Localizing SDGs: Early Lessons from India

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Sustainable Development Goals (SDGs)

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LOCALISING SDGs
EARLY LESSONS
FROM
2019 Copyright@ NITI Aayog, 2019.
www.niti.gov.in
Cover Design by Think Inc
Report Design by Daalcheeni Message
iii
We are approaching the fourth anniversary of the adoption of Sustainable Development Goals by
the UN G eneral Assembly. The SDGs have cemented their role as the world community’s answer
to development challenges. SDGs break down the social, economic, and environmental themes
into 17 goals and 169 targets, thereby enabling policymakers and implementors around the world
to design effective and timely policies and initiatives.
India has given its strong commitment to SDGs. Its key major developmental programmes, the strat-
egies for a ‘New India’ by 2022, and the country’s vision for 2030 are aligned with the spirit of the
SDGs. For instance, the flagship programmes of the Government of India such as Poshan Abhiyaan
(National Nutrition Mission), Aayushman Bharat (National Health Protection Scheme), Beti Bachao
Beti Padhao (Care for the G irl Child) and Aspirational Districts programme, just to name a few, directly
address the challenges highlighted by SDGs. The International Solar Alliance, co-founded by India, is
an example of the country’s leadership in the global arena towards a sustainable future. The under-
lying principle of such programmes, articulated by the honourable Prime Minister as ‘Sabka Saath,
Sabka Vikas, Sabka Vishwas’, mirror the essence of the 2030 Agenda for Sustainable Development,
to leave no one behind and encourage participation in country’s development.
India’s success in adopting, implementing, and monitoring SDGs stands as a testament to the
principle of cooperative federalism, envisioned by the Government of India and promoted by NITI
Aayog. The localisation of SDGs has been ascribed utmost importance, as the States and Union
Territories (UTs) are the actual implementors of the country’s ambitious development agenda. While
NITI Aayog sets the high-level framework and monitors progress at national and sub-national levels,
the implementation of the SDG agenda is rigorously pursued by the States and UTs.
This book is an attestation of the efforts and progress by the States and UTs in spearheading the
SDGs. It puts together, in one place, the innovative, people-centric, and collaborative actions in
envisioning, capacity development and monitoring of SDGs. It also highlights the areas of improve-
ment and the way forward in the journey of the States and UTs towards achieving the SDGs in a
time-bound manner.
I congratulate S hri Amitabh Kant, CEO, NITI Aayog, who has guided the SDG team at NITI Aayog in its
efforts in working with the States and UTs in successfully localising SDGs. Ms. S anyukta S amaddar,
Adviser, NITI Aayog, ably led the effort for putting together this volume. My compliments also go to
the State and UT governments, central ministries, and the United Nations in India who contributed
towards preparing this compendium.
Dr. Rajiv Kumar
Vice Chairman
National Institution for Transforming India
Government of India
New Delhi, India
Dr. Rajiv Kumar
MESSAGE
July 2, 2019New Delhi
India Message
v
Amitabh Kant
Amitabh Kant
Chief E xecutive Officer
National Institution for Transforming India
Government of India
New Delhi, India
July 2, 2019New Delhi
India
The S ustainable Development Goals constitute a fitting framework which calls attention to the
challenges to a sustainable future and organises nations’ response around the world. India, home
to one-sixth of all humanity, is cognizant of its role and responsibility in working towards a sustain-
able future of the planet and all its life. The country has taken proactive steps at the national and
sub-national levels to adopt, implement, and monitor SDGs. NITI Aayog is pleased to play a leading
role in this endeavour.
NITI Aayog has mapped the SDGs and targets with ministries, thereby charting responsibilities of
initiatives and monitoring progress clearly. Stakeholder consultations have been conducted, bringing
together the governments of States and Union Territories (UTs), Civil Society Organisations, and
business for brainstorming on the best possible ways to move forward. The SDG India Index, driven
by NITI Aayog and largely based on the National Indicator Framework of the country, is an instrument
for measuring the progress of the States and UTs in their journey towards achieving SDGs. It also
serves as an advocacy tool to create awareness among the government machinery, private sector,
and the public on SDGs.
The localisation of SDGs is an agenda of central importance. In line with the principle of cooperative
federalism and larger devolution of funds to the States, the S tates are the primary stakeholders in
ensuring the success of the 2030 Agenda for Sustainable Development in India. NITI Aayog peri-
odically conducts reviews on SDG adoption and reaches out to the States and UTs for identifying
effectual ways for SDG monitoring.
This publication is in fact, the need of the hour. Four years after the adoption of the SDGs, it is crucial
to assess the progress of SDG localisation. This compendium will help the States and UTs to learn
from each other, realise gaps in adoption, implementation, and monitoring, and open avenues of
collaboration among the States, NITI Aayog, UN agencies, and other knowledge partners.
My special appreciation goes to the SDG team at NITI Aayog led by Ms. Sanyukta S amaddar who
drove the whole process of collecting the experience and progress of States and UTs and putting
this publication together. I also compliment the UN Resident Coordinator’s Office, who has been
supporting us in every step of SDG adoption and localisation. I thank the central ministries, the State
and UT governments, and all officials who have contributed to this endeavour. I hope this publication
will motivate the States and UTs further to accelerate their pace and help the country meet its SDG
commitments on time.
MESSAGE Message
vii
MESSAGE
On behalf of the United Nations in India, I congratulate NITI Aayog for demonstrating consistent
commitment towards the Sustainable Development Goals (SDGs). The 2030 Agenda for Sustainable
Development, to which India is a leading signatory, prioritises people, planet and prosperity. And it
focuses on the most vulnerable first, to leave no one behind. India is a leading example of striving
to combine economic growth with action on sustainable development, and it’s role in achieving the
SDGs will be pivotal – indeed indispensable. Home to one-sixth of humanity, it is one of the world’s
fastest growing major economy and has successfully lifted hundreds of millions out of poverty
through some of the world’s largest social programmes.
The G overnment of India is committed to inclusive development. This commitment is reflected in
its work to electrify rural households, ensure that girls go to school and stay in school, provide sani-
tation and housing for all, equip young people with skills to compete in the global labour market,
enable access to finance and financial services, and more. India has also made bold strides on the
use of data for effective policymaking, and monitoring progress of schemes against targets. These
interventions have a direct and resounding effect on the achievement of the SDGs. They serve as
examples for other developing countries grappling with similar challenges.
Sub-national governments hold the key to India’s quest for sustainable development. India’s States
and Union Territories are already contributing substantially to India’s journey towards attaining
the SDGs, given their constitutionally mandated role in delivering developmental schemes and
programmes to the people.
Examples of localisation of SDGs led by sub-national governments are emerging from various parts
of India. Their experiences offer valuable lessons that deserve wide dissemination. This is an oppor-
tune moment for the global development community to note India’s efforts in localising the SDGs,
and execute plans towards achieving them. This document is a step in that direction.
This compendium of early lessons allows for analysis of various aspects related to SDG localisa-
tion, such as institutional mechanism to facilitate whole-of-government approaches, budgeting,
capacity building and advocacy, data and analytics for progress monitoring, and approaches to
promote inclusion.
The UN in India is privileged to partner with the Government of India to pursue this agenda of
sustainable development. I congratulate the SDG team at NITI Aayog for their unstinting work to
synthesise information and undertake analysis on the SDGs, and the sub-national governments for
sharing information and data.
I am certain this document will be an useful guide to understanding how the SDGs, and the global
promise embodied in them, translate into local actions in developing countries worldwide. I am also
hopeful that this document will also serve as a useful resource for India’s policymakers, development
practitioners, academics and researchers as they consider how the SDGs can be further accelerated
on the ground, as well as anybody who is interested in SDG implementation.
Renata Dessallien
UN Resident Coordinator in India
July 5, 2019
New Delhi
India
ix
Acknowledgements
Our continuous engagement with the 29 States and 7 Union Territories during the course of construc-
tion of the S DG India Index in 2018 in partnership with United Nations India, reinforced the belief
that the Sustainable Development Goals cannot be achieved by India unless they are achieved at
the subnational levels. In a federal country like India, States, with defined powers over a wide range
of subjects, have, over the years become the primary drivers of development. In fact, the SDGs
with their focus on equality, inclusion, and the principle of ‘Leave No One Behind’, make the States
essential actors with crucial roles. However, the wide diversities among the Indian States in localising
the SDG Agenda in their respective development planning- implementation-advocacy-evaluation
strategies, has created the need to document the varied localisation processes in different States
and the lessons learnt, which will help to accelerate the country’s drive to achieve the 2030 Agenda.
In this endeavour, we owe our deepest gratitude to the Planning Departments of all State and UT
Governments who have been supporting our effort with valuable feedback. We would fail in our
duty if we do not put on record the remarkable strides made by States and UTs in their collective
endeavour to strengthen the processes and structures pertaining to the Agenda 2030.
We are unequivocally thankful to Ms. Renata Dessallien, UN Resident Coordinator for lending full
support to this project. We are extremely grateful to UN Resident Coordinator’s Office for their
support in giving shape to the idea, especially Radhika Kaul Batra, Meenakshi Kathel, and to Ritu
Mathur for her editorial inputs.
The support given by Global G reen G rowth Institute (GGGI, India) and DFID in India in our work on
SDGs needs a special mention. A deep sense of gratitude to our entire team in SDG Division in NITI
Aayog- Alen John Samuel, Dinesh Dhawan, Shashvat Singh, S heena S ara Phillips, Sundar Mishra,
Upasana Sikri and Vikas Kumar.
We are sincerely grateful to Shri Amitabh Kant, CEO, NITI Aayog for his inspiration and encour-
agement to constantly engage with the States. Translating this idea into a compendium became
possible because of the guidance of Dr. Rajiv Kumar, Vice Chairman, NITI Aayog, who bolstered
our efforts to document the lessons from States in the true spirit of cooperative federalism, a spirit
which defines the NITI Aayog.
We thank all the members for their support and contribution.
ACKNOWLEDGEMENTS
Sanyukta Samaddar, IAS
Adviser
Sustainable Development Goals Division
NITI Aayog
Government of India
sanyukta.samaddar@nic.in lOCAlIsINg sUsTAINABle DeVelOPMeNT gOAls x
AIIMS All India Institute of Medical Sciences
ASHA Accredited Social Health Activist
ATIAdministrative Training Institute
BRICS Brazil, Russia, India, China, South Africa
BRRBusiness Responsibility Reporting
CBOCommunity Based Organisation
CEERI Central Electronics Engineering Research Institute
CEFT Centre of Excellence in Fiscal Policy and Taxation
CMChief Minister
CMSGUY Chief Minister’s Samagra Gram Unnayan Yojana
CPPGG Centre for Public Policy and Good Governance
CSIR-IGIB Council of Scientific and Industrial Research - Institute of Genomics & Integrative Biology
CSOCivil Society Organisation
CSRCorporate Social Responsibility
CTICentral Training Institute
DBTDirect Benefits Transfer
DESDirectorate of Economics and Statistics
DISA Department Information System Architecture
DPCDistrict Planning Committee
DPRDetailed Project Report
DSCDistrict SDG Committee
DSIIDC Delhi S tate Industrial and Infrastructure Development Corporation
DTIDistrict Training Institute
DUSIB Delhi Urban Shelter Improvement Board
ECCEEarly Childhood Care and Education
FRBM Fiscal Responsibility and Budget Management
FYFinancial Year
GIPARDGoa Institute of Public Administration and Rural Development
GISGeographic Information System
GNCTDGovernment of National Capital Territory of Delhi
GPGram Panchayat
GPDPGram Panchayat Development Plan
GSIDSGujarat Social Infrastructure Development Society
HCMHot Cooked Meal
HDIHuman Development Index
HIMCARE Himachal Health Care Scheme
HIPA Himachal Pradesh Institute of Public Administration
HLMC High-L evel Monitoring Committee
HPCHigh Powered Committee
IECInformation, Education and Communication
IFMS Integrated Financial Management System
IGPR&GVS Indira Gandhi Panchayati Raj & Gramin Vikas Sansthan
INRIndian National Rupee
ISAInternational Solar Alliance
ITInformation Technology
JOHAR Jharkhand Opportunities for Harnessing Rural Growth Project
KDPKarnataka Development Programme
KILA Kerala Institute of Public Adminstration
ABBREVIATIONS eARlY lessONs FROM INDIA Acronyms
xi
KISS Kalinga Institute of Social Sciences
KSPB Kerala S tate Planning Board
KSRSAC Karnataka S tate Remote Sensing Application Centre
LGBTQILesbian, Gay, Transgender, Queer and Intersex
LIFELivelihood Inclusion and Financial Empowerment
LSGLocal Self Government
MAVIM Mahila Arthik Vikas Mahamandal
MCDMunicipal Corporation of Delhi
MCRHRD Marri Channa Reddy Human Resource Development Institute of Telangana
MISManagement Information system
MNREGA Mahatma Gandhi National Rural Employment Guarantee Act
MPSIMS Maharashtra Plan Schemes Information Management System
NCTNational Capital Territory
NDMC New Delhi Municipal Corporation
NFINational Foundation for India
NIFNational Indicators Framework
NKKP Nava Keralam Karma Padhathi
NRDMS Natural Resources Data Management System
NRLM National Rural Livelihood Mission
NURLM National Urban Livelihood Mission
OBCOther Backward Class
PHDCCI PHD Chambers of Commerce and Industry
PMJAY Pradhan Mantri Jan Arogya Yojana
PMJDY Pradhan Mantri Jan Dhan Yojana
PNDT Pre-Natal Diagnostic Techniques
PPPPublic Private Partnership
PRIPanchayati Raj Institution
PVTG Primitive Vulnerable Tribal Group
ROMS Real-time Outcome Monitoring System
SCScheduled Caste
SDGSustainable Development Goals
SDGCCSDG Coordination Centre
SECState Empowered Committee
SIPARDState Institute of Public Administration and Rural Development
SIRDState Institute of Rural Development
SKIPA Sri Krishna Institute of Public Administration
SLSCState Level S teering Committee
SPAPStrategic Plan and three-year Action Plan
STScheduled Tribe
TADTribal Area Development
TERI The Energy and Resources Institute
THPTargeting the Hard-core Poor
TISS Tata Institute of Social Science
TSDPS Telangana S tate Development Planning Society
ULBUrban L ocal Body
UNUnited Nations
UNDP United Nations Development Program
UNESCAP United Nations Economic and Social Commission for Asia Pacific
UTUnion Territory
VSTF Village Social Transformation Foundation
XIMBXavier Institute of Management Bhubaneswar Contents
Message from the Vice Chairman, NITI AayogIII
Message from the CEO, NITI AayogV
Message from UN Resident Coordinator in IndiaVII
AcknowledgementsIX
AbbreviationsX
1. Introduction3
2. The Journey Towards Localisation 7
3. Early Lessons on Localisation
a. Whole-of-Government approach
b. Monitoring
c. Budgeting
d. Communication, Awareness generation and Advocacy
e. Aligning L ocal Plans with S DGs
f. Capacity Development
g. Reaching the Furthest Behind First
h. Partnerships
15
15
19
22
24
27
30
34
37
4. State level initiatives on mainstreaming SDGs
1. Andhra Pradesh
2. Arunachal Pradesh
3. Assam
4. Bihar
5. Chhattisgarh
6. Goa
7. Gujarat
8. Haryana
9. Himachal Pradesh
10. Jammu and Kashmir
11. Jharkhand
12. Karnataka
13. Kerala
14. Madhya Pradesh
15. Maharashtra
16. Manipur
17. Meghalaya
18. Mizoram
19. Nagaland
20. Odisha
21. Punjab
22. Rajasthan
23. Sikkim
24. Tamil Nadu
25. Telangana
26. Tripura
27. Uttar Pradesh
28. Uttarakhand
29. West Bengal
Union Territories
30. Andaman and Nicobar Island
31. Chandigarh
32. Daman and Diu
33. Dadra and Nagar Haveli
34. Delhi
35. Lakshadweep
36. Puducherry
39
39
43
45
49
51
53
55
59
63
65
67
71
73
77
79
83
83
85
87
89
91
93
97
99
101
103
105
107
109
111
111
113
115
115
117
121
121 2lOCAlIsINg sUsTAINABle DeVelOPMeNT gOAls eARlY lessONs FROM INDIA Introduction
3
As home to one sixth of humanity, a significant share of the world’s developmental challenges
and opportunities by scale, and some of the world’s largest and most ambitious develop-
mental and social inclusion schemes and programmes, India’s lessons can provide a useful
lens for the localisation of SDGs in other parts of the world.
India is the sixth largest economy and remains a global engine of growth and is projected to
be the fastest growing major economy in 2019-20. 271 million people moved out of poverty,
halving the incidence of multidimensional poverty between 2005-6 and 2015-16. The poorest
groups across S tates, social categories, religions, and ages had the biggest reductions in
multidimensional poverty, showing that they have been catching up, though they still experi-
ence high rates of poverty. In recognition of these and other challenges and to further improve
the policy ecosystem, the Government of India has unfurled the, ‘Strategy for New India @ 75’,
that is aligned to SDGs and aims to propel India towards a US$ 5 trillion economy by 2024.
The G overnment of India is fully committed to the 2030 Agenda, including the Sustainable
Development G oals (SDGs). There is a convergence of India’s national development goals
and agenda of, ‘Sabka Saath, Sabka Vikas’ or ‘Collective E fforts, Inclusive Growth,’ with the
SDGs. The goals substantially reflect the development agenda of India, as the Hon’ble Prime
Minister S hri Narendra Modi himself noted in his speech at the United Nations Sustainable
Development Summit in September 2015, ‘Much of India’s development agenda is mirrored
in the S ustainable Development Goals. Our national plans are ambitious and purposeful;
Sustainable development of one-sixth of humanity will be of great consequence to the world
and our beautiful planet’.
Further, the government is equally focused and invested in the design and implementation
of some of the large-scale programmes bridging critical development gaps on key SDGs.
For instance; - Ayushman Bharat-Pradhan Mantri Jan Arogya Yojana (PMJAY), is the largest
government health protection scheme in the world, entitling 500 million Indians to an annual
health protection coverage of approximately US$ 7,100. India is aiming to achieve the goal
to eliminate tuberculosis (with poor people more at risk) by 2025, five years ahead of the
global target of 2030. Considering that in India over 60 million people fall below the poverty
line on account of out-of-pocket health expenditures, these initiatives will go a long way in
reducing inequality. To eliminate malnutrition by 2022, the government launched Poshan
Abhiyan, a National Nutrition Mission for children and women. The program recognises
the interconnectedness of nutrition with other aspects such as water, sanitation, hygiene,
mother’s education, poverty, and thereby ensures that all the above services converge on a
household for reducing under-nutrition in the country. India has also repeatedly emphasised
the need for Climate Justice that involves taking concrete action to protect the poor from the
impact of climate change and has taken several actions towards this goal. Further, India is
also committed to eliminate single-use plastic by 2022. It has also initiated the International
Solar Alliance (ISA), which is expected not only to contribute to India’s ambitious solar energy
goals but primarily to promote adoption of solar energy across the sun-rich developing
countries with India’s leadership. Further, to reduce marginalisation of vulnerable groups,
a number of key legislations were passed by Parliament. The Supreme Court ruled that
privacy was a fundamental right, and in a boost to LGBTQI rights, same-sex relationships
were decriminalised.
In addition, to reduce intra-region disparities, a programme ‘Transformation of Aspirational
District’, across 112 districts has been rolled out to improve service delivery across the lagging
regions and is closely related to achievement of some of the SDGs. Another noteworthy
example of a crosscutting initiative is the Pradhan Mantri Jan Dhan Yojana (PMJDY) which is
INTRODUCTION1 4lOCAlIsINg sUsTAINABle DeVelOPMeNT gOAls
PerformersAspirants
Assam
Bihar
Uttar Pradesh
Chandigarh
Himachal Pradesh
Kerala
Puducherry
Tamil Nadu
Andaman and Nicobar Islands
Andhra Pradesh
Arunachal Pradesh
Chhattisgarh
Dadra and Nagar Haveli
Daman and Diu
Goa
Gujarat
Haryana
Jammu and Kashmir
Jharkhand
Karnataka
Lakshadweep
Madhya Pradesh
Maharashtra
Manipur
Meghalaya
Mizoram
Nagaland
Odisha
Punjab
Rajasthan
Sikkim
Telangana
Tripura
Uttarakhand
West Bengal
Front Runners
Aspirant
Performer
Front Runner
Achiever
COMPOSITE SDG INDIA INDEX
Overall Performance eARlY lessONs FROM INDIA Introduction
5
the world’s largest financial inclusion programme. By leveraging PMJDY, Aadhaar (biometric
identity system) and mobile telephony, the Government has disbursed a cumulative amount
of USD 110 billion to over 250 million beneficiaries through Direct Benefit Transfers (DBT).
This has helped to significantly enhance the efficiency of Government programmes. Above
examples demonstrate the advances India has made to move ahead on the SDGs and keep-
ing the focus on ‘Leave No One Behind’ in development planning.
It is widely agreed that India will play a leading role in determining the success or failure of
the SDGs, given its disproportionate share in the global development burden. Clearly the
commitment of the Government of India to achieving the Sustainable Development Goals
can be realised if actions at the national level are complimented by initiatives of the State
governments and the Union Territories (UTs) given its federal governance structure where
most of the functions that have a bearing on SDGs fall within the purview of the sub-national
/ state governments. Further, the focus of SDGs on equality, inclusion, justice and the core
principle of “Leave No One Behind” makes the participation and contribution of States in the
pursuit of S DGs an imperative.
The S tates of India reflect the enormous geographic and demographic diversity as well
as socio-economic disparities. The SDG India Index prepared for the first time to rank the
States and UTs, showed wide disparities across States and reiterates the importance of
localised approaches.
Such disparities call for planning, budgeting, implementing and monitoring of development
programmes at the sub-national level taking into account diverse economic, social and envi-
ronmental factors. While the SDGs are global, their achievement will depend on the ability
to make them a reality in constituent States, cities, districts and villages. Therefore, State
governments have the prime responsibility in achieving SDGs and are essential stakeholders
in implementing the Agenda 2030.
Reflecting the country’s long-standing federal tradition, States and UTs are taking a host of
measures to implement the SDGs. The localisation processes spearheaded by the States
have thrown interesting results and there are several early lessons that need to be captured
to further nuance the approach to localisation.
This document presents the journey of India and the lessons learned from the varied expe-
rience of different States and UTs in localising the SDGs.
MONITORING SDGS AT THE SUB-NATIONAL LEVEL: SDG INDIA INDEX
NITI Aayog, in partnership with UN India, developed the SDG India Index Baseline Report and an accom-
panying Dashboard in December 2018. In addition to presenting a snapshot of progress at the national
level, the report comprehensively documents and measures the achievements made by States and UTs
towards various SDG targets by ranking them on a select set of indicators. This Index provides the first
holistic strategy to measure progress on socio-economic and environmental parameters of development.
The SDG India Index has enabled States and UTs to benchmark their progress relative to others, identify
priority areas, while promoting competition among them for improving performance. SDG India Index is
also expected to keep a real time watch on the trajectory of progress. 6lOCAlIsINg sUsTAINABle DeVelOPMeNT gOAls eARlY lessONs FROM INDIA The Journey Towards Localisation
7
01
‘Localising’ is the process of recognising subnational contexts in the achievement of the 2030
Agenda, from the setting of goals and targets, to determining the means of implementation
and using indicators to measure and monitor progress, in addition to raising awareness
through advocacy. Localisation relates both to how local and sub-national governments can
support the achievement of the SDGs through bottom up action as well as how the SDGs
can provide a framework for local development policy.
1
These entail participatory planning,
implementation, and evaluation.
Looking back, the experience of India in localising the SDGs can be viewed as an ongoing
process in three phases, often occurring simultaneously.
Since the adoption of the SDGs in 2015 and even with the post-2015 processes, Government
of India and civil society organisations have been deeply engaged in the SDG process.
Since 2016, the G overnment of India has clearly identified and empowered its entities and
institutions to move ahead on the SDGs. As per the Constitution, India is a Union of States
with functional responsibilities demarcated between the Union and States as identified in
the VII S chedule of the Constitution through three lists - Union List, State list and Concurrent
List.
2
There is a three-tier local governance structure at the sub-State level as well. Planning,
implementation and monitoring of most of the functions related to Sustainable Development
Goals are within the mandate of State governments and local governments. Localisation of
SDGs is the responsibility of all the three levels of government. A snap shot of key actors
involved in S DG localisation is provided below.
At Central Level
a.
NITI Aayog, the successor to the Planning Commission, has been entrusted with the
responsibility of coordinating the SDGs among the central ministries and the state
governments, and monitoring the progress;
b. Ministry of Statistics and Programme Implementation (MoSPI) is responsible for the
formulation of the National Indicator Framework (NIF) to monitor the SDGs;
c.
Central/Federal Ministries and their schemes are mapped with SDGs and targets. The
ministries are also responsible for providing data for the National Indicator Framework
(NIF);
d. Comptroller and Audit General of India is the S upreme Audit Institution of India and is
responsible for conducting audit on the preparedness to achieve the SDGs.
THE JOURNEY TOWARDS LOCALISATION
Identifying institutions and assigning
specific mandate to deliver on the SDGs
PHASE2
1 UN Habitat Report and Global Task Force, 2016: Roadmap for Localising the S DGs: Implementation and Monitoring
at Sub-national L evel
2 The Union list details the subjects on which Parliament of India has legislative powers, the State list details the
subjects that come within the purview of state legislatures; and the Concurrent list has subjects in which both
Parliament and State legislatures have jurisdiction. The Constitution of India also provides primacy to Parliament on
concurrent list items: if there is a conflict, a central law will override a State law. lOCAlIsINg sUsTAINABle DeVelOPMeNT gOAls 8
Other Institutions at Central level
e.
The Finance Commission of India is constituted every five years with the responsibility to,
among others, review the state of finances of the Union and to make recommendations
regarding the devolution of taxes between the Centre and the States from the divisible
pool and to suggest mechanisms for augmenting resources at the local governance
levels. Currently, the Fifteenth Finance Commission has been set up with a specific task
to use S DGs as a framework to provide incentive grants to the States.
f.
National training institutions are responsible for designing tools and programme for
capacity development of officials and undertake capacity development of senior govern-
ment officers.
Further, the responsibility to localise the SDGs is not limited to the executive arm of
the government but also spearheaded by elected representatives at all levels. The
Speaker of the L ower House has organised briefing sessions on the SDGs for members
of Parliament, including bringing together legislators from South Asia and BRICS nations
to collectively work towards the realisation of these goals. In addition, the Prime Minister
has called for a dedicated meeting on the SDGs with parliamentarians at the end of
every Parliament session.
At State level
a.
Office of the Chief Secretary of the S tate – for guiding and overseeing work on SDG.
The Chief S ecretary is the chief advisor to the Chief Minister of the State and S ecretary
to the S tate's cabinet. S he/He is also the head of the State administration and therefore
has an important role in advising the government and overseeing implementation of
all programmes in the State.
b. Planning Department – for coordinating SDG implementation,
c. Directorate of E conomics and S tatistics, as the focal point for data, sectoral line minis-
tries and training institutions
d.
Line departments to formulate, implement and monitor schemes and programmes that
contribute to achieving SDGs.
