Multi-stakeholder partnerships

Multi-stakeholder partnerships play a pivotal role in advancing the United Nations' Sustainable Development Goals (SDGs). Recognizing the scale and complexity of the global challenges the SDGs aim to address, these partnerships bring together actors from the public sector, private sector, civil society, academia, and more. By leveraging the unique resources, perspectives, and capabilities of diverse stakeholders, these partnerships can significantly enhance our collective ability to achieve the SDGs.

Multi-stakeholder partnerships can facilitate innovative solutions to complex issues. For example, collaborations between technology companies, governments, and NGOs can create digital solutions that improve access to education (SDG 4) or health services (SDG 3). By sharing knowledge and resources, partnerships can also address the issue of poverty (SDG 1) by creating sustainable job opportunities, providing financial resources, and offering necessary training and education.

Beyond fostering innovation, these partnerships promote inclusivity and leave no one behind, a fundamental principle of the SDGs. By ensuring that all voices are heard - from marginalized communities to large corporations - multi-stakeholder partnerships can create solutions that are equitable and effective, thereby promoting SDG 10, which calls for reduced inequalities.

Additionally, multi-stakeholder partnerships exemplify the spirit of SDG 17, which advocates for the strengthening of the means of implementation and revitalization of the global partnership for sustainable development. SDG 17 acknowledges that our global challenges are interconnected and that collaborative and coordinated efforts are crucial to achieving the SDGs.

However, to be effective, multi-stakeholder partnerships must be governed by principles of transparency, accountability, and mutual respect. Clear communication, defined roles and responsibilities, and regular assessments of progress are also crucial for success.

Furthering goals 8 and 16, this brief guide, developed as part of the Decent Work in Global Supply Chains Action Platform, offers a quick overview of the steps businesses can take to help eliminate modern slavery, while highlighting key resources, initiatives and engagement opportunities to support business action.
This report seeks to provide an in-depth review of SDG 6 and includes data on the global baseline status, the current situation and trends at global and regional levels, and what more needs to be done to achieve this goal by 2030. The report is based on the latest data available for the 11 SDG 6 global indicators selected by Member States to track progress towards the eight global targets, plus complementary data and evidence from a wide range of sources.
This book chapter addresses goals 15 and 17 by providing an overview of educational programming used across cheetah conservation organizations, including considerations for designing, implementing, and evaluating such programs for success.
Furthering SDGs 8 and 17, this report explores partnerships and progress towards the 2030 Agenda for Sustainable Development by the business community in Latin America and the Caribbean. It includes key findings from a report by the Economic Commission for Latin America and the Caribbean, as well as data from participants of the UN Global Compact.
Elsevier, Current Opinion in Green and Sustainable Chemistry, Volume 8, December 2017
From waste to wealth using green chemistry: The way to long term stability
Waste is an extremely valuable resource that we have been accumulating over a long period. Interesting and viable organic “waste-to-resource” opportunities include plastics and food supply chain wastes. Their use as chemical feedstocks will fit well with a circular economy model. Plastics is a major waste opportunity: worldwide we only recycle a few % of the plastic we use, yet plastic manufacturing consumes some 10% of all the oil we consume, and much of it causes serious environmental damage through negligent release.
The Sustainable Development Goals provide a powerful aspiration for improving our world - laying out where we collectively need to go and how to get there. Making Global Goals Local Business is the UN Global Compact’s strategy for businesses on how to navigate the SDGs. It explains the SDGs through a business lens and signposts companies on ways they can advance each one.
Two years on from what was a very optimistic COP 21 in Paris, the general sense of where we are now is less certain. While there is a lot still to be positive about – especially some renewable energy generating technologies becoming much cheaper, there is a different landscape with new geo-political challenges, not least the changing political Administration in the US. With these uncertainties as a backdrop to climate change in 2017, Elsevier has brought together 3 leading experts to help understand the challenges related to implementation of SDG 13 and where we should go from here. The speakers include Alice Larkin from the Tyndall Centre for Climate Change, Roland Roesch from IRENA and Jenny Heeter from NREL. These speakers provide some contemporary context around the themes that we should be aware of, including progress on the latest Carbon reduction targets; importance of innovation within renewable energy sector; and how policy has a vital role to play.
Contributing to SDGs 17 (Partnerships for the Goals) and 16 (Peace, Justice and Strong Institutions), The United Nations collaborate with criminologists, sociologists, and practitioners to produce guidance on preventing the use of children in violent non-state armed groups.
Contributing to SDGs 17 (Partnerships for the Goals) and 16 (Peace, Justice and Strong Institutions), the UN collaborated with scholars and practitioners from a range of fields to explore opportunities to prevent children entering violent non-state armed groups.

Children and Extreme Violence, United Nations University, New York, October 2017. 

Contributing to SDGs 17 (Partnerships for the Goals) and 16 (Peace, Justice and Strong Institutions), the UN collaborated with academics in communications and psychology; practitioners in brand creation, marketing, and cause campaigns; social media experts and practitioners and entertainment content creators to gain a deeper understanding of recruitment typologies, messaging and intergroup competition involving children in the Islamic State.

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