Tuesday, January 17, 2017

Global Push To Achieve SDGs Vision and Words with Action Agenda 35

ISPE       EAG
INTERATIONAL SOCIETY FOR POVERTY ELIMINATION                   ECONOMIC ALLIANCE GROUP

Briefing # 11: Tackling Community to Global Policy, Program, Project 3P Change Driving 3P Research, Planning, Statistics; 3P Implementation; 3P Monitoring, Evaluation; 3P Learning, Results, Measuring Success within 2030 Agenda that Works: Global Call to US Leaders, Europe Leaders, World Leaders; Representatives of UN Member States, UN System: UNO, WBG, IMF; Major Groups, other CSOs’; Academics and Researchers and other Stakeholders (2).
                                                                                                                    17 January 2017

Introduction

In Paper (1) ISPE/EAG noted that in the work towards achieving 2030 Agenda in ways that Leave No One Behind in each Community in each of the UN Member States, UNDESA has been saddled with responsibility to Re-engineer itself for better Performance in each of three interlinked areas; that UNDESA cannot on its own undertake the minimum certain required levels of Re-engineering and that if the UNDESA Re-engineering that meaningfully Reposition UNDESA to be Institution fit for the 21st Century is not an integral part of Re-engineering entire UN System: UNO, WBG, IMF Delivery as One that meaningfully Reposition the entire UN System: UNO, WBG, IMF to be Institution Fit for the 21 Century, the probability of achieving 2030 Agenda in each Community in each of the UN Member States by target date, is low.

Paper (1) discussed ways and means of tackling this Huge and Complex Challenge for Sustainable Success.

This Paper (2) builds on points made in Paper (1) to highlight additional issues that need to be addressed by June 2017, if the Leadership on UN Member States; UN System: UNO, WBG, IMF; CSOs/NGOs; Private Sector; Academics and Researchers and Internal Consultants and External Consultants sides are to Publicly demonstrate that they are Individually and Collectively genuinely committed towards achieving increasing convergence between 2030 Agenda: AAAA, SDG, COP21 Vision Intention and Reality in each Community in each UN Member State and by target date.

Rethinking Role of Constituency Central Actors

HLM2 Nairobi 2016 Pre HLM2; HLM2 and Post HLM2 Processes underline urgent need to Rethink the Role of Central Actors in each of the 6 Blocks we have identified – Member States; UN System: UNO, WBG, IMF; CSOs/NGOs; Private Sector; Academics and Researchers and Internal Consultants and External Consultants if Research, Knowledge and Information Gaps are to be filled; fundamental issues that ought to have been settled by end 1st quarter 2015 that are still outstanding by end 4th quarter 2016 are to be meaningfully settled by end 2nd quarter 2017 and in ways that ensure that all drawbacks, shortcomings and hindrances on Policy, Program, Project, 3P Research, Planning, Statistics (Planning Side); 3P Implementation (Implementation Side); 3P Monitoring, Evaluation (Evaluation Side) and 3P Learning, Results, Measuring Success (Success Side) from Community to Global levels are meaningfully addressed and in ways that ensure that No One is Left Behind as each Community in each UN Member State achieve 2030 Agenda Goals relevant to them by target date.

It is clear that the Co-Facilitators that guided the SDG Processes leading to the endorsement of the SDG in September 2015 have Central Role to Play in the Research, Implementation, Evaluation and Success of the SDG, if there is to be increasing convergence between SDG Vision Intention and Reality in each Community in each UN Member State by Target date.

The UN Member States Heads of Government need to be more serious in giving clear Instruction to Negotiators at Conferences and Meetings, to come up with Outcome Documents that meaningfully demonstrate Action, Accomplishment, Result, Success, Impact and Sustainability.

CSOs/NGOs Constituency at HLM2 Nairobi have come up with a Negotiation Strategy that Works. However, should other Constituencies fail to upgrade their Negotiation Strategy, the increasing success of the CSOs/NGOs Constituency at Negotiations in UN Conferences and Meetings could be Counter Productive. This underlines the urgent need for MSP as Force for Good and Lobbying as Force for Good Capacity Building including Training and Retraining as well as Networking and Knowledge Sharing for all Negotiators in each of the 6 Blocks Constituencies that empower them to more effectively grapple with real and complex challenges on the ground of identifying root cause or primary cause problems responsible for failures of Development, Diplomacy, Defence, Data, Digitization, Democracy (regardless of the System of Government – Capitalism, Socialism, Communism, Welfarism etc) in each Community in each UN Member State and come up with Sustainable Solutions appropriate to the Theme of the specific UN Conference or Meeting.

The UN Member States Heads of Government should be concerned that many Community to Global Stakeholders in each of the 6 Blocks Constituencies in this 1st quarter 2017 Year 2 of Implementation of SDG are of the view that securing Means of Implementation of the 2030 Agenda is Mirage or Wishful Thinking, given realities on the ground from Community to Global levels. Some of these Concerned Stakeholders are increasingly raising their Voices to Speak Out regarding the fact that these fundamental issues remain unspoken and unrecognized at HPLFs and that without making arrangement to discuss, negotiate and reach agreement on these fundamental issues achieving 2030 Agenda Vision Ambitions will be uphill task

UN System: UNO, WBG, IMF Delivery as One, DaO



The UNO is the Global Platform for catalyzing Global Collective Action for Political Stability; The WBG is the Global Platform for catalyzing Global Collective Action for Economic Stability and the IMF is the Global Platform for catalyzing Global Collective Action for Financial Stability. These 3 Entities make up the UN System. A situation where UNO is referred to as UN System is unhelpful. A situation where UN System Delivery as One, DaO refer to UNO Delivery as One is even more unhelpful. There is a need to find out what worked and what did not work in UNO DaO since 2006 to 2016 and learn lessons in the Design and Delivery of UN System: UNO, WBG, IMF DaO that Works. Any Re-engineering of the UN System: UNO, WBG, IMF that does not have UN System: UNO, WBG, IMF DaO as Main Pillar is Motion without Movement and Motion without Meaning.



Public Will and Political Will – PoW-PbW



Dealing effectively with Political, Cultural, Economic, Financial, Social, Environmental, Peace, Security, Religion, Moral, Legal, Technical Problems at each specific Community to Global level requires Collective Action and Coordinated Commitment. This underlines urgent need to Reform the UN System: UNO, WBG, IMF to be Institutions Fit for the 21st Century.



It is pertinent to note that Persons most affected by Political, Cultural, Economic, Financial, Social, Environmental, Peace, Security, Religion, Moral, Legal and Technical problems typically constitute weak or powerless constituencies that lack real representation in the Halls of Power.



Consequently, coalitions of stakeholders must make firm commitments if conditions are to improve for the disenfranchised. Helping these immobilized and resource-deprived groups often entails short-run tradeoffs and sacrifices for others in a society, even when social interdependence dictates that sustainable long-run solutions are ‘win-win’ for most or all. Without strong mutual accountability mechanisms, stepping back from the social and policy changes necessary to address these complex issues is simply too easy and too tempting and this explains why these fundamental issues have remained unaddressed and for so long.


Long-term, effective change in complex issue areas typically happens only if the government and key public stakeholders are pushing in the same direction. Political action to address cultural, economic, financial, social, environmental, peace, security, religion, moral, legal and technical problems and their deleterious outcomes is not enough to effect large-scale change if opposed or undermined by the public. Efforts originating with the government often coincide with laws that demand change, but not all citizens feel compelled to obey. Similarly, social change efforts driven by nongovernmental entities will flounder if government opposes or refuses to reinforce the change. To achieve success in the fight against adverse outcomes of political, cultural, economic, financial, social, environmental, peace, security, religion, moral, legal and technical problems, the government and large segments of the public must be willing to recognize the root cause or primary cause problem, understand the root cause or primary cause problem in a similar way, and agree on sustainable solutions.



There is a need to meaningfully address both Political Will and Public Will (PoW-PbW) if adequate Political Action Driving Social Change at minimum certain levels required to find, fully implement with effective monitoring and evaluation of the implementation of sustainable solutions to political, cultural, economic, financial social, environment, peace, security, religion, moral, legal, technical root cause or primary cause problems on the ground from Community to Global levels in each UN Member State are to be found. The PoW-PbW calls for systematic assessment of both political will and public will and maps directly to specific tools/ instruments within One Worldwide Approach – 3PCM.
·  Political will exists when “a sufficient set of decision makers with a common understanding of a particular problem on the formal agenda is committed to supporting a commonly perceived, potentially effective policy solution.” The Central Actors in Political Will are Elected Politicians, Appointed Politicians, Senior Civil Servants and Senior Public Servants.
·    Public will exists when “a social system has a shared recognition of a particular problem and resolves to address the situation in a particular way through sustained collective action at each level Community to Global. The Central Actors in Public Will are Traditional Rulers; Tribal Leaders; Religious Leaders; Leaders of Academic Institutions, Media Institutions, Labor Unions, Trade Groups, Student Groups; Leaders of Community Development Associations, Professional Associations.  

