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September Newsletter – Spanish edition

6. September 2019 - 20:15
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September Newsletter French Edition

6. September 2019 - 20:14
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Leaving no one behind in private sector engagement

30. August 2019 - 18:17

Civil society organisations (CSOs) recognise the importance of effectively engaging all stakeholders in the pursuit of sustainable development. The rise of private sector engagement is a trend that demands our close attention. In truth, for the most part, we have yet to see the positive impacts of private sector engagement; whether their efforts truly make a dent on poverty and inequality. However, we also believe that some members of the private sector – especially the national micro, small, and medium enterprises (MSMEs) – have the potential to become real partners for development, and create good, lasting impact for the benefit of communities. 

If they are to truly contribute towards sustainable development and help alleviate global poverty and inequality, private sector operations must demonstrate such objectives, and be open to monitoring efforts. They must be held accountable for their commitments and roles as development actors. 

Establishing PSE principles

The GPEDC recently developed the Kampala Principles, a set of principles for Private Sector Engagement(PSE) through development cooperation. Underpinning this initiative, and drawn from the effectiveness principles, are five mutually reinforcing principles: inclusive country ownership; results and targeted impact inclusive partnership; transparency and accountability; and leaving no one behind. 

The principles provide standards that businesses ought to abide by in their operations. Furthermore, their future operationalisation will provide criteria for the actions that each stakeholder group should take to ensure that the efforts of the private sector contribute to the achievement of the Sustainable Development Goals (SDGs). 

To us in the development world, we appreciate this initiative as a significant first step to make sure that we are all working towards a common vision – sustainable and transformative development. 

Civil society’s role

Civil society plays a critical role in ensuring that PSE responds to the needs of those who are often in the margins of society.

At CPDE, we have relentlessly rallied CSOs around the world to exercise vigilance in holding the private sector accountable to communities, governments, and other regulatory and policymaking bodies. 

For us, it begins with learning to ask the tough questions: are private sector actors truly willing to accept responsibility for many cases of rights violations, environmental destruction, and other negative impacts of their operations? If so, how will they rectify these errors (or, in economic-speak, how will they try to internalize these ‘externalities’)? Moving forward, how can the private sector improve their accountability? Perhaps even more importantly, are these players keen on changing their business models, in order to create truly inclusive markets that endeavour to contribute to the achievement of SDGs? 

As we ask these questions, we also bring with us the demands of the people. For example, as articulated by trade unions, for: better business practices; the provision of decent work and living wages; the promotion of women-friendly workspaces; and, the reduction of companies’ negative impact on the environment.

Over the years, we have been equipping CSOs, campaigners, and advocates around the globe with the requisite knowledge and skills for waging awareness campaigns, as well as policy advocacy efforts around the notion of effective development cooperation. Through these efforts, our message of effectively engaging the private sector is amplified many times over, and brought to global, regional, and national policy arenas.

We believe that systems must be in place to make sure that both public and private actors are complying with existing frameworks. These include International Labour Organisation(ILO) and United Nations (UN) Conventions and protocols, UN Guiding Principles on Business and Human Rights, the Organisation for Economic Co-operation and Development (OECD) Guidelines for Multinational Enterprises, OECD Guidelines on Due Diligence, and now, the provisions under the Kampala Principles.

Furthermore, we advocate for involving communities and people’s organisations in the decision-making process for development, so that all risk factors can be addressed. For instance, CSOs have been pushing for a people-powered view of sustainable consumption and production, which puts people’s rights at its core. According to a research study by CSO IBON International:

‘[p]utting people’s rights at the centre of the whole production and consumption chain stresses that every aspect of the system should be guide[d] by the concept and principles of people’s rights….People’s rights highlight the role of a community or social group asserting their rights in a collective way to ensure a truly sustainable consumption and production system.’[1]

Through practices and policies that put emphasis on people’s rights, we can take care of the most vulnerable segments of our population, and reach the furthest behind first, as we pursue development initiatives.

‘Leaving no one behind’ and other Kampala principles

Leaving no one behind is the critical complement to the aforementioned guidelines in private sector engagement. We promote democratic ownership in view of what development means to a nation’s people. We define the success of development outcomes based on its impacts for all. We foster partnerships that include all sectors,while pursuing our crucial role demanding transparency and accountability, keeping in mind the welfare of those furthest behind and at the margins, who stand to suffer from any failures in accountability. 

We hope that members of the private sector will be truly open to hearing people’s voices, and consider our criticisms, inputs and recommendations to improve the way they do business. Moreover, we call on governments and multilateral bodies to strictly implement the pertinent laws and regulations governing the operations of businesses in development. For instance, we advocate for the institutionalisation of mechanisms to penalise companies whose interventions cause negative social, environmental, and economic impacts. 

