Mainstreaming
Acceleration and Policy Support (MAPS) for SDGs in Baluchistan Project, Quetta.

 

Q 1: 

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Dear All,

 

I am delighted to
be here and warmly welcome you all to this all important forum today.

The United Nations
Sustainable Development Goals (SDGs) have set out to shape and transform the
global development landscape over the next 15 years.

Civil
society’s ambivalence regarding the role and responsibility of the private
sector is not new. It builds on decade-long debates about what to do with multinational
corporations (MNCs) as powerful actors in global politics, human rights and
sustainable development.

The elevation of
business in the context of the SDGs represents both a significant opportunity
and a challenge for civil society. It is an opportunity insofar as it allows us
to benefit from the private sector’s finance, technology, skills, reach and
innovation to support the SDG efforts. But it is a challenge because the SDGs
bestow unprecedented power and expectations on the private sector as a
development agent. This raises the risk that the private sector will conduct
‘business as usual’, but under the reputational mantle of the SDGs.

Today
we are seeing a much more diverse set of interactions between civil society and
the private sector, including an increasing number of collaborative
arrangements, ranging from formal partnerships to policy dialogues.This more
diverse universe of engagements with the private sector has presented a test
for civil society. Opportunities to engage have exposed different theories of
change and complicated civil society’s ability to coalesce around certain
positions or initiatives.

 

From
labour rights to climate change, and from global health to fair trade, CSOs
have taken different approaches about how to engage with the private sector.
This is the terrain that the SDGs’ agenda, with its reliance on private sector
contributions, enters. The SDGs are triggering new debates among civil society
about the appropriate role of the private sector.

 

The
SDGs as new development paradigm

 

Compared to their
predecessors, the Millennium Development Goals (MDGs), the SDGs lay out a more
comprehensive approach in terms of the goals’ scope and the actors responsible
for delivering them. Most strikingly, the SDGs set out a substantial role for
the private sector and assume its ability to make contributions to the
achievement of the SDGs.

 

The
central role of the private sector in the SDGs highlights the shift towards a
new development paradigm: one in which the private sector is no longer only a
development tool but rather a development agent.2

 

 

 This paradigm attributes a more proactive
sustainable development role to the private sector than under the market
liberalisation approaches of the 1980s and 1990s.

Today,
the contribution of business to development is no longer confined to creating
wealth and employment, the transfer of technology and the provision of goods
and services, but is supposed to contribute proactively to sustainable
development outcomes through core business and beyond.

 

The
unprecedented power of the private sector has altered the global development
system. MNCs have become key development actors due to their control over
global value chains, which now constitute up to 80 per cent of
global trade. Private financial flows have become the dominant source of
external development finance for middle income countries, and even in 30
per cent of low income countries, foreign direct investment (FDI) is now
larger than Official Development ssistance (ODA).

Consequently,
aid donors increasingly aim to recruit the private sector as a development
partner and to mobilise private investment to invest in developing countries,
by using ODA to remove investment barriers. As a result, the private sector has
been able to extend its political influence in the global
sustainable development agenda by having significant access to the
negotiations, promoting a set of key messages in line with corporate
objectives, such as a focus on growth and technology promotion, corporate
sustainability and multi-stakeholder governance.

 

Challenges
in the emerging private sector-SDG narrative

A year into the
SDGs, an overarching narrative has been crystallizing around the role of
business that focuses on two elements: a ‘business case’ for engaging in the
SDGs and a partnership role for the private sector.

From a civil
society perspective, both these elements represent a challenge. First, a
‘business case’ approach that looks to the SDGs as commercial opportunities
signals alignment between business and society’s interests.

Second, the
prioritisation of a partnership role for the private sector within the 2030
Agenda expands the influence of the private sector while side-lining its
responsibility in creating and exacerbating many of the problems that the SDGs
are supposed to tackle. While there is a clear need for a concerted
multi-stakeholder effort to achieve the SDGs, including from the private
sector, partnerships often lack binding elements, risk greenwashing, neglect
conflicts of interest and can be marked by significant resource and power
imbalances that are often to the disadvantage of civil society participants.

Most importantly,
the proliferation of SDG partnerships involving the private sector might risk
making non-cooperative behaviour appear increasingly radical, thus limiting
critical civil society voices and agendas that target the private sector.

These shortcomings
carry significant risks for the SDGs. They risk superficiality on the part of
the private sector, with a narrow focus on growing its markets and profits and
making easy win-win improvements, which disregard the need for more
transformational changes in business behavior to achieve the SDGs. & the Private Sector

A
positive vision for the private sector and the SDGs

What
should a more meaningful engagement of the private sector in the SDGs look
like? Here are three recommendations.

First,
companies should base their engagement on their areas of highest impact, not
the area’s most beneficial to their bottom line.

Second,
meaningful engagement with the SDGs by businesses requires going beyond cherry
picking SDGs based on narrow win-win opportunities, and instead integrating
sustainable development concerns into their core business. This requires a
willingness to address how commercial practices and business functions such as
sourcing, employment, tax practices and corporate strategy affect the SDGs.

Third,
the private sector needs to think in more transformative ways about its future
role in sustainable development. This requires challenging some of the economic
paradigms that have ruled business for the past few decades and eliminating
structural barriers that prevent more sustainable business behavior and
business models from flourishing.

Across
these three steps, the private sector’s elevated engagement should be matched
with an overriding commitment to transparency and accountability.

 

The
SDGs are what we make of them

The
SDGs offer an inspiring and inclusive vision of the future: a world free from
poverty, injustice and discrimination, and a healthy planet for present and
future generations. Whether the SDGs will live up to their ambition will depend
on how we will shape the next 15 years.

