1) The document discusses the city of Panabo's efforts to localize and prioritize the UN's Sustainable Development Goals (SDGs) in its local planning and budgeting. This includes engaging stakeholders and using data from the Community-Based Monitoring System to identify priorities and interventions.
2) One of Panabo's top concerns identified is clean water (SDG 6), and the city has implemented barangay water system projects with partner organizations to address this.
3) A UNDP project is working with Panabo to develop an SDG Dashboard using local data from the CBMS. This tool will help the city track SDG targets, monitor community needs, and plan/budget in a way that
This document discusses experiences with SDG dashboards in Latin America and lessons learned. It summarizes four country experiences: Brazil's MDG Observatory and Atlas Brazil provided profiles and indicators online; Colombia established a strong results-based management system and SDG portal; Mexico used an MDG dashboard and is developing an official SDG dashboard; Panama implemented an integrated development indicator system and is developing an SDG platform. Six insights are highlighted: 1) achieving the SDGs requires collaboration beyond governments; 2) early innovations show progress but more time is needed; 3) coordination challenges increase regarding who leads on information; 4) determining what information to track on inputs, outputs and outcomes; 5) clarifying roles and timing of mainstreaming, coordin
This document provides an overview of UNDP India's approaches for supporting the localization of the Sustainable Development Goals (SDGs) at sub-national levels in India. It discusses India's federal structure and the roles of national, state and local governments. It outlines how UNDP is supporting several state governments to develop SDG vision documents and action plans through multi-stakeholder consultations and technical assistance. It also discusses efforts to mainstream SDGs into local level planning and tools being developed to monitor progress.
This document summarizes the work of PIANGO, a regional network of NGOs in 21 Pacific Island countries and territories, to support civil society engagement in achieving the UN Sustainable Development Goals (SDGs) in the Pacific region. Key points:
1. PIANGO restructured itself and developed a tiered approach for civil society monitoring of SDG implementation at national, regional, and country levels.
2. PIANGO created an "SDG Process Barometer" diagnostic tool to assess inclusiveness and participation in SDG processes and support effective civil society participation.
3. Initial trials of the barometer found varying levels of SDG implementation progress and engagement across Micronesian countries, identifying
The document discusses several approaches and frameworks used by the Philippine government to incorporate performance information into the budgeting process. It describes OPIF as directing resources toward results and measuring agency performance through indicators. PREXC organizes the budget according to objectives and strategies. PIB and 2TBA both use performance information to determine how funds are allocated. The BPF provides guidance on priority programs and projects, while PBB provides bonuses based on employee contributions to department targets. Public finance management reform is an iterative process involving continuous learning and improvement across the entire system to deliver on sustainable development goals.
1) The document discusses the city of Panabo's efforts to localize and prioritize the UN's Sustainable Development Goals (SDGs) in its local planning and budgeting. This includes engaging stakeholders and using data from the Community-Based Monitoring System to identify priorities and interventions.
2) One of Panabo's top concerns identified is clean water (SDG 6), and the city has implemented barangay water system projects with partner organizations to address this.
3) A UNDP project is working with Panabo to develop an SDG Dashboard using local data from the CBMS. This tool will help the city track SDG targets, monitor community needs, and plan/budget in a way that
This document discusses experiences with SDG dashboards in Latin America and lessons learned. It summarizes four country experiences: Brazil's MDG Observatory and Atlas Brazil provided profiles and indicators online; Colombia established a strong results-based management system and SDG portal; Mexico used an MDG dashboard and is developing an official SDG dashboard; Panama implemented an integrated development indicator system and is developing an SDG platform. Six insights are highlighted: 1) achieving the SDGs requires collaboration beyond governments; 2) early innovations show progress but more time is needed; 3) coordination challenges increase regarding who leads on information; 4) determining what information to track on inputs, outputs and outcomes; 5) clarifying roles and timing of mainstreaming, coordin
This document provides an overview of UNDP India's approaches for supporting the localization of the Sustainable Development Goals (SDGs) at sub-national levels in India. It discusses India's federal structure and the roles of national, state and local governments. It outlines how UNDP is supporting several state governments to develop SDG vision documents and action plans through multi-stakeholder consultations and technical assistance. It also discusses efforts to mainstream SDGs into local level planning and tools being developed to monitor progress.
This document summarizes the work of PIANGO, a regional network of NGOs in 21 Pacific Island countries and territories, to support civil society engagement in achieving the UN Sustainable Development Goals (SDGs) in the Pacific region. Key points:
1. PIANGO restructured itself and developed a tiered approach for civil society monitoring of SDG implementation at national, regional, and country levels.
2. PIANGO created an "SDG Process Barometer" diagnostic tool to assess inclusiveness and participation in SDG processes and support effective civil society participation.
3. Initial trials of the barometer found varying levels of SDG implementation progress and engagement across Micronesian countries, identifying
The document discusses several approaches and frameworks used by the Philippine government to incorporate performance information into the budgeting process. It describes OPIF as directing resources toward results and measuring agency performance through indicators. PREXC organizes the budget according to objectives and strategies. PIB and 2TBA both use performance information to determine how funds are allocated. The BPF provides guidance on priority programs and projects, while PBB provides bonuses based on employee contributions to department targets. Public finance management reform is an iterative process involving continuous learning and improvement across the entire system to deliver on sustainable development goals.
1) Governance reforms in Pakistan have devolved many SDG-related functions to provincial and district authorities, including increased provincial shares of the federal budget and devolution of implementation functions.
