33rd Senior Management

Course, NIM Peshawar

Our Common Agenda &

Changing Mindsets for
Development Goals

Shah Nasir Khan – Head of UNRCO and Senior

Strategic Planner for UN System
 SEQUENCE
1.SDGs- Intro, where are we & when will we achieve
it?
2.The tools & enablers- UN Cooperation Framework
3.Changing Mindsets for SDGs-Why its critical ?
How?
4.The Toolkit
5.Systems Thinking….
 Our Challenges
Our Mindsets
Please write on a sticky note / menti

Two complete sentences on a work

challenge you are willing to share

3
https://www.youtube.com/watch?v=j2kB6831gVs
 Transformation is one of the values of the 2030 Agenda
“Transforming our world: the 2030 Agenda for Sustainable Development”

“we are determined to take the

“we will strengthen the bold and transformative steps
productive capacities of least which are urgently needed to
developed countries in all shift the world onto a
sectors, including through sustainable and resilient path”
structural transformation”
Transformation
“we have adopted a historic
“we are setting out a decision on a comprehensive, far-
supremely ambitious and reaching and people-centred set
transformational vision” of universal and transformative
Goals and targets”

The 2030 Agenda is calling for replacing piecemeal reforms that have been
on-going in many institutions with profound transformation
 Our World according to the UN SG

The 2030 Agenda is in jeopardy Destructive impacts of the

crisis

The world is on the brink of We cannot continue with a

a climate catastrophe morally bankrupt
financial system
3 major breakthroughs for a better future for all-The
Rescue Plan

1.Equipping governance and

institutions for sustainable
and inclusive transformation.

2.Prioritizing policies and

investments that have
multiplier effects across the goals.

3.Securing a surge in SDG financing

On current rate, when will we achieve the SDGs in the Asia Pacific?

Year to achieve the SDGs on current rate

2064 2065

2056 2057
Year

2052

2017 2018 2019 2020 2021

Progress in Asia-Pacific, 2022
TARGET
2015 2022 2030

1 No poverty
2 Zero Hunger
3 Good health and well-being
4 Quality education
5 Gender equality
6 Clean water and sanitation
7 Affordable and clean energy
8 Decent work and economic growth
9 Industry, innovation and infrastructure
10 Reduced inequalities
11 Sustainable cities and communities
12 Responsible consumption and production
13 Climate action
14 Life below water
15 Life on land
16 Peace, justice and strong institutions
17 Partnerships for the Goals

