Waste to Energy GHG Framework-Joshua D. Mosshart MSFS CHFC CLU

Joshua Mosshart

Founder of Cleantech Grants, Malia Ventures Inc. & Covenant Energy Consultants LLC

 GHG emissions and savings (credits) are attributable to various stages of a waste management system. Figure 2 shows a simplified schematic of a municipal waste management system with the predominant climate impact sources. 

The general suite of activities – collection, separation, treatment, transfer, and disposal – applies to all waste types (i.e. MSW, C&I, C&D, hazardous), with varying levels of sophistication, with the possible exception of agricultural waste. In many rural areas, agricultural waste is dealt with in-situ, through uncontrolled burning, burial, or simple land dumping.

Evidently, not all sources of emissions are indicated in the diagram: there are further environmental burdens associated with manufacture of waste receptacles, vehicles, andtreatment facilities, as well as the transfer of residual waste materials from intermediate stationsand treatment facilities to landfill.

 Methane emissions from landfill are generally considered to represent the major source of climate impact in the waste sector (this impact is quantified in later sections). It is worth noting that, if a broader view of waste management were taken, which included materials management, landfill methane would no longer be the largest source of GHG in the sector.

 Waste contains organic material, such as food, paper, wood, and garden trimmings. Once waste is deposited in a landfill, microbes begin to consume the carbon in organic material, which causes decomposition. 

Under the anaerobic conditions prevalent in landfills, the microbial communities contain methane-producing bacteria. As the microbes gradually decompose organic matter over time, methane (approximately 50%), carbon dioxide (approximately 50%),  and other trace amounts of gaseous compounds (< 1%) are generated and form landfill gas. 

In controlled landfills, the process of burying waste and regularly covering deposits with a low permeability material creates an internal environment that favours methane-producing bacteria. As with any ecological system, optimum conditions of temperature, moisture, and nutrient source (i.e. organic waste) result in greater biochemical activity and hence greater generation of landfill gas.

 The gradual decay of the carbon stock in a landfill generates emissions even after waste disposal has ceased. This is because the chemical and biochemical reactions take time to progress and only a small amount of the carbon contained in waste is emitted in the year this waste is disposed. Most is emitted gradually over a period of years.

 Methane from wastewater management is the second largest source of GHG emissions from the waste sector as a whole, according to IPCC inventories (Bogner et al 2008). As previously stated, wastewater is not discussed within the scope of the present report, but certainly merits global attention. 

Additional, comparatively minor sources of GHG from the waste sector at the global scale include combustion of waste, and biological treatment. Uncontrolled burning of waste is largely obsolete in developed countries, but continues to be practiced in developing regions, causing release of CO2 . Some landfills in developing countries, such as the Smokey Mountain site in Manila, smoulder continuously.

 Controlled burning, in waste incinerators, also generates CO2  emissions. Where incinerators generate energy, GHG may also be credited – this is discussed in the following section. Where incinerators do not generate energy, they will be net energy users, which will also contribute to their total GHG emissions. Advanced thermal treatment technologies, such as gasification and pyrolysis, may emit fewer emissions compared to mass-burn incineration. However, these are emerging technologies and cannot be considered ‘established’ technologies for the treatment of bulk mixed waste.

 Aerobic composting processes directly emit varying levels of methane and nitrous oxide, depending on how the process is managed in practice. Closed systems, such as enclosed maturation bays or housed windrows, reduce emissions through use of air filters (often biofilters) to treat air exiting the facility. 

Compost plants require varying, but usually small, amounts of energy input (with associated ‘upstream’ GHG emissions). Further GHG emissions occur ‘downstream’, depending on the application of the compost product – CO2  will be gradually released as the compost further degrades and becomes integrated with soil-plant systems.

 Anaerobic digestion (AD) systems are enclosed in order to capture and contain the biogas generated by the digestion process. GHG emissions from AD facilities are generally limited to system leaks from gas engines used to generate power from biogas, fugitive emissions from system leaks and maintenance, and possible trace amounts of methane emitted during maturation of the solid organic output. 

Such systems also consume energy, however plants are generally self-sustaining if appropriately operated (i.e. a portion of the biogas output generates energy for use in-plant). ‘Downstream’ GHG emissions will depend on the application of the matured digestate (as per aerobic compost product).