The PoW-PbW Instrument/Tool within 3PCM holistic approach or One Worldwide Common and Systemic Approach involves collecting various forms of information before choosing the appropriate tactics and techniques for generating political will and public will and for promoting mutual accountability. The PoW-PbW Instrument/Tool emphasizes the importance of broad groups of stakeholders agreeing upon aligned root cause problem or primary cause and sustainable solution definitions within specific 2030 Agenda Sector, Service, Issue or Goal, Target, Indicator such as gender based violence, food security, climate change, and poverty etc.


The assessment procedures treat local context and local knowledge as instrumental in achieving effective long-term change. Interpretation of political, cultural, economic, financial, social, environmental, peace, security, religion, moral, legal, technical root cause problems or primary cause problems can differ across different Community to Regional contexts, and one-size- fits-all “solutions” often fail to meet the specific 2030 Agenda – AAAA, SDG, COP21 goals and targets of all Communities in all UN Member States.


Through the application of observation-based analysis, the PoW-PbW assessment procedures identify whether the primary shortcoming in the specific Community, Country, Region in the specific 2030 Agenda: AAAA, SDG, COP21 Goal, Target, Indicator is in the area of political will, public will, or both. All this information then informs the choice of tactics for unifying understanding and for holding stakeholders mutually accountable. Parts of the process repeat as necessary.


One Worldwide Approach


As long as Community to Global Stakeholders continue the divergent practice of seeking alignment and harmony; whole of Bank/whole of Government Approach and Calling for Change etc alongside Multiple Approaches; no one-cap-fits-all approach and Resisting Change etc, it will be uphill task finding correct answers to these questions.

The One Worldwide Approach we have described is a Generic Approach that could be adapted to suit the unique needs and specific peculiarities of each Community to Global location context. It is therefore not a one-cap-fits-all approach but a means of Standardizing a Universal Approach or Common and Systemic Approach that could be adopted and applied by all or any Community to Global Stakeholder(s) involved in any aspect of the 2030 Agenda 3P Change and 3P Research, Planning, Statistics (Planning Side); 3P Implementation (Implementation Side); 3P Monitoring, Evaluation (Evaluation Side) and 3P Learning, Results, Measuring Success (Success Side).


Please find link to 3PCM Long Version the most Advance such One Worldwide Generic Approach available in our World today.    http://www.un.org/en/ga/second/70/csocons22oct.pdf  
A 3PCM Short Version could be made available upon request.



2017 Year 2 of Implementation


At the end of 2016 Year 1 of Implementation, Giant Strides have been made in the 15 year journey to SDG by 2030. Paper (1) highlighted the Fundamental Issues and set out Way Forward if these Fundamental Issues are to be addressed in ways that ensure No One is Left Behind as each Community in each UN Member State achieve increasing convergence between 2030 Agenda Vision Intention and Reality by target date.

It is pertinent to note that as long as Community to Global Stakeholders continues to work HARDer Doing the same old things in the same old ways, they will keep wondering why they are not getting new results. To get new results Community to Global Stakeholders need to recognize that they have to work SMARTer Doing new things in new ways and to achieve these, they need to recognize that fundamental issues that ought to have been settled by end 1st quarter 2015 are still outstanding by end 4th quarter 2016 and so every possible effort needs to be made to ensure that these fundamental issues are settled by end 1st quarter – end 2nd quarter 2017; coinciding with QCPR 2017 - 2020 Paragraph 19.

MOVING FORWARD


There is urgent need for National Leaders and World Leaders on UN Member States; UN System: UNO, WBG, IMF; SOs/NGOs; Private Sector; Academics ad Researchers; Internal Consultants and External Consultants to Individually and Jointly recognize need for:-
1. PoW-PbW Driving
2. BD / Original PD Vision Driving
3. Organization, Orientation and Discipline of Community to Global Stakeholders to be the MOVING FORCE Driving
4. Community to Global TRANSFORMATION of Individuals, Institutions and Societies  Driving
5. Increasing Convergence between 2030 Agenda: AAAA, SDG, COP21 aligned and harmonized to Community Development Plan and Country Development Plans in each UN Member State Vision Intention and Reality by target date.

Conclusion 


This Paper (2) and Paper (1) need to be taken together as both highlight urgent fundamental issues that World Leaders and National Leaders on UN Member States; UN System: UNO, WBG, IMF and CSOs/NGOs; Private Sector, Academics and Researchers and Internal and External Consultants sides need to find clear and correct answer if 2030 Agenda – AAAA, SDG, COP21 is each to be converted from present Vision and Words without Action to Vision and Words with Action and in ways that demonstrate and are seen to demonstrate clear and correct answers to How questions especially DOING of How in each Community in each UN Member State.


We urge World Leaders and National Leaders to recognize that these fundamental issues are problem not just on South Countries side but also on North Countries and UN System: UNO, WBG, IMF and Partners sides. To seek to achieve the 2030 Agenda without first addressing these fundamental issues is to attempt to build something or nothing or build skyscraper on weak foundation.


These are indeed trying times. The fundamental issues highlighted in the Paper (1) and Paper (2) need to be effectively addressed if sustainable solutions are to be found to War on Hunger, War on Poverty and War on Terror in Nigeria, Africa, UK, Europe, US and rest of the World.


There is no single Individual, Institution or Government anywhere in our World today that has all of the answers to all of the problems facing any specific Institution, Government or Country. The past and current option of deploying Multiple Approaches on the grounds of diversity and unknowingly misapplying No One Cap fit All is clearly not working. This underlines need for National Leaders and World Leaders on each of the UN Member States; UN System: UNO, WBG, IMF; CSOs/NGOs; Private Sector; Academics and Researchers; Internal Consultants and External Consultants sides to pick up the gauntlet and grapple with the Intellectual Challenge of coming up with an alternative option for deploying a Standardized and Universal Approach that respects Community to Global Diversity and is Not a One Cap Fit All that is clearly working.


The 3PCM Approach that has been described in this Paper is an Advance such alternative option available to National Leaders and World Leaders in our World today. Should National Leaders and World Leaders in the 6 Blocks of Stakeholders Individually and Collectively recognize that our World needs a Global Rescue Mission if our Fragile Planet is not to be destroyed; that without taking urgent Action the probability of reaching irreversibility point on current MADning (Mutually Assured Destruction) Road to DOOM in which our World is accelerating is very high and that adopting 3PCM Approach towards research, implementation, evaluation and success of 2030 Agenda: AAAA, SDG, COP21, Agenda 21, UNSG 21 Point Agenda aligned and harmonized with Community Development Plans and Country Development Plans in each of the UN Member States could ensure our World Change to accelerating on MAPing (Mutually Assured Prosperity) Road to BOOM – a necessary condition for achieving 2030 Agenda by target date and in ways that ensure No One is Left Behind, then One Day delay in adopting 3PCM Approach and other good ideas and pertinent suggestions set out in this Paper could be One Day too late.


We urge National Leaders and World Leaders in the 6 Blocks to recognize that finding clear and correct answers to How questions is especially difficult and is matter of Know How and not Big Name; that as long as Idea Creators whose Ideas are included in Study Reports; Conferences and Meetings Outcome Documents are not meaningfully involved in the implementation and evaluation of the implementation of these ideas achieving increasing convergence between 2030 Agenda: AAAA, SDG, COP21 Vision Intention and Reality in each Community in each UN Member State by target date is most likely to be uphill task or mirage. Allowed to our, the ultimate consequences as from 2017 and beyond when Brexit Negotiations Start and US President Trump assume office, could be catastrophic for Citizens in Nigeria, Africa, UK, Europe, US and rest of the World. For how long can National Leaders and World Leaders bear the SCAR of World Hunger, World Poverty and World Terrorism on their Consciences?


There are bright prospects of success, if the right thing is done and on time.








Contact:
Lanre Rotimi
Director General,
International Society for Poverty Elimination / Economic Alliance Group,
Akure – Nigeria, West Africa.

