Design & Delivery of Capacity Building Program for Civil Servants to implement 2030 Agenda

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Participant’s Manual
Capacity Building Program for
Civil Servants to Implement
2030 AGENDA Participant’s Manual
Capacity Building Program for
Civil Servants to Implement
2030 AGENDA
ACKNOWLEDGEMENT
This study was carried out with the financial support of NITI Aayog,
Government of India, and conducted by Administrative Staff College of India,
Bellavista, Hyderabad, Telangana.
ADMINISTRATIVE STAFF
COLLEGE OF INDIA
Bellavista, Raj Bhavan Road, Khairatabad, Hyderabad - 500 082, India. DISCLAIMER
The Administrative Staff College of India has received the financial assistance under the Research Scheme
of NITI Aayog (RSNA-2018) to prepare this report. While due care has been exercised to prepare the report
using the data from various sources, NITI Aayog does not confirm the authenticity of data and accuracy
of the methodology to prepare the report. NITI Aayog shall not be held responsible for findings or opinions
expressed in the document. This responsibility completely rests with the Administrative Staff College of
India. ACKNOWLEDGEMENT
I would like to express my special gratitude to Dr. Rajiv Kumar, Vice-Chairman, NITI Aayog, who encouraged
and guided us to develop the specialized learning modules to build civil servants’ capacity and thus fulfill a
fundamental gap in the effort to strengthen institutional ability to implement 2030 agenda.
I am deeply grateful to Ms. Sanyukta Samaddar (IAS), Advisor NITI Aayog, for giving very useful feedback
and advice that has helped us get significant insights into the relevant issues.
I am thankful to Shri Yogesh Suri, Senior Advisor, NITI Aayog, to sanction this assignment and provide all
the support. Dr. Sundar Narayan Mishra and all the officials at NITI Aayog who facilitated and provided
direction at every step deserve special mention and appreciation.
I am indebted to the Chairman - ASCI, Shri K. Padmanabhaiah IAS (Retd.), for his wise counsel and support.
Finally, I am grateful to my hard-working team at CIPS-ASCI, which has contributed immensely to collate
information and developing the modules’ framework.
Harsh Sharma About the Program 10
Pr
ogram Schedule
12
SESSION 1
Session-1: Unpacking Agenda 2030 13
Intr
oduction
16
1.1. Core Principles Fostering The 2030 Agenda For Sustainable Development 17
1.2. Critical Dimensions of the 2030 Agenda 18
1.3. Sustainable Development Goals (SDGs) 19
1.4. Categorization of 17 SDGs into 5Ps 28
1.5. Elements accelerating the implementation of SDGs 31
1.6. Directions on Policy Actions 32
SESSION 2
Session – 2: SDGs - K
ey elements in India
39
2.1. India – Key Elements for SDGs 44
2.2. About Leave No One Behind (LNOB) 45
2.2.1. LNOB: A Framework for Implementation 47
2.2.2. LNOB in India 55
2.2.3. LNOB programs at the state level 61
2.3. LNOB: International Best Practices 62
2.4. Gender Equality 66
2.4.1. Women and the Sustainable Development Goals 66
2.4.2. Indian Approach to Gender Equality 67
2.4.3. Women Empowerment Initiatives in India 71
2.4.4. Best Practices from Corporates 74
2.4.5. Examples from Districts 74
2.4.6. Innovative Practices in India’s Priority Sectors 74
2.5. ICT for Women – Creating Gender-Sensitive e-Spaces for MGNREGA 77
2.6. Gender Equality: International best practices 78
2.7. Institutional Strengthening for SDGs 79
CONTENTS SESSION 3
Session – 3: Localizing SDGs in India 81
3.1. The Indian Approach 84
3.2. Initiatives from the States 87
SESSION 4
Session – 4: Leadership for Agenda 2030 for sustainable de
velopment
95
4.1. Bringing on Board Ministries, State Governments and UTs 98
4.2. Raising Awareness and Advocacy 99
4.3. Collaborative Leadership 100
4.4. Multi-stakeholder Partnerships 102
SESSION 5
Session – 5: Best Pr
actices from the field
105
5.1. Implementation of Telemedicine in Tripura 109
5.2. “Digital Land” (Comprehensive System of Land Management),
Board of Revenue, Uttar Pradesh 112
5.3. ‘Read to Lead-Ignited Minds’ campaign, Rourkela, Odisha 115
5.4. Aravind Eye Care System 117
5.5. Bridging the Gender Gap and Elevating Women in STEM with Aurecon 119
5.6. Arogya Karnataka Scheme 121
5.7. “SHAISHAV” and “MATRURAKSHA”- District Panchayat, Kutch, Gujarat, India 124
SESSION 6
Session – 6: SDG Indices 127
6.1. The Role of Indicators for SDGs 131
6.2. The Importance of Metrics and Indicators 131
6.3. Global Indicator Framework 131
6.3.1. Social Progress Index (SPI) 132
6.3.2. Human Development Index (HDI) 134
6.3.3. E-Government Development Index 134
CONTENTS 6.4. National Indicator Framework (NIF) 135
6.5. Data Gaps in Assessing Country-Level Progress on SDGs 137
6.6. COVID-19 and Need for Data Innovations 138
6.7. Impact of Pandemic on Data Collection 139
6.8. Responding to the Current Crisis and Accelerating SDGs 139
SESSION 7
Session – 7: SDGs Monit
oring
141
7.1. Data for SDGs 144
7.2. Understanding Monitoring Framework of SDGs 144
7.2.1. Robust Monitoring Indicators 144
7.2.2. Results-based Monitoring and Evaluation system 147
7.3. Localizing SDG Monitoring Framework 153
7.4. Comprehensive SDG Monitoring Framework 155
7.4.1. State-level on SDGs Monitoring 156
SESSION 8
Session – 8: Implementation of SDGs 161
8.1. Sashakt Bharat Sabal Bharat 164
8.2. Swachh Bharat Swastha Bharat 164
8.3. Samagra Bharat Saksham Bharat 165
8.4. Satat Bharat Sanatan Bharat 165
8.5. Sampanna Bharat Samriddha Bharat 166
8.6. Aatmanirbhar Bharat 166
8.7. SDG Implementation-Role of Government Officials 167
Supplementar
y Material
169
i. Best Practices from India 169
ii. Mapping of state government implemented schemes against SDGs - A Case of Telangana. 175
iii. Root Cause Analysis (Fishbone Diagram) 180
Ref
erences
184
Acr
onyms
185
CONTENTS ABOUT THE PROGRAM
Institutional strengthening and enhancing civil servants’ capacities are the critical requirements for
successfully implementing the 2030 Agenda for SDGs. This capacity building program aims to fill
a crucial gap and bring civil servants from across the States and departments on a single platform.
This training program will help participants gain greater clarity about the SDGs, particularly in the
Indian context. The program will allow civil servants to exchange ideas with diverse stakeholders on
implementing the 2030 Agenda. Further, this program will facilitate sharing different perspectives,
identify bottlenecks and hurdles for meaningful collaboration, and develop specific recommendations
for successfully implementing SDGs by motivating all the stakeholders to engage actively. The capacity
building program will help the teams at local, State, and national levels implement the 2030 Agenda for
sustainable development.
This two-day training program highlights diverse experiences intending to examine what works
and what does not and identify acceptable practices that can inspire other States/UTs to improve
their strategic frameworks and strengthen institutional mechanisms and monitoring and reporting
systems. The sessions are designed to facilitate peer learning, review and reinforce the concepts, and
encourage team building activities. Various group activities during the sessions will allow participants
to appreciate the challenges faced by one another better. It will also help discover common and
unique interests and experiences and engage participants to acquire skills such as decision making,
communication, and leadership applicable in a wide range of situations. The training program will also
stimulate co-creative conversations, enable participants to clarify the interdependencies and linkages
of the 17 Goals, and invite participants to collaborate to identify actions and solutions to implement
the SDGs in relevant ways in their lives and communities.
LEARNING OUTCOMES
•
P
view of the SDGs from a global and Indian
perspective.
• Participants will be able to review the broad
perspective of the sustainable development process and the timelines until adopting the SDGs by the General Assembly in 2015.
•
Participants will identify inter-relatedness and
cross-cutting issues within the Sustainable Development Goals.
•
Participants would be able to prioritize
possible SDG implementation projects.
• Participants will appreciate the role of
leadership at the individual and institutional level in achieving the 2030 Agenda.
MAIN OBJECTIVES
•
Cr
Development Goals (SDGs) and the importance of partnership and collaboration among various stakeholders.
•
Ensure clarity on the inter-dependencies and
linkages of the 17 Goals.
• Design SDG implementation projects that
address the Goals and their linkages.
• Focus on the relevance of SDGs in national,
regional, and local context.
• Recognize that every State may allot varying
degrees of priorities to each of the 17 SDGs.
10 | Participant’s Manual MAIN READINGS
• https:/
En.pdf
• https://www.undp.org/content/undp/en/home/sustainable-development-goals/background.html
• https://www.sdgfund.org/mdgs-sdgs
Participant’s Manual | 11 PROGRAM SCHEDULE
DAY - 1
Time (in Hrs.) Sessions
08:30 - 09:00 Welcome and Introductions
09:00 - 10:00 Session - 1: Unpacking Agenda 2030
10:00 - 10:30 Tea Break
10:30 - 11:30 Session - 2: SDGs - Key Elements in India
11:30 - 12:00 Session - 3: Localizing SDGs in India
12:00 - 14:00 Group Activity - 1: SDG Project Canvas
14:00 - 14:30 Lunch Break
14:30 - 15:30 Session - 4: Leadership for Agenda 2030 for sustainable development
15:30 onwards Session - 5: Best Practices from the field
DAY - 2
09:00 - 10:30 Session - 6: SDG Indices
10:30 - 10:45 Tea Break
10:45 - 11:45 Session - 7: SDG Monitoring
11:45 - 13:45 Group Activity - 2: Root Cause Analysis (Discussion and Experience Sharing)
13:45 - 14:30 Lunch Break
14:30 - 15:30 Session - 8: Implementation of SDGs
15:30 - 16:30 Group Activity - 3: Group Discussion and Presentation
16:30 - 16:45 Tea Break
16:45 onwards Summation and Feedback on the SDG tool kit
12 | Participant’s Manual UNPACKING AGENDA2030
SESSION 01 “The first rule of sustainability
is to align with natural forces,
or at least not try to defy them”
- Paul Hawken
14 | Participant’s Manual SESSION-1:
UNPACKING AGENDA 2030
OVERVIEW
In this session, Millennium Development Goals (MDGs), transformation to Sustainable Development Goals
(SDGs), historical timelines of SDGs, and global milestones for achieving SDGs are taken up. The focus is
on reviewing the progress towards sustainable development and the broad challenges faced by various
countries in this journey.
OBJECTIVES
•
Understand the sustainable development
framework to ensure last-mile coverage.
• Learn about critical dimensions for social
inclusion, economic growth, and environmental protection.
•
Discuss and propose ultimate tools for
measuring the progress on SDGs and elements accelerating the implementation of SDGs.
•
Learn about the significant relevant ethical
theories and their implications for achieving SDG targets.
•
Discuss substantial questions to consider in the
priority setting for expanding SDG coverage in India.
KEY MESSAGES
• The
Sustainable Development Goals to create a common language of inclusive development and require responsibility from developed and developing nations.
•
Experience with MDGs suggests that
clear enunciation of targets and objective measurement is the key to implement the 2030 agenda for sustainable development.
•
Core principles of SDGs encompass all the
relevant sectors, people, institutions, and policy frameworks and are consensual approaches.
RECOMMENDED READINGS
• https:/
• https://www.undp.org/content/undp/en/home/2030-agenda-for-sustainable-development/prosperity/development-planning-and-inclusive-
sustainable-growth.html
• https://sustainabledevelopment.un.org/post2015/transformingourworld
• https://www.un.org/sustainabledevelopment/development-agenda-retired/
• https://unstats.un.org/sdgs/report/2019/The-Sustainable-Development-Goals- Report-2019.pdf
• http://mdgs.un.org/unsd/mdg/default.aspx
• https://www.un.org/millenniumgoals/2015_MDG_Report/pdf/MDG%202015%20rev%20(July%201).pdf
• http://sdghelpdesk.unescap.org/learning-videos/understanding-dimensions-sustainable- development-0
• https://socialprogress.in/2019/09/role-of-social-progress-index-in-measuring-sdgs/
• https://sustainabledevelopment.un.org/content/documents/15836India.pdf
• https://www.unssc.org/news-and-insights/blog/sustainable-development-what-there- know-and-why-should-we-care/
• https://www.undp.org/content/undp/en/home.html
• https://unstats.un.org/sdgs/report/2020/The-Sustainable-Development-Goals- Report-2020.pdf
• https://unstats.un.org/sdgs/report/2019/The-Sustainable-Development-Goals- Report-2019.pdf
• https://www.oecd-ilibrary.org/sites/a8caf3fa-en/1/2/1/index.html?itemId=/content/publication/a8caf3fa-en&_
csp_=1c51c432b7a7683f5a0142ba189c0c39&itemIGO=oecd&it emContentType=book#section-d1e1259
DAY 1
Participant’s Manual | 15 INTRODUCTION
Sustainable Development Goals are the latest
comprehensive framework to assess and
encourage an overarching vision of ensuring a
better life for all the planet’s inhabitants for all time
to come. The timeless wisdom of Mahatma Gandhi
reflected in this famous quote, “The world has
enough for everyone’s needs, but not everyone’s
greed” summarizes the need and inevitability of
focusing on sustainable development.
The earlier effort in the form of Millennium
Development Goals (MDGs) led to mixed results.
The MDGs formed a blueprint for the leaders of
189 countries who signed the historical Millennium
Declaration in September, 2000 at the United
Nations Headquarters. The Declaration committed
nations to a new global partnership to develop a
set of eight measurable goals. These goals range
from halving extreme poverty, reducing maternal
mortality, achieving universal primary schooling,
and halting HIV/AIDS spread by the end of 2015,
among other measurable targets. Although there
have been noteworthy achievements on MDG
targets worldwide, progress has been uneven
across regions and countries, leaving significant
gaps. The 15-year effort to achieve the aspirational
goals set out in the Millennium Declaration offered
many lessons that served as the springboard for
the next steps and converged in the SDG framework
development.
1.
UNDERSTANDING 2030 AGENDA
The year 2015 marked the end of MDGs and the beginning of the 2030 agenda. The world community reaffirmed its commitment to Sustainable Development and its 17 Sustainable Development Goals by endorsing the 2030 Agenda.
SESSION-1: UNPACKING AGENDA 2030
Through this Agenda, 193 member states pledged to ensure sustained and inclusive economic growth, social inclusion, and environmental protection, fostering peaceful, just, and inclusive societies through a new global partnership.
To accelerate the pace of work in all States and
UTs in India concerning SDGs, senior civil servants
and other government officials’ capacity-building
is of utmost importance. SDG 17 clearly states
that effective implementation of Agenda 2030 for
sustainable development is critically dependent
upon the civil servants’ training and sensitization
to create an institutional enabling mechanism
that supports multi-stakeholder engagement,
reasonable resource allocation, and convergence
(between schemes and departments) in the
process of development.
This training program serves to share perspectives
and concrete examples from diverse stakeholders
about successful interactions between civil
servants and other stakeholders related to SDG
implementation. Simultaneously, the training
will help identify bottlenecks and hurdles for
meaningful collaboration and develop approaches
to overcome them.
16 | Participant’s Manual AGENDA 2030
1.1. CORE PRINCIPLES FOSTERING THE 2030 AGENDA FOR SUSTAINABLE
DEVELOPMENT
The sustainable development framework is based on five core principles which ensure that the most
vulnerable groups in the society are identified and considered, and their needs met:
UNIVERSALITY
• Calls for integrated approaches across the UN’s development, humanitarian, peace and
security, and human rights contributions.
LEAVING NO ONE BEHIND
• Ending absolute poverty in all its forms.
• Stopping the group-based discrimination that has resulted in unequal outcomes for some
disadvantaged or marginalized groups.
• Prioritizing and fast-tracking action for that furthest behind.
INTERCONNECTEDNESS AND INDIVISIBILITY
• Transformative stakeholder engagement.
• Sustainable financing- climate resilient development and infrastructure in urban and peri-
urban areas.
• Reduce waste and address pollution issues.
• Low carbon green/new climate economy.
INCLUSIVENESS
• Integrated planning for inclusive and sustainable growth.
• Supporting employment creation, decent work, and redistributive programs to address
poverty, inequality and exclusion.
• Mobilizing and scaling up financing for enabling transition and sustainable growth.
MULTI-STAKEHOLDER PARTNERSHIPS
• Sharing knowledge and expertise among multiple stakeholders.
• Galvanize partnerships and commitments in support of SDGs.
• Periodic updates on the progress.
Participant’s Manual | 17 1.2. CRITICAL DIMENSIONS OF THE 2030 AGENDA
The 2030 Agenda focuses on five critical dimensions: People, Prosperity, Planet, Partnership, and Peace,
also known as 5Ps. These dimensions are viewed through the lens of social inclusion, economic growth, and
environmental protection.
It is essential to develop partnerships among governments, private sectors, and civil societies to achieve the
sustainable development agenda. The Agenda sees all entities as equal stakeholders for our sustainable
future. In other words, the paradigm shift comes from allowing every individual from every corner of the
planet to become interested, engaged, and invested in our world.
The 2030 Agenda inspires us to think creatively by leveraging innovative approaches and critically re-thinking
the way we approach today’s development challenges. However, to create long-lasting change, a commitment
to life-long learning is required to advance the transformational agenda that lies ahead of us.
5Ps
PLANET:
Protect the planet from
degradation through sustainable
Consumption and production,
sustainable management of
natural resources and take
urgent action on
climate change.
PROSPERITY:
Ensure that all human
beings can enjoy prosperous
and fulfilling lives and
that economic, social and
technological progress
occurs in harmony with
nature.
PEACE:
Foster peaceful, just
and inclusive societies
that are free from fear
and violence.
PARTNERSHIP:
Resource mobilization
through Global
Partnerships to
implement the Agenda.
PEOPLE:
Ensure that all human
beings can leverage
their potential with
dignity and equality in
a healthy environment.
SESSION-1: UNPACKING AGENDA 2030
18 | Participant’s Manual AGENDA 2030
1.3. SUSTAINABLE DEVELOPMENT GOALS (SDGs)
The SDGs are the most critical effort in human history at building a universal commitment to sustainable
development from an individual to the nation-state. The SDGs formalize the framework for action by all
countries for a global partnership to improve people’s lives and prosperity on a healthy planet. The key
objective is to mobilize decision-makers to end poverty, inequalities and tackle climate change while ensuring
that no one is left behind. The vision is that every human being should realize their potential, and hoarding
and unsustainable use of resources by few should come to an end. The 17 SDGs and 169 targets are a part
of Transforming Our World: the 2030 Agenda for Sustainable Development, adopted by 193 Member States
at the historic UN General Assembly Summit in September, 2015 and came in to effect on January 1, 2016.
The SDGs developed through consultative processes calls for ambitious re-thinking of the development
processes. Every country needs to prioritize and adapt the goals and targets during the implementation
of SDGs following local challenges, capacities, and available resources. The SDGs are interlinked, and the
solutions are going to be intricately connected.
SDGs do not represent the 2030 Agenda in its entirety; instead, these are focus areas for sustainable
development. The 17 goals should be seen as indispensable pieces in a big and complex puzzle. The SDGs
help translates the core values and principles underlying Agenda 2030 into concrete and measurable results.
Let us now briefly sketch the worldwide progress of SDGs:
NO POVERTY
End poverty in all its forms everywhere1
• The
from 14.3 percent in 2010 to 7.1 percent in 2019.
• 63 countries in 2018 bared $23.6 billion direct economic losses.
• Four billion people did not benefit from any form of social protection in 2016.
• Seven hundred thirty-six million people lived in extreme poverty in 2015.
• More than 90 percent of deaths due to disasters occur in low and middle-income countries.
• As the world anticipates the worst economic fallout since the Great Depression due to an ongoing
pandemic, tens of millions will be pushed back into poverty, undoing years of steady improvement.
• Covid-19 caused the first increase in global poverty in decades. Seventy-one million people were
pushed into extreme poverty in 2020.
Participant’s Manual | 19 2
3
•
A
by wasting.
• In 2019, 5.6 percent (or 38 million) of children under age five worldwide were overweight. The
current global prevalence represents a medium level of severity, signaling that preventive actions
are urgently needed for the youngest population.
• Almost 690 million people were undernourished in 2019, up by nearly 60 million since 2014.
• The pandemic (COVID-19) is an additional threat to food systems.
• Small-scale food producers are struck by the COVID-19 crisis comprising 40 percent - 85 percent
of all food producers in developing regions.
• Under-five deaths dropped from 9.8 million in 2000 to 5.4 million in 2017.
• The tuberculosis incidence rate declined by 21 percent between 2000 and 2017; Nonetheless, 10
million people developed tuberculosis in 2017.
• The incidence of HIV among adults 15-49 years old in Sub-Saharan Africa declined by 37 percent
between 2010 and 2017.
• Vaccinations resulted in an 80 percent drop in measles deaths between 2000 and 2017.
• The probability of dying from any of the four main non-communicable diseases: cardiovascular
disease, cancer, diabetes, and chronic respiratory disease, between the ages of 30 and 70 declined from 22 percent in 2000 to 19 percent in 2010 and 18 percent in 2016.
•
The pandemic has interrupted childhood immunization programs in around 70 countries, and
illnesses and deaths from infectious diseases are expected to spike.
ZERO HUNGER
End hunger, achieve food security, improve nutrition and promote sustainable agriculture
GOOD HEALTH AND WELLBEING
Ensure healthy lives and promote wellbeing for all at all ages
SESSION-1: UNPACKING AGENDA 2030
20 | Participant’s Manual AGENDA 2030
GENDER EQUALITY
Achieve gender equality and empower all women and girls
4
5
•
Ov
• Only 65 percent of primary schools have necessary handwashing facilities critical for COVID-19
prevention.
• About 617 million children and adolescents lack minimum proficiency in reading and mathematics.
750 million adults remain illiterate, out of which two-third are women.
• 1 out of 5 children between 6 and 17 years is not attending school. In Central Asia, 27 percent more
girls than boys in primary school age are not attending school.
• Remote learning (due to the pandemic) remains out of reach for at least 500 million students.
• Before the corona virus crisis, the proportion of children and youth out of primary and secondary
schools declined from 26 percent in 2000 to 19 percent in 2010 and 17 percent in 2018.
• In Southern Asia, a girl’s risk of marrying in childhood has decreased by 40 percent since 2000; still,
30 percent of women aged 20 to 24 years were married before age 18 (2018).
• As of 2020, 26 percent of national parliamentarians were women, an increase from 19 percent
since 2010.
• At least 200 million girls and women have been subjected to female genital mutilation.
• Lockdowns increase the risk of violence (sexual, physical, and psychological) against women and
girls. Cases of domestic violence have increased by 30 percent in some countries.
• Women account for 70 percent of health and social workers, making them the front lines of fighting
the coronavirus.
• Women bear additional household burdens during the pandemic. Women already spend about
three times as many hours in unpaid domestic and care work as men.
QUALITY EDUCATION
Ensure inclusive and equitable quality education and promote lifelong learning
opportunities for all
Participant’s Manual | 21 CLEAN WATER AND SANITATION
Ensure availability and sustainable management of water and sanitation for all
AFFORDABLE AND CLEAN ENERGY
Ensure access to affordable, reliable, sustainable and modern energy for all
6
7
•
W
• Three billion people worldwide lack necessary handwashing facilities at home, the most effective
method for COVID-19 prevention.
• The proportion of the global population using safely-managed drinking water services increased
from 61 percent in 2000 to 71 percent in 2017.
• Despite progress, millions still lack water and sanitation services. Nearly 2.2 billion people lack
safely managed drinking water, and 4.2 billion people lack safely managed sanitation (2017).
• 2 in 5 health care facilities worldwide have no soap and water or alcohol-based hand rub (2016).
• 798 million people lack electricity (2018).
• 1 in 4 healthcare facilities is not electrified in some developing countries (2018).
• Access to clean cooking fuels and technologies increased from 56 percent of the global population
in 2010 to 60 percent in 2015 and 63 percent in 2018.
• Of the total energy consumption in 2017, only 17 percent is renewable energy.
• Energy efficiency improvement rate falls short of 3 percent needed (2017).
• 9 out of 10 people worldwide have access to electricity.
• 87% of the 840 million people without electricity live in rural areas.
SESSION-1: UNPACKING AGENDA 2030
22 | Participant’s Manual AGENDA 2030
INDUSTRY INNOVATION AND INFRASTRUCTURE
Build resilient infrastructure, promote inclusive and sustainable, industrialization and
foster innovation
8
9
•
Real GDP grew by 4.8 percent annually in LDCs (2010–2017), less than the 7 percent SDG target.
• In 2018, labor productivity increased by 2.1 percent from 2017: the highest annual growth since
2010.
• Global economic growth slowed down from 2.0 percent GDP per capita in 2010-2018 to 1.5 percent
GDP per capita growth in 2019.
• During the pandemic, 1.6 billion workers in the informal economy risk losing their livelihoods.
• Tourism is facing unprecedented challenges.
• Fewer than 1 in 5 people use the internet in LDCs (2019).
• Only 35 percent of the small-scale industries have access to credit in developing countries (2006-
2018). Financing for small-scale sectors is needed for their survival through the crisis.
• Global investment in research and development was $2 trillion in 2016, up from $739 billion in 2000.
• 90% of people lived within range of a 3G or higher quality mobile network (2018).
• Investment in R&D has grown from $1.4 trillion in 2010 to $2.2 trillion in 2017.
• The aviation industry has suffered the steepest decline in history. Air passenger numbers fell by 51
percent from January to May, 2020.
• Growth in manufacturing sector has declined due to tariffs and trade tensions.
DECENT WORK AND ECONOMIC GROWTH
Promote sustained inclusive and sustainable economic growth, full and productive employment and decent work for all
Participant’s Manual | 23 REDUCED INEQUALITIES
Reduce inequality within and among countries
SUSTAINABLE CITIES AND COMMUNITIES
Make cities and human settlements inclusive, safe, resilient and sustainable
10
11
•
Most
done to protect migrants’ rights and socio-economic well-being.
• Resource flows for development decreased from $420 billion in 2017 to $271 billion in 2018. A
global recession could squeeze development aid to developing countries.
• Gini Index fell in 38 out of 84 countries (2010-2017).
(The Gini index measures income inequality and ranges from 0 to 100, where 0 indicates that income
is shared equally among all people, and 100 indicates that one person accounts for all the income)
• 54 percent of the countries with data have a comprehensive set of migration policies.
• The most vulnerable groups, i.e., elderly people, people with disabilities, children, women, migrants,
and refugees, are being hit hardest by the pandemic.
• Only half the world’s urban population has convenient access to public transport (2019).
• The share of land allocated to streets and open spaces averaged only about 16 percent globally
(2019).
• The share of the urban population living in slums rose to 24 percent in 2018.
• In 2016, 9 in 10 people living in urban areas worldwide were breathing air that did not meet the
World Health Organization Air Quality Guidelines value for particular matter.
• Air pollution caused 4.2 million premature deaths in 2016.
• The pandemic is hitting the most vulnerable the hardest, including the 1 billion residents of the
world’s densely populated informal settlements and slums.
• Over 90 percent of COVID-19 cases are in urban areas.
SESSION-1: UNPACKING AGENDA 2030
24 | Participant’s Manual AGENDA 2030
SUSTAINABLE CONSUMPTION AND PRODUCTION
Ensure sustainable consumption and production patterns
CLIMATE ACTION
Take urgent action to combat climate change and its impacts
12
13
•
Electr
• Rising fossil fuel subsidies, i.e., from $ 318 billion in 2015 to $ 427 billion in 2018, contribute to the
climate crisis.
• The world continues to use natural resources unsustainably. The Global material footprint increased
from 73.2 billion Metric tons in 2010 to 85.9 billion Metric tons in 2017.
• 13.8 percent of food is lost in supply chains (2016).
• The pandemic offers an opportunity to develop recovery plans that build a more sustainable future.
From 2017 to 2019, 79 countries and the European Union reported at least one policy to promote
Sustainable Consumption and Production.
• The global community shies away from commitments required to reverse the climate crisis. 2019
was the 2nd warmest year on record.
• Only 85 countries have national disaster risk reduction strategies aligned to the Sendai Framework.
• Climate change exacerbates the frequency and severity of natural disasters affecting more than 39
million people in 2018.
• Investment in fossil fuels ($ 781 billion as per 2016) continues to be higher than investment in
climate activities ($ 681 billion as per 2016).
• COVID-19 predicted a 6 percent drop in greenhouse gas emissions for 2020. However, we are still
short of the 7.6 percent annual reduction required to limit global warming to 1.5°C.
Participant’s Manual | 25 14
15
•
Ocean
150 percent rise in ocean acidity is projected by 2100, affecting half of all marine life.
• Global marine key biodiversity areas covered by protected areas increased from 30.5 percent and
44.8 percent in 2000 and 2015 to 46.0 percent in 2019.
• Ocean acidity has increased by 26% since pre-industrial times. It is expected to rapidly increase by
100-150% by 2100.
• 97 countries signed the Agreement on Port State Measures, the first binding international agreement
on illegal, unreported, and unregulated fishing.
• The drastic reduction in human activity brought about by COVID-19 may be a chance for oceans to
recuperate.
• Two billion hectares of land on Earth are degraded, affecting some 3.2 billion people, driving species
to extinction, and intensifying climate change.
• The world fell short of 2020 targets to halt biodiversity loss. Over 31,000 species are threatened
with extinction, 27 percent of over 116,000 assessed species in the IUCN Red List.
• Ten million hectares of forest were destroyed each year (2015–2020).
• Wildlife trafficking disrupts ecosystems and contributes to the spread of infectious diseases.
Pangolins are possibly the intermediary animal that transferred the coronavirus. The equivalent of
370,000 pangolins was seized globally (2014–2018).
• Only a third of 113 countries were on track to achieve the national target to integrate biodiversity
into national planning.
LIFE BELOW WATER
Conserve and sustainably use the oceans, seas and marine resources
for sustainable development
LIFE ON LAND
Protect, restore and promote sustainable use of terrestrial ecosystems, sustainably manage forests,
combat desertification, and halt and reverse land degradation and halt biodiversity loss
SESSION-1: UNPACKING AGENDA 2030
26 | Participant’s Manual AGENDA 2030
17
• Net
13 percent from 2018, and Aid to LDCs rose by 2.6 percent from 2018.
• Remittances to low & middle-income countries and an economic lifeline for many poor households
were projected to fall from $ 554 billion in 2019 to $ 445 billion in 2020.
• Global foreign direct investment is expected to decline by up to 40 percent in 2020.
• Fixed-broadband subscriptions per 100 inhabitants in 2019 were 33.6 in developed countries and
11.2 in developing countries.
• International funding for data and statistics was $ 690 million in 2017, i.e., only half the level it
needs to be.
PARTNERSHIPS FOR THE GOALS
Strengthen the means of implementation and revitalize the Global Partnership for
Sustainable Development
Source: UN-stats, SDH Report 2020 and 2019
16
• Despite protections under international law, every day, 100 civilians were killed in armed conflicts.
• 60 percent of countries have prison overcrowding, risking the spread of COVID-19.
• The global homicide rate has declined slowly from 5.9 per 100,000 population (2015) to 5.8 per
100,000 people (2018), translating to 440,000 homicide victims worldwide.
• 127 countries have adopted right-to-information or freedom-of-information laws.
• In 2019, the number of people fleeing war, persecution, and conflict exceeded 79.5 million, the
highest level ever recorded. COVID-19 implications further threaten global peace and security.
PEACE, JUSTICE AND STRONG INSTITUTIONS
Promote peaceful and inclusive societies for sustainable development, provide access to justice for all and build effective, accountable and inclusive institutions at all levels
Participant’s Manual | 27 PEOPLE
Goal 1, 2, 3, 4 & 5
• The first 5 Goals are
developed to meet the
fundamental needs of
the people around the
world
•
Goal 1 & 2 – Address
the basic sustenance needs
•
Goal 3 & 4 – Asser t
access to fundamental needs of health, well- being and education
•
Goal 5 – Empowers
girls and women ar
ound the world
by asserting equal opportunity for all women-Jobs, Food and Education PLANET
Goal 6, 12, 13, 14 & 15
Presents the challenges
that our planet is facing
the global community
can deeply appreciate
the critical importance of
transforming approaches
to responding to the
climate crisis
•
Goal 6 – Management
of water & sanitation t
o
ensure access to clean
and safe water for all
•
Goal 12 – Asser ts
appropriate & proportionate consumption & production for ensuring sustainable development
•
Goal 13 – All
envir
onmental
protection Policy & progress starts from climate action
•
Goal 14 & 15 -
Pr
otection of our eco-
system PROSPERITY
Goal 7, 8, 9, 10 & 11
•
Goal 7 – Pr ovides
targets for the
international
communities to be
able to attenuate the
negative impact from
over utilization and
eventually achieving
the appropriate and
sustainable balance of
energy utilization
•
Goal 8, 9, 10, 11 –
Speak t
o the issues
involving fair & just systems those in private and public communities and national entities, directly related to Goal 5
•
These goals address
that such achievement can be realized through smart and innovative approaches for a sound and reliable economic foundationPEACE &
PARTNERSHIP
Goal 16 & 17
•
Incorporate the
peace & partnership
categorization of the
SDG
•
Goal 16 – Shows
how the international community must pr
omote and protect
peace around the world. Not just Military actions but preferably build strong institutions of justice
•
Goal 17 – Repr esents
the partnership for the goals
SESSION-1: UNPACKING AGENDA 2030
1.4. CATEGORIZATION OF 17 SDGs INTO 5Ps
The 17 SDGs, geared at improving the world and the lives of its inhabitants, can be categorized into 5Ps as
mentioned below:
28 | Participant’s Manual AGENDA 2030
These 5Ps or 5 Pillars of sustainable development provide a new direction to address growth and societal
challenges worldwide. Sustainable development requires a balanced integration of economic, social, and
environmental dimensions and 5Ps. One way to measure the progress of SDGs is to focus on these 5Ps. The
5Ps highlight how SDGs are inter-related and how the progress of one P balances and supports another’s
progress.
The heart of the 5Ps strategy is the principle of leaving no one behind. It is an ambitious systems-level
approach to solve extreme global poverty, inequality, and climate change. Let us discuss briefly 5Ps in this
session:
‘People’ emphasizes on all the people’s inclusion in socio-economic spheres to fully realize their potential
and exercise their rights, free of violence. Equitable access to quality healthcare to all men and women, equal
educational opportunities, decent jobs, and social security are the main pillars of this element.
‘Prosperity’
emphasizes on enjoying better connectivity with domestic and international markets while ensuring better
access to energy and public services and equal distribution of economic benefits.
‘Planet’ underpins the green,
Sl. No. 5PsSDGs Covered Focus Areas
1 People1-5
Eradicate Poverty
Food
Health
Education
Gender Equality
2 Planet6, 12, 13, 14 and 15
Water
Sustainable Production
Climate
Oceans
Biodiversity
3 Prosperity7-11
Energy
Economy
Infrastructure
Reduce Inequality
Cities
4 Peace16Institutions
5 Partnership 17Implementation
Source: OECD-Library
Participant’s Manual | 29 clean, safe, and sustainable environment, with professionally managed agricultural and non-agricultural land,
resilient and sustainable infrastructure, and population sensitized to environmental issues and mitigating
global warming.
‘Peace’ ensures vital institutions’ evolution by making them more accountable, effective, and
inclusive; promotes tolerance and respect for diversity among people.
‘Partnership’ leads to mobilization
of domestic and external resources and achieving a high degree of decentralization. Developing a robust
monitoring and evaluation system, generating disaggregated and comparable statistics, and building
sustainable livelihoods are the expected outcomes of this effort.
SDGs’ achievement requires a wide range of sectors and actors to work together to engage and leverage
resources, knowledge, and capacities. There is a dire need to encourage effective partnerships among the
public sector, NGOs, civil society, private sector, and knowledge institutes to respond to current and future
sustainable development challenges.
SESSION-1: UNPACKING AGENDA 2030
PLANET
PROSPERITY
PARTNERSHIP
PEACE
PEOPLE
30 | Participant’s Manual 1.5. ELEMENTS ACCELERATING THE IMPLEMENTATION OF SDGs
Based on the information that emerged from Voluntary National Reviews (VNR) and many other inter
governmental forums that have contributed to the annual High-level Political Forum (HLPF), significant
changes are required in several systemic and cross-cutting areas. The High-level Political Forum of the United
Nations is a central platform for follow-up and review of the 2030 Agenda for Sustainable Development and
the Sustainable Development Goals. It calls for the full and effective participation of all Member States of the
United Nations and Member States of specialized agencies.
Eight inter-related areas are mentioned below, along with some policy actions:
Leaving no one
behind
Mobilizing
adequate and
well-directed
financing
Strengthening
effective and
inclusive institutions
for implementing
integrated
solutions
Accelerating the
implementation of
the 2030 Agenda &
SDGs locally
Solving challenges
through international
cooperation
Realizing the
benefits of Science,
Technology and
Innovation for all
Investing in data for
full implementation of
the 2030 Agenda
Building resilience
AGENDA 2030
Participant’s Manual | 31 1.6. DIRECTIONS ON POLICY ACTIONS
Leaving no one behind
• National policy choices (evidence-based)
should be carefully identified.
• Ensure access to high-quality essential
services, such as social protection, healthcare,
education, water and sanitation, energy, and the
internet.
•
Governments and their partners must address
gaps in capacity building and financing and address challenges concerning physical infrastructure, poor governance, corruption, and lack of accountability in service provision.
•
Policies must be designed to support the most
vulnerable groups to escape poverty, live with dignity, and enjoy human rights.
SDGs covered: SDG 1 (No poverty), SDG 2 (Zero
Hunger), SDG 4 (Quality Education), SDG 6 (Clean
Water & Sanitation), SDG 8 (Decent Work &
Economic Growth)
Leaving No One Behind (LNOB) ensures reaching
the most vulnerable and poorest of the poor
section of the population and combating
discrimination and rising inequalities.However, the
hit of COVID-19 pandemic was harsh, particularly,
on the street vendors who immediately lost their
source of income and were confronted with hunger
and deprivation. A study by ActionAid Association
(India) (Workers in the Time of COVID-19), 2020
suggests that around 80 percent of workforce from
the informal sector lost their jobs as the lockdown
progressed. This includes street vendors, daily
wage workers, small enterprises etc.
To support the street vendors in regaining their
livelihoods and to ensure their inclusion to move a
step closer towards achieving LNOB, the Ministry
of Housing and Urban Affairs (MoHUA), Govt. of
India unveiled the Pradhan Mantri Street Vendor’s
AtmaNirbhar Nidhi (PM SVANidhi) scheme. The
idea behind the initiative is to provide easy repayable
loans of up to Rs. 10,000 with the hope that it
would benefit over 50 lakh street vendors in India.
The initiative has been proved as a success model
as 27,33, 497 applications have been received out
of which 14,34,436 have been sanctioned and
about 7,88,438 loans disbursed (Press Information
Bureau, Govt. of India, Ministry of Housing & Urban
Affairs – 18 November 2020). The beneficiaries
of this scheme are also eligible for the Ujjwala
gas scheme, Ayushman Bharat scheme, etc. on
priority basis. Further, the implementation of “One
Nation One Ration Card” enables anybody to get
affordable rations anywhere in the country.
Mobilizing adequate and well-directed financing
•
Develop risk-informed, integrated national
financing frameworks that comprise various
public and private financing policies and
instruments, and integrate disaster risk
reduction considerations.
•
Capacity building is essential to aligning
national sustainable development strategies with public expenditures, thereby stimulating inclusive growth.
•
Financing for gender equality and women
empowerment strengthen economic growth and addresses inequalities and lack of empowerment.
•
Digitalization of finance also has the potential
to increase transparency and facilitate new kinds of investment flows.
SESSION-1: UNPACKING AGENDA 2030
32 | Participant’s Manual • F
technology, risk management, and consumer
protection, can enhance millions of people’s
access to credit and benefit the most vulnerable
groups.
