ISPE EAG
INTERATIONAL
SOCIETY FOR POVERTY ELIMINATION ECONOMIC
ALLIANCE GROUP
Comments on Statement from UN Secretary General
designate Antonio Guterres at Swearing In Ceremony 12 December 2016
Executive Summary
The UN Secretary General designate Mr. Guterres made a powerful and
inspiring Statement at his Swearing In Ceremony on 12 December 2016. The
Statement identified 3 Thematic Strategic Priorities from which we have
articulated 21 Point Agenda that he desires to pursue with determination during
his watch as UN Secretary General.
The 21 Point Agenda encompass the 3 Global Agreements in 2015: AAAA, SDG
and COP21 which aim to reset our World towards achieving Goal of World without
Poverty, that is, refocus our World towards Fighting and Winning more effective
and more efficient War on Poverty and War on Terror in each Community in each
of the 193/306 UN Member States by 2030 Target date and the Comprehensive
Agenda’s 3 Thematic Strategic Priorities coincide with the 3 Pillars of the UN
System: Peace and Security; Sustainable Development and Human Rights.
As Aid, Trade, Debts, Anti Corruption and Counter Terrorism
Interventions from Community to Global levels have much to contribute, if the
Global Goals in these 3 Global Agreements and the 21 Point Agenda are to be
achieved in each Community in each UN Member State, by the 2030 Target date, a
need arises for really finding clear and correct answers to why Paris
Declaration, PD recorded the flaws and failures it did and what corrections
could and should be made if these flaws and failures are not to still be
re-occurring decimals in Bussan Declaration, BD.
ISPE/EAG in this Paper set out thoughts on priorities and directions
moving forward as Community to Global Stakeholders adopt Joined Up Approach
with Mr. Guterres towards sustainable solutions to all identified real and
complex BD, AAAA, SDG, COP21, Agenda 21 and 21 Point Agenda aligned and
harmonized with Community and Country Development Plans real problems on the
ground in each Community in each of the 193/306 UN Member States.
Key Points
The highlights of the Paper are need for Paradigm Shifts as well as need
for correct answers to How questions that help convert AAAA, SDG, COP21,
Agenda21 and 21 Point Agenda into Vision and Words with Action from Community
to Global levels in each North and South Country.
Conclusion
The real and complex BD, AAAA, SDG, COP21, Agenda 21and 21 Point Agenda
problems on the ground in each Community in each of 193/306 UN Member States
are difficult but not impossible to solve. Indeed, there are Bright Prospects
of Success, if all good ideas and pertinent suggestions generated in UN System:
UNO, WBG and IMF Study Reports, Conferences and Meetings Outcome Documents as
well as Global Consultations are harvested, fully implemented with effective
monitoring and evaluation of same and Ideas Creators involved.
Main Paper
Introduction
The UN Secretary General designate Antonio Guterres was sworn in as 9th UN Secretary-General during a UN
General Assembly (UNGA) meeting on 12 December 2016, following which Mr. Guterres
highlighted 3 Thematic Strategic Priorities for Driving Change from
Community to Global levels: work for peace and security; support for
sustainable development and the Sustainable Development Goals (SDGs); and
advance UN internal management aimed at Reforming the UNO to be International
Institution fit for the 21st Century.
Mr. Guterres in the Statement set out ambitious 21 Point Agenda that
needs to be converted into Vision and Words with Action within his first 90
Days in Office.
This Paper set out ISPE/EAG Thoughts on New Priorities and New Direction
for Mr. Guterres, if there is to be increasing convergence between his 21 Point
Agenda Vision Intention and Reality by 31 December 2021 that help him leave
lasting legacies in the empowerment and unification of humanity in both North
and South Countries as well as North North, North South and South South
Partnerships for Sustainable Development that Work for Good of humanity.
The 21 Point Agenda
We have distilled 21 specific Strategies within the 3
Thematic Strategic Priorities set out in the Statement that could be described
as the 21 Point Agenda Mr. Guterres desire to pursue with determination during
the 5 years of his tenure in office. These are:-
1. Applied
History Strategy
2. Voter
Education Strategy
3. Citizens and
Leaders Engagement Strategy
4. Gender
Equality Strategy
5. Youth
Empowerment Strategy
6. Conflict
Prevention and Resolution Strategy
7. Counter
Terrorism Strategy
8. Sustaining
Peace Strategy
9. Transparency,
Accountability and Participation Strategy
10. Ownership,
Alignment and Harmony Strategy
11. Learning,
Results and Measuring Success Strategy
12. Universal
Human Rights Strategy
13. Humanitarian
Response Strategy
14. Sustainable
Development Implementation Strategy
15. Sustainable
Development Evaluation Strategy
16. Coordination
Mechanism Strategy
17. Management
Reform Strategy
18. Human
Resources Management Strategy
19. Communication
Strategy
20. Partnership
Strategy
21. Values and
Trust Strategy
Mr. Guterres
in his Statement is promising that this 21 Point Agenda for achieving the 3
Thematic Priorities would be delivered through New UNO Approach and indeed New
UN System: UNO, WBG and IMF Approach that relates to a New UN System: UNO, WBG,
IMF Way of Working to better support UN Member States in achieving the 17 Goals
of the SDG and in a way that ensures No One is Left behind and he envisages this
would need a clear Roadmap with benchmarks to achieve specific targets in 2030
Global Agenda – AAAA, SDG, COP21, Agenda 21 and 21 Point Agenda aligned and
harmonized with Community and Country Development Plans in each of the 193/306
UN Member States by specific dates - 2020, 2025 and 2030. This way High Flying
Countries could reach the Global Targets well before 2030 and Lagging Countries
could be given all necessary support to ensure that they also reach the Targets
by 2030.
It appears
Mr. Guterres is either concerned about UNO only or using UNO interchangeable
with UN System: UNO, WBG and IMF. Our study finding is that seeking to Reform
the UNO Entities without simultaneously seeking to Reforming the UN System: UNO,
WBG and IMF Entities, is not likely to help in the work towards achieving 2030
Agenda by target date in each Community in each of the 193/306 Member States.
