ISPE EAG
INTERATIONAL
SOCIETY FOR POVERTY ELIMINATION ECONOMIC
ALLIANCE GROUP
Briefing # 10: Tackling Community to Global Policy, Program, Project 3P
Change Driving 3P Research, Planning, Statistics; 3P Implementation; 3P
Monitoring, Evaluation; 3P Learning, Results, Measuring Success within 2030
Agenda that Works: Global Call to US Leaders, Europe Leaders, World Leaders;
Representatives of UN Member States, UN System: UNO, WBG, IMF; Major Groups,
other CSOs’; Academics and Researchers and other Stakeholders.
1 January 2017
Executive Summary
The 2030 Agenda – AAAA, SDG, COP21 is each a Change Agenda. The
SDG is the overarching 2030 Agenda because its 17 Goals are Indivisible and the
SDG apply equally to North and South Countries unlike the MDG which applied to
South Countries only. Yet the SDG is an All Inclusive, All Embracing and
Ambitious Agenda without an All Inclusive, All Embracing and Ambitious Generic
Approach that could be adapted to meet the unique needs of specific Community
to Global context.
At Conferences and Intergovernmental Meetings: Pre UN Member
States adoption of 2030 Agenda – AAAA, SDG and COP21, during the adoption in
2015 Year of Decision and in 2016 Year 1 of Implementation, evidence abound
that Central Actors on Member States; UN System: UNO, WBG, IMF; CSOs/NGOs;
Private Sector; Academics and Researchers; Internal Consultants and External
Consultants sides, essentially oscillate between embracing a level of Change (most
times below minimum certain level of Change required to achieve 2030 Agenda –
AAAA, SDG, COP21, Agenda 21 aligned and harmonized with Community Development
Plans and Country Development Plans in each of the UN Member States Goals by
target date) and resisting Change Totally.
These unwanted realities exist because National and World
Leaders in the identified 6 Stakeholder Blocks are only interested in Study
Reports and Conferences and Meetings Outcome Documents that answer What
questions. They consistently avoid or evade in the past to date, individually
and jointly, finding correct answers to How questions. As long as this remain
the case; knowledge, research and information gaps will not be identified and
filled and this would result in 2030 Agenda Vision Ambitions not being met in
many Communities in many Member States. This could have ultimate catastrophic
consequences for Citizens in both North and South Countries.
The UNSG Mr Guterres Statement at his Swearing In Ceremony on 12
December 2016 set out a 21 Point Agenda
encompassing the 3 Global Agreements in 2015: AAAA, SDG and COP21 which aim to
reset our World towards achieving Goal of World without Hunger and Poverty,
that is, refocus our World towards Fighting and Winning more effective and more
efficient War on Hunger, War on Poverty and War on Terror; in each Community in
each of the 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.
There is a need to convert UNSG Mr Guterres 21 Point Agenda into
Vision and Words with Action that is Integral Part of 2030 Agenda – AAAA, SDG,
COP21, Agenda 21 converted to Vision and Words with Action and Study Reports
and Conferences and Meetings Outcome Documents converted into Vision and Words
with Action. This requires Know How because answering How questions is very
Technical.
ISPE/EAG in this Paper set out thoughts on priorities and
directions moving forward as Community to Global Stakeholders adopt Joined Up
Approach with UNSG Mr. Guterres towards finding correct answers to Sustainable
Development How questions and in ways that deploy Policy, Program, Project
Change to achieve 2030 Agenda Vision ambition by target date in each Community in
each of the UN Member States.
Key Points
The highlights of the Paper are need for Paradigm Shifts as well
as need for finding correct answers to Sustainable Development How questions
and in ways that help convert AAAA, SDG, COP21, Agenda 21 and UNSG 21 Point
Agenda into Vision and Words with Action from Community to Global levels in
each North and South Country.
National Leaders and World Leaders on 6 Stakeholder Blocks sides
need to individually and jointly recognize that without Collective Action at
each Community to Global level aimed at finding correct answers to How
questions; fully implementing these answers with effective M & E of this implementation,
our World will be essentially pursuing 2030 Agenda – AAAA, SDG, COP21, UNSG Agenda
21 Activities without Accomplishment where it matters most – the Rural and
Urban Communities in each of the UN Member States. This can and should be
avoided in Common Interest and Common Future of all concerned Community to
Global Stakeholders in our Fragile Planet.
Conclusion
The real and complex Bussan Declaration, BD; AAAA, SDG, COP21,
Agenda 21 and UNSG 21 Point Agenda problems on the ground in each Community in
each of the 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 and related Global Consultations are totally harvested,
fully implemented with effective monitoring and evaluation of this
implementation at National and Global levels and in ways that meaningfully
involve all Creators of included Ideas.
Main Paper
Introduction
The Department of Economic and Social
Affairs of the United Nations Secretariat, UNDESA is a vital interface between
Global Policies, Programs and Projects, 3P in the Economic, Social and
Environmental Spheres and National Action. UNDESA works in three main
interlinked areas: (i) it compiles, generates and analyses a wide range of
economic, social and environmental data and information on which Member States
of the United Nations draw to review common problems and to take stock of 3P options;
(ii) it facilitates the negotiations of Member States in many intergovernmental
bodies on joint courses of action to address ongoing or emerging global
challenges; and (iii) it advises interested Member States on the ways and means
of translating 3P frameworks developed in United Nations conferences and
summits into 3P Intervention, 3PI and 3PI Training as One, at the country level
and through technical assistance, helps build national capacities for
sustainable success in this regard.
In the work towards achieving 2030 Agenda
in ways that Leave No One Behind in each Community in each of the UN Member
States, UNDESA has been saddled with responsibility to Re-engineer itself for
better Performance in each of the above three interlinked areas. ISPE/EAG Study
Finding is that UNDESA cannot on its own undertake the minimum certain required
levels of Re-engineering and that if the UNDESA
Re-engineering that meaningfully
Reposition UNDESA to be Institution fit for the 21st Century is not
an integral part of Re-engineering entire UN System: UNO, WBG, IMF Delivery as
One that meaningfully Reposition the entire UN System: UNO, WBG, IMF to be
Institution Fit for the 21 Century, the probability of achieving 2030 Agenda in
each Community in each of the UN Member States by target date, is low.