SDGs covered: SDG 3 (Good Health and Well
Being), SDG 5 (Gender Equality)
Financial inclusion has been recognized as a key
driver for boosting economic growth, as it promotes
inclusive growth by making financial services
including credit and other safety nets available to
the bottom of the pyramid. Given the urgency of
providing cash assistance to the vulnerable and
economically weaker section of the population
to deal with the impact of COVID-19, the National
Strategy for Financial Inclusion 2019-2024 (NFSI)
and National Strategy for Financial Education
2020-2025 (NFSE) has been formed in order to
make financial services available, accessible, and
affordable to all citizens in a safe and transparent
manner.
The evolution and adoption of technology has
led to significant improvement in enabling digital
payments. The initiation of Pradhan Mantri Jan-
Dhan Yojana (PMJDY) has enabled the population
of the country to have access to financial services,
with a basic bouquet of financial products. The
demand side interventions focused on creating
awareness amongst the public. Financial literacy,
customer protection and grievance redressal have
become areas of focus for furthering sustainable
financial inclusion. Setting up of National Centre for
Financial Education (NCFE) by the Regulators and
implementation of the Centre for Financial Literacy
(CFL) project of RBI are two recent initiatives
towards improving financial literacy.
Strengthening effective and inclusive institutions
for implementing integrated solutions
•
Political and administrative institutions
must be strengthened. Such mechanisms
include participatory planning and budgeting,
community management of natural resources,
and national councils for sustainable
development.
•
Facilitate integrated and cross-cutting
approaches and mobilization of multiple stakeholders for coherent action.
•
Governments should sustain efforts to enhance
transparency and community participation.
SDGs covered: SDG 7 (Affordable and Clean
Energy), SDG 16 (Peace, Justice and Strong
Institutions)
Community participation has been considered
of paramount importance in planning local-
level actions in collaboration with local bodies
to identify vulnerable households, develop
better communication strategies and ensure
sustained community management to strengthen
implementation of SDG 2030 agenda. Also, over
the years, decentralisation has been an effective
method in encouraging citizen participation in
improved decision-making, social accountability,
seamless and transparent information
dissemination, and robust policy making. This has
empowered local citizens of the country to engage
in budget priority setting processes.
The importance of decentralization was further
stressed upon amidst the COVID-19 pandemic as
many organisations take a decentralised approach
to combat the spread of the virus.To cite an
example, Janaagraha Centre for Citizenship and
Democracy in Bangalore initiated participatory
AGENDA 2030
Participant’s Manual | 33 budgeting where a primary survey is done to
understand the aspects that the citizens of the city
wish to see in the budget. Such initiative enhanced
the engagement of citizens across the city leading
to a more equitable distribution of resources. The
most prominent participatory practices have been
implemented in Kerala and Pune. In Kerala, the
People’s Campaign for Decentralised Planning,
started in 1996, achieved significant administrative,
fiscal and democratic decentralisation and
deepening. It covered 1214 local governments
with the state’s 31 million inhabitants. In Pune,
Participatory Budgeting was initiated in 2006 at the
municipal level. It received enormous support from
both citizens and civil society organisations.
Accelerating the implementation of 2030 Agenda
& SDGs locally
•
Adopt measures to build capacities and skills of
elected representatives and civil servants at the
local level so that they are equipped to support
SDGs.
•
Devise ways to align Goal monitoring systems
across levels of governments through joint monitoring mechanisms wherever appropriate. Local governments represent the critical source of policy innovation. The local governments should support the sharing and diffusion of innovative practices in an effective way.
SDGs covered: SDG 9 (Industry, Innovation and
Infrastructure), SDG 10 (Reduced Inequalities),
SDG 11 (Sustainable Cities and Communities)
The outbreak of COVID-19 has challenged the
implementation and localization of SDG 2030
Agenda. However, NITI Aayog continues to play a
crucial role by collaborating with Ministries as well
as States/UTs on accelerating SDG localization. A
SESSION-1: UNPACKING AGENDA 2030
series of 25 national and sub-nationalconsultations
for sensitisation and awareness building have
already been held in partnership with the Union
ministries and the UN system. Further, with the aim
of correcting local implementation challenges, NITI
Aayog has taken special steps for regions needing
special attention and support, like the Aspirational
Districts, North Eastern States, hilly Himalayan
States, and islands by constituting special forums
to identify their specific constraints and formulating
special policies to ensure sustainable development.
As many as 21 States/UTs have developed and
operationalized State Indicator Framework (SIF),
12 States have taken it down to the district level
be developing District Indicator Framework (DIF)
in terms of adopting, planning, implementing and
monitoring SDGs at local levels.
The 2018 launch of ‘Transformation of Aspirational
Districts Programme’ is considered as the
successful implementation of localization of SDGs.
Under this programme, a total of 115 districts
covering 28 States across India have been selected
for transformation based on 49 indicators across
five sectors, namely, health and nutrition; education;
agriculture & water resources; financial inclusion &
skill development, and basic infrastructure. It has
also strengthened the technical and administrative
capacities of the districts through collaboration
with development partners for providing technical
expertise and skills training. In June 2021,
UNDP’s appraisal report has pointed out that the
programme is a very successful global model
of “local area development” by leveraging local
structures of governance with multi-stakeholder
partnerships, to ensure that localization of the
SDGs becomes a reality.
34 | Participant’s Manual AGENDA 2030
Building Resilience
• Building the resilience of food systems should
be pursued to ensure that such systems
continuously enhance natural resources,
sustain rural and urban livelihoods, and provide
access to nutritious food from small holder
producers.
•
Natural ecosystems, pollution and resource
use, regional, global, and cross-sectoral collaboration should be dealt with effectively.
•
Risk management measures have to be
human-centered, ensuring a whole-of-society approach specifically for the poorest and most vulnerable groups.
SDGs covered: SDG 12 (Sustainable Consumption
and Production), SDG 13 (Climate Action), SDG 14
(Life below Water), SDG 15 (Life on Land)
According to the National Disaster Management
Authority, approximately 70% of the country’s land
is vulnerable to natural disasters, which affect the
poor disproportionately. Further, the impact of
COVID-19 pandemic on food systems has been felt
as agriculture has been hit hard. Research studies
indicate that although the agriculture sector
observed positive growth post-pandemic (3.4% FY
2020–21 Quarter 1: April to June), but it is still less
than its immediate past quarter growth (5.9% FY
2019–20 Quarter 4: January to March) witnessing
a decline by 2.5% point due to the impact of
COVID-19. (Cariappa AG et al. (2021), “Impact
of COVID-19 on the Indian agricultural system: A
10-point strategy for post-pandemic recovery”)
To deal with the challenging time, the Indian Finance
Minister declared an INR 1.7 trillion package,
mostly to protect the vulnerable sections (including
farmers) from any adverse impacts of the Corona
pandemic.The announcement includes advance
release of INR 2000 to bank accounts of farmers
as income support under PM-KISAN scheme.The
Government also raised the wage rate for workers
engaged under the NREGS, world’s largest wage
guarantee scheme. Pradhan Mantri Garib Kalyan
Yojana has also been announced to take care
of the vulnerable population. Transportation of
public distribution system (PDS) items to last mile
delivery agents has been ensured to build resilience
in agriculture.
Investing in data for full implementation of the
2030 Agenda
•
Increased investments in national data and
statistical systems and increased mobilization
of international and domestic resources are
crucial.
•
Catalyzing new data partnerships in selected
countries to increase the availability and use of timely data for decision making on the Goals.
•
Design statistical strategies and targeted data
collection instruments that adequately capture disadvantaged groups’ realities, including hidden and hard to reach groups.
SDGs covered: SDG 17 (Partnership for Goals)
The India SDG Dashboard developed by the Ministry
of Statistics and Programme Implementation in
collaboration with the United Nations Resident
Coordinator Office (UNRCO) in India is a unified data
repository on SDG Indicators as per the National
Indicator Framework. India SDG Dashboard aims
to bring data to the fingertips of decision makers at
central, state and district level, helping to accurately
identify the gaps that need to be addressed, and
measure the success of the existing development
programs.
Participant’s Manual | 35 SESSION-1: UNPACKING AGENDA 2030
The SDG Investor Map for India, launched jointly
by UNDP and Invest India in 2020, provides
localised data and specific information on
investment and business opportunities that align
with the SDGs. This provides direction for building
strategic partnerships among investors, industry,
policy makers etc. towards strengthening the
implementation of 2030 agenda.
Realizing the benefits of Science, Technology,
and Innovation for all
•
Policies and regulatory frameworks are
needed to foster innovation and efficiency
while ensuring fairness, equity, and ethics in
developing new technology.
•
Multiple stakeholder approaches can also
ensure that the economy, science and technology, industrial development, social development policies, and sustainability are
coherent. United Nations multi-stakeholder
platforms should be used entirely to promote
understanding among all stakeholders.
•
Engaging communities, young people, and
vulnerable people in innovation processes can support new products and services to serve people living in poverty or remote areas.
•
A people-centered approach to the
technological transformations of the world is also needed.
SDGs covered: SDG 9, SDG 17 (Partnership for
Goals)
The SDGs aim to invest in science and technology
to promote evidence-based policy analysis and
effectively facilitate planning and implementation
of targets. The areas where science, technology and
innovation contribute for better implementation of
SDGs are, viz., identifying challenges, actions that
can make differences, monitoring progress and
innovative solutions. The Govt. of India has come up
with the draft of Science, Technology & Innovation
policy, 2020 to meet the ambitions of 2030 agenda.
Recent use of Geographic Information System
(GIS) and geospatial techniques have also come
handy in the context of COVID-19 surveillance and
monitoring.
A recent initiative of the government is the Atal
Innovation Mission, which aims to transform the
innovation and entrepreneurship landscape in the
country. More than 5000 Tinkering Laboratories are
being set up inschools across the country. These
Labs aim to facilitate the holistic development of
students by providing them the space to experiment
and put their ideas into practice. Further, the India
Innovation Index Framework has been launched for
tracking and identifying promising innovations in
the countryfor reinforcing the inclusiveness of the
innovation ecosystem. Most recently, the Aarogya
Setu App, launched by the Govt. of India, is an
important application of GIS technology wherein
location of users are detected and alerts about
positive COVID-19 cases in the vicinity are issued.
Solving challenges through international
cooperation
•
Promote an equitable distribution of
development opportunities and income at the
international level.
• National governments and the international
community should also reshape international and national financial systems in line with sustainable development.
36 | Participant’s Manual AGENDA 2030
Discussion Points
1. At the international level, what are the
challenges to ensuring policy coherence
for sustainable development? What are
some examples of best practices, or
who are the ‘trailblazers’ leading the way
to improved coherence?
2.
How could the UN development system
provide coordinated and integrated support for the achievement of the 2030 Agenda?
3.
How are the national education policy
and planning management being adapted to align with SDG 4 targets and focus areas?
Participant’s Manual | 37 SESSION-1: UNPACKING AGENDA 2030
Multiple Choice Questions
1. The
(SDGs) recognize that all countries must
stimulate action in the following key
areas:
a) people, planet, prosperity, peace and
partnership
b) people, planet, prosperity, plants and
planning
c) people, planet, prosperity, plants and
partnership
d) people, planet, prosperity, peace and
planning
2. Each SDG is supported by a set of
“Targets” — specific objectives associated with that Goal. How many targets are there in total?
a) 150
b) 99
c) 169
d) 50
3. Which of the following is NOT a
Sustainable Development Goal?
a) Eliminate racism in all its forms
b) Climate action
c) Clean water and sanitation
d) Good health and well-being
4. Which of the following is NOT TRUE
about the SDGs?
a) They encourage the promotion of
health, well-being, and education for all, of all ages
b) They include the development of
sustainable cities, infrastructure, and industry
c) They are a legally binding international
treaty that all nations are required to follow
d) They explicitly promote innovation
38 | Participant’s Manual SESSION 02
SDGs - KEY
ELEMENTS IN
INDIA “The sustainable development of one-sixth
of humanity will be of great consequence to
the world and our beautiful planet.”
- Narendra Modi
40 | Participant’s Manual SESSION-2:
SDGs - KEY ELEMENTS IN INDIA
OVERVIEW
The success of SDGs in India is critical for the success of SDGs at a global level. This session focuses on the
role of NITI Aayog as the overarching organization for the entire country to coordinate, monitor, and evaluate
the progress of the SDGs and related targets in the States and UTs of India.
OBJECTIVES
•
Understand SDGs in the current Indian context.
• Understand the role that NITI Aayog plays in coordinating the implementation of the SDGs in India.
• Focus on the intrinsic importance of Leaving No One Behind (LNOB) and Gender Equality.
• Apprise participants about international and national level innovative and scalable solutions on LNOB and
Gender Equality.
KEY MESSAGES
• Mapping developmental initiatives with the
SDG framework is a crucial tool to derive linkages between India’s developmental priorities and the 2030 agenda for SDGs.
•
The conceptual aspects of SDGs are
naturally aligned with India’s civilizational thoughts and learnings.
•
Adapting the goals and the indicators to
the local requirements is essential for fulfilling the constitutional mandate and global commitments.
•
NITI Aayog has a pivotal role in
synchronizing, prioritizing, and building institutional capacity to implement the 2030 agenda for SDGs in India.
ADDITIONAL READINGS/VIDEOS
• https
significance-of-sdgs-and-india-aanant-081119(Significance of SDGs and India’s Evolving Global Role -IDSA Comment)
•
https://niti.gov.in/high-level-political-
forum-2017
DAY 1
Participant’s Manual | 41 RECOMMENDED READINGS
• http:/
• https://sustainabledevelopment.un.org/content/documents/15836India.pdf
• https://niti.gov.in/sites/default/files/2019-01/SDGMapping-Document-NITI_0.pdf
• http://www.undp.org/content/undp/en/home/librarypage/poverty-reduction/what-does-it-mean-to-leave-no-
one-behind-.html
• https://www.oecd-ilibrary.org/development/case-studies-on-leaving-no-one-behind_9789264309333-en
• https://unsdg.un.org/sites/default/files/Interim-Draft-Operational-Guide-on-LNOB-for- UNCTs.pdf
• https://unsdg.un.org/resources/leaving-no-one-behind-unsdg-operational-guide-un- country-teams-interim-
draft
• https://sustainabledevelopment.un.org/content/documents/26281VNR_2020_India_ Report.pdf
• https://missionantyodaya.nic.in/
• https://niti.gov.in/sites/default/files/2020-02/Poshan_Abhiyaan_2nd_Report_0.pdf
• https://www.parcic.org/english/srilanka/tea-project/
• https://sampranmodel.com/en/
• https://www.unicef.org/india/what-we-do/gender-equality
• https://www.afdb.org/fileadmin/uploads/afdb/Documents/Project-and-Operations/Zambia-AR-Cashew_
Infrastructure_Development_ProjectCIDP_.pdf
• https://data.em2030.org/countries/india/
• https://www.oxfamindia.org/programdetails/5093/transboundary-rivers-south-asia-trosa
• https://in.one.un.org/wp-content/uploads/2018/07/Gender_Thematic-Business-Case_5Jun2018.pdf
• https://in.one.un.org/wp-content/uploads/2017/04/Gender-Equality Thematic-Business-Case 20-March.pdf
• https://niti.gov.in/sites/default/files/2020-08/Best_Practices_from_Aspirational_Districts_ Volume_1.pdf
• https://niti.gov.in/sites/default/files/2020-08/Best_Practices_from_Aspirational_Districts_ Volume_1.pdf
• https://in.one.un.org/wp-content/uploads/2017/04/Gender-Equality Thematic-Business-Case z20-March.pdf
• https://niti.gov.in/sites/default/files/2020-02/Poshan_Abhiyaan_2nd_Report.pdf
• https://in.one.un.org/wp-content/uploads/2017/04/Gender-Equality_Thematic-Business-Case_20-March.pdf
• https://www.unwomen.org/en/digital-library/multimedia/2015/12/infographic-human-rights-women
• https://unsdg.un.org/sites/default/files/Interim-Draft-Operational-Guide-on-LNOB-for- UNCTs.pdf
• https://www.ifad.org/en/document-detail/asset/41397731
• http://www.cips.org.in/documents/Published_Documents/e-Books/2015/Education/Balabadi/Balabadi.pdf
SESSION-2: SDGs - KEY ELEMENTS IN INDIA
42 | Participant’s Manual AGENDA 2030
2. BRIEF ON SDGs IN INDIA
The Sustainable Development Goals (SDGs) reflect
the developmental goals of India. The Government
of India had introduced various development
schemes even before the SDGs were adopted,
specifically in areas such as sanitation, water,
health, and education. The Government of India
and other State institutions have been making
concerted efforts aligned with SDGs to improve
ordinary citizens’ lives.
In terms of the institutional framework, NITI Aayog
is responsible for coordinating the SDG 2030
Agenda, for which India is one of the signatories.
NITI Aayog collects data on SDGs and tracks
progress in States while maintaining high-quality
quantitative targets standards. NITI Aayog has
prepared a draft document mapping the goals and
targets to the Centrally Sponsored Schemes and the
various Ministries involved in their implementation.
It would be useful for each State to undertake a
similar exercise of mapping the goals and targets
to State-Sponsored Schemes while identifying the
departments responsible for its implementation.
We will undertake this process’s elements during
the course and collate these ideas in an online
repository.
NITI Aayog had conducted a series of national
and regional consultations in collaboration with
the UN and other partner organizations to have
further dialogue on the SDGs. Central Government
Ministries, States/UTs, local governments and
stakeholders including experts, academia,
institutions, CSOs, and international organizations,
participated in the consultations. It has also
emphasized on knowledge sharing and best
practices from various States across India to
speed up the SDGs implementation.
NITI Aayog is responsible for the supervision of
the Voluntary National Review (VNR) preparation
process. A multi-disciplinary Task Force was
constituted to coordinate the review and process
documentation. Governments at every level
report their progress on the various programs and
initiatives. The VNR report, submitted at the High
Level Political Forum (HLPF), facilitates experience-
sharing regarding the successes, failures, and
lessons learned. NITI Aayog is also responsible
for preparing the SDG India Index Report, which
provides an assessment of all the States and
UTs in India on various social, economic, and
environmental parameters.
Participant’s Manual | 43 2.1. INDIA – KEY ELEMENTS FOR SDGs
The SDGs provide a strong rationale for
development partners to fight against inequality
and promote economic prosperity while protecting
the planet and ensuring that no one is left behind.
Tackling inequalities features throughout the 2030
Agenda, both directly (in SDG 10) and indirectly
(in many other goals and targets). An individual’s
dignity is fundamental, and SDGs and their targets
should be met for all nations, people, and society
segments.
As the fastest-growing major economy of the
world today, India is uniquely placed to deliver
on its commitments to inclusive and sustainable
NATIONAL STRATEGY
FOR ACHIEVING SDGs
Mapping of
Ministries and
program
Identification of
indicators
Consultations with
Stakeholders
Dovetailing the
National Development
Agenda with SDGs
Meticulous
implementation
of Schemes
aligned with
SDG Targets
Rigorous
outcome-based
monitoring
development. India has played an essential role in shaping the Sustainable Development Goals (SDGs). As such, India has been effectively committed to achieve the SDGs even before they were fully crystallized. India appreciates the focus on ‘Eradicating poverty and promoting equality and prosperity in a changing world.’
This session is focused on two key areas, viz. the
intrinsic importance of Leaving No One Behind
(LNOB) and Gender Equality, which is a necessary
foundation for a peaceful, prosperous, and
sustainable world.
SESSION-2: SDGs - KEY ELEMENTS IN INDIA
44 | Participant’s Manual 2.2. ABOUT LEAVE NO ONE BEHIND (LNOB)
The 2030 Agenda for sustainable development emphasizes on “leave no one behind” and “reach the furthest
behind first” at its heart. It recognizes the need to combat poverty and inequalities within and among
countries, protect human rights, promote gender equality, empower women and girls, and protect the planet
and its natural resources for a peaceful, just, and inclusive society.
In 2016, the UN Chief Executives Board (CEB) for Coordination adopted a Shared UN System Framework for
Action. The CEB called on all UNSDG member entities, among others, to put the LNOB imperative at the centre
of their strategic frameworks, policy guidance, and global plans of action in support of the implementation of
the 2030 Agenda for sustainable development. To this end, the CEB noted the importance of human rights-
based approaches to programming, as endorsed by UNDG in 2005 and set out in the UNDAF guidance. The
CEB framework set out the need to focus on three closely related but distinct concepts:
The United Nations approach to “LNOB” seeks to combat discrimination and inequalities. It is grounded in the
UN’s normative standards, including equality and non-discrimination, which are foundational principles of the
Charter of the United Nations, international human rights law, and national legal systems.
That progress is tracked not by an average or aggregate mapping but through the lens of disaggregated data
that will help identify the gaps, the root cause and enable policy action to achieve the Agenda 2030. Further,
it will also entail addressing the patterns of exclusion, structural constraints and moving towards redefining
power relations aimed at equality for all in society.
At the legal, policy, institutional and operational levels, support will be required to reverse rising inequalities.
Support through free, active, and meaningful participation of all stakeholders, particularly the most
marginalized, in review and follow-up processes for ensuring accountability, recourse, and remedies to all.
Equality: The imperative of moving towards substantive equality of opportunity and outcomes for all groups.
Non-discrimination: The
prohibition of discrimination against individuals and groups on the grounds identified in international human rights treaties.
Equity: The broader concept
of fairness in the distribution of costs, benefits, and opportunities.
AGENDA 2030
Participant’s Manual | 45 LNOB focuses on the following –
Equality for
all in society
Reflects on
structural
concerns
(inequality,
sustainability,
peace)
Covers a wide
range of social,
economic and
environmental
objectives
Issues related
to all human
rights, including
economic, civil,
cultural, political,
social rights
and right to
development
Centrality of LNOB
People who are left behind in development are
often economically, socially, spatially, and politically
excluded, primarily due to ethnicity, race, gender,
age, disability, or a combination of these, leading
to multiple discriminations. They are disconnected
from societal institutions, lack information to
access those institutions, networks, and economic
and social support systems to improve their
situation, and are not consulted by those in power.
From a rights-based perspective, they need a voice
to be heard and counted.
LNOB matters on many fronts. At its most basic
level, being left behind in poverty and without
access to education, water, shelter, social
protection, the security of tenure, and essential
services, is a violation of human rights. The UN
System supports countries identifying, connecting
with, and giving voice to those left behind if the
SDGs and targets are met.
SESSION-2: SDGs - KEY ELEMENTS IN INDIA
46 | Participant’s Manual 2.2.1. LNOB: A FRAMEWORK FOR IMPLEMENTATION
The framework developed by UNDP (Source agency) presents five intersecting factors to understand who
is being left behind. The problem arises when persons living in extreme poverty, in any form, lack necessary
facilities, services/choices, and opportunities compared to others in society. The disadvantages and
deprivations that leave people behind should be considered across five factors mentioned below in the
diagram:


Discrimination
Shocks and
Fragility
Governance
Socio-Economic
Status
Geography
Source: A UNDP discussion paper and framework for implementation, July 2018
1. Discrimination: Exclusion, bias, or mistreatment
based on some aspect of a person’s identity
(ascribed or assumed) including, but not limited
to, gender, ethnicity, age, class, disability, sexual
orientation, religion, nationality, and indigenous
or migratory status.
2.
Geography: Physical isolation, vulnerability,
deprivation, or inequity based on a person’s residence area.
3.
Socio-economic status: Disadvantages in
terms of income, wealth, life expectancy, educational attainment, or chances to stay healthy, be well-nourished, be educated, access energy, clean water and sanitation, social protection, financial services, and vocational training.
4.
Governance: Global, national, and sub-national institutions that are ineffective, unjust, corrupt, unaccountable, and unresponsive; and laws, policies, and inequitable budgets.
5.
Shocks and fragility: Vulnerability and exposure
to the effects of climate change, natural hazards, violence, conflict, displacement, health emergencies, economic downturns, and other types of shocks.
In the above diagram, People at the intersection of these factors face reinforcing and compounding disadvantage and deprivation, making them likely among the furthest behind.
AGENDA 2030
Participant’s Manual | 47 Realizing the opportunity to leave no one behind
To implement the pledge to leave no one behind, countries should consider an integrated framework
consisting of three mutually reinforcing ‘levers’: Examine, Empower, and Enact.
Examine: Monitor SDG progress of all relevant groups and people by collecting, analyzing, and making
available disaggregated and people-driven data and information on who is left behind and why. Track
the progress of those furthest left behind relative to everyone else.
Empower: Enable people left behind to be equal agents in sustainable development, ensuring their
full and meaningful participation in decision-making by providing safe and inclusive mechanisms for
civic engagement.
Enact: Develop integrated equity-focused SDG policies, interventions, and budgets to support rights-
holders and duty-bearers to address the intersecting disadvantages and deprivations that leave
people behind.
Approaches to achieving LNOB
LNOB implementation in development programs and projects requires a shift to a new developmental
approach. Three approaches to achieve this are listed below:
Targeted
Approach
Universal
Approach
Supportive
Environment
Eliminate discrimination and promote empowerment of
particular groups, including target group analysis and a focus
on those most in need
Provide access to services and justice, and promote decent
work for all, including the implementation of LNOB in all project
phases (design, implementation, monitoring/evaluation)
Foster the measures, including overcoming discriminative
norms, promoting accountable institutions, and supporting
policy coherence
Source: End poverty, reduce inequality and Leave No One Behind - Portal
SESSION-2: SDGs - KEY ELEMENTS IN INDIA
48 | Participant’s Manual a. Data analytics/surveys
b. Evaluation of earlier interventions
c. Mapping the needs of specific SDGs.
d. Strategic communication
•
The challenge is not to force-fit the
SDG framework but organically
evolve linkages after field evaluation.
1
Identification of
most valuable
and reaching out
Steps involved Action to be takenKey success
a. F
b. Focus on behavioral changes
c. Incentives and disincentives for
outcomes
d. Policy coherence/use of system
Approach
• Policy instruments should be
included by evidence and nudge
all the stakeholders, including
implementers and beneficiaries,
in the desired direction. Policy
coherence has to be assumed
through better coordination and
wider consultation.
•
E.g. Midday Meal requires an
understanding of not only health, nutrition or logistics but also socio-cultural factors.
2
Building
resilient policy
instruments
The identification strategy of LNOB for the approaches mentioned above will focus on three main components:
•
Analyze the dimensions of exclusion and promote empowerment among target groups.
• Analyze the specificity of LNOB from a country perspective through SDGs.
• Draw on intersectionality and explore the connections between access to education, decent employment,
and clean energy to identify left-behind groups often overlooked.
Therefore, the key to ‘leave no one behind’ is to prioritize and fast track actions for the poorest and marginalized
groups to attain minimum living standards.
In the ensuing discussion, three operational frameworks for LNOB are presented. These frameworks guide
all government levels to customize and integrate the LNOB approach in policy making, implementation, and
review.
A. LNOB – Comprehensive Operational Framework (COF)
Leave No One Behind (LNOB) is the central, transformative promise of the 2030 Agenda for Sustainable
Development and its Sustainable Development Goals (SDGs). It represents the unequivocal commitment of
all UN Member States to eradicate poverty in all its forms, end discrimination and exclusion, and reduce the
inequalities and vulnerabilities that leave people behind and undermine individuals and humanity’s potential
as a whole.
An LNOB Framework based on the understanding of the ground-level realities is presented below. This
framework can act as an useful tool for governments and stakeholders to integrate the ‘Leave No One
Behind’ approach with development initiatives and accelerate national progress to achieve the Sustainable
Development Goals (SDGs).
AGENDA 2030
Participant’s Manual | 49 a. F
b. Peer learning through formal
information channels
c. Recognition and rewards
d. Dissemination to the right people
a. Real time monitor & feedback loop
b. Empowerment of local authorities
c. Resource allocation
d. Feedback loop use of technology
a. Building a formative framework
b. Identifying key success or failure
points
• A key challenge is to convey
feedback to the right people in a
well-understood form. This requires
a hands-on approach to report
evaluation findings in a simple
manner and ensure the data’s
sanctity.
•
Implementation of policy requires
an ear to the ground. Key challenge is that a lot is lost in translation for policymakers to implementors’ use of technology and real time monitor and enforcement of local authorities is assumed.
•
Measur
mortem failure indicators need to be identified in advance. A pre-mortem is to be conducted to identify the factors that may lead to the failure of policy.
Challenge is that we try to learn
from past failures but create new possibilities of failures while fine-tuning the policy.
•
Lack of systems approaches is
responsible for this.
4
Evaluation and
feedback
3
Implementation
of policy
instruments
5
Fine-tuning
Steps involved Action to be takenKey success
The above framework provides operational guidance to the policy makers and implementers to ensure
LNOB. The main focus is on the real-time collection of data and finetuning policy implementation strategies
accordingly. The delay in understanding the policies’ desired impact and a very long feedback loop is
responsible for vulnerable sections of the society not being benefitted by the various government initiatives
and programs.
In the next section, we will briefly discuss the guidelines for operationalizing the LNOB by the UN Sustainable
Development Group (UNSDG).
SESSION-2: SDGs - KEY ELEMENTS IN INDIA
50 | Participant’s Manual B. UNSDG OPERATIONAL GUIDE FOR
UN COUNTRY TEAMS ON LNOB
Women and girls are often some of the most
deprived and disadvantaged groups in marginalized
situations. The UNSDG operational guide prepared
by an inter-agency task team under the auspices of
the UN Sustainable Development Group (UNSDG)
presents a methodology with a set of five steps for
LNOB analysis, action, monitoring, accountability,
and meaningful participation. The guidance applies
to the diversity of planning and programming
contexts that the UN System leads or supports.
The steps are as follows:
STEP 1: Who is being left behind? Gathering the
evidence
Identify who is being left behind and in what ways,
and who among them is likely the furthest back.
To this end, the UN should work with the Member
States and partners to:
•
Gather
revealing gaps and trends in SDG implementation between sub-populations and geographic localities (use the five factors as a guide, with due attention to human rights and gender considerations, ethics, and identity). Seek diverse feedback and input from stakeholders, including groups and populations, left behind.
•
Integr
sources, including national statistics, national human rights institutions, international human rights mechanisms, ILO supervisory bodies, and civil society organizations, including women’s organizations and community-level data.
•
Combine relevant national and UN development,
human rights, conflict, inequalities, political, risk,
and humanitarian analysis for a more joined-up assessment of who is left behind and why – to identify the furthest behind.
STEP 2: Why? Prioritization and analysis
Frame the LNOB assessment’s main findings as
problems of what causes people to be left behind.
Identify relevant human rights and international
labor standards. For this:
•
Conduct a root cause analysis to enable
responses to the root and underlying causes of inequalities, including gender inequalities, vulnerability, deprivation, discrimination, displacement, and exclusion.
•
Conduct a role pattern analysis.
• Conduct a capacity gap analysis.
STEP 3: What? What should be done
Identify actions and interventions to address
challenges, barriers, and capacity gaps. Possible
areas include advocacy, enabling environment,
capacity development, supporting civil society,
community empowerment, quality and accessibility
of services and partnerships, including civil society.
•
Prioritize, considering the commitment to
address the furthest behind first.
STEP 4: How? How to measure and monitor
progress
Help identify and contextualize LNOB indicators and
targets – having a clear overview of data and data
gaps and a plan for monitoring SDG progress is an
essential pre-condition for effective SDG follow-up
and review. Quantitative and qualitative indicators
will be necessary for measuring commitments,
processes, and outcomes. For this:
•
Support innovative ways of tracking, visualizing,
and sharing information.
AGENDA 2030
Participant’s Manual | 51 C. OPERATION FRAMEWORK BY
COSOP (COUNTRY STRATEGIC
OPPORTUNITIES PROGRAM OF IFAD)
COSOP program of the International Fund for
Agricultural Development (IFAD) provides a detailed
roadmap for targeting the resources according to
LNOB mandate in individual policies and programs.
The steps adopted by COSOP are given below
and can be customized to reflect at the individual
policy/program level conceptual underpinnings of
LNOB.
•
The IFAD revised operational guidelines on
‘Targeting’ in 2019 while reflecting the 2030
Agenda for Sustainable Development, “Leaving
No One Behind” (LNOB) principle.
•
The emphasis is placed on the LNOB principle,
which is central to IFAD’s mandate “to invest in rural people to enable them to overcome poverty and achieve food security through remunerative, sustainable and resilient livelihoods.”
•
Develop partners’ capacity to monitor
inequalities, including gender inequality and discrimination, including governments (national, subnational) and communities.
STEP 5: Advancing accountability for LNOB
Support the integration of LNOB in SDG follow-
up and review processes, including national SDG
Reports and Voluntary National Reports to the
HLPF and:
•
Support national accountability to people left
behind.
• Ensure accountability for LNOB within the UN
System at the country level.
SESSION-2: SDGs - KEY ELEMENTS IN INDIA
52 | Participant’s Manual Details of the steps for targeting (LNOB) are given below:
The figure below presents a simplified version of the relevant LNOB steps for targeting:
1.
COSOP
2.
Project design
3.
Implementation
4.
Completion
STEP 1: Who, where and why?
Poverty Analysis
STEP 2: What?
STEP 3: How?
STEP 4: Advancing alignment
Defining and implementing the targeting strategy
Supervising and monitoring the targeting strategy
with the Sustainable Development Goals (SDGs)
and LNOB principles
Step 1: Who, where, and why?
Poverty analysis:
•
Analyzing national and rural poverty situations and rural livelihoods.
• Defining the target groups.
Step 2: What?Defining the targeting strategy•
Structuring the country program and defining the Theory of Change (ToC).
• Aligning with national priorities and poverty reduction strategies and identifying partnership
opportunities.
• Defining the targeting strategy and geographic targeting.
Step 3 and 4: How?Monitoring progress and advancing alignment with the SDGs/LNOB principle.
1. COSOP
AGENDA 2030
Participant’s Manual | 53 Step 1: Who, where, and why?
Poverty analysis and defining targets
•
Conducting poverty and target group analysis in the project area.
• Identifying the target groups.
Step 2: What? Developing the targeting strategies •
Defining the criteria for geographic targeting at the project level.
• Defining the targeting criteria to target people and groups of people.
• Defining the rationale for the intervention and the “pathway out of poverty”.
• Defining partnerships as a means of engaging with the most vulnerable.
• Fostering an enabling institutional and policy environment for poverty targeting.
• Poverty considerations inform Costab computations and the project budget.
• Drafting the Product Information Management (PIM) and defining implementation arrangements.
Step 3 and 4: How? Monitoring progress and advancing alignment With the SDGs and the LNOB principles •
Integrating into IFAD’s Operational Results Management System indicators for outreach outcome
and outputs disaggregated by target groups.
• Designing mechanisms for participatory and learning-oriented monitoring.
• Monitoring the risks associated with poverty targeting.
2. Project design
Step 2: What? Supporting the operationalization of the targeting strategy •
Reviewing and consolidating the implementation plan and arrangements defined in the PIM.
• Raising awareness of the poverty targeting strategy and project targeting tools.
Step 3 and 4: How? Monitoring progress and advancing alignment with the SDGs and LNOB principle •
Assessing the effectiveness of the targeting strategy in reaching and benefiting the intended
target group.
• Proposing functional changes and tools for improving targeting performance.
3. Implementation
SESSION-2: SDGs - KEY ELEMENTS IN INDIA
54 | Participant’s Manual Step 3 and 4: How?
Monitoring progress and results and advancing alignment with the SDGs and LNOB principles
• The monitoring assessment of targeting and outreach should cover implementation
arrangements, the project targeting strategy, the contribution of the targeting approach to project
outcomes, and the potential for using the targeting system in scaling-up activities under new
programs.
4. Completion
The frameworks presented above can act as the starting point in tweaking all the relevant policies in line with the objective of ‘LNOB.’ These will also facilitate operationalizing the initiatives on the ground.
Source: IFAD - Revised Operational Guidelines on Targeting, 2019
2.2.2. LNOB IN INDIA
LNOB agenda of SDGs is reflected in the Government of India’s core principle of Sabka
Saath, Sabka Vikas, Sabka Vishwas, which not
only resonates deeply with the philosophy of Mahatma Gandhi, the Father of the Nation and is also enshrined in the Constitution of the country.
The Indian philosophy towards life and
development, which further exalts the principle, is
aptly captured by the ancient phrase - ‘Vasudhaiva
Kutumbakam’ (The whole world is one family).
Starting with the constitution, which envisaged a
democratic society, India has well-endowed laws
and statutes and a robust tradition of jurisprudence
to protect the rights and entitlements of those at risk
of being left behind. A host of legal institutions have
matured to safeguard the specific communities
against violation of their rights– National Human
Rights Commission; National Commission for
Women; National Commissions for Scheduled
Castes, Scheduled Tribes and Minorities; National
Commission for Protection of Child Rights. Also,
legal and policy instruments (e.g., the Protection
of Children from Sexual Offences Act, 2012,
the Transgender Persons Act, 2019) have been
institutionalized to address infringement of rights,
entitled to various social groups.
The mandate of the legal entities and effective
implementation of these policies and laws are
directly boosted by the Constitutional provision
against any discriminatory practice based on
caste, religion, race, sex, and place of birth (Article
15, The Constitution of India), except initiatives for
affirmative action.
Sanctioned by the Constitution, affirmative action’s
principle and practice hold an essential role in
ensuring social inclusion. Reservation quotas are
primarily accorded to three categories of social
groups: Scheduled Castes (SCs), Scheduled Tribes
(STs), and Other Backward Classes (OBCs). In 2019,
by way of the 124th Constitutional Amendment, an
additional quota was provided to the economically
weaker sections from the previously unreserved
category.
AGENDA 2030
Participant’s Manual | 55 The Government has sought to safeguard and
engender these groups’ interests through a
whole gamut of social development and welfare
schemes, which have proved to be most effective.
Some schemes directly provide income either as
wage support (e.g., through MGNREGA) or through
improved employment access (e.g., through
schemes providing skill development, credit,
marketing support for entrepreneurship).
Another category of programs focuses on essential
service delivery (e.g., PDS for food security, SBM
for toilets, Ayushman Bharat for health services).
The third category of interventions includes
targeted schemes (e.g., ICDS, maternity benefits,
various social pensions) for specific population
groups, such as women, children, the elderly, and
people with disabilities. There are also targeted
unique component plans for SC/ST communities
(e.g., Scheduled Caste Sub-Plan and Tribal Sub-
Plan). Further, enabling assistance is provided
to students from disadvantaged communities
(e.g., scholarships to students from SC, ST,
minority communities, grants to institutions for
such students’ education). Over the years, these
programs and schemes’ conceptual strength and
implementation efficiency have been significantly
improved in terms of effective targeting and full
accrual of intended benefits.
Across the board, the governance system has
undergone a substantive transformation with the
application of the JAM trinity (the combination
of access to bank accounts under the Jan Dhan
Yojana, the biometric identity of Aadhaar, and
Mobile telephony). It has ensured accurate Direct
Benefit Transfers (DBTs) and leak-proofing of
service delivery. It has fostered precise planning
of intended support. For instance, the PM-KISAN
scheme in 2019 and the PM Garib Kalyan Yojana
scheme during the COVID-19 pandemic provided
much-needed assistance to small and marginal
farmers.
India has consciously adopted a paradigm shift
from a ‘whole of government’ to a whole of society’
approach by engaging all key stakeholders:
subnational and local Governments, CSOs,
volunteers, communities at the grassroots, and
the private sector in a collaborative process of
adoption, implementation, and evaluation of
the SDG agenda, thereby making it a genuinely
inclusive process.
i. Concept of Antyodaya – Indian routes of
LNOB
Literally, ‘Antyodaya’ means the “rise of the last
person.” Vinoba Bhave used the concept of
Antyodaya within the board ambit of ‘Sarvodaya’
expounded by Mahatma Gandhi, and it was one
of the ideas developed further by Shri Deen Dayal
Upadhyay. He said, “Measuring economic plans
and economic growth cannot be done with those
who have risen above on the economic ladder but
of those who are at the bottom.”
Mission Antyodaya and various government
schemes are guided by stalwart thinkers’ wisdom,
genuinely relevant in contemporary times. ‘Leave
No One Behind’ as a concept is rooted in this
humanistic approach linked to India’s civilizational
values.