Mechanical biological treatment (MBT) encompasses mechanical sorting of the mixed residual waste fraction, with some recovery of recyclable materials (limited due to contamination), and separation of a fine, organic fraction for subsequent biological treatment. The biological component may include anaerobic digestion with recovery of biogas for energy/heat generation, or aerobic composting to produce a biologically stable product for either land application (limited applicability) or use as refuse-derived fuel (RDF) to substitute fuel in industrial furnaces (i.e. coincineration in cement kilns). 

MBT facilities vary considerably in terms of sophistication, configuration, scale, and outputs. GHG emissions associated with MBT are due to energy inputs (although AD systems may be self-sustaining), direct process emissions (this will depend on the air protection control system, such as a biofilter, attached to the aerobic composting component), gas engine emissions (for AD), and use of the composted organic output (disposed of to landfill or applied to land). There is some use of composted MBT output to remediate contaminated land, however most OECD countries strictly regulate the use of compost derived from mixed waste, and the majority is disposed of in landfill, or used as cover material for landfill operations.

Waste to Energy Framework 

• Position waste management as an area requiring urgent action, and call for policy and decision makers to take such action.

• Expand the concept of ‘waste management’ to become ‘waste and resource management’, including waste prevention and minimization and also aspects of resource efficiency and sustainable consumption and production (SCP).

• Demonstrate the relation of waste and resource management to other global challenges such as sustainable development, water and energy balance and security, sound chemicals management, climate change, food security, resource scarcity and security and poverty alleviation; establish the links to wider health and environmental policy challenges.

• Identify policies and governance strategies for sound waste management, considering the varying levels of economic and human development between countries, their needs and the practices in use; provide a critical overview of what instruments have been deployed towards which goals and have worked under which circumstances.

• Examine the available approaches to waste management financing and set out a framework for establishing a sustainable financing model in a particular local situation; consider the direct costs and revenues, the costs of inaction and the indirect benefits of environmentally sound waste management; examine how to raise sufficient revenue to cover the net costs of service provision, and examine investment financing.

• Assemble sets of standardized performance indicators on waste management that allow benchmarking exercises and facilitate better analysis of the state of waste management around the world and provide a standardized means for monitoring progress.

Source: UNEP

Joshua D. Mosshart MSFS, CHFC, CLU

Energy Importance in Society-Joshua D. Mosshart

Energy is at the heart of most critical economic, environmental and developmental issues facing the world today. Clean, efficient, affordable and reliable energy services are indispensable for global prosperity.

Developing countries in particular need to expand access to reliable and modern energy services if they are to reduce poverty and improve the health of their citizens, while at the same time increasing productivity, enhancing competitiveness and promoting economic growth.

Current energy systems are inadequate to meet the needs of the world’s poor and are jeopardizing the achievement of the Millennium Development Goals (MDGs). For instance, in the absence of reliable energy services, neither health clinics nor schools can function properly. Access to clean water and sanitation is constrained without effective pumping capacity. Food security is adversely affected, often with devastating impact on vulnerable populations. 

Worldwide, approximately 3 billion people rely on traditional biomass for cooking and heating, and about 1.5 billion have no access to electricity. Up to a billion more have access only to unreliable electricity networks.

The “energy-poor” suffer the health consequences of inefficient combustion of solid fuels in inadequately ventilated buildings, as well as the economic consequences of insufficient power for productive income-generating activities and for other basic services such as health and education.

In particular, women and girls in the developing world are dis- proportionately affected in this regard.

A well-performing energy system that improves efficient access to modern forms of energy would strengthen the opportunities for the poorest few billion people on the planet to escape the worst impacts of poverty. Such a system is also essential for meeting wider development objectives.

Economic growth goes hand in hand with increased access to modern energy services, especially in low- and middle-income countries transitioning through the phase of accelerated industrial development. A World Bank study indicates that countries with underperforming energy systems may lose up to 1-2 per cent of growth potential annually as a result of electric power outages, over-investment in backup electricity generators, energy subsidies and losses, and inefficient use of scarce energy resources.

At the global level, the energy system – supply, transformation, delivery and use – is the dominant contributor to climate change, representing around 60 per cent of total current greenhouse gas (GHG) emissions. Current patterns of energy production and consumption are unsustainable and threaten the environment on both local and global scales.

