastr, Smart Kindergarten, Sylex and IoTLab. These companies are currently enrolled in an intensive program which combines study sessions based on cutting-edge methodologies and hands-on experience in areas that are crucial for the start-up/business development world. The selected ventures also receive intensive mentorship to help them strengthen their market base and increase their investment absorption capacity. We are also trying to leverage the existing expertise of different UN agencies into the programme. This is the case of UNICEF, currently mentoring ventures working on education issues, but we are working to better integrate the expertise of agencies across the UN system. At the end of the programme, we will introduce the ventures to a network of impact venture capitals and angel investors to broke potential funding opportunities. Impact Investment Catalyzing Facility With the launch of the impact venture accelerator in December 2017, we realized that there is much more that we can do to support the expansion of impact ventures. In order to do that, and to stimulate the flow of private funds towards SDG targets, we are piloting an impact investment facility which will have two main elements: To support the establishment of impact funds through partnerships with fund managers to attract financing into impact ventures. To introduce impact-focused financial tools in Armenia. For example, long term loans, loans with subsidized interest rates and credit guarantees, that will encourage banking capital to fund impact ventures that target SDGs. What this means is that UNDP is going to introduce available impact and SDG targeting funding opportunities to engage external financial facilities for further disbursements to impact-focused clients. Considering that this type of funding usually includes a grant component and technical assistance, banks will be incentivized to add impact and SDG targeting into existing structures. Looking into social impact bonds Here in Armenia we are also developing social impact bonds to respond to key SDG bottlenecks. A social impact bond is a multi-party agreement based on the idea of “pay for success”. The Government identifies a social problem that it has a) not been efficient in solving or b) lacking the necessary resources to solve it.  The service providers who could efficiently solve the social problem are then identified, along with investors who are willing to pay the service providers upfront. The Government only pays the investors back when the pre-defined success indicators are reached or, in other words, pays only for success. Currently we are e working on the design of two social impact bonds: Improving quality of agricultural education in cooperation with FAO Armenia. Improving learning outcomes of the IT sector in cooperation with UNICEF Armenia. Our short but strategic roadshow During the last few months we have been spreading the word about impact investment. We participated in the Social Good Summit in Geneva and the Social Capital Markets (SOCAP2017) in San Francisco, where we met impact investors and made a strong pitch for partnerships with the private sector to achieve the SDGs. e now have a clear sense of what impact investors and key stakeholders outside the UN need and expect.  We have also received  feedback from key players in the industry and, together with INSEAD, organized Impact Investment for Development Summit in Yerevan in March 2017, which was the first time a dialogue on the role of impact investment took place in Armenia. Landing impact investments to the day-to-day reality Moving forward, we are looking into setting a legal framework that will allow the UN, private sector and other partners to make investments to support ventures promoting sustainable development. The fancy word for it is “impact investment platform”. The Impact Bonds, the Accelerator and the Catalyzing Facility are all specific and practical way to facilitate these investments, and help solve development challenges on the ground in Armenia and beyond. Working with the Armenian Government The Office of the Prime Minister in Armenia is eager to help accelerate SDGs. Our goal is to support Government to figure out ways of bringing academia and  government together to  engage citizens around the SDGs. We also hope to engage social entrepreneurs to  identify funding. Since its inception four years ago, the lab continues to evolve, from a social venture incubator to an accelerator. The accelerator takes the profitable business and scales globally. We also set up, together with the Government of Armenia, the National SDG Innovation Lab to ensure that both public and private partners work in a coherent way. The Lab brings together contributors from the public and private sectors to experiment and create to unlock Armenia’s development potential. For each new project that we work on, including this one pertaining to impact investments, we always ask ourselves three questions: Are we building a user (citizen)-driven intervention? Are we helping advance innovative approaches that help leapfrog to SDG achievement? Are we using the potential of private initiative and capital to achieve our objectives? Will this work? Stay posted  and follow us on Medium to find out!

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What Can Ship Identification Systems Tell Us About Development Policy?

BY Pulse Lab Jakarta | August 9, 2018

Maritime transportation is the life force of the world’s economy. Between 1990 and 2013 worldwide maritime trade more than doubled, with total volumes in 2013 reaching nearly 9.6 billion tons. The UN Country Team in Indonesia and Universitas Gadjah Mada have teamed up to analyze port network evolution across Indonesia. The dataset is global so if a similar analysis is of interest to other UN Country Teams please get in touch. Automatic Identification System (AIS) Data The global marine vessel identification system, called AIS, is an automatic tracking system used on ships and by vessel traffic services to improve safety at sea. The International Maritime Organization requires AIS to be fitted aboard international voyaging ships with 300 or more gross tonnage, and all passenger ships regardless of size. Alongside its practical application to maritime safety, AIS is useful for research on a variety of topics, from studying rescue patterns of migrants and refugees to understanding risk factors to marine ecosystems from shipping. Based on a request from the Ministry of Development Planning in Indonesia and an initial analysis of port network connectivity using AIS data, conducted by a team of inter-disciplinary researchers at a Research Dive hosted by UN Global Pulse Lab Jakarta, we plan to conduct further analysis using the dataset with a view to informing maritime development policy. Indonesia Port Network Analysis As an archipelagic state, the Government of Indonesia envisions a greater role for the country as a global maritime axis and is working to achieve this through several maritime development plans, including Tol Laut. To understand better the opportunities and challenges connected to this ambition, over the coming months we will: Model and analyze the maritime network based on AIS data; Create summary statistics of ports in Indonesia, including the number of ships processed by ports, average waiting times at ports and shipping times between ports; and Predict how the maritime network in Indonesia will evolve given specific scenarios, including with and without Tol Laut. Beyond this, we have a few ideas to look at network resilience to storms and cyber attacks (with MIT) and risk factors to marine ecosystems from shipping. If any of the above is of interest to other UN Country Teams, please get in touch as the AIS dataset is global so the analysis can be expanded relatively easily.

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Powering up data collection systems in Palestine

BY Subhra Bhattacharjee | July 11, 2018

In 2016 we prepared a Common Country Analysis (CCA) for Palestine. A CCA is UN speak for a detailed analysis of a country in preparation for a multi-year action plan of the UN. It identifies key development challenges and where the UN needs to focus its development investments. For our analysis this time, we decided to look at people. In hindsight it appears to be the obvious thing to do, but we were not the first to think of this. The Nepal UN Country Team did it before us. For our CCA we asked ourselves two questions: Who are the most vulnerable groups in Palestine? What are the structural drivers of their vulnerability? We thought if we could identify the most vulnerable groups and analyze the structural drivers of their chronic vulnerability, we will have a good sense of what it will take to ensure that our sustainable development investments leave no one behind. The first call for ideas brought out 61 proposed groups, each backed by passionate arguments as to why they are the most vulnerable. We merged some groups, reduced duplications, clarified categories, tinkered with definitions, and after extensive discussions, honed our focus to 20 vulnerable groups. This gave us a window to the factors that keep some groups in Palestine systematically at a disadvantage. Next, we did a deep-dive to understand why development was leaving some groups behind. For some groups, including out-of-school children and children in the labour market, the lack of adequate data makes it difficult for government to formulate specific policies and programmes for these groups. Alternative data collection methods for groups that are small compared to the population After a comprehensive exercise to account for the data, especially looking at Sustainable Development Goals indicators, we noted that relevant data on smaller groups couldn’t be collected only through existing surveys. The Palestinian Central Bureau of Statistics (PCBS) uses representative samples for each geographical area of the occupied Palestinian territory (oPt), and even though it produces high quality data consistent with international standards, there is a lack of up-to-date and periodic disaggregated data on several smaller groups. Take for example, the fishermen of Gaza. There are some 4,000 registered fishermen in Gaza, accounting for 0.2 percent of Gaza’s population of two million. If PCBS samples 1,000 people from Gaza for one of its quarterly labour force surveys, it will have at most two fishermen in its sample. We cannot draw any reliable conclusions about the socio-economic conditions of fishermen in Gaza from a sample of two people. And if PCBS included more fishermen in their sample, the percentage of fishermen in the sample will be larger than the percentage of fishermen in Gaza’s population. To create a large enough sub-sample for fisherfolk, PCBS will need to do a new level of sub-sampling by profession or sector on top of the two layers it is already subsampling. This would significantly increase its cost of surveys. Are you still tracking with us? Keep reading.   Flash surveys to the rescue So, for the smaller groups, we at the UN looked for an approach to gather data that would not cost too much, would not create too much additional work and most importantly, that is able to produce good quality data. The first thing we tried is a series of flash surveys – with small samples, and short questionnaires. These flash surveys had several benefits over the more traditional surveys with bigger samples and longer questionnaires: They allowed us to test our systems for collecting primary data and iterate quickly and cheaply if necessary to work out the flaws in the system. They enabled our enumerators to get hands-on training at a relatively low cost to us. They are also particularly suitable for understanding the smaller groups that don’t get adequately represented in the bigger surveys. We chose four vulnerable groups: adolescent girls, children in labour, the elderly and persons with disabilities as pilot cases. UNFPA took the lead in this. They engaged the Sharek Youth Forum, a non-profit, and one of UNFPA’s implementing partners to conduct the surveys. OHCHR, FAO, UNRWA, helped with the quality control. 37 university students (28 from the West Bank and 9 from Gaza) were recruited from Sharek’s network and trained as enumerators by an expert. The survey questionnaires in Arabic were uploaded on KoBoToolbox, a free and open source suite of tools for collecting data. Many of the young enumerators owned smartphones so they downloaded the app on their phones and entered the data for each person they surveyed into their smartphones. Sharek provided the others with tablets. A village, a town and a refugee camp were selected in each governorate. Sharek’s enumerators visited schools to survey adolescent girls, reached out to the elderly in their local communities, and found persons with disabilities through support groups. ILO provided information on the areas with high concentration of child labour. The enumerators collected the data over a period of two weeks, and, in some cases, they used paper forms to collect the data and documented problems as they arose. The enumerators collected data on a small number of key demographic variables for each group. For the data on the four groups produced by Viz for Social Good, click here, here, here, and here. Before even looking at the data, we noted a few things. First, we now have 37 trained enumerators who can be deployed again at short notice to conduct other flash surveys. The investment in training and the hands-on experience they got has started the process of creating systems to collect data on vulnerable groups. Second, we need to finesse our sample selection if we want to use the surveys to provide baseline indicators and monitor progress. Third, we need to think through how to combine the data from smartphones and paper surveys. Fourth, we need to figure out how to identify our target groups based on more rigorous definitions. For instance, not all work done by children should be classified as child labour. According to ILO, child labour refers to work that “deprives children of their childhood, their potential and their dignity, and that is harmful to physical and mental development”. Fifth, flash surveys need more quality control if they are to serve the same purpose as traditional surveys. This is because with smaller samples of flash surveys, the choice of location will need extra attention to ensure that the sample is indeed representative. This year, we will work through these wrinkles. Engaging people in their own data analysis In data circles, we often hear the idea of engaging communities to collect and use their own data. But the instances of it being done in a meaningful, low cost, sustainable way to generate usable data are few and far between. Could we pull it off? We decided to experiment with combining data collection and empowerment for one of the most vulnerable groups in the oPt, namely, Area C communities. Area C accounts for 60 percent of the West Bank. It has some of the most fertile agricultural land and almost the entirety of Palestine’s natural resources. An estimated 300,000 Palestinians live in Area C and a greater number depend on its resources for their livelihoods. Area C is controlled by the Israeli military,  which has exclusive control over land, planning and construction. Significant portions of Area C land are allocated for Israeli settlements and declared as Israeli state land. Only about 30 percent of Area C is available for Palestinian construction, but so far Palestinians have been issued permits to build on less than one percent of the land. Since construction permits in Area C are closely tied to Israeli spatial plans, spatial plans driven by Palestinian communities have been used in recent times to empower communities, and to rally the Israeli Civil Administration to issue permits to Palestinians for construction. In addition to Israeli military orders, land ownership in Area C is governed by a complex legal framework resulting in insecurity of land tenure and confusion about ownership and user rights of private land. Consequently, land registration has been a long-time priority of local and international development actors in the oPt. As the next activity of our project, we integrated a community-driven process to map land ownership and user rights. UN-Habitat took the lead in developing a system called the Social Tenure Domain Model. This participatory tool is a pro-poor, gender responsive system based on free and open source software, which means that all the data collected and stored is available to the communities and owned by the users. The system is based on information and evidence shared by local communities making them a part of the decision-making process. The system records and analyzes the social tenure relationship of people and land, and the social services/amenities that available to the inhabitants of a location. It fits the oPt’s highly complex tenure system, because it supports a continuum of land rights ranging from formal to informal. An Arabic interface was created for the system so it can easily be deployed in other Arabic-speaking countries. UN-Habitat also provided training for the Palestinian Land and Water Settlement Commission staff. This system for community mapping of land rights with a special focus on women and youth will help us empower the community, build social cohesion, and generate data on land rights. The resulting database will serve as a shadow land register, support land valuation, raise awareness about land governance in Area C, and inform advocacy efforts to defend land rights of Palestinian communities. These efforts are supported by the ‘Road Map for Reforming Palestinian Land Sector’ of 2017. Right now, the background work is still ongoing. The model will be piloted in 2019. Will this actually work? We don’t know. For now, we know that we now have the systems in place to replicate or update the data collection of smaller groups through flash surveys, we can engage communities participate in collecting and analysing their own data and integrate a community-driven process to identify land ownership and user rights, at a lower cost than in the first run. And we will use whatever we learn from these initiatives to finesse our methods in our next set of data collection initiatives in 2018.