Mission Antyodaya
Adopted in Union Budget 2017-18, Mission
Antyodaya is a convergence and accountability
framework aiming to bring optimum use and
management of resources allocated by 27
Ministries/Department of Government of India
under various programs to develop rural areas.
SESSION-2: SDGs - KEY ELEMENTS IN INDIA
56 | Participant’s Manual It is envisaged as a State-led initiative with Gram
Panchayats as focal points of convergence efforts.
Mission Antyodaya plays a crucial role in achieving
India’s LNOB objective.
An annual survey in Gram Panchayats across
the country is an essential aspect of the Mission
Antyodaya framework. It is carried out coterminous
with the People’s Plan Campaign (PPC) of the
Ministry of Panchayat Raj, and its’ purpose is to lend
support to the process of participatory planning for
the Gram Panchayat Development Plan (GPDP).
The Mission Antyodaya strives to realize the vision
of Poverty-free India by 2022. The objectives of the
Antyodaya mission are:
•
Ensuring effective use of resources through
various Government Schemes with Gram
Panchayats as the primary planning unit.
• Working with a focused micro-plan for
sustainable livelihood for every deprived household.
•
Conducting an annual survey on measurable
outcomes at the Gram Panchayat level to monitor the development process’s progress across rural areas.
•
Supporting the process of participatory planning
for Gram Panchayat Development Plan (GPDP), which will improve service delivery, enhance citizenship, create a pace for an alliance of people’s institutions and groups and improve governance at the local level.
•
Encouraging partnerships with a network of
professionals, institutions, and enterprises to further accelerate rural livelihoods’ transformation.
The convergence of Resources and Information
•
There is a need to bring synergies between
different government programs and
schemes regarding planning, processes, and
implementation to achieve the SDG goals.
• Planning should consider the household and
the villages as the primary planning unit that facilitates household level micro-plan and Gram Panchayat Development Plan (GPDP).
•
Harmonizing selection criteria, implementation
processes and guidelines, and availability of funds at the same time are thus critical for implementation. These would need pooling of financial and human resources in different government schemes and their rationalization at implementing at the household and GPDP level.
•
“Mission Antyodaya” encourages addressing all
identified deprivations in a time-bound manner through intensifying coverage of government schemes to address individual, household, and community-level deprivations in saturation mode.
•
Provisions of public services and improving
access are necessary but not sufficient to address multiple deprivations. In this endeavour, over 25 Departments/Ministries of the Government are expected to provide resources to the Antyodaya GPs/Clusters on a priority basis through their programs with a thrust on pooling resources and delivery saturation mode.
•
Mission Antyodaya is an accountability and
convergence framework for transforming lives
and livelihoods on measurable outcomes.
ii. Deen Dayal Antyodaya Yojana (DAY)
Deen Dayal Antyodaya Yojana (DAY) is aimed to
uplift the urban poor by enhancing sustainable
livelihood opportunities through skill development.
DAY was launched under the Ministry of Housing
and Urban Poverty Alleviation (HUPA). The
AGENDA 2030
Participant’s Manual | 57 Ensuring access
to quality service
across the
continuum of care
Ensuring
convenience of
multiple programs
and schemes
Leveraging
technology
(ICDS-CAS)
Jan Andolan
to every woman and
child; particularly
during the first 1000
days of the child’s
life.
ICDS, PMMVY,
NHM (with its sub
components such
as JSY, MCP card,
Anaemia Mukt
Bharat, RBSK, IDFC,
HBNC, HBYC, Take
Home Ration),
Swachh Bharat
Mission, National
Drinking Water
Mission, NRLM etc.
to empower the
frontline workers
with near real time
information to
ensure prompt and
preventive action;
rather than reactive
one.
Engaging the
community in this
mission to ensure
that it transcends the
contours of being a
mere Government
inducing large scale
behaviour change
with the ownership
of the efforts
being vested in the
community rather
than government
delivery mechanisms.
Government of India has provisioned Rs. Five
hundred crores for the scheme integrating the
National Urban Livelihoods Mission (NULM) and
National Rural Livelihoods Mission (NRLM).
National Urban Livelihoods Mission (NULM) is
renamed as Deen Dayal Antyodaya Yojana- (DAY-
NULM) and in Hindi as- Rashtriya Shahri Aajeevika
Mission. Under the scheme, urban areas extend
coverage to all the 4041 statutory cities and towns
by covering almost the entire urban population.
Currently, all the urban poverty alleviating programs
covered only 790 towns and cities.
iii. POSHAN Abhiyaan
POSHAN Abhiyaan is an overarching umbrella scheme to improve the nutritional outcomes for children,
pregnant women, and lactating mothers by holistically addressing the multiple determinants of malnutrition
and attempts to prioritize the efforts of all stakeholders on a comprehensive package of intervention and
services targeted on the first 1000 days of a child’s life. It seeks to do so through an appropriate governance
structure by leveraging and intensifying existing programs across multiple Ministries. At the same time,
it ropes in the expertise and energies of a whole range of other stakeholders – State Governments,
Communities, Think tanks, Philanthropic Foundations, and other Civil Society Actors. It aims to reduce child
stunting, underweight and low birth weight by two percentage points per annum and anemia among children
(and young females) by three percentage points per annum. It is built on four pillars:
SESSION-2: SDGs - KEY ELEMENTS IN INDIA
58 | Participant’s Manual The prominent features of POSHAN Abhiyaan are:
1. A high impact package of interventions focusing
on (but not limited to) the first 1000 days of a
child’s life.
2. Strengthening delivery of this high impact
package of interventions through
a. Remodelling of nutrition monitoring through
the introduction of ICDS-CAS, which leverages technology for management and tracking.
b.
Improving capacities of frontline workers
through the Incremental Learning Approach (ILA) mechanism.
c.
Emphasizing on convergent actions
among the frontline workforce, including
performance-linked joint incentives for
the 3As (ASHA, Anganwadi & ANM).
3. A focus on cross-sectoral convergence
emphasizes on malnutrition’s multidimensional nature, mapping various schemes contributing to address malnutrition.
a.
Convergence committees at the State,
district, and block levels will support decentralized and convergent planning and implementation, supported by Flexi-pool and innovation funds to encourage contextualized solutions.
4.
Ramping up behavior change communication
and community mobilization through Jan
Andolan, a large-scale national nutrition behavior change campaign that uses community-based events, mass media, and other approaches.
AGENDA 2030
Participant’s Manual | 59 Interventions for POSHAN Abhiyaan
Girls/Adolescents/Women Newborn & ChildrenSwachh
• Care and education of the
girl child: Beti bachao, beti
padao
• Adolescent girl care: Food,
micronutrients, healthcare,
lifestyle, preparation as adult
• Right age for child birth:
Marriage after 18 years, child birth after 20 years
•
Pre-pregnancy care: Food,
micronutrients, contraception
• Birth spacing: Gaps between
births more than 2-3 years
• Antenatal care: Checks
for complication detection, food, iron-folic acid, tetanus immunization, birthday preparedness, treatment of complications
•
Skilled birth attendance and
emergency obstetric care: Facility birth, emergency obstetric care
•
Newborn care
1) Care at birth, hygiene, cord care
2) Breast feeding: Within one hour,
exclusive for six months, continuing for 2 years or more
3)
Extra care of low birth weight baby
4) Kangaroo mother care
5) Care of the sick and small neonate
• Complete immunization: Including
r
otavirus and pneumococcal vaccines
•
Breast feeding upto 2 years and more
• Complementary feeding: From 6 months
onward: culturally appropriate recupes, hygiene, increasing amount, adequate in nutrition
•
Growth monitoring
• Care of the undernourished child
• Care in severe acute malnutrition
• Early stimulation and child development
• Early detection and care of illness:
For diarrhea (including ORS and zinc), pneumonia (including antibiotics) and other illnesses; referral
•
Supplements
1) Supplementary nutrition
2) Iron-folic acid
3) Vitamin A supplementation
• Deworming
• Swachh:
Sanitation, safe water, hand washing, toilet use (mother) and safe disposal of fees
SESSION-2: SDGs - KEY ELEMENTS IN INDIA
60 | Participant’s Manual 2.2.3. LNOB PROGRAMS AT THE STATE
LEVEL
Madhya Pradesh – Ladli Laxmi Yojana: “Ladli
Laxmi Yojana” is an initiative of the Madhya
Pradesh government to improve the girls’ health
and educational status. It seeks to prevent female
feticide and bring a positive attitude towards
girl child birth to prevent child marriages. Under
the scheme, Rs. 1,00,000/- benefit will be paid at
different ages of the girl child, ensuring that the girl
has been married only after 18 years of age.
Kerala – Livelihood Inclusion and Financial
Empowerment (LIFE): Mission LIFE envisages
a comprehensive housing scheme for all the
landless and homeless in Kerala. Housing, being
the essential requirement that holds the key to
accelerate social development in many ways,
Kerala launched LIFE. The homeless will be
provided with modern housing complexes to
Theory of Change for POSHAN Abhiyaan
Inputs Process
Short term
outcomes
Long term
outcomes
Impact
• Human
resources
• Supplies
infrastructure
• POSHAN
Abhiyaan
Pillars
- Technology
- Training
- Convergent
actions
- Activities to
strengthen ICDS – Health convergence
-
SBCC/Jan andolan activities
•
Improved
availability of and access to POSHAN Abhiyaan interventions
•
Eg: Improved
ICDS services, improved public sector services and nutrition interventions, NREGA etc.
•
Impr
determinants of nutrition
•
Eg. Better
nutrition during pregnancy, better IYCF practices especially complementary feeding, more IFA and Ca
supplementation
•
Better child gr
owth
• Reduce Anemia
•
Reduce low
birth weight
Source: End poverty, reduce inequality and Leave No One Behind - Portal
pursue their livelihoods, converging social services
including Primary Health Care, Geriatric Supports,
Skill Development, and provision for financial
services inclusion. The mission will also help those
who received assistance from other schemes but
could not complete the construction and move into
a safe house. Priority will be given to the coastal
population, plantation workers, and those who stay
in temporary shelters in government lands.
Telangana - ‘Rythu Bandhu’ Scheme: To enhance
agriculture productivity and income of the farmers
besides breaking the vicious cycle of rural
indebtedness, Agriculture Investment Support
Scheme, popularly known as Rythu Bandhu, is
introduced from the year 2018-19 Kharif season
to take care of initial investment needs of every
farmer in the State of Telangana. Investment
Support for Agriculture and Horticulture crops is
being provided by way of grant of Rs. 4,000/-per
AGENDA 2030
Participant’s Manual | 61 acre per farmer each season to purchase inputs
like Seeds, Fertilizers, Pesticides, Labor, and other
investments.
Uttar Pradesh – CM Village Industries
Employment Scheme: To encourage the rural
industries and solve the unemployment problem,
a scheme was formulated to provide financial
assistance to the individual rural entrepreneurs
up to Rs. 10 lacs by the banks in the State of Uttar
Pradesh. Under this scheme, above the interest
rate of 4 percent, residual interest will be borne as
the interest subsidy for general candidates. In the
case of SC/ST, OBC, Women, ex-serviceman, PH/
VH, interest will be fully exempted and borne by the
Government of UP as interest subsidy.
Mizoram – Braille Computer Systems for Blind
Schools: The single largest impediment in
providing education to the Visually Challenged is
the non-availability of books in adequate numbers
and proper time. The objective of this Program is
to make text and supplementary reading materials
available to the Visually Challenged through Braille
System in Mizoram.
Bihar – Student Credit Card Scheme: Bihar Student
Credit Card Scheme was launched to provide an
education loan of Rs. 4 lacs to every 12th pass
student willing to go for higher education who
otherwise is deprived due to financial reasons.
Under this scheme, a loan will cover livelihood
and expenditure to be incurred on their education.
This scheme covers the institution’s tuition fee
(including hostel) and even rented accommodation
in case of non-availability of hostels.
Andhra Pradesh – Amma Vodi: ‘Amma Vodi’
scheme is meant to support lakhs of Below Poverty
Line (BPL) mothers or guardians to educate their
children in the State of Andhra Pradesh. Under
this scheme, the Andhra Pradesh government will
give Rs. 15,000/- per annum to mothers who send
their children to schools. The orphans and street
children studying in schools through voluntary
organizations are also covered under the scheme,
and the money will be given to the organizations.
2.3. LNOB: INTERNATIONAL BEST
PRACTICES
i. Promoting organic and ecological
agriculture among women tea farmers -
Deniyaya, Sri Lanka
Small tea farmers, mostly women, play an
essential role in the tea plantations in Deniyaya.
However, due to deforestation and the intense use
of fertilizers, the soil has become unproductive. 25
farmers in 2000 were part of the project to shift to
organic farming practices. Converting a quarter of
an acre at a time, training programs combined with
a transition strategy helped make this shift a reality.
Besides the training on organic farming, adequate
composting, cow feeding, and record-keeping,
producers also received assistance with quality
assurance and marketing operations. Tea growers,
primarily women, were offered certified organic
cultivation training and were also provided with
cows to make their organic compost and produce
milk for additional income. The farmers have been
encouraged to share their experience, acquired
knowledge, and lessons learned in several ways,
including participating in exhibitions, workshops,
symposia with Government and the private sector,
or teaching other community members.
The local communities have now contributed to an
increase in biodiversity, enhanced soil conditions,
and better water quality. Farmers have also been
able to sell their products at a higher market rate
because of organic certification. Villagers have
SESSION-2: SDGs - KEY ELEMENTS IN INDIA
62 | Participant’s Manual also started growing their vegetables using the
compost derived from the tea plantations.
ii. The sampan model Nakhon Pathom,
Thailand
High reliance on agrichemicals poses several
threats to farmers and food systems: health
problems caused by prolonged exposure to
the chemicals and residuals in food; financial
uncertainties due to rising prices and because
farmers mostly depend on intermediaries
who decide on the price; and environmental
degradation, from the accumulation of chemicals
in the soil and runoffs into rivers. An inclusive
business model based on organic produce and
fair-trade social movement began in 2011. In a
decade, it used participatory processes to ensure
that members make collective decisions on how
to behave as a group, build ethical practices,
and remove bottlenecks of marketing through
intermediaries. They were successful in creating
many entrepreneurs.
Collective leadership through participatory decision
making has enabled a sustainable food system to
be developed. It positively impacts farmers’ and
consumers’ health while restoring the ecosystem
and building climate and community resilience.
Fair trade practices ensure higher income for
farmers and relevant stakeholders.
iii. A community health worker program
brings healthcare services to rural areas,
Liberia
In response to the country’s rural health needs
and fragmented community health structure, the
Liberia Ministry of Health, with support from Last
Mile Health, made a bold commitment to develop
and launch a national community health services
policy and program following the Ebola epidemic.
With support from Last Mile Heath, Liberia’s
Ministry of Health has built a strong coalition of
central ministry staff, county health teams, non-
government organizations, and donors to leverage
lessons learned from the Ebola outbreak into
policy. From its inception, the National Community
Health Assistant Program was designed to be
fully integrated into Liberia’s public health system.
This integration has involved building a national
monitoring framework and a joint research
agenda, reforming data information systems, and
standardizing training. Besides, CHWs are also
trained to refer advanced cases to the facility to
ensure patients have access to the full spectrum
of primary healthcare. Critically, it also included
mobilizing and coordinating funding from public
sector donors in Liberia. This process has resulted
in significant government ownership and a clear
strategic vision.
Liberia’s National Community Health Assistant
Program employs qualitative and quantitative
monitoring methods to monitor the program’s
active troubleshooting and evaluation.
The Program will achieve full coverage by 2021
and rely on monitoring systems to identify service
delivery gaps and improve quality. The program’s
long-term sustainability depends on government-
wide ownership of a strategic initiative that will
provide benefits beyond the health sector.
iv. Promoting the inclusion of blind children
by ensuring their access to shelter, health,
and education – Guinea-Bissau
In Guinea-Bissau, people with disabilities are all too
often seen as dispensable. It is common to believe
that they cannot learn and, therefore, cannot
work, so they are worthless and a burden on the
family budget. Even more worryingly, many of
AGENDA 2030
Participant’s Manual | 63 these people are abandoned by their parents and
families at a young age. As subjects of negligence
and abandonment, they are also easy targets for
violence and abuse.
AGRICE tries to overcome this situation by
providing a home, safety, food, medical assistance,
and access to education to blind children and
young people. AGRICE undertakes rural rescue
missions to search for blind children and children
with other disabilities, who often have tough lives.
During these missions, AGRICE also raises rural
communities’ awareness that disabled children
and young people have the same rights as all other
children and young people and teaches people how
to protect themselves and their children against
common eye diseases. In Bissau, AGRICE has
established a school, Escola Bengala Branca, or
the White Cane School. In this school, blind children
and young people learn how to write and read
Braille and all the other subjects. It is also a place
where they can develop their safety capacities and
contact other children, blind and non-blind. The
school has adopted an inclusive methodology and
provides education for all.
As a part of this project, there is also a foster
home for children and young people living far from
their families and those who were abandoned
or neglected by them. In the foster home, their
nutritional, medical, hygiene, and other social needs
are guaranteed by a team. The children also learn
“to get washed and dressed, do cleaning, wash
dishes, cook simple meals, and other life skills for
independent living in the future and to be able to
help their families when they return home.”
With these two social responses, the project
provides the conditions for the healthy and safe
development of blind children and young people
with a clear purpose. Whenever possible, these
children and young people should return to their
families as skilled self-sufficient individuals.
Source: Case studies on leave no one behind, OECD library
v. Using innovative approaches to implement
and monitor the SDGs with LNOB in mind
The national assessments and household surveys
regularly provide useful, disaggregated data for
SDG monitoring, particularly sex-disaggregated
data, along with urban/rural divides. However,
issues related to coverage, sample size,
and implementation quality prevent greater
disaggregation of national data, which creates
‘blind spots’ for SDG implementation in particular
matters for some areas or social groups. Some
measurement approaches can help compensate
for these limitations.
In Ethiopia, the provider-supported National
Electrification Program and its extension to rural
areas were informed by remote sensing technology.
It allowed better planning on the type of on-grid
and off-grid solutions (e.g., solar panels) that
needed to be prioritized to reach all populations
across the country’s territory (World Bank, 2017).
Using this approach allowed planning and tailoring
the intervention around household locations and
regional needs.
Similarly, Kenya experienced remarkable progress
towards universal electricity access through on-
grid and off-grid solutions during recent years,
reaching 75 percent by 2018. Similar remote
sensing techniques helped identify a low hanging
fruit on accelerating electricity access expansion
in Western Kenya’s rural areas, where electricity
coverage was around 5 percent in 2014. Inturn,
access to electricity in rural areas in Kenya
supported improved learning outcomes in those
areas.
SESSION-2: SDGs - KEY ELEMENTS IN INDIA
64 | Participant’s Manual Unconnected households are marked by green circles. Existing connection points are marked with
yellow circles, squares, and triangles.
...which contributed to guide investment to expand electricity acess (SDG 7.1.1)
2000
100%
0%
2017
Kenya
Ethiopia
Conclusion
The key issues that emerge from the three case
studies discussed above can be synthesized in the
form of the five following messages:
1.
The Sustainable Development Goals framework
has been significantly strengthened, and
providers and partner countries actively apply
SDG indicators in their results frameworks.
2.
In selecting specific SDG indicators to align
to, each indicator presents a varying cost of alignment related to indicator quality and intrinsic complexity, measurement inertias, and other contextual factors affecting its measurement and use.
3.
Providers who synchronize their results
planning cycle with partner countries’ cycle are more successful in applying, measuring, and using SDG indicators in synergy with partner governments and other providers.
4.
Sector and country-wide monitoring approaches
are helping providers reduce the cost of SDG monitoring. The lack of results data against many indicators suggests that more consistent and coherent efforts are needed to strengthen partner countries’ statistical and monitoring systems and ensure their sustainability.
Source: 10th Workshop of the OECD/DAC Results Community April 2019, Paris
AGENDA 2030
Participant’s Manual | 65 SESSION-2: SDGs - KEY ELEMENTS IN INDIA
2.4.1. WO
DEVELOPMENT GOALS
The United Nations is now focusing its global
development on the recently-developed 17
Sustainable Development Goals (SDGs). Women
have a critical role in all of the SDGs, with many
targets specifically recognizing women’s equality
and empowerment as both the objective and
as part of the solution. Goal 5, “Achieve gender
equality and empower all women and girls,” is the
standalone gender goal because it is dedicated to
achieving these ends.
Four key aspects of gender equality identified
are: (i) eradicating discrimination and violence
against women; (ii) giving equal rights to economic
resources; (iii) access to property ownership and
(iv) women and girls’ health and nutrition at all
ages.
Stark gender disparities remain in economic
and political realms. While there has been some
progress over the decades, an average woman in
the labour market still earns 20 percent less than
men globally. As of 2020, only 26% of all national
parliamentarians were female, as low rise from
19% in 2010.
2.4. GENDER EQUALITY
World Economic Forum (2019) states that the world
is 100 years away from complete gender equality.
Sadly, India’s gender gap ranks behind many
developing nations. Women and girls represent
half of the world’s population and, therefore, half of
its potential. Gender equality is essential to achieve
peaceful societies with full human potential and
sustainable development. Moreover, it has been
shown that empowering women spurs productivity
and economic growth.
Unfortunately, there is still a long way to achieve
full equality of rights and opportunities between
men and women. Therefore, it is paramount to end
the multiple forms of gender violence and secure
equal access to quality education and health,
economic resources, and political life participation
for women and men. It is also essential to achieve
equal employment opportunities and positions of
leadership and decision-making at all levels.
UN support for the rights of women began with the
Organization’s founding Charter. The UN Secretary-
General, Mr. António Guterres, has stated that–
“achieving gender equality and empowering women
and girls is the unfinished business of our time, and
the greatest human rights challenge in our world.”
Gender equality is a pre-condition to achieve the
targets of several Sustainable Development Goals
like poverty eradication, inequality, good health
and well-being for all, decent work, and economic
growth. Combating social issues and malaise like
child marriage, reproductive and sexual health of
women, effective participation of women at the
workplace, a political role from parliament to local
bodies, ownership over land, and laws and policies
to ensure effective implementation of these have
to be a national priority.
66 | Participant’s Manual 2.4.2. INDIAN APPROACH TO GENDER EQUALITY
India has remained committed to the goal of
achieving equality among all its citizens. India’s
Constitution conveys a decisive mandate for
women’s equality in its Preamble, Fundamental
Rights, and state policy directive principles. India
is also a signatory to several UN Conventions, like
the Convention on Elimination of all Forms of
Discrimination against Women (CEDAW), Beijing
Platform for Action, and the Convention on Rights
of the Child. The nation’s commitment to protect
and empower its women and girls is evident. India
has been striving to dispel discrimination against
women in all forms. Laws against sex-selective
abortion, child marriage, and sexual harassment at
the workplace are being implemented.
AGENDA 2030
Participant’s Manual | 67 The Challenges
• Women in India represent 29 percent of the
labour force, down from 35 percent in 2004.
• Over 51 percent of the work done by women
in India is unpaid. 95 percent is informal
and unprotected, and women are not well
represented in business leadership.
•
Women farmers comprise 38.87 percent of
agricultural labour and yet control only 9 percent of land in India.
•
At 17 percent, India has a lower share of
women’s contribution to GDP than the global average of 37 percent.
•
47 percent of India’s women do not have a bank
or savings account for their use.
• In India, 60 percent of women than 30 percent
of men have no valuable assets in their name.
• The rate of crimes against women stands at
53.9 percent in India. In Delhi, 92 percent of women reported having experienced sexual or physical violence in public spaces.
•
54 percent of India’s women do not have cell
phones, and 80 percent do not use them to connect to the internet. If as many women as men had phones, it could create US $17 billion in revenue for phone companies in the next five years.
Source: UN India Business forum – March 2017
The Opportunities
•
The economic impact of achieving gender
equality in India is estimated to be US $700
billion of added GDP by 2025.
• Globally, women make or influence 80 percent
of buying decisions and control US $20 trillion in global spending.
•
1 in 3 private sector leaders reported that profits
increased due to efforts to empower women in emerging markets.
•
Women spend 90 percent of their income
on their families. Economically empowered women boost demand, have healthier and better-educated children, and raise human development levels.
Addressing Gender-based Discrimination
Women are entitled to the full and equal enjoyment
of all their human rights and free from all forms
of discrimination. Nevertheless, discrimination
against women persists in many areas, directly and
indirectly, through laws and policies, social norms
and practices, and gender-based stereotypes.
Let us take a further look at how gender
discrimination manifests itself in several areas, its
impact, and possible sustainable solutions:
SESSION-2: SDGs - KEY ELEMENTS IN INDIA
68 | Participant’s Manual Determinants Underlying ConditionsImpactSustainable Solutions
Nationality In most countries,
women are denied
the right to acquire,
change, or retain their
nationality, including
conferring nationality
to non-national
spouses.
Inability to exercise
the same citizenship
right as men and to
pass along rights
afforded to citizens.
It includes the right
to abode, vote, work,
own land, and property
and access benefits,
such as education and
healthcare.
All the governments
need to comprehensively
amend the Nationality
Law, which allows women
to pass their nationality
to their children and
spouses on an equal
basis with men.
Employment As per the UN-Women
study, women earn
between 10 and 30
percent less than men
in most countries out
of 83 evaluated.
Higher incidence of
women’s poverty, lower
propensity to save and
invest, more susceptible
to external shocks, more
likely to concentrate on
lower-paid and more
insecure employment.
It is essential to remove
obstacles that make
it hard for women to
work and provide other
incentives to increase
the labour force’s female
presence. Countries that
will mandate and fund
family-friendly policies to
address the anomalies
are those who will reap
the economic benefits of
more.
FamilyHusbands are the
legally designated
heads of households.
Husbands control vital
decisions, such as
choosing the family
residence or obtaining
official documents,
and in some cases can
restrict the wife’s right
to work or open a bank
account.
Set a specific target on
women’s full and effective
participation in leadership
at all decision-making
levels.
Sexual Orientation
and Gender Identity
Seventy-seven
countries criminalize
same-sex
relationships.
Increased vulnerability to
violence, arbitrary arrest,
detention, violations of
the right to privacy, and
non-discrimination.
Develop dedicated
national action plans
to prevent and address
violence against
women. Strengthening
coordination among
diverse actors required
for sustained and
meaningful action.
AGENDA 2030
Participant’s Manual | 69 Determinants Underlying ConditionsImpactSustainable Solutions
Education There are millions
of adults and youth
worldwide who still
lack the necessary
literacy skills. The
majority of them are
women.
Far and wide-ranging
effects from reduced
access to economical
and productive
resources to poorer
health and wellbeing
and more significant
barriers to engagement
in decision-making
spheres.
Sustainable development
relies on ending
discrimination towards
women and providing
equal opportunities
for education and
employment.
Land and Other
Resources
In many countries,
statutory inheritance
laws (i.e., written
laws passed by
the legislature)
differentiate between
women and men.
Increased vulnerability
to poverty and food
insecurity, limited access
to resources, and credit
dependency on men to
secure livelihood.
Forming and
Implementing laws,
policies, and programs
to respect, protect, and
fulfill women’s rights to
land and other productive
resources.
Intimate Partner
Violence
1 in 3 women
worldwide has
experienced physical
or sexual violence-
mostly by an intimate
partner.
Detrimental impact
on women’s lives and
health, significant socio-
economic implications
for individuals, families,
communities, and
society.Reduce partner violence
and improve the quality
of life.Female Genital
Mutilation
Many girls and
women have
experienced female
genital mutilation in
Africa and the middle
east, where the
harmful practice is
most common.
Severe emotional
and physical trauma,
potential health risks,
and possible death
through loss of blood or
sepsis.
SESSION-2: SDGs - KEY ELEMENTS IN INDIA
70 | Participant’s Manual 2.4.3. WOMEN EMPOWERMENT INITIATIVES IN INDIA
i. Er
The “Beti Bachao Beti Padhao” (Save the Girl Child, enable her education) is a comprehensive scheme
now implemented country-wide to address the problem and allied issues of women’s empowerment in a
life-cycle continuum approach.
ii.
Access to Reproductive Health and Wellness
Sukanya Samriddhi Yojana was launched in 2015 as a Government of India backed saving scheme to
encourage the girl child’s parents to build a fund for future education and marriage expenses.
Source: UN Women portal - 08 December 2015
Determinants Underlying ConditionsImpactSustainable Solutions
HealthMost of the women
(married or in the
union) have an unmet
need for family
planning.
Restricts women’s ability
to choose if and when
to become pregnant
and determines their
children’s number and
spacing, which directly
impacts mother and
child’s health and well-
being and increases
maternal and child
mortality rates.
Women with unmet
needs should be
identified, which
can help planners to
strengthen programs. The
strengthening of family
planning services can
play an essential role in
meeting the demands of
unmet needs. Women of
reproductive age group
need to be counseled
about all the available
contraceptive methods to
choose the best that suits
their requirements and
intentions. Governments
should also provide
contraceptives subsidies
to make many forms
available to low-income
couples at little or no
charge.
Politics Women occupy very
few parliamentary
seats worldwide.
Decisions on
societies’ policies are
often made without
women’s substantive
contributions or a gender
perspective and may
neglect their needs.
Women should not be
elected to dedicated
seats but encouraged to
participate in politics in
much higher numbers.
Gender-imposed quotas
in parliament can also
help in bridging the gap.
AGENDA 2030
Participant’s Manual | 71 iii. Social Protection and Economic
Empowerment
The Deen Dayal Antyodaya Yojana – National
Livelihoods Mission aims to mobilize and
organize poor women, build their skills,
facilitate access to credit, marketing, and other
livelihoods services, and covers 63 million
women from rural areas organized into Self
Help Groups (SHGs).
Economic empowerment received a big boost
with the Pradhan Mantri Jan Dhan Yojana (PMJDY), which led to widely expanding access to bank accounts and direct benefits under various welfare schemes, insurance services, and savings instruments term
deposits, among others. India’s MUDRA
scheme to support micro and small enterprises
and direct benefit transfers under the Jan Dhan Yojana seeks to empower women. Women entrepreneurs account for about 78 percent of the total number of borrowers under MUDRA.
iv.
W
Leadership
The
measures to develop women’s skills and entrepreneurship. Over the last three years, there has been a 97 percent rise in women enrolling in long-term skill development courses. Nearly half of all candidates trained under Pradhan Mantri Kaushal Vikas Yojana
(PMKVY) – the flagship program for short-
term skill development, are women.
v.
Empowerment through Technology
Initiatives like the Atal Innovation Mission and
Women’s Entrepreneurship Platform of NITI Aayog create an ecosystem of innovation,
research, and entrepreneurship across the country, aiming to engage young girls and women.
vi.
P
and Leadership
W
representation remains low but is steadily increasing. Representation of women in the national parliament increased from 19 percent in 2010 to 26 percent in 2020. Women now have a much higher representation in local bodies, with the 73rd and 74th Constitutional Amendments guaranteeing at least one-third representation of women in all local bodies.
Vii.
Gender Responsive Budgeting
In
equality in legislations, social and economic policies, the Govt. of India has adopted gender budgeting as a key strategy. Gender Budgeting Cells have been established across various Central Ministries and Departments to build awareness on tools of gender analysis, planning and monitoring. Many of the State governments have come up with excellent gender mainstreaming schemes and policies in order to sustain and achieve gender transformative change and ensure meaningful participation of women in leadership, policy, decision-making processes and capacity strengthening. Some of the successful examples are listed below:
Kerala – Kerala has been one of the early
adopters of gender budgeting from 2008-09 onwards. The Nodal Agency in the State forpromoting Gender Budgeting is the Social Welfare Department. A Gender Advisory Committee was set up in 2008. Gender
SESSION-2: SDGs - KEY ELEMENTS IN INDIA
72 | Participant’s Manual Budget Statement was introduced reflecting
allocations separately for infrastructure and
programmes. Flagship programmes namely,
(a) Flagship Programme on Gender Awareness
including the implementation of the Protection
of Women from Domestic Violence Act and (b)
Flagship Programme on Finishing Schools for
Women (to enhance employability ofwomen
through skill training) were also introduced.
The gender budgeting in Kerala is going
strong with each passing year. In 2020-21, Rs 1,509.33 crore has been provided for women specific schemes and an amount of Rs. 2,300.54 cr for composite schemes has been made available for women. A total of Rs. 3,809.87 crore constitutes the gender budget for 2020-21, which is 18.4% of the total State plan outlay.
Odisha –The Government of Odisha introduced
the process of Gender Budget Statement (GBS) in the FY 2012-13. Initially, Odisha’s GBS comprised of only 100% women specific schemes and programmes. From FY 2016-17 onwards, the Gender Budget Statement was split into two parts with Part- A including schemes and programmes in which 100% provision are allocated for women and Part B having schemes and programmes which constitute at least 30% or more provisions for women and girls in budgetary allocation.To strengthen the Gender Responsive Budgeting (henceforth GRB), the State has been providing capacity building trainings to various line departments and key stakeholders on GRB. Additionally, a Gender Budget Cell for addressing various gender budgeting related concerns.
The Gender Budget Statement of 2021-
22 envisions helping the government departments in identifying, prioritizing, and addressing gender concerns by formulating and implementing future gender policies, provisions and programmes, especially with the increased vulnerability due to COVID-19 and its short term and long-term impact.The total budgeted amount for Gender Budget statement has significantly gone up from Rs. 44,760.86 crores in 2020-21 to Rs. 49,145.93 crores in 2021-22, and is about 35.49%of the total expenditure of the state and 8.38% of the total GSDP of Odisha.
Potential Areas of Focus
There is a need to strengthen initiatives for women empowerment further. Some of the focus areas are identified below:
•
Vocational and technical training, life skills,
and financial literacy programs for women
to help them develop marketable skills and
better decision-making abilities and embed
them in informal value chains.
•
Link women’s skills to employment
opportunities by bridging the gap between skills and jobs and enable women’s access to decent work.
•
Invest in women entrepreneurs through
microfinance and bring their goods and services into supply chains for the industry.
•
Enhance women’s access to the internet
and ICT and use this emerging market of connected women to link them to business opportunities.
•
Invest in women’s security against violence
at home and public spaces and enable
their mobility through inclusive transport.
AGENDA 2030
Participant’s Manual | 73 2.4.4. BE
CORPORATES
i.
Workforce div ersity and women’s
empowerment in technology
In
to fund workforce diversity via scholarships
to end discrimination via affirmative action to
be used by 2020 and has organized a supplier
connect conference for women to strengthen
supply chains.
ii.
W
Hindustan Unilever’s Project Shakti is an
initiative to empower rural women and create livelihood opportunities financially. Women entrepreneurs called Shakti Ammas are trained on the basic tenets of distribution management and supported by teams of rural sales promoters who coach Ammas in softer skills. Project Shakti now has over 80,000 micro-entrepreneurs across 18 states.
iii.
Asia-P
Principles (WEPs) Awards
The
of the WEPs or Women’s Empowerment Principles, which has a global network of nearly 5,000 signatories with a common mission to achievegender equality in business.
IKEA India, the world’s leading home furnishing
company, has won UN Women’s top prize in the Gender Inclusive Workspace category in 2020. IKEA has kept equality, diversity and inclusion at the heart of its business and created an inclusive culture where everyone is valued for their unique contribution. The company has a unique 6 months parental policy for both men
and women to encourage more women to join
back work after childbirth.
2.4.5.
E
1. The Child Protection Unit
The
District of Muzaffarpur in Bihar performs
an integrated role in child rights, health, and
education. This unit mobilizes the community
and emphasizes gender equality, reducing
mortality rates and relevant indicators on
children and women.
The unit creates awareness of pre-and-post-
natal, mother, and child healthcare. The community members are sensitized to using informative videos in the local language during daily panchayats and Ratri Chaupals (night meetings).
2.
Asha
empowerment centre
Under the unique initiative of the District
Collector of Kondagaon, Chhattisgarh, to empower the local women by providing employment, the Asha centre was started in collaboration with District Project Livelihood College and District Skill Development Authority. The initiative’s main objectives are to improve women’s employability, generate awareness about various government schemes, and connect remote areas with the mainstream. The centre focuses on several economic activities such as garment stitching training-cum-production unit, handloom weaving, sanitary pads production unit, glass bangles design, and LED bulb repair & assembling, and offers employment & training
to over 300 women.
2.4.6.
INNOVATIVE PRACTICES IN
INDIA’S PRIORITY SECTORS
In the ensuing discussion, we highlight some innovative practices relevant to SDGs’ achievement
SESSION-2: SDGs - KEY ELEMENTS IN INDIA
74 | Participant’s Manual in India. The common elements of vision,
leadership, localization, stakeholders’ involvement
and communication are critical to these initiatives’
success.
i. Balabadi: The School for Kids
(Rural pre-school with novel school readiness
program by Sodhana Institution, Vizianagaram
District, Andhra Pradesh)
SDGs Addressed: SDG 4
‘5 Ps’ of 2030 Agenda: This innovation falls under
the ‘Prosperity’ category
A novel initiative emerged in Cheepurupalli Mandal
of Vizianagaram District, Andhra Pradesh. Sodhana
Institute innovated “Balabadi – A Pre-school
focusing on school readiness in 2002” to cater to
the needs of pre-school education for rural and
tribal children. It ensures that children are ready for
successful formal school education.
Sodhana designed the curriculum for Balabadi
based on the play-way method developed by
the local talented youth. Balabadi follows the
philosophy of “Sahaja Abhyasana Vatavaranam,”
which means “Natural Learning Environment,”
where the children are made to study in a natural
environment. Games, dances, action, socialization
format of imparting primary education. Balabadi’s
curriculum is suited to rural children’s needs to
prepare them for formal school education. Since
the approach is holistic development, there is a
visible impact of less dropout among the tribal
children where the scheme operates.
Sodhana has been recognized as a State Resource
Centre for providing quality training for Teachers of
Early Childhood Education (ECE) run by the Society
for Elimination of Rural Poverty (SERP), Govt.
of Andhra Pradesh. The Department of Women
Development and Child Welfare, Govt. of Andhra
Pradesh has also taken the assistance of Sodhana
for redesigning the curriculum for Anganwadis in
Andhra Pradesh. It ensures the replicability of the
Balabadi initiative for providing early childhood
care and education.
Source: Centre for Innovation in Public Systems (CIPS),
November 2014
ii. ‘Irrigation Water Management’: Mission
Kakatiya, Telangana
SDGs Addressed: SDG 6 & 9
‘5Ps’ of 2030 Agenda: This innovation falls under
the ‘People and Prosperity’ category.
Background of the Project
Mission Kakatiya is a flagship program under the
Telangana government to restore minor irrigation
water sources like ponds and tanks. The objective
is to enhance the development of minor irrigation
infrastructure, strengthen community-based
irrigation management in a decentralized manner,
and adopt a comprehensive program to restore
tanks and water sources. This intervention will
effectively utilize 255 TMC of water allocated for
the minor irrigation sector under the Godavari and
Krishna river Basins. The Government also planned
to restore 9,306 Tanks every year (20 percent of
full tanks) with an eventual target of restoring all
46,531 tanks in 5 years, in a phased manner.
The minimum ayacut that can be rinsed with the
above-allocated water is about 20 lakh acres.
However, the ayacut now being irrigated is only
about 9 to 10 lakh acres under Minor Irrigation
tanks in the State. There is a ‘gap ayacut’ of about
10 lakh acres. An ‘ayacut’ is an area served by an
irrigation project such as a canal, dam, or tank.
The reasons for this ‘gap ayacut’ under Minor
Irrigation tanks are due to:
•
Loss of tanks’ water storage capacity due to
the accumulation of silt in tank beds over a long
period.
AGENDA 2030
Participant’s Manual | 75 • Dilapidated sluices, weirs, and weak bunds.
• Defunct feeder channels.
• The dilapidated condition of Irrigation canals.
Gram Sabhas were conducted, and the proposed
plans were discussed with the villagers. Farmers
were motivated to cooperate and were suggested
to deposit the silt for field preparation. Several
district level coordination committees were
formed. Emphasis was given on improvement in
delivery time of services. Steps like tank desiltation,
restoration of the feeder channels, re-sectioning of
irrigation channels, repair of the bund, weir, and
sluice, raising of FTL (Full Tank Level) wherever
required were carried out.
