The document outlines the terms of reference for a coordination mechanism for major groups and other stakeholders (MGoS) to the UN High Level Political Forum on Sustainable Development (HLPF). It establishes a steering group to facilitate MGoS participation in HLPF activities. The steering group will include representatives from the nine major groups identified in Agenda 21 as well as other stakeholders identified in relevant resolutions. It will coordinate inputs to HLPF from MGoS and select speakers for HLPF events to ensure broad participation. Meetings will be held regularly for the coordination mechanism and steering group to organize MGoS engagement in supporting the implementation of the 2030 Agenda.
Day 2 Implementing the UNCCD : Involvement of civil society through a gende...elodieperrat
Workshop on Alignment & implementation of National Action programmes with the UNCCD 10-year Strategy in the Arab Region
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Day 2 Implementing the UNCCD : Involvement of civil society through a gende...elodieperrat
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It is our pleasure to welcome readers and APRM Stakeholders to the 2011 Annual Report. 2011 was indeed a memorable year, in which the APRM recorded a number of sterling achievements in its mission to promote governance and socio-economic development in Africa.
Establishing a Civil Society Support Mechanism with PAP, the NEPAD and the APRM page 6 of 55 This study was jointly commissioned by the Southern Africa Trust and an advisory group of organisations that include TrustAfrica, ActionAid, Oxfam GB, Centre for Policy Studies (CPS), Southern African Regional Poverty Network (SARPN), the Electoral Insti- tute of Southern Africa (EISA), the African Monitor and the African Forum and Network on Debt and Develop- ment (AFRODAD). On 26 September 2006, these organisations met and held preliminary discussions around setting up an independent mechanism for civil society organisations to inter- face with the secretariats of the inter- governmental institutions of the Afri- can Union (AU) that are located in Midrand, South Africa: the New Part- nership for Africa’s Development (NEPAD), the African Peer Review Mechanism (APRM) and the Pan Afri- can Parliament (PAP). Although this study is limited to these three institu- tions, there is reference to other bod- ies and institutions of the AU, such as the Regional Economic Communities (RECs), the Economic, Social and Cul- tural Council (ECOSOCC), the African Commission on Human and People’s Rights (ACHPR) and the Peace and Security Council (PSC).
OECD Recommendation on Principles for Independent Fiscal InstitutionsOECD Governance
On 13 February 2014, the OECD Council adopted the Recommendation of the Council on Principles for Independent Fiscal Institutions. Geared towards Member countries that have established or are considering establishing an independent fiscal institution (IFI), the Principles codify lessons learned and good practices that are firmly grounded in the experience of IFIs to date. The Principles seek to reinforce the core values that IFIs both promote and operate under – independence, non-partisanship, transparency, and accountability – while demonstrating technical competence and producing relevant work of the highest quality that stands up to public scrutiny and informs the public debate. As such, they aim to assist countries to design an enabling environment
conducive to the good performance of an IFI and to ensuring its long-run viability.
It is our pleasure to welcome readers and APRM Stakeholders to the 2011 Annual Report. 2011 was indeed a memorable year, in which the APRM recorded a number of sterling achievements in its mission to promote governance and socio-economic development in Africa.
Establishing a Civil Society Support Mechanism with PAP, the NEPAD and the APRM page 6 of 55 This study was jointly commissioned by the Southern Africa Trust and an advisory group of organisations that include TrustAfrica, ActionAid, Oxfam GB, Centre for Policy Studies (CPS), Southern African Regional Poverty Network (SARPN), the Electoral Insti- tute of Southern Africa (EISA), the African Monitor and the African Forum and Network on Debt and Develop- ment (AFRODAD). On 26 September 2006, these organisations met and held preliminary discussions around setting up an independent mechanism for civil society organisations to inter- face with the secretariats of the inter- governmental institutions of the Afri- can Union (AU) that are located in Midrand, South Africa: the New Part- nership for Africa’s Development (NEPAD), the African Peer Review Mechanism (APRM) and the Pan Afri- can Parliament (PAP). Although this study is limited to these three institu- tions, there is reference to other bod- ies and institutions of the AU, such as the Regional Economic Communities (RECs), the Economic, Social and Cul- tural Council (ECOSOCC), the African Commission on Human and People’s Rights (ACHPR) and the Peace and Security Council (PSC).