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Making money move: New financing to achieve the SDGs

BY Richard Bailey | July 3, 2018

“Money doesn’t grow on trees.” Regardless of where you grew up, we all learn about the importance of securing every penny, rand, real, euro, yen, ruble, or rupee. And the saying is particularly relevant today since development organizations like the United Nations (UN) must mobilize more than US$3.0 trillion every year if we hope to achieve the ambitious goals laid out in the 2030 Agenda for Sustainable Development. Official development assistance (ODA) is still an important finance mechanism but only $140 billion are secured each year. If we, the UN, intend to accelerate progress so no one is left behind, ODA needs to be used more strategically, and other sources of finance must be secured. There also needs to be an organizational shift from strictly funding programmes and initiatives to an approach that involves “funding and financing” to tap into international, national, private and public financial flows. Perspective shift: from funding to financing A growing number of blended finance sources have helped advance development aims in recent years.[1] Private sector guarantees, syndicated loans, and shares in collective investment vehicles mobilized $36.4 billion,[2] while socially responsible investing exceeded $6 trillion between 2012 and 2014. Impact investors and development finance institutions created a new investing asset class that is projected to grow to $400 billion by 2025. When it comes to financing, the rules are changing, and the UN is looking at new ways of aligning financial flows and attracting new investors. UN Country Teams (UNCTs) in Kenya, Indonesia and Armenia explored ways of helping national governments and local partners secure broad, non-traditional funds for development purposes. They mapped out challenges, unlocked new types of financing and used resources in a timely and innovative manner. The three most successful tools adopted were impact investing, Islamic financing, and sector-specific fund modalities. Impact investing in Armenia In the last few years, Armenia has turned into a thriving tech start-up hub and financing initiatives have followed two major trends: venture philanthropy and impact investing. To capitalize on these new forms of funding, the UNCT set up a country platform for SDG implementation that is aligned with national reform and SDG efforts. The collaborative space allows the UN, development partners and civil society to strengthen relationships and develop new ones with international financial institutions, donors and philanthropists. Other innovations: SDG Innovation Lab, the Kolba Social Innovation Lab, ImpactAim Venture Accelerator. Islamic financing in Indonesia Home to the world’s largest Muslim population and the tenth largest economy, the Government of Indonesia recently turned to inclusive and ‘green’ financing to accelerate the SDGs. The UNCT saw the potential and embraced new forms of finance to support sustainable development initiatives. Good practices include employing blended finance instruments and Islamic financing (Baznas).[3] In 2017, UNDP channelled zakat (charitable funds) for a micro-hydro energy project to improve access to water, renewable energy and livelihoods in some of the most remote parts of Indonesia. Other innovations: Financing Lab, “Bring Water for Life” and #TimeforTigers crowdfunding campaigns. Primary health care financing in Kenya One million people in Kenya fall into poverty every year because of a fractured health care system,[4] which is why the national government prioritized rolling out Universal Health Care in the “Big 4 Action Plan.” The UNCT supports the government by working with private sector partners on the Private Sector Health Partnership Kenya initiative and SDG Philanthropy Platform. Bringing together the private and public sectors together has opened doors to new cross-sectoral opportunities in the health, tech, early childhood development, nutrition, and technical and vocational training sectors. Make it rain: harnessing the potential of innovative financing The cost of solving the world’s most critical problems currently runs into the trillions, forcing development financing into a new era. There are no other options if traditional development aid no longer makes the grade. The UN has to pivot and embrace the changes taking place or risk becoming redundant and irrelevant. Luckily there are many opportunities to seize, and the UN has plenty of comparative advantages to bring to the table. The organization has a long, successful history of bringing together partners, training and recruiting experts, scaling up projects, and imparting technical knowledge. UN staff are skilled in advising, brokering knowledge, innovating, analysing data, and measuring impact. As we have seen in Kenya, Armenia and Indonesia, capital can be mobilized through impact investing, attracting early investors, or securing funds for larger investments in sectors identified by the central government. Embracing the latest tech innovations (e.g. e-health or mobile diagnostics) can turn unattractive investment areas into “bankable propositions.” Perhaps the most important takeaway is to not “let perfection be the enemy of the good.” Change may take time but UNCTs can’t wait for everything to be in place before embarking on new initiatives or adopting innovative types of financing. Steps to secure the right kind of capital have to be taken because time is running and “business as usual” no longer works—the numbers tell the whole story. Societal progress involves taking calculated risks, and achieving the SDGs is no exception. Unlocking new sources of funding is one way the UN can make sustainable gains and help governments make returns on the 2030 Agenda. ---- [1] Discussed in detail in “Financing the UN Development System. Pathways to Reposition for Agenda 2030” (September 2017), Dag Hammarskjöld Foundation in collaboration with the MPTF Office, http://www.daghammarskjold.se/wp-content/uploads/2017/09/Financing-Report-2017_Interactive.pdf. [2] Amounts Mobilised from the Private Sector by Official Development Finance Interventions: Guarantees, syndicated loans and shares in collective investment vehicles’, OECD working paper, 2016. [3] Baznas was established by the government based on Presidential Decree 8/2011. The agency is responsible for collecting and distributing zakat at the national level. [4] Thomson Reuters Foundation, February 2018, http://news.trust.org/item/20180209112650-s1njv/.

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Caring is Sharing: Towards Gender Equality Care Services in FYR Macedonia