Achievements
The intervention helped increase the storage
capacity of tanks and other waterbodies, especially
making water accessible to small and medium
farmers. The intervention helped increase the
sources’ water retention capacity and improve
the on-farm moisture retention capacity. The
intervention bridged the 63 percent ayacut gap. It
also helped stabilize ayacut under minor irrigation.
The soil’s nutritive value also improved appreciably
that made diversification of high-value crop farming
or intensification via loop irrigation possible.
Development of fisheries and livestock, rise in the
ground water levels in that area; plantation of palm
trees on the slopes added the income generation
opportunities for the rural people.
Through public participation, ownership was
created, and this helped in the long-term
sustainability of the interventions. The restoration
and maintenance of water resources should be
a continual process, and local people should be
trained to manage their resources.
Sources:
1. Best Practices in Water Management, by NITI Aayog with
the support of TERI University, New Delhi
2. Mission Kakatiya – Government of Telangana
iii. Watershed Management: Dhara-Vikas,
Sikkim
SDGs Addressed: SDG 6, 9 & 12
‘5Ps’ of 2030 Agenda: This innovation falls under
the ‘People, Planet and Prosperity’ category.
About the Project
The main objective of Dhara Vikas Yojna is to ensure
water security in the water-scarce areas, to enhance
the hydrological contribution of the mountainous
ecosystem as a water tower for the people, and
to ensure disaster risk management by reducing
landslides and floods. Dhara Vikas aims to revive
and maintain the dhara (springs) in Sikkim’s South
and West districts by using rainwater harvesting,
geohydrology, and Geographical Information
System (GIS) techniques.
The key stakeholders in the Dhara Vikas initiative
are:
∆
Nodal agency: Department of Rural
Management and Development
∆ Government departments:
• Department of Forest, Environment and
Wildlife Management
• Department of Science and Technology and
Climate Change
• Department of Mines and Geology
• Indian Space Research Organisation,
Department of Space, Bengaluru
∆ Private institutes:
• G.B Pant Institute of Himalayan Environment
and Development
• World Wildlife Fund (India)
SESSION-2: SDGs - KEY ELEMENTS IN INDIA
76 | Participant’s Manual • Gesellschaft für Internationale
Zusammenarbeit (India)
• Peoples’ Science Institute, Dehradun
• Chirag, Nainital
• Arghyam, Bengaluru
• Advanced Centre for Water Resources
Development and Management, Pune
• Tolani Maritime Institute (TMI) India, Sikkim
• Bhabha Atomic Research Centre, Mumbai
∆ Beneficiaries:
• People of South and West districts in Sikkim
Some of the measures taken include adopting
a landscape-level approach for reviving springs,
streams, and lakes. Community participation
and community-driven initiatives were taken
for successfully implementing pilot projects for
spring-shed development. The collaboration was
done with ongoing programs like MGNREGA for
continuous sustainable funding and support. Skills
and knowledge transfer were essential elements
that ensured success at scaling up a level. Use
of GPS and laying of contour trenches were also
carried out for marking of the prime areas.
Achievements
Dhara Vikas has created a significant impact by
recharging lakes and revived as many as 50 springs
in Sikkim. It has also led to the reforestation of seven
hilltop forests at Simkharka, Sadam, Tendong,
Maenam, Gerethang, Chakung, and Sudunglakha.
It has brought about 900 million litres of annual
ground water recharge and the creation of the
village spring atlas web portal (www.sikkimsprings.
org), which provides information on 700 springs. It
has also developed seven master trainers as an in-
house cadre of para-hydrogeologists. An average of
15 percent increase in crop yield and a 25 percent
increase in the cultivation of irrigated crops such
as paddy, tomato, and vegetables. Another notable
impact is the improvement in sanitation.
It got awards and national recognitions such as
the Prime Minister’s Award for Excellence in Public
Administration (2011–2012) to Rural Management
and Development Department (RMDD),
Government of Sikkim and National Groundwater
Augmentation Award (2010–2011) to WWF, India
for technical support to MGNREGA–Dhara Vikas of
RMDD; given by the Ministry of Water Resources,
Government of India.
Dhara Vikas has initiated an environmental isotopic
fingerprinting study of springs in Sikkim to increase
mountain aquifers’ knowledge. It is a highly
educative intervention that could be replicated in
different parts of the country.
Sources:
1. Selected Best Practices in Water Management, Prepared by
NITI Aayog with the support of TERI University, New Delhi
2. Social Sector Service Delivery: Good Practices Resource Book
2015, NITI Aayog, Government of India
2.5. ICT FOR WOMEN – CREATING
GENDER-SENSITIVE E-SPACES FOR
MGNREGA
The ICT Ecosystem project for implementing the
Mahatma Gandhi National Rural Employment Act
in Rajasthan was launched in the year 2009 by
One World Foundation, India in collaboration with
the Ministry of Rural Development (Government
of India), Government of Rajasthan, and the
United Nations Development Programme. This
project was officially known as the ‘Knowledge
for Community Empowerment and Enhanced
Livelihood Opportunities.’ The primary objective
of this project was to leverage ICT to improve the
delivery of services under MGNREGA.
AGENDA 2030
Participant’s Manual | 77 This initiative’s thrust was to empower sixty
percent of the workforce, who were women, by
improving their access to information regarding
their entitlements set out by the Act. An end-to-
end ICT framework was created by user-friendly
technologies such as Soochna Seva Kendras
(Information Kiosks), GPS verified attendance
tracking tool, community radio, and SMS job card.
This ICT Ecosystem was designed and developed,
keeping the women beneficiaries’ existing
capacities as a pilot in 20 villages of Bhilwara and
Udaipur’s rural Rajasthan districts.
Source: Center for Innovation in Public Systems (CIPS)
2.6. GENDER EQUALITY:
INTERNATIONAL BEST PRACTICES
i. Gender mainstreaming and climate
resilience in Zambia’s cashew sector: Insights
for adaptation planners
The Cashew Infrastructure Development Project
(CIDP) in Zambia demonstrates that gender
mainstreaming on a substantial scale is possible
in large-scale agriculture and poverty reduction
projects. Established as a multi-stakeholder, public-
private partnership initiatives involving men and
women to address gender barriers and enhance
women’s role in the value chain have contributed
to climate resilience and rural development goals.
The CIDP has incorporated gender mainstreaming
steps into all stages of the project cycle. A detailed
gender analysis was used to shape the emphasis
and activities of the project. The project strategically
employed proactive methods to facilitate women’s
uptake of cashew cultivation by securing land
ownership/rights, increasing women’s knowledge
through demonstrations, and working through
cooperatives to improve access to resources.
This gender mainstreaming target of ensuring
half the beneficiaries shall be women ensured that
the project transformed gender norms and roles
beyond the project’s life-cycle. Impacts by way of
increased incomes, negotiating power, and family
dynamics have been felt by the Western Province
women where the project was implemented.
Actions at the policy level are needed to encourage
further implementation of gender mainstreaming
in projects, leading to gender-responsive results in
the entire agriculture sector.
There is evidence of gender-based barriers to
the uptake of new farming practices like cashew
cultivation. CIDP highlights possible approaches
to overcome them, including collaborating with
traditional authorities and supporting cooperatives.
Lastly, tasks along the value chain are distinct for
men and women. There may be opportunities to
improve livelihood opportunities, especially for
women, by supporting nurseries and processing
facilities and on-farm adaptation practices.
ii. Transformative Women Leadership
for Inclusive and Participatory Water
Management
The transboundary Ganges-Brahmaputra-Meghna
(GBM) basins provide food, water, and energy
to a large population. However, unregulated
infrastructure developments, unsustainable land-
use practices, and climate change pose a threat to
the river system. Conflicts over natural resources
cause poverty and marginalization of riverine
communities. Women are adversely affected by
how water resources are managed, dealing with
flashfloods, temporary displacement, and other
water-related shocks, including water scarcity in
summer months. The Transboundary Rivers of
South Asia (TROSA) is a five-year (2016-2021)
regional program that embraces gender and
SESSION-2: SDGs - KEY ELEMENTS IN INDIA
78 | Participant’s Manual human rights-based approach and facilitates
communities’ participation in water governance
by advocating for their rights and shape decision-
making.
The initiative promotes inclusive trans-boundary
water governance, allowing women, youth, and
marginalized groups to partake in decisions
and policy making processes undertaken by
Government and the private sector. Following
TROSA partners’ interventions, women have been
educated and organized into Women’s Water
User Groups (WWUG), Village Development
Management Committee (VDMC), and women-led
citizens’ forums to find solutions to water-related
issues and participate in planning processes.
Outreach and training activities have also
been organized around International Women’s
Day, Water Day, and River Day. Opportunity for
knowledge exchange platforms and training has
helped learners improve access to information,
government schemes, and programs.
These opportunities have made women more
confident to take leadership roles in their
communities around water-related decision-
making. The initiative also helped influence political
leaders to put an embargo on boulder mining for
flood protection and river ecology. For example,
in the Saralbhanga basin, improved people-to-
people dialogues led by women leaders and
CSOs resulted in the revival of a traditional and
indigenous irrigation system benefiting around
15,000 farmers, safeguarding ecosystem services
for river-based communities. Moreover, the project
has paved the way for transboundary cooperation
around water between India and Bhutan, involving
stakeholders from the government, academia,
CSOs, and local communities.2.7. INSTITUTIONAL STRENGTHENING
FOR SDGs
Institutional Capacity is a key to success in achieving
the 2030 Agenda for sustainable development. The
multi and cross-sector nature of the Sustainable
Development Goals covering multiple policy areas
require strong collaboration among all parts of
government, institutions, the business sector, and
the Civil Society (CSO). Sustainable Development
Goals (SDGs) across the globe require different
approaches and a high level of contextualization. In
this endeavour, government officials have a pivotal
role to play. They are a permanent stakeholder,
and any developmental initiative’s long-term
sustainability depends on their commitment.
Therefore, it is imperative that institutional
stakeholders at all levels are provided with the
knowledge and skills and encouraged to build
partnerships to attain the SDGs. Transformation
and change led by top leadership can help reduce
delays and turf battles. Several countries have
created new superstructures to provide legitimacy
and coherence for the implementation of Agenda
2030. Indonesia, India, Germany, and many other
nations have evolved mechanisms for vertical and
horizontal integration by creating dedicated units
in the existing structure for SDGs. NITI Aayog is the
overseeing and designated agent on behalf of the
Government of India.
At the individual level, there are three main pillars of
bureaucratic intervention for implementing SDGs:
first ‘ability’ of the officials that includes awareness,
knowledge, and skills; second is ‘willingness’ that
depends on personality, attitude, experiences,
priorities, and life situation; third is an ‘environment’
that provides for resources, appropriate systems
and procedures, political direction and societal
AGENDA 2030
Participant’s Manual | 79 pressure. Further, these issues affect various levels
of officials in diverse ways. A proper capacity-
building intervention needs to consider these
variations and coherently address them.
In India, civil services and other public officials work
in a democratic setup and are affected by the shifting
priorities aligned with the electoral cycle. Political
commitment to the implementation of SDGs is a
prerequisite, and this has implications regarding
the design of capacity-building intervention. A
multi-layered governance structure with distinct
stages of capacities makes the situation a lot more
complicated. However, requirements of politico-
economic reality and global goals as enunciated in
the 2030 Agenda are very much aligned.
3. What ar
opportunity to Leave No One Behind?
a) People, Prosperity, and Peace
b) Examine, Empower, Enact
c) Laws, Policies, and Budgets
d) Nutrition, Education, and Health
4. Which of the following is a key aspect of
‘Gender Equality’?
a) Ensure healthy lives and promote well-
being for all at all ages
b) End hunger, achieve food security, improve
nutrition and promote sustainable
agriculture
c) Reduce inequality within and among
countries
d) Women and girls’ health and nutrition at all
ages
Multiple Choice Questions
1.
Which of the following Statements is FALSE?
The United Nations approach to Leave No One
Behind (LNOB) seeks to
a) Combat discrimination and inequalities
b) Provide access to services and justice and
promote decent work for all
c) Encourage parents of the girl child to build
a fund for future education and marriage
d) Ensure active and meaningful
participation of all stakeholders, particularly the most marginalized
2.
Arrange the following steps that are involved
in designing an LNOB framework
Step-2 Building resilient policy instruments
Step-4 Implementation of policy instruments
Step-1
Finetuning
Step-3 Evaluation and feedback
Step-5 Identification of most valuable and
reaching out
SESSION-2: SDGs - KEY ELEMENTS IN INDIA
Discussion Points
1. How can the guiding principle of ‘Leave
No One Behind’ be put into practice
in implementing the 2030 Agenda in
different development contexts (e.g., in
India in aspirational districts, urban slum
areas, geographically remote locations)?
2.
The commitment to ‘Leave No One
Behind’ is an integral corner stone of the 2030 Agenda for sustainable development. Since the beginning of SDGs and their monitoring and voluntary national reviews, how have governments integrated the LNOB commitment into their development program design, practices, and VNRs?
80 | Participant’s Manual SESSION 03
LOCALIZING
SDGs
IN INDIA “The SDGs represent a clear imperative.
Their achievement would mean greater productivity,
increased employment and stronger economic growth”
- John Danilovich
82 | Participant’s Manual OVERVIEW
The session gives an overall view of some of
the works being done by various states and UTs
and their performance as reflected in the SDG
India Index baseline report by NITI Aayog. The
participants are exposed to relevant governance
frameworks for implementing SDGs in India and
the different states’ progress.
OBJECTIVES
•
Pr
and UTs are doing.
• Understand the institutional framework for
SDGs in India.
• Focus on institutional mechanisms to localize
SDGs.
KEY MESSAGES
• India
success in India is dependent on the progress made with less developed regions and less privileged sections of the population.
•
The localization of SDGs requires understanding, adapting, planning, implementing, and monitoring
the SDGs from national to local levels by relevant institutions.
• A process of country-wide sensitization and awareness development to all stakeholders is at the
core of the coordination process among various government levels to implement the 2030 Agenda for SDGs.
•
Effectiveness in policy coherence requires knowledge and awareness to design and manage
appropriate implementation strategies while engaging multiple stakeholders.
DAY 1
RECOMMENDED READINGS
• https:/
• https://sustainabledevelopment.un.org/content/documents/26279VNR_2020_India_ Report.pdf
• https://sustainabledevelopment.un.org/content/documents/commitments/818_11195_
commitment_ROADMAP%20LOCALIZING%20SDGS.pdf
ADDITIONAL READINGS/VIDEOS
•
https:/
SESSION-3:
LOCALIZING SDGs IN INDIA
Participant’s Manual | 83 3. THE LOCALIZATION OF SDGs IN INDIA
‘Localizing’ is the process of considering
subnational contexts in achieving the 2030 Agenda
for sustainable development, from the setting of
goals and targets to determining the means of
implementation and using indicators to measure
and monitor progress. Localization relates to
how the SDGs can provide a framework for local
development policy and how local and regional
governments can support the SDGs’ achievement
through action from the bottom up, and how
the SDGs can provide a framework for local
development policy.
While the SDGs are global, their achievement will
depend on our ability to make them a reality in our
cities and regions. All SDGs have targets related to
local and regional governments’ responsibilities,
particularly their role in delivering essential services.
That is why local and regional governments must
be at the heart of the 2030 Agenda for sustainable
development.
3.1. THE INDIAN APPROACH
The localization of SDGs is crucial to any strategy
to achieve the goals under the 2030 Agenda for
sustainable development.
State Governments – Pivots of Localization
The State governments play a critical role in the
development of the country within the federal
polity. The federal framework is designed to realize
balanced and equitable social and economic
development in a diverse country like India, with
States assuming a leading role in a decentralized
governance system to utilize the available
resources more efficiently to meet their local
populations’ aspirations. The States represent a
unique spectrum of demographic and economic
variation. States have the power and functions to
set up and execute policies with almost all SDGs
and their associated targets.
Institutional Mechanisms to Localize SDGs
National Coordination
NITI Aayog has been designated as the government
institution responsible for the country’s SDGs’
overall coordination and monitoring. NITI Aayog,
in close collaboration with the Ministry of
Statistics and Program Implementation (MoSPI),
is responsible for the development of the baseline
data on the National Indicator Framework. The
Central Ministries, State/UT Governments, and
international development organizations such
as the UN system, think tanks, and civil society
organizations are also a part of driving the
adoption, implementation, and monitoring of the
SDG agenda.
Role of the Indian Parliament
The Parliament of India has taken exemplary
initiatives to propel the SDG agenda forward. The
Public Accounts Committee (PAC) of the Indian
Parliament exercises legislative oversight on the
SDG agenda’s progress through periodic reviews
of NITI Aayog and related line ministries.
Institutional Structures at the Subnational Level
Implementation of SDGs requires a whole-of-
the-government approach, and both horizontal
and vertical convergence of multiple government
agencies at different levels is essential. However,
the Subnational governments should not be
seen as mere implementers of the Agenda
2030 for sustainable development. Subnational
governments are policymakers, catalysts of
change, and governments’ best place to link the
global goals with local communities.
SESSION-3: LOCALIZING SDGs IN INDIA
84 | Participant’s Manual The States and UTs of India have created discrete
institutional structures to implement SDGs in
their specific context. All States and UTs have
identified and tasked nodal departments for the
implementation of SDGs. Departments dealing with
planning and finance have been given this nodal
responsibility. Several States have also created
nodal mechanisms within every department and
district to make coordination, convergence, and
data management more precise and predictable.
Further, given that the SDGs are highly interlinked,
and implementation and assessment of results
often need multi-sectoral focus, States have
constituted working groups for each of the SDGs,
headed by the senior-most officer from a nodal
department.
As per the India VNR 2020, all States have also
created professional units on SDGs in the shape of
an SDG cell in the nodal department with technical
expertise and experience. Key activities of the SDG
cells/teams include preparing knowledge products
and progress reports, organizing capacity-building
programs, providing inputs as required from time
to time, and playing a support-oriented role in SDG
interventions.
A country-wide sensitization and awareness
development of all stakeholders has also been at
the core of the coordination process. Effectiveness
in policy coherence requires knowledge and
awareness to design and manage appropriate
implementation strategies while engaging multiple
stakeholders. NITI Aayog, in partnership with the
AGENDA 2030
Source: India VNR Report, 2020
NODAL BODIES FOR INSTITUTIONALISING SDGs
AT THE NATIONAL AND SUB-NATIONAL LEVEL
NITI AAYOG: At national level
PLANNING DEPARTMENT: At sub-national level
Mapping targets to
programmes and
policies
Target setting
SDG Vision roadmap
for the state
Mapping targets with
departments
Target setting
Coordination with
central ministries
Assigning data
responsibilities
Coordination with
line departments and
districts
Forming thematic
task groups
Coordination with
State Planning
Departments
Bi-annual review
Aligning budget
allocation with SDG
priorities
Coordination of
periodic reviews
Supporting States
in developing
and monitoring
framework
Facilitating
partnership building
Capacity-building
of state and
district-level officials
Participant’s Manual | 85 United Nations and other knowledge partners,
initiated sensitization and awareness building
measures from an early stage. It has conducted
a series of national and subnational consultations
on SDGs and their implementation strategies,
involving Central Ministries, State Governments,
local governments, civil society organizations,
academia, think tanks, international organizations,
and other stakeholders. The rich leadership,
creativity, and innovations demonstrated by the
States and Union Territories were fully displayed in
these consultations.
NITI Aayog has vigorously pursued advocacy with
States and UTs to heighten the thrust on SDGs. The
States have devised their strategies for sensitizing
elected representatives and officials at the State/
district/local levels, CSOs, and communities.
Key elements distinguishing these subnational
initiatives are as follows:
•
Complementing the national initiatives in terms
of outreach by including the district and local
level official functionaries, civil society, and
other stakeholders.
•
Continuing the conversation in local languages,
bridging communication gaps, and linking to local perceptions, knowledge, and experiences.
•
Using local knowledge and cultural artifacts and
generating local IEC materials for multiplying outputs.
Sensitization
State and District Indicator Frameworks
Improve data ecosystems
Building partnerships
SDG coordination centre
Operationalize Dashboard
Review mechanisms
Ranking of districts
SDG
Localization
SESSION-3: LOCALIZING SDGs IN INDIA
STEPS IN SDG LOCALIZATION AT THE SUB-NATIONAL LEVEL (STATES/UTs)
86 | Participant’s Manual AGENDA 2030
3.2. INITIATIVES FROM THE STATES
Most of the States and Union Territories (UTs)
have provided details to the NITI Aayog on the
work done or carried out on the SDGs. The details
provided have been duly captured in the report of
NITI Aayog, “Localising SDGs Early Lessons from
India 2019”. This section provides illustrations with
details of the same.
Andhra Pradesh has worked on aligning all the
schemes and departments to SDGs. It is also
working on preparing outcome budgets based
on the SDGs to identify resource gaps. A Real-
time Outcome Monitoring System (ROMS) has
been setup to periodically monitor 212 indicators
identified for SDG reporting and provided by the
relevant departments. The State brought out its
SDG baseline report in 2015, and SDG annual
status reports consistently after that. It is available
in the public domain to ensure transparency.
Arunachal Pradesh has merged the Department of
Finance and the Department of Planning to form the
Department of Finance, Planning, and Investment.
The State Annual Development Agenda is prepared
to set clear priorities for the various departments.
The State is preparing outcome budgets with all
the schemes grouped according to the 62 SDG
indicators stated by NITI Aayog in 2018. In terms
of capacity-building, the Government has worked
towards sensitizing government officials at
different SDG levels through workshops.
In Assam, the Government has institutionalized
SDGs-oriented planning and has focused on
aligning the SDGs with the budgets. Along with
preparing a monitoring framework for broad
outcomes and detailed project monitoring, Core
Outcome Monitoring Indicators were developed.
A Monitoring Dashboard will be setup for the 97
programs which have been identified. Several
sensitizations and capacity development
workshops and conferences at various government
levels involving multiple experts, the private sector,
UN agencies, and other stakeholders have been
held.
Bihar held consultations with all the departments
for the formulation of SDG Action Plan 2020-25. An
umbrella program ‘7 Nischay’ (or seven resolves)
aims to address challenges in multiple sectors
using an inter-sectoral approach by focusing on
skill development, entrepreneurship, provision of
essential services such as water, streets, drains,
and toilets to achieve the encompassing vision of
‘Development with Justice.’
In Chhattisgarh, the State Planning Commission
acts as the nodal agency for SDG implementation
and monitoring, and has established an ‘SDG
Cell’ under its ambit. It is also concerned with
government officials’ capacity-building through
training sessions in the Academy of Administration
and State Institute of Rural Development.
Gujarat has prepared a strategic plan for
implementing the SDGs and a Role Matrix on
various stakeholders’ roles and responsibilities.
The state is working to align the SDGs to its
outcome-based budgets. About 100 senior district
level officers, including District Planning Officers
and District Statistical Officers from all districts,
have been trained on localizing SDGs at a sub-state
level.
Haryana plans to develop a real-time reporting
and monitoring tool in a mobile application and
an online SDG Dashboard. The SDG Dashboard
will be aligned with the Chief Minister’s Monitoring
Dashboard. The State government has not only
mapped all schemes with SDGs but is also
Participant’s Manual | 87 working towards the preparation of SDG-based
District Budget snapshots. Various sensitization
workshops and roundtable meetings for raising
awareness of government officials on SDGs have
been conducted so far.
Himachal Pradesh held consultations with various
thematic groups formed by the government
and many stakeholders including farmers,
representatives of the industry association and civil
society while preparing their vision document. The
State plans to develop a dashboard for monitoring
the progress of the 138 critical indicators identified
for SDGs. While the State has aligned budgets to
SDGs since 2016-17, detailed fund gap analysis has
been done to achieve these goals, and thirty new
schemes were introduced in 2018-19. Himachal
Pradesh has conducted numerous training and
capacity-building programs with the State Training
Institutes on SDGs.
Jammu and Kashmir constituted an Apex level
Committee, headed by the Chief Secretary, to
oversee and monitor SDG implementation progress.
The Department of Planning, Development, and
Monitoring has been designated as the nodal
department. An SDG Cell has been constituted
in the Directorate of Economics and Statistics. A
team of government officials from Jammu and
Kashmir has been given training at the National
Statistical System Training Academy.
Jharkhand has assigned the coordination for
the implementation of the SDG targets to the
Department of Planning-cum-Finance. All the
nodal departments concerned with their goals
are responsible for monitoring the respective
goals and linking the participating departments.
Jharkhand has conducted various training
workshops for its officials. The state has also
taken up the preparation of modules for orientation
of the officials in Panchayati Raj Institution in
health, water and sanitation, education, and child
protection with dedicated sections on SDGs.
In Karnataka, goal-wise committees for every SDG
have been set up and the concerned departments
for the goals are members. Karnataka Development
Program (KDP) at the State and district level
conducts a monthly review of NITI Aayog’s 62
priority indicators from the SDG India Index Report
of 2018. Karnataka has prepared modules for
the capacity building of government officials and
elected representatives.
Kerala is working towards the effective use of
the draft National Indicator Framework (NIF) to
monitor SDGs by identifying indicators with very
little or no periodic data and attempting to make
them available in the State’s surveys. The Kerala
State Planning Board is expected to guide the
preparation of Annual Plans to mapping schemes
with SDGs, which has been done. The Kerala
Institute of Local Administration (KILA) is the
training and capacity-building partner on SDGs
in the State and has set up the ‘Centre for SDGs
and local governments.’ The institute has designed
tools for various stakeholders and has organized
capacity-building programs.
Madhya Pradesh has an SDG Monitoring Cell within
the State Planning Commission. It plans to develop
an SDG dashboard similar to the Monitoring
Dashboard available for tracking specific programs
and schemes in the state. Madhya Pradesh is
conducting an extensive sensitization process for
working groups from 54 government departments
and has undertaken a state-level training program
on including SDGs in the decentralized integrated
planning process.
SESSION-3: LOCALIZING SDGs IN INDIA
88 | Participant’s Manual Maharashtra has mapped schemes to SDGs
into three categories (High, Medium, and Low)
depending on the strength of their association
with SDGs. Maharashtra has collaborated with the
United Nations in India to set up the Action Room
to Reduce Poverty, responsible for monitoring
SDGs and planning for an independent SDGs
Implementation and Monitoring Center. YASHADA
(Yashwantrao Chavan Academy of Development
Administration), the State-level Administrative
Training Institute, also includes an academic
curriculum on SDGs in its existing government
training modules for officers. In collaboration
with the United Nations in India, a sensitization
and capacity-building workshop on ‘enhancing
Capacities for Institutionalizing SDGs’ was held
for the State government’s senior officers. An
important measure taken is the availability of a
sustainable stream of funds at the district level for
training and capacity-building on SDGs.
Meghalaya has an SDG cell for overseeing the
preparation of the State Vision document and
SDG implementation. Meghalaya has mapped its
government schemes against SDGs, which can
help coordinate various government departments
working together on a common agenda.
Mizoram has designed a dedicated SDG Cell in the
Research and Development Branch of the Planning
and Program Implementation Department. A High-
level Monitoring Committee for SDGs under the
Chief Secretary has been constituted to monitor
SDGs’ implementation. The District Planning
Committee in each district has been given the
charge of monitoring SDGs implementation. A
landscape analysis to identify line departments,
schemes, and programs responsible for achieving
the targets has been done. A Technical Committee
for assessing line Departments’ capacity to
implement programs to achieve SDGs has
also conducted training for nodal officers of all
government departments, district level officers,
and selected NGOs.
Nagaland has established an SDG Cell in the
Planning and Coordination Department, and
twenty-three departments have been identified for
SDG implementation.
In Odisha, an SDG Core Team has been set up
in the Planning & Convergence Department, and
SDG cells in various concerned departments
have been created. The SDG Cell formed in
different departments will monitor the progress
of implementation of SDGs. The Odisha State
Indicator Framework (OSIF) has been prepared
in which there are 367 OSIF Indicators (269 from
NIF and 98 State-specific indicators). Numerous
brainstorming sessions, training programs, and
orientation programs on SDGs have also been
conducted.
Punjab has constituted an SDG cell in Economic
and Statistical Organization, Punjab, for monitoring
SDGs. State-specific indicators and a Department
Information system Architecture (DIsA) are being
prepared to enable each department to monitor
the State’s related SDGs. A State-level Task Force
for Monitoring SDGs has been created with the
Finance Minister as the Chairperson.
Rajasthan has set up the ‘Centre for SDG
implementation’ at the Directorate of Economics
and Statistics. The state and district level
committees are responsible for guiding the
implementation and monitoring of SDG initiatives.
The State-level Implementation and Monitoring
Committee for SDGs provides suggestions
regarding strategies and monitors SDGs’ progress
and activities. Rajasthan is planning to link all state
AGENDA 2030
Participant’s Manual | 89 and central schemes’ budget heads with SDGs.
Capacity building levels for officials at the state and
district level and in Panchayati Raj Institutions and
elected representatives of local governments have
been carried out.
In Tamil Nadu, a High-Powered Committee
headed by the Chief Secretary is overseeing
SDGs’ implementation for which the Planning
& Development Department and State Planning
Commission are responsible. A web portal and
dashboard are being designed and developed by
the Tamil Nadu e-governance Agency to better
monitor SDGs’ implementation. The State Institute
for Rural Development has been providing SDG
related training to officials and Master Trainers of
departments and districts involved in the same.
Telangana has set up thematic working groups
based on the five Ps: People, Planet, Prosperity,
Peace, and Partnerships and developing a
monitoring framework for the SDG indicators. It has
mapped the schemes and their budget estimates
with each SDG indicator. A Centre for Sustainable
Development Goals has been set up at MCRHRD
Institute of Telangana to build and provide inputs to
the state government concerning the formulation
of strategies to achieve the targets relating to
SDGs in the state.
In Tripura, Planning (P&C) and Planning
(Statistics) Departments are involved in preparing,
implementing, and monitoring SDGs. A High-
level Monitoring Committee is responsible for
overseeing the progress of the SDGs. As of early
2019, Tripura had identified 89 indicators covering
all the SDGs excluding SDG 14, which has been
included in the Vision-2030 document of the state.
Targets have been assigned for each indicator for
2022-23 and 2030-31, with 2016-17 as the baseline
year.
In Uttar Pradesh, the implementation of SDGs is
coordinated by the Planning Department, and nodal
departments are identified for 17 goals. Based on
the National Indicator Framework, Uttar Pradesh
has identified several monitoring indicators.
Preparation of budgetary requirements for Central
and State-sponsored schemes is also done based
on the SDG framework. The Planning Department’s
training wing and the nodal departments, and the
State Administrative Training Institute, are involved
in organizing capacity-building programs for the
officials at the State level.
Uttarakhand has designated the Directorate of
Economics and Statistics as the nodal agency for
SDGs in the state. A Centre for Policy and Good
Governance (CPGG) was established on SDGs.
A detailed assessment of the state’s budgetary
allocations for SDGs has been conducted along
with an Outcome Budgetary exercise. Sensitization
programs are organized for Government officials.
In West Bengal, the Department of Planning and
Statistics is the nodal department for coordinating
and monitoring SDG implementation. It has
developed a state Vision and Mission, and short
and long-term plan with targets for 2020, 2025, and
2030. West Bengal has identified 585 indicators
for monitoring the SDGs, which are reviewed by
District-level Monitoring Committees.
In Andaman and Nicobar Islands, the Planning
Department is responsible for ensuring the
implementation of SDGs, and the evaluation cell in
the department is monitoring the progress of the
SDGs. All schemes are mapped to the SDGs, and
associated departments and the nodal department
for each SDG are assigned. Regular data collection
and review are taken care of by senior officials
in the administration. Officials are undergoing
SESSION-3: LOCALIZING SDGs IN INDIA
90 | Participant’s Manual a sensitization program in all the government
departments.
In Chandigarh, all departments responsible for
implementing the SDGs work under the Advisor to
the Administrator and the SDG Central Monitoring
Cell, which the Finance Secretary heads. The
sector-wise budgetary allocation has been
determined, and this will be utilized in identifying
the resource gap. The Finance Department has
conducted department training programs for
designing indicators for the targets set for 2020,
2025, and 2030. Training to prepare the action plan
for SDG implementation has also been carried out.
In Delhi, a Steering Committee headed by the Chief
Secretary and nine thematic working groups has
been created under the Administrative Secretaries/
Heads of significant departments. An IT application
for real-time monitoring of schemes and programs
has been designed and implemented. It was also
planned that the SDG targets would be linked to the
outcome budget and the approved budget of 2019-
20 spoke about efficient monitoring and review of
SDGs. In this process, all the schemes, programs,
and projects have been mapped to the SDGs.
Delhi is involved in designing and consistently
conducting capacity-building workshops for
government officers.
Lakshadweep has selected the Directorate
of Planning, Statistics, and Taxation as the
nodal department for coordinating visioning,
implementation, and monitoring of SDGs’
progress. Training programs have been conducted
for officials dealing with the data for monitoring of
the SDG targets.
In Puducherry, the Department of Planning and
Research is the nodal department for implementing
the SDGs. The Union Territory prepared its Vision
document in line with the SDGs and has mapped
all its schemes and departments against SDGs. A
High-Level Steering Committee is involved in the
implementation and monitoring of SDGs.
Source: Localizing SDGs early lessons from India 2019, NITI
Aayog and United Nations
AGENDA 2030
Participant’s Manual | 91 SESSION-3: LOCALIZING SDGs IN INDIA
• Mapping of schemes to departments and Goals in States/UTs where it
is yet to be completed.
• Preparation of outcome-based budgets that are aligned to the SDGs
needed in some states.
• Preparation of a Vision 2030 document in line with the Goals where
required.
• Ensuring transparency by implementing a dashboard for monitoring
the progress of the targets for SDGs which the public can view.
• Identification of indicators to monitor progress which is State-specific
or based on the National Indicator Framework (NIF) and preparation of
State Indicator Framework.
• Mapping of schemes/programs according to SDGs/targets needs to
be reviewed/revised from time to time.
• Budget allocations to be aligned to the SDGs and shortfall be bridged.
• Customized strategies/interventions for ‘Leave No One Behind’ need
to be designed/adopted.
• Critical issues of interconnectedness/trade-offs across SDG targets
need to be identified and addressed.
• Important governance issues may be identified/acted upon to address
issues of inequality as well as those of rights and entitlements as appropriate based on case studies.
Way Forward
92 | Participant’s Manual AGENDA 2030
Discussion Points
1. An integrated multi-level and multi-stakeholder approach is needed to promote transformative
agendas at the local level. Who are these stakeholders, and how can they contribute to fostering
transformative plans at the local level?
2. In a context of scarce resources, local budgets should be efficiently aligned with the priorities
identified and established in the local or regional development plans. How can we achieve this?
3. What role can urban and rural local bodies play in implementing the 2030 Agenda for sustainable
development?
Participant’s Manual | 93 SESSION-3: LOCALIZING SDGs IN INDIA
3. Which among the followings is not a step in
SDG localization at the Sub-National Le
vel in
India (States/UTs)
a)
Sensitization
b) Building partnerships
c) Review mechanisms
d) Horizontal and vertical convergence
4. One of the strategies for sensitizing
communities on SDGs is
a) Using local language and cultural artifacts
and generating local IEC materials
b) Continue the conversation in local
languages, bridge communication gaps
and link to local perceptions, knowledge
and experiences
c)
Strengthening the outreach of district and
local level functionaries, civil society and other organizations
d)
Designing and managing an appropriate
implementation strategy
Multiple Choice Questions
1.
The nodal body for institutionalizing SDGs at
the sub-national level is
a) Local and Regional Government
b) NITI Aayog
c) Planning Department
d) Ministry of Statistics and Program
Implementation
2. Preparing an SDG vision roadmap for
the State is one of the activities in SDG
localization that enables
a) Mapping targets with departments
b) Forming thematic task groups
c) Coordination of periodic reviews
d) Capacity building of state and district
le
vel officials
94 | Participant’s Manual SESSION 04
LEADERSHIP
FOR AGENDA
2030 “Leadership is lifting a person’s vision to higher sights,
the raising of a person’s performance to a higher standard,
the building of a personality be
yond its usual limitations.”
- Peter F. Drucker
96 | Participant’s Manual OVERVIEW
The session examines the type of leadership
required to achieve 2030 Agenda and the
collaborative framework at various levels to achieve
this within the states and UTs. To successfully
implement projects relating to the SDGs, it is also
necessary to have a clear idea of who the key
stakeholders are and who is crucial for successfully
implementing the projects.
OBJECTIVES
•
Study
implementation of various SDG projects.
• Understand the importance of partnerships,
explicitly considering SDG 17, which focuses on strengthening the means of implementation.
•
Recognize the need to collaborate within and
across societal sectors that allow the smartest use of the resources to deliver transformational change.
KEY MESSAGES
• Institutional strengthening and proactive leadership are essential for the effective implementation
of the 2030 Agenda for sustainable development.
• Collaboration across the Government Institutions at central, state, and district-level requires a
change of mindset and new kind of incentives and these incentives for various actors.
• Pandemic has made it abundantly clear that collaboration and coordination, coupled with a multi-
disciplinary approach, can only bring policy coherence. It will help in resource optimization as well as provide opportunities to learn from various perspectives.
DAY 1
RECOMMENDED READINGS
• h
governments-is-essential-for-success-of-the-sdgs/
• https://www.undp.org/content/dam/undp/library/capacity-development/English/Singapore%20
Centre/PSMotivation+SDGs.pdf
• https://gggi.org/report/localising-sdgs-early-lessons-from-india/
• https://niti.gov.in/writereaddata/files/LSDGs_July_8_Web.pdf
• https://sustainabledevelopment.un.org/content/documents/2545MSP_Guidelines.pdf

ADDITIONAL READINGS/VIDEOS
•
https:/
• https://www.youtube.com/watch?v=kROW3cXOxvk (Partnerships, Power, and the SDGs: a UNRISD
Seminar)
• https://thepartneringinitiative.org/
SESSION-4: LEADERSHIP FOR AGENDA
2030 FOR SUSTAINABLE DEVELOPMENT
Participant’s Manual | 97 SESSION-4: LEADERSHIP FOR AGENDA 2030
FOR SUSTAINABLE DEVELOPMENT
4.1. BRINGING ON BOARD MINISTRIES, STATE GOVERNMENTS AND UTs
Localizing SDGs is of paramount importance. In the federal governance structure, the States and Union
Territories play a crucial role in executing the SDGs, while NITI Aayog and Central Ministries support them in
this endeavour.
Range of activities by States and Union Territories in localizing SDGs are as follows:
Sustainability can only be achieved through active intervention by the Government to move the
system to a socially desirable outcome.
Preparing vision documents and action plans
to guide their efforts on the SDGs
Setting up the implementation and
coordination structures at various levels
Mapping of development programs with
SDGs and associated targets
Identifying State-specific indicators for
monitoring of the SDGs
Preparing capacity-building resources in
local languages
Aligning State budgets with SDGs
Source: NITI Aayog - Localizing SDGs early lessons from India, 2019
98 | Participant’s Manual AGENDA 2030
4.2. RAISING AWARENESS AND ADVOCACY
Awareness generation among stakeholders is critical to reaching targets set in the SDG 2030 Agenda. The
Government of India sensitized various government and non-government partners by:
Creating a shared understanding among governments both at the Central and State Level
Assigning goals and targets to Ministries to follow ‘whole-of-government’
Creating composite measures to advocate SDGs
Developing NIF to monitor SDGs
Organized national and regional
consultations on all SDGs
NITI Aayog: Mapping of centrally
sponsored schemes vis-a-vis SDGs;
Ensured every target is assigned to
a Ministry
NITI Aayog has conceptualized SDG
India Index Report as advocacy and
benchmarking tool
NIF consisting of 297 indicators
was developed by MoSPI through
the consultative process from
concerned Ministries/Depts., States,
UN agencies and other stakeholders
Key Audience: Ministries and State
Governments with participation
from external experts, CSOs and UN
Identified line ministries and
entrusted the responsibility of
achieving targets
This index became the first
comprehensive assessment tool to
measure the progress of SDGs
Regional consultations were also
held to receive feedback, followed
by public consultation
Participant’s Manual | 99 SESSION-4: LEADERSHIP FOR AGENDA 2030
FOR SUSTAINABLE DEVELOPMENT
4.3. COLLABORATIVE LEADERSHIP
Collaborative leadership has been defined as a
management practice that aims to bring managers,
executives, and staff out of silos to work together..