The history of UNDESA Re-engineering and history
of Re-engineering UN System: UNO Component only Delivery as One, highlight
Lessons that need to be Learnt, if mistakes that are re-occurring decimals, in
ongoing Re-engineering of entire UN System: UNO, WBG, IMF as well as ongoing
Re-engineering in UN Member States are to be Effectively Corrected and in ways
that help achieve 2030 Agenda Vision Ambitions in each Community in each of the
UN Member States by target date. This
Paper discusses ways and means of tackling this Huge and Complex Challenge for
Sustainable Success.
Understanding the
Nature of Development Impact Challenge
Policy, Program, Project 3P change goes
hand in hand with 3P Research, Planning, Statistics (Planning Side); 3P Implementation
(Implementation Side); 3P Monitoring, Evaluation (Evaluation Side) and 3P
Learning, Results, Measuring Success (Success Side). Passing Policies from
Visions and converting them into Programs and Projects does not necessarily
mean that the desired outcomes are achieved as Activities in each of the above
four sides – Planning, Implementation, Evaluation, Success – Individually and
Collectively plays important part of the Policy, Program, Project Cycle
Management Process in the specific Community to Global location context.
These are Huge and Complex Sustainable
Development Processes. The probability is high that failure in One Component
could facilitate failure in One or more other Components hence the need for
some insights and lessons from the literature on 3P Research, Planning,
Statistics (Planning Side); 3P Implementation (Implementation Side); 3P
Monitoring, Evaluation (Evaluation Side) and 3P Learning, Results, Measuring
Success (Success Side) as sound basis for coming up with a list of conditions
that ought to be present in order to facilitate successful 3P Interventions on
Planning Side, Implementation Side, Evaluation Side and Success Side as One.
However, challenges remain as the situational context as well as beliefs and
priorities of implementing agents differ across 3P areas and systems.
Therefore, no ‘one-size–fits-all’ solutions exist but this is not to say that a
One Worldwide Approach should be avoided or evaded.
One
Worldwide Generic Approach
The Big Issue that National Leaders and
World Leaders need to urgently and jointly address is that past and current
attempts, at deploying Multiple Approaches, in a bid to avoid one-size-fits-all
solutions is self defeating. Thus the urgent need for a Standardized and
Universal One Worldwide Generic Approach to Sustainable Development that is a
Common and Systemic Approach based on Member States General Agreement on
Principles; Instruments corresponding to each Principle; Practices and Database.
The Design and Delivery of this type of much desired and needed One Worldwide Generic Approach to Sustainable
Development should be such that it could be adapted to meet the unique and
specific needs of each Community to Global Location Context.
This way it would be discovered that up to
99% of current Approaches are in reality Instruments that need to be deployed
within a Known Approach. In distinguishing between Approach and Instrument
there is also need to go further to distinguish between Theory and Practice
with regard to first formulating Theory before developing Practice that is an
Academic Model underpinned by Academic Research that essentially aim at
advancing the frontiers of Knowledge and first developing Practice before
formulating Theory that is a Practitioner Model underpinned by Development
Research that essentially aim at achieving significant improvement in
contemporary measures of service, speed, quality, costs and where applicable
revenue.
Regardless of which Model – Academic or
Practitioner is adopted, 3P Change may fail to achieve desired Development
Impact and Development Results, if any of the Processes of 3P Planning Side,
Implementation Side, Evaluation Side and Success Side: Individually or as a
Whole, is omitted from consideration. Is this not a Major current reality?
If yes, the main question moving forward in
Global Interest is: How can Community to Global Stakeholders in each specific
location context explain 3P Change and 3P Research, Planning, Statistics
(Planning Side); 3P Implementation (Implementation Side); 3P Monitoring,
Evaluation (Evaluation Side) and 3P Learning, Results, Measuring Success
(Success Side)? This main question has been avoided or evaded in existing 2030
Agenda Documents – AAAA, SDG, COP21; Study Reports; Conferences and Meetings
Outcome Documents that are in reality Vision and Words without Action that
answer What questions, hence the urgent need to convert these Documents into
Vision and Words with Action that answer What questions as well as How
questions. These answers are best found within the type of One Worldwide
Generic Approach we have described.
As long as Community to Global Stakeholders
continue the divergent practice of seeking alignment and harmony; whole of
Bank/whole of Government Approach and Calling for Change etc alongside Multiple
Approaches; no one-cap-fits-all approach and Resisting Change etc, it will be
uphill task finding correct answers to these questions.
The
One Worldwide Approach we have described is a Generic Approach that could be
adapted to suit the unique needs and specific peculiarities of each Community
to Global location context. It is therefore not a one-cap-fits-all approach but
a means of Standardizing a Universal Approach or Common and Systemic Approach
that could be adopted and applied by all or any Community to Global Stakeholder(s)
involved in any aspect of the 2030 Agenda 3P Change and 3P Research, Planning, Statistics
(Planning Side); 3P Implementation (Implementation Side); 3P Monitoring,
Evaluation (Evaluation Side) and 3P Learning, Results, Measuring Success
(Success Side).
Please find link to 3PCM Long Version the
most Advance such One Worldwide Generic Approach available in our World today. http://www.un.org/en/ga/second/70/csocons22oct.pdf
A 3PCM Short Version could be made
available upon request.
2016 Year 1 of Implementation
It
is pertinent to note that the 17 Goals of the SDG are Indivisible; that SDG is
the over-arching Agenda in the 2030 Agenda – AAAA, SDG, COP21, Agenda 21; that
the SDG is All Inclusive, All Embracing and Ambitious Agenda that is yet to
have a Complimentary All Inclusive, All Embracing and Ambitious Approach; that
the 17 Goals of the SDG as One have Multiple Dimensions: Food, Agriculture,
Nutrition; Economic, Financial, Cooperatives; Political, Social, Cultural;
Environment, Climate Change, Energy; Peace, Security, Corruption; Religious,
Moral, Legal; Science, Technology, Innovation etc that need to be
simultaneously tackled within a One Worldwide Generic Approach.
