LOCAL INDICATORSFOR THE 2030 AGENDA(SUSTAINABLE
DEVELOPMENT GOALS)Contents
1 ACHIEVING GLOBAL GOALS AT A LOCAL LEVEL ................................................................................. 2

1.1 What are the sustainable development goals (SDGs)? ...................................................... 2
1.2 SDGs and local boards ...................................................................................................... 3
1.3 Key messages: monitoring as part but also a catalyst for a broad SDG policy ................... 4
2 INDICATORS WHAT ARE WE TALKING ABOUT?................................................................................... 5

2.1 What are indicators? .......................................................................................................... 5
2.1.1 Types of indicators ...................................................................................................... 5
2.1.2 Quantitative and qualitative indicators ......................................................................... 7
2.2 Local indicators for the SDGs............................................................................................. 7
2.2.1 Chart ........................................................................................................................... 8
2.2.2 Refine and customise based on the needs of the administration ................................. 9
2.2.3 Timing ......................................................................................................................... 9
3 GETTING STARTED ................................................................................................................................ 10

3.1 Step 1: Create a link between the multi-annual plan and the SDGs ................................. 10
3.1.1 Select the goals you want to monitor ......................................................................... 11
3.2 Step 2: Think about the structure of your process ............................................................ 11
3.3 Step 3: Choose the appropriate indicators ....................................................................... 13

3.3.1 Linking Policy-themes to the SDGs ........................................................................... 14
3.3.2 Example of lack of opportunities ................................................................................ 16
3.3.3 Example of the comprehensive nature of the SDGs .................................................. 16
3.4 Step 4: Data collection ..................................................................................................... 17
3.4.1 Analysing and interpreting the data ........................................................................... 17
3.4.2 Example data collection ............................................................................................. 18
3.5 Step 5: Report .................................................................................................................. 18
3.5.1 Excel report in Harelbeke .......................................................................................... 19
3.5.2 Swing mosaic as starting point in Willebroek ............................................................. 21
3.5.3 Microsoft Power BI (free version) ............................................................................... 22
3.6 Step 6: Assess the completed process ............................................................................ 22
4 KEYS TO SUCCESS ................................................................................................................................ 23

4.1 Committing employees to your story ................................................................................ 23
4.2 Promote ........................................................................................................................... 24
5 RECOMMENDED LITERATURE ............................................................................................................. 25
6 ANNEXES................................................................................................................................................. 26

6.1 Annex 1. Substantive overview of 17 sustainable development goals .............................. 26
6.2 Annex 2. Internal and external partners per SDG ............................................................. 28

Accompanying Excel document
This manual regularly refers to an accompanying Excel document in which the SDGs indicators aredescribed in more detail.
In other words, the manual and the Excel document must be read in conjunction.

Does your administration use indicators that are currently not included in the SDG indicators set,but that could be part of the SDGs framework? Be sure to let us know at internationaal@vvsg.be!

This document was drawn up by Idea Group, commissioned by and in collaboration with VVSG vzw (Association of Flemish Cities andMunicipalities).
Bart Van Herck
Senior Advisor IDEA

Jozef II street 40, box 11000 Brussels

Valentijn Vanoeteren
Consultant IDEA

T: +32 2 282 17 10
F: +32 2 282 17 15

Katrin Janssen
Consultant MONDEA

2

info@mon-dea.be
www.mon-dea.be1 ACHIEVING GLOBAL GOALS AT A LOCAL LEVELThis first chapter will discuss the sustainable development goals (SDGs) and how you, as a local
administration, can contribute to them.

1.1 What are the sustainable development goals (SDGs)?
In September 2015, all 193 member states of the United Nations, including Belgium, approved the 2030
Agenda for Sustainable Development. This agenda contains 17 sustainable development goals (SDGs).
The goal is to achieve sustainable development worldwide by 2030, with fair attention being paid to: People Planet
 Prosperity
 Peace Partnership
Seventeen goals have been formulated within these five pillars (see the following image, as well as Annex1), which have been set out in 169 sub-goals. This 2030 Agenda for Sustainable Development addresses
all global actors – governments, companies, educational institutions, associations and individual citizens –to jointly achieve these goals.

21.2 SDGs and local boards
The Association of Flemish Cities and Municipalities (VVSG) works with local
authorities to translate the sustainable development objectives at the local level. To
this end, VVSG offers promotional materials and tools and disseminates practicalexamples at a municipal level. In 2017, VVSG started with a pilot project in which it
worked with a test group of 20 local administrations to determine how the SDG agenda
can be integrated into the municipal policy and the local multi-annual plans. All tools
and recommendations arising from this project will be made available on the VVSG
website.
In January 2018, an inspiration memo was completed on the integration of the SDGs into the local
environmental analysis (and the administrative policy memoranda), illustrated with actual examples fromthe pilot municipalities. The environmental analysis is an outline of the municipal context concerning various
themes, such as demography, mobility, work and co-existence. The environmental analysis is mainly basedon figures and is part of the policy planning process of the Flemish municipalities in relation to local
elections. Any policy proposals made by the administration are usually included in the administrative
memorandum.
The next step is the new multi-annual plan. SDGs can also play an important role in this, for example, bymeans of indicators. The Association of Flemish Cities and Municipalities has developed a set of local SDG
indicators, which are accompanied by this manual. We describe how we can use indicators to monitor how
municipal actions and objectives contribute to achieving the SDGs.