2) Tools for localizing the SDGs in Pakistan include aligning provincial development plans and budgets to SDGs, using multidimensional poverty indexes to target investments, improving sub-national data collection, and establishing coordination platforms.
3) While provinces have primary responsibility for SDG planning and implementation, districts have limited resources and financing authority, posing challenges to localizing the SDGs. Coordination across levels of government and organizations is needed to effectively implement the SDGs in Pakistan.
This document contains the agenda for Day 2 of the Asia-Pacific Forum on Sustainable Development. The morning sessions focus on integrating approaches to support SDG acceleration, localizing the SDGs at sub-national levels, and localizing the agenda in small island developing states. The afternoon consists of sessions on long-term planning and budgeting, integrating 2030 Agendas into budgets, and Voluntary National Reviews and SDG reports from various countries.
The document discusses follow up and review of the 2030 Agenda for Sustainable Development. It provides an overview of the 2030 Agenda and outlines the mandate, functions, and challenges of follow up and review based on the three-tiered architecture at the national, regional, and global levels. Specifically, it notes ESCAP's mandate to promote integration of the sustainable development dimensions, support regional roadmaps and implementation, and provide capacity building. ESCAP aims to support members states through convening forums, analytical work, partnerships, and capacity development aligned with achieving the Sustainable Development Goals.
The document discusses Myanmar's approach to integrating the UN Sustainable Development Goals (SDGs) at a national level. It outlines the country's process of prioritizing development policies, identifying needs and gaps through stakeholder consultation to formulate national plans aligned with regional and global goals. It also discusses developing institutional capacity, raising awareness among stakeholders, and linking specific SDGs like gender, environment and private sector development to Myanmar's economic policy goals. Some challenges mentioned are limited understanding of the SDGs within government and public, as well as siloed policymaking and limited policy coherence analysis.
The document discusses Samoa's process of integrating the UN's 2030 Agenda and Sustainable Development Goals (SDGs) into its national development strategy. It explains how Samoa mapped the SDG targets against its existing Strategy for the Development of Samoa (SDS) and found alignment between the two. Samoa then localized the SDG targets and indicators and integrated them into sector plans and policies to guide implementation. Key challenges identified include varying compliance across sectors in planning and monitoring, and disconnects between budgeting, planning and resource allocation processes.
This document outlines Nepal's efforts to establish a Climate Change Financing Framework (CCFF) to improve governance of climate finance. It summarizes Nepal's evolution of climate budgeting from 2010-2017, including establishing climate codes to track spending and increasing the percentage of the budget allocated to climate issues. Key ongoing works to complete the CCFF are establishing an inter-ministerial committee, continuing reforms to budgeting guidelines, and improving climate budget reporting and accountability at local levels. The ultimate goals are to better target funds to vulnerable groups, strengthen management of domestic and international climate funds, and increase the effectiveness and transparency of climate spending.
The document discusses integrating the 2030 Agenda and Sustainable Development Goals (SDGs) into the Philippine Development Plan 2017-2022. It outlines two principles of the 2030 Agenda: sustainable development and leaving no one behind. It then discusses AmBisyon Natin 2040, the Philippines' long-term development agenda, which aims for a prosperous, predominantly middle-class society by 2040 where no one is poor. The Philippine Development Plan 2017-2022 is aligned with and works towards realizing AmBisyon Natin 2040 and the SDGs. It emphasizes raising awareness, adopting the perspectives of the long-term goals in planning and implementation, and conducting regular monitoring.
This document discusses SDG integration in Myanmar. It outlines the country's process for prioritizing and planning SDG implementation, which includes prioritizing development policies based on needs and gaps, sectoral and regional planning, aligning with regional and global plans, and developing capacity and legal frameworks. It also discusses SDG themes being discussed in Myanmar like gender, environment, children, and private sector development. The challenges to SDG integration in Myanmar include the need for more understanding of the 2030 Agenda among the public and government and the need for high-level champions. Other challenges are limited experience in policymaking, silos within government, and constrained knowledge supply.
The document discusses Indonesia's experiences in supporting policy coherence for achieving the UN Sustainable Development Goals (SDGs). Key points include:
1) Presidential Decree No. 59 of 2017 provides the framework for mainstreaming the SDGs into national and sub-national development plans in Indonesia.
2) It assigns roles and responsibilities to government ministries and agencies for implementing, monitoring and evaluating SDG actions.
3) Indonesia has mapped its national development targets, indicators and priorities according to the 17 SDGs to ensure coherence across social, economic, environmental and governance issues.
(1) The document discusses maximizing the effectiveness of development cooperation for implementing the UN Sustainable Development Goals.
(2) It proposes adapting the Global Partnership for Effective Development Cooperation's monitoring framework to reflect all development actors and finance modalities, and to generate evidence on effectiveness in addressing challenges like fragility, gender equality, and climate change.
(3) The monitoring framework revision will involve strengthening current indicators, adapting the scope of monitoring, and enhancing the country-level monitoring process to support SDG implementation through alignment of development efforts and multi-stakeholder collaboration.