Over the next period, we look forward to engaging with the operationalisation of the Kampala Principles. And CPDE will remain vigilant in making sure that the poor and marginalised are not be left behind in these development discussions, and that we are working toward truly sustainable, and transformative, development.  

[1]IBON International, 2019. People-powered Sustainable Consumption: A visioning & mapping study. Manila: IBON Books

Kategorien: english

HLPF 2019 – PSE Side-Event

20. August 2019 - 17:08
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Tracking Gender Budgets: Linking Commitments with Resources for Action

8. August 2019 - 23:55

UNWomen/Joe Saade

Why is it essential to gather data on gender budgeting?

We know that strong policies and laws establish a framework for addressing gender inequalities in society. However, evidence points to a massive disconnect between gender responsive policies and legislation and their full implementation. One reason for this is insufficient allocation and spending of public resources. Gender budgeting aims to strengthen the link between commitment and action by supporting governments to target budgets to achieve gender equality objectives.

Indicator 8 of the Global Partnership for Effective Development Cooperation monitoring framework assesses government efforts to put in place gender-focused policies, gender responsive public finance management systems and budget transparency. It points to what is working well and where gaps exist with the aim of supporting countries to improve budget tracking and monitoring systems. It homes in on the need for public scrutiny of public budget decisions as central to strengthening government accountability. Indicator 8 of the GPEDC is embedded in the Sustainable Development Goals (SDGs), fully aligned with SDG Indicator 5.c.1 which underlines the critical nature of budgets to the achievement of gender equality and the empowerment of all women and girls.

Results & Analysis of the GPEDC 2018 Monitoring

Sixty-nine countries reported on Indicator 8 in 2018. This included countries from across the world, at different levels of socio-economic development and with different types of budget systems. The indicator methodology enabled comparability of the data even in light of the country diversity. This is a major step towards a global repository of quantitative and qualitative information on gender budgeting which can be mined for promising practices, cross-country learning and comparative analyses to identify areas that require more intensive work.

Results from the sixty-nine countries provide further evidence of the policy-practice gap that persists in the implementation of gender policies and laws.  Ninety percent of reporting countries indicated having well-defined policies or programmes that address gender equality goals and these are often integrated into national development and sector plans. However, less than half of these same countries reported adequate resource allocations to meet their gender policy objectives.

The 2018 data analysis finds only nineteen percent of reporting countries fully met requirements, but 59 percent approached the requirements. This larger segment of countries reported having certain aspects of gender budgeting in place but an absence of other features which would make their PFM systems fully gender responsive. More than half of reporting countries issue directives or guidelines on gender budgeting and use sex-disaggregated data to inform budget decisions which are crucial to the implementation of gender budgeting. However, dimensions that support stronger connections between resource allocation decisions and the assessment of impact are less common. To illustrate, fewer than 35 percent indicated the use of gender impact assessments at policy formulation stage (ex-ante) and only 18 percent reported implementing gender audits of the budget. The absence of these reduces the availability of analytical evidence of gender impacts of policy decisions, constraining strategic planning decisions on gender allocations to ensure policies have intended impacts. 

Gaps point to where we need to target future efforts

Evaluation and audit data should be used to inform a government’s planning and budgeting process. When governments conduct ex-ante impact assessments and gender audits of the budget, they can gain insight into how and to what extent gender policies and allocations and expenditures for their implementation contribute to the achievement of meaningful outputs and outcomes. Audits of the budget need to incorporate an assessment of spend on gender equality to determine whether public resource investments are contributing to progress towards gender equality and women’s rights. This information can enable governments to make corrections/changes in the next budget cycle to improve the achievement of intended results.

Indicator 8 data shows the less than optimal level at which countries are currently implementing these steps.  Reasons for the gaps include capacity constraints in gender analysis, disconnects between strategic planning and budgeting, and a perception that audit is outside the function of the central government. Also, gaps in available data – in particular robust sex-disaggregated data on men and women’s access to and use of services – can constrain these actions.

However, it is possible for government to include gender assessments as part of their policy formulation process and request/implement gender-focused audits. When done well, the information and analysis from these actions can inform the strategic allocation of budgets – opening space for more and better targeted gender budget allocations in budget formulation and execution.  The data collected through Indicator 8 can help identify countries which are implementing effective approaches in these domains – information that can support other countries to improve their systems.

UN-Women is increasing its focus on the assessment of impact – both at the formulation and evaluation stages – of gender budget allocations and expenditures. Through its on-going technical support and capacity strengthening support to countries, UN Women works closely with ministries of finance and sector ministries to strengthen knowledge and skills to implement these steps in the gender–budgeting cycle, and to continue to improve their systems to track gender budget allocations. The aim is to improve gender responsive budgeting practices through continuous learning, boosting accountability for gender equality, and moving all of us closer to achieving SDG 5 and the 2030 Agenda. 

