ISPE EAG
INTERATIONAL
SOCIETY FOR POVERTY ELIMINATION ECONOMIC
ALLIANCE GROUP
Food
Brexit, Environment Brexit,, Urban Cities Brexit, Rural Communities Brexit and
related Brexits: Tackling Implementation and Evaluation Challenges – Thoughts
on Priorities and Direction Moving Forward to Stronger UK, Stronger Ireland,
Stronger, Stronger Russia, Europe; Stronger Nigeria, Stronger Brazil, Stronger
Canada, Stronger USA, Stronger China and Stronger World
Foreword
The 2030
Transformation Agenda: AAAA, SDG, COP 21, Agenda 21, that is essentially
collapsed into the indivisible 17 Goals of the SDG and applicable to all North
and South Countries in our World today, is an All Inclusive, All Embracing and
Ambitious Agenda presenting a Global Framework that could help each North and
South Country in our World today in the great task of design and delivery of
New National Development Vision and New International Development Vision that
collectively help achieve successful World Sustainable Development that Leave
No One Behind by 2030 Target date.
In
compliance with Paragraph 19 of QCPR 2016, the UN Secretary General on 30 June
2017 released the above UNSG Report on Repositioning the UN Development System
to deliver on the 2030 Agenda – Ensuring Better Future for All1. The
Report essentially calls for “Rethinking Development
Finance; Rethinking Global Economy; Rethinking Evaluation;
Rethinking Development, Diplomacy, Defence,
Democracy, Data and Digitization; Rethinking Cooperatives; Rethinking Communication and Rethinking Multi
Stakeholder Partnerships / Platforms, MSPs and Lobbying as Force for Good as
Foundation for Achieving increasing Convergence between 2030 Transformation
Agenda – AAAA, SDG, COP21, Agenda 21 Vision Intention ad Reality in each
Community in each of 306/193 UN Member States by Target Date”2.
1.
UNSG
Report on Repositioning the UNDS, July 2017
2.
ISPE/EAG
Blog Article on Rethinkings for Achieving 2030 Transformation Agenda
The Report provide stronger evidence
supporting validity of many of our Organization’s Study Findings including -
that there is disconnect between Communities in North and South Countries UN
System: UNO, WBG, IMF Entities Headquarters; that many UN System: UNO, WBG, IMF
Entities –Policy, Program, Project Interventions are discussed and implemented
at Headquarters and Regional Offices, discussed without implementation at
Country Offices and not discussed and not implemented at Sub-national Offices
and Beneficiary Community levels; that many UN Member States are looking up to
the UN System: UNO, WBG, IMF Entities for support in aligning and harmonizing
2030 Transformation Agenda: AAAA, SDG, COP21 and Agenda 21 to their respective
Country Development Plans and Community Development Plans but these UN System
Entities themselves need help before they can be in a position to help UN
Member States Entities; that UNDESA has been saddled with responsibility to
Re-engineer itself to enable UNDESA deliver on its responsibility in the 2030
Transformation Agenda but UNDESA cannot on its own Re-engineer itself as UNDESA
needs help if it is to design and deliver UNDESA Re-engineering Program /
UNDESA Productivity and Quality Improvement Program that can succeed on
sustainable basis. This also holds true for all remaining UN System: UNO, WBG
and IMF Entities; that it is not helpful to use UNO interchangeable with UN System.
UNO is an Organization that itself is a Member of a Much Bigger Organization
the UN System: UNO, WBG, IMF; that without knowing why UNO DaO (Delivery as
One) that is over 10 years had flaws and failures, relevant authorities on UN
Member States and UN System sides will not know how to design and deliver UN
System: UNO, WBG, IMF DaO that will be successful on sustainable basis and that
meaningfully addressing these and related points greatly depends on finding
clear and correct answers to 2030 Transformation Agenda: AAAA, SDG, COP21,
Agenda 21 How questions, noting that 2030 Transformation Agenda What questions
are over-answered producing Study Reports, Consultation Reports, Conferences
and Meetings Outcome Documents that are Vision and Words without Action while
2030 Transformation Agenda How questions that are avoided or evaded in the past
and up till now, are needed to produce Study Reports, Consultation Reports,
Conferences and meetings Outcome Documents that are Vision and Words with
ACTION.