This presentation was made by Liliana Suchodolska , at the 3rd Experts Meeting on Gender Budgeting held at the OECD Conference Centre, Paris, on 19-20 September 2019
This presentation was made by Alicia del Olmo , at the 3rd Experts Meeting on Gender Budgeting held at the OECD Conference Centre, Paris, on 19-20 September 2019
This document discusses lessons learned from countries that have started aligning their national development strategies with the 2030 Agenda and integrating the SDGs into their national plans and policies. It focuses on the challenge of implementing integrated approaches across sectors, levels of government, and time. The document considers questions about how to better align national strategic priorities with the 2030 Agenda commitments, identify interconnectedness between goals, and achieve policy coherence given greater interconnectedness. It also provides brief examples of good practices from several countries and the state of Assam in India.
This presentation was made by Helena Lof and Lina Nilsson , at the 3rd Experts Meeting on Gender Budgeting held at the OECD Conference Centre, Paris, on 19-20 September 2019
This presentation was made by Alison McDermott, at the 3rd Experts Meeting on Gender Budgeting held at the OECD Conference Centre, Paris, on 19-20 September 2019.
This presentation was made by Ana María Ruiz, at the 3rd Experts Meeting on Gender Budgeting held at the OECD Conference Centre, Paris, on 19-20 September 2019.
03 DepEd Planning Conference - SDG presentation with indicator assessment.pdfEnriqueArlanza1
This document discusses the Sustainable Development Goals (SDGs) related to quality education (Goal 4) and sustainable cities (Goal 11) in the Philippines. It provides background on the 2030 Agenda for Sustainable Development agreed upon by 193 countries, including its goals, targets, and indicators. It also outlines the Philippine Statistics Authority's work plan for 2016 which includes multi-sectoral workshops and consultations to identify SDG indicators and data sources in the country. Specifically, it summarizes discussions on indicators for SDG 4 on quality education, noting which indicators are priority, their data sources, and comments from stakeholders.
The document outlines the Philippine government's efforts to integrate a gender perspective into its national statistics. It discusses the development of a statistical framework on gender and development indicators, as well as the Philippine Statistical Development Program which aims to improve the quality and coordination of statistics on children and gender. The program identifies issues such as insufficient coordination mechanisms and data gaps, and proposes activities to address them, such as strengthening statistical committees and conducting research studies.
1) Governance reforms in Pakistan have devolved many SDG-related functions to provincial and district authorities, including increased provincial shares of the federal budget and devolution of implementation functions.
2) Tools for localizing the SDGs in Pakistan include aligning provincial development plans and budgets to SDGs, using multidimensional poverty indexes to target investments, improving sub-national data collection, and establishing coordination platforms.
3) While provinces have primary responsibility for SDG planning and implementation, districts have limited resources and financing authority, posing challenges to localizing the SDGs. Coordination across levels of government and organizations is needed to effectively implement the SDGs in Pakistan.
This document contains the agenda for Day 2 of the Asia-Pacific Forum on Sustainable Development. The morning sessions focus on integrating approaches to support SDG acceleration, localizing the SDGs at sub-national levels, and localizing the agenda in small island developing states. The afternoon consists of sessions on long-term planning and budgeting, integrating 2030 Agendas into budgets, and Voluntary National Reviews and SDG reports from various countries.
The document discusses follow up and review of the 2030 Agenda for Sustainable Development. It provides an overview of the 2030 Agenda and outlines the mandate, functions, and challenges of follow up and review based on the three-tiered architecture at the national, regional, and global levels. Specifically, it notes ESCAP's mandate to promote integration of the sustainable development dimensions, support regional roadmaps and implementation, and provide capacity building. ESCAP aims to support members states through convening forums, analytical work, partnerships, and capacity development aligned with achieving the Sustainable Development Goals.
The document discusses Myanmar's approach to integrating the UN Sustainable Development Goals (SDGs) at a national level. It outlines the country's process of prioritizing development policies, identifying needs and gaps through stakeholder consultation to formulate national plans aligned with regional and global goals. It also discusses developing institutional capacity, raising awareness among stakeholders, and linking specific SDGs like gender, environment and private sector development to Myanmar's economic policy goals. Some challenges mentioned are limited understanding of the SDGs within government and public, as well as siloed policymaking and limited policy coherence analysis.
The document discusses Samoa's process of integrating the UN's 2030 Agenda and Sustainable Development Goals (SDGs) into its national development strategy. It explains how Samoa mapped the SDG targets against its existing Strategy for the Development of Samoa (SDS) and found alignment between the two. Samoa then localized the SDG targets and indicators and integrated them into sector plans and policies to guide implementation. Key challenges identified include varying compliance across sectors in planning and monitoring, and disconnects between budgeting, planning and resource allocation processes.
This document outlines Nepal's efforts to establish a Climate Change Financing Framework (CCFF) to improve governance of climate finance. It summarizes Nepal's evolution of climate budgeting from 2010-2017, including establishing climate codes to track spending and increasing the percentage of the budget allocated to climate issues. Key ongoing works to complete the CCFF are establishing an inter-ministerial committee, continuing reforms to budgeting guidelines, and improving climate budget reporting and accountability at local levels. The ultimate goals are to better target funds to vulnerable groups, strengthen management of domestic and international climate funds, and increase the effectiveness and transparency of climate spending.
The document discusses integrating the 2030 Agenda and Sustainable Development Goals (SDGs) into the Philippine Development Plan 2017-2022. It outlines two principles of the 2030 Agenda: sustainable development and leaving no one behind. It then discusses AmBisyon Natin 2040, the Philippines' long-term development agenda, which aims for a prosperous, predominantly middle-class society by 2040 where no one is poor. The Philippine Development Plan 2017-2022 is aligned with and works towards realizing AmBisyon Natin 2040 and the SDGs. It emphasizes raising awareness, adopting the perspectives of the long-term goals in planning and implementation, and conducting regular monitoring.