BY Louisa Vinton | June 22, 2018

Sustainable Development Goal number 5 recognizes the need to achieve gender equality and the empowerment of all women and girls by 2030. As the UN Country Team in the former Yugoslav Republic of Macedonia, we have been wrestling with this topic and are working tirelessly to help national partners achieve the Global Goals, which have come with a series of challenges. Care or Construction to drive the economy? Our UN team in the former Yugoslav Republic of Macedonia has been advocating for two potential solutions to the existing inequalities regarding the burden of unpaid care work. The first proposed solution is to promote an expansion in state-funded social care services, such as care for preschool children, the elderly, and people living with disabilities. An increase in care services should be seen as an investment that stimulates growth and creates new and better jobs primarily taken by women. For us at the UN, this is a very attractive equation, because doing the right thing is also the economically sound thing to do. It also provides a refreshing contrast to an entrenched belief in the former Yugoslav Republic of Macedonia that investing in construction work is the best way to use public funds to create jobs. Debunking myths about the care economy To prove this point, we did some data digging. Research conducted by UNDP and UN Women in Turkey helped us build a case on the importance of investing in social care infrastructure versus construction infrastructure. According to their research, social care investments could generate 2.5 times more jobs than investments in construction. So, imagine this: instead of a mere 290,000 jobs in construction, the same amount of government spending could yield 719,000 jobs in care services. And 73 percent of these new caregiving jobs would go to women, against just 6 percent of those in construction. Alongside this first powerful idea, we are trying to combat the stereotype that house chores are handled only by women. This conviction runs deep in the former Yugoslav Republic of Macedonia, and men are let off the hook when in fact they could proactively step it up and share the burden of house work. To gain traction for these arguments, we made the idea of “care economy” the centerpiece of a high-profile UN-sponsored conference in June 2017. At the event, the new Prime Minister, Zoran Zaev gave a speech where he emphasized the importance of greater inclusion of women in the labor market and encouraged men to share more responsibilities at home. This high-level affirmation put wind in our sails, and the new Government has engaged with us energetically! Beyond the grandparent model of childcare Despite some research, our work has still been hampered by a lack of up-to-date data. The country has not conducted a census since 2002, and there are only a few areas in which gender-disaggregated data is collected systematically. For example, on workforce participation, there is minimal gender-sensitive analysis to explain the behaviors behind the numbers. This creates uncertainty as to why women are not more active in the labor market and why men are not doing more at home. We have assumptions, but we still need to test them to prove their validity or not. UN Women undertook a recent study on labor force participation. More than 3,600 women from 2,500 households participated. As expected, more than a third of those surveyed were not working because of care responsibilities in the home. There was no surprise here, but what did intrigue us was that conservative beliefs about appropriate roles for women seemed as big a deterrent to working outside the home. On one hand, women overwhelmingly saw employment as the key to an independent life. On the other hand, women seemed to feel that they were better at caregiving than men. This experience helped us to make sense of one of the findings of UN Women’s research. The secret, we concluded, was to offer care services outside the home that provided something more than a safe and secure kind of ‘human storage.’ This was clear, for example, in conversations with the mayor of a rural ethnic Albanian municipality with 25,000 inhabitants where UNDP helped to establish the first public preschool facility in 2015. The Mayor underlined the need to get beyond the “grandparent model” of childcare to ensure that preschool children enjoyed the benefits of socialization and early childhood education and can compete in the modern world. These findings also reinforced a new initiative by UNICEF to expand the reach of early childhood education programs. Since poorer families currently don't (or can't) access early childhood education opportunities, this expansion would overcome the current bias of daycare offerings towards well-off families and help to fight the intergenerational transmission of poverty. But here, too, demand would need to be stimulated, since so many families still believe in the idea of “grandparent care.” How we undertake these tasks will depend on the results of our quest for further data. We are pursuing three new lines of inquiry that should bring us closer to solutions:  Is there a compelling economic argument for the “care economy” in the former Yugoslav Republic of Macedonia? Our initial analysis looked at supply and demand trends for both childcare and eldercare. There are 96 institutions (public and private) with 4,655 staff providing early childhood care services to 34,386 children. However, 4,158 children were refused in 2016 due to lack of capacity. This suggests that the country is failing to satisfy childcare needs. The outlook is similar for care for the elderly, where social care options are even less developed. Currently only 20 institutions with 365 staff provide care for 1,050 elderly people nationwide. Is there a nationwide centralized registry that encompasses the full spectrum of preschools and kindergartens, elder care institutions and daycare services for persons with disabilities? The answer is no. We are wrapping up the first-ever national inventory of social care services covering all three different sectors: public, private and civil society providers. The results are still being analyzed, but it is clear that core populations are underserved. This is especially the case in rural areas and areas dominated by ethnic minority populations (Albanians, Roma and Turks). For example, under 4 percent of Roma children are in childcare. Why are men reluctant caregivers? UNDP conducted a survey to identify the main obstacles that hinder men from getting involved in care work with the hopes finding ways to initiate behavioral change among the male population. Next steps Once the results are analyzed and digested, our next step is to hold design-thinking workshops to discover what might encourage men to undertake a larger share of “women’s work” at home. We hope that these workshops will help us find volunteers willing to serve as caregiver champions or at least as positive deviants. UNFPA and UN Women have already built modest advocacy campaigns around these themes (see poster), and the UN team as a whole looks forward to campaigning in 2018 to break down the barriers women face to employment, and those that men face to caregiving. “Men can do it too” – UNFPA’s tongue-in-cheek campaign on gender roles and housework

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Revisioning Somalia: An appeal for ‘this way of working’

BY Kanni Wignaraja | June 6, 2018

My recent visit to Somalia was a mere 48 hours, to take in a decades long story of conflict and climate-driven destruction of Mogadishu. Of Somalia. They say what you hear and see in those initial moments, in the blink of an eye, is what stays with you and gets deeply etched in memory, despair and in hope. So here goes. Green saplings rising The sharp banking of the plane I was coming in on, and a runway that went toe-to-toe with the Indian Ocean waves, should have been a give-away. The heavily fortified ‘green zone’ where the diplomatic missions, UN and some government and NGOs reside, made the working reality stark to me. The challenges faced cried out for all working in Somalia to do the impossible. To re-vision a country, together with many of its young people, growing back from the ashes as a green sapling tries to do. The question is if the UN can accompany a very young country on this journey, and guide and nurture this next generation, however fragile the openings may be, as they inspire us with their dreams and plans for a new, phoenix-like Somalia. For the few young people I spoke to, the idea of their country is one filled with a youthful exuberance and energy that makes one want to leap out of one’s container (where most staff still sleep at night) and get out there to help. This is the story of the UN in Somalia. So can we move from the forever-an-emergency modus operandi, to take a moment to carve out and protect some spaces, in our plans and with our funding, to be there also for the re-visioned Somalia? Amidst all that challenges a faster national level rebuild, two factors, in particular, seem to slow down the shift in gear that the UN in Somalia wishes to make. The UN team is trying to support a disproportionately large displaced population – well over 6 million - that live in highly vulnerable situations, confronted daily by the fragility of climate change, injustice and clashing clan identity, with little protection, and hence a very real need to be there for them every day. There are also the factors within the UN, where we are divided by the way we are governed and funded, with the large proportion of funds received targeted for shorter term needs, and not enough for helping to rebuild institutions that will govern judiciously, provide essential local services, invest in sustainable agriculture and ensure greater access and quality of education, health and dignity for all Somalis. Camel yoghurt to coding: Showing (or paving) the way for longer-lasting transformations There are pilot efforts supported by several UN entities, to innovate and to test out new ventures. And this provides the evidence that says this different path is also present, albeit a slim and less trodden one: to accompany the ingenuity and smarts of young people, who see a different future for themselves. During my short stay, I talked to young entrepreneurs who see bottled spicy ketchup and not the wasteful dumping of an abundance of tomatoes at days end; and another animated group who wish to produce and export camel’s milk yoghurt to a Somali diaspora; also feisty leaders calling for women’s rights, and most amazingly Bilan Codes – yes, ‘women can code’ - a local group run by Zahra, who the men in the room said they also learnt their computer skills from, and here she was teaching the next generation of Somali women to code! These can be more than small pilot projects, to light the way for longer-lasting transformations. The UN leadership and Country Team in Somalia see the disconnect between this re-vision, and over a dozen years of our presence doing the same-same. They live and work through the presence of violence, and having lost colleagues to mortars and truck bombs, are rightly contained in their response. The UN team cannot and must not forego its humanitarian role and support, as many lives depend on it. However, the UN team is also trying to get behind a young Somalia willing to leap-frog the usual, by using IT and mobile apps, and moving, however tentatively, behind a new Constitution and a first-time one person-one vote election in 2021. Rewarding positive disruption To stay relevant to this story, we must bring what we know and what we do much more together in Somalia, and in so many more places, to disrupt the negative trends and to support positive change for: a safer urban growth, with more clean green energy, to invest in values-based governance and the protection of the rights and dignities of all people, to address positive technology solutions and cyber security, to mitigate climate shocks and adaption of consumption and production patterns, and to ensure meaningful education and jobs for young people. And more. To support countries such as Somalia progress on sustainable development, the UN will have to share capacities and resources, within and with others. And colleagues must be rewarded for innovating, being forward-leaning and taking on this way of working. I will not pretend to understand all the complexity, but before I blink, I do know this - our tired rules that keep us silo’d, aversion to risk given programmes under daily stress from security concerns, and agency-first mentalities that limit what we can do together, do not belong here. We have a team on the ground, more-or-less ready to brave the new path. The current UN reforms that are underpinned by a call to invest in prevention and longer term sustainable development, that demand more efficient business operations, that expect shared bold analytics and higher levels of accountability to the people we serve, shout out to be demonstrated in this country context. Agency leaders, funders and rule-makers must let this UN country team show the way. Photo: UNHCR / S.Ostermann / October 2014

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Busting silos in statistical capacity in Guatemala

BY Carmen Aida Gonzalez, Claudia Lopez Robles | May 16, 2018

When the Guatemalan government realized that it had failed to achieve 63 percent of the  targets of the Millennium Development Goals (MDGs), it was a wake up call. Guatemala has struggled for years to connect, coordinate, and analyze its national statistics, making it difficult for decision makers to understand what investments the country needs to move forward. When the time came to adopt the 2030 Agenda for Sustainable Development in 2015, the Government committed to taking action and help improve the lives of the Guatemalan people. We knew we needed to up the game on data analysis from different public institutions. Currently, only 15 percent of the indicators of the Sustainable Development Goals can be fully produced by the National Statistical System in Guatemala. In Guatemala, obtaining disaggregated data is not an easy task since most institutions aren’t yet aware of the importance of such data. For example, obtaining disaggregated data on indigenous peoples and people of African descent is a struggle for national administrative records, despite their best efforts. Fortunately, Guatemala will carry out a population and housing census this year, and with these results, we at the UN hope to obtain disaggregated data about ethnic groups, people living with disabilities, migratory origin and other relevant information. Need a Data Strategy? We’ve got 70 of them To address the immediate challenge of limited data, we at the UN in Guatemala formed an inter-agency team of statisticians last year, spearheaded by UNFPA and bringing together UNDP, UN Women, IOM, OHCHR, FAO, IFAD, PAHO/WHO and the World Bank, with the support of the Resident Coordinator’s Office. This team came together to identify the resources that each agency had and what type of data we needed to achieve the Global Goals in the country. We wanted to do three things: 1) strengthen the National Institute of Statistics by developing strategies according to each statistical office in the country; 2) systematize good practices at the national level regarding health-related statistics; and 3) work with public institutions on participatory statistics management and SDG indicators to mainstream the 2030 Agenda for Sustainable Development.   For us at the UN, one “aha” moment was discovering that public institutions have very diverse statistical capacities. Through this exercise, we were able to see the level of disparity and the gaps that we as the UN can help fill in order to collect data better. Out of 70 statistical strategies that we identified with the National Institute of Statistics, we helped fine-tune the six that we considered to be essential for producing relevant data for the SDGs in Guatemala. The institutions we are working with are: The Ministry of Agriculture, Livestock, and Food The Ministry of Public Health and Social Assistance The Ministry of Environment and Natural Resources The National Telephone Fund The National Coordinator for Disaster Reduction; and The Ministry of Security These public institutions are contributing to various SDGs, including: SDG 2 Zero Hunger; SDG 3 Good Health and Well-Being; SDG 6 Clean Water and Sanitation; SDG 11 Sustainable Cities and Communities; SDG 12; Responsible Consumption and Production; SDG 13 Climate Action; SDG 15 Life on Land; and SDG 16 Peace, Justice and Strong Institutions, to name a few. Currently, the National Institute of Statistics is doing an in-depth analysis of these six key statistical strategies to develop an overarching plan for the production and management of national statistics, with an emphasis on baseline development, including SDGs indicators. The goal is for  Guatemala to increase the percentage of monitored indicators for the 2030 Agenda from 15 percent to nearly 40 percent. The data that we obtain from these strategies will help us to disaggregate data related to gender, age and geographical location represented in the rates of population. Helping improve health stats Another important area of work is the collaboration between PAHO/WHO, the National Institute of Statistics, the Ministry of Public Health and Social Assistance and the National Registry of Persons to systematize vital statistics, such as the number of births, marriages, and deaths. In the coming months, the National Institute of Statistics will publish a report that we developed collectively as an example of best practices for collecting statistical data. The report highlights the challenges that the public institutions face, because until now, Guatemala had limited resources to generate and produce quality data, hindering institutions from taking evidence-based decisions.  Taking the field experience to a virtual class Together with UNDP Colombia and the National Institute of Statistics, we  developed an e-course, aimed at national officers working in public institutions that are part of the National Statistical System. This e-course will run from May to June 2018 and will be delivered through webinars and a virtual panel to a group of 40 people. The added value of this online course is that it’s being adapted to the Guatemalan national context and each participant will receive personalized feedback from the instructor. We also want to reach national officers that live outside the capital city. The National Institute of Statistics will be responsible for following up with the liaison officers and we hope that this tool be used widely across all public institutions to continue empowering national officers. If you are interested in using this Spanish language course for your context, let us know. As for us at the inter-agency statistics team at the UN in Guatemala, the silo-busting has only begun...

