Recommendations for the Implementation of the Sustainable Development Goals

Recommendations for the Implementation of the Sustainable Development Goals

Ralien C. Bekkers Yale School of Forestry & Environmental Studies ralien.bekkers@yale.edu / ralienbekkers@gmail.com

17 July 2017

Executive Summary The Sustainable Development Goals (SDGs) went into effect on January 1st 2016, and after years of constructive negotiations between all countries along with the inclusive involvement of a broad range of stakeholders, the phase of implementation has started. Countries are beginning to develop plans for implementation in order to realize the 17 SDGs by 2030. For effective implementation strategies, several actions and considerations are recommended.

First, we must consider the implementation process. This process must: 1) set short, medium, and long-term objectives for the entire duration of the SDG implementation period (2015-2030), in an iterative manner, 2) incorporate and plan out concrete activities down to the last detail, 3) coordinate with plans for contributions to climate action following the Paris Agreement, 4) maintain a holistic view throughout implementation, and 5) include efforts to reach out to unusual groups, which currently remain “left behind” in sustainability discussions and actions, resulting in lower buy-in and waste of potential.

Secondly, we must consider inputs to the process. These can be clustered into content, knowledge, and resources. In terms of content, one must: 6) build plans based upon country-specific prioritization (most urgent) and materiality (most relevant), as well as incorporate the specificities of the context in which implementation takes place, and 7) ensure operationalization of the key SDG principles following the 2030 Agenda (universality, transformation, integration, and leaving no one behind) as integral part of implementation strategies. For knowledge, one must: 8) ensure the continuous measurement and consequent improvement of impact delivery by utilizing data and latest technology, building in M&E from the earliest stage, and 9) complement the implementation process with SDG education for young people, while providing re-skilling opportunities for workers that change industries in the midst of sustainability transitions. For resources, one must: 10) ensure to reap the benefits and opportunities of innovative means of implementation (MOI), completing an innovative resource analysis and implementing consequent actions, thereby adding to the MOI for financing development following the AAAA, and 11) incorporate and value contributions from nonstate actors, as well as further encouraging the engagement and empowerment of people as vehicles for change.

Finally, we need to ensure bold leadership to drive implementation strategies forward; ultimately leading to the achievement of the 17 SDGs globally. Leadership for sustainable development must: 12) ensure ownership and strategy taken at the highest level (HoSG), 13) incentivize transformative system change, and 14) take long-term decisions in politics, economics, finance, and business.

Even though governments bear main responsibility for delivering on the SDGs, the SDGs are ultimately for and about everyone, and therefore everyone can – and should – participate in implementation, including the private sector, non-governmental organizations, educational institutions, and citizens. Every single person in their personal sphere of influence should be playing a part in building a better future for people and planet, in partnership, for prosperity, and above all, peace.

Glossary AAAA BAU COP HLPF HoSG IAEG IEA M&E

Addis Ababa Action Agenda Business As Usual Conference of the Parties High Level Political Forum Head of State or Government Inter-Agency and Expert Group International Energy Agency Monitoring & Evaluation

MDG Millennium Development Goal MFA Ministry of Foreign Affairs MOI Means of Implementation NDC Nationally Determined Contribution SDG Sustainable Development Goal UN United Nations UNFCCC UN Framework Convention on Climate Change UNGA United Nations General Assembly 2

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Introduction The Sustainable Development Goals (SDGs) were adopted by all countries at the United Nations (UN) in September 2015.

The SDGs (figure 1) went into effect on January 1st 2016, and succeed the Millennium Development Goals (MDGs). The MDGs primarily targeted poor and developing countries and did not actively involve the rest of the world, except for financial support. The SDGs can be seen as an effort to bring together the development agenda for both ‘developing’ and ‘developed’ nations. No matter how poor or rich a country might be at this moment in time, we all have the same global challenges to face, and global goals to strive toward. We all have an active role to play, and much work to do.

