Partnerships for the implementation of the SDGs and the post-2015 agenda

17 Feb - 17 Mar 2015
Go back to 2015 ECOSOC Theme: Managing the transition from MDGs to SDGs: What it will take

This discussion is now closed. Thank you for your participation.

  • What are good examples for fostering partnerships, including public-private, that can lead to implementation and development results at the global, national and local levels?
  • How can multi-stakeholder partnerships be effectively established and taken into account to facilitate the implementation of development priorities?
  • What elements will be needed to ensure accountability within partnerships for managing responsibilities, commitments and expectations for the implementation of the SDGs?

Comments (104)

Raimundo Oliveira

It easy to see that many developed countries have their goals to sustainability, but a better aproach to those none developed countries is to give opportunity to them. In global economy, we don't see those facilities.the barriers to the global market are some of those dificulties. No sustainability is possible if we have those barriers.new technologies are everyday developed and most of them bring new perspective to establish partnership between industries and countries. The patent break is one of the facilites to permit this sustainability to none developed countries.

JohnSB (not verified)

A partnership is an arrangement where otherwise disconnected parties, agencies, nations agree to cooperate to advance their mutual interests. But that isn't good enough. We can't afford to be disonnected any more. The brutal facts of global interdependence requires that we go beyond this, to a situation where every nation, party, agency and organisation frames their fundamental aims and objectives in global rather than local terms. From a business perspective this means companies accepting the need to sustain their markets in the long term, and not just having aims directed at their short term managers and share holders interests. In education, the overall aims of educational policy in most countries is to develop teaching and learning institutions that simultaneously empower and develop the capabilities of individual citizens, and at the same time advance its national culture and community interests. It will only be when these overall aims are transformed into global, and less competitive aims, that every policy maker, school manager, and educator will be required to contribute towards the collective needs of all children/students, and not just those in their own classroom, lecture theatre or nation.  It is only then that they will be required to contribute towards global community interests and cultural advancement, and it is only then that we will have developed an education for global citizenship.

Dosse SOSSOUGA • Executive Director at UN SDGs NGO Major Group d'or Africa: Amis des Étrangers au Togo: ADET from Togo

Le développement global et durable a besoin de partenariat multilatéral. Les gouvernements et la société civile, les gouvernements et  le secteur privé, les gouvernements et l' ONU-, la société civile et l' ONU, l' ONU et le secteur privé,  la société civile et le secteur privé,.

Dosse SOSSOUGA • Executive Director at UN SDGs NGO Major Group d'or Africa: Amis des Étrangers au Togo: ADET from Togo

Vous savez,

Pour une bonne mise en œuvre,

nous savons que le gouvernement a la première responsabilité du développement de pays. Donc, la société civile doit les respecter. Gouvernement aussi, doit respecter la société civile parce qu'ils vont faire des innovations que le gouvernement ne faisait pas avant. Ils ont besoin de soutien financier et technique de leurs réseaux et de l'ONU. E Ile ne doivent pas être politisé. La société civile doit également être responsable, responsable avec un bon système anti -Corruption.

ECOSOC doit être en partenariat avec une grande société civile dans le monde, qui aura la responsabilité principale d'identifier les bonnes sociétés civiles internationales pour mener la politique internationale.

ECOSOC doit également faire partenariat financier avec la société civile à identifier, vers les points focaux établis dans les services du PNUD, déjà établis dans de nombreux pays, avec une société civile crédible accrédité par l'ECOSOC et qui est membre de la société civile agrandie. Pourquoi? parce que la société civile doit être capable d' implementer l'agenda post 2015 et signer un programme d'action, dans ce sens, avec le gouvernement.

Dans l'ECOSOC de niveau régional avec la plus grande de la société civile peut accorder l'accréditation ECOSOC une organisation pour coordonner les actions nationales.

Le HCDH doit également être impliquer dans la promotion et la protection des secteurs de la société civile.

 

Clyde Israel (not verified)
  • Inculsive agendas that allow for community interaction - there are many examples
  • Partnerships are established by the rule of law and legitimised my grass root resluts
  • Transparency
Nigel Anthony Reading RIBA LEED GA (not verified)

What if we mixed Confucian top-down with Californian bottom-up? 3Ms: Monitor, Manipulate, (De) Monetise with Engine & Brake feedback to better map natural ecosystems like a forest or coral reef? Asynsis principle-Constructal law. Law of Nature 2B Law of Man solution 4 Rio+20 goals: Sustainable Development to become a fundamental Human Right. Please check out the About section.https://www.facebook.com/Asyntopia http://about.me/asynsis 

GEORGES RADJOU (not verified)

Friends, Thank you for allowing me to express the view of my group. Partnering in communication is critical to the change process for speed, effectiveness, relevance, depth of changes and so on. Organizing for action should be base on pedagogy. Clearly, 21 eat century nascent is an opportunity for all to change our representation of the world and to address the new challenges linked to climate changes, population dynamics and resource scarcity. Now the learning industries with new schooling methods., online universities, outdoor activities allows this new revolution in learning and knowledge transfers that did not existed before internet. This is a new salvation for building robust partnerships for bold actions toward Post 2015 Sustainable Development Goals. All organisations are parties With the set of 17 SDG indicators giving an insight into post 2015 development processes and allowing  the quality assurance with a full Nexus. 

Jihène Malek (not verified)

i'm always thinking to the partnership between state and private sector , but in wich manner . Joseph Stieglitz talked about a freindly relationship between public sector and private sector as Wade too. a collaborative relation and a win-win strategies need to be implemented to promote the SDGs goals in the national level. In addition , it is important to include an other actor a civil society which play a major role . Globally , private sector public sector and society need to work together for more better achievement of sustainable development goals in efficient way.  But , we need to know that each countrie have each own priorities to implement action for development and accountability, transparency and also monitoring and evaluation need to be taken on account.

Kevin Chima (not verified)

This comment has been deleted.

Anita Sharma (not verified)

Dear Colleagues,

Welcome to an electronic discussion on the 2015 ECOSOC theme Managing the transition from the Millennium Development Goals to the Sustainable Development Goals: What will it take? I am Anita Sharma, Senior Director of Millennium Development Goals Initiatives at the United Nations Foundation. I will be the moderator of the thematic window on “Partnership for the Implementation of the SDGs and the post-2015 agenda”, a critical topic when discussing the transition from the MDGs to the SDGs. 

This topic provides us with an opportunity to push the discussion on what makes an ambitious agenda, to identifying how we can deliver that agenda. From our collective MDG experience, we’ve learned that translating the post-2015 agenda from words into real change will require every country, every sector, and every community.

 

Multi-stakeholder partnerships, such as Every Woman Every Child, Gavi, and Scaling up, to Nutrition, to name a few, can be instrumental in bringing about large-scale change. With a common vision, shared commitment and the right partners that bring complementary skills and resources, these partnerships are increasingly effective at delivering results against ambitious targets.

 

Thank you to those people who already commented. Throughout this conversation, I encourage reflections on the questions of this thematic window:

 

  • What are good examples for fostering partnerships, including public-private, that can lead to implementation and development results at the global, national and local levels?
  • How can multi-stakeholder partnerships be effectively established and taken into account to facilitate the implementation of development priorities?
  • What elements will be needed to ensure accountability within partnerships for managing responsibilities, commitments and expectations for the implementation of the SDGs?

 

I look forward to reading your thoughts and insights on this thematic topic, and engaging in a productive and meaningful conversation.

 

Sincerely,

Anita Sharma 

Dosse SOSSOUGA • Executive Director at UN SDGs NGO Major Group d'or Africa: Amis des Étrangers au Togo: ADET from Togo

Hello, I send you a model you can review for a better one.

Melie Dina (not verified)

Madame Aita charma bonjour très heureuse de pouvoir participer a ce débat , peut -on poser la question suivante quel type de partenariat doit -on choisir avec tout les opérateurs et partenaires et intervenants sociaux , pour une certaine gestion des responsabilité et comment maintenir cet engagements , je crois qu'il est important que chaque pays établit son propre approche pour les ODD sans sortir du contexte général et transversal de ces ODD, comment vous et l'ensemble des opérateurs peuvent aidés ces pays a mettre en oeuvre cette nouvelles approche de partenariat basée sur l' engagement et la responsabilité de tous , comment garantir l’équité durable, des femmes et des hommes, comment garantir leur empowerment , comment sont identifier les facilitateurs, pour un développement durable et juste . cordialement

Dammika (not verified)

I see some "vacuum" in this transition process from MDGs to SDGs, it seems nothing at work now? MDGs or SDGs??? Almost 2 months after still we do not have clear picture of how the SDGs are going to implement and address the global issues of today? I was expecting more active discussion/debate and actions take place globally and locally? process seems to be very sluggish. Any luck of accelerating of implementation of SDGs???

Dosse SOSSOUGA • Executive Director at UN SDGs NGO Major Group d'or Africa: Amis des Étrangers au Togo: ADET from Togo

Pourquoi cette lenteur ?

Society For Economic Empowerment &. Entrepreneurship Development • from Nigeria

The SDG is not not diffferent from MDG, what will differentiate the later from former is the approach and implemetation process. Respective government policies approach emphasis on good governance is required to achieving SDG.

Dosse SOSSOUGA • Executive Director at UN SDGs NGO Major Group d'or Africa: Amis des Étrangers au Togo: ADET from Togo

 Mais il faut des réformes mentales, institutionnelles puisque les OMD ont seulement 8 points alors que les ODD en ont 17.Parfois les approches mérritent des formations, séminaires, colloques, pladoyers, sensibilstions sur des révolutions multiformes. " Primary Revolutions such as Agriculture Revolution,  Government Revolution, Data Revolution, Attitudinal and Behavioural Change  Revolution, Applied Research Revolution, other Primary Revolutions; Nutrition  Security Revolution, Food Security Revolution, Health Revolution, Education  Revolution, Financial Inclusion Revolution etc require" selon un participant à la discusion.

GEORGES RADJOU (not verified)

Dear,

These are the archetypes of BIRD organization for tomorrow actions

We have to learn from the leaders and successful organizations. Parnering is detrimental to the success of SDGs, so that organization leaders do not shake hands, while they are watching the journalist cameras. But looking to themselves throuhg their own eyes. A bit like one has seen Angela M. with François H. during the Republican walk in Paris at the beginning of January 2015. Partenring is the blood of the relationships and there are compatibilities.

One has seen that Tsunami in South East Asia 26 Dec. 2004, witnessed the global participation of the Private entities that could help as much as the governments in the relieves. Partners like in a weeding bring the assets (resources, money, energies, raw materials, and the knoweldge. Above all, there is the trust building.

Jack Welsh is a world leader in the energy industries, and he is promoting what peoples are fearing, because they can find it ambigous. The strength of Jack Welsh in the world of multinational is to promote the one man individual organization. a federation of one man individual organization. What is wrong with this idea. For me nothing, except it is successful, and opponents would like to destroy these unorthodox partnership. Also, in France the auto entrepreneur is making a revolution in the job market. Imagine such a revolution if we are able to take into accounts all talents and not limiting the human ingeniosity to what is traditional.

Another type of organization are the Hybrid ones, like chimeres, they can be more resilient on the road to dignity by fulfilling ther SDG goals and targets, at conditions that the regualtions are incentives and not deterrence to new forms of organizations and entrepreneurships.

There is no evidence that big is beautifull in partnering aswell as small is beautifull. What matters is the mindsets. Issue with financing and economic sustainability can be achieved with new ideas, thinking, coooperation, solidarity, mutualism funds and better management. Bill the money said, better knowing how to manage money than to own volumes of money.

Adriaan Kamp- Founder Energy For One World (not verified)

I like this! Thank you for sharing these more courageous words and observations! 

Lanre Rotimi (not verified)

Dear All,

Thank you moderator and contributors on this thread.

