10
SDG’s 5 P approach (including Peace and
Partnerships) in order to apply their technical
expertise. The working groups then came
together in plenary discussions to integrate their
perspectives toward a set of indicators that would
help Baltimore track progress toward the global
targets. SDG partners were also provided ways to
promote the SDGs within their networks. This
included:
1. Attending any of the convenings of the SCIBaltimore process and use #SDGBaltimore to
broadcast via social media how those discussions related to the SDGs.
2. Taking the “Which Goals Are You?” Quiz
3
to
help working group members personalize
their understanding of SDG priorities and
then using this information in organizational
discussions, community consultations, and
other public events.
3. Informing the project team and the SDG-ET
of additional community-based forums that
working group members could attend or
should be present at to further raise awareness
about the SDGs and the SCI-Baltimore
process.
2.3.3 Expanding Inclusion Through
“Listening-to-the-Listening”
For sustainable development efforts in Baltimore
to be truly inclusive, the project team determined
to expand its engagement effort by integrating the
SCI-Baltimore initiative into the many community initiatives underway in the city. In the spring
of 2015, Baltimore experienced the ramifications
of civil unrest in ways not experienced since
1968. Consequently, Baltimoreans entered into a
period of soul-searching and reform-minded discussion – formally, informally, and via social
media. With a non-incumbent mayoral election,
various constituent organizations had been focus3 “Which Goals Are You?” is an interactive quiz for users
to better understand which of the 17 Global Goals they
may be most passionate about. http://employers.globalgoals.org/
ing in 2016 on the preparation of key priorities to
ensure that new leadership be informed of and
responsive to communities’ needs. Several local
convenings were underway or are being planned,
and so rather than creating a wholly separate process for the SCI-Baltimore initiative, the project
team determined it would be more effective and
efficient to connect SCI-Baltimore to these ongoing discussions. This approach allowed SCIBaltimore to promote a coordinated effort that
built on community concerns and priorities
voiced in real time. This effort became known as
a “listening-to-the-listening” approach to community engagement. To put this idea into action,
SDG partner organizations compiled a list of
community initiatives that SCI-Baltimore could
link to and work alongside. In many case, given
its role as the local data intermediary, BNIA staff
were already involved in these ongoing
processes.
The project team connected with these community initiatives and attended associated events
scheduled to take place in Baltimore. Working
group members were also provided a running calendar of events so that they could participate and
help raise awareness about the SDI-Baltimore
initiative. Those who attended the events were
tasked with documenting data on local development concerns, priorities, targets, and indicators
that they heard and mapping those to the SDGs.
Information from these community initiatives
helped inform the project team’s effort to take
stock of existing city plans.
The “listening-to-the-listening” approach
benefited the SCI-Baltimore effort by enabling
the team to record and synthesize the diverse
community concerns and desires being articulated by the public. The set of proposed indicators compiled for Baltimore also captured the
sentiments of this synthesis.
2.3.4 Update to Baltimore’s
Sustainability Plan
Perhaps the most important and most similar
concurrent effort was the update to the city’s
2009 Sustainability Plan, which coincidentally
S. D. Iyer
SDG’s 5 P approach (including Peace and
Partnerships) in order to apply their technical
expertise. The working groups then came
together in plenary discussions to integrate their
perspectives toward a set of indicators that would
help Baltimore track progress toward the global
targets. SDG partners were also provided ways to
promote the SDGs within their networks. This
included:
1. Attending any of the convenings of the SCIBaltimore process and use #SDGBaltimore to
broadcast via social media how those discussions related to the SDGs.
2. Taking the “Which Goals Are You?” Quiz
3
to
help working group members personalize
their understanding of SDG priorities and
then using this information in organizational
discussions, community consultations, and
other public events.
3. Informing the project team and the SDG-ET
of additional community-based forums that
working group members could attend or
should be present at to further raise awareness
about the SDGs and the SCI-Baltimore
process.
2.3.3 Expanding Inclusion Through
“Listening-to-the-Listening”
For sustainable development efforts in Baltimore
to be truly inclusive, the project team determined
to expand its engagement effort by integrating the
SCI-Baltimore initiative into the many community initiatives underway in the city. In the spring
of 2015, Baltimore experienced the ramifications
of civil unrest in ways not experienced since
1968. Consequently, Baltimoreans entered into a
period of soul-searching and reform-minded discussion – formally, informally, and via social
media. With a non-incumbent mayoral election,
various constituent organizations had been focus3 “Which Goals Are You?” is an interactive quiz for users
to better understand which of the 17 Global Goals they
may be most passionate about. http://employers.globalgoals.org/
ing in 2016 on the preparation of key priorities to
ensure that new leadership be informed of and
responsive to communities’ needs. Several local
convenings were underway or are being planned,
and so rather than creating a wholly separate process for the SCI-Baltimore initiative, the project
team determined it would be more effective and
efficient to connect SCI-Baltimore to these ongoing discussions. This approach allowed SCIBaltimore to promote a coordinated effort that
built on community concerns and priorities
voiced in real time. This effort became known as
a “listening-to-the-listening” approach to community engagement. To put this idea into action,
SDG partner organizations compiled a list of
community initiatives that SCI-Baltimore could
link to and work alongside. In many case, given
its role as the local data intermediary, BNIA staff
were already involved in these ongoing
processes.
The project team connected with these community initiatives and attended associated events
scheduled to take place in Baltimore. Working
group members were also provided a running calendar of events so that they could participate and
help raise awareness about the SDI-Baltimore
initiative. Those who attended the events were
tasked with documenting data on local development concerns, priorities, targets, and indicators
that they heard and mapping those to the SDGs.
Information from these community initiatives
helped inform the project team’s effort to take
stock of existing city plans.
The “listening-to-the-listening” approach
benefited the SCI-Baltimore effort by enabling
the team to record and synthesize the diverse
community concerns and desires being articulated by the public. The set of proposed indicators compiled for Baltimore also captured the
sentiments of this synthesis.
2.3.4 Update to Baltimore’s
Sustainability Plan
Perhaps the most important and most similar
concurrent effort was the update to the city’s
2009 Sustainability Plan, which coincidentally
S. D. Iyer