At district level
a.
At the district (sub-State) and local levels, elected representatives of Panchayati Raj
Institutions
3
and Urban L ocal Bodies, District administration and frontline functionaries
are vital for action on SDGs.
3 Panchayati Raj Institutions are institutions of rural local self-governance and have a three-tier structure – at the
village (Panchayat) level, block level and district level. Direct elections are held for all the three levels with at least
one-third of the seats reserved for women in all States (50 percent in some States). eARlY lessONs FROM INDIA The Journey Towards Localisation
9
02
Raising awareness of all the stakeholders on SDGs is critical to reach the targets set in
Agenda 2030. It not only ensures effective localisation and better ownership, but also aids
in behavioural change which is essential for inclusive and sustainable development. The
Government of India has taken a number of initiatives to sensitise government and non-gov-
ernment partners on SDGs by
ÌÌ
Creating shared understanding among the governments: One of the first steps taken
by NITI Aayog after being designated as the coordinator of work on SDGs in India was
to create shared understanding on SDGs among the government officials both at the
central and S tate level so as to promote ownership of the Agenda 2030. It organised
national and regional consultations on all SDGs barring Goal 17, to create a common
understanding on each of the goals. The key audience in these national consultations
were ministries and the State governments with strong participation from external
experts, CSOs and the UN. There were three regional consultations including one in the
North-East India organised to address specific development challenges in the region,
and a National Workshop on Building Capacity for Localising S DGs.
ÌÌ
Assigning goals and targets to the Ministries to follow ‘whole-of-government’
approach: NITI Aayog undertook a comprehensive mapping of all the centrally spon-
sored schemes vis-à-vis SDGs and related targets with the twin objectives of assigning
responsibility of targets to ministries and ensuring every target is assigned to a minis-
try, leaving no target un-mapped. This helped in indicating how government schemes
contribute to achievement of SDGs and shed light on gaps thereon. All line ministries
that contributed to achieving specific results for each of the goals were also identi-
fied and entrusted with the responsibility of achieving specific targets. This reflects a
‘whole-of-government’ approach to sustainable development.
ÌÌ
Creating composite measures to advocate about the SDGs: To drive the spirit of
competition among sub-national governments, NITI Aayog conceptualised a compos-
ite SDG India Index as an advocacy and a benchmarking tool and prepared the SDG
India Index Baseline Report Dashboard in 2018. The SDG India Index is a composite
index comprising of 62 indicators across 14 SDGs which documents and measures the
progress made by States and UTs towards various SDGs by ranking them on key SDG
targets. This Index became the first comprehensive assessment tool developed to
measure progress achieved by sub-national governments, in individual Goals as well
as a composite measure of all dimensions of development and has become an effective
advocacy tool for competitive federalism.
ÌÌ
Developing National Indicator Framework to Monitor the SDGs: The Ministry of Statis-
tics and Programme Implementation (MoSPI) played a key role at the national level by
finalising indicators that are nationally relevant, through a participatory process. The
proposed set of indicators was shared with line ministries and States for their comments
and observations. Regional consultations were also held to share the proposed indica-
tor framework with States and to receive feedback, followed by a public consultation.
Based on the suggestions received during this consultative process from concerned
Ministries/Departments, States, UN agencies and other stakeholders, a National Indi-
cator Framework (NIF) consisting of 306 indicators was developed by MoSPI which was
approved by the Government. The National Indicator Framework is the backbone of
monitoring of S DGs at the national level and will give appropriate direction to the policy
makers and the implementers of various schemes and programmes.
Raising Awareness and Advocating
for SDG implementation
PHASE lOCAlIsINg sUsTAINABle DeVelOPMeNT gOAls 10
03
Given the geographical expanse and the socio-cultural, demographic and economic diversity
of India, localising SDGs is of paramount importance. While initiatives at the national level
help delineate the scope of localisation, interventions at the subnational level are critical as
subnational governments are the prime movers in the process. For this purpose, a range of
initiatives are in progress, which address different objectives – a) identifying the line Minis-
tries responsible for specific SDG targets and G oals; b) understanding SDGs in the local
contexts; c) defining indicators and metrics and setting up the monitoring mechanisms; d)
laying down the policy and strategy framework; e) organising the implementation system;
and f) conducting Goal-oriented monitoring and review.
ÌÌ
Focussing on specific goals by the line Ministries: The mapping exercise identified line
ministries that were responsible for each Goal and other participating ministries. These
ministries identified strategies for aligning their plans to SDGs, and relevant indicators
for monitoring. For instance, the Ministry of Panchayati Raj advised rural local govern-
ments on integrating SDGs in local level plans (Gram Panchayat Development Plans or
village development plans). Other examples include the Ministry of Environment and
Forest which is leading implementation of India’s commitment on climate and biodi-
versity goals by investing in strengthening environmental statistics, and the Ministry of
Health and Family Welfare is proactively working with States on achieving the health
targets by developing a comprehensive framework to monitor SDG -3.
ÌÌ
Understanding SDGs in Local Contexts: In course of the national consultations
conducted by NITI Aayog, thematic details as well as metrics related to SDGs/targets
were clarified and linked up with implementation strategies adopted in various schemes/
programmes. The regional consultations created space for more detailed examination
of programme strategies and implementation designs at subnational (States and Union
Territories) level. These consultations have led to States and UTs holding State and
sub-S tate level workshops with local government officials, community-based organi-
sations, civil society organisations and other stakeholders.
ÌÌ
Adapting Indicators and Metrics: The Ministry of S tatistics and Programme Implemen-
tation (MoSPI) developed the National SDG Indicator Framework (NIF) and identified
data-sources based on multi-layered and iterative consultations with Central ministries,
State governments and UT Administrations.
ÌÌ
Policy framework in States and UTs by encouraging States to undertake their own
visioning exercise to achieve the SDGs: In India, S tates are constitutionally mandated
to deliver on most of the socio-economic sectors that constitute the SDGs. It is there-
fore imperative to align their policy and strategy architecture to SDGs. Recognising
the criticality of localising SDGs at the State level, NITI Aayog advocated with States to
prepare State level Vision documents and SDG Action Plans aligned to SDGs. It also
advised States to identify a nodal department for State level coordination and map
existing government schemes with SDGs to identify gaps, if any. Capacity development
initiatives of the State for localisation of SDGs have been widely supported by NITI
Aayog, MoSPI and UN bodies.
It is worth mentioning that States such as Assam and Andhra Pradesh were front-runners
in adopting S DGs, and started brainstorming on approaches for contextualising SDGs
thereby spearheading the process of localising SDGs at the S tate level.
Bringing on board Ministries, State
governments and the UTs
PHASE eARlY lessONs FROM INDIA The Journey Towards Localisation
11
As a result of the thrust from NITI Aayog and States’ own initiatives, all States and UTs
are at various stages of preparation of their Vision documents, with 23 States and UTs
having prepared their documents. The Vision documents reflect the States’ context
and long-term priorities. Most States are taking a ‘whole-of-government approach’
and are in the process of aligning budgets to State specific S DG targets and setting
up a mechanism for effective monitoring. Thirty-one States and UTs have identified a
nodal department (which in most cases is the Department of Planning) for coordination.
Twenty-four S tates and UTs have mapped all the government schemes against SDGs;
17 States and UTs have identified state specific monitorable targets; 16 States and UTs
are aligning budgets to SDGs and 23 S tates and UTs are implementing capacity devel-
opment programmes.
ÌÌ
Organising the Implementation System: All S tates have formally identified nodal
departments for coordinating the SDG implementation process. Several have also
defined nodal structures within various departments. Many have also established SDG
cells or centres to organise and professionalise the work and systematically build up
expertise. S everal S tates have also set up thematic or Goal wise coordination groups to
systematically guide programme implementation. Started by a few S tates like Mizoram,
Odisha, Madhya Pradesh, the practice of having high-power committees headed by the
Chief Minister or the Chief Secretary to periodically take stock of progress is growing.
DISTRICT & LOCAL
Ministry of Statistics and
Program Implementation -
SDG Data Focal Point
High level Committee
Chaired by Chief Secre
-
tary –SDG guidance, policy
design, review, monitoring
Directorate of Eco
-
nomics and Statistics -
SDG Data Focal Point
District Planning
Committee - Planning
Urban local bodies -
Planning and
implementation
District Administration
- Implementation and
monitoring
Rural local bodies -
Planning and
implementation
Frontline functionaries
- Implementation
NITI Aayog - SDG

Coordination
Training and
Resource Institutions,
Experts
Planning Department-
Nodal Dept. for SDG Co
-
ordination and Monitoring
Line Ministries - SDG sec
-
toral policy design, scheme
formulation, monitoring
Line Departments -

Sectoral scheme imple-
mentation and monitoring
CENTRE
STATE
How India is delivering on the SDGs 12lOCAlIsINg sUsTAINABle DeVelOPMeNT gOAls eARlY lessONs FROM INDIA The Journey Towards Localisation
13
ÌÌUndertaking periodic reviews: NITI Aayog also organises regular national reviews on
SDGs to review the mechanisms established at the sub-national levels which provide
an opportunity for States to learn and share experience. SDGs are also an agenda in
the annual conference of Chief Secretaries of S tate and Union Territories. The adoption
of NIF and/or development of State-specific indicators provides the basis for erecting
a monitoring system in the States and UTs. A number of States are currently in the
process of developing comprehensive monitoring frameworks complete with allocation
of responsibilities in a time-bound manner.
To galvanise these initiatives, NITI Aayog has taken a taken the lead at the national
level and released the SDG India Index Baseline Report and Dashboard in December
2018. This report revealed new perspectives that has inspired many States to focus
on improving performance. For example, it shows that even the most advanced States
are vulnerable to various climate change events and therefore need more local strat-
egies to address them. It has ranked the States of Kerala and Himachal Pradesh as
the top performers. Himachal Pradesh is a hill State in the north of India while Kerala
is a southern coastal State. Both the S tates are vulnerable to climate change events
which can undermine their progress. Localised strategies which take into account the
development status of the State together with vulnerability to climate change are thus
crucial for achieving SDGs in India.
While, institutional structures are in place at the national level for working on SDGs, States
are also in the process of putting in place mechanisms for working on SDGs.
The first four years has seen localisation of SDGs permeate the visioning exercise and moni-
toring frameworks. Efforts are underway to ensure that SDGs become the de-facto planning
framework at the State level and even the related processes of implementation, budgeting
and progress tracking are aligned to respond to the SDG related gaps.
The journey towards localisation SDGs in India provides useful early lessons to help trans-
late aspiration of SDGs to tangible outcomes for people, especially for whom these goals
matter the most.
PROMOTING DATA DRIVEN DECISION MAKING
With the SDGs, it is envisaged that a substantial amount of data will need to be produced and analysed
which poses a significant challenge for national statistical systems. Government of India generates
substantial amount of development data. Data-driven decision making has become the norm. At the
same time, the development data is getting separated into siloed, disconnected systems and this makes
it difficult to unify the development data. As a result, policy makers make important decisions based on
data they already have, rather than drawing on the full world of available data on interconnected issues.
MoSPI in collaboration with the UN in India has developed an SDG India dashboard (https://sdgindia2030.
gov.in) which is a data repository of the National Indicator Framework on SDGs. The dashboard brings
together data from various datasets, portals and sectors to one common place that will enable India to
track its progress towards achieving the SDGs. 14lOCAlIsINg sUsTAINABle DeVelOPMeNT gOAls 3 eARlY lessONs FROM INDIA
Early Lessons on SDG Localisation from India
15
Preparation of vision document aligned to the SDGs enabled sub-national governments to
embed the ‘whole-of-government’ approach in planning. Extending this approach beyond
planning to budgeting, implementation, and monitoring can result in substantial benefits
in progress on the SDGs.
The importance of ‘whole-of-government’ approach is recognised in the declaration for
Agenda 2030 which states that the SDGs are ‘integrated and indivisible and balance the three
dimensions of sustainable development: the economic, social and environmental’. It further
states that, ‘The interlinkages and integrated nature of the Sustainable Development Goals
are of crucial importance in ensuring that the purpose of the new Agenda is realised’ and
calls for integrated solutions. Essentially, this refers to bringing together diverse stakehold-
ers – line ministries, departments, public agencies, etc. cutting across sectors for integrated
planning and implementation of developmental programs.
In India, the commencement of the SDGs followed the establishment of NITI Aayog (succes-
sor to the erstwhile Planning Commission). NITI Aayog has been mandated to provide both
directional and policy inputs, design strategic and long term policies and programmes for
the Government of India, and provide relevant technical advice to the Centre and States.
This is seen as an important evolutionary change from the past, where NITI Aayog acts as the
quintessential platform of the Government of India to bring States to act together in national
interest, and thereby fostering Cooperative Federalism.
In 2016, NITI Aayog embarked on the process of preparing a 15-year Vision for the country, a
7-year S trategic plan and a 3-year action plan. In doing so, NITI Aayog reached out to the State
governments encouraging them to contribute to the national visioning process as well as
prepare similar such documents at the sub-national level. At the same time, NITI Aayog owing
to its mandate in coordinating efforts on the SDGs undertook two key exercises (i) mapped
all the ministries and their schemes to each of the SDGs to dovetail the national agenda with
the SDGs (ii) advised Planning departments in the State governments to undertake similar
mapping exercise for their states and in addition to identifying SDG focal points in every
other department. Given the above requirements of creating a 15-year vision document and
mapping S DGs to sub-national requirements, State governments pragmatically prepared
their vision documents in line with the 2030 agenda.
The process of preparing SDG aligned vision documents in turn created conditions to promote
the ‘whole-of-government’ approach in the States. The Planning Department as the nodal
body led the process of preparing a SDG Vision document, in their respective States and UTs.
As the first step in the vision document preparation process, State governments evolved a
comprehensive mapping matrix – between Goals and concerned departments and agencies
– identifying first the schemes and the related departments that contribute to the Targets
and upward to the Goals. For each Goal, a nodal department was identified. For eg: for SDG
1, it is usually the Department of Rural Development. This mapping exercise proved to be
a useful tool to identify opportunities for convergence and co-implementation of schemes
EARLY LESSONS ON SDG LOCALISATION
FROM INDIA
a
Early lessons on institutional mechanisms to
follow the ‛whole-of-government’ approach lOCAlIsINg sUsTAINABle DeVelOPMeNT gOAls 16
and programme. On the other hand, it facilitated an
assessment of the adequacy of programmes/schemes for
achieving the relevant SDG targets in a particular State.
Further, given that the SDGs are highly inter-linked and
the assessment of status cannot be seen in silos and
action strategies do not always merit delineation, States
constituted Working Groups for each of the SDGs, headed
by the senior most officer from a Nodal Department and
including designated officers and resource persons from
all concerned contributing departments. The working
groups with support from the UN agencies and other part-
ners came together to discuss, deliberate and prepare
the different chapters of the vision document. Further,
several S tate governments also organised briefing and
training workshops on SDGs to orient their officials on
the SDGs, as a first step towards the preparation of the
vision documents. The working groups, set up at the State
level among various government departments during the
process of preparing the Vision document, were effective
in fostering convergence.
Till date, 23 S tates and UTs have prepared their Vision
documents that are based on the SDGs. A few of the
States have gone ahead to postulate strategies or action
plans to realise their vision in a time-bound manner. The
articulation of vision has led to convergence of comple-
mentary programme components in light of the intercon-
nectedness of S DG targets.
The ‘whole-of-government’ approach to visioning has
now been extended by several State governments to
create inter-departmental mechanisms to effectively
guide the implementation phase. These inter-departmen-
tal mechanisms include:
•
High level committees, established at the State
level for providing continuous guidance, overseeing
implementation and monitoring, are the mechanisms
for ensuring a coordinated action on SDGs. These
Committees are typically chaired by the Chief Secre-
tary of the S tate and comprising of all the depart -
mental heads. In a few cases, States also have such
committees headed by the Chief Minister which
lends more thrust on the SDG reviews. The high
frequency (at least once a quarter) of its meetings
adds to its catalytic efficiency. The fact that States
and UTs are increasingly adopting such a structure
testifies to its effectiveness.
• Specialised S DG cells/centres/teams teams are set
up in most Planning departments. Key activities
of the S DG cells/centres/teams include: preparing
knowledge products and progress reports, organis-
ing capacity building programmes, providing inputs
as required from time to time, and playing a support
role in interventions on SDGs.
The documents on Vision and allied aspects relating
to SDGs have considerable potential to work as instru-
ments of policy oversight and appraisal and to catalyse
the development of new policies, revision in existing ones
and innovation in the processes of planning, monitoring
and programme implementation. Initiatives in this direc-
tion show promise and have a long way to go.
Barring few exceptions, initial attempts on taking a
whole-of-government approach have focussed on
ensuring horizontal coherence across the executive arm
of the government. This is difficult in itself; however, a
whole-of-government approach would benefit from
institutionalising some mechanisms for involving all rele-
vant sections of the government at all levels, the private
sector, think tanks, CSOs and community representatives
as each stakeholder is an agent of change in ensuring
sustainable development. There is also need to ensure a
vertical coherence – deriving from a bottom-up approach
–which refers to involving development stakeholders at
the lowest levels of governance and service delivery in
planning, implementation and monitoring. Glimpses of
such vertical coherence can be seen across the country.
The whole-of-government approach would also benefit
from a deeper understanding of interactions between
the SDGs – the trade-offs (negative) and the spin-offs
(co-benefits). This means understanding better the inter-
connectedness of SDGs – i.e. how achieving one SDG
(e.g. clean water and sanitation – SDG 6) can yield positive
results for another SDG (e.g. good health and well-being –
SDG 3). Similarly, there is a need to understand potential
trade-offs between SDGs (i.e. when efforts at achieving
one SDG may undercut ongoing efforts related to another
SDG). As an example, one might cite potential tensions
between the S DG 9 (Industry, Innovation and Infrastruc-
ture) and S DG 12 (Responsible Consumption and Produc -
tion). There is an urgent need for think tanks, researchers
and the academia to focus on holistic and integrated
research (including scenario building and future casting)
to support informed decision making.
Early Lessons on SDG Localisation from India
17eARlY lessONs FROM INDIA
Andhra Pradesh has aligned all the schemes and
departments to SDGs and is preparing outcome
budgets. It has also formulated district visions for
all the districts.
Arunachal Pradesh has merged the Department of
Finance and the Department of Planning into one
single department – the Department of Finance,
Planning and Investment. The preparation of the
State Annual Development Agenda ensures that
there are no overlaps amongst various departments
harnessing synergies.
The G overnment of Assam approached S DGs as a
single synergised initiative which underpinned the
government’s efforts to take a whole-of-government
approach. It has institutionalised SDG-oriented plan-
ning, and has aligned budgets to SDGs.
Bihar followed a consultative process for preparation
of the S DG Action Plan 2020-25 involving all depart-
ments.
The Chhattisgarh State Planning Commission has
been designated as the nodal agency for SDG imple-
mentation and monitoring. The Commission has initi-
ated efforts towards establishing an ‘SDG Cell’ under
its overall guidance and supervision.
Gujarat prepared a roadmap for implementation of
SDGs and a Role Matrix which clearly identifies roles
and responsibilities of various stakeholders.
Haryana has constituted Swarna Jayanti Haryana
Institute for Fiscal Management under the State
Finance and Planning department to execute the
Vision 2030.
Himachal Pradesh followed whole-of-government
approach for the preparation of the Vision document
for SDGs. Consultations were held not only among
the thematic groups formed by the government,
but also with farmers, hoteliers, representatives
of industry association, and civil society to ensure
reflection of diverse voices in the Vision document.
Institutional mechanisms have been set up to ensure
whole-of-government approach.
Jammu and Kashmir has constituted an Apex Level
Committee, headed by the Chief Secretary, to over-
see and monitor progress on SDG implementation.
The Department of Planning, Development and Moni-
toring has been designated as the nodal department.
An SDG Cell has been constituted in the Directorate
of Economics and S tatistics
Jharkhand has designated the Department of Plan-
ning-cum-Finance as the nodal department to coor-
dinate implementation of SDGs targets.
Karnataka has constituted Goal-wise committees for
every SDG, with departments that contribute to the
Goal as members.
Kerala has set up an elaborate institutional mech-
anism to ensure that all government departments
come together on a common platform and collab-
orate with experts and training institutions on the
SDG agenda.
Maharashtra has designated a nodal department
and mapped schemes to SDGs in three categories
depending on their association with SDGs – High,
Medium and L ow. The S tate organised a Workshop in
collaboration with United Nations in India on 'Enhanc-
ing Capacities for Institutionalising SDGs’ with the
aim of sensitising and building capacities amongst
the senior officers of State G overnment.
Meghalaya has formed an SDG cell for coordinat-
ing the preparation of its Vision document and SDG
implementation. It has also completed mapping of the
government schemes against SDGs which is useful
in reflecting synergies among various government
departments working together on a common agenda.
Mizoram has designated a nodal department and
has set up a dedicated SDG Cell in the Research and
Development Branch of Planning and Program Imple-
mentation Department.
Nagaland has established an SDG Cell in the Plan-
ning and Coordination Department, which is the
nodal department in the State. Twenty-three depart-
ments have been identified for SDG implementation
and nodal officers have been designated.
Highlights from States and UTs – Whole-of-Government approach
Almost all States have identified nodal departments for implementing work on SDGs and
have constituted high level committees for guiding and overseeing SDG implementation. 18lOCAlIsINg sUsTAINABle DeVelOPMeNT gOAls
In Odisha, an SDG Core Team has been constituted in
the nodal department. Additionally, SDG Cells have
been created in all the related departments.
Punjab has constituted a high-level Steering Commit-
tee to fast-track the implementation of its SDG
agenda. to achieve the targets fixed under SDGs.
Rajasthan has established a ‘Centre for SDG imple-
mentation’ at the Directorate of Economics and
Statistics. S tate and district level committees have
been formed for guiding the implementation and
monitoring of S DG initiatives.
Tamil Nadu has identified a nodal department
for SDGs, constituted a high-level committee and
formed thematic working groups for SDGs.
Telangana has constituted thematic working groups
on the five Ps – People, Planet, Prosperity, Peace
and Partnerships.
Tripura has established a High-level Commit -
tee, identified nodal department, and instituted
thematic groups.
Uttar Pradesh has identified nodal departments for
each of the 16 G oals.
Uttarakhand has designated the Directorate of
Economic and S tatistics as the nodal agency for
SDGs in the State and has set up a Centre for Policy
and G ood G overnance (CPPGG) to be the think-tank
on SDGs.
West Bengal has developed a State Vision, Mission,
Short- and L ong-Term plan with targets for 2020,
2025 and 2030 and has designated the Department
of Planning and Statistics as the nodal department
for coordinating and monitoring SDG implementation
in the S tate.
Andaman and Nicobar Island has mapped all
schemes with S DGs and identified departments
working on the same. Nodal department has been
designated for each SDG. Planning Department is
overseeing implementation of SDGs and the Evalu -
ation Cell is monitoring the progress.
In Chandigarh, a dedicated team, headed by the
Finance S ecretary, has been formed to drive the SDG
initiatives. The implementing departments of SDGs
are working under the Chairpersonship of Advisor to
the Administrator.
Delhi has constituted nine thematically clustered
working groups under the Administrative Secretar-
ies/ Heads of Department of major departments and
a Steering Committee under the chairpersonship of
the Chief S ecretary. The draft Vision 2030 document
has been prepared with inputs from subject experts,
civil society members, NGOs and academicians.
The Lakshadweep administration has designated
the Directorate of Planning, Statistics and Taxation
as the nodal department for coordinating visioning,
implementation, and monitoring of SDGs.
Puducherry has prepared its Vision document
aligned to S DGs. A high-level S teering Committee
has been constituted for implementation and moni-
toring of SDGs. The Department of Planning and
Research has been identified as the nodal depart-
ment. The UT has mapped all its schemes and
departments against SDGs. eARlY lessONs FROM INDIA
Early Lessons on SDG Localisation from India
19
b
Preparation of the National Indicator Framework is an important exercise to arrive at a
system which not only tracks progress but also helps to identify data gaps. Efforts are
also required to harness and unify development data to ensure that decisions made are
based on comprehensive data and are thereby effective.
It is envisaged that a substantial amount of data will need to be produced and analysed on
the SDGs, posing a significant challenge for national statistical systems. Government of India
generates substantial amount of development data. As a result, data-driven decision making
has become the norm. At the same time, the development data is getting separated into siloed
and disconnected systems. The result — because it is hard to unify the development data,
policy makers often make important decisions on scanty data, rather than drawing on the full
world of available data on interconnected issues. This tends to make decisions less effective.
In India, the Ministry of Statistics and Programme Implementation (MoSPI) is responsible
for developing monitoring framework for the SDGs. MoSPI in consultation with NITI Aayog,
Central Ministries and State G overnments, had prepared National Indicator Framework
(NIF). and released a Baseline Report 2015-16 for 191 out of 306 national indicators which
will serve as a tool for tracking national progress. The process of preparation of the NIF was
an important exercise that highlighted critical data gaps. There are a number of targets for
which either indicators, or accepted methodology does not exist, or for which data is not being
regularly produced. Further, for some indicators data is available only at the country level; and
also not disaggregated by social groups. This creates an urgent need to analyse the current
data eco-system and rationalise data generation at a granular level with a real-time focus.
Approval and adoption of the NIF and publication of the SDG baseline reports by NITI Aayog
and MoSPI have accelerated the States’ progress in firming up indicators for their analysis,
reporting and review. States are in the process of developing their State Indicator Frameworks
by adapting national indicators to their context. Some S tates are developing State-specific
data dashboards, while some are aligning their existing dashboards to the SDG indicators
with integrated technology-based solutions for effective and holistic monitoring. Technol-
ogy-based innovative solutions are essential for ensuring that such large amounts of data
from multiple sources are collated, analysed and presented to policymakers in a form that
enables quick review and decision-making.
Strengthening capacities of data users, particularly at local levels, will be critical to ensuring
informed decision making. Robustness of analysis, and quality of data are contingent on
improved capacities at the local level – both for administrators and communities. Strength-
ening and relying on community led data and technology-based solutions will help in making
data more dynamic, robust and inclusive.
Different levels of elected representatives and governments require data that can be used
for monitoring and decision making at the national, state, district and local level. The current
statistical system aggregates data at the national and state levels. Policy makers at the
district and local levels rarely have the requisite micro level data at a desirable frequency. A
comprehensive review of statistical system requires understanding of the data requirement
with the desirable level of granularity, disaggregation and periodicity. Data, which is currently
generated for administrative units, may be also generated for constituencies to provide
regular insights to the parliamentarians and legislators.
Early Lessons on Monitoring 20lOCAlIsINg sUsTAINABle DeVelOPMeNT gOAls
Highlights from States and UTs – Monitoring
Andhra Pradesh has put in place a robust system
for SDG monitoring. Periodic data on 212 indicators
identified for S DG reporting is obtained from all rele -
vant departments through the Real-time Outcome
Monitoring System (ROMS). The ROMS provides
comprehensive and real time information disaggre-
gated to the district level. For greater transparency in
monitoring of these key indicators, ROMS has been
put in public domain.
Arunachal Pradesh is considering developing a
dashobard for monitoring SDGs. This will either build
on the existing Chief Minister’s Dashbaord or a sepa-
rate dashboard will be developed. The State is also
in the process of identifiying State level indicators for
monitoring S DGs.
