Multi-Stakeholder Partnerships for Implementing the 2030 Agenda: Improving Accountability and Transparency. Analytical Paper for the 2016 ECOSOC Partnership Forum

Beisheim, Marianne; Simon, Nils

doi:10.2139/ssrn.2767464

Cited by 42 publications

(48 citation statements)

References 27 publications

(17 reference statements)

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“…The first concerns the internal workings of a partnership and its ability to deliver its stated objectives. Research suggests that partnerships can be successful, but their success conditions are demanding and depend on several factors [64]. These include effective leadership, willingness of participants to invest time and resources, process management, the degree of institutionalization, adequate funding, adaptability to local conditions, etc.…”

Section: The Need For a New Approach To Partnershipsmentioning

confidence: 99%

“…These include effective leadership, willingness of participants to invest time and resources, process management, the degree of institutionalization, adequate funding, adaptability to local conditions, etc. [21,48,64,98].…”

Section: The Need For a New Approach To Partnershipsmentioning

confidence: 99%

“…The enabling environment that exists today took shape around the early millennium [59,64]. Felix Dodds recounts, "in the preparatory phase of the WSSD, a consensus emerged among the actors involved that traditional intergovernmental relations were no longer enough in the management of sustainable development and suggestions were incorporated for increasingly decentralized and participatory approaches known as Type II Partnerships" [59] (p. 6), see also [19,20]).…”

Section: The Need For a New Approach To Partnershipsmentioning

confidence: 99%

“…Due to efficacy problems with partnerships [51,54], several recent studies call for an "orchestrator" to enable and guide partnerships, and much of the debate revolves around the precise role of the orchestrator and which entity should orchestrate [58][59][60][61][62][63][64][105][106][107]. Most of these studies focus on initiating and supporting individual partnerships and different ways to overcome collective action problems involving diverse actors, e.g., by convening stakeholders, contributing set-up costs, expertise, leadership, process management, trust building, etc.…”

Section: Policy Tools To Orchestrate Missing Partnershipsmentioning

confidence: 99%

“…Proposed orchestrators include international institutions, government departments, [53,[58][59][60], or professional orchestrators [61,62]. Other studies focus on the institutional environment and its governance, proposing government as "coordinating and integrating mechanism" [63], or assigning responsibility to the entity managing the partnership system, e.g., UN [64].…”

Section: Introductionmentioning

confidence: 99%

See 4 more Smart Citations

A New Approach to Partnerships for SDG Transformations

Horan

2019

Sustainability

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Recent scientific reports highlight the urgent need for transformations to achieve the Sustainable Development Goals (SDGs) and long-term sustainability. This paper presents a new approach to partnerships that focuses on their role in transformations, the types of partnerships that may be needed and their enabling environment. It introduces transformation effectiveness as a criterion to evaluate a portfolio of partnerships and pathways as a tool to frame discussion of required partnerships. Guided by energy decarbonization and using a simple model of partnership formation, I highlight a (potential) mismatch between the types of partnerships required for transformation and the partnership types arising under the currently dominant voluntary approach. The model suggests the bottom-up approach can deliver some, but not all, of the partnerships needed. Five specific problems are identified—compensation for losers, partnering capacity, short-time horizons, inadequate coordination mechanisms and misaligned incentives. The paper then outlines some policy tools—transfers, regulation, public investment—governments could use to strengthen the bottom-up framework and orchestrate missing partnerships. The conclusion addresses two problems specific to the transformation approach: how to identify more systematically the partnerships needed (identification problem) and how to implement them (implementation problem); and outlines some ways to deal with these—science, deliberation, international leadership coalitions and frameworks/monitoring systems for transition partnerships.

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Section: The Need For a New Approach To Partnershipsmentioning

confidence: 99%

Section: The Need For a New Approach To Partnershipsmentioning

confidence: 99%

Section: The Need For a New Approach To Partnershipsmentioning

confidence: 99%

Section: Policy Tools To Orchestrate Missing Partnershipsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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A New Approach to Partnerships for SDG Transformations

Horan

2019

Sustainability

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Success factors of global goal‐setting for sustainable development: Learning from the Millennium Development Goals

Hickmann

Biermann

Spinazzola

et al. 2022

Sustainable Development

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The Millennium Development Goals (MDGs) were an important precursor to the Sustainable Development Goals (SDGs). Hence, identifying the conditions that made the MDGs successful enhances our understanding of global goal-setting and informs the global endeavour to achieve the SDGs. Drawing on a comprehensive review of 316 articles published between 2009 and 2018, we identify six factors that have enabled or hindered MDG implementation. Our analysis stresses the importance of path dependencies and shows that the MDGs catalysed changes only for those countries with sufficient resource availability, administrative capacity and economic development, as well as adequate support from external donors. National ownership and NGO pressure bolstered efforts to implement the MDGs. These findings suggest that globally agreed goals do not easily trickle down from the global to the national level. Thus, this article adopts a forward-looking perspective and draws key lessons for the current implementation of the SDGs in developing countries.

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Maximising Goal Coherence in Sustainable and Climate-Resilient Development? Polycentricity and Coordination in Governance

Chan

Iacobuţă

Hägele

2020

The Palgrave Handbook of Development Cooperation for Achieving the 2030 Agenda

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This chapter argues that most efforts to mobilise non-state and subnational actor engagement so far has insufficiently contributed to goal coherence—the balanced implementation of internationally agreed goals. Despite the increased level of attention being given to the polycentric nature of sustainable development and climate governance—especially the role of non-state and subnational actors—the predominant focus of both policy-makers and researchers has been on filling functional gaps, for example closing the global mitigation gap, or financing gaps. As a result, voluntariness and self-organisation in polycentric governance could increase the level of incoherence. Insights on emerging polycentric structures should be combined with tools that map (goal) coherence. The combination of these fields of knowledge could inform supportive policies, for instance in development cooperation to ensure greater coherence in implementing sustainable development priorities.

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Multi-Stakeholder Partnerships for Implementing the 2030 Agenda: Improving Accountability and Transparency. Analytical Paper for the 2016 ECOSOC Partnership Forum

Cited by 42 publications

References 27 publications

A New Approach to Partnerships for SDG Transformations

A New Approach to Partnerships for SDG Transformations

Success factors of global goal‐setting for sustainable development: Learning from the Millennium Development Goals

Maximising Goal Coherence in Sustainable and Climate-Resilient Development? Polycentricity and Coordination in Governance

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