ISPE EAG
INTERATIONAL
SOCIETY FOR POVERTY ELIMINATION ECONOMIC
ALLIANCE GROUP
Establishing
Positive Working Relationship: Focused Points for UN Member States Governments
and UN System – UNO, WBG and IMF Consideration and Appropriate ACTION
Summary
We at NEHAP / ISPE / EAG commend all
on UN Member States Governments; UN System – UNO, WBG and IMF and Partners
sides working towards Design and Delivery of AAAA, SDG, COP21 and Agenda 21
Interventions Worldwide. Giant Strides and been made but much more remain to be
done if UN Member States Governments; UN System – UNO, WBG and IMF and Partners
are to optimize their potential to better support Community to Global
Stakeholders in the work towards achieving Financial, Environment and related
Dimensions of Global Goals – AAAA, SDG, COP21 and Agenda 21; Aligned and
Harmonized with Community Development Plans and Country Development Plans, in
306/193 UN Member States and in ways that help achieve 2030 Agenda Vision
Ambitions by target date.
The starting
point is recognition by 306/193 UN Member States Governments – Executive,
Parliament and Judiciary at all levels; UN System – UNO, WBG and IMF;
CSOs/NGOs; Micro to TNC Businesses; Internal Consultants and External
Consultants; Communication Strategy Experts; Attitudinal and Behavioral Change
Experts; Academic and Research Institutions; Banks, Financial Institutions and
Impact Investors that What questions have been over-answered and that Who pays
for What, When and How questions, that is the DOING of How that have thus far
been avoided or evaded, need to be more Professionally tackled and in ways that
bring deploy Whole
of Bank / Institution / Government / Community / Country / World Thinking to
bear towards the sustainable solutions to Whole of Bank / Institution /
Government / Community / Country / World Problems. This underlines need to
recognize that Good Communication Strategy is not Razzmatazz and Sensation
focused on Shadow but Connection and Understanding focused on Substance.
This Focused Points Paper set out
issues for UN Member States Governments; UN System – UNO, WBG and IMF consideration
and appropriate Action leading to the establishment of positive working
relationship between UN Member States Governments; UN System – UNO, WBG and IMF
and NEHAP/ISPE/EAG New End Hunger and Poverty, International Society for
Poverty Elimination, Economic Alliance Group; other like minded Academics,
Scientists, Practitioners and Professionals that help achieve increasing
convergence between each Partners Vision and Mission Ambitions.
1.
Focus on correct answers to How To(s)
There
is a need for Policy Makers and Decision Makers on 306/193 UN Member States, UN
System – UNO, WBG and IMF and MGoS sides to recognize that they have agreed on
the “what” in regard to partnership and share common interests and goals, yet
the details on “how” still need to be developed, that many UN Events scheduled
specifically to find correct answers to these “how” questions end up finding
answer to “what” questions. To achieve this there has to be a Focus on correct
answers to How To(s) and in ways that help achieve increasing convergence
between Theory and Practice and Global / National Vision Intention and Reality.
2.
Focus on Understanding
There is a need for Policy Makers and Decision Makers on 306/193 UN
Member States, UN System – UNO, WBG and IMF and MGoS sides to recognize that:
you can’t defeat real enemy you don’t understand; you can’t solve root problems
you don’t understand and you can’t answer big questions you don’t understand.
To have these required levels of understanding, Stakeholders on 306/193UN
Member States, UN System including WBG and IMF and MGoS sides need to consider
facing new direction and adopting new priorities and on time.
To effectively address these issues
in a holistic manner there is need for:-
- Revolution
2030
Design and Delivery of Global Goals and National Goals
– revised AAAA, SDG, COP 21 Outcome, Agenda 21 etc aligned and harmonized with
Community Development Plans and Country Development Plans, that will be successful on sustainable basis
greatly depends on Design and Delivery of Revolution 2030, a set of Interlinked,
Interconnected and Interdependent Primary Revolutions: Water, Agriculture, Environment,
Climate Change, Enterprise, Government, Applied Research, Attitudinal and
Behavioral Change, Data, Digital and other Primary Revolutions as well as
Health, Education, Nutrition, Justice, Anti Corruption, Security, Peace and
other Secondary Revolutions Driving all Global Goals Aligned and Harmonized to
Community Development Plans and Country Development Plans in each UN Member
State.
