Singapore, April 2018 Capacity Development Strategy: Key Highlights

Transcription

1 Singapore, April 2018 Capacity Development Strategy: Key Highlights Division for Public Administration and Development Management (DPADM) United Nations Department of Economic and Social Affairs (UN DESA)

2 CONTENTS What new capacities are required in the public sector to implement the SDGs? Priority Areas Our Approach to Capacity Development How we work: Implementation modalities, tools and methodologies 2

3 Goal 16 commits to promoting effective, accountable and inclusive institutions - critical to realize the SDGs Development vision crystallized in institutions and translated into concrete programmes of action. In the absence of effective, accountable and inclusive institutions, none of the SDGs will be realized. It is important to transform institutional architectures. But It is even more important to transform mindsets. For nations to move forward on the SDGs, new capacities at the individual, institutional and society levels are needed.

4 Priority Areas

5 1) Policy Coherence + Coordination 2) Innovation and Public Service Delivery 3) Transforming Mindsets 4) Transparency and Accountability

6 Equipping Public Servants with the Capacities to Implement the SDGs

7 Challenge: Changing Public Servants Mindsets institutions: Changing the formal rules of institutions does not always produce desired results Norms and Rules Values and Behaviours

8 Technical Political

9 Front Office Back Office

10 Aligning Beliefs and Attitudes with expected behaviors: Key to Any Meaningful Transformation Water (3) Services and Goods AT INDIVIDUAL LEVEL Behavior Interpersonal skills Group skills Relationships INVISIBLE Attitudes Beliefs LEADERSHIP AND HUMAN RESOURCES MANAGEMENT Mindset Values Invisible Part of Government Institutions ORGANIZATIONAL CULTURE Consciousness INSTITUTIONAL AND REGULATORY FRAMEWORK, PROCESSES Symbols Shared Norms AT COLLECTIVE LEVEL Institutions Organizations Policies Infrastructure INVISIBLE Culture Myths The critical importance of aligning internal attitudes, shared values and beliefs with external behaviours, as well as norms with institutions and (2) Visible Part Awareness (1) Invisible Part of Government

11 A Few Examples Compendium based on HLPF VNRs United Nations Public Service Forum UN e-government Survey METER (Measurement and Evaluation Tool for e-government Readiness) Toolkit Re-Building Public Admin. Post-Conflict CEPA Toolkit for Civil Society Engagement

12 3. Institutional Arrangements to Implement SDGs POLICIES 1. Countries developing new SDSs: Egypt, Montenegro, Norway, Switzerland 2. Existing SDSs: Germany, Estonia, Philippines Finland, Republic of Korea, Samoa, Togo, Turkey, Uganda 3. SDGs into development strategies: China, Colombia, Georgia, Madagascar, Mexico Countries National SD Strategies

13 Institutional Arrangements ARCHITECTURES 1. Creation of Inter-Ministerial Groups - Estonia, France, Morocco, many others 2. Involvement of the Statistical Office 3. Creation of National Councils for Sustainable Development - Germany, others 4. Mechanisms for Involvement of Citizenship - Brazil, Colombia, Estonia, Finland, Japan, Nigeria, Vietnam 5. Creation of Social Dialogues - Uruguay, Sri Lanka 6. Creation of Online Platforms

14 Institutional Arrangements LOCALIZATION 1. Holistic approach, inclusive and innovative Sustainable cities go beyond 2. Goal 11 Slum Areas - Goal 1 (poverty), Goal 2 (hunger) Goal 3 (health), Goal 4 (education), Goal 5 (gender), Goal 6 (water sanitation)

15 Institutional Arrangements MULTI-DIMENSION 1. Involvement of Parliaments 2. SDGs internalized in budgetary systems + government structures 3. New systems of justice and human rights 4. Involvement of Non-Governmental Groups, including Vulnerable Groups

16 Public Servants Capacities to implement the SDGs Mandates GA Resolution 69/327 recognizes the importance of improving public sector human resources capacity for the implementation of internationally agreed development goals. Planned Work Global initiative with regional task forces of PA schools and institutes to develop mindsets (knowledge, skills, values) and behaviors for government service to implement the 2030 Agenda To help develop leadership capacities to implement the SDGs To help develop capacities of Institutes responsible for training public servants to include in their training the 2030 Agenda principles and Goals To support the development of revised and/or new curricula of schools of public administration 16