Progress Regression Insufficient indicators Evidence strength

Progress in Asia-Pacific expected by 2030 GOAL 13
GOAL 1 GOAL 5 GOAL 9 13.1 Resilience & adaptive capacity
1.1 International poverty 9.a Resilient infrastructure 13.2 Climate change policies
5.1 Discrimination against women & girls
1.2 National poverty 9.c Access to ICT & internet 13.3 Climate change awareness
5.5 Women in leadership
1.3 Social protection 9.1 Infrastructure development 13.a UNFCCC commitments
5.2 Violence against women & girls
1.4 Access to basic services 9.2 Sustainable/inclusive industrialisation 13.b Climate change planning & mgnt.
5.3 Early marriage
1.5 Resilience to disasters 5.4 Unpaid care & domestic work 9.3 Small-scaled industry access to finance GOAL 14
1.a Resources for poverty programs 5.6 Reproductive health access & rights 9.4 Sustainable & clean industries
14.1 Marine pollution
1.b Poverty eradication policies 5.a Equal economic rights 9.5 Research and development
14.5 Conservation of coastal areas
5.b Technology for women empowerment 9.b Domestic technology development
GOAL 2 14.7 Marine resources for SIDS & LDCs
GOAL 17
2.2 Malnutrition 5.c Gender equality policies GOAL 10 14.2 Marine & coastal ecosystems
14.3 Ocean acidification 17.1 Tax & other revenue collection
2.3 Small-scale food producers 10.a Special & differential treatment (WTO)
2.4 Sustainable agriculture
GOAL 6 14.4 Sustainable fishing 17.3 Additional financial resources
10.2 Inclusion (socio-economic, political)
6.1 Safe drinking water 14.6 Fisheries subsidies 17.4 Debt sustainability
2.5 Genetic resources for agriculture 10.4 Fiscal & social protection policies
6.2 Access to sanitation & hygiene 14.a Research capacity & marine tech. 17.6 Science & tech int. cooperation
2.a Investment in agriculture 10.7 Safe migration & mobility
6.5 Transboundary water cooperation 14.b Small-scale artisanal fishing 17.8 Capacity building for ICT
2.1 Undernourishment & food security 10.b Resource flows for development
6.a Int. cooperation on water & 14.c Implementing UNCLOS 17.9 Capacity building for SDGs
2.b Agricultural export subsidies 10.c Remittance costs
sanitation 17.10 Multilateral trading system (WTO)
2.c Food price anomalies 10.1 Income growth (bottom 40%)
6.4 Water-use efficiency 17.11 Exports of developing countries
GOAL 3 10.3 Eliminate discrimination GOAL 15 17.12 Duty-free market access for LDCs
6.6 Water-related ecosystems
3.1 Maternal mortality 10.5 Regulation of financial markets 15.a Resources for biodiversity & ecosys.
6.b Participatory water & sanitation 17.17 Partnerships (public private CSO)
3.2 Child mortality 10.6 Inclusive global governance 15.b Resources for forest management
mgmt. 17.18 National statistics availability
3.3 Communicable diseases GOAL 76.3 Water quality GOAL 11 15.1 Terrestrial & freshwater ecosys. 17.19 Statistical capacity
3.4 NCD & mental health 7.a Int. cooperation on energy 11.1 Housing & basic services 15.2 Sustainable forest management 17.2 ODA commitment by dev. countries
3.6 Road traffic accidents 7.1 Access to energy services 11.2 Public transport systems 15.4 Conservation of mountain ecosys. 17.5 Investment promotion for LDCs
3.7 Sexual & reproductive health 7.3 Energy efficiency 11.6 Urban air quality & waste mgmt. 15.8 Invasive alien species 17.7 Transfer of technologies
3.8 Universal health coverage 7.b Investing in energy infrastructure 11.b Disaster risk management policies 15.5 Loss of biodiversity 17.13 Global macroeconomic stability
3.9 Health impact of pollution 7.2 Share of renewable energy 11.5 Resilience to disasters 15.3 Desertification and land degradation 17.14 Policy coherence for SD
3.a Tobacco control 11.3 Sustainable urbanisation 15.6 Utilisation of genetic resource 17.15 Respect country's policy space
3.b R&D for health 11.4 Cultural & natural heritage 15.7 Protected species trafficking 17.16 Global partnership for SD
GOAL 8
3.c Health financing & workforce 11.7 Urban green & public spaces 15.9 Biodiversity in national & local planning
8.1 Per capital economic growth
3.d Management of health risks 11.a Urban planning 15.c Protected species trafficking (global)
8.2 Economic productivity & innovation
3.5 Substance abuse 11.c Sustainable & resilient buildings GOAL 16
8.3 Formalisation of SMEs MAINTAIN progress to achieve
GOAL 4 8.6 Youth NEET GOAL 12 16.6 Effective institutions
8.10 Access to financial services 12.4 Managing chemicals & wastes
target
4.1 Effective learning outcomes 16.1 Reduction violence & related deaths
4.2 Early childhood development 8.a Aid for trade 12.a Support for R&D capacity for SD 16.3 Justice for all ACCELERATE progress to
4.3 TVET & tertiary education 8.4 Material resource efficiency 12.2 Sustainable use of natural resources 16.5 Corruption and bribery
8.5 Fully employment & decent work 12.b Sustainable tourism monitoring
achieve target
4.4 Skills for employment 16.2 Human trafficking
4.6 Adult literacy & numeracy 8.8 Labour rights & safe working env. 12.c Fossil-fuel subsidies 16.b Non-discriminatory laws REVERSE trend to achieve
4.a Education facilities 8.b Strategy for youth employment 12.1 Programmes on SCP 16.4 Illicit financial & arms flows
8.7 Child & forced labour 12.3 Food waste and losses
target
4.b Scholarships 16.7 Inclusive decision-making
4.c Qualified teachers 8.9 Sustainable tourism 12.5 Reduction in waste generation 16.8 Inclusive global governance CANNOT be measured
4.5 Equal access to education 12.6 Corporate sustainable practices 16.9 Legal identity
4.7 Sustainable development education 12.7 Public procurement practices 16.10 Public access to information
12.8 Sustainable development awareness 16.a Capacity to prevent violence
Progress in Asia-Pacific expected by 2030 GOAL 13 Half ofknow
the
GOAL 1 GOAL 5 GOAL 9 13.1 Resilience & adaptive capacity WeWill
don’t
regress on
1.1 International poverty 5.1 Discrimination against women & girls 9.a Resilient infrastructure 13.2 Climate change policies
13.3 Climate change awareness targets
much aboutwill
thebe
1.2
1.3
National poverty
Social protection
5.5
5.2
Women in leadership
Violence against women & girls
9.c
9.1
Access to ICT & internet
Infrastructure development 13.a UNFCCC commitments 21 targets
1.4
1.5
Access to basic services
Resilience to disasters
5.3
5.4
Early marriage
Unpaid care & domestic work
9.2
9.3
Sustainable/inclusive industrialisation
Small-scaled industry access to finance
13.b Climate change planning & mgnt.
GOAL 14
missed
Onlyrest!
10 Targets
1.a Resources for poverty programs 5.6 Reproductive health access & rights 9.4 Sustainable & clean industries
14.1 Marine pollution
1.b
GOAL 2
Poverty eradication policies 5.a
5.b
Equal economic rights
Technology for women empowerment
9.5
9.b
Research and development
Domestic technology development
14.5 Conservation of coastal areas
14.7 Marine resources for SIDS & LDCs
will be achieved
5.c Gender equality policies GOAL 10 14.2 Marine & coastal ecosystems
GOAL 17
2.2 Malnutrition
14.3 Ocean acidification 17.1 Tax & other revenue collection
2.3 Small-scale food producers 10.a Special & differential treatment (WTO)
2.4 Sustainable agriculture
GOAL 6 14.4 Sustainable fishing 17.3 Additional financial resources
10.2 Inclusion (socio-economic, political)
6.1 Safe drinking water 14.6 Fisheries subsidies 17.4 Debt sustainability
2.5 Genetic resources for agriculture 10.4 Fiscal & social protection policies
6.2 Access to sanitation & hygiene 14.a Research capacity & marine tech. 17.6 Science & tech int. cooperation
2.a Investment in agriculture 10.7 Safe migration & mobility
6.5 Transboundary water cooperation 14.b Small-scale artisanal fishing 17.8 Capacity building for ICT
2.1 Undernourishment & food security 10.b Resource flows for development
6.a Int. cooperation on water & 14.c Implementing UNCLOS 17.9 Capacity building for SDGs
2.b Agricultural export subsidies 10.c Remittance costs
sanitation 17.10 Multilateral trading system (WTO)
2.c Food price anomalies 10.1 Income growth (bottom 40%)
6.4 Water-use efficiency 17.11 Exports of developing countries
GOAL 3 10.3 Eliminate discrimination GOAL 15 17.12 Duty-free market access for LDCs
6.6 Water-related ecosystems
3.1 Maternal mortality 10.5 Regulation of financial markets 15.a Resources for biodiversity & ecosys.
6.b Participatory water & sanitation 17.17 Partnerships (public private CSO)
3.2 Child mortality 10.6 Inclusive global governance 15.b Resources for forest management
mgmt. 17.18 National statistics availability
3.3 Communicable diseases GOAL 76.3 Water quality GOAL 11 15.1 Terrestrial & freshwater ecosys. 17.19 Statistical capacity
3.4 NCD & mental health 7.a Int. cooperation on energy 11.1 Housing & basic services 15.2 Sustainable forest management 17.2 ODA commitment by dev. countries
3.6 Road traffic accidents 7.1 Access to energy services 11.2 Public transport systems 15.4 Conservation of mountain ecosys. 17.5 Investment promotion for LDCs
3.7 Sexual & reproductive health 7.3 Energy efficiency 11.6 Urban air quality & waste mgmt. 15.8 Invasive alien species 17.7 Transfer of technologies
3.8 Universal health coverage 7.b Investing in energy infrastructure 11.b Disaster risk management policies 15.5 Loss of biodiversity 17.13 Global macroeconomic stability
3.9 Health impact of pollution 7.2 Share of renewable energy 11.5 Resilience to disasters 15.3 Desertification and land degradation 17.14 Policy coherence for SD
3.a Tobacco control 11.3 Sustainable urbanisation 15.6 Utilisation of genetic resource 17.15 Respect country's policy space
3.b R&D for health 11.4 Cultural & natural heritage 15.7 Protected species trafficking 17.16 Global partnership for SD
GOAL 8
3.c Health financing & workforce 11.7 Urban green & public spaces 15.9 Biodiversity in national & local planning
8.1 Per capital economic growth
3.d Management of health risks 11.a Urban planning 15.c Protected species trafficking (global)
8.2 Economic productivity & innovation
3.5 Substance abuse 11.c Sustainable & resilient buildings GOAL 16
8.3 Formalisation of SMEs MAINTAIN progress to achieve
GOAL 4 8.6 Youth NEET GOAL 12 16.6 Effective institutions
8.10 Access to financial services 12.4 Managing chemicals & wastes
target
4.1 Effective learning outcomes 16.1 Reduction violence & related deaths
4.2 Early childhood development 8.a Aid for trade 12.a Support for R&D capacity for SD 16.3 Justice for all ACCELERATE progress to
4.3 TVET & tertiary education 8.4 Material resource efficiency 12.2 Sustainable use of natural resources 16.5 Corruption and bribery
8.5 Fully employment & decent work 12.b Sustainable tourism monitoring
achieve target
4.4 Skills for employment 16.2 Human trafficking
4.6 Adult literacy & numeracy 8.8 Labour rights & safe working env. 12.c Fossil-fuel subsidies 16.b Non-discriminatory laws REVERSE trend to achieve
4.a Education facilities 8.b Strategy for youth employment 12.1 Programmes on SCP 16.4 Illicit financial & arms flows
8.7 Child & forced labour 12.3 Food waste and losses
target
4.b Scholarships 16.7 Inclusive decision-making
4.c Qualified teachers 8.9 Sustainable tourism 12.5 Reduction in waste generation 16.8 Inclusive global governance CANNOT be measured
4.5 Equal access to education 12.6 Corporate sustainable practices 16.9 Legal identity
4.7 Sustainable development education 12.7 Public procurement practices 16.10 Public access to information
12.8 Sustainable development awareness 16.a Capacity to prevent violence
Where are the biggest gaps?