- MSP
2030
Design and Delivery of Revolution 2030 that will be
successful on sustainable basis greatly depends on Design and Delivery of a
Master Multi Stakeholder Platform, MSP for all Global Goals Aligned and
Harmonized to Community Development Plans and Country Development Plans in each
UN Member State and MSPs’ for each Action Agenda Item within AAAA, SDG, COP21,
HLPF Outcome, ECOSOC Outcome etc Aligned and Harmonized with Community
Development Plans and Country Development Plans in each UN Member States.
3.
Capacity 2030
Design
and Delivery of Revolution 2030 and Solidarity 2030 that will be successful on
sustainable basis greatly depends of finding correct answers to How questions,
fully implement these answers and effectively monitor and evaluate this
implementation greatly depends on Design and Delivery of Capacity 2030 to
address Individual Capacity issues of Demand and Supply of Hard Competences:
Learning and Skills and Soft Competencies: Character, Courage, Mindset and
Discipline; Institution Capacity Issues – Processes, Methods, Resources etc and
Society Capacity Issues – Political, Economic, Social, Religious etc Space from
Village to Global levels.
4.
Revolution 2030
Design
and Delivery of Revolution 2030, Solidarity 2030 and Capacity 2030 that will be
successful on sustainable basis greatly depends on Design and Delivery of
Solidarity 2030; Village to Global Solidarity Mechanism that help bridge Gap
between Political Leadership we need and Political Leadership we have from
Village to Global levels.
Introduction
In response to German Government invitation to
Workshop on Inequalities in September 2016, and against the background of
German Government Initiative for addressing Financial Dimension of SDG through
Think AAAA, NEHAP/ISPE/EAG is suggesting the idea of establishing positive working
relationship with German Government as viable option for optimizing both Think
AAAA and the Inequalities Workshop joint potential to contribute meaningfully
towards supporting Community to Global Stakeholders on 306/193 UN Member
States; UN System – UNO, WBG, IMF; CSOs/NGOs; Internal and External
Consultants; Communication Strategy Consultants; Attitudinal and Behavioral
Change Consultants; Academics and Researchers and Micro to TNC Businesses;
Banks, Financial Institutions and Impact Investors sides to work SMARTer to
achieve AAAA, SDG, COP21 and Agenda 21 aligned and harmonized with Community
Development Plans and Country Development Plans in 306/193 UN Member States by
2030 Target date.
The realities of Brexit and the formulation of the New
Europe Global Strategy, EUGS underlines the fact that in the implementation of
AAAA, SDG, COP21, Agenda 21 and EUGS more work needs to be done. One of the
areas for follow up is Security and Defense. The consequences for Global Common
Security and Defense Policy (CSDP) need to be defined. Just as the Germans have
after Global Consultation that is continuing published a White Paper; the EUGS
needs an EU White Book and the SDG needs a World White Book or Security and
Defense Strategy that will have to be developed. What should such as SDS
entail? Will it not require additional efforts and a shift in priorities? Will it
not cover a whole spectrum from stabilization, training and assistance to
intervention operations? Will it not require a new approach to planning and
evaluation cycles?
If there is to be real capability improvement, from Community to Global
levels, it is clear that So far, the principle of voluntarism has provided an
excuse for doing too little. A step-change is needed in order to move in the direction
of greater transparency and accountability, citizen engagement and commitment.
And transparency on long-term defense and procurement plans will be the first
requirement. But sharing plans is not enough. The SDS should define a new
system, based on monitoring, assessment and accountability of the member
states’ efforts to solve capability shortfalls and to deepen European / Global
defense cooperation. Such a system could be developed over time with data
collection and assessment authority gradually shifting to the European / Global
Defense Agency.
This Paper aims at highlighting points for discussion
and negotiation, which successful could lead to the establishment of agreed
positive working relationship.
The Argument
We observe that Policy Makers, Decision
Makers, Managers and Officers are working HARDer doing the same old things in
the same old ways and wondering why they are not getting new Results.
Our Study finding is that real and complex
National and International Development Cooperation problems on the ground from
Village to Global levels can be especially difficult but not impossible to
solve on successful and sustainable basis; that there is more than enough
resources – Influence, Technology, Innovation, Science, Arts, Manpower, Money,
Land, Water and Spiritual to solve Political & Cultural; Economic &
Financial; Social & Environmental; Religious & Moral; Peace &
Security problems on the ground in each specific location – Village to Global
in each of the 306/193 UN Member States in our World today.
