Case Studies
The “SDG Accountability Handbook” features case studies on various approaches to accountability collected from civil society organizations working around the globe to implement and monitor the 2030 Agenda and SDGs at the national and local level. It is the TAP Network’s hope that these case studies will help maximize the learning opportunities around this Handbook, and that they will help guide colleagues to frame their own approaches to SDG accountability in their own contexts.
Explore our country specific case studies below–and consider contributing your own case study so CSOs can learn from your unique SDG accountability experience!
Contribute a Case Study
The SDG Accountability Handbook provides practical guidance–and also features relevant case studies. The TAP Network collects new case studies from civil society organizations on a rolling basis and showcases these stories and lessons on the Handbook’s online platform: SDGAccountability.org. It is the TAP Network’s hope that the regular publication of the latest case studies from CSOs undertaking SDG accountability work will help maximize learning opportunities, and guide others to develop their own approaches to accountability within their unique country contexts.
Leaving No One Behind
Case Study: Ensuring the Inclusion of Marginalized Groups in SDG Accountability Processes
Bangladesh, Ethiopia, Kenya, Netherlands and Nigeria: A growing number of countries are dedicating a section of their VNR reports to the pledge of “leaving no one behind.” The 2017 report from Bangladesh includes a focus on persons with disabilities, and identifies specific actions taken under SDGs 1, 3 and 5 in relation to children with disabilities. Ethiopia’s 2017 report includes a sub-section focusing on children’s rights and welfare, and reports on policies and information systems that have been rolled out since the adoption of the SDGs. At the federal level, a database on children’s rights and welfare is being developed. Kenya reports on the rights-based approach of its 2010 Constitution, which aims to move Kenya towards a more equitable and inclusive future. The Kenya 2010 Constitution contains a comprehensive Bill of Rights, including rights to the highest attainable standard of health, to education, accessible and adequate housing, water and sanitation, as well as the right to food. These rights are all guaranteed as enforceable rights that extend to all individuals and specific groups, including children, youth and persons with disabilities.1
Indigenous Peoples - The Indigenous Navigator is an example of participatory data collection by a particular group of rights-holders. It provides a framework and a set of tools for Indigenous peoples to systematically monitor the level of recognition and implementation of their rights. It is designed to monitor: essential aspects of the SDGs, including by collecting data for Indigenous peoples related to the global SDG indicators as well as complementary indicators to capture Indigenous peoples’ rights and aspirations (for example, for bilingual and culturally-appropriate education, land rights and self- governance); the implementation of the UN Declaration on the Rights of Indigenous Peoples; and the outcomes of the World Conference on Indigenous Peoples.2
Connecting with Designated Government SDG Bodies and Ministries
Case Study: Identifying National-Level Institutions Implementing the SDGs
Kenya: The Ministry of Devolution and Planning in Kenya is mandated to coordinate the implementation and monitoring of the SDGs. The SDGs Coordinating Department has been established within the Ministry, supported by an Inter-Agency Technical Committee (IATC), comprising officers from key government ministries, CSOs and the private sector. For ownership and ease of follow-up, entry points for the private sector, CSOs, subnational governments, youth and persons with disabilities are typically their umbrella bodies, such as Kenya Private Sector Alliance (KEPSA), SDG Kenya Forum, the Council of Governors (CoG), National Youth Council and the Association of Persons Living with Disabilities.3
Germany: The German Federal Chancellery is the lead agency for the national sustainable development strategy, with all government departments having primary responsibility for their own contributions to implement the 2030 Agenda in their respective policy fields. The institutional structure consists of: the State Secretaries for Sustainable Development, which steer the implementation of the sustainable development strategy, and which invite external experts from the private sector, the scientific and research community, civil society and the federal states and local authorities to attend its meetings; the Parliamentary Advisory Council on Sustainable Development, which raises policy-related sustainable development concerns in parliament; and the German Council for Sustainable Development, which is an advisory panel consisting of 15 individuals who represent the economic, social and environmental aspects of sustainable development.4
Utilizing National Budgets or National Public Finance Systems
Case Study: Aligning Strategic Frameworks and Engaging Budget Officials
Tanzania: The implementation of the SDGs in Tanzania falls under the Five-Year Development Plan II (FYDP II) framework requiring local authorities to integrate the goals in their strategic plans. To ensure local authorities were familiar with the SDGs and aligned the FYDP II with their strategies, the Local Governance Working Group of Policy Forum, an NGO Network, developed a policy brief and engaged with the Parliamentary Committee for Administration and Local Government. The brief focused on the Ministry of Regional Administration and Local Government (PO-RALG), analysing budget allocation trends in relation to the implementation progress of SDGs, particularly Goal 3 on health and Goal 4 on education. The analysis further looks at the budget allocation trends within the Ministry of Health, Community Development, Gender, Elderly and Children (MoHCDEC), and the Ministry of Education, Science and Technology. Through their engagement, the Policy Forum was able to identify champions to push the SDG agenda during parliamentary discussions and also organize a strategic session with PO-RALG management to promote better SDG and FYDP II alignment. In addition, the network collaborated with the Tanzania Sustainable Development Platform to train PO-RALG management and other staff on the FYDP II, Agenda 2063, 2030 Agenda and the SDGs. As a result of such training and engagement, PO-RALG staff and councillors have a better understanding of the alignment between the SDGs and development plans, as well as the budget process, resource management and value for money.5