Kategorien: english

SLM 2019 Newsletter | Spanish Version

2. August 2019 - 22:01
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2019 SLM at A Glance Newsletter in French

1. August 2019 - 17:41
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Effectiveness on Impact

23. Juli 2019 - 22:05
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Effectiveness at the Heart of the 2030 Agenda: A Message from over 500 Policymakers at the Global Partnership’s 2019 Senior-Level Meeting

16. Juli 2019 - 16:36

New York, 13 – 14 July –  More than 500 senior-level policymakers from around the world gathered in New York for the Global Partnership’s first-ever Senior-Level Meeting. They met to reaffirm the role of ‘effective’ partnerships in achieving development on the ground and reassert the importance of shared progress as the right way forward.

The meeting brought together participants from a wide array of stakeholder groups – national and local governments, civil society organisations, trade unions, the private sector, parliaments, foundations, multilateral and international organisations, and academia. They highlighted that the 2030 Agenda for sustainable development requires urgent additional action for a step-change in how we partner and work better together, complementing what we want to achieve (the SDGs) and what this effort needs (the Financing for Development process).

‘Development effectiveness and the effectiveness principles are at the heart of the 2030 Agenda,’ said Ms. Amina Mohammed, UN Deputy Secretary-General in her opening remarks. She called on all partners to move on from traditional, ‘siloed’ approaches to development, working instead in an integrated way – with the multi-stakeholder Global Partnership serving as a model whole-of-society approach – for more empowered, inclusive, and equal partnerships to realise the Sustainable Development Goals.

At the SLM, the Co-Chairs of the Global Partnership (Bangladesh, Germany, Uganda and the non-governmental Co-Chair) issued a joint statement highlighting that ‘the core objective of effective development co-operation is to improve development results at country level’.

Similarly, in a recent op-ed by OECD and UNDP, making up the Joint Support Team of the Global Partnership, also stated that ‘real effectiveness should be measured by addressing the needs of the people, and to reaching the most vulnerable in society, which can only be done with the participation of all relevant actors to shape national development priorities.

To this end, a plethora of country-based data and tools from the Global Partnership’s first programme of work, was launched at the SLM, including

Throughout the meeting, dynamic discussions also demonstrated how the effectiveness agenda has been tailored to different development contexts, including fragile contexts, South-South Co-operation and Triangular Co-operation modalities, as well as whole-of-society approaches, including an enabling environment for civil society organisations and private sector actors.

The SLM ended with a clear message: that we have a common goal, but different interests and expertise, and only when we recognise and understand our relative strengths, can we build strong partnerships for better results.

The meeting closed with the Democratic Republic of Congo and Switzerland taking on the Global Partnership Co-Chairmanship, from Uganda and Germany respectively. Bangladesh and the  non-governmental Co-Chair will continue in their roles.

Ms. Julie Gichuru, Master of Ceremony, ended the SLM with a vision for the world after the 2030 Agenda: ‘behind the SDGs lies a world truly transformed; but this will not be by chance, but by design’. The effectiveness principles continue to offer guidance for shaping the coherent, empowered partnerships we need to achieve the 2030 Agenda’s broad vision of people, planet, prosperity and peace.

For latest updates on the SLM, follow #SLM2019 @DevCooperation.

For key meeting documents, advocacy notes and relevant blogs, please click here.

For more pictures from the event, click here.

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The Story behind Georgia’s Progress in Development Co-operation: Contributing to a Global Compendium of Good Practices

15. Juli 2019 - 21:36

Georgia is one of nine pilot countries that has used key mechanisms, tools and instruments to enhance effectiveness at the country level. The objective of these pilots was to demonstrate the positive impact of effective development co-operation and the achievement of national, regional and global development goals.

A front-runner in Nationalisation of Sustainable Development Goals

Engaging with the Sustainable Development Goals since their inception, Georgia was among the first countries to present its Voluntary National Review at the High-Level Political Forum (HLPF) in 2016 formalizing Georgia’s commitment towards achieving sustainable development. Since then, the Sustainable Development Goals Council (SDG Council) was created with the mandate to coordinate the nationalisation of the goals, and monitor their implementation. Since 2016, all 17 UNSDGs have gone through the process of nationalization.

In each of the ‘EU-Georgia Association Agreement’, the ‘Public Administration Reform Roadmap’, the Action Plan and ‘National Strategy 2014-2020 for the Protection of Human Rights in Georgia’, and the Social and Economic Development Strategy – the ‘Georgia 2020’ national plan was integrated every step of the way, nationalizing the SDGs throughout key agreements and platforms.

For setting national policies and financing for the SDGs, the government used a range of tools including an umbrella planning framework, the Annual Governmental Work Plan (AGWP), which was then interlinked with the guiding national budget-planning document – Basic Data and Directions (BDD). This approach ensured clear linkages between the development goals, national and regional strategies and priorities, and funding plans.

