This document discusses mainstreaming sustainable consumption and production (SCP) into development planning. It defines mainstreaming as integrating an idea into an institution or process to change its culture and practices. Mainstreaming SCP means incorporating SCP into all elements of a country's development policies, programs, strategies and budgets. This ensures the sustainability of SCP policies, prioritizes SCP in budget decisions, and increases chances of securing donor funds while contributing to greater development objectives. The document provides tips for successful mainstreaming such as finding entry points, understanding contexts, stakeholder engagement, policy integration, implementation support, timing opportunities, managing ownership, and having realistic expectations. It also questions whether national action plans are needed and cautions that progress must

1. 1
MAINSTREAMING SCP INTO
DEVELOPMENT PLANNING
Dr. Stefanos Fotiou, UNEP

2. What is mainstreaming?
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Integrate an idea/ theme into an entity (institution or process) to
change the nature of that entity’s culture and practices

3. Mainstreaming SCP into
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development planning
Incorporating SCP into all elements of a
country’s development
policies, programmes, strategies and
budgets and their implementation

4. Why mainstreaming SCP?
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Ensuring sustainability
of SCP policies
Prioritizes SCP Contributes to
Increases the
when decisions the achievement
chance of
on budget of greater
securing funds
allocation are development
from donors
taken objectives

5. A mainstreaming approach
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Finding the entry points and making the
case
• Sound basis and context
• Understanding of related context
• Engage stakeholders
Integrate into policy processes
• Integration of SCP into on-going policy process
• Capacity strengthening to support integration
Meeting the implementation challenge
• Implementation of SCP mainstreaming measures
• Building of systems to support on-going mainstreaming

6. More success factors
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Right timing
• Size opportunities  Solve problems
• “Driving processes” usually impose their time-lines
• “Tactical approach”
Ownership
• Manage “egos”
• Share
Realistic expectations
• Balance ambitions
• Different scales (national, sub-national, sector)

7. Do we need National Action
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Plans?

8. Caution: How we measure
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progress?
Results
Time

9. More information
9

10. 10 Thank you!
stefanos.fotiou@unep.org
@stefanosfotiou