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How to Address Global Failure To Deliver On Sustainability Goals - Part 2

Graphic illustration of UN's Sustainable Development Goals

The following use case may provide some insights as to how to identify potential areas of contribution to the sustainable development goals (SDGs) applicable to your stated vision and mission. It offers a potential source of guidance as to how to address international, national, industry, and organizational contributions to SDG 3 - 'Good Health and Well-Being' as part of the vision statement to become the frontrunner in basic medical care.

Use case for ABC Hospital based in London, UK 

Vision: provide access to high-quality healthcare services. 

Mission: Family planning, information and education, and the integration of reproductive health into national strategies and programs. 

The vision and mission of ABC Hospital directly correlate with SDG 3 as mentioned above and link organizational activities to target 3.7 within the goal. To align activities with a common hierarchical thread, it is necessary to identify the reporting structure from local to national to international institutions. In this case, the following entities are participants in the evolving progress in global health care. 

Stakeholders 

  1. UK Government (Health & Social Care) 
  2. Health Care (Industry)
  3. United Nations - (World Health Organization) 
Departments of United Nations 

  1. United Nations Population Division, Department of Economic and Social Affairs (DESA) 
  2. United Nations Population Fund (UNFPA) 
  3. Social Progress Imperative (SPI) 
Target Indicators 

3.7.1 - Proportion of women of reproductive age (aged 15-49 years) who have their need for family planning satisfied with modern methods. 

3.7.2 - Adolescent birth rate (aged 10-14 years; aged 15-19 years) per 1,000 women in that age group. 

Capabilities 

  • Admissions 
  • Maternity 
  • Family Planning 
  • Accounts 
  • Human Resources 
Once the impacted capabilities have been identified we can now address the maturity shortfall of each capability and aggregate results to provide insights as to the differential between the current and desired state architecture. It is important to note that the capability will have current projects that may have to be canceled or amended to fit a future state architecture and capabilities may also need to be added or retired depending on the organizational need. The proposal should be discussed with project sponsors and capability management before a final signoff of the requirements. 

The costing exercise should be completed before approaching change management for proposal finalization and the generation of a funding request, and the financial benefit, or cost reduction approach laid out for the funding committee as a component of decision-making data provision. 

Once change management has taken ownership of the project deliverables the role of architecture will change to a governance role to provide insights during milestone evaluations during the project to ensure deliverables remain on track. 

Insights 

Collaboration between all related stakeholders remains critical to achieving the correct level of contribution to multi-layered delivery objectives. Regulators will insist on the traceability of sustainability project documentation and related decision-making to avoid any greenwashing claims. The ability of an organization to evidence stakeholder signoff and synergies between the vision and mission statements and project deliverables will be an essential component of any legal challenge facing the organization. 

Meeting all levels of internal and external requirements will further contribute to the organization's ability to provide the correct policy, standards, procedures, processes, and guidelines for sustainability efforts within the organization and ensure communication materials contain relevant detail for all stakeholders. 

Marketing has an important role to play in disseminating information to various publications and newspapers to enlighten the investor community of the progress towards a sustainable organization and ethical reporting for regulators and stock exchanges. 

We hope this article has provided some insights on how you may approach sustainability, ensure that you have the evidence to back up claims for continuous improvement, and articulate the future state vision of your organization.

This article was written by Rob McKee, Enterprise Architect