Figure 1: The 17 Sustainable Development Goals in summary (UN, 2015)

The SDGs can also be seen as an effort to bridge the work on poverty eradication and environmental protection, as “sustainable development” encompasses concurrent and balanced progress on social, environmental, as well as economic aspects. There are in total 17 SDGs, and each SDG has a set of specific targets, resulting in 169 targets overall. Besides “normal” targets (indicated with a number, e.g. 1.1), these also include “MOI targets” (indicated with a letter, e.g. 1.a), which provide more specific commitments regarding MOI – formal means of implementation (including finance, technology, capacity building, and trade). The new “universal, ambitious, inclusive, integrated, and transformative” goals are to be achieved in all countries by 2030, and the clock has started ticking.

We have now entered the “era of action”, and without proper follow-through, all efforts put into intensely and constructively negotiating the set of 17 SDGs and their 169 specific targets will have been for nothing. Goals without actions remain empty, and most concerning, unachieved. Proper implementation therefore is critical, and it is necessary to carefully consider what is needed for effective strategies that aim to implement the SDGs. In this early stage of implementation, while the excitement and novelty has not yet worn off, countries and other actors are attempting to gather their thoughts, and plan ahead for action.

This short paper aims to propose a set of strategic recommendations for implementation of the SDGs. These recommendations were developed based on literature review and 44 semi-structured expert interviews and conversations on the subject, conducted during 2016. Research activities have been supported by the PIRE Program of the National Science Foundation, the Carpenter-Sperry Research Fund, and the Yale School of Forestry & Environmental Studies.

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Recommendations for implementation strategy The key strategic recommendations of this paper have been clustered into five areas: recommendations on a) process, b) content, c) knowledge, d) resources, and e) leadership. The process itself is at the core of implementation. Content, knowledge, and resources are key inputs to this process. Leadership is required to move the implementation process forward and accelerate. The areas strongly overlap, and together will support the process of effective implementation of the SDGs. All proposed strategic recommendations are deemed necessary for implementation, although no further analysis has taken place to rank recommendations in a specific hierarchical order. Some may therefore prove more impactful and significant than others during their execution. The recommendations are summarized below and conceptualized in figure 2, and each is elaborated upon in more detail afterwards.

A. PROCESS 1. Short, medium, and long-term objectives 2. Concrete activities 3. Coordinated climate action 4. Holistic view throughout 5. Reaching out to those “left behind” B. CONTENT 6. Prioritization, materiality and context 7. Operationalization of key principles C. KNOWLEDGE 8. Continuous measurement of impact 9. Complementary education D. RESOURCES 10. Innovative resource analysis 11. People’s empowerment E. LEADERSHIP 12. Ownership and strategy at highest level 13. Incentives for transformative system change 14. Long-term decision-making

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Figure 2: Conceptual visualization of the five recommendation areas for SDG implementation strategies

As conceptualized in figure 2, in order to implement the sustainable development agenda, a well-designed process for implementation is required at the core, with proper action from government as well as other actors. The SDGs and their successful implementation may be seen as the point on the horizon in 2030. To get there, bold leadership choices are required and expected from current leaders, to materialize the feasibility of arriving at this point. Essential inputs to the implementation process are content (the SDGs and the larger framework of the 2030 Agenda), knowledge (including underlying data), and resources (such as required finances, including from emerging and innovative sources).

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A. PROCESS

A well-designed process of implementation is fundamental to the success of the agenda. It is important to think through phases, activities, and coherence of this process, as well as (external) engagement.

1. Short, medium, and long-term objectives Although it is likely to initially focus on a set of priority SDGs, one must keep in mind that by 2030, all 17 SDGs should be realized. One can start with a set of “priority SDGs” and build on initial actions by increasing ambition over time, to eventually meet the long-term SDGs and targets in 2030. However, at the same time one should plan to devote specific time to other SDG areas as well. Planning ahead in phases until 2030 in an iterative manner is encouraged, to ensure that all SDGs have received the necessary attention, and so that development efforts are broadened from (obvious) priorities to the incorporation of other issues along the way. One could set short-term objectives for the first 1-3 years (noting that it is currently already the second year of the implementation phase), and begin concrete SDG implementation by focusing on those issues requiring most obvious and urgent attention. Then objectives can be set ahead for the next ~5 years, building upon the most urgent issues, and addressing more intermediately urgent matters. Ultimately least urgent, but still important, objectives should be set, thereby including remaining SDG issues, which should already be on one’s radar from the start, ensuring a longer term and more inclusive vision of the totality of the sustainable development efforts.

