ISPE EAG
INTERATIONAL
SOCIETY FOR POVERTY ELIMINATION ECONOMIC
ALLIANCE GROUP
Achieving AAAA, SDG and COP21 Outcome Document Vision and Words with
Action Agenda by 2030 in 306/193 Member States – Part 15
Commentary (2) on 6 May 2016 co-Facilitators Draft Resolution on Review
of SG Report on Follow Up and Review: A New Landscape for Stakeholder
Engagement in UN System – UNO, WBG and IMF?
We commend the effort of the co-Facilitators towards
having a draft resolution on the follow up and review of the 2030 Agenda for
Sustainable Development at the Global level ready for adoption by end May 2016.
We observe that Outcome of Consultation on Elements Paper on
Follow Up and Review included regular consultation with co-facilitators of
other processes, ensure coherent approach across the system etc that coincide
with points we consistently advocate.
We observe the continuing improvement in language and text.
This is good. However, we are concerned that the document remain Vision and
Words without Action and will remain so for as long as clear and correct
answers to How questions are avoided or evaded. It is not helpful to produce an
impotent document that ensures past mistakes are re-occurring decimals.
We are in this paper making comment for improving the draft
resolution. Commentary (1) addressed Gaps that need to be filled. This Commentary
(2) suggests edits and comments for improving the draft resolution.
Vision and Words
with Action
It is established that this review of
SG Report on Follow Up and Review process like other ongoing processes, with
exception on UNDP and UNDESA e-Discussion 2016 process, continue to avoid or
evade finding clear and correct answers to How questions. The result is that
these processes outcome documents remain Vision and Words without Action, that
retain mistakes, flaws and failures of past outcome documents, some of which
the processes were set up to correct.
We urge relevant authorities on UN
System – UNO, WBG and IMF; UN Member States – Executive, Parliament, Judiciary
and MGoS Member CSOs/NGOs and Non MGos Member CSOs/NGOs sides to recognize that
if they do not know why UN Member States rejected or ignored SG Report on
Follow Up and Review, SG Synthesis Report etc they will not know how to revise
these SG Reports and produce New SG Reports that will be accepted by UN Member
States, fully implemented by all UN Member States and also ensure that all UN
Member States, UN System – UNO, WBG and IMF and MGoS each contribute its quota
towards the effective monitoring and evaluation of this implementation.
It is against this background that we
urge relevant authorities on UN System – UNO, WBG and IMF; UN Member States –
Executive, Parliament, Judiciary and MGoS Member CSOs/NGOs and Non MGos Member
CSOs/NGOs sides to consider the following points as basis for converting the
revised SG Report on Follow Up and Review that could emerge from implementing
these Resolutions, into Vision and Words with Action:-
1.
The Resolutions cannot replace revising SG Report on Follow Up and
Review to produce Vision and Words with Action Document.
2.
Community to Global Engagement Mechanism on UN System – UNO, WBG
and IMF; UN Member States – Executive, Parliament, Judiciary and MGoS Member
CSOs/NGOs and Non MGos Member CSOs/NGOs sides needs to be strengthened and in
ways that effectively link each Community in each UN Member State with New
York.
3.
Community to Global Capacity Building on UN System – UNO, WBG and
IMF; UN Member States – Executive, Parliament, Judiciary and MGoS Member
CSOs/NGOs and Non MGos Member CSOs/NGOs sides needs to be strengthened. This
calls for tackling Challenges of
Education, Capacity Building, Pro Poor Institutional Reform, Pro Poor Economic
Growth and related matters all structured within:-
a)
Inclusive EAT4SD: Education and Training for
Sustainable Development – 5 Linkages: EAT4SD Theoretical and Practical
Instruction; EAT4SD and Industry; EAT4SD at Different Levels – Primary,
Secondary, Tertiary, Vocational, Professional; EAT4SD at different Types of
Institutions – Government, Private, NGO, Parochial, other’ EAT4SD and Extension
– Government, Private, Pluralistic.