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Five ways the UN is experimenting together in 2018

BY Maria Blanco Lora | May 3, 2018

Here at silo-fighting HQ, for a fourth year in a row, we are trying to incentivize the UN to innovate together. This is our annual moment to listen to how UN country teams plan to go beyond business as usual and model next generation practices to meet the demands of Agenda 2030. We love this time of year, as the proposals themselves are great intelligence on the front line, and we get to know the problems teams want to solve and what tools they have at their disposal to solve them. We were looking for joint efforts across UN agencies to innovate in the areas of data, behavioural insights, finance, collective intelligence and foresight. With thanks to our donors, these are investments in innovations which can either be scaled from one agency to the rest of the system efforts, from one sector or field to another, from one country to another, or from one geographic area to country-wide applicability. We are also funding UN teams that want to break new ground and test hypotheses for more proof-of-concept type innovations. The competition among country teams for the funding was tough, but thanks to our review team, after 100 proposals, we finally decided on 34 experiments and scaling efforts that we are thrilled to present in this blog. Data for preparedness, prevention and prediction Innovations in data was the most popular area in the proposals this year. A good chunk of winning pitches focus on new ways of gathering and analysing data to allow countries better prepare and respond to natural disasters along with citizen-generated data for predictive analytics.   In the Pacific, the UN country team in Samoa, will use new technologies to analyse households preparedness to cyclones, while Fiji will be scaling VAMPIRE to measure the impact of cyclones through data mining and build predictive analytics. In Viet Nam, the UN team will develop digital tools to link baseline data on vulnerability and resilience to preparedness to long-term planning disaster recovery planning. To prevent food insecurity, the UN in Malawi will be using geospatial information to assist farmers and, in Ghana, the team will use remote sensing and drones to provide the government with timely data to respond to food security threats. In Iraq, crop productivity mapping through the use of mobile data collection and satellite imagery will explore new ways of measuring poverty beyond traditional surveys.  Sudan, PNG and Jordan will use participatory methodologies, based on mobile phone data, to test water and sanitation projects in camps for internally displaced persons to predict development investments and to look for future development trends.    The UN team in Dominican Republic will build on their previous experience to develop a national SDG data lab to integrate sustainable development into the development planning in the country. Also, Serbia will be developing an algorithm to assess the alignment of the national development plan and sectoral strategies to the SDGs. Last but not least, Uzbekistan will be using blockchain to improve public services testing whether this will reduce transaction costs and increase transparency. Ramping up participatory programming with collective Intelligence Lots of UN teams are trying to tap into the best collective minds in the countries they serve, with an increase in the use of  new methods and technologies to engage the general public in policy development, budget allocation and monitoring. Based on what we got for our call for proposals, UN country teams feel comfortable using mobile tech to tap into collective intelligence to triangulate data or test their hypothesis while undertaking planning processes. Albania and Mexico are using mobile technologies and social media to gather perceptions on the progress towards the achievement of the Sustainable Development Goals. Digital tools, such as Rapid Pro, will be used by Trinidad and Tobago, Suriname and Somalia to enhance the dialogue with local authorities and, in the case of T&T and Suriname, to engage young people in policy monitoring and development. Colombia, through automatic speech recognition, and Lesotho, through open challenges, will also use collective intelligence for participatory planning and accountable governance respectively. In Senegal, the UN country team will be supporting community health workers with a real-time monitoring tool, SMS-based, to prevent health emergencies. Monitoring will be also the scope of the project in Honduras, where women will be able to share and identify safe zones in the city of Choloma through crowdsourced audits facilitated by a real-time data collection app. The UN country team in Iraq will engage youth IT developers and activists to harness the power of new technologies to oversee public investments in the documentation, conservation, rehabilitation and reconstruction of the country's cultural heritage. In China, the UN team will link up farmers with tech companies to find solutions to connectivity gaps among poor farmers and decision makers using mobile technologies, e-platforms and drones. The Pulse Lab Kampala in Uganda will advance their machine learning driven radio tools to develop an open software platform for the UN country team to enable open access to existing software applications developed by the Lab that will allow programme colleagues harness collective intelligence for their work.  The UN team in Moldova will be on a quest to experiment, test and fine-tune a platform-based organizational model to explore if this type of platform would be feasible in the case of the UN global mandate. Behavioural insights to meet people where they are 2018 was the first year we opened up to proposals in the area of Behavioural Insights. We will be funding initiatives to prevent sexual exploitation and abuse (Nigeria), to learn from devients to halt male violent behaviour towards women (Palestine) and to eliminate female genital mutilation/cutting (Mauritania). In Costa Rica, the UN country team will use behavioural insights to understand and tackle structural development gaps among the most excluded communities. Popular technologies in these proposals are social media, SMS polling, big data and the use of radio. Innovative finance to channel private funds to development UN teams in three countries will be experimenting with new forms of financing in 2018: Colombia, Somalia, and Armenia. Team Colombia will develop innovative blending finance solutions to support enterprises with peacebuilding impact in remote locations in the country. The UN in Somalia will set up open innovation challenges and crowdfunding platforms and the UN and the government in Armenia will be leveraging private finance for SDG-related objectives through social impact bonds as part of their SDG innovation Lab. Imagining possible futures and seeing the future that is already here To begin to use the future as a tool for development work today. Two UN teams will be using foresight and alternative futures as part of their sustainable development work. In Egypt, the idea is to build scenarios to encourage foresight dialogues as a tool to increase civic engagement to define Egypt's future. The team will make use of forecasting tools such as Three Horizon Framework and Verge Foresight Framework. In the same region, Lebanon will apply a participatory approach to foresight, asking citizens to contribute to a foresight exercise using a mapping tool.    Pinky swear: we promise to work out loud…. This work will be led by a growing community of innovators within the UN. We are proud to have colleagues from almost every agency working in the field leading these innovations and we are aware that there are many more out there. The idea is to connect and learn from each other, so we are looking for mentors to help us (data scientists, human-centered design, machine-learning among others. Webinars and our One UN Knowledge Exchange group will be our main channels to support our innovators. We will also tap into the UN Innovation Network. This was just a taste of the innovations that are coming up this year, for more, keep showing up to our Silo Fighters Blog. The UN innovators will be sharing their own stories in this space. And while you are at it, follow us on Twitter.     Photo: Trevor Samson / World Bank

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The UN and SDG financing: Make or break moment?

BY Annika Östman | April 24, 2018

There is no way around it. Development financing has entered a new era; with the cost of solving the world’s most critical problems running into the trillions, traditional development aid is simply no longer enough and those active in this space are faced with the choice of readjusting or becoming irrelevant. This includes the United Nations. “We can play a crucial role in redirecting capital towards the Sustainable Development Goals, but for the UN to be successful it needs to partner outside the organisation,” said Richard Bailey, Policy Specialist at UN DOCO, during a workshop organised by the UN and the Dag Hammarskjöld Foundation in Uppsala earlier this month. The seminar brought together UN practitioners and external financing experts already forging ahead on the path towards a new financing approach, and it gave them an opportunity to share their experiences in unlocking innovative financing for the Sustainable Development Goals (SDGs). Some UN country teams have already come quite a bit along the way. Early adopters Armenia is one country that, with proactive support from the UN, is actively pursuing innovative financing solutions to mobilise capital for national development priorities. One such solution is impact investing, in which the Government and partners invest in companies, organisations and funds to generate positive social and environmental impact alongside a financial return. “Our job is to grow the impact ventures that contribute to SDGs, connect them to investors and to find ways to scale them,” explained Dimitri Mariassin, Deputy Resident Representative of UNDP in Armenia. To achieve this the UN team in country has set up an accelerator to strengthen impact ventures and is creating an impact fund with an existing fund manager in Armenia to leverage funds for larger investments. In Indonesia, the UN Country Team is also partnering effectively with government and the private sector in experimenting with new forms of finance to support the SDGs. This includes UNDP Indonesia’s innovative work in exploring the potential of Islamic finance for SDGs, launching crowd funding campaigns for environment projects, supporting the establishment of a first sovereign wealth fund in Indonesia and setting up an Innovative Financing Lab. “We are trying to bridge and connect investors with the communities and issues that need investment,” said Francine Pickup, Deputy Country Director of UNDP Indonesia. “Our belief is that by coming up with innovative finance instruments we can attract capital to where it is most needed.” Defining the UN’s role The work of these early adopters has shown that there is a role for the UN in the space of innovative financing for the SDGs. In fact, there are many different roles the UN can play ranging from convening, brokering, de-risking, to impact reporting and monitoring. “We are the ecosystem player, trying to play that honest broker role and we ensure everything we do is built on needs and is demand-driven,” explained Arif Neky, Advisor UN Strategic Partnerships and Coordinator of the new SDG Partnership Platform in Kenya. This platform will help drive public-private investments into the SDGs with an initial focus on health and wellbeing. The UN is playing a key coordination role; a function that many outside the UN see as crucial. “Now that there is interest from the private sector in financing SDGs, there is a fundamental role for the UN to spell out what it means to drive financing to the SDGs,” explained Andrea Armeni, Executive Director of Transform Finance. “More capital is not sufficient, it has to be the right kind of the capital, it needs to be aligned and coordinated and that is a role only the UN can play.” For the UN to realise its full potential in this space though it is evident that its roles need to be unpacked and there a number of challenges inherent to the UN system that need to be addressed. Workshop participants cited slow internal bureaucratic procedures and inflexible rules and regulations as limiting UN country teams’ ability to test new things and take risks. The need to sharpen and retain in-house skills, particularly in regards to speaking and understanding the language of investors and the private sector was also identified as a key challenge. What next? The workshop will feed into a broader scope of work the Foundation is pursuing together with the UN Development Operations Coordination Office (UN DOCO). Specifically, the discussions will enrich a series of three case studies about Armenia, Indonesia and Kenya that will be published soon, as well as a joint comprehensive report based on findings of the different case studies. The case studies will identify and analyse the best practices and needs from these UN country teams, and the expectation is that other countries looking to follow these early adopters can build on their experiences and avoid potential pitfalls. The reports also aim to further identify the key challenges and bottlenecks in adopting new approaches, so that, where possible, they can be addressed centrally at the UN. This corporate response will be critical for the experience in these countries shows that if these new funding methods are to work and be adopted by UN agencies in different countries a change in mindsets across the organsation is required. Innovative financing must be integrated into the core strategies and operations of the whole UN and not only be the work of a few brave outliers. Cross-posted from the Dag Hammarskjöld Foundation blog. Photo: UN in Liberia

