How to achieve Global Sustainable Goals

United Nations Development Programme Economic Advisor Willmot Reeves speaks at a media briefing on Sustainable Development Goals (SDGs) on September 17, 2015 at Intercontinental Hotel, Nairobi. We have learned from the Millennium Development Goals (MDGs) that it helps to set ambitious targets in order to rally governments. PHOTO | JEFF ANGOTE | NATION MEDIA GROUP 

In Summary

• We have learned from the Millennium Development Goals (MDGs) that it helps to set ambitious targets in order to rally governments, non-state actors, individuals, the media, academics, and businesses around a common vision and goal.
• Second, the government should invest in capacity building to ensure that all key ministries, schools, villages, and organisations have the requisite institutional and human competence.
• Lastly, it is incumbent on our generation to realise that leadership is not related to a person’s position in an organisational hierarchy or even how vocal they are, that a leader is not necessarily the most senior individual in any network.

By SUBIRI OBWOGO
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The Daily Nation’s editorial of September 29, 2015 raised the challenge about how to make the 17 new Sustainable Development Goals covering poverty, public health, the environment, education, and justice a reality within the targeted 15 years.

We have learned from the Millennium Development Goals (MDGs) that it helps to set ambitious targets in order to rally governments, non-state actors, individuals, the media, academics, and businesses around a common vision and goal.

So, what do we need to do to ensure that these goals do not just remain mere political statements of intent?

First, we need a comprehensive strategy to communicate these goals across the whole society.

Ultimately, an idea has to be good if it is going to work and it needs to be something that people can believe in.

Yet, even with a great idea, you need to get your communication right to stand any chance of success. Successful transformation efforts use every possible communication channel.

CAPACITYBUILDING
Second, the government should invest in capacity building to ensure that all key ministries, schools, villages, and organisations have the requisite institutional and human competence.

Mechanisms for assessing these capacities include annual staff appraisals and training needs assessment. Capacity is built through formal training, mentoring, coaching, on-job training, and exchange programmes.

Third, the government must devise better policies and prioritise inclusive economic development because strong economies create jobs and make it easier to invest in public services.

In Kenya, budgetary allocation to health and agriculture has remained below 5 per cent, far below the Abuja and Maputo targets of 15 and 10 per cent respectively set over a decade ago.

Countries such as Brazil, India, and China that scored highly on the MDGs had rapid economic growth and were able to reinvest in public health, infrastructure, and education.

Fourth, the government should help to set up sustainable development collaboratives for best practice in goals such as poverty reduction, promotion of public health, sustainable consumption and production, climate change mitigation, peaceful and inclusive societies, conserving oceans, and sustainable use of land.

A COLLECTIVE RESPONSIBILITY

This will support continuous learning and ensure that people fully understand and live these goals rather than just read or hear about them.

Fifth, multilateral agencies such as the World Bank, the World Health Organisation, the International Monetary Fund and international charities can help with research and the financing of public health goals like eliminating infectious conditions and combating non-communicable diseases.

Sixth, the government needs to ensure that these goals are visible in its every management and political agenda. Initiatives such as these need strong and consistent leadership.

Often, the citizens look up to their leaders for direction.

Lastly, it is incumbent on our generation to realise that leadership is not related to a person’s position in an organisational hierarchy or even how vocal they are, that a leader is not necessarily the most senior individual in any network.