b)
Inclusive CAB4SD: Capacity Building for Sustainable
Development – 3 Levels: Individual –
Hard Competences: Learning and Skills and Soft Competences: Character, Courage
and Mindset; Institution – Pro Poor
Institution Reform Processes and Pro Poor Economic Growth Processes that
Support Individuals practicing their Hard and Soft Competences in their Day to
Day work and in ways that help achieve Corporate Goals and Vision and Society – Political & Cultural,
Economic & Financial, Social & Environmental, Religious & Moral,
Peace & Security Space for Institutions to Thrive on Chaos.
c)
3PI and 3PI Multidisciplinary
Training, Research and Consultancy as One: Policy, Program, Project Intervention, 3PI and 3PI
Training as One in each Action Agenda Item in AAAA, SDG, COP21 Outcome, Agenda
21 Aligned and Harmonized to National development Plans in 306/193 UN Member
States, UN System including WBG and IMF and MGoS Member CSOs/NGOs and Non MGoS Member CSOs/NGOs in Developed and
Developing Countries sides.
d)
Integrated Master Plans: Village to Global
e)
Internal and External Consultants
Support System: Village to
Global
f)
Correct Diagnosis, Prescription,
Surgery and Recovery Management System: Village to Global
g)
One Worldwide Approach to (a) – (f)
and earlier part of (1).
4.
Community to Global MSP for 2030 Agenda on UN System – UNO, WBG
and IMF; UN Member States – Executive, Parliament, Judiciary and MGoS Member
CSOs/NGOs and Non MGos Member CSOs/NGOs sides needs to be strengthened. MSP for 2030 Agenda that will be successful on sustainable
basis need to focus on Action on three fronts:-
a.
Stakeholder Participation, Transparent and Accountable Action – All concerned Stakeholders National and Sub-national
Governments: Executive, Parliament, Judiciary; Civil Society, Philanthropies,
Multilateral Organizations, Businesses and many others including the
Communities that are Target Beneficiaries of True Development Initiatives need
to be meaningfully involved in an inclusive manner that is transparent. Each
Stakeholder must be accountable to themselves and other Stakeholders for their
action(s) or inaction(s) and in the later case accepting potential sanctions
for lack of compliance with commitments. This call for Building Trust and
Mutual Respect and in ways that ensure all partners are effectively represented
in governance mechanisms and that all voices are heard.
b.
Cooperative, Collaborative, Cohesive, Coordinated, Effective
and Efficient Action – With the increasing
diversity of partners involved in sub-national, national, sub-regional,
regional and global development cooperation, it is more important than ever to
avoid duplication and repetition of effort and fragmentation – problems which
FfD Forum Outcome and HLTD Outcome, once more, underline as re-occurring
decimals. Achieving 2030 Agenda Vision Ambition by target date call for
Effective and Efficient Action through focusing Partnerships on specific
Disciplines – Evaluation, Procurement, Institutional / Policy Reform etc,
Services – Water, Education, Police etc , Sectors – Power, Telecomms, Finance
etc and Issues – Governance, Leadership, Anti Corruption etc this does not mean
that more and bigger Partnerships are the best solutions. MSPs need to be
streamlined, all relevant Stakeholders need to be encouraged to participate
actively in finding sustainable solutions in pilot programs and taking
sustainable solutions to scale at National level and committed Leadership from
each Stakeholder Group in the MSP is required to give MSPs the momentum they
need to tackle complex sub-national, national, sub-regional, regional and
global development cooperation challenges on the ground within the specific
location - Community to Global, in which the MSP operate, stay on course and
mobilize the mandate, manpower, money, material, machine and other resources
required to get the job done.
c.
Expertise, Exposure and Experience based Action - The reform of sub-national, national, sub-regional,
regional and global development cooperation to meet today’s sustainable
development challenges in each Community in each Member State call for changes
in attitude, behavior, culture and mindset. Dialogue and learning from
experience and exposure are essential to produce desired change. MSP for 2030
Agenda must emphasize the importance of learning from experience and exposure;
building bridge between lessons learning and lessons forgetting; knowledge
sharing, capacity building – individual, institution and society, patronage,
standards, regulation and networking; enhancing the quality of development
cooperation at levels appropriate for specific MSP as way of improving its
impact, effectiveness and relevance; peer reviews that focus on how development
cooperation is framed, managed and delivered; development cooperation –
monitoring, reporting and evaluation
cycles that are used to support continuing adaptation etc.