In such workplaces, there is sharing of information
and collective responsibility. As per the article
– “Are You a Collaborative Leader?” by Herminia
Ibarra and Morten T. Hansen (Harvard Business
Review) the collaborative leaders consistently take
various opinions and ideas among teammates
to build strategies and solve problems. It results
in the employees becoming more engaged in the
process, building trust and ownership for the work
done. Collaborative leadership allows managers
and executives to create an inclusive environment
that encourages creativity and productive work
culture.
Leadership needs to be understood as an inclusive,
collaborative, and reflective process entrenched
in values and ethics. A leader should understand
him/herself and the world around him/her to work
successfully with others to change. Effective
leadership for sustainable development is the need
of the hour.
The success of SDGs depends on the rigorous
efforts of all the stakeholders involved, including
that of the government and administration at all
levels, business sector, society, and individual
citizens.
Achieving sustainable development involves
complex, inter-related challenges. It is opined
that leaders play a role in creating opportunities
that allow for creative participation. Leaders
need to recognize the potential for new viable
solutions that can come from conflict and
uncertainty. The leadership at the national, sub-
national, and organizational levels must focus
on leadership styles that can create a sense of
shared responsibility regarding the goals, long-run
orientation, and work towards establishing systems
to ensure persistence in achieving the goals.
Leaders must comprehend the need for collective
efforts at all levels, exhibit a willingness to learn,
and promote ethical behavior and standards.
Achieving the SDGs requires leaders to:
•
Manage resources
• Have a vision and be ethical
• Focus on long-term goals without compromising
values and principles
• Involve all the stakeholders in the governance
process
CIVIL SOCIETY
PRIVATE SECTOR
PUBLIC SECTOR
GOVERNMENT
COUNTRY
100 | Participant’s Manual AGENDA 2030
Effects of such leadership, coupled with all concerned stakeholders’ coordination and participation, are
represented in the figure below.
Achieving sustainable development sees planning,
implementation, and monitoring the strategies as
three critical responsibilities of a leader. Strong
leadership, a clear implementation plan, and all
government departments and other stakeholders’
involvement are vital in ensuring that the
Sustainable Development Goals are achieved at
national and international levels.
The performance of any country in achieving the
SDGs and associated targets mainly depends
on its leadership. Effective leadership leads
to appropriate public policy formulation and
implementation and exemplary public service
delivery to meet the citizens’ demands.
The exciting aspect about the SDGs is the pressure
on collaboration and the private sector’s role
in achieving the SDGs. With the private sector
becoming an essential player in achieving the
Sustainable Development Goals, innovative
leadership and management are required for
private organizations in all industries to integrate
these goals into strategic plans and operational
activities to realize them by 2030.
India is home to one-sixth of the global population,
and its progress on the SDGs is critical for the
success of the worldwide agenda. The Government
of India has been working on various policies and
strategies to ensure the success of the SDGs.
NITI Aayog has also been looking at multiple
collaborations with organizations on numerous
areas relating to the SDGs.
The need for cooperation between States
on capacity-building for SDGs needs to be
emphasized. It is also essential to ensure that
various departments/Ministries within states
are collaborating and sharing information on the
SDGs, which are interlinked as the achievement
of the targets for one SDG would depend on the
achievement of targets for other SDGs as well.
Higher
Economic
Efficiency
Better
Environmental
Responsibility
Basic
Indicators of
Sustainable
Development
Improved
Social
Cohesion
Participant’s Manual | 101 4.4. MULTI-STAKEHOLDER
PARTNERSHIPS
Multi-stakeholder collaborative action is essential
to achieve SDGs at the Universal/National/State
level. Working in collaborations within and across
societal sectors allows the smartest use of the
resources we have and can deliver transformational
change that would be impossible without collective
action. Let us understand it better by taking an
example of the COVID-19 pandemic and the multi-
stakeholder partnership’s role in combating the
same.
COVID-19 Pandemic & Multi-Stakeholder
Partnership
Multi-stakeholder collaboration is an important
mechanism to address the challenges of COVID-19.
It will be essential to ‘build back better’ as societies
begin to recover and build more sustainable,
resilient, and inclusive communities. Some of the
critical areas to focus on under multi-stakeholder
partnership include:
SESSION-4: LEADERSHIP FOR AGENDA 2030
FOR SUSTAINABLE DEVELOPMENT
Policy/regulation/taxation: From a public health
perspective, many policies and regulation changes
are rapidly being put in place to prevent, contain, and
control the virus’s spread. In response, measures
to counter the societal and economic impact of
the response are needed. Some regulations are
eased for business, administrative deadlines are
extending, and approval for essential activities is
quickly tracked.
Influence/behavior change: Behavior change
communication has been of paramount
importance, particularly about hand-washing
and social distancing. Grounded in evidence
from the scientific community, public service
announcements from Ministries of Health in
partnership with relevant actors including media
and creative agencies, international organizations,
and local civil society groups have been crucial in
disseminating the messages to all parts of society.
Innovative technologies: Innovation from private
companies and public facilities have included
drones to deliver essential supplies, artificial
intelligence to assist contact tracing, and 3D
printing of single-use medical equipment. The
pandemic has provided endless opportunities for
new technologies to be explored and deployed at a
scale and speed that would be impossible without
effective collaboration.
Access to evidence, information, and data:
Research scientists within academia, public health
systems, and companies are working to pull
together data from a range of usual and unusual
sources. The data from airlines about passenger
travel have allowed countries to predict when to
expect a significant increase in cases. New sources
outside the traditional government health system
include apps that, by having millions of people
report their state of health each day, can allow the
102 | Participant’s Manual AGENDA 2030
most accurate tracking of the spread of COVID-19.
The need for contact tracing has led to examples
of cooperation between governments and mobile
service providers to pinpoint the movements of
those who have tested positive – it will be essential
to partner with the right stakeholders to balance
public health management and privacy rights.
Re-organization of value chains: Large disruptions
in value chains will increasingly give rise to
alternative means of producing, storing, and
delivering products and services. How effective
these are will depend on the quality of partnerships
between producers, suppliers, and retailers with
policymakers. They organize themselves into (and
strengthen existing) industry groups, unions, and
other cooperative entities.
Reallocation of resources: Globally, funds are being
raised, including the UN-COVID-19 Multi-Partner
Trust Fund. The Global Fund to fight Tuberculosis,
AIDS and Malaria has repurposed their funding
allocations to the irrecipient countries that go
immediately towards COVID-19, without having
to wait for donor clearance. Private funders and
foundations are pivoting entire funding packages
to respond to the crisis with far simplified, easy
access, flexible financial support for charities on
the frontline. Large international non-governmental
organizations more used to deployment in
humanitarian hotspots – including Médecins Sans
Frontieres, EMERGENCY, and INTERSOS – have
been working with Italian public health workers.
Driving the Cooperation
There is an urgent need to align the efforts by
driving cooperation through collective action
and drawing on the partners’ goodwill. For this,
governments must set a clear vision and direction
–a ‘polar star’ that can develop action aligned to
the vision and contribute to multi-stakeholders or a
particular partner’s interest.
Buy-in and validation from individuals and
organizations from across the shared vision
sectors are critical to ensure action. In the current
pandemic crisis, a collective fear is a massive
incentive for action. However, buy-into the polar
star vision relies on people trusting the Government
and being willing to follow its lead.
People and organizations must be adequately
informed and have access to accurate and precise
data interpretation.
Partnerships are crucial for reaching the
SDGs because the global community needs
to act coherently and create synergies. Finally,
coordination of efforts to ensure we can together
deliver more than the sum of our parts and
maximize our impact needs to be outlined.
In many countries, government leaders’ early
misinformation and over-complacency resulted in
a misguided or far too slow response by society.
A post-COVID world
In usual times, in most countries, we see a battle
among individual interests, public interests, and
corporate interests. We see some individuals and
businesses ‘winning’ at the expense of the rest of
society or the environment, resulting in inequalities,
insufficient investment in the public system, and
environmental degradation. The current crisis’s
weight and urgency have proven sufficient to force
a realignment of those interests in the immediate
term, resulting in plenty of evidence of individual
and collaborative action for the betterment of all.
After all, while COVID-19 may be stressing us now,
extreme weather events and fires across the globe
show that climate breakdown has already begun
Participant’s Manual | 103 SESSION-4: LEADERSHIP FOR AGENDA 2030
FOR SUSTAINABLE DEVELOPMENT
and, if unchecked, will cause a crisis of orders
of magnitude greater than COVID-19. Talk of a
‘return to normal’ obscures that ‘normal’ is, for vast
numbers of people in the world, already a state of
crisis, and ‘normal’ has us on the trajectory towards
climate disaster.
The new normal must be a far more resilient,
inclusive, and sustainable one. Moreover, that can
only be achieved if all society sectors can realign
and collectively develop and commit towards an
ambitious, shared vision for the future we want.
COVID-19 has already shown that this approach
is possible. However, now we need leaders from
all social sectors to step in and demonstrate
the extraordinary leadership and commitment
necessary to make it happen.
Discussion Points
1. As we eventually move past the crisis,
how can we, individually and collectively,
ensure both learn the lessons from
COVID-19 and build on the momentum
created by us all working together? How
do we avoid the ‘shock doctrine’?
2.
How can we best seize the opportunity
to reform our societies in ways that hard wire the alignment of interest across all social sectors towards the SDG vision of a prosperous business, flourishing community, and a thriving environment?
3. Cr
SDGs in India refer to
a) Conceptualization of SDG India Index as
adv
ocacy and benchmarking tool
b)
Consultation with concerned Ministries/
Depar
tments, UN agencies and other
stakeholders
c)
Identification of line Ministries and
entrusting the r
esponsibility of achieving
targets
d)
Organization of national and regional
consultations to receive feedback
4. The critical components for achieving SDGs at
the national and international level are
a) Planning, partnership and monitoring
b) Planning, implementation and monitoring
c) Coordination, advocacy and convergence
d) Advocacy, leadership and participation
Multiple Choice Questions
1.
One of the activities taken up by States/UTs in
localizing SDG is
a) Creating a shared understanding among
governments both at the Central and
State level
b) Developing NIF to monitor SDGs
c) Setting up the implementation and
coor
dination structures at various levels
d)
Assigning goals and targets to Ministries
to follow ‘whole-of-government.’
2. Multi-stakeholder partnerships to address the
challenges set by Covid-19 pandemic focus on the following critical area
a)
Higher economic efficiency
b) Access to evidence, information and data
c) Better environmental responsibility
d) Improved social cohesion
104 | Participant’s Manual SESSION 05
BEST
PRACTICES
FROM THE FIELD “Best practices and innovation can be sown
throughout an organization, but only when
they fall on a fertile ground.”
- Marcus Buckingham
106 | Participant’s Manual DAY 1
SESSION-5:
BEST PRACTICES FROM THE FIELD
OVERVIEW
This session will provide a platform for gaining
diverse perspectives about change, training,
and investments. The field exposure helps the
participants chalk out a road map for replicating
and institutionalizing the innovative practice(s)
in their States/UTs by taking due cognizance of
the local context and adapting it accordingly. In
addition to this, the participants will also study
various International, National, State, and District
level best practices.
OBJECTIVES
•
Expose participants to innovative practices
relevant to the needs for effective implementation of SDGs in their respective States/UTs.
•
Build KSAs (Knowledge, Skills, and Abilities)
of the participants on various aspects of successful project implementation. These include domain, processes, technology, people, and policies.
•
Gain more in-depth perspectives into the
structured system-centred around that demonstrated practice.
•
Reflect on the various aspects/topics discussed
and relate them to the respective State/UT status.
ADDITIONAL READING:
1. Indian
cs641sdgsreportweb.pdf)
2. Scouts in Denmark are achieving the SDGs through environmental sustainability (http://www.teachsdgs.org/blog/
scouts-in-denmark-are-achieving-the-sdgs-through-environmental-sustainability)
3. http://www.cips.org.in/documents/Published_Documents/e-books/2015/Health/Telemedicine/telemedicine-in-
tripura.pdf
4. https://nceg.gov.in/sites/default/files/case_studies/Digital_Land.pdf
5. https://www.newindianexpress.com/states/odisha/2020/jan/07/read-to-lead-benefits-odisha-tribal-
students-2086198.html
6. http://www.tspmt.com/vol6-july2016/14.Bimal%20Charan%20Swain.90-94.pdf
7. http://www.cips.org.in/documents/Published_Documents/e-Books/2015/Health/Aravind-Eye-Care/Aravind-Eye-
Care.pdf
8. https://www.wgea.gov.au/sites/default/files/documents/Aurecon_elevating_women_in_STEM.pdf
9. https://www.wgea.gov.au/newsroom/latest-news/bridging-the-gender-gap-with-aurecon
10. https://en.wikipedia.org/wiki/Workplace_Gender_Equality_Agency
11. https://arogya.karnataka.gov.in/Forms/Aboutus.aspx
12. https://publicadministration.un.org/en/Research/Case-Studies/unpsacases/ctl/NominationProfilev2014/
mid/1170/id/531
Participant’s Manual | 107 SESSION-5: BEST PRACTICES FROM THE FIELD
RECOMMENDED READINGS
Case Studies:
1. SDG7: Affordable and Clean Energy
The National Clean Energy Fund (http://sdghelpdesk.unescap.org/sites/default/files/2018-03/India%20Energy%20
The%20National%20Clean%20Energy%20Fund.pdf)
2. SDG 11: Sustainable Cities and Communities
Green Buildings: A path to a sustainable society (http://sdghelpdesk.unescap.org/sites/default/files/2018-03/India%20
Green%20Buildings-Surat.pdf)
3. Innovative Toilet Concepts for Urban India
(https://smartnet.niua.org/sites/default/files/innovative-toilet-concepts-for-urban-india.pdf)
4. Amaravati – Innovative & Inclusive Land Pooling Scheme https://smartnet.niua.org/sites/default/files/resources/
apcrda_lps_book_8th_april.pdf
5. 10 Innovative Approaches to improve the Urban WASH Sector in India
https://smartnet.niua.org/sites/default/files/10-innovative-approaches-to-improve-the-urban-wash-sector-in-india_
compressed.pdf
6. SDG 1: No Poverty
Financial education for the old age protection https://www.colpensiones.gov.co/beps/index.phphttps://www.
colpensiones.gov.co/Documentos/informes_de_gestion
7. SDG 2: Zero Hunger
Agro ecological City: the engineering helping to build another economy
Source: https://esf.org.br/projetos/
8. SDG3 - Good Health and Well Being
Accelerating access to quality care for children with suspected tuberculosis through improved diagnostic strategies
News stories: FIND awarded for expanding pediatric TB diagnosis in India: https://www.finddx.org/news/find-awarded-
expanding-paediatric-tb-diagnosis-india. Sabir’s long road toTBdiagnosis:https://www.finddx.org/news/sabirs-tb-
diagnosis/Articles: Gene Xpert: transforming the diagnosis of pediatric TB in India / US Agency for International
Development – September 2017. Drug-resistant TB higher among children than expected: report / Hindu, Delhi – July
2017. India rolls out new TB diagnosis aimed at catching child cases / Devex – September 2017.
9.
SDG3 - Good Health and Well Being
Accelerated Action for Impact (AAI): Improving maternal and child health in Kebbi State, Nigeria
Source:https://www.unicef.org/nigeria/sites/unicef.org.nigeria/files/2019-07/AAI%20Overview.pdf
10. SDG 4: Quality Education
Inspire’sStructured Training and Education Program (STEP)www.inspire.org.mt www.know-ur-rights.com
11. Leaders who transform: Ensuring an inclusive and equitable quality education
Source: https://g1.globo.com/ce/ceara/especial-publicitario/unifor/ensinando-e-aprendendo/ noticia/2018/10/03/
alunos-desenvolvem-projeto-de-reintegracao-social-com-idosos.ghtml
https://g1.globo.com/ce/ceara/especial-publicitario/unifor/ensinando-e-aprendendo/ noticia/estudantes-apresentam-
projetos-na-clinton-global-initiative.ghtml
12. SDG 5: Gender Equality
Affirmative Actions for Equality, Non-Violence ,and strengthening Women’s Leadership in Quintana Roo
http://www.equidad.org.mx/
13. SDG 6: Clean Water and Sanitation
Accelerating the Achievement of SDG6 in five countries: A Discussion paper (http://inweh.unu.edu/wp-content/
uploads/2017/01/SDG-Discussion-paper.pdf)http://sdgpss.net/en/
14. SDG 12: Sustainable Consumption and Production
The sustainable chain in search of a better world: adopt this idea
https://www.uemasul.edu.br/portal/
15. SDG 16: Peace, Justice, and Strong Institution
The DEDICA Program- Defense of the Rights of Children and Adolescent
shttp://amigosdohc.org.br/project/programa-dedica http://dedica.org.br/home/
108 | Participant’s Manual AGENDA 2030
SDGs Addressed: SDG 3
‘5Ps’ of 2030 Agenda: This innovation falls under
the ‘People’ category.
Summary
To provide health services in the remote rural
areas, the Government of Tripura introduced
a novel healthcare project in 2005 built over a
telecommunication and information technology
backbone. A multi-disciplinary, multi-stakeholder
model executed by the Ministry of Health & Family
Welfare, Ministry of Information and Technology,
Indian Institute of Technology (IIT) - Kharagpur,
and WEBEL Electronic Communication Systems
Limited, Kolkata demonstrated the impact of
telemedicine.
Accessibility, affordability, and qualitative provision
of healthcare are the three main problems of the
healthcare system in a country like India. India
boasts of a broad public as well as private health
infrastructure. India’s multi-tiered public health
system is equipped to handle an ascending order
of complexity and variety of medical conditions.
Primary, Secondary, and Tertiary health services
are provided through Health Sub-Centers, Primary
Health Centers, Community Health Centers, and
the District Hospitals. Despite this extensive
healthcare delivery network, public health services
in the country are in a state of crisis. It is evident
when one looks very carefully at the overall illness
burden and some specific mortality and morbidity
indicators.
The Situation
The health infrastructure in the State of Tripura
is very dismal due to a mismatch between the
availability and the required infrastructure. A
startling shortfall is seen in much needed primary
healthcare facilities such as Sub Center (SC) and
Primary Health Center (PHC). While the facilities to
deliver healthcare at the rural level are inadequate, a
more significant concern is the shortage of trained
specialists, particularly for high-risk pregnancy
and neonatal cases in secondary and tertiary
care facilities. Many people from Tripura seek
specialists both in secondary and tertiary level care
from other States because of the non-availability of
quality public or private medical services in most of
the districts.
Strategy
The initiative to introduce telemedicine in the
State of Tripura was taken in 2005. Department
of Information Technology, Government of
India, sponsored a pilot Telemedicine project for
development and implementation in the State’s
Government Hospitals. The project was developed
in collaboration with the Indian Institute of
Technology (IIT) - Kharagpur, to build the technology
required for Telemedicine’s introduction.
Results and Impact
The disciplines covered under this service are
medicine, radiology, orthopaedics, paediatrics,
gynaecology, surgical, and dermatology. In the initial
years, more than 50 percent of patient referrals
were for cases of general medicine. However, for
the last few years, there was a significant increase
in radiology and orthopaedics consultations.
It is also heartening to see that every year the
number of patients treated through telemedicine is
increasing. The State Government is also proactive
in the sustenance of the services. After completing
the project period, the State government took
CASE STUDIES
5.1. IMPLEMENTATION OF
TELEMEDICINE IN TRIPURA
Participant’s Manual | 109 a unique initiative for arranging funds from the
National Rural Health Mission (NRHM) to maintain
the systems and support the trained workforce to
the telemedicine centres. The telemedicine record
shows that from June 2005 to March 2013, more
than 30,000 patients were treated/consulted,
covering the major disciplines such as Medicine,
Radiology, Orthopedics, Pediatrics, Gynecology,
Surgery, and Dermatology. Over 1,18,654 patients
were treated from June, 2009 up to 31st March,
2018.
Replicability
In today’s COVID-19 scenario, the policy for
telemedicine has been approved at the national
level. This approval has paved the way for
replicating this experience and other telemedicine
initiatives in the country.
Telemetric’s Telemedicine system, a peer-to-peer
tele-consultation system in government hospitals
of Tripura, is backed by databases and data
conferencing.
Since its inception, the doctors at the sub-divisional
hospitals and primary health centers were linked
to tertiary care centers in Agartala via lease line
of BSNL for State-wide Area Network (SWAN) for
data communication and video conferencing.
Expansion took place in three stages connecting
16 SDHs/CHCs/PHCs with their three resource
centres, i.e., G.B. Pant Hospital, IGM Hospital &
Regional Cancer Hospital.
The Telemedicine facility can be utilized for
distance and continuing medical education,
training of isolated or rural health practitioners,
video conferencing for administrative purposes,
and other relevant utilizations. The facility allows
peer applications and enables different instruments
like ECG recorders, X-Ray film scanners, and
others to be integrated with the system. To ensure
proper compliance and ease of entering data, it
has a structured form-based data entry module
for different categories of diseases, supporting
statistical report generation. The system enables
backup and report generation while ensuring the
confidentiality of patients’ personal information.
Internet browser-based Graphical User Interface
for patient’s data access like video, audio, texts,
and graphics, and it is possible to visualize and
annotate human profile and medical images.
This Tele-consultation model improves access to
speciality healthcare services and quality care to
underserved rural, semi-urban, and remote regions.
It helps in faster knowledge transfer by enabling
medical experts’ access to a large population by
reducing clinical travel.
Source: Centre for Innovations in Public Systems (CIPS)
Case Study for the Participants
A few years ago, a young boy Madhav, suffered
an accidental injury of the knee and was having
difficulty walking for the past months. His family
was having difficulty approaching suitable doctors
as they lived in a remote place in Amarpur, and
the nearest sub-divisional hospital was 30 Kms
away. When they managed to reach the hospital,
with an utter shock, they found that this 25-bed
critical access hospital does not offer an intensive
care unit due to lack of adequate infrastructure. No
specialist (Orthopedic Surgeon in this case) was
also not available to take care of their son, which
added to their disappointment. The Chief Medical
Officer always tried to fill up the vacancies, which
had never been easy.
SESSION-5: BEST PRACTICES FROM THE FIELD
110 | Participant’s Manual That is when the Chief Medical Officer investigated
‘Telemedicine’ and found the services to be a
much more economical way to go, more fiscally
responsible for filling the gap quickly. He made
no delay in installing the system in the hospital.
Staffs and nurses received special training in
interacting with the specialist doctors through
tele-consultation and understood how the remote
physician and patient could see and communicate
with each other. The physician can ask questions,
zoom in and zoom out, and pan the scene using
a high-definition camera. The physician also
can read all bedside monitors, including ECG.
The CMO observed that staff nurses had gained
more confidence in their everyday duties as well.
They demonstrate more autonomy by not turning
immediately to a doctor for things within their
nursing scope. Patient satisfaction scores also
have improved.
Learning Objectives
• Deriv
mapping, and implementing the various
processes, integrating all facilities’
function.
•
Harness technology helps to facilitate
efficiency and reduced costs.
• Use Analytics to enhance decision-
making, thus helping the hospital scale-up and cater to different and diverse patients’ sets without compromising quality and service delivery.
•
Hospital’s funding structure, which not
only helps to meet its operational cost but also generates a surplus.
Proposed Discussion Questions
•
Is
explain how. If no, give reasons.
• What factors do you think have
contributed to the success and sustainability of Telemedicine?
•
How to create an effective feedback
mechanism that essentially captures the patients’ pleasure and difficulties?
•
What could be the challenges in
replicating this model elsewhere?
AGENDA 2030
Focal Point
This study’s main objective is to discover
how several stakeholders can be motivated
and engaged in conceptualizing and
implementing this project. The stakeholders
include government and the various
departments that are responsible for
conceptualizing, approving finances &
viability, the hospital providers, i.e., the
ophthalmologist, administrative team, Tele-
consult implementation team, the front
office team, the optometrist, the nurse, the
referring doctors who are located remotely
or even the social health activist.
Participant’s Manual | 111 5.2. “DIGITAL LAND” (COMPREHENSIVE
SYSTEM OF LAND MANAGEMENT),
BOARD OF REVENUE, UTTAR PRADESH
SDGs Addressed: SDG 15
‘5Ps’ of 2030 Agenda: This innovation falls under
the ‘People and Planet’ category.
Summary
Uttar Pradesh has 18 divisions, 75 Districts, and
350 Tehsils spread across a 2.35 crore hectare
land, divided into 1,08,848 revenue villages with
7.65 crore plots, 11.19 crore owners and 3.38
crore Khatas in Khatauni (RoR) and 2486 Revenue
Courts with 11.24 Lakh Revenue Court Cases.
The Situation
•
Manual Records: The manual management of
records led to potential errors, and there was a lack of transparency resulting in harassment of farmers and citizens. It was also challenging to correlate or link it with other databases due to its nature and sheer volume.
•
Lack of Transparency and Accountability: The
scope of corruption increased, as the Registry of lands, Mutation, and other paperwork was based on manual reports provided by various officers in the chain. If in the Record of Rights, a mutation of disputed land was done, it was difficult to trace back the error point, whether it was a data entry error or false report by the officer or due to collusion with the buyer or seller.
•
Data entry and reconciliation of the data: The
data entry and its reconciliation with the manual records was a huge challenge and required the active involvement of the entire Revenue Administration in the State, who had to do this extra work in addition to their regular duties.
•
Registry and Documents: Courts throughout
the State had to be convinced to accept the registry and mutation documents containing the Revenue Inspector’s (Computer) digital signature as admissible evidence for cases.
•
Lack of solutions to secure and validate data:
Maintenance of data on different client servers caused mismatch and errors. The authenticity of the data uploaded could not be verified. There were time-lags in integrating the data on other client servers.
•
Integration of resources: Shifting to an online
system meant massive pooling of resources in terms of digitally literate workforce, financial resources for the creation of online databases for records of court cases, scanned maps, the record of rights, setting up the infrastructure for back-end integration of all such databases, the arrangement of enough clouds to rage space and capacity-building of employed data entry operators to work on the new system.
Strategy
‘Digital Land’ is a project conceived and implemented by the Government of Uttar Pradesh for Digitization of Land Records, with technical support of NICUP State Centre. It represents a paradigm shift model from a department-centric closed approach to a citizen-centric open approach and from a process-oriented system to a service-oriented system. It is an integrated and interoperable solution for extending e-Services related to the rural land of Uttar Pradesh.
The unique feature of the ‘Digital Land’ project of
UP is the concept of assigning a unique 16-digit
code for every field or revenue plot (Gata) in the
State. Like the Aadhaar number of the plot, these
unique codes have been assigned to every plot
SESSION-5: BEST PRACTICES FROM THE FIELD
112 | Participant’s Manual AGENDA 2030
(about 7.65 Crore) in UP (except for villages under
Consolidation or Survey). The first six digits of this
Unique code are the town’s revenue village code
where the plot is situated (same as allotted by the
Registrar General of India for Census). The next
four digits (7th to 10th) display the plot number,
whereas the subsequent four digits (11th to 14th)
indicate its division’s status. The last two digits
(15th and 16th) show the category of the land.
The project comprises of online web applications
of Land Records, Revenue Court Cases, Bhu-
Naksha (Digitized Cadastral Maps), Khasra (Field
book with Crop details), Online Mutation (for
recording Succession or Virasat), and Anti-Bhu-
Mafia Portal (for action against land grabbers). All
these applications have been integrated on a single
platform and integrated with/being utilized by
applications of other departments like Registration
(for sale/purchase of land), Food and Civil Supplies
(for Foodgrains Procurement), Agriculture (for
Farmers’ Loan Waiver Scheme, Soiltesting,
Agriculture Survey, and Pradhan Mantri Kisan
Samman Nidhi Yojna), Forest (for creating Land
Bank and Compensatory forestation), CM Office
(for review of public grievances- Jan Sunwai),
e-District (for the issue of solvency, income,
domicile and caste certificates) and Banks/
Financial Institutions (for recording mortgage)
through web services/user-login.
Results and Impact
This entire data generated in the Digital Land
project’s applications are being made available
online to the common public and other
stakeholders through several points of online
services, including more than 85000 Common
Service Centers and Lokvani Kendras. The “Digital
Land” project generates revenue of crores of rupees
for the service providers and the Department by
distributing digitally signed Khatauni (Record of
Rights or RoRs). About one crore users are being
benefitted from this e-Gov initiative every day.
‘Digital Land’ also made it possible to transfer
various subsidies, relief funds and other benefits
directly into the bank accounts (DBT) of actual
beneficiaries. It is possible to identify, sort and
filter genuine beneficiaries under any scheme
depending on their land holding size. On 24th
February, 2019, under PM Kisan Samman Nidhi
Yojana (PMKSNY) scheme, Rs. 2000/- each was
transferred into the bank accounts of more than
one crore beneficiaries in UP by the Hon’ble Prime
Minister. It was made possible only because of the
successful implementation of the “Digital Land”
Project.
Replicability
The project has reduced the time taken to manage
and maintain records, increased accuracy and
efficiency, and enhanced the safety of records held.
‘Digital Land’ has also increased the accessibility
of all information related to land title/dispute or
any other issue (whether the land is reserved for
any specific purpose by the State Government or
not including plans like town planning) land title
to the citizens. It also reduces corruption and
inconvenience caused to the public, thus making it
a perfect example of good governance.
‘Digital Land’ has the potential to be scaled up at
the national level and can be replicated in all states
of India. The Department of Land Resources,
Ministry of Rural Development, and NITI Aayog
have acknowledged and appreciated the concept
of a Unique Code for fields and are taking initiatives
to replicate it across the country.
Participant’s Manual | 113 The ‘Digital Land’ project has won the Gold Award
in ‘Category I–Excellence in Government Process
Re-Engineering for Digital Transformation’ as a part
of the National e-Governance Awards, 2019.
Source: NCEG -Digital Land
Case Study for the Participants
The District Magistrate of Jalaun district in Uttar
Pradesh was planning on settling in for the
night when he heard his cell phone ring. Due to
poor network connectivity in the district, he was
surprised to get a call late in the evening. Realizing
the emergency, he grabbed the instrument and
found the voice at the other end exasperated.
“Sir, there is a fight among the farmers on land
disputes and the papers of the office has been
destroyed.”
District Magistrate: “What? Where? When? Is it a
strike by the farmers again?”
The voice at the other end relaxed a little and said,
“No, Sir! Due to lack of records in digital form,
farmers are facing a lot of hardship in obtaining
papers and maps of their land”. After the delivery
of this terrible news, the network conked off.
The District Magistrate immediately took action
and started enquiring. A meeting of Medical
Officers, Sabhadipati, Assistant District Magistrate
(A.D.M), Panchayat Raj Adhikaris, Land Records
officials was ordered at 10 o’clock in the night. They
were all asked to come with information about the
existing land record services. After deliberating the
situation in the meeting, the District Magistrate
decided to implement ‘Digital Land’ system
through which satellite images of a particular area
will be prepared with GIS technique and will be
compared with the existing land records. These
will then be uploaded to the computer with overlay
methods to know the exact geographical situation
and land use. Digital Land ensured accessibility of
land-related information in an easy and transparent
manner and facilitated land-related transactions by
deploying technology for smoother workflow of
land-related issues.
Focal Point
The case study gives a brief description
of the situation before the implementation
of the project. It outlines the strategy
adopted in this project and concluded with
the results and impact identified with the
implementation of Digital Land.
Learning Objectives
The overall learning objectives of the case centre on how to improve the integration and improvement of land records services, preparation for and management of land crises, and organizational convergence and collaboration.
Proposed Discussion Questions
• Do
that have been carried out are mere
‘improvements’ or did they represent
‘transformation’? Give reasons.
•
The success of this project depends
on how well the risks associated with manual data are managed. Identify the associated risks and possible ways to mitigate them.
•
What could be the innovative pathways
to successfully replicate the project in other districts and other policy sectors?
SESSION-5: BEST PRACTICES FROM THE FIELD
114 | Participant’s Manual AGENDA 2030
5.3. ‘READ TO LEAD - IGNITED MINDS’
CAMPAIGN, ROURKELA, ODISHA
SDGs Addressed: SDG 4
‘5Ps’ of 2030 Agenda: This innovation falls under
the ‘People and Prosperity’ category.
Summary
The ‘Read to Lead – Ignited Minds’ campaign,
launched in 2019 by Rourkela Municipal Corporation
(RMC) in association with Rourkela Smart City
Limited (RSCL), has benefited poor tribal students
in Rourkela. This campaign brings an e-Library
to students, especially in Science, Technology,
Engineering, and Mathematics (STEM).
The Situation
With 9.66 percent Scheduled Tribe Population,
Odisha ranks third in India. The literacy rate of
Scheduled Tribes in Odisha is 52.24 percent
as per the 2011 Census. During 2014-15, 1683
educational institutions were functioning under the
administrative control of ST and SC Department
of Government of Odisha. During 2014-15, 4.34
lakh students were enrolled in these schools. The
Government of Odisha is committed to improving
Scheduled Tribe students’ status by a series of
measures like free education, scholarship, hostel
facilities, free text books, dress, bicycle for ST
girls, and Midday Meal Program. Despite this,
Government struggles to ensure the continued
education of ST students mainly due to low
learners’ motivation, illiteracy, helping parents at
work, scheduling school timing, under-qualified
teachers, and people’s negative attitude towards
education in adequate exposure compared to their
privileged counterparts.
Strategy
The e-Library, through which the students are
taught, has been divided into three sections.
While one section enables reading magazines,
newspapers, and books, the other has internet-
enabled computers that can access e-books,
e-magazines, and e-journals. The third section
is dedicated to activities for personality and skill
development.
The primary characteristic of the campaign is
to encourage creativity through smart learning
using proven techniques and strategies. The
campaign focuses on seven critical components
to ignite imagination and explore original ideas,
give exposure to openness and novel experiences,
help in decision making, effective communication,
motivation, teamwork, and boost creative potential
with physical activities.
Results and Impact
The campaign focuses on Science, Technology,
Engineering, and Mathematics (STEM). As many
as 565 tribal students, staying in three Government
Urban Education Complexes and enrolled in
various private English medium schools are its
beneficiaries.
Volunteers from various educational institutions
have been engaged as mentors to ignite the
children’s minds and help them learn. Under
several sub-educational schemes, the students are
also given opportunities to design a t-shirt, create
animations using mobile apps and paper models
of rockets.
‘Siksha Mitra’, volunteers from Government
Teachers’ Education College, have been entrusted
with imparting education and training, while ‘Siksha
Sevi’ volunteers from various colleges are engaged
in skill development. ‘Sikhya Hiteishi’ volunteers
from BPUT guide and monitor the STEM program
and design new plans in consultation with the
volunteers.
Participant’s Manual | 115 Replicability
Rourkela has been conferred with the prestigious
Skoch Order-of-Merit Award for the ‘Read to Lead
Ignited Minds’ campaign in 2019. The project has
also won an award in the category of ‘Academic
Program’ at the Smart Cities India Awards, 2019
presentation.
The campaign encourages and recognizes the
hidden talents of the tribal kids through innovative
learning approach & problem-solving methods.
Sources:
1. The new Indian Express, Jan 2020
2. Asian journal of educational research & technology, Vol. 6 (3),
July 2016 :90-94
Case Study for the Participants
Bhavna and Aadarsh are lovely kids of Somesh
and Sakku, daily wage labourers, in Sundergarh
district, Odisha. Even as the kids of their age
started getting enrolled in various schools, Bhavna
and Aadarsh would spend `majority of their time
playing at fields or construction sites where their
parents got work to earn the day’s bread. Joyful
childhood is a child’s right, but they shouldn’t be
deprived of learning before marching into school
education. Somesh and Sakku always felt that their
poverty is impacting their kids’ basic learning and
felt the need to nurture them properly to ignite their
thinking process and behaviour.
Upon enquiry, they came across the ‘Read to
Lead - Ignited Minds’ campaign, which solely aims
to encourage creativity through smart learning
using proven techniques and strategies. The
campaign focuses on seven critical components
to ignite imagination and explore original ideas,
give exposure to openness and novel experiences,
help in decision making, effective communication,
motivation, teamwork and boost creative potential
with physical activities.
Somesh and Sakku are now very happy to see
their children reading magazines, newspapers and
books, both offline and online.
Focal Point
The program’s objectives are clearly defined
to empower the child with natural methods
of learning such as play and learn. For
that, they have devised programs and
infrastructure under the campaign, which
are very well-suited.
Learning Objectives
• Motiv
attempt to strike a balance between the school readiness of tribal children and community support/ownership towards education.
•
Execution of the program: Strategy,
teaching methods, learning materials etc.
• Help the campaign scale-up and cater
to different and diverse sets of target groups without compromising quality and service delivery.
•
Higher attendance rate: There is a
reduction in the drop-out rate.
Proposed Discussion Questions
• In
determine sustainability of this campaign in the long run?
•
Convincing rural villagers, who are poor, is
not a difficult task. But how to achieve it?
• How to create an effective feedback
mechanism that essentially captures the students’ pleasure and difficulties?
SESSION-5: BEST PRACTICES FROM THE FIELD
The campaign encourages and recognizes
116 | Participant’s Manual AGENDA 2030
5.4. ARAVIND EYE CARE SYSTEM
This case study discovers how an organization
can provide maximum value to its customers in a
cost-effective way without compromising service
delivery and excellence.
SDGs Addressed: SDG 3
‘5Ps’ of 2030 Agenda: This innovation falls under
the ‘People’ category.
Summary
Aravind Eye care System runs with the mission
‘to eliminate needless blindness.’ This objective
is achieved through various innovations of its
constituent entities, i.e., Aravind Eye Hospitals, Lions
Aravind Institute of Community Ophthalmology
(LAICO), Dr . G. Venkataswamy Eye Research
Institute, Aravind Eye Banks, and Auro labs.
The Situation
At least 200 million people need eye care in India,
but only about 10 percent can access it currently.
The need of the hour is to provide quality eye care
to the people and resolve needless blindness.
Cataract surgeries alone can give sight to 7.5
million people and rectify refractive errors that can
resolve another 2.4 million issues in the country.
Strategy
With its mission to ‘eliminate needless blindness’,
Aravind provides large volume, high quality, and
affordable care. Fifty percent of its patients receive
services either free of cost or at a steeply subsidized
rate, yet the organization remains financially
self-sustainable. Much importance is given to
equity–ensuring that all patients are accorded the
same high-quality care and service, regardless of
their economic status. A critical component of
Aravind’s model is the high patient volume, which
brings with it the benefits of economies of scale.
Aravind’s unique assembly-line approach increases
productivity ten fold. Over 4.5 lakh eye surgeries or
procedures are performed a year at Aravind, making
it one of the world’s largest eye care providers.
Since its inception, Aravind has handled more
than 5.6 crores (56 Million) outpatient visits and
performed more than 60 lakh (6 Million) surgeries.
The Aravind Eye Care System now serves as a
model for India and the rest of the world.
This well-recognized innovation has been
possible because of a dedicated team, process
innovation, understanding of beneficiaries’ needs
and continuous monitoring. This is a successful
example of replication that has brought real change
to the lives of the people. Aravind Eye Care System
has lessons not only in affordable eye care but also
for designing innovative solutions for addressing
the multiple problems of the community.