M: +234-8162469805   

Monday, January 2, 2017

Global Push To Achieve SDGs Vision and Words with Action Agenda 34

ISPE       EAG
INTERATIONAL SOCIETY FOR POVERTY ELIMINATION                   ECONOMIC ALLIANCE GROUP

Briefing # 10: Tackling Community to Global Policy, Program, Project 3P Change Driving 3P Research, Planning, Statistics; 3P Implementation; 3P Monitoring, Evaluation; 3P Learning, Results, Measuring Success within 2030 Agenda that Works: Global Call to US Leaders, Europe Leaders, World Leaders; Representatives of UN Member States, UN System: UNO, WBG, IMF; Major Groups, other CSOs’; Academics and Researchers and other Stakeholders.
                                                                                                                    1 January 2017


Executive Summary

The 2030 Agenda – AAAA, SDG, COP21 is each a Change Agenda. The SDG is the overarching 2030 Agenda because its 17 Goals are Indivisible and the SDG apply equally to North and South Countries unlike the MDG which applied to South Countries only. Yet the SDG is an All Inclusive, All Embracing and Ambitious Agenda without an All Inclusive, All Embracing and Ambitious Generic Approach that could be adapted to meet the unique needs of specific Community to Global context.

At Conferences and Intergovernmental Meetings: Pre UN Member States adoption of 2030 Agenda – AAAA, SDG and COP21, during the adoption in 2015 Year of Decision and in 2016 Year 1 of Implementation, evidence abound that Central Actors on Member States; UN System: UNO, WBG, IMF; CSOs/NGOs; Private Sector; Academics and Researchers; Internal Consultants and External Consultants sides, essentially oscillate between embracing a level of Change (most times below minimum certain level of Change required to achieve 2030 Agenda – AAAA, SDG, COP21, Agenda 21 aligned and harmonized with Community Development Plans and Country Development Plans in each of the UN Member States Goals by target date) and resisting Change Totally.

These unwanted realities exist because National and World Leaders in the identified 6 Stakeholder Blocks are only interested in Study Reports and Conferences and Meetings Outcome Documents that answer What questions. They consistently avoid or evade in the past to date, individually and jointly, finding correct answers to How questions. As long as this remain the case; knowledge, research and information gaps will not be identified and filled and this would result in 2030 Agenda Vision Ambitions not being met in many Communities in many Member States. This could have ultimate catastrophic consequences for Citizens in both North and South Countries.

The UNSG Mr Guterres Statement at his Swearing In Ceremony on 12 December 2016 set out a  21 Point Agenda encompassing the 3 Global Agreements in 2015: AAAA, SDG and COP21 which aim to reset our World towards achieving Goal of World without Hunger and Poverty, that is, refocus our World towards Fighting and Winning more effective and more efficient War on Hunger, War on Poverty and War on Terror; in each Community in each of the UN Member States by 2030 Target date and the Comprehensive Agenda’s 3 Thematic Strategic Priorities coincide with the 3 Pillars of the UN System: Peace and Security; Sustainable Development and Human Rights.

There is a need to convert UNSG Mr Guterres 21 Point Agenda into Vision and Words with Action that is Integral Part of 2030 Agenda – AAAA, SDG, COP21, Agenda 21 converted to Vision and Words with Action and Study Reports and Conferences and Meetings Outcome Documents converted into Vision and Words with Action. This requires Know How because answering How questions is very Technical.

ISPE/EAG in this Paper set out thoughts on priorities and directions moving forward as Community to Global Stakeholders adopt Joined Up Approach with UNSG Mr. Guterres towards finding correct answers to Sustainable Development How questions and in ways that deploy Policy, Program, Project Change to achieve 2030 Agenda Vision ambition by target date in each Community in each of the UN Member States.

Key Points

The highlights of the Paper are need for Paradigm Shifts as well as need for finding correct answers to Sustainable Development How questions and in ways that help convert AAAA, SDG, COP21, Agenda 21 and UNSG 21 Point Agenda into Vision and Words with Action from Community to Global levels in each North and South Country.

National Leaders and World Leaders on 6 Stakeholder Blocks sides need to individually and jointly recognize that without Collective Action at each Community to Global level aimed at finding correct answers to How questions; fully implementing these answers with effective M & E of this implementation, our World will be essentially pursuing 2030 Agenda – AAAA, SDG, COP21, UNSG Agenda 21 Activities without Accomplishment where it matters most – the Rural and Urban Communities in each of the UN Member States. This can and should be avoided in Common Interest and Common Future of all concerned Community to Global Stakeholders in our Fragile Planet.

Conclusion

The real and complex Bussan Declaration, BD; AAAA, SDG, COP21, Agenda 21 and UNSG 21 Point Agenda problems on the ground in each Community in each of the UN Member States are difficult but not impossible to solve. Indeed, there are Bright Prospects of Success, if all good ideas and pertinent suggestions generated in UN System: UNO, WBG and IMF Study Reports, Conferences and Meetings Outcome Documents and related Global Consultations are totally harvested, fully implemented with effective monitoring and evaluation of this implementation at National and Global levels and in ways that meaningfully involve all Creators of included Ideas.

Main Paper

Introduction

The Department of Economic and Social Affairs of the United Nations Secretariat, UNDESA is a vital interface between Global Policies, Programs and Projects, 3P in the Economic, Social and Environmental Spheres and National Action. UNDESA works in three main interlinked areas: (i) it compiles, generates and analyses a wide range of economic, social and environmental data and information on which Member States of the United Nations draw to review common problems and to take stock of 3P options; (ii) it facilitates the negotiations of Member States in many intergovernmental bodies on joint courses of action to address ongoing or emerging global challenges; and (iii) it advises interested Member States on the ways and means of translating 3P frameworks developed in United Nations conferences and summits into 3P Intervention, 3PI and 3PI Training as One, at the country level and through technical assistance, helps build national capacities for sustainable success in this regard.

In the work towards achieving 2030 Agenda in ways that Leave No One Behind in each Community in each of the UN Member States, UNDESA has been saddled with responsibility to Re-engineer itself for better Performance in each of the above three interlinked areas. ISPE/EAG Study Finding is that UNDESA cannot on its own undertake the minimum certain required levels of Re-engineering and that if the UNDESA           
Re-engineering that meaningfully Reposition UNDESA to be Institution fit for the 21st Century is not an integral part of Re-engineering entire UN System: UNO, WBG, IMF Delivery as One that meaningfully Reposition the entire UN System: UNO, WBG, IMF to be Institution Fit for the 21 Century, the probability of achieving 2030 Agenda in each Community in each of the UN Member States by target date, is low.

The history of UNDESA Re-engineering and history of Re-engineering UN System: UNO Component only Delivery as One, highlight Lessons that need to be Learnt, if mistakes that are re-occurring decimals, in ongoing Re-engineering of entire UN System: UNO, WBG, IMF as well as ongoing Re-engineering in UN Member States are to be Effectively Corrected and in ways that help achieve 2030 Agenda Vision Ambitions in each Community in each of the UN Member States by target date.  This Paper discusses ways and means of tackling this Huge and Complex Challenge for Sustainable Success.

Understanding the Nature of Development Impact Challenge

Policy, Program, Project 3P change goes hand in hand with 3P Research, Planning, Statistics (Planning Side); 3P Implementation (Implementation Side); 3P Monitoring, Evaluation (Evaluation Side) and 3P Learning, Results, Measuring Success (Success Side). Passing Policies from Visions and converting them into Programs and Projects does not necessarily mean that the desired outcomes are achieved as Activities in each of the above four sides – Planning, Implementation, Evaluation, Success – Individually and Collectively plays important part of the Policy, Program, Project Cycle Management Process in the specific Community to Global location context.

These are Huge and Complex Sustainable Development Processes. The probability is high that failure in One Component could facilitate failure in One or more other Components hence the need for some insights and lessons from the literature on 3P Research, Planning, Statistics (Planning Side); 3P Implementation (Implementation Side); 3P Monitoring, Evaluation (Evaluation Side) and 3P Learning, Results, Measuring Success (Success Side) as sound basis for coming up with a list of conditions that ought to be present in order to facilitate successful 3P Interventions on Planning Side, Implementation Side, Evaluation Side and Success Side as One. However, challenges remain as the situational context as well as beliefs and priorities of implementing agents differ across 3P areas and systems. Therefore, no ‘one-size–fits-all’ solutions exist but this is not to say that a One Worldwide Approach should be avoided or evaded.

