Multi-level governance of the SDGs
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Presentation by Mr. Antonio Canamas Catala, Policy Analyst, OECD The 2nd OECD Roundtable on Cities and Regions for the SDGs was held at the World Conference Center in Bonn, Germany, on 9 December 2019, within the scope of the OECD programme on A Territorial Approach to the SDGs. The Roundtable brought together cities, regions, national governments, international organisations, private sector and other key stakeholders to identify trends and challenges in the localisation of the SDGs, including the experiences and key findings from the pilots of the programme.
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Multi-level governance of the SDGs
- 1. Antonio Canamas Catala Policy Analyst, CFE/CITY 2nd OECD Roundtable on Cities and Regions for the SDGs Multi-level governance of the SDGs
- 2. Key opportunities provided by the SDGs to strengthen MLG to achieve the 2030 Agenda Vertical coordination Horizontal coordination Public-private collaborations Civil society engagement
- 3. Vertical coordination Aligning local, regional, national and global priorities What have we learned?Where do we stand? • 34% of countries VNRs process engaged LRGs • 23% of LRGs collaborate with national government on SDGs (OECD – CoR Survey) • 2030 Agenda calls for collaboration with LRGs • SDG framework offers a possibility to align national and local priorities • Strategic directions from the national level for the implementation SDGs can avoid lock-in Challenges and opportunities • Conducive national frameworks to support the localisation of the SDGs • Alignment potential of VNRs and emergence of VLRs • International organisations and associations of LRGs play a key role
- 4. Select examples from pilot cities & regions Voluntary Local Reviews VVSG’s support to local governments
- 5. Horizontal coordination: enhancing complementarities, synergies and trade-offs management What have we learned?Where do we stand? • 31% of sub-national authorities consider a challenge to work across the departments to implement the SDGs (OECD – CoR Survey) • The 17 SDGs are comprehensive in scope • SDGs strongly interconnected: Progress in one area can generate positive spill-overs in other domains, but can also trigger negative externalities (climate policies v.s. social inclusion) Challenges and opportunities • Network analyses to understand the interlinkages between SDGs goal and targets and existing policies • The SDGs can help to bridge geographical/administrative mismatches • SDGs implementation should be systemic and rely on a whole-of-society approach for citizens to fully reap expected benefits
- 6. Select examples from pilot cities & regions Kitakyushu City SDGs governance Assessing Inter-linkages & synergies in Córdoba, Argentina
- 7. Promoting public-private collaborations in cities and regions through the SDGs What have we learned?Where do we stand? • 28% of respondents collaborate with the private sector, while 26% signalled that they are planning to (OECD – CoR Survey) • Global infrastructure needs amount to USD 6 trillion each year for the next 15 years • Align business targets with long- term sustainability • Private sector contributions needed to achieve the SDGs. • Communication between LRGs and businesses and investors remains challenging. • Much remains to be done for governments to mainstream the SDGs into public procurement Challenges and opportunities • Sustainable procurement is sometimes referred to as the “sleeping giant” • De-risking investment is essential • Risk of “greenwashing”, “social washing” and “rainbow washing” • SMEs use the SDGs to support their business models
- 8. Select examples from companies SDGs in Ruter’s sustainability strategy SDGs in Danfoss sustainability strategy
- 9. Cities and regions as catalysts for civil society engagement with SDGs What have we learned?Where do we stand? • 39% of LRGs have a dialogue with civil society or NGOs, and 31% with universities and citizens (OECD – CoR Survey) • Civil society can embrace the transformative element of the 2030 Agenda • Collaboration with civil society can help better address social issues, like integration of migrants and long-term unemployed • One remaining challenge is the lack of awareness about the SDGs among local citizens Challenges and opportunities • Youth have gained a strong voice in sustainable development at the global stage, • CSOs are catalysts for engaging local citizens and to scrutinise policies and push for transparency and accountability • Schools are starting to introduce the SDGs in school curricula.