The focus on this thread is Partnerships for Global Sustainable Development arrangement that answers all relevant What, Why and How questions.

In the Final Push to achieve MDG by 2015 and Post 2015 Development Agenda Vision, it is clear that many What and Why Questions have been answered. However we are yet to find a single Study or Conference Report released by the UN, World Bank Group, EC etc that address all 3 questions.

Should the Moderator and Contributors on this thread jointly come up with answers to Partnership for Global Sustainable Development How questions, much can still be achieved implementing MDG and much more will be achieved implementing SDG (MDG 2) when it starts.

If the Moderator accept to rearrange the questions in ways that better focus the contributions, this dialogue could make significant contribution to Partnership for Global Sustainable Development  in ways that help achieve increasing convergence between Final Push to achieve MDG by 2015 and Post 2015 Development Agenda Vision Intention and Reality.

Melie Dina (not verified)

Bonjour a toutes et a tous ;
Permettez moi de poser cette question qui m’interpelle et me fait réfléchir, Quelle lecture pour post OMD 2015, comment on a évaluer la réussite ou l’échec des OMD dans des pays qui ont besoin d’aide et d’accompagnement(comme les pays pauvres pays Africains) comment mettre des mécanismes qui vont aidés les pays sous développer a réaliser cette nouvelle approche les ODD qui seront au cœur de l’agenda post 2015, comment cette approche universelle des OMD va basculer vers les ODD,
• Les OMD objectifs de référence, résultat de quinze années de lutte contre :

1. Réduire l’extrême pauvreté et la faim
2. Assurer l’éducation primaire pour tous
3. Promouvoir l’égalité des sexes et l’autonomisation des femmes
4. Réduire la mortalité infantile
1. Améliorer la santé maternelle
2. Combattre le VIH/sida, le paludisme et d’autres maladies
3. Préserver l’environnement
4. Mettre en place un partenariat mondial pour le développement
5. Améliorer la santé maternelle
6. Combattre le VIH/sida, le paludisme et d’autres maladies
7. Préserver l’environnement
8. Mettre en place un partenariat mondial pour le développement

Huit objectifs qu’ils fêlait à réaliser , avec l’engagement de tout les pays et avec le soutien et l’accompagnent des agences Onusiennes et autres organismes internationaux. Si 2015 est une année de recommandation, c’est une année qui va nous interpeller de comment aller ensemble grands (pays) et petits (pays) ensemble vers un monde meilleur, l’éradication de la pauvreté, où les conditions de vie économiques et sociales seront meilleures.

Ou sommes-nous dans cette course de conceptualisation et de processus des ODD ?
Les ODD une approche ambitieuse qui a besoin de l’effort de la solidarité de tous.

Quelle place on a donné a l’autonomie, l’égalité, l’équité femmes hommes, et surtout intégrer EMPOWERMENT, dans cette optique universelle comment doté les pays et les groupes sociaux d’outils et de mécanismes ou des dispositions, pour la mise en œuvre des ODD pour agir sur les conditions sociales, économiques, politiques ou écologiques , pour une équité durable voici le nouveau concept des ODD.

Jihène Malek (not verified)

Faciliter la transition des objectifs universels de développement aux objectifs de dévelopement durable n'est geurre une tâche difficile surtout les activités entreprises par les différents stakeholders pour les OMD a donné ses fruits mais egalement a mis la lumière sur les "faillures" et limites. Ce qui est important actuellement , c'est d'apprendre du passé et de proposer des solutions qui nous permettrons de corriger les erreurs du passé. Surtout que l'approche des ODD est basé sur un processus participatif des différents stakeholders et des discussions inter-gouvernementales qui sont le catalyseur de cette transition. C'est vrais qu'en voyant les ODD, c'est un grand chantier mais il y a quatre axes qui permttent de mettre tous ce paquet et le rendre plus visible à savoir les volets suivants : economique , sociaux , environementaux et gouvernance. C'est ce dernier volet que je pense permettra d'être la toile de fond de toutle travaille. Et enfin, il y a des questions qui sont prises en compte mais sous certains d'autres priorités à savoir les prioritées environementales qui sont d'urgence actullement. Pour le volet de l'evaluation , des analyses sont faites et peuvent se faire en mettant en relief les statistiques des rapports des OMD qui expose l'etat d'évolution de chaque action.

Melie Dina (not verified)

Bonjour 

Jihéne Malek

je suis entièrement d'accord sur les principes de cette transition OMD /ODD sur, les bonnes pratiques, les réussites des uns et des autres en matière de développement, mais vous connaissez mieux que  moi de ce qui se passe actuellement des pays voisins et amis, comment après une certaines déshabilité sur le plan politique, sociale, économique vont –ils pouvoir aller vers cette transition qui a besoin d’un terrain neutre et stable, mon seul soucis est comment les aider , les encadrer , les accompagner , surtout les pays qui sont en guerre , ou la violence a tout détruit les infrastructures …etc.  Les acquis et les réalisations des OMD, oui vous avez raison en ce qui concerne les différents stakeholders pour les OMD qui ont donné des résultats mais combiens de pays ont réussi  à franchir le cap historique des OMD, mon seul soucis ce n’est pas de mettre en place et activé tout type de partenariat mais comment écouter l’autre, comment l’aider ; réfléchir ensembles sur les  possibilités, et les outils de travail a adopté pour la mise en œuvre des ODD/ aidé tout les pays a construire leur partenariat , aller vers un co-leadership pourquoi pas , comment utiliser est valoriser l’existant au niveau local,  l’inventaire des ressources qui peut aider dans la mise en œuvre des ODD , comment négocier , et surtout aller vers les bon projet de développement que nos pays respectifs ont besoin, renforcement des capacités dans tout les domaines  , donner le pouvoir de décision et de participation aux jeunes , aux femmes ,  a tous les acteurs sociaux les associer pour réussir cette transition.

 

Cordialement

 

Jihène Malek (not verified)

Oui c'est vrais que la transition nécessitait la prise en compte des enjeux politiques et géopolitiques , dans la region MENA aprés le printemps arabe , en afrique suite aux crises des conflits et guerre civile et la lutte contre le térrorisme, et par ailleurs . Il y a tellement d'enjeux actuellement. Mais, la reconstruction de certains pays peut être permettra de donner un souffle et ou des projets de développement durable seront les bienvenues. D'ailleurs si on parle de femme , voyons du côté la lutte contre la violence des femmes qui est un enjeux énorme dans beaucoup de pays qui ont connus des moments d'instabilité . Pensons au pays non affecté et ceux qui ont réussit leurs transition , ont des leaders et des femmes aussi qui peuvent jouer un rôle important d'appuis à ceux qui  vivent dans des pays souffrant de conflits. Sachant que tout conflict a une fin et la coopération et le partenariat est important entre pays, entre individus et entre compétence pour oeuvrer à la réalisation des ODD.  j'attire votre attention , également au rôle du suivis au niveau des programmes et à l'évaluation des projects qui ont été appliquées avant avec les OMD qui est une tâche pas facile pour certains pays et que certains perçoivent mal. Moi , ce que je pense que la femme au Maghreb , elle a sa place dans les ODD , celle au foyer , celle qui travaille , l'etudiante , la politicienne, travaillant dans le secteur informel. Pour la question de comment choisir le bon projet, il faut tenir compte des besoins de chaque pays. Et chaque pays a son  idendité , ses traditions , ses soucis et sa façon de les gerer. Le nécessaire c'est comment s'adapter et avoir le maximum de projets pour son pays. Il faut reflechir qui sont les projets et les programmes qui ont une incidence sur la croissance dans toutes ses dimensions. C'est à dire il faut partir des résultats et remonter , voir quelles projects peuvent nous aider à réduire le chômage , améliorer l'investissement , à défendre les droits des plus démunis, à préserver notre patrimoine nationale, etc. Car sachiez , que les bailleurs , les offices d'assistance et les autres stakeholders sont la pour nous aider mais comment peut on tirer le meilleur avantage possible pour préserver la pérenité et la continuité des actions avec le maximum de bénéfice et ne pas songer à l'etat actuelle et ne pas tenir des dégats au future. Pour la jeunesse, il y a aussi une place dans les ODD , mais le plus grand acquis à mon avie pour les jeunes est l'éducation surtout dans les branches scientifiques et l'insertion chez eux l'esprit de voluntariat dans certains projets de développement. A défaut plutard ils auront aquis tes les outils leurs permettant de s'insérer facilement dans la vie professionnelle. En sachant que moi je voit la pratique du volontariat jusqu'à l'âge de 20 ans et pas plus . Finallement , les ODD est une occasion pour tous les pays et surtout pour nous vivant dans la MENA region ou les espoirs sont énormes et même si il ya des conflits , la reconstruction aprés facilitera l'implantation de ces objectifs. 

Dosse SOSSOUGA • Executive Director at UN SDGs NGO Major Group d'or Africa: Amis des Étrangers au Togo: ADET from Togo

OK

Dosse SOSSOUGA • Executive Director at UN SDGs NGO Major Group d'or Africa: Amis des Étrangers au Togo: ADET from Togo

 Merci, les ODD ont pris en compte les 8 objectifs des OMD s'achant bien que tous les pays n'ont pas atteint les 8 objectifs. Pour l'autonomisation l'objectif 3 présise: assurer une vie plus riche et un bien- être pour tous les âges, pour l'équité genre: objectif 5 dit : promouvoir les femmes et filles et atteindre l'équité genre.

Ashwini Sathnur • Capacity Development Expert at United Nations Development Programme (UNDP) from India

Sustainable development features inclusive innovative solutions. These solutions revolve around scientific and technological processes. In the inclusive post-2015 agenda, ICT is the centre of technological solutions. To achieve full participation, ICT penetration index must be very high - in order to reach maximum I.e 100% usage at the national level. For leading to this scenario, ICT devices must be highly available. This is enabled through the utilization of ICT industry in the public and private sector. Some of the ICT industry companies are Microsoft, Apple, Samsung, BSNL etc. For reaching all the people in a nation and also in multiple nations - even to the remotely located villagers, the government must promote ICT devices through various policy mechanisms. To achieve this, the government must partner with ICT industry companies to meet the demand requirements. To match the supply and demand, ICT companies must produce the supply quantity. Within the ICT companies, management staff is responsible for the creation of ICT devices i.e the manufacture of devices. Partnership management manages the partnership with the government.

Dosse SOSSOUGA • Executive Director at UN SDGs NGO Major Group d'or Africa: Amis des Étrangers au Togo: ADET from Togo

ICT is capital for the sustainable development. NGO: ADET has programmed it for secondary schools for this begining of the  SD starting year 2016

Martin Onyoin (not verified)

For better Partnership among various stakeholders ie Government and Private sector, there is need to strenthen the  participation of all relevant actors both at the grass out and at top levels  where inclusive participation in the public process of development  will build on the collaborative capacities thus sustainable development. 

Additionally,  the legal and policy frameworks must be favourable to all actors such that the decentralised approach of planning can be usefull for better planning and service deleivery.

Dosse SOSSOUGA • Executive Director at UN SDGs NGO Major Group d'or Africa: Amis des Étrangers au Togo: ADET from Togo

Votre point de vue est correct.

Adriaan Kamp- Founder Energy For One World (not verified)

Agreed.

 

And as a practioner in the field of Eenrgy & Sustainability  I would like to add:

I would like to have a vision on the new business roles and energy architectures on location (and in the region): Only if w eknow what future we want to build- can we organize ourselves to deliver this future, including the setting of policies.

 

Thus I encourage every one in every field- to first consider and better understand the situation we are in today (our context), with next a future you want to build- leading you automatically towards the steps you may need and want to take.

 

It's that easy. 

Adriaan Kamp- Founder Energy For One World (not verified)

Agreed.