Emissions from the combustion of fossil fuels are major contributors to the unpredictable effects of climate change, and to urban air pollution and acidification of land and water. Reducing the carbon intensity of energy – that is, the amount of carbon emitted per unit of energy consumed – is a key objective in reaching long- term climate goals. As long as the primary energy mix is biased towards fossil fuels, this would be difficult to achieve with currently available fossil fuel-based energy technologies.

Given that the world economy is expected to double in size over the next twenty years, the world’s consumption of energy will also increase significantly if energy supply, conversion and use continue to be inefficient. Energy system design, providing stronger incentives for reduced GHG emissions in supply and increased end-use efficiency, will therefore be critical for reducing the risk of irreversible, catastrophic climate change.

The scale and nature of the access gap and locations involved means that electricity will need to be provided through both centralized and decentralized energy technologies and systems, combining the following three general models.

■ Grid extension. An extension of the existing transmission and distribution infrastructure to connect communities to power.

■ Mini-grid access. Linking a local community to a small, central generating capacity, typically located in or close to the community. The power demand points are linked together in a small, low-voltage grid that may also have multiple smaller generating sources.

■ Off-grid access. Generating capacity provides power for a single point of demand, typically a solar household system (SHS). 

Providing global energy access is not a luxury, but a necessity. Lack of access to modern energy services is one of the main factors that constrains development for the poorest populations.

Providing access to reliable and affordable energy services is critical for development, and increasing the reliance on clean energy sources for energy access is also important for the climate agenda.

Access solutions will vary by geography, by setting and over time. There are many successful examples of access expansion to demonstrate that the ambitious goal of universal energy access by 2030 is achievable. 

 Source: AGECC Group

Joshua D. Mosshart

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Innovation in the Oil and Gas Industry-Joshua D. Mosshart

The oil and gas industry needs to be committed to investing in new technologies to meet energy demand and the challenges of sustainability. The industry is investing heavily in the research and development of innovative new clean technologies to improve efficiencies in operations and sustainability. 

There are several innovation trends taking shape in the oil and gas industry to address sustainable energy opportunities and market development: 

• The creation of the “new, fully optimized” digital oil field with more sophisticated information technology - using distributed sensors, high speed communication and data mining techniques to use real-time data to make better decisions and to get more barrels out of each asset. 
• Energy efficient technologies to access and process hard to reach, lower quality, and new types of oil and gas. 
• Development of alternative and advanced fuels and renewable energy generation technologies. 

These innovations can be combined to create high performing, efficient companies and help to expand the use of renewable and clean liquid transportation fuels and renewable energy generation. 

Three particular areas of importance are: cooperation with policy makers and regulators to develop national energy plans, increasing operational energy efficiency, and investing in new renewable fuels and renewable energy generation. 

The Business Opportunity Presented by Sustainable Energy for All 

In taking actions to advance the three objectives of Sustainable Energy for All, the extent of this unprecedented, rapid change will provide companies with new opportunities to drive sustainable business value in a manner that aligns to their core strategies. To seize these opportunities, there are four engagement modalities companies can address as they implement the identified priority actions: 

1. Core Business - Operations: Businesses can transform their operations through increased energy efficiency and the use of renewable energy alternatives. 
2. Core Business - Products and Services: Businesses can innovate and modify their core products and services to meet the new and developing market demands for 

• Creating new business models 
• Collaborating to develop new markets 
• Developing new products and services 
• Moving from products to services 
• Improving energy efficiency 
• Streamlining supply chain and logistics 
• Reducing raw material consumption 
• Changing operations to reuse waste to monitization

more energy efficient products, sustainable energy, and the infrastructure needed to extend energy access around the world. 

3. Social Investment and Philanthropy: Businesses can identify ways to establish a strategic link between social investments and their core strategies to increase the likelihood that such activities will be sustained and able to reach scale. 

4. Advocacy and Public Policy Engagement: Businesses can seek to engage governments (national, regional, or local) on relevant issues that protect competitiveness and drive opportunities, while working toward the objectives of Sustainable Energy for All. 

