Mainstreaming the 2030 Agenda Country Examples from the UNDG Mainstreaming Reference Guide and SDGs Are Coming to Life Publication
Inter-linkages among SDGs and issues Last-mile analysis Risk-based development planning Bottleneck analysis
Opportunities
Raising Public Awareness Produced two 30-minute SDG shows on the nation s biggest national TV Channel to talk with young children about development in Indonesia and the importance of reaching the SDGs. Created an SDG partnership with one of Indonesia s premier and largest radio networks generating 25 SDG interviews and articles to date.
Multi-stakeholder Participation The High-Level Inter-institutional Sustainable Development Commission is made up of government ministers, the private sector and NGO representatives engaged in work in all three pillars of the Agenda: social, economic and environmental. Two important institutions are part of the Commission: the National Council for the Elderly (CONAPE) and the National Council for HIV/AIDS, which represent populations that have traditionally received insufficient attention in public policy.
Adapting SDGs to National Level Rapid Integrated Assessment in Bhutan, Cabo Verde, Namibia and Tonga. Comparing goals and targets in existing national plan with the SDGs Identifies gaps and informs recommendations for adapting the SDGs
Horizontal Policy Coherence Institutional Mechanisms Uganda Established a National SDG Task Force which is informed by Technical Working Groups and Sector Working Groups. A parallel coordination structure was also created within the UNCT. Pakistan - Established SDG Support Units at the federal level with UN assistance, along with creating the SDG Secretariat within Parliament.
Vertical Policy Coherence Institutional Mechanisms Government has established SDG Support Units at federal and provincial levels with UN assistance, and has created the SDG Secretariat within the parliament. At the provincial level specifically, the government has begun the process of integrating the SDGs, including establishing approaches for the analysis of Annual Development Plans to help identify gaps in progress and financial allocations.
Budgeting for Outcomes (BFO) in Washington State Budgeting Pioneered by the U.S. state of Washington, BFO turns the traditional budgeting process on its head by asking first what results the citizens want, rather than starting with the programs the agencies already fund (Osborne and Moore, 2010; Osborne and Hutchinson, 2006). 1. Set the price of government 2. Set the priorities of government 3. Develop a purchasing plan for each priority 4. Solicit offers to deliver the desired outcomes 5. Prioritize the offers 6. Negotiate performance agreements with the chosen providers
Budgeting Participatory Budgeting in Recife, Brazil The government administration decided to discuss priorities directly with local residents and initiated the process currently known as participatory budgeting. 1. Informational meetings 2. Registering Demands for the Regional PB Process 3. Regional and Thematic Plenary Sessions 4. The Delegate Forums 5. The City Participatory Budgeting Council 6. Voting the Budget Matrix Proposal 7. Convincing of the Municipal Legislative Representatives 8. Deliberation on the Investment Plan
Risk and Adaptability Ecuadorian Secretariat for Risk Management The Ecuadorian Secretariat for Risk Management is the Governmental institution that is concerned with risk reduction and emergency and disaster management. Its mission is to ensure the protection of people and communities from the adverse effects of natural or man-made disasters, through the generation of policies, strategies and standards that promote the identification, analysis, prevention and mitigation of risks, emergency situations and disasters.