Assam has developed a monitoring framework for
broad outcome monitoring and detailed project moni-
toring. S tate specific Core Outcome Monitoring Indi-
cators have been identified. 97 flagship programmes
have been identified for detailed monitoring for which
a technology-based Monitoring Dashboard is being
conceptualised. A survey has been designed for
Human Development and Sustainable Development
Report to provide data on outcome indicators. This
survey will be undertaken at three years’ interval.
Bihar has initiated the process of identifying State
level S DG Indicators.
Gujarat has constituted State E mpowered Commit-
tee (SEC), Chaired by the Chief Secretary for effective
monitoring of S DGs. It has appointed a professional
agency, to provide professional expertise for moni-
toring and evaluating the Gujarat Sustainable Vision
2030. Development of a dynamic and interactive
online MIS for tracking progress on SDGs indicators
is also under process.
Haryana is planning to create a real-time reporting
and monitoring tool by developing a mobile appli-
cation and an online SDG Dashboard. The SDG
Dashboard will be aligned with the Chief Minister’s
Monitoring Dashboard.
Himachal Pradesh has shortlisted 138 key indicators
for monitoring progress on SDGs. The State is plan-
ning to develop a dashboard for motoring progress
on the indicators.
In Jharkhand, the nodal departments, together with
linked participating departments for each goal, have
been entrusted for monitoring respective SDGs.
Karnataka is putting an S DG monitoring system in
place. It has begun monthly review of NITI Aayog's
62 priority indicators from the SDG India Index
Report of 2018 as part of the Karnataka Development
Programme (KDP) Review at the State and district
level.
Kerala is following the draft National Indicator Frame-
work (NIF) for the monitoring of SDGs. Indicators with
no and less periodic data were identified and steps
have been initiated to make them available either
by including it in the on-going surveys of State or by
conducting new surveys.
Madhya Pradesh has already developed a Monitor -
ing Dashboard for tracking the progress of select
programmes and schemes at Block level for 50 Aspi-
rational Blocks and is now in the process of develop-
ing an S DG dashboard. S tate and district level cells
have been constituted for monitoring.
Since S DGs are interconnected, it is expected that there will be demands from policy makers
on data and research explaining inter-linkages between various sectors. A future -ready
statistical system may consider designing surveys that integrate interconnected sectors (such
as health with poverty, hunger, water and sanitation, education, female literacy, pollution
etc.), and integrating technology driven innovative methods of data development.
Early Lessons on SDG Localisation from India
21eARlY lessONs FROM INDIA
In Maharashtra, the Action Room to Reduce Poverty,
set up in collaboration with United Nations in India, is
tasked with monitoring of SDGs. It pilots the initiative
for decentralised Planning and Monitoring of SDGs at
Block L evel. The S tate G overnment and YASHADA,
i.e. Administrative Training Institute of the State
Government has recently completed an extensive
study to estimate the Human Development Index at
the Block L evel which will provide important baseline
information. Additionally, the State G overnment has
recently announced the setting up of an indepen-
dent S DGs Implementation and Monitoring centre
expected to be functional in 2019-20.
In Mizoram, a High-Level Monitoring Committee for
SDGs under the Chairpersonship of Chief Secretary,
has been constituted to monitor the implementation
of SDGs. A Technical Committee on SDGs under
the Chairpersonship of Director, Economics and
Statistics Department has been set up to identify
indicators and assess capacity of line Departments
to implemented SDGs. The District Planning Commit-
tee has been entrusted in each District to monitor
SDGs implementation. A Baseline data survey has
been conducted which will provide useful data for
SDG monitoring.
Odisha, all the concerned 35 Departments have
been asked to finalise indicators for 17 Goals related
to their Departments. The SDG Cell created in differ-
ent Departments will monitor the progress of imple-
mentation of S DGs. Steps will be taken to develop
Dashboard for monitoring of SDGs indicators on a
regular basis. An Odisha State Indicator Framework
(OSIF) is being prepared based on which an OSIF
Baseline Report will be prepared.
Punjab has established a SDGs cell in E conomic and
Statistical Organisation, Punjab for monitoring SDGs.
State specific indicators are being identified and the
State is preparing Department Information System
Architecture (DISA) of each Department for monitor-
ing the SDGs in the S tate. The S tate Government has
constituted a State Level Task Force for Monitoring of
SDGs with the Finance Minister as the Chair.
In Rajasthan, State Level Implementation and Moni-
toring Committee for SDGs under the Chairper-
sonship of Chief Secretary has been constituted to
suggest strategies and monitor progress and activ-
ities on S DGs in the S tate. Availability of data on the
National Indicator Framework is being assessed. A
dashboard for monitoring SDGs is being prepared by
Department of Information Technology and Commu-
nication.
In Tamil Nadu, a web portal and dashboard are being
developed to monitor the implementation of SDGs by
the Tamil Nadu e-Governance Agency.
Telangana is developing a monitoring framework for
the SDG indicators.
Tripura has identified 89 indicators covering all the
SDGs except S DG 14 which have been included in
the Vision-2030 document of the State. Targets have
been fixed for each of these for 2022-23 and 2030-31
with 2016-17 as base.
Uttar Pradesh has identified monitoring indicators
based on the National Indicator Framework. A base-
line report is under preparation.
West Bengal has identified 585 indicators for SDG
monitoring and created District-level Monitoring
Committees for reviewing.
Uttarakhand has initiated development of district
level S DG monitoring framework for the State.
In Andaman and Nicobar Islands, the E valuation
Cell in the Planning Department is responsible for
monitoring S DGs. Data is being collected regularly
and review is being done by senior officials of the
administration.
Delhi has developed an IT application for real-time
monitoring of schemes and programmes. SDG
targets are presently being linked to the outcome
budget and the approved budget of 2019-20, to
prepare the groundwork for efficient monitoring and
review of S DGs. lOCAlIsINg sUsTAINABle DeVelOPMeNT gOAls 22
c
Mapping budgetary priorities in relation to the SDGs does not automatically lead to more
coherent management or reorientation of resources as accounting and budgeting frame-
works need to be aligned to integrate SDGs. An assessment of requirement and avail-
ability of financial resources as for implementing SDGs is required both at Central and
State levels.
Budgets provide a concrete measure of real commitment to the goals, while information
on actual spending shows whether governments have followed through on the planned
budget expenditure. As a result, there is a need to quantify the resource gap and arrive at
a multipronged strategy to bridge the gaps in expenditure prioritisation, revenue augmen-
tation and efficiency improvements to ensure sufficient financing for the SDGs. Identifying
bottlenecks and investing in ‘accelerators’ – sectors that can yield multiple dividends is an
important exercise to determine most effective allocation of resources.
Budgeting is a substantive part of planning which plays a dominant role in enabling imple-
mentation of policy intents. Therefore, budgeting for SDGs significantly contributes to effec-
tive integration of SDGs in government policy and programme implementation. There are
several ways in which SDGs are being integrated in budgeting – mapping budget allocations
against S DGs; including a narrative in the budget document to broadly explain how budget
corresponds to S DGs; using S DG achievements to evaluate budget outcomes and resorting
to SDGs as a tool to rationalise resource allocation and decide financing priorities.
4

Budgeting for SDGs is yet to mature. Some States have taken the initiative to map their
budgets against the SDGs or include a study on budgetary contribution to the SDGs in the
budget document. Efforts are required to ensure that SDGs are used to improve budget
performance evaluation system and as an assessment tool for resource allocation.
More importantly, ensuring effectiveness of government spending by identifying areas that
can yield multiple dividends along with tapping finance through innovative instruments is
vital to ensure sustained financing for the SDGs. The governments at the central and state
levels have taken several strong measures to enhance effectiveness of expenditure such
as introduction of outcome budgeting, expenditure reforms, rationalisation of schemes, and
improving accountability and transparency in areas of governance.
The Finance Commission of India, which is constituted every five years, bears the responsi-
bility to, among others, review the state of finances of the Union, recommend the mechanism
of devolution of taxes between the Centre and the States, and suggest ways to augment
resources at the local governance levels. Currently, the Fifteenth Finance Commission is
considering using SDGs as a framework to provide incentive grants to the States.
Nevertheless, it is well recognised that governments alone cannot finance these goals and it
is critical to draw on all available resources – domestic and international, public and private.
Mobilising private sector financing in addition to existing public finance and multilateral devel-
opment finance will be key to scaling up development initiatives, and achieving development
targets. There is huge potential for mobilisation of Corporate Social Responsibility funds
and private investments, to meet the development needs of the country. Currently, private
financing in India is under-tapped, fragmented and often not informed by credible develop-
ment data or linked to the state/district level planning and budgeting needs and processes.
Early Lessons on Budgeting
4 Hege, E ., Brimont, L (2018). Integrating SDGs into national budgetary processes. StudiesN°05/18, IDDRI,
Paris, France
Early Lessons on SDG Localisation from India
23eARlY lessONs FROM INDIA
Highlights from States and UTs – Budgeting
Andhra Pradesh has mapped all schemes to SDGs
and is preparing an outcome budget which is being
used to identify resource gaps.
Arunachal Pradesh is considering preparation of an
outcome budget. All schemes have been grouped
according to the 62 SDG indicators of NITI Aayog.
Assam has been preparing SDG centric budgets
since 2016-17. Mapping of schemes vis-à-vis SDGs
has also been undertaken.
Gujarat is in the process of preparing outcome-based
budget aligned to SDGs. A specialised web portal has
been developed to monitor physical progress against
financial expenditure for each Goal.
Haryana has mapped all schemes with SDGs. The
state government is also making efforts to formulate
SDG based ‘District Budget Snapshots’. To brain-
storm options for financing, a roundtable on alterna-
tive market borrowing options for the Government of
Haryana was organised.
Himachal Pradesh has aligned budgets to SDGs
since 2016-17. The State has undertaken detailed
fund gap analysis for achieving SDGs. Thirty new
schemes have been initiated in 2018-19 as a result
of this analysis. Rationalisation and restructuring of
ongoing schemes has also been done.
Jharkhand has completed an exercise to evaluate
Goal-wise allocation during FY 2019-20.
In Karnataka the G oal-wise Committees have
appraised the state government of the budget
requirements.
In Kerala, a mapping of schemes with SDGs has been
shared with the Kerala State Planning Board which is
expected to guide the preparation of Annual Plans.
In Maharashtra, 1595 state schemes have been
mapped to the goals and the targets using the online
tool Maharashtra Plan Schemes Information Manage-
ment S ystem (MP-SIMS).
Mizoram has undertaken a landscape analysis
and has identified line Departments, Schemes and
Programmes that are responsible for achieving
the targets.
Rajasthan has decided to link all State and Central
Schemes Codes/ Budget Heads with SDGs and is
planning to include a module/interface for mapping
of existing schemes on Integrated Financial Manage-
ment S ystem (IFMS). It is also proposed that the
format for opening of Budget Head for new Schemes/
Activities will be modified to ensure linking of scheme
with SDGs.
Telangana has mapped the schemes and their
budget estimates with each SDG indicator.
In Uttar Pradesh, budgetary requirements for
Centrally and S tate sponsored schemes based on the
SDG framework have been prepared and forwarded
to the Department of Finance.
Uttarakhand has undertaken a detailed assessment
of its budgetary allocations catering to SDGs and
has initiated Outcome Budgetary exercise aligned
to the S DGs.
Chandigarh administration has identified sector-
wise allocation which will be useful in identifying the
resource gap.
Delhi is preparing an Outcome Budget that links
budgetary allocation to outcomes being achieved.
Mapping of the schemes, programmes and projects
has been done.
The trade-offs between growth and sustainable development from a financing point of view
need to be better understood. Research on this will yield tremendous benefits for plan-
ners and decision makers. Efforts are required to design a long-term fiscal plan and ensure
sustained financing in order to ensure progress on SDGs.
Approaches, methods and expected outcomes vary across States, leading to initiatives
shaping up according to the perceptions and requirements of the States. Different method-
ologies have been developed in different States. While the initiatives are slowly gathering
pace, S tates and UTs are evincing increasing interest in orienting budgets to the SDGs. lOCAlIsINg sUsTAINABle DeVelOPMeNT gOAls 24
d
It is critical to engage in continous advocacy to sustain momentum of localising the SDGs.
Initiatives for enhancing public awareness and sensitisation about SDGs need to be
stepped up so that the process of implementation becomes participatory and inclusive.
Further, behaviour change communication is also important to ensure that society adopts
practices that promote sustainable development.
Successful adoption of sustainable development policies and initiatives at the national and
sub-national levels calls for awareness generation, advocacy, and effective communication.
Communication, awareness generation and advocacy are also embedded in the following
SDG targets:
• SDG Target 4.7 emphasises all learners acquiring the knowledge and skills needed to
promote sustainable development;
•
SDG Targets 12.8 aims to ensure that by 2030 people everywhere have the relevant
information and awareness for sustainable development and lifestyles in harmony with
nature
•
SDG Target 13.3 aims at improving education, awareness-raising and human and
institutional capacity on climate change mitigation, adaptation, impact reduction and
early warning
In India, at the national level, sensitisation of Government officials is undertaken by NITI Aayog
in collaboration with relevant ministries, experts, CSOs, think tanks and the United Nations.
NITI Aayog organised goal-wise sensitisation workshops for government officials, inviting
relevant Union Ministries, State G overnments, CSOs and subject experts. This ensured
familiarisation of all concerned government officials with the global goals and the targets.
The 2030 Agenda Declaration was translated to all regional languages to ensure wider
dissemination. Technical regional workshops on localising SDG indicators and developing
data methodologies were held at the sub-national levels.
NITI Aayog has vigorously pursued advocacy with sub-national governments to heighten
the thrust on S DGs. It has set up an annual review process for assessing the states’ progress
in adopting, implementing, and monitoring SDGs. The SDG India Index Report, which is
published annually, is expected to drive the states to achieve the targets on time.
The S tates have devised their own strategies for sensitising elected representatives and
officials at the S tate/district/local levels, CSOs and communities. However, communication
strategies need to be tailored specifically for each group. Media also has an important role
in generating awareness on Agenda 2030 and needs to be co-opted.
Early Lessons on Communication, Awareness
generation and Advocacy
Early Lessons on SDG Localisation from India
25eARlY lessONs FROM INDIA
Highlights from States and UTs – Communication, Awareness generation and Advocacy
Andhra Pradesh conducted a series of consultations
and conclaves for sensitising officials on SDGs. It has
participated in the High-Level Political Forum on
Sustainable Development 2017 where it presented
its progress in adoption, implementation, and moni-
toring of S DG in front of a global audience. The state
legislative assembly had organised a discussion on
SDGs in November 2017; the state government had
conducted engagement programmes in all villages
and wards in January 2018.
Arunachal Pradesh has undertaken sensitisation
programme for all Deputy Commissioners and
District Planning Officers on SDGs.
Assam was one of the first States in India to adopt
SDGs at the sub-national level. The State G overn-
ment’s commitments to SDGs were widely publicised
through various media to generate awareness among
the public as well as other stakeholders. Several
consultations were held with the participation of
experts, academia, experts, and UN Agencies to
sensitise government officials.
Bihar orgnanised workshops with various govern-
ment departments to create awareness about SDGs
and for the preparation of Vision Document and
Action Plan 2017-20. A session was also held in the
Vidhan Mandal (Legislative Assembly) on SDGs.
Chhattisgarh conducted a number of deliberations
with all government departments on SDGs to gather
inputs for the preparation of the Vision 2030 docu-
ment. Additionally, it organised three conclaves to
raise awareness on SDGs.
Gujarat has prepared communication modules for
trainers in Gujarati vernacular language aimed at
developing capacity of functionaries at district and
below levels as ‘ Trainers’. This has been conducted
through 17 sessions. At the State level, the process of
adopting SDGs started with sensitisation workshops
for senior government officials in partnership with
the UN. The S tate government has collaborated with
various universities and educational institutes for
sensitising government and nongovernment agen-
cies about S DGs implementation, and its monitoring
and evaluation framework.
Haryana has prepared an SDG Communication
Strategy to build awareness amongst all stake
-
holders such as State G overnment Departments,
academic institutions, Civil Society Organisations,
private sector, and the media. The State G overnment
has also prepared advocacy materials in Hindi and
English on all the SDGs depicting current data and
the targets for Vision 2030 of the State G overnment.
The Himachal Pradesh government has taken
several initiatives for generating awareness on SDGs.
Several folk media groups (kala jathas) have been
engaged to spread awareness on SDGs in each of the
78 development blocks of the state. Video messages
from the Chief Minister have been telecast on TV and
disseminated in the print media.
In Jharkhand, the government departments are
undertaking awareness generation drives on the
programmes aligned to the SDGs.
Karnataka has been actively working towards
spreading awareness about SDGs. It has prepared
an SDG Calendar and posters in both, English and
the regional language, Kannada and posters on each
of the Goals. The government also advertises SDGs
through short videos and jingles.
In Kerala, the Kerala Institute of Local Adminis-
tration (KILA) has been imparting awareness on
SDGs through specially curated modules. Training
programmes have been conducted for elected repre-
sentatives and officials of local self-government insti-
tutions and key stakeholders in local level planning.
In Madhya Pradesh, the State government has initi-
ated an extensive process of sensitising all govern-
ment departments on SDGs. Further, directives have
been issued to all district collectors to allocate one
session on S DGs in all the training programmes at
district level. 26lOCAlIsINg sUsTAINABle DeVelOPMeNT gOAls
In Maharashtra, awareness generation has been
undertaken through knowledge and information
sharing about S DGs by providing access to rele
-
vant documents on SDGs. Additionally, booklets on
SDGs that list out the goals and targets have been
translated to the local language, Marathi, and has
been shared widely with all departments of the
State Government.
Mizoram hosted a Regional Workshop on Sustain-
able Development Goals for all the north-eastern
States. S tate and district Level S ensitisation Work-
shop on S DGs was held for Members of Legislative
Assembly, Nodal officers from all line Departments,
District Authorities and Villages Councils/Local
Councils Presidents/Secretaries. Posters on SDGs
have been prepared and distributed to different
offices and schools. Video clips on SDGs in local
language have been circulated in local TV channels
and social media.
In Punjab, the Department of Planning as a Nodal
Department is raising awareness of various depart-
mental officials on SDGs.
In Rajasthan, for sensitisation and capacity building
of government officials, regular training programmes
are organised. For District and local levels, Indira
Gandhi Panchayati Raj and Gramin Vikas Sansthan
has organised refresher trainings and workshops.
Brochures have been prepared for communication
and awareness generation at State, District and
Sub-District levels.
Tamil Nadu conducted an awareness generation
and sensitisation programme on SDGs for all officials
involved in S DG implementation.
Telangana has undertaken orientation, training and
sensitisation programmes. e-modules have been
developed in both Telugu and English, in which over
9000 government employees have been enrolled so
far. The aim is to train 60,000 employees at district
and sub-district level through the e-learning module.
Tripura is undertaking initiatives for sensitising offi-
cials at the S tate and district levels. District Magis -
trates have been requested to identify Training
Managers in Blocks and Districts for intensive train-
ing to localise the SDGs for achieving the SDGs.
In Uttar Pradesh, the nodal officers for each Goal at
multiple levels of administration have been trained
to raise awareness on issues related to the respec-
tive G oal.
An Uttarakhand Sustainable Development Festi-
val was held to raise awareness on SDGs. Techni-
cal sessions on SDGs were held, an SDG wall was
unveiled, and a number of advocacy events were
held. This was attended by over 300 national and
international participants and more than 2000
students.
Andaman and Nicobar Islands has developed IEC
materials which has been used by all the govern-
ment departments. Awareness programmes are
conducted for various stakeholders through media
campaigns and advertisements.
The G overnment of Delhi has initiated a process of
communication, awareness generation and advo-
cacy on S DGs by involving all the major departments
of the government associated with the SDGs. The
government is further working with various sections
of the community on awareness generation by way of
implementation of number of schemes/ programmes
associated with achievement of different sustainable
development goals. eARlY lessONs FROM INDIA
Early Lessons on SDG Localisation from India
27
e
Empowering local self-governance institutions is the single most effective strategy for
ensuring community ownership and integration of SDGs at grassroots level, as its members
are directly elected by the people, and are mandated to undertake planning exercises in
consultation with the community.
Local governments – both rural and urban – are best placed to ‘put people first’ and ensure
‘no one is left behind’. In India, twenty-nine functions related to socio-economic develop-
ment are devolved to local governments as identified in the sub-national laws. As a result,
out of the 17 S DGs, 15 are directly related to activities carried out by local governments in
India (SDG 14 on marine resources and SDG 17 on global partnerships fall outside the ambit
of local governance institutions).
At the national level, the Ministry of Panchayati Raj
5
, responsible for administering local
self-government in rural areas, has been advocating to integrate SDGs within the local plans
(known as the G ram Panchayat Development Plans - GPDP) and have prepared guidelines
to support this integration. Since G PDPs are to be prepared in a participatory manner and
also approved by the village council (Gram S abha), integrating SDGs into these plans is an
important step to effect change on ground and ensure transformative impact. The GPDP
process – supported by the Ministry of Panchayati Raj’s policy enablers and capacity building
exercises – created conducive conditions for local self-governance institutions, particularly,
the Gram Panchayats (institutions of rural local self-governance) to integrate SDGs into
development action on the ground. Many States have also initiated capacity building of local
self-governance institutions on the same.
The district administration plays an important role in scrutinising and endorsing local govern-
ment plans. As a result, awareness of the district administration on SDGs assumes impor-
tance. S everal S tates have either entrusted the District Planning Committees (a Constitutional
body for district level planning and monitoring of programmes) with the responsibility of
coordinating SDG implementation or have created district level structures (District SDG Cell)
under the leadership of the District Collector for the purpose.
However, effective localisation would also need to involve developing mechanisms for build-
ing rural-urban synergies. This is particularly important since many of the challenges in the
years to come for cities would come from increased migration from rural areas.
Effective localisation of SDGs requires linking budgets to the local plans which in turn requires
an approach that fosters vertical as well as horizontal convergence. It also requires devising
strategies for effective monitoring to allow for course correction at the local levels.
The capacities of institutions that are responsible for capacity building at local levels need
to be augmented as they may not have adequate resources for building capacities on SDGs.
Embedding CSOs and other institutions early on can help localising SDGs and in identifying
hotspots for targeted intervention by all actors.
Early Lessons on Aligning Local Plans with SDGs
5 This Ministry is responsible for all matters related to rural local self-government in India. 28lOCAlIsINg sUsTAINABle DeVelOPMeNT gOAls
Highlights from States and UTs – Aligning Local Plans with SDGs
Andhra Pradesh has formulated a vision for each
district, enabling the local governance structures
in the state to implement strategies adopted under
Vision 2029.
In rural areas of Arunachal Pradesh, efforts are
underway to integrate SDGs in GPDPs and to develop
capacities of PRIs on SDGs
The Assam State government has prepared an
SDG manual for districts and councils reflecting
the need for every district and council to prepare a
15-year vision In addition, every council and district
is expected to prepare a 7-year strategy and a 3-year
action plan drawing from the State’s vision, strategy
and action plan. Each G ram Panchayat/Village Coun-
cil Development Committee/Village Development
Council/Urban L ocal Body is also expected to inte -
grate S DGs in their planning tools.
Chhattisgarh is setting up ‘Panchayat Development
Goals’ under G ram Panchayat Development Plan
(GPDP). Further, to facilitate SDG based planning,
implementation and monitoring at the district level,
State level guidelines on ‘Decentralised District Plan-
ning’ are being modified to align to SDGs.
Haryana is preparing S DG based G ram Panchayat
Development Plans (GPDPs) which will be developed
by the PRIs.
Jammu and Kashmir has formed district and block
level committees to coordinate implementation at
the Panchayat level and monitoring units in select
urban areas.
Karnataka is focussing on capacity building of offi-
cials and elected leaders of PRIs for localising SDGs.
Kerala has set up Centre for SDGs and L ocal G overn-
ment to mainstream SDGs into the L ocal Plans.
Madhya Pradesh is in the process of disaggregating
the actionable agenda at district and Gram Pancha-
yat levels. A S DG cell has been constituted under
chairpersonship of District Collector with district level
officials of the concerning district departments as
members.
Maharashtra has made statutory interventions for
implementation of 17 SDGs and 169 Targets by the
District Administration. It has amended the rules
under the Maharashtra District Planning Committee
(Constitution and Functions) Act 1998, to ensure that
the District Planning Committees plan and assign
funds for S chemes / Programmes directly related
to SDGs. District Annual Plan which has 138 District
Level S chemes with Outlay of Rs.9000 Crores in
2019-20 under the State G eneral Plan have been
mapped with the NIF.
Mizoram has conducted a baseline survey for 264
parameters at local/village level. Village Develop-
ment Plan for selected model village will be prepared
with S tate Institute of Rural Development and
Panchayati Raj for implementation of SDGs at village
level. This will then be replicated in other villages.
One village in every district has been selected for
the pilot exercise.
In Punjab, the Department of Rural Development and
Panchayats and Local G overnment are involving the
PRIs and ULBs to achieve the targets fixed under
SDGs at grassroot level.
Early Lessons on SDG Localisation from India
29eARlY lessONs FROM INDIA
In Rajasthan, the S tate Institute of Rural Develop -
ment and Panchayati Raj is providing guidance for
sensitisation/implementation of SDGs at PRI level
and for integration of SDGs with G PDP. S eparate
cell/unit for implementation of SDGs at district/ULB/
panchayat levels are to be established.
Tamil Nadu is implementing a special programme
to address backwardness by aligning local plans to
achieve S DGs by involving Village Poverty Reduction
Committees (VPRC), PRIs and ULBs. District level
SDG cells are also being created for aligning local
plans with S DGs.
Initiatives have been taken in Telangana to iden-
tify village-level priorities and resources available.
These will form the basis for the preparation of Gram
Panchayati Development Plans (GPDPs).
Tripura has conducted an orientation programme
for resource persons on aligning local plans with
the SDGs. Panchayat Secretaries have also been
oriented on S DGs.
The Uttar Pradesh task force led by the Chief Secre-
tary has instructed PRIs and ULBs to integrate SDGs
in their planning tools. Government of Uttar Pradesh
has integrated S DGs in the G ram Panchayat Devel-
opment Plans.
Uttarakhand has initiated the modifications of the
Gram Panchayat Development Plan (GPDP) guide-
lines for integration of SDGs in GPDP. It has created
a pool of Master trainers for imparting the training to
PRIs for alignment of GPDP in lines of S DGs.
The Municipal Corporations in the NCT of Delhi are
implementing a number of schemes in education,
health, urban development, water supply and sanita-
tion, clean water and air, and greening public spaces.
Local governments – both
rural and urban – are best
placed to ‘put people first’ and
ensure ‘no one is left behind’.
In India, twenty-nine functions
related to socio-economic
development are devolved to
local governments as identified
in the sub-national laws. lOCAlIsINg sUsTAINABle DeVelOPMeNT gOAls 30
f
The training on SDGs should go beyond the 17 goals and targets and should be viewed
from the perspective of fundamental skills and competencies that are required to deliver
the goals by 2030.