The Development Cooperation Report 2015 proposes 10 success
factors for MSPs that would have capacity to mobilize National and Global
Collective Action for achieving SDG:-
1.
Secure High Level
Leadership
2.
Ensure Partnerships
are Country Led and Context Specific
3.
Avoid duplication of
effort and fragmentation
4.
Make governance
inclusive and transparent
5.
Apply the right type
of partnership model for the challenge
6.
Agree on principles,
targets, implementation plans and enforcement mechanisms
7.
Clarify roles and
responsibilities
8.
Maintain a clear
focus on results
9.
Measure and monitor
progress towards goals and targets
10.
Mobilize the
required financial resources and use them effectively
It is clear that promoters and members of MSPs need practical
help and technical support if their MSP is to pass the 10 success factors. This
once more underlines urgent need for relevant authorities to find clear and
correct answers to MSP, Lobbying, AAAA, SDG, COP21, Agenda 21 aligned and
harmonized with Community and Country Development Plans in 306/193 UN Member
States How questions and in ways that effectively address fundamental issues of
OH3A2T2LRSP - Ownership, Harmonization, Alignment, Accountability,
Attitude, Transparency, Transformation, Leadership, Learning, Results,
Stakeholder Participation as applicable to
specific context (2030 Agenda in whole or part) of Thematic Interest to the MSP
and specific Location – Community to Global where the MSP operate. These
arrangements cannot be left to occur on their own but need to be negotiated,
discussed and established and on time.
5.
The AAAA is the Financial Dimension of all 17 SDGs. The COP21 and
Agenda 21 are the Environment Dimension of all 17 SDGs and need to be
integrated into a Single Document. We have identified 10 Dimensions of all 17
SDGs. These are: Economic, Financial, Environment,
Justice, Humanitarian, Corruption, Political, Social, Security and Reform
Dimension of all 17 SDGs. These 10 Dimensions of all 17 SDGs each has Advocacy
and Lobbying, Development
Communication and Development Research, Planning and Implementation, Monitoring
and Evaluation, Data and Digitization, Performance Management and Measures of Success
Components that are interconnected, interdependent and
interlinked. There are therefore 16 Cross Cutting Themes that each demands an
SG Report. The revised SG Report on Follow Up and Review cannot stand alone but
must be complemented by remaining 15 SG Reports. Some of these SG Reports exist
and need to be revised. Others need to be produced.
6.
Creating Demand as
basis for Creating Supply. To effectively and efficiently address crisis and
challenges from Community to Global levels in each of the 16 Cross Cutting
Themes, there is a need to Create Demand for required Professional Services as
basis for Creating Supply of these Professional Services.
7.
Creating Learning
Society. To effectively and efficiently address crisis and challenges from
Community to Global levels in each of the 16 Cross Cutting Themes, there is a
need to Create Learning Society for required Service Providers and Service
Users to thrive on chaos.
8.
Reform MGoS. The MGoS Concept in SDG is borrowed from MG Concept
in Agenda 21 and UNEP Vision. It is clear that without Reforming the MGoS, it
cannot deliver on its duties and responsibilities in the work towards achieving
2030 Agenda by target date. It is not just MGoS that need to undergo Reforms,
each entity in UN System – UNO, WBG and IMF as well as each entity in UN Member
States – Executive, Parliament and Judiciary need to also undergo Reforms that
produce National and International Development Cooperation Systems fit for the
21st Century.
The co-facilitators of review of SG
Report on Follow Up and Review process are suggesting Observer Participant
Status for MGoS. The co-facilitators of the HLPF Modalities process are
suggesting Active Participant Status for MGoS. There is a need for all
co-facilitators in all ongoing processes to be on the same page in suggesting
Active Participant Status for MGoS.