 

Civil
society will play a critical role in determining the course of the SDGs and the
role of the private sector within them. The people-centred mandate of the 2030
Agenda points to the centrality of civil society in linking the SDGs’
global ambition with the realities and rights of people affected by the
practices and impacts of the private sector.3 Only an empowered civil society
can elevate the voices of people living in poverty to places of political power
and decision-making.

An
organised and empowered civil society is also a key accountability mechanism
for the private sector and the SDGs.

The
stakes are high for civil society. The simultaneous trends of rising private
sector influence on the sustainable development agenda and closing civil society
space represent significant challenges to civil society’s enduring power and
influence.

If it
is to shape the private sector’s SDG contributions effectively, civil society
will have to become more propositional and unified in what is stands for,
rather than against, while also allowing greater space for a diverse set of
tactical approaches.

CSOs
also need to prioritise and reaffirm their commitment, communication and
engagement with each other.

It
will be civil society’s collective force, based on a principled approach to
sustainable development, that will bring to bear changes on the SDG agenda.

Conclusion

Civil
society had a strong showing during the negotiations of the SDGs and the
related Financing for Development (FfD) agenda.

Yet
many of civil society’s collective efforts, such as the Beyond
2015 Campaign, ended with the adoption of the SDGs, leaving the
challenge of shaping the private sector’s sustainable development role and
contributions unaddressed.

Importantly,
this is a two-way street. Business should have an interest in having a strong
civil society at the table if it wants to operate in thriving societies.
Business success without civil society as a counterweight of organised citizen
participation will likely exacerbate the cleavages and inequities that mark
many countries today. Instead, the private sector should help defend

the
space for civil society to act as an expression of collective citizenry

 

Q 2: Communication Plan

THE
STRATEGY TO PROMOTE SDGs EVOLVE AROUND THE FOLLOWING OVERARCHINGBUILDING BLOCKS

·      
GOALS

·      
OBJECTIVES

·      
INITIATIVES

·      
MEASUREMENT

·       KEY STEPS AND ROADMAP OF THE STRATEGY AND
ACTION PAN                  

·       Identify
issues and business priorities

·       Map
stakeholders audiences

·       Research
and situation analysis

·       Define
communication goals and objectives(Specific Measurable Attainable Realistic
Timeline (SMART)

·       Develop
your messages / positioning

·       Segment
communication channels

·       Design/select
tools tactics and campaigns

·       Set
budgets and assign resources

·       Create
a detailed implementation action plan/calendar

·       Execute,
evaluate, and update

 

 

Based on the
above building blocks, the Communication strategy and action plan aims to enhance
and promote SDG’s  and promote the 2030
agenda which includes a set of 17 Sustainable
Development Goals (SDGs) and 169 targets to wipe out poverty, fight inequality
and injustice, and tackle climate change challenges by 2030 in
Pakistan.

Our Methodology

The methodology will target the audiences and all key stake holders at
the Provincial, District and Community level . 
             

At the community and district level: Social
mobilization, awareness raising  and
capacity building for lead activists  representing
the concerned communities, advocacy and lobbying implies empowering people to
change the society in which they live. It involves targeted and planned actions
and processes to influence decision-makers and involve all the sectors from
community to district level in order to create an enabling environment, so as
to effect positive behavioural change. This process through capacity building
of communities and orientation of the process of CSC will help prepare
communities to act as a pressure group as well as a force behind CSC
methodology.

At the provincial level: we will target systemic reforms through creating
buy in of the CSC methodology and its adoption by the government. CUP will show
case the pilot project modeling for transfer of systems to governments.

 

Project Stakeholders Mapping:

S.#

Stakeholders

Rationale for engagement

Potential role in project

1

Key Politicians (MNAs & MPAs) of Baluchistan.
 

Being the members of apex legislative bodies at
national and provincial levels are instrumental in becoming champion
advocates to promote SDGs

Potential Champions
to Promote the cause of SDGs

2

Political
Leadership (Chairperson of Ruling Party , Chief Minister & environment/Planning  Development Minister/Ministries)

Being a high level provincial think tank providing
guidance and direction to the provincial political leadership.

Potential Champions to to Promote the cause of SDGs

3

Key
Bureaucracy (Secretary Health, Chief HSRU, Project Director IMU-Health,
Additional Secretary Development Health, DG Health)

They  are the
policy formulators and facilitators who can be instrumental  in implementation and sustainability of
project outputs/outcomes

Potential  key
facilitator in project implementation &
institutionalization the  CSC
 

4

Users/Communities
& Lead Activists for their Buy-in to participate voluntarily

Prime beneficiaries /service users benefitting from the
project and key actors to become champion advocates for their healthcare
rights

Potential Champions, empowered
to advocate for their rights on sustainable basis.

5

Planning and
Development Departments both at national and provincial level.
 

They  are the
policy implementers and facilitators who can be instrumental  in implementation and sustainability of
project outputs/outcomes

Potential 
facilitator in project implementation and Champion advocates.

6

NGOs/Civil Societies / International NGOs

Allies for advocacy to support SDGs at
District/provincial and Provincial Level

Supporters/Key stake holders

7

District/Provincial/media
 

They are the potential key stake holders to show case
and project to facilitate and promote the SDGs

Influencers/Advocates
(Mass communication medium)

Secondary
Stakeholders

2

CSO/CBO

Allies for advocacy at District/Provincial  Level

Supporters

4

Religious leaders

Potential Allies for advocacy at District/provincial
Level

Influencers

 

 

 

 

 

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