The Influence of the Organizational Culture of Andalusian Local Governments on the Localization of Sustainable Development Goals
1.1. Sustainable Development: 2030 Agenda and Public Policies
1.2. The Articulation of Governance for Sustainable Development. New Perspectives on Management in Local Governments and the Inclusion of Citizenship in These Decisions
1.3. Our Field of Study: Andalusia and the Organizational Culture for the Implementation of the 2030 Agenda
2. Materials and Methodology
- Organizational culture and governance: This section was the broadest because it involves elements related to the internal functioning of local organizations, thereby establishing a broad vision of their functioning. This section included questions 1 to 10 of the proposed questionnaire, which were divided into three blocks: Block 1: knowledge, leadership, and commitment to the localization of the SDGs, Block 2: SDGs as public innovation, and Block 3: territory and alliances.
- Internal and external communication: This section pertained to the communication processes and tools that local organizations propose to generate a more supportive institution that promotes fluidity of communication both within the organization and between the organization and the citizens of the territory in question. Items 11 to 15 addressed this issue.
- Local governance and poverty: This section focused on how local governments establish or prioritize public policies to combat poverty that promote the generation of processes for overcoming social exclusion or marginalization within their own territories. Items 16 to 20 of this questionnaire focused on this issue. The results of these 5 questions were divided into three blocks: Block 1: poverty and public policies, Block 2: poverty and influence of the organization on poverty situations, and Block 3: relevance Agenda 2030 with respect to poverty.
3.1. Sociodemographic Profile of the Local Technicians
3.2. Results for the Organizational Culture and Governance Dimension
- For the most part, the organizations know the SDGs, and there is interest in and commitment to the 2030 Agenda. The average response to these items was 3.71 out of 5 points, with 80% of the responses ranging from 3 to 5 and 60% ranging from 4 to 5.
- There is clear team leadership in the local entities for the promotion of the 2030 Agenda. The average score for related items was 3.74 out of 5 points, with 82.9% of the responses ranging from 3 to 5 and 60% ranging from 4 to 5.
- Although a 71.4% majority of the people surveyed affirmed that the SDGs are part of the design, planning, management, and evaluation of policies, programmes, and budgets for their territory, there was a significant 28.6% rate of negative responses (0 and 1).
- Regarding knowledge about the localization of the SDGs in local entities, there was a significant negative response rate of 22.9%.
- More than 37% of the respondents stated that they do not work comprehensively with the 17 SDGs but focus more on some than others, while 37.1% indicated that they work with all of the SDGs without emphasizing some over others (indicated by scores of 4 to 5, inclusive) (see Figure 3).
- Slightly more than half of the respondents (54.3% who responded with scores ranging from 4 to 5) affirmed that their work takes the state and regional programmatic framework on the localization of the SDGs into account, but 25.7% stated that they do not work under this contextual premise (as indicated by scores of 0 and 1).
- There was a significant diversity of responses regarding the alignment of the SDGs and the 2030 Agenda with the instruments and tools of local planning, representing differences in realities and approaches. We observed responses throughout the range from 0 to 5, with 54.3% of the respondents providing positive responses and 28.6% providing negative responses.
- Only 14.6% of the representatives of local entities stated that they do not interact or establish alliances with other key local agents, such as companies, social organizations, universities, etc., for the purpose of localizing the SDGs. The majority of the respondents (31.4%) claimed to occupy an intermediary position (3) (see Figure 5).
3.3. Results for the Internal and External Communication Dimension
3.4. Results for the Poverty and Local Governments Dimension
4.1. Organizational Culture and Public Innovation
- Publicize and recognize the 2030 Agenda as a framework for all sectoral areas and for all work teams and raise awareness of its impact and scope, relating the work of the different areas or services (structures, procedures, etc.) with the Agenda itself and the objectives, goals, and indicators aligned with the 5 “Ps” (Planet, People, Prosperity, Peace, Partnership).
- Identify with the local community (via a social map) its different and shared interests, achievable goals, and challenges (territorial missions) and integrate them into local work on the SDGs.