These short, medium, and long-term objectives are to result in an end vision in 2030, preferably having achieved the 17 SDGs, or at a minimum ensuring serious efforts toward improvement in all 17 areas. In line with setting objectives ahead over time, one must plan for concrete activities to implement objectives, and in doing so think ahead about initiating new and effective partnerships. Necessary budget requirements for implementation must also be set aside in advance. To be most effective, it is advisable to set objectives in direct alignment with the country’s current development planning structure, adjusted to integrate the SDGs, as well as in coordination with the Nationally Determined Contribution (NDC) on climate change under the Paris Agreement and its respective ambition increases in 5-year intervals (UNFCCC, 2015).

2. Concrete activities For implementation to occur, very concrete activities should be planned and carried out. As part of the implementation strategy, one should think through concrete activities and all that is required to ensure the strategy gets realized, so that it moves rapidly past the idea phase. There should be awareness of the need for concrete planning, and readiness to move to the action stage of activities. This includes specific project management timelines with start and end dates, budgeting, staffing, and deliverables. In the transformative spirit of the SDGs, activities should not just be incremental, but focus on stimulating or incentivizing systematic changes in a society. There are many ideas floating around about “system change” and “transformation,” but the challenge still remains to actually do something to start making it happen, and move beyond business as usual (BAU) in our societies. Starting concrete activities that have a transformative nature is critical to getting things moving from words on paper to reality, and essential to implementation success. Activities should be cleverly coordinated with each other, maintaining an integrated perspective; finding synergies and strengthening each other wherever possible.

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3. Coordinated climate action Particular integration must occur between implementation of the SDGs and the strong relations that exist with the climate change agenda and thus the implementation of the Paris Agreement; the universal climate agreement with legal force that was agreed upon in December 2015 and entered into effect as of 4 November 2016. An initial analysis of the Nationally Determined Contribution (NDC) of a country, and its interlinkages with action on the SDGs should take place, so that no inefficient duplication of work occurs and efforts are integrated and strengthened instead. A similar analysis should occur when the ambition of the NDCs is increased every 5 years as part of the Agreement’s ratcheting process.

This secondary analysis should ideally be initiated in advance of the process of developing and deciding upon improved NDCs, so that beneficial interlinkages with SDGs can be made and incorporated early on. Governmental officials primarily responsible for implementing the Paris Agreement should come together with those responsible for the SDGs, in order to properly coordinate their work whilst strongly maintaining the legal nature and ambition of the commitments under the Paris Agreement. This should occur nationally, but can also increasingly occur in the intergovernmental domain, including at the UNFCCC Conference of the Parties (COP) and the High Level Political Forum on Sustainable Development (HLPF).

4. Holistic view throughout A holistic and integrated view must be maintained throughout the implementation of the entire agenda. Planning and coordination should occur in collaboration with the different governmental as well as non-state actors. It is likely that ministries or departments initially tend to focus mostly on one or select SDGs that align closest to their area of expertise, but all should be aware of each other’s actions and the linkages between those, and where appropriate, work collaboratively on achieving connected SDGs. When at a certain point in the overall implementation strategy, one is focusing on a set of select SDGs, it is important to continue to be aware of the possible impact of those actions on the progress of other SDGs. The application and use of integrated modeling is therefore encouraged. A country or actor should preferably do an initial and ongoing analysis of all SDGs and how they relate to each other in a particular context.

Pathways to strengthen synergies between SDGs should also be examined to avoid the worst tradeoffs, and to be able to make informed decisions about the best ways to deal with unavoidable tradeoffs. During implementation, one must always aim to remain the overarching holistic view of “sustainable development” as it was put forward in the 2030 Agenda, while working on concrete implementation of actions contributing towards the SDGs. 5. Reaching out to those “left behind” In many (western) societies “sustainability” has somewhat become an issue of the intellectual elite, while these issues truly are about all of us, and everyone’s quality of life. Therefore, and for implementation of the SDGs to truly succeed and be inclusive, we need to reach beyond the usual suspects and reach out to those dissatisfied with current global developments (anti-globalists or extreme nationalists), those that are mostly defensive toward anything new or any change (extreme conservatives), and perhaps those not interested in anything “sustainable”. This is even more urgent with the visible trends of national protectionism and anti-globalization that arise from large numbers of people not seeing what global changes are doing for them in any way, positive or otherwise. It is important to focus on building a