Participant’s Manual | 117 PERFORMANCE APRIL, 2018 - MARCH, 2019
Outpatient Visits
HOSPITALS
Paying Sections
2,357,654
F
ree Sections
637,848
OUTREA
CH
Screening Camps
563,941
Vision Centr
es
652,902
Community E
ye Clinics/City Centres
196,635
T
otal Outpatient Visits Handled
4,408,980
OUTP
ATIENT VISITS
Total Madurai
HOSPITALSPaying Sections
2,357,654 680,478
F
ree Sections
637,848 200,216
OUTREA
CH
SCREENING CAMPS*Comprehensive Camps 346,972 95,990
Diabetic Retinopathy 88,805 11,648
Scr
eening Camps
Work place Refraction Camps
54,240 13,854
School childr
en examined
49,962 14,369
b
y Aravind staff*
Paediatric Eye Screening
8,334 -
Mobile van Refraction Camps 6,693 -
RoP No. of babies screened 8,935 917
in NICUs (OP)T
OTAL FORMS
563,941 136,778
SCREENING CAMPS*VISION CEN
TRES
652,902 272,309
COMMUNI
TY EYE CLINICS/
196,635 108,361
CI
TY CENTRES

TOTAL OUTPATIENT VISITS 4,408,980 1,398,142
SURGERIES, L
ASER PROCEDURES & INJECTIONS
Paying Sections
267,453 90,651
Subsidiz
ed
142,573 50,576
(walk-ins t
o the free hospital)
Free (through screening camps)
92,510 32,178
T
OTAL SURGERIES
502,536 173,405
Results and Impacts
From April, 2018 to March, 2019
4,408,980 out-patient visits
were handled and
502,536 surgeries, laser procedures
and Injections
performed across all Aravind Eye
Hospitals.
PATIENTCARE
While Aravind team screened 49,962 children,
an additional 371,921children
SESSION-5: BEST PRACTICES FROM THE FIELD
118 | Participant’s Manual AGENDA 2030
Replicability
What started as an 11-bed hospital has now become
the conglomerate, Aravind Eye Care System. Today,
Aravind operates a growing network of eye care
facilities, a post graduate institute, a management
training and consulting institute, an ophthalmic
manufacturing unit, a research institute and eye
banks. Aravind’s eye care facilities include 13 eye
hospitals, 06 outpatient eye examination centres,
and 75 primary eye care facilities in South India.
Aravind’s outreach activities have successfully
reached the people in Andhra Pradesh, Karnataka,
and Kerala.
The high level of efficiency and quick turn around of
patients are two primary reasons AECS generates
surplus revenues by, while charging low fees. All the
performance targets of the AECS are focused on
quality service provided to the number of patients
treated and not on any parameter of earnings.
Source: CIPS, February 2014
Case Study for the Participants
The same case study for “Implementation of
Telemedicine in Tripura” may be used.
5.5. BRIDGING THE GENDER GAP AND
ELEVATING WOMEN IN STEM WITH
AURECON
SDGs Addressed: SDG 5
‘5Ps’ of 2030 Agenda: This innovation falls under
the ‘People’ category.
Summary
Aurecon is an engineering, design, project
management, and infrastructure advisory company
based in Australia and South Africa that wants
to continue to improve the gender balance of its
workforce. The Professional, Scientific, and Technical
Services industry, as a whole, has the fourth-highest
gender pay gap in the Workplace Gender Equality
Agency data set (Australian Government statutory
agency responsible for promoting and improving
gender equality in Australian workplaces). However,
many employers are determined to change, with the
industry making significant improvements across
the board on gender equality policies and strategies.
Aurecon is one of these organizations which set its
sights on improving gender balance in its workforce,
with tangible results.
The Situation
Demand for technical and STEM (Science,
Technology, Engineering, and Mathematics) skills
are high in the current market. Aurecon is building
an inclusive culture to support all employees to
feel valued, have a sense of belonging, and have
equal access to opportunities. In 2017, women
represented 29 percent of Aurecon’s total workforce,
with much lower percentages at middle and
senior levels. Aurecon decided to increase female
representation by taking a range of actions, from
recruitment to progression and retention.
Participant’s Manual | 119 Strategy
While ensuring the focus remained on a broad
definition of diversity and inclusion, Aurecon
implemented a plan to improve its workforce’s
gender balance, particularly in professional roles,
technical roles, and leadership positions. The
strategic focus included leadership, policies,
language and behaviour, and targets.
Aurecon supports inclusive language and
behaviours through inclusive leadership training,
the use of Diversity Council Australia and Aurecon’s
Words@Work research, and the Leadership Shadow
tool (created by Male Champions of Change and
Chief Executive Women).
Results and Impacts
In the three years since implementing their strategic
plan, they have achieved fantastic results, including:
•
Reached national workforce target of 35 percent
female representation by 2019 and adjusted the
target to 40 percent for 2021.
• Moved from 12 percent to 18 percent at level
7 and from 10 percent to 18 percent at level 8 (operations only).
•
238 women have completed the Ascend
Program, of which 42 percent have since been promoted from 2017 and 2018 intakes.
•
88 percent of Aurecon’s female employees and
91 percent of male employees say they have the flexibility they need to manage work and other commitments.
•
The proportion of paid parental leave taken by
men has increased from 7 percent to 40 percent since the new policy was introduced in late 2017.
•
1000 line managers have attended foundation
inclusive leadership training.
• More than 140 senior leaders have attended
advanced inclusive leadership training.
Replicability
Aurecon has introduced policies that make it
easy to attract a diverse workforce, like inclusive
parental leave and flexible working policies. Aurecon
encourages both women and men to take parental
leave. If both genders can take parental leave, this
removes the perception that women are more likely
to take time away from the office or take breaks
from their careers.
Aurecon continued with its leadership program,
Ascend, which is explicitly designed to empower
and support Aurecon’s high potential women to
use strengths-based leadership to determine
and navigate their unique path to achieving their
potential.
Sources:
1. Aurecon: elevating women in STEM
2.WGEA: Work Gender Equality Agency, Australia Government
Learning Objectives
The focus is on understanding the
dimensions of sustainability and factors
which can help in scalability of the project
and how the institutionalization of the project
is important for sustainability.
Proposed Discussion Questions
• What
the community in which they work and
creating awareness about gender parity?
• What are your ideas about engaging
women as key players and partners along with men in achieving desired results in the area of work?
•
Discuss some practical ways of
developing a voluntary action roadmap to take forward the agenda of gender equality.
SESSION-5: BEST PRACTICES FROM THE FIELD
120 | Participant’s Manual AGENDA 2030
5.6. AROGYA KARNATAKA SCHEME
SDGs Addressed: SDG 3
‘5Ps’ of 2030 Agenda: This innovation falls under
the ‘People’ category.
Summary
Karnataka has been at the forefront of successfully
implementing various healthcare schemes through
Suvarna Arogya Suraksha Trust on an Assurance
Mode to benefit a large section of BPL and APL
populace State, including Road Accident Victims
within the borders of Karnataka. As per the World
Bank study, the implementation through Assurance
Mode was reinforced because there was a 64
percent reduction in Out of Pocket Expenditure.
Mortality was reduced by 64 percent among BPL
families, and 12.3 percent of households are more
likely to access hospital care.
Hence, the pioneering ‘Arogya Karnataka’ assures
universal healthcare at all levels to all Karnataka
residents by pooling resources from ongoing
schemes. With this, Karnataka is proud to be
the FIRST STATE in the country to declare and
implement Universal Health Coverage to insulate
Karnataka people from impoverishment and
ensure the overall health well-being of the people
of Karnataka.
The Situation
The current ongoing health schemes are converged
under this new ‘Arogya Karnataka’ Scheme. The
scheme has been rolled out in Karnataka in phases
by June, 2018. In the first phase, ten significant
hospitals were chosen. In the next stage, it was
rolled out in other 33 major and district-level
hospitals. After that, the roll-out of the scheme took
place to taluka level hospitals, CHC, and PHCs.
Strategy
Patient Enrollment
All potential beneficiaries enroll in the system at
any public health institution only once. ArKID is a
unique id-based card, based on Aadhar number
and biometric details are authenticated with the
Aadhar server and e-KYC done. Once verified,
private hospital referrals also may be possible.
A mandatory consent will be obtained using a
pre-printed self-declaration from the enrolling
beneficiary to use his/her details only for
enrollment. The self–declaration form will also
contain a section where in the beneficiary desiring
to been rolled under the ‘Arogya Karnataka’ scheme
declares that he/she does not have insurance in
any other scheme.
Patient Entitlement under the Scheme
The PDS card decides the entitlement of the
patient. It is authenticated via a web service, with
the stored PDS details in the Food and Civil Service
Data base to determine whether the beneficiary
belongs to the ‘Eligible Category’ or not, as per the
norms defined under the National Food Security
Act 2013. Accordingly, He/She will be categorized
as an ‘Eligible Patient’. Suppose a beneficiary is not
from the ‘Eligible category’ as per the FSA or does
not have a PDS card. In that case, he or she will be
automatically enrolled as a ‘General Patient’.
The generated unique ID number printed on a card
will be provided on Rs.10/- only for the first time to
the successfully enrolled beneficiary. For reprinting
the card on request of the enrolled beneficiary,
if he/she has lost the card, he/she will be given
another card at the cost of Rs.20/- only.
ArKID - The unique ArKID will be the PDS card
Number with a separator (-) and a sequential
Participant’s Manual | 121 number for each family member who approaches
a PHI for service and seeks to enroll.
The UHC Card will contain a Photo, Name, Unique
Scheme ID, and Basic Details of the Beneficiary. An
SMS alert will also be sent to the Enrolled Patient’s
mobile number wherever the mobile number has
been shared with the registration personnel.
Once the Scheme card is generated, the patient can
access the treatment under the ‘Arogya Karnataka’
scheme.
The beneficiary will not be required to carry
his/her Aadhaar card or Food card the next time
he/she visits the hospital for treatment. He/She will
be serviced based on the ‘Arogya Karnataka’ card.
Results and Impacts
The Department of Medical Education and Health
and Family Welfare Department have jointly
undertaken health cards distribution under the
‘Ayushman Bharat –Arogya Karnataka’ (ABARK)
scheme. Under this scheme, treatment of up to
Rs.5 lakhs will be provided free of cost for those
registered in more than 20 citizen service centres
across the district and at six Karnataka One centre
in the city.
The cards are being distributed as part of the
Universal Health Cover program implemented by
both Union and State Governments. Health Cards
are distributed only after the biometric verification
for all BPL, APL, and Aadhaar cardholders.
The cards are also being distributed at all Taluk
Government Hospitals at Hunsur, K.R. Nagar,
Periya patna, Nanjangud, T. Narasipur, H.D. Kote,
and at eight Community Health Centres.
Replicability
With the Health Card, a person can avail primary,
secondary, tertiary, and emergency treatment at
Government-owned Hospitals, Medical College
Hospitals, and empanelled Private Hospitals. In
case of accidental and medical emergencies,
however, the treatment and surgical procedures
can be availed at the nearest hospital, and the
patient can be transported to a Government
Hospital after 48 hours. The Government will fix
rates for various secondary and tertiary procedures
to be paid to Private Hospitals. Till then, Suvarna
Arogya Suraksha Trust rates will apply.
Source: Arogya Karnataka portal, Government of Karnataka
Case Study for the Participants
Raghav got butterflies in his stomach after taking
charge as the Medical Superintendent of a 1000
bedded hospital in Bengaluru. Established about
35 years ago, the hospital is supposed to have
made a fortune by now. Still, it is badly suffering
from rising costs, low patient enrolment and
declining quality of care. Also, being the only well-
established health facility for the people of nearby
districts, the hospital is expected to improve its
service delivery initiative to help realize the State
government’s vision of ensuring accessibility and
affordability of universal healthcare.
Raghav was hired with a clear mandate to improve
the quality of care and strengthen the operations
and productivity of the hospital. How did Raghav
achieve a remarkable turnaround in the face of
challenges like inadequate infrastructure, rising
costs, ageing population, income level, diseases
in epidemic proportions and illiteracy in the
community? How could he establish an alternate
healthcare model that could supplement the efforts
of the government while being self-supporting?
SESSION-5: BEST PRACTICES FROM THE FIELD
122 | Participant’s Manual Mr Raghav, while doing research, stumbled upon
the website of “Arogya Karnataka”, which aims to
extend universal health coverage at all levels to
benefit a large section of BPL and APL populace
State, including Road Accident Victims within the
borders of Karnataka. He understands how the
Learning Objectives
• Deriv
mapping, and implementing the various
processes, integrating all facilities’
function.
•
Harness technology that helps to
facilitate efficiency and reduced costs.
• Use Analytics to enhance decision-
making, thus helping the hospital scale-up and cater to different and diverse sets of patients without compromising quality and service delivery.
•
Hospital’s funding structure, which not
only helps to meet its operational cost but also generates a surplus.
Proposed Discussion Questions
• What
contributed to the success and sustainability of Arogya Karnataka?
•
Is the Arogya Karnataka model replicable
in your work area? If yes, explain how. If no, give reasons. (Output)
•
How could Raghav use the Arogya
Karnataka model to improve his hospital’s operational efficiency?
Focal Point
The main objective of this study is to
discover how all potential beneficiaries can
be enrolled in this system, and healthcare
services/treatments can be provided under
this scheme.
various components of “Arogya Karnataka” are
interlinked to achieve high operational efficiency
and universal health coverage. Raghav then felt
that his questions could be answered by studying
the model of Arogya Karnataka. It indeed worked
wonders for his hospital.
AGENDA 2030
Participant’s Manual | 123 5.7. “SHAISHAV”AND“MATRURAKSHA”-
District Panchayat, Kutch, Gujarat, India
SDGs Addressed: This initiative is relevant to the
following SDG goals:
‘5Ps’ of 2030 Agenda: This innovation falls under
the ‘People, Prosperity and Partnership’ category.
Summary
The names ‘MATRURAKSHA’ and ‘SHAISHAV’
were implemented to coordinate health workers,
elected representatives, and ICDS workers with
the community’s involvement. “MATRURAKSHA”
aimed to check the higher MMR (100) by focusing
on clear identification of target audience (lactating
Mothers) for continuous following up to undergo
all routine check-ups, using institutional health
facilities and special care to high-risk mothers.
“SHAISHAV” is aimed at ensuring children’s health
by reducing the chances of undernourishment. The
lack of coordination between the health and ICDS
department was targeted as the starting point of
the strategy adopted to remedy for malnutrition.
The detailed meetings, reviews, wide publicity, and
the adoption of children by Anganwadi officers
and other private entities brought focus and
accountability in the working of Anganwadis. In
two years, there was a remarkable reduction in
underweight children from 44,858 to 18,521. Most
of the beneficiaries are from poor and marginalized
backgrounds. The project addressed the issues
of infant mortality and maternal mortality in
Kutch district, Gujarat, since 2011. Matruraksha
and Shaishav were the two focused initiatives
undertaken in the two years.
The Situation
Kutch faced severe issues in delivering public
health services in general and for vulnerable groups
on malnourishment among women and children in
particular. Kutch, the largest administered district
in the country, with an area of 45,674 sq.Km,
which is more significant than even countries like
Switzerland, Belgium, Denmark, and Estonia.
Beneficiaries/Target Group
The primary beneficiaries are lactating Mothers
and Children from poor and marginalized
backgrounds. Some of the resources (i.e., financial,
human, material, or others) have been reused to
implement the initiative like the supplementary
nutrition kit (Shaishav Kits) comprised of sprouted
grams (500 gms), besan laddus (300 gms), dates
(500 gms), groundnut and sesame chikki (750
gms), and Bournvita (200 gms) costing around
Rs. 250 (4$). This expense was borne by involving
private donors, and utilizing funds received under
Corporate Social Responsibility (CSR) charters.
Reduction in MMR and IMR was achieved by
organizing various training camps and wide-scale
percolation of Gynecologists and Obstetricians.
The midwives and other health staff working with
Goal – 1:
No Poverty
Goal – 2:
Zero Hunger
Goal – 3:
Good Health
Goal – 5:
Gender Equality
Goal – 10:
Reduced Inequalities
Goal – 17:
Partnerships for the Goals.
SESSION-5: BEST PRACTICES FROM THE FIELD
124 | Participant’s Manual technical competence at the level of the PHC also
extended their help. The training camps were
focused on knowledge dissemination about issues
arising during childbirth was explained in detail by
the senior OB-GYN professionals, along with an
explanation of methods for early identification of
high-risk mothers.
Results and Impact
A long-term IEC program, designed to address
the challenges of traditions, geography, and
motivation, consisting of 85 camps, 400 meetings,
and 180 interactions with the parents and ICDS
and health functionaries, was implemented. This
intensive outreach program was built on carefully-
garnered support of elected representatives and
community leaders to reach out to ever-reluctant
women due to ethnic reasons. Early identification
of high-risk mothers and then follow up with them
continuously and ensure that proper medical help
of the highest possible quality is available nearby,
address Kutch district’s geography challenges.
District Development Office (DDO), through training
camps, group exercises, and master trainers’
training, could help build the belief that it is possible
to bring significant improvements in reducing MMR
and address malnourishment issues. This belief,
when translated into work, did wonders for Kutch.
Actions taken
Shaishav: An all-around nutrition drive for
Anganwadi children ensured that instances of
severe and moderate malnourishment drop nearly
by an amount of 50 percent. The moderately
malnourished children dropped to 20.33 percent
from a high of 37.31 percent. The extreme
malnourishment figure too came crashing down to
a mere 0.77 percent compared to 1.95 percent. The
initiative set an example for ensuring good health
and wellbeing (SDG 3).
Matruraksha: A holistic initiative to check maternal
mortality brought in gender equality discourse in the
district’s mainstream panchayat functioning. The
industry got expert guidance and help from the
medical officers posted in the country’s remotest
location. The involvement of the community and
healthcare officials reduced maternal deaths
significantly. This initiative brought down the
number of maternal deaths from a high of 42 to 29
percent in the entire district within a year.
Replicability
•
K
Anganwadi, based on their performance related to malnourishment. The Anganwadi grading helped delineate the problems emerging in particular localities. Through questionnaires and physical visits, the centres’ holistic grading resulted in creating a sense of competition amongst Anganwadi to outperform amongst themselves.
•
Star
screened for identifying the State of malnutrition prevalent in the entire district again became a template for implementing large-scale social sector projects in the State. The clean slate approach used, became a model for correct assessment and then applying a solution. Further, this gave all families a sense of equality and brought confidence in Government. The creation of colour-coded cards and registers at all Anganwadis for documenting the children’s growth story over the years brought in an inbuilt check over the fudging of data by lower-level functionaries.
AGENDA 2030
Participant’s Manual | 125 • The
by different departments ensured that dedicated
follow-ups reduce the time needed for them
to come out from severe malnourishment. 13
government departments adopted a total of
2,252 children, and the community adopted 328
children.
Source: Knowledge Base of UN Public Service Awards Initiatives
Discussion Points
1. How well does your State perform SDGs
on efficiency, quality, and access?
2. How does that performance limit your
system’s ability to achieve the goals of
ending poverty, improving health, access
to education, fighting inequalities, and
talking about climate change?
3.
What are the ‘critical failures’ in your
system that account for the most critical performance shortfalls in efficiency, quality, and access?
SESSION-5: BEST PRACTICES FROM THE FIELD
126 | Participant’s Manual SESSION 06INDICES
SDG “Data is a precious thing
and will last longer than the
systems themselves.”
- Tim Berners-Lee
128 | Participant’s Manual DAY 2
SESSION-6:
SDG INDICES
OVERVIEW
The session highlights the conceptual issues in
creating the SDG India Index and collecting the
necessary data. Data collection for the indices is
an issue due to data gaps relating to the SDGs’
specific indicators. A useful index needs to help in
prescribing the solutions as well as be descriptive.
The index’s judgmental value must complement
its ability to help policymakers get insights into
the actionable measures. There are also other
issues such as weights assigned to the indicators
and complexity of presenting data simply. These
factors and the SDG India Index will be discussed
in some detail in this session.
OBJECTIVES
•
Obtain
SDG India Index and the issues faced during the process.
•
Understand the various aspects of the SDG
India Index.
• Identify the role of indicators for measuring the
progress of SDGs.
• Respond to crisis and accelerate SDGs.
KEY MESSAGES
• SDG
effectiveness.
• SDG India Index captures the progress comprehensively and provides a snapshot of the performance
of the states.
• A good indicator needs to give insight into the cause and effect of a particular outcome and should
not be merely judgmental.
• Quality of primary/secondary data and integrity of data sources - both are equally essential for getting
the real picture on the ground.
• Investment in data collection infrastructure can improve the validity of results reflected by SDG indices.
Participant’s Manual | 129 RECOMMENDED READINGS
• https:/
• https://unstats.un.org/sdgs/files/meetings/sdg-inter-workshop-june-2018/Day1_Session1_
Global%20Indicator_UNSD.pdf
• https://sustainabledevelopment.un.org/index. php?page=view&type=400&nr=2013&menu=35
• http://mospi.nic.in/sites/default/files/publication_reports/Sustainable_Development_Goals_
National_Indicator_Framework_Progress_Report_2020_Version2.1.pdf
• https://unstats.un.org/sdgs/report/2020/The-Sustainable-Development-Goals- Report-2020.pdf
• https://unstats.un.org/sdgs/iaeg-sdgs/tier-classification/
• https://sustainabledevelopment.un.org/content/documents/2013150612-FINAL-SDSN- Indicator-
Report1.pdf
• http://www.mospi.gov.in/global-indicator-frameworkiaeg-sdgs
• https://unstats.un.org/sdgs/report/2020/the-need-for-data-innovations-in-the-time-of-
COVID-19/
ADDITIONAL READINGS/VIDEOS
•
https:/ •
https://www.ophi.org.uk/wp-content/uploads/OPHI-RP-29a.pdf
• https://ourworldindata.org/human-development-index
• https://unstats.un.org/sdgs/indicators/database
SESSION-6: SDG INDICES
130 | Participant’s Manual 6.1. THE ROLE OF INDICATORS FOR SDGs
Indicators are the backbone for tracking and
monitoring SDGs’ progress at local, regional,
national, and global levels. A robust indicator
framework on SDGs and their targets serve as
a management tool to help countries develop
implementation strategies and allocate resources
accordingly. The framework also acts as a report
card to measure sustainable development progress
and ensure all stakeholders’ accountability in
achieving SDGs.
While mechanics for monitoring SDGs are still
evolving, the emerging consensus is that SDG
monitoring should be at the national level.
Moreover, the complementary monitoring will
occur at subnational, regional, and global levels
for each thematic area, such as health, education,
and agriculture. Mobilization, analysis, and
communication of the data on progress towards
achieving its objectives must be done separately.
Such thematic monitoring and review will help the
official monitoring and assessment at national,
regional, and global levels. To meet the SDG targets,
reliable and timely data is required to analyze the
progress on SDGs and identify areas that need
improvement and which sections of the society are
yet to progress.
6.2. THE IMPORTANCE OF METRICS
AND INDICATORS
SDGs require more significant investments in
building independent and impartial national
statistical capacities and strengthening statistical
quality standards, in addition to annual reporting
of high-quality data from all countries. National
Statistical Offices (NSOs) must be actively involved
in developing global and national SDG indicator
frameworks.
One of the major concerns is monitoring and
evaluation. In MDGs (Millennium Development
Goals), this was done separately within sectors/
departments, and there was minimal effort to have
an integrated approach. Every level of government
needs to be involved in benchmarking and
assessing the progress made for each Goal. One of
the reasons for the failure to achieve MDGs is that
most countries lacked the necessary information
and capacity to monitor and report progress. Little
investment in strengthening statistical capacity to
ensure effective real-time monitoring of the MDGs
and failure to establish statistical standards and
quality requirements harmed MDGs’ achievement.
6.3. GLOBAL INDICATOR FRAMEWORK
The Global Indicator Framework is developed by the
Inter-Agency and Expert Group on SDG Indicators
(IAEG-SDGs) as a useful review mechanism for
2030 Agenda and its Sustainable Development
Goals (SDGs). Its indicators are used to measure
the achievement of the targets. Inter-Agency
and Expert Group on Sustainable Development
Goal Indicators (IAEG-SDGs) was tasked with
developing the global indicator framework. It also
supported technical implementation support,
regularly reviewing methodological developments,
the indicators, their metadata, and periodically
reviewing capacity building activities. The
framework was developed openly and transparently,
involving all stakeholders. It contains 232 unique
indicators, addressing targets of each Goal of the
2030 Agenda for sustainable development. The
global indicators are refined regularly and reviewed
by the UNSC. The Inter-Agency and Expert Group
on Sustainable Development Goal Indicators
(IAEG-SDGs) conducted an open consultation on
proposals and comprehensive review at the 51st
session in March 2020. The recommendations
included in this consultation were: replacements of
AGENDA 2030
Participant’s Manual | 131 existing indicators, revisions of existing indicators,
additional indicators, deletions of existing
indicators, tier classification of indicators and,
in a few cases, requests for proposals replacing
existing indicators where methodological progress
or data collection efforts have stalled.
It was ensured that the indicators were given for
each target, with equal weightage assigned to
all targets. There was no attempt to reassign or
reinterpret the targets. Many countries have also
prepared national indicators focusing on national
priorities and these global SDG indicators to
formulate SDGs policies. In India, NITI Aayog has
done exemplary work in this area discussed in the
latter part.
The global framework has three types of indicators.
Tier I: Indicator is conceptually clear, has an
internationally established methodology, and
standards are available, and countries regularly
produce data for at least 50 percent of countries
and the population in every region where the
indicator is relevant.
Tier II: Indicator is conceptually clear, has an
internationally established methodology, and
standards are available, but countries do not
regularly produce data.
Tier III: No internationally established methodology
or standards are yet available for the indicator,
but methodology/standards are being (or will be)
developed or tested. As of the 51st UNSC, the
global indicator framework does not contain any
Tier III indicators.
As of 17 July 2020: The updated tier classification
table contains 123 Tier I indicators, 106 Tier II
indicators and 2 indicators that havemultiple
tiers (different components of the indicator are
classified into different tiers)
A UN Global Agency leads the development of
methodology and data regarding each indicator
in the Global Framework. These agencies are
called Custodian Agencies. UN Statistical Division
has identified a Custodian Agency responsible
for developing indicators, establishing data flow
mechanisms, monitoring, and disseminating data
on global indicators. Custodian Agencies are
generally UN bodies or internationally recognized
agencies. The Custodian Agency must involve the
National Statistical Offices of the countries in the
indicator development process. The UN’s global
reporting on SDGs will be done based on the
Global Indicator Framework, using data from the
National Official Statistical System compiled by the
Custodian Agencies.
It has been observed that local and subnational
governments find it challenging to monitor and
evaluate the progress of the SDG targets due to
various issues between regions or cities in terms
of geographic, socio-economic, and government-
related constraints of diversity. This realization
necessitates state/city-level indicators as the
SDGs impact local communities’ lives in the
final analysis. Data has to be presented and
communicated simply to assist the decision-
making process and ensure the ability to measure
progress.
Let us now understand the various global indices
in detail:
6.3.1.
SO
Social Progress Index (SPI) is a measure of the quality of life of countries ranging from the basic needs of survival, food, water, shelter and safety to the foundations of wellbeing, education, information, health and environment, and opportunity-rights, freedom of choice, inclusiveness, and access to higher education.
Under the technical guidance of Professor
Michael Porter from Harvard Business School and
Professor Scott Stern from the Massachusetts
Institute of Technology, the group formed a
SESSION-6: SDG INDICES
132 | Participant’s Manual US-based non-profit called the Social Progress
Imperative. It launched a beta version of the Social
Progress Index for 50 countries in 2013 to measure
a comprehensive array of social and environmental
performance components and aggregate them into
an overall framework. It is based on the writings of
Amartya Sen, Douglass North, and Joseph Stiglitz.
The Social Progress Index was released in 2014 for
133 countries and the second version in 2015.
The SPI is a practical tool to track and report
progress towards the SDGs in a consistent manner.
It captures the outcomes of 17 SDGs, and reflects
131 out of 169 targets making the implementation,
visualization, and actionability of SDGs a tangible
reality for innovators and policymakers worldwide.
SPI framework has been successfully adapted in
countries, cities, and communities to incorporate
locally relevant data into each index. Therefore,
SPI is a customized tool that localizes the SDGs’
implementation at a more granular level and
captures data as per local requirements.
SPI framework in a nutshell:
Basic Human
Needs
Foundations of
Wellbeing
Opportunity
Nutrition
and Basic
Medical Care
SDG: 2 & 3
Access to Basic
Knowledge
SDG: 4
P
ersonal Rights
SDG: 1, 5, 16
Water and
Sanitation
SDG: 6 & 12
Access to
Information and
Communications
SDG: 9, 16, 17
Personal
Freedom and
Choice
SDG: 3, 5, 8,
10, 16
Shelter
SDG: 3, 7, 11
H
ealth &
Wellness
SDG: 3
Inclusiveness
SDG: 5, 10,
11, 16
P
ersonal
Safety
SDG: 3, 16
Environmental
Quality
SDG: 9, 12, 13,
14, 15
Access to
Advanced
Education
SDG: 4, 9
The latest scores of SPI 2019 have raised
concerns regarding the fulfillment of Sustainable
Development Goals by 2030. Michael Green, CEO
of Social Progress Imperative, has argued that
social progress is not advancing at the required
rate, making it extremely difficult to fulfill the
UNSDGs until 2073. However, this pessimism can
be overturned if India and China can effectively
hasten the implementation. These countries have
a significant population base; they can prove to
be very influential in achieving SDGs. In its latest
report, Green indicates that while Norway topped
the SPI, India inched forward by 2.29 points from
2014 data to reach to the 100th position.
As per the India Council of Competitiveness
reports, India has fulfilled the goals but at a
plodding pace. Since the inception of SDGs in 2015,
the country has not achieved any goal ultimately.
However, for a variety of indicators, it has shown
significant progress. For instance, India’s poverty
level between 2004 and 2011 declined from 38.9
percent of the total population to 21.2 percent. The
current poverty rate is expected to be even lower,
thus pushing India closer to achieving the first Goal
of ‘No Poverty’. Combating undernourishment has
been moderate. At present, 14.8 percent of India’s
population is undernourished. If the country pulls
up its socks, the world will be 25.2 percent closer
to achieving the SDG target of undernourishment.
Also, it is a known fact that 22 out of the 30 most
polluted cities of the world are in India. However,
biomedical waste management, radiant heat for
cooking purposes, and imposing restrictions on
single-use plastics can help fulfill climate action.
Thus, the onus of driving the world towards
sustainable development lies on India’s shoulders.
AGENDA 2030
Participant’s Manual | 133 6.3.2. HUMAN DEVELOPMENT
INDEX (HDI)
HDI is one of the best tools to keep track of a
country’s development, as it combines all major
social and economic indicators responsible for
economic growth. It was introduced by a Pakistani
economist Mahbub ul Haq in 1990, which was
further used to measure its development by the
United Nations Development Program (UNDP).
It measures three critical dimensions of human
development. The critical dimensions are as
follows:
i.
A long and healthy life – measured by life
expectancy.
ii. Access to education – measured by expected
years of schooling of children at school-entry
age and mean years of education of the adult
population.
iii.
A decent standard of living – measured by
Gross National Income per capita adjusted for the country’s price level.
HDI is the geometric mean of normalized indices for each of the three dimensions. The HDI was created to emphasize that people and their capabilities should be the ultimate criteria for assessing a country’s development, not economic growth alone. The HDI can also question national policy choices, asking how two countries with the same level of GNI per capita can end up with different human development outcomes. The health dimension is assessed by life expectancy at birth; the education dimension is measured by the mean of schooling years for adults aged 25 years and more and expected years of schooling for children of school-entering age. The standard of living dimension is measured by gross national income per capita. The HDI uses the logarithm of income
to reflect the critical importance of income with increasing GNI. The three HDI dimension indices’ scores are then aggregated into a composite index using a geometric mean.
Every year, UNDP ranks countries based on the
HDI report released in their annual report. HDI is
one of the best tools to keep track of a country’s
development, as it combines all major social and
economic indicators responsible for economic
growth.
6.3.3. E-GOVERNMENT DEVELOPMENT
INDEX
The E-Government Development Index (EGDI)
presents the E-Government Development of the
United Nations Member States. The E-Government
Development Index (EGDI) was published by the
UN Department of Economic and Social Affairs
(UNDESA) and prepared over two years following
an established methodology.
Along with assessing the website development
patterns in a country, the E-Government
Development Index incorporates the access
characteristics, such as the infrastructure and
educational levels, to reflect how a country uses
information technologies to promote its access
and inclusion. The EGDI is a composite measure
of three critical dimensions of e-government:
providing online services, telecommunication
connectivity, and human capacity.
The EGDI is not designed to capture e-government
development in an absolute sense; instead, it aims
to give national governments a performance rating
relative to one another.
SESSION-6: SDG INDICES
134 | Participant’s Manual 6.4. NATIONAL INDICATOR
FRAMEWORK (NIF)
National Indicator Framework (NIF) is a voluntary
effort by public developmental disabilities
agencies to measure and track their performance.
The MoSPI, in consultation with the NITI Aayog,
Central Ministries/Departments, States, and other
stakeholders such as UN Agencies and Civil
Societies, started the process of National Indicator
Framework (NIF) preparation in September,
2016 and the NIF was approved in 2018. The
core indicators are standard measures used
across states to assess the services provided to
individuals and families.
In India, the Ministry of Statistics and Program
Implementation (MoSPI) is responsible for
collecting and processing the data, and developing
various indicators to assess the SDGs’ progress.
The framework includes nationally-defined
indicators that consider different national priorities
and needs.
NIF comprising 295 indicators helps the
Government monitor and track SDGs’ progress
at the national level. Based on the official data
provided by Ministries, Departments, and State
Governments, Statistical indicators of NIF measure
the policies’ outcomes to achieve the targets under
different SDGs. National Indicators for all the SDGs
except for Goal 17 have been prepared. While
the initial versions did not contain indicators for
SDG 17, the latest version (June 2021) does. This
framework can be improved further over time by
adding or removing indicators as the statistical
system becomes more advanced. A High-Level
Steering Committee (HLSC) has been created
to review and modify the NIF to monitor SDGs
periodically.
To provide a comprehensive view of the States’
progress from a national perspective, the NITI
Aayog has developed the SDG India Index. The
index is a yearly baseline report which tracks the
progress of all the States and Union Territories
(UTs). The first Index report, which came out in
December, 2018, tracked 62 Priority Indicators’
progress. This number was increased to 100
National Indicators as per the December, 2019
report. The report indicates the performance based
on the various interventions and schemes of the
Central Government.
An exclusive SDG unit is created in the Social
Statistics Division (SSD) of Central Statistics
Office, Government of India, to implement
NIF in consultation with concerned Central
Ministries/Departments. This unit will establish
a coordination mechanism with them, thereby
acting as an SDG Data Focal Point of the Country.
The unit will ensure various statistical institutions’
capacity development and establish a monitoring
framework at the Central and State/UT level.
As the data to measure indicators of NIF is very
intensive, it is pertinent to define the metadata of
these indicators clearly and unambiguously. The
India
WebsiteNational Portal
RegionAsia
Sub-Region Southern Asia
Income*Lower-middle income
Income Value 1,820
USD, GNI per capita
Population 1,309,053,980
E-Government
Development Index
0.5964
Rank 100 of 193
E-Participation Index 0.8571
Rank 29 of 193
Source: UN E-Government Knowledge base
AGENDA 2030
Participant’s Manual | 135 primary (80 percent) sources of data are administrative (e.g., crime statistics produced by National Crime
Records Bureau (NCRB), based on FIR information from states), sample surveys (National Sample Survey
Office - NSSO) and National Family Health Survey (NFHS), agriculture surveys and census data.
The national acceptability and statistical robustness were the most important criteria used for deciding the
indicators. The other standard adopted for National Indicator Framework is relevancy to the targets, covering
all components of the targets; consent/ownership of the concerned Ministries; data source and periodicity of
data; and ownership of data by the source Ministries.
The table below represents the goal-wise distribution of National Indicators (original as well as revised):
SESSION-6: SDG INDICES
Source: National Indicator Framework Progress Report 2021 – version 3.1
SDGsNumber of
indicators in
NIF 1.0
(June 2019)
Number of
indicators in
NIF 2.1
(June 2020)
Number of
indicators in
NIF 3.1
(June 2021)
SDG 1: No Poverty192117
SDG 2: Zero Hunger191918
SDG 3: Good Health and Well-Being 414241
SDG 4: Quality Education201919
SDG 5: Gender Equality292929
SDG 6: Clean Water and Sanitation 191616
SDG 7: Affordable and Clean Energy 555
SDG 8: Decent Work and Economic
Growth
403226
SDG 9: Industry, Innovation and
Infrastructure
181617
SDG 10: Reduced Inequalities7911
SDG 11: Sustainable Cities and
Communities
161514
SDG 12: Responsible Consumption and
Production
171515
SDG 13: Climate Action456
SDG 14: Life Below Water131111
SDG 15: Life on Land211616
SDG 16: Peace, Justice and Strong
Institutions
181921
SDG 17: Partnership for the Goals 01313
Total Number of Indicators306302295
136 | Participant’s Manual India has taken significant strides by developing
a National SDG Indicator Framework (NIF)
with 295 indicators across all 17 goals and a
coordinated system for generating and managing
data through a process of multi-layered and
iterative consultations involving federal ministries,
subnational governments, research institutions,
UN and other international organizations as well as
the civil society.
MoSPI, in collaboration with the office of United
Nations Resident Coordinator (UNRC), India, has
developed a dashboard on SDGs in India. ‘SDG
Dashboard’ has a provision to visualize data from
the national level up to the district level for NIF.
It will help in statistical monitoring of SDGs and
their targets with greater outreach and better data
visualization on SDGs NIF.
The NITI Aayog brought out an ‘SDG Index’ for India
during 2018 and a ranking of the States on SDGs’
progress. It also provides an aggregate assessment
of all the States and UTs to the leadership and
policymakers to evaluate their performance on
SDGs and associated targets. The index gives
States’ relative position on selected performance
indicators and assists State Governments in
evolving targeted policy interventions. This
exercise is likely to continue yearly with greater
involvement of MoSPI with suitable modification in
the methodology and inclusion of more indicators
based on more data availability. The index also
allows States/UTs to:
•
Benchmark progress against targets and
performance amongst States.
• Devise/reorient strategies to achieve the SDGs
by 2030.
• Identify priority areas that need investment and
improvement.
• Identify and address data gaps.
MoSPI released the first SDGs National Indicator
Framework Baseline Report 2015-16. The report
contains a Data Snapshot, metadata, definitions,
computation formulae, data including sources, a
unit of measurement, and periodicity. This report
provides a benchmark to track the progress
towards SDG targets at the national level. The
period 2015-16 has been used as a baseline period.
Each indicator has been mapped with availability
(periodicity), baseline reference period, and data
sources.
The States have the primary responsibility for
follow-up and review at the state, district, and
local government levels about the progress
made in implementing the SDGs and achieving
targets. Thus, States need to develop their own
State Indicator Framework (SIF) based on their
critical development priorities, data requirements,
available infrastructure, and resources. Each
state must establish its own SIF in consultation
with all the stakeholders and due diligence by the
State Governments. The SIF must meet the State
requirements of SDGs monitoring with suitable
provisions for its refining, modification, and
improvements over time.
6.5. DATA GAPS IN ASSESSING
COUNTRY-LEVEL PROGRESS ON SDGs
Although significant progress has been made in
increasing the availability of globally comparable
data for SDG monitoring, huge data gaps still exist
in terms of geographic coverage, timeliness, and
the level of disaggregation required. Moreover,
challenges remain in compiling and disseminating
metadata to document SDG indicators’ data quality
at local and national levels.
According to UNSTATS, analysis of the Global SDG
Indicators Database reveals that for 4 of the 17
AGENDA 2030
Participant’s Manual | 137 goals, less than half of 194 countries or areas have internationally comparable data. This lack of country-level
data is particularly problematic for Goal 5 (gender equality), where on average, only about 4 in 10 countries
have data available. Country-level data deficits are also significant in Goal 12 (sustainable production and
consumption) and Goal 13 (climate action).
Also, a large number of SDG indicators are available only with a significant time lag. For instance, in at least
half of the countries or areas in the database, the latest data point for poverty-related indicators (Goal 1) is
2016 or earlier. A similar situation is found for indicators on gender equality (Goal 5), Sustainable cities (Goal
11), and peace, justice, and strong institutions (Goal 16).
6.6. COVID-19 AND NEED FOR DATA INNOVATIONS
Pandemic has created new and unique challenges for collecting, analyzing, and disseminating relevant
data. Simultaneously, timely and authentic data can help mitigate the pandemic’s impact and develop the
right policies and tools in real-time. It can be seen that challenges that have been encountered during data
collection during the first five years of SDG implementation have severely limited COVID 19 responses. These
include a lack of essential health, social, and economic data. The crisis has impacted planned censuses,
surveys, and other data programs throughout the world.