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Brazil: Engaging multiple stakeholders to implement and track the progress of the 2030 Agenda

February 4, 2017

National ownership The Government of Brazil has been a long-standing champion of sustainable development as the host of the 1992 Earth Summit and the 2012 Rio+20 Conference. The Brazilian Institute of Geography and Statistics (IBGE) has represented the Mercosur countries and Chile on the Inter-Agency and Expert Group on Sustainable Development Indicators and has been elected as the new Chair of the UN Statistical Commission, actively contributing to the task of developing the SDG indicators at the global level. Both IBGE and the Interministerial Working Group on the Post-2015 Development Agenda — encompassing 27 ministries and bodies of federal administration — have undertaken consultations with different stakeholders to reflect Brazil’s contribution to implementing the SDGs. Inclusive participation The UNDP World Centre for Sustainable Development (RIO+ Centre) relaunched the Rio Dialogues space in 2015 with a focus on an interactive SDG space for Brazilian youth to learn about the SDGs and how to get involved. There have been several outreach and live events to help support the effort, which has attracted considerable interest from universities and other groups. In 2016, for the implementation of the 2030 Agenda, there has been intense work to design a new institutional arrangement at the national level, with the aim of involving different stakeholders in implementing and following up the 2030 Agenda, including the SDGs. Institutional coordination The Task Force on the Post-2015 Development Agenda (whose name was later changed to Task Force on the 2030 Agenda) was established in December 2014 to facilitate cooperation between the Brazilian federal government and UN entities on the issues of the new agenda. The Task Force is co-chaired by the Brazilian federal government, represented by the Ministry of External Relations, and brings together a full complement of UN entities including UNDP, the Food and Agriculture Organization (FAO), UNESCO, UNFPA, UN Women, the Economic Commission for Latin America and the Caribbean (ECLAC), the PanAmerican Health Organization (PAHO)/WHO, UNODC, UNIDO, the Joint United Nations Programme on HIV/AIDS (UNAIDS), the United Nations Office for Project Services (UNOPS), ILO, UN-Habitat, the United Nations Office for Disaster Risk Reduction (UNISDR-CERRD), UNICEF, the United Nations Environment Programme (UNEP), UNV, the World Food Programme (WFP) and the International Policy Centre for Inclusive Growth (IPC-IG)/UNDP. In addition, the Brazilian Committee of the Global Compact Network is an observer member representing the private sector. Monitoring and reporting One of the main purposes of the Task Force is to contribute to identifying national social, economic and environmental indicators related to specific SDGs and their targets. In September 2015, the Task Force issued its publication ‘Following-up the 2030 Agenda for Sustainable Development: Initial inputs from the United Nations System in Brazil on the identification of national indicators related to the Sustainable Development Goals’. Sixteen thematic groups covering SDGs 1–16 worked over nine months to produce the report, identifying around 570 indicators and highlighting data gaps regarding relevant information needed to follow up certain SDG targets. In 2016, the Task Force is planning to review its publication in light of the global indicator framework. This publication presented available national indicators as inputs for the follow-up process on the SDGs targets, which will be led by the Brazilian government. The Task Force will also launch a set of glossaries containing key terms and expressions used in the formulation of the SDGs and their targets.

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Turkmenistan: Localizing the SDGs and creating a monitoring system with an inclusive approach

November 9, 2016

Following the UN Sustainable Development Summit where the President of Turkmenistan demonstrated his support to the 2030 Agenda and the country’s commitment to realize the SDGs, the country established a joint government–UN SDG Task Group consisting of 20 national agencies. The Task Group includes the Mejlis (Parliament) of Turkmenistan, diverse sector ministries of Economy and Development, Finance, Health, Education, Labour and Social Protection, Agriculture and Water, Justice, the State Committee for Environment Protection and Land Resources, the Turkmen National Institute for Democracy and Human Rights and the State Statistics Committee. The Task Group immediately approved a structured three-stage roll-out process including: national consultations, focused on each of the SDGs, to discuss and agree on the goals and targets to be adopted; incorporation of goals and targets into the next Presidential Socio-Economic Plan for 2017–2021 and sector plans and programmes; and creation of a national system to measure progress in implementing the SDGs. Reviewing existing plans and adapting the SDGs to the national context The Government of Turkmenistan hosted 17 days of national consultations during March 2016 in collaboration with the UN. This was a novel beginning to the country’s journey towards 2030. Each full-day session was jointly led by a government ministry and the UN and provided an opportunity to adjust the SDGs or define national indicators. On average 9 to 10 national ministries and departments were represented at each meeting, along with two representatives from the National Statistical Office. These consultations led to 121 out of 169 global targets being recommended for adoption without modification, while an additional 27 targets were modified; 109 of the 231 global indicators were recommended for adoption without modification, and 50 were modified. In addition, 39 national indicators were formulated, resulting in a total of 198 indicators. This list of recommendations is being submitted to the Cabinet of Ministers for formal approval. Through the consultations, line ministries were able to openly exchange views and hold intersectoral discussions on sensitive topics, including discrepancies in data and HIV/AIDS indicators. The consultations provided an opportunity for capacity development by discussing in depth what each goal, target and indicator meant for the national context. They also contributed to building trust between the government and the UN for the work to follow. Inclusive participation During the process of defining the 2030 Agenda, Turkmenistan, with support from the UN, held country consultations to discuss the lessons learned from the implementation of the MDGs, to inform the public of the global discussions on the SDGs and seek their inputs into the 2030 Agenda. These consultations engaged with diverse stakeholders such as parliamentarians, academics, youth and school children (the Youth Union), women (the Women’s Union), private-sector actors (the Union of Manufacturers and Entrepreneurs), and NGOs working with persons with disabilities. The consultations resulted in a very high level of government awareness of the SDGs and contributed to moving quickly to roll out the SDGs with a whole-of-government approach.

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Sierra Leone: Setting the stage for SDG progress in a crisis-affected country

November 9, 2016

National ownership Despite a devastating decade-long civil war (1991–2001), Sierra Leone made significant progress towards achieving the MDGs. However, in 2014–2015 the country was hit hard by the Ebola crisis as well as a coincidental collapse in international iron ore prices — a key source of fiscal revenues and foreign exchange — presenting a considerable challenge for the country’s Vision 2035 of becoming a middle-income country. Today the SDGs are being implemented against a backdrop of multiple recovery strategies, including the third Poverty Reduction Strategy (Agenda for Prosperity 2013–2018) and the National Ebola Recovery Strategy/Presidential Recovery Priorities (2015–2017). Both strategies are informed by the New Deal for Engagement in Fragile States. Progress is being made on implementing the SDGs, despite the circumstances of recent years, due to strong leadership from the Ministry of Finance and Economic Development (MOFED) and the Ministry of Foreign Affairs and International Cooperation. In an impressive move, Sierra Leone’s 2016 national budget already reflects all 17 SDGs aligned with the eight pillars of the Agenda for Prosperity. The government also launched a popular version of the SDGs in the parliament during the national Budget Speech and distributed it to a cross-section of other stakeholders, including civil servants, NGOs and CSOs. With financial support from the New Deal facility,9MOFED provided a briefing to the Cabinet and held several radio talk shows to explain the SDGs to the general public. Adapting the SDGs to the national context The Government of Sierra Leone, in collaboration with the UNCT, held a technical retreat in December 2015 to review the SDGs against the landscape of existing strategies and plans, including the Agenda for Prosperity, and to draft an SDG Adaptation Report to be presented at the HLPF in 2016. This retreat included, among others, line ministries, departments and agencies, CSOs and UN agencies. Raising public awareness Public awareness-raising efforts also saw early progress in Sierra Leone. To lay the foundation, the UNCT prepared a novel SDG communications strategy which domesticated and simplified the messages of the SDGs. With the communications strategy in hand, the UNCT held two SDG photo and banner exhibitions in the capital city as well as a nationwide campaign at the Universities of Kenema, Bo, Makeni and Njala by engaging with mayors, university teachers and students. In addition, the government also held a national conference, with support from the UNCT, at the University of Makeni in March 2016, to discuss the ways to transition from the MDGs to the SDGs and the challenges facing the country in the SDG era. Another innovative move was the UN Communications Group’s special training to familiarize journalists with the SDGs and facilitate objective reporting of progress and challenges to implementation in light of the Ebola crisis. Due to these efforts, key stakeholders are well aware of the SDGs. In particular, SDG 16 on governance gained wide recognition as a critical goal for Sierra Leone as a post-conflict country and a founding member of the g7+, a voluntary association of countries that are or have been affected by conflict and are now in transition to the next stage of development. Assessing risks and fostering adaptability Lessons learned from the Ebola crisis and the collapse in international iron ore prices informed the development of the National Ebola Recovery Strategy/Presidential Recovery Priorities (2015–2017). The objective is to ensure that the country maintains zero cases of Ebola while ‘building back better’ national systems for resilience and national development, including preparedness to face future shocks and epidemics. The national strategy comprises seven presidential priority sectors: health, education, social protection, private sector development, water, energy and governance. Implementation of the first phase ended in March 2016, and the second phase started in April 2016. Discussions are under way for the presidential priorities to integrate the SDGs.

