Silo Fighters Blog

Getting real on leaving no one behind: Women’s periods and the SDGs in Nepal

BY Stine Heiselberg | April 19, 2018

Who are Nepal's most vulnerable groups, and how is their vulnerability similar or different from other countries? This wasn't a rhetorical question for the Inter-Agency Common Feedback Project (CFP), an inter-agency initiative of the UN in Nepal, but a must-know in order to properly structure their priorities for the 2018-2022 UN Development Assistance Framework (UNDAF). Key in answering this question, was to get in touch directly with those vulnerable groups and to listen to their experiences. To target the areas where there's a clear gap, we designed a community perception survey that would allow us to fully grasp why certain populations are falling behind in development progress, and most importantly, to help them catch up. We spoke with members of the UNDAF thematic groups from various UN agencies to develop a questionnaire that would also help us amplify existing data sources for future programming efforts. As a next step, we selected districts by aggregating the Human Development Index (HDI) at the provincial level and identified the provinces with the lowest HDI. Then, we identified districts within those provinces and pulled the data that would reflect as many UNDAF-related areas as possible. In October last year, we mobilized 30 enumerators across nine districts (Kailali, Achham, Bajura, Muhu, Dailekh, Rukum, Mahottari, Sarlahi, and Rautahat) over the course of two weeks. A total of 1,800 respondents completed the survey. To get our hands on qualitative data, we also held 12 focus group discussions in targeted communities facilitated by team members of the Common Feedback Project. This helped to contextualize quantitative findings and provide greater insight into the survey results. Making sense of all the data Once we collected the data, we put on our investigator hats to analyse results and disaggregate overall findings by district, age, gender, ethnicity and occupation. We did this to drill down and pinpoint factors that may influence how people in different regions are experiencing development. By far, the most effective surveys were the ones administered and analysed without pre-existing bias or predictions, which is what we strived for. The final product was a 39-page infographic style report that breaks down the responses based on focus areas, including detailed analysis of the survey feedback.   Some UN agencies are already focusing more in detail on the results that impact their mandate which could guide their future work. Debunking cultural misconceptions One of the things that came up during the surveys is the practice of chhaupadi, through which women are banned from their homes, public areas, temples, and schools during their menstrual periods. According to our findings, this still remains a regular practice even though it was outlawed in 2017. To contextualize these findings, we held focus group discussions to in Dailekh, a district where only half of the population is literate, and the Human Development Indicators are extremely low. From the focus group discussions, we learned that school teachers often ask female students to stay at home for four days during their periods. This is a problem because school girls miss up to one fifth of the school year. Beyond this impact on education, the practice of chhaupadi has far reaching implications. A number of women die annually from animal bites, infections, and smoke inhalation as they stay in unsafe and unsanitary shacks during their period. The good news is that some communities are beginning to understand that this ostracizing practice is damaging and unnecessary. And with collective efforts to raise awareness, this practice can be eliminated. In the western district of Mugu, chaupaddi is now considered a thing of the past, in part, due to the investments at the community level to teach people about the biological aspects of the menstrual cycle and the impacts of excluding women and girls from their communities. In several districts in Nepal, UNFPA and UNICEF are providing life skills education to girls and boys, both in and outside of school. A programme called Rupantaran (which means "transformation") empowers and enables adolescents to become change agents in their communities.   What's next We are committed to giving communities a voice at the table from the very beginning of our planning efforts.  The Common Feedback Project team will continue to support the UN team to integrate feedback from communities into their development plans. As part of this effort, we are currently designing a new community perceptions survey to better understand the dynamics of harmful traditional practices such as chaupaddi. The data collected will inform UN joint programmes to eradicate these practices. We will keep you posted on our findings. Check back with us in the next few months!

Read More
Silo Fighters Blog

What 8000 Papua New Guineans have to say about sustainable development

BY Stephanie Laryea, Chika Kondoh | April 11, 2018

About 150 kilometres north of Australia lies the Independent State of Papua New Guinea. This young nation has over 1,000 distinct ethnic groups and more than 850 indigenous spoken languages. Of Papua New Guinea’s population of almost 8 million people, 80 percent still live in rural areas; and 90 percent of the provinces are only accessible by air or sea. Due to underdeveloped infrastructure, it's difficult to reach out to citizens that live in dispersed areas. About 30 percent of the population doesn't have access to mass media. If we don't know what citizens think about their country or what they need, how can we expect them to actively participate in society? Reaching people through SMS technology In our quest to find ways to localize the Sustainable Development Goals (SDGs) in Papua New Guinea and learn what citizens think, we came across an interesting detail: when Digicel, the largest mobile phone network provider entered Papua New Guinea’s telecommunications market in 2007, it single-handedly opened communications to the most remote areas of the country. Access to mobile phones spiked from 1.6 percent in 2006 to 50 percent in 2016. Some of our colleagues at UN agencies are already using mobile phones to communicate with Papua New Guineans. In 2016, UNICEF launched U-Report in Papua New Guinea, a free social messaging tool that allows for anyone, from any community, to comment on the issues affecting them. UNICEF partnered with Digicel to carry out SMS-based communications to collect disaggregated data on a large-scale in a rapid, low-cost and interactive way. Drawing on UNICEF's positive results, the UN team in Papua New Guinea sent an SMS blast to 103,466 randomly-selected Digicel subscribers to ask if they’d be willing participate in a Sustainable Development Goal  survey. Around 8,043 people registered and received questions based on data gaps previously identified by the government during a period of 12 days. What we learned from 8,000 people With simple text messages, we collected disaggregated data from all 22 provinces, 89 districts, from women and men of all range groups in Papua New Guinea. Believe it or not, the oldest respondent was 79 years old! On average, 72 percent of the people who registered, answered our questions. The data collected suggests where interventions are required by the Government, the United Nations or other development partners. For example: 44 percent of women in the province of Milne Bay reported feeling safe on public transport, while only 16 percent of women in the country’s capital, Port Moresby, felt safe on public transport. A staggering 90 percent had witnessed the effects of climate change in their local environment 3 out of 4 said they had been affected by a natural and/or man-made disaster in the past 12 months. Disparities among provinces, age groups and gender, revealed that we need to shift from an aggregated approach based on macro data at the national level to a disaggregated intervention approach. Papua New Guineans want to be actively involved in civic participation. We identified that youth are vital agents of change; 75 percent of the population is under 35 years old. Harnessing the potential of Papua New Guinea’s youth and using their his to our advantage and using youth networks will be essential in advocating for the SDGs. The UN in Papua New Guinea’s ‘Youth Champion 4 SDGs’ have discussed the survey findings and have provided insights on potential reasons for the disparity seen in some of the survey results. To view the survey results in a quick and easy way, our partners at Viz for Social Good, a social non-profit organization specialized in data visualization, did an amazing job visualizing the data.  Click here to see the data in Tableau. Author: Simon Beaumont How we are using what we heard Together with the national government, private sector, multilateral organizations, bilateral donors, NGOs, and academia, we held the country’s first-ever multi-sectoral data workshop to discuss data gaps and identify available data sources among the stakeholders present at the workshop. We shared the SMS survey findings and the platform during one of the sessions. We also categorized the disaggregated findings into the four outcome areas of the new United Nations Development Assistance Framework 2018-2022  and shared it with the program priority working groups. Later this year, we will share our findings with the citizens of Papua New Guinea through mass media. Our plan is to use radio and newspapers to reach people living in rural areas and online/social media to target people living in the capital city. People will also be able to interact and share their concerns either by calling radio shows or using social media to discuss their views on key survey findings. With this, our hope is to raise public awareness on the status of the SDGs in Papua New Guinea. Next steps Reflecting on the use of SMS and mobile phones, the UN Country Team in Papua New Guinea will delve deeper to gather more sets of disaggregated data to establish a statistical model that will help development actors better target their interventions.  We will also look into mobile usage and demographic data, provided by Digicel, to build a platform of civic monitoring through SMS. This scaled-up project aims to push the agenda of area-based programming in the UN system as well as with relevant government departments, building on the findings that this SMS survey provided. Watch this space for more!