Gender equality

Life below water

Peace, justice, and strong institutions

 UN Country Team (UNCT) IN PAKISTAN

UN ENTITIES
OPERATING IN
PAKISTAN

Our Team
[https://pakistan.un.org/en/about/our-
team]
Repositioning the UN development system

Member States committed to major

reforms at the country level
including "a new generation of
United Nations country teams" and
"a reinvigorated resident
coordinator system"
 UN REFORMS – TOOLS AND ENABLERS
Mutual
Cooperation Accountability
Framework Framework (MAF)
Agency Country
Programmes Representation
Communications
Common Country
BOS
Analysis NRAs
UNCT Configuration SDG Primer
UNInfo

SDG Integrator Funding Compact

Integrated policy and
programming 30% core resources
Innovation & Learning Pooled funds and
Data Analytics agency thematic funds
Finance
Multi-year funding
 TRANSITIONING TO THE NEW UN Sustainable
Development Cooperation Framework (UNSDCF)

UNSDF/OP III 2018-2022 UNSDCF 2023-2027

 Implementation completed in 2022

 10 OUTCOMES to achieve our key aim:

delivering as one to achieve the SDGs
 Cooperation Framework 2023–2027 OVERVIEW

Reflects national development

Presents the UN’S COLLECTIVE
priorities and is NATIONALLY-OWNED
COMMITMENT to Pakistan’s development

Mainstreams GENDER
and prioritizes
Advances the 2030 Agenda LEAVING NO ONE BEHIND
with 5 PRIORITY OUTCOMES
(chosen via national and
provincial consultations) Identifies development needs and
opportunities within a THEORY OF CHANGE
 CF-DEVELOPMENT PROCESS
MAR/APR 22
SEP 21 UNSDCF drafting,
National prioritization Regional Office review,
workshop Member States briefing
JUL 21 MAY-AUG 22
Common Country FEB 22 Multi-Year Funding
Analysis (CCA) UNCT configuration Framework finalized,
finalized for UNSDCF detailed Govt review
Next steps