One Worldwide Generic Approach

The Big Issue that National Leaders and World Leaders need to urgently and jointly address is that past and current attempts, at deploying Multiple Approaches, in a bid to avoid one-size-fits-all solutions is self defeating. Thus the urgent need for a Standardized and Universal One Worldwide Generic Approach to Sustainable Development that is a Common and Systemic Approach based on Member States General Agreement on Principles; Instruments corresponding to each Principle; Practices and Database. The Design and Delivery of this type of much desired and needed One Worldwide Generic Approach to Sustainable Development should be such that it could be adapted to meet the unique and specific needs of each Community to Global Location Context.


This way it would be discovered that up to 99% of current Approaches are in reality Instruments that need to be deployed within a Known Approach. In distinguishing between Approach and Instrument there is also need to go further to distinguish between Theory and Practice with regard to first formulating Theory before developing Practice that is an Academic Model underpinned by Academic Research that essentially aim at advancing the frontiers of Knowledge and first developing Practice before formulating Theory that is a Practitioner Model underpinned by Development Research that essentially aim at achieving significant improvement in contemporary measures of service, speed, quality, costs and where applicable revenue.


Regardless of which Model – Academic or Practitioner is adopted, 3P Change may fail to achieve desired Development Impact and Development Results, if any of the Processes of 3P Planning Side, Implementation Side, Evaluation Side and Success Side: Individually or as a Whole, is omitted from consideration. Is this not a Major current reality?


If yes, the main question moving forward in Global Interest is: How can Community to Global Stakeholders in each specific location context explain 3P Change and 3P Research, Planning, Statistics (Planning Side); 3P Implementation (Implementation Side); 3P Monitoring, Evaluation (Evaluation Side) and 3P Learning, Results, Measuring Success (Success Side)? This main question has been avoided or evaded in existing 2030 Agenda Documents – AAAA, SDG, COP21; Study Reports; Conferences and Meetings Outcome Documents that are in reality Vision and Words without Action that answer What questions, hence the urgent need to convert these Documents into Vision and Words with Action that answer What questions as well as How questions. These answers are best found within the type of One Worldwide Generic Approach we have described.

As long as Community to Global Stakeholders continue the divergent practice of seeking alignment and harmony; whole of Bank/whole of Government Approach and Calling for Change etc alongside Multiple Approaches; no one-cap-fits-all approach and Resisting Change etc, it will be uphill task finding correct answers to these questions.


The One Worldwide Approach we have described is a Generic Approach that could be adapted to suit the unique needs and specific peculiarities of each Community to Global location context. It is therefore not a one-cap-fits-all approach but a means of Standardizing a Universal Approach or Common and Systemic Approach that could be adopted and applied by all or any Community to Global Stakeholder(s) involved in any aspect of the 2030 Agenda 3P Change and 3P Research, Planning, Statistics (Planning Side); 3P Implementation (Implementation Side); 3P Monitoring, Evaluation (Evaluation Side) and 3P Learning, Results, Measuring Success (Success Side).



Please find link to 3PCM Long Version the most Advance such One Worldwide Generic Approach available in our World today.    http://www.un.org/en/ga/second/70/csocons22oct.pdf  
A 3PCM Short Version could be made available upon request.



2016 Year 1 of Implementation


It is pertinent to note that the 17 Goals of the SDG are Indivisible; that SDG is the over-arching Agenda in the 2030 Agenda – AAAA, SDG, COP21, Agenda 21; that the SDG is All Inclusive, All Embracing and Ambitious Agenda that is yet to have a Complimentary All Inclusive, All Embracing and Ambitious Approach; that the 17 Goals of the SDG as One have Multiple Dimensions: Food, Agriculture, Nutrition; Economic, Financial, Cooperatives; Political, Social, Cultural; Environment, Climate Change, Energy; Peace, Security, Corruption; Religious, Moral, Legal; Science, Technology, Innovation etc that need to be simultaneously tackled within a One Worldwide Generic Approach.



At the end of 2016 Year 1 of Implementation, Giant Strides have been made in the 15 year journey to SDG by 2030. However much more remain to be done. Community to Global Stakeholders continued to work HARDer Doing the same old things in the same old ways and wondering why they are not getting new results. To get new results Community to Global Stakeholders need to recognize that they have to work SMARTer Doing new things in new ways and to achieve these, they need to recognize that fundamental issues that ought to have been settled by end 1st quarter 2015 are still outstanding by end 4th quarter 2016 and so every possible effort needs to be made to ensure that these fundamental issues are settled by end 1st quarter – end 2nd quarter 2017; coinciding with QCPR 2017 - 2020 Paragraph 19 – see Way Forward on Page 17.



The Fundamental Issues


The following fundamental issues need to be settled by end 1st quarter to end 2nd quarter 2017, if required levels of sustainable success are to be achieved in 2030 Agenda – AAAA, SDG, COP21 etc 14 Years of Implementation remaining:-
1.     Selecting One Worldwide Generic Approach such as the type described above.
2. Selecting Paradigm Shifts that 3P Change would Drive within 3P Research, Planning, Statistics (Planning Side); 3P Implementation (Implementation Side); 3P Monitoring, Evaluation (Evaluation Side) and 3P Learning, Results, Measuring Success (Success Side).



Our World today needs a paradigm shift from Talking and Thinking to Action and Accomplishments for Results.


That is at the community level, at the sub-national level, at the country level, at the sub-regional level, at the regional level, and at the global level, we all need to make these things happen:
a)    jointly making paradigm shifts from working in silos to working intersectorially in synergy;
b)  from multiple approaches to common approaches that continuously improve collaboration, cooperation, cohesion, coordination, alignment, harmony etc
c)      from business as usual to business unusual;
d)     from parrotting change to practicing change;
e) from academic research aimed at advancing frontiers of knowledge to development research aimed at significant improvement in critical contemporary measures of service, speed, costs, quality and where necessary revenue;
f)      from talking and thinking to Action and Accomplishment.
3.  Creating Demand for 2030 Agenda – AAAA, SDG, COP21, UNSG 21 Point Agenda; Study Reports; Conferences and Meetings Outcome Documents Action Agenda Items Services as basis for Creating Supply of 2030 Agenda – AAAA, SDG, COP21, UNSG 21 Point Agenda; Study Reports; Conferences and Meetings Outcome Documents Action Agenda Items Services.
4.  Creating Demand for 2030 Agenda – AAAA, SDG, COP21, UNSG 21 Point Agenda; Study Reports; Conferences and Meetings Outcome Documents Action Agenda Items Hard Competences: Learning and Skills and Soft Competences: Character, Courage and Mindset as basis for Creating Supply of 2030 Agenda – AAAA, SDG, COP21, UNSG 21 Point Agenda; Study Reports; Conferences and Meetings Outcome Documents Action Agenda Items Hard Competences: Learning and Skills and Soft Competences: Character, Courage and Mindset.
5.     Undertaking urgent Evaluations
a.     11 year Evaluation of UN DaO (2006 – 2016)
b.     5 year Evaluation of BD, GPEDC and EIP (2011 – 2016)
c.      9 year Evaluation of 2nd UN Decade for Eradication of Poverty (2008 – 2017)
d.     1 year Evaluation of 2016 Year of Implementation of SDG
e.     Select UNSG Reports; UNDP HDRs; WBG WDRs; 
6.     Urgent Conversions into Vision and Words with Action
a.     2030 Agenda: AAAA, SDG, COP21, Agenda 21
b.     HLM2 NOD 2016
c.      QCPR 2017 – 2020
d.     3rd UN Decade for Eradication of Poverty (2018 – 2027) – New
e. UNSG Statement at Swearing In Ceremony 12 December 2016 – 21 Point Agenda – New
f.     Community and Country Development Plans aligned and harmonized with (a) – (e). Existing and New

(a) –(f) Design and Delivery of 3P Change and 3P Research, Planning, Statistics (Planning Side); 3P Implementation (Implementation Side); 3P Monitoring, Evaluation (Evaluation Side) and 3P Learning, Results, Measuring Success (Success Side) Interventions (3PIs) and 3PIs Training as One would be within Productivity and Quality Improvement Programs Phase 1 – Orientation Workshops; Management Surveys; Engineering Surveys and Financial Surveys and Phase 2 – Pilot Programs and Scale Up Programs.
7.     Creating Master Multi Stakeholder Platforms, MSPs and MSPs
a.     MSPs that are Communities of Practice, COPs
b.     Master MSPs and MSPs that are High Level Political Forums, HLPFs
8.     Creating Support Mechanisms
a.     Complaint Mechanisms
b.     Sanctions Mechanisms
c.      Reward Mechanisms
9.     Creating Basket of Funds to Finance (1) – (8)

3P: Collaboration, Cooperation, Coherence and Coordination for Sustainable Development – 3P4CSD

The Global Food, Fuel and Finance Crises continue to be exacerbated by increasing Global Poverty, Hunger, Insecurity, Terrorism and Climate Change problems. These once more underscored the importance of Comprehensive Community to Global Actions in both North and South Countries that All Inclusive, All Embracing and Ambitious Global Agenda – AAAA, SDG and COP21, UNSG 21 Point Agenda seek to Design and Deliver.