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Philippines: Promoting institutional coordination

November 9, 2016

National ownership The Philippine government has embraced the need for the country to mainstream the SDGs into its next national six-year development plan (2017–2022) and the 25-year development programme called ‘Ambisyon Natin (Our Ambition) 2040’. It has led technical workshops to inform the core national-level indicators for effective monitoring of progress against the SDGs. Institutional coordination and coherence The National Economic and Development Authority (NEDA) proposed the creation of the Committee on SDGs to spearhead the national implementation of the SDGs and promote rapid, inclusive and sustained economic growth. The Committee will comprise the heads of various national government agencies, with the Secretary of Socioeconomic Planning as the Chair. In addition, the Philippine Statistics Authority (PSA) Board has recently approved a resolution enjoining all government agencies to provide the necessary data support to monitor the SDGs. The Philippines Statistical Development Plan 2011–2017 now includes a separate chapter for the compilation and improvement of national SDG indicators. At the subnational level, the Mindanao NEDA Sub-national Offices have passed a resolution requesting the establishment of an operational and integrated mechanism for the localization of the SDGs within the NEDA. The mechanism will define the development actions and commitments required at the regional/local level to contribute to attaining the SDG targets. The resolution also called for the NEDA Central Office to ensure a highly participatory and consultative process by involving the regions in SDG- related activities through the existing Regional Development Councils. Raising public awareness Several CSOs have organized theme- and sector-focused forums and workshops to discuss how the SDG framework could be used to identify issues and interventions for specific sectors and themes. The private sector and business groups have also started advocacy initiatives to increase understanding and the engagement of relevant actors in inclusive business and the broader SDG agenda. In parallel, the UN continues to support the government in raising public awareness on the SDGs by developing advocacy and information materials, including an SDG presentation template, an SDG ‘commitment’ wall, SDG selfie boards to support the #GlobalGoals campaign, and an SDG booklet. These communication materials were used in many public awareness-raising events such as the UN’s 70th anniversary celebrations, children’s and youth events, private-sector events and academic forums. Inclusive participation Social Watch Philippines, a civil society network composed of more than 100 CSOs and individuals, is formulating a Spotlight Report with UN support, which will complement the government’s Voluntary National Review for the 2016 HLPF. It will be drawn from a series of consultations that will analyse poverty and inequality, the inclusiveness of growth and its environmental implications, and structural and systemic issues, including multi-stakeholderism and partnership. The results are also expected to feed into the government’s national visioning and planning exercise. Business groups are also planning a portal to capture the private sector’s contributions to SDG targets. Monitoring and reporting In October 2015, NEDA, in coordination with the PSA and with UNDP support, conducted the First Technical Workshop on SDGs Indicators. This event was attended by 269 participants from various national government agencies, CSOs, academic institutions and the UNCT. Then in May 2016 the Second Technical Workshop on SDGs Indicators was convened with over 300 participants to inform the report by the Philippines to the Voluntary National Review for the HLPF in July. At these workshops, the initial list of SDG indicators was examined within the context of the country’s development objectives, and relevant indicators that were not included in the list were identified. The participants also assessed whether data on the SDG indicators were available from existing data sources, and prioritized those that should be part of the country’s core indicators. Building on such basic mapping activities, 231 global indicators were examined and prioritized in accordance with the national context, while 23 additional national indicators were presented for SDGs 2 (zero hunger), 3 (good health and well-being) and 5 (gender equality). The Department of Labor and Employment also initiated technical workshops with support from the ILO in May 2016 to identify and update indicators for SDG 8 (decent work and economic growth) and other goals covering elements of decent work. This led to a mapping of indicators in the Philippines covering decent work.

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Pakistan: Making progress on the SDGs through commitment and institutional readiness

November 9, 2016

National ownership While Pakistan struggled to meet the MDGs, due in part to a lack of awareness and ownership early on in the process, the SDG era is being met with early political commitment and national ownership. Already by February 2016 the National Assembly of Pakistan had passed a unanimous resolution to adopt the 2030 Agenda and the SDGs as the national development agenda. The Speaker of the National Assembly constituted Parliamentary Task Forces at federal and provincial levels to oversee and support legislation for the SDGs and assigned the SDG Secretariat to provide support. Additionally, the federal government and four provincial governments have already committed US$15.5 million as co-financing to set up SDG Support Units, which aim to coordinate activities at both national and provincial levels. The governments will finance 50 percent of the total project budget of around US$35 million, which will be used for four main outputs: (i) mainstreaming the SDGs in national policies and plans; (ii) data and reporting; (iii) inclusive budgeting processes and tracking expenditure; and (iv) innovation. Institutional coordination and coherence During the MDG era, there were no institutional structures in place to coordinate planning and provide policy coherence. This time, the government has established SDG Support Units at federal and provincial levels with UN assistance, and has created the SDG Secretariat within the parliament. At the provinciallevel specifically, the government has begun the process of integrating the SDGs, including establishing approaches for the analysis of Annual Development Plans to help identify gaps in progress and financial allocations. Raising public awareness The launch of the SDGs in Pakistan in October 2015 was marked in the presence of the Minister for Planning, Development and Reform and the UN Resident Coordinator. The country has a devolved governance structure which empowers provinces to plan and implement development interventions. The importance of awareness and ownership at these levels was a key lesson learned from the MDG era. Accordingly, provincial launches and consultative workshops were held in Sindh and Punjab with a view to raising awareness of the SDGs at the subnational level. Advocacy and awareness-raising materials were developed and disseminated to government officials at national and provincial levels, civil society, UN agencies and other international partners. Inclusive participation At the national launch of the SDGs, the government invited non-state partners to discuss the country’s SDG roll-out plans. The Parliamentary Task Force on the SDGs also ensured the participation of development partners, including UN agencies, CSOs, think tanks and the media, in a national consultation workshop focusing on malnutrition. In Sindh and Punjab provinces, consultations to launch and prioritize the SDGs at the provincial level involved not only senior provincial officials but also CSOs, think tanks and academia. Monitoring and reporting Pakistan was able to produce regular data for 33 of the 60 MDG indicators, while the SDGs have 231 indicators. A preliminary exercise to assess the data gap for the SDGs shows that data are available for 125 indicators at the national level, 71 at the provincial level and 27 at the district level. The initial assessment portrays a dismal picture of the availability of data at federal level for SDG 3 (good health and well-being), SDG 12 (responsible consumption and production), SDG 14 (life below water), SDG 15 (life on land) and SDG 16 (peace, justice and strong institutions). Also, the data gaps widen as the analysis moves from the national to the district level. The findings show that data for most of the indicators for SDGs 9 (industry, innovation and infrastructure), 10 (reduced inequalities), 12 (responsible consumption and production) and 15 (life on land) are not available at district level. District-level data are costlier and require greater effort to collect and analyse because of the larger sample size and disaggregation required.

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Morocco: Multi-stakeholder forums to adapt the SDGs to national and local contexts

November 9, 2016

The constitutional pathway Morocco’s national priorities are derived from its 2011 constitutional reforms with a focus to: complete the democratic transition and strengthen human rights; improve its economic viability, environmental sustainability and social stability; scale up climate change adaptation and energy transition; and consolidate its strategic leadership regionally and globally. For Morocco, the transition from the MDGs to the SDGs has enabled a strategic focus on inclusive development and the environment. As a further testament to the country’s commitment to sustainable development, in 2016 Morocco will host the 22nd session of the Conference of the Parties (COP22) in Marrakech. National ownership The Ministry of Foreign Affairs and the High Commission for Planning in Morocco, together with a national interministerial committee and the UNCT, organized a national consultation in May 2016 under the theme ‘Contextualization of the 2030 Agenda in Morocco: Leave No One Behind’. During the consultations, approximately 500 stakeholders had the opportunity to collectively examine the 2030 Agenda, learn about the country’s engagement at the international level and explore their roles and responsibilities to achieve the goals. It was also the first opportunity for high-level public officials to take stock collectively on key national policies and sectoral strategies related to the SDGs. Raising public awareness Close to 200 non-state participants, mainly digital entrepreneurs, children and young people, civil society activists, celebrities, journalists and activists joined the national consultation. The UN also engaged the Royal Institute of the Amazigh Culture to translate the SDGs into the Amazigh language, which in 2011 became an official language of Morocco, alongside Arabic. Social media (#MarocODD) was used to inform stakeholders about the issues to be discussed at the national consultation workshop. Also, as part of the ‘Project Everyone’ campaign during the week preceding the UN Sustainable Development Summit, Hit Radio, a leading radio station with approximately 1.8 million listeners per day, partnered with the UN to translate SDG messages into Moroccan Arabic and broadcast them to reach young people. Reviewing the SDGs and the national context Thirty-five high-level panellists from the Moroccan parliament, administration, the Ministry of Justice, the Human Rights Council and the Confederation of Business Enterprises gave presentations on the status of the SDGs related to their sectors during the national consultations. The discussions and exchanges among participants collectively examined the work in progress and implementation and monitoring challenges. It also delved into the need for public policy coherence, adequate financing, and monitoring and evaluation systems. The Planning Commission shared the national framework which addresses the main targets and indicators. An initial analysis by the government revealed that the national statistical system can produce data on about 63 percent of the global SDG indicators. The missing data relate mainly to the SDGs on governance and the environment. Inclusive participation The Economic and Social Council, the Ministry of Foreign Affairs and the UN system brought together CSOs and national institutions in the consultations. Discussions included how to support local authorities in the development, implementation and monitoring of the SDGs, and how to effectively engage children and youth and foster awareness and ownership of the 2030 Agenda. The role of CSOs in maintaining the public debate was also highlighted. UN entities such as UNDP, the United Nations Department for Economic and Social Affairs (UNDESA), UNESCO, UNV and the United Nations Economic and Social Commission for Western Asia (UNESCWA) proposed areas of policy support and tools at regional, national and subnational levels in support of contextualizing and accelerating the SDGs in Morocco. With a particular focus on children and youth, UNICEF and UNV organized sessions during and after the national consultations, leading to positive feedback that those sessions helped enhance the civic engagement of young people at the local level.

