{"id":7176,"date":"2021-08-18T16:34:20","date_gmt":"2021-08-18T16:34:20","guid":{"rendered":"https:\/\/redagenda2030.es\/practica\/budget-alignment-with-sdgs\/"},"modified":"2021-08-18T16:34:20","modified_gmt":"2021-08-18T16:34:20","slug":"budget-alignment-with-sdgs","status":"publish","type":"practica","link":"https:\/\/redagenda2030.es\/en\/practica\/budget-alignment-with-sdgs\/","title":{"rendered":"Budget Alignment with SDGs"},"content":{"rendered":"<p class=\"tit\">Summary<\/p>\n<p>The Badajoz Provincial Council has established its own methodology, aimed at aligning the SDGs with the budget of each managing center of the Institution, based on its organic, economic, and program classification.<\/p>\n<p>Firstly, the types of impact that the budget has on the SDGs are established. Two types of budgetary impact have been defined: Direct impact, when the budget item directly contributes to the achievement of an SDG, and indirect impact, when budget items do not directly affect the achievement of an SDG, but it is necessary to consider a portion of them as a complement to some direct impact items. <\/p>\n<p>In this regard, the following items are considered to have a direct impact:<\/p>\n<ul>\n<li style=\"list-style-type: none;\">\n<ul>\n<li>Current Transfers (Chapter 4).<\/li>\n<li>Capital Transfers (Chapter 7).<\/li>\n<li>Real Investments (Chapter 6).<\/li>\n<li>Some Current Expenditure items for Goods and Services (Chapter 2) related to technical assistance or others, which due to their nature directly affect one or more SDGs.<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<p>In some actions or programs, the total Personnel Expenditure item is extraordinarily included as a direct impact, as it is considered that said personnel are exclusively dedicated to developing that action or program which has a direct link with one or more SDGs. On the other hand, a percentage of the rest of the budget not considered to have a direct impact is considered to have an indirect impact. <\/p>\n<p>The 2020 and 2021 budgets have been prepared by establishing this total link with the SDGs. In fact, in 2021, the SDGs have been incorporated into SICAL (Local Administration Accounting Information System), both in the budgetary design and in its daily management. All items include their corresponding SDGs.  <\/p>\n<p class=\"tit\">Project Classification<\/p>\n<p>Localization and implementation of the 2030 Agenda in the Local Entity.<\/p>\n<p>SDG 16. Promote just, peaceful, and inclusive societies. <\/p>\n<p class=\"tit\">Timeline<\/p>\n<p>Annual.<\/p>\n<p class=\"tit\">Self-assessment block<\/p>\n<p><strong>PLANNING. What were the objectives set for the project? <\/strong><\/p>\n<p>The main objective has been the total linkage of the Provincial Council&#8217;s budget to the SDGs, both in its design and budget approval phase and in the management and final outcome of the expenditure process.<\/p>\n<p><strong>IMPACT. What are the positive impacts of the project?<\/strong><\/p>\n<p>The 2020 and 2021 budgets have been linked using this methodology. The budget closing for the 2020 fiscal year will be carried out during March to see the final result of the linkage. <\/p>\n<p><strong>INNOVATION. What are the most novel aspects? What challenge\/problem is addressed? <\/strong><\/p>\n<p>It is a proprietary methodology that analyzes the budget item by item, identifies the SDGs for each item, including indirect expenditure to which a self-designed coefficient is applied, and the methodology has been implemented in SICALWIN, meaning all Municipalities in the Province can use it, after training on the system.<\/p>\n<p><strong>METHODOLOGY. What methodology was followed for its implementation?<\/strong><\/p>\n<p>The methodology is divided into phases:<\/p>\n<ol>\n<li>Design and completion of the budgetary alignment sheet with the SDGs<\/li>\n<li>Identification and localization of the Program\/Action that impacts the SDGs<\/li>\n<li>Identification of direct impact economic amounts.<\/li>\n<li>Identification of economic amounts by SDG.<\/li>\n<li>Calculation of direct impact and the indirect impact coefficient.<\/li>\n<li>Calculation of budget contribution for each SDG.<\/li>\n<\/ol>\n<p><strong>CONDITIONING FACTORS. What conditions must be met for the project to be successfully replicated (in a similar context)?<\/strong><\/p>\n<p>The project is fully applicable to all Local Entities. Furthermore, if Entities use SICALWIN as a computer tool for their budgetary control. We have already worked with the company and various Municipalities on the incorporation of the SDGs into this tool, both in the budgetary design phase and in the overall result of the alignment of the SDGs with the actual expenditure produced each year.  <\/p>\n<p><strong>REPLICATE\/SCALE\/TRANSFER. What elements should be considered for the project to be replicated in another Local Entity? What resources are necessary? <\/strong><\/p>\n<p>At the Human Resources level, two people have meticulously detailed the different programs with the various departments. Taking into account how each budget item is spent. One person has been identifying the SDGs (or indirect expenditure) item by item and entering it into the computer tool. Currently, that same person, from the Presidency Area, indicates the SDG code to the different departments when a new item not foreseen in the approved budget is created.   <\/p>\n<p><strong>INVOLVEMENT OF STAKEHOLDERS. Which local stakeholders have been involved in the project (citizens, third sector organizations, private sector, academic sector, etc.)? How was this involvement achieved? <\/strong><\/p>\n<p>Areas and departments of the Badajoz Provincial Council.<\/p>\n<p><strong>INTERNAL COORDINATION. How has the project been coordinated internally within the Local Entity?<\/strong><\/p>\n<p>The entire process has been coordinated by the Presidency and Institutional Relations Area.<\/p>\n<p><strong>ALLIANCES. Have other institutions been involved in achieving the set objectives? <\/strong><\/p>\n<p>In this case, two private companies that assisted the Provincial Council with the accounting software tool have been involved.<\/p>\n<p><strong>RESULTS\/MEASUREMENT. Have the project results been measured based on local indicators? <\/strong><\/p>\n<p>The results show that 100% of the Provincial Council&#8217;s budget has been linked to the SDGs, and a methodology has been established for this to continue in the future.<\/p>\n<p><strong>RELEVANCE. What is the adequacy of the objectives and results? Is there coherence between the objectives set and the results obtained? <\/strong><\/p>\n<p>The objectives set have been 100% achieved and will be extended to the Municipalities of the Province that wish to link their budget to the SDGs.<\/p>\n<p><strong>TRIPLE IMPACT: Is the project sustainable from an environmental, economic, and social point of view?<\/strong><\/p>\n<p>It has no negative environmental impact, increases transparency at a social level, and legitimizes expenditure from an efficiency perspective by summarizing it into 17 objectives.<\/p>\n<p><strong>OBSTACLES: What have been the main obstacles encountered in all phases of the project?<\/strong><\/p>\n<p>Surely, the biggest obstacle has been to thematically identify what each budget item is spent on, as they often have a common denomination despite covering very different services, especially in Chapter 2.<\/p>\n<p>This occurs especially in those large items for technical assistance from companies or work carried out by other companies (Chapter 2), where it has been necessary to consult with the departments about the type of matter these items are spent on.<\/p>\n<p><strong>CONCLUSION. Project impact and utility. <\/strong><\/p>\n<p>The important thing about the project is that it is not just a project; it is a different way of working in budgetary and accounting matters. The established system allows not only to link the budget to the SDGs by providing clear data and graphs identifying how the Badajoz Provincial Council spends public money according to its competencies, but also provides much clearer and simpler information to citizens so they know how everyone&#8217;s money is invested. The local budget is a crucial but complex tool for the average citizen. Linking the 17 SDGs to thematic areas reduces it to a language understandable by people.   <\/p>\n<p>On the other hand, internally, the fact that the SDGs have been incorporated into SICALWIN is a crucial measure of the relevance that the Badajoz Provincial Council gives to the 2030 Agenda in its daily management.<\/p>\n<p class=\"tit\">Information block<\/p>\n<p><strong>FURTHER INFORMATION<\/strong><\/p>\n<p>More detailed information can be found at <a href=\"http:\/\/ods.dip-badajoz.es\/\" target=\"_blank\" rel=\"noopener\">http:\/\/ods.dip-badajoz.es\/<\/a><\/p>\n","protected":false},"featured_media":7177,"template":"","class_list":["post-7176","practica","type-practica","status-publish","has-post-thumbnail","hentry"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v28.0 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Budget Alignment with SDGs - Red de Entidades Locales de la Agenda 2030 para el Desarrollo Sostenible<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/redagenda2030.es\/en\/practica\/budget-alignment-with-sdgs\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Budget Alignment with SDGs - Red de Entidades Locales de la Agenda 2030 para el Desarrollo Sostenible\" \/>\n<meta property=\"og:description\" content=\"Summary The Badajoz Provincial Council has established its own methodology, aimed at aligning the SDGs with the budget of each managing center of the Institution, based on its organic, economic, and program classification. 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