The 2030 Agenda National and Global Development challenges cannot be solved by a Single Ministry, Single Department, Single Agency, Single Bank, Single Institution or Single Country. These Development Challenges need to be tackled simultaneously with Diplomacy, Defense, Democracy, Data and Digitization Challenges on the ground from Community to Global levels and by Multiple Ministries, Departments, Agencies, Banks, Institutions and Countries focused on specific 2030 Agenda Themes, Sectors, Services, Issues relevant to specific Community to Regional location context.

The risk of reversing positive development outcomes is real for many countries and the potential of socio-economic-political crisis in many countries, in short to medium term is increasing. All North Countries have a common interest in all South Countries achieving sustainable and broad-based development because what happens in the poorest Countries affect what happens in the Richest Countries and vice versa.




Aid alone cannot address the needs of the developing world. Policies, Programs and Projects that go “beyond aid” in areas such as agriculture, trade, debts, climate change, environment, energy, health, security, corruption, investment, tax, financial, migration, complaints and sanctions / punishment have a profound impact on the prospects of Developing Countries, noting that there are Developing Countries in the North.



For policy makers and decision makers seeking to balance the interest of diverse Community to Global Stakeholder Groups; the imperative of Policy, Program, Project: Collaboration, Cooperation, Coherence and Coordination for Sustainable Development (3P4CSD) may not be obvious. However, Applied History provide sufficient evidence that in the work towards Managing the Global Economy in the 21st Century, neglecting the Development dimension, including Pro Poor Economic Growth and Pro Poor Institutional Reforms is short-sighted and will over time undermine the pursuit of other objectives. In addition, incoherent and uncoordinated policies, programs and projects are ultimately ineffective and inefficient, whatever may the short term gains of current priority objective driving such incoherent and uncoordinated Actions and Activities.

Therefore, there is urgent need for New 3P4CSD Framework that is a key component for World Sustainable Development: Promotion, Protection, Politics and Innovation Driving achieving the Global Agenda – AAAA, SDG, COP21, Agenda 21, UNSG 21 Point Agenda in ways that Leave No One Behind by 2030 Target date. Sustainable Development concerns need to be taken account inter alia in the climate change, environmental, agricultural, food, nutrition, tax, financial, investment, trade, debts, corruption, migration, security, energy, science, technology, management, complaints and sanctions policies, programs and projects interventions from Community to Global levels.



Furthermore, the Design and Delivery of Actions and Activities for Accomplishment and Results in the Global Agenda – AAAA, SDG, COP21, Agenda 21, UNSG 21 Point Agenda aligned and harmonized with Community Development Plans and Country Development Plans in each of the UN Member States that is Successful on Sustainable basis, needs to be driven by dialogue and negotiation with North North, South South and North South Partner Countries, and this calls for better National and International Collaboration, Cooperation, Coherence and Co-ordination to help ensure that the benefits of Globalization as Force for Good and MSPs as Force for Good (MSPs that are Communities of Practice, COPs and MSPs that are High Level Political Forums, HLPFs) are broadly shared and this expresses the need to raise public awareness through meaningful and effective Citizens Engagement of the importance of Sustainable Development in each Community in each of the UN Member States.






Approaches, Theories, Practices, Instruments – Improving Strengths and Reducing Weaknesses




The Global Goals or 2030 Agenda is a Change Agenda. If the Global Goals are to Deliver Change for Good in ways that Leave No One Behind and achieve All Goals by 2030 Target date, there is urgent need for National Leaders and World Leaders on each of the UN Member States and UN System: UNO, WBG and IMF sides to recognize that huge knowledge, information and research Gap exist between Promised Change and Delivered Change in the MDG that needs to be filled if the Global Goals – AAAA, SDG, COP21, UNSG 21 Point Agenda are to be achieved by target date.



Today, there are a number of theories of change, ranging from path dependence, advocacy coalition framework, policy learning, policy diffusion, punctuated equilibrium, institutional change, multi-level governance, policy, program, project networks, disruptive innovation to the politics of change and reform. Each of the theories of change has its own strengths and weaknesses and apply differently across policy, program, project areas and degrees of change. Methodologically, it is often difficult to determine some points in time (such as a critical juncture) when change occurs. Similarly, establishing the preferences and beliefs of Community to Global actors is complicated, as is the extent of Community to Global policy, program, project learning and the make-up of Community to Global advocacy coalitions or networks.


Theories should help us to generalise observations as well as have predictive power. However, most of the theories existing are better at explaining change in the past, rather than predicting change in the future based on certain conditions. It is pertinent to note that ‘change is and always will be initiated from a variety of different sources and combination of sources’. The initiator of change is less important than the quality and quantity of the change process as well as its potential for benchmarking and replication.



The dynamics of policy, program, project change are rather complex, and thus a successful policy, program, project change initiative delivering policy, program, project: research, implementation, evaluation and success interventions that achieve projected targets on due date often does not take place. That is why it is essential to understand better the conditions and factors behind these interactive processes.

It is pertinent to note that many policy, program, project change attempts fail because ‘no distinction is made between theories of change (What causes change) and theories of changing (HOW to influence those causes)’. This underlines the need to convert 2030 Agenda Documents as well as Study Reports and Conferences and Meetings Outcome Documents from current Vision and Words without Action that answer What questions to Vision and Words with Action that answer What and How questions. Therefore, it is important to point out that policy, program, project change goes hand in hand with policy, program, project: research, implementation, evaluation and success.



Implementation could be defined as ‘the carrying out of a basic policy, program, project decision, usually incorporated in a statute but which can also take the form of important executive orders or court decisions’. A policy, program, project decision ‘identifies the problem(s) to be addressed, stipulates the objective(s) to be pursued and structures the implementation process’. However, Passing policies, programs, projects does not guarantee success on the ground if policies, programs, projects are not implemented well. It has been shown that implementation dominates outcomes, and this explains why working HARDer doing the same old things in the same old ways produce the same result based on answer to What questions. This underlines urgent need for Member States to reach General Agreement on Legally Binding and Voluntary Intended Components of the 2030 Agenda Documents as well as Study Reports, Conferences and Meetings Outcome Documents aimed at achieving 2030 Agenda Vision by target date.









It is CHANGE to working SMARTer doing new things in new ways with new rules that can produce new Results that help achieve increasing convergence between 2030 Agenda – AAAA, SDG, COP21, Agenda 21; UNSG 21 Point Agenda aligned and harmonized with Community Development Plans and Country Development Plans in each of the UN Member States by target date. This type of CHANGE needs to be Driven by Motion with Movement and Motion with Meaning from Community to Global levels.


It is difficult to say which factors or conditions facilitate successful implementation since so much depends on the political, economic and social context of specific Community to Regional / Continental Location. Successful System Reform on each of the UN Member States; UN System: UNO, WBG, IMF and Partners sides, means that a significant number of powerful Community to Global actors, are interacting to produce substantial impact. Successful implementation implies that ‘North and South Agencies comply with the directives of the statues, North and South Agencies are held accountable for reaching specific indicators of success, goals of the statute are achieved, local goals are achieved and there is an improvement in the political climate around the 3P’.



Local capacity and political will in each Community in each of the UN Member States, matter for Policy, Program, Project Intervention, 3PI and 3PI Training as One success on sustainable basis; adequate resources and clear targets and goals are important too. In addition, the research, implementation, evaluation and success processes are individually and jointly characterised by a ‘multi-staged, developmental character’. Even if 3PI or 3PI and 3PI Training as One implementation appears to be successful, in specific context and time, there is no guarantee that success will last without minimum certain measures being institutionalized.



It is important to realise that there is diversity in Sustainable Development implementation research and hence academics and researchers should not look for one common theory. Instead, it should be sufficient to develop partial theories, which mix and match the most convincing elements of different theories, depending on the Policy, Program, Project 3P area and context and in ways that continuously improve the strengths and reduce the weaknesses of the most result oriented Theories.