Read More
Silo Fighters Blog

We want to hear from you: digital forums and community trust in local government in Somalia

BY Isatou Batonon, Liam Perret | April 5, 2018

Good news and Somalia are words that rarely appear in the same sentence. The country is slowly emerging from decades of conflict and recurrent drought, and continues to be the victim of tragic terrorist attacks, the most recent and deadliest of which occurred in October 2017. And yet, there is positive news to report. Somalia successfully organized presidential elections in February 2017, a major milestone for a country that has long been plagued by political instability. Other signs of progress include the formation of new federal member states and, most recently, of district councils. It is the establishment of these local governance structures, which are closest to the population and best placed to respond to local needs, which offer the most promising opportunities for successful state-building in Somalia. Seizing opportunities and addressing gaps As the district council formation and local governance process extends to new member states over the coming months, the quality of relationships between local government and citizens will become increasingly important. A local governance foundation based on trust, cooperation and legitimacy is critical to realizing greater stability and security in the country. It is in this context that we, the Somalia Resident Coordinator’s Office/Peace-building Fund Secretariat and UNICEF Somalia, developed a joint initiative aimed at giving voice to community priorities and concerns, and stimulating dialogue between local government officials and their constituents in two key districts: Baidoa and Kismayo. Our Daldhis project is funded under the Voice pillar of the UN DOCO Delivering Together for Sustainable Development Facility and implemented through the Joint Programme on Local Governance and Decentralized Service Delivery, a multi-agency UN programme which supports the establishment of legitimate and functional local government across Somalia. We want to hear from you The in-depth consultations we held with federal, state and district officials at the start of the initiative revealed that, not only were these stakeholders wanting to hear from their constituents, but they were also eager to interact directly with them on the issues that citizens care about. District and state officials have generally been confined to the capital cities and been unable to conduct any outreach in the community. Drought-related population movements and low levels of access due to chronic insecurity, both of which have disproportionately affected this part of the country, have all posed challenges to stronger engagement between local authorities and their constituents. There is subsequently a real demand for cost-effective, accessible and open spaces for public engagement and dialogue. Public officials expressed to us their eagerness to hear from citizens about the quality of service delivery, security and public participation in decision-making. There was also interest in understanding the public’s perception of government efforts to integrate the large numbers of IDPs and former refugees who have arrived in Kismayo district in particular. While government authorities are the primary beneficiaries of this initiative, we and other implementing partners also lack the means to conduct real time community level surveys that can serve programme implementation and the needs of their government partners. Nuanced feedback gathered from citizens in pre-existing and valued social spaces can be useful in making the policies and services delivered by government and implementing partners more responsive to the needs of citizens. Establishing the interactive forum and building engagement As part of the UN Country Team, UNICEF, in partnership with Africa Voices Foundation, designed a research and citizen engagement initiative based on the community scorecard methodology. While this approach has been tried before in more stable parts of the country, the challenge in southern Somalia was to establish large-scale and inclusive forums for citizen-government dialogue that are unhindered by barriers of insecurity or access. Given the extent of mobile phone penetration and reach of radio in Somalia, it was decided to base the initiative around SMS messaging and interactive radio in Baidoa and Kismayo. Five radio stations were selected across the two districts – including a mixture of independent and government owned radio stations to ensure greater engagement public engagement and a diverse range of opinions in the radio discussions. Each week questions on service delivery, security, civic engagement and returnee integration are disseminated through radio broadcasts across the target districts. Citizens then respond via toll-free SMS messages with their opinion/perspective on the topic. These messages are analysed by Africa Voices Foundation to provide in-depth insight into citizen perceptions on priority topics, and how they vary by demographic group. In the first instance, this analysis provides the key talking points for monthly interactive radio consultations. Emerging themes, trends and illustrative messages are read out on air in conversation with policymakers and government officials who are given the opportunity to respond and interact with callers. The analysis also serves to amplify citizen voices as robust forms of evidence for decision-making. The first of two rounds of the scorecard exercise has recently been completed. The first set of questions have focused on citizen perceptions of service delivery, security and local government roles and priorities. 1,055 people engaged through SMS in the two districts over the first three weeks, with especially strong reach among youth (68% of respondents were under 24 years), IDPs, those in urban centres and those with secondary or higher levels of education. Key findings from analysis of citizen feedback show that: Men, older people and those with higher education and were all more likely to be dissatisfied with local government services than other audience members. The narratives used by citizens to proclaim satisfaction with service delivery often focused on perceptions of overall positive change in their environment, rather than predetermined notions of what government should deliver. Those dissatisfied with local government performance often discussed this in terms of government failing to live up to certain political values, whether they were transparency, fairness or abiding by Somali cultural and religious norms. They also mentioned a range of services that they perceived as lacking including education, healthcare, infrastructure and water and sanitation. There was a clear lack of consensus amongst radio audiences on which institution(s) should be responsible for security. Many voices pointed to the community and citizens themselves as being the primary arbiters of security, rather than any formal institution. We shared these findings in the form of reports produced in English and Somali with local authorities. We recently organized the first of two radio shows in Baidoa and Kismayo and included key representatives from local and state level government who were interviewed based on the concerns that citizens had raised. Radio and citizen feedback State and district authorities have reported being satisfied with the radio format as a way of disseminating their work to the public, and value it as a space to hear and respond to citizen perspectives on their work. They also see value in using citizen feedback to guide civic education efforts, particularly as the district council formation process intensifies in Jubbaland and Southwest states. Public engagement: A key lesson we learned is that an initiative such as this one should remain flexible and adapt to trending topics so as to remain relevant and build public engagement. Participation from the public and from local government officials has not been as strong in Kismayo as it has been in Baidoa. Kismayo district has been at the centre of ongoing political tensions between the Federal Government of Somalia and the Federal Member States, as each vies for their share of power and resources under the new federalism arrangements. Representatives of the Member States met in Kismayo recently to discuss their grievances with the Federal Government and this coincided with the first round of the scorecard. The airwaves were dominated by discussions about these tensions (and of the deadly terror attack that had just taken place), and this left little room for public engagement on the scorecard questions which focused on service delivery. While this can be difficult to achieve within the context of a small pilot project, a longer-term intervention should be able to tap into initiatives like the Somalia Big Data project implemented by the UN Global Pulse to identify and leverage trending topics. Technology: Using new technologies increases the reach and inclusivity of citizen engagement but it also comes with limitations: FM radio coverage is mainly focused on urban areas and use of SMS responses means that those with very low levels of literacy may be excluded. This is also reflected in the demographic breakdown of respondents, as described previously. However, the literacy barrier may be overcome in the future with the introduction of other technologies such as Interactive Voice Response (IVR). The reach of shortwave radio may also increase participation from rural areas. Findings: The nature of the SMS and radio-based scorecard means that it is not possible to gain a ‘representative’ sample of respondents from which to calculate statistics that can be generalised (e.g. x% of people believe that public services are of poor quality). However, this initiative seeks to unearth rich qualitative data that can provide the ‘why’ behind trends and public opinion that surveys fail to provide. Moreover by ensuring diversity in the discussions, and drawing comparisons between groups (e.g. men and women, IDPs and non-IDPs), it is possible to discuss how perception varies between them. The finding that women, younger and less educated respondents were perhaps less willing to criticize government performance than their male, older and more educated counterparts was of particular interest to government officials as it suggests the need for greater engagement with this segment of the population in order to solicit and respond to their feedback. Radio stations and citizen-state dialogue: This is the first time that government-run radio stations are engaging in an initiative such as this one in Somalia. The project is providing an opportunity to build the capacity of these radio stations and strengthen their role as facilitators of citizen-state dialogue and cooperation. The space we created through SMS and radio has also opened up opportunities for citizens to discuss issues that fall outside of the scope of the intervention. For example, a number of messages have focused on Somali values and government’s relationship with al-Shabaab. This suggests that there is real potential for such an initiative to promote broader debate and dialogue in Somali society. As we move  into the second and final round of questions and radio shows focusing on citizen engagement and reintegration issues, there will be more opportunities for the Somali government and its development partners to better understand how constructive relationships can be fostered and sustained between citizens and local governments, as they seek to build the foundations for inclusive, effective and accountable local governance in Somalia. PHOTO: Internews Europe  