- Work on the coherence and integration of the strategic planning of the entity and the territory.
- Focus the organization’s attention on a clear and shared purpose.
- Embrace the participatory nature of localization, being respectful of proposals that are made and agreed upon by the different areas. This guarantees the commitment of those who must manage these proposals since it reduces the likelihood of discrepancies in the goals, the means, and opportunities to achieve them.
4.2. The Importance of Communication in Local Governments
4.3. Local Governance and the Fight against Poverty
- Training and awareness: There is significant room for the awareness and training of technical and political teams (“without leaving anyone behind”) of the Andalusian local entities to guarantee the sustainability of this process, driven by the talent of the people of Andalusian public entities from the inside out.
- The 2030 Agenda as a local strategy: Given the difficulties of localizing an Agenda that is extensive and complex such as the 2030 Agenda, this could be the strategic and programmatic umbrella that would give a sense of shared purpose to all initiatives of a more regional and/or local, sectoral, or conjunctural nature. There is a need and opportunity to connect the global, universal, and multidimensional Agenda with the rest of the initiatives and tools for planning, management, and evaluation that have historically been developed at the local level, such as strategic plans, sector plans, local economic development projects like Agenda 21, etc. In the current context, such efforts involve connecting the 2030 Agenda with strategies to combat rural depopulation, the fight against climate change, the Next Generation EU European recovery programme, and the Recovery, Transformation and Resilience Plan of the government of Spain, which is structured around 10 leverage policies, including a commitment to an “administration for the 21st century”. It would be interesting to focus on territorial missions that are sustained by powerful public–private alliances with broad citizen participation to address current and future challenges. This innovative proposal implies an important transformation of state and local administrations to open up and connect with territorial actors to focus on generating value.
- Efficiency and strengthening of local capacities: Now is an appropriate time to generate and apply new ideas or significant improvements for public services and public organizations, especially local ones, within the framework of a new contract with citizens (starting with a comprehensive conception) based on ethics and the value of the public sphere. It is necessary to test new organizational models in public management that respond more effectively and coherently to the complex challenges of our societies and the needs and aspirations of a citizenry that is global and local, with open, socially innovative cultures and organization practices of lifelong learning. Andalusian local public entities must strengthen their capacities and generate knowledge, learning, and creativity in the service of the necessary transformations, despite having legislative frameworks and administrative procedures that are not very flexible or innovative.
- Strengthen networking: There is awareness among local governments of the study of the need to network with territorial actors to provide more collaborative, democratic, and connected governance for development that is aware of territorial challenges and includes citizens as co-creators and co-designers of innovative and effective responses and solutions to the problems experienced, among which poverty and inequality occupy a central place. It is important to enhance long-term visions, leadership and commitment, coordination, transversality, fluidity, and learning as key factors associated with institutional recognition and commitment, the exchange and permeability of experiences, and the sustainability of processes of necessary change. According to the experts who participated in the group interviews, it is necessary to design economic and fiscal incentives for networking and SDG alliances to ensure the transparency of the entities that make up the SDG ecosystem and to create plural and lasting spaces in which to build consensus.
- Encourage participatory tools: Efforts to achieve the objectives set in the 2030 Agenda would involve strengthening the capacities of the local governments of Andalusia, including the development of participatory, innovative, and sustainable tools that guarantee transparency, good governance, participation, and citizenship as keys to promoting open governance that allows shared sustainable development and co-creation with citizens. Additionally, it would imply a commitment to transversal leadership that can mobilize the sectoral departments and does so from a comprehensive perspective.
- A culture of solidarity as a foundation: We are facing an opportunity, if local and provincial government administrations in Andalusia understand the need to establish solidarity as a priority within the framework of the Sustainable Development Goals and the 2030 Agenda, and to prioritize solidarity and cooperation as central to their institutional purpose. Despite the resistance to change within these entities, the challenge is to generate innovative local administrations and establish powerful alliances to develop a transformative agenda, as anticipated in the 2030 Agenda and its well-intentioned title: “Transforming our world: The 2030 Agenda for Sustainable Development”.
