Building on our experience to date, it describes how we will support countries to achieve the Agenda and the Sustainable Development Goals and related agreements by eradicating poverty in all its forms and dimensions, accelerating structural transformations for sustainable development and building resilience to crises and shocks.
The previous Strategic Plan , while articulated before the adoption of the Agenda, was developed drawing on a strong sustainable development vision, incorporating many of the principles underlying the Agenda.
The new Strategic Plan is fully aligned with the Agenda and lays out UNDP's SDG implementation offer for the coming four years, including: - A series of signature solutions that define the core work of UNDP; - Country support platforms for the Sustainable Development Goals; and a global development advisory and implementation services platform; - An improved business model.
Leaving no one behind is at the core of UNDP's programming. In accordance with UN programming principles, it is underpinned by human rights, gender equality and women empowerment; sustainability and resilience; and accountability. To help implement the pledge, UNDP works with countries to deepen local understanding of who and why people are - or are at risk of - being left behind; shape according policies; strengthen mechanisms that facilitate their voice and participation; and to track and report on relative progress within the context of national SDG monitoring.
UNDP's new Strategic Plan is based on the principles of "leaving no one behind" and "reaching the furthest behind first". It emphasizes that, across all the contexts in which it works, UNDP will prioritise the collection and use of disaggregated data and analyses for identifying those being left behind, and support the design of targeted interventions to reach them.
This service offer on SDG Integration focuses not on individual SDGs, but on the gaps between them — the missing pieces that make the Agenda whole.
They involve teams of global and regional experts working closely with UN Country Teams to provide tailored advice and to help foster high-level national ownership of the SDGs as well as stakeholder engagement, taking a comprehensive, integrated approach across multi-dimensional issues. In some countries, MAPS engagements have also helped to begin operationalizing humanitarian-peace-development linkages.
To conduct these analyses UNDP has developed a suite of tools and corresponding training, often in partnership with other organisations to support the diagnostics required for quality policy and programme support. For example:. UNDP has taken a lead role in line with its mandate, and in close collaboration with colleagues and partners inside the UN system and beyond, on implementing, monitoring, and reporting on peaceful, just and inclusive societies, and the catalysing role of SDG across the entire Agenda.
This involves support to integration of SDG16 into national and sub-national systems and processes; developing inclusive mechanisms for monitoring, reporting and accountability for SDG at the national level; generating and disseminating knowledge on implementation and progress of SDG; and building collaborative multi-stakeholder partnerships and interlinkages in support of achieving the SDGs.
In close collaboration with partners in the UN system, think tanks and academia, UNDP deploys and strengthens country capacities to rollout integrated analytical tools and approaches as part of its service offer on SDG integration and its support to MAPS engagements.
These tools help understand why and how investing in certain policy priorities is more likely to move the needle for the achievement of SDGs than others, and to advise policymakers on SDG solutions that are more likely to achieve lasting development impact.
UNDP supports the inter-governmental process on the SDG Indicators, including the development and implementation of indicators on multi-dimensional poverty SDG1 , the effectiveness, quality and representativeness of public service, access to justice SDG16 and development cooperation SDG The Handbook was accompanied with an online course providing practical guidance and training to policymakers, statisticians, practitioners and others seeking or engaged in developing a national Multidimensional Poverty Index MPI.
The Accelerator Labs work with entrepreneurs, engineers, data scientists and grassroots innovators across 78 countries and territories to source locally-driven innovations and scale them to acceleration progress on the SDGs.
UNDP has adopted a Digital Strategy, aiming to better harness technology and innovation to deliver more and better results in the countries we serve.
In everything we do, we seek collaboration with a broad range of partners - more specifics in the individual entries above and below. Knowledge and information sharing platform containing a set of tools at www.
Our modus operandi is the leveraging of interlinkages across SDG goals and targets - more specifics in the individual entries above and below.
In close collaboration with partners in the UN system, think tanks and academia, UNDP is deploys and strengthens country capacities to rollout integrated analytical tools and approaches as part of its service offer on SDG integration and its support to MAPS engagements. It offers a framework to identify, track and prioritize the furthest behind; better understand and address the spectrum of deprivations and disadvantages that leave people behind across the SDGs. It was launched as an interim version in April and was piloted in Nepal, Cameroon and Tunisia throughout the year, to get feedback on its real-life application, based on which the guide will be honed for final publication in UNDP is supporting countries to define national financing for sustainable development strategies, with a focus on identifying catalytic interventions, crowding-in additional finance and partnerships, scaling-up innovative financing mechanisms and improving the effectiveness of financial resources.