The Donor Coordination System in Georgia

The first steps towards central and effective donor coordination in Georgia was made in 2014, after the 2013 constitutional changes broadened the role of the Prime Minister, as well the functions of the Administration of the Government (AOG) of Georgia, to include administration of the policy planning and development process at the central level.

In addition, the Donor Coordination Unit (DCU) was created for the effective coordination of external aid, to increase Government’s ownership over Official Development Assistance, strengthen mutual accountability, and align donor aid with national priorities – as per the internationally agreed principles of effectiveness. To achieve compatibility between the Government’s medium and long-term development policy and external aid, coordination of co-operation between various donors, partners and aid recipient organizations is a direct function of the DCU.

AOG coordinates its external aid through policy-dialogue platforms such as the Annual Development Partnership Forum, chaired by the Prime Minister. The Forum gathers authorities of ministries of Georgia, and representatives of donor organisations and diplomatic corps. With participation from respective government agencies, six thematic working group meetings based on the following national priorities supplement the work of the forum: 1. Good  governance; 2. Rule of law and justice; 3. Economic growth; 4. Human capital development; 5. Social welfare; 6. Sustainable Use of Natural Resources.

The aim of the coordination meetings is to conduct a strategic dialogue with donors, harmonizing external aid with state priorities and to avoid overlapping and duplicating resources. An instrument used for the more targeted acquisition of resources is a Gap Analysis, a tool which is presented to development partners at policy dialogue meetings to specify where external support is needed in Georgia’s national plan.

In addition to such policy dialogue platforms, AOG also operates an Electronic Aid Information Management SystemeAIMS ( and produces a bilingual annual External Aid Report based on data analysis derived from eAIMS. This report also contains information on Georgia’s progress adhering to the effectiveness principles, and the indicators outlined in the Global Partnership’s monitoring framework.

Despite evident progress in number of areas, there is still room for improving Georgia’s coordination systems. As identified during a Global Partnership workshop on country-level implementation, Georgia still needs to improve its existing donor coordination mechanisms.

As a next step, Georgia is committed to a number of research projects spearheaded by the DCU team, to produce a comprehensive outline of the future design of the Donor Coordination Mechanism, with specific tools and processes that will be implemented in the coming period.

Georgia’s successful tools and practices, as well as those gathered from the other eight pilot countries, provided key insights for the Global Compendium of Good Practices on enhancing effectiveness in countries – launched at the Global Partnership’s first Senior-Level Meeting.

Kategorien: english

Here’s How to Strengthen Development Co-operation — and Meet the SDGs

13. Juli 2019 - 3:25

This blog was originally posted here.

The world stands 10 years away from the deadline to achieve the 2030 Agenda — and yet we are not on track to achieve the Sustainable Development Goals.

The international community must think differently about our efforts to get back on track — and that means advancing the effectiveness of development cooperation. For long-lasting results, this will require a focus on country ownership, development results, inclusive partnerships, transparency, and mutual accountability.

These four principles of effectiveness provide a basis for more empowered, more equal, partnerships. And that matters because ultimately, it will be how we work together that defines our success.

The Global Partnership for Effective Development Co-operation — a multistakeholder partnership supported jointly by OECD and the United Nations Development Programme — looks closely at the “how.” The partnership aims to advance the effectiveness of joint development efforts — by governments, civil society, the private sector, and many others — to deliver results that are long-lasting and contribute to the achievement of the SDGs.

Our institutions track progress toward more effective development co-operation through data collection led by developing partner countries. In 2018, 86 partner countries with more than 100 partners took part in this exercise, covering disbursements of $58.8 billion in development loans and grants.

The results of this vast analysis are now available, and key takeaways from this evidence include the following:  

  • Developing partner country governments have made significant progress in strengthening the quality of national development planning overtime; yet development partners’ alignment to these priorities and country-owned results frameworks is declining.
  • More systematic and meaningful consultations with development stakeholders are needed both by partner country governments and development partners to ensure strong ownership of development efforts.
  • In response to the rapidly changing development landscape and the ambition of leaving no one behind, country-level mutual accountability mechanisms are evolving and becoming more inclusive.
Where can we do better than we already have, in leading and supporting development efforts?

Since 2011, the proportion of developing partner countries with a high-quality national development strategy has almost doubled and there has been important progress also in integrating the SDGs in their planning. However, the 2018 data indicates that partner countries continue to face challenges in obtaining information on forward expenditure and implementation plans. Furthermore, development partners’ alignment of their programs to country objectives — as well as their use of national statistics and monitoring systems to track program results — remains limited; and only a third of partner country governments indicate that they have the necessary data to monitor the implementation of their national development strategies.

A good planning and monitoring system is the basis for accountability and transparency. Access to public information on the delivery of key actor’s commitments on development co-operation is critical for the whole-of-society to be able to work toward more effective development co-operation.