- Improvement of communication processes: Communication and information cannot be relegated or have a minor influence or scarce resources without being planned or evaluated. Access to quality content contributes to generating critical and co-responsible citizenship with actors who promote a change in the development model that aims to place people and the environment at the centre of progress and comply with the maxim of “leave no one behind”. The digital divide cannot be fought exclusively with an instrumental approach to ICT. These have to be allies for sustainable development, and for this, it has to be accompanied by edu-communicative processes.
- Poverty as a fundamental issue in Andalusia: The variety of responses to the questions related to the fight against poverty show the importance of the diversity of local governments, and future research should examine why some municipalities received very favourable scores and others received very unfavourable ones. The diversity within the participating local organizations demonstrates the rich institutional variety in the region of Andalusia. However, despite this variety, poverty remains a common element among the territories and must be made a territorial priority.
Institutional Review Board Statement
Informed Consent Statement
Data Availability Statement
Conflicts of Interest
|Questions Included in the Questionnaire. Scores Range from 0 (Total Disagreement) to 5 (Total Agreement)|
1. The SDGs are known to our entity, and there is interest in and commitment to working on the 2030 Agenda.|
2. The people and teams that lead the entity (politically and technically) promote the knowledge and development of the 2030 Agenda as part of their work, acting as an example for others.
3. The SDGs and the 2030 Agenda are clearly present in our work of designing, planning, management and evaluation of policies, programmes and budgets for the territory and its citizens.
4. We understand that to achieve the SDGs, it is essential to have more innovative, open, connected and transparent local entities.
5. We understand that the SDGs provide an opportunity to work internally in a different way; they allow the promotion of collaborative and transversal work processes between different units and/or areas as a way of developing more appropriate responses to the challenges we face.
6. In our organization, there is a clear idea of what it means to localize the SDGs.
7. Our organization takes into account the status and the autonomous programmatic framework of the localization of the SDGs.
8. We work in line with the local strategic plan (if it exists) or with known and clear strategic objectives that have well-founded indicators and are aligned with the SDGs and the 2030 Agenda.
9. Our organization interacts with and establishes alliances with other local key agents for the localization of the SDGs.
10. The organization establishes and works on the 17 SDGs without emphasizing any objective over another.
11. Communication (internal and external) is a priority for my organization.
12. Do you consider that you have adequate human/technical resources to develop your communication?
13. Do you consider that your organization positions communication as a strategic area/service?
14. To what extent do you consider communication key to achieving your goal of localizing the SDGs?
15. Do you think your communication model/strategy should change to achieve the objective of localizing the SDGs?
16. The communication from your organization that is being carried out regarding the 2030 Agenda is generating spaces to fight poverty.
17. The structure of the organization directly affects poverty situations in the territory.
18. The localization of the SDGs by your organization will reduce the level of poverty in the territory.
19. Your organization develops actions that are directly linked to the fight against poverty.
20. The social action and social policies of your organization are aligned with SDG 1 to fight poverty.
|1. What does it mean to work on mainstreaming the 2030 Agenda in your organization?|
2. What are the barriers to mainstreaming?
3. What would be the facilitators working on mainstreaming?
4. How can we strengthen partnerships to work on the 2030 Agenda?
- López Pagán, J. La Agenda 2030 en Iberoamérica: Visión y misión desde el ámbito local. Comillas J. Int. Relat. 2019, 16, 138–153. [Google Scholar] [CrossRef][Green Version]
- Gallicchio, E. ¿El desarrollo local está de moda? Int. J. Hum. Dev. Int. Coop. 2010, 2, 1–12. [Google Scholar]
- United Nations. Transforming Our World: The 2030 Agenda for Sustainable Development; United Nations General Assembly: New York, NY, USA, 2015. [Google Scholar]
- United Nations Development Program, UN Habitat and Global Taskforce of Local and Regional Governments. RoadMap for Localizing the SDGs: Implementation and Monitoring at Subnational Level. 2016. Available online: https://sustainabledevelopment.un.org/content/documents/commitments/818_11195_commitment_ROADMAP%20LOCALIZING%20SDGS.pdf (accessed on 15 January 2022).