Choosing for the SDGs is not uncomplicatedAdministrations that really want to work on the SDGs choose for an interesting but also tough challenge,
both substantively and in organisational terms. The SDGs are not something you can address on a whim.
Monitoring the efforts and the achieved results using indicators is part of this structural approach.
Choosing for SDGs means: a long-term commitment;
 a story in which you, as the administration, work together with citizens, organisations and otherstakeholders; a comprehensive policy on sustainable development, for example, choosing to focus on renewableenergy but investing in a bank which invests strongly in fossil fuels, is a troublesome story;
 ensuring a comprehensive approach in which themes and actions are studied in their context andmunicipal departments work together.

3

1.3 Key messages: monitoring as part but also a catalyst for a broad SDG policy
This manual focuses on monitoring the SDGs using indicators.
Monitoring is an important aspect, but naturally also part of a broader SDG policy. Not all information canbe quantified. Achieving the SDGs is primarily about taking specific initiatives and making employees andcitizens aware of this global ambition.
Indicators are only one way of monitoring the contribution to the SDGs. Other interesting methods may be
the use of the VVSG circle exercise, as part of which you identify or ‘map’ the contribution to the SDGs ina qualitative manner. You can also include the SDGs in the vision of your municipality. Also be sure toconsider sustainable development when drawing up your multi-annual plan. Create an SDG impact analysis
to determine the priorities of your administration. Use the SDGs check for your goal tree and action plans.
A qualitative, comprehensive policy for sustainable development with an intersectoral approach is key inthis respect.

Key messages
To achieve the best possible effect with the monitoring, we recommend deploying it broadly, which means: Use the SDGs as a lever for a more transversal approach within the administration;
 When choosing indicators, remember that each goal can be translated internally (the own organisation),externally (the citizens), and globally (European and international partnerships); If possible, unravel the collected data at a sufficiently detailed level (broken down by target groups,
neighbourhoods, etc.) to develop a policy that is as focused as possible;
 Do not only decide what you want to achieve, but always pay attention to the way to do this. Improving
the quality level of homes is one thing, but we also want to use sustainable materials for this. Focusing
on economic growth is important, but also take social and ecological aspects into account. In otherwords, choose for sustainable approaches as much as possible when achieving the goals.

42 INDICATORS WHAT ARE WE TALKING ABOUT?
You can use indicators to monitor the SDGs within your administration. This chapter explains what we meanby this and which indicators are most suitable.

2.1 What are indicators?
Each administration has ambitions. These ambitions are translated into goals. Goals are converted into
actions by deploying people and resources. Finally, the administration wants to know whether these actions
were successful and if the goals have been achieved.
The following image shows the ‘intervention logic’ outlined above. The different sections are followed bydifferent types of indicators, which we will explain in the next paragraph.
Image 1: the relationship between goals, resources and results

2.1.1 Types of indicators
The intended results of the policy are measured using indicators. For example: if the administration wants
people to become more active, it can monitor this by tracking the number of members of sports clubs, or5

by monitoring the figures on sports participation in the municipal monitor (percentage of citizens practisinga sport at least weekly).

We distinguish four types of indicators, based on their nature: Context indicators: these indicators describe the context in which a local administration works. These
are situations and developments over which the local administration can only exert a small amount ofcontrol. Examples are poverty figures, employment rates in the municipality, the composition of the
population, etc. Nevertheless, it is important to monitor these indicators, as they are ultimately thedomains we want to change.
 Input indicators: these indicators provide information about the people and resources that are used
to achieve a certain goal or action. Classic input indicators are the financial resources used for a certain
action or goal, or the number of employees.
 Process indicators: these indicators provide information about the organisation or the approach ofan action or measure. Examples are waiting times at the reception, the turnaround time of anenvironmental permit, or the involvement of citizens in an action.
 Impact indicators: these indicators measure the impact (of a strategic goal), the result (of an
operational goal), or the output of an action. In other words, we measure the impact at different levels
in line with the hierarchy of the multi-annual plan: actions and action plans, operational and strategic
goals.
To provide an example: we will apply the classification below to the second development goal: “End hunger,
achieve food security, improve food, and promote sustainable agriculture”.

OutputOutput (level of the action): the number of food parcels distributed in themunicipality

ResultResult (level of operational goal): malnutrition in the elderly or underweightchildrenImpactImpact (level of strategic goal): improving the health of our citizens

A lot of indicators we propose in this manual to monitor the SDGs are the environmental indicators or impact
indicators. The SDGs are mainly aimed at less poverty, better health, better climate... The efforts of themunicipality will only partially affect these environmental factors, but it is still important to monitor these
global developments.
Output indicators are also used, such as the number of distributed food parcels, water and energy
consumption, or the commitment to the Covenant of Mayors (climate). These are indicators that are more
directly addressable by the municipality.

62.1.2 Quantitative and qualitative indicators
Remember that indicators are not necessarily figures. Indicators can be quantitative (figures) or qualitative.
We propose using a combination of both to monitor the SDGs.
Qualitative indicators could be the level of innovation within the administration, the level of cooperation withcitizens and organisations within the municipality, the efforts put into raising awareness of fair trade, etc.
These can be ‘measured’ during a work session with civil servants, with politicians, and/or with otherstakeholders.