Read More
Silo Fighters Blog

The why and the how of Central America’s first all female hackathon

BY Alice H Shackelford | March 28, 2018

While hackathons are commonplace in some parts of the world, we wanted to try one in Costa Rica. Our first hackathon at the United Nations in Costa Rica was a chance to use technology to connect Central American experts in science, engineering and technology with sustainable development problems. During the formulation of our United Nations Development Assistance Framework for 2018-2022, we identified several challenges that Costa Ricans face daily: urban sustainability, waste management, security issues and a lack of mobility solutions for persons living with disabilities. Another related issue in Central America is the lack of women's participation in the digital tech space. Is there something that we at the UN in Costa Rica could do to create more equal spaces for women to unfold their skills in the tech sector? We think so! Bringing women and tech together To make this happen, we thought an all-women hackathon would fit the bill. We could work with brilliant women to come up with sustainable development solutions using technology. We linked up Cooperativa Sulá Batsú, The Center for Urban Sustainability, the Inter-American Development Bank, Google, the Costa Rican Ministry of Public Education, the Ministry of Science and Technology, the National Council for Scientific and Technological Research, CENFOTEC University, Universidad Hispanoamericana, Tecnológico de Costa Rica,  MIT Media Lab and Access Now, to organize the first female Central American hackathon and promote women’s empowerment. To join efforts means to go further! The way our hackathon worked 180 women from Costa Rica, Guatemala, El Salvador, Honduras, Nicaragua, Dominican Republic and Mexico signed up for the hackathon. Interestingly, 60 percent of the ‘hackers’ came from rural areas. We organized a preparatory workshop on 7 and 8 October 2017 to discuss the problems we wanted to solve: urban sustainability issues. We also did some skills sharing about design thinking, prototyping, digitally based business models, and how to deliver an elevator pitch. Of the women who participated, 65 came to the face-to-face sessions and 48 connected via live stream. During the prep workshop we agreed on six goals: To promote an environment of mutual support, exchange and collective construction To address issues of 2030 Agenda, especially SDG 11 (Sustainable Cities and Communities) and SDG 13 (Climate Action) To promote gender equality and women’s empowerment by encouraging them to get involved in the area of Science, Technology, Engineering and Mathematics (STEM) To promote the conditions for technology development from the perspective of young women in Central America To develop leadership conditions for young women in the tech sector To promote the creation of a technology network for young women in Central America Ready, set, hack!   We kicked off our 30-hour hackathon on 21 October 2017. For two days, women between 15 and 35 years old hacked non-stop at CENFOTEC University and the Technological Institute of Costa Rica (TEC). We divided the women into four categories, according to their age and technology creation experience. It was amazing to see how women who took part wear pouring energy and creativity into their prototype idea. The Center for Urban Sustainability and the Inter-American Development Bank helped us to highlight inherent problems associated with solid waste management, urban mobility and public spaces. We also had Dr. Colin "Topper" Carew, the CodeNext Director from MIT Media Lab share his knowledge about technology and innovation. After 30 hours of coding, designing, troubleshooting, and a lot of coffee, the hackers s came up with 36 prototypes; among these, 13 with a focus on solid waste management, 12 on urban mobility and 11 on public spaces. Some of the inventions were: A website and a mobile application that identifies insecure areas where assaults, harassment and kidnappings have been reported. The platform classifies the city into green, yellow and red zones indicating the safest and most risky areas. The idea is to encourage people to take preventive security measures and to help authorities develop actions to ensure the security of its citizens. A robot that maps the sewerage network to help local governments identify saturation and damage of the city’s sewer networks. The information can help the municipal governments in the decision-making processes linked to the availability and sustainable management of water and sanitation. An app that provides bus schedules and routes for people living with disabilities. The app is connected to the bus service and has a "buzzer" function that notifies drivers ahead of time that a person with a disability will board the bus. This allows the driver to prepare the road vehicle and make it easier and safer for the person getting on the bus. The diversity of the innovations only confirmed the importance of creating opportunities for women to participate in the construction of digital technology. Betting on this project was definitely an awesome decision! Wrapping it up To mark the success of the hackathon, each team showcased their innovation to a high level jury from the United Nations, government, international cooperation representatives, civil society organizations and academia. The goal was to assess each project, evaluate the main successes, and make note of points for improvement. Instead of giving out an award based on rankings, the organizing committee provided valuable guidance that would help the teams advance in their work. Each team member received the same award and certificate.   What’s next? One of the key objectives for us at the UN in Costa Rica was to make sure that all teams would be able to finalize their proposals with support from the partners. It was also important to strengthen the tech skills of each woman that participated to ideally set them up for a successful university career related to the issues addressed at the hackathon. For example, our partners at Cooperativa Sulá Batsú invited the young women to be part of the TIC-as project, which aims to integrate young women from rural areas and urban areas in training spaces related to STEM, as an alternative to enter the labor market. The teams interested in finalizing their innovation can also continue to polish their proposals. For us, a huge indicator of success is that these scientists, engineers and IT experts  are now part of the solution to the problems that we face in sustainable development. This experience motivates us to continue working in innovative ways to work more in partnerships and to learn from the talent pool that is available to create sustainable solutions for real problems. The CENFOTEC University and the Tecnológico de Costa Rica established a follow-up strategy to create training spaces in the technology field and provide support throughout the admissions process to all the women interested in enrolling in a career in STEM. One area we haven’t  yet worked on, but would like advice on, is connecting women in STEM with catalytic finance. If anyone has ideas or tips on this so that the hackathon is a launching pad, do get it touch!

