Implementing the 2030 Agenda: Opportunities for SDG audits and communication of results

Transcription

1 Implementing the 2030 Agenda: Opportunities for SDG audits and communication of results Jaipur 12 December 2017 Aránzazu Guillán Montero UNDESA/DPADM

2 PROGRESS IN THE IMPLEMENTATION OF THE 2030 AGENDA

3 The 2030 Agenda in a nutshell Adoption of the Agenda: September 25th, 2015, as the result of a participatory process Related agreements: - Addis Ababa Action Agenda (AAAA) (July 2015), is committed to strengthen national control mechanisms, such as supreme audit institutions - Paris Agreement on Climate Change (December 2015) - Sendai Framework for Disaster Risk Reduction (June 2015) Global Indicator Framework for the SDGs agreed upon by the UN Statistical Commission, approved by ECOSOC in 2017, and adopted by the GA on July 6 th, 2017 They will be reviewed and refined every year, and thoroughly in 2020 and 2025 Global Follow up and Review mechanism with a GA-defined structure/guidelines for Voluntary National Reviews (VNRs) HLPF for the SDGs: 22 countries submitted VNRs in 2016; 43 in 2017; and 48 in 2018

4 Integrating SDGs in national contexts National preparations and commitment to integrate the SDGs in national contexts within broader objectives Peru: el Niño; Brazil: economic recovery Integrating the SDGs within Constitutions and laws Belgian Constitution, 2007; Chile: education, tax and labour laws aligned with the SDGs Development strategies and planning processes, identifying national priorities Colombia, Brazil, Costa Rica, Uganda, Indonesia, Belgium, Kenya Tools to evaluate countries preparation to implement the SDGs and identify priorities Consultations (Chile); analysis of data and indicator availability (Colombia, Belgium, Benin, Malaysia); analysis of 3 dimensions of SD (Benin); mapping of interrelations, institutions and programmes, and stakeholders (Sri Lanka, Bangladesh, Belgium, India)

5 Horizontal coordination and integration Integrated implementation of the SDGs requires leadership and coordination as well as inter-sectoral integration through whole of government approaches (Finland) Institutional mechanisms for inter-sectoral coordination Pre-existing inter-sectoral mechanisms (Germany), Head of State/Government Office (Honduras), new inter-sectoral institutions, led by Head of State/Government (Paraguay, Brazil, Colombia, Mexico, Bangladesh, Czech Republic) or by a Ministry (Ghana, Samoa) Leadership from key Ministries Norway, Costa Rica, Dominican Republic New office at Head of State/Government-level (Jamaica) or Ministry-level (Sri Lanka) Budget alignment Mexico: aligns budget programs with SDGs and identifies each program s contribution to estimate investment per goal and the contribution to its achievement Colombia: budget assigns inter-sectoral and inter-sub-sectoral coding that can be identified and tracked down in the annual budget plans

6 Vertical coordination and integration Recognition of territorial imbalances and the importance of local action Colombia, Mexico, Argentina Important role of local authorities networks and associations Multiple tools and mechanisms to strengthen vertical integration 3 models Top-down/ SDG localization/ Multi-level

7 Tools and mechanisms for vertical integration Dissemination, training and knowledge exchange Legislation Alignment or integration of SDGs in sub-national plans & strategies Analytical tools to identify priorities and prepare for implementation at sub-national level National coordination/decision making mechanisms that include local authorities or are multi-level Multi-level budgetary processes Japan, Colombia National Italia, Indonesia, Sub-national Wales, Local municipal regulations Barcarena (Brazil) Brazil, Honduras, Ecuador, Colombia, Belgium, Germany, Sweden Led by national governments Colombia or local authorities Catalonia (Spain) Brazil, Colombia, Costa Rica, Peru, Pakistan 27 out of 63 VNR countries Colombia, Afghanistan, Sierra Leone, Pakistan Localizing indicators M&E Structures Participation of local authorities in VNR Colombia, Brazil, Ecuador, Germany Sub-national (Prov. Buenos Aires, N. York) o multi-level (Brazil, Chile, Costa Rica, Argentina, Germany) Belgium, Netherlands 37 out of 63 VNR countries

