28 APRIL 2021

UNU-IAS Strategic Plan
2020–2024

Contents

1.

Mission & Vision .............................................................................................................................. 22.

Overall Strategic Objectives........................................................................................................... 3

3.

Programme-specific Objectives: ................................................................................................... 7
3.1 Strategic Programme ....................................................................................................................7
3.2 Biodiversity & Society (Thematic Programme #1) .........................................................................93.3 Water & Resource Management (Thematic Programme #2) .......................................................11
3.4 Innovation & Education (Thematic Programme #3) .....................................................................13
3.5 Operating Unit Ishikawa/Kanazawa (OUIK) .................................................................................15
3.6 Postgraduate Degrees & Training ...............................................................................................16
3.7 Administration .............................................................................................................................18
3.8 Communications .........................................................................................................................20

UNU-IASSTRATEGIC PLAN 2020–2024

1. Mission & Vision
UNU-IAS MISSION:“to meet the pressing challenges for achieving sustainability that are of concern to the United
Nations and its Member States” 1•

Inform policymaking for sustainability by producing and disseminating solutionoriented research•

Promote interdisciplinary understanding and approaches•

Develop future generations of policymakers and researchers

Shared Vision for UNU-IAS:
Institutional Vision: Create a high-quality, evolving institution with professionals who ask questions,challenge the status quo, formulate innovative solutions, and contribute in pursuit of a moresustainable future for people and our planet.
UNU-IAS will create new value for our stakeholders by integrating different areas of expertise in bothacademia and policymaking, maximising knowledge-sharing through multi-stakeholder networks, andenhancing synergies between the SDGs and with other global agendas. The institute will driveinterconnectedness between academia (the science and academic communities) and policymakers,
mobilising evidence-based knowledge in supporting stakeholders (local, national, regional, and global)
to realise sustainable solutions. UNU-IAS will advance the broader transformation towards
sustainability in society, cultivating responsible global citizens who will promote well-being, improve
inclusiveness, and make a difference in realising societies in harmony with nature.
This shared vision is the foundation for the institute’s strategy. UNU-IAS strives to drive progress
towards sustainability as an international think tank providing solutions for the SDGs.

This strategy is developed in alignment with the overall objectives of the UNU Strategic Plan 2020–
2024:
1.
2.
3.
4.

1

Pursue policy-relevant programming
Invest in a dynamic, innovative, and diverse institutional culture
Strengthen collaboration, communications, and visibility
Strive for financial sustainability across UNU’s architecture

UNU-IAS Statute, Article II.1

UNU-IASSTRATEGIC PLAN 2020–2024

2. Overall Strategic Objectives
OBJECTIVE #1: SCALE UP RESULTS THROUGH SYNERGY
Scale up results by enhancing synergies between UNU-IAS Thematic Programmes2
a. Establish an institutional culture that reflects the institute’s core values (principles) by breaking
the siloes of project-based activities.
b. Align the institute’s activities with global agendas and priorities on sustainability, contributing toclimate action and resilience, and reflecting the shared visionc. Drive policy integration for protection of the global environment and sustainable development,
including through contributing to international frameworks
d. Prioritise activities that reach key policy audiences to achieve direct impact and drive positivechangee. Promote gender mainstreaming and gender equality in all activities

OBJECTIVE #2: INSTITUTIONAL TRANSFORMATION
Transform the UNU-IAS organisational structure to effectively implement the UNU-IAS
Strategic Plan
a. Establish a Strategy and Management Office (SMO) that will oversee and guide
implementation of the strategy, and provide overall programme managementb. Create the UNU-IAS Strategic Programme, aiming to raise the visibility of UNU-IAS activities
c. Establish and mobilise a fundraising mechanism within the SMO to pursue strategic
opportunities and coordinate efforts across the institute to diversify funding sources
d. Strengthen the UNU-IAS Communication unit, which will promote internal communications andoutreach of all UNU-IAS Programmes
e. Establish a mechanism to strengthen close communication with the Advisory Board and the
Rector’s Officef.

Position OUIK to implement the strategy of UNU-IAS in local contexts

g. Position GEOC to promote multi-stakeholder partnerships and knowledge management

OBJECTIVE #3: STAFF DEVELOPMENT & SUPPORT
Foster a dynamic working environment that supports and engages all UNU-IAS personnel inrealising the institute's shared vision, and reflects its core values:a. Institute a mechanism to enhance staff learning and development
b. Develop a comprehensive evaluation mechanism including self-evaluation and peer reviewc.

2

Ensure the transparency of internal policies and actively promote their understanding among
personnel

UNU-IAS Thematic Programmes: “Biodiversity & Society”, “Water & Resource Management”, and “Innovation & Education”.

UNU-IASSTRATEGIC PLAN 2020–2024

d. Ensure the engagement of administrative and support staff in decision-making and planninge. Create a safe, supportive, and harmonious work environment, including flexible working
arrangementsf.