Our argument is that should Policy Makers,
Decision Makers, Managers and Officers on 306/193 UN Member States, UN System –
UNO, WBG and IMF and MGoS sides START working SMARTer doing new things in new
ways, the much expected new Results will be obtained, even if many Stakeholders
have to DO more with same. However, should Stakeholders continue with Business
as Usual, the ultimate consequences could be catastrophic for all Citizens in
each Country in our Fragile Planet.
HLPF 2016
The outcome of HLPF 2016 once more
highlights the fact that there is increasing divergence between Rhetoric and
Polemics and Reality and Action. For example Speakers at the opening of HLPF
2016 said - Effective development cooperation —
marked by fresh thinking, better coordination and concrete action — would be
critical to making good on the unprecedented opportunities presented by the
2030 Agenda for Sustainable Development.
“The road
ahead is undoubtedly complex,” said Mary Robinson, President of the Mary
Robinson Foundation-Climate Justice, former President of Ireland and former
United Nations High Commissioner for Human Rights, as she delivered a keynote
address. She emphasized nevertheless that development cooperation
providers must recognize the unprecedented chance they now had to shape a more
equitable world. Noting that not all current ways of working would prove
effective in implementing the 2030 Agenda, and that many mechanisms would need
to be reformed or refreshed, she stressed that human rights and gender equality
must underpin implementation of both the 2030 Agenda and the recently signed
Paris Agreement on climate change. Indeed, climate change solutions offered
opportunities to help eradicate poverty, she added.
Also
addressing the Forum, Deputy Secretary-General Jan Eliasson commended Member
States for having built a strong foundation for future development cooperation
through the host of international agreements signed in 2015. In
particular, the 2030 Agenda, the Paris Agreement — as well as the Sendai
Framework for Disaster Risk Reduction and the Addis Ababa Action Agenda for
Development Financing — demanded new thinking and concrete actions that would
permeate all levels of society.
Full implementation of the 2030 Agenda for
Sustainable Development would require reaching those lagging furthest behind as
an urgent priority, Secretary-General Ban Ki-moon said on 19 July 2016, as the
Economic and Social Council continued the ministerial segment of HLPF 2016.
Reaching the poor and vulnerable would require
targeted policies, active outreach and disaggregated information to inform
decision-making, Secretary-General Ban told the Forum, as Heads of State and
Government, Ministers and other high-level Government representatives joined
experts and non-governmental organizations in a presentation of voluntary
national reviews concerning implementation of the 2030 Agenda and its
Sustainable Development Goals.
There must be greater recognition and understanding of
the multiple dimensions of poverty and vulnerability and how they were
interconnected, he emphasized. “We must all learn, in national
Governments, in local authorities, in business and civil society — and also at
the United Nations — to think differently,” he said, stressing the need for
efforts to transform policies and strategies in order to address the challenges
of sustainability.
The above highlights of HLPF 2016
underline the fact that nothing new was said; the challenges and crises that
existed before HLPF 2016 remain unaddressed and HLPF 2016 outcome, like outcome
of past UN Events related to Agenda 2030 remain Vision and Words without Action
and this is because How questions including DOING of How remain unanswered. As
long as this remains the case World Leaders will continue to put the Cart
before the Horse and so it will be uphill task seeking to achieve 2030 Agenda
ambitions at all and certainly not by 2030 target date. Allowed to occur, the
probability is that current World Political & Cultural; Economic &
Financial; Social & Environmental Peace & Security; Religious &
Moral; Legal & Governance problems will get worse with ultimate
catastrophic consequences for Citizens on both Developed and Developing
Countries.
Urgent Need
for Review
Policy Makers and Decision Makers on
306/193 UN Member States, UN System – UNO, WBG and IMF and MGoS (Major Groups
and other Stakeholders) parrot Business Unusual and Change but practice
Business and Usual and Anti Change. This is a major reason why UN Events set up
specifically to find answers to “how” questions which is about “DOING” always
end up finding answers to “what” questions which is about “SAYING”.