At
the end of 2016 Year 1 of Implementation, Giant Strides have been made in the
15 year journey to SDG by 2030. However much more remain to be done. Community
to Global Stakeholders continued to work HARDer Doing the same old things in
the same old ways and wondering why they are not getting new results. To get
new results Community to Global Stakeholders need to recognize that they have
to work SMARTer Doing new things in new ways and to achieve these, they need to
recognize that fundamental issues that ought to have been settled by end 1st
quarter 2015 are still outstanding by end 4th quarter 2016 and so
every possible effort needs to be made to ensure that these fundamental issues
are settled by end 1st quarter – end 2nd quarter 2017;
coinciding with QCPR 2017 - 2020 Paragraph 19 – see Way Forward on Page 17.
The Fundamental Issues
The
following fundamental issues need to be settled by end 1st quarter
to end 2nd quarter 2017, if required levels of sustainable success are
to be achieved in 2030 Agenda – AAAA, SDG, COP21 etc 14 Years of Implementation
remaining:-
1. Selecting
One Worldwide Generic Approach such
as the type described above.
2. Selecting
Paradigm Shifts that 3P Change would
Drive within 3P Research,
Planning, Statistics (Planning Side); 3P Implementation (Implementation Side);
3P Monitoring, Evaluation (Evaluation Side) and 3P Learning, Results, Measuring
Success (Success Side).
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
collaboration, cooperation, cohesion, coordination, alignment, harmony etc
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.
3. Creating Demand
for 2030 Agenda – AAAA, SDG, COP21, UNSG 21 Point Agenda; Study Reports;
Conferences and Meetings Outcome Documents Action Agenda Items Services as basis for Creating Supply of 2030 Agenda – AAAA,
SDG, COP21, UNSG 21 Point Agenda; Study Reports; Conferences and Meetings
Outcome Documents Action Agenda Items Services.
4. Creating Demand
for 2030 Agenda – AAAA, SDG, COP21, UNSG 21 Point Agenda; Study Reports;
Conferences and Meetings Outcome Documents Action Agenda Items Hard Competences: Learning and Skills
and Soft Competences: Character,
Courage and Mindset as basis for Creating
Supply of 2030 Agenda – AAAA, SDG, COP21, UNSG 21 Point Agenda; Study
Reports; Conferences and Meetings Outcome Documents Action Agenda Items Hard Competences: Learning and Skills
and Soft Competences: Character,
Courage and Mindset.
5. Undertaking
urgent Evaluations
a. 11
year Evaluation of UN DaO (2006 – 2016)
b. 5
year Evaluation of BD, GPEDC and EIP (2011 – 2016)
c.
9 year Evaluation of 2nd UN Decade
for Eradication of Poverty (2008 – 2017)
d. 1
year Evaluation of 2016 Year of Implementation of SDG
e. Select
UNSG Reports; UNDP HDRs; WBG WDRs;
6. Urgent
Conversions into Vision and Words with
Action
a. 2030
Agenda: AAAA, SDG, COP21, Agenda 21
b. HLM2
NOD 2016
c.
QCPR 2017 – 2020
d. 3rd
UN Decade for Eradication of Poverty (2018 – 2027) – New
e. UNSG
Statement at Swearing In Ceremony 12 December 2016 – 21 Point Agenda – New
f. Community and Country Development Plans
aligned and harmonized with (a) – (e). Existing and New
(a) –(f) Design and Delivery of 3P Change and 3P Research, Planning,
Statistics (Planning Side); 3P Implementation (Implementation Side); 3P
Monitoring, Evaluation (Evaluation Side) and 3P Learning, Results, Measuring
Success (Success Side) Interventions (3PIs)
and 3PIs Training as One would be within Productivity and Quality Improvement Programs Phase 1 – Orientation Workshops; Management Surveys; Engineering
Surveys and Financial Surveys and Phase
2 – Pilot Programs and Scale Up Programs.
7. Creating
Master Multi Stakeholder Platforms, MSPs
and MSPs
a. MSPs
that are Communities of Practice, COPs
b. Master
MSPs and MSPs that are High Level Political Forums, HLPFs
8. Creating
Support Mechanisms
a. Complaint
Mechanisms
b. Sanctions
Mechanisms
c.
Reward Mechanisms
9. Creating
Basket of Funds to Finance (1) – (8)
3P: Collaboration, Cooperation, Coherence and
Coordination for Sustainable Development – 3P4CSD
The
Global Food, Fuel and Finance Crises continue to be exacerbated by increasing
Global Poverty, Hunger, Insecurity, Terrorism and Climate Change problems.
These once more underscored the importance of Comprehensive Community to Global
Actions in both North and South Countries that All Inclusive, All Embracing and
Ambitious Global Agenda – AAAA, SDG and COP21, UNSG 21 Point Agenda seek to
Design and Deliver.
The 2030
Agenda National and Global Development challenges cannot be solved by a Single
Ministry, Single Department, Single Agency, Single Bank, Single Institution or
Single Country. These Development Challenges need to be tackled simultaneously
with Diplomacy, Defense, Democracy, Data and Digitization Challenges on the
ground from Community to Global levels and by Multiple Ministries, Departments,
Agencies, Banks, Institutions and Countries focused on specific 2030 Agenda
Themes, Sectors, Services, Issues relevant to specific Community to Regional
location context.
The risk of reversing positive development outcomes is
real for many countries and the potential of socio-economic-political crisis in
many countries, in short to medium term is increasing. All North Countries have
a common interest in all South Countries achieving sustainable and broad-based
development because what happens in the poorest Countries affect what happens
in the Richest Countries and vice versa.