Strengthen ICT infrastructure, software, and applications to increase efficiency, facilitate
collaboration, and ensure information security

g. Promote gender mainstreaming and gender equality in institutional activities

OBJECTIVE #4: ACADEMIC EXCELLENCE
Ensure academic excellence and disseminate quality outputs to contribute to society:a.

Strategically plan and prioritise publications, as outputs of the institute, in reputable academic
peer-reviewed journals to raise the visibility of UNU-IAS researchb.

Promote collaboration between Thematic Programmes on research projects to advanceinterdisciplinary/transdisciplinary research to stimulate innovationc.

Mobilise the institute’s networks (including visiting scholars) and develop strategic researchcollaboration with new and existing partners to raise qualityd.

Expand publication of policy briefs in coordination with external expertse.

Strengthen publication output for social impact, with collaboration with other UNU institutes andother UN entities, including a UNU-IAS book series on sustainability

OBJECTIVE #5: RESEARCH–EDUCATION INTEGRATION
Enhance the quality and effectiveness of UNU-IAS by integrating the Thematic Programmes/
Strategic Programme postgraduate degree programmes:a.

Align the postgraduate degree programmes with the objectives of the Thematic Programmes
and promote joint research through UNU-IAS networksb.

Strategically allocate young research fellows including UNU-JSPS Postdoctoral Fellows tostrengthen partnerships with other research and educational institutionsc.

Expand strategic collaboration on sustainability studies with universities in Japan and beyondd.

Collaborate with other UNU institutes to enhance quality education programmese.

Expand the Intensive Core Courses to reach the professional community in Tokyof.

Plan and implement internship programmes for potential postgraduate students, to support
future recruitment and the visibility of the institute

OBJECTIVE #6: MEASUREMENT FOR RESULTS
Enhance accountability by establishing a results, monitoring, and evaluation framework:a.

Develop a set of key performance indicators (KPIs) and sub-indicators to measure the impactsof UNU-IAS collective actions

UNU-IASSTRATEGIC PLAN 2020–2024b.

Indicate quantitative targets for all programmes, which will be achieved by the end of, or beyond
the period of the strategic plan, according to the core KPIs and sub-indicators, throughimplementation of collective activities which may include contributions by UNU-IAS partnersc.

Monitor and evaluate all UNU-IAS programmes based on the achievements of the targets
related to core KPIs and sub-indicators, and submit a monitoring and evaluation report to the
UNU-IAS Advisory Board for review and feedback

OBJECTIVE #7: CAPACITY BUILDING
Strengthen the technical and institutional capacity of key actors to advance progress on the
SDGs and other priority international agendas:a. Formulate and implement a strategy for UNU-IAS to build capacity by applying the integrated,science-based knowledge generated by the institute and its networks
b. Contribute to the capacity building of Member States in collaboration with other UN agencies,
including future generations of policymakers and researchersc. Review and strengthen the institutional mechanisms of UNU-IAS to serve as a secretariat ofmajor international networks (i.e., IPSI, ProSPER.Net, and RCEs)
d. Provide technical support to governments for national reporting under international conventions
and other global agendas (2030 Agenda, VNRs3, CBD/NBSAPs4, UNFCCC/NDCs5, NAPs6,
water, plastics, higher education, etc.)
e. Develop a leading role for UNU-IAS in the educational and capacity building agendas set up
under the conventions

OBJECTIVE #8: PARTNERSHIPS
Build multi-stakeholder partnerships to contribute to global policy agendas related tosustainability:

3a.

Link and mobilise the contributions of diverse partners including governments, the private
sector, academia, and civil society, from local to globalb.

Enhance partnerships with other UNU institutes to scale-up UNU-wide impact through joint
research, education, fundraising, and organisation of high-level eventsc.

Strengthen existing links with UN entities, while cultivating new partnerships with developmentbanks and other key organisationsd.

Expand partnerships with funding agencies and other donors to support both research andpostgraduate degree programmese.

Expand innovative and adaptive models, including formulation of new partnershipprogrammes, mobilising expertise located in universities and research institutes

VNRs: Voluntary National Reviews
NBSAPs: National Biodiversity Strategy Actions Plan
5
NDCs: Nationally Determined Contributions
6
NAPs: National Adaptation Plans
4

UNU-IASSTRATEGIC PLAN 2020–2024

OBJECTIVE #9: COMMUNICATION, OUTREACH, AND KNOWLEDGE MANAGEMENT7
Strengthen communications, outreach, and knowledge management across the UNU-IAS
Strategic and Thematic Programmes:a.

Develop the UNU-IAS communications strategy by integrating communications activities
across the institute, including GEOC and postgraduate programmes, and improving
coherence and qualityb.

Strengthen the UNU-IAS brand and online presence, in close alignment with the new UNUwide visual identity and web platformc.

Enhance UNU-IAS communications capacity to shape, package, and deliver knowledge in atimely mannerd.