- Instituto Nacional de Estadística (INE). Población por Comunidades y Ciudades Autónomas y Sexo (2853). Available online: https://www.ine.es/jaxiT3/Tabla.htm?t=2853&L=0 (accessed on 21 November 2021).
- Zurita, A.C. La Eficacia de la Ayuda y la Cooperación Descentralizada; Andalucía Solidaria y el FAMSI, Andalucía Solidaria, Fondo Andaluz de Municipios para la Solidaridad Internacional–FAMSI: Málaga, Spain, 2012. [Google Scholar]
- Diputación de Huelva. Objetivos de Desarrollo Sostenible. Available online: http://www.diphuelva.es/ODS/index.html (accessed on 17 November 2021).
- Rabasco, E.; Delgado-Baena, J.; García-Serrano, J. Transversalización de la Cultura de la Solidaridad en Entidades Locales. 2018. Available online: http://www.andaluciasolidaria.org/noticias/item/1213-famsi-publica-una-metodologia-para-convertir-en-transversal-la-solidaridad-en-las-politicas-locales (accessed on 6 November 2021).
- Maes, M.J.A.; Jones, K.E.; Toledano, M.B.; Milligan, B. Mapping synergies and trade-offs between urban ecosystems and the sustainable development goals. Environ. Sci. Policy 2019, 93, 181–188. [Google Scholar] [CrossRef]
- Guha, J.; Chakrabarti, B. Achieving the Sustainable Development Goals (SDGs) through decentralisation and the role of local governments: A systematic review. Commonw. J. Local Gov. 2019, 22, 1–21. [Google Scholar] [CrossRef]
- Fenton, P.; Gustafsson, S. Moving from high-level words to local action—governance for urban sustainability in municipalities. Curr. Opin. Environ. Sustain. 2017, 26–27, 129–133. [Google Scholar] [CrossRef]
- Sanahuja, J.A.; Vázquez, S.T. Del milenio a la sostenibilidad: Retos y perspectivas de la Agenda 2030 para el desarrollo sostenible. Política Soc. 2017, 54, 521–543. [Google Scholar] [CrossRef][Green Version]
- United Cities and Local Governments (UCLG). The Sustainable Development Goals. What Local Governments Need to Know. Available online: https://www.uclg.org/sites/default/files/the_sdgs_what_localgov_need_to_know_0.pdf (accessed on 16 November 2021).
- Federación Española de Municipios y Provincias (FEMP). Compromiso 2030. Estrategia de la Federación Española de Municipios y Provincias Para el Cumplimiento de la Agenda 2030 y de los Objetivos de Desarrollo Sostenible. 2018. Available online: http://femp.femp.es/files/566-2312-archivo/Estrategia%20ODS%20_FEMP_Compromiso%202030_junio2018.pdf (accessed on 16 November 2021).
- Medina, P.M. Innovación pública: Una propuesta de análisis de los factores que inciden en los procesos de innovación en el sector público local. Cuad. Gob. Adm. Pública 2020, 7, 53–61. [Google Scholar] [CrossRef]
- Oliván, R.; Instituciones que aprenden. HIP: Un Modelo de Innovación Pública para la Era Post-Covid. Informe para la XXVII Cumbre Iberoamericana de Jefes de Estado y de Gobierno. 2020. Available online: https://agendainnovacionpublica.org/downloads/instituciones-que-aprenden.pdf (accessed on 21 November 2021).
- Rittel, H.W.J.; Webber, M.M. Dilemmas in a general theory of planning. Policy Sci. 1973, 4, 155–169. [Google Scholar] [CrossRef]
- Miedes, B.; Transformar Nuestro Mundo. Tres Senderos de Aprendizaje para Agentes de Cambio. Available online: http://www.uhu.es/publicaciones/?q=libros&code=1267 (accessed on 13 November 2021).