2.2 Local indicators for the SDGs
The United Nations formulated one or more indicators for each of the 169 sub-goals of the SDGs.1 These
global indicators are not linearly applicable or available at the level of each Flemish municipality. In otherwords, they need to be converted to allow a municipality to monitor the progress of the SDGs.
Applying the SDGs to the local administrative context in Flanders led to a set of 205 indicators. These
indicators were selected based on the following criteria:
 Relevance for local Flemish authorities: not all sub-goals from the UN framework are relevant for
Flemish municipalities. Some sub-goals have no proposed indicators, as they are mainly aimed atcountries of the global South.2
 Level of impact of the local authority: some goals are a semi-exclusive power at the Flemish or
Federal level. The municipality has almost no control over them. We have selected a number ofindicators in domains that can be influenced by local policy.
 Availability of data: we have selected indicators for which data are generally easily available. This
reduces the additional administrative burden and increases the chance that administrations will actuallywork on monitoring their SDG contribution.
Information can be supplemented by the local authorities if no accredited central data are available for
specific SDG (sub-) goals. The proposed indicators (the Excel file) already contain a number of these
indicators, such as the production of residual waste, PMC (low-density polyethylene plastic, metal andcartons), paper and cardboard, organic waste, expressed in kilograms by the municipality.
The proposed list contains a number of indicators for which data are only available at the level of thecentral cities. This will always be indicated in the Excel table.

1 List with indicators drawn up by the United Nations.
2 These sub-goals are relevant for municipalities with an international partnership.

7 Link with indicators at the Flemish, Belgian or global level: the SDGs are goals that demand global
attention. We prefer indicators that also give an idea of the situation at a local, Flemish, national or
global level. This links allows for better reports for the Flemish and Federal level and for the UN.

Please note: We have selected several indicators for some sub-goals. The administration can use them all, or makea selection;
 Twenty-eight indicators are used for different sub-goals, the so-called cross-thematic indicators.
 Administrations using indicators have a permanent monitoring system. This makes it easy to carry out
an environmental analysis which is available at all times.

2.2.1 Chart
A basic set of 205 indicators is a lot. It allows your municipality to select the indicators that best match thegoals, action plans and actions that the administration wants to monitor.
We have developed a chart with 54 basic indicators to help administrations. They together cover the 17
SDGs. One to 5 indicators are used for each sustainable development goal. We have chosen for
representative indicators that together give a clear idea of the SDGs as a whole, which data are usuallycentrally available, and which have a clear link with the global indicators. However, the selection is still
subjective in a sense.
The chart is a handy ready-to-go set of indicators, but we recommend customising the set to adapt it more
specifically on the priorities of the administration. The image below shows how the 54 indicators in the chart
relate to the basic set of 205 indicators.
Image 2: composition of the indicator set (basic set and chart)

8

2.2.2 Refine and customise based on the needs of the administration
It is up to the administration to supplement and customise the suggested indicators. The own indicators
can relate to internal actions within the administration (e.g. sustainable procurement policy), external
actions towards citizens (e.g. healthy municipality campaign), and global actions (e.g. fair trademunicipality). We also use the same three categories in the Excel table to indicate the focus of the indicator:
internal, external or global.3
Keep in mind that different indicators that have been designated as internal or external also have a global
impact. There are different municipalities that work on specific themes in an international partnership, suchas waste processing or poverty reduction. The SDG sub-goals also have a global component for thesemunicipalities.
The indicator set is a living document. Availability of data was an important selection criterion when
preparing the current set. However, you, as an administration, can decide to use more ambitious indicatorsthat guarantee greater monitoring of the SDG sub-goal, but for which the collection of local data requires
more effort. For example, this applies to themes such as health, sustainable agriculture, circular economy,
and life on land and in water.
E.g. sub-goal 2.2. (ending all forms of malnutrition by 2030): the indicator for malnutrition among the elderly
could change into ‘share of the population group 65+ with a BMI lower than 18.5’.
E.g. sub-goal 8.5 (achieving full and productive employment and decent work for all women and men by
2030, as well as for young people and people with disabilities, as well as equal pay for work of equal value):the indicator ‘employment through Public Centre for Social Welfare guidance’) does as a rule not say
anything about the opportunities that participants already make use of on the regular labour market. You
can measure the qualitative level if you can also identify the personal growth.

2.2.3 Timing
The SDGs must be monitored with a certain frequency. Measuring the process at set intervals results in
accrued insight and ensures that the monitoring framework encourages people to take initiatives.
Be sure to also consider the frequency with which you monitor the indicators. We recommend doing thisannually, especially for the priorities of your administration, but this will not be possible for all indicators.
For example, there will only be new data on environmental factors from the survey as part of the municipal
monitor every three years.

3

The Excel list with local SDG indicators does not include the type of indicator. An indicator which is an environmental indicator for

one administration, may be an impact indicator for another.

9

3 GETTING STARTED
Have you, as an administration, decided to monitor your contribution to the SDGs using indicators? This
chapter explains the specific steps you can take to get started. There are 6 steps.
Step 1Create a link between the multi-annual plan and the SDGs

Step 2Think about the structure of your process

Step 3

Determine the indicators

Step 4

Collect data (locally or centrally)

Step 5

ReportStep 6

Assess the completed process

3.1 Step 1: Create a link between the multi-annual plan and the SDGs
Each administration that starts working with the SDGs needs to deal with two goal frameworks: The PMC (Policy and Management Cycle) goal framework of the municipality, in which the goals in themulti-annual plan are translated into action plans and actions; The SDGs: Seventeen goals, broken down into 169 sub-goals.
It is desirable to link each framework to each other as much as possible so that there is only one objective
framework and one monitoring framework. A first step in this respect may be carrying out an SDG impact
analysis to help determine the priorities of your administration. You can then use the 2030 Agenda as areflection framework for developing and assessing your multi-annual plan, for example using the VVSG
circle exercise.
Two separate frameworks (MAP and SDGs) are also possible, especially if you only start working with theSDGs after the multi-annual plan has been drawn up.