The current situation wherein there over 99% of existing and new theories are essentially built upon fads and buzz words focused on addressing what questions while avoiding or evading answer to How questions without substantial differentiation needs to be greatly discouraged.



If there is to be increasing convergence in 2030 Agenda: AAAA, SDG, COP21, Agenda 21, UNSG 21 Point Agenda Vision Intention and Reality by target date in each Community in each of the UN Member States, there is a need to consolidate existing theories of Change to significantly increase Strength and reduce Weaknesses and create new theories that effectively fill all identified knowledge, research and information gaps.


It should also be recognized that it is not essential for Practice that Works to have Complimentary Theory of Change before Member States and UN System: UNO, WBG, IMF and Partners could adopt same. Yet, Theory of Change that has no corresponding Practice that Works, is essentially not worth the Paper on which it is written.


Correct: Diagnosis, Prescription, Surgery and Recovery Management – Community to Global




ISPE/EAG Study finding is that the first 50 years of National and International Development Cooperation (1960 – 2009) Scorecard was Policy, Program, Project Implementation: 1/3 Good; 1/3 Flawed and 1/3 Failed and Policy, Program, Project Evaluation: 1/3 Good; 1/3 Flawed and 1/3 Failed. 8 years into the second 50 years of National and International Development Cooperation, the Scorecard remain the same for Policy, Program, Project Implementation and Policy, Program, Project Evaluation. If this continues till 2030, the Global Goals will not be achieved.



The Poor Scorecard largely arises from flaws and failures in Policy, Program, Project Intervention, 3PI and 3PI Training as One: Diagnosis, Prescription, Surgery and Recovery Management. A Scorecard of Policy, Program, Project Implementation: 4/5 Good, 1/10 Flawed and 1/10 Failed or better and Policy, Program, Project Evaluation: 4/5 Good, 1/10 Flawed and 1/10 Failed or better could be achieved in 2030 with sustained improvement to 2059 - end of second 50 years of National and International Development Cooperation. Anything less, the probability is high that 2030 Agenda would not be achieved by target date in many Countries. Allowed to occur, World Political, Cultural, Economic, Financial, Social, Environment, Peace, Security, Religious, Moral, Legal and Technical problems would worsen with ultimate catastrophic consequences for Citizens in both North and South Countries especially the over 2 billion Poor Children, Youth, Women, Men and Elders that UN System claim to serve.




Improving and Organization and Management of Sustainable Development


The Strategic Management of Complex Change Processes in 2030 Agenda – AAAA, SDG, COP21, Agenda 21, UNSG 21 Point Agenda aligned and harmonized with Community Development Plans and Country Development Plans in each of the UN Member States; UN System: UNO, WBG and IMF and Partners sides is a Task that MUST be Done, if there is to be increasing convergence between 2030 Agenda Vision Intention and Reality by target date and in ways that ensure No One is Left Behind. The fundamental Management issues in Agriculture Component of 2030 Agenda – AAAA, SDG, COP21, Agenda 21, UNSG 21 Point Agenda highlighted by FAO in the Paper on this link apply equally to climate change, environmental, food, nutrition, tax, financial, investment, trade, debts, corruption, migration, security, energy, science, technology, management, complaints and sanctions / punishment Components of the 2030 Agenda – AAAA, SDG, COP21, Agenda 21, UNSG 21 Point Agenda.

Improving Multi Stakeholder Partnerships / Platforms, MSP

Community to Global MSP for 2030 Agenda on UN System – UNO, WBG and IMF; UN Member States – Executive, Parliament, Judiciary and MGoS Member CSOs/NGOs and Non MGos Member CSOs/NGOs sides needs to be strengthened. MSP for 2030 Agenda that will be successful on sustainable basis need to focus on Action on three fronts:-
a. Stakeholder Participation, Transparent and Accountable Action – All concerned Stakeholders National and Sub-national Governments: Executive, Parliament, Judiciary; Civil Society, Philanthropies, Multilateral Organizations, Businesses and many others including the Communities that are Target Beneficiaries of True Development Initiatives need to be meaningfully involved in an inclusive manner that is transparent. Each Stakeholder must be accountable to themselves and other Stakeholders for their action(s) or inaction(s) and in the later case accepting potential sanctions / punishment for lack of compliance with commitments. This call for Building Trust and Mutual Respect and in ways that ensure all partners are effectively represented in governance mechanisms and that all voices are heard.
b. Cooperative, Collaborative, Cohesive, Coordinated, Effective and Efficient Action – With the increasing diversity of partners involved in sub-national, national, sub-regional, regional and global development cooperation, it is more important than ever to avoid duplication and repetition of effort and fragmentation – problems which Conferences and Meetings Outcome Document including HLM2 NOD, underline as re-occurring decimals. Achieving 2030 Agenda Vision Ambition by target date call for Effective and Efficient Action through focusing Partnerships on specific Disciplines – Evaluation, Procurement, Institutional/Policy Reform etc, Services – Water, Education, Police etc , Sectors – Agriculture, Power, Finance etc and Issues – Governance, Leadership, Anti Corruption, Complaints, Punishment etc this does not mean that more and bigger Partnerships are the best solutions. MSPs need to be streamlined, all relevant Stakeholders need to be encouraged to participate actively in finding sustainable solutions in pilot programs and taking sustainable solutions to scale at National level and committed Leadership from each Stakeholder Group in the MSP is required to give MSPs the momentum they need to tackle complex sub-national, national, sub-regional, regional and global development cooperation challenges on the ground within the specific location - Community to Global, in which the MSP operate, stay on course and mobilize the mandate, manpower, money, material, machine and other resources required to get the job done.
c. Expertise, Exposure and Experience based Action - The reform of sub-national, national, sub-regional, regional and global development cooperation system to meet today’s sustainable development challenges in each Community in each Member State call for changes in attitude, behavior, culture, and mindset. Dialogue and learning from experience and exposure are essential to produce desired change. MSP for 2030 Agenda must emphasize the importance of learning from experience and exposure; building bridge between lessons learning and lessons forgetting; knowledge sharing; capacity building – individual, institution and society; patronage; complaints; regulation and networking etc; enhancing the quality of development cooperation at levels appropriate for specific MSP as way of improving its impact, effectiveness and relevance; peer reviews that focus on HOW development cooperation is framed, managed and delivered; development cooperation – monitoring, reporting and  evaluation cycles that are used to support continuing adaptation etc.

The Development Cooperation Report 2015 proposes 10 success factors for MSPs that would have capacity to effectively and efficiently mobilize National and Global Collective Action for achieving 2030 Agenda – AAAA, SDG, COP21 etc by target date:-
1.   Secure High Level Leadership
2.   Ensure Partnerships are Country Led and Context Specific
3.   Avoid duplication of effort and fragmentation
4.   Make governance inclusive and transparent
5.   Apply the right type of partnership model for the challenge
6.   Agree on principles, targets, implementation plans and enforcement mechanisms
7.   Clarify roles and responsibilities
8.   Maintain a clear focus on results
9.   Measure and monitor progress towards goals and targets
10. Mobilize the required financial resources and use them effectively

It is clear that promoters and members of such MSPs need practical help and technical support if their MSP is to pass the 10 success factors. This once more underlines urgent need for relevant authorities to find clear and correct answers to MSP, Lobbying, AAAA, SDG, COP21, Agenda 21, UNSG 21 Point Agenda aligned and harmonized with Community and Country Development Plans in each of the UN Member States How questions and in ways that effectively address fundamental issues of OH3A2T2LPRS - Ownership, Harmonization, Alignment, Accountability, Attitude, Transparency, Transformation, Leadership, Learning, Participation, Results, Success as applicable to specific component (2030 Agenda in whole or part) of Thematic Interest to the MSP and specific Location – Community to Global where the MSP operate. These MSPs need a level of Official Support from Member States and UN System: UNO, WBG, IMF and they also need Technical Support from Coordinating Consultants who have minimum certain levels of Hard Competences: Learning and Skills and Soft Competences: Character, Courage and Mindset. The arrangements that deliver Motion with Movement and Motion with Meaning in addressing these identified challenges cannot be left to occur on their own but need to be negotiated, discussed and established and on time.