It is encouraging to observe that, in 2018, there is more information on development co-operation publicly available than in 2016. While this is good news, the real impact of public information on accountability requires accelerated efforts in timely reporting and making forward-looking development co-operation information better available to also include more planned development co-operation finance in national budgets that are under parliamentary oversight.

Trust is at the heart of effective collaboration, fostered by mutual dialogue and shared assessments between partners. The 2018 monitoring looked into the existence and quality of mutual accountability systems at the partner country level. While countries with high ODA dependency are more likely to have quality mutual accountability mechanisms in place, other country contexts are moving away from traditional structures. This shift may reflect their orientation toward innovative financing with a diverse range of partners.

How can the whole of society achieve better cooperation, together?

Real effectiveness should be measured by addressing the needs of the people, and to reaching the most vulnerable in society, which can only be done with the participation of all relevant actors to shape national development priorities.

While nearly all partner countries report that they consult with national stakeholders in the design of development strategies, civil society organizations reported that they are experiencing an increase in their constraints to participate in decision-making, negatively affecting their ability to contribute to national development processes. These challenges, according to CSOs, include legal and regulatory frameworks that provide limited protection in practice. This situation aligns with the existing concerning evidence that the space for civil society actors is shrinking.  

Results of the report show that, of all national stakeholders, development partners consult most with civil society organizations on their development cooperation policies. However, in more than half of the participating countries CSOs reported that the agenda of these consultations is largely set by development partners and focuses on pre-determined policies and priorities. Furthermore, CSOs say a more diverse range of CSOs need to be invited to the table.

In an effort to leverage the private sector’s ingenuity and impact in the 2030 Agenda, the global partnership is promoting country-level partnerships with the private sector through development co-operation. Diverse stakeholders in the public and private sector evaluated the quality of the public-private dialogue at the country level, and there was unanimous agreement on the existence of a strong willingness to engage. However, private sector stakeholders’ views concerning inclusiveness and relevance of the dialogue, among other elements, are less positive. This presents a critical need for reflection on the quality of engagement efforts by governments that lead the development agenda.

How can we adapt to do better and look to the future?

To reaffirm this recognition of effectiveness as an essential driver for sustainable development, the diverse range of stakeholders that comprise the global partnership will convene at the Senior–Level Meeting in New York on July 13-14, 2019. The SLM presents a unique opportunity to review progress and expand the effectiveness network by bringing together development actors on an equal footing to explore and address challenges to an inclusive and sustainable future.  

Jorge Moreira da Silva is Director of the Development Co-operation Directorate at the OECD, overseeing the organization’s work measuring progress in development cooperation, analyzing global and regional trends, and helping to design development policies that meet recipient countries’ needs. His role also supports the work of the OECD’s Development Assistance Committee.

Ulrika Modéer is Director of the U.N. Development Programme’s Bureau of External Relations and Advocacy and also represents the UN Sustainable Development Group on the Steering Committee of the Global Partnership.

Kategorien: english

Partnerships for Sustainable Finance: Why Multi-Stakeholder Collaboration is Key to Delivering a New Financial System

10. Juli 2019 - 20:36

In his book about social change ‘Theory U’, author Otto Scharmer notes that recognising and attending to the challenges facing our global society ‘is not just a theoretical exercise; it gives us a whole different way to collaborate as change agents for bringing forth a world that is profoundly different from that of the past’.

Nowhere is this more evident than in the efforts to deliver the Sustainable Development Goals (SDGs); and nowhere is the power of this approach clearer than in the efforts to align the financial system with sustainability objectives.

A nascent field just a decade ago, sustainable investing has now become a USD30.7trn market. More than the stellar growth, what is unique about the space is how it enables actors from the entire supply chain of capital to focus on one goal: delivering a financial system able to respond to the sustainability needs of today without compromising the ability of future generations to meet their own needs.

The EU High-Level Expert Group on Sustainable Finance (HLEG) is a case in point. Comprised of senior leaders from civil society, the finance sector, academia, as well as observers from European and International institutions, the group was charged by the EU Commission to provide advice on how to steer the flow of public and private capital towards sustainable investments. Ten years ago, when Europe was in the throes of the global financial crisis, such a multi-stakeholder coalition would have been unimaginable – and would have probably proven unsuccessful. Yet it took just a year for the HLEG to create momentum around the idea of an EU-wide sustainable finance reform. And it was the diversity of the group – along with the frank and inclusive process that underlined the group’s work – that created the political space for the Commission to turn the expert group’s final report into a reform agenda. Two months after the group submitted its final report, the EU put forward EU Sustainable Finance Action Plan. Since then, HLEG-like processes have been set up in key markets, including Canada, Australia and Germany. Developing countries have been active as well, collectively accounting for 100 of the 267 sustainable finance policy and measures in place globally at the end of 2017, with China leading the way.