The challenges that the SDGs tackle are diverse and complex, and the integrated and trans-
formative nature of the Goals require a multidisciplinary and innovative way of working for
implementation at the national, regional and local levels. This new way of planning, financing,
implementation, and monitoring entails re-skilling and development of new competencies
for all diverse stakeholders.
Capacity development is an abiding initiative across the States and will continue for the
long haul as new capacities are required at multiple levels for a range of functions relating
to programme design and implementation, reporting, monitoring and evaluation, and collab-
oration and partnerships across stakeholders and sectors. Almost all States have reported
about conducting capacity building programmes for senior officials of State Departments
/ Agencies, officials from different SDG cells/centers/units, officials dealing with indicators,
data and monitoring, and district level officials involved in planning and implementation of
programmes/schemes.
Development of capacity building aids and learning materials has been prioritised by vari-
ous State governments. Different forms of resources have been used such as – comics for
children, written IEC materials on S DGs, manuals, training modules, e-learning modules,
information booklets and tools/toolkits, targeting different audience. These have been
prepared in local languages, apart from English.
Capacity building initiatives in the States and UTs so far can be categorised as follows:
•
Sensitisation and orientation of government officials of various departments and agen-
cies on S DGs;
•
Generating common understanding about how different departments can synchronise
their efforts to achieve the SDGs and associated targets;
•
Consultations on mapping of departments and schemes on SDGs and associ-
ated targets;
•
Orientation and training on SDG indicators, data collection and monitoring framework;
• Workshops on S DG-oriented budgeting, linking outcome-budgets to SDGs and related
issues; and
• Sensitisation and IEC events for various stakeholders.
Going forward, capacity development needs a long-term strategy to bolster the institutional
capacity of the government on the SDGs. While India has many strong and well-functioning
institutions, the sheer scale of its ambition and efforts to implement the SDGs will require a
more comprehensive approach. A few issues which require addressing in this area are: the
role of the national training institutions to spearhead the capacity development efforts on
the SDGs; the need to assess current gaps (human, financial, technical etc.) across training
institutions to develop capacities on SDGs; the scaling up of trainings to the state, district
and local levels; and, the possibilities of leveraging existing training programmes under
various schemes for SDGs.
Early Lessons on Capacity Development eARlY lessONs FROM INDIA
Early Lessons on SDG Localisation from India
31
In order ensure the sustainability of capacity development efforts, there is also a pressing
need to map the learning trajectory on SDGs for key actors within the government. For
instance, the same set of people may be required to be trained at different points to reinforce
and /or to introduce new issues, methods and tools. There may also be value in undertaking
a gap analysis to determine the level of human and institutional capacities to deliver the
SDGs – i.e. how ready public institutions are to deliver on the SDGs. This will need identifying
competencies that will close the 'gaps' between the current and the desired levels. Follow-
ing the gap analysis, a programme of courses should be developed for necessary capacity
building for the public sector and other stakeholders. These courses can ideally be integrated
into higher education institutions to ensure sustainability and continuity.
The training on S DGs should go beyond the 17 goals and targets and should be viewed from
the perspective of fundamental skills and competencies that are required to deliver the goals
by 2030, including policy coherence, behavioural change, leveraging technology, promoting
innovation, leadership requirements for SDGs, systems thinking, monitoring and evaluation,
engaging with the private sector, ensuring rights for the people and green procurement. 32lOCAlIsINg sUsTAINABle DeVelOPMeNT gOAls
Highlights from States and UTs – Capacity Development
In Arunachal Pradesh, the government has organ-
ised a series of workshops to sensitise government
officials at multiple levels on SDGs.
Assam has undertaken sensitisation and capacity
development of government officials through a series
of workshops and conferences at the state, division,
district and tribal autonomous council levels involving
experts, private sector, UN agencies and other stake-
holders. It organised an innovation lab followed by an
innovation summit to brainstorm innovative ways to
implement the state government’s rural development
programme – Gramya Unnayan Yojana. Conclaves
on ‘Synergising CSR and S DGs’ and ‘Ideathon: Youth
Innovation for Brighter Assam’ have also been organ-
ised.
The Chhattisgarh State Planning Commission regu-
larly facilitates capacity building of government offi-
cials and elected representatives through training
sessions in the Academy of Administration and State
Institute of Rural Development.
Gujarat is preparing a six-monthly calendar of capac-
ity building programme according to which trainings
will be conducted. About 100 senior district level offi-
cers including District Planning Officers and District
Statistical Officers from all districts have been trained
on localising S DGs at sub-state level.
Haryana has conducted a series of sensitisation
workshops and roundtable meetings for raising
awareness of government officials on SDGs.
Himachal Pradesh has conducted several training
and capacity-building programmes with the State
Training Institutes on SDGs. A pool of 40 trainers has
been developed in the State.
A team of government officials from Jammu and
Kashmir has been trained on SDGs at the National
Statistical S ystem Training Academy.
In Jharkhand, draft modules on health, water and
sanitation, nutrition, education and child protection
for orientation of officials of Panchayati Raj Institu-
tions have been prepared, all of which have dedicated
sections on S DGs. Various training programmes have
also been conducted by State Training Institutions.
Karnataka has prepared modules for capacity build -
ing of government officials and elected representa-
tives. The S tate aims to train 1,35,000 officials and
elected representatives in 5 years through 2915
master trainers.
In Kerala, Kerala Institute of Local Administration
(KILA) has been designated as the training and
capacity building partner on SDGs and has setup
the ‘Centre for SDGs and Local Governments’. It has
designed a range of tools for various stakeholders
and had organised capacity building programmes.
An online dashboard, accessible to the public,
enables the S tate, District and local functionaries to
develop targets, and track and monitor the progress
on the attainment of SDGs.
Madhya Pradesh has initiated an extensive process
of sensitisation for 9 working groups from 54 depart-
ments of the government. A state level training
programme has also been organised on the subject
of integrating S DGs in decentralised integrated plan -
ning process.
Maharashtra government has taken measures to
ensure that a sustainable stream of funds is avail-
able at the district level for continuous training and
capacity building on SDGs. Additionally, the govern-
ment has directed YASHADA, the S tate Level Admin-
istrative Training Institute, to incorporate academic
curriculum on S DGs in their existing training modules
for government officers.
Early Lessons on SDG Localisation from India
33eARlY lessONs FROM INDIA
In Mizoram, a Technical Committee has been set up
for assessment of the capacity of line Departments to
implement programmes to achieve SDGs as one of its
core functions. The Committee has held training for
nodal officers of all government departments, district
level officers and selected NGOs.
Odisha has organised a series of brainstorming
sessions, training programmes and orientation
programmes on SDGs.
In Rajasthan, capacity building exercises have been
undertaken at the state and district levels for officials
as well as elected representatives of local govern-
ments. The S tate Institute for Rural Development has
conducted extensive training programmes for the
officials of Panchayati Raj Institutions.
In Tamil Nadu, trainings on S DGs have been incor-
porated in the regular training programmes of the
State Training Institutions. The State Institute for Rural
Development has been imparting training on SDGs
to officials and Master Trainers of departments and
districts dealing with SDGs.
In Telangana, the Centre for Sustainable Develop-
ment G oals has been set up at MCRHRD Institute
of Telangana with the prime objective of capacity
building of all government officials on SDGs.
In Uttar Pradesh, the training wing of the Planning
Department and nodal departments have been
organising capacity building programmes for the
officials at the state level, apart from the State Admin-
istrative Training Institute.
Uttarakhand has organised a series of sensitisa -
tion programmes at the State and district levels for
government officials.
In Andaman and Nicobar Islands, the govern-
ment departments are undertaking sensitisation
programme at all levels.
The Finance Department in Chandigarh has been
conducting departmental training programmes for
designing indicators for the targets set for 2020,
2025 and 2030. Training has also been conducted
for the preparation of action plan for SDG implemen-
tation.
Delhi is regularly designing and conducting capacity
building workshops for government officers.
In Lakshadweep, a training programme has been
conducted for officials dealing with statistics for
monitoring of the SDG targets. lOCAlIsINg sUsTAINABle DeVelOPMeNT gOAls 34
g
Early Lessons on Reaching the Furthest Behind First
The agenda of Leave No One Behind requires a robust system for identifying the margin-
alised and ensuring that they are able to exercise their rights and benefit from their enti-
tlements.
Achieving the Agenda 2030 requires that all governments must chart a course aimed specif-
ically at curbing inequalities between people, groups and places; correcting for legacies of
discrimination and exclusion both among and within countries; and prioritising and fast-track-
ing progress among the furthest behind. Addressing inequalities assumes importance both
from the instrumental perspective as an impediment to growth and human development;
and also from an intrinsic perspective as a violation of shared norms, values and people’s
sense of fairness.
The pledge to leave no one behind is a commitment to end extreme poverty in all its forms
and to act explicitly to ensure that those who have been left behind in the development story
are raised to a level-playing field at par with those who have experienced greater progress.
This pledge to ‘leave no one behind’, and moreover ‘to reach the furthest behind, first’, finds
fertile soil in the Indian development narrative of ‘Sabka Sath, Sabka Vikas’ which translates
as ‘Collective Effort, Inclusive Growth’.
While social inclusion in public policy has been an intrinsic element both at the national and
subnational levels, SDG-oriented envisioning has intensified focus on the principle of ‘leaving
no one behind’. S tates have called for maximisation of space for social inclusion and participa-
tory initiatives within existing programmes or adding new components wherever necessary.
All States have made this principle the leading actionable and monitorable parameter in
programme implementation. A number of States and UTs have taken initiatives to conduct
vulnerability mapping and reinforced the depth and extent of participation in various devel-
opment programmes to make them truly inclusive. Special initiatives have been taken to
address the needs of the vulnerable population groups such as women, Persons with Disabil-
ities, Scheduled Castes and Scheduled Tribes. Like at the national level, social insurance
and entitlement-based programmes have been multiplied in States and UTs, targeting the
vulnerable population groups with multi-factor metrics.
Leaving no one behind is a recurring and overarching objective of the 2030 Agenda. Imple-
menting the pledge, thus, does not imply a separate course of action but is intrinsic to the
action required to achieve the SDGs. As people who are left behind are likely to include
more than just the income-poor, countries implementing the pledge will need to go beyond
single-factor metric in order to understand the degree, multiplicity and distribution of disad-
vantages within societies. It is therefore important to institute a mechanism for ensuring that
the vulnerable and the marginalised are able to engage with the government institutions so
that State level strategies reflect their voices and translate the spirit of leaving no one behind.
Early Lessons on SDG Localisation from India
35eARlY lessONs FROM INDIA
Highlights from States and UTs – Strategies on Reaching the Furthest Behind First
A study conducted by Andhra Pradesh concluded
that the blocks with more than 30 percent of
Scheduled Tribe population perform poorly on
majority of the development indicators. Subsequently
these blocks have been given higher priority in
terms of infrastructure, services and governance at
a war-footing.
The vulnerable sections of the population in
Arunahcal Pradesh can be grouped as (a) people
living in border areas (b) small and marginal farmers
(c) economically weaker sections (d) women and (e)
differently abled. The State is making efforts towards
their financial inclusion to empower them econocially.
The District and Council level SDG manual in Assam
provides guidance on how to identify and reach
vulnerable sections of the population. Programmes
such as Samagra Grama Unnayan Yojana (Compre-
hensive Rural Development Programme) and the
district multi-sectoral results-based nutrition action
plan will help take service delivery to vulnera-
ble groups.
Bihar focusses on uplifting the vulnerable groups,
e.g., Women, S cheduled Caste/Scheduled Tribe
communities and Minorities. Special schemes for the
marginalised are contributing to the empowerment
of vulnerable sections in the State.
The Gujarat State government has already put in
implementation various strategies to reach vulner-
able population groups like an umbrella scheme of
Vanbandhu Kalyan Yojana addressing the vulnerable
population of 14 tribal districts of the State.
Haryana is finalising plans to provide a unique
‘Family ID’ to all families in the State, data for which
have been derived from a door-to-door survey and
Common S ervice Centres (CSCs). The database
would help in the identification of vulnerable popu-
lation groups.
Strategies have been devised to reach the most
marginalised in Himachal Pradesh especially focus-
sing on groups that are not yet completely covered
under regular government schemes.
In Jharkhand, the Department of Welfare is imple -
menting need-based schemes for vulnerable popu-
lation groups – Scheduled Castes/Scheduled Tribes
(STs)/ Other Backward Castes and Minorities. Among
the STs, special schemes are implemented for the
Particularly Vulnerable Tribal Groups (PVTGs).
Karnataka is preparing strategies for better inclusion
of the vulnerable groups in the budget allocation. The
State has included strategies under SDG 10 Action
Plan Report for Social Groups (SC/ ST/ OBC/ minori-
ties) focussing on skill development.
Kerala has dedicated programmes for different
sections of the society – (a) Women and children –
Kudumbashree for poverty eradication and women
employment, Pink Patrol for safety of women and
children; (b) Transgender persons - First State in India
to unveil a Transgender Policy and to provide employ-
ment reservation for transgender persons; (c) Elderly
persons – First State in India to declare a Pain and
Palliative Care policy for the elderly, provision for
delivering pensions to the residence of the elderly
if requested; (d) Migrants – Special programme on
providing education to the children of migrant work-
ers, health insurance and accidental death coverage
for migrant workers; (e) Persons with Disabilities –
reservations for the persons with disabilities in higher
education and jobs. (f) Homeless - the Mission LIFE
(Livelihood Inclusion and Financial Empowerment),
a housing campaign to build houses for those who
are landless and houseless; (g) Scheduled Castes
Development Department and Scheduled Tribes
Development Department - programmes on health
care, education and provision of basic services.
Madhya Pradesh has defined indicators related
to vulnerable population groups and is collecting
data on a monthly basis. Under Aspirational Blocks
programme, the State has identified 50 Aspirational
Blocks out of which 29 are notified as tribal blocks
for prioritising development work. 36lOCAlIsINg sUsTAINABle DeVelOPMeNT gOAls
In Maharashtra, a Comprehensive SDGs Checklist
has been designed to monitor the extent to which
new project proposals are compliant with the frame-
work of S DGs. The S DGs Checklist consists of five
categories of assessment viz. Leave No one Behind,
Positive and Adverse Impact on the Three Pillars of
SDGs, Marker of S DGs and Targets, Monitoring and
Evaluation, and E xtent of S DGs Awareness. Further,
it has been directed that all proposals under the
Human Development Programme covering 125
Backward Blocks should be vetted against the SDGs
Checklist, prior to issuing Administrative Approvals
by the District Administration. Programmes are also
being designed, such as Livelihood Programme for
Rural Women, to reach the most marginalised.
Mizoram has conducted a baseline survey to collect
data on population below the poverty line, to further
assist the government in designing programme for
the most vulnerable sections.
In Punjab, as a first step, identification of the
vulnerable groups that need to be focused has
been completed.
Rajasthan is preparing a State data monitoring
framework to collect data disaggregated by regions,
social groups and gender so that regional and social
group-wise gaps could be identified and measures
to bridge these gaps can be taken up accordingly.
Tamil Nadu is implementing various schemes for
the vulnerable population in the State such as finan-
cial assistance to differently abled persons and
destitute widows, old age pension, provision of free
of cost assistive devices to the differently abled
persons, reservations in employment and provision
of food grains.
Telangana is implementing an array of schemes
schemes for reaching the vulnerable such as Sched-
uled Castes, S cheduled Tribe, Minorities, and vulner -
able women. The schemes are majorly related to
food security and nutrition, education, health, and
water and sanitation.
The Vision-2030 document of Tripura has specific
targets and strategies for Scheduled Tribe popula-
tion especially residing in the hilly areas.
Uttar Pradesh has identified strategies for reaching
the vulnerable population for addressing challenges
related to poverty, hunger and health.
Andaman and Nicobar, being a sparsely populated
island has been organising special drives to reach
all the intended beneficiaries through the field
level staff.
The Chandigarh, the administration has designed
strategies for identification of the vulnerable sections
of the population, based on which various schemes
are being implemented.
Delhi government has started a door-to-door house-
hold survey to collect primary data on 63 indicators
from the 2 crore residents and 40 lakh households of
the state on their socio-economic profile, which will
provide inputs to policy makers on addressing the
issues of the most vulnerable. eARlY lessONs FROM INDIA
Early Lessons on SDG Localisation from India
37
h
Early Lessons on Partnerships
Wide ranging partnerships are essential for achieving SDGs. The key objective is to build
a win-win situation where public and private partners pool in their resources and compe-
tencies to achieve common objectives.
The 2030 Agenda calls for a revitalised global partnership for sustainable development.
The degree and speed with which governments develop more sustainable and inclusive
multi-stakeholder partnership models will play significantly bear upon the success of
achieving the SDGs. The central objective is to build a win-win situation where public and
private partners pool their resources and competencies to achieve common aims. Many
new multi-stakeholder partnerships are already in place, and others will continue emerging,
complementing the efforts of governments and supporting the achievement of SDGs.
There is a greater realisation that private sector mobilisation and engagement with civil soci-
ety is important for transformative change across sectors pertaining to the global goals. The
private sector should contribute substantially to achieving SDGs by (a) adopting responsible
and sustainable business practices (b) incorporating the SDG targets of inclusion, equality
and sustainability in their value chains in both core and non-core operations, and (c) engaging
in Corporate S ocial Responsibility.
National policy and regulatory frameworks can prompt businesses to contribute to the
development of the country. In India, the legislation on Corporate Social Responsibility (CSR)
through S ection 135 of the Companies Act, 2013 was a pioneering step towards business
action in development, which mandated all profit-making companies to invest in CSR. Since
then, CSR initiatives in the country have witnessed a steady year-on-year growth. There-
fore, the participation of businesses in India’s inclusive development journey has evolved,
complimenting the domain of philanthropy.
Large and small companies have taken the first step by initiating reporting on their sustain-
ability practices. With Securities and E xchange Board of India’s (SEBI) mandate on Business
Responsibility Reporting (BRR) for the top listed companies in India, there is a definite shift
from voluntary to mandatory sustainability reporting.
States are increasingly building partnerships with various stakeholders, such as multi-lateral
organisations, academia, civil society organisations, and private sector, focusing on:
•
Identifying and scaling up innovations and developing new strategies and programmes;
• Building capacities, developing knowledge products and providing technical support;
• Improving participation, mobilisation and empowerment of the community; and
•
Strengthening implementation and monitoring efficiency in various programmes/
projects.
It is expected that with time and collaborative efforts, these partnerships among stakeholders
will become more robust and gain momentum. 38lOCAlIsINg sUsTAINABle DeVelOPMeNT gOAls
ANDHRA PRADESH eARlY lessONs FROM INDIA
STATE LEVEL INITIATIVES ON LOCALISING THE SDGs
39
STATE LEVEL INITIATIVES ON LOCALISING THE SDGS
1. ANDHRA PRADESH
I. Communication, Awareness generation and Advo-
cacy on SDGs: Andhra Pradesh adopted the Sustain-
able Development Goals (SDGs) as the framework to
provide a comprehensive and integrative approach
towards a happy, inclusive and sustainable society.
Further, the S tate government also formulated strat-
egies to realise its vision for the year 2029 (other-
wise known as the Vision 2029 framework), and the
SDGs provided the government with a comprehen-
sive framework for mapping strategies and track-
ing progress. The State government collaborated
with NITI Aayog to determine course-corrections in
strategy. In 2017, Andhra Pradesh presented its SDG
strategies and framework at the UN High-Level Polit-
ical Forum on Sustainable Development. An SDG
conclave on G oal 5 focusing on increasing women’s
workforce participation was organised with State
government officials, members of the private sector,
civil society organisations, and academia to delib-
erate on issues of women workforce participation,
women health, gender wage gap, leadership roles in
politics, and women security, among others.
II.
Institutional Mechanisms for Following ‘Whole-
of-Government’ Approach: The Andhra Pradesh
Vision 2029 delves into strategised initiatives and
indicators generated sectorally as well as temporally
in order to accomplish common goals. This brings
together all the line departments to effectively
formulate and implement strategies, and then
monitor their progress, within one framework. The
Vision has identified critical transformational areas,
namely human development, inclusive growth,
globally competitive economy, knowledge economy,
sustainability, and real-time governance. The Vision
2029 framework allows departments to integrate
the SDG framework strategies into their action plans
without having to separately adopt the framework at
the departmental level. Additionally, the 17 SDGs are
disaggregated into 44 themes and 121 targets. The
line departments are mapped to the targets of the
Sustainable Development Goals. Mapping the line
departments to the targets enabled the departments
to align their schemes and programs with the SDGs.
Preparation of Outcome Budget also ensures that
resource allocation and budgeting is done taking a
‘whole-of-government’ approach.
III.
Aligning Local Plan with SDG: The S tate formulated
district visions for every district, which enabled the
local governance structures in the State to imple-
ment the strategies adopted under Vision 2029.
The district visions comprised of indicators ranging
across various S DGs. These indicators provided the
administration at the district level the ability to anal-
yse the priority areas, and district specific challenges
which they need to address.
IV.
Good examples of inter sectoral approaches to
achieve SDGs: The government has laid special
focus on improving economic participation of women
in Andhra Pradesh towards achieving SDG 5 (Gender
Equality). G ender E quality is a goal which cuts across
all the S DGs. Issues on this front pertain to women
workforce participation, women's health, gender
wage gap, role of women in politics, and security of
women among others. The discussions brought to
light the fact that in order to attain Goal 5, there is
a need to focus on an integrative approach. It was
also highlighted that increasing workforce partici-
pation of women is contingent on providing decent
work and safe workplace for women, especially in
precarious vocations.
V.
SDG Monitoring: The government has put in place
a robust monitoring system with goals, themes,
targets, and indicators to periodically track the
State’s actions in terms of its progress towards
achieving the S DGs. All the 17 goals have been
adopted by the S tate. Further, the 17 goals have been
simplified into 44 themes for high-level monitoring.
The S tate has set 121 targets relevant to its context
and further defined 212 indicators for monitoring
progress across SDGs. The framework of goals,
targets and indicators are mapped with the strat-
egies and schemes of the government for ease of
monitoring required to achieve each of the goals.
The periodic data for SDG reporting is obtained from
all relevant line departments through the Real-time
Outcome Monitoring System (ROMS), managed by
the Planning Department.
The ROMS is an initiative that provides comprehen-
sive real time information on the targets and prog-
ress of identified indicators for all the programs of 4 40lOCAlIsINg sUsTAINABle DeVelOPMeNT gOAls eARlY lessONs FROM INDIA
STATE LEVEL INITIATIVES ON LOCALISING THE SDGs
41
the State government. It is the tool which monitors
the progress of all the districts, key departments
and key programs in the State. For greater transpar-
ency in monitoring of these key indicators, ROMS
has been put out in the public domain. The data can
be accessed through a web-based interface and an
application available for Android and iOS devices.
The S tate has brought out its SDG baseline report
in 2015, and S DG annual status reports consistently
thereafter taking stock of the progress on SDGs. The
recently published 2018 SDG Status Report is the
third report by the State government on the progress
in SDGs.
VI.
SDG based Budgeting: The S tate has aligned its
SDG priorities with its outcome budget. The process
of outcome-budgeting, started in 2017-18, aims to
focus on result-oriented outputs and outcomes,
thereby attaining an accountable and purposeful
style of governance, an action which the SDG advo-
cates. In the Outcome Budget, the departments
within the government indicate their goals and strat-
egies to attain the same, relevant and measurable
indicators and expected key outcomes. The docu-
ment further highlights the scheme-wise allocations
with the deliverables to be measured on an annual
basis. The alignment of the outcome budget to the
SDGs has enabled the government with better prior-
itisation of financial resources to meet the SDGs and
targets. The S tate government has mapped the SDG
targets with government schemes. Where schemes
have been found inadequate in meeting SDGs and
targets in a time-bound manner, the State G overn-
ment has formulated action plans to fast-track
SDG achievement.
VII.
Strategies for Leaving no one Behind: One of the
activities undertaken by the State government, in
the spirit of leaving no one behind , was the S chedule
Tribe (ST) Mandal (block) level evaluation study. The
purpose of this study was to evaluate the perfor-
mance of mandals with majority ST population and
build a case for prioritising developmental efforts
in those mandals . The prioritisation was based on
their performance on health, asset ownership and
infrastructure indicators. The study concluded that
the mandals with more than 30 per cent ST popula-
tion performed poorly on a majority of the indicators.
This led to prioritisation of these districts in terms
of implementing programs on the infrastructure,
services and governance fronts on a war-footing.
VIII.
Partnerships: The State government has entered
into multiple partnerships in the process of imple-
menting the sustainable development goals on
issues encompassing women workforce participa-
tion rate to the creation of an inclusive Disaster Risk
Reduction framework, computing its own Multidi-
mensional Poverty index, all in its endeavour to end
poverty in all its forms. Additionally, the Planning
Department, is presently an implementation partner
in the creation of an inclusive Disaster Risk Reduc-
tion framework based on the Sendai Framework for
the Kerala Institute of Local G overnance (KILA). ARUNACHAL PRADESH
42LOCALISING SUSTAINABLE DEVELOPMENT GOALS eARlY lessONs FROM INDIA
STATE LEVEL INITIATIVES ON LOCALISING THE SDGs
43
2. ARUNACHAL PRADESH
I. Communication, Awareness generation and Advo-
cacy on SDGs: The S tate has undertaken sensitisa-
tion programme for all the Deputy Commissioners
and District Planning Officers on SDGs. In the coming
years, capacity building and awareness generation
on SDGs is proposed to be disseminated through
publicity dissemination departments in all the
districts of the S tate for students, NGOs and CBOs.
II.
Institutional Mechanisms for Following ‘Whole-
of-Government’ Approach: As a first step towards
ensuring synergies among the various departments,
the State merged the Department of Finance and the
Department of Planning into one single department
– the Department of Finance, Planning and
Investment headed by Development Commissioner.
The line departments prepare their respective
Annual Development Agendas which are discussed
collectively at the highest levels to bring in synergy in
the government’s fund allocation. The Departmental
Development Agendas are amalgamated to form
the S tate Annual Development Agenda. The
Planning Department is the nodal department for
implementation and monitoring of SDGs in the S tate
while all departments have been advised to align
their plans to S DGs. A draft of the Vision document
‘Vision and Sustainable Development Goals of
Arunachal Pradesh – An Eastern Frontier State of
India’ has been prepared.
III.
Aligning Local Plan with SDG: The S tate acknowl-
edges that there is a strong link between the quality
of life in villages and cities and how they manage
natural resources. In rural areas, efforts are under-
way to integrate SDGs with G PDP and to develop
capacities of PRIs on SDGs.
IV.
Good examples of inter sectoral approaches to
achieve SDGs: The S tate is working to merge the
Department of E conomics and S tatistics with the
Department of Finance, Planning and Investment to
bring about greater coherence.
V. SDG Monitoring: The State is considering develop-
ing a dashboard for monitoring SDGs. This will either
build on the existing Chief Minister Dashboard or
be envisaged as a separate dashboard. It is also in
the process of identifying State level indicators for
monitoring S DGs.
VI. SDG based Budgeting: The government is consid-
ering preparing outcome budget in the upcoming
budget session of the newly elected State govern-
ment in an effort to align budgets to outcomes. All
schemes have been grouped according to the 62
key priority indicators of the Government of India
with the aim to assess budgetary requirements
against the targets and key performance indicators.