8 Follow up, review and evaluation Efforts to analyse data availability, data sources, methodology, coverage of indicators Guatemala, Colombia, Indonesia, Kenya, Belgium Developing local solutions to establish national-level institutionalized M&E mechanisms: inter-sectoral structures (Georgia), specialized units (Moldova), national systems of SD indicators (Belarus), 17 thematic groups to define national indicators (Brazil) Identification of national level indicators and goals Denmark and localization of goals and indicators Colombia Key role of National Statistics Offices (NSOs) for monitoring SDGs; they need clear mandates (Ethiopia), stronger capacities (Benin), and improved coordination with other stakeholders (in Argentina, the NSO is part of one of the institutional committees that coordinate implementation)

9 OPPORTUNITIES AND CHALLENGES FOR SDG AUDITS

10 SAIs commitment to support 2030 Agenda Auditing preparedness and national systems of follow-up Performance audits on programmes that contribute to SDGs Assessing and supporting SDG 16 Being model of transparency and accountability AAAA and UN Resolutions A/66/209 (2011), A/69/228 (2014) and A/69/327 (2015) Importance of SAIs for effective, accountable, transparent public administration and contribution of SAIs to sustainable development. INTOSAI Strategic Plan : Contributing to the follow-up and review of the SDGs within the context of each nation s specific sustainable development efforts and SAIs individual mandates XXII INCOSAI Abu Dhabi Declaration: Commitment to making a meaningful independent audit contribution to the 2030 Agenda

11 SAIs are putting this commitment into practice 56% SAIs plan to include SDG audits in their next audit plan (IDI Global Survey) Some SAIs have includes SDGs into their strategic plan (Bhutan, Paraguay), internal regulations (Guatemala) or setting specialized units (Paraguay) SAIs are engaged in government consultations in the preparation process (Chile), are conducting audits of how governments have prepared for SDG implementation (e.g., Austria, Brazil, Canada, ARABOSAI) SAIs are contributing to follow-up and review (e.g., Brazil s TCU was part of the official delegation to the HLPF and contributed to the VNR) SAIs are conducting audits in SDG areas (e.g., Jamaica on energy, UAE on health indicators) At regional level, 11 SAIs in OLACEFS are conducting a cooperative audit of Target 2.4 on food security SAI Sudan is working with Parliament to enhance auditors capacity to audit SDGs IDI-KSC program on Auditing SDGs is underway: Guidance on auditing preparedness for SDG implementation elearning course: 44 English-speaking SAIs; 14 SAIs in OLACEFS with focus on SDG5; CREFIAF and ARABOSAI in early 2018 Audits to be conducted in > Compendium of good practice

12 Multiple opportunities Recognition of the role of SAIs (UN resolutions, AAAA) and INTOSAI strategic direction. SAIs are part of the SDG implementation and follow-up and review ecosystem at the national level - Proactively reach out to government and stakeholders to inquire about SDG implementation and to advocate SAI role. Clear value of SDG audits (e.g., auditing MoI and use of resources; auditing preparedness to provide baselines for reviewing implementation). Adoption of WoG approach by governments provides opportunities for new audit methodologies and approaches to assess governance complexity. SAIs have accumulated experience auditing SDGs w/o knowing it. Contribution to SDG follow-up and review at different levels to strengthen accountability in the implementation.

13 But also some challenges Low awareness of SDGs in government, SAIs and society. SAIs have different mandates (e.g., performance audit) reflect on different roles, responsibilities and contributions. SAIs not perceived as as relevant actors for SDG implementation gap in knowledge of the functions, responsibilities and role of SAIs. Availability, quality and credibility of disaggregated data and how to leverage data tools. Distinctiveness of auditing SDGs new approaches require enhanced capacities, skills, organizational changes and resources. Define the scope of SDG audits, given the comprehensive nature of 2030 Agenda Auditing the big picture of how governments prepare vs. Auditing the implementation of specific programs related to SDGs.