9.
Reforming ECOSOC Accreditation. With over 4,000 ECOSOC Accredited
NGOs, there should be no disconnect between each Community in each UN Member
State and New York, if these NGOs were alive to their responsibilities and are
operating at minimum certain levels of Capacity as described above. There is a
need for a four tier ECOSOC Accreditation: Level 4 Open Virtual Participation
in Global Consultations. Level 3: Closed Virtual Participation in Video Conferences,
Conference Calls and related Global Consultations. Level 2: Physical
Participation in Conferences and Seminars and Level 1 Physical Participation in
Intergovernmental negotiations. 20% of bottom performers from Level 1 to Level
3 will be demoted yearly to next level. 20% of Level 2 and 3 Top performers
will be promoted yearly to next level. The number equivalent to 20% of Level 3
will be promoted from Level 4. Each Region, Sub-region and Country will have
specific number of CSOs’/NGOs allocated to it based on known formula that is
subject to review based on known rules.
10. If National Leaders and World Leaders are
serious about achieving increasing convergence between Global Goals – AAAA,
SDG, COP21, Agenda 21 aligned and harmonized with Community and Country
Development Plans in 306/193 UN Member States, it is clear that current
arrangement where all reviews in SG Report on Follow Up and Review are
voluntary is unhelpful. There is a need for carefully calibrated balance
between Voluntary and Legal aspects of each of the 16 SG Reports identified in
(5).
11. Pilot Program and Scale Up Program. Innovative
and Creative Sustainable Solutions to root problems in specific Community to
Global location, in each of the 16 Cross Cutting Themes need to be tried and
tested in Pilot Programs before expanding to Scale Up Programs. The challenges
for design and delivery of successful Pilot Programs are different from
challenges for design and delivery of successful Scale Up Programs.
According to Johannes Linn; a systematic focus on
scaling up successful development interventions could bridge gap between top
down objectives and bottom up approaches necessary to achieve desired outcomes
from AAAA, SDG, COP21 and Agenda 21. He has identified Eight Lessons for successful Scale Up that underline
points made in MSP for 2030 Agenda set out in (4):
a. Look into the “black box” of
institutions. It
is not enough to decide that an institution should focus on and support scaling
up of successful development interventions. You actually need to look at how
institutions function in terms of their mission statement and corporate
strategy, their policies and processes, their operational instruments, their
budgets, management and staff incentives, and their monitoring and evaluation
practices.
b. Scaling needs to be pursued
institution-wide. Tasking one unit in an organization with
innovation and scaling up, or creating special outside entities (like the Global Innovation Fund set up jointly by a number of donor
agencies) is a good first step. But ultimately, a comprehensive approach must
be mainstreamed so that all operational activities are geared toward scaling
up.
c. Scaling up must be championed from the
top. The governing boards and leadership of
the institutions need to commit to scaling up and persistently stay on message,
since, like any fundamental institutional change, effectively scaling up takes
time, perhaps a decade or more.
d. The scaling up process must be grown
within the institution. External
analysis and advice from consultants can play an important role in
institutional reviews. But for lasting institutional change, the leadership
must come from within and involve broad participation from managers and staff
in developing operational policies and processes that are tailored to an institution’s
specific culture, tasks, and organizational structure.
e.
A well-articulated operational approach for scaling up
needs to be put in place.
f.
Operational
staffs need to receive practical guidance and training. It is not enough to tell staff that they
have to focus on scaling up and then give them a general framework. They also
need practical guidance and training, ideally tailored to the specific business
lines they are engaged in. IFAD,
for example developed overall
operational guidelines for scaling up, as well as guidance notes for specific
area of engagement, including livestock development, agricultural value chains,
land tenure security, etc. This guidance and training ideally should also
be extended to consultants working with the agency on project preparation,
implementation, and evaluation, as well as to the agency’s local counterpart
organizations.
g. New approaches to monitoring and
evaluation (M&E) have to be crafted. Typically the M&E for development projects is
backward looking and focused on accountability, narrow issues of
implementation, and short-term results. Scaling up requires continuous
learning, structured experimentation, and innovation based on evidence,
including whether the enabling conditions for scaling up are being established.