- 10. Select examples from pilot cities & regions The Global High Schools’ Global Competence Wheel (Southern Denmark) Youth Councils in Viken (Norway)
- 11. A checklist for public action to localise the SDGs Planning, Policies & Strategies Financing and budgeting Multi-level governance Stakeholder Engagement Data & information
- 12. THANK YOU!
Editor's Notes
- Where do we stand? only 34% of countries that reported to the HLPF between 2016 and 2019 have engaged local and regional governments in national coordination mechanisms. OECD-CoR survey highlights that only 23% of sub-national authorities collaborate with national government on SDG projects, while collaboration between sub-national levels (e.g. local and regional authorities) is more common for 60% of the 400+ respondent Challenges and opportunities 2030 Agenda explicitly calls for collaboration with LRGs in the implementation of the SDGs SDG framework offers a common language for multi-level action on all three pillars of sustainable development Strategic directions from the national level for the implementation SDGs can avoid lock-in. LRGs have not yet embraced the transformative nature of the 2030 Agenda Mismatch between political timeframe vs SDGs implementation creates issues to policy continuity What have we learned? LRGs have not yet embraced the transformative nature of the 2030 Agenda Conducive national frameworks to support the localisation of the SDGs Alignment potential of VNRs and emergence of VLRs International organisations and associations of LRGs play a key role
- Where do we stand? 31% of sub-national authorities consider a challenge to work across the departments to implement the SDGs Challenges and opportunities The 17 SDGs are comprehensive in scope and cover all policy domains that are critical for sustainable growth and development. They are also strongly interconnected, meaning that progress in one area is likely to generate positive spill-overs in other domains, but can also trigger negative externalities and a race to the bottom. SDGs therefore require both coherence in policy design and implementation, and multi-stakeholder engagement. Their implementation should be systemic and rely on a whole-of-society approach for citizens to fully reap expected benefits. What have we learned? Institutions have applied network analyses to understand the interlinkages between SDGs goal and targets and existing policies, helping to break “silo” thinking Some cities and regions have pioneered different methods and approaches to analyse the interactions between the SDGs, both in terms of synergies and trade-offs. The SDGs can help to bridge geographical/administrative mismatches by providing shared objectives and a common language to deal with issues at the most effective scale SDGs require both coherence in policy design and implementation, and multi-stakeholder engagement. Their implementation should be systemic and rely on a whole-of-society approach for citizens to fully reap expected benefits.
- OECD-CoR survey highlights that only 28% of respondents collaborate with the private sector, while 26% signalled that they are planning to Global infrastructure needs alone amount to USD 6 trillion each year for the next 15 years (current annual investment is estimated at around USD 2.5 trillion to USD 3 trillion) Power of sub-national investment in the SDGs is promising, as they account for almost 60% of all public investment in OECD countries. Communication between LRGs and businesses and investors remains challenging. The OECD and UN Global Compact have identified that when it comes to investment
- Youth have gained a strong voice in sustainable development at the global stage, especially with regards to climate action, as partly triggered by the vast media attention Civil society organisations as catalysts for engaging local citizens Civil society organisations can also help to scrutinise policies and push for transparency and accountability Schools are also starting to introduce the SDGs in school curricula.