Mobilizing Parliamentarians
Case Study: Ensuring Institutional Memory of SDG Work through Relationship-Building Efforts with National Parliamentarians
Sierra Leone: In June 2017, Sierra Leone Coalition 2030, a civil society alliance for the SDGs, held a capacity-building retreat with 25 MPs. The training targeted the most strategic figures in parliamentary work on the SDGs: members of the informal Parliamentary Action Group on the SDGs and parliamentary leadership, including the Deputy Speaker, the Majority Leader and others. In order to maintain institutional memory beyond the electoral term, the training also engaged parliamentary clerks. The participants expressed the need to gain more knowledge on the SDGs to be better equipped to carry out their representation, oversight and monitoring functions. In addition to providing technical capacity, the training was also used as an opportunity to develop a memorandum of understanding setting out a plan for continuous engagement between the civil society alliance and members of the Parliamentary Action Group on the SDGs.6
Denmark: In 2016, Global Focus, a Danish network comprising 80 development and humanitarian CSOs decided to become more involved with the Danish parliament and government on the 2030 Agenda. One of the main challenges was the need to develop new relationships with MPs and government representatives beyond their existing allies in order to increase CSO influence on SDG implementation. Global Focus partnered with other networks and organizations, including the Danish 92-group (which focuses on the environment), the private sector, unions and local authorities to organize a major multi-stakeholder conference in the spring of 2017. More than 150 CSOs, politicians, government representatives and other stakeholders debated Denmark’s implementation of the SDGs at home and abroad. Following up on the conference, a Danish Social Democrat established an all-party coalition on the SDGs in the Danish Parliament with the purpose of engaging policy makers and civil society with the 2030 Agenda. The Coalition currently has 46 MPs, including representatives from all political parties, and meets several times throughout the year. Having demonstrated its capabilities to mobilize a wide range of stakeholders for the 2030 Agenda, Global Focus was invited to provide support to the Coalition’s secretariat and advisory board, in partnership with the Danish 92- group. This has translated into closer, institutionalized engagement with members from almost all parties within the Danish parliament, with strategic opportunities to promote issues on the parliament’s agenda and to recommend speakers for debates and discussions related to the SDGs.7
Engaging with Local Authorities
Case Study: Utilizing Scorecards, Social Audits and Other Participatory Budgeting Mechanisms
Uganda: World Vision’s approach to social accountability combines score cards, social audits and interface meetings within a long-term development approach. The approach has led to important improvements in health and education outcomes.8
Brazil: Researchers in Brazil show that municipal governments that adopted participatory budgeting spent more on education and sanitation. Infant mortality declined in these areas.9
Case Study: Implementing a Public Expenditure Tracking System with Local Authorities
Tanzania: A four-member team from three CSOs worked with local authorities in Tanzania to carry out a budget assessment and implement a public expenditure tracking system in the rural Mbulu District. The team conducted a visit to the District’s headquarters and held a discussion with District officials from the education and planning departments. In addition, the CSOs reviewed documents including the District Strategic Plan, Medium Term Expenditure Framework, and quarterly reports. Three primary schools and three secondary schools from six different wards were selected for data collection and verification of construction activities. The team carried out discussions with teachers, community leaders and members at the grassroots level.10
Case Study: Engaging Local Authorities through Grassroots Community Meetings
South Sudan: In Juba City Municipality, South Sudan, from 2015-2016, UNA South Sudan implemented Local Development Forums (LDFs), enabling 15 grassroots communities to engage with their local authorities on the SDGs, particularly on transparency and accountability. The LDFs empowered the communities through learning processes, skills and knowledge formation that enabled them to articulate their development needs and priorities and hold service providers accountable. The LDFs are a long-term program aimed at mobilizing communities to participate fully and effectively in identifying and monitoring the quality of service delivery being offered to them by the government and other public actors. By ensuring the participation of women, youth, the elderly and persons with disabilities as the primary beneficiaries, the LDFs became a great asset in underserved communities across South Sudan. Secondary beneficiaries included policy makers who benefited from the synergy of working with the poor in determining choices and priorities for development programs and processes. This collaboration strengthens confidence and respect for those in power, thereby improving working relationships with community members. Challenges of the LDFs implementation included: lack of skilled personnel; inadequate financial resources; lack of timely cooperation by public officials; and difficulties in accessing relevant information. Nonetheless, the LDFs led to improved service delivery, increased development effectiveness, and empowered citizens at the grassroots level in Juba City Municipality.11
