Welcome to the United Nations
International Monetary Fund
The IMF is committed, within the scope of its mandate, to the global partnership for sustainable development. The IMF has also identified initiatives to enhance its support for its member countries in crucial ways as they pursue the SDGs. Specifically, the IMF:
In 2016 the World Bank conducted a Forward Look exercise, which sought to shape a common view among shareholders on how the World Bank Group can best support the development agenda for 2030 and implementation of the Addis Ababa Action Agenda while staying focused on its own corporate goals. The main strategic directions of the Forward Look are for the World Bank Group to stay engaged with all clients while continually ensuring that its resources are strategically deployed to meet global and client needs and targeted to areas of the world that most need funding. It will also seek to “create markets” to broaden the reach and impact of private sector solutions, support economic growth, and multiply the impact of World Bank Group resources. It also addresses the Bank internal effectiveness and operational model as well as its financial capacity.
Inter-American Development Bank
The IDB Group was in the process of updating its institutional strategy when the international community began to design the 2030 Agenda and the Addis Ababa Action Agenda. As a result, the strategy was informed from the outset by the SDG discussions. It is therefore not surprising that each of the priority areas, presented as major challenges and crosscutting issues that the Region must address (see below), is aligned with at least one of the 17 SDGs:
Similarly, to monitor 2016-2019 strategy’s implementation, the updated Corporate Results Framework (CRF) identifies the SDG most closely aligned with each of the indicators at the “regional context” and “country development results” levels. On the revised CRF website which should be launched in Q1 2017, one will be able to view the relationship between individual project data to each of these CRF indicators and in turn, the IDB Group’s contributions to SDGs.
In addition, the guidelines for the preparation of Country Strategies, which perform an essential role in helping borrowers translate the SDGs into national goals and programs, were also updated, reflecting the comprehensive and multi-sectoral nature of the SDGs and the partnerships needed to achieve them.
From the earliest discussions that ultimately led to the 2030 Agenda, the IDB Group underscored the crucial importance of ensuring that the developing countries be the ones to lead the design and deliverables of this agenda, first by translating the SDGs into specific and significant country indicators and goals, and then by designing and implementing the policies and programs needed to achieve them. The IDB Group is well positioned to support its borrowing member countries in this process with its updated strategic framework.
IDB and the Paris Agreement: This past October, the IDB announced the creation of NDC Invest, a one-stop shop to help countries access resources needed to translate national climate commitments into investment plans and bankable projects. NDC Invest will support countries’ efforts to build low carbon and resilient economies strengthened by robust domestic markets that create jobs and mobilize investment for sustainable infrastructure and landscapes. One of its key aims will be to increase countries’ access to concessional resources to reduce costs and manage the risks associated with these investments
Balance Sheet Optimization and Billions to Trillions Agenda: The IDB has successfully completed most actions identified by the G20 and the Addis Ababa Action Agenda (AAAA) on balance sheet optimization. Exposure Exchange Agreements (EEAs) to increase lending space by lowering concentration risk were performed last year in collaboration with the African Development Bank and the World Bank. Likewise, in 2015 the IDB consolidated three of its for private sector windows in the Inter-American Investment Corporation and revamped it with UD$2.3 billion capital —which is expected to leverage more than US$100 billion over the next decade— and last year IDB Governors approved the plan to merge the concessional window —the Fund for Special Operations, or FSO— with IDB’s ordinary capital to strengthen concessional lending capacity while enhancing the Bank’s risk-adjusted capital profile. Finally, in the working group on Managing for Development Results, the IDB is working with other MDBs on the value-for-money (V4M) agenda.
As the Region continues to move forward on implementing the 2030 Agenda, the IDB Group recognizes that it can and should do more. Accordingly, the IDB Group will continue to work on: (i) ways to expand its lending capacity, as well as improve the effectiveness of the interventions it supports; (ii) learn from what works and what doesn’t, and share this knowledge throughout the Region and beyond; and (iii) engage development practitioners, civil society, the private sector, and other partners in supporting the 2030 Agenda. This work will be built on a renewed emphasis on measurement (including helping countries to overcome data challenges, particularly at the subnational level), monitoring, and management for development results, so as to continue to enhance what we do, and how we do it – all towards improving lives in Latin America and the Caribbean.