The Report identifies Leadership and
Accountability as Major Issues. However, on Accountability; as long as
concerned National Leaders and Global Leaders on UN Member States: Governments,
Parliaments, Judiciary; UN System: UNO, WBG, IMF; CSOs/NGOs; Academic Institutions/
Traditional Institutions/ Religious Organizations; Private Sector: Micro,
Small, Medium, Large, Multinational Enterprises; Media: Radio, TV, Print,
Online sides supported by Internal Consultants and External Consultants with
minimum certain levels of Hard Competences: Learning and Skills and Soft
Competencies: Character, Courage and Mindset do not know why Paris Declaration,
PD (2005) and Bussan Declaration (2011) had flaws and failures; they will not
know how to design and deliver 2030 Agenda: AAAA, SDG, OP21, Agenda 21
Accountability Framework that will succeed on sustainable basis in all 306/193
UN Member States; UN System: UNO, WBG, IMF Entities and Partners sides.
And on Leadership, there is a need for UN
Secretary General, UNSG; UN Chief Executives Board, UNCEB; UN Security Council,
UNSC and UN General Assembly, UNGA and its Committees and ECOSOC as well as UN
Member States Governments, Parliaments and Judiciary and their Partners to
jointly recognize that whether work towards achieving increasing convergence
between 2030 Agenda: AAAA, SDG, COP21, Agenda 21 Vision Intention and Reality
at each Community, Sub-national, National, Sub-regional (Sub-Continental);
Regional (Continental) and Global - CSnNSrRG levels will Sail or Sink; Succeed
or Fail greatly depends on Leadership at each CSnNSrRG level and that
domiciling the New Resident Coordinator Concept in UNDP suggest that lessons
learning has progressed at the same pace as lessons forgetting, therefore
mistakes of Resident Coordinator Concept in more than 10 years of UN
Organization Delivery as One, UNO DaO, coinciding with later years of
implementing and evaluating MDG and over 18 months of implementing and
evaluating SDG would be reoccurring decimals in the remaining less than 13
years of implementing and evaluation SDG, unless corrective measures are taken
and on time.
There is need to recognize that using UNO
and UN Development System, UNDS interchangeably in unhelpful if not erroneous. The
UN Development System or UN System comprises of UNO as well as WBG and IMF.
Therefore the Report ought to have covered UNDS that is inclusive of UNO, WBG
and IMF DaO and the Report needs to do more if all Information, Research and
Knowledge Gaps are to be correctly identified and correctly filled in each
specific Community, Sub-national, National, Sub-regional, Regional Location
context.
This
present challenge of managing the huge and complex structural and policy
changes in each UN Member State Governments, Parliaments and Judiciary; in each
UN System: UNO, WBG, IMF Entities and their Partners sides at each specific
Community, Sub-national, National, Sub-regional (Sub-continental), Regional
(Continental) and Global level; within One Worldwide Approach3 that
is not a One Cap Fit All such as 3PCM - a Generic Approach that
could be adapted to suit the unique needs and specific peculiarities of each
Community to Global location context.
---------------------------------------------------------------------------------------------------------------------
3. 3PCM
Long Version. A short Version is available upon request
3PCM 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).
This Paper is our Organization’s
contribution towards helping to fill identified Information, Research and
Knowledge Gaps in the UNSG Report thus converting it to Vision and Words with
Action promoting and protecting Motion with Movement and Meaning necessary to
support all CSnNSrRG Stakeholders on UN Member States; UN System: UNO, WBG,
IMF; CSOs/NGOs; Businesses: Micro, Small, Medium, Large, Multinational
Enterprises; Academics and Researchers; Agro Producers, Agro Processors and
Agro Suppliers; Internal Consultants, External Consultants; Traditional Rulers,
Religious Leaders; Media: Print, Radio, TV, Online Leaders in the work towards
achieving increasing convergence between 2030 Transformation Agenda: AAAA, SDG,
COP21, Agenda 21 Vision Intention and Reality in each specific CSnNSrRG context
and in ways that Leave No One Behind by 2030 Target date.