Aid alone cannot address the needs of the developing
world. Policies, Programs and Projects that go “beyond aid” in areas such as
agriculture, trade, debts, climate change, environment, energy, health,
security, corruption, investment, tax, financial, migration, complaints and
sanctions / punishment have a profound impact on the prospects of Developing Countries,
noting that there are Developing Countries in the North.
For
policy makers and decision makers seeking to balance the interest of diverse
Community to Global Stakeholder Groups; the imperative of Policy, Program,
Project: Collaboration, Cooperation, Coherence and Coordination for Sustainable
Development (3P4CSD) may not be obvious. However, Applied History provide
sufficient evidence that in the work towards Managing the Global Economy in the
21st Century, neglecting the Development dimension, including Pro
Poor Economic Growth and Pro Poor Institutional Reforms is short-sighted and
will over time undermine the pursuit of other objectives. In addition,
incoherent and uncoordinated policies, programs and projects are ultimately ineffective
and inefficient, whatever may the short term gains of current priority
objective driving such incoherent and uncoordinated Actions and Activities.
Therefore, there is urgent need for New 3P4CSD Framework that is a key
component for World Sustainable Development: Promotion, Protection, Politics
and Innovation Driving achieving the Global Agenda – AAAA, SDG, COP21, Agenda
21, UNSG 21 Point Agenda in ways that Leave No One Behind by 2030 Target date. Sustainable
Development concerns need to be taken account inter alia in the climate change,
environmental, agricultural, food, nutrition, tax, financial, investment,
trade, debts, corruption, migration, security, energy, science, technology,
management, complaints and sanctions policies, programs and projects
interventions from Community to Global levels.
Furthermore, the Design and Delivery of Actions and Activities for
Accomplishment and Results in the Global Agenda – AAAA, SDG, COP21, Agenda 21,
UNSG 21 Point Agenda aligned and harmonized with Community Development Plans
and Country Development Plans in each of the UN Member States that is
Successful on Sustainable basis, needs to be driven by dialogue and negotiation
with North North, South South and North South Partner Countries, and this calls
for better National and International Collaboration, Cooperation, Coherence and
Co-ordination to help ensure that the benefits of Globalization as Force for
Good and MSPs as Force for Good (MSPs that are Communities of Practice, COPs
and MSPs that are High Level Political Forums, HLPFs) are broadly shared and
this expresses the need to raise public awareness through meaningful and
effective Citizens Engagement of the importance of Sustainable Development in
each Community in each of the UN Member States.
Approaches, Theories, Practices, Instruments –
Improving Strengths and Reducing Weaknesses
The
Global Goals or 2030 Agenda is a Change
Agenda. If the Global Goals are to Deliver Change for Good in ways that Leave No One Behind and achieve All
Goals by 2030 Target date, there is urgent need for National Leaders and World
Leaders on each of the UN Member States and UN System: UNO, WBG and IMF sides
to recognize that huge knowledge,
information and research Gap exist between Promised Change and Delivered Change in the MDG that needs to be filled if the Global Goals
– AAAA, SDG, COP21, UNSG 21 Point Agenda are to be achieved by target date.
Today,
there are a number of theories of change, ranging from path dependence,
advocacy coalition framework, policy learning, policy diffusion, punctuated
equilibrium, institutional change, multi-level governance, policy, program,
project networks, disruptive innovation to the politics of change and reform.
Each of the theories of change has its own strengths and weaknesses and apply
differently across policy, program, project areas and degrees of change.
Methodologically, it is often difficult to determine some points in time (such as
a critical juncture) when change occurs. Similarly, establishing the
preferences and beliefs of Community to Global actors is complicated, as is the
extent of Community to Global policy, program, project learning and the make-up
of Community to Global advocacy coalitions or networks.
Theories
should help us to generalise observations as well as have predictive power.
However, most of the theories existing are better at explaining change in the
past, rather than predicting change in the future based on certain conditions.
It is pertinent to note that ‘change is and always will be initiated from a
variety of different sources and combination of sources’. The initiator of
change is less important than the quality and quantity of the change process as
well as its potential for benchmarking and replication.
The
dynamics of policy, program, project change are rather complex, and thus a
successful policy, program, project change initiative delivering policy,
program, project: research, implementation, evaluation and success
interventions that achieve projected targets on due date often does not take
place. That is why it is essential to understand better the conditions and
factors behind these interactive processes.
It
is pertinent to note that many policy, program, project change attempts fail
because ‘no distinction is made between theories
of change (What causes change) and theories
of changing (HOW to influence those causes)’. This underlines the need to
convert 2030 Agenda Documents as well as Study Reports and Conferences and
Meetings Outcome Documents from current Vision
and Words without Action that answer What questions to Vision and Words with Action that answer What and How questions.
Therefore, it is important to point out that policy, program, project change
goes hand in hand with policy, program, project: research, implementation,
evaluation and success.
Implementation
could be defined as ‘the carrying out of a basic policy, program, project
decision, usually incorporated in a statute but which can also take the form of
important executive orders or court decisions’. A policy, program, project
decision ‘identifies the problem(s) to be addressed, stipulates the
objective(s) to be pursued and structures the implementation process’. However,
Passing policies, programs, projects does not guarantee success on the ground
if policies, programs, projects are not implemented well. It has been shown
that implementation dominates outcomes, and this explains why working HARDer
doing the same old things in the same old ways produce the same result based on
answer to What questions. This underlines urgent need for Member States to
reach General Agreement on Legally
Binding and Voluntary Intended Components of the 2030 Agenda Documents as
well as Study Reports, Conferences and Meetings Outcome Documents aimed at
achieving 2030 Agenda Vision by target date.
It
is CHANGE to working SMARTer doing
new things in new ways with new rules that can produce new Results that help
achieve increasing convergence between 2030 Agenda – AAAA, SDG, COP21, Agenda
21; UNSG 21 Point Agenda aligned and harmonized with Community Development
Plans and Country Development Plans in each of the UN Member States by target
date. This type of CHANGE needs to be Driven by Motion with Movement and Motion
with Meaning from Community to Global levels.