If you create a link between the MAP and the SDGs, keep in mind that one municipal goal can usually belinked to several SDGs, and vice versa, as one SDG can be linked to several goals or actions from the
MAP. We will illustrate this with two examples: A strategic goal in the MAP related to reinforcing the economic fabric can focus on sustainable businessparks (SDG 9), social economy and entrepreneurship among young people (SDG 8), encouraging shortchains (SDG 2 and 12), supporting second-hand stores (SDG 12), etc.
 SDG 13 ‘Take urgent action to combat climate change and its impact’ can be linked to several goals,
such as reducing CO2 emissions in the municipal territory, and actions in the multi-annual plan, such10

as LED street lighting, collective actions for insulating walls or roofs, energy scan of municipal buildings,
local sustainable food strategy, bicycle actions with schools, etc.

3.1.1 Select the goals you want to monitor
We will certainly experience the situation shown in the image below when monitoring. Part of the SDGs will
overlap with the goals in the MAP (the green oval). There will also be SDGs that are not present in the MAP(blue) and goals in the MAP that cannot be immediately linked to an SDG (red).
We will choose which goals in particular we want to monitor in step 1, both from the MAP and the SDGs.
An SDG impact analysis can help with this. We will then create a comprehensive indicator set for theselected goals.

Image 3: choosing the SDG (sub-) goals we want to monitor using indicators

3.2 Step 2: Think about the structure of your process
Think about how you will address matters before you start monitoring the SDGs. Ensure that your approach11

is ‘SDG-proof’: make sure that there is strong (long-term) support, invite all departments (comprehensively),and pay attention to all parts of the organisation.
Decisions that need to be taken:
 How do you proceed?
We propose a method consisting of 6 steps in this manual, but you should check whether this approach
will work within your organisation and make changes where necessary.
 What is the estimated schedule of the different steps?
Make sure to also include a schedule in the roadmap. We ideally use a participatory process whicheasily spans a few months. This assures there is strong support.
 What frequency are you planning?
Determine what your administration and the internal organisation will focus on. You will more frequently
monitor these indicators. The long-term environmental indicators can be monitored every three years(e.g. using the city or municipal monitor).
 Which internal stakeholders do you involve in the process?
We referred to the term participation above. This process cannot take place without a mandate of theCollege of Mayor and Aldermen, without consulting the management team, or without input fromcolleagues. Determine in advance what you want to discuss with them and what you expect from them.
The table below gives an overview of the topics you must discuss with the policy-makers, management
team, or colleagues.
Also refer to Annex 2 for an overview of potential internal partners per SDG.
Table 1: the monitoring of the SDGs is relevant to policy-makers, the management team, and employees
PolicyManagement

Employees

 Demarcation: which SDGs
do we want to monitor inparticular, or do we choose
to monitor all SDGs?

 Determine which indicators
you will use for themonitoring together with the
management
team.
Determine what additional
indicators are needed.

 Make sure that employees
are aware of the purpose of
the indicators. Make themaware of the sustainable
development goals.

 Discuss the relationshipbetween the monitoring of
the goals from the multiannual plan and the SDGs.
Strive to set up a single
system.
 Capturethereportingfrequency: how often will themonitoring of the SDGs be
discussed by the Council ofMayor and Aldermen?

12 Regularly
assessindicator set.

the

 Involve employees in thedata collection.
 Report on the results.
 Four successes.

 Which external stakeholders do you involve?
You can involve both internal and external stakeholders in the process. This may range from structurally
and very intensive (they also decide on the indicators, provide data, etc.) to more occasionally (annual
meeting at which the municipal reports on the progress of the SDGs and at which associations andcompanies are invited to take additional initiatives).
Also refer to Annex 2 for an overview of potential external partners per SDG.
 What are possible pitfalls and how can you avoid these?
Increase your chances of success by considering in advance how you can make the SDG monitoring
successful, or vice versa, consider what may go wrong and how to avoid this. Brainstorm with one ormore colleagues. This may take an hour, but you will avoid issues at a later time.

3.3 Step 3: Choose the appropriate indicators
Once you have determined which goals you want to monitor (step 1), you must decide how you will do this.
We select our indicators in this phase.
You can use the Excel table for this. You can find indicators for all sub-goals in it, unless they are not
relevant for Flemish local authorities. Annex a gives an overview of the different themes of each SDG.
How many indicators you ultimately include in your municipal monitoring system depends on the ambitionof the administration: The Excel table offers a set of 205 basic indicators for monitoring the SDGs. Multiple indicators havebeen provided for each SDG sub-goal.
 The chart of 54 indicators is a slimmed-down set, with an average of 3-4 indicators for each of the 17
objectives. Boards can also use this set as a starting point.
 Regardless of the starting point (the basic table or the chart), we always recommend supplementing
the indicator set with specific indicators for the administration: own internal ambitions, ambitions toward
the citizens, or global ambitions. We have previously pointed out that we have included only a few
output indicators because we did not want to make any preliminary assumptions about municipal
autonomy. Output indicators are strongly linked to municipal policy choices (participating in theCovenant of Mayors, grants for developmental aid, etc.).
If you choose additional indicators yourself, make sure to monitor their quality. Assess your indicators basedon the SMART quality criteria from the table below.

13

Table 2: Quality criteria for indicators

SMART: quality criteria for indicators
 Specific: it must be clear what the indicator intends to measure to everyone who uses it.
 Measurable: the indicator must be easy to quantify and be expressed in a clear unit ofmeasurement.
 Acceptable: indicators should raise as little resistance as possible among those involved.
 Relevant: there must be a clear link between the selected indicators and the goals of the
topic that must be monitored.
 Timeliness/Frequency: indicators must be able to be collected frequently and timely andmust show a development over time.

Indicators can also be broken down further (e.g. by age, by target group, by gender, ...) to gain a morenuanced idea of developments that are important to the administration. The SDG agenda recommends
doing this as much as possible. The more depth, the more targeted the policy can be.