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more constructive narrative, and be receptive to a critical dialogue across the broad spectrum of a society. In this way, one can strive to become inclusive not just of those “left behind” according to SDG indicators, but also of those who do not feel included by “elitist” sustainability agendas such as the SDGs. These agendas are not actually elitist; the SDGs by definition are about providing clean water, nutritious food, healthcare, safe cities, just institutions, and jobs of the future for all. A large effort will be necessary – not the least in the richest and most developed countries – to translate the SDGs to daily life activities and interests. We need to show the link between the SDGs and the quality of life of all citizens, pointing out what the SDGs can mean to people in a positive way; how people can become part of the movement in a burden-free and motivating manner. Furthermore, it is also important to move the agenda beyond the obvious political “left-wing” support, and make sure that the political right understands how sustainability makes economic sense – which it does immensely (BSDC, 2017). This is not just an environmental and social agenda: it is also about sustainable and sustained economic prosperity. This is indicated as well by the increased attention from the private sector; companies are seeming to understand the importance of sustainability from an economic and business perspective. At the same time, many of those on the political right spectrum continue to lag behind, often based on political opinions rather than facts.

B. CONTENT

The key content inputs to the process of implementation are the 17 SDGs and their 169 accompanying targets. In addition, the SDGs are part of the 2030 Agenda for Sustainable Development, which clarifies certain principles and a global vision based on which the SDGs are created and should be implemented.

6. Prioritization, materiality and context While maintaining a holistic overall view of the 2030 Agenda and the SDGs, one can best choose a set of priorities to start off with, as it will likely be impossible to devote all (financial and time) commitments to 17 goals concurrently. It is critical to continue to be aware of the linkages between SDGs and take coordinated actions, especially between most closely aligned areas. To keep the process manageable, it is advised to prioritize actions to some extent based on the (lack of) progress, needs, and context of the country or operating environment. A country’s priority SDGs indicate most urgent areas of action, and the most material SDGs indicate most relevant areas of action. It has therefore been advised to set time-bound priorities and objectives in short, medium and long-term intervals, ensuring that by 2030, all 17 SDGs have been addressed in a coordinated manner, while keeping focus on specific priority and material areas for the country (or organization). One must be strongly aware of the particular context specificities, as that will directly influence the ability to succeed in implementation. Every context can require differentiated ways of approaching problems and solutions, with effective implementation of those solutions for the particular situation. Specific contextual elements must be kept in mind while building and executing strategies for implementation.

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7. Operationalization of key principles Key principles of the 2030 Agenda include ‘leaving no one behind’ and ‘reaching the furthest behind first’. These should not remain “buzz phrases,” but instead take a prominent place in implementation strategies for the SDGs. This effort can best be guided by disaggregated data, of which the collection should be prioritized, and disaggregated data should become available sooner rather than later to use. This will give informed insight on the particular implementation environment and its challenges, and indicate which groups in society need most attention. Strategies should contain specific action items to work towards reaching those that need it most, and there should be a strong sense of awareness about this. Even without the data available at first, it will be clear that some vulnerable and marginalized groups will require special attention, and this should be properly taken into account from the start. The key SDG principles – generally cited as universality, transformation, integration, and leaving no one behind – should all get a well-considered place in SDG implementation strategies, with an assessment of proper means to operationalize them in taking action.

C. KNOWLEDGE

Essential to implementation is the use of existing and new knowledge, and the collection and application of data. The digital era brings major opportunities for data to be applied and utilized in improving the coherent achievement of the SDGs. Knowledge should be seen in a broader sense – it is the education and skillset of our societies, and of those (to be) tasked with implementation. Both the use of data for impact measurement and increases, and SDG education, is critical.

8. Continuous measurement of impact From the very start, one should be planning for monitoring and evaluation (M&E), in particular for impact measurements of the actions taken to implement SDGs. This must be an ongoing process throughout the entire phase of implementation, and iterative in a way to include that data measurement improves as better (digital) techniques emerge and become accessible. Where proven necessary based on data-informed insights from M&E, adjustments should be made during the process of implementation, in order to increase the impact of implementation activities. It is particularly critical that setting up for monitoring and evaluation happens in the earliest stages, as there already appear to be many data gaps and hurdles to current SDG indicators according to the analysis of the IAEG-SDGs (UN Statistical Commission, 2017). In addition, data disaggregation largely remains a wish on paper, if steps are not immediately taken to ensure this data is measured and made available. Without proper data it is much harder to carry out proper implementation.