Another illustration is the World Benchmarking Alliance, a new global institution that will rank the largest companies on their contribution to the SDGs and make these rankings free and publicly available to all. Through an extensive multi-stakeholder consultation phase that took place online and in 10 cities across the world (including Nairobi, Kuala Lumpur, Cape Town, Jakarta Mumbai and Buenos Aires), the WBA has grown into an Alliance of more than 90 institutions from across the supply chain of capital, government and civil society. The first set of benchmarks will address food and agriculture, climate and energy, digital inclusion and gender equality and empowerment issues, and the seafood industry. By 2023, the WBA aims to comprehensively assess the progress of 2,000 companies across seven major areas of transformation required to achieve the SDGs.

An important aspect of the WBA’s work is how the inclusive and transparent approach at the heart of its benchmark developing process also helps to create a space for dialogue between different stakeholders on the role that companies have in delivering the SDGs in their region, building bridges between actors that would otherwise not necessarily talk or meet with each other. As one participant to a WBA consultation in Buenos Aires noted “lack of trust between companies, governments, civil society and people is the largest barrier to developing and achieving the level of sustainability required to meet the SDGs”. By bringing actors together, the WBA helps to address this barrier and to create an inclusive partnership focused on results (the benchmarks) and targeted impact (greater disclosure, improved dialogue, cooperative engagement and better corporate contribution to the SDGs). Of course, what matters for the SDGs is to deliver change on the ground. That is why, at NYU Stern Center for Sustainable Business we have launched “Invest NYC SDG”: a multi-stakeholder initiative that aims to help build a sustainable, inclusive and resilient future economy in NYC by using the SDGs as a framework to drive private sector financing in community-supported initiatives.  The program, which launched in April, will tackle issues facing the city such as affordable housing, energy access, urban mobility, and climate resilience while creating opportunities for employment, neighborhood revitalization, and urban development.

The choice of NYC is far from random. The city was the first city to report on its progress towards the implementation of the SDGs and the city’s ‘OneNYC’ 2050 strategy is strongly aligned with the SDGs. New York is also one of the world’s largest financial centers and home to the U.S. Alliance for Sustainable Finance. Building on these synergies between finance and the SDGs, we aim to develop a shared vision with a wide group of stakeholders for how private sector investment can be stimulated in partnership with the public and nongovernmental sectors. Ultimately, we aim to have a set of actionable financing initiatives that will address key challenges and create jobs, with investors committed to leading ongoing efforts. By documenting the process and lessons learned along the way, our hope is that this work can serve as a model for other cities in the United States and globally.

The above are just three examples of how multi-stakeholder partnerships are key to sustainable finance. Others include the Task Force on Climate-related financial risk disclosure (now backed by 785 organisations and 118trn of AUM), the Network of Central Banks for Greening the Financial System (the members of which collectively supervise 2/3 of the global systemically important banks and insurers), the International Network of Financial Centres for Sustainability, and the recently announced Global Investors for Sustainable Development, which will bring together some of the world’s leading CEOs and support the United Nations Secretary General’s efforts in mobilising the financial sector to deliver the SDGs.

Most of these initiatives focus on aspects identified in the ‘Kampala principles’ for private sector engagement, including: strengthening co-ordination, alignment and capacity building; fostering trust through dialogue and consultation; as well as measuring progress and disseminating best practices to increase the alignment of the financial system with sustainability objectives. It will also be critical that these efforts promote a just transition towards a more sustainable economy.

Frank, rigorous multi-stakeholder dialogue and engagement will be key to building momentum and to success.  Doing so is neither easy nor straightforward. It takes leadership, vision, integrity, openness, transparency and hard work. But the effort is worth the prize. After all, as Otto Scharmer notes “what is at stake is nothing less than the choice of who we are, who we want to be, and what story of the future we want to participate in”. And that, perhaps, is the strongest appeal of SDG17 on Global Partnerships: to get us to work together to deliver the future we all want. 

Dr. Elie Chachoua
Sustainable Finance Strategist and Senior Research Scholar NYU Stern School of Business’s Center for Sustainable Business

Dr Elie Chachoua is a Sustainable Finance Strategist and Senior Research Scholar at NYU Stern School of Business’s Center for Sustainable Business. He worked for the EU High-Level Expert Group on Sustainable Finance and was part of the core team behind the launch of the World Benchmarking Alliance – an international institution designed to produce free and publicly available benchmarks ranking companies on their contribution to the Sustainable Development Goals. Prior to that, Elie was a managing editor for an award-winning series of The Economist Group. His work has been published by renowned organizations, including the World Economic Forum, The Economist Intelligence Unit, KPMG, the OECD and UNDP.