Develop integrated contributions to key international events and policy processes, by
combining knowledge from multiple UNU-IAS programmese.

Coordinate dissemination and promotion of UNU-IAS academic and policy-oriented outputs
across communications channels, including outreach activitiesf.

Increase audience engagement through new products and approaches, including strategies
for traditional and social media--- continues on next page ---7

UNU-IAS knowledge: including research findings, policy recommendations and tools produced by UNU-IAS Strategic and Thematic
Programmes (combined with the postgraduate degree programme) as well as those produced by UNU-IAS partners

UNU-IASSTRATEGIC PLAN 2020–2024

3. Programme-specific Objectives
3.1 Strategic Programme
The Strategic Programme will implement cross-cutting and flagship activities of UNU-IAS, together
with the institute’s Global Environment Outreach Centre (GEOC). The programme will organise highly
visible events on key research and educational topics of UNU-IAS, promote research synergies
between the three Thematic Programmes and OUIK, and contribute to urgent global agendas such as
the 2030 Agenda, the Paris Agreement, and green recovery. The programme will establish andimplement a Results, Monitoring, and Evaluation (RME) Framework to increase the visibility of the
impacts of UNU-IAS activities for multiple SDGs. It will also implement capacity building activities
including the Mayors Academy for Sustainable Urban Development. The Strategic Programme and
GEOC will collaborate on innovative communication and outreach activities, strengthening UNU-IAS
digital knowledge provision within the integrated UNU-IAS website, enhancing UNU-IAS capacity toorganise webinars and manage online databases, and providing evidence-based inputs to the HighLevel Political Forum for Sustainable Development (HLPF), among others.

Strategic Objectives:

1. Strengthen management of UNU-IAS by establishing and operating a Strategy andManagement Office (SMO):
a. Align and manage the institute’s human and financial resources and activities for
implementation of the strategic plan, including through a strengthened management structure
and a robust mechanism for programme planning and implementationb. Develop and implement a strategic fundraising mechanism to pursue strategic opportunities
and coordinate efforts across the institute to diversify funding sources
c. Enhance relationships with UNU-IAS Board members, the UNU Rector’s Office, and other
UNU institutes and units, ensuring regular communicationd. Strengthen external relationships with major donors including ministries of the Government ofJapan, jfUNU, international organisations, and the private sector
e. Lead and coordinate planning and implementation of the UNU ISO14001 strategy within theframework of the UN Greening the Blue initiativef.

Conduct risk assessment and management of UNU-IAS, including implementation, review,and further development of the UNU-IAS Business Continuity Plan (BCP)

2. Enhance the impact and visibility of UNU-IAS through integrated activities and policy
engagement:a. Organise highly visible events focusing on the strengths of UNU-IAS research and project
implementationb. Co-organise high-level events with UNU institutes and other key partners on relevant policies
c. Promote research synergies between the Thematic Programmes of UNU-IAS, in line withmajor global agendas including the 2030 Agenda, biodiversity, climate change, water, andeducation for sustainable development

UNU-IASSTRATEGIC PLAN 2020–2024

d. Develop a strategy to promote research on urgent global efforts such as green recovery,
decarbonisation, circular economy, and digital transformatione. Promote effective coordination and synergies between UNU-IAS research activities and theinstitute’s postgraduate degrees and training programmes
3. Establish and implement a UNU-IAS Results, Monitoring, and Evaluation (RME) Framework
to increase the visibility of UNU-IAS activities’ impacts on multiple SDGs:
a. Develop a methodology and mechanism for collecting and analysing data to monitor the
research and education activities of UNU-IAS
b. Develop and utilise key performance indicators (KPIs) and sub-indicators created under the
RME Frameworkc. Strengthen internal capacity for data analysis with solid quantitative and qualitative expertise(evidence-based methodology)
d. Conduct periodic external evaluation of the RME Framework to review and validate its
effectiveness4. Strengthen the UNU-IAS mechanism for supporting technical and institutional capacity of
local actors through multi-stakeholder partnerships:

a. Develop and implement capacity building activities including the Mayors Academy for
Sustainable Urban Development in the Asia Pacific in collaboration with UNESCAP and otherrelevant agencies

b. Develop new activities and expertise in the areas of implementation, monitoring, andevaluation of multiple SDGs, in collaboration with UN and other international organisations
including UN DESA, UNFCCC, and the CBD Secretariatc. Support governments, enterprises, communities, and civil society through technical advice andinformation exchange for localisation of SDGs
5. Enhance innovative communication and outreach activities to promote the knowledge andexpertise of UNU-IAS and its partners, in alignment with the institute’s Communications
strategy:8
a. Enhance UNU-IAS capacity to organise webinars and manage online databases and websites
to effectively communicate the institute’s products and expertiseb. Strengthen the role and functions of the Global Environmental Outreach Centre (GEOC),
including translation of global knowledge into local action
c. Disseminate articles, policy briefs, and newsletters of all UNU-IAS programmes effectively andwidely, utilising UNU-IAS networks including GEOC, IPSI, RCEs, ProSPER.Net and SDG–
University Platformd. Provide evidence-based inputs to partner organisations for global discussions, including theHigh-Level Political Forum for Sustainable Development (HLPF) and the Global Sustainable
Development Report (GSDR)e. Produce a UNU-IAS book series to showcase the institute’s research