Countries and actors with the right tools available should expand application of their measurement techniques in collaboration with those (countries) who have less advanced methods at their disposal. Ways of increasing citizen engagement through third party monitoring methods should be encouraged as well, as increases in awareness and involvement enlarges the pool of data points to source from.

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9. Complementary education Education is the key to change and success, and therefore it is of utmost importance that our educational system matches the ambitious agenda all countries have set to realize by 2030, thus finding a way to incorporate the SDGs, and the skills needed to achieve them. Schools, universities, and other types of (formal and non-formal) educational institutions have a unique, essential role to fulfill in realizing the SDGs. These institutions should work with internal and external partners to create programs and integrate SDG issues in such a manner that the students are increasingly prepared for a changing world; equipped with the right information and skills to work on implementing the SDGs and understanding the global sustainable development challenges awaiting them in the rest of their lifetime. The SDGs require life-long learning. For instance, broadly accessible programs to reskill workers coming from sectors that no longer have a large share in a sustainable future will be greatly needed. Education should start at the youngest possible age, where the foundation of a (new) society is built. Young people in particular can be great drivers of change. Those currently in positions of power are indebted to the next generation to provide them with the right information and skills needed to succeed in the world of today and tomorrow. Currently we are seeing large numbers of youth unemployment all around the world, and young people are frequently becoming victims of the various aspects of unsustainable development. Some say this young generation, for the first time, is looking at a potentially less prosperous future than the previous generation. It is therefore of even greater importance that the young are fully included in all aspects of implementation of SDGs, and are able to take on an active role and ownership of the process. This process should start with education, and result in young people’s empowerment and meaningful participation in decision-making, thereby creating space for them to take the lead on societal matters, as well as initiating and engaging in strong intergenerational partnerships.

D. RESOURCES

Without any doubt, sufficient resources are required to be able to deliver on the SDGs. However, one must also attempt to think beyond traditional funding streams and financing for development. The Addis Ababa Action Agenda (AAAA), agreed upon July 2015, provides the primary guiding framework for post-2015 development finance. In addition, one must look beyond traditional methods and monetary means. The effective utilization of innovative resources is recommended, as well as harnessing the power of contributions from non-state actors, incorporating these as valued MOI. 10.

Innovative resource analysis

Every plan or project needs a comprehensive resource analysis – of costs (and benefits), sources of funding, and other resources needed. For the SDGs, it is important to assess, include, and leverage the innovative resources that can be instrumental for implementation. These consist of, for example, new and innovative financing mechanisms, (multistakeholder) partnerships, and productive collaborations with the private sector – not (just) for financial means, but looking at (core) business activities instead. This may also decrease the discouragement caused by the expected high amount of monetary resources necessary to achieve implementation of the SDGs – monetary resources that are often not directly within reach, and which may therefore form an argument against action. There is great potential for innovative

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solutions to fill resource gaps, which should be assessed in detail and is most successfully approached with creativity.

There should be sufficient room for leveraging innovative means. The SDGs can be approached as an investment blueprint for the future, creating economic opportunities – not only for governments.

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People’s empowerment

It is important to bring in a perspective of people’s capabilities, as one should aim to harness and increase people’s contributions to the achievement of the SDGs as much as possible. In the end, almost everything is driven by people and their decisions (in organizations, companies, and at home), and commitments to certain causes. People should in all spheres of our societies – including local communities, families, workplaces, and political systems – be encouraged and empowered to bring about change for sustainability. Governments, and other key actors that are already focusing their work on the SDGs, are therefore strongly encouraged to strengthen existing ways for people to be involved with SDGs, incorporating their contributions, as well as create new and exciting ways to be involved, taking people “on the ground” seriously and valuing their perspectives, knowledge, and contributions.