Read More
Silo Fighters Blog

Letting a thousand flowers bloom: An update from Kosovo on the Global Goals

BY Kotaro Takeda, Flutra Rexhaj | March 15, 2018

The UN Kosovo* team is on a mission: to bring the Sustainable Development Goals (SDGs) to Kosovo and to bring Kosovo to the SDGs. As we enter 2018, the Kosovo Assembly has just passed a Resolution endorsing the Sustainable Development Goals. Kosovo is a busy, complicated place, and its institutions are working simultaneously to achieve various development strategies (a Development Strategy, a Gender Strategy, the European Reform Agenda, etc., etc.), but they all contribute towards the creation of a more inclusive, sustainable future. We are pleased that Kosovo sees the value in adopting the SDGs and in using them to help power its own development agenda. The unanimous vote constitutes the natural conclusion of two years of “letting a thousand flowers bloom”. Given the unique political context in Kosovo, and other factors, the UN Kosovo Team has, from the beginning, taken a bottom-up approach to “seeding” the SDGs and preparing the ground for more formal activities to adapt and implement the SDGs. It all began five years ago with the participation of 9,000 Kosovars in the global survey “The World We Want” that helped to establish the goals. We are proud of the fact that there was Kosovar DNA in the Global Goals from the very start. Building on this initial level of public awareness, the UN Kosovo Team, with its partners, has been exploring multiple avenues for promoting and bring the SDGs to life in Kosovo. Here are just a few of the many stories behind our approach of “letting a thousand flowers bloom”. SDG1 No Poverty: The Journalism Poverty Prize Poverty rates in Kosovo remain amongst the highest in the region. According to the Statistical Agency of Kosovo and the World Bank (2015), the poverty rate (those living below 1.82 euro per adult equivalent per day) was more than 17 percent, while the extreme poverty rate (those living below 1.30 euro per adult equivalent per day) was 5 percent. While many activities of the UN agencies along with partners have contributed to reducing poverty, none have been as successful in terms of raising public awareness about the persistence of poverty and inclusion as the Annual Journalism Poverty Prize. For the twelfth year in a row, the UN Kosovo Team and the Association of Journalists of Kosovo (AJK) have provided professional journalists the opportunity to showcase their stories about the reality of poverty in Kosovo. The best examples (print and online news, video, radio, and photography), as selected by a professional jury, win the Poverty Prize. PovertyPrize-15 In 2017 we were joined by the remarkable artist Alketa Xhafa-Mripa, who created a public installation of black and white photographs portraying prize-winning stories of poverty and social exclusion in Kosovo. The timing was powerful: Alketa was calling for Kosovars to vote to end poverty just as politicians were finishing a final week of campaigning prior to local elections. We had over 30,000 Facebook and 15,000 Twitter impressions that day. “Vote to end the poverty”- Alketa’s powerful art installation was mounted on the walls of the “Termokiss” building, (an Alternative Community Centre for Youth), sending a powerful message. “It is not so much about charity as it is about justice”, said Alketa. SDG 5 Gender Equality: 16 Days Against Violence Against Women Although Kosovo’s legal framework guarantees full equality for men and women, discrimination against women continues, resulting in inadequate protection for some basic human rights guaranteed by law. The 16 Days campaign began in Kosovo in 2013 and, since then, it has become the centerpiece of our efforts to combat violence against women. Every year, more people get involved and we must scramble to manage an ever-increasing number of events without diluting the impact of this unique campaign. In 2017, we were as always led by UN WOMEN, in partnership the Kosovo Women’s Network, Care International, the Women’s Centre for Human Rights, the Assembly of Kosovo, and international organizations and missions, including OSCE, UNMIK, KFOR and EULEX, on more than 65 separate advocacy activities taking place across Kosovo to raise awareness of the need to eliminate all forms of violence against women. The highlight by far of this year’s events was the ballet performance “One Day”, performed by the Kosovo Theatre Ballet. This was a deeply personal story and a message of hope based on the experiences of a Kosovar survivor of domestic violence. This was another example of art and advocacy can mix in Kosovo, to powerful effect. It comes in the wake of the global success of the Bafta-winning short film HOME– a fantasy on the struggles of migrants, which was recognized as one of the most successful achievements in the region for 2017 by Al Jazeera. SDG 4 Quality Education: Podium, the UNICEF Innovation Lab approach to teaching the SDGs Creating environments where young Kosovars can learn about the Global Goals is another of our priorities since only the engagement and commitment of future generations will ensure long-term societal commitment and bring about lasting change. The Advocacy for Social Change initiative “Podium for the SDGs”, organized by the UNICEF Innovation Lab, UNV and the UN Development Coordinator’s Office, reached hundreds of young girls and boys from across Kosovo during its outreach phase. Later, over forty of them attended workshops where they learned to identify and link community needs to specific Global Goals, how to collaborate with peers, and how to advocate for their communities’ priorities. SDG 17 Partnerships for the Goals: It’s Festival Time! The UN Kosovo Team continued to build on its long-standing partnership with the Dokufest, a world-class documentary film festival, in Prizren, Kosovo, to promote the SDGs. This year’s theme “Future My Love” was perfectly suited to Agenda 2030. We created a SDGs booth to allow participants at the festival to create a video recording of the future they want. And we helped to shed light on the boundless talent of young women filmmakers in Kosovo. UNV and the UN Development Coordinator’s Office also supported the 8th edition of Anibar, the annual animation Festival in Peja/Peć, where children were taught about the SDGs and were encouraged to produce their own animations around their favorite goals. In addition to working with these existing platforms for SDG advocacy and learning, we took the first steps in 2017 towards partnering with private sector around SDGs, with a focus on sustainability and partnership-building. More than 35 representatives from the private sector, UN Heads of Agencies, the American Chamber of Commerce, USAID EMPOWER programme and The Partnering Initiative contributed to discussions on leveraging partnerships for sustainable development. Setting SDG baselines 2017 also marked the first steps in setting up a robust data platform, to help inform the public and assist decision makers to monitor and report on the implementation of Agenda 2030. Gathering reliable data in Kosovo is always a challenge, but the SDGs represent a critical opportunity to promote synergies with existing efforts and to raise awareness of the need to further invest in improving capacities for data collection and analysis. What’s next? We’ve had a lot of fun so far, experimenting and piloting different ways to bring the SDG message to Kosovo. Now, with the Kosovo Assembly and leadership fully on board, it’s time to take stock and focus attention on nurturing those flowers that are blooming the most. In Kosovo, there is never a dull moment! * References to Kosovo shall be understood to be in the context of Security Council Resolution 1244 (1999).