JUN 21 JAN 22 APR 22 SEP 22

UN strategic Theory of UN-Govt Joint Consolidation of
prioritization change & Steering feedback & finalization
dialogue validation Committee
AUG 21 MAR 22 meeting &
Provincial UNDSF/OP III 2018-22 25th OCT 22
UNSDCF roadmap principal UNSDCF signed
dialogues/ evaluation finalized & endorsement
endorsed by EAD
consultations published
 CHANGE PATHWAY OVERVIEW – THEORY OF CHANGE
By 2027, people in Pakistan, particularly the most disadvantaged, will be educated and healthy, with their well-
being promoted and protected, in a country where women and girls are safe and able to exercise their rights, with
all people provided a climate-resilient future, economic opportunities and jobs, while able to trust in and benefit
from improved governance

Gender equality and Sustainable inclusive

Climate change and
Basic social services women’s economic growth Governance
the environment
empowerment and decent work
Outcome 1 Outcome 2 Outcome 3 Outcome 4 Outcome 5

SDG 4, 5, 8, 10, SDGs 2, 6, 11, 13, 14, SDGs 1, 2, 4, 5, 7, 8,

SDGs 1, 2, 3, 4, 6, 12 SDGs 5, 10, 16, 17
16,17 and all others 15 9, 10, 11, 12, 17

Guiding principles

Cross-cutting issues

‘Leave no one behind’ target groups

 OUTCOME 1 – BASIC SOCIAL SERVICES (Led by UNICEF)

Impact: People are healthy, and their well-being is promoted and protected

Outcome statement: By 2027, people in Pakistan, especially the most vulnerable and deprived, have
increased equitable access to and utilization of quality, gender-responsive and sustainable basic
social services.
Partners

Nutrition Social protection

Quality health Improved WASH Education
systems’ system
systems system system delivery
strengthening strengthening
Output 1.1 Output 1.2 Output 1.3 Output 1.4 Output 1.5
OUTCOME 2 – GENDER EQUALITY AND WOMEN’S EMPOWERMENT (Led by UNWOMEN)

Impact: Women and girls are safe, exercise their rights and benefit from economic opportunities

Outcome statement: By 2027, women and girls, especially those at greatest risk of being left behind,
will benefit from an enabling environment where they are empowered and reach their fullest
potential, and their fundamental, social, economic, cultural and political rights are fully protected and
upheld.
Partners

Women’s
Normative Women’s
Inclusive gender Protection from awareness,
frameworks and economic
financing harmful practices voice, agency
data empowerment
and leadership
Output 2.1 Output 2.2 Output 2.3 Output 2.4 Output 2.5
OUTCOME 3 – CLIMATE CHANGE AND THE ENVIRONMENT (Led by FAO)

Impact: Ecological restoration of the Indus River Basin provides people a climate-
resilient future

Outcome statement: By 2027, people living in the Indus River Basin, particularly the
most vulnerable – including women, girls, boys, persons with special needs and senior
citizens – have their lives positively impacted by improved water access and utilization,
economic development, livelihoods, climate-resilient settlements and prosperity.
Partners

Enabling Equitable use of

Protection of the Protection of the
environment the water and
source of the marine ecosystem
supports climate resources of the
Indus Basin of the Indus Basin
action Indus Basin
Output 3.1 Output 3.2 Output 3.3 Output 3.4
OUTCOME 4 – ECONOMIC GROWTH AND DECENT WORK (Led by WFP)

Impact: People have economic opportunities and decent jobs

Outcome statement: By 2027, people in Pakistan, especially those most marginalized and at-risk of being left behind, will benefit
from sustained, inclusive and green economic growth – including through catalysing the micro, small and medium-sized enterprise
(MSME) sector and small businesses – that drives progress and creates adequate decent jobs for youth, adolescent girls and women,
people with disabilities and other vulnerable segments of society, which promotes innovative and responsible MSMEs where gender
barriers are addressed, and which protects workers, including vulnerable and marginalized workers, from all forms of exploitation. Partners

Enabling
Women’s
Sustainable green Decent sustainable Enhanced
economic Decent work and
economic growth employment business productivity and
empowerment in worker’s rights
and decent work opportunities environment and employability
the world of work
financing
Output 4.1 Output 4.2 Output 4.3 Output 4.4 Output 4.5 Output 4.6
 OUTCOME 5 – GOVERNANCE (Led by UNDP)

Impact: People have trust in and benefit from open, agile, accountable, future-ready and effective
governance and justice systems able to deliver solutions for achieving the SDGs

Outcome statement: By 2027, the people in Pakistan – especially women, children, the most
vulnerable and marginalized – have increased access to fundamental human rights, gender equality
and fundamental freedoms through inclusive, accountable, effective and evidence-driven governance
systems and rule of law institutions at all levels of government, contributing to good governance and
stability. Partners

Legal policy frameworks

support inclusive systems and Accessible, efficient and Rights’ awareness and
institutions for equitable affordable justice systems attainment
service delivery
Output 5.1 Output 5.2 Output 5.3
 CF IMPLEMENTATION PLAN

JOINT MANAGEMENT STRUCTURE UN MANAGEMENT ARRANGEMENTS

National Joint Steering Committee  United Nations Country Team (UNCT)

(JSC)
 Programme Management Team (PMT)
 Programme Monitoring & Evaluation Group (PME)
UN and Government
 Outcome Groups (OGs)
Civil society/donors’
participation  Provincial Programme Teams (PPTs)

Provincial Steering Committees  United Nations Communication Group (UNCG)