 

And as a practioner in the field of Eenrgy & Sustainability  I would like to add:

I would like to have a vision on the new business roles and energy architectures on location (and in the region): Only if w eknow what future we want to build- can we organize ourselves to deliver this future, including the setting of policies.

 

Thus I encourage every one in every field- to first consider and better understand the situation we are in today (our context), with next a future you want to build- leading you automatically towards the steps you may need and want to take.

 

It's that easy. 

GEORGES RADJOU (not verified)

Friend,

Thank you for the first week summary of 2015 ECOSOC AMR and trends, a review is an assurance quality. So, we are ensuring best of comes out from the review.

For example, as it was observed that internet should have e leading role in this transformation by the side of the CSO organization. I think, the  business as usual has to stopped and businesses should work for the communities. It is a question of Ethics. Manager have to comply with new organizational ethics. (in some branches of the society, ethics is going more and more robust, but ethics need to be improved to establish global and robust partnership either for ethics and strategy, ethics and coporate gouvernance, ehtics and finance...Etc.

A number of past complexities have shown that the relevance of ethics in businesses (Sarbannes Oaxley law, Snowden case and the transatlantic market between EU and America, privacy in data,...and so on. As long as this is not partnerships are not stable, there will be great concerns about the  SDGs (MDGs) continuity.

Also, concerning the type of businesses. There a 3 types of firm orgnaizations: capitalist, small and medium businesses and educative organizations.

 BIRD group believes, that there is a need for a Mooc system (Massive Open Online Course, dedicated to SDGs, at the size of a Marshall plan to save people and the Biodiversity of the planet, in order to sustained growth and have growth sustainability.

This is part of the Society of Information originated from Agendas (Tunis 2005 and Geneva 2003) to reduce the digital divide (and UNSECGEN data revolution). BIRD strongly believe, this trend should be strongly encourage. Thank, Georges BIRD.

 

 

Adriaan Kamp- Founder Energy For One World (not verified)

This comment has been deleted.

Dosse SOSSOUGA • Executive Director at UN SDGs NGO Major Group d'or Africa: Amis des Étrangers au Togo: ADET from Togo

Quand on parle de l'inclusion de tous pour le développement et de ne laisser personne de côté pour les ODD. Tout le monde est concerné dès les études/recherches, la conception des projets, l'exécution, le suivi et l'évaluation. Nul n'a le droit de le faire pour l'autre.

Merci

Lal Manavado • Senior Advisor at undefined from Norway

Industry and commerce in a sustainable world This is a little off the topic, but it is important to know how industry and commerce would have to restructure themselves if sustainability is going to be a characteristic of human activities.  Obviously, unless industry and commerce are environmentally sustainable, it is difficult to envisage how they can make a contribution to the well-being of mankind without seriously compromising our capacity to lead a life worth living. I think the first step industry and commerce ought to take is to revise their basic beliefs, viz., demand is not justifiable across the board, and whether it is legal or not, limitless individual gain is unjustifiable. Let me clarify these two points. It is generally agreed that the material resources in the world are finite. Likewise, there are six fundamental needs common to all, i. e. nutrition, education, security in its widest sense, health, procreation, and what I have called non-material needs such as esthetic satisfaction, entertainment, sports, etc. All other needs arise from these, for instance, to meet our nutritional needs, we must have agriculture, which in turn may require energy and irrigation, etc. Can the food industry and commerce claim to operate solely by meeting human nutritional need in a justifiable way? Has it not used advertising to manage the minds of potential customers to create an artificial demand for positively unhealthy products? It is often claimed that meeting this artificial demand 'creates jobs'. Its harmful effects on environment are never mentioned, for instance, deforestation of Amazons to create ranches to meet US hamburger market. Let us learn to shun the awful lie, 'we can't stop progress'. Progress is not an independent entity, it is what we do. In its name, automation is introduced in order to increase profits. The thousands of redundancies it causes are generally glossed over, and one hears the cliche, 'how humane it is to get a machine to do the monotonous jobs!' Has anyone who said it bothered to ask an unemployed person on the dole how he felt about such work? Of course, you must ask it from one who has become redundnt to get a relevant answer. It is often loudly claimed that having 'the choice' is the closest one could get to heaven on earth. But, how is this consistent with amalgamation and take-overs? Can one think of anything other than bolshevik-style control to curb 'the choice' than those two democratic possibilities? The traditional economy is driven by the desire to gain. In itself, this seems innocuous when you hear one makes one's gains by meeting the demand for some item or a service. But, the hitch is in what is not specified, viz., how much gain by an individual will be justifiable? In a world of infinite resources with finite number of consumers, this is not a problem. But, world's available resources are finite and population growth a cause for serious alarm. So to keep going 'the desire for profit driven economy' where no limit is set on what one may gain, it stimulates demand by mind manegement by advertising to boost consumerism. Can one honestly say most demands created that way are reasonable? And industry and economy which is a part of this economy can hardly be considered to be environmentally sustainable. In many fields of human endeavour, there has been an evolutionary change for the better. Unfortunately, while education has undergone a retrogression (technical ability to use electronic devices when you are 3 years old does not mean that you will be omniscient by the time you are 18), economy has remained more or less unchanged apart from changes in some technical aspects of it. I think economy  should change its operating premises in order to be fair not only to profit gainer but also to producers and customers. Fortunately, the conceptual change needed is not a complicated on. Why not change from seeking limitless gain to fair exchange of goods or services for equal mutual benefit? After all, it is reasonable that a stone-age man should be proud to be called the richest man in the jungle because he possessed more stone knives than anyone else and had two skin skirts. Those knives were hard to sharpen and somewhat brittle, so the man was wise to have some extras, and when winter came, he could cover himself better. Are we still there? Lal Manavado.      From: notification@unteamworks.org [mailto:notification@unteamworks.org]Sent: Monday, March 09, 2015 11:36 AMTo: Lal ManavadoSubject: [World We Want 2015] Adriaan Kamp- Founder Energy For One World Founder/ Director from Norway commented on the Discussion "Partnerships for the implementation of the SDGs and the post-2015 agenda"

ER (not verified)

What elements will be needed to ensure accountability within partnerships for managing responsibilities, commitments and expectations for the implementation of the SDGs?

Establishing baselines so that so one can determine whether a development action contributed to or inhibited a sustainable outcome. I feel our margins for error this time around are slimmer. Therefore big data, tradtional sources of data need to be in place and understandable to policymakers. If baselines can not be established - then resources both human and financial are need to capcitate country level statistical offices and other key sources of data.

 

 

 

Dosse SOSSOUGA • Executive Director at UN SDGs NGO Major Group d'or Africa: Amis des Étrangers au Togo: ADET from Togo

Merci

Le 1er élément est la confiance, ensuite le respect de la hiérarchie et de l'autre.

éviter la corruption.

 

the second is

Adriaan Kamp- Founder Energy For One World (not verified)

Great observation!

Anita Sharma (not verified)

Dear Colleagues,

Thank you for your thoughtful and engaging comments. Throughout the week, I have seen the following themes emerge:

  • A need for mechanisms that ensure CSOs have a role to play in public-private partnerships
  • An emphasis that “partnerships” should not be left as a vague notion that could include an amorphous groups of stakeholders. Roles and responsibilities need to have been clearly defined, and stakeholders need to have a common understanding of the partnerships goals.
  • The importance of including communities, community-level knowledge and building the capacity of the community level to participate in partnerships

Harnessing the potential contributions of civil society, businesses, foundations, governments and others, will be crucial for advancing the deliverability of resources and for increasing the effectiveness of the next development agenda. All sectors, including CSOs and the private sector, have an important role to play in multistakeholder partnerships, as they bring with them a unique set of skills and resources. In the next development agenda, how can we frame the conversation around partnerships in a way that highlights the importance of both the private sector and CSOs?

I look forward to hearing your thoughts throughout the week.

Best,

Anita Sharma 

Adriaan Kamp- Founder Energy For One World (not verified)

Thank you, Anita- for summarizing this conversation - so elonquently.

What I digest from your summary- is actually also a new role , capability and responsibility within UN SDSN: actually to be able to lead, frame, and support the rise of these forms of new partnerships.

With respect to your question on the roles of CSO and the business community- and how can we frame this conversation?

For Energy & Sustainability- my practice has made a presentation and proposal at UN SDSN/ MSD conference in September in New York. In simple terms: we (the UN (SDSN) has the invitation to raise the level and style of dialogue/conversation with  senior leaders and corporations within the sector- in the East and in the West, the North and in the South. To create the safe and secure conditions such that the sector can re-invent it's new roles, responsibilities and working commitments under a positive and progressive Sustainable Development Working Program.

A true change-challenge/

IN addition- you may read some of my observations shared in this team works. 

Most happy to help!

 

 

Adriaan Kamp- Founder Energy For One World (not verified)

Thank you, Anita- for summarizing this conversation - so elonquently.

What I digest from your summary- is actually also a new role , capability and responsibility within UN SDSN: actually to be able to lead, frame, and support the rise of these forms of new partnerships.

With respect to your question on the roles of CSO and the business community- and how can we frame this conversation?

For Energy & Sustainability- my practice has made a presentation and proposal at UN SDSN/ MSD conference in September in New York. In simple terms: we (the UN (SDSN) has the invitation to raise the level and style of dialogue/conversation with  senior leaders and corporations within the sector- in the East and in the West, the North and in the South. To create the safe and secure conditions such that the sector can re-invent it's new roles, responsibilities and working commitments under a positive and progressive Sustainable Development Working Program.

A true change-challenge/

IN addition- you may read some of my observations shared in this team works. 

Most happy to help!

 

 

Dosse SOSSOUGA • Executive Director at UN SDGs NGO Major Group d'or Africa: Amis des Étrangers au Togo: ADET from Togo

I think that CIVICUS can be capable to build this parnership worldwide.

Saripalli Suryanarayana • from India

I think i am replying only for this "amr@unteamworks.org,on good examples of partnerships,including "PPP"'.wELL HISTORICALLY i belive effel tower is a good xample,than the East India company partnership of Indian Railways,or the JP morgan partnership in USA for rail road.Both were nationalised by then existing governments.Both did not respond to the people needs or the demoratic character.

Demcoracy means people,and as tehnology changes the mind set and optios change,which is high in todays world of internet from 2001.

Governments are bludering by taking life taxes on vehicles,along with vat,and spending it for their programmes,showing more people in need of support.They are supposed to create a road development fund and deposit same for respective infrastructures,with approved budgets.

That being the faulty out look,again the taxpayer has to pay user taxes for indefinite period with the Colonial,and imperialistic views of "PPP".

Thus [1]the Taxes shall be only yearly or 3 years or 5 years,and road,rail,and port funds are to be created where this money shall go.

The PPP,shall be from 5 to 12 years,with building and maintenace as the contractor[Developer in this case] for such period.The goernment reimburse finances on half yearly basis based on his quote at the time of  tender award.

The toll collection shall be only card based no-cash,by the government agency only for 5 to 10 yeras only.

Use technology,use,e-commerce,e-tendering.Give citizens new education system.

Allow socities to be mature.Have proper policing,equipped with modern forensic,and forensic engineering methods

 

Adriaan Kamp- Founder Energy For One World (not verified)

Local concerns, situation and constellations are surely to be fully understood- before embarking on new and expansive work and finance programs. To my mind: the proposed UN Sustainable Development Program is to support and empower the people, not to enslave or endebt.

Adriaan Kamp- Founder Energy For One World (not verified)

Local concerns, situation and constellations are surely to be fully understood- before embarking on new and expansive work and finance programs. To my mind: the proposed UN Sustainable Development Program is to support and empower the people, not to enslave or endebt.

Jihène Malek (not verified)

 

actually as we know all that in the actual discussion about the SDG by international committee that the Goal N 17 is focused on : strengthen the means of implementation and revitalize the global partnership for sustainable development. 