There are many reasons for this
unfortunate state of affairs, including Competence, Attitudinal and Behavioural
etc. Should Policy Makers and Decision Makers on 306/193 UN Member States, UN
System – UNO, WBG and IMF and MGoS sides genuinely desire to achieve Global
Goals – AAAA, SDG, COP21, Agenda 21 Aligned and Harmonized with Community
Development Plans and Country Development Plans in each of the 306/193 UN
Member States and on schedule dates, there is urgent need to review existing
structure of ING Meetings, Global Consultations and National Consultation to
better support discussing and establishing all necessary negotiations and
arrangements for achieving increasing convergence between National / Global
Vision Intention and Reality and on schedule dates.
One Nationwide / Worldwide
Approach
Answers to UNSDS 2015, AAAA, SDG, COP21, Agenda 21, Data Revolution,
Synthesis Report where questions (including what and why questions) and How
questions at Sub-national, National, Sub-regional, Regional and Global levels
need to be found through:-
1.
Orientation Workshops
2.
Management Surveys
3.
Financial Surveys
4.
Engineering Surveys
5.
Desk Analysis of Reports – Conference and Study
6.
Full Implementation of Survey / Study Report Recommendation
7.
Effective Monitoring and Evaluation of the Implementation of Survey /
Study Report Recommendations
for Headquarters Management and each Strategic Business Unit in each UN
Member State, UN System – UNO, WBG and IMF and MGoS Entity, processed into
Community, Country, Regional and Global Master Plans with ACTION setting out
Priorities, Direction, Sequence and Pace of Action Agenda Items in AAAA, SDG,
COP21, Agenda 21, ECOSOC Outcome, UN Retreat on MSP (Multi Stakeholder
Platform) Outcome, HLPF Outcome etc aligned and harmonized with Community
Development Plans and Country Development Plans required to achieve National
and Global Goals and Targets in all its ramifications as specific to each
Constituency at Local, Sub-national, National, Sub-regional, Regional and
Global levels:-
1.
Planning Side – Research, Planning and Data
2.
Implementation Side – Implementation
3.
Evaluation Side – Monitoring, Evaluation and Assessment
4.
Learning Side – Learning and Results
5.
Accountability Side – Transparency, Accountability and Citizen and
Stakeholder Participation.
6.
Sustainability Side – Measures of Success and Performance Management
within One Nationwide / Worldwide Approach to Sustainable National and
International Development Cooperation.
Front End / Back End
Where the above Workshops and Surveys present Front End of Reforms, the
following Initiatives will be the Back End and where these Initiatives present
Front End the Workshops and Surveys will be Back End:-
1.
One Nationwide / Worldwide Approach with Local Context
2.
Consultative Research and Development Research Management
3.
Changing Attitude and Behavior at Scale Management
4.
Correct Diagnosis, Prescription, Surgery and Recovery Management
5.
Policy, Program, Project Intervention and Policy, Program, Project
Intervention Training as One
6.
Re-establish existing Institutions / Ventures
7.
Establish new Institutions / Ventures
8.
Communication for UNSDS 2015 Outcome, ECOSOC Outcome, HLPF Outcome, SDG,
AAAA, COP21 Outcome, Agenda 21, Synthesis Report etc Management
9.
Country Led Evaluation System Management
10.
Standards Management
11.
Sanctions Management
12.
Celebration Management
One Worldwide Approach is not One Cap fits All; but a way of getting
Village to Global Stakeholders to stop working in “silos” and start working in
“teams”; to stop using “multiple approaches” some of which are divergent and
start using “generic approach” adapted to meet unique and specific need of
particular location or circumstance. One Worldwide Approach that would be
adopted by Policy Makers and Decision Makers on 306/193 UN Member States, UN
System – UNO, WBG and IMF and MGoS will be a Known Approach with clear
Principles, Instruments corresponding to each Principle, Practices and
Database.
The only such Worldwide Common and Systemic Approach / One Worldwide
Approach available in our World today, that meets criteria for One Worldwide
Approach Recommended in SG Synthesis Report December 2014 is 3PCM (Policy,
Program, Project Cycle Management Approach to Benefits Focused National and
International Development Cooperation). Please let us know if you are aware of
any other One Worldwide Approach that meets this Standard.
Clear
Statements
1.
NEHAP/ ISPE
/ EAG have no power or intention to force any individual, institution or
government to accept its international development cooperation solutions.
2.
No one
individual, institution or government anywhere in our world today has all the answers
to all of UNSDS 2015, ECOSOC Outcome, HLPF Outcome, AAAA, SDG, COP21, Agenda 21,
etc How questions
3.