Berxit
and 8 June 2017 UK Elections
UK Voters have spoken on 8 June 2017.
Theresa May has emerged Prime Minister with a hung Parliament that now has the
huge responsibility of correctly interpreting what the UK Voters have said and
in ways that help achieve stronger UK, stronger Europe and stronger World.
This calls for structural and policy
changes at community, sub-national, national, sub-regional, regional and global
levels that meaningfully promote and protect the common interest and common
future of UK, Ireland, Germany, France, Russia, Europe; Nigeria, Africa;
Brazil, China, Canada, USA and rest of the World. The required structural and
policy changes need to meaningfully address full implementation with effective
monitoring and evaluation of the implementation of conclusions and
recommendations in the Experts Group Meeting, EGM on Strategies to Achieve
Sustainable Development for All, UN Headquarters, May 2017 Report 4
-------------------------------------------------------------------------------------------------------------------------
4.
EGM May 2017 Report
and the UK Parliament Environmental
Audit Committee, EAC April 2017 Report on Sustainable Development Goals in the
UK5 and in ways that meaningfully mobilize Internal Publics and
External Publics in the UN System: UNO, WBG and IMF to jointly find correct
answers to Structural and Policy Changes real and complex correct diagnosis,
correct prescription, correct surgery and correct recovery management How
questions in each specific Community, Sub-national, National, Sub-regional,
Regional and Global location context in each of the 306/193 UN Member States.
For the UK, we noted in earlier Paper
that this underlines urgent need for the UK Government and UK Parliament to
jointly with their Partners - other State Actors (Government Agencies and
Entities) and Non State Actors (Civil Society, Business and General Public) and
International Institutions (UN System: UNO, WBG and IMF Entities and
Commonwealth System Entities within and beyond the UK on Rethinking UK National
Development Vision interlinked, interconnected and interdependent with Rethinking
UK International Development Vision. The New Government needs to brace up as it
meaningfully addresses these fundamental issues.
It is pertinent to note that Brexit
will affect all aspects of UK life; that the UK is now in the 2nd of
6 quarters of Brexit Negotiation Process, yet the outlook remain cloudy and
that the UK Governments, UK Parliament; UK Business: Micro, Small, Medium,
Large and Multinational Enterprises and UK Citizens in Urban Cities and Rural
Communities need to jointly address Food Brexit, Environment Brexit, Urban
Cities Brexit, Rural Communities Brexit and related Brexit in both their New UK
National Development Vision and New UK International Development Vision
components and that the UK cannot do this on its own but needs to work with Non
UK State Actors and Non UK Non State Actors to work out Common Agreement in
Negotiations with both EU and European Partners and Non EU and Non European
Partners and in ways that more effectively and more efficiently promote and
protect Stronger UK, Stronger EU, Stronger Europe; Stronger Africa, Stronger
Asia, Stronger Americas and Stronger World. This underlines urgent need for UK Parliament
Committees to Hit the Ground Running as soon as they are inaugurated.
Food Brexit
A recently released Brexit Briefing Report titled “A Food Brexit: Time
to Get Real6 has identified Information, Research and Knowledge Gaps
--------------------------------------------------------------------------------------------------------------------------
5.
UK Parliament EAC Report
on SDG in the UK
6. Tim Lang, Erik
Millstone & Terry Marsden July 2017; A Food Brexit: time to get real
that need to be urgently filled if Food Brexit Ordered Change is to help
achieve Stronger UK, Stronger Europe and Stronger World. The Report warned that
chaos and disaster in the UK lie ahead should disordered change in UK Food
System arising from Mismanaged or Unmanaged Food Brexit be allowed to occur in
reality by UK Government, UK Parliament and UK Citizens Individual and Joint
Acts of omission and or commission.