Read More
Silo Fighters Blog

The ripple effect of UN transparency: the case of procurement in Ukraine

BY Sandra Cavallo, Anastas Boiko | March 7, 2018

Times have never been easy for small businesses in Ukraine. Since the conflict broke out  in east Ukraine, the Ukrainian GDP plunged by over 10 percent in 2015 alone. Since then, welfare, livelihoods and social cohesion have been directly affected by the consequences of the conflict. Many entrepreneurs have moved away from the conflict zones due to the disruption of basic services and the risk of shelling. Thankfully, things are starting to get on better footing. As the country’s economy steadily began to recover in 2016 and 2017, with a GDP growth slightly above 2 percent, new opportunities for Ukrainian businesses began to emerge. This included the introduction of a free-trade zone with the European Union. This is good news, but success stories of local businesses making their way to EU markets are still scarce. Small local businesses, we hear you The UN’s operations in Ukraine have grown since the events of 2014 and the subsequent armed conflict. More UN projects mean more procurement needs, and it is no secret that some businesses stand to gain from an increased international presence in conflict-affected areas. At the UN, we deal with mostly medium and small-sized Ukrainian businesses on a daily basis.  When we issue procurement notices, we know from experience how difficult it can be for a local company to successfully fulfill the criteria of a transparent, international tender. In some cases, we have to reject up to 30 percent of tender proposals due to errors in their submissions. To become a provider for a UN agency, businesses need to meet high standards, including accountability and transparency. Is there something we can do to turn this situation into a stable positive effect for local businesses? A new way of doing business: Increased transparency The local companies that we work with get the message: to seize new opportunities, they need to step up their organizational standards and increase transparency, no matter how big or small the business. Transparency is on the rise in Ulkraine, and in some ways is even seen as a way to attract customers. For example, a searchable e-declarations database, launched among international fanfare in 2016, is now where all Ukrainian public servants declare their assets. Also, some anti-corruption organizations are developing tools to verify conflict of interests and cross-check public contract award decisions with a list of companies owned by city council representatives and their family members. And Ukraine’s ProZorro system won international awards for making all public tendering transparent and verifiable by any citizen online. A core principle for the UN, transparency, is essential for high-quality public procurement. An open and transparent procurement process improves competition, increases efficiency and reduces the threat of unfairness or corruption. With this core principle in mind, we asked ourselves: How can we be more transparent? Demystifying UN procurement Our solution to this big question was: let’s take the streets! And we (kind of) literally did… Instead of using the usual communication channels to disseminate our tenders, we adopted a more proactive approach and reached out to the wider private sector with a series of public meetings where we talked about the ins and outs of procurement as practiced in the UN. We talked about how all bidders are evaluated equally from the solicitation stage, throughout the evaluation process and until the contract is signed. Apart from making the organization more transparent, our second goal was to support local bidders to improve their working practices and be able to meet the high demands of our tenders. The hope is that this will increase competition helping to ensure that the we, the UN, receive best value for money in our procurement processes. In our effort to take procurement out on the road, we went beyond the capital city of Kiev and travelled to key cities across the country: Lviv, Kharkiv and Odessa in the west, east and south of Ukraine. We made special efforts to connect with those companies that were internally displaced by the ongoing conflict. In one year, we met face-to-face with over 400 representatives of local businesses from many different industries: food production, construction, pharmaceuticals and advertising. This gave us the opportunity to engage with local businesses, hear their concerns, and answer their questions. At these public meetings, companies that previously worked for the UN spoke about their experiences sharing why they had failed several times before succeeding. They talked about the importance of needing to rely on quality, transparency and demonstrated results, instead of personal contacts, unofficial payments, or other non-transparent practices, were some of the issues highlighted. This is still a mindset change from the still widespread practices of the old times! And we got ambitious… All these interactions with local vendors raised another  question: can our initiative have a ripple effect so local businesses will be prepare to compete beyond the UN market? It may still be too early to tell but we are eager to see the results. We can always hope that this will be only the first step on a thousand-mile journey: the journey towards conquering world markets, rephrasing the idea of the Chinese philosopher Laozi. Meanwhile, we are getting great signs of success: one of the agencies working in Ukraine, UNDP, is already seeing an ever-growing number of new bidders. Having more companies to choose from will always help us ensuring best value for money, a sacred principle in our procurement processes. The end result: helping the organization spending taxpayers’ money in the most effective way. Come back to learn how we are doing!

Read More
Silo Fighters Blog

Dominican Republic: 5 Steps to Develop a SDG Data Innovation Lab

BY Mildred Samboy | February 8, 2018

Have you ever wondered how much hazardous waste is generated in your community, city, or country? What is the proportion of women who make their own informed decisions regarding sexual and reproductive health? Or how many people have declared themselves victims of discrimination or harassment in the last 12 months? Imagine if you could have access to this data in a country of more than 10 million inhabitants in the center of the Caribbean. In the Dominican Republic, only 37 percent of the indicators that make up the Sustainable Development Goals (SDGs) have data available for monitoring and 44 percent do not have information or sources for their measurement. This constitutes a challenge for the achievement of the 2030 Agenda for Sustainable Development (2030 Agenda). SDG 12: Responsible Consumption and Production is one of the biggest statistical challenges for the country. As established in the 2016 Rapid Integrated Assessment “there are significant biases in the integration of (SDG 12) indicators into the national development planning and their availability for an adequate monitoring and fulfillment of the fourth axis (sustainable development) of National Development” in the Dominican Republic [1]. All of this considered, how can we measure the SDG 12 indicator related to the generation and proportion of hazardous waste in the country? To figure this out, we joined forces with the National Statistics Office, the Ministry of Economy, Planning and Development and the Ministry of Environment and Natural Resources to come up with a strategy. The result was a data innovation lab built in five steps: Step 1: Select key stakeholders Which institutions are fundamental in the development of an SDG data innovation lab? Multisectoriality is essential to guarantee the richness of this exercise. Two things were paramount for this step: To bring the institutions in charge of statistics and planning (the National Statistics Office and the Ministry of Economy) on board. These institutions are part of other coordination structures, such as the National Commission for Sustainable Development (SDGs Commission), which is the 2030 Agenda coordination and advisory structure (See Decrees 23-16 and 26-17). In this exercise, the UN System in the Dominican Republic worked with the Technical Secretariat of the SDGs Commission to identify a proposal of indicators and criteria for this initiative. To include as many stakeholders as possible in the discussion; from representatives of the public sector (hospitals, General Customs Directorate), to the private sector, to Academia, to environmental organizations, everyone related to the disposal of hazardous waste was invited to participate. This exercise demonstrates the importance of challenging these structures to enforce the fluidity and comprehensiveness of the statistical systems, and their responsibility in the process, guaranteeing an effective relationship that helps bridge existing gaps. Step 2: Select the indicators Which indicators should be selected and prioritized for the development of a Data Innovation Lab? Prioritizing indicators at a national level means choosing them according to the country’s statistical needs. The parameters for this lab were: (A) Lack of source or measurement methodology (B) Indicators within the SDGs identified for the Voluntary National Review (VNR) for the High-Level Political Forum on Sustainable Development (HLPF 2018), in which the Dominican Republic will participate this year. Following these parameters, the Statistics Office presented a proposal with the following indicators: "Proportion of wastewater safely treated"; "Hazardous waste generated per capita and proportion of hazardous waste treated, disaggregated by type of treatment"; and "Number of companies that publish sustainability reports". Of these proposals, hazardous waste was prioritized, taking the Environmental Compliance Reports [2] as a starting point. Step 3: Build participatory and formative spaces How can sectors express and validate the challenges and opportunities for improvement related to the selected indicator? Following this initiative, two main consultation workshops were held with institutions related to the field. The results of the first consultation highlighted the challenges and bottlenecks that make it difficult for the indicator to be measured.  The second workshop aimed to find innovative solutions and improvement opportunities to the problems identified in the first workshop. In both workshops, over 20 young people from academia and civil society institutions volunteered, moderating and summarizing key findings and conclusions at each table discussion. Step 4: Check the possible sources of the indicator How to guarantee results and sustainability in the statistical development of the indicator? In addition to the consultations, a group of specialists were tasked with reviewing the Environmental Compliance Report. This source was important because it is an environmental Administrative Record (forms, reports, files, among others). This review led to a joint exercise by the Statistics Office and the Ministry of Environment to collect and analyze data regarding hazardous waste, together with the private sector, academia and hospitals. It also made it possible to generate technical, statistical and environmental capabilities linked to the indicator, and has created tools to formalize this practice within the institutional framework. Step 5: Systematize, develop and implement What can we do next? The final step is to follow up on the findings and conclusions of these exercises, by developing initiatives that could have a direct impact on the improvement, organization and visualization of the data related to the hazardous waste indicator. One of these initiatives would be a Hackathon to foster the creation of applications and software development for data collection and visualization. Another, which is already underway, is the elaboration of a technical data note (explaining the indicator metadata) by the Statistics Office. This note will be validated by several sectors that will have the opportunity to rethink together the statistical development structures of the indicator. At last, this team is also working with the culmination of the construction of the database of the Environmental Compliance Reports and its respective baseline. What we learned This experience shows that there is a link between the statistical development capacity of our countries and their needs, challenges, accomplishments and opportunities, which must consider the political and social dimensions. Implementing the 2030 Agenda in the field brought institutions from different sectors together to break existing barriers. While working together was as a challenge, it was also an opportunity to improve practices and actions. Strengthening the national statistical system will only be possible if the key sectors involved have the tools, the capacities and the will.     [1] The Rapid Integrated Assessment (RIA) Tool aims to support countries in mainstreaming the Sustainable Development Goals (SDG) into national and subnational planning, by helping assess their readiness for SDG implementation. Click here to access the Dominican Republic’s 2016 RIA elaborated by UNDP and MEPyD [2] The Environmental Compliance Report (ICA, its Spanish acronym) “is a technical report that explains the degree and quality of compliance of a facility, project, program or other activity by its operator or entity (company, NGO, government) with regards to environmental laws and regulations governing a certain place, resulting in a process of auto management.” (Dominican Republic Encyclopedic Dictionary of the Environment)