It
is difficult to say which factors or conditions facilitate successful
implementation since so much depends on the political, economic and social
context of specific Community to Regional / Continental Location. Successful
System Reform on each of the UN Member States; UN System: UNO, WBG, IMF and
Partners sides, means that a significant number of powerful Community to Global
actors, are interacting to produce substantial impact. Successful implementation
implies that ‘North and South Agencies comply with the directives of the
statues, North and South Agencies are held accountable for reaching specific
indicators of success, goals of the statute are achieved, local goals are
achieved and there is an improvement in the political climate around the 3P’.
Local capacity and political will in each Community in each of the UN Member
States, matter for Policy, Program,
Project Intervention, 3PI and 3PI
Training as One success on sustainable basis; adequate resources and clear targets
and goals are important too. In addition, the research, implementation,
evaluation and success processes are individually and jointly characterised by
a ‘multi-staged, developmental character’. Even if 3PI or 3PI and 3PI Training
as One implementation appears to be successful, in specific context and time,
there is no guarantee that success will
last without minimum certain measures being institutionalized.
It
is important to realise that there is diversity in Sustainable Development implementation
research and hence academics and researchers should not look for one common
theory. Instead, it should be sufficient to develop partial theories, which mix
and match the most convincing elements of different theories, depending on the Policy,
Program, Project 3P area and context and in ways that continuously improve the
strengths and reduce the weaknesses of the most result oriented Theories.
The
current situation wherein there over 99% of existing and new theories are
essentially built upon fads and buzz
words focused on addressing what questions while avoiding or evading answer
to How questions without substantial differentiation needs to be greatly
discouraged.
If
there is to be increasing convergence in 2030 Agenda: AAAA, SDG, COP21, Agenda
21, UNSG 21 Point Agenda Vision Intention and Reality by target date in each
Community in each of the UN Member States, there is a need to consolidate
existing theories of Change to significantly increase Strength and reduce
Weaknesses and create new theories that effectively fill all identified
knowledge, research and information gaps.
It
should also be recognized that it is not essential for Practice that Works to
have Complimentary Theory of Change before Member States and UN System: UNO, WBG,
IMF and Partners could adopt same. Yet, Theory of Change that has no
corresponding Practice that Works, is essentially not worth the Paper on which
it is written.
Correct:
Diagnosis, Prescription, Surgery and Recovery Management – Community to Global
ISPE/EAG Study finding is that the first 50 years of National and International
Development Cooperation (1960 – 2009) Scorecard was Policy, Program, Project
Implementation: 1/3 Good; 1/3 Flawed and 1/3 Failed and Policy, Program,
Project Evaluation: 1/3 Good; 1/3 Flawed and 1/3 Failed. 8 years into the
second 50 years of National and International Development Cooperation, the
Scorecard remain the same for Policy, Program, Project Implementation and
Policy, Program, Project Evaluation. If this continues till 2030, the Global
Goals will not be achieved.
The
Poor Scorecard largely arises from flaws and failures in Policy, Program,
Project Intervention, 3PI and 3PI Training as One: Diagnosis, Prescription,
Surgery and Recovery Management. A Scorecard of Policy, Program, Project
Implementation: 4/5 Good, 1/10 Flawed and 1/10 Failed or better and Policy,
Program, Project Evaluation: 4/5 Good, 1/10 Flawed and 1/10 Failed or better
could be achieved in 2030 with sustained improvement to 2059 - end of second 50
years of National and International Development Cooperation. Anything less, the
probability is high that 2030 Agenda would not be achieved by target date in
many Countries. Allowed to occur, World Political, Cultural, Economic,
Financial, Social, Environment, Peace, Security, Religious, Moral, Legal and
Technical problems would worsen with ultimate catastrophic consequences for
Citizens in both North and South Countries especially the over 2 billion Poor
Children, Youth, Women, Men and Elders that UN System claim to serve.
Improving
and Organization and Management of Sustainable Development
The
Strategic Management of Complex Change
Processes in 2030 Agenda – AAAA, SDG, COP21, Agenda 21, UNSG 21 Point
Agenda aligned and harmonized with
Community Development Plans and Country Development Plans in each of the UN
Member States; UN System: UNO, WBG and IMF and Partners sides is a Task that MUST be Done, if there is to
be increasing convergence between
2030 Agenda Vision Intention and Reality by target date and in ways that ensure
No One is Left Behind. The fundamental Management issues in Agriculture
Component of 2030 Agenda – AAAA, SDG, COP21, Agenda 21, UNSG 21 Point Agenda
highlighted by FAO in the Paper on this link apply equally to climate change, environmental, food,
nutrition, tax, financial, investment, trade, debts, corruption, migration,
security, energy, science, technology, management, complaints and sanctions /
punishment Components of the 2030 Agenda – AAAA, SDG, COP21, Agenda 21, UNSG 21
Point Agenda.
Improving Multi Stakeholder
Partnerships / Platforms, MSP
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 / punishment
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 Conferences and Meetings Outcome Document including HLM2 NOD,
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 – Agriculture, Power,
Finance etc and Issues – Governance, Leadership, Anti Corruption, Complaints,
Punishment 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 system 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; complaints; regulation and networking etc;
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 effectively and efficiently mobilize National and Global Collective
Action for achieving 2030 Agenda – AAAA, SDG, COP21 etc by target date:-
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 such 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, UNSG 21 Point Agenda aligned and
harmonized with Community and Country Development Plans in each of the UN
Member States How questions and in ways that effectively address fundamental
issues of OH3A2T2LPRS - Ownership, Harmonization,
Alignment, Accountability, Attitude, Transparency, Transformation, Leadership,
Learning, Participation, Results, Success as applicable
to specific component (2030 Agenda in whole or part) of Thematic Interest to
the MSP and specific Location – Community to Global where the MSP operate.