Contributing to Voluntary National Reviews (VNRs)
Case Study: Including Stakeholders in Preparations
Global: All 43 countries that reported to the 2017 HLPF included some element of stakeholder engagement in their preparations, but the level and modality varied across countries. The reports of some countries, such as Benin, Ethiopia, Indonesia, Jordan, Kenya, Tajikistan and Thailand, go into details about the diverse stakeholders consulted (CSOs, private sector, academia, youth, labour associations and local authorities, among others), while other countries are vaguer in their descriptions, referring to consultations with ”relevant stakeholders.” A few countries explicitly report on efforts to “reach those furthest behind” in their VNR preparations by carrying out consultations with vulnerable and marginalized groups. Costa Rica, for instance, carried out consultations with older persons, LGBTIQ persons, persons with disabilities and Indigenous peoples, and includes a section under each SDG on the challenges identified by these groups. Approaches for outreach include seminars, workshops, bilateral discussions and online channels.12
Utilizing International Human Rights Mechanisms
Case Study: Providing Input into International Monitoring Processes to Advocate for National Reforms
Rwanda: Despite constitutional guarantees for the right to freedom of speech and the media in Rwanda, there remain gaps in legislation and policy to protect these rights. As part of its response to this problem, the Human Rights First Rwanda Association (HRFRA) engaged with the Ministry of Justice to provide input into Rwanda’s Universal Periodic Review (UPR) report, drawing attention to the challenges of access to information, freedom of expression and access to justice. HRFRA was active in identifying which ministry was responsible for the UPR process and engaging with the unit responsible for putting together the report. Using evidence-based research, HRFRA provided technical inputs to the report. HRFRA undertook its own legal analysis of existing legislation on media freedom and access to information and incorporated relevant report findings from bodies such as the Rwanda Media Commission. As a result of HRFRA’s lobbying, one of the key recommendations from the HRC following the 2011 UPR process called for better protections of the rights to freedom of expression, the media and access to information. HRFRA used this as the basis for their advocacy, engaging in open dialogue with the government on how to take this recommendation forward. Subsequently, Parliament passed Law N°02/2013, which removed certain restrictions on the press in Rwanda, and Law N°04/2013, which gave every person the right to information in the possession of public, and some private, bodies. Subsequently, HRFRA, in partnership with Africa Freedom of Information Network, provided input into the second UPR process, producing a parallel report for Rwanda in 2015 that updated the HRC on progress on freedom of expression and information, as well as highlighted ongoing challenges with implementation.13
Promoting Inclusive Government Consultations
Case Study: Principles of Ownership and Participation for the 2030 Agenda
Africa: Implementation and monitoring of the 2030 Agenda in Africa has largely benefited from a legacy of formulating development plans that have demanded broad consultations with different stakeholders. In 30 countries, consultations took place under the aegis of governments, UN country teams and key actors in civil society, including women and youth groups, persons with disabilities, people living with HIV/AIDS, academia and the private sector. Close to 350,000 stakeholders were consulted at the subnational and national levels. Methods applied included face-to-face meetings, focus group discussions, stakeholder interviews, radio phone-in programmes, television panel interviews, and expert group meetings. Several countries used online and off-line surveys, including MY World surveys, and text messaging, which resulted in feedback from 17,000 young people in Uganda.14
Jordan: Ahead of its 2017 VNR, Jordan’s Ministry of Planning and International Cooperation, the departmental focal point for 2030 Agenda implementation, prepared a stakeholder engagement strategy to ensure the widest participation from all non-state actors in implementation and the VNR. The strategy proposed a variety of consultation mechanisms including taskforce meetings, workshops, focus groups and debates. It also included several outreach tools like printed materials and social media engagement to ensure broad engagement on the 2030 Agenda. The strategy took into consideration the challenges to meaningful participation faced by non-state actors, namely: difficulties reaching the most marginalized, the tendency to involve larger non-governmental organizations (NGOs) rather than smaller, community-based organizations and individuals, and time constraints.15
Pursuing Law Reforms, Strategic Litigation and Legal Empowerment
Case Study: Improving the Availability of Antiretroviral Medicines: Treatment Action Campaign v. Minister of Health