3.3.1 Linking Policy-themes to the SDGs
If your long-term plan is based on a number of municipal policy themes (such as mobility, security andhousing) rather than on the SDGs, it may be difficult to find appropriate SDG indicators in the Excel
document. The table below helps you to bridge the gap between municipal policy themes and local SDG
indicators. For each theme, an indicative indication is given of the SDGs for which one or more SDG
indicators can be found in the Excel document. The list of themes is not exhaustive. Use this table together
with Appendix 1, which each SDG explains in more detail.
The table below only applies to the local SDG indicators set. In terms of content, the themes relate to more
SDGs than indicated in the table, but no specific SDG indicators are available. For example, care institutions
also consider ecological aspects, but there is no SDG indicator for them. Another example is the important
link between mobility and poverty and mobility and work and the economy, but again no specific SDG
indicators are available.

14Participation
Service

15

X

X

X
X

X
X
X

X

X
X
X

X

X

X
X
X

X

X

X
X

X
X

X
X
X

X
X

X
X
X

X

X

X
X

X

X

X

X

X
X
X
X
X
X

X
X

X
X
X

X

X
X

X

X
X

X
X

X
X

X
X
X
X

X
X
X

X
X

X
X
X

X

X

X

X

X

X
X

X

X
X

SDG 17X

SDG 16X

SDG 15X

SDG 14

X

X

X
X

X

SDG 13

X
X
X

X

SDG 12

X

X
X

X

SDG 11

X

X

SDG 10

X

X

SDG 9

X
X

SDG 8

X

SDG 7

SDG 4

X

SDG 6

SDG 3

X
X
X

SDG 5

SDG 2

PovertyChildcare
Residential care (e.g. Home care, Residential
care centre, Local service centre, Elderly care)
Housing
Local food strategy
HealthIntegration and diversity
Leisure (youth, sport and culture)
Education
EnergyWater
Environment and nature management
Waste policy
Spatial planningWork and economy
Mobility
SafetyLocal global policy
GIS (geographical information systems)
Procurement policy
Civil affairs
Public Governance
Human resources policy
Finances

SDG 1

Theme

X
X

X

X
X
X

Finance is an essential part of every SDG. A number of indicators refer specifically to budget,
namely SDG 8, 10, 11 and 17.
Participation is part of every SDG. A number of indicators refer specifically to participation,
namely in SDG 3, 10, 11 and 16.
Core task of local government. SDG 16 has a number of specific indicators relating to services.

3.3.2 Example of lack of opportunities
Your administration values reducing the lack of opportunities. Corresponding action plans and actions are
fully in line with the first SDG (reducing the number of poor people by at least half by 2030).
The Excel table shows 19 possible indicators related to poverty for the administration.
As an example, we will choose two indicators on the affordability of housing: the waiting list for social
housing, and the housing ratio (the % of citizens where family expenditure on housing amounts to at least
30% of the family income). These are cross-indicators that are also linked to SDG 11 on sustainable cities
and communities.

3.3.3 Example of the comprehensive nature of the SDGs
The SDGs are interconnected. One policy goal or action plan may include indicators that are linked todifferent SDGs and different pillars of sustainable development. These indicators may also correspond to
the goal, action plan, or action level. The next example has been taken from the multi-annual plan 20142019 of the Municipality of Berlaar.
POLICY GOAL: It is pleasant to work in Berlaar.
 Indicator SDG 8.1: Gross value added per citizen
ACTION PLAN: Berlaar profiles itself as a good employer who creates a safe and healthy working
environment for its employees. (SDG 3 and 8)

Action: Berlaar provides the necessary means for accurate operations related to prevention
and protection.
 Indicator SDG 3.4: mental health in local government, being absenteeism due toillness in municipalities and Public Centres for Social Welfare due to psycho-social
reasons such as burn-out and depression
 Indicator SDG 8.8: number of occupational accidents among municipal staff
Action plan: Berlaar promotes and develops the local economy. (SDG 2, 8 and 9)

 Indicator SDG 8.3: Net growth of number of enterprises
 Indicator SDG 2.5: Number of sales sites for regional and farm products Indicator SDG 2.5: Number of short-chain farms
 Indicator SDG 9.2: Occupancy rate of business parks
 Indicator SDG 9.1: Accessibility of the city centre by bike and public transport
Action: Berlaar organises and supports actions with and for local traders.
16Action: Berlaar supports local markets and street trading.
Action: Berlaar has an active retail policy.
 Indicator SDG 8.2: retail vacancy rate, being the rate (%) of vacant retail space relative
to the total availability
Action: Berlaar offers support and information to starting entrepreneurs.
 Indicator SDG 8.10: entrepreneurship grants, being the rate (%) of start-ups that apply
for entrepreneurship grants from the municipality relative to the total number of startups

3.4 Step 4: Data collection
Once the indicator framework is in place (phase 3), the architecture is ready. We still determine the specificindicators in step 4. We collect data that tell us something about where we are in relation to the different
SDG (sub-) goals.
You can also use the Excel table for this. This indicated the source of the data for each indicator. Data
collection may require more or less effort, depending on whether it concerns central or local data.
 Central data
You do not need to collect these data yourself. The Excel table contains links to sources where youcan easily find the data.
The majority of the indicators are based on central data. Currently, a small part of the central data is
only available for the central cities.
 Local data
These data are not registered centrally and can be found within your own organisation. If you needrelevant data that you are not yet registering, it is important to set up a simple system for this.
Colleagues can certainly help you with this. We recommend collecting the data as close to the source
as possible.
Clearly indicate when you expect which data to make sure your colleagues can free up the timenecessary for this.