This document discusses SDG integration in Myanmar. It outlines the country's process for prioritizing and planning SDG implementation, which includes prioritizing development policies based on needs and gaps, sectoral and regional planning, aligning with regional and global plans, and developing capacity and legal frameworks. It also discusses SDG themes being discussed in Myanmar like gender, environment, children, and private sector development. The challenges to SDG integration in Myanmar include the need for more understanding of the 2030 Agenda among the public and government and the need for high-level champions. Other challenges are limited experience in policymaking, silos within government, and constrained knowledge supply.
The document discusses Indonesia's experiences in supporting policy coherence for achieving the UN Sustainable Development Goals (SDGs). Key points include:
1) Presidential Decree No. 59 of 2017 provides the framework for mainstreaming the SDGs into national and sub-national development plans in Indonesia.
2) It assigns roles and responsibilities to government ministries and agencies for implementing, monitoring and evaluating SDG actions.
3) Indonesia has mapped its national development targets, indicators and priorities according to the 17 SDGs to ensure coherence across social, economic, environmental and governance issues.
(1) The document discusses maximizing the effectiveness of development cooperation for implementing the UN Sustainable Development Goals.
(2) It proposes adapting the Global Partnership for Effective Development Cooperation's monitoring framework to reflect all development actors and finance modalities, and to generate evidence on effectiveness in addressing challenges like fragility, gender equality, and climate change.
(3) The monitoring framework revision will involve strengthening current indicators, adapting the scope of monitoring, and enhancing the country-level monitoring process to support SDG implementation through alignment of development efforts and multi-stakeholder collaboration.
This presentation was made by Liliana Suchodolska , at the 3rd Experts Meeting on Gender Budgeting held at the OECD Conference Centre, Paris, on 19-20 September 2019
This presentation was made by Alicia del Olmo , at the 3rd Experts Meeting on Gender Budgeting held at the OECD Conference Centre, Paris, on 19-20 September 2019
This document discusses lessons learned from countries that have started aligning their national development strategies with the 2030 Agenda and integrating the SDGs into their national plans and policies. It focuses on the challenge of implementing integrated approaches across sectors, levels of government, and time. The document considers questions about how to better align national strategic priorities with the 2030 Agenda commitments, identify interconnectedness between goals, and achieve policy coherence given greater interconnectedness. It also provides brief examples of good practices from several countries and the state of Assam in India.
This presentation was made by Helena Lof and Lina Nilsson , at the 3rd Experts Meeting on Gender Budgeting held at the OECD Conference Centre, Paris, on 19-20 September 2019
This presentation was made by Alison McDermott, at the 3rd Experts Meeting on Gender Budgeting held at the OECD Conference Centre, Paris, on 19-20 September 2019.
This presentation was made by Ana María Ruiz, at the 3rd Experts Meeting on Gender Budgeting held at the OECD Conference Centre, Paris, on 19-20 September 2019.
03 DepEd Planning Conference - SDG presentation with indicator assessment.pdfEnriqueArlanza1
This document discusses the Sustainable Development Goals (SDGs) related to quality education (Goal 4) and sustainable cities (Goal 11) in the Philippines. It provides background on the 2030 Agenda for Sustainable Development agreed upon by 193 countries, including its goals, targets, and indicators. It also outlines the Philippine Statistics Authority's work plan for 2016 which includes multi-sectoral workshops and consultations to identify SDG indicators and data sources in the country. Specifically, it summarizes discussions on indicators for SDG 4 on quality education, noting which indicators are priority, their data sources, and comments from stakeholders.
The document outlines the Philippine government's efforts to integrate a gender perspective into its national statistics. It discusses the development of a statistical framework on gender and development indicators, as well as the Philippine Statistical Development Program which aims to improve the quality and coordination of statistics on children and gender. The program identifies issues such as insufficient coordination mechanisms and data gaps, and proposes activities to address them, such as strengthening statistical committees and conducting research studies.
The document outlines the Philippine government's efforts to integrate a gender perspective into its national statistics. It discusses the development of a statistical framework on gender and development indicators, as well as the Philippine Statistical Development Program which aims to improve the quality and coordination of statistics on children and gender. The program identifies issues such as insufficient coordination mechanisms and data gaps, and proposes activities to address them, such as strengthening statistical committees and conducting research studies.
The document discusses the Philippine government's efforts to integrate a gender perspective into its national statistics. It describes how the Philippines developed a statistical framework and indicators system to monitor gender and development. It also established an Interagency Committee on Gender Statistics to coordinate gender data collection and ensure implementation of the framework. Additionally, the Philippine Statistical Development Program was created to outline statistical activities and guide government agencies in integrating gender into their work over the medium term.
This document discusses localizing the 2030 Sustainable Development Goals (SDGs) agenda in Pakistan. It notes that the Millennium Development Goals (MDGs) were not fully localized in Pakistan. Localizing the SDGs is important given Pakistan's decentralized governance structure and rising regional inequalities. Key milestones in Pakistan's SDG efforts include mainstreaming the goals in national plans, launching sub-national SDG initiatives, and establishing an SDG support unit. An initial data gaps analysis found availability of indicators is lowest at the district level. Next steps discussed are developing national/provincial SDG frameworks, aligning policies and budgets with the goals, strengthening financing, and further localizing and mainstreaming the SDGs
Presentation: history of census (PBS).ppsxmsarwarg08
Govt. Model in Pakistan
Census History 1881-to-2023
2017 Census Lesson Learned
Recommendation of 7th Census as Digital Census
Path Leading to First Digital Census
Comparative Model of Study for Best Practices
Methodology and Questionnaire Comparison
Digital Best Adopted Practice in Census
Confidence Building Measures and Workshops with Public, Researchers, Academia, Political, Media and Govt. Functionaries
Recommendations for 8th Census.