OECD Recommendation on Principles for Independent Fiscal InstitutionsOECD Governance
On 13 February 2014, the OECD Council adopted the Recommendation of the Council on Principles for Independent Fiscal Institutions. Geared towards Member countries that have established or are considering establishing an independent fiscal institution (IFI), the Principles codify lessons learned and good practices that are firmly grounded in the experience of IFIs to date. The Principles seek to reinforce the core values that IFIs both promote and operate under – independence, non-partisanship, transparency, and accountability – while demonstrating technical competence and producing relevant work of the highest quality that stands up to public scrutiny and informs the public debate. As such, they aim to assist countries to design an enabling environment
conducive to the good performance of an IFI and to ensuring its long-run viability.
http://sdg.earthsystemgovernance.org/sdg/publications/coherent-governance-un-and-sdgs
Key messages of Policy Brief #4:
1. The Sustainable Development Goals (SDGs) require appropriate institutional support to integrate them effectively into institutions and practices, to coordinate activities, and to mobilize resources for implementation. The High-Level Political Forum on Sustainable Development (HLPF) can be a lead “orchestrator of orchestrators” towards these ends, but will require high-level participation, innovative modalities for North-South dialogue, and links with “intermediaries” within and outside of the UN.
2. Monitoring and review processes are crucial to ensure accountability, facilitate learning among countries and stakeholders, and incentivize implementation processes. Reviews should be systemic, science-based and multi-dimensional, and focus on commitments and actions of countries, international institutions, and non-state actors and networks. The quadrennial United Nations General Assembly (UNGA) meetings of the HLPF could consider revisions or modifications of the SDGs over time as new knowledge becomes available.
3. State-led mutual review of national sustainable development progress mandated under the HLPF could be organized around common challenges – for example countries coping with megacities or running out of water. Such reviews would provide systemic evaluations rather than focus only on specific goals. International institutions should be reviewed on their progress in mainstreaming SDGs and targets into their work programs or adequately focusing on areas unaddressed by other stakeholders. These reviews should be considered nodes in a wider system of review and accountability.
4. The new Global Sustainable Development Report (a collection of assessments and reviews by UN and other actors), part of the HLPF’s mandate to improve the science-policy interface, should not simply collect other reviews, but also bring together knowledge required to fill implementation gaps and identify cause-effect relationships and transition pathways, possibly overseen by a meta-science panel.
5. Governance of the SDGs should be designed to mobilize action and resources at multiple levels and through diverse mixes of government and non-state actors, partnerships, and action networks. This diversity in means of implementation must be balanced by state-led mechanisms to ensure accountability, responsibility, coherence and capacity to incentivize long-term investments for sustainable development.
GUIDELINES FOR NGOS UNDER NATIONAL AIDS CONTROL SOCIETY SCHEMEGK Dutta
HIV/AIDS in India is a serious public health challenge which has certain socioeconomic dimensions. The strategy of the National AIDS Control Project - II is to formulate a multi -sectoral response that will integrate the concerns of HIV/AIDS into the larger development effort both in the Government and voluntary sector. It is also critical, in any program to control HIV/AIDS, to reach the most vulnerable and marginalized communities with focused counseling and services to enable them to change their behavior. These populations can best be reached through Non Government Organization (NGO’s) and Community Based Organizations (CBO’s) who have credible track records and connectivity with the community.
Experiences in Establishing a National PWYP Coalition or Campaign
Large membership base, national governance structure Azerbaijan.
Gubad Ibadoglu, Azerbaijan NGO Coalition for "Increasing Transparency in Extractive Industries"
2. Elemental Economics - Mineral demand.pdfNeal Brewster
After this second you should be able to: Explain the main determinants of demand for any mineral product, and their relative importance; recognise and explain how demand for any product is likely to change with economic activity; recognise and explain the roles of technology and relative prices in influencing demand; be able to explain the differences between the rates of growth of demand for different products.