VII. Capacity Development: To raise awareness on
SDGs in the S tate, the government has organised a
series of workshops for sensitising government offi-
cials about S DGs. A workshop for high level officials
on SDGs led to the development of a Draft Vision
and Sustainable Development Goals document
which was presented to the government. Thereaf-
ter two consultations have been held in the State on
various aspects of SDGs. The Government is also
considering preparation of a Vision Plan and HDI
report at a regular frequency, in order to generate
awareness on an array of socio-economic issues in
the State. Training programmes on aligning decen-
tralised planning processes with SDGs are also on
the anvil.
VIII. Strategies for Leaving no one Behind: The vulner-
able sections of the population in the State can
be grouped as (a) people living in border areas (b)
small and marginal farmers (c) economically weaker
sections (d) women and (e) persons with disability.
The S tate is making efforts towards financial inclu-
sion of the vulnerable sections of populations with
an eye on economic empowerment. This is chal-
lenging given the scattered settlements in the State
and infrastructure/connectivity constraints. The
State is implementing social security programmes
for the elderly and persons living with disability.
Other efforts include special schemes for farmers
to double their incomes; incentivising girls’ educa-
tion and operationalising women police stations to
promote safety and security among women.
IX.
Partnerships: The S tate is in the process of entering
into a partnership with UNDP for finalisation of its
Vision document, drafting of the strategy paper and
action plans of various departments; designing an
effective monitoring platform; capacity development
and development of various knowledge products. ASSAM
44LOCALISING SUSTAINABLE DEVELOPMENT GOALS eARlY lessONs FROM INDIA
STATE LEVEL INITIATIVES ON LOCALISING THE SDGs
45
I. Communication, Awareness generation and
Advocacy on SDGs: Assam was one of the first few
States in India to adopt SDGs at the sub-national
level. The government’s commitment to SDGs was
widely publicised through various media to generate
awareness among the masses as well as other stake-
holders. The S tate’s Vision was finalised in February
2016 and an updated Vision and Strategic Architec-
ture document titled ‘Assam 2030: Our Dreams Our
Commitment’ was released in October 2016. Several
consultations were held for government officials with
the participation of experts, academia, UN Agencies
for sensitisation of government officers.
II.
Institutional Mechanisms for Following ‘Whole-of-
Government’ Approach: Assam approached SDGs
as a single synergised initiative which underpinned
the government’s efforts to take a whole-of-
government approach. The Transformation and
Development Department (erstwhile Planning and
Development Department) was designated as the
nodal department and an SDG Cell was embedded
in the department to ensure working in a convergent
manner. Subsequently, the Government established
a Centre for Sustainable Development Goals
under the Assam Administrative Staff College as a
knowledge hub.
Institutionalising SDG oriented planning, aligning
budgets to S DGs and extensive capacity devel -
opment saw all departments working together. As
advocated by NITI Aayog, seven-year Strategic Plan
and three-year Action Plan (SPAP) were prepared for
each of the 40 departments that contribute to SDGs
in a participatory manner. In order to promote syner-
gies, these S PAPs were then clubbed together into
9 SPAPs, identifying lead, supporting and cross-cut-
ting departments for each SPAP. Consultations were
held for each of the SPAPs with the participation of
government officials and other experts resulting in
finalisation of Agenda 2030. Major strategic inter-
ventions by each department were highlighted along
with technological and innovation inputs.
III. Aligning Local Plan with SDG: The role of PRIs and
ULBs in Agenda 2030 has been clearly spelt out. The
State government has prepared an SDG manual for
districts and councils reflecting the need for every
district and council to prepare a 15-year plan. Every
district and council is expected to prepare 15-year
Vision, 7-year strategy and 3-year Action-Plan draw-
ing on S tate’s Vision, strategy and action plan. Each
GP/Village Council Development Committee/Village
Development Council/Urban Local Body is also
expected to integrate SDGs in their planning tools.
IV.
Good examples of inter sectoral approaches to
achieve SDGs: SPAPs are a tool for inter-sectoral
convergence. The Government has launched a
‘District Multi-sectoral Results Based Nutrition Plan’
in partnership with the World Bank to improve child,
maternal and adolescent girls’ health in the districts
of Barpeta, G oalpara and Udalguri. This reflects
convergence of various departments for a common
goal. The Chief Minister’s Samagra Gram Unnayan
Yojana (CMSGUY) – a 5-year mission to initiate
investment in rural areas towards doubling farmers’
incomes is yet another example of an inter-sectoral
approach. It focuses on nine critical areas (9 sub-mis-
sions) – fisheries, milk, organic, land management
and conservation, sericulture, khadi and cottage
industry, road and broadband connectivity. Prepa-
ration of outcome budget, an SDG monitoring dash-
board and preparation of a Human Development and
Sustainability Report as a means for collecting data
on outcome indicators are other examples of the
State adopting an inter-sectoral approach.
V.
SDG Monitoring: In order to monitor schemes
and programmes on which expenditure is being
incurred, a monitoring framework consisting of (i)
broad outcome monitoring and (ii) detailed project
monitoring has been established. 59 State specific
outcome monitoring indicators have been identified
for monitoring. 97 flagship projects have been identi-
fied for detailed monitoring and a technology-based
monitoring dashboard is being conceptualised to
provide data on their financial and physical progress.
This will be linked to SDG outcome budget. In addi-
tion, a survey – to be undertaken every three years
– has been designed for Human Development and
Sustainable Development Report to provide data on
outcome indicators.
VI.
SDG based Budgeting: The S tate budgets since
2016-17 have been made SDG-centric, includ
-
ing mapping of schemes vis-à-vis SDGs. An S DG
Outcome Budget for Assam was prepared based on
Budget 2017-18, wherein budget head wise grants
sanctioned under each department was identified.
The S DG Outcome Budget for 2018-19 is at a more
disaggregated level. An analysis of the budget
3. ASSAM 46lOCAlIsINg sUsTAINABle DeVelOPMeNT gOAls eARlY lessONs FROM INDIA
STATE LEVEL INITIATIVES ON LOCALISING THE SDGs
47
reveals that over 90 percent of the budgetary allo-
cation is spent towards SDGs.
VII. Capacity Development: Sensitisation and capacity
development of officials was done through a series
of workshops and conferences involving experts,
corporates, UN agencies and other stakeholders.
In early 2016, a series of 21 structured presentations
were made to government departments to sensi-
tise them on S DGs and nine capacity building train-
ings were held. The TAD department organised an
Innovation L ab and followed it up with a summit to
brainstorm innovative ways to implement CMSGUY.
A conclave ‘Synergising CSR and S DGs’ was also
conducted. Youth participation was encouraged
through the ‘Ideathon: Youth Innovation for Brighter
Assam’. Capacity building programmes have been
held at the division, district, tribal autonomous coun-
cil level, for which manuals have also been prepared.
VIII. Strategies for Leaving no one Behind: The district
and council level SDG manual provides guidance on
how to identify and reach the vulnerable sections of
population. Programmes such as CMSGUY and the
district multi-sectoral results-based nutrition action
plan are expected to help reach service delivery to
vulnerable groups.
IX.
Partnerships: Assam has developed partnerships
with academic institutions (Columbia University,
Indian Institute of Technology, TERI, Tata Institute
for Social S ciences) and UN agencies to further the
SDG research agenda.
The TAD department organised
an Innovation L ab and followed
it up with a summit to brainstorm
innovative ways to implement
CMSGUY. A conclave ‘Synergising
CSR and SDGs ’ was also
conducted. Youth participation
was encouraged through the
‘Ideathon: Youth Innovation for
Brighter Assam’. BIHAR
48LOCALISING SUSTAINABLE DEVELOPMENT GOALS eARlY lessONs FROM INDIA
STATE LEVEL INITIATIVES ON LOCALISING THE SDGs
49
4. BIHAR
I. Communication, Awareness generation and Advo-
cacy on SDGs: In order to create awareness about
SDGs among various departments of the State,
intensive discussions were held for preparing Vision
Document and Action Plan 2017-20. A session was
also held in the upper and lower houses of Bihar
Vidhan Mandal (Legislative Assembly) on SDGs.
II.
Institutional Mechanisms for Following ‘Whole-
of-Government’ Approach: The S DG Action Plan
2020-25 was prepared following an extensively
consultative process involving all the departments
in the S tate.
III.
Aligning Local Plan with SDG: Many schemes and
programmes of the government related to poverty
alleviation, provision of basic services, welfare,
employment and infrastructure which are closely
related to S DGs are implemented through local
bodies – i.e. PRIs, and ULBs.
IV.
Good examples of inter sectoral approaches to
achieve SDGs: The G overnment of Bihar is imple-
menting a number of programmes in a conver-
gent manner addressing all SDGs. An umbrella
programme titled 7 Nischay (or 7 resolves) addresses
challenges in multiple sectors following an inter-sec-
toral approach. This programme is being imple-
mented with a holistic vision of 'Development with
Justice', focussing on inclusive, equitable and
sustainable growth along with rapid economic
growth focussing on imparting skills, promoting
entrepreneurship, employment, and provision
of basic services such as water, streets, drains
and toilets.
V.
SDG Monitoring: The S tate has initiated the process
of identifying S DG Indicators, which are relevant to
Bihar. Periodical reviews are also being undertaken
by the Departments for SDG National Indicator
Framework and mapping of schemes.
VI.
SDG based Budgeting: Following finalisation of the
indicator framework which schemes will be mapped,
alignment of budgets with SDGs will be undertaken
in the State.
VII.
Capacity Development: The S tate is planning to
conduct S DG related capacity building exercises
for all the officials.
VIII. Strategies for Leaving no one Behind: The State is
focussed on uplifting vulnerable groups, women,
Scheduled Caste, Scheduled Tribe communities and
minorities through specially designed programmes.
IX. Partnerships: The S tate is partnering with UN
agencies, research institutes, CSOs and a range
of other stakeholders. CHHATTISGARH
50LOCALISING SUSTAINABLE DEVELOPMENT GOALS eARlY lessONs FROM INDIA
STATE LEVEL INITIATIVES ON LOCALISING THE SDGs
51
5. CHHATTISGARH
I. Communication, Awareness generation and Advo-
cacy on SDGs: The G overnment of Chhattisgarh
conducted several consultations with all the depart-
ments on S DGs for the preparation of the Vision
2030 document. These were done in partnership
with UNDP and led to the formulation of the SDG
Vision 2030 Document including the Seven-year
Strategies and three-year Action Plans. Additionally,
in partnership with other departments and agencies,
Chhattisgarh S tate Planning Commission organised
three National level Conclaves (with special sessions
on SDGs) – (a) National Conclave on Role of State
Planning Organisations; (b) National Conclave on
SDGs and Administrative Reforms and (c) National
Conclave on Innovating for Children.
II.
Institutional Mechanisms for Following ‘Whole-
of-Government’ Approach: The Chhattisgarh
State Planning Commission has been designated
as the nodal agency for SDG implementation and
monitoring. The Commission has initiated efforts
towards establishing an ‘SDG Cell’ under its
overall guidance and supervision to work closely
with relevant government departments, technical
institutions, academia, non- governmental
organisations, civil society organisations, and
provide requisite technical support to the State
government’s efforts towards rolling out the
SDGs. Major schemes and programmes of the
government have been mapped with respective
SDGs and published in form of a SDG learning
material in Hindi. To facilitate SDGs integration in
the SDG based policy formulation, Chhattisgarh
State Planning Commission is making advocacy
efforts in meetings of its Task Forces on- Poverty,
Agricultural Development, Industrial Development
and Social Inclusion. The adoption of relevant SDGs
targets has been ensured during the consultations
of Task Forces and sectoral working groups. A good
example of social inclusion is the recently formulated
draft S tate Disability Policy and draft Youth Policy
of Chhattisgarh.
III. Aligning Local Plan with SDG: The S tate has made
efforts in localising SDGs through ‘Panchayat Devel-
opment G oals’ as a strategy under Gram Panchayat
Development Plan (GPDP). The State Institute of
Rural Development (SIRD) has developed planning
cum monitoring formats and a training module for
the same. Further, to facilitate SDG based planning,
implementation and monitoring at the district level,
State level guidelines on ‘Decentralised District Plan-
ning’ are being modified to align to SDGs.
IV.
SDG Monitoring: The State intends to develop a SDG
Dashboard to track progress on SDGs and detailed
district-wise analysis. Simultaneously, departments
are being advised to set yearly and half yearly mile-
stones for the targets and to monitor the achieve-
ments accordingly.
V.
Capacity Development: The State Planning Commis-
sion is regularly facilitating capacity building of
government officials and elected representatives
through training sessions in the State Academy of
Administration and SIRD. It facilitated a sensitisation
programme for all the District Planning and Statistical
Officers on SDGs and on disaster management and
climate change adaptation in the context of SDGs.
Officials at all levels and members of District Plan-
ning Committees have been extensively trained in
these sensitisation about SDGs.
VI. Partnerships: - The S tate government is partnering
with different stakeholders, including UN agencies in
integration S DGs in panning processes, for capacity
building and advocacy. 52lOCAlIsINg sUsTAINABle DeVelOPMeNT gOAls
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STATE LEVEL INITIATIVES ON LOCALISING THE SDGs
53
6. GOA
I. Institutional Mechanisms for Following ‘Whole-of-
Government’ Approach: The S tate is preparing its
Vision 2030 document. Preparatory meetings for the
preparation of the Vision have been chaired by the
Chief S ecretary and are attended by senior officials
of all the relevant departments. As a background
study for the preparation of the Vision document,
the State is collaborating with a leading research
institute on developing a strategy paper on resource
efficiency and circular economy. The Goa Institute
of Public Administration and Rural Development
(GIPARD) is drafting a ‘Guide to prepare road map
for implementation of 6 SDGs’ for the S tate.
II.
Capacity Development: Officials of the Government
of Goa have participated in trainings conducted by
NITI Aayog which has led to increased awareness
on SDGs. GUJARAT
54LOCALISING SUSTAINABLE DEVELOPMENT GOALS eARlY lessONs FROM INDIA
STATE LEVEL INITIATIVES ON LOCALISING THE SDGs
55
7. GUJARAT
I. Communication, Awareness generation and Advo-
cacy on SDGs: The S tate G overnment has prepared
communication modules including 17 sessions for
trainers in G ujarati vernacular language. These are
aimed at developing capacities of district, block and
village level functionaries as ‘Trainers’. The trainers
are expected to raise awareness on SDGs at the
local levels. At the State level, the process of adapt-
ing SDGs was initiated with sensitisation workshops
for senior government officials in partnership with
the UN. The S tate government has collaborated
with various universities and education institutes for
sensitising government and non-government agen-
cies about S DGs implementation, monitoring and
evaluation framework. State G overnment officials
have participated in a programme on Sustainable
Development G oals organised by an academic insti -
tution titled ‘Contemporary Perspectives for Human
Development-Initiatives and Strategies towards
Implementation’.
II.
Institutional Mechanisms for Following ‘Whole-of-
Government’ Approach: The G overnment of G ujarat
prepared a Roadmap for implementation of SDGs
along with a role matrix clearly identifying roles and
responsibilities of various stakeholders. A High-
Powered Committee (HPC) chaired by the Chief
Secretary and participated by members of the State
Government, the UN system as well as technical
members has also been formulated for guiding the
process of S DG implementation. Seven thematic
working groups have been constituted to foster
convergence among departments, with inputs from
these groups having formed the basis of the roadmap
for implementing SDGs, and the methodology to
monitor and evaluate progress. Preparation of
outcome budget and a SDG dashboard which is
under preparation is also reflective of whole-of-
government approach.
III.
Aligning Local Plan with SDG: The S tate G overn-
ment has constituted District SDG Committees (DSC)
and District level SDG Cells for all 33 districts of Guja-
rat. The District Level Committee will be chaired by
the respective District Collector, who will be respon-
sible for reviewing progress and implementation of
the schemes to achieve SDGs. The District L evel
SDG Cells will be headed by District Planning Offi-
cers for implementing all works related to SDGs and
providing data to the district and State authorities.
District level planning officers have been advised to
prepare a plan of action in the context of SDGs. The
District L evel Vision 2022 documents have already
been published for two districts: Bharuch and Rajkot.
IV. Good examples of inter sectoral approaches to
achieve SDGs: The S tate G overnment has success-
fully implemented a nutrition supplement scheme
- ‘Dudh Sanjivni Yojana’ which is being imple-
mented by three departments – Education, Tribal
Development, and Women and Child Development.
Similarly, the Hot Cooked Meal (HCM) scheme is
being successfully implemented jointly by the State
Government departments of Women and Child
Development and Education Department.
V.
SDG Monitoring: The State G overnment has consti-
tuted a S tate Empowered Committee (SEC), chaired
by the Chief S ecretary, along with a Specialised S tate
SDG Cell, chaired by Director, Gujarat S ocial Infra-
structure Development Society (GSIDS), Planning
Division, G eneral Administration Department – for
effective monitoring of the SDG progress. The main
functions of the Committee are: authenticating indi-
cators and monitoring framework; conduct quarterly
State level review of progress on SDG indicators, and
providing directions and consultation in terms moni-
toring and implementation SDGs. The main functions
of the S tate S DG Cell are collection, compilation,
verification and analysis of information related to
SDGs; documentation, reporting, capacity building
and providing technical support to the SDG Cells at
the district levels. GSIDS has appointed a profes-
sional agency, to provide professional expertise for
monitoring and evaluating the Gujarat Sustainable
Vision 2030 in the State. Development of a dynamic
and interactive online MIS for tracking progress on
SDGs indicators is also under process.
VI.
SDG based Budgeting: The Planning Division,
General Administration Department has made
an attempt to align outcome-based budget with
Sustainable Development Goals. A specialised
analytical web portal has been developed for this
purpose to monitor physical progress against finan-
cial expenditure for each Goal. 56lOCAlIsINg sUsTAINABle DeVelOPMeNT gOAls eARlY lessONs FROM INDIA
STATE LEVEL INITIATIVES ON LOCALISING THE SDGs
57
VII. Capacity Development: A bi-annual calendar of
capacity building programmes is being prepared.
Training is being imparted to respective stakehold-
ers according to this calendar. About 100 senior
district level officers including District Planning Offi-
cers and District Statistical Officers from all district
of Gujarat have already been trained for localising
SDGs at sub-S tate level.
VIII.
Strategies for Leaving no one Behind: The S tate
government has implemented various strategies to
reach vulnerable population groups. For example,
an umbrella scheme of Vanbandhu Kalyan Yojana
seeks to address the vulnerable population of 14
tribal districts of Gujarat.
IX.
Partnerships: Gujarat is partnering with UNICEF and
UNDP on various aspects of SDG implementation.
A bi-annual calendar of
capacity building programmes
is being prepared. Training is
being imparted to respective
stakeholders according to this
calendar. 58lOCAlIsINg sUsTAINABle DeVelOPMeNT gOAls
HARYANA eARlY lessONs FROM INDIA
STATE LEVEL INITIATIVES ON LOCALISING THE SDGs
59
8. HARYANA
I. Communication, Awareness generation and Advo-
cacy on SDGs: The S tate G overnment has prepared
the SDG Communication Strategy to build awareness
amongst all stakeholders such as State departments,
academic institutions, civil society organisations,
private sector, and the media. The SDG Communica-
tion Strategy clarifies long and short-term objectives
and desired change as per Agenda 2030. Further,
it explains the need for synergy and an integrated
approach to achieve the desired outcomes. The
State G overnment has also prepared advocacy
materials in Hindi and English on all the SDGs depict-
ing current data and the target for Vision 2030 of the
State G overnment.
II.
Institutional Mechanisms for Following ‘Whole-
of-Government’ Approach: The S warna Jayanti
Haryana Institute for Fiscal Management constituted
by the S tate G overnment to execute the Vision
2030 under the State Finance and Planning
Department has established the SDG Coordination
Centre (SDGCC) in collaboration with UNDP. The
Coordination Centre works as a resource and
knowledge hub, a think tank, and a monitoring post
for the G overnment of Haryana. It facilitates the
planning and implementation process of the Vision
2030 in the S tate. In this regard, a comprehensive
integrated planning template has evolved for each
thematic SDG, which includes multiple departments.
The S DGCC ensures better coordination between
key departments under each SDG.
III.
Aligning Local Plan with SDG: All schemes which
are being implemented at the grassroots level will be
aligned with the SDG framework and subsequently,
a District S DG Action Plan/Budget will be curated.
Further, in order to align local plans, SDG based
Gram Panchayat Development Plans (GPDPs) are
being formulated by involving PRIs and ULBs which
will further facilitate the integrated district planning
process in the S tate. However, this initiative is still in
the planning stage.
IV.
Good examples of inter sectoral approaches to
achieve SDGs: Haryana has adopted inter-sectoral
and inter departmental approach as a strategy for
achieving development goals. For example, in order
to improve child sex ratio at birth, the Government
implemented PNDT Act by involving the departments
of Women and Child Development and Health and
Family Welfare. While the Chief Minister and senior
officers were involved in the planning and monitor-
ing process, the grassroots level implementation
was done by the district level authorities like Chief
Medical and Health Officers, Anganwadi workers
and ASHA workers. This integrated and multi-sec-
toral approach has led to a marked improvement in
the child sex ratio in State.
V. SDG Monitoring: For the Budget 2019-20, Govern-
ment of Haryana has introduced for the very first
time the Output-Outcome Framework Report as the
foundation step for aligning and monitoring the State
government’s public spending and development
efforts with S DGs. During the year 2019-20, the SDG
Coordination Centre will monitor all the targets set in
the Output-Outcome Framework. The Government
of Haryana through SDGCC is going to create a real-
time reporting and monitoring tool by developing a
mobile app and an online SDG M and E Dashboard.
The S DG Dashboard will be aligned with the Chief
Minister’s Monitoring Dashboard.
VI.
SDG based Budgeting: The G overnment of Haryana
mapped all the schemes with relevant SDGs and
formulated SDG based State Budget for the financial
years 2018-19 and 2019-20. The SDG Budget Allo-
cation Report serves as a monitoring guide for each
department to achieve desired changes by using
the SDG framework and make informed decisions
about resource allocations. For the very first time,
the State government is making efforts to formulate
SDG based ‘District Budget Snapshots’ which are
expected to support districts, Urban Local Bodies
and Panchayati Raj Institutions in framing SDG based
planning, budgeting, implementation and monitor-
ing. In order to brainstorm options for financing, a
roundtable on alternative market borrowing options
for the G overnment of Haryana was organised to
understand how the State could raise additional
resources within the FRBM
7
limits.
VII.
Capacity Development: To take the S DG agenda
forward, Haryana initiated a series of sensitisation
and orientation workshops for senior government
level officials. A briefing workshop on SDGs was
organised under the chairpersonship of the Chief
Minister which was attended by senior officials of
the UN and the S tate government. A series of work-
shops were organised for all the departments in the
7 Fiscal Responsibility and Budget Management Act, 2003 60lOCAlIsINg sUsTAINABle DeVelOPMeNT gOAls eARlY lessONs FROM INDIA
STATE LEVEL INITIATIVES ON LOCALISING THE SDGs
61
process of defining the Output- Outcome indicators
and targets of their schemes from SDG perspective.
Consequently, all departments were able to submit
their annual budgets and plans with clear indicators
and milestones in line with relevant SDGs. Further,
a series of roundtable meetings are being organ-
ised for all the departments under each SDG to align
output-outcome indicators of their schemes with the
national indicators and targets on SDGs. Similarly, a
series of sensitisation workshops are also proposed
for all the divisions and districts of the State.
VIII.
Strategies for Leaving no one Behind: In order to
‘reach the furthest behind first’, Haryana is finalis-
ing mechanisms to provide a unique ‘Family ID’ to
all households in the State. Till date out of approxi-
mately 57 lakh families in the State, details of about
44 lakh families have already been captured through
door-to-door survey and Common Service Centres
(CSCs). The database would help in the identification
of vulnerable population groups, leading to effective
rationalisation and prioritisation of resource alloca-
tion, particularly for beneficiary-based and fami-
ly-oriented schemes. Further, the development of a
‘District Vulnerability’ Index has also been proposed.
IX. Partnerships: The S tate G overnment has set up
Swarna Jayanti Haryana Institute for Fiscal Manage-
ment (a unit of Finance and Planning Department,
Government of Haryana) and under this, in partner-
ship with United Nations Development Programme
(UNDP) a S DG Coordination Centre has been estab -
lished to assist the State government in facilitating
the conceptual framework and strategic action plan
by acting as a platform which works as an integrator
and facilitator for all stakeholders.
In order to ‘reach the furthest
behind first’, Haryana is finalising
mechanisms to provide a unique
‘Family ID’ to all households in
the State. 62lOCAlIsINg sUsTAINABle DeVelOPMeNT gOAls
HIMACHAL PRADESH eARlY lessONs FROM INDIA
STATE LEVEL INITIATIVES ON LOCALISING THE SDGs
63
9. HIMACHAL PRADESH
I. Communication, Awareness generation and Advo-
cacy on SDGs: Ranked first in the SDG India Index
in 2018 by NITI Aayog, Himachal Pradesh has taken
several initiatives for generating awareness on
SDGs. Twenty-six artists of folk media groups (kala
jathas) have been sensitising community through
folk performances in all 78 development blocks in
the State. This art form, owing to its local appeal, was
chosen to create maximum resonance with target
groups. Messages from the Hon’ble Chief Minister
on sustainable development have been widely tele-
cast on TV and print media, and a variety of publicity
materials have been created in Hindi for use among
various stakeholders.
II.
Institutional Mechanisms for Following ‘Whole-of-
Government’ Approach: This was the predominant
approach while preparing the vision document,
and also guides its implementation. 11 working
groups headed by the administrative secretary
of the nodal department were constituted for
preparation of the vision document. Stakeholder
consultations were held with farmers, hoteliers, and
representatives of industry associations, civil society
and others to incorporate diverse voices in the
Vision document. The feedback from the working
groups have since been subsumed into state budget
and policies on how to achieve SDG targets. The
Planning Department is the nodal department
for SDG implementation and coordination with
all departments.
III.
Aligning Local Plan with SDG: Strategies for aligning
local plans with S DGs are currently being developed.
IV. Good examples of inter sectoral approaches to
achieve SDGs: Inter-sectoral approach is being
followed while preparing annual budget since 2016-
17. New interventions in any sector with possible
ramifications in other sectors are being planned. The
Vision document has also followed inter-sectoral
approach, as mentioned above.
V. SDG Monitoring: The State has shortlisted 138 key
indicators and targets for monitoring progress on
SDGs, out of which 12 have been achieved, 38 are
to be achieved by 2022 and 87 are planned to be
achieved by 2030. The State is also considering
development of a dashboard for motoring progress
on the indicators. These indicators have been final-
ised in consultation with the line departments.
VI.
SDG based Budgeting: The S DG targets / indica-
tors have been institutionalised into budgetary /
planning process. For example, the State budget is
being aligned to SDGs since 2016-17 onwards and
the budget speeches of the State government has
been reflecting S DGs. The S tate has also undertaken
a detailed fund gap analysis. Following steps are
being taken with respect to SDG based financing:
•
Mapping of SDGs and budget with departments
• Mapping of S DGs and budget with schemes
•
Rationalisation and restructuring the ongoing
schemes and orienting them for achieving the
SDGs targets / indicators
•
Identification of gaps in the ongoing
programme/schemes by the departments
•
Designing new initiatives to fill the gaps for
achieving targets under SDGs.