South Africa: South Africa has more people living with HIV than any other country in the world, affecting around 18 per cent of its population. In 2001, the HIV prevalence rate for pregnant women was an estimated 24.5 per cent, and the number of infants born with the virus totalled about 70,000 a year. Treatment Action Campaign, an AIDS activism CSO, brought a case against the South African Government before the Constitutional Court for the failure to provide access to medicine designed to prevent mother-to-child transmission of the virus during labour. In 2000, the Government announced a programme to introduce the antiretroviral drug Nevirapine in a limited number of pilot projects. Nevirapine can reduce transmission of HIV from mother to child considerably. Treatment Action Campaign, however, argued that these restrictions resulted in unnecessary infections and deaths and were in violation of sections 27 and 28 of the South African Constitution. The Court ruled that the Government must ensure access to the drug for all pregnant women living with HIV and that restrictions of the drug for research purposes denied access to those who could be reasonably included. The judgement is estimated to have saved tens of thousands of lives and served as a significant advance towards the right to access to essential and life-saving medicines. Treatment Action Campaign’s successful claim further served as a catalyst to mobilize efforts around the world for the provision of antiretroviral therapy in developing countries so crucial for progress on SDG 3.16
Case Study: Stakeholder Participation in Determining the Role of a National Caucus in Realizing the SDGs
Kenya: In Kenya, the Parliamentary Caucus on Sustainable Development Goals and Business encouraged the participation of a wide range of actors in developing a strategic plan on the role of the caucus in realizing the SDGs in the country. Through a Stakeholders Workshop and Validation Meeting, the caucus and supporting consultants brought together actors working on SDG implementation and socially responsible business in order to gather feedback and recommendations on the strategic plan. At the Stakeholders Workshop, Namati participated alongside representatives from civil society, corporate social responsibility departments, and other business entities to highlight key priorities and actions the caucus could take to promote progress under various SDGs in Kenya. For example, under SDG 16 it was suggested that a budgetary allocation and other actions by the caucus members could help implement the existing Legal Aid Act and promote access to justice. After incorporation of the workshop outcomes into a feasible strategic plan, the draft was featured at the Validation Meeting for review, discussion and final input. In this way, the caucus has built a plan and established relationships with non-governmental actors that can facilitate further support and collaboration on the SDGs in the country.17
Engaging with National Human Rights Institutions (NHRIs)
Case Study: National Preparation Process for the Universal Periodic Review
Utilizing Supreme Audit Institutions (SAIs)
Case Study: Citizen Participation to Strengthen Oversight
Colombia: The Comptroller General of the Republic of Colombia (CGRC) actively promotes citizen participation in the oversight process. Colombia’s SAI developed a guide on joint audits with CSOs and citizens affected by public interventions. The actors provide input throughout the execution of audits: on-site; at meetings and roundtables; or through reports and any other forms of information that can help the SAI improve the audit process. CGRC has “worked to develop a civil and fiscal culture among citizens. From 2006 to 2010, it carried out 2,232 outreach activities, benefiting 281,861 citizens,” according to Practical Action. It has also: “established accessible channels for receiving citizens’ input and incorporating it in the audit process [and] from 2006-2010, the CGRC implemented 120 coordinated audits and created 763 citizen oversight committees. To ensure these mechanisms’ success, it carried out 4,964 training activities, enabling 177,196 citizens to actively participate in the oversight process.”19
South Korea: In South Korea, the Audit Office established a complaint hotline and whistle-blower mechanism through which citizens can report areas of suspected irregularities or corruption and can request audits. The hotline collects “reports on unjust handling of petitions by administrative agencies, complaints, and particularly behaviours such as unjustly refusing receipt and handling of petitions on the grounds that they may be later pinpointed by audit and inspection.” The hotlines also receive “reports of corruption and fraud of public officials, including bribery, idleness, embezzlement and the misappropriation of public funds.” This mechanism has been widely disseminated in South Korean society and has a dedicated page on the SAI’s website.20
Using and Improving Data
Case Study: Harnessing Civil Society Expertise in Data Collection and Analysis
Case Study: Harnessing Civil Society Expertise in Data Collection and Analysis
Publishing Civil Society SDG Spotlight Reports
Case Study: Civil Society Reporting on Afghanistan’s Progress towards Achieving the SDGs
Engaging with the Media
Case Study: Media as Partner in Raising Awareness about SDG 16
Case Study: Media’s Crucial Role in Implementation of 2030 Agenda
Indonesia: In Indonesia, Tempo Magazine enables citizens to keep State institutions accountable. Last year, the magazine reported on widespread corruption in the Sukamiskin prison complex, one of the most well-known prisons in the country. The investigation led to the arrest of the head of the prison on bribery charges.
Bangladesh: In Bangladesh, large parts of the population have trouble reading and writing. Local radio stations enable people in isolated parts of the country to know what is going on around them. They can use this knowledge to take part in public debates and influence decision-making.
Zambia: In Zambia, vulnerable women in townships are taught how to make short videos and audio reports with their mobile phone on issues they are facing. These stories have contributed to holding the local government accountable for failing to supply water, health care and education.29