G1 G2 G3 G4 G5 G6 G7 G8 G9 G10 G11 G12 G13 G14 G15 G16 G17
2019
2018
2017
2016
2015
2014
Data timeliness: the most recent year available
(weighted average of the median country by indicator), by Goal
SESSION-6: SDG INDICES
Source: The Sustainable Development Goals Report, 2020
138 | Participant’s Manual 6.7. IMPACT OF PANDEMIC ON DATA
COLLECTION
Field data collection operations are being disrupted
worldwide as the governments’ attempts to contain
coronavirus spread do not yield the desired results.
This issue limits National Statistical Organizations’
ability to deliver the data necessary to monitor
SDGs’ progress. A recent survey conducted by the
United Nations and the World Bank (with responses
from 122 countries) shows that the pandemic
has affected the operations of the vast majority
of NSOs. In sub-Saharan Africa, 97 percent of
countries surveyed indicated that regular statistics
were affected, and 88 percent of countries in
Latin America and the Caribbean indicated that
they were having difficulty meeting international
data reporting requirements. According to survey
results, 9 in 10 national statistical offices in low-
and lower-middle-income countries have seen
funding cuts and are struggling to maintain normal
operations during the pandemic. Seventy-three
offices, 61 percent of those responding to the
questionnaire, expressed the need for external
support in addressing challenges associated with
COVID-19. Priority areas cited included technical
assistance and capacity-building, financial aid, and
software for remote data collection.
If these needs are not filled, they will have a lasting
effect on countries’ ability to produce timely and
disaggregated data for a large number of SDG
indicators. In other words, the COVID-19 pandemic
is not only creating a massive setback in the
realization of the 2030 Agenda for Sustainable
Development, but it is also exacerbating global
data inequalities. There is an immediate need to
augment statistical organizations’ capacities and
develop innovative practices and tools to collect,
analyze, interpret, and disseminate data despite
the pandemic constraints.
6.8. RESPONDING TO THE CURRENT
CRISIS AND ACCELERATING SDGs
To the further implementation of the 2030 Agenda,
significant investments in data and statistics
are needed. Many countries need support to
digitize their data collection as old systems do
not provide the speed and efficacy anymore.
New tools like telephone and web-based surveys
and using administrative data and more modern,
more innovative data sources to produce official
statistics require deep reflection and planning.
Integration of geospatial and statistical information
is one innovation that can be a force multiplier in
improving the quality of data analysis. Geospatially
enabled data on SDG indicators enhances the
effectiveness of the policymaking by providing
integrated analysis and visualization. It will help
public officials understand and respond to local
needs across geographic space and time. Relevant
insights into data connections and relationships
will help explore by combining traditional and non-
traditional sources of data.
Discussion Points
1. Right metrics and data are critical for
turning the SDGs into practical tools for
problem-solving. How does your State
best seize the matrices and data for SDGs
as valuable tools for problem-solving?
2.
Discuss who can be the critical
organization/institution in your area in partnering for data analysis and integration, and what role can they play?
AGENDA 2030
Participant’s Manual | 139 3. The National Indicator Framework (NIF) allows
States/UTs to measure
a) Data gaps in assessing progress on SDGs
b) Country’s development by emphasizing on
people and their capabilities
c) Quality of life of a country
d) Benchmark progress against targets and
performance amongst States/UTs
4. The States need to develop their own State
Indicator Framework (SIF) to
a) Generate and manage data through a
multi-layered and iterative process
b) Measure a comprehensive array of social
and environmental performance
c) Establish statistical standards and quality
requirements to monitor and report
progress
d) Review the progress made in SDG
implementation at State, district and
local level
Multiple Choice Questions
1.
T
Progress Index (SPI) captures data on the following
a)
Long and healthy life, access to education
and standard of living
b) Online services, telecommunication
connectivity and human capacity
c) Basic human needs, foundations of
wellbeing and oppor
tunity
d)
Agricultural services and census data,
crime statistics and sample surveys
2. SDG Dashboard has a provision to visualize
data from the national level up to the district level for
a)
National Indicator Framework (NIF)
b) Human Development Index (HDI)
c) E-Government Development Index (EGDI)
d) Social Progress Index (SPI)
SESSION-6: SDG INDICES
140 | Participant’s Manual SESSION 07MONITORING
SDGs - Paul Hawken
“Plans are nothing;
planning is everything.”
142 | Participant’s Manual SESSION-7:
SDGs MONITORING
OVERVIEW
This session explores the challenges in monitoring sustainable development goals, sharing a framework
on how to do it better, and examining some relevant experiences in India and other countries, which can
help participants better understand the options available and ways to customize the monitoring tools to the
requirements.
OBJECTIVES
•
Launch a plan monitoring framework to carry out the effective implementation of SDGs.
• Benchmark and measure the progress made for each Goal.
• Analyze significant barriers combating the implementation of SDGs and ensure high-quality growth.
• Understand various aspects of recent experience with government reforms in India and compare with
international experiences towards achieving SDG targets.
KEY MESSAGES
• The
civil servants.
• Fine-tuning of the indicators as per the local requirements will better reflect the outcomes of the
developmental interventions.
• Localization at the state and district level can be a significant contributor to the mandate of LNOB.
• Decentralized monitoring, coupled with decentralized planning, can lead to optimized resource
allocation.
RECOMMENDED READINGS
• SDG India Index and Dashboard 2019-20
• https://niti.gov.in/sites/default/files/2019-12/SDG-India-Index-2.0_27-Dec.pdf
• http://www.mospi.gov.in/sites/default/files/Report2.pdf
• http://www.mospi.gov.in/sites/default/files/publication_reports/SDGProgressReport2020.pdf
• http://documents1.worldbank.org/curated/en/638011468766181874/pdf/296720PAPER0100steps.pdf
• https://sustainabledevelopment.un.org/content/documents/2013150612-FINAL-SDSN- Indicator-Report1.pdf
• https://niti.gov.in/writereaddata/files/LSDGs_July_8_Web.pdf
• https://sustainabledevelopment.un.org/content/documents/2013150612-FINAL-SDSN- Indicator-Report1.pdf
• https://www.uclg.org/sites/default/files/roadmap_for_localizing_the_sdgs_0.pdf
• http://niti.gov.in/writereaddata/files/Haryana.pdf
• http://niti.gov.in/writereaddata/files/Gujarat_0.pdf
• http://niti.gov.in/writereaddata/files/Karnataka_1.pdf
• http://niti.gov.in/writereaddata/files/Andaman%20%26%20Nicobar.pdf
DAY 2
Participant’s Manual | 143 7.1. DATA FOR SDGs
Achievement of SDGs requires continuous
measuring of the progress of actual outcomes
under each of the 17 Goals at the global/national/
subnational levels. Countries are responsible for
follow-up and review at the national level concerning
the progress made in implementing the Goals and
targets. To evaluate the implementation of SDGs
and their fruitful outcomes, given the SDGs’
complexity, there is an unprecedented demand
for relevant data in the national and subnational
statistical systems. The assessment of successes
and failures requires quality data in real-time.
Effective policy instruments are essential tools
to deliver on Good Governance and improve
all the SDGs’ outcomes for all the intended
beneficiaries. Hence, looking beyond traditional
policy instruments of expenditure, regulations,
partnerships, taxation, communication, direct
provision of services, subsidies, authority, and
sometimes doing nothing is difficult for the
policymakers and researchers. New policy
instruments can be identified by synergetic use
of technology with traditional tools. This context
requires new ways to generate high-quality data
and sustained dissemination to effect on-field
decisions. Effective monitoring and evaluation
require channeling the feedback into policy
discussions continuously. The 2030 Agenda also
underscored the need for quality, reliable, and
disaggregated data for measuring progress on the
targets and ensure that ‘No One is Left Behind’.
The United Nations has defined global indicators
that will depict the growth of each SDG. The
SDG indicators need to be evaluated in terms of
income, gender, age, race, ethnicity, migratory
status, disability, geographic location, or other
characteristics, following the ‘Fundamental
SESSION-7: SDGs MONITORING
Principles of Official Statistics’ (UNO Resolution
68/261). The Global Indicator Framework of SDGs
was developed by an Expert Group consisting of
National Statistical Offices (NSO) of 28 countries
based on the UN Statistical Commission’s decision.
This framework has been detailed in Session 6 of
this program. A set of 232 indicators was adopted
by the UN General Assembly (UNGA) in July, 2017
as the Global Indicator Framework. India accepted
80 Indicators from the list of Global Indicators.
Data can be ascertained from the existing datasets
for these indicators.
7.2. UNDERSTANDING MONITORING
FRAMEWORK OF SDGs
This section will discuss ten principles that will
help track the range of SDG priorities simply
and effectively. In addition to this, we shall also
understand how to build a result-based Monitoring
and Evaluation system.
7.2.1.
RO
INDICATORS
A good set of indicators should lead to a simple, intuitive, and policy-relevant consensus based on international standards. It should be relevant at both macro and micro level; and be disaggregated to track progress for all the pertinent groups.
SDSN (Sustainable Development Solutions
Network) of the UN has identified the following ten
parameters for monitoring indicators.
144 | Participant’s Manual AGENDA 2030
Source: Sustainable development solutions network - Indicators and a Monitoring Framework for the Sustainable development goals, June 2015
1. Limited in number and globally harmonized:
The indicators should be limited in number
and quickly adopted in various geographic
locations worldwide. Besides, countries should
also identify a nationally appropriate number
of Complementary National Indicators.
2.
Simple, single-variable indicators with
straightforward policy implications:
Indicators need to be simple to compile, interpret and communicate efficiently. They must also have clear policy implications. For global reporting, composite indices should be avoided since they require more
complex data collection methods and often rely on imputation for missing variables and arbitrary weighting. Moreover, composite indices do not lend themselves easily to policy recommendations. They expand the number of (underlying) variables that need to be collected through official statistical systems, which might undermine a monitoring framework’s feasibility. Instead, Monitoring Indicators should rely as much as possible on metrics that consist of one variable only.
3.
Allow for high-frequency monitoring:
Timeliness is crucial for data to be an useful
TEN PRINCIPLES
Towards an integrated monitoring and indicator framework:
Ten principles for Global Monitoring Indicators
1.
Limited in number and globally harmonized
2. Simple, single- variable indicators, with straightforward policy implications
3. Allow for high-frequency monitoring
4. Consensus-based, in line with international standards and system-based
information
5. Constructed from well-established data sources
6. Disaggregated
7. Universal
8. Mainly outcome- focused
9. Science-based and forward-looking
10. A proxy for broader issues or conditions
Participant’s Manual | 145 SESSION-7: SDGs MONITORING
management and policy tool. The MDGs were
also reported annually, but data featured
in annual reports were often out of date,
if available at all. The SDG indicators lend
themselves to annual production or bi- or
tri-yearly production with provisional annual
figures produced using robust estimation
methodologies to overcome this. These
figures would then be reported upon annually,
within an internationally harmonized national
monitoring cycle.
4.
Consensus-based, international standards:
Monitoring Indicators should be underpinned by a broad international consensus on their measurement and be based on international standards, recommendations, and best practices to facilitate international comparison. Where possible, indicators should be broadly consistent with national accounts, systems of environmental-economic accounting, and other systems-based information.
5.
Constructed from well-established data
sources: Indicators should draw on well- established public and private data sources and be consistent to enable measurement over time. For a small number of new indicators, well-established data sources may be unavailable. In such cases, establishing a baseline will be an urgent priority over the next two or more years.
6.
Disaggregated: Preference should be given to indicators that lend themselves to disaggregation of data to track SDG achievement inequalities. As the HLPF report recommends, targets can only be considered if they are met for all relevant groups. Critical dimensions for disaggregation include:
i.
Characteristics of the individual or household
(e.g., sex, age, income, disability, religion, ethnicity, and indigenous status).
ii.
Economic activity.
iii. Spatial dimensions (e.g., by metropolitan
areas, urban and rural, or districts).
7. Universal: The set of SDG indicators as a whole needs to track a universal agenda. Not all Global Monitoring Indicators should therefore be applicable in developed as well as developing countries. Given the many layers of the SDG monitoring process, indicators should be appropriate at the global, regional, national, and local levels. The ability of indicators to be localized is vital to encourage active implementation of the agenda within subnational levels of Government, such as cities, home to over half of the global population.
8.
Outcome-focused: As with SDG targets, it is
generally preferable for monitoring indicators to track outcomes (or the ends) rather than means. Yet, the choice between input and outcome measures must be handled pragmatically. In some cases, input metrics can play a critical role in driving and tracking the changes needed for sustainable development. For example, access to health services is a vital component of Universal Health Coverage. Similarly, Official Development Assistance (ODA) is challenging to mobilize but critical for achieving the SDGs.
Finally, some environmental changes
occur slowly and with long lag times, so intermediate metrics are necessary to track progress. Indicators for national and thematic monitoring will likely focus to a greater extent
146 | Participant’s Manual AGENDA 2030
on tracking inputs and process metrics for
implementation.
9. Science-based and forward-looking: The
SDGs are expected to cover 15 years. Much will change in that time. For example, the world population is projected to increase by one billion people by 2030, and two-thirds of those will be living in cities. Indicators must be designed in such a way as to account for these changing global dynamics, and to anticipate future changes. The indicator framework must also be flexible and allow for new indicators to replace outdated ones.
10.
A proxy for broader issues or conditions: A
single indicator cannot measure every aspect of a complicated issue, but well-chosen SDG Monitoring Indicators can track more general concepts. For example, to measure the rule of law and access to justice, several aspects must be measured, including the capacity to redress crime, citizens’ trust in the police and court systems, and redress rates. The proposed indicator on the investigation and sentencing of sexual and gender-based violence serves as a proxy for treating vulnerable groups and access to justice overall. Hence the indicator and monitoring framework need to track the number of cross-cutting issues not captured in individual goals.
This framework is useful for monitoring at the local level. However, it has to be adapted as there will be different challenges in implementing all the principles as enunciated above in a particular state/district/city.7.2.2.
RESULTS-BASED MONITORING
AND EVALUATION SYSTEM
At the program or local policy level, the purpose of monitoring and evaluation is to track implementation and outputs systematically and measure the effectiveness. It helps determine precisely when a program is effective and when changes may be needed. Monitoring and evaluation form the basis for modifying policy instruments and assessing the quality of activities being conducted. Monitoring and assessment together provide the necessary data to guide strategic planning, to design and implement programs and projects, and to allocate and re-allocate resources in better ways. One of the essential frameworks for M&E by World Bank has identified ten steps to results-based Monitoring and Evaluation system, that will serve as a valuable tool in supporting good public management practice.
10 Steps to Results-based Monitoring
and Evaluation system
1.
CO
A readiness assessment is like constructing the
foundation for a building. A good foundation
provides support for all that is above it. It is a
diagnostic aid that helps determine where a given
country stands concerning the requirements for
establishing a results-based M&E system. It is
composed of three main parts:
i.
Incentives and Demands for Designing and
Building a Results-based M&E System
It is essential to determine whether incentives
exist - political, institutional, or personal, before
beginning to design and build a results-based
M&E system. There are five critical questions
related to incentives:
Participant’s Manual | 147 a) What
system?
b) Who are the champions for building and using
an M&E system?
c) What is motivating those who champion
building an M&E system?
d) Who will benefit from the system?
e) Who will not benefit from building an M&E
system?
ii. Roles and Responsibilities, and Existing
Structures for Assessing Performance of the
Government
A readiness assessment will enable one to
gauge the roles and responsibilities, and existing structures available to monitor and evaluate development goals.
Given below are a few questions that could be
assessed:
a) What are central and line ministries, parliament,
a leading audit agency, and civil society in assessing performance?
b)
Do ministries and agencies share information?
c) Is there a political agenda behind the data
produced?
d) Who in the country produces data?
e) Where the data in the government is used?
• Budget preparation
• Resource allocation
• Program policymaking
• Legislation and accountability to parliament
• Planning
• Fiscal management
• Evaluation and oversight
iii. Capacity-building Requirements for a Results-
based M&E System
The readiness assessment also includes
reviewing a country’s current capacity to monitor and evaluate along the following dimensions: technical and managerial skills; existence and quality of data; available technology; available fiscal resources; and institutional experience.
2.
AGREEING ON OUTCOMES TO MONITOR
AND EVALUATE
At the outset, it is essential to distinguish between goals and outcomes. Goals are generally long-term (5-10 years), such as the SDGs, and results are short-range (1-3 years) that help us derive targets.
When choosing outcomes, it is crucial to build a
participatory and consultative process involving
the stakeholders. The participatory process should
start with developing goals and continuing with
setting results, and creating an indicator system.
Given below is a political process involved in setting
and agreeing upon desired outcomes:
SESSION-7: SDGs MONITORING
148 | Participant’s Manual AGENDA 2030
Identify specific
stakeholder
representatives
Identify
major
concerns of
stakeholder
groups
Translate problems
into statements of
possible outcome
improvements
Develop a plan
to assess how a
government or
organization
will achieve
these
outcomes
Disaggregate to
capture key desired
outcome
3.
SE
INDICATORS TO MONITOR OUTCOMES
Outcome indicators are not the same as
outcomes. Indicators are the quantitative or
qualitative variables that provide a reliable and
straightforward means to measure achievement,
reflect the changes connected to an intervention,
or help assess a country’s performance against the
stated outcome. Indicators should be developed
for all levels, i.e., at the global, national, regional,
and thematic levels.
As per the framework, the monitoring should
be focused at the national level. However, in
a continent-sized country like India, localized
monitoring is essential as inevitably, there will be
vast differences in indicators in different parts of
the country. A granular approach is required for
better targeting and fulfilling the mandate of LNOB.
Participant’s Manual | 149 Each country needs to choose the national
SDG indicators best suited to track its progress
towards sustainable development. A practical
global monitoring framework complements
national efforts. The Global Monitoring Indicators
for the SDGs would be followed in every country
and reported periodically at the global level. Also,
regional monitoring and accountability will play
a critical role in fostering local collaboration and
coherence to pursue the SDGs. A fourth and crucial
level of monitoring occurs in each thematic or
epistemic community, such as health, education,
agriculture, and so forth.
The ‘CREAM’ of selecting good performance
indicators is essentially a set of criteria to aid
in developing indicators for a specific goal.
Performance indicators should be Clear, Relevant,
Economic, Adequate, and Monitorable (CREAM).
Clear Precise and unambiguous
_______________________________________________
Relevant Appropriate to the subject
______________________________________________
Economic Available at a reasonable cost
______________________________________________
Adequate Provide a sufficient basis to
assess the performance
______________________________________________
Monitorable Amenable to independent
validation
If any of these five criteria is not met, formal performance indicators will suffer and be less useful.
SESSION-7: SDGs MONITORING
4.
BASE
After selecting key performance indicators to monitor outcomes, the baseline data collection is the first measurement to know where we stand today. For instance, it helps inform decision-makers about current circumstances before embarking on projecting targets for a given program, policy, or project.
There are various methods of data collection
during a baseline survey. Some of the possible
ways of collecting data are as follows:
1.
Personal interview of
concerned individuals
2. Community interviews
3. Field visits
4. Reviews of official records
5. Focus group interviews
6. Direct observation
7. Questionnaires
8. One-time survey
9. Panel surveys
10. Census
Ther
e is no one right approach to the selection of
data collection strategies. Several contingencies
help to frame what is possible and what can be
afforded.
Informal and Less-structured Methods
Formal and
More-structured
Methods
150 | Participant’s Manual AGENDA 2030
5. PL
SELECTING RESULTS TARGETS
After gathering baseline data on indicators, the
next step is to establish results targets- what can
be achieved in a specific time toward reaching the
outcome. Target setting is the final step in building
the performance framework. A target is a specified
objective that indicates the number, timing, and
location of that which is to be realized. It is based
on outcomes, indicators, and baselines.
Examples of Development Targets:
Goal: 1. End Poverty
Outcome target: By 2022, reduce the proportion
of people living in extreme poverty by 20 percent
against the baseline.
Goal: 4. Quality Education
Outcome target: By 2021, increase the primary
education enrollment rate by 30 percent against
the baseline.
6. MONITORING FOR RESULTS
Monitoring for results includes both implementations and results monitoring as well as forming partnerships
to attain shared outcomes. Monitoring systems need ownership, management, maintenance, and credibility.
Data collection requires reliability, validity, and timeliness.
Example of results monitoring at the policy, program, and project levels:
7.
THE ROLE OF EVALUATION:
The evaluation provides information on the
strategy, operations, and learning. Different types
of assessment answer additional questions.
Features of quality evaluations include impartiality,
usefulness, technical adequacy, stakeholder
involvement, value for money, and feedback.
Infant Health Girls Education
Policy Monitoring
Decreasing infant mortality
rates.
Increasing girls’ educational
attainment.
Program Monitoring
Pregnant women using
Clinic-based prenatal care.
Girls in secondary schools
completing math and science
courses.
Project Monitoring
Information on good prenatal
care provided in six targeted
Villages.
Girls in four urban
neighborhoods completing
primary education.
Given below is the pragmatic list of six uses based
on which the civil servants can make evaluation of
information:
i.
Help make resource allocation decisions.
ii. Help rethink the causes of a problem.
iii. Identify emerging problems.
iv. Support decision-making on competing or best
alternatives.
Participant’s Manual | 151 v. Suppor
vi. Build consensus on the causes of a problem
and how to respond.
8. REPORTING THE FINDINGS
Reports on the findings of M&E systems can be
used to gain support, explore, and investigate.
Reports should consider the requirements of the
target audience and present data. Monitoring and
Evaluation reports can play different roles, and the
information produced can be put to quite different
uses:
i.
To demonstrate accountability – delivering on
political promises made to the citizens and
other stakeholders.
ii. To convince – using evidence from findings.
iii. To educate – reporting findings to help
organizational learning.
iv. To explore and investigate - seeing what works,
what does not, and why.
v. To document - recording, and creating an
institutional memory.
vi. To involve - engaging stakeholders through a
participatory process.
vii. To gain support - demonstrating results to help
gain support among stakeholders.
viii. To promote understanding - reporting results
to enhance the performance of projects, programs, and policies.
9.
USING FINDINGS
Using findings to improve performance is the primary purpose of building a results-based M&E system. The main point of the M&E system is not merely to generate continuous results-based
information but to get that information to the appropriate users in a timely fashion, so that. the performance feedback can be used to manage organizations and governments better.
Findings can be used in a variety of concrete ways
as follows:
i.
Respond to elected officials and the public’s
demands for accountability.
ii. Help formulate and justify budget requests.
iii. Help make operational resource allocation
decisions.
iv. Trigger in-depth examinations of what
performance problems exist and what
corrections are needed.
v. Help motivate personnel to continue making
program improvements.
vi. Formulate and monitor the performance of
contractors and grantees.
vii. Provide data for unique, in-depth program
evaluations.
viii. Help provide services more efficiently.
ix. Support strategic and other long-term planning
efforts (by providing baseline information and later, the tracking progress).
x.
Communicate better with the public to build
public trust.
10. SUSTAINING THE M&E SYSTEM WITHIN
THE ORGANIZATION
Sustaining sound results-based M&E systems within governments or organizations recognizes the long-term process involved in ensuring utility. Six critical components of supporting results- based M&E systems are:
SESSION-7: SDGs MONITORING
152 | Participant’s Manual i. Demand: If demand is episodic or haphazard,
r
esults-based M&E systems are not going to be
used and sustained.
ii.
Clear Roles and Responsibilities: Clear roles
and responsibilities and formal organizational and political lines of authority must be established. The organization and people who will be in charge of collecting, analyzing, and reporting performance information must be clearly defined.
iii.
Trustworthy and Credible Information: The
M&E system must be able to produce results information, bringing both good and bad news. Performance information should be transparent and made available to all key stakeholders.
iv.
Accountability: No part of the Government
should be exempted from accountability to stakeholders. Civil society organizations and NGOs (such as Transparency International) can play a key role in encouraging transparency and accountability and can even help collect data.
v.
Capacity: Sound technical skills in data
collection and analysis are necessary for the system’s sustainability. Governments will need to commit continuing financial resources to the upkeep and management of results-based M&E systems.
vi.
Incentives: Incentives need to be introduced to
encourage the use of performance information. This initiative intends that success needs to be acknowledged and rewarded, problems need to be addressed, messengers must not be punished, organizational learning is valued, and budget savings are shared. Corrupt or ineffective systems cannot be counted on, to produce quality information and analysis. 7.3. LOCALIZING SDG MONITORING
FRAMEWORK
NITI Aayog has defined ‘Localizing’ – as the
process of recognizing 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.
Localizing SDGs in India is an ongoing process
that happens in three critical phases, often co-
occurring. They are as follows:
1.
Identifying institutions and assigning specific
mandate to deliver on the SDGs.
2. Raising Awareness and Advocating for SDG
implementation.
3. Bringing on board Ministries, State governments,
and the UTs.
AGENDA 2030
Participant’s Manual | 153 SESSION-7: SDGs MONITORING
INDIA - DELIVERING ON THE SDGs
CENTRALDISTRICT & LOCALSTATE
District Planning
Committee - Planning
District Administration –
Implementation and monitoring
Ministry of Statistics
and Program
Implementation - SDG
Data Focal Point
NITI Aayog - SDG
Coordination
Line Ministries - SDG
sectoral policy design,
scheme formulation,
monitoring
Urban local bodies
- Planning and
implementation
Rural local bodies
- Planning and
implementation
Frontline functionaries
- Implementation
Directorate of
Economics and
Statistics - SDG Data
Focal Point
Planning Department
- Nodal Dept. for SDG
coordination and
monitoring
Line Departments –
Sectoral scheme in
implementation and
monitoring
High-level Committee chaired by Chief
Secretary - SDG guidance, policy design,
review, monitoring
Training and Resource
Institutions, Experts
Source: Localizing SDGs - Early lessons from India, NITI Aayog, 2019
154 | Participant’s Manual AGENDA 2030
7.4. COMPREHENSIVE SDG MONITORING FRAMEWORK
Comprehensive monitoring and reporting framework will support the global targets, accelerate the
implementation of strategies, and track progress towards meeting the ambitious SDG global and national
targets. Local-level insights are critical in speeding up the process of implementing the 2030 Agenda. Given
India’s geographical reach and the socio-cultural, demographic, and economic diversity, localizing SDGs
is of paramount importance. Initiatives at the national level help delineate the scope of localization, and
interventions at the subnational level are critical, as subnational governments are the prime movers in the
process.
Given below is an SDG monitoring framework that caters to the planning and program implementation and
acts as a useful tool to translate the SDG monitoring strategy.
INPUTPROCESS OUTPUT OUTCOMES
Collect, monitor &
analyze data at a
subnational level
Production of
quality data
Improved quality
of policy-making &
Re-engineering in
governance
Comprehensive
and integrated
delivery systems
Population
covered by
social protection
systems
Recommendations
for the development
of additional tools
and guidelines
Ensure that local
achievements are
recognized and
they form part of
the national SDG
progress reports
Local & regional
governments should
define these
indicators according
to data collection
capacities, including
human resources &
technological
facilities
Set up joint
initiatives to create
strong subnational
mechanisms
supported by
independent review
processes
Involve universities,
research centres,
NGOs and private
sectors in the task
of monitoring and
analyzing data
Develop a set of
localized indicators
specific to State/UT
Participate in the
monitoring and
evaluation of the
SDGs at the national
level
Promote the
participation of
other stakeholders
& ensure that
information at the
local level is used
in national SDG
monitoring and
reporting process
1. Roadmap for localizing the SDGs: implementation and monitoring at the subnational level – UNDP, UN-Habitat, and Global taskforce of local and regional
governments. 2. Indicators and a Monitoring Framework for the Sustainable development goals, June 2015
Participant’s Manual | 155 The following conditions must be met to enable
comprehensive annual monitoring on all SDG
indicators:
1.
The indicators need to be well-defined and
compatible with low-cost but reliable data
collection systems.
2. For each indicator, one or more organizations
from inside or outside the UN system must be made responsible for ensuring annual data collection.
3.
Governments and the international community
must find the resources to fund effective data collection systems at national and international levels. Private companies should make their know-how and services available to support this critical effort.
SESSION-7: SDGs MONITORING
7.4.1. State-level SDGs Monitoring
1.
H
Haryana has envisaged an ambitious agenda by the year 2030 which aims to eradicate extreme poverty; provide housing, 24 X 7 power and clean drinking water to all residents; maintain 100% open defecation free status; attain parity in child sex ratio; reduce maternal mortality rate to 70 per 1,00,000 live births and under 5 mortality rate to 25 per 1,000 live births ; eliminate malnutrition among children; ensure 100% net enrolment ratio at the pre-primary level; decrease the unemployment gap between men and women to 0%;reduce crime against women; diversify industrial growth to generate employment to the tune of 18 lakh and provide skill development training to 50,000 persons with disabilities. The government is
4.
Where it is impossible or inadvisable to collect
annual data for an indicator, projections can fill gaps.
Indicators should also consider the diversity of territories. Thus, in line with the SDG motto of “Leave No One Behind’, they should include social groups at risk of exclusion (that is, groups that usually fall far below the average indicators). Similarly, countries with particular circumstances such as fragile, conflict-affected, landlocked, or less-developed countries or small islands might need to include additional indicators to reflect better and monitor their specific circumstances and needs.
committed to focus its efforts towards combating climate change and protecting forest ecosystems, biodiversity and natural resources by aiming to eliminate stubble burning by 100%; establish 400 climate smart villages and increase tree cover by 10 % by the year 2030.
Haryana aims to upgrade to a modern digital state
with information technology at the core for all
sectors. The sustainable development of Haryana
is only possible if the state follows five principles in
the new way of governance. These are-
156 | Participant’s Manual AGENDA 2030
a) Integr
decentralized implementation
b) Focusing on equitable development particularly
to address gender inequality and regional
imbalance.
c) Building human capital through educational
attainment and skill enhancement
d) Citizen-centric services promoting rule of law,
transparency and accountability, to facilitate easy access to essential services.
e)
Green growth, both infrastructural and physical
growth with regard for the environmental implications and natural resources depletion.
2.
GUJARAT
The Government of Gujarat prepared a Roadmap for implementing SDGs and a role matrix identifying the roles and responsibilities of various stakeholders. Seven thematic working groups have been constituted to foster convergence among departments.
The State Government has constituted a State
Empowered Committee (SEC), chaired by the
Chief Secretary and a Specialized State SDG Cell,
chaired by Director, Gujarat Social Infrastructure
Development Society (GSIDS), Planning Division,
General Administration Department – for effective
monitoring of the SDG progress.
The main functions of the State Empowered
Committee (SEC) are:
1.
Authenticate indicators and monitoring
framework;
2. Conduct a State-level review of progress on
SDG indicators quarterly; and
3. Provide directions and consultation in terms of
monitoring and implementation of SDGs.
The main functions of the State SDG 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.
A dynamic and interactive online MIS for tracking
progress on SDGs’ indicators is also being
developed. A specialized analytical web portal
has been designed to monitor physical progress
against financial expenditure for each Goal.
The State Government has also successfully
implemented a nutrition supplement scheme,
‘Dudh Sanjivni Yojana’, implemented 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.
1. Status of SDGs Implementation Dec-03-2018 2. NITI Aayog -
Localizing SDGs early lessons from India, 2019
3.
KARN
Planning, Programme Monitoring and Statistics
Department (PPMS) is the nodal agency
responsible for formulating strategies for
attainment of Sustainable Development Goals
(SDGs) in Karnataka by 2030.The department has
set up Monitoring and Coordination Committee
and the State level and Steering Committee for
formulation of effective action plans for achieving
the SDGs. In order to periodically monitor the
progress of SDGs, a separate technical cell and
goal specific committees have been set up.The
Goal Committees have finalized the strategies
and action plans in close consultation with the
Departments. The Goal-wise Committees have
appraised the State government of the budget
Participant’s Manual | 157 programmes. The software provides a focused
eye view on Sustainable Development goals,
Scheduled Caste Sub-Plan, Tribal Sub-plan and
Centrally Sponsored Schemes.
1. Karnataka Progress on SDGs
4.
AND
The Union Territory has developed IEC material, which has been shared with all the line departments. Awareness programs are conducted for various stakeholders through media campaigns, advertisements, nukkad nataks, and Gram Sabhas.
The Evaluation Cell in the Planning Department
is responsible for monitoring SDGs. All line
departments have been sensitized to the targets
and indicators. Data are being collected regularly,
and senior officials of the administration are
conducting a review. Departments have been
advised to prepare a specific Action Plan to achieve
SDG targets.
Source: NITI Aayog - Localizing SDGs early lessons from India, 2019
SESSION-7: SDGs MONITORING
Discussion Points
1. What can actors at the subnational level do to support SDG monitoring and close data gaps?
2. How can universities leverage their academic capabilities to strengthen SDG monitoring?
3. What are opportunities to get involved in SDG monitoring besides direct contributions to VNRs?
4. How can private sector stakeholders at the national and global level contribute to SDG monitoring?
5. Several countries will start their VNR preparation process for reporting at the 2021 HLPF soon, but
are their reporting mechanisms robust enough to cope with the unpredictability after the impacts
of the COVID-19 pandemic? Is there a need to review national mechanisms to make them more
resilient?
requirements and created an indicator-wise
monitoring system with base values and targets
for the year 2022 and 2030.A monthly review of
NITI Aayog’s 62 priority indicators (now 100) from
the SDG India Index Report of 2018 is part of the
Karnataka Development Programme (KDP) Review
at the district and State level.
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, jingles and public
events. Modules for capacity building, officials,
elected leaders and citizens as stakeholders are
being prepared by Administrative Training Institute,
Mysuru for localizing SDGs. The State aims to train
1,35,000 officials and elected representatives in 5
years through 2915 master trainers. The State is
also preparing strategies for a poverty and hunger
free state and better inclusion of the vulnerable
groups in the budget allocation.
Further, the recent launch of Avalokana software
enables the State government to access data on
expenditures and sanctions incurred on 1,800
158 | Participant’s Manual AGENDA 2030
Multiple Choice Questions:
1. A
System enables one to
a) Develop a plan to assess the way of
achieving desired outcomes
b) Promote participation of stakeholders
at the local level
c) Track implementation and output
systematically and measure the
effectiveness
d) Make operational resource allocation
decision
2. Which of the following statements is FALSE?
A comprehensive SDG Monitoring
framework
a) Caters to the planning and program
implementation
b) Accelerates the implementation of
strategies and track progress
c) Prevents private companies from
offering their know-how and services
d) Collects, monitors and analyzes data at
the subnational level
3. To conduct a readiness assessment for
establishing a Results-based Monitoring and Evaluation System, it is crucial to
a)
Determine roles and responsibilities and
existing structure
b) Agree on outcomes to monitor and
evaluate
c) Select key performance indicators to
monitor outcomes
d) Collect baseline data on indicators
4. Localizing SDG at the district and local level
requires the involvement of
a) Planning Department
b) District Administration
c) Directorate of Economics and Statistics
d) NITI Aayog
Participant’s Manual | 159 SESSION-7: SDGs MONITORING
160 | Participant’s Manual IMPLEMENTATION OF
SDGsSESSION 08 “Intellect without
implementation is ignorance,
not intelligence.”
- Richie Norton
162 | Participant’s Manual SESSION-8:
IMPLEMENTATION OF SDG s
OVERVIEW
Implementation of the 2030 Agenda for sustainable development requires nimble adaption to local challenges
and ownership of public officials. In this session, we will delve into the progress made in the implementation
of SDGs in India. Participants will reflect upon the steps to identify performance problem-areas in which
SDG is not performing satisfactorily, and then work backwards to identify the causes of those unsatisfactory
results and propose changes in the process and quality improvement methods.
OBJECTIVES
•
A
• Explain the diagnostic tree approach, its use in the Flagship Framework, and its distinctive features in
identifying causes and linking those causes with the societal control knobs.
• Prepare participants for diagnostic work as part of the group activity.
KEY MESSAGES
• 2030 Agenda for SDGs’ implementation requires a diverse approach in different contexts.
• The Government of India has taken many initiatives that are aligned with the SDGs.
• Pandemic is going to have unintended consequences and will affect the implementation of SDGs.
• Progress on SDGs requires an emphasis on localization at the State level and even at the district and
city/village level.
• Civil servants have to play a vital role, and knowledge of the relevant frameworks needs to percolate
to the officials at the cutting edge.
RECOMMENDED READINGS
• https:/
• http://niti.gov.in/writereaddata/files/Telangana.pdf
DAY 2
Participant’s Manual | 163 8. INDIA VOLUNTARY NATIONAL
REVIEW 2020
The High-Level Political Forum, organized by
the United Nations, is a pivotal forum to review
progress on the 2030 Agenda for Sustainable
Development and the Sustainable Development
Goals. Member States report progress on SDGs
during the forum, and detailed discussions take
place to further learn from the experiences to
speed up the implementation process. As part of
the High-Level Political Forum, India presented its
Voluntary National Review in 2020.
According to India Voluntary National Review, the
2030 Agenda embodies India’s integral approach to
enable its citizens to participate fully and freely in
the economy and society. In this endeavour, working
with States and Union Territories to continuously
improve SDG targets performance has been a
critical factor. India has also facilitated regional
and global cooperation for learning and capacity
building for more incredible progress towards
SDGs’ achievement. India supports developing
countries through the USD150 million India-UN
Development Partnership Fund for this purpose.
The Government of India works collaboratively with
all domestic and global stakeholders to accelerate
efforts to build a sustainable planet for future
generations. A snapshot of India’s developmental
framework identifies the linkages between the
concept of LNOB (Leave No One Behind) and
inclusive poverty reduction and social integration
programs. The Government of India highlights on
India’s efforts and initiatives towards the 2030
Agenda for sustainable development from the
India VNR 2020 in the following passages.
8.1. SASHAKT BHARAT SABAL
BHARAT
Empowered and Resilient India
In its war against poverty, India, focusing on
economic growth and social inclusion, has halved
the incidence of multidimensional poverty by lifting
271 million from the most vulnerable sections of
the society out of poverty while reducing extreme
income poverty from 21.2 percent in 2011 to 13.4
percent in 2015. Deprivation is shaved significantly,
and reduced across nutrition, child mortality,
education, sanitation and drinking water, electricity
and housing, and other essential services.
8.2. SWACHH BHARAT SWASTHA
BHARAT
Clean and Healthy India
For a country with 1.3 billion people, improving
access, affordability, and quality of sanitation,
nutrition, and health services have been ceaseless
endeavours. With a nationwide nudge provided by
the Clean India Campaign and the National Nutrition
Mission, India achieved universal sanitation in all
603, 175 villages in 2019, recording a quantum leap
from the 2014 figure of 38 percent villages with
sanitation. Similarly, child and maternal mortality
and stunting levels have also sharply reduced.
Moving toward universal health coverage,
accessible, affordable, and quality healthcare are
institutionalized under Ayushman Bharat – the
world’s most massive health protection scheme,
providing an annual cover of INR 500,000 (USD
6,666.7) to 100 million families (approximately
500 million Indians) from economically weaker
sections.
SESSION-8: IMPLEMENTATION OF SDG s
164 | Participant’s Manual To check the spread of the COVID-19 pandemic,
the expedited development of contact and
tracing application called ‘Aarogya Setu’ is one
such outcome of India’s efforts to increase
digital platforms’ capacity to use exponentially.
Within a few weeks of its rollout, more than 100
million Indians have downloaded this application,
demonstrating the speed with which Indian citizens
are adopting digital platforms to access healthcare
solutions.
8.3. SAMAGRA BHARAT SAKSHAM
BHARAT
Social and Financial Inclusion
The most compelling vision of the 2030 Agenda,
‘Leave No One Behind’, resonates deeply in
Mahatma Gandhi’s philosophy and is also
enshrined in our Constitution. Social inclusion
is the cornerstone of the national development
plan that entails both legislative and executive
action to create a level playing field. Additionally,
to universalize access to essential services and
address communities’ challenges in vulnerable
situations, financial inclusion is necessary.
While legislation and interventions focus on
protecting and main streaming the vulnerable, inter-
sectionality and its impact on accentuating the
existing vulnerabilities are addressed by developing
multi-sector, a land concurrent programs. Greater
implementation efficiency is achieved through
collaboration with civil society and the private
sector.