It is pertinent to note that Mismanaged or Unmanaged Huge and Complex
Change Processes in Food Brexit, Environment Brexit, Urban Cities Brexit, Rural
Communities Brexit and related Brexits could or would unleash chaos and
disaster not only in the UK and Europe but also in their Partner Countries that
is, all remaining Countries and Continents across our World today.
The Key Food Brexit issues identified in the Report include:-
1.
Era of cheap food including high wastes; obesity from over consumption
and hunger from under consumption due to manipulation and exploitation of
Farmers in UK and more so in Africa and other Developing Countries is over.
2.
A New Era of cheap food including healthy diet, environmental
sustainability, good corporate responsibility, low waste, waste to wealth and
food for all in both North and South Countries, especially the over 2 billion
poor children, youth, women, men and elders, should emerge if sustainable
solutions are to be found to all real and complex Food Brexit and related
Brexits problems on the ground in UK, Europe and World, full implemented with
effective monitoring and evaluation of this implementation at each specific
CSnNSrRG level context.
3.
Era of Appalling Agriculture Subsidy wherein Cows are allocated US$2 per
Day and over 2 Billion People live on less that US$ 2 per Day is over. Agro
Producers in both North and South Countries need Support within Business Model
that is investment, sustainable and economically viable not Subsidy within Grant
Model that is consumption, expenditure, unsustainable and economically
unviable.
4.
A New Era of National and International Division of Labor to more
effectively and more efficiently strengthen UK, EU, Europe; Africa, Americas,
Asia Sustainable Agriculture Value Chain Development that Works should emerge
if sustainable solutions are to be found to all real and complex Food Brexit
and related Brexits problems on the ground in UK, Europe and World, full
implemented with effective monitoring and evaluation of this implementation at
each specific CSnNSrRG level context.
5.
Hard Brexit, Soft Brexit, No Deal
Outcomes that excludes Food Brexit would ultimately deliver chaos and disaster,
should UK and EU continue to face current direction and adopt current
priorities.
6.
Alternative to Brexit that ultimately deliver Stronger UK, Stronger EU,
Stronger Europe, Stronger Africa, Stronger Americas, Stronger Asia and Stronger
World is urgently needed if our World is to change from accelerating on MADning
(Mutually Assured Destruction) Road to DOOM and start accelerating on MAPing
(Mutually Assured Prosperity) Road to BOOM.
Alternative Brexit, Public
Sector Management, PSM and World Sustainable Development
The design and deliver of Alternative to Brexit that work to better
promote and protect World Sustainable Development needs to start from clearly
identifying all Brexit root cause or primary cause real and complex problems on
the ground in each of the 28 EU Countries and EU Region. Such identification
need to focus on:-
1.
Single Currency 18 European Countries
2.
Single Market 28 European Countries, less 1 if or when the UK Finally
Exit
3.
Single Customs 28 European Countries, less 1 if or when the UK Finally
Exit
4.
Single Region 51 European Countries, including 1 Arab Country on
European Land
through correct diagnosis, finding sustainable solutions, fully
implementing identified sustainable solutions with effective monitoring and
evaluation of this implementation through correct prescription, correct surgery
and correct recovery management. This underlines need for effective Post
Conflict and Peace Public Sector Management for World Sustainable Development
whose design and delivery is built upon One Worldwide Approach such as 3PCM and
recognizes:
1.
Food Security, Nutrition Security and Sustainable Agriculture as One
Dimension of 2030 Agenda: AAAA, SDG, COP21, Agenda 21 as components of
indivisible SDG being the overarching 2030 Transformation Agenda that applies
to all North and South Countries in our World today.
2.