14 Auditing the preparation of national systems Auditing the implementation of programs that contribute to SDGs Baselines for auditing implementation Follow-up audits to audits of preparedness Issues of preparedness not considered initiallyinclusiveness / LNOB, vertical integration, ICTs/capacities, stakeholder engagement Prioritizing SDG audits also consider national, reg. and global processes (e.g., timeline of SDG review) No tagging use the principles of the Agenda and available guidance Build on methodologies to audit preparedness and the accumulated experience in auditing specific sectors Aggregating results

15 Keep the distinctive nature of SDG audits Examine complexity and interconnections - SDG audits have to look at the interconnections between goals and targets. This requires a focus on outcomes and examining interconnected and boundary spanning issues instead of looking at individual programmes, projects and agencies as silos. Wide stakeholder engagement in the audit process - SAIs have to look beyond traditional mechanisms of collecting evidence and consult with a wider set of stakeholders throughout the audit process, while preventing bias and preserving independence. Focus on inclusiveness - expand traditional effectiveness questions to ask about issues of inclusiveness and how these have been met. Audit performance information - When auditing SDG implementation, SAIs need to look at performance information and develop capacity and approaches for auditing performance information and performance measurement systems.

16 COMMUNICATING THE RESULTS OF SDG AUDITS

17 Follow-up and review at global level Opportunities and entry points National Voluntary Reviews High-level Political Forum SDG Progress Report (annual) Global Sustainable Development Report (GSDR) (4 years) Thematic/Goal reviews 2018: 6, 7, 11, 12, 15, : 4, 8, 10, 13, 16, 17 National SDG reports: Including national indicators UN system, agencies Regional commissions Functional commissions of ECOSOC Financing for Development Forum

18 Follow-up and review at global level Opportunities and entry points National Each country identifies monitoring and reporting system at national level and decides how to monitor, review and report on progress. Each government may decide to involve the SAI. SAIs may advocate for their role and collaborate with other actors (state & non-state) to contribute to national monitoring and reporting on progress SDG audit reports may contribute to national monitoring, generate ownership of the implementation process and help to improve it through audit recommendations UN system UN system, regional commissions and functional commissions of ECOSOC provide inputs to thematic/per SDG reviews and regional inputs SAIs may engage with regional commissions, UN entities and agencies (UN Women, UNICEF, FAO, etc.) to share relevant audit SDG reports

19 HLPF Each country decides on process and methodology to prepare the VNR to the HLPF. Each government may involve the SAIs. SAIs may advocate for their role and collaborate with other actors (state & non-state) to contribute to national monitoring and reporting on progress SAIs may contribute to VNR in different ways consultations, inputs, delegation, etc. They could also audit the VNR process SAIs can provide inputs to HLPF from SAI perspective Some key issues Follow-up and review at global level Opportunities and entry points Dissemination of audit reports: SDG implementation and monitoring ecosystem (Parliament, coordination entities, NSO, etc.), non-state actors involved in SDG monitoring, relevant UN and other international actors Outputs accessible and available for different audiences Alignment with calendar of review at global level and timelines for national review processes Report aggregated/compendium of inputs (e.g. regional)

20 Challenges for communication of audit results Source: Index of availability of information on institutional management of the SAI, AC Colombia

21 Correct the communication gap and enhance impact Reports of SDG audits have potentially great value and impact Opportunities and possible risks Importance and value of strategic communication Elaborate a strategic communication plan which considers multiple channels of communication and outputs adapted to specific audiences Involve the communication department/unit (if it exists) from the beginning Think about your key messages Consider alignment with review processes Collaborate with external stakeholders to enhance the impact of audit reports There are multiple mechanisms and approaches for collaboration with external stakeholders Different levels of collaboration depending on the objectives to be achieved Importance of involving external stakeholders systematically throughout the audit process of SDG audits Strategic partnerships to disseminate and proactively use the findings from SDG audits for the adoption of corrective measures

22 Correct the communication gap and enhance impact When you think about communication and cooperation, consider: Understanding your context (national, regional, global, SAI) risks and opportunities Use your stakeholder mapping What you want to achieve: Goals and objectives of communication and collaboration Findings and recommendations you would like to stress Possible tools and channels of communication and collaboration Possible challenges and necessary support to address them Specific initiatives and actions you can take (no matter how small they seem!)

23 Not only reports Diversify your products Protected areas audit Infographics, Peru Audit of gender Video

24 Final reflections Adopt a strategic approach to SDG audits The scope of the 2030 Agenda requires prioritizing and setting medium and long-term plans of work for SDG audits Lessons learned from auditing preparedness inform future SDG audits (planning, processes, activities) Show and communicate results to strategically inform the monitoring and review process of SDGs at different levels Strengthen capacities through cooperative approaches and knowledge sharing

25 Thank you