Elsevier,

Current Opinion in Environmental Sustainability, Volumes 26–27, June 2017, Pages 54-61

Accountability and adaptive management of recent global agreements such as the Sustainable Development Goals and Paris Climate Agreement, will in part rely on the ability to track progress toward the social and environmental targets they set. New approaches that have the potential to match the necessary scale of monitoring, with sufficient accuracy and at reasonable cost, are emerging. Iterative review and adaptation of analytical approaches and available technology will certainly be needed to continuously design ways to best track our progress with regards to addressing the SDG's.
RELX Group Inspiration Day artwork created by a visual recorder at the launch event
RELX Group launched the SDG Resource Centre at its Inspiration Day on 21 June 2017, in partnership with UN Global Compact UK, the Business and Sustainable Development Commission and the Responsible Media Forum. The launch brought together business, government and civil society with keynote speeches from SDG thought leaders whose calls to action underline the importance of SDG 17.6 to enhance the global partnership for sustainable development, complemented by multi-stakeholder partnerships that mobilize and share knowledge, expertise, technology and financial resources.
LexisNexis Legal & Professional,

LexisNexis UK, LexisPSL, Risk and Compliance, 8 June 2017

This Practice Note from LexisPSL explains what the UN Global Compact is and how it interacts with issues relating to business and human rights. It also summarises the key pledges and principles of the UN Global Compact, the UN Sustainable Development Goals, how organisations can sign up and the annual reporting requirements. The UN Global Compact is a vital vehicle for advancing SDG 17.16 to enhance the global partnership for sustainable development.
Elsevier,

Current Opinion in Environmental Sustainability, Volumes 26–27, June 2017, Pages 26-31

The 17 Sustainable Development Goals (SDGs) of the United Nations present a novel approach to global governance where goal-setting features as a key strategy. While the SDGs hold a great potential, their collective success will depend on a number of institutional factors such as the extent to which states formalize their commitments, strengthen related global governance arrangements, translate the global ambitions into national contexts, integrate sectoral policies, and maintain flexibility in governance mechanisms.
This paper analyzes the impact of data gap in Millennium Development Goals’ (MDGs) performance indicators on actual performance success of MDGs. It underlines the need to strengthen the performance measurement system attached to the 2030 agenda for sustainable development and the Sustainable Development Goals (SDGs). In particular it is relevant to SDG 9 Industry, Innovation and Infrastructure, SDG 16 Peace, Justice and Strong Institutions and SDG 17 Partnership for the Goals.
This articles addresses SDG 17 - Partnerships for the SDG's. It highlights the needs of joint involvement of various sectors, using as an example The Converging World (TCW) partnership model which currently links south-west England and Tamil Nadu, raising funds for wind turbines in India to avert emissions from conventional sources and reinvesting operating surpluses into forest restoration. In this case the developing-developed world partnership offers equal opportunities in addressing the Climate Action element of SDG 13, serving as an example of positive partnerships in fulfilling the SDGs.
Although one of the poorest countries in the world, Rwanda has achieved most of its Millennium Development targets for health. The major mechanisms for implementation of government policies, with the support of development partners, have been the provision of relatively local health centers, payment of health providers by results, setting up an affordable health insurance scheme and the appointment of volunteer Community Health Workers. The effectiveness of this level of community involvement suggests that the SDGs may also be attainable. This article informs the achievement for SDG 3 and its targets.
In March 2017, the inaugural Corporate Human Rights Benchmark (CHRB) was launched, a result of collaboration between leading institutional investors, human rights specialists and NGOs to produce an assessment framework for private sector performance on human rights. The Benchmark analysed 98 of the Global 500 largest publicly listed companies on their human rights performance. This article provides insight into the results of the first analysis and explain why the CHRB matters.
The article summarises research conducted in different climate zones related to green roof design that is correlated with roles of substrate in promoting plant growth. From the review, it will serve as a guideline for selection of substrate suitable for green roofs in different climates worldwide. From the recommendation made, the success of plant growth in addressing food security needs a concerted effort worldwide through development of standard guidelines related to green roof design for close comparison across the world region. The review supports SDG 11: Sustainable cities and communities, SDG 17: Partnerships for the goals and SDG 13: Climate action.
The decision-making process for sustainable development (SD) needs to consider 4 types of rationalities, namely instrumental rationality to engage people towards SD; substantive rationality to integrate values for SD in decision making; communicative rationality to promote cooperation and coordination for more SD; and bounded rationality to consider human cognitive properties and the presence of complexities intrinsic to SD. More sustainable decisions would require educating for sustainability-related values to influence individual decisions; making decision-makers accountable and promoting systemic changes in the current development model.

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