There is, therefore a need to ensure that the 21 Point Agenda is fully
implemented with effective monitoring and evaluation of this implementation by
the entire UN System: UNO, WBG and IMF and not just UNO alone.
Original Vision – UN System: UNO, WBG and
IMF 1945 and Paris Declaration 2005
Mr.
Guterres identified need to return to the Original UN System: UNO, WBG and IMF
1945 Vision. We add that there is a need to simultaneously return to Original
Paris Declaration, PD 2005 Vision. In returning to both Original Visions each
Community in each Member State needs to be effectively and efficiently
connected with UNO Headquarters New York, WBG and IMF Headquarters Washington
as well as FAO and ILO Headquarters Rome.
It
will be recalled that the Original UN System Vision intended the UNO to be the
Global Platform for Effectively Mobilizing Global Collective Action for
Political Stability; the WBG to be the Global Platform for Effectively Mobilizing
Global Collective Action for Economic Stability and the IMF to be the Global
Platform for Effectively Mobilizing Global Collective Action for Financial
Stability. Something went wrong at inception to undermine this Original Vision
and this accounted for the 70 years Scorecard of Successes, Flaws and Failures in
2015.
Given
realities of resurfaced hidden contradictions and tensions; new wars multiplied
and old ones reignited; progressively greater unpredictability and impunity due
to lack of clarity in power relationships; more complex conflicts producing
horrific violations of international humanitarian law and human rights abuses;
global terrorism; climate change, population growth, migration, rapid
urbanization, food crisis, financial crisis, fuel crisis, water scarcity etc
that individually and collectively contribute to increased competition for
resources and heightened tension and instability, the probability is low that
our Fragile Planet could avoid self destruction, if the same Scorecard of
Successes, Flaws and Failures are recorded in the next 70 years from 2015. This
underlines the urgent need for all Community to Global Stakeholders to support
Mr. Guterres to ensure that the 21 Point Agenda for achieving his 3 Thematic Strategic
Priorities are given practical Roadmap that leads to
achieving Global Goals Targets by 2030.
It
will be recalled that key objectives of the Paris Declaration 2005, PD was to
significantly improve Aid Effectiveness. However, the 2010 PD Evaluation report
was damning. Had 2016 Evaluation of Bussan Declaration, BD that replaced PD in
2011 been done, it could have been equally damning. This underlines the need to
go back to the Original PD Vision alongside Original UN System: UNO, WBG and
IMF Vision because without addressing fundamental issues of Trade, Aid, Debts,
Corruption, Terrorism, Insecurity, Inequality, Inclusive Growth, Poverty,
Hunger, Climate Change on one hand and Development, Diplomacy, Defense, Democracy,
Data, Digitization, Communication, Applied Research, Applied History,
Attitudinal and Behavioral Change on the other hand it would be uphill task
seeking to achieve the 21 Point Agenda for driving the 3 Thematic Strategic
Priorities Vision Ambitions in most UN Member States.
21 Point Agenda – Conversion into Vision
and Words with Action
This
21 Point Agenda is important to guide the work of the UNO under Mr. Guterres
watch. However, it need to first be converted into Vision and Words with Action,
if concerned community to global stakeholders are to have good understanding of
where the 21 Point Agenda as specific to each location context, is now from
Community to Global levels (A); where 21 Point Agenda as specific to each
Community to Global location context, need to be if Global Goals – AAAA, SDG,
COP21, Agenda 21 and 21 Point Agenda aligned and harmonized with Community
Development Plans and Country Development Plans in each of 193/306 UN Member
States are to be achieved by their 2030 Target date (B) and What needs to be
done to move effectively from (A) to (B) – (C).
It
is pertinent to note that presently AAAA, SDG, COP21, Agenda 21 is each Vision
and Words without Action and need to be speedily converted to be Vision and
Words with Action and that this greatly depends on finding clear answers to
AAAA, SDG, COP21, Agenda 21 and 21 Point Agenda How questions, especially DOING
of How.
Multi Stakeholder Platforms, MSPs and
Community of Practices, COPs
What
is the Scorecard of the implementation of 2010 PD Evaluation Report recommendations?
Are the realities of Aid Effectiveness and Development Cooperation real and
complex problems on the ground today, not evidence that 6 years later, not much
may have been achieved in the implementation as well as the monitoring and
evaluation of the implementation of the PD Evaluation Report? Can the
implementation as well as the monitoring and evaluation of the implementation
of the PD Evaluation Report that could deliver sustainable benefits in design
and delivery of Aid Effectiveness and National and International Development
Cooperation Policy, Program, Project Interventions, 3PIs and 3PIs Training as
One be done without Political Community: Decision Makers and Policy Makers;
Practice Community: Professionals and Practitioners and Research Community:
Researchers and Academics significantly improving collaboration, cooperation,
cohesion, coordination from Community to Global levels?
Can
these Interactions be Institutionalized without each of the 3 Communities
having Research and Data; Planning and Implementation; Monitoring and
Evaluation: Learning, Results and Measuring Success: Multi Stakeholder
Platforms, MSPs that are Community of Practices, COPs that Work from Community
to Global levels, with a level of official recognition?
The
traditional separation between the Political Community: Decision Makers and
Policy Makers; Practice Community: Professionals and Practitioners and Research
Community: Researchers and Academics has largely proven unhelpful, hence the
need to design inclusive Multi Stakeholder Platforms, MSPs with a level of
official recognition and having Membership drawn from the 3 Communities in 6
Major Blocks – 193/306 Member States; UN System: UNO, WBG and IMF; CSOs/NGOs;
Private Sector; Researchers and Academics and Internal and External Consultants
that are High Level Political Forums, HPLFs that Work. This could help build
closer and more integrated working relationships over prolonged periods that
are more capable of fostering cross boundary understanding between the 3
Communities as well as between the 6 Major Blocks. Doing so, however, is not
cheap or organizationally straightforward and it raises some serious concerns
about independence and impartiality that need to be effectively addressed for
the sustainable benefits of such MSPs to be actualized.