Need for:-
a)
Powerful North and South Countries: Governments Leaders, Parliament
Leaders, Judiciary Leaders, Non State Actors Leaders as Co Chief Champions of
National and Global Collective Action for World Sustainable Development through
New Political, Cultural, Economic, Financial, Social, Environmental, Peace,
Security, Religious, Moral, Cooperatives, Communication, Governance, Accountability,
Legal, Technical Order at each specific CSnNSrRG level.
b)
Non State Actors Activists and Organizers as Mobilizers of the National
and Global Collective Action Multi Stakeholders Partnerships / Platforms that
Work at each specific CSnNSrRG level.
c)
Powerful Religious Organizations Leaders as Drivers of Values Reorientation;
Changing Attitude and Behavior at Scale at each specific CSnNSrRG level.
Post Conflict and Peace PSM7
Pillars for Both North and South Countries
1.
Rebuilding Trust in Government Institutions: A Key Challenge in Post Conflict
and Peace Reconstruction. Note that all Countries have been in Conflict at one
time or the other and so Post Conflict is used in a broader sense and affect
all North and South Countries.
-------------------------------------------------------------------------------------------------------------------------
7.
WPSR 2010
2.
Post Conflict and Peace Reconstruction: A Complex Task requiring
Effective Leadership.
3.
Effective Leadership: A Key Challenge in Building Institutions.
4.
Building Institutions: A Complex Task requiring Good Governance, Value
Reorientation, Changing Attitude and Behavior at Scale and Effective Civil
Service and Public Service.
5.
Effective Civil Service and Public Service: A Key Challenge Integral to
the Political, Cultural, Economic, Financial, Social, Environmental, Peace,
Security, Religious, Moral, Cooperatives, Communication, Governance,
Accountability and Judicial life of every Country – North or South in our World
today.
6.
Citizens Engagement in Post Conflict and Peace Reconstruction: An Essential
Ingredient in Sustainable National and International Cooperation.
7.
Citizens Centric Service Delivery in Post Conflict and Peace Situations.
The reason d’être of Public Administration in every Country – North or South in
our World today.
Good Governance requires clear Goals and robust performance measures which
are transparent and more importantly outcome based.
How can National and International Stakeholders in each UN Member State
take proper account of all the different issues that matter to Citizens in
Food, Agriculture and Nutrition Policy Making? This is the main question the
Food Brexit Report seek to answer. The Report has done well on the What
component. Results can only come on successful and sustainable basis when the
How component answers are provided. Post Conflict and Peace PSM for World
Sustainable Development is One of the Master Keys for finding these all
important How component answers.
This is a Key moment when the Public in Powerful North and South
Countries, leading the Public in all remaining North and South Countries should
ensure that Food, Agriculture and Nutrition Policy Choices are taken in an open
and accountable manner. It is getting clearer that continuing to leave them
fragmented, unspoken and unexplained would be one way ticket to disaster,
especially when not if irreversibility point is reached on MADning Road to DOOM
should National Leaders and Global Leaders turn blind eye to the evidence and
keep working HARDer doing the same old things in the same old ways and
wondering why they keep getting the same old Results rather than working SMARTer DOING New things in New Ways to get
New results.
Building and Sustaining
Popular CSnNSrRG Movements for Brexit, PSM and World Sustainable Development
that Work
1.
Skillful Legislative Tacticians in UK Parliament required to do the ground
work in Commons and Lords; generate petitions to Parliament and Mobilize significant
help in UK Government Agencies and UK Parliament Committees as well as in
Governments and Parliaments in Europe and remaining 4 Continents to create HUGE
Popular Movement relentlessly creating Pressures outside Walls of Parliaments
in each UN Member State.
2.
National
and Global Network of Volunteers in each Stakeholder Block – UN Member States: Governments,
Parliaments, Judiciary; UN System: UNO, WBG, IMF; CSOs/NGOs; Farm: Micro,
Small, Medium, Large, Multinational Enterprises; Processor: Micro, Small,
Medium, Large, Multinational Enterprises, Academics and Researchers; Internal Consultants
and External Consultants etc collaborating within CSnNSrRG Multi Stakeholder
Platforms / Partnerships that Work.
3.