Read More
Silo Fighters Blog

Crowdsourcing for Development Insights in Madagascar

BY Hasina Rakotondrazafy | January 31, 2018

Madagascar is considered a biodiversity hotspot. Besides its majestic landscapes, this island country houses 5 percent of the world’s most unique species and plants. Known for its rich biological and ethnic diversity, the country hasn’t escaped the consequences of climate change. Since 2016, the southern part of the country has been facing the impacts of a serious drought due to the climate phenomenon of El Nino. The critical situation of this region has led the UN to focus several of its interventions in this area, specially to work with young people. Partnering with youth Representing over 50 percent of the population in Madagascar, the UN recognizes that young people are a key pillar to drive the country’s development. Several UN agencies have been partnering and working with them for many years. To monitor our work and enhance our accountability to the people we serve, we invited participants of our projects in the southern regions of the country to answer an important question: How are we doing? With this basic question in mind, the UN in Madagascar engaged in a exciting exercise to collect their perceptions on our work in their respective localities and, even more important, collect ideas to improve the impact of UN future actions. We specifically looked into the following projects supported by UNDP, UNFPA, UNICEF, FAO, IFAD, ILO, WFP and WHO. : AINA: A project that aims to mitigate the effects of extreme poverty by reducing the number of vulnerable families experiencing acute malnutrition. MIARO: Which focuses mainly on the prevention of chronic malnutrition during the first 1,000 days of the child. Maison des Junes: Works with young people so that they can better express themselves and be agents of social change. Ex-Juvi: Seeks to reintegrate young people that have been in conflict with the law. MRPA: Helps protecting the environment while creating and capitalizing on human and natural resources to maintain sustainable development. For this exercise, we partnered up with the Madagascar Innovation Lab, a young and dynamic group that designed, developed, and created a just-in-time analysis and collection tool called Integrated Data Processing (IDP). The Madagascar Innovation Lab, which is creating job opportunities for young minds alike, has a staff made up of 50 percent women and people with backgrounds ranging from machine learning experts to business analysts that work together on many innovative projects, including ours! Gather, upload, sync and repeat To provide reliable, consistent and accurate data in a timely manner, the Lab developed a  mobile application which allows the data collection agents to upload the information. We also developed a website to make available all the collected data http://snu.idp.mg. Data collection practices have been a vital part of the life cycle of development projects for decades, however, traditional paper based data collection can be a daunting task as it tends to take several months to combine the process of data collection until conclusions in reporting can be reached. This can ultimately alter the decision-making process and could potentially affect getting a project off the ground. With this new project that we are testing, using tablets or mobile phones allows the agents to expedite the data collection process. The application can hold an unlimited amount of surveys and questionnaires written in any language, categorized by indicators, demographics, and other specifications. How cool is that!   Initial results During the last months of 2017, we conducted our data collection in the south part of Madagascar with the help of 80 volunteers from two youth centers supported by the UN. The exercise involved four major regions, four cities, and eight districts, reaching more than 17,500 people. During the data collection, our volunteers informed participants about the initiative and how the results will be used. Much of this southern region is located in remote areas, only accessible by jeeps with a 4-wheel drive, motorcycle, or on foot, therefore getting there can be an adventure. So, to prepare for our data collection process, the agents are equipped with solar panels and power banks, which ensure they always have access to power supply. For the most part, Madagascar has managed to provide phone and data coverage to large areas of the island, so even from the remotest locations, our agents are able to sync the data on a daily basis. This has allowed our information and communication technologies to be fully functional from almost everywhere. Month’s worth of data can be mined and analyzed in an instant which allows us to gain access to information on various social, economical and environmental aspects of life in Madagascar. Making use of the data Our next immediate step will be to analyze the data to adjust our future actions based on the needs expressed by the participants during the survey. While we embarque on full data analysis exercise, we have already made available to the general public the data regarding the participant’s opinions on each the projects and their ideas on how they could expand to support communities in new ways. We are excited to know how to better serve these regions, often left behind by key development interventions. From a coordination point of view, we are interested in looking at the data with an integrated approach to identify new joint initiatives where UN agencies can partner - an essential ask from the 2030 Agenda. We are also planning to use the data to review or UN Development Assistance Framework, but a quick win will be its use by the two youth centers supported by us that helped with this exercise: more activities related to young people’s concerns like drugs, alcohol, employment, professional training, early pregnancy, corruption, could be added to their interventions...  And this is just the beginning! We know from reflections on collective intelligence work that most often the missed step is going back to the people who are consulted to show them how their opinions and ideas will be put to use. We are already planning some activities to close the feedback loop. You will hear more about that adventure in our next installment! Photo: MIL team photos taken by BLU Life One X2 phones.

Read More
Silo Fighters Blog

Fusing datasets to track the impact of disasters in Indonesia and beyond… VAMPIRE is on it!

BY Anthea Webb, Derval Usher | January 25, 2018

When El Niño-induced drought placed huge pressure on communities across Southeast Asia, the UN in Indonesia quickly established an inter-agency focus group to monitor the impact. The World Food Programme, UN Global Pulse Lab Jakarta and the Food and Agriculture Organisation responded to the need for faster analysis with an integrated data tool called VAMPIRE! (The Vulnerability Analysis Monitoring Platform for Impact of Regional Events).  How’s that for an acronym! What VAMPIRE does: blend and visualize in near real time As climate affects food production and prices, it is a decisive factor in the health and welfare of millions of communities. The 2015 El Niño drought caused food prices to spike in Indonesia, stretching the budgets of poor families who already spend more than half their incomes on food. The situation was even more serious given 37 percent of Indonesian children are chronically malnourished. The project team had to move quickly to develop a data tool for the Government of Indonesia and partner agencies to decide where and how to allocate resources. The first iteration of VAMPIRE applied data science skills to automate the analysis of the extent of the drought and populations at risk. The tool is a multi-tier system that fuses several datasets. First, it visualizes the national socio-economic survey and WFP’s household food security surveys. This data provides information on the percentage and distribution of poor, agriculture-dependant populations, as well as food insecure communities. Second, it analyzes data on rainfall anomalies and the Indonesian Vegetation Health Index. Rainfall anomaly is a measure of the amount of rainfall in a period compared to the long-term average for that time of year, while the vegetation index is a proxy for drought. Based on the measure of economic vulnerability and exposure to drought, the tool identifies priority areas where people may require assistance. Government Uptake Collecting data on rainfall anomalies and food security is not a new or unique activity for governments. However, the platform adds value by dramatically reducing the time required to bring this information together and visualize it in high-resolution and in near real-time. VAMPIRE has been installed into the situation room of the Office of the President (Kantor Staf Presiden) of the Republic of Indonesia, its sustainable home. The Government of Indonesia has used the tool to measure drought impact and identify fire risks. It has developed it further to estimate the impact of past government programmes as part of their regular monitoring and oversight. These are encouraging user-innovations by the Government of Indonesia that we are trying to incorporate as the tool scales to other countries (more on this below). Under the Hood Building upon these initial successes, the tool has been upgraded to include new, more detailed analysis on drought. More granular estimation of affected areas has improved the tool’s ability to identify and prioritize risk. Additional indicators on meteorological drought, agricultural drought, population density and dependence on agriculture are improving the methodology. In addition to drought, we have developed flood impact analysis capabilities into the most recent iteration of the tool. We can now estimate floods six days in advance, including the risk to crops and populations. For both flood and drought, we now include extensive disaster history information and improved UX, enabling users to explore the insights at different administrative levels and generate reports on this basis. Sri Lanka, Papua New Guinea and Beyond Based on demand for the data tool from the Government of Sri Lanka, we contextualised the system to the country and embedded it within the Ministry of Disaster Management. The improvements made to the tool while shaping it to the context of Sri Lanka have informed its development elsewhere. This year we are in talks with the Government and UN Country Team in Papua New Guinea with a view to establishing a version of the system there, and we are in the process of open sourcing the tool to enable uptake elsewhere. We are also working to improve the notification and alert system for different users, as well as conducting further tests of the accuracy of alert thresholds, fine tuning them to sub-national needs and realities. We owe huge thanks to DOCO for its support of this project! And we hope that the development of the tool will take another leap forward now that VAMPIRE has been recognized as the winner of the 2017 WFP Innovation Challenge. We are delighted to have had the opportunity to develop a data tool in true partnership leveraging the expertise of each of our teams to produce an information system which is being used for policy making. We are always on the lookout for opportunities to scale the tool, so let us know if your UN Country Team could benefit from such a system and we will work out how we can best meet your needs. Photo: Neil Palmer (CIAT)