Sustainable Energy for All provides a platform to address global financial, social, and environmental concerns associated with energy. Ultimately, in working toward the achievement of the three objectives of the initiative—energy access, energy efficiency, and increased 

• Showcasing innovation

• Collaborating to increase transparency • Improving community involvement

• Engaging stakeholders 

• Contributing to policy agendas

• Protecting “License to Operate”

• Integrating risk management activities

• Diversifying business model and operations 

use of renewables—businesses also have significant opportunities to drive sustainable value. Especially important are four value levers related to revenue growth, cost reduction, brand enhancement, and risk management. 

Which Actions Will your Company Take to Drive Value? 

The particular actions a company chooses to drive business value depend on a range of factors: its unique attributes and energy characteristics; its business model, corporate strategy and consumer base; and external factors such as level of regulation and economic context. 

Sustainable Energy for All 

The Ten Principles of the UN Global Compact

Corporate sustainability starts with a company’s value system and a principled approach to doing business. This means operating in ways that, at a minimum, meet fundamental responsibilities in the areas of human rights, labour, environment and anti-corruption. 

Responsible businesses enact the same values and principles wherever they have a presence, and know that good practices in one area do not offset harm in another. 

By incorporating the Global Compact principles into strategies, policies and procedures, and establishing a culture of integrity, companies are not only upholding their basic responsibilities to people and planet, but also setting the stage for long-term success. 

The UN Global Compact’s Ten Principles are derived from: the Universal Declaration of Human Rights, the International Labour Organization’s Declaration on Fundamental Principles and Rights at Work, the Rio Declaration on Environment and Development, and the United Nations Convention Against Corruption.

Human Rights

Principle 1: Businesses should support and respect the protection of internationally proclaimed human rights; and

Principle 2: make sure that they are not complicit in human rights abuses. 

Labour

Principle 3: Businesses should uphold the freedom of association and the effective recognition of the right to collective bargaining;

Principle 4: the elimination of all forms of forced and compulsory labour;

Principle 5: the effective abolition of child labour; and

Principle 6: the elimination of discrimination in respect of employment and occupation. 

Environment

Principle 7: Businesses should support a precautionary approach to environmental challenges;

Principle 8: undertake initiatives to promote greater environmental responsibility; and

Principle 9: encourage the development and diffusion of environmentally friendly technologies. 

Anti-Corruption

Principle 10: Businesses should work against corruption in all its forms, including extortion and bribery.

Source: United Nations Global Compact

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United Nations Sustainable Development Goals & Best Practices-Joshua D. Mosshart

GOAL 1

End poverty in all its forms everywhere.

Best Practice

Nicaraguan Network of Community Commerce - Red Nicaragüense de Comercio Comunitario (RENICC) The Nicaraguan Network of Community Commerce (RENICC) is a national network composed of 62 organizations that include cooperatives, networks of rural women and female entrepreneurs, consumer networks, and non-governmental organizations (NGOs) dedicated to agriculture and crafts activities. 

RENICC works to create political and economic lobbying opportunities to encourage the adoption of laws and alternative commercialization channels into public policy. The network alsocoordinates efforts in 18 farmers’ markets where more than 500 women currently sell their products directly to the public. 

The main areas of work for RENICC are social economy, food security, rural women’s access to land, free trade agreements, and theefficacy of development cooperation.

Partners: Cooperatives, non-governmental organizations (NGOs), rural women networks, female entrepreneur networks.

GOAL 2

End hunger, achieve food security and improved nutrition and promote sustainable agriculture.

Best Practice

Local, Year-round Sustainable Agriculture is a start-up initiative dealing with proven technological advancements in sustainable agriculture for adoption into local communities worldwide. It focuses on renewable, low energy input / high output systems that are resilient to the effects of severe weather, pests, grid failure, and nuclear fallout. 

The initiative will result in local food safety and security, water quality improvement and conservation, zero toxic waste output, and high quality, nutrient-dense fresh fruits and vegetables. This initiative also proposes to provide, education on symbiotic relationships, research opportunities, employment, and education on the importance of biodiversity, ecology, sustainability, and connection to the earth.

Partners: Yhcrana Organics, CY-OP, Inc., Wye Marsh Wildlife Centre, We Are The Villagers

GOAL 3

Ensure healthy lives and promote well-being for all at all ages.