Indeed, some target goals are notified and included in the Goal N17 as : Enhance North-south , south-south triangular and international cooperation on and access to science, technology and innovation and enhance knowledge sharing on mutually. Then , Promote the development, transfer, dissemination and diffusion of environmentally sound technologies to developing countries on favorable terms, including on concessional and preferential terms, as mutually agreed and after that 8 Fully operationalize the technology bank and science, technology and innovation capacity building mechanism for least developed countries by 2017 and enhance the use of enabling technology, in particular information and communications technology.

 I think that it is important to managing the transition to the SDGs and the post-2015 agenda , the partnership for implementation is needed to facilitate the knowledge skills, expertise , experience , know-how between south-south or north-south countries. some think is important is the social capabilities of southern countries especially related to human capital , quality of institution , the level of development of national system of innovation . the question is what about the role of partnership between stakeholders, thus the role of finance to be allocated in efficiente way to contribute to the achievement of thsi goals.

Dosse SOSSOUGA • Executive Director at UN SDGs NGO Major Group d'or Africa: Amis des Étrangers au Togo: ADET from Togo

Merci, les 17 buts des ODD renferment implicitement ces éléments, c'est pourquoi nous avons l'habitude de dire que maintement tous les pays doivent abandonner le racisme, la discrimination raciale, la xénophobie pour l'inclusion de tous pour le développement durable puisque on assistera aux transferts des connaissances, de ressources humaines, des technologies et de la science

Ulrich Graute (not verified)

Partnerhsip may begin with an online dialogue but requires exchange and cooperation in various forms: RSA as a learning society of academics and practitioners is in partnership with several international and national organizations. We publish several journals, organize national and international conferences and are in a regular dialogue with other institutions, but partnership needs to take more intensive forms. For instance, with the Commission of the European Union RSA organized in February 2015 a joint political and academic debate on the Future of Cohesion Policy (http://www.regionalstudies.org/news/article/report-second-eu-cohesion-p…). But it is very important to note that partnership does not develop out of the blue. 

Partners of the side of civil society need to be competent: Over 50 years RSA is now producing academic contributions which are so inspiring and usefull for academics, decision-makers, administrators and other practitioners that they keep using our journals and attenting our meetings. Our members around the world work at academic institutions or as practitioners and thus they compiled a wealth of experience. Only this makes us attractive for external partners.

Partners on the side of (international) governmental institutions must invest into partnerships: CSO in some cases have big money. In this case tey are usually driven by vested interests. Most other organizations of the civil society are in different situations. For example, RSA has a comporsition of more than 1000 members representing institions and individuals related to regional and urban studies and development. Our strength is that we can provide a wealth of different insights coming from our broad membership. Our partners in governental institutions know that they get a high quality and indipendent insight when they meet with us to discuss e.g. sustainable development. But even well established member organizations like RSA are not so wealthy that they could send delegates to all relevant conferences around the world as an investment in a more intensive cooperation.

SDG stand for an agenda unheard-of. Such an agenda needs a partnership intensity which is also unheard-of

There is a high potential expertise by academic and other CSO partners, which is not harnessed yet for SDG, but if (internatinal) governmental institutions are serious about partnership, they need to do more than launching once in a while an online dialogue where enaged CSO and individuals provide their knowledge for free. Existing Expert Group Meetings (EGM), Stakeholder Forums and UN Conferences are good additional activities but is that enough? No, EGM etc are a nice and easy way to tap on some of the knowledge available but it's not enough to analyze open questions and generate new findings. This would need a longer-term exchange and cooperation. According to the Secretary-General of the UN the new development agenda with its SDG is an agenda unheard-of, but it seems that academic research, strategy and indicator development in relation to this agenda are carried out as if the SDG would be just another item next to many others. The reality may look more like this: If not more will be invested in partnership (including support for academic work) it becomes a matter of chance if an online platform and those few experts invited to EGM etc can answer all the questions the UN has. The UN can do better!

 

P.S.: About the Regional Studies Association (RSA)  http://www.regionalstudies.org/

Regions are a key spatial scale for examining the nature and impacts of political, economic, social and environmental change and innovation.

The international Regional Studies Association works with its international membership to facilitate the highest standards of theoretical development, empirical analysis and policy debate of issues at this sub-national scale, incorporating both the urban and rural and different conceptions of space such as city-regions and interstitial spaces. We are, for example, interested in issues of economic development and growth, conceptions of territory and its governance and in thorny problems of equity and injustice.

The Association’s journals, magazines and books, along with our global-to-local series of conferences and events position us as a key forum in shaping and disseminating advances in regional studies and science. Members come from economics, geography, political science, planning and sociology backgrounds. Most work in academia but many are working in policy and practice, and membership is truly global.

Our great strengths include our embrace of multiple methodologies from quantitative to qualitative, the use of thoughtful comparative research, and boundary spanning between academia and policy and practice.

These—and our vibrant mix of members, including active participation from student members and early career researchers—help us to create a dynamic and pro-active environment in which to challenge existing thinking and push the boundaries of knowledge and practice.

Dosse SOSSOUGA • Executive Director at UN SDGs NGO Major Group d'or Africa: Amis des Étrangers au Togo: ADET from Togo

Le partenariat avec la société civile est une affaire sérieuse puisque les principes, les règlements des donateurs ne leur sont pas familié.

Il leur faut des soutiens financiers pour participer aux réusions internationales, aux prises de décision puisqu'il fait longtemps que la société civile est lésée  dans le domaine de partenariat..

Adriaan Kamp- Founder Energy For One World (not verified)

Good to Read. Good to see RSA works.

Angelica Chumbiauca Diez (not verified)

Gracias por  darme la oportunidad de participar , Angelica  Chumbiauca Diez Presidente ejecutiva Centro Desarrollo Social y consultora para el desarrollo  internacional (Peru), analizando la primera pregunta  uno de los mecanismos para integrar   al sector publico y privado para asegurar la OSC  ,

 los países sudamericanos ha tenidos más avances en temas sociales , existen gran número de desigualdades por solventar , sobre todo en el interior del país  y el camino a consolidarse  como un país desarrollado aun parece estar distante .Los países siguen avanzando y son precisamente las asociaciones sin   fines de lucro y su arraigado enfoque social los que ponen un grano de arena muy importante en estos avances en la que aplican la  sostenibilidad  y responsabilidad social se encuentra en un nivel bastante alto lo que convierte a este grupo de interés en unos de los mejores valorados después del mundo académico, Es muy importante alcanzar  los resultados como clave de desarrollo en una amplia gama de países ,las instituciones financieras internacionales ,las politicas publicas incentivando la comunicación sobre políticas y reformas estructurales ha sido  flexible permitiendo responder las necesidades de los países  , desarrollar acciones en cuanto  al manejo de información inmediata para la toma decisiones  ir construyendo una plataforma de información de cada país con sus  comités respectivos para obtener los logros y objetivos, donde existe  orden , organización la productividad es mejor.

Si bien es cierto se está dando una importante evolución, aún existen millones de personas que se encuentran en situación de pobreza en el país  . Aún existen miles de niños trabajadores del país, las desigualdades siguen por tanto a la orden del día. Las asociaciones sin ánimo de lucro ONG que en su mayoría presentan un marcado enfoque social, trabajan directamente para incidir de forma positiva la  pobreza, trabajo infantil, inclusión social,  la investigación,  el sector publico  diseñas politicas para el desarrollo activa constituye una eficaz contribución al desarrollo  a través de especializaciones en una o varias áreas, programas sociales específicos, buscan atacar  estos flagelos desde una mirada puesta  también en la responsabilidad social, es una tendencia  a largo plazo. Y es que la simbiosis entre empresa privada y el tipo de organizaciones, el grado de madurez del dialogo de las empresas con las ONG es  medio. El sector publico es lento  en la toma de decisiones  y en ejecucion de programas , deberia de exirtir una  reestructuracion de gestion  en el sector publico para que la simbiosis entre empresa , ONgs y Sector publico sigan la misma ruta.

Dosse SOSSOUGA • Executive Director at UN SDGs NGO Major Group d'or Africa: Amis des Étrangers au Togo: ADET from Togo

 

 

Merci pour votre intervention depuis Perou

Angelica Chumbiauca Diez (not verified)

 Cuando comente el dia de ayer este  punto sobre ir construyendo una plataforma , para ir  Desarrollando acciones en cuanto  al manejo de información inmediata para la toma decisiones  ir construyendo una plataforma de información de cada país con sus  comités respectivos para obtener los logros y objetivos, donde existe  orden , organización la productividad es mejor. Tambie  tiene que ir  de la mano con la nueva tendedencia en cuanto  las organizaciones  y asociaciones  la conducta   en la sociedad , la base principal  integridad  en  , la moral en las personas que dirijen estas asociaciones en los lideres,  la conducta basada   en valores y el pensamiento positivo mas no negativo para un bienestar  para la sociedad   y en el mundo   se observa informaciones intrasocietal y extra societal   dentro  y fuera del pais  estamos  siendo    maltratados por informaciones  negativas tales como ,  crisis financiera mundia,  caida del petroleo , enfermedad del ebola , estamos las ongs para implementar programas de ayuda  y amortiguar la pobreza que se acrecienta mas aun  con esta informacion  las alianzas con las organizaciones  deben partir de  una base  de pensamiento  moral y etico para el mundo. Hacia un Nuevo Pensamiento

Nombre : Angelica Chumbiauca Diez

Asociacion : Centro Desarrollo Social  Presidente Ejecutiva

Consultora internacional para el desarrollo

mail : direccion@asocdes.org.pe ; asocdes@gmail.com

Angelica Chumbiauca Diez (not verified)
  • Angelica Chumbiauca Politologa Economista financista  Presidente Ejecutiva  Centro Desarrollo Social Consultora Internacional de Desarrollo 
  • La importancia de incluir a las comunidades, los conocimientos a nivel de la comunidad y fortalecer la capacidad de la comunidad para participar en asociaciones. Rept:_Gracias a los resultados el trabajo realizados por las organizaciones no solo está llegando a ser del conocimiento de sus diferentes stakeholders, también se demuestra un impacto positivo en la percepción que se  tiene de las mismas.
  •  Las ongs son el grupo de interés con menor porcentaje de valoración no positiva es decir solo 5% de los encuestados ha respondido que piensa que el grado de aplicación de la responsabilidad social de  esta organizaciones es muy bajo al resto del grupo , y la brecha de pobreza se encuentra descendiendo paulatinamente.

    *Fomentar mecanismos participativos que mejoren la capacidad de individuos y comunidades para cooperar constructivamente en la producción de bienes y servicios. Promover acciones para fomentar la provisión de servicios sociales de calidad  por parte de proveedores privados y de ONG.

     

Lal Manavado • Senior Advisor at undefined from Norway

On Partnerships for Implementation

As the acceptance the SDG's as they are presented today is yet to come, it would be unwise to suggest any specific partnerships suitable for the purpose. However, it is possible to outline some generic measures that might prove helpful irrespective of the final form SDG's may take.

First, I would like to propose that we agree on nation state as the initiator of a partnership. There are two practical reasons for this. First, pragmatic considerations dictate that it would be a great mistake to ignore the general appeal of national sovereignty in the formation of partnerships. At the same time, there is no effective mechanism to impose on a country, a partnership derived from a 'global consensus'.

Secondly, the need for improvement differs from country to country  both in kind and quantity, i.e. one country may need to improve its health system more than its education system than another, and the areas of needed improvement may also differe in kind and quantity. For instance, while one country may require expansion of its primary health care, the other may require improvements in its specialist health service. Moreover, the extent to which these changes are wanted, may also differ considerably.

If this seems reasonable, we can proceed to identify the next important aspect of making partnerships. It is concerned with identifying the levels of function at which partnerships are established. Its importance derives from the fact that the level of function of the partners determines the appropriateness of the partnership. Let me explain this often neglected point.