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Montenegro: Adapting an established national strategy for Sustainable Development to new global and regional agendas

November 9, 2016

National ownership Montenegro’s ambitions as an ‘ecological state’ pursuing a sustainable development path stem from the 1990s and were reflected as early as 1992 in the text of the Constitution. This interest was further reflected in the country’s high level of participation in global debates on the formulation of the SDGs, particularly through the Open Working Group, where the views of 12,000 people from national consultations ‘Montenegro – the Future I Want’ were presented. The UN Montenegro and the civil sector collaborated closely with the government in the ambitious consultation process with the people of Montenegro, which included the most marginalized populations. In close cooperation with the UN, the government launched the 2030 Agenda and the SDGs on the occasion of the 70th anniversary of the UN, using a jointly developed animation entitled ‘We have a plan’. Institutional coordination In 2002, Montenegro established a National Council for Sustainable Development, which acts as an advisory body to the government for implementing sustainable development policies, while the line ministry responsible for sustainable development is in charge of implementation. Chaired by the President and consisting of 25 members (representatives of ministries, local authorities, the business sector, public institutions, civil society and independent experts), the National Council provides recommendations to the government for implementing sustainable development policies; harmonizes sectoral policies with the principles, objectives and measures of sustainable development, climate change and integrated coastal zone management; and amends the existing regulations and adopts new regulations for the harmonization of socio-economic development and conservation of natural resources with sustainable development policies. Since the adoption of the first National Strategy for Sustainable Development (NSSD) in 2007, a new strategy has been proposed to reform the institutional set-up, in order to further strengthen capacities at the Ministry for Sustainable Development and Tourism and the public administration and improve their cooperation with national and international partners. The existing National Council was thus reformed as the National Council for Sustainable Development, Climate Changes and Integrated Coastal Zone Management, covering more diverse and integrated issues. Reviewing existing plans and adapting the SDGs to the national context A draft version of the NSSD 2030 was adopted by the Government of Montenegro, and a mapping of the indicators and targets proposed for each goal against existing national statistics was completed. Public consultations with a broad spectrum of relevant stakeholders have been held, and the NSSD has fully aligned national goals with the 2030 Agenda. The Strategy was adopted by the National Council for Sustainable Development, Climate Change and Integrated Coastal Zone Management in June 2016, while the final adoption by the government is expected in mid-2016. The previous NSSD and MDG Progress Reports were used as important inputs to the new NSSD 2030. Discussions held within the Open Working Group on SDGs, intergovernmental negotiations and the outcomes of the Addis Ababa Action Agenda influenced the content and timing of the Strategy. A longer time horizon was adopted to align it with the 2030 Agenda, and ‘governance and financing’ for sustainable development was given a central position. The UN contributed to the development of the new NSSD, and it is expected to be further involved in setting up a national monitoring and evaluation system to track progress in implementing the NSSD Action Plan. Moreover, the government and UN Montenegro developed a new plan of cooperation for 2017–2021, taking the 2030 Agenda as a starting point for UN interventions in the country. They are currently working on developing an online hub that will inter alia  help to communicate the SDGs and engage with partners in their implementation of the NSSD. Monitoring and reporting Monitoring and reporting on implementation of the NSSD has been taken seriously. An integrated NSSD monitoring framework proposes using 231 global SDG indicators, 281 national indicators, 9 composite indicators, and 36 other indicators provided by international organizations that are relevant to Montenegro. Overall, 42.3 percent of the global set of SDG indicators will be tracked through existing or newly accessible data by 2018, since the preparation of the First National Report on NSSD implementation is planned in 2019. It is anticipated that by 2024, 74.7 percent of SDG indicators will be regularly monitored and reported on. Specific tasks are being assigned for the collection and storage of input data for the statistical indicators, as well as protocols for exchanging data and ensuring compatibility. The need for improved capacity is highlighted if reporting on the full range of indicators of sustainable development is to be realized.

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Mauritania: Demonstrating early efforts to mainstream SDGs within a new national development strategy

November 9, 2016

National ownership and reviewing national plans for adapting the SDGsThe Government of Mauritania undertook a Rapid Integrated Assessment with UN support to inform its new Strategy of Accelerated Growth and Shared Prosperity for 2016–2030. The results showed that 92 SDG targets are represented in the existing strategic framework, suggesting good integration so far, with gaps to be addressed. This assessment will inform the formulation of the new strategy, which marks a transition from 15 years of implementing a strategy and policy focused on poverty reduction, to the formulation of a new, ambitious development strategy through to 2030. In addition, the Ministry of Economy and Finances provided SDG-related training to the new strategy’s technical team, using UN tools and modules. This training focused on the challenges of integrating the SDGs into national plans, with particular attention to cross-cutting elements, data and accountability. Raising public awareness In October 2015, the Ministry for the Economy and Finance, with support from the UN as part of its 70th anniversary celebrations, gathered participants from non-governmental organizations (NGOs), the private sector, the government, parliamentarians, financial and technical partners and researchers to launch the 2030 Agenda and discuss future implementation of the SDGs in Mauritania. The celebrations included a free concert by local musicians, organized by the Ministry of Foreign Affairs and Cooperation and the UN to promote the SDGs and raise public awareness of the role of each citizen to achieve them. The UN system in Mauritania also organized a national photography contest with the theme of the SDGs, giving all Mauritanians the chance to depict an SDG of their choice. An awareness-raising workshop took place in May 2016 to explain the global SDG formulation processand the future mainstreaming of the SDGs into Mauritania’s new strategy. The event brought together multiple government departments and the private sector (e.g. the Employers Association and the Chamber of Commerce), civil society (e.g. Platform of Non-State Actors, Organization for the Defense of the Disabled, Observatory of Organizations for Human Rights, the Network for the Social Promotion and Environment Protection, Mauritanian Association for Assistance to the Needy) and international technical and financial partners (e.g. the UN, the International Monetary Fund (IMF), Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) and the European Union). The workshop allowed the participants to better understand the transition from the MDGs to the SDGs, to learn about the SDGs and to understand the importance of integrating them into national plans. The participants, based on their field of activity and expertise, also provided recommendations for the whole SDG mainstreaming and implementation process. Inclusive participation As part of the celebration of the UN’s 70th anniversary, the Ministry of Social Affairs, Children and Family And the UN system collaborated with the Center for Children Living with a Disability to organize a free concert at the Olympic Stadium. The musical group Evolution (with members representing youth from all diverse segments of Mauritanian society) performed a song about the SDGs while children from the Center performed a choreographed dance. Malian refugees also took part in the celebrations, through the musical group Etrane Timbuktu. The participation of children with disabilities and refugees in the performance was an effective way to highlight the commitment to leave no one behind in the process to implement the SDGs. Furthermore, representatives of marginalized groups, such as the Association for Disabled, Blind and Visually Impaired People, have taken part in the work to mainstream the SDGs into the Strategy of Accelerated Growth and Shared Prosperity, including in awareness-raising workshops and technical work to prioritize the SDGs.

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Indonesia: Promoting inclusive approaches to localize the SDGs

November 9, 2016

National ownership Indonesia has been involved in the SDGs since their early conception in 2012 when former President Susilo Bambang Yudhoyono was appointed as a Co-Chair of the High-Level Panel of eminent persons on the Post-2015 Development Agenda. Indonesia has expressed its strong commitment to the 2030 Agenda and the SDGs. President Joko Widodo’s nine national priorities and the country’s Medium-Term Development Plans align well with the SDGs. The National Development Planning Agency, Bappenas, performed a mapping exercise for the goals and targets of the national plan with the SDGs, finding that 108 out of 169 SDG targets are matched. Some of the boldest targets, such as ending violence against children, are openly debated and thereby in the realm of the possible to achieve. A Presidential Regulation has been drafted to establish governance mechanisms for the SDGs that are conducive to stakeholder engagement and will guide mainstreaming of the SDGs into sectoral development plans and budgets. The Regulation also ensures the role of provincial government in leading implementation of the SDGs at their level and in the districts under their supervision. It also demands regular monitoring and evaluation reporting from ministries and the subnational level. Institutional coordination and coherence Effective January 2016, the government transformed its MDGs Secretariat into the SDGs Transition Secretariat, operationalized with additional support from the UNCT, the Australian government, the Asian Development Bank and the Ford Foundation. It is notable that the Ministry of Health has also created a secretariat to deal specifically with SDG 3 on good health and well-being. The Planning Office of Indonesia’s Riau provincial government has collaborated with UNDP and Tanoto Foundation in localizing the SDGs at provincial and district levels. It held its first multi-stakeholder consultation in May 2016 and has selected three districts to pioneer development of the SDG District Action Plan. Meanwhile, Bappenas, the International NGO Forum on Indonesian Development (INFID) and UNDP have been contacted by several provincial and district governments seeking technical assistance and guidance to roll out the SDGs at their level. Inclusive participation Indonesia’s approach to adapting the 2030 Agenda to its national and subnational contexts is characterized by the participation of a wide range of stakeholders in SDG discussions and a decentralized approach. Following President Widodo’s commitment to CSOs in December 2015, the SDGs Transition Secretariat held dialogues with civil society networks such as INFID, and the private sector, to translate that commitment to inclusive SDG governance into a policy framework. Private-sector organizations in Indonesia have been among the most active partners in launching SDG-related activities. The SDG Philanthropy Platform facilitates dialogue and collaboration on the SDGs. The Association of Philanthropy Indonesia (Filantropi Indonesia), together with the Indonesian Global Compact Network, the Indonesian Business Council for Sustainable Development and the Indonesian Chamber of Commerce, have launched the Forum Filantropi dan Bisnis — Indonesia untuk SDGs (the Indonesia Philanthropy and Business for the SDGs), which has a membership of 10 associations representing more than 600 businesses and philanthropic foundations. Also, business, trade unions, the Ministry of Manpower of Indonesia and the ILO jointly hosted a tripartite conference in February 2016 to discuss the impact of various labour policies and institutions on the objectives included in the SDGs, particularly in SDG 8 (decent work and economic growth). Participants acknowledged the critical importance of tripartite social dialogue to achieving inclusive growth and decent work. By May 2016, two public universities had engaged in the SDGs. The University of Indonesia is collaborating with the Sustainable Development Solutions Network and Bappenas on localizing the SDGs, and the University of Padjajaran has established an SDG Centre to prepare policy recommendations and independent monitoring of the SDGs. A private university, BINUS, has also adapted its community development programme to contribute to SDGs 1 to 8. Raising public awareness To raise awareness of the SDGs among young people and children, who represent 25 percent of the Indonesian population, the UN Resident Coordinator in Indonesia appeared in two 30-minute shows on the biggest national TV channel, TV RI, to talk with young children about development in the country and the importance of achieving the SDGs. The UN in Indonesia also created an SDG partnership with Radio Elshinta, one of Indonesia’s premier and largest radio networks, generating 25 interviews and articles about the SDGs to date. The information is also cross-posted with other Elshinta channels, including Elshinta TV and Elshinta Magazine. Their postings on social media are shared with over 1.6 million followers on Twitter (hashtag #ElshintaSDGs). The UN has entered into a partnership for the SDGs with the most influential daily newspaper, Kompas , and has named a renowned actor and a famous musician as ‘SDG movers’ to campaign for the SDGs. Monitoring and reporting The National Statistical Office (BPS) is assessing its capacity to measure SDG indicators and discussing the establishment of a data monitoring system to record progress against them. BPS estimates that it will be able to supply one third of the data needs for the proposed indicators, and another one third can be found within the data repositories of the technical ministries. A data gap remains for the final third, but BPS is working with the UN to explore the possibility of using big data to fill it.