Best Practice

The Voluntary Association of Agriculture, General Development, Health and Reconstruction Alliance (VAAGDHARA) will create and nurture vibrant partnerships with community institutions working on behalf of the poor in tribal regions of western India, with the aim of inculcating appropriate scientific and indigenous technology and knowledge to achieve sustainable livelihoods and realization of true childhood for their children.

In order to achieve the sustainable development goals by 2030, VAAGDHARA has a strategy to promote and nurture vibrant institutions working on behalf of the poor such as self-help groups (SHG), SHG federations, farmer producer organizations, etc., who will be sensitive towards child development and can also work on livelihood, education, health, and nutrition. These institutions will be the key for the sustainability of interventions. 

VAAGDHARA will play the role of a catalyst and facilitator for institutions and networks of communities in remote and resource fragile regions so they start their journey towards sustainable development.

Partners: VAAGDHARA, community-based organizations, federations.

GOAL 4

Ensure inclusive and equitable quality education and promote lifelong learning opportunities for all.

Best Practice

Global Education First Initiative (GEFI) Despite the urgent need for investments in education and their clear returns, progress on education has stalled in recent years.

The cost of leaving millions of children and young people on the margins of society is far greater than the funds required to jump-start efforts to reach international goals for education, which had shown considerable promise. 

The Education First initiative aims to accelerate progress towards the Education for All goals and the education-related Millennium Development Goals by: 1) Rallying together a broad spectrum of actors for the final push to 2015; 2) Putting quality, relevant and transformative education at the heart of the social, political and development agendas; and 3) Generating additional and sufficient funding for education through sustained global advocacy efforts global movement for education - by 2015 and beyond.

Partners: Partners include UNDP, UNFPA, UNICEF, UN Women, UN Special Envoy for Global Education, World Bank, Global Partnership for Education, Educate A Child, Education International, Global Campaign for Education as well as philanthropic and business institutions.

GOAL 5

Achieve gender equality and empower all women and girls.

Best Practice

The GIRLS! Project utilizes a public health approach to early grade literacy as a tool to reduce the social determinants of health such as poverty, education and health inequities, and gender discrimination. GIRLS! Project provides new books that meet common core standards to girls in targeted age ranges from birth to third grade/class three.

The GIRLS! Project approach improves core foundational skills in the four areas of the English language (reading, writing, listening, and speaking), Braille books and materials are provided for visually impaired girls. 

Guided reading workshops and “15 Minutes Read Aloud Moments” are conducted to improve comprehension and oral reading fluency (ORF) in third grade/class three. Group reading instruction provides differentiated teaching that supports early grade reading proficiency. The GIRLS! Project approach promotes differentiated instruction to allow girls to focus on their specific needs and accelerate their progress.

Partners: Schools Without Borders, Inc.

GOAL 6

Ensure availability and sustainable management of water and sanitation for all.

Best Practice

The establishment of a Mediterranean Water Knowledge Platform is a prerequisite to the development of sustainable policies for integrated water resources management and climate change adaptation. The platform aims to provide a common basis for the development of national water information systems in four pilot countries, and to deliver an assessment of water resources management and use (i.e., drafting of a white paper) by collecting and exploiting data of these systems. 

It will allow for an evaluation of best practices, joint management of transboundary resources, and follow-up on regional or sub-regional projects and policies in the Mediterranean region, all on a voluntary basis.

Partners: International Office for Water, Institut Méditerranéen de l’Eau, Euro-Mediterranean Water Information System (EMWIS), Mediterranean Network of Basin Organisations, United Nations Environmental Programme Mediterranean Action Plan (UNEP-MAP), Arab League Center for Water, Ministry of Water and Irrigation (Jordan), Ministry of Energy and Water (Lebanon), Ministry of Energy, Mines, Water and Environment (Morocco), Ministry of Agriculture and water resources (Tunisia).

GOAL 7

Ensure access to affordable, reliable, sustainable and modern energy for all.

Best Practice

Solar Empowered Schools is an initiative that uses sustainable energy to improve academic performance in primary and secondary rural schools in Africa by providing students who lack access to electricity with solar lanterns so that they can extend their study time.

Solar Empowered School (SES) identifies schools located in rural communities around Africa that are hindered by availability of artificial lighting. SES then distributes solar lanterns to students, and trains them on how to improve their academic performanceand on how to maintain the lanterns given to them. 