8

Section 3.8 in this document

UNU-IASSTRATEGIC PLAN 2020–2024

3.2 Biodiversity & Society
This programme will implement activities in the thematic area Biodiversity and Society (BDS). The
programme will promote evidence-based measurement on effectiveness of Socio-Ecological
Production Landscape and Seascapes (SEPLS) and other effective area-based conservation
measures (OECMs), based on accumulated knowledge and experience including the Indicators ofResilience in SEPLS,9 to contribute to the Post-2020 Global Biodiversity Framework (GBF). The BDS
programme will also implement technical and institutional capacity development activities such as
assisting Parties to the Convention on Biological Diversity (CBD) to promote landscape approaches
through the process of National Biodiversity Strategies and Action Plans (NBSAPs). It will prioritise
academic excellence through engaging with the Intergovernmental Science–Policy Platform on
Biodiversity and Ecosystem Services (IPBES). The programme will also support the quality andquantity of activities conducted by the International Partnership for the Satoyama Initiative (IPSI),
promoting a fair participatory process and multi-stakeholder engagement as well as knowledge
management in collaboration with other UNU-IAS programmes and external partners.

Strategic Objectives:
1. Strengthen academic excellence, focusing on research under the theme of Biodiversity andSociety:a.

Promote the Satoyama Initiative Thematic Review (SITR) through a top-ranked academic
publisherb.

Prioritise UNU-IAS engagement with the Intergovernmental Science–Policy Platform on
Biodiversity and Ecosystem Services (IPBES) through research activities on Socio-Ecological
Production Landscapes and Seascapes (SEPLS)c.

Strengthen publication of policy briefs on Biodiversity and Society by collaborating withexternal experts in Japan and other countriesd.

Collaborate with IPSI members and, as applicable, other international organisations such as
CBD, UNDP, GEF, and IUCN to enhance the quality of research

2. Strengthen evidence-based measurement on effectiveness of Socio-Ecological Production
Landscapes and Seascapes (SEPLS):
a. Promote utilisation and, as applicable, update the Indicators of Resilience in SEPLS 9 tocontribute to development of resilient and sustainable communities
b. Promote qualitative and quantitative measurement to verify the impact of IPSI activities on
implementation of the Post-2020 GBF and the SDGs and provide evidence on theeffectiveness of landscape approachesc. Demonstrate the effectiveness of SEPLS for sites under OECMs through evaluationd. Collaborate with the Strategic Programme and other Thematic Programmes to enhance
visibility of the multiple benefits of SEPLS
9

UNU-IAS, Bioversity International, IGES, and UNDP. 2014. Toolkit for the Indicators of Resilience in Socio-ecological Production
Landscapes and Seascapes (SEPLS). https://collections.unu.edu/view/UNU:5435

UNU-IASSTRATEGIC PLAN 2020–2024

3. Strengthen the policy advice function, supporting technical and institutional capacity
development for stakeholders:a. Assist Parties to the CBD with applying landscape approaches in the revision, update, andimplementation of their NBSAPs, for effective implementation of the Post-2020 GBF
b. Enhance multi-stakeholder partnerships, including IPSI, to promote comprehensive capacity
development activities for achieving the Post-2020 GBF from the SEPLS perspective
4. Enhance engagement with multiple stakeholders in promoting SEPLS for the Post-2020
GBF:
a. Enhance the quality and quantity of activities related to conservation and management of
SEPLS, through promoting IPSI
b. Enhance the effectiveness of the Satoyama Development Mechanism (SDM) in collaboration
with other stakeholder through strategically updating the structure of the initiativec. Contribute to global efforts and policy dialogue on promoting landscape approaches withmultiple stakeholders
d. Contribute to the effective implementation of OECMs based on accumulated experience andknowledge on SEPLS, in collaboration with IPSI members and related stakeholders including
non-state actors
5. Enhance the knowledge of multiple stakeholders by promoting communication andoutreach activities:
a. Organise and participate in events to promote knowledge on Biodiversity and Society at key
international conferences with appropriate internal partners such as UNU-IAS
Communications, GEOC, and OUIK, as well as with external partners
b. Utilise effective communication tools to promote outreach activities of the programme including
provision and dissemination of knowledge through the new UNU website platformc. Enhance communication with IPSI members as part of broader UNU-IAS communications
efforts

UNU-IASSTRATEGIC PLAN 2020–2024

3.3 Water & Resource Management
This programme will implement activities in the thematic area Water and Resource Management(WRM). It aims to lead policy research to transform water management systems by promoting
decarbonised, circular economies, enhancing resilience through decentralised natural resource
management, and developing an Integrated Water Resources Management (IWRM) approach. It will
promote smart, innovative, and community-based sustainable water management by strengthening
research collaboration between local researchers and practitioners and exploring alternative water
resources. This programme will strengthen results-based management of research and project
activities through relevant KPIs on multiple-use water services, supporting local action anddevelopment plans. It will also contribute to the UN World Water Development Report and enhanceoutreach through partnerships with other UN organisations.

