# A Novel ICT Framework for Sustainable Development Goals
## 4 Design Principles for the ICT Framework
Several examples include methods for predicting poverty rates, housing conditions, food security or over-fishing estimations (SDG 1, 2, and 14) [140; 141; 142]. [PERSON], [PERSON], and [PERSON] present a supervised learning technique to analyze text descriptions of Crediot Reporting Systems (CRSs) with 250,000 submissions per year to OECD [139]. The methodology assigns none, one, or multiple SDGs to each CRS project, depending on the score of the project description allowing studying the interlinkages between SDGs. As the methodology can be used to monitor SDGs financing, it allows policy analysts to estimate \"how much aid targets each SDG and how the adoption of the 2030 Agenda has changed the behavior of donors\" [139]. Nevertheless, the full potential of machine learning methods such as, for example, supervised learning, Bayesian approach, non-parametric modeling, reinforcement learning, graphical models, to mention only a few, to address SDGs has not yet been reached. Moreover, machine learning poses a host of ethical questions, including privacy and fairness [120] as well as paternalism, which will be briefly addressed  
Figure 3: Four design principles for the ICT framework. The first principle shapes the basic building blocks of the framework: data module, sustainability module, and governance module. The second principle implements coordinated efforts of all active subjects: individuals, groups, governments, and intergovernmental institutions. The third principle empowers various governance theories to be used in the framework. The forth principle provides incentives and motivations for individuals to participate in the decision-making processes. at the end of this section. The main disadvantage of digital tools and platforms is the lack of sound scientific social-ecological systems framework for addressing global challenges. The principle 3 ensures that the ICT framework is developed by considering several governance theories: Adaptive governance, Network governance, Collaborative governance, Accountable governance, Fair governance, and Trustworthy governance. The framework incorporates governance's structures that support a broad range of actors to deal with (1) interrelated dynamics of resources and ecosystems, (2) social and management systems, and (3) uncertainty and unpredictability. From an institutional perspective, management and governance can be thought of as nested rule structures. [PERSON] [143] and [PERSON] et al. [144] elaborate on the interconnected nature of rule-making structures and how this affects resource management. They suggest three levels of decision making processes: operational rules, collective choice rules and constitutional rules. Operational rules structure the day-to-day decisions about how to appropriate resources, provide information, monitor actions and enforce rules. Collective rules affect the policy and management decisions that determine the operational rules for managing a resource. Constitutional rules determine who is eligible to participate and the specific governance structure to be used in making collective choice rules. When reflecting on governance for the 21 st century, one of the central questions is the scale for implementing the SDGs. The principle 2 ensures that this question is addressed properly. Scholars have documented evidences that both institutions, the state and the market, are not successful in governing and managing common resources, rather communities of individuals could successfully govern common resources over long periods of time [143]. Scholars have already discussed the role and decreasing significance of nation states in the context of governance. [PERSON] [145] argues that the nation state is an unfunctional structure for successfully organizing activities at social, economic and environmental levels. National governance systems are considered to be an ineffective structure when addressing challenges with respect to climate change, health care, and peoples' everyday problems [146].