Implementing Study Reports and Conferences and Meetings Outcome Documents Recommendations




ISPE/EAG study finding is that flaws and failures implementing Sound Recommendations set out in Study Reports – including Reports such as World Development Reports, WDRs’; Human Development Reports, HDRs; Parliamentary Committee Reports; Regulatory Agency Reports and Conferences and Meetings Outcome Documents such as HLM2 NOD arise from the following Root Problems:-
1.     Lack of One Worldwide Common and Systemic Generic Approach to National and International Development Cooperation as well as National and International Security Strategy.
2.   Lack of National and International Development Cooperation Stakeholder Groups - Master Multi Stakeholder Platforms, Master MSPs and MSPs that effectively Link Decision Makers and Managers on UN Members States; UN System – UNO, WBG, IMF and CSOs/NGOs from Community to Global levels
3.    Lack of Movement for Positive Development Change Driving Sub-national, National and Global Collective ACTION that effectively link each Community in each of the UN Member States with UNO Headquarters New York, WBG Headquarters Washington, IMF Headquarters Washington, FAO/IFAD Headquarters Rome and ILO Headquarters Rome.
4.     Lack of adequate National and International Development Cooperation Statutory Regulatory Agencies at National, Regional and Global levels.
5.  Lack of bringing to bear Whole of Community / Society / Bank / Institution / Government / Country Thinking towards the Sustainable Solutions to Whole of Community / Society / Bank / Institution / Government / Country problems.

Technical Support: Internal Consultants and External Consultants Institutional Framework – Community to Global







UNDESA has been saddled with responsibility to Re-engineer itself to better deliver its work in the areas identified in the Introduction. It is clear that full delivery on this responsibility is one of the Master Keys for achieving 2030 Agenda by target date. However, UNDESA delivery needs to be integral part on entire UN System: UNO, WBG, IMF Delivery as One.

It is clear that the entire UN System: UNO, WBG, IMF Entities need the Technical Support of Internal Consultants and External Consultants with minimum certain levels of Hard Competences: Learning and Skills and Soft Competences: Character, Courage, Discipline and Mindset if all Action Agenda Items in 2030 Agenda – AAAA, SDG, COP21, Agenda 21, UNSG 21 Point Agenda aligned and harmonized with Community Development Plans and Country Development Plans in each of the UN Member States Targets are to be achieved by 2030 and in ways that ensure No One is Left behind.



The bright prospects of success in the work towards achieving 2030 Agenda by target date, greatly depends on speedy establishment of Community to Global Internal Consultants and External Consultants Institutional Framework with a level of Official Support from Member States and the UN System: UNO, WBG, IMF.


Changing from Grant Model and Arithmetic Model to Business and Geometric Model



Much of current Sustainable Development Policy, Program, Project Interventions are delivered using Grant Model that is consumption and Arithmetic Model, thus leaving many Communities in many Countries un-served. If there is to be increasing convergence between 2030 Agenda: AAAA, SDG, COP21, Agenda 21, UNSG 21 Point Agenda Intention and Reality by target date in each Community in each of the UN Member States, there is a need to Change to Business Model that is Investment and Geometric Model that ensure No One is Left Behind in each of the UN Member States in delivery on 2030 Agenda Worldwide by target date.

It is pertinent to note that 2030 Agenda: AAAA, SDG, COP21, Agenda 21, UNSG 21 Point Agenda is intended to progress in Geometric Proportions to achieve all Action Agenda Item Goals by target date but in reality the 2030 Agenda, like past similar Agenda is progressing in Arithmetic Proportions, due to numerous Development Impact Challenges identified in this Paper. Practical options for tackling Development Impact Challenges on the ground from Community to Global levels for Sustainable Success by target date needs to Progress in Geometric Proportions built upon Business Model. Achieving Progress in Geometric Proportions in every Sector, Service, Issue in the National Economy of each of the UN Member States will start with building Critical Mass (Catalyze) in Priority Sectors, Services, Issues of the National Economy in each specific North or South Country.

This is essentially Issue of Continuously Improving Central Coordination in the Research, Implementation, Evaluation and Success sides of National Reform Program inclusive of National Productivity and Quality Improvement Program and National Re-engineering Program aligned and harmonized with 2030 Agenda and UNSG 21 Point Agenda in each of the UN Member States within Business Model and Geometric Model.


NEHAP Model


The New Hunger and Poverty, NEHAP Model Operationalize in Practice Business Model and Geometric Model to Meaningfully Drive Primary Revolutions: Agriculture Revolution, Government Revolution, Enterprise Revolution, Applied Research Revolution, Attitudinal and Behavioural Change Revolution, Data Revolution, Digitization Revolution and Secondary Revolutions: Education Revolution, Health Revolution, Water Revolution, Management Revolution, Environment Revolution, Climate Change Revolution, Energy Revolution, Anti Corruption Revolution etc as practical option for Driving 2030 Agenda Policy, Program, Project 3P Change and 3P Research, 3P Implementation, 3P Evaluation and 3P Success that effectively address the unique and specific needs of each Community in each of the UN Member States and in ways that ensure No One is Left Behind and 2030 Agenda is achieved by target date.


As the livelihood of 2/3 of the World Poor depend on Agriculture, if the SDG 17 Goals as One, especially Ending Hunger and Poverty, are to be achieved by 2030 Target, then fundamental issues of Food, Agriculture, Nutrition, Health, Wellbeing and Lifestyle, FAN-HWL as One need to be addressed and this calls for Integrated Primary and Secondary Revolutions described above whose Design and Delivery is underlined by Continuously Improving Agriculture Value Chain Development and International Division of Labour that cover all Agriculture: Crops, Livestock, Forestry, Fisheries and Aquaculture – Pre Harvest, Harvest and Post Harvest Processes from Community to Global levels.


To get these Interventions up and running and in ways that effectively lift the over 2 billion poor Children, Youth, Women, Men and Elders in both North Countries and South Countries out of Poverty, without sliding back, National Leaders and World Leaders in each of the 6 Stakeholders Blocks – Member States; UN System: UNO, WBG, IMF; CSOs/NGOs; Private Sector; Academics and Researchers; Internal Consultants and External Consultants need to Jointly consider effective ways and means of correcting flaws and failures in Community to Global: Development, Diplomacy, Defence, Democracy, Data and Digitization Systems through appropriate Sustainable Solutions: Political, Cultural, Economic, Financial, Social, Environment, Peace, Security, Religious, Moral, Legal and Technical.

In designing the Vehicles and Institutional Arrangements for these Sustainable Solutions, National Leaders and World Leaders in each of the 6 Stakeholder Blocks need to jointly recognize that Technical and other Solutions without Political Solutions are meaningless and Political Solutions will always attract Complimentary Technical and other Solutions, therefore Getting the Political Vision Right is a necessary condition for getting the Economic and related Visions Right and this is the Beauty of the NEHAP Model.


MOVING FORWARD



Paragraph 19 of QCPR 2017 – 2020 states: Requests the Secretary-General, in consultation with the entities of the United Nations development system, to carry out by June 2017 a system-wide outline of present functions, as defined in their strategic plans and similar planning documents, and existing capacities of all United Nations entities carrying out operational activities for development in support of the implementation of the 2030 Agenda for Sustainable Development, with a view to identifying gaps and overlaps in coverage and providing recommendations for addressing them, identifying comparative advantages and improving the inter-agency approach, in accordance with their respective mandates. Can the UNSG deliver on this request by target date without the Member States and UN System: UNO, WBG, IMF Leadership meaningfully addressing all points made in this Paper?