E. LEADERSHIP

Those in current positions of leadership are to set larger direction within a country or context, which should clearly align with a vision of sustainable development. Bold leadership is required to match the expectations of transformational change, in order to realize the SDGs. Today’s leaders bear the main responsibility for setting the right conditions to be able to accelerate toward the point on the horizon in 2030.

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Ownership and strategy at highest level

At the UN Sustainable Development Summit for the adoption of the SDGs in September 2015, a record number of world leaders (Heads of State and Government, HoSG) were in attendance to embrace and show support for the SDGs and the 2030 Agenda. It is incredibly important that not just negotiators and diplomats from the Ministries of Foreign Affairs (MFA) are involved, but that especially the HoSGs “bring the SDGs back home”. Generally, the SDGs have been most actively negotiated by the MFAs, but implementation has a place in the entire government; in all ministries, as the SDGs are all-encompassing, and touch upon each area of global and national development. Most important is the support at the highest level (HoSG and ministers). Continuous support will be needed throughout the entire implementation phase until 2030, in order to keep everyone on their toes; ensuring that the SDGs remain relevant even though their novelty will wear off eventually, and thus attention could more easily get lost. First and foremost, a clear strategy and ownership at the level of the President or the Prime Minister is critical, and there should be a strategic multi-year plan at the highest level of office (and possibly at the larger Ministry of Internal/General/Domestic Affairs), to ensure that the SDGs are actually being brought home in a holistic manner, with attention and priority from the top leadership.

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13.

Incentives for transformative system change

While we must now really move beyond business as usual, one cannot help but note that large perverse incentives are currently still in place and alive and kicking in our economies. One step is to remove these incentives at a very quick pace, despite the (often covered up, but highly influential) resistance of followers of the old economy. These include fossil fuel subsidies (mildly mentioned in the SDGs, target 12.c), which go against all climate objectives as well as the overall transformative nature of the SDGs. According to the International Energy Agency (2015), in 2014 global fossil fuel subsidies totaled US $500 billion, compared to US $112 billion (less than one-fourth) for renewables. It must be noted as well that much lobbying is ongoing behind the backs of “the people�, and this generally is for the benefit of a few and private actors rather than the global and public good. Governments should be representing what is best for the people instead of siding with (corporate) lobbyists, and the culture of corporate influence (often resulting in bribery and corruption) as it is distorting sustainable development objectives must be publicly revealed and limited significantly. It is unacceptable, and most certainly unsustainable. Another step is to actively put into place new incentive structures that lead toward the needed transformations. Governments are critical to making this happen, and should not shy away from their great responsibility in getting this done effectively. Shifting from supporting fossil energy to renewable energy is just one example; there are plenty of other SDG areas in which transformative and bold moves are necessary as well.

While responsible businesses can (and should) to some extent lead the way; responsibility must be generalized, with government having the ultimate regulatory responsibility.

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Long-term decision-making

The SDGs span a total timeline of 15 years, which asks us to make decisions today that are supposed to lead toward the hopeful achievement of these objectives 15 years later. Thus conscious, longer-term decision-making processes are needed that contribute toward these ends, rather than BAU and short-termism that overall seems to dominate our societies and economies. Sustainable development inherently implies we should care for future generations as we do for current ones, and we must work toward increased intergenerational equity. Therefore, in political decision-making, finance, economics, and in doing business, we need more focus on what benefits the long-term. The SDGs in themselves might be an example of that, however implementation of the SDGs still needs to prove it. This will depend largely on how decisions are being made in national governments and politics: will they only or mostly care for political cycles, and the short-term gains they might achieve by focusing on hot topics, which eventually might not matter as much to the overall prosperity of the people? It is also dependent on the economy: will we continue to discount future generations, by means of using such high discount rates that severely devalue the future, without admitting and acting upon the notion that it may not be entirely right from a sustainable development perspective? Additionally the responsibility is on businesses, which have a particular short financial reporting time horizon. Will they continue to care only about quarterly progress, or might that be increasingly inappropriate, distracting us from the real issues we must face? In general, we must aim to put in place systems that incorporate long-term impacts and interests of decisions made today.