For the present purpose, we can envisage the levels of function in a national state as legislative and executive; the executive level is often multi-layered beginning with a ministry and its subordinate institutions, and finally to its actunal service providers such as hospitals, schools, railways, etc.

At this point, it is crucial to keep in mind that inclusion of private sector, NGO's, and any international body in a partnership is a prerogative of the national government. Whether one likes it or not, the principle of sovereignty demands it.

One of the underlying notions in the current open consultation is the use of an integrated approach to achieve a set of objectives. Its benefits are well-known. But, an integrated approach would make sense, if and only if work of the partners at a given level of function agree in kind, i. e., they possess the ability and skills required for the function they are required to perform. For instance, it would be absurd to include a set of skilled surgeons in a partnership formed to ascertain the kind and location of a number of hospitals in a country, or to find ways and means of financing them.

So, the areas one may decide to have a partnership can be broken down as follows:

 

1. Identification of the problem (local and foreign assessors)

 

2. Policy and legislation (advisory)

 

3. Priority setting, central or local planning (holistic and subject specific)

 

4. Financing and procurement of aid 

 

5. Technical know-how (appropriate and subject specific)

 

6. Procurement of equipment

 

7. Monitoring and revision as indicated.

 

 

To illustrate how this scheme might be put into practice, let me use health service as an example. During problem identification, local doctors often know the health issues that are important to the majority. At this point, WHO seems to be the appropriate partner for the job, whith who the local medical profession can work.

 

Work at levels 2 and 3 ought to be carried out simultaneously owing to the logical connexion between them. Level 2 partnership involves ministers of health, members of sub-committees on health from neighboring countries, or any other country the host nation wishes with a view to discussing legislative measures they have used to resolve similar problems in the past and present. The purpose of such a partnership is to learn, and if appropriate to adopt such measures.

 

The level 3 partnership has two components; setting priorities and planning. Of course, the former has to be undertaken with the 4th above, because other things being equal, to derive the maximum benefit for the majority, priorities should be assigned according to epidemiological data, while the extent to which this can be done depends on the financial resources at one's disposal.

 

So, partnership 4 is with possible donors, who are able and willing to help finance medical measures that are objectively important to the recipient, and not to a small fraction of its population. An extremely high-tech cardiac unit in the capital of a certain country where 80% of the population has no access to basic health care is a real-life example of what not to do.

 

Once, partnership 4 is in place, one can go back to the second part of 3, where planning  and its implementation are carried out with the help of 5 and 6.

 

Unfortunately, it is here that many inappropriate partnerships have been made. I have already given one example. More often than not, a country may gain invaluable experience through planning and implementation partnerships with countries with comparable economies. Leaving aside politics, many countries can learn a great deal about inexpensive and very effective health system planning and implementation from countries like Ceylon and Cuba, rather than from the 'high-tech' nations.

 

Partnerships 5 and 6 are naturally governed by the health priorities. Very often, WHO's list of essential drugs and the know-how and experience of countries own doctors and those from countries with a comparable burden of diseases would offer one the most relevant choice of partners.

 

Finally, monitoring and revision requires two different partnerships. WHO seems to be the most appropriate for the former, while revision is based on repetition of 1 to 6 as required by the data provided by monitoring. I am afraid this is just a highly simplified version of the process, but, my purpose is not to describe a blueprint for partnerships in detail, rather to outline a logically layered structure of partnerships with reference to their purpose.

 

The advantages of this scheme are obvious. First, they enable one to deal with  a problem in a systematic way, where participants are chosen according to the relevance of their skills with respect to the job in hand.  Secondly, it minimises partners' undesirable interference in areas beyond their competence. Finally, it enables the host government to utilise the help and support of its partners in a truely integrated manner to resolve a problem.

 

Lal Manavado.

 

Dosse SOSSOUGA • Executive Director at UN SDGs NGO Major Group d'or Africa: Amis des Étrangers au Togo: ADET from Togo

Merci, mais la souveraineté de l'Etat n'empêche pas d' adopter les objectifs du dévellopement durable qui sont universels. Une fois adopté, chaque pays, dans sa souveraineté, se retrouve en face des réalités qui ne cadrent pas avec sa politique, sa legislation d'où l'existance des problèmes à résoudre.

- La toute première chose à faire, c'est de faire les réformes en changeant sa politique, sa legislation qui doit être inclusive c'est dire ne laisser personne de côté.

- identifier les problèmes par secteur et objectif

- Prioriser/ planifier

- Rechercher l'aide ou le partenariat financier

- Financement reçu déterminera la faisabilité des projets pour atteindre un objectif

- La recherche du savoir faire sur le plan national, régional ou international ( ressource humaine et compétence pour la passassion du marché)

- Acquision d'équipement

- Exécution du(des) projets

- Suivi et évaluation

La même procédure doit être suivie par la socièté civile impliquée dans le développement durable pour ne pas être en déphasage avec le gouvernement.

Angelica Chumbiauca Diez (not verified)

 Seria  Fundamental que estos objetivos para el desarrollo sustentable se ejecute en un comite , organismo , asociacion para el desarrollo  con tecnologia en base  a una buena calidad de informacion  con un pensamiento positivo.

Unos de los objetivos y roles principales  en que detallare , el diseño de programas y politicas con  responsabilidad en  las asociaciones y en el sector privado en temas   tales como :

* Diseñar un enfoque transversal que establezca un vínculo directo y prioritario entre el medio ambiente,el desarrollo social y el crecimiento económico sustentable, reconociendo que la degradación del medio ambiente y el agotamiento de los recursos naturales perjudica la calidad de vida del capital humano y las oportunidades económicas de la población.

El Pilar de todo  Un Desarrollo Economico Sustentable   para los paises de las regiones Desarrollar para crecer. para la implantacion de los ODS y la agenda post 2015.

Nombre : Angelica Chumbiauca Diez

Asociacion : Centro Desarrollo Social  Presidente Ejecutiva

Consultora internacional para el desarrollo

mail:   direccion@asocdes.org.pe; Asocdes@gmail.com

 

Dosse SOSSOUGA • Executive Director at UN SDGs NGO Major Group d'or Africa: Amis des Étrangers au Togo: ADET from Togo

Merci pour vos suggestions.

Jihène Malek (not verified)

From the Outcome document of the special event to follow up efforts made towards achieving the Millennium Development Goals (1 October 2013):  there are some issues related to Global partnership for development as: 

We underline the central role of a strengthened global partnership for development. We recognize the importance of national ownership and emphasize that if the Millennium Development Goals are to be achieved by 2015, national efforts need to be assisted by international support and an enabling international environment. The mobilization and effective use of all resources, public and private, domestic and international, will be vital.

We reaffirm the importance of promoting human rights, good governance, the rule of law, transparency and accountability at all levels.

We call for the urgent implementation of all commitments under the global partnership for development so as to overcome the gaps identified in the reports of the Millennium Development Goals Gap Task Force. We emphasize the need to accelerate progress towards the target of 0.7 per cent of gross national income as official development assistance by 2015, including 0.15 per cent to 0.20 per cent for the least developed countries. We call upon developed countries to urgently fulfil the official development assistance commitments they have made, individually and collectively.

We underline the need for the business sector to engage in responsible business practices.

Then , when they talk about the post-agenda 2015 for development , they advanced that :  Recognizing the intrinsic interlinkage between poverty eradication and the promotion of sustainable development, we underline the need for a coherent approach that integrates in a balanced manner the three dimensions of sustainable development. This coherent approach involves working towards a single framework and set of goals, universal in nature and applicable to all countries, while taking account of differing national circumstances and respecting national policies and priorities. It should also promote peace and security, democratic governance, the rule of law, gender equality and human rights for all.

for this brief text, we can undestand how it is important to focus the transition in taking account differing national circunstances and respecting national policies and priorities. In the same time all the stakeholders need to be mobilised as private sector as the main actor and the role of good governance in public institution, what about the the official development assistance which is playing a major role in many countries?

Dosse SOSSOUGA • Executive Director at UN SDGs NGO Major Group d'or Africa: Amis des Étrangers au Togo: ADET from Togo

ok

Adriaan Kamp- Founder Energy For One World (not verified)

In one word: Integrate!

We have an opportunity to better integrate.: The local needs and situation (constellation) with the shared aspiration.

The rise in sustainable development- asks and invites us - to rise the business community deliveries and performances, the government deliveris and performances and the health and balances within CSO, NGO and society.

It's a true profession. It's a true art- but which can be learned!!

 

Dosse SOSSOUGA • Executive Director at UN SDGs NGO Major Group d'or Africa: Amis des Étrangers au Togo: ADET from Togo

d'accord

Jihène Malek (not verified)

Also, as we know in the actula discussion about the SDG , we can see at the goal 17 which containing : Enhance international support for implementing effective and targeted capacity-building in developing countries to support national plans to implement all the sustainable development goals, including through North-South, South-South and triangular cooperation.I'm asking my self , which kind of training public institution needed to facilitate the implementation of the SDG and if a triangular cooperation can be a solution , as we know we need the expertise of others contries , in the same time south-south cooperation is also be a good solution to make more strong relationship between developing countries.

Dosse SOSSOUGA • Executive Director at UN SDGs NGO Major Group d'or Africa: Amis des Étrangers au Togo: ADET from Togo

c'est pourquoi les gouvernements doivent être attentifs aux plaidoyers de la société civile qui a activement participé à l'élaboration de ces objectifs du développement durable.

Adriaan Kamp- Founder Energy For One World (not verified)

Yes. Creating the strategic and winning partnerships (global- with local and peergroup)  (or the co-alitions of the able and willing) is - to my mind- one of the essential new capability to learn and execute in this new working program.

 

  

Annelise PARR • Secretariat Coordinator, IATI at UNDP

This contribution is made on behalf of the Secretariat of the International Aid Transparency Initiative (IATI). 

While the post-2015 framework is expected to incorporate the “unfinished business” of the MDGs, it is clear from the UNSG’s Synthesis Report that it will go well beyond this and set out a transformative agenda for sustainable development, based on 17 SDGs. 

The costs of achieving this ambitious vision will be commensurately higher than for the MDGs, so it is imperative to harness all of the available resources to support these goals.  Better data on all development finance flows – public and private, domestic and international – are essential in order to build a complete picture of the resources available for sustainable development, and to mobilise and monitor these resources effectively at national and global level. All development actors should commit to publishing timely, comprehensive and forward–looking information on their activities in a common, open, electronic format, based on strengthening existing open data standards. Multi-stakeholder partnerships for better data to support countries effectively utilize and harness all development resources can play a significant role in supporting all development actors to publish better data. For example, the International Aid Transparency Initiative (IATI) has facilitated the availability of information on development cooperation in a standard that is compatible with information needs of developing countries for managing their planning and strategic budgeting.

IATI is an independent, multi-stakeholder initiative that is already capturing data from a wide range of organisations including bilateral donors, multilateral institutions, philanthropic foundations, CSOs, development finance institutions and private sector consultancies. It can easily be adapted to capture all forms development finance in a common, open, standard, and provide timely data for monitoring financing for development commitments. It therefore offers an ideal basis for developing a fully comprehensive standard for publication of information on all international development finance flows. IATI provides a good precedent in establishing a multi-stakeholder partnership in addressing the data gap of development finance flows, and efforts such as these could be strengthened and made more robust as part of Means of Implementation of the post-2015 framework.

Further details on IATI can be found on its website - http://www.aidtransparency.net/about.

Dosse SOSSOUGA • Executive Director at UN SDGs NGO Major Group d'or Africa: Amis des Étrangers au Togo: ADET from Togo

Que IITA  devienne membre de CIVICUS pour mériter une confiance pour ce partenariat multilatéral puisque tout est question de responsabilté, de transparence et de bonne gestion des fonds.

