Box 2: Key principles for strategies for sustainable development

These are principles towards which strategies should aspire. They are all important and no order of priority is implied. They do not represent a checklist of criteria to be met but encompass a set of desirable processes and outcomes which also allow for local differences. A strategic planning process needs to strive to adhere continuously to all of these principles.

People-centred. An effective strategy requires a people-centred approach. While many past strategies have been about development, they have often had mixed effects on different groups. More should be done to ensure that strategies have long-term beneficial impacts on disadvantaged and marginalized groups, such as the poor.

Consensus on long-term vision. Strategic planning frameworks are more likely to be successful when they have a long-term vision with a clear timeframe upon which stakeholders agree. At the same time, they need to include ways of dealing with short- and medium-term necessities and change. The vision needs to have the commitment of all political parties. Without this, there is the danger that an incoming government will see a particular strategy as representing the views or policies of its predecessor.

Comprehensive and integrated. Strategies should seek to integrate, where possible, economic, social and environmental objectives. But where integration cannot be achieved, trade offs need to be negotiated. The entitlements and possible needs of future generations must be factored into this process.

Targetted with clear budgetary priorities. The strategy needs to be fully integrated into the budget process to ensure that plans have the financial resources to achieve their objectives, and budgets are informed by meaningful planning. Strategies not linked to budget processes tend to be wish lists, while budgets not linked to plans lead to unclear priorities. Capacity constraints and time limitations will have an impact on the extent to which the intended outcomes are achieved. Targets need to be challenging - but realistic in relation to these constraints.

Based on comprehensive and reliable analysis. Priorities need to be based on a comprehensive analysis of the present situation and of forecasted trends and risks, examining links between local, national and global challenges. The external pressures on a country - those resulting from globalisation, for example, or the impacts of climate change - need to be included in this analysis. Such analysis depends on credible and reliable information on changing environmental, social and economic conditions, pressures and responses, and their correlations with strategy objectives and indicators. Local capacities for analysis and existing information should be fully used, and different perceptions amongst stakeholders should be reflected.

Incorporate monitoring, learning and improvement. Monitoring and evaluation needs to be based on clear indicators and built into strategies to steer processes, track progress, distil and capture lessons, and signal when a change of direction is necessary.

Country-led and nationally-owned. Past strategies have often resulted from external pressure and development agency requirements. It is essential that countries take the lead and initiative in developing their own strategies if they are to be enduring.

High-level government commitment and influential lead institutions. Such commitment – on a long-term basis - is essential if policy and institutional changes are to occur, financial resources are to be committed and for there to be clear responsibility for implementation.

Building on existing processes and strategies. A strategy for sustainable development is not intended as a new planning process. It should build on what already exists in the country, so enabling convergence, complementarity and coherence between different planning frameworks and policies. This requires good management to ensure co-ordination of mechanisms and processes, and to identify and resolve potential conflicts. The latter may need an independent and neutral third party to act as a facilitator. The roles, responsibilities and relationships between the different key participants in strategy processes must be clear.

Effective participation. Broad participation helps to open up debate to new ideas and sources of information; expose issues that need to be addressed; enable problems, needs and preferences to be expressed; identify the capabilities required to address them; and develop a consensus on the need for action that leads to better implementation. But to date, most strategies have been prepared with only limited participation. Clearly central government must be involved (it can deliver leadership, provide incentive structures and distribute financial resources) but multi-stakeholder processes are required involving decentralised authorities, the private sector and civil society, as well as marginalized groups. This requires good communication and information mechanisms with a premium on transparency and accountability.

Link national and local levels. Strategies should be two-way iterative processes within and between national and decentralised levels. The main strategic principles and directions should be set at the central level (here, economic, fiscal and trade policy, legislative changes, international affairs and external relations, etc., are key responsibilities). But detailed planning, implementation and monitoring would be undertaken at a decentralised level, with appropriate transfer of resources and authority.

Develop and build on existing capacity. Many existing strategies have failed as countries have lacked the human resources and skills to develop and implement them effectively. At the outset it is important to assess the political, institutional, scientific and financial capacity of potential state, market and civil society participants. Where needed, provision should be made to develop the necessary capacity as part of the strategy process. A strategy should optimise local skills and capacity both within and outside government.