3.4.1 Analysing and interpreting the data
Once you have collected the data, you need to gain analyse from them. You will analyse and interpret thedata. It is useful to use a unit of measurement for this: Development over time: a comparison with historical data;17 Benchmark: a comparison with the Flemish average, or a comparison with another municipality. Thiscan be done using the municipal monitor; Target number: a comparison with the ambition set by the administration.

3.4.2 Example data collection
We will give two examples of data collection below and refer back to the two indicators on the affordabilityof housing for this, as used in the example of lack of opportunity in step 3.
The first indicator (the waiting list for social housing) is a local indicator for which the data can becollected by the administration itself. The administration can annually request the number of citizens on thewaiting list from the social housing associations operating in its territory. By doing this systematically, you
can get an idea on how the situation changes over time and take initiatives if necessary.
The second indicator (housing ratio) is a central indicator from the municipal monitor which is collectedusing a survey by the Flemish government. The downside is that it is only conducted every three years.
The source of the data has been indicated in the Excel table containing. The data first contain the generalhousing ratio for each municipality and are then broken down by owners and tenants. The example below
shows that affordability is stronger among tenants. 46% of the tenants spend more than 30% of their income
on housing, while this is only 12% for owners.
Housing ratio: share (%) of citizens whose total family
expenditure on housing amounts to at least 30% of theirLess than or equal

More than 30%

to 30% (%)(%)

Housing ratio general81

19

Housing ratio owner88

12

Housing ratio renter

54

45

family income(source: gemeentemonitor 2017)

3.5 Step 5: Report
Once all data have been collected (Step 4), you have a complete picture of the contribution of theadministration to the (selected) SDGs. Now it is time to share this with the municipal administrators andcolleagues.
You can report on the SDGs in a variety of ways. Consider the following: whether you distinguish between target groups in the report. Will you draw up one report for everyone?
Will you draw up a report for citizens, or only for employees and the administration? In the last case,
can you emphasise different aspects depending on whether you will address the management team or
employees?

18 How will you report the data? If you or one of your colleagues is good with Excel, you can get a lot doneusing this. But there is also more specific software for creating dashboards. We will show number ofexamples from Flemish authorities to serve as inspiration below.

Engaging citizens, associations and companies in the SDG story
The moment of reporting is an excellent opportunity to engage citizens, organisations and companies in
the SDG story.
The progress on the SDG goals can be shown using Excel, PowerPoint or other visualizations during anannual stakeholder meeting. We then determine which things the municipality can do better, but also what
contributions citizens, organisations and companies can make.
The VVSG circle exercise is an interesting tool for supporting a session like this. You can indicate which
SDGs are already being addressed well in the municipality. You can also see shortfalls that require morebrainstorming.
At the end of the year, we naturally celebrate the successes achieved over the past year.
VVSG circle exercise

3.5.1 Excel report in Harelbeke
The Municipal Administration of Harelbeke has created a tab with visualisation of the data for each pillar ofsustainable development (people, planet, prosperity, peace and partnership). A small section from theirextensive overview is shown below.

19Source: Municipality of Harelbeke, https://www.harelbeke.be/strategisch-meerjarenplan-2020-2025
Note: this source is only available in Dutch.

20

3.5.2 Swing mosaic as starting point in Willebroek
Willebroek uses the (paying) application Swing Mosaic to present the results. This application makes it easy
to create dashboards of your organisation. This information is made public and placed on a website inWillebroek. You can see an example of ‘Willebroek in figures’ below. This application can also be used tovisually display your chosen SDG indicators.

Source: https://willebroek.incijfers.be/dashboard/Diversiteit/
Note: This source is only available in Dutch.

21

3.5.3 Microsoft Power BI (free version)
For great visualisation, you can also use the free version of Microsoft Power BI to quickly and simply present
the data of your organisation visually. A brief overview of the options can be found on the following Youtube
link: https://www.youtube.com/watch?v=yKTSLffVGbk. This application can also be used to visually display
your chosen SDG indicators.

Source: IDEA Consult
Note: this source is only available in Dutch

3.6 Step 6: Assess the completed process
The findings should be evaluated, especially after your first experience with indicators and thecorresponding reporting. As the final step in the process, you assess how everything went and whichchanges must be made to the process in the next exercise together with a number of key figures on theadministration.
 Has our need for information been met by the selected indicators? Do we know what we wanted toknow?
 Which indicators does our selection provide? Which indicators will we add? Which indicators need tobe refined?
 What data are difficult to collect? Are we using the most efficient method to collect our data? Whichdata are we missing?
 What changes must we make to our approach?

22 Has the group of key figures been chosen correctly?

4 KEYS TO SUCCESS
Introducing SDG indicators to the administration is not self-evident, especially if there is hardly any
monitoring tradition. This is why this last chapter provides hints on how to approach this successfully.

4.1 Committing employees to your story
Working with indicators is relatively new to local authorities. It frequently evokes resistance. This is why it
is important to take the time to involve policy staff and colleagues in your story.
We will give a number of rules of thumb for achieving strong support for your process below.
 Ensure there is clarity: determine the purpose and roles
Take sufficient time to explain why this exercise is important. Remind yourself of the purpose of thisproject: contributing to global challenges as a local government.
The Policy and Management Cycle (PMC) decree encourages making policy targets measurable ‘asfar possible and useful’. By choosing SDG indicators, your administration commits itself to aninternational transition to sustainable development.
Clearly indicate who is responsible for what, both administratively and politically.
 Keep it simple
Use the presented structure of 5 pillars and 17 themes. Determine which actions and objectives you
will assess using indicators. A clear and understandable report which shows the achievements is also
highly motivating for your colleagues.
 Identify the benefits
The use of indicators helps, among other things, to track changes, to justify your policy, and to lookahead. By monitoring interim achievements, you and your colleagues learn things and can make flexible
adjustments. By using indicators to check whether processes are taking place as planned, you also
meet expectations in terms of organisational control.