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Conclusion In conclusion, the 14 proposed strategic recommendations on process, inputs, and leadership for implementation are expected to be particularly important for SDG implementation strategies to be effective. Governments and - more indirectly - other actors are therefore strongly encouraged to take these into account while designing their strategies for implementation of the SDGs, along the way to 2030. Besides governments, the recommendations can also be useful for companies, as those are increasingly starting to embrace this new sustainability framework, and are actively exploring ways to apply it to business practices. As a first step, governments or other actors can perform a quick assessment of current progress on the proposed recommendations, and discover where most additional work would be needed to provide a fruitful environment for SDG implementation. Next, once better understanding is built of how to roll out a country’s strategy for implementation, everything will rest on the “implementation” itself. There are now less than 13 years left to carry out concrete implementation activities and show the bold leadership that is required to deliver on the SDGs and all its founding principles. Hence, continuous follow-through on implementation is critical. Even though governments will remain the bearer of the primary responsibility for implementing the SDGs, there truly is no actor that does not have a role in the implementation process. Any company, organization, school, investor, or individual, can and should play a part in building a better future for people and planet – in partnership, for prosperity, and above all, peace.

Further work The author of this short paper has additionally written a complete “Guidebook on Implementation of the Sustainable Development Goals”. The guidebook is serving primarily as a resource for teachers, as it has been developed as the main background document for the course on “Sustainable Development Goals & Implementation” at Yale University. This guidebook is available for teachers from other schools, colleges and universities as well, as they aim to teach a new generation in a similar manner about 1) sustainable development and the SDGs, and 2) how to act on the SDGs and work on implementation of the SDGs in students’ professional (and academic) careers. The guidebook will hereby also be made available to governments and other actors for their use, and can be done so upon request to the author: Ralien C. Bekkers (Master of Environmental Management, 2017, and Program Manager & Research Affiliate, Sustainable Development Goals, Yale University), to be reached at ralien.bekkers@yale.edu or ralienbekkers@gmail.com. Any feedback, questions, and further discussion are also welcomed through this channel of communication.

Special thanks go out to Gordon Geballe (Associate Dean and Lecturer), Julia Marton-Lefèvre (Executive Fellow), Marian Chertow (Associate Professor), and all previous students of the course on “Sustainable Development Goals & Implementation” at the Yale School of Forestry & Environmental Studies and the Yale Jackson Institute for Global Affairs.

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References Business and Sustainable Development Commission, 2017. Better Business, Better World.

International Energy Agency, 2015. World Energy Outlook 2014.

United Nations, 2015. Transforming Our World: The 2030 Agenda for Sustainable Development.

UN Framework Convention on Climate Change, 2015. The Paris Agreement.

UN Statistical Commission, 2017. Tier Classification for Global SDG Indicators.

A complete list of interviewees can be requested through ralien.bekkers@yale.edu.

Annex: The 17 Sustainable Development Goals Sustainable Development Goals (UN, 2015) Goal 1. End poverty in all its forms everywhere Goal 2. End hunger, achieve food security and improved nutrition and promote sustainable agriculture Goal 3. Ensure healthy lives and promote well-being for all at all ages Goal 4. Ensure inclusive and equitable quality education and promote lifelong learning opportunities for all Goal 5. Achieve gender equality and empower all women and girls Goal 6. Ensure availability and sustainable management of water and sanitation for all Goal 7. Ensure access to affordable, reliable, sustainable and modern energy for all Goal 8. Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all Goal 9. Build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation Goal 10. Reduce inequality within and among countries Goal 11. Make cities and human settlements inclusive, safe, resilient and sustainable Goal 12. Ensure sustainable consumption and production patterns Goal 13. Take urgent action to combat climate change and its impacts* Goal 14. Conserve and sustainably use the oceans, seas and marine resources for sustainable development Goal 15. Protect, restore and promote sustainable use of terrestrial ecosystems, sustainably manage forests, combat desertification, and halt and reverse land degradation and halt biodiversity loss Goal 16. Promote peaceful and inclusive societies for sustainable development, provide access to justice for all and build effective, accountable and inclusive institutions at all levels Goal 17. Strengthen the means of implementation and revitalize the global partnership for sustainable development * Acknowledging that the United Nations Framework Convention on Climate Change is the primary international, intergovernmental forum for negotiating the global response to climate change.

The 2030 Agenda for Sustainable Development, including the 169 specific targets, can be found here: http://sustainabledevelopment.un.org/post2015/transformingourworld

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