Financial inclusion, the path to promoting social
inclusion, was greatly aided by the Jan Dhan-
Aadhaar-Mobile (JAM) trinity, which provides
near-universal access to bank accounts under
the Jan Dhan Yojana, biometric identity for about
90 percent of people, and access to mobile
phones and internet services to over 665 million
people. This scheme has propelled the unbanked,
significantly over 200 million women into the
main stream financial system, accelerating their
economic empowerment through new avenues
of credit, insurance, and Direct Benefit Transfers
(DBT).
8.4. SATAT BHARAT SANATAN
BHARAT
Sustainable India
Taking forward its nationally determined
contributions under the UNFCCC, India’s climate
action strategies emphasize on clean and efficient
energy systems, resilient urban infrastructure, and
planned eco-restoration. India is well-placed on
fulfilling its climate action plan. It has achieved
several milestones. All of its 6,03,175 villages are
electrified. Clean cooking fuel has reached 80 million
additional households since 2015. Renewable
energy installed capacity has grown by 75 percent
since 2014 to 132 GW (Gigawatt) capacity. Finally,
energy-saving appliances have resulted in reduced
CO2 emission annually by 38 million tonnes.
Globally, India stands third in renewable power,
fourth in wind power, and fifth in solar power.
India launched the Coalition for Disaster Resilient
Infrastructure and the International Solar Alliance
to leverage global partnerships for climate action
and disaster resilience. On the other hand, India
has implemented a systematic disaster resilience
strategy based on the Sendai Framework to
manage its high vulnerability to climate-induced
natural disasters and their impact on the poor.
AGENDA 2030
Participant’s Manual | 165 SESSION-8: IMPLEMENTATION OF SDG s
8.5. SAMPANNA BHARAT SAMRIDDHA
BHARAT
Prosperous and Vibrant India
India is one of the fastest-growing emerging
market economies. With a GDP of USD 2.72
trillion in 2018-19, India strives to become a
USD 5 trillion economy by 2025, following an
inclusive and sustainable growth trajectory. India
is pursuing aggressive reforms to stimulate
manufacturing, build infrastructure, spur
investments, foster technological innovation, and
boost entrepreneurship. Major reforms include
a single Goods and Services Tax (GST) regime,
FDI liberalization, Insolvency, and Bankruptcy
legislation, Ease of Doing Business Reforms,
and flagship programs like Make in India, Startup
India, and Skill India. As a result, FDI grew to
USD 284 billion between 2014-19. Together with
a young population and burgeoning innovation
and business ecosystem, these policies make
for a robust engine of economic progress. India’s
performance on several global indices testifies to
its steady improvement.
8.6. AATMANIRBHAR BHARAT
Self-Reliant India
The Hon’ble Prime Minister launched the
Aatmanirbhar Bharat Abhiyan or ‘Self-Reliant India’
Movement during his address to the nation on
May 12, 2020. The clarion call for self-sufficiency
is based on his vision of translating immediate
COVID-19 related policy measures to bring about
transformative changes in the country. A self-
reliant India will rest on five pillars:
i)
Economy, which brings in quantum leap and not
incremental change;
ii) Infrastructure, which should become the
identity of the country;
iii) The system, based on 21st-century technology-
driven arrangements;
iv) Vibrant Demography, the source of human
capital and potential;
v) Demand, where by the country’s demand and
supply-chain’s strength will be utilized to full
capacity;
Some of the highlights of this initiative have been
detailed below:
Short-Term and Long-Term Measures to ensure
that ‘No One is Left Behind.’
•
Leveraging technology to create a
geographically independent ‘One Nation One
Ration Card’ platform
• Additional INR 400 billion (USD 5.33 billion) for
MGNREGA to generate 3 billion person-days of employment
•
Scheme for affordable rental housing
complexes for migrant workers and urban poor
• INR 50 billion (USD 666.7 million) credit facility
for street vendors
• INR 300 billion (USD 4 billion) additional
emergency working capital for farmers
• INR 2 trillion (USD 26.7 billion) concessional
credit boost to 25 million farmers
• INR 60 billion (USD 800 million) for afforestation
and plantation works to create job opportunities
Healthcare Reforms and Investments
• INR 5 million (USD 66.7 thousand) insurance
cover for health professionals
• E-Sanjeevani tele-consultation services
166 | Participant’s Manual • Incr
health and wellness centres in rural and urban
areas
• Future pandemics: Integrated public health
labs in all districts, and block level labs & public health unit
Relief and Credit Support Related to Businesses
•
INR 3 trillion (USD 40 billion) emergency
working capital facility for businesses, including
MSMEs.
• INR 500 billion (USD 6.7 billion) equity infusion
through MSME Fund of Funds.
• INR 300 billion (USD 4 billion) unique liquidity
scheme for NBFC/HFC/MFIs.
• INR 450 billion (USD 6 billion) partial credit
guarantee scheme 2.0 for liabilities of NBFCs/MFIs.
•
INR 900 billion (USD 12 billion) liquidity injection
for DISCOMs.
Measures to Strengthen Agriculture, Fisheries and Food Processing Sectors
•
INR 1 trillion (USD 13.3 billion) fund for farm-
gate infrastructure for farmers.
• INR 200 billion (USD 2.7 billion) for fishermen.
• Animal Husbandry Infrastructure Development
Fund – INR 150 billion (USD 2 billion).
Technology-Driven Education with Equity•
PM e-VIDYA, a program for multi-mode access
to digital/online education.
• Manodarpan: An initiative for psycho-social
support for students, teachers, and families for
mental health and emotional wellbeing.
• New National Curriculum and Pedagogical
framework for school, early childhood, and
teachers.8.7. SDG IMPLEMENTATION - ROLE OF
GOVERNMENT OFFICIALS
In the context of SDGs, one can argue that they
are ambitious but not radical. They have been
developed through a collaborative process
involving all the stakeholders. Most people would
agree with the broad vision behind global efforts to
help people build a better life for themselves and
future generations in a sustainable manner.
Though, in a sense, it is not difficult for the civil
servants to adapt existing national programs
and goals in line with Sustainable Development
Goals, inertia and competing priorities can play
a spoil sport in achieving the desired objectives.
Progress on the Sustainable Development Goals
(SDGs) depends on civil servants in developing
and transitioning countries. They are crucial in
ensuring governments’ performance and for
delivering the outcomes. Therefore, any effective
planning, implementation, and monitoring strategy
for SDGs focus on making public servants, its key
champions, and stakeholders. There is a need to
create a partnership among civil servants, civil
society, and citizenry. Identification of collaboration
opportunities between Government and Citizens
needs civil servants to understand the ground
reality and find local solutions in SDGs’ broader
framework.
Therefore, it is important to clarify challenges
and opportunities for civil servants in planning
and implementing the 2030 Agenda and its
implications for capacity-building initiatives.
Effective implementation of the 2030 Agenda for
sustainable development rests on civil servants’
shoulders at all government hierarchy levels.
AGENDA 2030
Participant’s Manual | 167 SESSION-8: IMPLEMENTATION OF SDG s
Discussion Points
1. Consider one or more re-centre form proposals either adopted or seriously considered in your state.
Where did these ideas originate? Was a causal diagnosis undertaken, and why, or why not?
2. Who can make a diagnosis? Is there a group or unit in the Government (or outside it) with the
responsibility and capacity to make SDG diagnosis? How is that unit involved in the policy
development process?
Multiple Choice Questions:
1. What is the most compelling vision of the
2030 Agenda?
a) Gender Equality
b) Social Integration
c) Leave No One Behind
d) Poverty Reduction
2. To check the spread of the COVID-19
pandemic, the expedited development of
contact and the tracing application called
a) Jan Dhan-Aadhaar App
b) Aarogya Setu App
c) Aaykar Setu App
d) mAadhaar App
3. Swachh Barat Swasth Bharat is focused on
a) Improving access to health and
nutrition
b) Improving access to quality of
sanitation
c) Improving access to clean drinking
water for all
d) Improving access, affordability, and
quality of sanitation, nutrition, and health
4.
A self-reliant India will rest on _______
pillars.
a) 4
b) 7
c) 5
d) 3
5. Under the Atmanirbhar Bharat programm,
the technology is leveraged to create a geographically independent ______ platform
a)
One Nation One Ration
b) Sustainable India
c) Clean and Healthy India
d) Empowered and Resilient India
168 | Participant’s Manual SUPPLEMENTARY MATERIAL
I. BE
Some practices and innovations that have shown promise in the field are explained in this section. These
will be used to deconstruct the strategies, structures, and other elements, so that, a transparent approach to
replicating or creating new initiatives can be found.
SDG - 1
Kudumbashree, meaning ‘prosperity of the family’ in Malayalam, is the poverty eradication and women
empowerment program implemented by the State Poverty Eradication Mission of the State of Kerala jointly
with the National Bank for Agriculture and Rural Development. The Mission consists of a three-tier structure
with Neighbourhood Groups (NHGs) as primary level units, Area Development Societies (ADS) at the ward
level, and Community Development Societies (CDS) at the local government level. In 2011, India recognized
Kudumbashree as the State Rural Livelihoods Mission under the National Rural Livelihoods Mission.
Employment Generation through MGNREGA in the Aspirational District of Garhwain Jharkhand: Garhwa, a
district in the State of Jharkhand, has undertaken extensive development of farm ponds, wells, and installation
of micro-irrigation sprinklers with the help of non-conventional sources of energy through employment
generation under the MGNREGA social security scheme.
SDG - 2
Breast Milk Bank was established in the Aspirational District of Ramanathapuram, Tamil Nadu, to provide
breast milk for low birth weight, pre-term and orphan babies. The initiative helped improve breastfeeding
rates within the first hour from 42.9 percent in 2015-16 to 85.5 percent in the District.
Centralized Kitchens for Better Nutrition is the Tribal Development Department’s initiative in the Aspirational
District of Nandurbar, Maharashtra. The central kitchen has been set up by the Tribal Development Department
of the State Government to provide hot and nutritious meals to children in residential schools, known as
Ashram Shalas. This central kitchen caters to 28 ashram schools with a capacity of up to 10,000 students.
SDG - 3
Aarogya Setu is a COVID-19 tracking mobile application developed by the Government of India, enabling
people to self-assess the Corona virus infection risk based on their interaction with others, using cutting-edge
Bluetooth technology and algorithms based on artificial intelligence.
Available in 11 languages, this app augments the initiatives of the Government to contain the risks of
COVID-19 and share the best practices. It is the world’s fastest-growing mobile application with over 100
million installations on the Google Play Store, just weeks after its launch on April 2, 2020. It now brings online
medical consultations (call and video), the Home Lab Test, and e-Pharmacy.
The Government of Andhra Pradesh started YSR Aarogyasri Scheme to achieve universal health coverage
for BPL families. The scheme has established a demand-side mechanism that mobilizes and channels
Participant’s Manual | 169 public financing to health. It has introduced an explicit benefits package, pioneered cashless care, and
fostered public-private partnerships.
SDG - 4
Unnayan Banka, implemented in the Aspirational District of Banka, Bihar, is an initiative that envisages quality
education for allusing the latest technologies. It is a multiplatform model where students get modern-day
animated, contextualized, and comprehensive videos on various technology platforms like LCD/LED TVs,
projectors, and mobile phones. Shifting from the traditional model of education of chalk and talk, Unnayan is
reinventing teaching using technology.
In Banka, learning outcomes improved from 17 percent to 54 percent with 90 percent attendance. Following
the success of this innovation, the model has now been successfully implemented in all districts of Bihar
and other Aspirational Districts such as Godda (Jharkhand), Ramgarh (Jharkhand), Dhubri (Assam), Namsai
(Arunachal Pradesh), and Dhenkanal (Odisha).
Teach Gajapati is the initiative implemented in the Gajapati district of Odisha, one of the Aspirational Districts.
It enables willing government officers and other educated volunteers to enroll as teachers and take 15
sessions per subject followed by tests, culminating in substantial improvements in learning outcomes in
these schools.
SDG - 5
The Child Protection Unit in the Aspirational District of Muzzafarpur performs an integrated role in child
rights, health, and education. This unit mobilizes the community and emphasizes on gender equality, reduced
mortality rates, and relevant indicators about children and women.
The unit creates awareness of pre-and-post-natal, mother, and child healthcare. The community members
are sensitized to using informative videos in the local language during daily panchayats and Ratri Chaupals
(night meetings).
Asha Ek Umeed Ki Kiran is the unique initiative of the District Collector of Kondagaon, Chhattisgarh, to
empower the local women by providing employment. The Asha centre was started in collaboration with
District Project Livelihood College and District Skill Development Authority. The initiative’s main objectives
are to improve women’s employability, generate awareness about various government schemes, and connect
remote areas with the mainstream. The centre focuses on several economic activities such as garment
stitching training-cum-production unit, handloom weaving, sanitary pads production unit, glass bangles
design and LED bulb repair & assembling, and offers employment & training to over 300 women.
SDG - 6
‘Taanka’ Technique for Water Conservation in the aspirational district of Sonbhadra became the first district
in Uttar Pradesh to employ the traditional taanka technique to propel its efforts for rainwater harvesting and
SUPPLEMENTARY MATERIAL
170 | Participant’s Manual water conservation that is popular in the water-parched State of Rajasthan. Sonbhadra district replicated this
practice and is building 5,000 taank as and 5,521 ponds across the water-starved district.
This novel practice conserves and stores water, which is to be utilized during the lean summer months
when the demand is at its peak and supply invariably falls short. This initiative marks a departure from
the temporary respite provided by water tankers. It is a crucial step towards the sustainable use of water
resources in the district in the long-term.
Subsurface Dams in the Aspirational District of Y.S.R Kadapa, Andhra Pradesh, are constructed using
Z sheet piling technology at six River Papagni locations. Subsurface dams play an influential role in the
proper utilization of groundwater resources and help control undesired fluctuations in the groundwater level.
Before implementing this initiative, the water table in the adjoining areas of the river was shallow. After the
intervention, water per collation of the surface run off to the sand layers and the adjacent alluvium along the
river has increased the water table, resulting in increased water availability for sustainable irrigation practices.
SDG - 7
Surya Shakti Kisan Yojana (SKY) of the Government of Gujarat is a solar power scheme for farmers,
enabling them to generate electricity for their captive consumption and sell the surplus power to the grid,
augmenting income. Farmers with an existing electricity connection will be given solar panels as per their
load requirements. The State and Central Governments will provide a 60 percent subsidy on the cost of the
project. The farmer must bear 5 percent of the costs, while 35 percent will be provided as an affordable loan
with interest rates of 4.5 to 6 percent.
SOLAR PV ELECTRIFICATION: The Chhattisgarh State Renewable Energy Development Agency (CREDA) and
the State Health Department have collaborated to install, operate and maintain solar PV systems in 900
health centres in the State, to improve health outcomes. This initiative is part of a much larger solar PV
electrification program across the State. CREDA received the Ashden International Award for Sustainable
Energy and Health Innovation in 2018.
SOLAR URJA through Localization for Sustainability (SoULS) initiative, a flagship program of the Indian
Institute of Technology, Bombay, works on active interventions for providing clean, efficient, affordable, and
reliable energy access to the last mile households. The initiative encourages a localized solution involving
local communities and ensures the transition from a ‘program-driven model’ to a ‘market-driven model.’
The initiative started in 2013 as The Million Solar Urja Lamp Program (MSP), which disseminated one million
solar study-lamps to rural students. After the one MSP scheme’s success, the MNRE sanctioned seven million
solar study-lamps. The SoULS initiative has been successfully rolled out in 346 operational blocks, training
over 9,353 people and benefitting more than six million students.
SDG - 8
ATAL INCUBATION CENTER (AIC): Atal Incubation Centers, an initiative under the Atal Innovation Mission of
AGENDA 2030
Participant’s Manual | 171 NITI Aayog, aims to promote the innovation and entrepreneurship ecosystem in the country. For instance, the
AIC-NIFTTEA (National Institute of Fashion Technology–Tirupur Exporters Association) incubation centre
for textiles and apparel is sector-specific to create an ecosystem to foster innovation knowledge-based
entrepreneurship. With India becoming the breeding ground of startups, Atal Incubation Centers create
numerous jobs with their scale-ups and enable the business and innovation environment.
Pradhan Mantri Mudra Yojana (PMMY) provides loans of up to INR 1 million (USD 13.3 thousand) to the
noncorporate/non-farm small/micro-enterprises. Under the aegis of PMMY, there are three products, ‘Shishu,’
‘Kishore,’ and ‘Tarun,’ to signify the growth/development and funding needs of the beneficiary micro-unit/
entrepreneur and to provide a reference point for the next phase of growth.
SDG - 9
Ease of Doing Business in Mumbai and Delhi – Municipal Corporation of Delhi and Municipal Corporation of
Greater Mumbai have introduced fast track approval systems to issue building permits. These have features
such as Common Application Form (CAF), using a digital signature, and online scrutiny of building plans.
Doing Business 2018 and 2019 reports showed that the time for construction permits reduced from 128.5 to
99 days in Mumbai, and 157.5 to 91 days in Delhi, between the years.
SDG - 10
Sweekruti Scheme of the Government of Odisha provides equal opportunities and protects the rights of the
transgender community. The key strategies of the project include surveying and identifying of all transgender
persons in the State, assisting the parents of transgender children, and providing pre- and post-matric
scholarships, skill up-gradation, and entrepreneurship development training by strengthening self-help groups,
providing support for critical healthcare, and group insurance support for transgender persons, providing
legal aid, counseling and guidance services for transgender persons, organizing awareness and sensitization
campaigns on rights of transgender persons, and providing training to staff and volunteers. Under surveying
and identification, a multipurpose SMART Card is offered to all transgender persons, enabling enrolment in
schemes and services provision. The initiative also assists in monitoring the utilized benefits and iidentifying
services that transgender persons require.
Venture Capital Fund is a social sector initiative implemented nationally by the Ministry of Social Justice
and Empowerment to promote entrepreneurship among the Scheduled Caste (SC) population in India.
‘Entrepreneurship’ relates to entrepreneurs managing businesses that are oriented towards innovation and
growth technologies. The fund’s spirit mentioned above supports those entrepreneurs who will create wealth
and value for the society, while promoting profitable businesses. Under this scheme, women SC entrepreneurs
are given a preference.
SDG -11
Mangrove Boardwalk Panaji, Goa is developed by Panaji Smart City Development Limited, the Smart City SPV
SUPPLEMENTARY MATERIAL
172 | Participant’s Manual of the Government of Goa. The project was executed under the AMRUT Mission’s auspices, one of the thrust
areas that aims at creating ecologically sustainable green spaces, thereby enhancing the amenity value of
cities. The boardwalk benefits the tourists visiting the State and the locals by providing a safe environment to
relax and enjoy the mangroves, which are an asset to the ecosystem and biodiversity.
Bhubaneswar One, Odisha, is implemented by Bhubaneswar Smart City Limited (BSCL). Bhubaneswar One is
an e-portal that integrates geo-spatial data from all the Government and private organizations for providing
easy and hassle-free information to residents and tourists. It is an integrated GIS-based mapping system
for Government agencies to deliver location-based services and information. This e-platform is being used
to find locations, ward information, public services, tourism and events-related information, and updated
notifications from various government organizations. The project is increasingly becoming a one-stop
solution for Bhubaneshwar residents, for city services and local information.
SDG – 12
Water Management Intervention by the Government of Haryana is working towards recharging groundwater
supplies by implementing a compulsory rainwater-harvesting system and promoting crop diversification to
move towards less water-intensive crops. These efforts have slowly shifted away from regular rice/wheat
crop cycles towards adopting micro-irrigation techniques. This change has lowered the overall reliance on
flood irrigation, saving water in the agricultural sector, and improving water use techniques. Six hundred forty-
five thousand two hundred lands are being serviced through micro-irrigation for agricultural and horticultural
purposes.
‘Nirmala Bhavanam Nirmala Nagaram’ (Clean Homes, Clean City) project in Kerala is undertaken in
coordination with the district Suchitwa Mission (Cleanliness Mission). The urban local body implements the
project to focus on decentralized solid waste management through the segregation and treatment of wet
waste at the source.
The households with a backyard are encouraged to set up portable or fixed biogas plants, and those without
enough space are given the option of piped composting. The municipality offers subsidies to promote the
acceptance of these mini personal plants; it also formed a team of two to three trained women in every ward
for maintenance. The project has received global recognition from the UNEP.
SDG- 13
India Cooling Action Plan (ICAP) is a cross-sectoral and an essential part of sustainable economic growth.
ICAP is required across different economic sectors such as residential and commercial buildings, cold-chain,
refrigeration, transport, and industries.
Launched in March, 2019, India is one of the first countries to develop a comprehensive Cooling Action
Plan to address requirements across sectors and list actions to reduce the cooling demand. ICAP envisages
refrigerant transition, enhancing energy efficiency and better technology options within a time horizon of 20
AGENDA 2030
Participant’s Manual | 173 years, thus reducing direct and indirect emissions. The overarching goal is to provide sustainable cooling and
thermal comfort while securing society’s environmental and socio-economic benefits.
SDG - 14
The Sindhudurg Mainstreaming Project in Maharashtra has invested heavily in a multi-pronged approach to
improve fisheries’ sustainability and protect the rights of access of artisanal fishers, act against illegal fishing
activities, and build sectoral partnerships to diversify and improve the livelihoods of coastal communities. In
this project, the Government Departments of Forestry and Fisheries are working with the fishing communities
to adopt better sustainable practices and fishing gear that reduces bycatch, keeps off-takes within safe
ecological limits, and protects sensitive habitats, crucial for breeding successes of threatened species. The
project is also working to reduce fishing pressure by creating new opportunities for sustainable livelihoods,
especially for women and youth. These include value addition to fisheries’ operations, production activities
such as small-scale farming of mangrove crabs and oysters, and a range of activities linked to responsible
eco-tourism.
Eco-labelling initiatives are being promoted for sustainably managing marine fisheries. An eco-labelling
intervention in Kerala seeks to harness consumer power to change the fisheries sector positively. After the
Marine Stewardship Council (MSC) granted certification to Ashtamudi short-neck clam fisheries in Kerala, for
the first time in 2014, 10 types of fisheries (blue swimming crab, shrimp, red-ring shrimp, squid, whelk, flower
shrimp, cuttle fish, lobster, skipjack tuna and Japanese threadfin bream) are being targeted for getting the
MS Certification.
SDG - 15
Sustainable Highways is the initiative to balance highway development and environmental conservation
as per the Green Highways Policy initiated in 2015. The initiative involves all stakeholders, including local
communities and civil society, in planting trees and shrubs and India’s rapidly expanding highway network.
The objective is to transform the National Highways into a natural sink for air pollutants and arrest soil
erosion at the embankment slopes.
PARISH is a web-based, role-based workflow application developed for online submission and monitoring
proposals submitted for seeking Environment, Forest, Wildlife, and CRZ Clearances from Central, State, and
district authorities. In addition to automating the entire process of tracking proposals, it allows for online
submission of a new proposal and editing/updating details. It displays the status of the proposals at each
stage of the workflow.
SDG -16
Police Uncle Tutorial is one-of-its-kind initiative by the Police Department in the Aspirational District of
Simdega in Jharkhand. This unique concept targets drop outs and academically weak students of Grade X in
the left-wing extremism affected areas of the district, where children are more susceptible to crime. There are
SUPPLEMENTARY MATERIAL
174 | Participant’s Manual 16 such centres, each with around 50 children, spread over the district’s ten blocks. The children are identified
through the Police Department’s Janta Durbars (Public Meetings) organized in vulnerable areas. Teachers
of government schools, elders, social workers, and volunteers have been roped in as resource persons for
teaching the students. There are over 120 such dedicated teachers who render their services to help the
students enroll. Each centre has a coordinator who prepares the routine and assigns classes to the teachers.
The program has seen active participation from a large section of community members.
Source (for all the above): India VNR, 2020
II. MAPPING OF STATE GOVERNMENT IMPLEMENTED SCHEMES AGAINST SDGs -
A CASE OF TELANGANA.
We have taken Telangana’s example to demonstrate the mapping of development schemes run by the
government against SDGs. This activity provides vital information about the gaps, and indicates the overlap
and possibility of a more cohesive and targeted response. It also avoids the trap of ‘reinventing of the wheel’
and provides structured and nuanced insights to the decision-makers to make schemes and programs more
effective.
The following steps were taken by the Telangana government:
•
A broad Sector-wise 3-Year Action Plan, 7-Year Strategy, and 15-Year Vision has been prepared.
• Mapped SDGs with departments concerned.
• Mapped each target with the departments responsible.
• Mapped Flagship programs with each goal.
• Senior Officers of departments concerned deputed to attend SDG-wise National Level Consultations
arranged by NITI Aayog.
• SDG related Sector-wise workshops are being conducted.
• E-Learning Module is developed to generate awareness on SDGs among district and sub-district level
officers in the State (both English & Telugu versions).
AGENDA 2030
Participant’s Manual | 175 SDG-WISE EXISTING SCHEMES IN TELANGANA
Sl. No. SDGExisting Schemes
1No Poverty
1. Aasara Pensions;
2. Financial assistance to Beedi workers;
3. Stree Nidhi Bank;
4. Economic support schemes to SC, ST, BC, and
minorities;
5. ST, SC sub-plans;
6. Purchasing and assigning of 3 acres of agriculture
land to SC women;
7. Three percent interest loans to SHG members
2 Zero Hunger
1. ICDS;
2. Girl child Protection;
3. Kalyan Lakshmi/Shaadi Mubarak;
4. ASARA Pensions for widows;
5. Aarogya Lakshmi;
6. Economic Assistance to Beedi workers;
7. SERP–TRIGP;
8. Land distribution;
9. SHG bank linkage;
10. Stree Nidhi;
11. Supply of 6 kg rice/person/month to 2.86 crore
persons (Re 1/kg)
3Good Health and Wellbeing
1. Arogya Lakshmi plus strengthening of Anganwadis;
2. Construction of new medical colleges and hospitals;
3. Upgradation and strengthening of Vaidya Vidhana
Parishad (VVP) hospitals;
4. Ayurveda, Yoga, Unani, Siddha & Homeopathy
(AYUSH);
5. Ambulance Service - Rural Emergency Health
Transport scheme;
6. Upgradation of PHCs;
7. Upgradation of District Headquarter hospitals to Super
Specialty hospitals;
8. Strengthening infrastructure to CHCs and PHCs;
9. Establishing more trauma care centres;
10. Amma Vodi
SUPPLEMENTARY MATERIAL
176 | Participant’s Manual Sl. No. SDGExisting Schemes
4Quality Education
1. Residential Schools;
2. Nutritious meals program;
3. Welfare Hostels;
4. Coaching and skill development for formal and self-
employment;
5. Coaching & Scholarships for higher studies in foreign
universities;
6. Conversion of welfare hostels into residential schools;
7. KG to PG;
8. Establishing education hubs;
9. Pre-matric scholarships;
10. Fee reimbursement in the technical courses;
11. Entrepreneurial Development;
12. Construction of School and College buildings;
13. Special schools for minority girls
5Gender Equality
1. ICDS;
2. Girl Child Protection Scheme;
3. Kalyan Lakshmi/Shaadi Mubarak;
4. ASARA Pensions for widows;
5. Aarogya Lakshmi;
6. Economic Assistance to Beedi workers;
7. SERP–TRIGP;
8. Land distribution;
9. SHG bank linkage;
10. Stree Nidhi;
11. Safety and security of Women (She teams)
6Clean Water and Sanitation
1. Mission Bhageeratha;
2. Swachh Telangana in line with Swachh Bharat;
3. Sanitation programs;
4. Construction of IHHLs
7Affordable and Clean Energy
1. Make Telangana power-surplus State through
increasing the production of thermal, hydro, and
renewable energy;
2. Externally-aided projects for High Voltage Distribution
System (HVDS) and energy efficiency program;
3. Focus on renewable energy; Solar pump-sets
AGENDA 2030
Participant’s Manual | 177 Sl. No. SDGExisting Schemes
8Decent Work and Economic Growth
1. ICDS;
2. Girl child Protection;
3. Kalyan Lakshmi/Shaadi Mubarak;
4. ASARA Pensions for widows;
5. Aarogya Lakshmi;
6. Economic Assistance to Beedi workers;
7. SERP–TRIGP;
8. Land distribution;
9. SHG bank linkage;
10. Stree Nidhi;
11. Supply of 6 kg rice/person/month to 2.86 crore
persons (Re 1/kg)
9
Industry, Innovation, and
Infrastructure
1. Financial Assistance to Handloom & Textile Promotion;
2. Industrial Infrastructure Development;
3. Incentives for Industrial Promotion;
4. NIMZ;
5. T-PRIDE; T-IDEA;
6. TS-iPASS;
7. RICH;
8. T-Hub;
9. Metro Rail;
10. Industrial corridors;
11. Road network;
12. Providing doubling roads from mandals to district
headquarters; core roads, district roads
13. Dry Port;
14. IT Policy
10 Reduced Inequalities
1. SC Sub-plan;
2. ST Sub-plan;
3. Programs for Minority Development;
4. Programs for BC Development;
5. Development of backward regions of the State;
6. Purchasing and assigning of 3 acres of agriculture
land to SC women;
7. T-PRIDE;
8. Providing free education to BPL families (financial
assistance to students)
SUPPLEMENTARY MATERIAL
178 | Participant’s Manual Sl. No. SDGExisting Schemes
11 Sustainable Cities and Communities
1. Construction of Double Bedroom Houses for Weaker
sections;
2. Metro Rail;
3. Telangana Ku Haritha Haram;
4. Security measures (She Teams; CC cameras for cities)
12
Responsible Consumption and
Production
1. Solid Waste Management;
2. Agriculture, horticulture marketing;
3. Godowns and cold storages;
4. Micro-irrigation
13 Climate Action
1. Haritha Haram;
2. Afforestation;
3. Initiatives to promote biodiversity
14 Life below Water
1. Promotion of Fish and Prawn Production;
2. Dry Port as there is no coastal line;
3. In-land fisheries development
15 Life on Land
1. Haritha Haram (Afforestation);
2. Soil and water analysis and appropriate nutrition and
cropping;
3. Mission Kakatiya
16
Peace, Justice and Strong Institutions
1.
Grama Nyayalayalu;
2. Schemes for modernization of Police Force;
3. She teams;
4. Right to Information Act;
5. Legal aid to weaker sections
17 Partnerships for the Goals
1. TS-iPASS;
2. T-IDEA;
3. Industrial Health Clinic;
4. T-PRIDE;
5. T-Hub;
6. RICH
AGENDA 2030
Participant’s Manual | 179 III. RO
As part of the hands-on training, participants will be expected to analyze reasons for programs’ failures and
inefficiencies reaching out to the beneficiaries. Root cause analysis is a crucial form as to go at the start of
the problems and identify inherent contradictions and reasons for failure or success. A detailed example to
familiarize participants with the use of root cause analysis in developing SDGs-related policies and programs
is given below:
ROOT CAUSE ANALYSIS: ALSO CALLED A FISHBONE DIAGRAM
SUPPLEMENTARY MATERIAL
The ProblemAsking WHY Five Times
Payment Financing
Regulation Persuasion
Organization
180 | Participant’s Manual Root Cause Analysis
Root cause analysis is a popular process for finding out the underlying cause of a problem. This technique is
used for identifying the root cause and also fixing many other issues associated with it.
The problem in the context of developmental policy will usually be associated with the meta-factors (called
‘Control Knob’) mentioned above, i.e., financing, payment, organization, regulation, and behaviour change.
Root causes related to these meta-factors are discussed below:
Financing: Deals with the mechanisms which mobilize money and how it is allocated. In other words, how
much money is available to fund a sector, who pays for its activities, and how are funds distributed.
Payment: Looks at how providers are paid and incentives it creates to influence performance.
Organization: Looks at how delivery systems are organized or managed.
Regulation: Deals with coercive requirements imposed by the State to direct the behaviour of providers and
organizations.
Behaviour: Deals with influencing the behaviour of providers and consumers through population-based
interventions since these are grounded in social and cultural structures, and therefore, influenced by beliefs,
perceptions, attitudes, and cultural norms.
Root Cause Analysis Process
There are five steps in root cause analysis.
1.
Define the problem: What do you see happening? What are the specific symptoms?
2. Collect data about the situation: How long has the problem existed? What is its impact? Moreover, what
can we learn about it?
3. Identify possible causes of the problem: What sequence of events leads to the problem? What conditions
allow the problem to occur?
(At this stage, the participants should dig deeper instead of merely treating the most apparent causes.)
• WHYs: Ask “Why?” until you get to the root of the problem.
• Drill down: Break down a problem into small, detailed parts to better understand the big picture.
• Create a chart of all possible causes to see where the problem began.
4. Identify root cause: What is responsible for the problems identified in the earlier step?
5. Fix the problem: What can be done to prevent the problem from happening again? How will the solution
be implemented? Who will be responsible for it? What are the risks of implementing the solution?
This method is further explained by taking an example that falls under SDG 3 - Good Health and Wellbeing.
AGENDA 2030
Participant’s Manual | 181 Problem: How to reduce High Maternal Mortality
The figure mentioned below identifies the various causes of high maternal mortality. Three reasons have
been identified, and ‘Delay in receiving adequate care’ has been taken as a broad cause for high maternal
mortality. The general cause, which is ‘Inadequate healthcare’, will have the following linked reasons. The next
overall cause is ‘Poor clinical quality of care’. This cause will have further linked problems and causes. Finally,
the causes should be connected to Control Knobs.
EXAMPLE: HIGH MATERNAL MORTALITY
High Maternal
Mortality
Delay in decision to seek care
Delay in reaching care
Delay in receiving adequate care
NEXT LINKED CAUSES: POOR CLINICAL QUALITY OF CARE
Poor Clinical
Quality of Care
Inadequate skill or decision-making
Lack of equipment and supplies
Organization of services
BROAD CAUSE: INADEQUATE HEALTHCARE
Inadequate
Healthcare
Insufficient quantity of
services consumed
Poor clinical quality of care
Broad CauseNext linked cause(s)
SUPPLEMENTARY MATERIAL
182 | Participant’s Manual FURTHER LINKED PROBLEMS AND CAUSES
Organization of
Services
Institutional incentives
Poor management
Organization design
Inadequate Skill or
Decision-making
Poor training
Lack of motivation
Lack of Equipment
and Supplies
Insufficient total resources
Inappropriate allocation
of resources
AGENDA 2030
THEN CONNECT CAUSES TO CONTROL KNOBS
Poor Training and Lack
of Motivation
Increase salaries
training programsand change organizationalculture
Organizational
Payment
Participant’s Manual | 183 REFERENCES
• https:/
• https://www.unicef.org/statistics/index_24304.html
• https://sustainabledevelopment.un.org/#
• http://www.mospi.gov.in/sites/default/files/publication_reports/MDG_Final_Country_report_of_
India_27nov17.pdf
• https://www.unssc.org/sites/unssc.org/files/2030_agenda_for_sustainable_development_kcsd_primer_
en.pdf
• https://www.wri.org/climate/expert-perspective/leaving-no-one-behind-sustainable-development-
pathways
• https://www.undp.org/content/undp/en/home/2030-agenda-for-sustainable-development/prosperity/
development-planning-and-inclusive-sustainable-growth.html
• https://www.coursera.org/lecture/sustainable-development-ban-ki-moon/how-to-remember-the-sdgs-
the-5-ps-IH3Xc
• https://undocs.org/E/2019/68
• https://unstats.un.org/sdgs/report/2019/The-Sustainable-Development-Goals-Report-2019.pdf
• https://niti.gov.in/writereaddata/files/LSDGs_July_8_Web.pdf
• http://www.mospi.gov.in/sustainable-development-goalssdgs
• http://www.sdgindia2030.mospi.gov.in/
• https://niti.gov.in/sites/default/files/2020-07/26281VNR_2020_India_Report.pdf
• https://www.mindtools.com/pages/article/newTMC_80.htm
THEN CONNECT CAUSES TO CONTROL KNOBS
Institutional Incentives,
Poor Management
Performance-based
bonuses
Management training
Payment
Organizational
Root Cause Analysis is a useful process for understanding and solving a problem. It helps to figure out what
adverse events are occurring. Then, look at the complex systems around those problems, and identify critical
points of failure. Finally, determine solutions to address those key points or root causes.
Source: mindtools.com
SUPPLEMENTARY MATERIAL
184 | Participant’s Manual ACRONYMS
ACWADAM Advanced Centre for Water
Resources Development and
Management
AECS Aravind Eye Care System
ANM Auxiliary Nurse Midwife
APL Above Poverty Line
ASHA Accredited Social Health Activist
AYUSH Ayurveda, Yoga and Naturopathy,
Unani, Siddha and Homeopathy
BPL Below Poverty Line
BPUT Biju Patnaik University of Technology
CEB Corporate Executive Board
COSOP Cabinet Office Statement of Practice
CPPGG Centre for Public Policy and Good
Governance
CRZ Coastal Regulation Zone
CSR Corporate Social Responsibility
DIA Department Information system
Architecture
DSDG Division for Sustainable Development
Goals
ECE Early ChildhoodEducation
FSA Food Standards Agency
FTL Full Tank Level
GDP Gross Domestic Product
GNI Gross National Income
HFC Housing Finance Commission
HIV/AIDS Human Immunodeficiency Virus/Acquir
ed Immune Deficiency
Syndrome
HLP Housing, Land and Property
HLPF High-Level Political Forum
HLSC High-Level Steering Committee
IAEG Inter-Agency and Expert Group
ICDS Integrated Child Development
Services
ICT Information Communication T
echnology
IDSA Infectious Diseases Society of
America
IEC Information Education and
Communication
IFAD International Fund for Agricultural
Development
I-IDEA Industrial Development and
Entrepreneur Advancement
IMR Infant Mortality Rate
IUCN International Union for Conservation
of Nature
JAM trinity Jan dhanyojana, Aadhar, Mobile
number
KDP Karnataka Development Program
KILA Kerala Institute of Local
Administration
LAICO Lions Aravind Institute of Community
Ophthalmology
LDCs Least Developed Countries
MDGs Millennium Development Goals
MFI Money Flow Index
MGNREGA Mahatma Gandhi National Rural
Employment Guarantee Act
MHM Menstrual Health Management
MMR Maternal Mortality Ratio
MNRE Ministry of New and Renewable
Energy
MoSPI Ministry of Statistics and Program
Implementation
MSMF Maintenance Support
Management File
AGENDA 2030
Participant’s Manual | 185 NBFC Non-Banking Financial Company
NCRB National Crime Records Bureau
NCRB National Crime Records Bureau
NFHS National Family Health Survey
NIC NationalInformatics Centre
NIF NationalIndicator Framework
NIMZ National Investment and
Manufacturing Zones
NRHM National Rural Health Mission
NSO National Statistic Office
NSSO National Sample Survey Office
ODA Official Development Assistance
OPE Out of Pocket Expenditure
OSIF Odisha State Indicator Framework
PDS Protective Distribution System
PHCs Primary Health Centers
PHI Protected Health Information
PIM Product Information Management
PMKSNY PM Kisan Samman Nidhi Yojana
RMC Rourkela Municipal Corporation
RMDD Rural Management and Development
Department
ROMs Real-time Outcome Monitoring
System
RSCL Rourkela Smart City Limited
SBM Swachh Bharat Mission
SDGCC Sustainable Development Goal
Coordination Centre
SDGs Sustainable Development Goals
SDH Sub-Divisional Hospitals
SERP Society for Elimination of Rural
Poverty
SHG Self Help Groups
SIF State Indicator Framework
SPI Social Progress Index
SPV Special Purpose Vehicle
SSD Social Statistics Division
STEM Science, Technology, Engineering,
and Mathematics
T-PRIDE Telangana State Program for Rapid
Incubation Dalit Entrepreneurs
incentive scheme
UHC Universal Health Coverage
UNDAF UN Development Assistance
Framework
UNDG United Nations Development Group
UNDP United Nations Development
Program
UNEP United Nations Environment Program
UNFCCC United Nations Framework
Convention on Climate Change
UNRISD United Nations Research Institute for
Social Development
UNSC United Nations Security Council
WASH Water Sanitation and Hygiene
WWF World Wildlife Fund
SUPPLEMENTARY MATERIAL
186 | Participant’s Manual