(PSCs)
 Operations Management Team (OMT)
 CF FUNDING SCENARIO

Available funding projected to

be available:
US$1.167 BILLION

This is 24.71%
of the total funds required

Total funding required for the

5-year framework:
US$4.724 BILLION
 A risk-informed Cooperation Framework anticipated the risk of climate change to the
Sustainable Development Goals and vulnerable populations before the floods-Pakistan
Case Study
 Proposition
The onset of Climate Change
fundamentally changes the nature of
Climate Policy and of Climate Politics.
This is the Age of Adaptation
Sectoral Vulnerability to Climate Change
An existential
challenge!
Bone-dry bed of Indus River resembling a desert near Jamshoro, Sindh in May 2022
Picture source: Sindh on the verge of running dry - Pakistan - DAWN.COM
Living Indus – Our journey
 Post-Reforms Development System , Risk Informed Cooperation
Framework 2023-27

 In December 2021, the Prime Minister’s Committee on Climate Change

directed the Ministry of Climate Change to prepare a plan for the Indus
Basin’s ecological restoration

 As a result, the Ministry of Climate Change, all provinces & regions and
United Nations in Pakistan jointly, developed the Living Indus initiative
to restore the basin’s health- Ahead of the curve!

 The living Indus Initiative (LII) approved by the GoP in 2022

www.livingindus.com
Activity: Mapping the
SDGs
SDGs: SYNERGIES AND TRADEOFFS
Drivers/causes:
1. aaa
2. bbb
3. ccc
Drivers/causes:
1. xxx
2. yyy
3. zzz
Mapping the SDGs

• What happened during this activity?

• What does this tell you about how we should be
tackling these challenges?
• How are they currently being tackled?
• What are the obstacles to working in a new way?

50
• Multiple possible problem definitions
• Difficult to address and change with
every attempt to address it
• Many stakeholders with different
values and priorities
• Have causes and drivers that are
interdependent
• Filled with uncertainties and unknowns
• Require multiple new solutions and
impossible to predict if they work

Adapted from Strategy as a Wicked Problem. John C.

Camillus. Harvard Business Review, May 2008.
Governments tend to focus on doing things
they already know how to do and look for
opportunities where they usually look
Are we creating institutional capacity that can deal
with the challenges we are facing?
A crisis of public legitimacy
The Changing Role of
Public Administration and
the Need for New
Mindsets to Implement
the SDGs
 Generally, a mindset consists
of beliefs and attitudes that a
What do we person has assimilated
throughout a lifetime about

mean by themselves and the world

around them.

mindsets? Mindsets shape our beliefs and

attitudes and therefore how we
see, think, and act.
 Beliefs are what we hold to be true,
convictions that may or may not
correspond to reality. Beliefs influence
our interpretation of, and response to,
events.
What do we mean by
beliefs and attitudes? Attitudes shape how we see, think and
act in the world.

While beliefs are about how we

interpret the world, attitudes are
about how we interact with the world.
⮚ Public challenges are complex.
⮚ Our governments face emerging
Why do new
pressures, from economic to social and
environmental challenges mindsets
⮚ Taking sustainable development from
theory into practice forces countries to
matter to
rethink their governance.
realize the
2030 Agenda?
⮚ There are major challenges for public
institutions that need new cultures,
capacities and knowledge to make this
happen.

Managing such dynamics effectively

requires that right mindsets lead the
change.
 Why is it important to change mindsets to promote
effective institutions for sustainable development?

Understanding the nature of institutions and institutional change

Institutional change does not

mean a change of rules and goals
Visible part
per se. It also implies changing
Dual nature the beliefs and attitudes
(mindsets), and values of public
Hidden part servants to reorient behavior to
attain those goals. Above all, it
means behavioral changes that
enact the new prescriptions for
action which are implied by the
new rules.
Towards a culture change in government, institutions and organizations...
 Public servants still need:

The classic management skills of good

diagnosis, planning, and implementation,
as well as contextual legal and political
knowledge.

Emerging approaches drawing on design,

digital, data, experimentation, behavioural
insights, regulatory methods, and public
engagement.
 • New mindsets must go in hand in
hand with new competencies,
New which call for specific know-how
Competencies and skills.
aligned to SGD
implementation • Governments may need to invest in
mindsets are retooling public services and
required in the reskilling public servants.
public sector

65
1. Why is it important to develop a competency framework for
public servants to realize the Sustainable Development Goals?

2. What is a competency framework in support of the

Sustainable Development Goals?

66
 What new capacities, mindsets, and competencies are needed
to implement the SDGs?
Mindsets and Competency Framework for SDGs Implementations
Institutional Effectiveness
Agile Mindset Innovative/ Problem-solving Evidence-based Mindset Foresight Mindset
Experimental Mindset
BELIEFS: Change is possible and necessary BELIEFS: Human capacities are not BELIEFS: Data is critical to make BELIEFS: Present and future
to address multiple possibilities before fixed; it is possible to continuously good decisions transformation in support of the
quickly reaching a solution; failure is improve through efforts and learning SDG is possible.
momentary, and any obstacles can be ATTITUDES: Is a risk-taker, eager to ATTITUDES: Is driven and
quickly overcome motivated to using, validating,
experiment, problem-solver, creative, and documenting data
resilient, driven and motivated to ATTITUDES: Is open to using
ATTITUDES: Is proactive, comfortable with achieve excellence, thinking outside of techniques and methodologies for
COMPETENCIES: A competency
the uncomfortable and complexity the box discovering and designing future
associated with the evidence-
trends to anticipate challenges and
based mindset is data and
COMPETENCIES: To have an agile mindset, COMPETENCIES: An experimental solutions.
information literacy to recognize
public servants need to develop problem-solving/experimental mindset COMPETENCIES: A foresight
the need to locate, retrieve,
competencies in systems-thinking to is characterized by strategic problem- mindset includes short and long-
analyze, and utilize data and
perceive the links, cause-effect relations; solving; creativity to actively seek to term planning ; forward looking
information for problem solving.
risk-informed adaptation to maintain improve programmes or services, and and proactivity to ensure
Public Financial Management
effectiveness when experiencing change; innovation to value the improvement anticipatory, flexible and action-
(PFM) competency is also
and collaboration to perceive problems of of process and new solutions in work oriented behaviours to implement
needed for effective public
common interest and positively conceive situations. potential solutions and address
administration and service
that dialogue, coordination, partnerships, challenges and risk-management
delivery, especially in fragile and
and networks can address problems. competencies to identify and
post conflict environments.
assess issues and risks.
Institutional effectiveness is based on the principles of sound
policymaking, competence, collaboration and systemic robustness. 67
 What new capacities, mindsets, and competencies are
needed to implement the SDGs?
Mindsets and Competency Framework for SDGs Implementations
Institutional Effectiveness
Results-oriented Mindset Collaborative Mindset Digital Mindset