Correct
answer to UNSDS 2015, ECOSOC Outcome, AAAA, SDG, COP21, Agenda 21, HLPF
Outcome, UN Retreat on MSP Outcome etc How questions cannot be found in Desk
Work - conferences, consultations and research driven by talking and thinking.
4.
Correct
answer to UNSDS 2015, ECOSOC Outcome, UN Retreat on MSP Outcome, AAAA, SDG,
COP21, Agenda 21, HLPF Outcome etc How questions can only be found in Desk Work
- conferences, consultations and research and Field Work – theory, practice and
partnership driven by action and accomplishment that is inclusive and
effectively connect each community in each of 306/193 Member States to UN
Headquarters New York.
5.
Current
AAAA, SDG, COP21 processes each has flaws and failures arising from technical
errors and mistaken priorities from village to global levels that need to be
immediately corrected.
6.
Current
Attitude and Behaviour of most Village to Global Stakeholders on both State Actors
and Non State Actors fall below minimum certain levels required to find correct
answer to UNSDS 2015, ECOSOC Outcome, AAAA, SDG, COP21, Agenda 21, HLPF Outcome
etc How questions, especially DOING of How, full implement these answers with
effective monitoring and evaluation of this implementation in ways that achieve
Global Goals by 2030 target date.
7.
Current
effort at answering UNSDS 2015, ECOSOC Outcome, AAAA, SDG, COP21, Agenda 21,
HLPF Outcome etc How questions is at least one year behind. Renewed effort is
required if lost ground is to be covered and if each community in each of 306/193
Member States is to accelerate on path to achieving Global Goals by 2030 Target
date.
8.
Each
day Decision Makers in each UN System – UNO, WBG and IMF Entity, 306/193 Member
States and concerned Non State Actors sides delay or deny adopting or adapting
existing sound answers to UNSDS 2015, ECOSOC Outcome, AAAA, SDG, COP21, Agenda
21, HLPF Outcome, UN Retreat on MSP Outcome etc How questions is one day too
long. Allowed to continue, the ultimate consequences for our fragile planet
could be catastrophic.
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, Mindset and Discipline; 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
Community Development Plans and Country 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: Community to Global
f) Correct Diagnosis, Prescription,
Surgery and Recovery Management System: Community
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 Development Plans 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.
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.
By adopting these lessons, development organizations,
international institutions and governments – developed and developing, 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/ government entity DNA. Simply
put, in designing and implementing development Policies, Programs and Projects,
3PI and 3PI Training as One, the question needs to be answered, “What’s next,
if this intervention works?”
13. 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.
Acid Test of Credibility
The acid test of credibility of SDG, AAAA, Agenda 21,
COP21 etc is how each delivers:-
1.
Better Domestic and International Trade in each of 193 Member
States.
2.
Better Financing – Equity, Loan and Grant for all particularly the
Poor
3.
Better War on Corruption and Terrorism and
4.
Better Environmental Sustainability.
Also the Acid Test of Credibility of UN Security
Council Open Debates, ECOSOC President Retreats, G20 Meetings and CHOGOM
Meetings etc is How each event help Deliver Sustainable Solutions for
effectively and efficiently tackling real and complex:-
1. Risk Management Root problems
2. Geodesign Management Root Problems
3. Other Disciplines Management Root
Problems
4. End Hunger and Poverty by 2025 and
2030 Root problems
5. Aid Effectiveness and Post 2015
Development Agenda Root problems
6. Governance and Globalization Working
for the World Poor Root problems
7. Creating Learning Society in over 200
Countries Root problems
8. Creating Development Change Champions
in over 200 Countries Root problems
9. Changing Attitude and Behavior at
Scale in over 200 Countries Root Problems
10. Building
National and Global Collective Action Driving TRANSFORMATION of Society Root
problems
on the
ground from Neighborhood to Global levels facing Individuals, Institutions and
Governments
(all arms and all tiers in all countries – developed and developing) in our
World
today.
New Thinking, New Ideas, New Ways of
Doing Things etc
The only way World Leaders can deliver on their promise
during the adoption of SDG is to improve Cohesion, Coordination, Collaboration,
Cooperation, Solidarity and Accountability in the design and delivery of mutual
support mechanism that help each of the 306/193 Member States to pass this acid
test of credibility of the SDGs.
To achieve this, the 306/193 Member States jointly and
severally must demonstrate and be seen to demonstrate:-
1.