23 Save time
Make sure that the collected information is used in the best possible manner to ensure that the efforts
made by your colleagues are not called into question and contribute to clear reporting. Adapt different
systems to each other and make the most efficient use of existing data to ensure the efforts made by
your colleagues do not become too time-consuming.
 Support/coach employees
Are you still facing resistance? First try to discover why there is resistance and whether it is of suchnature that you need to take action. Do you need to take action? Talk with your colleague to find out
what the underlying causes are. Explain why this project is important and ask how you can help find asolution.
An example: you notice that a colleague does not collect the requested information. When you continue
to ask questions, the employee indicates that quantitative data is not enough to tell the story. Give him
or her the opportunity to look for qualitative data that can be included.

4.2 Promote Delegate responsibility
Some employees are suspicious of your project and are afraid that they will be judged on the results.
A solution may be to link your appreciation to the results they achieve.
 Emphasise with the other person
Tailor your speech to the target group. If you give examples, try to link these to the themes on which
the person is working as much as possible.
 Establish relationships
Employees may feel that only they have to participate in this project. Establish sufficient relationships
within the organisation and demonstrate that this is an organisation-wide project.
 Look for key figures
Create support by involving a small, committed group in this project. A group of ambassadors who
promote the project can give it wings.
 Remain authentic and genuine
Exude enthusiasm, but also be patient with everyone. Do not only discuss good news, but also address
things that are more difficult.
 Celebrate successes
Have you achieved results with an enthusiastic team? Award them and celebrate this success.

24

5 RECOMMENDED LITERATURE
Did you develop a taste for it all? The following links and publications are definitely worth studying.
Association of Flemish Cities and Municipalities and the SDGs
 VVSG web page on the SDGs
 The brochure ‘Local shoulders for global challenges’: this brochure translates the 17 universal goals tothe level of the local boards.
 Brochure ‘How to integrate sustainable development goals into the environmental analysis’
SDGs The United Nations and the SDGs
 Europe and the SDGs.
 Website of the Federal Institute for Sustainable Development about the SDGs.
 Implementation of the SDGs by the Flemish Government.

Monitoring the SDGs using indicators
 Indicator set of the United Nations and the official list with UN indicators.
 SDG indicators of EUROSTAT.
Evaluation and monitoring in general Online toolbox of the Flemish Government on evaluation and monitoring Monitoring manual by the Government Institute (2007) on evaluation design and management andmonitoring policy

25

6 ANNEXES

6.1 Annex 1. Substantive overview of 17 sustainable development goals
Eradicate poverty everywhere and in all its manifestations: Currently, many people indeveloping countries have to make do with less than 1.25 USD a day. Poverty remains apressing problem in Belgian as well. We must halve poverty at a national level by 2030.
Ultimately, the goal is to end poverty, in all its forms, everywhere.
End hunger, ensure food safety/assurance, and promote sustainable agriculture: Everyone
has access to affordable food. New agricultural techniques will grow healthy and high-quality
food in a sustainable way. This gives every human assured access to food.
Good health and well-being for all ages: Child and maternal mortality must be reduced. The
same applies to drinking and drug use. Information on infectious diseases is necessary to
prevent them from spreading. The UN wants to draw more attention to mental disorders andadvocates fewer traffic deaths.
Inclusive, equal, high-quality education and opportunities for lifelong learning for everyone:Boys and girls can freely attend primary and secondary school. They will also have theopportunity to continue their studies. Technical, occupational or university education must be
freely accessible, regardless of gender or origin. The learning environment must be safe andinclusive. This goal also concerns high-quality pre-school care and raising students as citizensof the world.
Gender equality and empowerment of women and girls: We must end gender inequality: theglass ceiling, the pay gap, and gender violence. Like men, women are entitled to good healthand knowledge about sexuality. There is a need for policy and legislation focused on genderequality.
Access to water and sanitary facilities for everyone, and sustainable water use: Everyone has
the right to safe drinking water and sanitary facilities. Water scarcity must be addressed.
Efforts must also be made for sustainable water management and an improved water quality.
This may be done by reducing pollution, discontinuing the dumping of chemicals, and proper
treatment of waste water.
Affordable and sustainable energy: Everyone must have access to affordable, reliable andsustainable energy. We must combat energy-poverty and produce and use our energy more
efficiently. Renewable energy sources are also becoming increasingly important.
Long-term, inclusive and sustainable economic growth, full employment and decent work forall: The UN wants to eradicate slavery, forced labour and child labour. Youth unemployment
must be addressed. Entrepreneurship must be supported and we must strive for economic
growth without harming the environment.