Training on improving study habits is held in the communities where the lanterns are distributed, and it teaches children how to improve their academic performance by reading extra hours in the evening. SES harnesses the “mentor-your-junior” model to facilitate learning from the community’s brightest student to ensure the rest are well brought up.

Partners: Africa Sustainable Energy Association, Nigeria Alternative energy Consortium, Southern Africa Alternative Energy Association.

GOAL 8

Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all.

Best Practice

Bridge Initiative for Youth Employment

The Bridge Initiative envisions a world where all youth are active participants of the social and economic development through relevant education and decent work. To achieve this, the initiative will focus on Sub-Saharan African countries, starting with the Democratic Republic of Congo, by conducting research projects on the skills, education and opportunity gaps dividing youth from the job market. 

Evidence-based interventions will then be implemented in the form of training and education opportunities, skills development on workplace behaviours and entrepreneurship, and volunteer and internships placements with partner organizations in order to increase youth employability.

Partners: Young African Leaders Initiative, Congo Leadership Initiative, United States Department of State, SNV (Netherlands Development Organization, DRC), United Nations Volunteers, Clinton Global Initiative.

GOAL 9

Build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation.

Best Practice

CIFAL Global Network: Supporting Local Actors to Achieve Sustainable Development

The United Nations Institute of Training and Research (UNITAR) is the UN training arm for social and economic development, environmental services and multilateral diplomacy. The Global Network of International Training Centres for Local Actors (CIFAL) are hubs for capacity building and knowledge sharing between government authorities, international organisations, the private sector and civil society. UNITAR and its affiliated global network, CIFAL, organise around 400 training activities yearly, reaching out to some 25,000 beneficiaries.

For its local development work, CIFALs use the knowledge management methodology that consists of various processes of self-assessment, distillation and transmission of experiences and good practices in order to improve the performance of an organization. It also includes several tools that provide a common language for the evaluation, exchange, and adaptation of the experiences shared by participating cities, as well as a roadmap for action and progress. 

The process aims at optimizing peer learning between local government officials and key stakeholders. Participants share knowledge, experiences, good practice and lessons learned, in order to build a strategic action plan integrating international conventions into local development programmes.

Partners: United Nations Institute of Training and Research (UNITAR), Federation of Industries of the State of Parana (Brazil), Airport Group of the South of Mexico (ASUR), International Peace Foundation (ROK), Kuala Lumpur City Hall Training Institute (Malaysia), Regional Cooperation Office for City Informatization (China), Moray Council (Scotland), Municipality of Plock (Poland), City of Antwerp (Belgium), Municipality of Ouagadougou (Burkina Faso), E-thekwini Municipality (South Africa), Decentralized Government of the Province of Pichincha (Ecuador), Ministry of Interior and Local Authorities (Algeria), Vice presidency of the Republic of El Salvador, Kennesaw State University (USA).

GOAL 10

Reduce inequality within and among countries.

Best Practice

The goal of this initiative is to strengthen capacities of citizen groups and government to work together in order to enhance quality of public services delivered to citizens. It seeks to give voice to the needs and concerns of all citizens on the deliveryand quality of public services. Africa Youth Movement (AYM) will facilitate the implementation, guidance and supervision by a steering committee formed of representatives of citizens,government, and civil society. 

AYM will be responsible for the coordination and provision of capacity development, training, technical guidance and support to partners to ensure effective and efficient implementation of the initiative.

Partners: APRM, IGAD, AU, youth organizations, youth clubs, Civic organizations, youth networks, UNDP, Africa Governance Initiative, Mo Ibrahim Foundation, UN Youth, governments Sector Ministries, Network of Social Accountability Associations, Global partnership for Social Accountability, World Bank, DFID, African youth, universities, research institutes, politicians, elected councils.

GOAL 11

Make cities and human settlements inclusive, safe, resilient and sustainable.

Best Practice

Upgrading the Slums in Abuja, Nigeria

The United Nations Human Settlements Programme (UN-Habitat) in Nigeria has stated that about 80 million Nigerians, representing 79 per cent of the population, are living in slums.

The growth of informal settlements around the Federal Capital Territory (FCT) has largely been as a result of inadequate and non-affordable housing. The challenge of securing land tenure for the teeming populace, the high cost of building materials, inaccessible mortgage mechanisms for the poor as well as the high rents of urban accommodation has been responsible for many of the city’s suburban slums. 