Tensie Whelan, Director of NYU Stern School of Business’s Center for Sustainable Business

Tensie Whelan is the Director of NYU Stern School of Business’s Center for Sustainable Business, where she is bringing her 25 years of experience working on local, national and international environmental and sustainability issues to engage businesses in proactive and innovative mainstreaming of sustainability. As the President of the Rainforest Alliance, she grew the organization from a $4.5m to a $50m budget, recruiting 5,000 companies in more than 60 countries to work with the Rainforest Alliance. She has been recognized by Ethisphere as one of the 100 Most Influential People in Business Ethics, was the Citi Fellow in Leadership and Ethics at NYU Stern in 2015 and has served on numerous boards such as the Unilever Sustainable Sourcing Advisory Board and the Nespresso Innovation Fund Advisory Board. She was most recently appointed as a member of the Board of Directors for Aston Martin and GlobeScan and is an Advisor to the Future Economy Project for Harvard Business Review. Her work has been published by major publications, including Harvard Business Review, Fortune, and Stern Business Magazine.

Kategorien: english

What is the 2019 Senior-Level Meeting?

9. Juli 2019 - 19:46
Kategorien: english

We Can Get the 2030 Agenda Back on Track – With More Empowered, Inclusive, & Equal Partnerships

9. Juli 2019 - 19:38

This blog was originally posted here.

The 2030 Agenda for Sustainable Development, universally adopted in 2015, is a plan to create a better and more sustainable future for all in just 15 years, through 17 Sustainable Development Goals (the SDGs). It sounds implausible.

And yet, when we work together, across international borders, and social boundaries, we are capable of extraordinary progress. But that progress is by no-means guaranteed.

Success will depend on more equal and trusting partnerships between aid donors and recipients; the ‘development partners’ and ‘partner countries’ in the jargon of the sector.

How we go about achieving these is one of the key issues for discussion at a senior meeting of the Global Partnership for Effective Development Cooperation, the GPEDC, in New York on 13-14 July.

Development progress and challenges

Take sub-Saharan Africa. Since 1990, maternal mortality has halved; and the mortality rate for children under five has fallen by more than half. In South Asia the risk of child marriage for girls has almost halved. In the poorest countries, the share of the population with access to electricity has more than doubled. Each of these numbers is life-changing, and life-saving, for millions of people.

But the pace of change is still too slow, and too many people are being left behind. A recent special edition of the UN Secretary-General’s report on ‘Progress towards the Sustainable Development Goals’ identifies some of the challenges: hunger is rising, due to conflict and climate change; more than half of the world lacks access to managed sanitation facilities, increasing the risks of disease; and more than a million species are facing extinction.

A call for principled collective action

Investing in our common future demands urgent action. The SDGs provide a clear and measurable vision of what we want to achieve. And the Financing for Development process provides a good understanding of what this vision needs.

Now is the time for a concerted effort to work out how we work together: focusing on results and inclusive partnerships; and based on country ownership, mutual accountability and transparency.

These four ‘principles of effectiveness’ were agreed by 161 nations and 56 international organisations in Busan, the Republic of Korea, in 2011. They are the basis of the Global Partnership for Effective Development Cooperation – a voluntary alliance of governments, civil society, trade unions, the private sector and other development partners, committed to making development more effective.

They agreed that if we invest in partnerships that are more responsive, inclusive, and transparent – more equal – we will achieve more sustainable development results.

Making development cooperation more effective

During 2018, a record 86 countries and territories that receive aid took part in an exercise (along with hundreds of civil society organisations, private sector representatives, foundations, trade unions, parliamentarians and local governments) to monitor the extent to which all partners are walking the talk in terms of promises made on development effectiveness.

There’s good news and bad. Relationships between development partners are increasingly based on mutual trust. Development planning, led by recipient governments, has improved in quality and in scope.

International development actors are increasingly using local procurement systems, meaning more of the resources intended to support development overseas are staying where they are most needed.

But donor reluctance to fund government activities means that fewer resources are available for the public sector in partner countries. Recipients of aid find that it is now less predictable and long term, undermining countries’ efforts to plan.

In some places, state-civil society relations have worsened and space for civil society actors is shrinking. These findings demonstrate that while progress has been made, there is much more to be done.

Particularly so against a backdrop of falling levels of official development assistance (ODA) from major donors from 2017 to 2018: a decline of 3% to the group of least developed countries, and a drop of 4% to Africa.

Looking to the future

To achieve the SDGs, our collective development efforts need to be as effective as possible. We need to protect the space for different development actors to make their contributions, to invest in national capacity to measure progress, to use country systems in ways that can build trust, and to make sure all actors are living up to their commitments under the 2030 Agenda.

These are some of the messages we hope will stick in the minds of decision-makers, as they leave the senior level meeting of the Global Partnership in New York this month. That how we do things matters; that working together on a more equal footing, can lead to better, more sustainable outcomes for us all; and that committed international action can make even the implausible a reality.

*Ulrika Modeer also represents the UN Sustainable Development Group on the Steering Committee of the Global Partnership. Prior to this, she served as the State Secretary for International Development Cooperation and Climate at the Swedish International Development Cooperation Agency. She has undertaken assignments across Latin America and Africa.