Just
as British Army humiliating defeat quashing slave revolt in St Dominigue
(Haiti) sent shock waves throughout the British Establishment and indirectly
strengthened the forces in UK Parliament that voted to abolish slave trade in
1807, the realities of Hard Brexit, Soft Brexit or No Brexit as they unfold in
ongoing Negotiation Process now in 2nd of 6 quarters, with so many
preliminary issues yet to be attended to, shock waves would be sent throughout
the UK Establishment, remaining 27 EU Countries Establishment and EU Establishment and indirectly strengthen
forces (if they are organized, disciplined and oriented to be MOVNG FORCCE
Driving Transformation of Society in UK, EU and World) within (1) and (2) that
Work Together for Stronger UK, Stronger Europe and Stronger World. This needs
Strategic Management of Huge and Complex Change Processes. It cannot just be
left to happen on its own neither can the adverse and catastrophic consequences
of Brexit as Force for Evil rather than Force for Good be wished away. All necessary
arrangements for Brexit as Force for Good need to be discussed, negotiated and
established and on time.
4.
Support
from Major Universities in North and South Countries is much needed and could
start from the Authors of the Food Brexit Report and their Universities.
5.
Wilberforce
met with Society for Effecting the Abolition of Slave Trade and with
encouragement from UK Prime Minister Pitt agreed to raise their cause in UK
Parliament. Activist Parliamentarians in North and South Countries need to consider
early meeting with International Society for Poverty Elimination / Economic
Alliance Group and with encouragement from Parliamentary Colleagues Leading
Parliament Committees and Heads of Government in their respective Countries agree
to raise cause of Ending Hunger, Malnutrition and Poverty that is integral to
full implementation with effective monitoring and evaluation of the UK
Parliament former Environmental Audit Committee Report on SDG in the UK
Conclusions and Recommendations in the UK, EU, Europe, Americas, Africa and
Asia as well as UNSG Reports; UNGA Resolutions on all aspects of the 2030
Transformation Agenda: AAAA, SDG, COP21, Agenda 21; other Study Reports such as
Food Brexit Report; Briefing Papers such as those posted on ISPE/EAG Blog; UN
System: UNO, WBG, IMF Study Reports; relevant UNDS and Non UNDS Conferences and
Meetings Outcome Documents.
6.
Issues
within (1) – (6) need to be meaningfully addressed at each specific CSnNSrRG
level within Hunger, Malnutrition, Poverty, Security, Climate Change and
Environmental Sustainability Dimension of 2030 Transformation Agenda: AAAA,
SDG, OP21, Agenda 21 aligned and harmonized with Community Development Plans,
Sub-national Development Plans and National Development Plans in each UN Member
State; Sub-regional Development Plans and Regional Development Plans pooled
into a Single Agenda World Development Plan.
7.
Master
Keys for Design and Delivery of Master Plans in (6)
A.
Resources: Influence,
Science, Innovation, Technology (Management, Information, Internet, Computer,
Bio, Energy, MIICBE) Fund, Manpower, Land, Water, Spiritual.
B.
Capacity
Building on 3 Levels for all National
and International Stakeholder Groups:-
i)
Individual:
Hard Competences – Learning and Skills and Soft
Competences: Character, Courage and Mindset
ii)
Institution:
Systems – Operations, Administration, Governance, Marketing, Funding,
Technology MIICBE, Evaluation, Accountability, Regulation, Standards,
Accounting, Service Delivery, Legal and Reform
iii) Society: Spaces – Political, Cultural,
Economic, Financial, Peace, Security, Religious, Moral, Cooperatives,
Communication, Social, Environmental, Legal and Technical
8.
The Goals
and Objectives of Master Plans in (6) need to be agreed by all concerned
National and International Stakeholders using One Worldwide Approach to
National and International Development Cooperation that is:-
·
Whole of Society Approach
·
Whole of Government Approach
·
Whole of UN System: UNO, WBG, IMF Approach
·
Whole of Community Approach
Overall Strategic
Intention for each Master Plan:
·
Where are we now (A)?