El Iza Mohamedou, Deputy Manager, PARIS21 Secretariat, 11 May 2016, Regional conference: Investment and inclusive growth in the midst of crisis, Beirut
Presentation by Albana Kociu, Director of DoPA, Albania, on the Experience with Passport Indicators of the Public Administration Reform (PAR) Strategy 2015-2020 at the workshop co-organised by SIGMA and the Albanian Ministry of Finance on the Monitoring and Evaluation of the Strategy of PFM 2014-2020, taking place in Tirana on 19 May 2016.
13° Conferenza Nazionale di Statistica 4-5-6 luglio 2018
CAMPO DELLE PARTNERSHIP Capacity development: new challenges
Centro Congressi Ergife via Aurelia 619 Roma
Action Plan of the Global Strategy for Improving Agricultural and Rural Stati...FAO
http://www.fao.org/economic/ess/ess-events/afcas/afcas25/en/
Action Plan of the Global Strategy for Improving Agricultural and Rural Statistics in Africa (2011-2018)
Illinois performance reporting system update 4.26.13Greg Wass
This document discusses Illinois' Budgeting for Results (BFR) initiative and the development of the Illinois Performance Reporting System (IPRS) to help advance BFR goals. IPRS aims to gather program-level performance data from over 400 programs across 90+ state agencies in a consistent manner tied to common statewide outcomes. The first phase of IPRS involved deploying a data collection component using SharePoint and SQL Server. Future phases will enhance IPRS to incorporate data analytics methodology and a dashboard for public presentation of BFR information.
“Designing baseline surveys for impact analysis and evaluation of progress” presented by Kristin Penn, USAID/BFS at the ReSAKSS-Asia Conference, Nov 14-16, 2011, in Kathmandu, Nepal.
This document provides a marketing update and overview of enrollment campaign strategies and analytics for a Minnesota State college. Key points include:
- FY15 marketing efforts increased applications by 13% for Fall 2014 and 6% for Spring 2015 through new media partnerships and strategies.
- Fall 2015 enrollment campaigns will utilize various media channels from October 2015 through August 2015, including direct mail, outdoor, digital, and radio advertising.
- Website analytics reports from 2014 and Q2 2015 show increases in sessions, users, and pageviews from marketing campaigns. Digital ad performance also increased applications in Q2 2015.
- Additional FY16 initiatives include focus groups, landing page testing, adding program videos, a Latino outreach toolkit
This document is the annual report of Statistics South Africa (Stats SA) for the 2012/13 financial year. It provides an overview of Stats SA's strategic goals and legislative mandates, as well as reports on key achievements over the past year. Some of the highlights included the successful completion of Census 2011 and release of results within 12 months, improvements made to the consumer price index, and continued work to strengthen statistical capacity and partnerships on the continent. Challenges such as initial issues processing Census 2011 questionnaires and reopening the post-enumeration survey were also acknowledged.
The document discusses the process for developing global indicators to monitor progress on the UN Sustainable Development Goals (SDGs). It outlines key decisions by the UN Statistical Commission, including agreeing on 232 global indicators classified into three tiers based on methodological development. Custodian agencies were identified to lead methodology development for each indicator and support country reporting. The document discusses guiding principles for custodian agencies to produce country estimates and share data. It also outlines FAO's role in supporting countries to report data for the 21 SDG indicators where it serves as custodian agency.
Similar to Data for SDGs at the national level (20)
To reduce the loss of lives associated with tsunamis, support from Japan will enable UNDP to help strengthen early warning and disaster preparedness in 18 countries included in UNDP’s ‘5-10-50’ initiative: Bangladesh, Cambodia, Fiji, Indonesia, Malaysia, Maldives, Myanmar, Pakistan, Papua New Guinea, Philippines, Samoa, Solomon Islands, Sri Lanka, Thailand, Timor Leste, Tonga, Vanuatu and Viet Nam.
Global impact investing has reached $22.1 billion in 2016, representing 29% annual growth. Approximately 45% of impact assets are in emerging economies due to large unmet demand. Impact investing in India reached $5.2 billion from 2010 to 2016, driven by population growth, economic growth, stable financial markets, and large social needs. Investments have diversified across sectors such as education, healthcare, and agriculture beyond the initial focus on clean energy. The Indian government also plays a key role in catalyzing impact investing through various policies and initiatives. The sector is expected to reach $6-8 billion annually by 2025 based on continued social needs and sector growth. Successful impact investments have shown returns ranging from -46% to
This document discusses the role of remittances in financing and implementing the UN Sustainable Development Goals (SDGs). It finds that remittances can significantly impact SDGs through two main channels: by reducing poverty and increasing social spending at the household level, and by spurring investment, savings, and economic growth at the macro level. Empirical evidence from various countries shows that higher remittances lead to lower poverty, greater education and healthcare expenditures, more entrepreneurship and business investment. The document advocates leveraging remittances for SDGs through stimulating formal transfer channels, lowering costs, promoting financial products for migrants, and incentivizing investment of remittances in priority sectors. It also stresses improving social protections and rights of
This document discusses how multilateral development banks can mobilize private finance to support the UN's 2030 Agenda goals. It outlines a framework where MDBs focus on addressing market failures through regulation, policy advice, and public-private partnerships to "crowd in" private sector investment. MDBs can catalyze both direct private investment in projects they finance as well as indirect investment in related areas through demonstrations of new markets and risk mitigation. The document provides examples of how MDB investment and advisory services can mobilize total financing that is several times the size of their initial investment.