Seminar: Gender Board Diversity through Ownership NetworksGRAPE
Seminar on gender diversity spillovers through ownership networks at FAME|GRAPE. Presenting novel research. Studies in economics and management using econometrics methods.
Abhay Bhutada Leads Poonawalla Fincorp To Record Low NPA And Unprecedented Gr...Vighnesh Shashtri
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Turin Startup Ecosystem 2024 - Ricerca sulle Startup e il Sistema dell'Innov...Quotidiano Piemontese
Turin Startup Ecosystem 2024
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How Does CRISIL Evaluate Lenders in India for Credit RatingsShaheen Kumar
CRISIL evaluates lenders in India by analyzing financial performance, loan portfolio quality, risk management practices, capital adequacy, market position, and adherence to regulatory requirements. This comprehensive assessment ensures a thorough evaluation of creditworthiness and financial strength. Each criterion is meticulously examined to provide credible and reliable ratings.
BYD SWOT Analysis and In-Depth Insights 2024.pptxmikemetalprod
Indepth analysis of the BYD 2024
BYD (Build Your Dreams) is a Chinese automaker and battery manufacturer that has snowballed over the past two decades to become a significant player in electric vehicles and global clean energy technology.
This SWOT analysis examines BYD's strengths, weaknesses, opportunities, and threats as it competes in the fast-changing automotive and energy storage industries.
Founded in 1995 and headquartered in Shenzhen, BYD started as a battery company before expanding into automobiles in the early 2000s.
Initially manufacturing gasoline-powered vehicles, BYD focused on plug-in hybrid and fully electric vehicles, leveraging its expertise in battery technology.
Today, BYD is the world’s largest electric vehicle manufacturer, delivering over 1.2 million electric cars globally. The company also produces electric buses, trucks, forklifts, and rail transit.
On the energy side, BYD is a major supplier of rechargeable batteries for cell phones, laptops, electric vehicles, and energy storage systems.
The secret way to sell pi coins effortlessly.DOT TECH
Well as we all know pi isn't launched yet. But you can still sell your pi coins effortlessly because some whales in China are interested in holding massive pi coins. And they are willing to pay good money for it. If you are interested in selling I will leave a contact for you. Just telegram this number below. I sold about 3000 pi coins to him and he paid me immediately.
Telegram: @Pi_vendor_247
How to get verified on Coinbase Account?_.docxBuy bitget
t's important to note that buying verified Coinbase accounts is not recommended and may violate Coinbase's terms of service. Instead of searching to "buy verified Coinbase accounts," follow the proper steps to verify your own account to ensure compliance and security.
1. Elemental Economics - Introduction to mining.pdfNeal Brewster
After this first you should: Understand the nature of mining; have an awareness of the industry’s boundaries, corporate structure and size; appreciation the complex motivations and objectives of the industries’ various participants; know how mineral reserves are defined and estimated, and how they evolve over time.
how can I sell pi coins after successfully completing KYCDOT TECH
Pi coins is not launched yet in any exchange 💱 this means it's not swappable, the current pi displaying on coin market cap is the iou version of pi. And you can learn all about that on my previous post.
RIGHT NOW THE ONLY WAY you can sell pi coins is through verified pi merchants. A pi merchant is someone who buys pi coins and resell them to exchanges and crypto whales. Looking forward to hold massive quantities of pi coins before the mainnet launch.
This is because pi network is not doing any pre-sale or ico offerings, the only way to get my coins is from buying from miners. So a merchant facilitates the transactions between the miners and these exchanges holding pi.
I and my friends has sold more than 6000 pi coins successfully with this method. I will be happy to share the contact of my personal pi merchant. The one i trade with, if you have your own merchant you can trade with them. For those who are new.
Message: @Pi_vendor_247 on telegram.