- Navarro, C.J. Innovación Social y Gobernanza Urbana, en Subirats J. et al: Innovación Social y Políticas Urbanas en España; García Bernardos, A., Ed.; Icaria Editorial: Barcelona, Spain, 2015; pp. 43–57. ISBN 978-84-9888-681-8. [Google Scholar]
- Klok, P.-J.; Denters, B.; Oude Vrielink, M. Effectiveness of the Social General Practitioner. The case of the Enschede neighbourhood coaches. In Proceedings of the EURA Conference, Enschede, The Netherlands, 3–6 July 2013; University of Twente, Institute for Innovation and Governance Studies (IGS): Enschede, The Netherlands, 2013. [Google Scholar]
- Peco, F.C. El Modelo MIMOS: Modelo de Innovación Pública. Pertsonak eta Antolakunde Publikoak Kudeatzeko Euskal Aldizkaria = Revista Vasca de Gestión de Personas y Organizaciones Públicas 2019. Available online: https://www.ivap.euskadi.eus/contenidos/informacion/especial_3_revgp/en_def/Cerezo%20156_189.pdf (accessed on 21 November 2021).
- Lee, S.; Olshfski, D. Employee Commitment and Firefighters: It′s My Job. Public Adm. Rev. 2002, 62, 108–114. [Google Scholar] [CrossRef]
- Valdés, C.S. Repensar los Objetivos de Desarrollo Sostenible desde la Comunicación. Available online: https://www.academia.edu/33669475/REPENSAR_LOS_OBJETIVOS_DE_DESARROLLO_SOSTENIBLE_DESDE_LA_COMUNICACI%C3%93N (accessed on 13 November 2021).
- Jones, P.; Wynn, M.; Hillier, D.; Comfort, D. The Sustainable Development Goals and Information and Communication Technologies. Indones. J. Sustain. Account. Manag. 2017, 1, 1. [Google Scholar] [CrossRef]
- Scheerder, A.; van Deursen, A.; van Dijk, J. Determinants of Internet skills, uses and outcomes. A systematic review of the second-and third-level digital divide. Telemat. Inform. 2017, 34, 1607–1624. [Google Scholar] [CrossRef]
- United Nations. The Future is Now. Science for Achieving Sustainable Development. 2019. Available online: https://sustainabledevelopment.un.org/content/documents/24797GSDR_report_2019.pdf (accessed on 21 November 2021).
- Ipsos. Global Views on Local Economic Recovery from COVID-19. 29-Country Ipsos Survey for the World Economic Forum. 2021. Available online: https://www.ipsos.com/es-es/local-economic-recovery-wef-ipsos-global-advisor-survey (accessed on 17 November 2021).
- Bornhauser, N.; Pezoa, C. Pasajes en cinta blanca. Aisthesis 2019, 65, 195–216. [Google Scholar] [CrossRef][Green Version]
- Martínez-Córdoba, P.-J.; Amor-Esteban, V.; Benito, B.; García-Sánchez, I.M. The Commitment of Spanish Local Governments to Sustainable Development Goal 11 from a Multivariate Perspective. Sustainability 2021, 13, 1222. [Google Scholar] [CrossRef]
- Instituto Nacional de Estadística (INE). Número de Municipios por Comunidad Autónoma y Provincia y Tamaño de Municipio. Available online: https://www.ine.es/jaxi/Datos.htm?path=/t20/e245/p04/provi/l0/&file=0tamu001.px#!tabs-tabla (accessed on 6 November 2021).
- The European Anti-Poverty Network-Spain. El Estado de la Pobreza. Seguimiento del Indicador de Pobreza y Exclusión Social en España 2008–2019. 2020. Available online: https://www.eapn.es/estadodepobreza/ARCHIVO/documentos/Informe_AROPE_2020_Resumen_Ejecutivo_73kN5F2.pdf (accessed on 21 November 2021).