The Big Questions – Integrated Monitoring
and Evaluation Strategy, IMES
We
have consistently submitted that in the work towards achieving 2030 Agenda
Vision; What questions have been over answered and How questions avoided or
evaded in UN System: UNO, WBG, IMF Events. We have now discovered that some
What questions are still outstanding alongside these How questions and related
questions. For example, on the Monitoring and Evaluation side:-
1.
What research and evaluation designs are appropriate
for specific research questions and what are the methodological characteristics
of robust research (development research rather than academic research?
2.
What is an appropriate balance between new
primary research and the exploitation of existing research through secondary
analysis?
3.
What approaches can be used to identify
gaps in current knowledge provision and how could the filling of such gaps be
prioritized for better success in the work towards achieving National and
Global Goals?
4.
How can the need for rigor be balanced
with the need for timely findings of practical relevance?
5.
How should research and evaluation be
commissioned (and subsequently managed) to fill all identified gaps in (3)?
6.
How can research and evaluation capacity
be developed to allow a rapid increase in the availability of research based
information?
7.
How are the tensions to be managed between
the desirability of “independent” researchers and evaluators free from the more
overt forms of political contamination and the need for close cooperation
(bordering on dependence) between research users and research providers?
8.
How should research and evaluation
findings be communicated and more importantly, How can research and evaluation
users be engaged with the research and evaluation production process to ensure
ready application of its findings?
Integrated Reforms
Aid
is in the spotlight and has been for some years now, especially since the
amount of aid being provided has been increasing and in the near future could
reduce should looming Global Recession become reality. Yet in the absence of major improvements in
the quality of aid, budge increases on their own will not help to reduce
poverty, not to talk of eliminating poverty. Matters could be worse when stakeholders
have to do more with same or less. Therefore, What is required and has been
missing is ambitious reforms, which essentially answer all What, Why, Where,
When, Who and How, including DOING of How questions in the aid and cooperation
system that is integral part of same answers to same questions in other
ambitious systems reform – trade and investment system; justice and anti
corruption system; economic and finance system; defense and security system;
citizenship and leadership system as well as research and data/statistics
system; planning and implementation system; monitoring and evaluation system;
learning, results and measuring success system.
This
underlines the timeliness of Mr. Guterres 21 Point Agenda to help get our World
back on track towards achieving the 2030 Agenda by target date, since 1 of 15
years of Implementation is gone and fundamental issues of Implementation
Framework and Evaluation Framework that ought to have been settled 2 years ago
are still outstanding and constituting drawbacks, hindrances and shortcomings
at end 4th quarter 2016.
Our
study finding is that one reason why the UN System: UNO, WBG and IMF reforms
have been slow to materialize is the weakness of accountability mechanisms
within National and International Development Cooperation systems. All too
often, neither donors nor developing country governments are truly accountable
to their citizens on the use of development resources. Significant progress
towards making aid more effective requires stronger mechanisms for
accountability for both donors and partner countries.
The
PD sought to address this “accountability gap” by promoting a Model of
Partnership to continuously improve Transparency, Accountability and
Participation in the use of International Development Cooperation Resources.
However, the Scorecard of PD and subsequent Bussan Declaration, BD provide
evidence that unless donors change the way they provide Aid and unless
developing countries enhance the way they manage aid, increased Aid flows are
unlikely to make serious dent into global poverty. The 21 Point Agenda needs to
address this gap.
More
than ever the Scorecards present evidence that the real PD / BD Challenge is to
meaningfully Reform the way donor and partner countries work together on common
objectives to make best use of limited development resources, that is PD / BD
is essentially about changing Attitude and Behavior of donors and partner
countries. This Change requires a Common and Systemic Approach – One Worldwide
Approach described in this Paper, to Reforming the aid and cooperation system
that is integral part of other ambitious systems reform – trade and investment
system; justice and anti corruption system; economic and finance system;
defense and security system; citizenship and leadership system as well as
research and data/statistics system; planning and implementation system; monitoring
and evaluation system; learning, results and measuring success system. The 21
Point Agenda need to help achieve this much required Change as Main Driver of
all the other Changes the 21 Point Agenda seek to achieve during Mr. Guterres
watch as UN Secretary General.
It
is pertinent to note that stakeholder involvement, (including citizens and
leadership engagement– 1 of the 21 Point Agenda Items), in the creation of wide
ranging integrated monitoring and evaluation strategies is crucial and such strategies
need to effectively address capacity building (3 levels: Individual,
Institution, Society on Member States; UN System: UNO, WBG, IMF; CSOs/NGOs;
Private sector; Researchers and Academics; Internal and External Consultants
sides) as well as priority areas for future research and evaluation. Also
Developing Countries are demanding more and more coordination and harmonization
among Donor Countries and International Agencies that includes common
monitoring and evaluation plan.
It
is pertinent to note further that disputes between researchers and evaluators
about superiority or inferiority of quantitative versus qualitative studies, or
experimental versus experiential research designs are not productive. They can
lead to poor evidence or to evidence that is technically very good but of
little use to policy makers or anyone else. Also much research and evaluation
is flawed by unclear objectives; poor design; methodological weaknesses;
inadequate statistical reporting and analysis; selective use of data and
conclusions which are not supported by the data provided.
To
effectively address all of these fundamental issues from Community to Global
levels demand renewed commitment from Member States; UN System: UNO, WBG, IMF;
CSOs/NGOs; Private Sector; Researchers and Academics and Internal and External
Consultants towards design and delivery of Integrated Reforms – International
Development Cooperation Reform, IDCR, that Works to promote and protect Pro
Poor Institutional Reforms and Pro Poor Economic Growth.
It
is tempting, but dangerous to view monitoring and evaluation as having inherent
value. The value of monitoring and evaluation does not come from conducting
monitoring and evaluation or from having such information available, rather the
value comes from using it to help improve UN Member States government:
executive, parliament, judiciary entities performance as well as the
performance of: UN System-UNO, WBG, IMF; CSOs/NGOs; Private Sector; Researchers
and Academics; Internal and External Consultants, in the design and delivery of
IDCR Policy, Program, Project Interventions, 3PIs and 3PIs Training as One,
from Community to Global levels.