I wouldn't advise you selling all percentage of the pi coins. Leave at least a before so its a win win during open mainnet. Have a nice day pioneers ♥️
#kyc #mainnet #picoins #pi #sellpi #piwallet
#pinetwork
Yes of course, you can easily start mining pi network coin today and sell to legit pi vendors in the United States.
Here the telegram contact of my personal vendor.
@Pi_vendor_247
#pi network #pi coins #legit #passive income
#US
The European Unemployment Puzzle: implications from population agingGRAPE
We study the link between the evolving age structure of the working population and unemployment. We build a large new Keynesian OLG model with a realistic age structure, labor market frictions, sticky prices, and aggregate shocks. Once calibrated to the European economy, we quantify the extent to which demographic changes over the last three decades have contributed to the decline of the unemployment rate. Our findings yield important implications for the future evolution of unemployment given the anticipated further aging of the working population in Europe. We also quantify the implications for optimal monetary policy: lowering inflation volatility becomes less costly in terms of GDP and unemployment volatility, which hints that optimal monetary policy may be more hawkish in an aging society. Finally, our results also propose a partial reversal of the European-US unemployment puzzle due to the fact that the share of young workers is expected to remain robust in the US.
What price will pi network be listed on exchangesDOT TECH
The rate at which pi will be listed is practically unknown. But due to speculations surrounding it the predicted rate is tends to be from 30$ — 50$.
So if you are interested in selling your pi network coins at a high rate tho. Or you can't wait till the mainnet launch in 2026. You can easily trade your pi coins with a merchant.
A merchant is someone who buys pi coins from miners and resell them to Investors looking forward to hold massive quantities till mainnet launch.
I will leave the telegram contact of my personal pi vendor to trade with.
@Pi_vendor_247
1. Major Groups and Other Stakeholders
High Level Political Forum Coordination Mechanism
Terms of Reference
As amended 6 January 2017
1. Recalling Section C, paragraphs 42 to 55 of the Rio+20 outcome document “The Future We
Want ,” explicitly involving major groups and other stakeholders (MGoS) in all matters relating
to the UN and Sustainable Development;
2. Further recalling paragraph 84 of the Rio+20 outcome document “The Future We Want ,”
which incorporates all practices from the Commission on Sustainable Development (CSD) into
the High Level Political Forum on Sustainable Development (HLPF);
3. And finally recalling UN General Assembly Resolution 67/290 which established the HLPF,
particularly referencing paragraphs 8c, 13, 14, 15, 16, 22, and 24 which all mandate MGoS to
be actively involved in all activities pertaining to the HLPF at all levels;
4. We MGoS, have therefore decided to establish a coordination mechanism for the HLPF.
I. Title
1. The group shall be called the “MGoS HLPF COORDINATION MECHANISM.”
II. Membership
1. Membership of the MGoS HLPF COORDINATION MECHANISM is open to all representatives of
the nine Major Groups and other relevant stakeholders active in sustainable development.
III. Objectives of the Mechanism
1. Ensure broad, open, transparent and inclusive participation in the HLPF.
2. Ensure that the rights of access and inclusive participation of MGoS in the HLPF are protected
and upheld as mandated by 67/290
and potentially expanded.
1
3. Facilitate the coordination among, and promote the participation of, all stakeholders that are
involved in the HLPF process and want to contribute to it, including organizations and groups
that are not part of the MGoS HLPF COORDINATION MECHANISM, to ensure the broadest
participation possible.
4. Convene an annual forum for MGoS at which an annual review of engagement activities is
presented, including recommendations for future action.
1
67/290, op. cit., paragraph 8c, 13, 14, 15, 16, 22, 24
2. IV. Methods of Work
1. Meetings of the MGoS HLPF COORDINATION MECHANISM will be held on a regular basis as
needed. Remote participation will be possible for those unable to attend in person.
2. DESA/DSD will provide technical facilitation for meetings of the MGoS HLPF COORDINATION
MECHANISM, as well as maintain the official records of meetings, the list of participants,
engagement, and results.
3. DESA/DSD is also expected to share and to bring to the attention of the President of ECOSOC
and/or President of the General Assembly relevant information about the work of the MGoS
HLPF COORDINATION MECHANISM.