·
Where do we need to be to achieve the Overall
Strategic Objective by Target Date (B)?
·
HOW do we move from (A) to (B) to achieve the
Overall Strategic Objective by Target Date?
Direction and
Priorities:
·
Food Security, Nutrition Security and
Sustainable Agriculture Dimensions of 2030 Transformation Agenda: AAAA, SDG,
COP21, Agenda 21 applicable to specific location context starting from State,
LG, Community Needs Assessment
Activities, Events:
·
Public and Private Agro Production and
Storage Extension Services.
·
Public and Private Agro Processing and
Marketing Extension Services.
·
Integrated Water (Agriculture, Domestic,
Commercial, Industrial, Energy) Resources Management.
·
Integrated Agriculture Security Management
·
Integrated Pest Management.
·
Integrated Health (Plant, Animal, Human)
Management.
·
Integrated Human Resources Management.
·
Lifelong Education.
·
Lifelong Entrepreneurship.
·
Integrated Communication Management.
·
Integrated Business Process Re-engineering.
·
Integrated Productivity and Quality
Improvement.
·
Integrated Information, Research and
Knowledge Management.
·
Integrated MSPs Management.
·
Integrated Cooperatives – Primary Societies,
Secondary Unions and Central Society Management.
·
Integrated Consultation: Community,
Sub-national, National, Sub-regional, Regional and Global Management.
·
Integrated Attitudinal and Behavioral Change
at Scale Management.
·
Integrated OH2A2T2LPRSC (Ownership, Harmony,
Alignment, Accountability, Transformation, Transparency, Learning, Leadership,
Participation, Results, Success Measurement and Capacity Building) Management.
·
Integrated Technologies (Management,
Information, Internet, Computer, Bio, Energy) Management.
·
Strategic Partnership with select North and
South Countries through their Embassies / High Commissions – North Countries:
US, UK, France, Germany, Russia, Netherlands, Japan; South Countries: China,
Brazil, India, South Africa, Argentina, Malaysia, Israel for collaboration
within Agriculture Research and Development; Strengthened Cooperatives
Movement; Student and Management Exchange Programs etc.
·
Integrated Development Solutions (Political,
Cultural, Economic, Financial, Peace, Security, Religion, Moral, Technical,
Legal) Management.
·
Finding clear and correct answers to HOW
questions through DOING – Pilot Programs and Scale Up Programs in 3 LGAs’ – 1
per Senatorial District.
DOING:
Productivity and Quality Improvement Programs /
Re-engineering Programs
Governments / UNS Entities sides
·
Selecting One Worldwide Approach
·
Selecting Global Coordinating External
Consultant and Global Coordinating Internal Consultant for each UN Member State
and UNO, WBG, IMF Individually and UN System: UNO, WBG, IMF as One.
·
Orientation Workshops.
·
Technical Surveys – Management, Engineering,
Financial.
·
Pilot Program for Implementing and Evaluating
Technical Surveys Outcome Documents Conclusions and Recommendations.
·
Scale Up Programs for Expanding and Extending
Successful Pilot Programs.
Community Side:
·
Community Integrated Farm Estate Type 1 and
Type 2. Details provided upon request.
·
New Cooperatives Movement: NEHMAP
Multipurpose Cooperatives Primary Societies, Secondary Unions and Central
Society.
·
Mobilizing Angel Investors: Indigenes at Home
and in Diaspora; Settlers and New Comers who have made the Community their Home
to take up Share Holding in Cooperatives Entities and Community Development
Investment Companies as well as serve as Sponsor and Beneficiary of NEHMAP
Events and Activities. Angel Investors who do not wish to be publicly known can
be professionally protected.