Decision
Makers were looking to monitoring and evaluation as the strategic function to
turn PD Key Principles into reality. This did not happen. It is also not
happening in BD. Hence the need for reflection by Member States; UN System:
UNO, WBG, IMF; CSOs/NGOs; Private Sector Leadership, as we enter 2017 the 2nd
year of Implementation of the SDG, COP21 and AAAA.
Integrated Frameworks
The
Integrated Reforms need to be designed and delivered within Integrated
Frameworks of Implementation with focus on Research, Planning, Data/Statistics
and Implementation; Evaluation with focus on Monitoring, Evaluation, Learning,
Results and Measuring Success; Budget with focus on Finance and Programming;
Competences with focus on Hard Competences: Learning and Skills and Soft
Competences: Character, Courage and Mindset etc
Integrated Solutions
The
Integrated Reforms and Integrated Frameworks need to be operationalized in
practice within Integrated Solutions – Political, Cultural, Economic,
Financial, Social, Spiritual, Technical, Legal, Climate Change, Environment etc.
However, the Technical and related Solutions remain meaningless if not
accompanied by Political Solutions.
Utilization
A
distinction can and should be made between people who are users of research and
evaluation and those who are doers of research and evaluation. Whilst it may be
unrealistic for professional decision makers and practitioners to be competent
doers of research and evaluation, it is both reasonable and necessary for such
people to be able to understand and use research and evaluation in their
professional practice. Integrating research and evaluation into practice is a
central feature of professions.
It
is getting clear that increasingly necessary competences: learning and skills,
for professional policy makers and practitioners, is to know about the
different kinds of economic, social and policy research and evaluation which
are available; how to gain access to them, and how to critically appraise them.
Without such knowledge and understanding, it is difficult to see how a strong
demand for research and evaluation can be established and hence how to enhance
the practical application of research and evaluation.
Joint
training and professional development opportunities for policy makers and
analysts may be one way of taking this forward and for match making strong
demand with a good supply of appropriate evidence. This calls for strengthening
Creating Demand for Evaluation and Creating Supply for Evaluation Mechanisms.
It is Member States and UN System: UNO, WBG and IMF that can meaningfully
address this call.
Dissemination
Whether
the focus is on primary research or on the systematic review of existing
studies, a key issue is how to communicate findings to those who need to know.
The strategies used to get research and evaluation findings to their point of
use involve both dissemination (pushing information from the centre outwards)
and provision of access (web based and other repositories of information which
research and evaluation users can tap into). Dissemination is not a single or
simple process. Different messages may be required for different audiences and
different time.
Incentives
Governments
need to continuously improve processes by which policy is made that include
recommendations for increasing use of evidence. Practitioners need incentives
to use evidence and to do things that have been shown to be effective. These
include mechanisms to increase “pull” for evidence, such as requiring spending
bids to be supported by an analysis of the existing evidence base and
mechanisms to facilitate evidence use, such as integrating analytical staff at
all stages of the policy development process. Also there should be Incentives
that encourage Individual Performance, including Financial Rewards and Non
Financial Rewards as well as Initiatives that respond to Procurement Choices
thus determining which Policy, Program, Project Interventions, 3PIs and 3PI Training get funded.
Delivery on Promises
The
3 Global Agreements in 2015 are updated Global Agreements to ensure Results in
Winning the War on Poverty and War on Terror and coming as 3 in 1, is Value
Added for all Stakeholders. Monitoring and Evaluation is expected to play a
strategic role in ensuring these Global Agreements are translated into reality.
Monitoring and Evaluation can do this by providing evidence needed to take
informed policy decisions. In this way, monitoring and evaluation plays an
essential role in keeping the promise to improve the lives of billions of
people across our World. The National and International Evaluation Community
have a clear responsibility to deliver. The 21 Point Agenda should help achieve
Delivery on these Promises.
The
same analysis needs to be done for Research and Data / Statistics; Planning and
Implementation as well as Learning, Results and Measuring Success.
It
is clear that points made in this Paper, underline lack of convergence between Original
PD Intention and Reality and as long as these points remain unaddressed in any
meaningful way, lack of convergence between Intention and Reality will remain
re-occurring decimal in BD, National Resilience, Mitigation and Adaptation
Plan, NRMAP, NRMAP-Ag (Agriculture), AAAA, SDG, COP21, Agenda 21 and 21 Point
Agenda.
21 Point Agenda Reforms: Make or Break
Partnerships and Partnerships: Make or Break 2030 Agenda – AAAA, SDG, COP21,
Agenda 21
The
current largely unhealthy / bad Partnerships demonstrate the following
characteristics:-
1.
The parties don’t share common values and
don’t trust one another
2.
The parties don’t agree on common goals,
targets and indicators; especially when it is time to domesticate Global Agenda
at Country, Sub-national and Community levels.
3.
One or both (Bilateral) / One or more
(Multilateral) of the parties must compromise their convictions
4.
One party selfishly demands the other
party surrenders
5.
One party benefits and the other loses or
one party enjoys disproportional benefit at the expense of the other.
Healthy/good
partnerships do not foster codependence or independence but interdependence,
inter-linkages and interconnectivity. This way every party feels secure, is
stretched, enjoys proportional benefits and enjoys synergy, alignment, harmony
and ownership. This type of partnership multiplies the productivity of the
parties, resulting in sustainable benefits to each party that none of the
parties could achieve going it alone.
It
is good Reforms that make good Partnerships and it is Good Partnerships that
help achieve increasing convergence between 2030 Global Goals: AAAA, SDG,
COP21, Agenda Vision Intention and Reality in each Community in each of 193/306
Countries and this includes achieving 21 Point Agenda, NRMAP-Ag, NRMAP and BD
Visions from Community to Global levels and by 2030 target date.