1) Islamic finance has significant potential to contribute to achieving the SDGs due to the large and rapidly growing assets in the industry and its underlying socially responsible principles.
2) Zakat in particular could have a greater impact if contributions were more formally channeled through certified organizations to support development programs, rather than informal individual gifts.
3) There are opportunities to innovate new financing models and strengthen institutions to better align Islamic finance practices like zakat with the goals and priorities of the SDGs.
The document discusses DFAT's approach to partnering with the private sector to achieve development goals. It outlines two core principles of shared value, where business can deliver social impact while achieving commercial returns, and being problem-first rather than partner-focused. DFAT's Business Partnerships Platform works to accelerate collaboration between Australian businesses and DFAT to address development challenges in the region through example partnerships that deliver greater outcomes than individual efforts. Lessons learned include the importance of transparency, openness to new partners, and embedding shared value within DFAT.
This document summarizes a civil society statement on supporting policy coherence for the 2030 Agenda and SDG coordination mechanisms. Some key points made include:
1) Policy coherence is needed at all levels of government to ensure a development justice perspective that puts people first and conserves the environment.
2) Both horizontal and vertical policy coherence among government agencies/ministries are important for achieving the SDGs.
3) Policy coherence must consider global and regional contexts, and ensure trade and investment agreements are aligned with human rights and SDG obligations.
4) Meaningful engagement with civil society is needed for democratic decision-making and identifying problems and solutions related to the SDGs.
This document discusses Sri Lanka's efforts to mainstream the UN Sustainable Development Goals (SDGs) into its national budgeting and monitoring processes. It outlines how Sri Lanka has begun linking its national planning and budgeting to the SDGs by including them in its national development strategy. It also describes how Sri Lanka has conducted a preliminary mapping of how its existing plans and targets align with the SDGs. The document then discusses Sri Lanka's budget allocation process and how it aims to allocate resources according to SDG targets. It describes Sri Lanka's budget monitoring process and goals of advancing this process to monitor progress on SDG indicators.
This document analyzes data on rice and wheat production, maternal and infant mortality rates, malnutrition, infant mortality rates, masoor (pulses) productivity, and irrigation levels to identify the best district in which to invest $8M through agricultural extension efforts to have maximum impact. Metrics showing extremely high maternal and infant mortality, high malnutrition, low masoor productivity and high availability of irrigation identified one district as the best place to direct funding.
The document discusses strategic foresight and long-term planning. It defines foresight as a systematic, participatory process for gathering future intelligence and building medium-to-long term visions to enable present-day decisions and joint action. Examples are given of foresight projects conducted by UNDP, FAO, and in New Zealand to encourage long-term, agile thinking around uncertain futures. UNDP's Empowered Futures Approach uses foresight to support countries' achievement of the SDGs. Knowledge products on foresight produced by UNDP are also listed.
Soulbreath Consulting provides an overview of long-term planning in Singapore. Key points include Singapore's emphasis on long-term national policies since independence, driven initially by political leadership and later involving civil servants and stakeholders. Scenario planning has been used as a foresight tool since the 1980s to develop alternative future scenarios and strengthen strategy. Examples of scenario planning efforts by government agencies are described. The evolution of foresight in Singapore is discussed, from leadership-driven in the 1960s-1970s to increasingly involving stakeholders from the 2000s onward. Various foresight reports addressing issues like technology, the environment, and an aging society are also summarized.
The Maldives consists of about 1,190 small coral islands spread across roughly 90,000 square kilometers in the Indian Ocean, with a population of around 400,000 people dispersed across the islands. Most islands have populations under 1,000 people. Localizing the SDGs is challenging due to this dispersed population across many small islands. A new local planning methodology was developed in 2016 to guide local development based on the SDGs. Key partnerships for localization include working with local councils and civil society organizations on each island.
by Charlene Mersai, National Environment Coordinator, National Environmental Protection Council, Bureau of Budget and Planning, Ministry of Finance, Palau
Localizing the SDGs requires effective fiscal transfers from central governments to local governments. However, current transfer systems in many Asian countries face four main coherence issues: (1) inadequacy of transfer amounts to fully fund local SDG mandates, (2) inequities in transfer amounts between localities, (3) perverse incentives in transfer designs that undermine sound local budgeting and service quality, and (4) underutilization of opportunities for performance-based transfers to incentivize positive local actions. Addressing these issues through reforms like stabilizing transfer pools, improving allocation formulas, simplifying conditions, and expanding performance-based grants could help maximize the contribution of fiscal transfers to achieving the SDGs at the local level
This document discusses the importance of localizing the Sustainable Development Goals (SDGs) at sub-national levels while ensuring policy coherence with national priorities. It notes that poverty and disparities exist regionally that require tailored local interventions to leave no one behind. However, subnational SDG plans must be aligned with national policies. Issues that impact coherence include different administrative levels, competition over resources, and a lack of integrated planning. Solutions proposed include using local development plans with a whole of government approach, innovative fiscal transfers to increase local budgets, and data collection methods to prioritize and track progress at local levels.