V. The Steering Group
1. A STEERING GROUP will be established by the organizing partners of the nine major groups
and focal points of the other stakeholders, or their designated representatives,
as identified
2
and outlined in the mentioned resolutions. The organizing partners of the major groups and
the focal points of other stakeholders shall not represent more than one group/constituency
in the Steering Group.
2. The STEERING GROUP will be responsible for facilitating the participation of MGoS at HLPF
related activities.
3. The STEERING GROUP will facilitate the work of the MGoS HLPF COORDINATION MECHANISM
to prepare for processes related to the mandate of the HLPF, and in line with A/RES/67/290.
3
4. The STEERING GROUP will be comprised of one principal and one alternate representative of
each major group and other stakeholder, defined as follows:
a. Major Groups as Identified in Agenda 21:
i. Women;
ii. Children and Youth;
iii. Indigenous Peoples;
iv. NGOs;
v. Local Authorities;
vi. Workers and Trade Unions;
vii. Business and Industry;
viii. Scientific and Technological Community;
ix. Farmers.
b. Stakeholders as Mentioned in HLPF Res 67/290:
2
Major groups identified in Agenda 21, op. cit.
3
Check Para 16. Encourages the major groups identified in Agenda 21 and others stakeholders, such as private philanthropic organizations,
educational and academic entities, persons with disabilities, volunteer groups and other stakeholders active in areas related to sustainable
development, to autonomously establish and maintain effective coordination mechanisms for participation in the high-level political forum
and for actions derived from that participation at the global, regional and national levels, in a way that ensures effective, broad and
balanced participation by region and by type of organization.
3. i. Private philanthropic organizations/Foundations;
ii. Educational and academic entities;
iii. Persons with disabilities;
iv. Volunteer groups.
c. Stakeholders Mentioned in Rio+20 Outcome - “The Future We Want :”
i. Older persons;
ii. Local communities;
iii. Migrants.
d. “Other Relevant Stakeholders Active in Sustainable Development:”
*This is an open category that intends to capture the fully inclusive and transparent
nature of this group and the mentioned resolutions. Examples within this category
may include global networks whose primary mandate is to work on HLPF related
matters, regional groups on a rotational basis, constituencies working on the main
theme of HLPF, human rights defenders, environmental groups, etc. Admittance and
number of seats under this category will be subject to a joint decision of the existing
STEERING GROUP, including demonstrable governance requirements placed on
existing members, particularly as outlined in section V.6 below.
e. Stakeholder mechanisms for frameworks/processes, not already included in the
above listings and that have a mandate formally linked to the HLPF, for example, but
not limited to*:
i. Financing for Development CSO Group;
ii. 10 Year Framework of Programmes for Sustainable Consumption and
Production Patterns;
iii. Sendai Framework for Disaster Risk Reduction.
*This is a category that wishes to give voice and include representatives of the
organized major groups and other stakeholders from other UN processes and agendas
that are also expected to report through the HLPF. Participation in the Steering Group
would require a submission of a letter from the stakeholder mechanism and/or the
respective secretariat confirming the nomination of focal point and alternate, who
have been through the necessary internal consultation and decision-making process.
Besides, it is required that the focal point and alternate are from different
organizations and constituency. Admittance under this category will be subject to a
joint decision of the existing STEERING GROUP, including demonstrable governance
requirements placed on existing members, particularly as outlined in V.6 below.
5. The composition of the STEERING GROUP will, as much as possible, ensure regional and
gender balance among its members.
6. All members of the STEERING GROUP must have clear governance structures, consultative
processes, and meaningful accountability mechanisms towards their membership as per DESA
and additional jointly agreed requirements, including how these organising partners and/or
focal points are elected, selected, or appointed, as well as provide some type of governance
reporting.
7. Members of the STEERING GROUP may produce joint statements and take joint advocacy
action in order to facilitate the participation of MGoS at the HLPF.
4. 8. The STEERING GROUP will meet on a regular basis as needed. Remote participation will be
possible for those unable to attend in person.