Member States
and UN System: UNO, WBG, IMF New 21 Point Agenda Capacity Building
In the Member States as well as the UN
System: UNO, WBG, IMF New IDCR, Policy Makers and Decision Makers need to
recognize that Effective and Efficient Capacity
Building needs to be on 3 Levels:-
- Individual:
Hard Competences – Learning and Skills and Soft Competences – Character,
Courage, Discipline and Mindset.
- Institution:
Systems and Processes operating at minimum certain levels of performance
and productivity to support Individuals to deploy Hard and Soft
Competences acquired in their day to day work.
- Society:
Political, Cultural, Economic, Financial, Social, Environment, Peace,
Security, Religious, Moral, Technical and Legal Space for Institutions to
Thrive on Chaos.
in each of the 6 Major Blocks of
Stakeholders – Member States, UN System: UNO, WBG and IMF; CSOs/NGOs; Private
Sector; Researchers and Academics and Internal and External Consultants, in the
New 21 Point Agenda Processes that is Integral Part of the 21 Point Agenda,
NRMAP-Ag, NRMAP, BD, AAAA, SDG, COP21, Agenda 21 aligned and harmonized with
Community Development Plans and Country Development Plans in each of 193/306
Member States.
Our Study Finding is that there are
Research and Knowledge Gaps in each of the 6 Major Blocks that need to be
filled. To achieve this, there are Capacity Building Gaps in each of the 6
major Blocks that also needs to be filled and without delay, if there is to be
increasing convergence between UN System: UNO, WBG, IMF New 21 Point Agenda
Vision Intention and Reality that is integral part of work towards achieving
increasing convergence between NRMAP-Ag Vision, NRMAP Vision, BD Vision as well
as AAAA, SDG, COP21 and Agenda 21 Visions Intention and Reality in each
Community in each of the 193/306 Member States. Also, Capacity Building
Challenge is not only on Developing Countries side.
These Capacity Building realities on the
ground challenges World Leaders and National Leaders in each of the 6 Blocks to
Individually and Jointly find ways and means of continuously improving
Collaboration, Cooperation, Cohesion and Coordination from Community to Global
levels, because the threat of Climate Change in Agriculture and remaining
identified NRMAP 8 Components are real and failure to come up with credible
Community to Global Climate Change Mitigation, Resilience and Adaptation
Sustainable Solutions Framework could have ultimate catastrophic consequences
for our fragile Planet.
Member States
and UN System: UNO, WBG, IMF New 21 Point Agenda Interventions – Selecting
Preferred Consultants
The Member States as well as the UN System
– UNO, WBG and IMF Entities have standard guidelines for selection of
Consultants. However, the UN System – UNO, WBG, IMF Procurement Process needs
to appreciate the difference in regular Consulting Services Procurement such as
Financial Audit where standards exist and qualified Service Providers deliver
to these standards and so any Pre Qualified Consultant can deliver equally on
the Assignment, therefore NO HARM is done in selecting the Lowest Financial
Proposal to Definite Quantity Contract and Reform Consulting Services
Procurement.
In Reform Consulting Services Procurement,
such as Policy Reform where no standards exist and Innovation and Creativity
are Keys and so all Pre Qualified Consultants cannot deliver equally on the
Assignment, therefore MUCH HARM is usually done in selecting the Lowest
Financial Proposal, if this does not coincide with the Highest Technical
Proposal. Thus, the selection of Preferred Consultant that consistently Deliver
Good Reform Policies, Programs, Projects, continues to pose major Challenge for
UN System Entities and Member States.
The New 21 Point Agenda, covering all
Reforms identified above, that would help UN System: UNO, WBG, IMF achieve
increasing convergence between 21 Point Agenda Vision, NRMAP-Ag Vision, NRMAP
Vision, BD Vision that is integral part of 2030 Agenda – AAAA, SDG, COP21,
Agenda 21 aligned and harmonized with Community Development Plans and Country
Development Plans in each of 193/306 UN Member States needs to have New
Procurement Processes, with New Rules that effectively respond to this difference
and in ways that ensure Accountability is effectively promoted and protected
through ensuring that each Preferred Consultant deliver on promise made in
their Technical Proposal. This way Preferred Consultants who consistently
deliver flawed or failed Technical Proposals are no longer rewarded with
renewed Patronage and Procurement Commissioners and Managers who consistently
select Preferred Consultants who consistently deliver flawed or failed
Technical Proposals are sanctioned.
Saddling CSOs/NGOs with Consulting Duties
and Responsibilities
The
Member States and UN System: UNO, WBG, IMF often saddle CSOs/NGOs with
Consulting Duties and Responsibilities in the work towards achieving 21 Point
Agenda, NRMAP-Ag, NRMAP, BD, AAAA, SDG, COP21 and Agenda 21 Visions aligned and
harmonized with Community Development Plans and Country Development Plans in
each of 193/306 UN Member States. Our study finding is that in doing this,
ostensibly to save fund, Member States and UN System: UNO, WBG, IMF are in
reality losing because, in most cases, the CSOs/NGOs are operating at their
levels of incompetence. Moving forward CSOs/NGOs should be saddled with Duties
and Responsibilities within their areas of Competence – Hard Competences:
Learning and Skills and Soft Competences: Character, Courage, Discipline and
Mindset and Consultants (Internal and External) should be saddled with Duties
and Responsibilities within their areas of Hard Competences and Soft
Competences.
Development Cooperation is Ineffective
Versus Development Cooperation is Effective
The dispute
between Academics, Researchers, Practitioners and Professionals that
Development Cooperation is Ineffective or Effective are not productive. They
can distract from focus on achieving increasing convergence between 21 Point
Agenda, NRMAP-Ag, NRMAP, BD, AAAA, SDG, COP21, Agenda 21 Vision Ambitions in
each Community in each of 193/306 UN Member States by 2030 Target date. Should
work towards achieving these Visions Ambitions be guided by the paradigm
shifts, other good ideas and suggestions harvested from Global Consultation
leading to 2016 HLM2 Nairobi as well as good ideas and suggestions harvested
from HLM2 itself, the dispute will simply atrophy should all concerned
Community to Global Stakeholders genuinely commit to keeping promises freely
made to each other.