Read More
Silo Fighters Blog

How art is helping us promote the SDGs in Mongolia

BY Mariyam Nawaz | January 17, 2018

Curious onlookers stopped to watch graffiti artists including Heesco, Dasher, Risky, Ulaambayar and Degi paint the old wall of the United Nations House in bright colours. Each art piece, a unique and positive representation of the 17 Global Goals. The urban art installation was the kickstart of our public awareness campaign on the Sustainable Development Goals (SDGs) in Mongolia. Nine Mongolian artists helped us reaching the crowds: Sydney-based Mongolian artist Heesco, Ulaanbaatar’s female artist Boldbaatar Odonchimeg, Dashkhuu, Bilguunnaran, Ulambayar, Sodbayar, Tuguldur, Boldbayar and Enkhbat Michid. It was set up on the Mongolian Youth Day (August) and the wall quickly became a landmark; everyone stopped to take a photo or two. The masterminds behind the campaign was the United Nations Communications Group, a team comprised of all the communications specialists, from all UN agencies, working in Mongolia. Our idea was simple but challenging: tell people what the SDGs could represent to Mongolia and its young people, namely, because one in every three inhabitants in Ulaanbaatar is young. Going for a spin around Ulaanbaatar to learn about the SDGs As communicators, we know that a successful campaign is made up of different elements, and we started with the basics: we developed and distributed an action guide (in Mongolian) listing how citizens could contribute to the global agenda of Mongolia. This action guide, which is also available online, was printed and handed out at every event we held. The great twist of using this guide was that we got celebrities to joined our efforts. Famous artists, journalists, models and athletes posted their photos on social media with SDG logos promoting the guide. Most of these celebrities were initially approached through a third-party media company who helped with the promotion of our campaign. With 1.1 million mongolians on networks like Facebook, social media was a key channel to spread the word. Thinking back, collaborating with celebrities in the country was essential to the success of the campaign. In addition to the art wall, booklets, and famous people advocating for the SDGs, another highlight of our campaign was a big tour bus that stopped in three different parts of the capital city. We were inspired by the Belarus train. If you haven’t seen this amazing initiative, you can check the blog here. We set up a registration link for people to sign up online and, with the support of our UN Young Advisory Panel, selected 35 people to come along, as well as media representatives and performers. And the journey begins… On October 1 2017, our seven months months of hard work, came to fruition: 35 people at the UN House hopped on the SDGs-branded bus that looks like a bandwagon. The first stop was the Ger district. Staff from UNICEF, UN-Habitat and ILO greeted everyone. Young singers from the Music and Dance Conservatory Mongolia, Enhlen Altandul, and Tengis Tserenbat won people’s hearts with their outstanding  performances. Our SDG photo frame got popular and people lined up to take photos to share in social media. Meanwhile, face painters placed streaks of red, blue and yellow paint on children’s faces as they skillfully drew SDG logos on their cheeks. After the one hour show, we drove to the most central location in Ulaanbaatar; the State Department Store, where we displayed calls for action on big standees and an SDGs photo booth. Colleagues from UNFPA, WHO and UNESCO led the way at this hub. Youth organizations including AIESEC and the Centre for Citizenship Education joined and helped make drawings on the SDGs. A young baker sold cupcakes with SDGs logos on them. The famous actor, Orgil Makhaan addressed the audience and invited everyone to take part in the country’s development. The last stop was the Light Street, which was organized by UNDP, FAO and IOM teams. The UN Resident Coordinator in Mongolia, Ms. Beate Trankmann,  joined the public too. Small children from Kung-Fu school performed and the bus tour ended, successfully. To sustain the buzz, we placed sixty small billboards with “Your Participation is Important” as a call of action across the city for 15 days. The QR code on the board directed people to the action booklet. Our campaign ended on a high note on October 24, which is UN Day. For this occasion, we developed a SDGs Cartoon brochure that tells the story of Mongolia and the SDGs. People loved it. Through the combination of social media engagement and activities like the bus tour, flashmob, and the SDGs wall, we reached more than 160,000 people of all ages. Thousands of people were reached and engaged through outdoor events, display of SDGs message on billboards, online initiatives (33,769 people engaged through blogs and stories, 78,000 on Facebook and 52,900 impressions on Twitter) and distribution of material across the country through the National Statistics Office. Traditional and new media also played an important part in getting our messages across. Leading bloggers published their stories in Yolo and UNREAD. The leading magazine Mongolian Observer did a cover story on SDGs and UN in Mongolia dedicating 17 pages. The road to success   For us at the UN in Mongolia, this campaign was a combination of success and a starting point to continue the conversation around the SDGs. Everyone at the UN in Mongolia poured their hearts to make this campaign happen, our colleagues’ energy was unstoppable! One of the things that really inspired us and fueled our energy was the amount of people (more than 40!) that showed up and volunteered, one way or the other, during the different activities of the campaign. One of the key achievements of the campaign, besides the tremendous outreach and engagement of public online and in events, was the establishment of a “SDGs supporter network” of media, bloggers, young volunteers and celebrities in the country. A big challenge that we faced through this journey was finding common grounds for each UN agency to contribute to the campaign. Each agency has its own mandates and core mission, so we invested time in coordinating our efforts to agree on a campaign strategy that helped us create clear guidelines on key messages, branding, hashtags, visibility and roles/responsibilities. Having said that, by far the best thing of all was to see the way artists used their talents to advocate for our campaign. I believe that somehow, we tend to underestimate people’s capacity to understand sustainable development. Thanks to this campaign, I got to see firsthand how passionate people are about making their country a better place for everyone. Watch this space for more, we’ve got more initiatives in the works! http://www.un-mongolia.mn/new/