In , UNDP established the SDG Finance Sector Hub to bring coherence and scale to its work on financing for the Sustainable Development Goals, with a range of services to support public and private partners in figuring out how to shift from funding to financing Agenda These include: a UNDP-UN-European Union initiative to advance integrated national financing frameworks to align public financing to the SDGs, underway in 19 countries; an enhanced focus on insurance and risk finance to build resilience; and SDG Impact, which is accelerating investment by the private sector towards the SDGs.
UNDP has established the "Financing Solutions for Sustainable Development" Platform that provides guidance to policy makers and researchers in selecting, reviewing and operationalising financing solutions to fund SDG-aligned national and sectoral development plans.
We do this by integrating our network and array of disciplines with the skills of our humanitarian, development and peacebuilding partners — from conflict prevention, risk management and pandemic preparedness to climate security, early warning systems and green recovery.
In , our investment in resilience included fostering regional stability in the Sahel, helping Mozambique recover from Cyclone Idai, and supporting over , refugees and host communities across five countries in response to the Syrian crisis. With nine out of our ten largest programmes in fragile or crisis-affected countries and a new Crisis Bureau in place, we are intensifying efforts to reach those who need support the most.
UNDP together with the OECD supports the Global Partnership for Effective Development Co-operation GPEDC , a multi-stakeholder platform that aims to foster collective actions by all partners to advance the effectiveness of partnerships and development co-operation to deliver long-lasting results that contribute to the achievement of the Agenda.
It facilitated the drafting process, including coordinating contributions by G20 members and international organisations. The G20 Action Plan reflects the comprehensiveness and universality of the Agenda by focusing on G20 collective actions and including the contribution of the entire G20 agenda and all work streams towards the SDGs.
It also sets out modes for strengthening G20 coherence and coordination on sustainable development. UNDP supports countries in implementing the Agenda through a mix of policy advisory, technical assistance, capacity building, financing and programme implementation modalities.
The above and below are snapshots, exemplifying a range of initiatives. In parallel, UNDP is also collaborating with UNICEF to develop a companion technical training package intended to equip UN staff and country partners with practical approaches, tools and methods to be able to support and participate in MAPS engagements more coherently and consistently.
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The internship application process is decentralized, which means that you have to send your internship application directly to the Country Office or the headquarters' unit that you are interested in applying to.
In , more than 7, UN volunteers from countries supported UN partners in their peace and development activities in the field.
Click here to learn more about volunteering at UNDP. Bosnia and Herzegovina. English BHS. Burkina Faso. Cape Verde. Central African Republic. Congo Dem. Republic of. Congo Republic of. Costa Rica. Dominican Republic. El Salvador. Equatorial Guinea. English bahasa Indonesia.
Iraq Republic of. Lao PDR. English Crnogorski. North Macedonia. Pacific Office. Papua New Guinea. Programme of Assistance to the Palestinian People. The UNDP argued the need to go beyond conceiving of ICTs as a specific sectoral issue, a position that had characterised the major global thrust during the s to liberalise telecoms markets and open developing countries to foreign ownership.
Launched in July with the publication of the report Creating a Development Dynamic , it offered a coherent generic approach at country level to designing and implementing an ICT strategy aimed specifically at contributing to development and to social as well as economic goals.
Based on the analytical framework and lessons culled from research and specific case studies of national e-strategies, the report also explored the potential for offering catalytic support in selected countries such as South Africa, Romania, Mozambique and Bolivia through the initiative.
This belief in partnerships and in stakeholder participation was reflected in subsequent initiatives in which the UNDP is involved at the global level. Other international collaborations were undertaken with a more programmatic focus and modest UNDP input. The UNDP has been an active member of the Global Knowledge Partnership GKP , participating in its major events and networking activities, and has been involved in establishing partnership initiatives with civil society and the private sector at the regional and national levels as well.
The years following saw a significant increase in UNDP projects supported at the national level. These events strengthened a perception in some quarters that the development potential of ICT had been over-emphasised, which tended to weaken the potential of the ICTD practice area just as it had begun to assist a number of countries in laying the foundations for more development-oriented ICT policies.
As indicated earlier, in late , in the context of the development of the new MYFF for , a decision was taken to mainstream ICTs back into the other focus areas, specifically poverty reduction and democratic governance.
This in itself was not a bad thing — indeed it could be seen as a natural progression — since ICTD itself is a cross-cutting issue, and such mainstreaming allows a closer engagement with and integration within governance and poverty policies and programmes, two key areas in which ICT can have a significant development impact. Furthermore, it resulted in a reduction of the resources available to ICTD at the headquarters level.