- Sianes, A.; Vela-Jiménez, R. Can Differing Opinions Hinder Partnerships for the Localization of the Sustainable Development Goals? Evidence from Marginalized Urban Areas in Andalusia. Sustainability 2020, 12, 5797. [Google Scholar] [CrossRef]
- Junta de Andalucía. Estrategia Andaluza de Desarrollo Sostenible 2030. Available online: https://www.juntadeandalucia.es/medioambiente/portal/documents/20151/585630/edas_2030.pdf/dd849beb-40a6-b981-20d5-2ba13f542e65?t=1558094330000 (accessed on 17 November 2021).
- Fondo Andaluz de Municipios para la Solidaridad Internacional—FAMSI. 10 Pasos para Sensibilizar y Visibilizar la Cultura de la Solidaridad del Ayto. de Palma del Río. Available online: http://www.andaluciasolidaria.org/centro-de-recursos/descargas-de-documentos/documentos-y-publicaciones/transversali-za-cion-de-la-cultura-de-la-solidaridad/112-10-pasos-para-sensibilizar-y-visibilizar-la-cultura-de-la-solidaridad-del-ayuntamiento-de-palma-del-rio (accessed on 17 November 2021).
- Guix Oliver, J. El análisis de contenidos: ¿Qué nos están diciendo? Rev. Calid. Asist. 2008, 23, 26–30. [Google Scholar] [CrossRef]
- Hsieh, H.-F.; Shannon, S.E. Three Approaches to Qualitative Content Analysis. Qual. Health Res. 2005, 15, 1277–1288. [Google Scholar] [CrossRef]
- Pineda-Escobar, M.A. Moving the 2030 agenda forward: SDG implementation in Colombia. Corp. Gov. Int. J. Bus. Soc. 2018, 19, 176–188. [Google Scholar] [CrossRef]
- Chyung, S.Y.; Roberts, K.; Swanson, I.; Hankinson, A. Evidence-Based Survey Design: The Use of a Midpoint on the Likert Scale. Perform. Improv. 2017, 56, 15–23. [Google Scholar] [CrossRef][Green Version]
- Casas Anguita, J.; Repullo Labrador, J.R.; Donado Campos, J. La encuesta como técnica de investigación. Elaboración de cuestionarios y tratamiento estadístico de los datos (II). Atención Primaria 2003, 31, 592–600. [Google Scholar] [CrossRef] [PubMed]
- Canto, P.; Costamagna, P.; Eizagirre, A.; Larrea, M. Los retos de la co-generación en la búsqueda del impacto social de la universidad: Un caso de construcción de un espacio dialógico a través de la investigación acción. Eur. Public Soc. Innov. Rev. 2018, 3, 46–67. [Google Scholar] [CrossRef][Green Version]
- Beck, L.C.; Trombetta, W.L.; Share, S. Using focus group sessions before decisions are made. N. Carol. Med. J. 1986, 47, 73–74. [Google Scholar]
- Gutiérrez, J. Grupo de Discusión: ¿Prolongación, variación o ruptura con el focus group? Cinta Moebio 2011, 41, 105–122. [Google Scholar] [CrossRef]
- Maties, R.G. Las entidades locales y los objetivos de desarrollo sostenible. Algunas notas sobre la naturaleza jurídica de la Agenda 2030. Rev. Estud. Adm. Local Autonómica 2016, 5, 96–105. [Google Scholar] [CrossRef][Green Version]
- Mazzucato, M. Mission Economy. A Moonshot Guide to Changing Capitalism; Penguin: London, UK, 2021. [Google Scholar]
- The World Bank. World Development Report 2017: Governance and the Law. 2017. Available online: https://www.worldbank.org/en/publication/wdr2017 (accessed on 14 January 2022).
- Gallicchio, E. Desarrollo local y cooperación al desarrollo: ¿Una nueva generación a plataformas de cooperación para el desarrollo local? Cuad. Claeh 2017, 36, 63–73. [Google Scholar] [CrossRef]
- Díaz Bordenave, J. Communication and Possible New World. Commons Revista de Comunicación y Ciudadanía Digital 2016. Available online: https://revistas.uca.es/index.php/cayp/article/view/3049 (accessed on 14 January 2022).