Do National Leaders, World Leaders, UNDESA, ECOSOC, HLPF, EOSG, OPGA, UNSC, UNGA and Partners recognize that correct answer to all AAAA, SDG, COP21, ECOSOC Outcome, HLPF Outcome, HLM2 NOD, Agenda 21, UNSG 21 Point Agenda, FAO Conference on Hunger and Poverty Action Plan etc HOW questions lie in the DOING? If yes, then these National and World Leaders need to consider without further delay:-
1.   Appointing Reform Adviser and Global Coordinating External Consultant on AAAA, SDG, COP21, Agenda 21, UNSG 21 Point Agenda; Study Reports; Conferences and Meetings Outcome Document Policy, Program, Project Coherence, Coordination, Collaboration and Cooperation for Sustainable Development, 3P4CSD to UNGA, UNSC, OPGA, EOSG, ECOSOC, HLPF etc.
2. Appointing  a newly created Unit of UN Chief Executives Board, CEB – United Nations Reform Group, as Reform Adviser and Global Coordinating Internal Consultant on AAAA, SDG, COP21, Agenda 21, UNSG 21 Point Agenda; Study Reports; Conferences and Meetings Outcome Document Policy Coherence, Coordination, Collaboration and Cooperation for Sustainable Development, P4CSD to UNGA, UNSC, OPGA, EOSG, ECOSOC, HLPF etc.
3.     Selecting One Worldwide Generic Approach for 2030 Agenda Design and Delivery.
4.     Establishing Mater Multi Stakeholder Platform, Master MSP and MSPs that are High Level Political Forums, HLPFs with a level of Official Support from Member States and UN System: UNO, WBG, IMF for each Action Agenda item Community to Global, CtG
5.   Establishing MSPs that are Multidisciplinary Professionals Community of Practice, COPs on Poverty Elimination and Environmental Sustainability with a level of Official Support from Member States and UN System: UNO, WBG, IMF as CtG Internal Consultants and External Consultants Platform for all existing and new Disciplines relevant to achieving Global Goals – AAAA, SDG, COP21, Agenda 21, UNSG 21 Point Agenda aligned and harmonized with Community Development Plans and Country Development Plans in each of the UN Member States.
6.   Addressing issues of Intra and Inter CtG Stakeholders: Values, Trust, Silos, Honesty, Thinking, Solidarity, Attitude, Behaviour, Culture, Discipline, Communication etc
7.  Connecting each Community in each Local Government in each of the 193/306 Member States to UN Headquarters New York; WBG headquarters Washington; IMF Headquarters Washington; FAO Headquarters Rome and ILO Headquarters Rome.
8. Establishing CtG Mechanism for Correct Diagnosis, Prescription, Surgery and Recovery Management within each 2030 Agenda Action Agenda Item.
9.  Establishing CtG Policy, Program, Project Interventions, 3PIs and 3PIs Training as One for each 2030 Agenda Action Agenda Item.
10. Establishing CtG Mechanism for Ownership, Harmony, Alignment, Accountability, Transparency, Transformation, Leadership, Learning, Participation, Results, Success OH2A2T2LPRS for each 2030 Agenda Action Agenda Item.
11.Establishing CtG Mechanism for Policy, Program, Project Collaboration, Cooperation, Cohesion and Coordination for Sustainable Development, 3P4CSD for each 2030 Agenda Action Agenda Item.
12. Establishing CtG Mechanism for Master Collaborative Research Support Program, CRSP for each Action Agenda Item in Global Goals – AAAA, SDG, COP21 and Agenda 21 aligned and harmonized with Community Development Plans and Country Development Plans in each of the UN Member States for each 2030 Agenda Action Agenda Item.
13.Establishing CtG Mechanism for Master Collaborative Implementation Support Program, CISP for each Action Agenda Item in Global Goals – AAAA, SDG, COP21 and Agenda 21 aligned and harmonized with Community Development Plans and Country Development Plans in each of the UN Member States for each 2030 Agenda Action Agenda Item.
14.Establishing CtG Mechanism for Master Collaborative Evaluation Support Program, CESP for each Action Agenda Item in Global Goals – AAAA, SDG, COP21 and Agenda 21 aligned and harmonized with Community Development Plans and Country Development Plans in each of the UN Member States for each 2030 Agenda Action Agenda Item.
15.Establishing CtG Mechanism for Master Collaborative Success Support Program, CSSP for each Action Agenda Item in Global Goals – AAAA, SDG, COP21 and Agenda 21 aligned and harmonized with Community Development Plans and Country Development Plans in each of the UN Member States for each 2030 Agenda Action Agenda Item.
16.Establishing CtG Mechanism for Master Collaborative Complaints Support Program, CCSP for each Action Agenda Item in Global Goals – AAAA, SDG, COP21 and Agenda 21 aligned and harmonized with Community Development Plans and Country Development Plans in each of the UN Member States for each 2030 Agenda Action Agenda Item.
17.Establishing CtG Mechanism for Master Collaborative Punishment Support Program, CPSP for each Action Agenda Item in Global Goals – AAAA, SDG, COP21 and Agenda 21 aligned and harmonized with Community Development Plans and Country Development Plans in each of the UN Member States for each 2030 Agenda Action Agenda Item.


It will be uphill task achieving increasing convergence between UNSDS 2015, ECOSOC Outcome, UN Retreat on MSP Outcome, HLPF Outcome, HLM2 NOD, AAAA, SDG, COP21, Agenda 21, UNSG 21 Point Agenda, FAO Conference on Hunger and Poverty etc Vision Intention and Reality, if points made in this Paper are not negotiated, discussed and established by Member States on time. If these Visions are not achieved by 2030 Target date, the ultimate consequences for our Fragile Planet could be catastrophic.

Brexit underline urgent need for each Global, Regional and National Institution to reflect on its current approach and consider adopting new rules, new thinking, new partnerships, new ways of doing things that could optimize Global, Regional and National Institutions’ potential to help Countries genuinely interested in achieving 2030 Agenda Vision ambitions that are looking up to UN System – UNO, WBG and IMF for help – help these UN System Entities cannot give, because they themselves need help.

There is urgent need for Advocacy - Development Training; Development Research; Development Communication; Citizen Engagement; Risk Management; Community Service etc (the type required to achieve 2030 Agenda ambitions): Advisory, Management and Financial Technical Support to be provided for Community to Global Stakeholders in 6 Blocks – UN Member States; UN System: UNO, WBG, IMF; CSOs/NGOs’; Private Sector; Academics and Researchers and Internal Consultants and External Consultants, if 2030 Agenda Vision Ambitions are to be achieved by target date.

Conclusion 

This Paper has sought to sensitize World Leaders and National Leaders on UN Member States; UN System: UNO, WBG, IMF and CSOs/NGOs; Private Sector, Academics and Researchers and Internal and External Consultants sides on the urgent need to find clear and correct answer to the following question: how can we explain 3P Change and 3P Research, Planning, Statistics (Planning Side); 3P Implementation (Implementation Side); 3P Monitoring, Evaluation (Evaluation Side) and 3P Learning, Results, Measuring Success (Success Side)? To do so, it has identified above 9 Fundamental Issues (Page 6-7) and 17 DOING of How Action Agenda Items (Page 16–18) that need to be urgently addresses.



We urge World Leaders and National Leaders to recognize that these fundamental issues are problem not just on South Countries side but also on North Countries and UN System: UNO, WBG, IMF and Partners sides. To seek to achieve the 2030 Agenda without first addressing these fundamental issues is to attempt to build something or nothing or build skyscraper on weak foundation.



These are indeed trying times. The fundamental issues highlighted in the Paper need to be effectively addressed if sustainable solutions are to be found to War on Hunger, War on Poverty and War on Terror in Nigeria, Africa, UK, Europe, US and rest of the World.

There is no single Individual, Institution or Government anywhere in our World today that has all of the answers to all of the problems facing any specific Institution, Government or Country. The past and current option of deploying Multiple Approaches on the grounds of diversity and unknowingly misapplying No One Cap fit All is clearly not working. This underlines need for National Leaders and World Leaders on each of the UN Member States; UN System: UNO, WBG, IMF; CSOs/NGOs; Private Sector; Academics and Researchers; Internal Consultants and External Consultants sides to pick up the gauntlet and grapple with the Intellectual Challenge of coming up with an alternative option for deploying a Standardized and Universal Approach that respects Community to Global Diversity and is Not a One Cap Fit All that is clearly working.



The 3PCM Approach that has been described in this Paper is an Advance such alternative option available to National Leaders and World Leaders in our World today. Should National Leaders and World Leaders in the 6 Blocks of Stakeholders Individually and Collectively recognize that our World needs a Global Rescue Mission if our Fragile Planet is not to be destroyed; that without taking urgent Action the probability of reaching irreversibility point on current MADning (Mutually Assured Destruction) Road to DOOM in which our World is accelerating is very high and that adopting 3PCM Approach towards research, implementation, evaluation and success of 2030 Agenda: AAAA, SDG, COP21, Agenda 21, UNSG 21 Point Agenda aligned and harmonized with Community Development Plans and Country Development Plans in each of the UN Member States could ensure our World Change to accelerating on MAPing (Mutually Assured Prosperity) Road to BOOM – a necessary condition for achieving 2030 Agenda by target date and in ways that ensure No One is Left Behind, then One Day delay in adopting 3PCM Approach and other good ideas and pertinent suggestions set out in this Paper could be One Day too late.


There are bright prospects of success, if the right thing is done and on time.















Contact:
Lanre Rotimi
Director General,
International Society for Poverty Elimination / Economic Alliance Group,
Akure – Nigeria, West Africa.

M: +234-8162469805