It offered fellowships for developing country participation, and some support to strengthen civil society participation and inputs to the Summit. It also provided support at the national level for multi-stakeholder processes and at regional meetings. Much was at stake for developing countries, which had always looked towards the WSIS as an opportunity to come up with ways to address the huge gaps in ICT availability and accessibility.
The report itself was a disappointment to many, its analysis on the whole emphasising the role of market-driven private investment in ICT infrastructure with insufficient consideration of its limitations. Inadequacies in various existing financing mechanisms and gaps in financing were noted and revisions suggested, yet no new financing mechanisms were seen as being required or were suggested. The politically sensitive issue of the Digital Solidarity Fund, set up and supported by a number of Southern countries and local governments of developed countries, was not addressed, although its innovation in leveraging local-government-to-local-government and peer-to-peer support was noted.
The rationale offered for its exclusion was based on a narrow interpretation of the TFFM remit — i. Some of these have been taken up in subsequent UNDP activities in the post-WSIS space, especially in collaboration with civil society actors and networks. The TFFM was also criticised for the limited opportunities it gave for participation, in terms of both the composition of the task force and its modus operandi.
Its selection process was conventional in an environment in which innovation was expected or at least hoped for. Members were selected without wide consultation, comprising two civil society organisations a number of other non-governmental and Southern actors accepted but ultimately could not participate , four intergovernmental agencies the UNDP, ITU, OECD and World Bank and six governments.
While there was outreach and engagement through online and actual consultations, [17] on the whole its deliberations were considered to be less than optimal. The TFFM is sometimes compared unfavourably against the Working Group on Internet Governance WGIG , which took up the other major issue to emerge from the Geneva Summit — internet governance — and has been credited with pioneering a broad multi-stakeholder process encompassing a broad interpretation of its remit.
Such comparisons may be legitimate, but there were some mitigating factors. The instruction from the December Summit was to complete the report for December in time to permit review and discussion at the first meeting of the Preparatory Committee PrepCom from 17 to 25 February , a relatively short time to form the task force, undertake the research and deliver the report, and seven months less than the time available to the WGIG.
Although the UNDP had not actively sought such a prominent role, it is likely that its selection was favoured by some developing countries and actors given its development focus, its operational presence on the ground in each country, and its global networks. The UNDP convened follow-up meetings of the two action-line groups for which it was responsible on 11 May , each for half a day.
They were among the first of the action-line group meetings, with an open agenda. Civil society groups actively participated, as did representatives from the Geneva missions of other UN agencies e.
The question of what could be achieved through the action line groups was an issue for both the facilitators and stakeholders. There were no new resources and no clear follow-up process to which these could contribute. Prior to the action line meetings, feedback on how to use the space most effectively had been solicited through the WSIS-implementation website.
The caution expressed by the UNDP in February was echoed in some of the inputs to the virtual consultation process and to the outcome of the meetings themselves. Action line network and activities : Sustaining the action line teams, and working on common projects virtually and in real time with partners, was identified as a possible way forward. While the ITU has created a web platform for this, to date this strand of networked activity has proved difficult to launch.
The UNDP has expressed its willingness to undertake this as a partnership activity, building linkages where feasible with communities of practice established under the Global Alliance for ICT and Development GAID — for example, in capacity building, with a community on public and private entrepreneurship led by the Association for Progressive Communications APC and other partners — and with the development dimensions of Internet Governance Forum activities.
Selected project ideas and work at the country level : The UNDP is proposing to identify selected themes from WSIS for mainstreaming into their existing work agenda in a partnership format, with active participation from action line teams, rather than establishing a separate stand-alone WSIS activity.
While these themes are being selected, the UNDP is supporting some innovative approaches and mechanisms identified in the TFFM report and in the first action-line meetings, in particular:. The UNDP is currently supporting project work in these areas, targeted at specific countries and regions, working with civil society organisations and other partners in developing countries.
The next round of action line group meetings, to be held during , is in the process of being scheduled, and members can interact on the ITU Web Platform. For example:. APDIP has also been involved in supporting regional consultations, advocacy and partnerships around internet governance and free and open source software FOSS. During much of the WSIS period, the position of ICTs within the organisational structure in the UNDP was in flux, and with the arrival of a new administrator in August , UN reform processes, and the development of a new four-year programming framework, the structures and modus operandi of UNDP support has been affected.
However, the WSIS has enabled those dedicated to ICTs within the UNDP to identify priorities not previously on the agenda, as well as new partners in civil society and in developing countries, and to channel them into the internal process of mainstreaming the broader organisational change underway. Issues around financing mechanisms e. E-governance and support to participatory processes, into which ICT is a mainstreamed activity, are also being supported at the headquarters and regional levels.
Other UNDP commitments in this regard are:. To commission work on how to support this integration process e.
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