Strategic Objectives:

1. Enhance research capacity on utilisation of sustainable water resources to transform water
management systems:a. Lead policy research on water resource management that promotes low-carbon, circular
economies, and decentralised natural resource managementb. Promote an Integrated Water Resources Management (IWRM) approach to support
sustainable, localised solutions for water managementc. Enhance policy dialogue and academic exchange to co-design sustainable water management
systems with key stakeholders
2. Promote smart, innovative, and community-based sustainable water management throughpartnerships:
a. Strengthen research collaboration between local researchers and practitioners to explore
alternative water resources, including the IWRM approachb. Develop a tool to evaluate the financial feasibility of localised water resources for practical use
with potential long-term investment
c. Explore and employ appropriate technologies to ensure sustainable access to quality water,
and to cope with public health crises including pandemics
d. Produce academic and policy-oriented publications in collaboration with local stakeholders,
applying an interdisciplinary approache. Organise and participate in key national and international conferences to promote knowledge
sharing, in collaboration with WSD partners and the UNU Water Network
3. Strengthen results-based management of research and project activities to support
governance in the water sector:
a. Develop outcome-based KPIs to monitor and evaluate the impacts of multiple-use water
services towards equitable water governanceb. Strengthen data collection mechanisms through the WRM network to promote evidence-based
analysisUNU-IASSTRATEGIC PLAN 2020–2024

c. Develop a robust reporting system to support chorological and comparative analyses of water
management, at the regional and global levels
d. Produce a research impact tool on management of water resources for evaluating thesustainability and resilience of systems supporting a circular, decentralised, and decarbonised
society
4. Contribute research outcomes to strengthen international frameworks:
a. Mobilise the WRM network in supporting local actions and development plans for localisationof the SDGs to advance the global agenda
b. Contribute to the UN World Water Development report and the UNU Water Network, based on
the WRM evaluation system for resilient water managementc. Strengthen intra-UNU collaboration and partnerships with UN organisations to increase theimpacts of UNU-IAS activities on waterd. Develop localisation approaches for international frameworks, in collaboration with OUIK
5. Strengthen the policy advice function for relevant partners in sustainable water resourcesmanagement:a. Provide policy advice through organising workshops connecting international experts with local
researchers and other stakeholders
b. Encourage public participation in the management of water resources to promote effective
implementation of policy advicec. Develop a training curriculum on water and resource management and disseminate it throughthe WRM network to relevant local partners

UNU-IASSTRATEGIC PLAN 2020–2024

3.4 Innovation & Education
This programme will implement activities in the thematic area Innovation and Education (IVE), with theaim of contributing to global efforts towards achieving SDG 4.7 10. It will reinforce evidence-based
policy advice to translate global goals into innovative education for sustainable development (ESD)
programmes through consolidated research on current issues, in close alignment with the ESD for2030 Roadmap. It will also provide policy advice on ICT-supported lifelong learning that promotes
sustainable development at all ages. In this context, the programme will strengthen the capacity of
UNU-IAS regional and global networks, including professional networks in higher education andnetworks of localised expertise promoting ESD activities. It aims to create synergy within UNU-IAS,
enhance partnerships with other UNU institutes and UN agencies, and expand multi-sectoralcollaboration with development agencies and the private sector. It plans to design and deliver inclusive
education contents and curricula using digital technology.

Strategic Objectives:

1. Build up academic excellence in innovation and education:
a. Create a solid knowledge base on educational innovation and use of learning technologies andtheir impact on sustainable development
b. Design and deliver a new curriculum for UNU-IAS students on innovative and inclusive
education, using digital technology to promote ESD for allc. Foster a laboratory of ideas and digital innovation for enabling action-oriented learning andcritical thinking
d. Conduct joint research and produce publications with prominent universities and specialised
UN agencies
2. Reinforce evidence-based policy advice to translate global goals into innovative local ESD
programmes:
a. Provide policy advice on ICT-supported lifelong learning that promotes ESD at scale throughquantitative measurements of impacts
b. Generate a science–policy interface for translating scientific knowledge on ESD into actionablelocal policyc. Conduct joint policy advice activities with other UNU-IAS Thematic Programmes at thenational, regional, and global levels
d. Produce evidence-based policy recommendations on implementing inclusive and innovative
ESD through promoting lifelong learning, and disseminate them through policy briefs andpolicy engagement activities