Dosse SOSSOUGA • Executive Director at UN SDGs NGO Major Group d'or Africa: Amis des Étrangers au Togo: ADET from Togo

Que IITA  devienne membre de CIVICUS pour mériter une confiance pour ce partenariat multilatéral puisque tout est question de responsabilté, de transparence et de bonne gestion des fonds.

Angelica Chumbiauca Diez (not verified)

* La importancia del sector privado , ongs  para el objetivo del desarrollo sostenible , unas  de las responsabilidades fomentar mecanismos participativos que mejoren la capacidad de individuos y comunidades para cooperar constructivamente en la producción de bienes y servicios. Promover acciones para fomentar la provisión de servicios sociales de calidad  por parte de proveedores privados y de ONG.

Nombre : Angelica Chumbiauca Diez

Asociacion : Centro Desarrollo Social  Presidente Ejecutiva

Consultora internacional para el desarrollo

mail: direccion@asocdes.org.peAsocdes@gmail.com

Adriaan Kamp- Founder Energy For One World (not verified)

Great observations and Suggestions. Better blending global with peer group and local know-how- good words of guidance.

Adriaan Kamp- Founder Energy For One World (not verified)

Great observations and Suggestions. Better blending global with peer group and local know-how- good words of guidance.

Adriaan Kamp- Founder Energy For One World (not verified)

It is truly a fascinating experience to page through the various readership contributions in this UN ECOSOC teamworks probe:

Managing the transition from the Millennium Development Goals to the sustainable development goals: What it will take”.

I have read some very good examples of integrated policy making, I have read on the working endeavours to capture the voice and participation of the youth in the new sustainable development goals, I have read some deep and profound insights on the ways the personal ideology of leadership and governments affects policy making and progress in various countries, I have read on the effects of what corruption or discrimination can do, I have read on some very good successes achieved with attaining the Millenium Development Goals for the poor and deprived. I have read some very good working campaigns, slogans and ways to inspire people to unite and contribute. etc. etc. A rich world of knowledge and insights, collective will and hope, but surely - also still very much - an uncertain and needing world with some true and some very serious concerns, and - actually- don't know-how's.. I suggest, and if you find time today or later this weekend- Go to UN teamwork pages- and read for yourself.

Now I would like to proceed with some very generic observations on what it will take to manage the transition from the MDG to the SDG's and on the issue of Partnerships and Monitoring & Review.

The questions probed in the forum are:

Partnerships for the implementation of the SDGs and the post-2015 agenda

 

 

What are good examples for fostering partnerships, including public-private, that can lead to implementation and development results at the global, national and local levels?How can multi-stakeholder partnerships be effectively established and taken into account to facilitate the implementation of development priorities?What elements will be needed to ensure accountability within partnerships for managing responsibilities, commitments and expectations for the implementation of the SDGs?Monitoring and review

 

 

What kind of monitoring and review in the multi-tiered and multi-stakeholder responsibility structure will be required for the SDGs and the post-2015 development agenda? What would be the key features of an effective monitoring and review framework?How will action on the different goals at the global, regional or national levels be better tracked, taking into consideration national and regional specificities? What incentives would be needed to ensure that a broad range of actors engage in monitoring and review of results?

Let me first remind ourselves of where we are- in time, and in our history:

2015 can be a year for history. It can be the year that we put the world on the path to end extreme poverty; the year we place sustainability in the heart of our future; and the year that we agree that every person should be able to lead a life of dignity and opportunity” Mary Robinson, 2015

“The stars are aligned for the world to take historic action to transform lives and protect the planet” – Ban Ki Moon

This year is a critical one for the planet and for humanity, with a series of defining moments that will have a transformative impact for generations to come

May East- a befriended UN sustainable development practitioner of me- write in the Scotsman.

We have a real chance to make 2015 the year we did our best for the planet and for humanityGo to her article

A beautiful and optimistic article- and which, by the way, also highlights that Scotland may be ahead of the game ( a winner!) in reaching sustainable development...

Now that is good- but perhaps not good enough.

In an earlier occasions and conversation - I have shared - that if we can (for example) solve India- then we can solve the world.

Implying:-

If India, and we (the world, UN SDSN, SDG) can find the ways and means to support India to fully become India which is healthy, balanced and sustainably thriving- in and between all other nations- then we may have achieved what we aspire to achieve for the full world- under the sustainable development goals and programs- now unleashed.

And that is not an easy job.

Not an easy job if we consider the many cultural and leadership nuances, the vast amount of economic and personal interests and perspectives playing in and on this continent, and the vast amount of human and ecological (sustainable development) challenges there are- in this nation.Go to a recent article on India's development plans

As I have worked last year with India on some of their key (performance) challenges in their energy sector (oil & gas)- I know first hand how energy hungry India is today, and how this energy hunger may affect much what is at stake - in developing a sustainable economy, in developing a sustainable society and in developing a country in balance with nature- inside India and outside India. I

also know first hand the potential shadow-sides and uncertainties of business-as-usual in todays global (energy, oil, gas, coal ) business practice. Politically, financially, economically, socially and - for sure- in relation to sustainability.

So- we do have a true and serious game-changing challenge at our fingertips: To dampen our problems and grow our solutions.

Now- the good news is - that most if not all of the solutions to advance our leadership, our governance, our working collaboration, our established business/governance practices- to vastly improve the results of the sustainable development" are known today.

The challenge indeed is to build, and translate this know-how in the right zippered partnerships between business, finance and society (governments) - at all relevant levels- locally, nationally, regionally and internationally- with the "right mind-sets and right working frames"- such that we can unlock, deliver and scale this vast potential that we presently have.

To do actually so much better.

To scale and accelerate the much better practices of building sustainably.

Now- any program without oversight, monitoring and review is rudderless. Monitoring and review allows us to analyse, feedback, attune the large range of working programs the SDG's aims to realize.

It's just good program management: to measure progress and impact, to identify gaps or corrective action needs- and most of all- to see where success is made, and can be celebrated.

To measure is to know - where we are, on our journey- and what navigational adjustments we may need.

The great advantage today is that we have a global working population who are more and more connected with the internet.

The great advantage today is also that we can work with Big Data- and use this to our intelligence and advantage.

To conclude this series-

Let me give 3 typical examples of how we may advance some of our thinking on re-organising ourselves for success:

First of all, I have made the observation that I would applaud if we could come to a (small) UN Agency for Energy & Sustainability. An agency who would and could assume the data intelligence gathering and integration role (oversight and monitoring) between IEA, EIA, IRENA, OPEC, IEF, WEC, NDRC, IAEI, WorldCoal.

Secondly, I would welcome if we could create a new organisation, a new co-alition and partnership between the Energy sector () and UN (under Global Compact): What could happen if we could create Global Centre(s) of Excellence (on e.g. Energy & Sustainability) staffed by (international) experts who can fully support and assist with the (framing) of (scaled) roll-out of best practices, local (business) game-changers and realisations of energy architectures befit to the 21st century: So-called integrated expert/dream-team(s) on Energy, Energy Transition & Sustainability.

Thirdly an opportunity I see is to use the talent and availability of students of the world: There are approximately 150 million students, spread over 16,000 universities in the say 200 countries of this world. What could happen if we organize and outreach to these students and make them part in our quest of managing (monitoring / review) of the sustainable development goals? To create a Dynamic State of the World Barometer (Based on the SDG's) - from and by Students. The diverse pool of students (and academia) could be a very powerful and a third-party resource in the collection, aggregation, monitoring and review, analysis, research, etc. of the sustainable development achievements on location.

Angelica Chumbiauca Diez (not verified)

 

Great observations and Suggestions. There varos issues for sustainable development THROUGH develop partnerships with associations

 

---Angélica Chumbianca DieztPresidente EjecutivaAsociación Centro de Desarrollo Social Perú

El 2015-03-06 04:41, notification@unteamworks.org escribió:

Adriaan Kamp- Founder Energy For One World (not verified)

Wonderful!

Dosse SOSSOUGA • Executive Director at UN SDGs NGO Major Group d'or Africa: Amis des Étrangers au Togo: ADET from Togo

Many Thanks.

Angelica Chumbiauca Diez (not verified)

 

Convene an international forum on line or in person to develop these issue and to consolidate new shares Low carbon growth, green growth, energy efficiency, reduced emissions, national contributions, adaptation measures, background Green climate, reducing emissions from deforestation and degradation (REDD +) are just a few terms derived from a stronger trend called climate change.The world is moving at high speed, to the point that the developed countries have initiated a project to define its carbon reduction targets process, both 2030.Otorga budget to help countries improve the livelihoods of the inhabitants, establishes clauses on the social, environmental, poverty alleviation designed to support policy and institutional reforms.

Nirmalan (not verified)

 

What are good examples for fostering partnerships, including public-private, that can lead to implementation and development results at the global, national and local levels

Currently existing mechanisms are structured so as to engage inspiration at local level and through various processes harness it towards the achievement of global objectives. This leads to burn out in the best of cases, and to disappointment and disillusionment in most cases as well as to corruption, opposition and sabotage in the worst.

Those who are inspired do not need much to work with other than their housing and survival requirements, their reproductive requirements if they are interested in reproducing, their technological requirements, and their requirements for geriatric care once they are incapacitated or impaired by old age. These are the common requirements of all human individuals and should in fact be accessible to all so that all may be engaged in “development” instead of in the manufacture and distribution of some of the inane objects and activities that also make up large parts of the economy and its development.

If these requirements can be met through collaborations then those who are inspired will be able to work on the task of expressing and embodying their inspirations and the embodiment of these inspirations will then drive the developmental process in inspired directions.

 

How can multi-stakeholder partnerships be effectively established and taken into account to facilitate the implementation of development priorities?

Anyone seeing someone inspired to do something that the observer thinks makes sense or is required to be done may freely support the person who is inspired to achieve that end in what ever way possible and necessary.

Massive multi lateral institutions that wish to see their “development priorities” realized could get on their hands and feet and do it themselves. Trying to “motivate” and pay others to do it will lead to the situations described above. Moreover since the world is stochastically dynamic and moves a lot faster than we tend to assume it does, these “developmental priorities” are usually over twenty years old by the time attempts at their implementation are initiated thus making them irrelevant and turning development into an exercvise in shutting the stable doors long after the horses have bolted.

So whoever these “stakeholders” may be, all they have to do is to look around for people who are inspired to do something that makes sense, and collaborate with them. The technology to monitor and manage large numbers of small and even micro level interventions at individual level and avoid large overhead costs is available. Bankers do it very effectively and there is no reason why development funding organizations cannot do the same or hand over the task to the banks however heretic such action may be seen as initially.

 

What elements will be needed to ensure accountability within partnerships for managing responsibilities, commitments and expectations for the implementation of the SDGs:

Since everything other than the money is generated by the inspiration of the person spending the money in order to embody the inspiration, all that has to be monitored is that agreed limits are not exceeded. This can very easily be done electronically through banks notification systems and the incoming notification data can be turned into regularly formatted statements of expenditure, if necessary by the bank itself.

In terms of value the persons inspiration and willingness to work towards the embodiment of those inspirations – often at considerable social costs and sometimes at great personal danger that may even lead to torture and the loss of limb or life – is of far greater worth than any money that may be given towards the work concerned. This fundamental factor must be accepted and made the basis of any collaboration.

A partnership is a business venture and will sooner or later begin to exhibit all the characteristics of a business venture. Collaborating with what someone is inspired to do by providing that person with the means to live and embody the incoming inspiration on the other hand is a deeply humanistic and spiritual process.

Development is in a sense a “mission’ and in that sense to be undertaken only by inspired persons whose mission is the embodiment of the inspiration that they receive. Development has been seen as such before. Being seen as such again may be all to our gain.

Adriaan Kamp- Founder Energy For One World (not verified)

Beautiful phrased. Salut and I support this form of thinking.

Nirmalan (not verified)

I wish there were many more people who could understand and support this kind of thinking and the kind of actions and activities that this kind of thinking generates.