BELIEFS: Good decisions are those that are BELIEFS: Working with others results in BELIEFS: if properly leveraged, digital technology can
focused on results higher impact help address a multiplicity of challenges

ATTITUDES: Is focused on taking actions ATTITUDES: Is willing to learn, co-create,
and achieving results share experiences, and have a dialogue
with others
COMPETENCIES: To develop a results-
oriented mindset, public servants need to COMPETENCIES: By developing a COMPETENCIES: A digital mindset is not just the ability
possess results-based management collaborative mindset, public servants are
competencies to manage for results. Also, better prepared to develop a skillset that
public servants need to have a life-long focuses on coordination, integration, and
learning competency to share and apply dialogue across teams, levels of
knowledge learned across the organization government, and functional areas. Public
to advance the realization of the SDGs. servants will be able to build multi-
Finally, public servants need to manage stakeholder partnerships.
performance.
ATTITUDES: Is focused on leveraging the advantages of
technology in support of governance transformation
while addressing its risks
to use technology, but it is a set of behaviours and
attitudes; it is a change of public institutions’
capacities needed to keep abreast of technological
developments and understand the applicability
(benefits and risks) of digital technologies to solve
complex problems (digital literacy).

Institutional effectiveness is based on the principles of sound

policymaking, competence, collaboration and systemic robustness. 68
 What new capacities, mindsets, and competencies are
needed to implement the SDGs?
Mindsets and Competency Framework for SDGs Implementations
Institutional Accountability
Ethical Mindset Open/Transparent Mindset Personal Accountability Mindset Digital Mindset
BELIEFS: The implementation of the BELIEFS: Trust, communication, BELIEFS: Personal commitment, BELIEFS: If properly leveraged, digital
principles of the 2030 Agenda will lead and openness are essential for ownership, and responsibility for own technology can help address a
to sustainable development better decisions actions and consequences are key to multiplicity of challenges
excellent performance
ATTITUDES: Doing the right things for ATTITUDES: Is open to new ideas, ATTITUDES: Is focused on leveraging
the right reason; is respectful of the readily shares non-classified ATTITUDES: Is committed to proactive the advantages of technology in
views of others, and observes information actions and taking responsibilities to support of governance transformation
the ethical and legal standards of one’s achieve results while addressing its risks
organization COMPETENCIES: Competencies
COMPETENCIES: Competencies linked to
of a transparent mindset include COMPETENCIES: A digital mindset is
this mindset include adaptability to
COMPETENCIES: To develop an ethical ability to collect, manage, and not just the ability to use technology,
respond to changing circumstances, learn
mindset, public servants need to share information and data to but it is a set of behaviours and
new skills, and perform well.
strengthen competencies in increase budget transparency, attitudes; it is a change of public
communication to successfully work with
professionalism, results-based promote disclosure and access to institutions’ capacities needed to
new colleagues and new environments,
management, lifelong learning and information. Public servants keep abreast of technological
and managing resources by allocating
managing performance. should have the ability to combat developments and understand the
time and resources efficiently and
misinformation. applicability (benefits and risks) of
effectively.
digital technologies to solve complex
problems (digital literacy).
Institutional accountability is based on the principles
of integrity, transparency and independent oversight.
69
 What new capacities, mindsets, and competencies are
needed to implement the SDGs?
Mindsets and Competency Framework for SDGs Implementations
Institutional Inclusiveness
Inclusive Mindset Empathy Mindset
BELIEFS: All people are equal in dignity and BELIEFS: Understanding the
rights and deserve equal opportunities for a experience and feelings of others is
better life crucial to make decisions that leave no
ATTITUDES: Is committed to treating everyone one behind
with dignity and respect; empathy, tolerance, ATTITUDES: Is attentive and focused
solidarity, and no discrimination on understanding the feelings and
COMPETENCIES: Competencies that are linked to needs of others, particularly
this mindset are: respect for diversity, and non- vulnerable groups and those that are
discrimination to promote public sector left behind, and takes actions to
workforce diversity, and in line with SDG 16.7; address their needs
inter-generational equity to ensure prosperity COMPETENCIES: Competencies of an
and quality of life for all; empowerment and empathy/relation mindset include
participation and develop awareness of own and emotional intelligence, socially
communities’ beliefs, values and expectations conscious awareness, responsibility,
and ensure a culture of caring; and negotiation and collaboration.
and facilitation to find solutions to a shared
problem.
Institutional inclusiveness is based on the principles of leaving no one behind, non-
discrimination, participation, subsidiarity, and inter-generational equity
Intergenerational Equity Mindset
BELIEFS: Young and old generations deserve
to live in a sustainable planet and have their
needs met
ATTITUDES: Is compliant with the principle of
environmental, social, and economic equity
COMPETENCIES: Competencies that are
linked to an intergenerational equity mindset
include the abilities to construct
administrative acts that balance the short-
term needs of today’s generation with the
longer-term needs of future generations.
Also, skills in management and planning and
in assessing the impact of the SDGs are
critical for the decision-making process.
70
 What new capacities, mindsets, and competencies are
needed to implement the SDGs?
Mindsets and Competency Framework for SDGs Implementations
Institutional Inclusiveness
Responsive Mindset Digital Mindset
BELIEFS: Public Institutions exist to respond to people’s needs BELIEFS: If properly leveraged, digital technology can help
and protect human rights, and fundamental freedoms for all address a multiplicity of challenges