10

SDG 4, target 4.7: By 2030, ensure all learners acquire knowledge and skills needed to promote sustainable development, including
among others through education for sustainable development and sustainable lifestyles, human rights, gender equality, promotion of aculture of peace and non-violence, global citizenship, and appreciation of cultural diversity and of culture’s contribution to sustainable
development

UNU-IASSTRATEGIC PLAN 2020–2024

3. Strengthen the capacity of UNU-IAS’s regional and global networks on innovative ESD:
a. Support joint research activities by members of the Promotion of Sustainability in Postgraduate
Education and Research Network (ProSPER.Net) on innovative approaches to sustainable
development, using learning technology to contribute to multiple SDGs in Asia and the Pacificb. Integrate issues of biodiversity, water, and climate change into the Leadership Programme andother training courses of ProSPER.Net
c. Develop and implement a systematic support mechanism for the Regional Centres ofExpertise on Education for Sustainable Development (RCEs)
d. Implement capacity building activities (e.g., workshops, seminars, guidelines) for the RCE
network, with a special focus on translating the global SDGs into local action througheducational innovation
4. Enhance transdisciplinary collaboration and partnership within and outside of UNU-IAS:
a. Mobilise ProSPER.Net and other higher education networks for UNU-IAS to contribute
effectively to the Higher Education Sustainability Initiative (HESI) as a Council Memberb. Organise regular transdisciplinary seminars engaging the other Thematic Programmes andother UNU institutes, to explore potential areas of synergy in innovationc. Establish a resource mobilisation strategy targeting relevant UN agencies and development
partnersd. Cooperate with governments and the private sector in implementing innovative and inclusive
ESD for lifelong learning, with a special focus on vulnerable populations affected by various
global changes
5. Strengthen knowledge sharing and outreach:a. Strengthen provision and dissemination of knowledge through the launch and continuous
development of the new UNU website platform in the area of innovation and educationb. Publish and disseminate research outputs through peer-reviewed journals and major
conferencesc. Develop and disseminate digital materials (e.g., e-learning modules) on ESD through thescience–policy interface (see 2.b above) for RCEs and wider audiences
d. Utilise the GEOC network effectively and widely at the national and regional levels
e. Use social media and other engagement tools to raise the visibility of the programme activities

UNU-IASSTRATEGIC PLAN 2020–2024

3.5 Operating Unit Ishikawa/Kanazawa (OUIK)This programme will implement the UNU-IAS Operating Unit Ishikawa/Kanazawa (OUIK). It aims tostrengthen field-based research to enhance policy recommendations at multiple levels for biodiversity
conservation and biocultural diversity, and demonstrate a local-to-local peer learning model in supportof international and UN initiatives. OUIK will enhance policy advice by building a model for localisationof the SDGs, implementing joint activities with cities in Ishikawa Prefecture, and developing a platformto promote multi-stakeholder partnerships within the Hokuriku region as well as among international
networks. It will also enhance outreach and knowledge management in cooperation with diverse
stakeholders through international policy processes such as the CBD COP and the HLPF.
Strategic Objectives:
1. Strengthen field-based research to enhance policy recommendations at multiple levels forbiocultural diversity conservation:
a. Create a model of field-based action research, involving local and global stakeholders for joint
policy development
b. Demonstrate a local-to-local peer learning model for sustainable management of biocultural
diversity, based on the networks of international designation systems such as the FAO
Globally Important Agricultural Heritage Systems (GIAHS) programme, the UNESCO Creative
City Network, the UNESCO Man and the Biosphere (MAB) programme, and the UNESCO
Geoparks programmec. Promote research and international cooperation on sustainable socio-ecological production
landscapes and seascapes (SEPLS) and agricultural heritage systems with international
partners through the East Asia Research Association for Agricultural Heritage Systems(ERAHS), as the Secretariat for Japan
2. Enhance policy advice by building a model for localisation of the SDGs:
a. Promote implementation of the SDGs at the local level in alignment with regional development
policyb. Strengthen joint implementation with cities in Ishikawa prefecture, promoting local efforts on
the SDGs in both urban and rural settingsc. Develop and serve as a platform to promote multi-stakeholder partnerships within the Hokuriku
region as well as among the international networks referred to in 1.b
3. Enhance outreach and knowledge management in cooperation with diverse stakeholders:a. Disseminate good practices rooted in local communities, through both national andinternational policy processes including the CBD COP and the HLPF
b. Promote multi-stakeholder partnerships for ESD at the local level to pass on the value of local
biocultural diversity to future generations
c. Contribute to building the capacities of all relevant stakeholders through implementing thestrategies described above

UNU-IASSTRATEGIC PLAN 2020–2024

3.6 Postgraduate Degrees & Training
This programme will strengthen implementation of the UNU-IAS master’s and doctoral degree
programmes, focused on the three Thematic Programmes, and strengthen the Intensive Core (IC)Courses in collaboration with partner universities. The programme will prioritise research–education
integration by reorienting the doctoral degree programme to closely connect with ongoing research
projects of UNU-IAS. It will strengthen outreach and visibility by developing IC courses that are open
to the public, including the business community, and creating a series of career development sessions
for prominent youth focused on the UN and international organisations. This programme will
implement various capacity building activities, including engagement of the SDG–Universities Platform(SDG–UP) to support SDG-related research and education, enhancement of the UNU Global Seminaras a certificate programme of the institute, and promotion of the Global Leadership Training
Programme in Africa (GLTP). UNU-IAS will strengthen its funding mechanism to support a high-quality
Postgraduate Degrees and Training programme.