Willingness to accept new ideas, new thinking,
new ways of doing things
2.
Willingness to establish new coordination, new
collaboration, new cooperation, new solidarity, new accountability and new
partnership
3.
Readiness to accept past flaws, past failures, past drawbacks, past
shortcomings and past hindrances
4.
Readiness to build bridge between lessons learning and lessons
forgetting, create learning organization and create learning society
5.
Readiness to create Demand for Planning – Research, Planning, Data
as basis for creating Supply for Planning – Research, Planning, Data
6.
Readiness to create Demand for Implementation as basis for creating
supply for Implementation
7.
Readiness to create Demand for Evaluation – Monitoring, Evaluation,
Assessment as basis for creating Supply for Evaluation – Monitoring,
Evaluation, Assessment
8.
Readiness to create Demand for Accountability – Transparency,
Accountability, Citizen / Stakeholder Participation as basis for creating
Supply for Accountability – Transparency, Accountability, Citizen / Stakeholder
Participation
9.
Readiness to create Demand for Learning – Learning and Result as
basis for creating Supply for Learning – Learning and Result
10. Readiness to accept One Nationwide / Region wide / Worldwide 3PCM – Policy,
Program, Project Cycle Management Approach and Methodology to Sustainable
Benefits focused National and International Development Cooperation Policy,
Program, Project Intervention, 3PI and 3PI Training as One in each Action
Agenda Item in each of the 17 SDGs applicable to specific context – Village to
Global in each of the 306/193 Member States
Working
Together To Benefit Together
To help ensure World Leaders deliver on promise to achieve SDGs’
by 2030, we suggest relevant UN and Non UN authorities undertake critical
review of this and earlier Papers, Policy Briefings and Articles. Should its
assessment confirm that indeed the Papers, Policy Briefings and articles have
many good ideas and pertinent suggestions, which adopted by UNGA, HLPF, ECOSOC,
UN Security Council, 306/193 Member States Governments and Partners – Village
to Global can help achieve increasing convergence between AAAA and SDG Vision
and Words with Action Intention and Reality in each Community in each Local
Government in each of 306/193 Member States, we suggest these UN and Non UN
authorities consider taking the following specific action steps:-
1.
Underline need for Integrated Sustainable Solutions – Political
Solutions, Cultural Solutions, Economic Solutions, Financial Solutions, Social
Solutions, Environment Solutions, Peace Solutions, Security Solutions,
Religious Solutions and Moral Solutions; to Design and Delivery of each Action
Agenda Item in AAAA, SDG, COP21, HLPF Outcome etc applicable to specific
Community to Global location context.
2.
Urge all World Leaders, 306/193 member States and other AAAA, SDG,
COP21 etc Stakeholders to recognize that Political Solutions is Master Key to
unlocking remaining 9 Integrated Sustainable Solutions.
If SDG, AAAA, COP21, HLPF Outcome Document
etc Vision Ambitions are to be achieved and on schedule date, Community to
Global Stakeholders need to Work Together to Benefit Together.
MOVING FORWARD
Do World Leaders, UNDESA, EOSG, UNGA, ECOSOC, HLPF and
Partners recognize that correct answer to all AAAA, SDG, COP21, ECOSOC Outcome,
HLPF Outcome, Agenda 21, FAO Conference on Hunger and Poverty Action Plan etc
How questions lie in the DOING? That without immediately:-
1.
Appointing Reform Adviser and Global Coordinating External Consultant
on AAAA, SDG, COP21, HLPF Outcome etc Policy Coherence, Coordination,
Collaboration and Cooperation for Sustainable Development, P4CSD to UNGA,
ECOSOC, UN Security Council and HLPF and Partners
2.
Appointing a newly
created Unit of UN Chief Executives Board, CEB – United Nations Reform Group,
as Reform Adviser and Global Coordinating Internal Consultant on AAAA, SDG,
COP21, HLPF Outcome etc Policy Coherence, Coordination, Collaboration and
Cooperation for Sustainable Development, P4CSD to UNGA, ECOSOC, UN Security
Council and HLPF and Partners
3.
Selecting One Worldwide Approach without further delay
4.
Establishing Mater Multi Stakeholder Platform, MSP and MSPs for
each Action Agenda item Village to Global, VtG
5.
Establishing Multidisciplinary Professionals Community of Practice
on Poverty Elimination and Environmental Sustainability as VtG Platform for all
relevant existing and new Disciplines
6.