ATTITUDES: Putting people first by effectively anticipating and ATTITUDES: Is focused on leveraging the advantages of
responding to their needs and creating an enabling technology in support of governance transformation while
environment for sustainable development addressing its risks

COMPETENCIES: Very important competencies linked to this
mindset are the abilities to respect, protect and promote
human rights and fundamental freedoms for all, and ensure
equitable access to public services provided on general terms
of equality (without distinction of any kind, as to race, color,
sex, language, religion, political or other opinions, national or
social origin, property, birth, disability or other status).
COMPETENCIES: A digital mindset is not just the ability to use
technology, but it is a set of behaviours and attitudes; it is a
change of public institutions’ capacities needed to keep abreast
of technological developments and understand the
applicability (benefits and risks) of digital technologies to solve
complex problems (digital literacy).

Institutional inclusiveness is based on the principles of leaving no one behind, non-

discrimination, participation, subsidiarity, and inter-generational equity
71
Why do agile mindsets matter for implementing the
SDGs?
• make decisions in the face of uncertainty while being able to legitimize these
decisions
• set out a bold course of action while adapting to and improvising for
unforeseen situations
• explore new possible futures while focusing on outcomes and committing to
real-world effects
• keep the big picture in mind while also considering citizens’ needs at an
individual level
• be reflective and critical while having a strong bias towards action

Managing such dynamics calls for the right mindsets to lead the change.
Governance for the Sustainable Development Goals
Capacity Development Curriculum

Changing Mindsets in Public Institutions to Implement

the 2030 Agenda for Sustainable Development

Division for Public Institutions and Digital Government

https://unpan.un.org/node/594
The Learning Journey
Anxiety Zone
This workshop is participative –
the outcomes are determined by Learning Zone
your own contributions.

Be prepared to challenge Comfort

yourself, learn from each other, Zone
and relate new concepts and
ideas to your own work and
experience.
Learning journey -non-linear and unpredictable with exploration and
discovery all along the way

Fuzzy front end

Structure of our Learning Journey
CONTENT MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY
MINDSETS Why change Collaborative Learning Leadership Changing
mindsets Mindset Mindset Mindset Mindsets
Why mindsets What experimental mindsets are in practice and How to embed
are critical to what approaches help develop them new mindsets
speed up action at individual &
on SDGs organizational
levels
CHALLENGE Preliminary Find facts, Idea/solution Mobilizing for Sharing insights,
RESOLUTION Challenge Stakeholder generation & Implementation organizational &
Selection analysis, Final Prototyping personal action
Challenge commitments
Statement

RELATED • Presentations related to Mindsets & SDGs

THEMES • Self development, sharing learning, knowledge & experiences
• Action planning
 Optimistic

4 Things are good & getting Things are good & getting 1
better . better.
We can’t do anything And, we can act to make
about it, but things are OK things even better

Pessimistic Optimistic

Things are bad & getting
worse.
There is nothing we can
2 do about it.
Pessimistic
Things are bad & getting
worse.
But we can act to change
things and avert disaster. 3
Experimentation as a
strategic mindset in
governments around the
world...
 Finland
Experimentation as
mindset in both
government planning
and among citizens
 UAE
Experimentation as
mindset to foster
radical experiments to
explore new horizons
of value creation
 Republic of
Korea
Experimentation as a
“listening” mindset to
understand citizens better
and experiment with their
input and ideas
 Colombia
Experimentation as a
new mindset of planning:
developing the next
national development plan
through experimental
explorations
 Canada
Experimentation
as a new political
mindset and
mandate: a
political ambition
and structural
mandate to
experiment within
core programmes
Biases that often influence policy development
Bias Description
Fixation Being blind to alternatives
(functional fixedness)
Confirmation bias A tendency to cherry-pick
information that confirms existing
beliefs or ideas
Group think Individuals in a group strive for
harmony and consensus and avoid
(bandwagon effect) raising controversial issues or
alternative solutions
Not invented here Internally-developed solutions are
considered better than externally-
developed solutions
Spotlight effect Search for information where it is
easiest
Implications for policy development
Elaborating on one solution at an early
stage. Focusing on one method only.
Missing disconfirming information, ignoring
“red flags” end up with failure at a later
stage
Ideas or misconceptions are not
challenged, there is loss of individual
creativity, uniqueness and independent
thinking
May incur inflated development costs, while
tested and proven solutions already are
available
Explore what is already known, or explore a
predictable subset of solutions, while
innovation happens in the adjacent possible
Towards a more experimental mindset in government...

Focus Problem Consequence Towards…

Policy and Separating policy and Policies are developed by A more experimental
implementation implementation as two few people that are not culture (to accelerate
different tasks involved in their learning)
implementation

Theory of change Assuming that change Policies fail to create the Better dynamic between
is a product of a intended outcomes / we policy and practice
specific planned fail to learn about
process possibilities

Developing Prioritising pre-planned We are not solving the Incentivizing iterative

solutions support of obvious wicked challenges of our exploration and learning
solutions time about what works
The collaborative mindset is crucial for achieving the SDGs
Policy coherence requires vertical and horizontal integration with teamwork developing in many
directions
Methodology for resolving our challenges
Sequential stages

Record facts, stakeholders Generate ideas/solutions Mobilize people for action.