Strategic Objectives:
1. Strengthen the UNU-IAS Postgraduate Degree Programmes to educate future generationsin the field of sustainability:a. Develop and implement an overall strategy to strengthen the quality of the postgraduate
degree programmes, including through joint publication opportunities
b. Reorganise and strengthen the master’s and doctoral degree programmes, establishingconcentrations in each of the three Thematic Programmes and the Strategic Programmec. Enhance the IC Courses in collaboration with partner universities, exploring new topics andareas
d. Review and strengthen the credit transfer system with collaborating universities, focusing on
specific fields of the Thematic Programmes and Strategic Programmee. Review and explore opportunities for double degree programmes with prominent universities inJapan and beyondf.

Develop and implement a strategy to attract high-achieving students by promoting the diversityof the UNU-IAS student body

2. Prioritise research–education integration as a strength of the UNU-IAS Postgraduate
Degree Programmes:
a. Reinforce the postgraduate programme curriculum by mobilising UNU-IAS researchers andtheir professional networks
b. Reorient the doctoral degree programme to closely connect with the research projects of UNUIAS
c. Develop students’ research capacity by providing opportunities to participate in joint research
projects with other UNU institutes, and involving doctoral students in the writing of policy briefs
d. Explore internship opportunities for students to work at other UNU institutes and UN
organisations

UNU-IASSTRATEGIC PLAN 2020–2024

3. Strengthen outreach activities with multiple stakeholders:a. Develop IC courses open to the public, including the business community
b. Create a series of career development sessions for prominent youth for UN and internationalorganisations
c. Develop and implement an outreach strategy with compelling digital content on the PDT
programmes to effectively reach relevant audiences in Japan and beyondd. Provide students with community engagement opportunities
e. Connect PDT activities to contribute to regional and international meetings by mobilising UNUIAS networks
4. Capacity building:a. Enhance the SDG–UP project to support SDGs-related research and education in Japan and
the Asia-Pacific regionb. Enhance the UNU Global Seminar as a certificate programme of UNU-IAS in sustainability,
mobilising the networks of SDG–UP and the Thematic Programmesc. Strengthen GLTP by collaborating with overseas universities and UNU-INRA
d. Mobilise the diverse expertise of UNU-IAS Board members to enhance the quality of capacity
development programmes
e. Develop a high-quality joint research mechanism with Japanese universities, mobilising theGrant for Global Sustainability (GGS) in the Thematic Programmes and Strategic Programmef.

Enhance synergies between the capacity development programmes of UNU-IAS to raise thequality and visibility of activities

5. Strengthen the funding mechanism to support a high-quality Postgraduate Degrees andTraining programme:
a. Review the funding resources of the PDT programme periodically and develop a strategy tosupport high-quality programmes, including self-funded students
b. Strengthen fundraising efforts by allocating a marketing officer for the PDT programmec. Collaborate with jfUNU to strengthen fundraising in the business community to support
scholarship programmes
d. Explore international funds to strengthen scholarship provision to support prominent students
e. Develop and enhance Teaching Assistant and Research Assistant schemes within UNU-IAS to
support prominent students

UNU-IASSTRATEGIC PLAN 2020–2024

3.7 Administration
UNU-IAS will strengthen administrative functions and activities to support the implementation of thestrategic plan, including through an enhanced organisational structure, and ensure adherence to UNU
rules and guidelines. UNU-IAS Administration will foster a safe and supportive working environment
and enhance professional career development opportunities for personnel. The unit will improve theefficiency of administrative processes through ICT systems, and integrate sustainability considerationsin operations, including procurement and travel.

Strategic Objectives:

1. Strengthen the UNU-IAS Administration unit:
a. Review current functions and develop strategies and mechanisms for effective implementationof the administrative rules and guidelines of UNU
b. Strengthen the human resources (HR) function to implement HR-related policies incoordination with the SMO
c. Develop annual implementation plans for UNU-IAS Administration that identify important
activities, and are shared with the SMO to ensure transparency in decision making
d. Develop a mechanism for regular and open communication with UNU Centre
e. Provide training and briefing sessions on rules and regulations to project-level administrative
personnel
2. Foster a safe and supportive working environment:a. Promote family-friendly HR policies and promote work–life harmony by encouraging the use offlexible working arrangementsb. Ensure training for all personnel on gender, harassment, and ethics
c. Enhance procedures to promote a harmonious work environment and the zero-tolerance policyon harassment
d. Work towards gender balance at all levels, as per the UNU Action Plan on Gender Equality
3. Develop and enhance professional career development opportunities for personnel:a. Strengthen performance management in line with the new Administrative Instruction on
Performance Management and Review, including the Performance Appraisal Report (PAR)processb. Coordinate with Project Managers on staff development plans and provide training on theperformance management processc. Develop an overall strategy to strengthen staff learning and development, including
improvement of each individual’s professional portfolio, utilising external training opportunities
d. Establish a transparent procedure and criteria for utilising temporary staff service