21 Point
Agenda, BD and 2030 Global Goals: AAAA, SDG, COP21, Agenda 21 – Acid Test of
Credibility
The Acid Test of Credibility of the 21
Point Agenda, BD and the 2030 Global Goals: AAAA, SDG, COP21, Agenda 21 is How
it Delivers from Community to Global levels:-
- Better
Agriculture Crops, Livestock, Forestry, Fisheries and Aquaculture
Information Services, Cooperatives Services and Commodity Markets
- Better
Innovation and Creativity in Climate Change Resilience, Mitigation and Adaptation
Solutions Management as well as in the Optimization of Climate Change
Gains and Minimization of Climate Change Losses.
- Better
Trade, Aid, Debts, Anti Corruption and Anti Terror Solutions Management
- Better
Multi Stakeholder Partnerships for Driving Policy, Program, Project
Interventions, 3PIs and 3PIs Training as One within (1) – (3)
New UN System: UNO, WBG, IMF
Vision – Paradigm Shifts
It is clear that in the work towards transforming UN System: UNO, WBG,
IMF into Institutions Fit for the 21st Century, the UN System needs
to be Reformed within a New UN System Vision. In the work towards achieving
increasing convergence between New UN System: UNO, WBG and IMF Vision, Mission
and Mandate that effectively reinforce UN System - UNO, WBG, IMF Delivery as
One, as the UN System work better towards achieving 21 Point Agenda and the 2030
Agenda - AAAA, SDG, COP21, Agenda 21 Visions by 2030 Target date, there is a
need for UN System: UNO, WBG, IMF Internal and External Publics to have genuine
recognition that; our world today needs a paradigm shift from Talking and
Thinking to Action and Accomplishments for Results.
That is at the community level, at the sub-national level, at the
country level, at the sub-regional level, at the regional level, and at the
global level, we all need to make these things happen:
a)
jointly making paradigm shifts from working in silos to working
intersectorially in synergy;
b)
from multiple approaches to common approaches that continuously improve
convergence, alignment and harmony;
c)
from business as usual to business unusual;
d)
from parrotting change to practicing change;
e)
from academic research aimed at advancing frontiers of knowledge to
development research aimed at significant improvement in critical contemporary
measures of service, speed, costs, quality and where necessary revenue;
f)
from talking and thinking to Action and Accomplishment.
A platform such as the IMF 2016 Annual Research Conference, ARC and
similar Platforms in IMF as well as in remaining UN System Entities: UNO and
WBG are Global Public Goods that help all parties engage in meaningful and
productive dialogue and agree on way-forward actions.
Global
Partnership HLM2 Nairobi Outcome Document
There is urgent need for
Negotiators within each of the 2030 Agenda Processes to genuinely
appreciate that our Fragile Planet is accelerating on MADning (Mutually Assured
Destruction) Road to DOOM; that 2010 Evaluation of Paris Declaration, PD was
damning; that had 2016 Evaluation of Bussan Declaration, BD been done it would
have been equally damning and that 2016 HLM2 Nairobi Outcome Document is
evidence that the overarching lessons learnt in the past 11 years of Aid
Effectiveness Interventions within PD and BD is that No Lessons have been
Learnt.
It is not helpful for 2016 HLM2
Nairobi: Organizers, Facilitators and Participants to have worked HARDer doing
the same old things in the same old ways and expect New Results. The Bright
Prospects for getting New Results in the Implementation and Evaluation of 2030
Agenda through working SMARTer doing New Things in New Ways was in reality
lost.
DCF Accountability Survey 2016
identified Challenges of Targets, Data, Competences, Funding and Results but
did not go further to make sound recommendations on How these Challenges could
be effectively tackled from Community to Global levels. We urge Mr. Guterres to
take critical look at the HLM2 Discussion, especially Theme 1 led by Moderator
Lidia
http://effectivecooperation.org/events/2016-high-level-meeting/?section=discussions&tab=3#tab-link-1
and compare to the 2016 HLM2 Nairobi Outcome Document
and compare to the 2016 HLM2 Nairobi Outcome Document
and see if he would not agree with
us that significant number of good ideas and pertinent suggestions that could
have made the 2016 HLM2 Nairobi Outcome Document Vision and Words with Action
had been omitted or ignored and this explains why the HLM2 Outcome Document is
Vision and Words without Action. Also HLM2 Discussions and our Organizations
submissions to the HLM2 GP Joint Support Team set out practical ways and means
of tackling these Challenges. As long as the Implementation and Evaluation of 2016
HLM2 Nairobi Outcome Document do not effectively tackle these DCF identified Challenges,
it will be uphill task seeking to achieve 2030 Agenda Vision Ambitions.
The 2016 HLM2
Nairobi Representative System described to us by a HLM2 Nairobi Steering
Committee Member raise fundamental issues of Accountability - How are Representatives
being Accountable to their Constituents?; Competences - Do the Representatives
have adequate levels of Capacity to deliver on their Duties and
Responsibilities? and Credibility - Do the Representatives Performance deliver
adequate levels of Result? that, needs to be urgently addressed. These
fundamental issues are integral part of the Challenges identified in the DCF
Accountability Survey Report 2016 that needs to be effectively tackled.
We submit that Negotiators on both North and
South sides need to better appreciate that our fragile planet
is accelerating on MADning (Mutually Assured Destruction) Road to DOOM;
that every effort need to be made to ensure our World does not get to
Irreversible Point. Our World is much closer to this point than many are
willing to accept or many are ignorant of. Negotiators therefore need to
quickly cross over and start accelerating on MAPing (Mutually Assured
Prosperity) Road to BOOM. We submit that doing this greatly depends on finding
sustainable solutions to Poverty,
Inequality, Insecurity, Climate Change, Migration, Inequality, Inclusive Growth
and Corruption etc as One, real and complex problems on the ground, from community to
global levels in our World as is and not as any stakeholder, no matter how
powerful wish it to be. We submit further, that achieving 21 Point Agenda
Vision ambitions on successful and sustainable basis, greatly depends on doing
this.