These MSPs need a level of Official
Support from Member States and UN System: UNO, WBG, IMF and they also need Technical Support from Coordinating
Consultants who have minimum certain levels of Hard Competences: Learning and Skills and Soft Competences: Character, Courage and Mindset. The arrangements
that deliver Motion with Movement and
Motion with Meaning in addressing these identified challenges cannot be left to occur on their own but
need to be negotiated, discussed and established and on time.
Implementing Study Reports and Conferences and Meetings
Outcome Documents Recommendations
ISPE/EAG study finding is that flaws and failures implementing Sound
Recommendations set out in Study Reports – including Reports such as World
Development Reports, WDRs’; Human Development Reports, HDRs; Parliamentary
Committee Reports; Regulatory Agency Reports and Conferences and Meetings
Outcome Documents such as HLM2 NOD arise from the following Root Problems:-
1. Lack of One Worldwide Common and Systemic Generic Approach to National and
International Development Cooperation as well as National and International
Security Strategy.
2. Lack of National and International Development Cooperation Stakeholder Groups
- Master Multi Stakeholder Platforms, Master MSPs and MSPs that effectively
Link Decision Makers and Managers on UN Members States; UN System – UNO, WBG,
IMF and CSOs/NGOs from Community to Global levels
3. Lack of Movement for Positive Development Change Driving Sub-national,
National and Global Collective ACTION that effectively link each Community in
each of the UN Member States with UNO Headquarters New York, WBG Headquarters
Washington, IMF Headquarters Washington, FAO/IFAD Headquarters Rome and ILO
Headquarters Rome.
4. Lack of adequate National and International Development Cooperation Statutory Regulatory
Agencies at National, Regional and Global levels.
5. Lack of bringing to bear Whole of Community / Society / Bank / Institution
/ Government / Country Thinking
towards the Sustainable Solutions to Whole of Community / Society / Bank / Institution
/ Government / Country problems.
Technical Support: Internal Consultants and
External Consultants Institutional Framework – Community to Global
UNDESA
has been saddled with responsibility to Re-engineer itself to better deliver
its work in the areas identified in the Introduction. It is clear that full
delivery on this responsibility is one of the Master Keys for achieving 2030
Agenda by target date. However, UNDESA delivery needs to be integral part on
entire UN System: UNO, WBG, IMF Delivery as One.
It
is clear that the entire UN System: UNO, WBG, IMF Entities need the Technical
Support of Internal Consultants and External Consultants with minimum certain
levels of Hard Competences: Learning and Skills and Soft Competences:
Character, Courage, Discipline and Mindset if all Action Agenda Items in 2030
Agenda – AAAA, SDG, COP21, Agenda 21, UNSG 21 Point Agenda aligned and
harmonized with Community Development Plans and Country Development Plans in
each of the UN Member States Targets are to be achieved by 2030 and in ways
that ensure No One is Left behind.
The
bright prospects of success in the
work towards achieving 2030 Agenda by target date, greatly depends on speedy
establishment of Community to Global
Internal Consultants and External Consultants Institutional Framework with a
level of Official Support from Member States and the UN System: UNO, WBG,
IMF.
Changing from Grant Model and Arithmetic Model to Business and
Geometric Model
Much
of current Sustainable Development Policy, Program, Project Interventions are
delivered using Grant Model that is
consumption and Arithmetic Model, thus leaving many Communities in many
Countries un-served. If there is to be increasing convergence between 2030
Agenda: AAAA, SDG, COP21, Agenda 21, UNSG 21 Point Agenda Intention and Reality
by target date in each Community in each of the UN Member States, there is a
need to Change to Business Model that is
Investment and Geometric Model that ensure No One is Left Behind in each of
the UN Member States in delivery on 2030 Agenda Worldwide by target date.
It
is pertinent to note that 2030 Agenda: AAAA, SDG, COP21, Agenda 21, UNSG 21
Point Agenda is intended to progress in
Geometric Proportions to achieve all Action Agenda Item Goals by target
date but in reality the 2030 Agenda, like past similar Agenda is progressing in
Arithmetic Proportions, due to numerous Development Impact Challenges
identified in this Paper. Practical options for tackling Development Impact
Challenges on the ground from Community to Global levels for Sustainable
Success by target date needs to Progress in Geometric Proportions built upon Business
Model. Achieving Progress in Geometric Proportions in every Sector, Service,
Issue in the National Economy of each of the UN Member States will start with building Critical Mass (Catalyze) in
Priority Sectors, Services, Issues of the National Economy in each specific
North or South Country.
This
is essentially Issue of Continuously
Improving Central Coordination in the Research, Implementation, Evaluation
and Success sides of National Reform Program inclusive of National Productivity
and Quality Improvement Program and National Re-engineering Program aligned and
harmonized with 2030 Agenda and UNSG 21 Point Agenda in each of the UN Member
States within Business Model and Geometric Model.
NEHAP Model
The
New Hunger and Poverty, NEHAP Model
Operationalize in Practice Business Model and Geometric Model to Meaningfully Drive
Primary Revolutions: Agriculture
Revolution, Government Revolution, Enterprise Revolution, Applied Research
Revolution, Attitudinal and Behavioural Change Revolution, Data Revolution,
Digitization Revolution and Secondary
Revolutions: Education Revolution, Health Revolution, Water Revolution,
Management Revolution, Environment Revolution, Climate Change Revolution,
Energy Revolution, Anti Corruption Revolution etc as practical option for
Driving 2030 Agenda Policy, Program, Project 3P Change and 3P Research, 3P
Implementation, 3P Evaluation and 3P Success that effectively address the
unique and specific needs of each Community in each of the UN Member States and
in ways that ensure No One is Left Behind and 2030 Agenda is achieved by target
date.