UNU-IASSTRATEGIC PLAN 2020–2024

4. Improve the efficiency of administrative processes using ICT:a. Create an automated system for various processes, including recruitment, personnel
evaluation, travel requests, and payment approval requests within teams, with travel requests
and settlements to be directly entered by travellers
b. Ensure data classification and security control mechanisms for information management
through cloud systemsc. Promote the use of e-signatures and monitor the use of the UNU-IAS official seal to increase
efficiency and reduce paper consumption
d. Digitalise and document business processes (i.e., request, approval, and completion) using
the new enterprise resource planning (ERP) system

5. Systematically integrate sustainability considerations in procurement and travel:
a. Integrate sustainable procurement guidelines developed by the UN and incorporate
sustainability considerations in procurement,11 including vendor evaluation, considering UNwide sustainability initiatives (women, youth, disability, etc.)b. Promote green and environmentally friendly meetings including through policies on zerocarbon and avoiding single-use plastics
c. Encourage staff to voluntarily downgrade the class of travel, as per the UNU Travel Policyd. Integrate remote meeting options in travel operating procedures

11

Environmental:

examples could include energy-efficiency, water-efficiency, reduced greenhouse gases, reduced waste, limited
packaging, or similar

Social:examples could include having in place a human rights due diligence process, hiring local labour, sourcing fromdisadvantaged businesses such as youth or women-owned, local capacity building, or similar

Economic:

examples could include evaluating the whole-life cost of products purchased, re-considering the need to buy or similar

UNU-IASSTRATEGIC PLAN 2020–2024

3.8 Communications
UNU-IAS will establish visibility as a key focus across the institute, by prioritising activities with thegreatest potential for impact, ensuring the quality and relevance of UNU-IAS outputs, and allocating
more staff resources and funding to communications efforts. Communications will be incorporated into
the planning and delivery of all activities, with tailored communications plans developed for eachproject and UNU-IAS researchers empowered to be effective communicators of their work. UNU-IAS
will integrate communications activities and resources across the institute to magnify impact andensure consistent branding, establishing an integrated web presence through migration to the new
UNU website platform. The institute will build new audiences and increase engagement in UNU-IAS
activities through new products and approaches, including additional capacity for media relations andsocial media.

Strategic Objectives:

1. Establish visibility as a core strategic priority across UNU-IAS:
a. Prioritise activities that have the greatest potential for impact and visibility (e.g., timely & valueadded publications, policy inputs, and contributions to major international events)b. Ensure the quality (academic excellence) and relevance of all UNU-IAS outputs
c. Allocate more staff resources and funding to communications efforts
2. Incorporate communications in the planning & delivery of all UNU-IAS activities:
a. Develop a tailored communications plan for each project, co-created with the project teammembersb. Include communications as a responsibility for each member of UNU-IAS personnel, not only
for the Communications teamc. Empower all UNU-IAS personnel to be effective communicators of the institute and its work, by
providing training, support, and opportunities
3. Integrate communications activities and resources across the institute to ensure coherenceand quality, and magnify impact and visibility:a. Strengthen and align UNU-IAS Communications capacity under a new structure (including aContent team and an Engagement team)b. Plan coordinated UNU-IAS campaigns targeted at major external events/opportunities and for
key UNU-IAS outputs/activities
c. Integrate the UNU-IAS web presence as part of the new UNU-IAS website platform
d. Integrate mailing lists for external promotion and other communications channels/resourcesthat are currently project-based
4. Ensure consistent, coherent branding:a. Manage rollout and adoption of the new UNU brandb. Allocate in-house capacity for design and creative projects, including infographics and reports

UNU-IASSTRATEGIC PLAN 2020–2024

c. Promote a consistent messaging strategy
d. Strengthen style guidelines and promote their universal adoption
5. Build new audiences and increase audience engagement in UNU-IAS activities:
a. Develop strategies and tactics for media relations (international and Japan-focused) and social
media engagement — for both narrowcasting (targeting specific audiences) and broadcastingb. Allocate additional capacity for media relations and social mediac. Launch new communications products and channels, including a regular UNU-IAS email
newsletter, and a series of interviews with UNU-IAS researchers
6. Monitoring & continuous improvement:a. Conduct audience analysis, e.g., through regular surveys & interviews
b. Report on communications KPIs, integrating data from every project