Towards a Portfolio Approach: Partnerships for Sustainable Transformations

Horan, David

doi:10.1111/1758-5899.13020

Cited by 6 publications

(3 citation statements)

References 59 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Evidence indeed suggests that partnerships with the private sector have played a significant role in facilitating inclusion for digital transformation. The private sector with its abundant resources could enhance digital skills and thus catalyze further innovation (Șerban et al 2022;Hammerschmid et al 2023;Horan 2021;Stott and Murphy 2020). In addition, based on case studies in 100 countries after the COVID-19 pandemic, digital inclusion also requires inclusivity in engaging a wide range of relevant stakeholders, such as the private sector, to take practical steps in maintaining the agility to adapt and elevate capacities (OECD 2021).…”

Section: Digital Inclusion In Asia and The Pacific: Navigating Toward...mentioning

confidence: 99%

Digital Transformation for Inclusive and Sustainable Development in Asia

Palit,

Rahut

2024

View full text Add to dashboard Cite

The views in this publication do not necessarily reflect the views and policies of the Asian Development Bank Institute (ADBI), its Advisory Council, ADB's Board or Governors, or the governments of ADB members. ADBI does not guarantee the accuracy of the data included in this publication and accepts no responsibility for any consequence of their use. ADBI uses proper ADB member names and abbreviations throughout and any variation or inaccuracy, including in citations and references, should be read as referring to the correct name.By making any designation of or reference to a particular territory or geographic area, or by using the term "recognize," "country," or other geographical names in this publication, ADBI does not intend to make any judgments as to the legal or other status of any territory or area.Users are restricted from reselling, redistributing, or creating derivative works without the express, written consent of ADBI.ADB recognizes "China" as the People's Republic of China; and "Korea" as the Republic of Korea.

show abstract

Section: Digital Inclusion In Asia and The Pacific: Navigating Toward...mentioning

confidence: 99%

Digital Transformation for Inclusive and Sustainable Development in Asia

Palit,

Rahut

2024

View full text Add to dashboard Cite

show abstract

“…The 2030 Agenda places a strong emphasis on partnerships as an important instrument to harness means of implementation such as finance, technology, data, etc., (United Nations 2015). While it is recognized that linkages between SDGs can be used to identify relevant actors to engage in and enable better partnerships Weitz et al 2017;Stafford-Smith et al 2016;Horan 2021Horan , 2020a, little research has been devoted to translating such connections into types of partnerships that might help with integrated implementation.…”

Section: Synergies and Trade-offs Between Sustainable Development Goals And Targetsmentioning

confidence: 99%

“…While much research has focused on assessing interactions between SDGs (Nilsson et al , 2018Zhou and Moinuddin 2017;Weitz et al 2014), much less attention has been devoted to developing approaches that use interlinkages to foster effective partnerships (Breuer et al 2019a, b;Nilsson and Weitz 2019;Horan 2021Horan , 2020a. Specifically, the article will address how knowledge of SDG interlinkages can be translated into practical proposals useful for improving participation in partnerships.…”

Section: Synergies and Trade-offs Between Sustainable Development Goals And Targetsmentioning

confidence: 99%

A framework to harness effective partnerships for the sustainable development goals

Horan

2022

Sustain Sci

Self Cite

View full text Add to dashboard Cite

The sustainable development goals (SDGs) offer a broad, holistic framework of interdependent economic, social, and environmental objectives to enable integrated and collaborative approaches to their implementation. A key obstacle for operationalizing such an approach is knowing the right actors to engage on specific challenges. It is acknowledged that linkages across sectors, scales, and actors could provide an evidence base to assess and forge participation in multistakeholder partnerships for implementation. However, technical tools that could help to identify relevant actors and discussions of institutional arrangements to bring these actors on board are notably lacking in the extant literature. To support an evidence-based and systematic approach to coalition building that accounts for synergies and trade-offs across goals and targets, this paper proposes broad-based partnerships and a framework that lead actors can use to help harness collaborative SDG implementation: (1) define the partnership’s scope, (2) identify the main interlinkages, (3) assign responsibilities, (4) select the best available indicators, (5) assess the challenges, and (6) forge a broad-based partnership. After describing key decisions at each step, the article discusses applications of the proposed analytic partnership-building framework to problems that warrant the approach at global, regional, and national levels covering issues such as policy coordination across line ministries, global partnerships for SDG13 implementation in SIDS, energy compacts for SDG7 implementation, and integrated multilateral responses to crises.

show abstract

Multi-stakeholder partnerships for the SDGs: is the “next generation” fit for purpose?

Widerberg

Fast

Rosas

et al. 2023

Int Environ Agreements

View full text Add to dashboard Cite

Despite mixed results in the past, multi-stakeholder partnerships (MSPs) are considered important governance instruments for achieving the Sustainable Development Goals. This perspective discusses the ‘next generation’ of MSPs, comparing them to previous generations, and whether they can contribute to transformative change. The discussion is based on a first analysis of nearly 500 MSPs collected in the Transformative Partnership 2030 project, comprising a subset of initiatives on the Partnership Platform maintained by the United Nations. Three observations are made. First, only a small number of the 7000 or so entries on the Partnership Platform are active MSPs. Second, international organizations and national government are the main partners in MSPs. The most common functions are related to soft governance such as knowledge dissemination and information exchange. Third, MSPs mainly connect environmental and social SDGs, notably between climate change, biodiversity, health and education. They are less focused on the economic goals, addressing the drivers of unsustainable behavior. The perspective recommends an update of the Partnership Platform, more research on how to harness potential synergies across SDGs in MSPs and more attention to meta-governance of MSPs, at the UN level.

show abstract

Towards a Portfolio Approach: Partnerships for Sustainable Transformations

Cited by 6 publications

References 59 publications

Digital Transformation for Inclusive and Sustainable Development in Asia

Digital Transformation for Inclusive and Sustainable Development in Asia

A framework to harness effective partnerships for the sustainable development goals

Multi-stakeholder partnerships for the SDGs: is the “next generation” fit for purpose?

Contact Info

Product

Resources

About