& aspirations. Analyze & and select the best. Implement.
redefine challenge Prototype & Test
 This methodology thrives with …

teamwork meeting the users, yourself

92

exchanges with sticky prototyping solutions failing frequently,

notes or online tools learning & moving on
Why do agile mindsets matter for implementing the
SDGs?
• make decisions in the face of uncertainty while being able to legitimize these
decisions
• set out a bold course of action while adapting to and improvising for
unforeseen situations
• explore new possible futures while focusing on outcomes and committing to
real-world effects
• keep the big picture in mind while also considering citizens’ needs at an
individual level
• be reflective and critical while having a strong bias towards action

Managing such dynamics calls for the right mindsets to lead the change.
 Effectiveness as a governance principle (ECOSOC)

Competence Sound policymaking Collaboration

To achieve their intended To address problems of
To perform their functions
results, public policies are to common interest, institutions
effectively, institutions are
be coherent with one at all levels of government
to have sufficient
another and founded on and in all sectors should
expertise, resources and
true or well- established work together and jointly
tools to deal adequately
grounds, in full accordance with non- State actors
with the mandates under
with fact, reason and good towards the same end,
their authority
sense. purpose and effect

94
Key concepts: Policy coherence for sustainable development
• “systematically reduces conflicts and promotes synergies
between and within different policy areas to achieve the
outcomes associated with jointly agreed policy objectives”
(Nilsson et al., 2012, p. 396)
• Aims
• To identify trade-offs between policies & reduce negative
impacts between policies
• To foster synergies between policies & develop policies
that mutually reinforce each other
95
 System thinking

System thinking is a discipline for

seeing wholes. It is a framework
for seeing interrelationships,
rather than things, for seeing
patterns of change rather than
static snapshots
96
With systems, there are
always surprises
Systems thinking: a cautionary tale (cats in Borneo)

https://www.youtube.com/watch?v=17BP9n6g1F0

98
 Linear causal analysis is not sufficient.
From linear to
Systems thinking helps grasp the complexity of
interconnected policies interactions.
As a result, leverage points in the system can be
identified.

99
 Water-land
interactions in the
Biomass for biofuel hydrological cycle
production and other
energy uses Water needs for food,
Land and feed, fuel and fibre
Energy required for agricultur crops (rain-fed and
field preparation and e system irrigated)
harvest

Climate
GHG emissions
Energy for production
of fertilizer, pesticides
Energy Water
and other agricultural system system Precipitation,
inputs
. temperature

Energy for: water processing and treatment, water pumping, and desalination
Water for: hydropower, power plant cooling, and (bio-) fuel processing

100
Institutional coherence as a precondition for policy coherence

• Systematically identify relevant linkages across

the sectors and domains and consider those
linkages in design of policies;

• Policies need to be consistent across sectors

and scales (from local to global);

• Involvement of relevant stakeholders in design,

implementation, monitoring and evaluation;

• Adequate resources are provided for

implementation at all levels and at all scales
 Incongruence btw organizational structure vs.
interdependance of policy problems
Interconnections btw policies Policy formulation, planning & implementation
in bureaucracies
Use of system thinking to identify high Seychelles

leverage policies

103
Systems Thinking calls for a holistic approach to
confront the SDGs

Changes at societal, institutional, organizational and

individual levels.
Fundamental changes in the mindsets of public
servants and in the way public institutions collaborate.
A people-driven not a technology-led process.

104
Systems Thinking calls for Interdependent Strategies at
national and local levels
1. Institutional and organizational innovation - particularly collaborative
governance to deliver integrated services.
2. Transformation of leadership - public officials’ capacities.
3. Process innovation, including new channels and mechanisms for
partnerships and people engagement.
4. Organizational culture and management to promote integrity, the 2030
Agenda principles and knowledge-sharing for innovation, transparency and
accountability.
5. Leveraging the potential of ICTs.
Source: UN DESA Policy Brief, Capacity Development Unit
 Move administration up the scale – where to start?
∙ Establishing a high-level interagency committee, hosted by a high-ranking
ministry, or the center of government.
∙ Establishing a coordinated institutional mechanism.
∙ Conducting simulation and mapping exercises: “integrated policy analysis”.
∙ Arranging multi-stakeholder consultation forums
∙ Ensuring SDGs are visible and mainstreamed in national policy,
development strategy and planning, and budgeting.
∙ Requesting strategic impact assessments of draft policy bills
∙ Imposing sectoral mandates and reporting requirements
∙ Engaging in international cooperation and peer learning and many more….
 20
mins
Break-out sessions' engagement:

1. As you are champions of change in Pakistan, please use the break-out room
session as opportunities to share your ideas and views through open dialogue.

2. You are encouraged to go beyond your comfort zone and use your creative thinking
in exploring the issues at hand.

108
 Group Activity
10 min Why changing mindsets in Pakistan is relevant to the
promotion of change and achieving the SDGs?
Please select a challenge regarding the Indus Basin and the SDGs and
discuss why a collaborative mindset and system thinking are needed
Examples:
1. How might we ensure meaningful engagement of all stakeholders?
2. How might we establish effective collaboration for the design and
implementation of integrated policies and services in the Indus Basin
initiative?
3. How might we ensure good strategic communication to enable
ownership among a broad set of stakeholders for the Indus Basin
approach?

109
Wrap-up and reflections
Reflect on today’s learning and try to relate it to your opening challenge &
mindset statement.

An action related
My key insight An action related
to today’s learning
(learning) from to today’s learning What I am still
that we should
today that I will take curious about
take in my
organization
 Evaluation Poll
o What I liked

o What I liked less

o What should we do differently?

Mode: Mentimeter

113
 ‫شکریہ‬

https://pakistan.un.org