As
the livelihood of 2/3 of the World Poor
depend on Agriculture, if the SDG 17 Goals as One, especially Ending Hunger
and Poverty, are to be achieved by 2030 Target, then fundamental issues of Food,
Agriculture, Nutrition, Health, Wellbeing and Lifestyle, FAN-HWL as One need to
be addressed and this calls for Integrated Primary and Secondary Revolutions
described above whose Design and Delivery is underlined by Continuously
Improving Agriculture Value Chain Development and International Division of
Labour that cover all Agriculture: Crops, Livestock, Forestry, Fisheries and
Aquaculture – Pre Harvest, Harvest and Post Harvest Processes from Community to
Global levels.
To
get these Interventions up and running and in ways that effectively lift the
over 2 billion poor Children, Youth, Women, Men and Elders in both North
Countries and South Countries out of Poverty, without sliding back, National
Leaders and World Leaders in each of the 6 Stakeholders Blocks – Member States;
UN System: UNO, WBG, IMF; CSOs/NGOs; Private Sector; Academics and Researchers;
Internal Consultants and External Consultants need to Jointly consider
effective ways and means of correcting flaws and failures in Community to Global:
Development, Diplomacy, Defence, Democracy, Data and Digitization Systems
through appropriate Sustainable Solutions: Political, Cultural, Economic,
Financial, Social, Environment, Peace, Security, Religious, Moral, Legal and
Technical.
In
designing the Vehicles and Institutional Arrangements for these Sustainable
Solutions, National Leaders and World Leaders in each of the 6 Stakeholder
Blocks need to jointly recognize that Technical and other Solutions without
Political Solutions are meaningless and Political Solutions will always attract
Complimentary Technical and other Solutions, therefore Getting the Political
Vision Right is a necessary condition for getting the Economic and related
Visions Right and this is the Beauty of the NEHAP Model.
MOVING FORWARD
Paragraph
19 of QCPR 2017 – 2020 states: Requests the Secretary-General, in consultation
with the entities of the United Nations development system, to carry out by June 2017 a system-wide outline
of present functions, as defined in their strategic plans and similar planning
documents, and existing capacities of all United Nations entities carrying out
operational activities for development in support of the implementation of the
2030 Agenda for Sustainable Development, with a view to identifying gaps and overlaps in coverage and providing recommendations for addressing them, identifying comparative advantages and improving the inter-agency
approach, in accordance with their respective mandates. Can the UNSG
deliver on this request by target date without the Member States and UN System:
UNO, WBG, IMF Leadership meaningfully addressing all points made in this Paper?
Do National Leaders, World Leaders, UNDESA, ECOSOC, HLPF,
EOSG, OPGA, UNSC, UNGA and Partners recognize that correct answer to all AAAA,
SDG, COP21, ECOSOC Outcome, HLPF Outcome, HLM2 NOD, Agenda 21, UNSG 21 Point
Agenda, FAO Conference on Hunger and Poverty Action Plan etc HOW questions lie
in the DOING? If yes, then these National and World Leaders need to consider
without further delay:-
1. Appointing Reform Adviser and Global Coordinating External Consultant on
AAAA, SDG, COP21, Agenda 21, UNSG 21 Point Agenda; Study Reports; Conferences
and Meetings Outcome Document Policy, Program, Project Coherence, Coordination,
Collaboration and Cooperation for Sustainable Development, 3P4CSD to UNGA,
UNSC, OPGA, EOSG, ECOSOC, HLPF etc.
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, Agenda 21, UNSG 21 Point Agenda; Study Reports;
Conferences and Meetings Outcome Document Policy Coherence, Coordination,
Collaboration and Cooperation for Sustainable Development, P4CSD to UNGA, UNSC,
OPGA, EOSG, ECOSOC, HLPF etc.
3. Selecting One Worldwide Generic Approach for 2030 Agenda Design and
Delivery.
4. Establishing Mater Multi Stakeholder Platform, Master
MSP and MSPs that are High Level Political Forums, HLPFs with a level of
Official Support from Member States and UN System: UNO, WBG, IMF for each
Action Agenda item Community to Global, CtG
5. Establishing MSPs that are Multidisciplinary Professionals Community of Practice,
COPs on Poverty Elimination and Environmental Sustainability with a level of
Official Support from Member States and UN System: UNO, WBG, IMF as CtG
Internal Consultants and External Consultants Platform for all existing and new
Disciplines relevant to achieving Global Goals – AAAA, SDG, COP21, Agenda 21,
UNSG 21 Point Agenda aligned and harmonized with Community Development Plans
and Country Development Plans in each of the UN Member States.
6. Addressing issues of Intra and Inter CtG Stakeholders: Values, Trust, Silos,
Honesty, Thinking, Solidarity, Attitude, Behaviour, Culture, Discipline, Communication
etc
7. Connecting each Community in each Local Government in each of the 193/306
Member States to UN Headquarters New York; WBG headquarters Washington; IMF
Headquarters Washington; FAO Headquarters Rome and ILO Headquarters Rome.
8. Establishing CtG Mechanism for Correct Diagnosis, Prescription, Surgery and
Recovery Management within each 2030 Agenda Action Agenda Item.
9. Establishing CtG Policy, Program, Project Interventions, 3PIs and 3PIs Training
as One for each 2030 Agenda Action Agenda Item.
10. Establishing CtG Mechanism for Ownership, Harmony, Alignment,
Accountability, Transparency, Transformation, Leadership, Learning, Participation,
Results, Success OH2A2T2LPRS for each 2030 Agenda Action Agenda Item.
11.Establishing CtG Mechanism for Policy, Program, Project Collaboration, Cooperation,
Cohesion and Coordination for Sustainable Development, 3P4CSD for each 2030
Agenda Action Agenda Item.
12. Establishing CtG Mechanism for Master Collaborative Research Support
Program, CRSP for each Action Agenda Item in Global Goals – AAAA, SDG, COP21
and Agenda 21 aligned and harmonized with Community Development Plans and
Country Development Plans in each of the UN Member States for each 2030 Agenda
Action Agenda Item.