This document discusses lessons learned from countries that have started aligning their national development strategies with the 2030 Agenda and integrating the SDGs into plans and policies. It focuses on the challenge of implementing integrated approaches across sectors, levels of government, and time. The document presents questions to consider regarding strategic priorities and bringing them closer to 2030 Agenda commitments. It also addresses identifying interconnectedness between goals and implications for policy coherence. Brief examples are provided of good practices from various countries and subnational levels.
This document discusses challenges to achieving policy coherence in the context of the Sustainable Development Goals (SDGs). It identifies three main challenges: 1) balancing economic, social, and environmental domains without one dominating; 2) explicitly recognizing interlinkages between domains that are often addressed separately; and 3) establishing sectoral coherence both vertically from local to national to global levels and horizontally across related sectors. Specific problems discussed include sectoral planning that does not consider interlinkages, contradictions between global and local priorities, and the need for sustainability principles to guide decision-making. The document also examines challenges for processes like visioning, political will, budgeting, stakeholder collaboration, monitoring and evaluation, and use of tools to incent
This document discusses mapping interactions between the United Nations Sustainable Development Goals using a seven-point scale to assess the relationships between targets. It describes analyzing first and second-order interactions to take a systems perspective and identify the most influential targets. The approach is meant to guide coherent policymaking and actions by understanding interlinkages, enabling integrated decision making, policy learning and alignment, and cross-sectoral coordination to find synergistic solutions. An example pilot study involving stakeholders in Sri Lanka is provided.
FT author
Amanda Chu
US Energy Reporter
PREMIUM
June 20 2024
Good morning and welcome back to Energy Source, coming to you from New York, where the city swelters in its first heatwave of the season.
Nearly 80 million people were under alerts in the US north-east and midwest yesterday as temperatures in some municipalities reached record highs in a test to the country’s rickety power grid.
In other news, the Financial Times has a new Big Read this morning on Russia’s grip on nuclear power. Despite sanctions on its economy, the Kremlin continues to be an unrivalled exporter of nuclear power plants, building more than half of all reactors under construction globally. Read how Moscow is using these projects to wield global influence.
Today’s Energy Source dives into the latest Statistical Review of World Energy, the industry’s annual stocktake of global energy consumption. The report was published for more than 70 years by BP before it was passed over to the Energy Institute last year. The oil major remains a contributor.
Data Drill looks at a new analysis from the World Bank showing gas flaring is at a four-year high.
Thanks for reading,
Amanda
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1. Republic of the Philippines
Philippine Statistics Authority
Data for SDGs at the national level
Presented by:
Lisa Grace S. Bersales, PhD
National Statistician and Civil Registrar General
Philippine Statistics Authority
Regional Knowledge Exchange: Implementing the Agenda 2030 for Sustainable
Development
24-25 October 2016, Bangkok, Thailand
2. Republic of the Philippines
Philippine Statistics Authority
17 Goals 169 Targets15 Years
3. Republic of the Philippines
Philippine Statistics Authority
• Endorsed the formation (2015) of:
– Interagency and expert group on SDGs indicators (IAEG-SDGs)
– High level group for partnerships, coordination, and capacity building
(HLG-SDGs)
• Agreed on the global indicators proposed by IAEG
(2016):
– All Goals and Targets have at least one indicator
• 241 global indicators( 230 are unique)
– Starting in 2016, shall be categorized into tiers (I to III)
according to developed metadata and data availability
– Shall continue to be monitored, evaluated, modified
The UN Statistical Commission
4. Republic of the Philippines
Philippine Statistics Authority
The Data Challenge
• Leaving no one behind >>>
• Disaggregation of indicators where relevant by
income, sex, age , race, ethnicity, migratory
status, disability and geographic location
5. Republic of the Philippines
Philippine Statistics Authority
Data Producers and
Data Users
Philippine Statistics
Authority, National
Economic and
Development
Authority, National
Government
Agencies
(administrative data
source), Academe,
International
Organizations, CSOs,
and Private Sector
Data Producers and
Data Users
Philippine Statistics
Authority, National
Economic and
Development
Authority, National
Government
Agencies
(administrative data
source), Academe,
International
Organizations, CSOs,
and Private Sector
Data
Generation
Consolidation
Repository
Philippine
Statistics
Authority
Data
Generation
Consolidation
Repository
Philippine
Statistics
Authority
Reporting of
SDG status
National
Economic and
Development
Authority
Reporting of
SDG status
National
Economic and
Development
Authority
Disseminati
on and
Advocacy
Program
Planners
and Media
Disseminati
on and
Advocacy
Program
Planners
and Media
Monitoring the Implementation of SDGs
6. Republic of the Philippines
Philippine Statistics Authority
Legal Frameworks for Data
-PSA Board Resolution NO. 10-2014
“Endorsing the Declaration of a Road Map for the Data
Revolution” , November 2014
-PSA Board Resolution NO. 14-2015
“Approving and Endorsing to the Office of the President
the Philippine Statistical Development Program 2011-
2017 Update” , December 2015