This partnership aims to support the development of human settlements around Abuja by transforming slums and unhealthy environments through collaboration. There is adequate arrangement for transfer of capacity and technology by involving slum dwellers actively in all stages of the project. 

Initiative for the Support and Promotion of Human Shelter (ISPHS) is also creating a link between slum dwellers and civil authorities as well as relevant stakeholders, for proper engagement.

Partners: Initiative for the Support and Promotion of Human Shelter (ISPHS), Federal Ministry of Land, Housing and Urban Development, Shack and Slum Dwellers Association, Nigeria, Gwagwalada Concern Youth Forum, Lugbe Community Development.

GOAL 12

Ensure sustainable consumption and production patterns.

Best Practice

The sustainability literacy test (SULITEST) is an online multiple choice question assessment that evaluates, in 30 minutes, the minimum level of knowledge in economic, social and environmental responsibility, applicable all over the world, in any kind of higher education institution (HEI), in any country, for students from any kind of tertiary-level course (bachelors, masters, MBAs, PhD).

All of the questions in this assessment will ensure that future graduates have basic knowledge on sus-tainable development and both individual and organisational sustainability and responsibility. For this purpose, the scope of this assessment covers 2 types of question:

1) Questions on challenges facing society and the planet i.e. general knowledge on social, environmental and economic issues, basic understanding of the earth e.g. water and carbon cycles, greenhouse effect, etc.

2) Questions on an organisation’s responsibility in general and on corporate responsibility in particular i.e. questions on practices for integrating social responsibility throughout an organisation, and questions on the responsibility of individuals as employees and citizens.

Partners: Senior Advisors: UNESCO, UNDP, UNEP, UN DESA, UN PRME, ULSF, CEEMAN, MEDIES, GRLI, ARIUSA, AMFORHT, HEASC, WFCP, GUPES, IDDRI, IAU, Copernicus alliance; Regional-National Expert Committee: RAUSA, ACTS, PRME Chapter Brazil, CGUN, Red Campus Sustentable, RCFA, REDIES, RAUDO, PRME national Chapter for Middle East and North Africa, CGE, CPU, REFEDD, CIRSES, HKSCC, APSCC, CAS-Net JAPAN, CRUI,INAECU, PRME national Chapter UK & Ireland, EAUC, AASHE, DANS; Partners Council: ONET, LVMH, CGE, Kedge, University of Paris Seine, Grenoble Ecole. de Management, EAUC, PRME national Chapter UK & Ireland, University of Gothenburg, Des Enjeux et des Hommes.

GOAL 13

Take urgent action to combat climate change and its impacts*

Best Practice

Paris Pact on Water and Adaptation to Climate Change in the Basins of Rivers, Lakes, and Aquifers 

The purpose of this “Paris Pact” is to provide recommendations of actions that should be undertaken without delay at the most relevant scale for water management adaptation to climate change – i.e., the basins of lakes, rivers, and aquifers. The Pact also calls for actions of basin organizations and other relevant institutions (e.g., governments, international organizations, donors, local authorities, civil society and companies). Such actions will contribute to reach target 6.4 to 6.b of the SDGs.

The “Paris Pact” synthesizes the already existing solid knowledge base on adaptation for climate change in basins, and in particular:

• A platform of experience sharing between pilot projects on climate change adaptation in transboundary basins

• A book collecting examples of experiences and good practices for climate change adaptation in transboundary basins (both developed by the International Office for Water and its partners - UNECE among others).

Partners: International Network of Basin Organizations (INBO) with the support of its regional com-ponents (ANBO, LANBO, CEENBO, MENBO, EURO-INBO, NANBO, EECCA-NBO, and other core partners, including UNECE, the World Bank and UNESCO.

GOAL 14

Conserve and sustainably use the oceans, seas and marine resources for sustainable development.

Best Practices

Our Oceans Challenge

The Our Oceans Challenge (OOC) partner network consists of influential companies committed to generating innovative business models that promote clean and healthy oceans, not only by providing financial support but by sharing expertise and know-how with entrepreneurs and start-ups.

OOCC provides an online co-creation platform for entrepreneurs, offshore experts, scientists and those who care for the oceans to share and enrich ideas for a clean and healthy ocean.