Again, it is pertinent to note that 2010 Evaluation of Paris
Declaration, PD, was damning; that had 2016 Evaluation of Bussan Declaration,
BD, been done, it could have been equally damning and that 2016 HLM2 Nairobi
lost opportunity to actually learn lessons from flaws and failures of PD and
BD. As long as lessons are not learnt from mistakes of history, these mistakes
would remain re-occurring decimals in the implementation of Trade, Aid, Debts,
Corruption, Migration, Terrorism etc: Community to Global Interventions.
Allowed to continue, the ultimate consequences could be catastrophic for
Citizens in both North and South.
If effective Bridge is to be built between lessons learning and lessons
forgetting from Community to Global levels, Stakeholders on Member States
(North and South); UN System: UNO, WBG, IMF; CSOs/NGOs; Private Sector;
Researchers & Academia need to be effectively supported by Internal and
External Consultants who demonstrate minimum certain levels of hard and soft competences,
to help them deploy whole of Community / Country / Bank / Institution / Region
/ World Thinking towards the sustainable solutions to whole of Community / Country
/ Bank / Institution / Region / World real and complex problems on the
ground. Records show that ISPE/EAG first introduced this idea during the WB
Global Consultation on New Public Sector Management, PSM Vision in 2011 along
with complementary ideas– Correct: Diagnosis, Prescription, Surgery and
Recovery Management as One and related ideas.
It will be recalled that UN Member States are looking up to UN System:
UNO, WBG, IMF Entities to help them in the Design and Delivery of
Implementation Frameworks and Evaluation Frameworks that help them achieve 2030
Agenda - AAAA, SDG, COP21, Agenda 21 Vision and 21 Point Agenda Ambitions by
target date and that UNDESA has been saddled with responsibility to Re-engineer
itself as first step to UN System acceding to the request of UN Member States.
However, UNDESA itself and other UN System: UNO, WBG, IMF Entities need help to
first Re-engineer themselves before they can be in a position to help UN Member
States and CSOs/NGOs Re-engineer themselves. This explains why fundamental
issues that ought to have been settled before 1st quarter 2015 are still
outstanding by end 4th quarter 2016 and may remain outstanding for a very long
time. Allowed to occur, the ultimate consequences for Citizens in both North
and South Countries could be catastrophic.
It will be recalled that HE the Kenya Vice President, at the HLM2
closing ceremony urged Countries to consider fully implementing the HLM2
Outcome Document. However, the Outcome Document does not have Implementation
Framework and Evaluation Framework that is each Action Agenda. Without
speedy conversion into Vision and Words with Action, it would be uphill task
Implementing and Evaluating HLM2 Outcome Document in ways that achieve
meaningful Development Impact and Development Results in UN Member States.
The fundamental issues we have consistently raised cannot be wished
away. They need to be discussed, negotiated (by Partners/Representatives/Negotiators
with minimum certain levels of competences) and agreed on time. Improving collaboration,
cooperation, cohesion and coordination between DCF and GPEDC on one hand and
DCF; GPEDC; UN System: UNO, WBG, IMF Entities; 193/306 UN Member States;
CSOs/NGOs; Private Sector; Researchers & Academics; Internal and External
Consultants on the other hand demand MSPs that are HLPFs and COPs such as the
type of MSPs described in this Paper.
The Challenges
DCF Accountability Survey Report 2016 identified 5 Challenges – Targets,
Data, Competences, Funding, Results that need to be tackled and NEHAP/ISPE/EAG
identified 8 Systems that need to be overhauled – Implementation, Evaluation,
Complaints, Corruption, Communication, Measuring Success and Procurement. The UN
System: UNO, WBG and IMF would be in better position to tackle these Challenges
and overhaul these Systems, if the UN System: UNO. WBG and IMF authorities
address fundamental issues of Technology – Management, Bio, Energy, ICT;
Funding ; Equity, Loan, Grant and Capacity: Society, Institution, Individual
(for Individual – Competences: Hard Competences – Learning and Skills and Soft
Competences – Character, Courage, Discipline and Mindset) and these greatly
depends on finding answers to How questions especially the DOING of HOW; all
Community to Global Stakeholders adopting One Worldwide Approach (not One Cap
fit All but New Common and Systemic Approach to replace the Past and Current
Multiple Approaches some of which are divergent) and Pilot Programs and Scale
Up Programs. DOING Means DOING.
As long as the UN System: UNO, WBG, IMF Entities are not Institutions
Fit for the 21st Century that Deliver as One, the UN System will be
unable to be effective Central Actors in the work towards achieving 2030 Agenda
– AAAA, SDG, COP21, Agenda 21, EUGS and 21 Point Agenda by target date and in ways
that help find sustainable solutions to real and complex Poverty, Inequality, Insecurity, Climate
Change, Migration, Inequality, Inclusive Growth, Corruption etc problems on the ground in each Community
in each North and South UN Member State. Allowed to occur, the ultimate
consequences could be catastrophic for Citizens in both North and South
Countries, especially the over 2 billion poor Children, Youth, Women, Men and
Elders that UN System: UNO, WBG, IMF claim to serve.
One Worldwide Approach
We
note that there are different approaches,
visions, models and tools available to each country to achieve NRMAP in all its
9 Components including Agriculture, Infrastructure, Health – Plant, Animal,
Human etc; BD; AAAA; SDG; COP21 and Agenda 21, in accordance with its national
circumstances and priorities as well as its own development context. However,
if there is to be continuously improving collaboration, cooperation, cohesion
and coordination in the design and delivery of Policy, Program, Project Interventions,
3PIs and 3PIs Training as One, a need arises for United Community to Global
Visions whose implementation and evaluation is built upon One Worldwide
Approach that is a Common and Systemic Approach for improving Ownership, Accountability,
Harmony, Results, Transparency etc that has clear Principles, Instruments /
Tools corresponding to each Principle, Practices and Database. The New UN
System: UNO, WBG and IMF IDCR Vision needs to coincide with such United
Community to Global Vision and needs to effectively connect each Community in each of the 193/306 Member States to UNO Headquarters New
York, WBG Headquarters Washington, IMF Headquarters Washington, FAO/IFAD
Headquarters Rome and ILO Headquarters Rome.