And it is important to monitor and evaluate the institutional mainstreaming
process of scaling up to ensure that it is effectively pursued. I’d recommend
looking at how the German Agency
for International Development (GIZ) carried out a corporate-wide evaluation of its scaling up experience.
h. Scaling up helps aid organizations
mobilize financial resources.
Scaling up leverages limited institutional resources in two ways: First, an
organization can multiply the impact of its own financial capacity by linking
up with public and private agencies and building multi-stakeholder coalitions
in support of scaling up. Second, when an organization demonstrates that it is
pursuing not only one-off results but also scaled up impact, funders or
shareholders of the organization tend to be more motivated to support the
organization. This certainly was one of the drivers of IFAD’s successful
financial replenishment consultation rounds over the last decade.
By adopting these lessons, development organizations
can actually begin to scale up to the level necessary to bridge the missing
middle. The key will be to assure that a focus on scaling up is not the
exception but instead becomes ingrained in the institutional DNA. Simply put,
in designing and implementing development programs and projects, the question
needs to be answered, “What’s next, if this intervention works?”
12. Paradigm Shifts. Achieving increasing
convergence between AAAA, SDG, COP21, Agenda 21 aligned and harmonized with
Community and Country Development Plans in 306/193 UN Member States, Vision
Intention and Reality by target date greatly depends on relevant National and
Global Leaders on UN System – UNO, WBG and IMF; UN Member States – Executive,
Parliament and Judiciary and MGoS sides making Multiple Paradigm Shifts
including from Silos to Synergy; Business as Usual to Business Unusual;
Parroting Change to Practicing Change; Academic Research to Development
Research; Talking and Thinking to Action and Accomplishment etc and in ways
that effectively deploy Whole of Bank / Institution / Government / Community /
Country / World Thinking towards the sustainable solutions to Whole of Bank /
Institution / Government / Community / Country / World Problems.
Suggested Amendments to Draft Resolution
We are suggesting amendments
to existing paragraphs in the Draft Resolution as well as new paragraphs.
Existing Paragraphs
Paragraph 12
Reiterates its decision in
Resolutions 67/290 and 70/1 that the forum shall be open to the major groups
and other stakeholders (MGoS) in the meetings of the HLPF and other UN System –
UNO, WBG and IMF Entities. In accordance with paragraph 15 of resolution
67/290, representatives of the major groups and other relevant stakeholders
will be allowed to attend all official meetings of the HLPF and other UN System
– UNO, WBG and IMF Entities; to have access to all official information and
documents; to intervene in official meetings; to submit documents and present
written and oral contributions; to make recommendations; and to organize side
events and round tables, in cooperation with Member States and the Secretariat
and further decides in this regard that in the organization of the HLPF and
other UN System – UNO, WBG and IMF Entities meetings, innovative and inclusive
arrangements including web based interfaces shall be deployed so as to support
the effective, broad and balanced participation of all MGoS by sub-national,
national, sub-regional, regional location and by type of organization within
all aspects of the Cross Cutting Theme under discussion at the specific HLPF or
other UN System – UNO, WBG and IMF Entity meeting.
Paragraph 14
... and further underscores
the need for MGoS, UN System – UNO, WBG and IMF and UN Member States –
Executive, Parliament and Judiciary to build Capacity on three levels –
Individual Hard Competences: Learning and Skills and Soft Competences:
Character, Courage and Mindset; Institution and Society - to enable them
deliver on their duties and responsibilities.
New Paragraphs
Paragraph
Reiterates the call to UN System
– UNO, WBG and IMF; Member States and MGoS to establish MSPs that is
sufficiently all inclusive, all embracing and ambitious to effectively address
challenges in specific Cross Cutting Theme in 2030 Agenda and further decides
that these MSPs must be sufficient to ensure that development interventions in all
Cross Cutting Themes in 2030 Agenda – AAAA, SDG, COP21, Agenda 21 aligned and
harmonized with Community and Country Development Plans in all Member States
are well designed and delivered from Community to Global levels.