26

Resilient/solid infrastructure, inclusive and sustainable industrialisation and innovation: A
strong economy and social welfare rely on a solid, sustainable infrastructure. Innovative
industry and internet are also essential to all human beings.
Reduction of inequality within and between countries: This includes inequality based on
income, age, sex and disability. Discriminatory laws and policies are unacceptable. Social
protection is important. Developing countries must also be given a greater say in the decisionmaking process of international financial and economic institutions.
Making cities inclusive, safe, resilient and sustainable: This concerns adequate and affordable
housing, sustainable mobility, and the environmental impact of cities and municipalities. Safe
and green public spaces, disaster relief, sustainable spatial planning, and heritage
management are also covered by SDG 11.
Creating sustainable consumption and production patterns: Our consumer society produces a
lot of waste. It is essential to sustainably control and efficiently use raw materials. We mustalso invest in less polluting production methods that produce less waste, as well as asustainable procurement policy and sustainable tourism. We can contribute to sustainableconsumption by reducing food waste and recycling and reusing waste products.
Taking urgent measures to combat climate change and its consequences: Climate change
affects every country on all continents. This is why the policy must contain measures, forexample, aimed at reducing CO2 emissions, and citizens must become aware of ways ofadapting to climate change. The UN wants to make vulnerable nations more resilient to natural
disasters.
Protection and sustainable use of oceans, seas and marine resources for sustainable
development: Ecosystems on the coast and in the seas and oceans must be protected.
Overfishing, pollution of marine ecosystems and illegal fishing must be combated.
Protection, restoration and sustainable use of terrestrial ecosystems: Continental ecosystems
such as forests, marshes and mountains must be protected. Preserving biodiversity is apriority. We must combat poaching and smuggling of protected species. Affected natural areas
will be restored.
Peace, safety and legal certainty are essential for promoting sustainable development: This
concerns fighting crime, corruption and violence, including against children, but also
promoting a strong legal system which protects fundamental freedoms. Effective andtransparent institutions that pay attention to civic participation and inclusive decision-making
processes are also indispensable.
Enhancing the means to implement these goals and revitalising the global partnership forsustainable development: The UN expects more cooperation: between companies,
government, citizens and organisations, but also between all the players themselves.
Technology, exchanging knowledge, trading, finances and data are very important.

27

6.2 Annex 2. Internal and external partners per SDG
The matrix below has been drawn up by the pilot municipalities and can help involve the right internal andexternal partners in the preparation of the multi-annual plan and the selection of indicators. The matrix
shows the link between the internal services and external partners on the one hand, and the 17 SDGs on
the other hand. It is extensive and representative but not exhaustive.

28

Internal

HRM

X

Services

Well-being

X

Housing

X

Education
Work/Agriculture

X

X

X

LeisureX

Child care

X

X

X

SDG 17

SDG 16

SDG 15

SDG 14

SDG 13

SDG 12

SDG 11

X

X

X

X
X
X

X

X
X

X

X
X

X
X

Youth
Social district workers

X

X

Integration

WZC (residential care centre)/LDC (local

X

X
X

X

X

SDG 10

SDG 9

SDG 8

SDG 7

SDG 6

SDG 5

SDG 4

SDG 3

SDG 2

SDG 1
INTERNAL ACTORS

X

X

X

X

X

X

X
X

X

X

X

X

X

X
X

X

X

X

service centre)
Mobility

X

X

Sustainability
Tourism

X

X

North/South

X

X

Space

X

Environment

X

Urban planningSocial economy
Heritage management

45

X

X

X
X

X

X

X

X

X

X
X

X
X

X

X

X
X
X

X

X

X

X

X
X

X

X

Internal

Public works

X

services

Procurement

X

Local economy

X

X

X

X

X

X

Urban construction

X

Technology

X

X

X
X
X

ReceptionX

LOI (local reception initiative for asylum

X

X
X

seekers)
HousingX

GIS (geographical information systems)

X

X

Vegetation

X

X

Catering

30

SDG 17

X

Urban renovation

Monument management

SDG 16

SDG 15

SDG 14

SDG 13

SDG 12

SDG 11

INTERNAL ACTORSSDG 10

SDG 9

SDG 8

SDG 7

SDG 6

SDG 5

SDG 4

SDG 3

SDG 2

SDG 1

Communication

X

X
X

X

Poverty association

XX

SDG 15

SDG 14

SDG 13

SDG 12

SDG 11

SDG 10

SDG 9

SDG 8

SDG 7

SDG 6

SDG 5

SDG 4

SDG 3

SDG 2

X

SDG 17

CAW (General Welfare Centre)

SDG 16

Partners

SDG 1

EXTERNAL ACTORS

X

X

X

FEDASIL (Federal Agency for the Reception

Xof Asylum Seekers)
Community development

X

Integration agency

X

Food banks

X

Debt mediation centresX

CLB (Pupil guidance Centre)

X

X

X

X

X

X

X
X
X

Energy suppliers

X
X

VREG (Flemish Regulatory Body of Electricity

X
X

X

X

and Gas Market)
Schools

X

X

Universities
SVK (social rental agency) &SHM (social

X

X

X
X

X

X

housing company)
PoliceX

Intercommunal organisations

X

Municipal advisory body

X

Health insurance funds

X
X

Higher authorities
First line care

31

X

X

X

X
X

X

X
X

Partners

Knowledge institutes
Hands-on experts

X

K&G (Child and Family Agency)

X

X

X

SDG 17

SDG 16

SDG 15

SDG 14

SDG 13

SDG 12

SDG 11

EXTERNAL ACTORSSDG 10

SDG 9

SDG 8

X

SDG 7

X

SDG 6

X

SDG 5

X

SDG 4

SDG 3

X

SDG 2

X

SDG 1

Provincial support centre Social planning

X
X

X

X

X

Social housing
Agricultural organisations

X

Waterways and sea canals

X

H2O circles

X

X
X

X

X
X

Energy cooperatives

X

Climate movements

X

Local grids

X

X

EU

X

X

VDAB (Flemish Service for Employment and

X

X

X

X

X

Vocational Training)
UNIZO (Union of Independent Entrepreneurs)

X

VOKA (Flemish Network of Enterprises)

X

X

Public transport

X

Trade associations
LOP(LocalX

consultation

on

X

X

X

X

X

X

X
platforms

X

X
X

education)
Accessibility agency

32

X

Thrift stores

X

X

Fair tradeX

X

Catering/retail33

X