13.Establishing CtG Mechanism for Master Collaborative Implementation
Support Program, CISP for each Action Agenda Item in Global Goals – AAAA, SDG,
COP21 and Agenda 21 aligned and harmonized with Community Development Plans and
Country Development Plans in each of the UN Member States for each 2030 Agenda
Action Agenda Item.
14.Establishing CtG Mechanism for Master Collaborative Evaluation Support
Program, CESP for each Action Agenda Item in Global Goals – AAAA, SDG, COP21
and Agenda 21 aligned and harmonized with Community Development Plans and
Country Development Plans in each of the UN Member States for each 2030 Agenda
Action Agenda Item.
15.Establishing CtG Mechanism for Master Collaborative Success Support
Program, CSSP for each Action Agenda Item in Global Goals – AAAA, SDG, COP21
and Agenda 21 aligned and harmonized with Community Development Plans and
Country Development Plans in each of the UN Member States for each 2030 Agenda
Action Agenda Item.
16.Establishing CtG Mechanism for Master Collaborative Complaints Support
Program, CCSP for each Action Agenda Item in Global Goals – AAAA, SDG, COP21
and Agenda 21 aligned and harmonized with Community Development Plans and
Country Development Plans in each of the UN Member States for each 2030 Agenda
Action Agenda Item.
17.Establishing CtG Mechanism for Master Collaborative Punishment Support
Program, CPSP for each Action Agenda Item in Global Goals – AAAA, SDG, COP21
and Agenda 21 aligned and harmonized with Community Development Plans and
Country Development Plans in each of the UN Member States for each 2030 Agenda
Action Agenda Item.
It will be uphill task achieving
increasing convergence between UNSDS 2015, ECOSOC Outcome, UN Retreat on MSP
Outcome, HLPF Outcome, HLM2 NOD, AAAA, SDG, COP21, Agenda 21, UNSG 21 Point Agenda,
FAO Conference on Hunger and Poverty etc Vision Intention and Reality, if
points made in this Paper are not negotiated, discussed and established by
Member States on time. If these Visions are not achieved by 2030 Target date,
the ultimate consequences for our Fragile Planet could be catastrophic.
Brexit underline urgent need for each
Global, Regional and National Institution to reflect on its current approach
and consider adopting new rules, new thinking, new partnerships, 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 Advocacy - Development
Training; Development Research; Development Communication; Citizen Engagement;
Risk Management; Community Service etc (the type required to achieve 2030
Agenda ambitions): Advisory, Management and Financial Technical Support to be
provided for Community to Global Stakeholders in 6 Blocks – UN Member States;
UN System: UNO, WBG, IMF; CSOs/NGOs’; Private Sector; Academics and Researchers
and Internal Consultants and External Consultants, if 2030 Agenda Vision
Ambitions are to be achieved by target date.
Conclusion
This Paper has sought to sensitize World
Leaders and National Leaders on UN Member States; UN System: UNO, WBG, IMF and
CSOs/NGOs; Private Sector, Academics and Researchers and Internal and External
Consultants sides on the urgent need to find clear and correct answer to the
following question: how can we explain 3P Change and 3P Research, Planning,
Statistics (Planning Side); 3P Implementation (Implementation Side); 3P
Monitoring, Evaluation (Evaluation Side) and 3P Learning, Results, Measuring
Success (Success Side)? To do so, it has identified above 9 Fundamental Issues
(Page 6-7) and 17 DOING of How Action Agenda Items (Page 16–18) that need to be
urgently addresses.
We urge World Leaders and National Leaders
to recognize that these fundamental issues are problem not just on South
Countries side but also on North Countries and UN System: UNO, WBG, IMF and
Partners sides. To seek to achieve the
2030 Agenda without first addressing these fundamental issues is to attempt to
build something or nothing or build skyscraper on weak foundation.
These are indeed trying times. The fundamental issues highlighted in the
Paper need to be effectively addressed if sustainable solutions are to be found
to War on Hunger, War on Poverty and War
on Terror in Nigeria, Africa, UK, Europe, US and rest of the World.
There is no single Individual,
Institution or Government anywhere in our World today that has all of the answers to all of the problems
facing any specific Institution, Government or Country. The past and current
option of deploying Multiple Approaches on the grounds of diversity and unknowingly
misapplying No One Cap fit All is clearly not working. This underlines need for
National Leaders and World Leaders on each of the UN Member States; UN System:
UNO, WBG, IMF; CSOs/NGOs; Private Sector; Academics and Researchers; Internal
Consultants and External Consultants sides to pick up the gauntlet and grapple with the Intellectual Challenge of
coming up with an alternative option for deploying a Standardized and Universal Approach that respects Community to Global
Diversity and is Not a One Cap Fit All that is clearly working.
The 3PCM Approach that has
been described in this Paper is an Advance such alternative option available to
National Leaders and World Leaders in our World today. Should National Leaders
and World Leaders in the 6 Blocks of Stakeholders Individually and Collectively
recognize that our World needs a Global Rescue Mission if our Fragile Planet is
not to be destroyed; that without taking urgent Action the probability of
reaching irreversibility point on current MADning (Mutually Assured
Destruction) Road to DOOM in which our World is accelerating is very high and
that adopting 3PCM Approach towards research, implementation, evaluation and
success of 2030 Agenda: AAAA, SDG, COP21, Agenda 21, UNSG 21 Point Agenda
aligned and harmonized with Community Development Plans and Country Development
Plans in each of the UN Member States could ensure our World Change to
accelerating on MAPing (Mutually Assured Prosperity) Road to BOOM – a necessary
condition for achieving 2030 Agenda by target date and in ways that ensure No
One is Left Behind, then One Day delay in adopting 3PCM Approach and other good
ideas and pertinent suggestions set out in this Paper could be One Day too
late.
There are bright prospects of success, if the right thing is done and on
time.
Contact:
Lanre Rotimi
Director General,
International Society for Poverty
Elimination / Economic Alliance Group,
Akure – Nigeria, West Africa.
Email: nehap.initiative@yahoo.co.uk
M: +234-8162469805