*Susanna Moorehead also represents the DAC on the Steering Committee of the Global Partnership. She has previously served as British Ambassador to Ethiopia, Djibouti, and the African Union, and as an Executive Director at the World Bank.

About the Global Partnership:

The Global Partnership is led by four Co-Chairs, currently: Mustafa Kamal, Minister of Finance, the People’s Republic of Bangladesh; Norbert Barthle, Parliamentary State Secretary to the Federal Minister for Economic Co-operation and Development, the Federal Republic of Germany; Matia Kasaija, Minister of Finance, Planning and Economic Development, Republic of Uganda; and Vitalice Meja, Executive Director of the CSO Reality of Aid Africa.

Twice a year they convene a 23-member Steering Committee, which includes representatives of civil society, trade unions, the private sector, parliamentarians, local government, civic foundations, international financial institutions and the international multilateral system. The Steering Committee guides the work of the Global Partnership, including the biennial development effectiveness monitoring exercise, with support from the OECD and from UNDP.

More information on the Global Partnership and the up-coming Senior-Level Meeting can be found here.

Kategorien: english

Leaving No-One Behind: MDBs Working Together to Engage the Private Sector to Achieve Sustainable Development Goals

5. Juli 2019 - 2:50

A change in pace for the development landscape

The set of international agreements reached in 2015 marked a new era in financing for development. As a new global framework for financing the Sustainable Development Goals (SDGs), the Addis Ababa Action Agenda (AAAA) underscored that achieving these ambitious goals requires financing at an unprecedented scale, far beyond what government budgets, tax revenues and Official Development Assistance (ODA) can provide.

The 2030 Agenda calls all development actors, including the Multilateral Development Banks (MDBs), to step up and increase their efforts to promote inclusive economic growth while protecting the environment, and safeguarding a healthier planet for future generations. In particular, MDBs are called on to deliver concrete actions to scale up funding and enhance their collective efforts to go from “billions to trillions” to make the SDGs a reality.

In this endeavor, private sector participation is fundamental. Globally, an estimated US $5-7 trillion is needed annually until 2030 to meet the SDGs. At today’s level of funding, this leaves an estimated annual funding gap of US$2.5 trillion that needs to be covered in order to meet the SDGs in developing countries. MDBs have a long history of working with the private sector. They are key to promote meaningful and beneficial engagement from private stakeholders and to crowding-in private sources of funding that yield results for businesses and communities alike.

Market failures, political risk and credit shortage are big deterrents for private investment, but by finding synergies, leveraging their own resources and mitigating risks, MDBs are doing their part to help unlock and catalyze additional public and private resources, but also engage in policy dialogue to improve business environments, promote consultations with local communities and ensure that countries stay in the driver’s seat of their development priorities.

MDBs contributing to ensuring no-one is left behind

In aiming for sustainable development, ensuring that all populations benefit from private finance flows is critical. Vulnerable populations often lack access to the most basic services, experience shortages in quality employment opportunities, and fall outside the scope of competitive capital markets. Moreover, climate change, rising inequality, demographic change, new technologies and illicit financial flows may also increase the risks for already vulnerable populations. The number of people living in extreme poverty and living in conflict-affected situations in the world is expected to rise above 50 percent by 2030. Ensuring that no-one is left behind under the 2030 Agenda will not be possible unless the drivers of fragility, conflict and violence are addressed.

MDBs are working to mobilise private finance and play an important role in channeling financing to reach those who need it most. From providing lines of credit to those who would be otherwise unable to receive financial assistance, to facilitating women’s ownership of businesses, to engaging with government partners on infrastructure needs, MDBs continue to push for social and economic inclusion. By capitalizing on their convening power and as trusted intermediaries, MDBs strive to help member countries translate the SDGs into meaningful country-level targets, policies, programs and projects and help create equality of opportunities so that all people can have access to – and benefit from – sustainable development activities.

The Kampala Principles on Effective Private Sector Engagement in Development Co-operation, which will be launched in the upcoming 2019 Senior-Level Meeting of the Global Partnership for Effective Development Co-operation, a global platform to promote the effectiveness of all types of development co-operation, will help to shape the way development partners in general, and MDBs specifically, engage with the private sector – while providing a comprehensive vision where all stakeholders keep in mind vulnerable citizens and communities that are most in need to ensure that no one is left behind.

To learn about the initiatives that evidence how MDBs are working in line with these Kampala Principles while leveraging their resources to attract participation from private sector stakeholders in different projects and sectors, download the new 2019 Private Sector Engagement (PSE) for Sustainable Development brochure by GPEDC’s MDB Working Group.

Kategorien: english


5. Juli 2019 - 2:36
Kategorien: english

Local Governments

28. Juni 2019 - 19:45
Kategorien: english

Multilateral Development Banks

27. Juni 2019 - 22:54
Kategorien: english