9. The STEERING GROUP will have a rotating co-chair system. The CO-CHAIRS should be
composed of 2 representatives: 1 from a major group and 1 from a stakeholder group, rotated
on a yearly basis, with the term of the representative from the major group starting 1
February and ending 31 January of the following year and the term of the representative from
a stakeholder group starting 1 August and ending 31 July of the following year. The incoming
CO-CHAIRS will be elected by members of the STEERING GROUP a month before the
respective terms of office. The CO-CHAIRS will be responsible for, among other tasks:
a. Proposing meeting agendas, including for the annual review meeting of the full
membership of the Coordination Mechanism;
b. Reviewing agreements;
c. Proposing and following up on actions;
d. Preparing notes of the meetings or appointing others to do so;
e. Sharing information;
f. Facilitating the participation and contribution of all members of the STEERING GROUP.
10. Each STEERING GROUP member has one vote. The STEERING GROUP aims to make decisions
based on consensus; however, if consensus cannot be reached, a vote will be conducted. The
simple majority of the votes prevails. STEERING GROUP members must attend at least
two-thirds of the meetings during a six months period in order to be able to exercise their
vote and they must demonstrate engagement. The CO-CHAIRS are expected to keep records
of member participation.
11. The STEERING GROUP, or upon suggestion of any member of the Coordination Mechanism
submitted to it, may create subcommittees for specific collective tasks, and thematic groups
for coordination of substantive ongoing thematic areas with members of the broader
COORDINATION MECHANISM. These subcommittees will carry out their work and report back
directly to the STEERING GROUP. Subcommittees will operate under the auspices of the
STEERING GROUP, which will transmit results and recommendations, once approved, to the
COORDINATION MECHANISM. Subcommittees can be disbanded by the STEERING GROUP, as
and when appropriate.
12. Minutes of all meetings of the STEERING GROUP will be publicly available.
13. The list of the members of the STEERING GROUP (representatives and alternates) will be
publicly available.
VI. Objectives of the Steering Group
1. Facilitate multi-stakeholder inputs into the HLPF programme through DESA/DSD and at
meetings with the President of ECOSOC.
2. Propose draft programmes for Expert Group Meetings (EGMs) and other related events that
address themes relevant to MGoS and their work in the context of sustainable development.
3. Propose draft guidelines and templates for stakeholder role in national and regional reviews
of implementation of the 2030 Agenda.
5. 4. Identify key representatives to be funded and/or non-funded speakers, panelists, and
moderators at all stakeholder engagement opportunities in the context of the HLPF. An open
and transparent call for speaker nominations will be facilitated by DESA/DSD. The STEERING
GROUP shall review nominations and select these speakers, panelists, and moderators.
Specific criteria for selection will be set by the STEERING GROUP accordingly. Selection
processes shall not preclude, unbalance, or compromise the engagement of MGoS, especially
those with lower financial capacity. The final selection of speakers and participants will be
based upon a balanced approach towards constituency, region, gender, and age, as well as
expertise.
5. The STEERING GROUP will act to facilitate the integration of broad and diverse perspectives at
the HLPF, setting clear, transparent, and inclusive criteria for engagement.
6. Facilitate dialogue and, whenever possible, identify consensus on core issues regarding the
participation of MGoS in the HLPF.
7. Mobilize actions and concrete outputs that will strengthen the overall credibility, visibility, and
influence of MGoS in the HLPF.
8. Facilitate the production of position papers on the theme of HLPF meetings as needed.
9. Develop and promote communication and outreach strategies that supports public awareness
and increased understanding of the HLPF.
10. Organize meetings of the MGoS HLPF COORDINATION MECHANISM and propose the agenda.
11. Maintain the mailing list of the MGoS HLPF COORDINATION MECHANISM.
12. Consider issues related to fundraising, including administration of a trust fund that may be
established.
VII. Amendments
1. These Terms of Reference may be amended, as and when necessary, by the STEERING GROUP
for approval by the MGoS HLPF COORDINATION MECHANISM.
* * * * *
ADOPTED: 6 January 2017