Paragraph
Reiterates the call to UN
System – UNO, WBG and IMF and Member States to ensure that they Create Demand for
Data, Digitisation, Planning, Implementation, Monitoring, Evaluation,
Performance Management and Measures of Success as basis for Creating Supply for
Data, Digitisation, Planning, Implementation, Monitoring, Evaluation,
Performance Management and Measures of Success.
Paragraph
Reiterates the call to UN
System – UNO, WBG and IMF; Member States and MGoS to create Engagement
Mechanism fit for the 21st Century and further decides that ECOSOC
accreditation needs to be reformed to effectively support MGoS Active
Participant Status that effectively link each Community in each Member State to
New York; MGoS Concept needs to be reformed to set out clear rules for creation
of new MGs to ensure that all traditionally excluded groups are not left behind
Paragraph
Reiterates
the call to UN System – UNO, WBG and IMF; Member States and MGoS to recognize
that War on Corruption in all its forms - Political, Economic, Financial,
Moral, Cultural, Religious etc need to be more tactically, strategically and
professionally fought and in ways that effectively address curative and
preventive dimensions from Community to Global levels.
Paragraph
Reiterates the call to UN
System – UNO, WBG and IMF; Member States and MGoS to recognize that Resolutions
cannot replace revised SG Report on Follow Up and Review and further reaffirms
that revised SG Report on Follow Up and Review cannot stand alone but needs to
be complemented by other revised SG Reports as well as new SG Reports.
Paragraph
Reiterates the call to UN System
– UNO, WBG and IMF; Member States and MGoS to recognize that avoiding or
evading answer to AAAA, SDG, COP21, Agenda 21 aligned and harmonized with
Community and Country Development Plans of Member States How questions is not
helpful and further reaffirms that clear and correct answer to How these How
questions are best found in Doing and this involves Pilot Programs and Scale Up
Programs that are well designed and delivered.
Conclusion
If all ongoing processes are to
effectively and efficiently deliver Outcome Documents that is each Vision and
Words with Action; if all National and Global Leaders on UN System – UNO, WBG
and IMF; 306/193 UN Member States – Executive, Parliament and Judiciary and
MGoS Member CSOs/NGOs and Non MGoS Member CSOs/NGOs sides are to jointly focus
on Action and Accomplishment in the work towards achieving increasing
convergence between AAAA, SDG, COP21 and Agenda 21 aligned and harmonized with
Community and Country Development Plans Vision Intention and Reality target
date, then they individually and collectively can no longer afford to keep
avoiding or evading finding clear and correct answer to AAAA, SDG, COP21 and
Agenda 21 aligned and harmonized with Community and Country Development Plans
How questions; fully implementing these answers with effective monitoring and
evaluation of this evaluation from Community to Global levels.
It is pertinent to note that clear and
correct answer to these How questions ought to have been found before end first
quarter in 2015 Year of Decision. It is sad that in this second quarter of 2016
Year of Implementation these clear and correct answer to How questions are yet
to be found. As long as clear and correct answers to these How questions are
not found, the probability is high that SDG will like MDG fail to achieve
Vision ambitions by 2030 target date. However, there are bright prospects of
success in the work towards achieving 2030 Agenda Vision Ambitions if National
and Global Leaders face new direction and adopt new priorities underlined by clear
and correct answer to these How questions. It is our hope that these bright
prospects of success will not be squandered. Should this be the case, the
ultimate consequences could be catastrophic.
We are willing to offer a more detailed
information / clarification on any of the points made in this Paper.
Contact:
Director General
International
Society for Poverty Elimination / Economic Alliance Group
5, Moses Orimolade
Avenue,
Ijapo Estate,
Akure, Ondo State,
Nigeria.
M: +234-8162469805
Email: nehap.initiative@yahoo.co.uk 16 April 2016.