- Briefly introduce: Planning, Policies and Strategies Use the SDGs to address concrete local challenges, such as sustainable mobility, housing, provision of green spaces, balanced urban development, waste management, ageing population, among others; Define and shape local and regional development visions, strategies, plans as well as re-orient existing ones using the SDGs as a guiding framework; Identify place-based priorities through the SDGs following a participatory and multi stakeholder process. The number of priorities should be manageable (e.g. not more than 8). The priority targets identified by the national government (when identified) could be a starting point; Use the SDGs to promote synergies and manage trade-offs among sectoral policies to overcome silos and fragmentation, linking social, economic and environmental dimensions either at goal or at target level. Combine stakeholder consultation with scientific evidence through a matrix to prioritise actions to manage synergies and trade-offs in the implementation of the SDGs. Carry out network analyses or analysing “planetary boundaries” are other ways to tackle the interlinked nature of the SDGs. Online information and management systems can help to carry out complex analyses of interlinkages. Design and implement international cooperation activities through the SDGs. The universality of the 2030 Agenda represents a key opportunity to better connect the “internal” activities for sustainability with the international cooperation actions, focusing on the SDGs where the city has a comparative advantage and knowledge/good practices to share with its peers. Multi-level governance Use the SDGS to promote vertical coordination across national, regional and local levels of government and to align priorities, incentives, objectives and resources; Engage regions and cities in the Voluntary National Reviews process to strengthen vertical coordination and monitoring of the goals. Voluntary Local Reviews further provide an opportunity to engage national government locally and to build indicator frameworks that align national and sub-national monitoring of the SDGs. Develop capacity buildings programmes across government levels to build capacity among cities and regions that are less prone to use the SDGs, including small and medium size cities. National enabling frameworks like those in Germany and Japan can help to spread frontrunners’ models that can be replicated across municipalities. Identify and test new governance models to experiment with holistic policy-making processes involving multiple stakeholders. Yet, the tradition of sector-based planning is often deeply rooted in and can be further exacerbated by national sector policies. To realise the transformative potential of the agenda, the SDGs should be promoted as a holistic framework. Use the SDGs to implement national territorial reforms and promote cooperation across administrative borders with a functional approach Financing and budgeting Integrate the SDGs in budgeting processes and management responsibilities to ensure adequate continuity once the SDGs strategy has been developed, beyond political cycles Drive better decisions related to budgeting by national and sub-national governments through allocating resources based on the prioritised goals/targets, fostering integrated multi-sectoral programmes and priorities; Attract new investors using the SDGs to bridge the priorities and communication gaps between public and private actors. Investor perspective is often absent in the process of defining sustainable city plans and strategies. This leads to a mismatch in priorities, creates barriers to implementation, and misses opportunities to create shared value and impact. Including the investor perspective early-on in the development process will help to bridge existing gaps between the public sector and private solution providers. Use sustainable public procurement as a tool to achieve social and environmental outcomes aligned with the SDGs. To maximise this potential, public procurement offices need to be aware of the potential benefits of SPP and the mind-set of “lowest price only” needs to change. In addition, there is need for more market intelligence matching procurers and companies offering sustainable products and services. Networks of champion cities can help to advance this trend. Data and Information Strengthen the indicators system to monitor progress to guide the policies and the actions. The SDGs offer an integrated framework to improve the monitoring and evaluation culture of the city and the baseline information for benchmarking; Combine administrative and functional data and indicators for more comprehensive analyses and policy responses in areas that goes beyond the administrative boundaries, such as Document better local and regional performance, pushing forward the statistical frontier if a common sets of targets and indicators can allow cities and regions see where they stand with national averages and their peers; Use the indicators to “tell a story” about the city/region actions on the SDGs, develop user-friendly Open Data portals can help to increase transparency of the actions towards the SDGs, where contributions by different actors can be showcased Engagement Engage civil society and citizens, in particular the youth, to institutionalise a process towards 2030 and to co-design visions and strategies with territorial stakeholders, enhances accountability and transparency in the policy-making process; Use the SDGs as a tool for “public service motivation” and to attract new staff to services like pre-school education and social welfare Identify and put in place appropriate frameworks to support and scale up initiatives that involves schools, civil society and academia in the implementation of the SDGS in a more systemic way Support private sector contribution to the SDGs incentivising public-private partnerships. Use a combination of various tools, from raising awareness about the SDGs and providing networking opportunities among local business, to de-risking investment in SDG challenges by providing for example grants or loans, or a combination of the two, or through fiscal incentive for innovative solutions towards sustainability