African Development Bank
In 2013, the African Development Bank’s Board approved a Ten Year Strategy (TYS) covering the period 2013-22, entitled ‘At the Center of Africa’s Transformation’. The overarching twin objectives of the TYS are the achievement of inclusive growth and the transition to green growth through five operational priorities: infrastructure development, regional economic integration, private sector development, governance and accountability, and skills and technology. In addition, the TYS highlights three areas of special emphasis: gender, fragile states, and agriculture and food security.
These ambitious development goals of the 2030 Agenda for Sustainable Development, the UN Conference on Climate Change in Paris, and the Addis Ababa Action Agenda will only be realized if they can be achieved in Africa. The African Development Bank is responding to the challenge of supporting inclusive growth and the transition to green growth by scaling up investment and implementation of the TYS by focusing on five priority areas, referred to as the High 5s. These priority areas are: Light up and Power Africa, Feed Africa, Industrialize Africa, Integrate Africa and Improve the Quality of Life for the People of Africa. Not only are these five priority areas central to the TYS, but they also are intrinsically linked to the SDGs and the global commitments made on climate change, which were adopted after the approval of the TYS. These five priorities have also been highlighted as critical priorities in the Agenda 2063 for Africa, developed in partnership with the African Union. Figure 1 illustrates the linkage between the SDGs, the TYS and the High 5s.
Asian Development Bank
ADB is preparing a new strategy to respond to the changes brought about by a rapidly evolving Asia and the Pacific. The new strategy will:
identify institutional and organizational reforms necessary to sharpen ADB's efficiency and effectiveness.
European Investment Bank
The European Investment Bank (EIB) tracks the impact on the economy of the projects it supports by a set of Monitoring Indicators. They relate to a project’s physical outputs and outcomes. Those indicators enable the EIB to demonstrate its contribution to the United Nations’ Sustainable Development Goals (SDGs). This approach has been discussed with Eurostat, the European Commission’s Directorate-General for statistical information. Moreover, it appears to be broadly consistent with the OECD’s plans for SDG reporting.
EIB sector experts prepared, as a pilot, a mapping of output/outcome indicators that had been published in annual reports of the EIB on its work inside and outside the EU. The reports are based on sectorally aggregated data for the year 2015. A total of 123 indicators were suitable for being mapped. Following a thorough analysis of the 17 SDGs as well as their underlying 169 targets and 233 indicators, it was decided to base the mapping on a comparison of the 123 EIB Monitoring Indicators with the 233 SDG indicators. Since the wording of indicators and their measurement units did not always match the main task of the sector experts was linking indicators in terms of sense and purpose. Each selected EIB Monitoring Indicator corresponds to only one SDG indicator. For illustrative reasons the final results are however presented by the overarching SDG. The alternative options of multiple, and split, mapping were also analysed. Though both show certain advantages in terms of flexibility, their disadvantages were clear. The overall mapping methodology and results have just been approved by the EIB’s Steering Committee on Sustainable Development.
The 123 EIB Monitoring Indicators were mapped onto 13 out of the 17 SDGs. Some clusters could be identified around water (SDG 6), energy (SDG 7), work/growth (SDG 8) and industry/innovation/infrastructure (SDG 9). However, none of the published EIB Monitoring Indicators could be mapped with the SDGs on ending poverty (SDG 1), inequalities (SDG 10), life below water (SDG 14) and peace/justice/strong institutions (SDG 16) as specified by their underlying indicators. This can be explained by the fact that this was an ex-post exercise and the EIB Monitoring Indicators, which were mostly established in 2011-12 were not initially developed around or adapted towards the SDGs. It is foreseen to run a similar exercise for the EIB’s output and outcome indicators published for the year 2016. The aggregated indicators are being finalized now, and their SDG mapping is expected in the coming month.