7. Republic of the Philippines
Philippine Statistics Authority
Legal Frameworks for Data
-Presidential Proclamation of the Civil Registration and
Vital Statistics Decade 2015-2024, March 2015
-PSA Board Resolution NO. 04-2016
“Enjoining Government Agencies to Provide Data
Support to the Sustainable Development Goals”, May
2016
8. Republic of the Philippines
Philippine Statistics Authority
Fora on Data
• Workshop on Introducing a Data Revolution with
PARIS21( 2015)
• Country Report on Support to Statistics with
PARIS21(2015)
• Multi-stakeholder Workshops/Consultations on
the SDG Indicators in the Philippines (in October
2015, May 2016 with UNDP)
9. Republic of the Philippines
Philippine Statistics Authority
• Workshops on Specific Indicators
• In 2015-2016 on CRVS targets with UN ESCAP
and Bloomberg Foundation
• In July 2016 on Goal 16 with WHO
• Big Data Workshop ( in June 2016 with PARIS21,
the global partnership, ORANGE, ITU, Flowminder)
10. Republic of the Philippines
Philippine Statistics Authority
0
• Developing Advanced Data Planning Tool(ADAPT)
with PARIS21 (2016)
• Launch of the Pilot Province for enhancing
subnational level statistics(August 2016)
• Regional Statistics Committees Summit ( Sept
2016)
11. Republic of the Philippines
Philippine Statistics Authority
1
• National Convention on Statistics with Theme
Sustainable Development: Making Statistics Count
( 3-4 October 2016)
• Workshop on a Data Revolution Roadmap
( 5-6 October 2016)
• Workshop on Administrative Data and Registries-
based statistics ( to be done in January 2017)
12. Republic of the Philippines
Philippine Statistics Authority
2
Advanced Data Planning Tool (ADAPT) … in the Philippines
Framework
Philippine Development Plan
Goals
Intermediate Goals
Sector Outcome
Subsector Outcome
Indicators
Philippine Statistical
Development Program
Indicators
Statistical Activities
(Census, Surveys, Administrative
Data Systems)
Revalidated Results Matrix
Philippine Investment Plan MTEF for PSDP
13. Republic of the Philippines
Philippine Statistics Authority
3
as of September 2016
14. Republic of the Philippines
Philippine Statistics Authority
4
• To conduct data assessment of the Global SDG
Indicators by accomplishing the SDG Matrix based on
the Philippine context
• To provide initial proxy indicators to supplement, if
possible, TIER 2 and 3 global SDG indicators
• To identify additional indicators, if deemed
necessary, to the initially identified global list of
indicators
Multi-Stakeholder Workshop on Data for SDGs
15. Republic of the Philippines
Philippine Statistics Authority
5
Content of SDG Matrix
16. Republic of the Philippines
Philippine Statistics Authority
6
17. Republic of the Philippines
Philippine Statistics Authority
7
Highlights of Results
Tier 1 – with established
methodology , regularly
collected
Tier 2 - with established
methodology, data not
regularly collected
Tier 3 - no established
methodology,
methodologies are being
developed/tested
18. Republic of the Philippines
Philippine Statistics Authority
8
19. Republic of the Philippines
Philippine Statistics Authority
9
20. Republic of the Philippines
Philippine Statistics Authority
0
21. Republic of the Philippines
Philippine Statistics Authority
1
22. Republic of the Philippines
Philippine Statistics Authority
2
Data Ecosystem
1. Censuses
2. Surveys
3. Administrative
data systems
4. Registries
Government Private Sector
1. Industry
associations
2. Private
companies;
Telecom
operators1. Social Networks
2. Traditional Business
systems
3. Internet of Things
Big data
Others:
e.g., CSO
Satellite
Images
PSA Response to the Data Challenge
23. Republic of the Philippines
Philippine Statistics Authority
3
Maraming Salamat Po
Thank you very much!
PSA Website:
www.psa.gov.ph
info@psa.gov.ph
Editor's Notes
On September 25,2015 193UN member states agreed to transform our world by 2030.
For agencies conducting censuses and surveys (PSA, FNRI, BSP)
Planning of activities
To avoid overlaps/conflict of schedule and duplication (with other internal activities and with other agencies’ activities; rationalizing schedule
Use of internationally-accepted statistical business processes (General Statistical Business Process Model)
Costing of activities
Costing by stage, by object of expenditures (UACS)
Profiling of statistical activities
Metadata (frequency, disggregation)
Cost standards (cost per respondent, cost per question, cost per indicator)
Forward estimates. For agencies with administrative data systems (DEPED, DOH)
Planning of activities
To avoid overlaps/conflict of schedule and duplication (with other internal activities and with other agencies’ activities
Costing of activities
Costing by object of expenditures (UACS)
Profiling of statistical activities
Metadata (frequency, disaggregation)
Forward estimates
2. For agencies with administrative data systems (DEPED, DOH)
Planning of activities
To avoid overlaps/conflict of schedule and duplication (with other internal activities and with other agencies’ activities
Costing of activities
Costing by object of expenditures (UACS)
Profiling of statistical activities
Metadata (frequency, disaggregation)
Forward estimates
TIER I – Indicator is conceptually clear, established methodology and standards available and data regularly produced by countries
TIER II – Indicator conceptually clear, established methodology and standards available but data are not regularly produced by countries
TIER III – Indicator for which there are no established methodology and standards or methodology/ standards are being developed/tested
Content of the Matrix
Accountable organization (e.g., DepED, LGUs, etc.)
Relevance (if included in the Philippine Development Plan)
Priority (for tier 2 or 3 indicators)
Level/s of disaggregation needed to make the indicator more relevant
Remarks
“survey and census data is what they say: administrative and transaction data is what they do”