Adriaan Kamp- Founder Energy For One World (not verified)

Confucius once needed 13 years to find a pupil- for teaching. 

I am hopeful that if we open our eyes and ears- we can and may find many of pupils, masters and teachers, much earlier then that. 

Lal Manavado • Senior Advisor at undefined from Norway

Confucius was fortunate indeed! Diogenes went around looking for a honest man without much luck. LM.

Adriaan Kamp- Founder Energy For One World (not verified)

:-)

Look inside- and you will find honesty,

AK

Odion (not verified)

A good discussion so far. I would like to suggest that a review be done on the MDGs to see the lapses and improve on the SDGs.

Dosse SOSSOUGA • Executive Director at UN SDGs NGO Major Group d'or Africa: Amis des Étrangers au Togo: ADET from Togo

ok

Manju (not verified)

Good to hear the views from all corners of the world  on the topics. My response it towards topic 1 and 2 specifically.

I would like to share the experience of  Smile Foundation, a not for profit organisation, India working  in the areas of children’s education & health, youth empowerment , women empowerment and strengthening of  Community Based Organization, benefitting more than 300,000 people annually supported by more than 150 national & international corporate partners, institutional partners, etc. Smile Foundation have partnership with more than 180 grassroot NGOs / Community Based Organisations (CBOs). The Foundation has been collaborating with corporate  for many years, to support its initiatives, not limiting itself as a mere grantee but as a partner. Experiences of Smile Foundation reflects practicing transparency, showcasing integrity, good governance, focusing on results, openness in communication, clarity on roles etc. has helped in an engaging partnership.

The social development sector in India is unorganized with plethora of a non- profits doing exceptional development interventions in isolation.  The government has its own machinery and policy bodies for social development. There is also a growing business sector; some of them are playing vital roles in social development domain.   The bilateral / multilateral agencies as well as International NGOs have played a critical role in designing and implementing programmes bringing different actors together, mostly government and community based organization. Government  takes support from CBOs for implementing some of their larger initiatives. But the real potential of partnership is still under- utilized. It is felt  that larger initiatives with multiple partners can be more effective in a country like India looking at the enormity of task in hand.  This will not just strengthen  the partners but also ensure such initiatives are duly monitored for results and up scaled as needed.  Involvement of corporate is a necessity here. Corporate may not just function as a monetary resource partner but has the capacity to provide technical assistance and knowledge. Moreover, there is a need for business sector   to assume larger roles in addressing issues around human rights as well as environment.  NGOs are capable of designing local-specific initiatives, providing strategy inputs, building capacities of communities, connecting with civil society for inclusion of their inputs and implementation of projects at ground level etc. Government and Agencies may not just act as funders and policy makers but also share its existing technical resources and play active role in capacity building of local organization. When we discuss about Sustainable Development Goals, Corporate and Industries as an actor cannot be allowed to stand apart. Through Policy and legal framework, Corporate must be led to contribute and act responsibly.

In India, the trend is improving; with more corporate compelled to undertake social initiatives under CSR in the areas of Education, Health, Women empowerment, Environment and Disaster relief. With the recent amendments in Company Law, CSR activities have become mandatory to many corporate and some first timers shall join the league this year. It is felt that creating an enabling environment for partnership is a big factor here.  Government can play a big role here. While, non- profits organisation needs to establish and assert themselves as credible and result oriented organisations that can play a collaborative role and seen as an equal partner in the initiative. On the other hand, corporate partners also need to identify the shared value of contributing towards a social cause to enhance their image and responsibility.

The key to success  of any such partnership, is a strong willingness to work towards the common goal.   The other factor here shall be to specify roles clearly, create transparent work practices, strict monitoring, capacity building and responsible reporting.  There is also a need to take inputs, share the plan and results with the public in general and involve civil society actively in the initiatives. The concerns around private players trying to influence policy also get addressed by the presence of multiple stakeholders who have equally important roles to play.

 

 

 

Dosse SOSSOUGA • Executive Director at UN SDGs NGO Major Group d'or Africa: Amis des Étrangers au Togo: ADET from Togo

Un bon exemple en Inde.

La volonté politique est à la base de cette volonté populaire qui est un bon exemple à suivre.

Adriaan Kamp- Founder Energy For One World (not verified)

Very good to read. Would like to speak with you off-line: on India.

 

AK

Adriaan Kamp- Founder Energy For One World (not verified)

Very good to read. Would like to speak with you off-line: on India.

 

AK

Irene Pritzker (not verified)

 

It is imperative that we include in these dialogues about implementation of the SDGs and the post-2015 agenda the role of low-fee private schools. Absolutely, education should be free and provided by governments. Absolutely education is a universal human right. However, the unfortunate reality is that despite all of our efforts to date to provide free education for all, there has been a staggering increase in the number of schools established by retired teachers and other members of deprived and unreached areas in order to serve the children in their communities.

The efforts of these parents and school owners are rarely factored into the funding and policy agendas put forth by national governments, bilaterals and mulilaterals. But the low-fee private school sector is where we should be looking. To reach all children, we need to start approaching education from the bottom up – in the villages – right where a large number of children are never otherwise reached. We need to include, we need to empower, and we need to support this sector and the communities they serve as part of the overall educational policy of a country.

Far from profiting, many of these school owners barely eke out a living.  The parents who choose these schools often do so because they are either the same cost or only slightly more expensive than the “free” government schools. Parents agree the minimal cost is worth it for better oversight within the school, smaller class sizes, English proficiency, and teachers who are held accountable. 

Given that the low-cost private schools do exist in large numbers and are not adequately supervised, the IDP Foundation established the IDP Rising Schools Program in 2009 in partnership with Sinapi Aba Trust, the largest microfinance institution in Ghana, to help them come up to standard. The IDP Rising Schools Program achieves this through the provision of extensive training in school management and financial literacy coupled with access to microfinance loans that are offered at below market rates. Training emphasizes the importance of registering with the Ghana Education Service and actively engaging with the district offices and circuit supervisors, alongside other topics such as: community relations, savings and reinvestment, human resources management and paying teachers on time, proprietors taking a set salary, the importance of scholarships, etc. We feel that it is very important to teach these school owners how to work with the government so they might be able to secure text books and some teacher training support.

The individually-owned schools participating in the IDP Rising Schools Program charge a median primary tuition fee of $4USD per month (20 cents per day) and are 10 years old on average, with the oldest school being 29 years old. We find that these school owners are not gouging the poor, but are filling a gap because they are passionate about education and even subsidize the costs of operation with profits from their other businesses (e.g. their cocoa farms).  Currently, 250 schools serving an initial enrolment of over 65,000 primary aged children have been through the IDP Rising Schools Program and we are on track to have a total of 580 existing schools by June 30th, 2016.  That is more than 150,000 children.

Although this unique program sustainably addresses some of the challenges these low-fee private schools face, they still require additional support. If we are to provide a quality education for all that will provide our future leaders with the foundation they need to continue the push towards reaching the post-2015 goals and beyond, partnerships with these schools is essential.

Dosse SOSSOUGA • Executive Director at UN SDGs NGO Major Group d'or Africa: Amis des Étrangers au Togo: ADET from Togo

Ok bien

Dosse SOSSOUGA • Executive Director at UN SDGs NGO Major Group d'or Africa: Amis des Étrangers au Togo: ADET from Togo

Ok bien

Mary Kaye Nealen (not verified)

1) What are good examples for fostering partnerships, including public-private, that can lead to implementation and development results at the global, national and local levels? The role of religious networks was referred to above, a role that I want to underline. An example I offer is that of a network that has striven to eliminate human trafficking: the International Union of Superiors General [of Catholic Sisters' congregations] was asked over ten years ago to address the trafficking issue. Efforts have taken and are being taken place on many levels - including vigils on street corners, posters in buses, choosing hotels that subscribe to protective codes, and asking airline attendants if they have been trained in anti-trafficking. Among other organizations, Catholic sisters endorse the principles represented in the MDG's and upcoming SDG's. They serve worldwide and can be strong agents for success.

Dosse SOSSOUGA • Executive Director at UN SDGs NGO Major Group d'or Africa: Amis des Étrangers au Togo: ADET from Togo

La religion est un bon canal pour la sensibilisation pour le changement.

Dr. Marianne Beisheim (not verified)

In 2014, I was invited by the German Federal Ministry for Economic Cooperation and Development (BMZ) to serve as a thematic ambassador for “global partnerships” in the forward-looking initiative “Charter for the Future” (Zukunftscharta). Its goal was to encourage a broad public dialogue with a wide range of stakeholders on future measures addressing the social, economic, environmental, cultural and cooperative dimensions of sustainable development. Regarding multi-stakeholder partnerships for sustainable development, participants highlighted the necessity of incorporating “lessons learned” and suitable criteria for ensuring successful partnerships in the future. For your inspiration, I would like to quote from the outcome document:

“German development cooperation, drawing on a broad base of relevant stakeholders, is seeking to identify a set of criteria for the development and implementation of partnerships. A matrix like this could be used to guide the work of existing partnerships and design new alliances. We want to see why some partnerships have succeeded while others have failed. When we review our idea of what a partnership should be, we shall bear in mind the criticisms that have been levelled against existing partnerships. A prominent cause of failed partnerships, however well-meaning the project, would appear to be the adoption of a top-down ap­proach, which fails sufficiently to involve the people concerned. They are also occasionally criticised for their lack of transparency. We shall review previous experience and current studies and try to analyse in depth the prerequisites, enabling conditions and criteria essential for a partnership to be successful. During the process of preparing the Charter for the Future, we have already identified some criteria for ensuring that partnerships are tailored to meeting the challenges of the future. Under these criteria, partnerships should:

  • be ambitious, identify concrete objectives and address transformational change in the spirit of the post-2015 agenda;
  • pursue clear and measurable goals, while integrating all dimensions of sustainability as much as possible;
  • be organized on a bottom-up basis, and actively involve local populations or the bodies that represent them (e.g. parliaments or trade unions) right from the planning stage, so as to identify appropriate solutions, build local capacities and offer lasting incentives on the ground (such as employment);
  • be run by a recognized project management team in possession of adequate powers and have sufficient institutional capacity;
  • work on a transparent basis, giving all stakeholders and target groups a seat, voice and a decision-making role in committees and other bodies, and ensuring a fair balance;
  • have a sustainable budget for the entire duration of the project;
  • ensure a regular, independent review of outcomes.

German development cooperation will work together with interested parties to build a national platform for the targeted development of and support for partnerships. It will base its work on these criteria, which are subject to ongoing review.”

For further information, please see the section on partnerships (pp 54-59) in https://www.zukunftscharta.de/ecm-politik/zukunftscharta/de/home/file/fileId/3038

Adriaan Kamp- Founder Energy For One World (not verified)

 

This reads excellent. Thanks fo rsharing- and happy to collaborate with Germany of making some of this happen in the Agenda of Energy & Sustainability.

Look out to speak with Dr. Beisheim!