As a result of this process, 30 new schemes have been
initiated in 2018-19 to bridge gaps in target achievement.
Available resources have been strategically positioned
through annual budgeting/planning process with a sharp
focussing on achieving the SDG targets.
VII.
Capacity Development: The S tate Apex Training
Institute (HIPA) has organised several training and
capacity building programmes for departmental
officers, and a pool of 40 master trainers has been
created. S DG training material has been developed
keeping in mind the training needs of various stake-
holders.
VIII.
Strategies for Leaving no one Behind: Strategies
are being devised to reach the most marginalised.
For example ‘The Himachal Health Care Scheme
HIMCARE’ has been launched to provide free and
cashless treatment to people. The beneficiaries not
covered under Ayushman Bharat – a Government of
India health insurance scheme – are being covered
under HIMCARE with a nominal annual premium.
Himachal Grihini Suvudha Yojana provides clean
and smokeless fuel to all eligible households not
covered under the federal equivalent scheme,
Ujjawala Yojana.
IX. Partnerships: The State is partnering with National
Foundation for India (NFI), and the UN for implemen-
tation of S DGs. State is also collaborating with the
private sector, CSO, CBOs and the beneficiaries. 64lOCAlIsINg sUsTAINABle DeVelOPMeNT gOAls
JAMMU AND KASHMIR eARlY lessONs FROM INDIA
STATE LEVEL INITIATIVES ON LOCALISING THE SDGs
65
10. JAMMU AND KASHMIR
I. Institutional Mechanisms for Following ‘Whole-of-
Government’ Approach: The State has constituted
an Apex L evel Committee, headed by the Chief
Secretary, to oversee and monitor progress on
SDG implementation. An SDG Cell has also been
constituted in the Directorate of Economics and
Statistics. The Department of Planning, Development
and Monitoring has been designated as the nodal
department for S DGs.
II.
Aligning Local Plan with SDG: District-level commit-
tees chaired by District Development Commission-
ers are being formed, in addition to committees that
have already been formed at the block level. These
committees will ensure coordination for implemen-
tation of S DGs at the Panchayat level. In the urban
areas, two monitoring units have been constituted
to coordinate S DG implementation in two munici-
palities and town areas, while another two are being
constituted in municipal corporations. These institu-
tional mechanisms are being established to ensure
adoption of S DGs at district and sub-district levels.
III.
Capacity Development: The S tate has deputed a
team of three officers for training on SDGs at the
National S tatistical S ystem Training Academy. These
officers will act as master trainers and spearhead
capacity development interventions in the State.
Institutional mechanisms are
being established to ensure
adaptation of SDGs at district
and sub-district levels. 66lOCAlIsINg sUsTAINABle DeVelOPMeNT gOAls
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67
11. JHARKHAND
I. Communication, Awareness generation and
Advocacy on SDGs: The G overnment has formu-
lated a 3-year Action Plan and the Departments
are undertaking awareness generation drives on
the programmes being implemented by them. The
Agriculture, Animal Husbandry and Cooperative
Department (nodal department for Goal 2) is sensi-
tising farmers on a range of issues related to agri-
culture; the Department of School E ducation and
Literacy (nodal department for Goal 4) is working
with communities, teachers, Bal Sansad and S MCs
to ensure enrolment of children; the Department of
Women and Child Development is spreading aware-
ness on importance of nutrition for children and
adolescent. It is also generating awareness against
child marriage. The Department of Drinking Water
and S anitation is the Nodal Department for SDG- 6
and is advocating to influence behavior change in
adopting sanitation practices. Department of Health,
Medical Education and Family Welfare is working on
demand generation specially for Immunisation, care
of sick children, common childhood illnesses like
diarrhoea and pneumonia.
II.
Institutional Mechanisms for Following ‘Whole-
of-Government’ Approach: The Planning-cum-
Finance Department is the nodal department
(Central Coordination Cell at the State) to
coordinate implementation of SDGs targets. A
nodal department has been identified for each
Goal along with participating departments. A Nodal
officer has been nominated in the nodal department.
Mapping of S tate schemes against SDGs has been
done. S tate Development Council is the apex body
for formulation of overall development roadmap.
Jharkhand S tate Vision and Action Plan 2021,
aligning with S DGs, has been formulated.
III.
Aligning Local Plan with SDG: The District Planning
Committee (under the Chairpersonship of Minister
in charge), together with its executive committee
(under the chairpersonship of Deputy Commis-
sioner/District Collector) are responsible for rural
and urban development. Gram Panchayat Develop-
ment Plan (GPDP) caters to the local level demand
for works. A G PDP Booklet has been prepared which
incorporates S DG focus to it.
IV.
Good examples of inter sectoral approaches to
achieve SDGs: In order to address the challenge of
malnutrition, a campaign called POSHAN Abhiyaan
(nutrition campaign) has been implemented
successfully in Jharkhand in line with the National
Nutrition Mission. The thrust of POSHAN Abhiyaan
is on the first ‘golden’ 1000 days of the child and
preventive care for adolescent girls and women.
Poshan Abhiyan focuses on thematic convergence of
nutrition with hygiene, water and sanitation; growth
monitoring; complementary feeding, antenatal
check-up, anemia, ECCE and Food Fortification
and Micronutrients.
Other good examples of convergence center
around child protection, rural development (through
JOHAR – Jharkhand Opportunities for Harnessing
Rural G rowth Project, a World Bank aided initiative)
which is a convergent effort of the Department
of Rural Development, Agriculture, Forestry,
Welfare and others. Livelihood promotion, health,
education, drinking water and sanitation and skilling
are other thematic areas on which departments
are converging.
V.
SDG Monitoring: Nodal departments, together with
linked participating departments for each goal, have
been entrusted for monitoring respective SDGs. At
the district level, District Planning Unit is already
functional and entrusted with the task of formulation
of overall district plan/vision and oversee monitor-
ing. Some of the departments have devised mecha-
nisms for monitoring their schematic interventions.
VI.
SDG based Budgeting: Almost all the schemes
incorporated in the Annual Plan of the State contrib-
ute to achieving SDGs. The State has completed an
exercise to tentatively figure out Goal-wise allocation
during FY 2019-20 and a rough amount and percent-
age of allocation for each Goal has been estimated.
Schemes identified for one particular goal may be
catering to one or more Goals.
VII.
Capacity Development: Central Training Institute
(CTI) in coordination with UNICEF has developed
draft modules on Health, Water and Sanitation,
Nutrition, E ducation and Child Protection for orien-
tation of PRIs. The modules contain sessions on
understanding the relevant SDG indicators and the
schemes being implemented to achieve the partic-
ular S DG. Various training programmes have also
been conducted by Central Training Institute related
to integration of SDGs in G PDP. The S tate Institute
for Rural Development (SIRD), S ri Krishna Institute
of Public Administration (SKIPA) and Central Train-
ing Institute (CTI) are working on the capacity build-
ing programmes in coordination with UNICEF and
other stakeholders. 68lOCAlIsINg sUsTAINABle DeVelOPMeNT gOAls eARlY lessONs FROM INDIA
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VIII. Strategies for Leaving no one Behind: The State is
implementing need-based schemes for vulnerable
population groups –Scheduled Castes/Scheduled
Tribes (STs)/Other Backward Castes and Minorities.
Among the S Ts, special schemes are being imple-
mented for the Particularly Vulnerable Tribal Groups
(PVTGs, such as the Targeting the Hard-core Poor
(THP). While the Department of Drinking Water and
Sanitation provides piped water supply to PVTG
households, Department of Health, Medical Educa-
tion and Family Welfare holds special drive for reach-
ing the remote areas.
IX.
Partnerships: The Department of Planning and
Finance has partnered with UNICEF which assists
the State in facilitating SDG related sectors. Various
departments are working with other UN agencies,
World Bank, Private Sector, Foundations also.
The State is implementing need-
based schemes for vulnerable
population groups –Scheduled
Castes/Scheduled Tribes (STs)/
Other Backward Castes and
Minorities. 70lOCAlIsINg sUsTAINABle DeVelOPMeNT gOAls
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71
12. KARNATAKA
I. Communication, Awareness generation and Advo-
cacy on SDGs: The G overnment of Karnataka has
been actively working towards spreading awareness
about the S DGs. The latest initiative by the State has
been the S DG Calendar 2019 in both, English and
regional language - Kannada. Posters for all the 17
Goals are also being shared with the line depart-
ments and educational institutions for spreading
awareness about the SDGs. The S tate is also in the
process of advertising SDGs through short videos
and jingles for sensitising the general public.
II.
Institutional Mechanisms for Following ‘Whole-
of-Government’ Approach: The G overnment of
Karnataka realises the inter-sectoral nature of
SDGs and hence planned the formation of Goal-
wise Committees. The State Planning Department
has been identified as the nodal department
for the S DGs, with each G oal having its own
committee constituted by members from all related
departments. The strategies for achieving each
goal is made through consensus with the related
departments to ensure both cross-departmental
involvement and ownership of implementation.
III. Aligning Local Plan with SDG: State level capacity
building training programmes have been conducted
for all the concerned departmental SDG Nodal Offi-
cers, Chief Planning Officers of Zilla (district) Pancha-
yats and District Statistical officers.
IV.
Good examples of inter sectoral approaches to
achieve SDGs: Under MNREGA scheme, the S tate
has planned afforestation in the dry land areas (not
suitable for agriculture) before the Kharif season.
The details of district-wise dry land is given to the
Zilla Panchayats on spatial maps. Plans to rejuve-
nate lakes are also on the anvil, and the district-wise
details of the same are provided to all Zilla Pancha-
yats. A new dashboard to ensure effective monitor-
ing and evaluation of development programmes is
also under consideration. The State has planned
to impart hands-on training to the PDOs based on
the data available in KSRSAC and NRDMS to ensure
uptake of G IS-based G P level planning and moni-
toring. The S tate has also planned to collaborate
with the Biome Environmental Trust and Friends of
Lake Trust to recharge overall dried wells in the State
through BHOVI Tribals under NRLM and NURLM
scheme to build water resilience and sustainable
water management. Essentially, the convergence
is visible through effective use of schemes and
programmes for inter-sectoral outcomes. For exam-
ple, MNREGA and NRLM – which are social protec-
tion and employment schemes – were used well to
generate spin-offs in environment.
V.
SDG Monitoring: The State is putting in place a SDG
monitoring system. It has begun monthly review
of NITI Aayog's 62 SDG indicators from the SDG
India Index Report of 2018 as part of the Karnataka
Development Programme (KDP) Review at the State
and district levels. This involves analysing disag-
gregated data from the districts and setting up of
district-specific targets to ensure the effective and
efficient implementation of SDGs by District Planning
Committees (DPC).
VI. SDG based Budgeting: In cognisance of the impor-
tance of budgeting for SDG, the Government of
Karnataka has advised Goal-wise Committees to
project budget requirements for 2019-20. Nine
Goal-wise committees have projected their required
budget for 2019-20. This will ensure that adequate
allocations are available for meeting the targets.
VII.
Capacity Development: Modules for capacity build-
ing of officials, officers and elected representatives
have been prepared by Administrative Training Insti-
tute (ATI). Training on SDGs will be provided through
the ATI, District Training Institutes (DTI) and State
Institute for Rural Development (SIRD) for 135,000
officers, officials and elected representatives in 5
years through 2915 master trainers. Additionally, the
Planning Department has held sensitisation meet-
ings for nodal officers from all the departments for
providing insight on the SDGs, the data systems and
action to be taken.
VIII. Strategies for Leaving no one Behind: Department
of Social Welfare is currently preparing strategies
for inclusion of the vulnerable groups to be incor-
porated in the budget. The State has included strat-
egies under S DG 10 action plan report for various
socially marginalised groups-SC/ ST/ OBC/ minori-
ties, such as focussing on skill development and
employment generation.
IX.
Partnerships: Partnerships have been developed
with National Foundation for India, Biome Envi-
ronmental Trust, Front Ship Lake, C-Step, Junior
Chamber International (JCl), etc for awareness
generation and empowerment of people in the State.
The G overnment is under discussion for open data
analysis of SDG indicators and with various foreign
partners for assistance in effective implementation
of SDGs in the S tate. 72lOCAlIsINg sUsTAINABle DeVelOPMeNT gOAls
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73
I. Communication, Awareness generation and
Advocacy on SDGs: The Kerala Institute of Local
Administration (KILA) has been undertaking capac-
ity building of multiple stakeholders on SDGs by
including a module on SDGs in their ‘Social E duca-
tion Programme’. Programmes have been conducted
for elected representatives and officials of Local S elf
Government Institutions and all key stakeholders.
Planning and E conomic Affairs (CPMU) Department
in association with KILA organised a ‘Thematic Work-
shops on S DGs’ for officials to sensitise them about
the importance of SDGs and the need to work in
coordination for effective implementation and moni-
toring of S DGs.
II.
Institutional Mechanisms for Following ‘Whole-
of-Government’ Approach: The G overnment has
set up an elaborate institutional mechanism to
ensure that all government departments come
together on a common platform and collaborate
with experts and training institutions on the SDG
agenda. The Planning and Economic Affairs (CPMU)
Department has been identified as the nodal agency
for implementation and monitoring of all SDGs in the
State, with its Director as the nodal officer. An SDG
Cell has also been constituted for all matters relating
to SDGs. A Nodal Department (Administrative
Department) for each Goal has also been designated
with nodal officers. Task forces for each Goal have
been set up and a series of Goal-specific meetings
were conducted at CPMU level to identify the data
gaps and efforts to bridge the gaps.
A State L evel S teering Committee (SLSC) headed
by the Chief S ecretary has been constituted with
Secretary, Planning and Economic Affairs as Conve-
ner and all S ecretaries as its members. It is an apex
body responsible for suggesting policy decisions
to the Council of Ministers in all matters related to
implementation and monitoring of SDGs in the S tate.
An SDG Monitoring G roup (SMG) has also been
constituted with officials from Kerala State Planning
Board (KSPB), Directorate of Economics and S tatis-
tics (DES), Kerala Institute of Local Administration
(KILA), and several key ministries. The Government
has identified various partners as part of the insti-
tutional framework to roll out the implementation
and monitoring activities of SDGs in the S tate. To
strengthen the institutional framework developed
for the implementation of SDGs, the S tate organ-
ised a workshop for ‘Preparation of Guidelines for
Institutional Framework for the Implementation and
Monitoring of S DGs in the S tate’.
III.
Aligning Local Plan with SDG: In order to main-
stream S DGs into the L ocal Plans (People’s Plan
Campaign), KILA has set up a specialised centre
- ‘Centre for S DGs and L ocal G overnments’. It has
been imparting training/awareness building to
officials as well as elected representatives of local
bodies about S DGs. This aims to S ensitise the impor-
tance of implementing SDGs and thereby aligning
Local S elf Government (LSG) plans with S DGs.
IV.
Good examples of inter sectoral approaches to
achieve SDGs: Nava Keralam Karma Padhathi
is a flagship programme of the State government
launched in November, 2016. It encompasses four
Missions, viz., Aardram Mission (Health Mission),
Livelihood Inclusion and Financial Empowerment
(LIFE) Mission (Housing Mission), Public Education
Rejuvenation Campaign (Education Mission) and
Harithakeralam Mission (consisting of the three
Sub Missions, viz., Sanitation- Waste Management
Mission, Soil-Water Conservation Mission and Agri-
culture Development Mission). It is an inter-sectoral
approach which seeks to address problems faced
in the six key sectors, namely, health, education,
agriculture, sanitation, water resources and hous-
ing, with the help and active involvement of local
self-governments. NKKP aims to provide socio-eco-
nomic services to those who are marginalised from
various development initiatives in the past. This
spirit of the mission aligns with most of the sectors of
SDGs and the principle of ‘Leaving No One Behind’.
The S tate was hit by a devastating flood in August
2018. In the post-flood scenario, the government
had set up a ‘Rebuild Kerala Initiative’ with the core
principles of – (a) Being Fast, Efficient, and Inclusive
(b) Improving Resilience (c) Build-back-better philos-
ophy (d) Innovative and Modern Technologies (e) Fair
and E quitable Rehabilitation Practices (f) Capacity
building (g) Building Asset Management Frameworks
and (h) S implification of processes and procedures.
The government is beginning to reorient Nava
Keralam Karma Padhathi (NKKP) to the Re-Build
Kerala Initiative to meet the immediate necessities
of re-building Kerala from the ruins caused by the
devastating floods. A consultation is being planned
to build the convergence of these two programmes
with S DGs.
V.
SDG Monitoring: The S tate has followed India's
National Indicator Framework (NIF) for the monitor-
ing of S DGs. The S DG cell conducted an exercise to
collect the data for as many indicators as available.
13. KERALA 74lOCAlIsINg sUsTAINABle DeVelOPMeNT gOAls eARlY lessONs FROM INDIA
STATE LEVEL INITIATIVES ON LOCALISING THE SDGs
75
A total of 161 indicators have complete and reliable
data which are available for periodical monitoring.
Further, the S tate G overnment is planning to have a
dashboard for monitoring the indicators as per the
National Indicator Framework (NIF) and the State
specific indicators separately. Indicators with no reli-
able and/or periodic data were identified and steps
have been initiated to make it available either by
including it in the on-going surveys of State or by
conducting new ad hoc surveys.
VI.
SDG based Budgeting: CPMU in association with
KILA and KSPB organised a workshop on Mapping
of Plan S chemes with goals/targets of SDGs in order
to identify resource gaps for each of the Goals. The
mapping was shared with the KSPB which, in consul-
tation with all implementing agencies/departments,
finalised the mapping of schemes to the respective
targets/goals. As a follow up of decisions in the work-
shop, the S tate Planning Board included instruc -
tions to incorporate components in plan schemes
in achieving S DGs, while issuing guidelines for the
preparation of Annual Plan 2019-20.
VII. Capacity Development: KILA has been designated
as the training and capacity building partner in the
implementation and monitoring of SDGs in the S tate.
KILA has set up a specialised center - ‘Centre for
SDGs and L ocal G overnments’ and is involved in
designing, implementing, and monitoring of capacity
building programmes; disseminating SDGs through
IEC; developing and handholding planning tools
on SDGs, developing and managing dashboard on
SDGs for training and monitoring at all levels (SDG
Training Tool kit). KILA has designed different types
of capacity building programmes such as trainings
(for national experts and State, district and local level
stakeholders), awareness generation, IEC (Print and
Visual Media); designing and handholding planning
tools such as Toolkits, Helper, Work Book. KILA also
developed an S DG Training tool kit for setting targets
and monitoring S DGs that enable the functionaries at
all levels [sub-national, district, sub- district] to track
and monitor the progress on SDGs. Local G overn-
ments in Kerala prepare local plan and budget that
cover most of the SDGs. Introducing S DGs at local
level and integrating SDGs with Missions/Flagship
programmes will pave way for transformation.
Through S ocial E ducation Programme, KILA is
providing training for various groups like Kudumbas-
ree, Youth Welfare Board, Kerala State L iteracy
Mission, Kerala State L ibrary Council, Mahila
Samkhya, Senior Citizens Friends Welfare Society,
SEVA, Kerala Senior Citizen Forum, Focal Group
Members, Community Counselling Facilitator etc. in
the State. A web-based dashboard designed by KILA
enables the S tate, district and local functionaries to
develop targets, track and monitor the progress on
the attainment of SDGs. Even the public has access
to this platform.
VIII.
Strategies for Leaving no one Behind: The S tate
has a number of initiatives for the most vulnerable
sections of the population.
a.
Women and Children - Kudumbashree for
poverty eradication and women employment,
Pink Patrol for safety of women and children; 50
percent reservation for women in local bodies.
b. Transgenders - Kerala is the first State in India
to unveil a transgender policy. It has also led
the way in providing employment reservation
for transgenders (in Kochi Metro). A sport meet
was also conducted for transgenders, a first of
its kind initiative in India.
c. Senior citizens - Kerala is the first State in India
to declare a Pain and Palliative Care Policy for
the elderly under the leadership of Local S elf
Government Department. In the urban areas,
health care and support are being provided
to persons above 60 years of age, in addition
to pensions for all eligible persons above 60
years of age, including a provision for doorstep
delivery.
d.
Migrants - A special programme to educate the
children of migrant workers is currently under
implementation in one district. There is also a
health insurance and accidental death cover-
age for migrant workers living in the State.
e. The S cheduled Castes, and Scheduled Tribes
Development Departments have a number of
programmes on health care, education and
provision of basic services to these marginal-
ised social groups.
f.
Differently abled Persons - The Government
has reservations for the differently abled in
higher education and jobs. Currently, all tour-
ist destinations and public spaces are being
made ‘differently abled friendly’ as well. The
State is focusing on sustainable rehabilitation
of persons with disability.
g. Homeless - The Mission LIFE (Livelihood Inclu-
sion and Financial Empowerment) is a flagship
programme of the State G overnment. It is a
massive housing campaign to build houses for
those who are landless and houseless. All land-
less and homeless will be rehabilitated.
IX.
Partnerships: The State is partnering with KILA, and
the National Foundation of India. Partnerships with
UN agencies is under consideration. 76lOCAlIsINg sUsTAINABle DeVelOPMeNT gOAls
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STATE LEVEL INITIATIVES ON LOCALISING THE SDGs
77
I. Communication, Awareness generation and Advo-
cacy on SDGs: The S tate has initiated an extensive
process of sensitisation for all the government
departments on SDGs. Rounds of consultation meet-
ings were done with senior departmental officials to
build awareness on SDGs and to highlight the impor-
tance of collective action and concerted efforts on
SDGs. The departments were asked to formulate
implementation strategies for various SDG targets
relevant to them and map them with measurable
indicators. A State Level Stakeholder’s Consulta-
tion Workshop for SDGs was also held. It was aimed
at developing institutional partnerships, exchang-
ing ideas and sharing experience to achieve the
Sustainable Development Goals in Madhya Pradesh.
Further, directives have been issued to all District
Collectors to allocate one session on SDGs in all the
training programmes at district level.
II.
Institutional Mechanisms for Following ‘Whole-of-
Government’ Approach: The S tate has developed
SDG Action Plan 2030 which is a multi-year document
with progress against goals measured across three
timelines – 2020, 2024 and 2030. The Action Plan
2030 elaborates on ways in which all departments
need to reorient and redefine their roles in realising
the SDGs. Regular reviews have been conducted
by high level officials of State to ensure seamless
coordination. A dedicated interdepartmental SDG
cell has been constituted for monitoring the roll out
and implementation of Sustainable Development
Goals in the S tate.
III.
Aligning Local Plan with SDG: The S tate is in the
process of disaggregating the actionable agenda at
district and G ram Panchayat levels. A SDG cell has
been constituted under chairpersonship of District
Collector with district level officials of the concerning
district departments as members. Block and district
level capacity has already been developed as part
of the Aspirational Blocks Programme covering 50
most backward blocks in 19 districts of the State for
monitoring the progress on 103 indicators across 6
sectors (Health and Nutrition, Education, Agriculture
and Allied S ervices, Infrastructure-Rural and Urban,
Skill Development and Employment and Social and
Financial Inclusion).
IV.
Good examples of inter sectoral approaches to
achieve SDGs: The S tate Vision 2030 and Action
Plan documents highlight the multi- sectoral
approaches to achieving SDGs and targets. Mapping
of schemes for SDGs is complete, and taskforces
were formed to ensure inter-departmental coordi-
nation and convergence. Rounds of consultations
and sensitisation workshops were conducted by all
taskforces during 2017-18.
V.
SDG Monitoring: The G overnment of Madhya
Pradesh has already developed a digital structure
(Monitoring Dashboard) for tracking the quantitative
progress of programmes and schemes in poverty,
health, nutrition, education, infrastructure and agri-
culture sectors at Block level for 50 Aspirational
Blocks and is now in the process of developing a
SDG dashboard. For monitoring and roll out of
SDGs, a dedicated S DG cell has been constituted
at State level and for localisation of SDGs, a SDG
cell under chairpersonship of District Collector has
been constituted in all the districts with district level
officials of the concerned departments as members.
VI. SDG based Budgeting: SDGs and targets are
mapped with various government schemes with
milestones for 2020, 2024 and 2030. Further, strate-
gies for implementation of such schemes are defined
covering financial and budgeting requirements.
Departments have been asked to define the annual
targets and their respective budgeting requirements
to achieve the yearly goals for respective schemes.
VII.
Capacity Development: The State Planning Commis-
sion has initiated extensive process of sensitisation
for 9 working groups (Task Force) from 54 depart-
ments of the government. Nine State level work-
shops have been conducted so far. A State L evel
Training Programme has also been organised for
integrating SDGs in the decentralised integrated
planning process. Directives have been issued to all
district collectors to allocate one session on SDGs in
all the training programmes.
VIII.
Strategies for Leaving no one Behind: Madhya
Pradesh’s vision on attaining SDGs aims to cover
social inclusion, while fighting poverty and discrimi-
nation. Promotion of equal opportunities, access to
the labour market, fair working conditions, adequate
and accessible social protection and inclusion form
the guiding principles towards attainment of SDGs.
Under Aspirational Block programme, the State has
identified 50 aspirational blocks out of which 29 are
notified as tribal blocks. The State has also defined
indicators related to vulnerable population groups
and is capturing disaggregated data on monthly
basis.
IX.
Partnerships: The S tate is partnering with UN agen -
cies in sensitisation, capacity building and prepara-
tion of S tate Vision document.
14. MADHYA PRADESH 78lOCAlIsINg sUsTAINABle DeVelOPMeNT gOAls
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79
15. MAHARASHTRA
I. Communication, Awareness generation and
Advocacy on SDGs: Awareness generation has
been undertaken through information sharing about
SDGs by providing access to relevant documents on
SDGs online such as NITI Aayog’s Scheme Mapping,
the SDG India Baseline Report (2018) of NITI Aayog,
SDG Baseline Report of MoSPI, SDGs Brochure for
Gram Panchayats and ULBs, State G overnment
Resolutions and Orders on SDGs and a briefing
document on S DGs on the Website of the Planning
Department. Additionally, booklets on SDGs that
list out the 17 G oals and 169 Targets have been
translated to the State Official L anguage – ‘Marathi’
and have been shared widely with all departments
of the government.
II.
Institutional Mechanisms for Following ‘Whole-of-
Government’ Approach: A State L evel Workshop
was organised in collaboration with United Nations
in India on the theme of 'Enhancing Capacities
for Institutionalising SDGs in Maharashtra with
the aim of sensitising and building capacities
amongst the S enior Officers of State G overnment.
Sectorial E xperts and delegates from various
State G overnments participated and shared their
knowledge and experience. The Government
of Maharashtra has designated the Planning
Department as the nodal department and the
Directorate of Economics and Statistics as the
Nodal Office or implementation of SDGs. The S tate
level schemes have been mapped with SDGs in 3
Categories - A, B and C depending on their level of
association with SDGs i.e. High; Medium and Low.
The UN agencies are supporting the government in
this endeavour.
III.