Addressing issues of Trust, Silos, Honesty, Thinking,
Solidarity, Attitude, Behaviour, Communication etc VtG
7.
Connecting each Community in each Local Government in each of the
306/193 Member States to UN Headquarters New York
8.
Establishing VtG Mechanism for Correct Diagnosis, Prescription,
Surgery and Recovery Management
9.
Establishing VtG Policy, Program, Project Interventions, 3PIs and
3PIs Training as One
10. Establishing VtG Mechanism for Ownership, Harmony,
Alignment, Accountability, Transparency, Transformation, Leadership, Learning,
Results and Participation (Citizens and Stakeholders), OH2A2T2LRP
11. Establishing VtG Mechanism for Policy Coherence,
Coordination, Collaboration and Cooperation for Sustainable Development, P4CSD
12. Establishing VtG Mechanism for Master Collaborative
Research Support Program, CRSP for each Action Agenda Item
It will be uphill task achieving increasing
convergence between UNSDS 2015, ECOSOC Outcome, UN Retreat on MSP Outcome, AAAA,
SDG, COP21, HLPF Outcome, Agenda 21, FAO Conference on Hunger and Poverty etc
Vision Intention and Reality. If these Visions are not achieved by 2030 Target
date, the ultimate consequences for our Fragile Planet could be catastrophic.
Brexit underline need for Global, Regional and
National Institutions to reflect on its current approach and consider new
thinking, new ways of doing things that could optimize Global, Regional and
National Institutions’ potential to help Countries genuinely interested in
achieving 2030 Agenda Vision ambitions that are looking up to UN System – UNO,
WBG and IMF for help – help these UN System Entities cannot give, because they
themselves need help.
There is urgent need for Development Training;
Development Research; Community Service – Advocacy (the type required to
achieve 2030 Agenda ambitions), Advisory, Management and Financial to be
provided for Stakeholders in the 8 Blocks identified in this Paper, if 2030
Agenda Vision Ambitions are to be achieved by target date. In securing mandates
and providing these Services, there are things NEHAP/ISPE/EAG can do that Think
AAAA cannot do and vice versa. A positive working relationship why Resources
and Competences of the Partners are pooled together could deliver Synergy that
is mutually beneficial as both Parties work in the Service of Humanity.
It is against this background that we suggest a
framework could be discussed and negotiated with UN Member States Governments
and UN System – UNO, WBG and IMF that could serve as backbone of the proposed
positive working relationship.
About
ISPE / EAG
Lanre and colleagues have for over
twenty years made great sacrifices, demonstrated uncommon zeal and exceptional
patriotism in continuing constructive engagement of relevant sub-national,
national and international stakeholders, to jointly focus on comprehensive
systemic solutions to our real and complex national political, economic,
social, security, cultural and religious problems on the ground.
International Society for Poverty
Elimination, ISPE, Volunteer Organization, is a Member of Economic Alliance
Group, EAG. Some other EAG Members include:-
1.
AR & Associates Limited, Strategy
and Development Cooperation Consulting Firm – Research, Planning, Statistics,
Implementation, Monitoring, Evaluation, Assessment, Learning, Results,
Advocacy.
2.
EAG - CLEAR, Centre for Learning in
Evaluation and Results, Evaluation Organization
3.
EAG - CDPM, Centre for Development
Policy Management, Research Organization
4.
EAG – FTS / FFS, Farmers Training
School / Farmer Field School, Food and Agriculture Organization
5.
EAG – ETS / EFS, Enterprise Training
School / Enterprise Field School, Entrepreneurship Development Organization
6.
EAG – PSA / PSE – Public Service
Academy / Public Service Exchange, Public Administration Organization
EAG
is neutral in promoting and protecting Sub-national, National and International
Development Cooperation. EAG work towards supporting Developed Countries
Governments; Developing Countries Governments; International Institutions /
International Foundations / Donors; Organized Communities – Neighbourhood to
Global; Media – National and International to JOINTLY Build National and Global
Collective ACTION for achieving Increasing Convergence between National and
Global Development Cooperation Goals and Targets Intention and Reality and on
schedule dates.
The
core business of the Group is the provision of Services for Strategic
Management of Complex National or International or both National and
International Development Change Processes under Blended Volunteer Services and
Commercial Services Arrangement.