 

AK

Lal Manavado • Senior Advisor at undefined from Norway

In reply to Dr. Marianne Beisheim: I agree with you that many a partnership has failed to achieve its objectives, or its success has entailed a wide variety of other serious problems, such as environmental degradation, providing employment opportunities that led to inflation and redundencies in other sectors, etc. However, I disagree with your analysis, where you attribute such failures to the use of top-down approach in setting up partnership. I think the failure stems from an unskilled application of the top-down method. Let me expand a little on it. In my post on partnership in this forum, I proposed a layered-approach to the enterprise. Taking it for granted that we are talking about partnerships in which a national state will participate, it is possible to distinguish several layers of action, which eventually enables one to achieve a given objective. Typically, they will begin with an identification of a challenge or a problem, say providing a certain degree of nation-wide health care. Unless one has an overview of national requirements, it is logically impossible to   identify the issue correctly. If partners involved at this stage are unanimous in their desire to work objectively and leave their personal preferences out of it, then one can expect the partners to identify the problems relevant to the largest number of people in that country. On the other hand, if one or more partners have some ulterior motives for identifying something that is not relevant to the majority as very important, they can convince the remainder of the partners by using a variety of inducements. These may range from 'national prestige' to economic advantages. For example, I know of aan ultra-modern Cardiology unit in a certain land, where there is hardly any public health care. So, it is not the method that is at fault, rather the human frailties of those who are expected to use it. In addition, it is also conceivable that in some cases, inappropriate partners are selected owing to incompetence of those who are entrusted to do so, or once again, the selectors are induced to choose the wrong partners. And, we must not overlook some potential partners are extremely competent in PR, but not so competent in their field. What I have said here at the very top level where one may enter into partnerships, applies with equal force to to the subordinate levels. I hope I have made a reasonable case in defence of the top-down approach, which is a logical necessity for acting in a holistic way. Lal Manavado.  From: notification@unteamworks.org [mailto:notification@unteamworks.org]Sent: Monday, March 16, 2015 6:51 PMTo: Lal ManavadoSubject: [World We Want 2015] Dr. Marianne Beisheim Senior Researcher, SWP German Institute for International and Security Affairs, Global Issues Division from Germany commented on the Discussion "Partnerships for the implementation of the SDGs and the post-201...

Dosse SOSSOUGA • Executive Director at UN SDGs NGO Major Group d'or Africa: Amis des Étrangers au Togo: ADET from Togo

Thank you

Anita Sharma (not verified)

Dear Colleagues, 

Thank you for a very thoughtful month of conversation on the role of partnerships in the implementation of the SDGs and the post-2015 agenda. In the final week of our conversation we have seen some new themes emerge, including:

  • the importance of public-private partnerships between governments and ICT providers;
  • multi-stakeholder partnerships as a means of ensuring better data at both the global and local level;
  • the necessity of partnerships between the UN and religious organizations.

As we wrap up this conversation, I would urge participants to continue to push their thinking on this critically important topic.

When reflecting on the MDGs, it is clear that  collective action from all sectors from across the globe was a key driver for progress. As we look towards the SDGs, we need to be sure we are engaging all sectors.

Additionally, we must expand our thinking on the role of the private sector and view them as more than just financial backers of development – they can also commit resources, time, capital, and innovation, among other non-financial resources.

And lastly, in order for Partnerships to play a strong and key role in the implementation of the SDGs, we need to ensure structural coordination at the local, national, regional and global levels. 

Once again, I would just like to say thank you for participating in this lively and informative conversation. I look forward to continuing to think about the topics and questions raised during this dialogue in the months leading up to September and the launch of the SDGs. 

Sincerely, 

Anita     

 

Dosse SOSSOUGA • Executive Director at UN SDGs NGO Major Group d'or Africa: Amis des Étrangers au Togo: ADET from Togo

Merci beaucoup

Jan Goossenaerts • World's first #tagcoder at Wikinetix from Belgium

When reading strategic plans I have noticed that there is little understanding of the specific strenghts and contributions of competitive versus cooperative "agents".

My understanding of these is explained through the concepts of macro; meso, micro and pico  at http://www.actor-atlas.info/social-architecture 

Some ideas are elaborated per type of agent at http://www.actor-atlas.info/role:global-partnership

DRA. GRACIELA R. YANOVSKY (not verified)

Respetando desde ya, cada una de las posturas plasmadas tradicionalmente, los invito a considerar la óptica de mi visión, como Fundadora y Presidente de la Fundación Argentina a las Naciones Camino a la Verdad - FANCV.

Atento, que de aquí a muy poco tiempo, ciertamente todo lo que a continuación se detalla ocurrirá, en mayor o menor medida, agravando las circunstancias por las cuales NO ignoramos que, como Humanidad toda, tenemos el Deber Ético y Moral de resolver la Problemática suscitada en virtud de la creciente cantidad de “Desplazados y Migrantes” que se verán afectados y más aún, con los que ya se han visto afectados, por los Desastres provenientes de la misma Naturaleza - producto del Cambio Climático - sin considerar los provenientes de origen antropogénicos, como así también, los resultantes de Conflictos Armados… y cuanto más aún… si los incluimos…- que, en definitiva, no respetan la “Dignidad del Derecho a la Vida” de los Seres Humanos y mucho menos, la de otros Seres Vivientes, es que entonces, considero oportuno enfocar en este Foro de Discusión, el aporte de la siguiente reflexión, entendiendo que mi análisis debe hacerse desde la óptica precisamente de su título: “Es una Cuestión de Supervivencia” y, es dentro de los parámetros de esa misma cuestión que, a los efectos del actual Mantenimiento de la Paz Global, he comprendido que, prioritariamente, la misma debe ser resguardada, “prima fase”, considerando la Protección del Derecho a la Vida y el Reconocimiento de la Dignidad de todo Ser Viviente, punto esencial de partida de todo análisis conceptual a los efectos de tener la Oportunidad de Ser Respetados como tales. NUESTRA DIGNIDAD NO ESTÁ EN VENTA, ES UNA CUESTIÓN DE SUPERVIVENCIA…

 

Resulta Superlativo para la Humanidad hoy “Disponerse a Reconocer la Altura del Enfoque de la Visión Estadista Innovadora, que nos anime a Comprender la Esencia Integradora que nos demanda este Tiempo Histórico, que nos ha tocado experimentar como “Oportunidad de Vida”, como para NO permitirnos el subjetivo desliz de extraviarnos tras codiciosas pasiones ególatras que cieguen la Urgente necesidad de proceder al DIAGRAMA DE UN “DESARROLLO SOSTENIBLEMENTE SUSTENTABLE” -sosteniblemente… atento que se sostiene a sí mismo en el tiempo y, sustentable… porque se abastece a sí mismo permanentemente-.

Desafiante Punto de Inflexión en nuestro análisis, procurador de un Mundo Mejor para todos, que nos impulsa a generar la NUEVA INTEGRACIÓN, MULTIFACÉTICA Y MULTIDIMENSIONAL bajo un Nuevo Paradigma Global: Exaltar lo Competente del Equipo de Objetivos Claros y contundentes, con Identidad de Prioridad por sobre la demoledora y Nefasta competitividad entre pares, Codicioso impulso generador de la actual Crisis Global.

Resolver los retos que nos presenta un cuadro de situación de Crisis, exige del Observador responder a un particular desafío: Alcance de Visión de Altura y Proyección Holística Integradora, a fin de detectar los Riesgos vinculantes, causa origen de nuevos padecimientos y de proyección a largo Plazo: en otras palabras… “Discernimiento Estratégico”:

Urgente necesidad de Elevar la Visión para Evitar previsibles consecuencias en y de todos y en cada uno de los sectores: político, público, privado, etc., como así también, en todos los niveles. Por lo cual resulta Imperioso crear Conciencia de Responsabilidad y Conciencia de Consecuencia en el acto de la decisión individual, a efectos de erradicar las causas generadoras de conflictos sociales, fruto de la involución del ser humano que, en puestos de Autoridad, por diversidad de causas no han sabido o podido enrolar a los Pueblos en la Prosecución de un Objetivo de Bien Común que alcance a satisfacer tanto los intereses individuales y nacionales, como así también, como Nación Toda y Estado de Derecho. Encausado a ciencia y conciencia en el Desarrollo de un Objetivo Común que manifiesta las Bondades de la Justicia de la Verdad: que combate la Incoherencia de la Corrupción de Espíritu y de hecho y a su mejor aliada… la Impunidad.

La priorización del “ser competentes”, a través de la ayuda mutua, sin duda, es más eficaz que competir, No solamente entre los miembros de la Organización de Naciones Unidas, sino también en todas las Alianzas creadas y por crear, lo que se traduce en logros cada vez más contundentes que las fortalecen, dándonos muestras de su Madurez y Fiabilidad.

Dosse SOSSOUGA • Executive Director at UN SDGs NGO Major Group d'or Africa: Amis des Étrangers au Togo: ADET from Togo

ok

DRA. GRACIELA R. YANOVSKY (not verified)

¿Cómo pueden las diferentes y diversas alianzas facilitar la aplicación de las prioridades de desarrollo de manera efectiva?

 1.      Se podría crear a Nivel Continental, Regional, Subregional, Nacional, Provincial, Municipal, Local… un Consejo/Comisión de Alto Nivel Mixto Integrador: Multidisciplinario, Multicultural, Pluri-étnico y Multisectorial (Intergubernamental/ Sociedad Civil/ ONGs), que tenga por fin proveer el Diseño Estratégico de Prioridades Coordinadas y Ordenadas, en respuesta a las Necesidades Estructurales Zonales, a los efectos de la Maximización del Gerenciamiento Integral de los Recursos Humanos y Naturales, directamente relacionado con la Creación de Nuevos Polos de Desarrollo.

2.      Enfocado en una "NUEVA VISION MOLECULAR" considerando la “Habilidad Resiliente” de este desafío: Cómo construir PEQUEÑAS CIUDADES AUTO SUSTENTABLES, como para estar listos para ayudarse mutuamente en caso de Catástrofes/Desastres.

3.      Esta red deberá ser creada en base a las necesidades nacionales, regionales, locales y desde las capacidades provenientes de los Recursos Humanos y Naturales, etc., “Prima Facie” disponibles de la zona o, que respondan a diseños previamente consensuados que ENALTEZCAN LA SOBERANÍA NACIONAL DENTRO DEL MARCO DEL FORTALECIMIENTO DE LA INTEGRACIÓN REGIONAL e incentiven la Cooperación Productiva Multilateral, vislumbrando Innovadores Desafíos de Visión Sosteniblemente Sustentable y Análisis Prospectivo Global.

A los efectos de propender a un mayor Desarrollo Evolutivo Zonal, dentro de este espectro de análisis, este Consejo/Comisión también deberá ser interpretado como un Brazo Ejecutor aliado en las cuestiones que hacen a la Defensa del Mantenimiento Integral de la Paz a Nivel Continental.

 

Problemática de Migrantes, Desplazados y Refugiados:

De efecto netamente vinculante respecto de la obligación Ética y Moral de la Responsabilidad Social/ Moral de los Estados de Proteger a sus ciudadanos y biodiversidad en general.

  1. Estos Consejos/Comisiones, en los diversos niveles ya expuestos, deberán estar compuestos por la interacción de las Autoridades, Organismos de la Sociedad Civil y ONGs, que tengan por objetivo el Análisis de la Recepción, Ubicación y/o Reubicación de Desplazados/ Migrantes, Refugiados que soliciten su ingreso a una localidad en particular y, que respondan al Diseño Local, Municipal, Provincial, Nacional, Subregional, Regional y Continental.
  2. Las ONGs zonales convocadas, deberán ser inexorablemente consultadas a los efectos de la aceptación del ingreso de los solicitantes, a fin de revertir el efecto de las implicancias que traerían aparejadas el desequilibrio económico, comercial, social, etc., de las zonas receptoras, evitando así las reacciones de Xenofobia, Discriminación, Racismo y formas conexas de intolerancia.
  3. Asimismo gestionarán la Maximización del Gerenciamiento de Aceptación, Ubicación y Reubicación de Contingentes Migrantes, etc., COLABORANDO ASÍ EN LA EDIFICACIÓN DE LA RED MOLECULAR DE CIUDADES  AUTO-SUSTENTABLES, CON DISEÑO INTERACTIVO PERO NO INTERDEPENDIENTE, conforme a las Prioridades preestablecidas y a la obligatoriedad de Educación en la Prevención a la Luz del Principio Rector Continental: “la Defensa del Derecho a la Vida”, como modo de garantizarlo, regulando y armonizando las respectivas legislaciones dentro del Marco de la Sana Convivencia Pacífica.