Aligning Local Plan with SDG: Statutory Interven-
tions have been made for implementation of 17
SDGs and 169 Targets by the District Administra-
tion to orient District Annual Plans by amending the
Maharashtra District Planning Committees (Conduct
of meetings) (Amendment) Rules 2018, given that
most of the functions that have a bearing on the 17
SDGs and 169 Targets are also linked to 74th Amend-
ment to Constitution of India. The Maharashtra
District Planning Committees (Conduct of meetings)
(Amendment) Rules 2018, now specifically includes
the following provision :- ‘While preparing such plans
the District Planning Committee shall adhere to the
guidelines issued by the State G overnment, from
time to time, in the matters of extent and size of the
financial allocation, inter sectorial priorities, provi-
sions for funds of the Committed Schemes, E xter-
nally Aided S chemes and S pecial Programmes, for
which the S tate G overnment has laid emphasis such
as its Vision 2030 and commitment towards achieve-
ment of S DGs.’
The District Annual Plan which has 138 district level
schemes with an outlay of Rs.9000 Crores in 2019-
20 under the S tate G eneral Plan, has been mapped
to the 17 S DGs, 169 targets and 306 indicators iden -
tified by the G overnment of India. Further, given the
interconnectedness of the SDGs, the 138 district
level schemes are being mapped accordingly with
the 17 S DGs and 169 targets. Also, mapping has been
classified depending on whether the district level
scheme has direct or indirect impact on each of the
17 SDGs and 169 targets. Further, the mapping of
about 1595 State level schemes having budgetary
outlay of Rs. 85022 Crores for 2019-20 is presently
under progress and expected to be completed in
this year.
IV.
Good examples of inter sectoral approaches to
achieve SDGs: Given the interdependence between
various sectors, the State has addressed the issues
of overall development and has started Human
Development Programme from 2006 – 07 under
which initially 25 Backward Block were identified
and later increased to 125 Backward Blocks in 2011-
12. The Human Development Programme encom-
passes three interdependent sectors viz. education,
health and livelihood opportunities.
V.
SDG Monitoring: The Action Room to Reduce
Poverty set up in collaboration with the United
Nations in India is tasked with monitoring of SDGs.
It has collaborated with Tata Institute of Social
Sciences (TISS) to develop Micro Development Plans
(MDPs) for the 27 Most Backward Blocks based on
the SDGs Framework and Design. Going forward,
it will also pilot the initiative for decentralised plan-
ning and monitoring of SDGs at the block level. The
State G overnment and YASHADA, i.e. Administra-
tive Training Institute of the State G overnment has
recently completed an extensive study to estimate
the Human Development Index at the Block Level.
State G overnment has recently announced the
setting of an independent SDGs – Implementation
and Monitoring centre expected to be functional in
2019-20.
VI.
SDG based Budgeting: The S tate G overnment
has undertaken online mapping of the 1595 State
level schemes to the 17 SDGs and 169 targets for 80lOCAlIsINg sUsTAINABle DeVelOPMeNT gOAls eARlY lessONs FROM INDIA
STATE LEVEL INITIATIVES ON LOCALISING THE SDGs
81
which a separate ‘SDGs Tab’ has also been made
available on the portal of MP-SIMS (Maharashtra
Plan S chemes-Information Management System)
to enable the Administrative Departments to enter
the Information Data on 17 Goals and 169 targets.
This will ensure an automatic and continuous linking
of the outlays and outcomes from various Centrally
Sponsored S chemes and S tate Level S chemes to the
17 SDGs and 169 targets. The State has undertaken
massive tree plantation drive to plant 33 Crores
Saplings from 2017-18 to 2019-20 which is an unique
initiative to promote SDG 15 and target 15.2 for which
compulsory allocation 0.5 per cent has been made
in the S tate Budget.
VII.
Capacity Development: Realising that effective
implementation and co-ordination of SDGs needs
active participation and training of all stakehold-
ers especially at the delivery levels of the District
Administration, adequate funds have been made
available at the district level for continuous train-
ing and capacity building relating to SDGs. Accord-
ingly, from District Annual Plan funds to the extent
of 0.1 per cent (i.e. approximately 50 Crores for all
36 Districts) have been earmarked out of 0.5 per
cent of the total outlay available for ‘Monitoring,
Evaluation and Data Entry’ under District Annual
Plan for capacity building. Additionally, Government
of Maharashtra has directed YASHADA, the S tate
Level Administrative Training Institute to incorpo-
rate Academic Curriculum regarding SDGs in their
existing Training Modules for the Class-1, Class-2 and
Class-3 G overnment Officers.
VIII.
Strategies for Leaving no one Behind: Comprehen-
sive S DGs Checklist has been designed to moni -
tor the extent to which the project proposals are
compliant with the framework of SDGs. The S DGs
Checklist consists of five categories of assessment
viz. Leave No one Behind, Positive and Adverse
Impact on the Three Pillars of SDGs, Marker of
SDGs and Targets, Monitoring and Evaluation and
Extent of S DGs Awareness. Further it has been
directed that all proposals under the Human Devel-
opment Programme covering 125 Backward Blocks
should be vetted against the SDGs Checklist, prior
to approval by the District Administration. State
Government, with a view to design more inclusive
approach to Women Centric targets under the SDGs
and aim to improve the financial stability of under-
privileged, debt-ridden women, has approved ‘Liveli-
hood Program for Rural Women’, to be implemented
by Mahila Arthik Vikas Mahamandal (MAVIM), a State
PSU under the Human Development Mission for 125
blocks in 23 districts from 2019-20 to 2021-22. This
will provide Financial Services to about 1,12,900
women thereby directly contributing to SDG. 1, 5,
8 and 10.
IX.
Partnerships: In line with the SDGs mantra of
‘Leave No One Behind’ and for streamlining vari-
ous initiative towards the achievement of SDGs,
State G overnment has incubated the ‘Action Room
to Reduce Poverty’ in collaboration with United
Nations in India to improve development outcomes
of the most deprived 27 blocks in 13 districts. Micro
Development Plans (MDPs) are being prepared
as the vehicle for overall improvements of Human
Development Indices and achieve SDGs. The
Action Room to Reduce Poverty serves as a Think
Tank on S DGs implementation and monitoring and
provide insightful inputs for effective and efficient
programme delivery particularly relating to liveli-
hood opportunities. The State G overnment has also
set up Village S ocial Transformation Foundation
(VSTF) to promote Public-Private Partnership (PPP)
between the S tate and Corporate Sectors and Phil-
anthropic Organisations, to plug development gaps
especially across rural Maharashtra. The objective of
VSTF is to transform 1,000 villages in Maharashtra,
by enhancing development focus across sectors of
the SDGs, such that the change in these villages is
self- initiated and sustainable. 82lOCAlIsINg sUsTAINABle DeVelOPMeNT gOAls
MEGHALAYA
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83
16. MANIPUR
17. MEGHALAYA
I. Communication, Awareness generation and Advo-
cacy on SDGs: The S tate government is undertak-
ing sensitisation of all government departments
on SDGs.
II.
Institutional Mechanisms for Following ‘Whole-of-
Government’ Approach: Manipur has initiated the
process of preparation of Vision 2030 and is setting
up institutional mechanisms for implementing the
Agenda 2030 at various levels of governance.
The North E ast Forum set up by NITI Aayog is
championing greater collaboration among the
various North-Eastern S tates on issues which cut
across the region.
III.
SDG Monitoring: The S tate is at initial stages of
conceptualising a monitoring framework for SDGs.
IV.
Capacity Development: Capacity building of officials
is planned on S DGs in collaboration with training
institutions within the State.
I.
Communication, Awareness generation and
Advocacy on SDGs: As a first steps towards adopting
SDGs at the S tate level, the State government
undertook sensitisation of all government
departments and officials on SDGs.
II.
Institutional Mechanisms for Following ‘Whole-
of-Government’ Approach: The G overnment of
Meghalaya has formed an SDG cell at the S tate
level for coordinating the preparation of its Vision
document and SDG implementation. – The State
has completed mapping of the government schemes
against S DGs.
III.
SDG based Budgeting: State level indicators that
are relevant in the context of the State are being
identified by the government for effective monitoring
of SDGs. 84lOCAlIsINg sUsTAINABle DeVelOPMeNT gOAls
MIZORAM eARlY lessONs FROM INDIA
STATE LEVEL INITIATIVES ON LOCALISING THE SDGs
85
18. MIZORAM
I. Communication, Awareness generation and Advo-
cacy on SDGs: Mizoram has organised a Regional
Workshop on Sustainable Development Goals
for all the north-eastern States and S tate L evel
Sensitisation Workshops on SDGs for Members
of Legislative Assembly and nodal officers from all
line Departments. This has been followed up with
District L evel S ensitisation Workshops for district
officials, and Villages Councils/Local Councils Pres-
idents/Secretaries. Publicity material on all Goals has
been prepared and distributed to different offices
and schools for display. Video clips on SDGs in local
language are telecast in local TV channels and social
media. Talk shows have been organised exclusively
on Sustainable Development Goals in local TV chan-
nels with an expert panel from academia and offi-
cials from Planning and Programme Implementation
Department to raise awareness on the subject.
II.
Institutional Mechanisms for Following ‘Whole-
of-Government’ Approach: The Planning and
Programme Implementation Department has been
identified as the nodal department for SDGs. The
State aims to align its flagship programs with the
SDG targets with an action plan for achieving the
Goals. A High-Level Committee was constituted
to coordinate among all line Departments, and to
monitor the implementation of SDGs in the S tate.
Landscape analysis has been conducted to map
schemes against SDGs. Sectoral strategies have
been prepared and aligned to SDGs. A Technical
Committee has been established to identify
indicators and assess capacity of line Departments
to implement the goals. A dedicated SDGs Cell
has been set up in the Research and Development
Branch of Planning and Program Implementation
Department.
III.
Aligning Local Plan with SDG: The Planning and
Programme Implementation Department has
conducted sensitisation workshop in all districts
for officials and village/locality representatives for
achieving local alignment of the SDGs. Surveys
on 264 parameters have been conducted at local/
village level to establish baseline values. Village
Development Plan for selected model village will be
prepared with S tate Institute of Rural Development
and Panchayati Raj for implementation of SDGs at
village level to be replicated in other villages. One
village each per district has been selected for this.
District Planning Committees have been entrusted to
monitor S DGs implementation at district and village
level plans.
IV.
Good examples of inter sectoral approaches to
achieve SDGs: Putting in place mechanisms such
as establishing a High-level Committee, undertaking
baseline surveys across sectors, budget alignment
to SDGs, and mapping of schemes against SDGs will
ensure convergence across sectors.
V. SDG Monitoring: A High Level Monitoring Commit-
tee for S DGs under the chairpersonship of Chief
Secretary, Government of Mizoram has been consti -
tuted to monitor the implementation of SDGs in the
State. A Technical Committee on SDGs under the
chairpersonship of Director, Economics and S tatis-
tics Department has been set up to identify indi-
cators and assess capacity of line Departments to
implemented S DGs goals in the S tate. The District
Planning Committee has been entrusted to monitor
SDGs implementation in the Districts level. A base-
line data survey has been conducted which will
provide useful data for SDG monitoring. This survey
was guided by committees formed at all three levels
– State, District and Village to oversee the process.
VI.
SDG based Budgeting: Landscape analysis of SDGs
implementation has been conducted to identify line
departments, schemes and programmes that are
responsible for achieving the targets. Sectoral strat-
egy for implementation of SDGs has been prepared.
Budget alignment with SDGs implementation frame-
work has been incorporated in the Vision 2030
agenda.
VII.
Capacity Development: To identify indicators and
assess capacity of line Departments to implement
SDG plans, a separate Technical Committee on SDGs
has been established. This committee includes
nodal officers of all line Departments and meets
frequently to select indicators, validate and analyse
data, and monitor the dashboard. The Committee
for SDGs has also conducted trainings for nodal offi-
cers of all line Departments, district level officers and
selected NGOs.
VIII.
Strategies for Leaving no one Behind: Baseline
surveys have been conducted to cover the entire
State, and data has been collected on vulnera-
ble sections. This will enable the State to design
programmes for the most economically vulnerable
sections of the society.
IX.
Partnerships: The S tate is partnering with UNDP,
Mizoram University, training institutes and ICFAI on
taking the S DG agenda forward. Local channels,
colleges and schools are also actively consulted and
engaged for spreading awareness and conducting
sensitisation programmes. 86lOCAlIsINg sUsTAINABle DeVelOPMeNT gOAls
NAGALAND eARlY lessONs FROM INDIA
STATE LEVEL INITIATIVES ON LOCALISING THE SDGs
87
19. NAGALAND
I. Communication, Awareness generation and Advo-
cacy on SDGs: The S tate has undertaken numer-
ous initiatives on sensitising different stakeholders
on SDGs.
II.
Institutional Mechanisms for Following ‘Whole-
of-Government’ Approach: An S DG Cell has been
established in the Planning and Coordination
Department, which is the nodal department in the
State. The Cell is headed by the Principal Secretary
and the Development Commissioner. Twenty-
three departments have been identified for SDG
implementation and their nodal officers have
been designated.
III.
SDG based Budgeting: The S tate has initiated steps
to align budgets to SDGs.
IV.
Capacity Development: Two workshops have been
held in the S tate for capacity building of officials on
SDGs.
V.
Strategies for Leaving no one Behind: Strategies
are being identified to effectively reach out to the
vulnerable sections of population in the State.
VI. Partnerships: The S tate is in the process of forging
a partnership with UNDP on SDG implementation.
An SDG Cell has been
established in the Planning
and Coordination Department,
which is the nodal department
in the S tate. 88lOCAlIsINg sUsTAINABle DeVelOPMeNT gOAls
ODISHA eARlY lessONs FROM INDIA
STATE LEVEL INITIATIVES ON LOCALISING THE SDGs
89
20. ODISHA
I. Communication, Awareness generation and Advo-
cacy on SDGs: The State convened several rounds
of meeting with 33 relevant Departments to raise
awareness of officials on the National Indicator
Framework. The performance of Odisha and other
States recorded in the SDG India Index: Baseline
Report of 2018 has also been communicated to the
officials so that they are aware of the State’s perfor-
mance vis-à-vis other States.
II.
Institutional Mechanisms for Following ‘Whole-
of-Government’ Approach: The Planning and
Convergence Department has been identified as
the nodal department in the State. The Director,
Directorate of E conomics and S tatistics (D.E&S),
Government of Odisha has been declared as the
Nodal Officer for data flow on SDG indicators. Task of
collecting and maintaining the data base, analysing
data on progress of SDGs has been assigned to
Directorate of E conomics and S tatistics. An S DG
Core Team has been constituted in the Planning
and Convergence Department for implementation
of different S DGs activities in the State.
III.
Aligning Local Plan with SDG: The S tate plans to
constitute S DG Cells at District, Urban Local Bodies
(ULB)and Panchayat levels for coordinating imple-
mentation of S DGs. The officials of District Planning
and Monitoring Units of different Districts of Odisha
have been S ensitised on S DGs which will be useful
in aligning local plans with SDGs.
IV.
SDG Monitoring: All the concerned 35 Departments
have been asked to finalise indicators for 17 Goals
related to their Departments and map the Schemes
accordingly. The SDG Cell created in different
Departments will monitor the progress of imple
-
mentation of S DGs in the S tate. S teps will be taken
to develop Dashboard for monitoring of SDGs indi-
cators on a regular basis. An Odisha State Indicator
Framework (OSIF) is being prepared based on which
an OSIF Baseline Report will be prepared.
V.
SDG based Budgeting: Mapping of Schemes
has against S DGs and the indicators have been
completed. S DG based Budgeting and financing
will be initiated by the State G overnment very soon.
VI.
Capacity Development: The S tate has conducted (a)
brainstorming sessions with Secretaries under the
Chairpersonship of Chief Secretary in Odisha Secre-
tariat. (b) Training Programmes on ‘Convergence for
Sustainable Development’ for Senior and Middle
level Officers at Xavier Institute of Management,
Bhubaneswar and (c) an ‘Orientation Programme
on SDGs’ was conducted for Nodal Officers and
members of the seven Thematic Working Groups.
The State also hosted a two days Regional Workshop
on SDG Monitoring Framework, a National Work -
shop on Building capacity for localising SDGs and
a Training on S ocial Development Indicators, Moni-
toring and E valuation and Result Based Manage -
ment. The S tate has participated in various training
programmes oganised by NITI Aayog, MOSPI and
the UN agencies.
VII.
Strategies for Leaving no one Behind: Several
Schemes aimed at empowering the Particularly
Vulnerable Tribal Groups are being implemented.
These include schemes for improving livelihood
opportunities, providing basic amenities and improv-
ing infrastructure. Similarly, schemes targeted at
other vulnerable population groups are also being
implemented.
VIII.
Partnerships: UNICEF is partnering in the process of
planning, strategising and formulating action plans
and monitoring implementation of SDGs. 90lOCAlIsINg sUsTAINABle DeVelOPMeNT gOAls
PUNJAB eARlY lessONs FROM INDIA
STATE LEVEL INITIATIVES ON LOCALISING THE SDGs
91
21. PUNJAB
I. Communication, Awareness generation and Advo-
cacy on SDGs: The Department of Planning as a
Nodal Department is raising awareness of the vari-
ous departments on SDGs.
II.
Institutional Mechanisms for Following ‘Whole-of-
Government’ Approach: The S tate G overnment has
constituted a S teering Committee for implementation
of SDGs under the Chairpersonship of the Chief
Secretary and is in the process of preparing a Four-
Year S trategic Action Plans (2019-23) to achieve the
targets fixed under SDGs.
III.
Aligning Local Plan with SDG: The Department
of Rural Development and Panchayats and Local
Government are involving the PRIs and ULBs to
achieve the targets fixed under SDGs at grassroots
level.
IV.
Good examples of inter sectoral approaches to
achieve SDGs: A number of departments are work-
ing in close coordination towards ending poverty
in all its forms. These include the Departments of
Rural Development and Panchayats, Social S ecu-
rity, Women and Child Development, Agriculture and
Farmers Welfare, Housing and Urban Development,
Water S upply and S anitation, S chool E ducation and
Health.
V.
SDG Monitoring: An S DG cell has been created in
Economic and S tatistical Organisation, Punjab for
monitoring SDGs. The State is in the process of
preparing S tate-specific Indicators in consultation
with administrative Departments. The State G overn-
ment is also preparing Department Information
System Architecture (DISA) for each Department to
monitor progress on SDGs in the S tate. The S tate
Government has constituted a State L evel Task
Force for Monitoring of SDGs with the Finance Minis-
ter as the Chair.
VI.
SDG based Budgeting: Mapping of all schemes,
Centrally funded as well as State funded, has been
completed, and provisions are being made to bridge
resource gaps.
VII.
Capacity Development: The S tate is conducting
regular workshops for every department that is
focused on S DGs.
VIII.
Strategies for Leaving no one Behind: As a first step,
identification of vulnerable groups which need to be
targeted has been completed.
IX.
Partnerships: The S tate G overnment is engaging
with the United Nations Development Programme
(UNDP) to provide technical support to establish
SDG Coordination Centre for facilitating implemen-
tation of S DGs in the S tate. 92lOCAlIsINg sUsTAINABle DeVelOPMeNT gOAls
RAJASTHAN eARlY lessONs FROM INDIA
STATE LEVEL INITIATIVES ON LOCALISING THE SDGs
93
22. RAJASTHAN
I. Communication, Awareness generation and
Advocacy on SDGs: For sensitisation and capacity
building of departmental officials, regular training
programmes are organised in the State. For district
and PRI level officials, Indira Gandhi Panchayati
Raj and Gramin Vikas Sansthan (SIRD and PR) has
organised refresher trainings/workshops for sensi-
tisation and awareness development on SDGs.
Brochures have been prepared for communication
and awareness generation at State, district and
sub-district levels.
II.
Institutional Mechanisms for Following ‘Whole-
of-Government’ Approach: At the S tate level,
Planning Department has been designated as the
nodal department for SDG implementation and
monitoring. The State has carried out mapping of
departments and development programmes and
various ongoing innovations according to SDGs
and related targets. Department-wise goals and
targets have been identified and the same have
been communicated to concerned departments.
SDG Nodal Officer and Data Focal Points have
been appointed in each Department. A ‘Centre for
SDG implementation’ has also been established at
Directorate of E conomics and S tatistics primarily
for monitoring and developing an IT-based platform
‘SDG-MIS’. A S tate L evel Implementation and
Monitoring Committee for SDGs chaired by the Chief
Secretary has been constituted to suggest strategies
and monitor the progress and activities on SDGs.
District-level S DG Implementation and Monitoring
Committees chaired by the District Collectors have
also been constituted for effective implementation
at the district level. Departmental officers involved
in this exercise are being Sensitised to align their
programmes/schemes/activities and budget
proposals with S DGs.
III.
Aligning Local Plan with SDG: The Indira G andhi
Panchayati Raj and Gramin Vikas S ansthan (State
Institute of Rural Development and Panchayati Raj) is
providing guidance for sensitisation/implementation
of SDGs at PRIs level and for integration of SDGs
with G PDP. An orientation workshop for faculties
of Panchayat Training Institutes and IGPRS has
been organised on SDGs. IGPRS has also prepared
a training-module for aligning SDGs with G ram
Panchayat Development Plan. Separate cell/unit for
implementation of SDGs at district/ULB/panchayat
levels are being established.
IV.
Good examples of inter sectoral approaches to
achieve SDGs: For effective implementation of SDGs
in the S tate and to have inter- sectoral strategy to
bring cross-cutting departments on same page, 7
Sectoral Working-Groups have been constituted in
the State.
V.
SDG Monitoring: State Level Implementation and
Monitoring Committee for SDGs under the chairper-
sonship of Chief Secretary has been constituted to
suggest the strategy and monitor the progress and
activities on S DGs. The Centre for SDG Implementa-
tion has carried out an exercise to find out availability
of data on draft national indicators and NITI Aayog’s
SDG Index indicators. Simultaneously, baseline data
for the national indicator framework and priority
indicators have also been collected. For collecting,
validating and reporting data on indicators, nodal
officers and data focal points have been appointed
in each department. Similarly, nodal officials for each
goal have been designated. A dashboard for moni-
toring of SDGs is being prepared by Department of
Information Technology and Communication.
VI.
SDG based Budgeting: The S tate has decided
to link all S tate and Central Schemes and budget
heads with S DGs. In this context, Finance Depart -
ment is preparing a module for mapping of exist-
ing schemes on Integrated Financial Management
System (IFMS). It is also proposed that the format for
opening of budget head for new schemes/activities
will be modified to ensure linking of scheme with
SDG targets.
VII.
Capacity Development: Capacity building exercises
have been undertaken at the State and district levels
for officials as well as elected representatives of
local governments. For State level officials, based
on capacity assessment feedback from line depart-
ments, 4 capacity building workshops have been
organised with more than 300 officials from around
75-line departments. Additionally, departmental
review meetings with nodal officers/data focal point
have been organised by the DES to review prog-
ress on data collection, integration of SDG targets
with programmes/schemes being implemented by
the departments, and finalisation of short and mid-
term milestones.
Additionally, at the District and PRI level, Indira
Gandhi Panchayati Raj and Gramin Vikas Sansthan
(SIRD and PR) has organised refresher trainings/ 94lOCAlIsINg sUsTAINABle DeVelOPMeNT gOAls eARlY lessONs FROM INDIA
STATE LEVEL INITIATIVES ON LOCALISING THE SDGs
95
workshops for sensitisation and awareness devel-
opment on S DGs and their integration with Gram
Panchayat development plans for officials and
elected representatives of local governments at the
district and block levels. Technical Support Units
(State and District Level), Block Resource Groups,
and heads of G ram Panchayats.
VIII.
Strategies for Leaving no one Behind: Data moni-
toring framework is being prepared in such a way
that disaggregated data for regions (sub-district and
below), social groups and gender can be captured
and analysed, so that regional and social group-wise
gaps could be identified and measures to bridge
these gaps can be taken up accordingly.
IX.
Partnerships: The S tate is partnering with UNICEF
on capacity building, implementation and monitoring
of SDGs. It is also partnering with IIT Jodhpur, AIIMS
Jodhpur, CSIR-IGIB, CEERI and The Indian Centre
for Social Transformation for achieving the targets of
Sustainable G oals (Goal 1, 2, 3, 6, 7 and 16) through
a pilot in one district. The State is partnering
with UNICEF on capacity
building, implementation and
monitoring of SDGs. 96lOCAlIsINg sUsTAINABle DeVelOPMeNT gOAls
SIKKIM eARlY lessONs FROM INDIA
STATE LEVEL INITIATIVES ON LOCALISING THE SDGs
97
23. SIKKIM
I. Communication, Awareness generation and Advo-
cacy on SDGs: Sikkim has taken a number of initia-
tives to raise awareness on SDGs. It organised an
international conference on biodiversity and SDGs
which witnessed participation a number of experts.
It has planned a ‘Youth Summit on SDGs’ to promote
involvement of youth in sustainable development.
The State is also focussing on sensitising legislators
on the same.
II.
Institutional Mechanisms for Following ‘Whole-
of-Government’ Approach: Mechanisms for
ensuring a ‘whole-of-government approach’ are
being established in the State by creating Nodal
Department for SDG coordination.
III.
SDG Monitoring: The S tate is in the process of
identifying State specific indicators and monitoring
framework.
IV.
Capacity Development: Capacity development
initiatives on S DGs are being planned in the State.Sikkim has organised an
international conference on
biodiversity and SDGs which
witnessed participation a
number of experts. 98lOCAlIsINg sUsTAINABle DeVelOPMeNT gOAls
TAMIL NADU eARlY lessONs FROM INDIA
STATE LEVEL INITIATIVES ON LOCALISING THE SDGs
99
24. TAMIL NADU
I. Communication, Awareness generation and Advo-
cacy on SDGs: An awareness generation and sensiti -
sation programme on SDGs has been conducted for
officials involved in SDG implementation.
II.
Institutional Mechanisms for Following ‘Whole-of-
Government’ Approach: A High Power Committee
has been constituted to oversee the implementation
of SDGs with the Chief Secretary as the chair and
Secretaries of line departments as members. Eight
thematic groups have been established to plan,
review and monitor the progress against SDGs with
related departments as members.
III.
Aligning Local Plan with SDG: The S tate is imple-
menting a special programme to address back-
wardness by aligning local plans to achieve SDGs
by involving Village Poverty Reduction Committees
(VPRCs), PRIs and ULBs. District level SDG cells are
being created for aligning local plans with SDGs.
IV.
Good examples of inter sectoral approaches to
achieve SDGs: The government is implementing
a number of innovative programmes promoting
inter-sectoral approaches. A good example of inter-
sectoral approach is towards achieving the target of
reducing deaths due to accident and injuries by half
by 2020 which is being done through an inter-de-
partmental collaborative system involving the
Department of Transport, the Department of Police,
Department of Highways and Department of Health.
V. SDG Monitoring: A web portal and dashboard is
being developed to monitor the implementation of
SDGs by the Tamil Nadu e-Governance Agency.
VI. SDG based Budgeting: While the existing schemes
have been mapped against each of the SDGs, the
financing requirement is to be estimated.
VII.
Capacity Development: Training on S DGs has been
incorporated in the regular training programmes of
the State Training Institutions. The State Institute for
Rural Development has been imparting training on
SDGs to officials of the rural development depart-
ment and other departments. SIRDs also conduct
Training of Trainers at the district level. Training on
SDGs is an integral part of the training programme
for PRIs and in the participatory planning process
being taken up through the Village Poverty Reduc-
tion Committees (VPRCs) for preparation of the
Village Development Plans.