3PCM is an
Advance One Worldwide Approach that is sufficiently all inclusive, all
embracing and ambitious to meet the implementation as well as evaluation
demands of an all inclusive, all embracing and ambitious SDGs, that is
essentially the over-arching 2030 Global Agenda and which in reality includes 21
Point Agenda, NRMAP-Ag, NRMAP, BD, AAAA, COP21 and Agenda 21 Visions. Please take
a look at these Documents on 3PCM and related matters:-
https://cpr.unu.edu/lets-start-at-the-very-beginning-governing-the-un-development-system-in-the-age-of-sustainable-development.html
CPR Paper on UN System Reform
http://blogs.worldbank.org/publicsphere/neglected-universal-force-peace-and-stability-love#comment-6229
WB Blog on Love
http://developmentchangechampions.blogspot.com.ng/2016/10/global-push-to-achieve-sdgs-vision-and.html
US$5 Trillion and US$15 Trillion Wars
Way Forward
Innovation and Creativity are Keys as we face Community to Global
Challenges of Modernization and Climate Change in the 21st Century. The
21 Point Agenda should promote and protect Innovation and Creativity from
Community to Global levels.
The correct answers to SDG, AAAA, COP21, Agenda 21, 21 Point Agenda etc
How questions could be found first, in selecting One Worldwide Approach, and
second in establishing Pilot Programs to test Innovative and Creative Solutions
that are good ideas and pertinent suggestions harvested from Global
Consultations and Scale Up Programs at National, Regional and Global levels for
ideas and suggestions that Pilot Programs identify as Working.
As long as Stakeholders continue to use multiple, sometimes divergent
Approaches and as long as ideas and suggestions cannot be tested to determine
what works and how it could be expanded and what is not working and how it
could be corrected, it would be uphill task achieving increasing convergence
between New UN System: UNO, WBG, IMF Vision Intention and Reality that is
Integral Part of Member States Visions Intention and Reality as well as
CSOs/NGOs Visions Intention and Reality and 21 Point Agenda Vision Intention
and Reality – a condition for saving our Fragile Plant from imminent self
destruction.
Conclusion
Our World is accelerating on MADning (Mutually Assured Destruction) Road
to DOOM and we are much closer to irreversible point than many are aware of or
willing to accept. If our World is to change to accelerating on MAPing
(Mutually Assured Prosperity) Road to BOOM National Leaders and World Leaders
on UN Member States; UN System: UNO, WBG, IMF; CSOs/NGOs; Private Sector,
Researchers and Academics and Internal and External Consultants sides need to demonstrate:
- Willingness to
accept New Ideas, New Thinking and New Ways of Doing Things
- Willingness to
accept new Partnerships, New Collaboration, New Cooperation, New Cohesion
and New Coordination
- Readiness to accept
Past Failure, Past Flaws, Past Hindrances, Past Drawbacks and Past
Shortcomings and
- Readiness to accept
Bridge Building between Lessons Learning and Lessons Forgetting and
actually Learn Lessons from Lessons Learnt.
The time is now for National Leaders and World Leaders to ensure that
Globalization is Force for Good; Lobbying is Force for Good; Brexit is Force
for Good; Multi Stakeholder Partnerships MSPs that is High Level Political
Forum, HLPF/ Community of Practice, COPs is Force for Good, if sustainable
solutions are to be found to real and complex World Political, Cultural,
Economic, Financial, Social, Environment, Peace, Security, Religious, Moral,
Legal and Technical problems on the ground from Community to Global levels in
each of the 193/306 UN Member States.
To achieve these there is urgent need to revert to Original UN System:
UNO, WBG, IMF Vision in the great work towards Reforming the UN System: UNO,
WBG, IMF to be International Institution Fit for the 21st Century,
if our Fragile Planet is to be saved from Self Destruction. Things are really
bad. One Day Delay in undertaking required Community, Sub-national, National,
Sub-regional, Regional and Global Reforms may be One day too late. However,
should Right Choices be Made and on time, there are Bright Prospects of
Success.
Should the Mr. Guterres be genuinely interested in promoting and
protecting Applied History, Values and Trust driving Citizens and Leadership Engagement,
the UN System: UNO, WBG and IMF needs to recognize urgent need to answer
Transparency, Accountability, Participation, Ownership, Alignment, Harmony,
Learning, Results and Measuring Success– TAP-OAH-LRM How questions that is
Integral Part of answer to AAAA, SDG, COP21, Agenda 21, EUGS and 21 Point
Agenda aligned and harmonized with Community Development Plans and Country
Development Plans in each of 193/306 UN Member States: How questions, hence the
need for Mr. Guterres to be Co Chief Champion Driving Change for Good in the
International System.
It is against this background that we urge Mr. Guterres to consider:
converting his 21 Point Agenda into Vision and Words with Action; ensuring that
fundamental issues that ought to have been settled by end 1st
quarter 2015 that are still outstanding by end 4th quarter 2016 are
resolved by end 1st quarter 2017; ensuring that 21 Point Agenda
Roadmap actually delivers by 2030 Target date and ensuring that all necessary
Steps are taken and on time to ensure that the Bright Prospects of Success of
UN System: UNO, WBG and IMF Central Actor Role in the Work towards achieving
2030 Agenda Vision and 21 Point Agenda Vision Ambitions by target date, in each
of 193/306 UN Member State, is not Squandered.
It is our prayer that at the end of Mr. Guterres tenure he would have
Institutionalized 21 Point Agenda for delivery on successful and sustainable
basis by 2030 target date and left lasting legacies in the empowerment and
unification of humanity in both North and South Countries.
Contact:
Director General
International Society for Poverty
Elimination / Economic Alliance Group
Akure – Nigeria, West – Africa.
M: +234-8162469805
Email: nehap.initiative@yahoo.co.uk 15 December 2016.
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