AR
has been in business since 1993 but registered in Nigeria in 1995. ISPE has
been in business operating as Economic Alliance International (EAI) since 2002
but registered in Nigeria in 2007. EAG – CLEAR; EAG – CDPM; EAG – FTS; EAG –
ETS; EAG – PSA are for now domiciled in AR.
EAG
has in the past 25 years spent over US$3 Million (N1.2 Billion) to Develop the
3PCM Approach as well as its National and Global Development Cooperation
Practical Solutions under Blended Volunteer Services and Commercial Services
Arrangement within which we provided the Nigeria Federal Government alone
Consultancy Services worth over UK Pounds 10 Million (N6 Billion) Free of
Charge. This is Evidence that we do not have purely Commercial Interest but are
Motivated by Service to Humanity as the Best Work of Life, hence two of our
Slogans – Let Us Work Together to Benefit Together and …Building a Brighter
Future as we Configure our World.
Conclusion
Our World has enough Resources to meet the
needs of its over 7 Billion People. Our World does not have enough Resources to
meet the GREED of over 7 Billion People. However, these Resources remain
unlocked potential if there is no new thinking, new ideas and new ways of doing
things and if Policy Makers and Decision Makers on UN Member States, UN System
and MGoS sides do not individually and collectively accept Community to Global
Solidarity is essentially for finding sustainable solutions to real and complex
World problems on the ground from Village to Global levels.
We strongly urge concerned authorities in UN
Member States Governments and UN System – UNO, WBG and IMF to individually and
jointly recognize that without facing new direction and adopting new
priorities; without adopting Business Unusual doing new things in new ways, the
expected new Results will remain Mirage.
We further urge concerned authorities in UN
Member States Governments and UN System – UNO, WBG and IMF to recognize that
given magnitude and complexity of Finance Dimension of all 17 Goals of the SDGs
that AAAA essentially is; the current UN Member States Governments and UN
System – UNO, WBG and IMF multiple approaches to implementation and evaluation
of 2030 Agenda is in reality undermining Development Impact, especially with reducing
budget in contemporary circumstances where much more needs to be achieved from National
and International Development Interventions and so there is urgent need to
Rethink and Rebuild Global, Regional and National Institutions to be Fit for the
21st Century as well as provide its Interventions with sufficient
budget to ensure meaningful and sustainable Development Impact from Community
to Global levels in 406/193 UN Member States.
There is urgent need to invite interested
Academics, Scientists, Professionals and Practitioners Worldwide with minimum
certain levels of Hard Competences: Learning and Skills and Spft Competences:
Character, Courage, Mindset and Discipline to join in improving the 306/193
National; Regional and Global White Book on SDS as well as develop
complimentary White Papers on similar Dimensions of the SDG.
In doing these,
the UN Member States Governments and UN System – UNO, WBG and IMF needs to
recognize that there are potential Participants, especially from Developing
Countries who have created Innovative and Creative Sustainable Solutions in One
or more or all Ten Dimensions of the SDGs identified in this Paper that are
unable to fund their participation at the Workshop, Seminars and Conferences
organized to grapple effectively with the challenges and crises of defense
implications of EUGS and SDG as well as related implications of other
dimensions of EUGS and SDG and that there are Academics, Scientists, Professionals
and Practitioners on both Developed and Developing Countries sides who have
created Innovative and Creative Sustainable Solutions in One or more or all Ten
Dimensions of the SDGs identified in this Paper that they are willing to share
on Consultancy basis (remuneration may be commercial basis only or blended
commercial and not for profit basis).
The selection of Workshop, Seminar,
Conference participants in the ne dispensation will be incomplete and therefore
less potent should these two categories of Participants through acts of
omission or commission be left out of future Workshops, Seminars and
Conferences.
We urge UN Member States Governments and
UN System – UNO, WBG and IMF Leaders to join us in urging Leaders in remaining
Stakeholder Blocks – MGoS, Micro to TNC Businesses, Banks, Financial
Institutions and Impact Investors, Academics and Researchers, Communication
Strategy Experts, Internal and External Consultants etc to consider stopping
ongoing search for Sustainable Solutions that exist.
Contact:
Director
General
International
Society for Poverty Elimination / Economic Alliance Group
5,
Moses Orimolade Avenue,
Ijapo
Estate, Akure, Ondo State,
Nigeria.
M:
+234-8162469805