Read More
Silo Fighters Blog

From radio to theatre, bringing the voices of youth to centre stage in Lebanon

BY Alex Shoebridge, Kristine Najjar | December 13, 2017

When we last blogged in this space in May 2016, we wrote about our plans to support the roll out of the 2030 Agenda in Lebanon. We knew that engaging the public – especially youth – would be critical. As part of our approach, we didn’t want to come in with any pre-developed solutions, but rather let young people provide the answers, even pose the questions. We wanted to enable youth-generated evidence that could be shared with policy makers and linked to national efforts to implement the 2030 Agenda. In 2016, the government wasn’t ready yet to engage on the Sustainable Development Goals (SDGs). Supporting a conversation with the public was our best and, at the time, the only option. It held the promise of generating better and less-filtered information, and creating new public spaces for citizen-to-citizen interaction to achieve the SDGs. Radio and theatre as a way to learn from young people in Lebanon Together with UNESCO and the radio station, Voix du Liban, we launched “Chabab Wa Tanmia,” a radio show produced and hosted by six young journalists that focused on bringing a youth focus to bear on the SDGs. Each week the show would cover a different SDG-related area . Young people called in from across the country to share their priorities and concerns. Subjects ranged from how to address smoking among youth (a widespread issue in Lebanon), to how to strengthen community services and support mechanisms for the elderly, and how everyday actions can help protect children’s rights.   On top of the radio show, to better understand the development perspectives of those furthest behind – such as unemployed youth or women-headed households – we collaborated with the American University in Beirut (AUB) to produce two case studies reflecting a broad set of consultations with Lebanese and Syrian refugees and other vulnerable groups. Employing playback theater – a type of improvisational and interactive theater in which people tell stories about their lives and watch them being enacted on the spot – helped people narrate the issues, such as corruption in hiring, and gender discrimination in all aspects of daily life. Theatre methods created an opportunity for youth to share their experiences and find common ground. It also meant that we, as the UN and partners, could learn from young people. One major takeaway for the theater programming centred on the need to focus on lifelong learning opportunities for families to support the development of youth. And now… a platform for government engagement These initiatives have been important for enhancing citizen-to-citizen interaction, and providing public spaces for people to express themselves. They have also been key to understanding some of the issues we should focus in the future. Having listened to more than 500 people in our engagement efforts, which includes those who participated in the radio shows, on social media, and via the national consultations spearheaded by AUB, we will be putting an increased focus on corruption, gender discrimination and child rights. Nonetheless, without government leadership we won’t have a platform to amplify what we have been hearing. Recently, the Government committed itself to working on the SDGs by establishing an inter-ministerial committee, which will be a key entry point for UN engagement in supporting the roll-out of the SDG agenda. The committee provides a forum to bring all ongoing SDG initiatives under one umbrella, which is a real opportunity to connect what we heard from people to political decision-makers. Together with the government, civil society and the private sector, we aim for our work to feed into a national multi-stakeholder consultation process that reflects the priorities and perspectives of those left farthest behind. People informing priorities As a result of our consultation process with youth, corruption, gender discrimination and child rights will be highlighted in our deliberations with the government and will inform our work planning for 2018. Things may shift in Lebanon’s current political environment. But the country has weathered many a political storm – and it is not easily shipwrecked. We are hopeful that the work that has been done will lead to tangible results for the people of the country, and leave no one behind.   Do you have experience utilizing key findings from youth engagement activities and elevating them to the national level? What have you learned?

Read More
Silo Fighters Blog

Bringing Brazil back office innovations into the spotlight

BY Maria Helena Mizuno Moreira | December 6, 2017

At the beginning of 2016, Nesta predicted that back office innovations would take center stage.   In the case of the UN in Brazil, this prediction was spot on. If you work outside the United Nations system you might assume that we consistently pool our resources. But we don't. This is largely due to the fact that the UN organisations were created one by one by the UN Member States over the last 70 years, and the different UN organisations therefore had to set up their own internal management structures - not unlike different ministries in a government. In the past, cost savings have been pursued UN agency by UN agency within their sometimes very different business models. As part of the drive for better services and reduced costs, however, the UN has been reconsidering this model, and are trying out new methods for pooling back office functions to better serve the populations we work for.    The UN in Brazil is one of the four integrated business centers across the UN system that are piloting this new way of working. We named it the Joint Operations Facility, or the JOF (yes, we love acronyms in the UN!). The other integrated business pilots are in Cape Verde, Copenhagen and Viet Nam. In Brazil, we began 18 months ago with the idea of simplifying business processes and integrating services across UN entities. Out of 22 funds, programmes, and specialized agencies working in Brazil, six agencies endorsed this project: UNDP, UNFPA, UNESCO, UN Women, UNOPS and UN Environment, with UNAIDS as a partner agency. With the support of the UNDG Business Operations Working Group and the UN High-Level Committee on Management, we conducted a strategic review of business operations in the country. We assessed our procurement, IT and human resources needs and created a business case for pulling these back office functions together. This analysis was the official start of our Joint Operations Facility in Brazil. What does integrating business operations really mean? Setting up this facility meant creating a new team to fully address the new needs of these agencies in country. We created new positions for procurement, travel, ICT and a manager that oversees the work of the team. The JOF Manager reports to the UN Resident Coordinator, who shares the governance of the facility with the six agencies participating in the initiative. For decisions, we follow the General Assembly “one vote one voice” principle, so each agency has an equal say regardless of the size or volume of goods or funds they channel through the facility. Now 18 months later, we are proud to say that the members of this facility are working together on a single service platform centralizing procedures and business operations in the areas of procurement, travel, information and communications technology. Centralizing services allows for several benefits such a sharing the costs and risks, and allowing staff to specialise and therefore increase the quality of services. The bumpy parts As with any new endeavor, the UN in Brazil faced several obstacles including entrenched practices, cultural clashes, and different ways of thinking. Some entities felt that they took an unfair financial hit and perceived a disadvantage in their business services, while smaller entities already counted on the facility to sustain their activities. Other lessons that we learned during this 18 months of journey are: Never underestimate transition periods: What we realized during the process is that setting up solid administrative support services requires an investment, and the transition period shouldn’t be underestimated. Technology to the rescue: The ICT tools that the facility used were initially connected with specific UN entities’ requirement. We soon learned that this was too complex. A second generation of ICT applications and portal will be released soon allowing automated monitoring to improve control, transparency and operational efficiency. When duplication happens, breathe, and phase it out: Some of the participating agencies preferred to keep parallel internal operational structures. This was redundant to the purpose of the Joint Operations Facility, and agencies quickly realized that it was not sustainable and these structures are being phased out gradually. The lack of a global UN-wide common procurement manual has been a challenge, and we are trying to identify and adopt already existing operational good practices across the UN system to have a common framework. As a work-around, we are now working on our own common manual for procurement to consolidate practices including the adoption of a harmonized procurement manual. This has been a difficult and time consuming process. We believe that by expanding and providing additional procurement services, as well as launching the shared human resource services, we will ensure the sustainability and relevance of the facility. We are currently negotiating the provision of services to more agencies through service legal agreements, we will keep you posted in the number of agencies joining us! The silver lining It’s safe to say that our hard work ultimately paid off. Since launching the facility in March 2016, we are developing new procedures and tools to streamline our work. By simplifying and revamping our internal business flows, we we are reducing our common operation footprint while improving the collective efficiency and saving costs. What’s next? In terms of next steps, some already see the opportunity to expand this facility into a regional hub. As the only integrated service center in the Latin America and the Caribbean region, building in the current structure we would have the potential to provide business operations services to multiple countries to increase cost savings and improve quality of office services. So we feel that this is just the beginning of an exciting project. Despite the hurdles, we trust that we are on the right track and will continue to support the United Nations to think outside the box and construct innovative, efficient and effective mechanisms to achieve the 2030 Agenda.

Read More
Country Stories

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.

Read More
Country Stories

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.

Read More
Country Stories

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.

Read More
Country Stories

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.

Read More
Country Stories

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.

Read More
Country Stories

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.

Read More
Country Stories

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.

Read More
Country Stories

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.

Read More
Country Stories

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.

Read More
Country Stories

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.

Read More
Country Stories

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.

Read More
Country Stories

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.

Read More

Share your story with us




Shares