17 Our Approach: Empower schools of public administration to work together in sharing knowledge and mainstreaming the SDGs in their curricula Lead a community of practice for mindsets-behaviors for SDGs Regional Task Forces in: Africa: UN ECA, Associations of public administration (e.g. AAPAM, CAFRAD), APS-HRMnet, leading PA schools (e.g. ENAP), ENA of Canada, OIF (PACB?DPADM) Latin America: CLAD, LAGPA Asia-Pacific: UN ESCAP, leading PA schools, Asian Assoc. for PA, and AGPA (UNPOG/DPADM) Partnerships: Core Global Group: UN DESA/DPADM, UNITAR, IASIA, IIAS, PA association or school leading in each region 17

18 Planned Areas of Work DPADM Project 1819G Institutional arrangements for policy integration, coordination, and stakeholder engagement in SDG implementation and reviews in Africa, and Asia and the Pacific Bhutan, Botswana, Laos, Tanzania Focus on inter-agency mechanisms to strengthen SDG Secretariats, VNRs, KPIs and overall monitoring

19 Priority Area: Innovation and Public Service Delivery for the SDGs

20 Innovation and Public Service Delivery for the SDGs Challenge Member States are striving to improve public service delivery. No blueprints are available. The public sector is the world s largest service provider. Delivering public services so that no one is left behind remains a key challenge to implement the SDGs. 20

21 Innovation and Public Service Delivery for the SDGs 13 Goals relate to public service delivery. 59 targets (35%) require delivery of specific public services. Among 230 indicators, 66 of them (29%) require some public service to be delivered by public institutions. Insanity is keep doing the same things while expecting different results 21

22 Indicators for Public Service Delivery: Examples GA Resolution 71/313 6 July Proportion of population living in households with access to basic services Death rate due to road traffic injuries Proportion of children under 5 years of age who are on track in health, learning and psychosocial well-being, by sex Proportion of wastewater safely treated Proportion of urban population living in slums, informal settlements or inadequate housing 22

23 UN Public Service Forum June 2018 Morocco

24 Example: Categories UNPSA 2017 Overall theme: innovation in public service delivery for the SDGs 1. Reach the poorest and most vulnerable through inclusive services and participation 2. Promote transparency, accountability and integrity in the public service 3. Innovation and excellence in the provision of health services

25 Example: Categories UNPSA 2017 Participatory Digital Budget for Vulnerable Groups (Australia) Youth Employment Program (Gambia) Care for the Elderly through Community Networks (Thailand)

26 Australia - Digital Budget for Vulnerable Groups

27 Gambia - Youth Employment

28 Community Networking for the Elderly in Thailand

29 UNPOG/DPADM Objectives Strengthen capacities of public institutions in developing countries to translate the SDGs into strategies and programmes at country-level May 2005 Seoul Declaration 6 th Global Forum June 2006 Technical Cooperation and Trust Fund Agreement with MOIS of ROK UNPOG Phase-II launched in June 2016 UNPOG Relocation to Incheon Research and Policy Analysis Capacity Development Networking and Outreach

30 1. Overview of the Capacity Needs Assessment Capacity Needs Assessment of Government Institutions to Implement the 2030 Agenda and Identification of Priority Areas for Capacity Development in the Asia and Pacific Region and Eastern Africa Objectives To assess public institutions capacity needs and priorities in implementing the 2030 Agenda for Sustainable Development To analyze the progress in the implementation of the SDGs at international level To develop the training and capacity development work of UNDESA/DPADM/UNPOG 3

31 Response Status & Ongoing Efforts SIDS (16) LDCs/LLDCs (19) Middle- & Low- Income (12) 7 countries 7 countries 6 countries A total of 20 countries out of 47 countries in Asia and the Pacific & Eastern Africa have responded (*South Sudan has responded that it is unable to provide a response to the Questionnaire as there has not been any tangible steps made yet in implementing the SDGs.) In collaboration with: 3

32 A Holistic Approach Institutional Coordination Policy coherence + Coordination Appropriate digital and technological options Innovation and public service delivery Transparency Accountability Engagement of civil society + private sector Transforming Mindsets Accountability for peoplecentric models

33 KEY MESSAGES 1. It is important not only to create new institutions and co-ordination mechanisms, but to align values and behavior of people with the values of the new institutionality. 2. Importance of developing training in institutions to promote inclusion 3. Localization of the SDGs through policy LINKAGES between national and local relations

34 A FEW CONCLUSIONS 1. Data is the raw material for accountability 2. People and their values are the raw material for effectiveness 3. It is important to transform institutional architectures, but it is even more important to transform mentalities

35 Thank you