After a selection made by our partners, OOC provides the means to realize these ideas by connecting entrepreneurs and start-ups with corporations their financial resources and expertise, thus shortening the time to market of ocean ventures while tackling some of our most pressing environmental and social challenges.

Partners: Heerema Marine Contractors, Energy research Centre of the Netherlands (ECN), KPMG, Outside, Inc., Willteco, Innovation Factory, NIBC Direct, VU University Amsterdam, World Ocean Council, Jules Dock.

GOAL 15

Protect, restore and promote sustainable use of terrestrial ecosystems, sustainably manage forests, combat desertification, and halt and reverse land degradation and halt biodiversity loss.

Best Practice

Ibis Rice Initiative

Ibis Rice was launched in 2009 to promote and market wildlife- friendly rice grown in the communities located in areas protected for their biodiversity value in Cambodia. Its work links wildlife conservation to improving livelihoods of villagers whose opportunities are limited by the constraints of living in a remote area with little opportunity to expand their farms and limited market access. 

Ibis Rice buys paddy at a premium from village marketing networks, whose members are made up of farmers who are often not food secure and rely on forest resources for income. Ibis Rice has worked to market wildlife-friendly produce that is produced by local communities in the Northern Plains.

Target buyers include domestic tourist hotels and restaurants, food retailers and potentially, international markets.

Partners: Wildlife Conservation Society (WCS), Sansom Mlup Prey , Accounting for International Development (AfID) , Wildlife Friendly Enterprise Network.

GOAL 16

Promote peaceful and inclusive societies for sustainable development, provide access to justice for all and build effective, accountable and inclusive institutions at all levels.

Best Practice

National Coordination on the Implementation of SDGs (NACOS INITIATIVE)

The NACOS initiative seeks to ensure that there is a coherent, coordinated, and all-inclusive participatory approach to the effective localization, implementation, and coordination of the Agenda 2030. It is through such initiatives that the agenda will be effectively realized.

The first stage of the initiative has been the setting of the stage for implementation by the “Beyond 2015 Campaign”, which has for three years built momentum for implementation by engaging all relevant stakeholders, especially those most affected by poverty in awareness building and participation. 

In Zimbabwe this step has been concluded through the successful establishment of the Beyond 2015 Zimbabwe National Hub, the building of public-private partnerships, and the launching of the NATIONAL COORDINATION OF THE IMPLEMENTATION OF SDGs (NACOS).

The final step of the first phase has been the formation of partnership frameworks leading to the development of a concept paper and a full project proposal with a comprehensive implementation and action plan. This last step has been carried out but the process of scoping and creating new partnerships

is an ongoing process that will take place throughout the life of the project. This step will be concluded by a launch meeting for continued work for the implementation period of 2016 – 2030 after the 70th session of the United Nations’ General Assembly.

Partners: Save Matabeleland Coalition, Beyond 2015 Zimbabwe, Regional Centre for Social Responsibility (RCSR), Footnote Consultancy, Stop to Start International, Habakkuk Trust.

GOAL 17

Strengthen the means of implementation and revitalize the global partnership for sustainable development.

Best Practice

The Global Partnership for Sustainable Data is global network of governments, NGOs and businesses working together to strengthen the inclusivity, trust and innovation in the way that data is used to address the world’s sustainable development efforts. It works to bring the resources of national govern-on the world’s development data poverty.

Official statistical systems are the building block for understanding poverty and how to address it. The global partnership seeks to map data gaps at a national level, the channel funding to strengthen those systems. 

Thus, the partnership aims to bring the best data, analytical skills and ideas to solve data problems - from using satellites capture to monitor agriculture efforts, to citizen engagement tools to understand sanitation requirements in villages in remote parts of the world. 

It works to ensure thatgovernments are given the tools they need to ensure they leave no-one behind in these development efforts.

Partners: Global network of governments, NGOs and businesses working together.

Cleantech Grants Mission is to facilitate grant funding for innovative clean technologies that enable solutions for the 17 Sustainable Development Goals. 

Through public, private, partnerships we license transfer this knowledge to aid in the United Nations efforts. 

Our goal is economic empowerment for the " Bottom of the Pyramid" and support basic human rights for all! 

Source: United Nations

Joshua D. Mosshart MSFS, CHFC, CASL, CLU