Conclusion
No Individual, Institution or Government anywhere in our World today has
all of the answers to all of the real and complex problems on the ground facing
each North or South Country or knows the Food, Fuel or Finance Shock or any
other Shok that would push our Fragile Planet past irreversibility point as our
World continue to relentlessly accelerate on the MADning Road to DOOM. The evidence
and warnings are getting increasingly clearer. The Time is Now to Reason and
Get Real in the great task to achieve increasing convergence between 2030
Transformation Agenda Vision and its Leave No One Behind Concept Intention and
Reality in each Community in each North and South Country in our World today. One day delay in DOING the needful to get our
world to kick start paradigm shift from Talking and Thinking to Action and Accomplishments
for Results may be One Day too late. 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 required to change our world to
accelerating on MAPing Road to BOOM:
a)
jointly making paradigm shifts
from working in silos to working intersectorially in synergy;
b)
from multiple approaches to common approaches that continuously improve
convergence, alignment and harmony;
c)
from business as usual to business unusual;
d)
from parrotting change to practicing change;
e)
from academic research aimed at advancing frontiers of knowledge to
development research aimed at significant improvement in critical contemporary
measures of service, speed, costs, quality and where necessary revenue;
f)
from talking and thinking to Action and Accomplishment.
A platform such as the FAO Multi
Stakeholder Platform / Partnership, MSP described in earlier Paper and similar
Platforms in UNDESA, other UNO Entities, other UN System: WBG and IMF Entities;
Commonwealth System Entities are Global Public Good that helps all parties on
North and South Governments and Parliaments and Partners sides engage in
dialogue and agree on way-forward actions
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 each Community
in each of the 16 LGs in Ekiti State as well as in Nigeria, Africa, UK, Europe,
Canada, US and rest of the World and this calls for more spirited effort at
addressing Food Security, Nutrition Security and Sustainable Agriculture
Dimension of the 2030 Transformation Agenda: AAAA, SDG, COP21 and Agenda 21 as
One.
There are bright prospects of success, if the right thing is done and on
time.
Contact:
Director General
International Society for Poverty Elimination
/ Economic Alliance Group and
Director NEHMAP (New End Hunger,
Malnutrition and Poverty)
Email: nehap.initiative@yahoo.co.uk M:
+234-8162469805 22
July 2017
Appendix
On
Wednesday, 26 April 2017, 15:49, "ClarosOviedo, Manuel (OPCP)"
wrote:
Dear
Mr Rotimi,
Thank
you for your messages.
I
wish to express our appreciation for your interest in FAO’s work and
activities, but nonetheless, I would like to point out that as a United Nations
specialized agency, the Organization’s internal structure and processes’ change
and development are only driven by member states.
Please
note that FAO’s interventions at regional, sub-regional and country levels
promote an integrated programme approach to food security and nutrition
challenges and sustainable development, which are decided on by governments
through Regional Initiatives and Country Programme Frameworks (CPF).
Your
comments and issues’ about possible FAO structural and policy changes are much
appreciated. Although, kindly note that as a Non State Actor (NSA), your
organization cannot be involved in structural decision making processes and/or
change of any kind related to FAO, given that NSAs are observers according to internal
procedures.
As
per FAO’s Strategy for Partnerships with the Private Sector, FAO recognizes two
main categories of contributions from the private sector:
• Mutual
collaboration: Partnerships involve active collaboration of the private
sector with FAO in support of its work and in line with government priorities.
Such collaboration could concern any of the areas of engagement: Development
and technical programmes; Policy dialogue; Advocacy and communication; Norms
and standard setting; Knowledge management and dissemination and Mobilization
of resources. These may draw on mutual know-how, expertise and other support.
• Sponsorships:
Partnerships involve financial contributions from the private sector in support
of FAO’s programmes through identified areas of engagement. Private sector
contributions can be targeted towards specific projects and programmes.
Considering
the information above, we regret to inform you that FAO will not be able to
move forward in partnership with your Organization.
I
therefore wish to take this opportunity to express best wishes and the greatest
success on your projects.
Kind
regards,
Manuel.
E. Claros Oviedo
Partnerships,
Advocacy and Capacity Development Division (OPC)
División de Asociaciones, Promoción Institucional y
Desarrollo de las Capacidades
FAO HQ – Viale delle Terme di Caracalla, 00153
Rome,
Italy