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Georgia: Prioritizing SDG implementation towards institutional coordination and policy coherence

November 9, 2016

National ownershipGeorgia is enjoying a favourable start to implementation of the SDGs due to the government’s demonstrated ownership of the SDG agenda and a national consensus about the importance of thenew global goals for the country’s development. The Administration of the Government of Georgia has established a working group comprising line ministries and the National Statistics Office to adapt the SDGs to the national context. Strong commitment to make the global goals an essential part of national priorities was clearly voiced at the Social Good Summit in September 2015 organized by the Administration of the Government, the Ministry of Environment and Natural Resources Protection and the UN, in cooperation with the Government of the Ajara Autonomous Republic, one of the rapidly developing regions of Georgia that has engaged in piloting many of the SDG approaches. With the focus on pressing developmental issues faced by Georgia in the areas of environmental protection, economic growth and urban and rural development, the Summit paid particular attention to the development of national strategies required to address these challenges and the value of international cooperation to enhance the country’s role in achieving the global goals. The discussion which had started at the Social Good Summit continued at the SDG Donor Round Table in January 2016. Inclusive participation Following a highly participatory Social Good Summit which brought on board government officials, representatives of subnational governments, civil society and the media, UN support to the nationalization of the SDGs continued by assisting an inclusive national dialogue about the Post-2015 Development Agenda. This included a series of introductory meetings in five regions of Georgia that engaged local authorities, NGOs, businesses and the media. Adapting the SDGs to the national context To adapt the SDGs to national priorities and challenges, the Government’s Administration has prioritized 13 of the 17 SDGs and 79 global targets for the next 5–7 years. Additionally, 40 targets have been translated and adjusted, and 5 new national targets have been set, while the government intends to define all 17 SDGs as a permanent national priority. National and local CSOs provided inputs into identifying priority areas, and the government is continuing the dialogue process. The UNCT has held a series of consultations with the Government’s Administration and all line ministries to provide feedback on the nationalization process, including specific targets and indicators. Raising public awareness Building on the successful engagement of approximately 10,000 Georgians during the national consultations in 2013 to inform the creation of the 2030 Agenda, the government, together with the UN, is considering creating an online digital platform for interactive data collection and visualization of  the SDGs and the Georgian nationalization process. Crowdsourcing tools such as the MY World survey, including an online platform and an SMS voting service, offer the opportunity to collect fresh data on the Georgian public’s stance on the SDGs. Leaflets and guides are being developed in the Georgian language to raise awareness among local communities and municipalities. Additionally, introductory meetings were held in five regions of the country, with the aim of raising awareness of the SDGs among local governments and the private and civil sectors. The UN has also partnered with the national NGO Civil Development Agency (CiDA) to support local-level outreach round tables, and a panel discussion was convened on the SDG agenda at the international conference ‘Promoting Corporate Social Responsibility in Georgia’ together with CiDA and the UN Global Compact. Horizontal and vertical coordination The establishment within the Government’s Administration of two new units in 2014 greatly enhanced the government’s capacity to lead the nationalization process and provided the UNCT with clear entry points and partners to support the SDG process. The Planning and Innovations Unit has led the nationalization process and horizontal policy coordination, while the Donor Coordination Unit has led the interface between the Government’s Administration and international organizations. Monitoring and reporting With the support of the National Statistics Office of Georgia (Geostat), a reliable information base has been analysed to set the baseline indicator for each target. Geostat has worked with the line ministries to collect the relevant data and analyse weaknesses of disaggregated statistics. As of early 2016, nearly 120 indicators have been identified as having baseline data. Still, the lack of statistical data remains a challenge to setting reliable quantitative indicators.

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El Salvador: Demonstrating ownership to implement the SDGs

November 9, 2016

National ownership On the initiative of the President of the Republic, Salvador Sánchez Cerén, El Salvador decided to give a special boost to the implementation of the new 2030 Agenda in the country. Since the President’s participation at the UN Sustainable Development Summit, the processes of adopting and implementing the 2030 Agenda have been guided from the highest level by the Presidency of the Republic, and operationally delegated to the Ministry of Foreign Affairs and the Technical and Planning Secretariat of the Presidency. Adapting the SDGs to the national context The current Five-Year Development Plan (2014–2019) has already been studied and analysed in relation to the 2030 Agenda and the SDGs. Among several similarities found, it is of particular interest to note that SDGs 8 (decent work and economic growth), 4 (quality education) and 16 (peace, justice and strong institutions) clearly embody the three main priorities defined in the Plan: Productive employment generated through sustained economic growth Inclusive and equitable education Effective citizen security In this context, on 15 December 2015, the Government of El Salvador and the UN signed a Memorandum of Understanding — the first of its kind — for the implementation of the 2030 Agenda. The first step identified in this process was to jointly develop comprehensive training on the 2030 Agenda for government officials, which involved 488 public servants from 71 national institutions. Significant contributions from the Ministry of Foreign Affairs and the Technical and Planning Secretariat of the Presidency enabled fruitful coordination with other national institutions and the successful provision of technical assistance. Based on the UN’s MAPS approach and the SDGs Roadmap, devised by Salvadoran public institutions as a country-specific guide for the implementation of the 2030 Agenda, further initiatives aimed at fostering national ownership of the 2030 Agenda are now under way. Raising public awareness Numerous SDG awareness-raising initiatives have been organized with the international community, CSOs and the public and private sectors, at both national and local levels. In particular, under the auspices of the Presidency, the Ministry of Foreign Affairs and the Technical and Planning Secretariat of the Presidency, together with the UNCT, organized a series of training workshops for Salvadoran public servants on each of the 17 SDGs. These workshops aimed to: Develop, strengthen and complement public servants’ knowledge on the 2030 Agenda and the SDGs; (ii) promote a comprehensive understanding of the SDGs; Analyse the links among the institutional strategic plans of the public institutions involved, the government’s Five-Year Development Plan (2014–2019) and the 2030 Agenda; and Create a dialogue space to exchange expertise and answer questions or concerns. Inclusive participation The development of the first phase of SDG mainstreaming in El Salvador is guided by a commitment to ensure the highest possible level of inclusive participation. These efforts are feeding the enthusiasm for the new 2030 Agenda, building on the results already achieved through the consultation and localizing phases, in which more than 4,000 Salvadorans shared their perspectives and ideas about the ‘El Salvador We Want’ as part of the UN SDG Action Campaign. In addition, the creation of an integral and comprehensive National Council for Sustainable Development has been called for within the government, to foster synergies among the variety of development stakeholders, at the national and subnational levels, for the implementation of the 2030 Agenda. Monitoring and reporting To overcome the monitoring and reporting challenges posed by the 2030 Agenda, the Technical and Planning Secretariat of the Presidency and the Ministry of Foreign Affairs have been working with the UN to review the complete list of SDG indicators, as a first step towards defining national targets. This work includes the development of a second series of workshops with Salvadoran public institutions, aiming at fostering multilateral dialogues on the issue and generating the seed for the creation and implementation of a one-of-its-kind national development agenda for the SDGs.

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Egypt: Aligning the nation’s plans with the 2030 Agenda and the African Union’s Agenda 2063

November 9, 2016

National ownership Egypt has endorsed both the global 2030 Agenda and the regional African Union Agenda 2063, which strives to enable Africa to remain focused and committed to the ideals envisaged in the context of a rapidly changing world. The year 2016 marked a convergence of strategic planning for Egypt. At the national level, Egypt’s Vision 2030 was endorsed by the newly elected parliament as the nation’s sustainable development strategy. It aims to promote a competitive, balanced and diversified economy based on justice, social integrity and participation. The next 15 years will thus certainly place many important strategic demands on the country, including overcoming structural challenges, mobilizing resources and coordinating efforts to fulfil its national Vision 2030 and its commitments to the regional and global agendas. Egypt has shown early signs of commitment to implementing the 2030 Agenda, and has already taken a number of important steps. In December 2015, the Prime Minister issued a decree to form a national committee, composed of key ministries and state institutions, to follow up on the implementation of the SDGs and to effectively report on progress. The Minister of International Cooperation was appointed as its Rapporteur. Reviewing national plans and adapting the SDGs to the national context With support from the UN, the Government of Egypt is conducting a rapid review of its existing strategies, including Egypt Vision 2030 and other relevant sectoral plans. The objective is to assess the level of alignment with the SDGs, identify possible gaps between existing national priority goals and targets and global targets, and highlight areas for change. Raising public awareness There has been a significant focus on systematically promoting public understanding of the SDGs. For instance, the UN in Egypt held an ‘Open Code for Sustainable Development’ camp in September 2015 as part of the Social Good Summit to launch the SDGs in the country. More than 100 children and youth took part in the camp and learned about new web programming and management technologies to develop solutions to help achieve the SDGs. Similarly, the Ministries of Foreign Affairs and Youth, together with the UN, used the occasion of the International Day of Sport for Development and Peace in May 2016 — which brought together more than 300 sports celebrities, diplomats, the general public and the media — to support and raise awareness of the SDGs. Inclusive participation The government has initiated a multi-stakeholder consultation process with CSOs, major groups from academia, the private sector, special interest groups, children and youth to raise awareness of the SDGs and seek their views and feedback on the SDG implementation. This process builds on the consultative process that Egypt undertook in partnership with the UN and development partners to prepare the post-2015 consultation The World We Want, during which over 17,000 Egyptians participated in shaping the 2030 Agenda. Monitoring and reporting The national statistical agency, the Central Agency for Public Mobilization and Statistics (CAPMAS), has established an SDG Coordination Unit to build capacity and contextualize and set out the national indicator framework necessary to monitor and track Egypt’s progress towards achieving the SDGs. With the support of the UN, it is conducting a comprehensive assessment of its capacities and data systems. Egypt is also one of the African countries taking part in the 2016 Africa Data Report initiative11 to assess what is needed to fully realize the data revolution. The report will feed into other SDG initiatives and studies by providing concrete analysis of data issues at national and regional levels. With the support of the UN and other development partners, the government is looking into evaluating impact and building national capacity to assess the long-term effects of policies on specific SDGs, notably poverty alleviation, food security, child protection, employment and climate change, with the objective of fostering a knowledge base for policy dialogue and evidence-based decision-making.

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