VIII.
Strategies for Leaving no one Behind: Various
schemes are being implemented for the vulnera-
ble sections in the State, such as, monthly financial
assistance is provided to differently abled persons,
senior citizens and destitute widows. Further, free of
cost assistive devices are being provided to disabled
persons, along with barrier free environment in all
public buildings including educational institutions.
Ensuring food security to identified vulnerable
sections is a high priority apart from ensuring access
to nutritious food and early childhood education by
the State.
IX.
Partnerships: The S tate is considering associations
with a range of partners in order to achieve its devel-
opment goals. 100lOCAlIsINg sUsTAINABle DeVelOPMeNT gOAls
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25. TELANGANA
I. Communication, Awareness generation and Advo-
cacy on SDGs: In order to ensure widespread knowl -
edge about the Agenda 2030, the State undertook
various initiatives such as (a) briefing on SDGs in
the Secretaries Conference chaired by Chief Secre-
tary, (b) orientation of all the district level officers on
SDGs, (c) training of district officials focussing on
specific goals and (d) creation of e-learning modules
both in the local language, Telugu and English. A
total number of 5468 employees have enrolled in the
e-learning S DG module both in Telugu and English.
The aim is to train 60,000 employees at district and
sub-district level through the e-learning modules.
II.
Institutional Mechanisms for Following ‘Whole-of-
Government’ Approach: The Planning Department
is the nodal agency for ensuring implementation of
the SDGs in the S tate and coordinating on SDGs.
All line Departments are made responsible for
implementing the programmes as mapped with
the SDGs. Mapping of S DGs with department, and
flagship programmes has been done. Draft State
indicator framework has been developed and
distributed to all the Departments for their inter-
departmental convergence and coordination.
Thematic G roups have been identified to plan,
implement and monitor performance together
as under -
Group Aim of the Group Goals (#)
PeopleEnd poverty and fight
inequality ensure healthy lives, knowledge and inclusion of women and children
Goals
1, 2, 3,
4, 5, 16
Planet Protect our ecosystem for all
societies and our children
Goals
6, 12, 13,
14, 15
ProsperityGrow a strong, inclusive and
Transformative Economy
Goals
7, 8, 9,
10, 11
Peace Promote strong and peaceful
societies and institutions
Goal 16
PartnershipsCatalyse global solidarity for
Sustainable Development
Goal 17
III. Aligning Local Plan with SDG: Initiatives have
been taken to identify village level priorities and
resources available, and step have been taken
towards the preparation of village development plan
or Gram Panchayat Development Plans (GPDPs). The
Panchayati Raj, Municipal Administration and Urban
Development Departments are playing a key role
in developing village as well as ward level plans in
urban areas while integrating the SDG targets.
IV.
Good examples of inter sectoral approaches to
achieve SDGs: There is a systematic institutional
arrangement established for seamless implemen-
tation of S DGs with a clear specification of the roles
and responsibilities of each stakeholder.
V.
SDG Monitoring: The Telangana State Development
Planning S ociety (TSDPS) is developing monitoring
framework for indicators related to SDG, monitoring
the progress of various departments pertaining to
SDGs, and assisting departments to conduct vari-
ous surveys and release reports and publications
related to S DGs.
VI.
SDG based Budgeting: The S tate has mapped
budget estimates with each indicator of SDG. Plans
have been initiated to link outcome budget for each
programme that leads to achievement of SDGs.
VII.
Capacity Development: A Centre for S ustainable
Development G oals has been set up at MCRHRD
Institute of Telangana with the prime objective of
capacity building of all officials at various levels
across departments through e-learning, work
-
shops, and orientation sessions. The Centre has
conducted various workshops on SDGs, and also
provided training relevant to specific departments
on various SDGs.
VIII.
Strategies for Leaving no one Behind: The S tate
is implementing a number of schemes for reaching
out to the vulnerable sections of the population.
These are related to providing quality access to food
security and nutrition; education; health, water and
sanitation, and farmers’ incentives with a thrust on
the benefitting the most marginalised groups such
as Scheduled Castes, Scheduled Tribe, minorities
and women.
IX.
Partnerships: The S tate partners with various
national and international stakeholders such as
UNICEF, UNDP, corporates, self-help groups, elected
representatives, media, other NGOs and CBOs on
achieving development goals. 102lOCAlIsINg sUsTAINABle DeVelOPMeNT gOAls
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103
26. TRIPURA
I. Communication, Awareness generation and Advo-
cacy on SDGs: The G overnment of Tripura has been
giving top priority to SDG implementation while
adapting them to State-specific needs. Necessary
communication and awareness generation have
been made up to district and block level through
District Magistrates and line departments to give
high priority to SDG monitoring. The orientation
programme of Panchayat Secretaries has been
strategised with the involvement of Directorate of
Panchayat. District Magistrates have been requested
to identify training managers in blocks and districts
for intensive training to localise the SDGs.
II.
Institutional Mechanisms for Following ‘Whole-of-
Government’ Approach: A High-Level Monitoring
Committee (HLMC) has been constituted under
the chairpersonship of Chief Secretary that brings
together all departments in the government for
achieving S DGs on the same platform. Four Working
Groups were formed focusing on i) Social (SDGs 1 —
6) ii) E conomic (SDGs 7 — 11) iii) E nvironment (SDGs
12-15) and iv) Peace, Justice and Partnership (SDGs
16 and 17) pillars of SDGs, for finalisation of Vision,
Strategy, Three Year Plan and State Indicators. The
State government has accorded highest priority for
development efforts in infrastructure, connectivity,
agriculture, safe drinking water, power, health and
education. The Planning Department is tasked to
bring all departments together in achieving the
Goals and targets.
III.
Aligning Local Plan with SDG: An orientation
programme for Panchayat Secretaries and resource
persons on aligning local plans with the SDGs in the
State has been conducted. All District Magistrates
have been advised to conduct intensive trainings
at district and block levels for achieving the SDGs
at local levels.
IV.
Good examples of inter sectoral approaches
to achieve SDGs: The Planning Department has
compiled the best practices covering all major devel-
opment sectors to achieve the SDGs.
V.
SDG Monitoring: The S tate has identified 89 indi-
cators covering all the SDGs suited to the context
which have been included in the Vision-2030 docu-
ment of Tripura. Targets have been fixed for each
of these for 2022-23 and 2030-31 with 2016-17 as
base year.
VI. SDG based Budgeting: The S tate is making efforts
towards S DG based budgeting in order to achieve
the targets and goals.
VII.
Capacity Development: All Departments have been
sensitised on S DGs. The State Institute of Public
Administration and Rural Development (SIPARD) has
been entrusted with training within the State, cover-
ing PRI bodies, districts and blocks while learning
from good practices from other States.
VIII. Strategies for Leaving no one Behind: The Vision-
2030 document of Tripura has specific targets and
strategies for S cheduled Tribe population especially
residing in the hilly areas.
IX.
Partnerships: For augmenting better infrastruc -
tural facilities and investment in the State, initiatives
have been taken by opening international railway
route through Agartala-Akhaura-Dhaka- Kolkata,
surface road link up to with Chittagong Port through
Sabroom and water ways connection river Gomati in
partnership with Bangladesh and South E ast Asian
Countries as part of Act East Policy for achieving the
SDGs goals and targets.
The State has identified 89
indicators covering all the SDGs
suited to the context which have
been included in the Vision-2030
document of Tripura. 104lOCAlIsINg sUsTAINABle DeVelOPMeNT gOAls
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105
27. UTTAR PRADESH
I. Communication, Awareness generation and Advo-
cacy on SDGs: The S tate’s Vision 2030 has 16 goals
with a nodal department and a nodal officer desig-
nated for each G oal. The nodal officer for each Goal
is mandated to raise awareness of related depart-
ments on issues pertaining to the Goal. Nodal offi-
cers have also been identified for every Goal at the
State Planning Commission. The Planning Depart-
ment has been designated as the nodal department
for work on S DGs. A high-level task force, chaired by
the Chief S ecretary, has been set up to guide prog-
ress on S DGs.
II.
Institutional Mechanisms for Following ‘Whole-of-
Government’ Approach: The 16 nodal departments
for the G oals conduct inter-departmental
meetings with the 64 departments that contribute
to achievement of SDGs to achieve horizontal
policy coherence. The nodal departments hold
workshops and seminars to promote common
understanding and sharing of good practices among
the departments.
III.
Aligning Local Plan with SDG: The task force led by
the Chief S ecretary has instructed PRIs and ULBs to
integrate S DGs in their planning tools. The Govern-
ment of Uttar Pradesh has already integrated SDGs
in the G ram Panchayat Development Plans.
IV.
SDG Monitoring: The S tate government has iden-
tified measurable indicators based on the National
Indicator Framework. The Directorate of Econom-
ics and S tatistics is entrusted with collection, anal-
ysis and maintenance of data to be uploaded on
a dashboard. The high-level task force along with
the Planning Department is responsible for overall
monitoring on S DGs. A baseline report is currently
under preparation.
V.
SDG based Budgeting: A three-year action plan
is being prepared for achieving SDGs. Budgetary
requirement for Centrally and State sponsored
schemes based on the SDG framework has also
been prepared.
VI.
Capacity Development: The training wing of the
Planning Department organises capacity building
programmes. Nodal departments also conduct
training programme for State and district level func-
tionaries. Further, district administration, Divisional
Commissioner, DES and PRI departments have
been advised to conduct training programmes at
the sub-district level.
VII.
Strategies for Leaving no one Behind: Strategies
have been identified for reaching the vulnerable
population for several Goals.
VIII.
Partnerships: The G overnment is partnering with
UNDP and UNICEF in preparing the vision docu -
ment. UNICEF is also supporting in capacity build -
ing, especially for PRIs while WWF is also supporting
interventions in select districts. 106lOCAlIsINg sUsTAINABle DeVelOPMeNT gOAls
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107
28. UTTARAKHAND
I. Communication, Awareness generation and Advo-
cacy on SDGs: The Uttarakhand Sustainable Devel-
opment Festival was organised to raise awareness
on SDGs. Technical sessions on SDGs were held, a
SDG wall was unveiled and a number of advocacy
events were held with participation of over 300
national and international participants and more than
2000 students. Initiatives such as these are being
used to generate awareness on SDGs.
II.
Institutional Mechanisms for Following ‘Whole-
of-Government’ Approach: The Directorate of
Economic and S tatistics is the nodal agency for SDGs
in the S tate. The recently set up Centre for Policy
and G ood G overnance (CPPGG) which is being
strengthened with UNDP’s support is expected to
contribute to policy consolidation on SDGs in the
State. The S tate G overnment is also revamping the
Twenty Point Programme Cell to SDG Cell to ensure
a ‘whole-of-government approach’ in support of the
Global G oals in the S tate.
III.
Aligning Local Plan with SDG: The S tate has initi-
ated modifications to the Gram Panchayat Develop-
ment Plan (GPDP) guidelines so as to integrate SDGs
in GPDPs. A pool of master trainers for imparting
training to PRIs for alignment of GPDP along the lines
of SDGs has been created. These master trainers
will conduct sessions for PRI members to inculcate
thinking around SDGs in the G PDPs. The main focus
areas for alignment of SDGs in G PDP are agricul-
ture, education, social empowerment and justice,
livelihoods and sanitation practices at the Gram
Panchayat L evel.
IV.
Good examples of inter sectoral approaches to
achieve SDGs: In order to promote inter-sectoral
approach, the State government has adopted
a C2N Model (Coordination Convergence and
Networking model) to encourage all stakeholders
to work towards achieving development goals.
Good examples of projects following inter-sectoral
approach are:
a.
Demonstration project on Building Climate
Resilience of Forest Dependent Communi
-
ties: Convergence model at the village level
which is being implemented in select villages
of one district under the overall guidance of
State Climate Change Centre, Uttarakhand
with a number of departments such as Forest,
Soil and Water conservation, Water, Irrigation,
Agriculture, Rural Development and others are
working together.
b.
Building Climate Resilience through Mahatma
Gandhi National Rural Employment Guarantee
Act: The State Government directed all the
Chief Development Officers in the State to align
the works done under the programme with risk
mitigation under climate change.
V.
SDG Monitoring: The S tate has initiated develop-
ment of district level SDG monitoring framework for
the State while recognising the importance of micro-
level monitoring for localised SDGs. This is being
done with the support of UNDP through a pilot at the
district level. A District Level S DG Monitoring Frame-
work has been prepared and has been presented
to the government and has been approved by the
Directorate of E conomics and S tatistics.
VI. SDG based Budgeting: The G overnment of Uttara-
khand released its Vision 2030, which was a step
towards alignment of the State development mission
with S DGs. Following this, the State government
undertook a detailed assessment of its budgetary
allocations catering to SDGs. The State govern-
ment has initiated the Outcome Budgetary exer-
cise aligned with SDGs. The S DG-Linked Outcome
Budget serves as the foundation for mapping State
government spending on development works
against S DGs.
VII.
Partnerships: The G overnment is partnering with
UNDP and a number of private sector and civil soci-
ety organisations. WEST BENGAL
108LOCALISING SUSTAINABLE DEVELOPMENT GOALS eARlY lessONs FROM INDIA
STATE LEVEL INITIATIVES ON LOCALISING THE SDGs
109
29. WEST BENGAL
I. Institutional Mechanisms for Following ‘Whole-of-
Government’ Approach: The S tate has developed
a State Vision, Mission, and short and long-term
plans with targets for 2020, 2025 and 2030,
respectively. In addition, the Department of Planning
and S tatistics has been designated as the nodal
department for coordinating and monitoring SDG
implementation in the State. The nodal department
coordinates with all line ministries on their respective
Goal responsibilities while ensuring a synchronised
effort at the S tate-level.
II.
SDG Monitoring: West Bengal has identified
585 indicators across SDGs, consisting of inputs,
outputs as well as proxy indicators. These include
State-sponsored schemes as well. Vision monitoring
cells have been established which are chaired by the
Sectoral Heads of relevant departments, thereby
ensuring that senior officials of the sector are
responsible for S DG monitoring. Additionally, at the
district level, District level Monitoring Committees,
chaired by the District Magistrate, have been formed
for reviewing and monitoring the SDG Targets and
indicators at the sub-district levels.
Vision monitoring cells have
been established which are
chaired by the Sectoral Heads
of relevant departments, thereby
ensuring that senior officials of
the sector are responsible for
SDG monitoring. ANDAMAN AND NICOBAR ISLAND
110LOCALISING SUSTAINABLE DEVELOPMENT GOALS eARlY lessONs FROM INDIA
STATE LEVEL INITIATIVES ON LOCALISING THE SDGs
111
30. ANDAMAN AND NICOBAR ISLAND
I. Communication, Awareness generation and
Advocacy on SDGs: The Union Territory has devel-
oped IEC material which has been shared with all
the line departments. Awareness programmes are
conducted for various stakeholders through media
campaigns, advertisements, nukkad nataks and
through Gram Sabhas. However, availability of
resource persons remains a challenge.
II.
Institutional Mechanisms for Following ‘Whole-
of-Government’ Approach: The administration
has mapped all schemes with SDGs and identified
departments are working on the same. While
nodal departments have been designated for
each S DG, the Planning Department is overseeing
implementation of SDGs, with the Evaluation Cell
monitoring progress.
III.
Aligning Local Plan with SDG: The Vision 2030,
7 year strategy and 3 year action plan have been
formulated and are aligned to the SDGs. These have
been prepared following grassroots level planning
process at the level of Gram Panchayats/Tribal Coun-
cils and Municipal Council.
IV.
Good examples of inter sectoral approaches to
achieve SDGs: A good example of inter-sectoral
approach in the UT has been the preparation of
a detailed project report (DPR) jointly by the Agri-
culture, Animal Husbandry and Fisheries Depart-
ments for integrated cooperative development to
strengthen livelihoods of the Islanders and doubling
farmers’ income.
V.
SDG Monitoring: The E valuation Cell in the Plan-
ning Department is responsible for monitoring SDGs.
All line departments have been sensitised on the
targets and indicators. Data are being collected
regularly and review is being conducted by senior
officials of the administration. Departments have
been advised to prepare specific Action Plan to
achieve S DG targets.
VI.
SDG based Budgeting: Action plan of the Union
Territory is prepared in alignment to the SDGs and
is financed fully by the Union Government.
VII. Capacity Development: Although departments are
undertaking sensitisation programme at all levels;
systematic capacity development programmes are
yet to be developed.
VIII. Strategies for Leaving no one Behind: Beneficiary
identification criteria is available for all government
schemes. Being an island with less population, the
targeted population are within the reach of the field-
level officials. S pecial drives are being organised to
reach all the intended beneficiaries.
IX.
Partnerships: Line departments are partnering
with the institutions in the mainland as there is a
constraint of local expertise. The Ministry of Home
Affairs is partnering with UNDP to identify complex
development issues and to recommend integrated
development solutions for sustainable development
of the island.
UNION TERRITORIES CHANDIGARH
112LOCALISING SUSTAINABLE DEVELOPMENT GOALS eARlY lessONs FROM INDIA
STATE LEVEL INITIATIVES ON LOCALISING THE SDGs
113
31. CHANDIGARH
I. Communication, Awareness generation and
Advocacy on SDGs: A dedicated team, headed by
the Finance Secretary, has been identified by the
Union Territory Administration to work on SDGs. The
Special S ecretary, Finance has been designated as
the nodal officer for coordination. All line depart-
ments are monitoring progress and are reporting
progress to the Nodal Officer. The implementing
departments of Sustainable Development Goals are
working under the Chairpersonship of Advisor to the
Administrator. The implementation of a number of
schemes is done with participation of the industry,
and civil society organisations.
II. Aligning Local Plan with SDG: Since Chandigarh is
an urban territory, the Chandigarh Administration
has merged 13 villages with the Municipal Corpora-
tion to ensure coordination for better alignment of
developmental priorities.
III.
Good examples of inter sectoral approaches to
achieve SDGs: Many of the programmes imple
-
mented by the Administration involve inter-sectoral
convergence. These include Aadhaar enrollment,
fortification of food, distribution of LED light, promot-
ing cashless society and ensuring good health.
IV.
SDG Monitoring: A UT Dashboard is expected to be
operationalised soon to monitor performance on key
indicators. All departments are expected to update
data on a monthly basis.
V.
SDG based Budgeting: The administration has iden-
tified sector-wise allocation which will be useful in
identifying resource gaps.
VI.
Capacity Development: The Finance department
has been conducting departmental training to
capture S DG-related indicators for targets set for
2020, 2025 and 2030 and for the preparation of
action plan for S DG implementation. Additionally,
the Administration has been conducting capacity
building of departments related to education, health,
infrastructure, environment and energy in partner-
ship with institutes such as Mahatma Gandhi S tate
Institute for Public Administration, and State Council
for Educational Research and Training.
VII.
Strategies for Leaving no one Behind: The Chan-
digarh Administration is implementing various
schemes for the vulnerable population and is guided
by the strategies of the schemes for identification
of the vulnerable and ensuring delivery of services
to them.
VIII.
Partnerships: The Chandigarh Administration is
partnering with the private sector on projects related
to Smart City, with the World Bank on developing
intelligent transportation system, and with the indus-
try for providing job-oriented skills for the market. 114lOCAlIsINg sUsTAINABle DeVelOPMeNT gOAls
DAMAN
AND DIU
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32. DAMAN AND DIU
33. DADRA AND NAGAR HAVELI
I. Institutional Mechanisms for Following ‘Whole-
of-Government’ Approach: The Department of
Planning and S tatistics has been identified as the
nodal department for guiding and coordinating
envisioning and implementation of SDGs in the UT.
II.
SDG Monitoring: A monitoring framework is being
developed by the UT for effective monitoring of
schemes and programmes that contribute to achiev-
ing SDGs.
III.
Capacity Development: Training for officials on
SDGs is planned to ensure that they are sensitised
and for effective monitoring of SDGs.
I.
Institutional Mechanisms for Following ‘Whole-
of-Government’ Approach: The Department of
Planning and S tatistics is the nodal department for
SDG implementation in the UT.
II.
SDG Monitoring: Designing a monitoring system for
SDGs is at a nascent stage. The UT Administration is
planning to develop an effective monitoring frame-
work for indicators relevant to the UT.
III.
Capacity Development: Capacity Development
programmes are being conceptualised for officials
of the UT administration.
A monitoring framework is
being developed by the UT for
effective monitoring of schemes
and programmes that contribute
to achieving SDGs. DELHI
116LOCALISING SUSTAINABLE DEVELOPMENT GOALS eARlY lessONs FROM INDIA
STATE LEVEL INITIATIVES ON LOCALISING THE SDGs
117
34. DELHI
I. Communication, Awareness generation and Advo-
cacy on SDGs: The G overnment of Delhi had initiated
an intensive process of communication, awareness
generation and advocacy on SDGs by involving all
the major departments of the government asso-
ciated with the SDGs. The government is further
working with various sections of the community on
awareness generation by way of implementation of
number of schemes/ programmes associated with
achievement of different sustainable development
goals. It is generating awareness among students
on environment and wildlife through eco-clubs
and dedicated programmes; with public/Resident
Welfare Associations on a number of campaigns
(plantation, waste minimisation, use of eco-friendly
bags and no-crackers); with farmers on promoting
organic farming; with adolescent girls on health
and hygiene; and with health service providers on
bio-medical waste management.
II.
Institutional Mechanisms for Following ‘Whole-of-
Government’ Approach: Nine thematically clustered
working groups have been constituted under the
administrative secretaries/ Heads of Department
of major departments and one steering committee
under the chairpersonship of Chief Secretary has
been formed. The working groups have been
constituted in a manner that reflected the inter-
linkage of different sustainable development
goals and the need for multiple stakeholders and
departments to be involved in formulating strategies
for implementing the SDGs. Each G oal has been
mapped with S chemes and Programmes being
implemented by every department that shall later
be involved in its implementation, achievement and
monitoring of S DGs. The draft Vision 2030 document
has been prepared and discussed in the workshops
organised by Planning Department associating
subject experts, civil society members, NGOs,
academicians etc. to elicit their valuable opinion/
views. The Vision document is being finalised based
on the inputs received.
III.
Aligning Local Plan with SDG: The NCT of Delhi
comprises of three DMCs (Delhi Municipal Corpo-
rations of Delhi), the NDMC and Delhi Cantonment
Board. The Delhi Jal Board and Trans-Yamuna Area
Development Board are other agencies. These
bodies are implementing a number of schemes in
education, health, urban development, water supply
and sanitation, clean water and air, and greening
public spaces.
IV.
Good examples of inter sectoral approaches to
achieve SDGs: An elaborate scheme under the
Department of Urban Development can be consid-
ered as an example of an inter-sectoral approach.
The main focus of the scheme is to ensure equitable
development ensuring that every quarter of the city
receives access to basic amenities and infrastruc-
ture. The scheme is titled the ‘Provision of essen-
tial services in unauthorised colonies’ and brings
together the Department of Power, Delhi State
Industrial and Infrastructure Development Corpo-
ration L td.(DSIIDC), the Department of Irrigation
and Flood Control and the Department of Planning.
Similarly, in the Trans-Yamuna area, the develop-
ment work revolving around the construction of
roads and drains has been collectively undertaken
by the East MCD, the Trans-Yamuna Area Develop-
ment Board and Delhi Urban Shelter Improvement
Board (DUS IB).
V.
SDG Monitoring: The Department of Planning has
finalised the indicators applicable to Delhi based on
the National Indicator Framework. The Government
of Delhi has also been preparing a detailed Outcome
Budget since 2017-18 and has identified a total of
more than 2000 output and outcome indicators
under various schemes, programmes and projects
implemented by GNCTD. The status of implementa-
tion of major schemes and projects along with the
current outputs and expected outcomes are being
monitored at regular intervals and performance
of the departments are assessed based on the
on-track and off-track evaluation of the indicators.
An IT application has been developed for monitor-
ing of schemes and programmes in real-time.The
targets under sustainable development goals are
presently being linked to the outcome budget and
the approved budget estimates 2019-20, so that
monitoring and review of SDGs could be done effi-
ciently in a focused manner.
VI.
SDG based Budgeting: The government is prepar-
ing Outcome Budget for monitoring the progress of
implementation of various schemes, programmes
and projects linked with the output and outcome
indicators and the budget allocation under approved
under the budget. The indexing of the schemes,
programmes and projects in the Outcome Budget
is being done with the Goals in order to track the
budgeting and utilisation of fund under the schemes. 118lOCAlIsINg sUsTAINABle DeVelOPMeNT gOAls eARlY lessONs FROM INDIA
STATE LEVEL INITIATIVES ON LOCALISING THE SDGs
119
VII. Capacity Development: The G overnment is part-
nering with an external agency for work on SDGs.
It is designing capacity building workshops for Offi-
cers of G NCTD in partnership with the Department
of Planning. Orientation workshops for the Officers
are also being planned to familiarise them with the
intricacies of sustainable development.
VIII. Strategies for Leaving no one Behind: The govern-
ment has started a door-to-door household survey
to collect primary data on 63 indicators from the 2
crore residents and 40 lakh households of the city
on the socio-economic profile. The purpose of this
exercise is multi-faceted and the data thus collected
will help public agencies and departments to design
programmes based on the updated information
including on employment status, average monthly
incomes and occupations.
IX. Partnerships: Implementing agencies have tied up
with several groups of stakeholders such as the Resi-
dent Welfare Associations (RWAs), Industries, NGOs,
and academic institutions such as IITs, local bodies,
autonomous bodies and agencies for better imple-
mentation of the schemes and delivery of services
to the targeted group of the society. International
partnership include collaboration with the Institute
of Technical E ducation, S ingapore on establish-
ing a premium S kill Development Centre, and with
the University of Washington to address the rising
air pollution. 120lOCAlIsINg sUsTAINABle DeVelOPMeNT gOAls
LAKSHADWEEP
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STATE LEVEL INITIATIVES ON LOCALISING THE SDGs
121
I. Institutional Mechanisms for Following ‘Whole-of-
Government’ Approach: The UT Administration has
designated the Directorate of Planning, Statistics and
Taxation as the nodal department for coordinating
visioning, implementation, and monitoring of SDGs.
II. SDG Monitoring: A high-level committee has been
constituted to monitor the progress on SDG imple-
mentation in the UT. A dashboard is planned to be
developed for effective monitoring of progress on
SDGs.
III.
Capacity Development: Training programme has
been conducted for officials dealing with statistics
for SDG monitoring on the SDG targets.
I.
Institutional Mechanisms for Following ‘Whole-
of-Government’ Approach: The UT has prepared
its Vision document aligned to SDGs. A high-
level S teering Committee has been constituted
for implementation and monitoring of SDGs. The
Department of Planning and Research has been
designated the nodal department.
II. SDG Monitoring: The UT has adopted the National
Indicator Framework and availability of data against
the NIF indicators is being assessed. The High-Level
Steering Committee is responsible for monitoring
progress.
III.
SDG based Budgeting: The UT has mapped all its
schemes and department against the SDG.
35. LAKSHADWEEP
36. PUDUCHERRY Sansad Marg, New Delhi, India
niti.gov.in