c_habito sdgs and national devt plans

7/31/2019 C_Habito SDGs and National Devt Plans

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INTEGRATING SDGS INTO

CIELITO F. HABITOCIELITO F. HABITO

NATIONAL DEVELOPMENTPLANNING


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KEY CONCERNS

Integrating SDGs into national developmentplans & budget processes: How?

SD readiness Acceptability of clustering

-people and planet (apart from profit)

Generic methodology for reflecting global

goals in national development plans?

Reporting and monitoring of national SDGimplementation

Philippine experience on SD integration


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HOW TO INTEGRATE?Lessons from MDG Experience

Start with awareness and national buy-in

Roll-out awareness-raising and buy-in at sub-

national levels

,and monitoring mechanisms, and rectify

deficiencies

Collect baseline data to provide basis for

planning (Where are we now?)

Define numerical targets in national context

Formulate appropriate strategies


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NATIONAL INTEGRATION OF SDGSConstraints & Enablers

Level of development may influenceSD and SDG readiness

Statistical system may be under-

eve ope , un er-resource Political structure may be inhospitable

to transparency and accountability

Government coordination mechanismsmay be weak or non-existent

Civil society may lack organization


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WHAT GENERIC APPROACHESARE FEASIBLE?

Poverty Reduction Strategy

Paper (PRSP) Approach

National SustainableDevelopment Strategy (NSDS)

Process


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THE PRSP APPROACHFeatures

Poverty Reduction Strategy Paper contains:

- Assessment of poverty

- Macroeconomic, structural, & social policies/

- Financing needs & sources of financing

Prepared via participatory process with

domestic stakeholders & externaldevelopment partners (esp WB & IMF)

Updated every three years with annual

progress reports


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Country-driven national ownership; broad-

based civil society participation

Result-oriented focused on outcomes

THE PRSP APPROACHCore Principles

Comprehensive recognizes the multi-dimensional nature of poverty

Partnership-oriented - coordinatedparticipation of development partners

Long-term perspective for poverty

reduction.


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As of end-February 2012, 110 full + 57

preliminary or interim PRSPs have beensubmitted to WB-IMF

Donors led to ali n assistance to PRSP

THE PRSP APPROACHThe Experience

priorities Balances inherent tensions in the formulation

of national development strategies, e.g.,

realism vs. ambition, domestic vs. externalaccountability

Focus in recent years has been on effective

implementation


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NSDS PROCESSFeatures

Strategic and coordinated action toward

sustainable development at the national level

Builds on and harmonizes economic, social

various sectors in a country

Reconciles short-term electoral cycle with

long-term planning; economic growth withenvironmental and social sustainability; policy

co-ordination with decentralization.

Usually (and best) spearheaded by NCSD


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NCSDS:Features & Roles

Clothed with official status & clear mandate

Headed by or reports to Head of Government High level of multi-stakeholder representation

Substantive agenda and influence

voca e or sus a na y an n egra on Mechanism for coordination across government

and major stakeholder groups

Venue for problem solving, cooperative action,

forging commitment & ensuring implementation Vehicle for promoting awareness & info

dissemination

Monitoring/coordination of SDGs?


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Comprehensive, multi-dimensional SD strategy- economic, social & environmental dimensions

Cross-sectoral SD strategies relating to specific

-

NSDS PROCESSFour Types/Approaches

. .environmental action plans, PRSPs)

Sectoral SD strategies all 3 dimensions, but

focused on specific sector

SD integration into existing national develop-ment strategies integrate SD framework intoexisting national plan/process.


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REPORTING AND MONITORINGSome Considerations

Need standardized indicator system,

reporting formats within a country

Qualitative vs. quantitative indicators

Make use of existing human resourcesin service delivery for M&E (e.g., healthworkers, forest rangers)

Multi-level civil society validation

Institutional responsibility for R, M&E

Role of development partners (donors)


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PHILIPPINE EXPERIENCEMTPDP and PA21

Six-year Medium Term Development Plans

(NEDA) coincide with Presidents 6-year term Philippine Strategy for SD (1987) led by DENR;

presented at Rio Earth Summit

Philippine Council for SD led by NEDA,established September 1992; 1st after Rio

Philippine Agenda 21 completed Sept 1996;

relationship with MTPDP 1993-1998 muchdebated (different time frames)

Enhanced PA21 issued in 2004; consistency

with MTPDP 2005-10 addressed by NEDA


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PHILIPPINE EXPERIENCEIntegrating MDGs

MDGs were embraced early, with DFA and

NEDA (planning ministry) at the forefront

Awareness in the rest of the national

Awareness at the local government level tookeven longer

MDGs came in the middle of the 1999-2004planning cycle, so not immediately integrated;

integration happened with 2005-2010 Medium

Term Philippine Development Plan


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Next development planning cyclewill be 2017-2022

PHILIPPINE EXPERIENCELooking Ahead: SDGs?

NSSD/PA21 and PDP: fold into one?

SDGs, if adopted, can beintegrated by then


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Thank You

c_habito sdgs and national devt plans

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