- Freire, P. Educación y Mudanza; La Mano: Oaxaca, Mexico, 1979. [Google Scholar]
- Dagron, A.G. El cuarto mosquetero: La comunicación para el cambio social. Investigación&Desarrollo. 2004, 12, 2–23. [Google Scholar]
- Alfaro, R.M. La comunicación como relación para el desarrollo. In Una Comunicación para Otro Desarrollo; Calandria: Lima, Peru, 1993; pp. 27–39. [Google Scholar]
- Barranquero, A. De la comunicación para el desarrollo a la justicia ecosocial y el buen vivir. CIC Cuad. Inf. Comun. 2012, 17, 63–78. [Google Scholar] [CrossRef][Green Version]
- Erro, J. Descubrir y Construir Procesos de Comunicación Social: Aportes para Diseñar Políticas, Estrategias y Estructuras de Comunicación en las ONGD. Herramientas. HEGOA. 2003. Available online: https://publicaciones.hegoa.ehu.eus/uploads/pdfs/54/Descubrir_y_construir_procesos_de_comun_social.pdf?1488539187 (accessed on 16 November 2021).
- Feijoo, F. Comunicación para activar el microcrédito y combatir la pobreza. Chasqui Rev. Latinoam. De Comun. 2007, 100, 28–33. [Google Scholar] [CrossRef]
- Food and Agriculture Organization of the United Nations (FAO). World Congress on Communication for Development. 2007. Available online: https://www.fao.org/3/ai143e/ai143e00.pdf (accessed on 17 November 2021).
- Rodríguez, M.R.G.; Santos, J.B. Una Evaluación de las Prestaciones Sociales en la Lucha Contra la Pobreza en Andalucía y España: Un análisis comparativo. Cuad. Económicos ICE 2004, 1, 135–212. Available online: http://www.revistasice.com/index.php/CICE/article/view/5849 (accessed on 13 November 2021).
- Díez-Bermejo, A.; Rodríguez-Suárez, I.; Valle, L.Á.; Cordoba-Hernandez, R.; Sanchez-Toscano, G.; Hernandez-Aja, A. La Estrategia Regional Andaluza para la Cohesión e Inclusión Social: Intervención en Zonas Desfavorecidas (ERACIS). Ciudad. Territ. Estud. Territ. 2021, 53, 159–178. [Google Scholar] [CrossRef]
- Brugué, Q.; Gomà, R.; Subirats, J. De la pobreza a la exclusión social. Nuevos retos para las políticas públicas. Rev. Int. Sociol. 2002, 60, 7–45. [Google Scholar] [CrossRef][Green Version]
- Rodríguez-Cohard, J.C.; Juste-Carrión, J.J.; Vásquez-Barquero, A. Local Development Policies: Challenges for Post-COVID-19 Recovering in Spain. Symph. Emerg. Issues Manag. 2020, 2, 41–54. [Google Scholar] [CrossRef]
|SDG||GOAL||Reference to Participation|
|5||5.5||Ensure the full and effective participation of women and equal leadership opportunities at all decision-making levels in political, economic and public life.|
|6||6.b||Support and strengthen the participation of local communities in improving water and sanitation management.|
|11||11.3||By 2030, increase inclusive and sustainable urbanization and the capacity for participatory, integrated and sustainable planning and management of human settlements in all countries.|
|16||16.7||Guarantee the adoption at all levels of inclusive, participatory and representative decisions that respond to needs.|
|17||17.7||Encourage and promote the establishment of effective alliances in the public, public–private and civil society spheres, taking advantage of experience and strategies for obtaining resources from these alliances.|
|Provincie of origin||Group 1: |
Málaga, Jaén, Granada, Córdoba y Almería
|Group 2: |
|Group 3: |
|Group 4: |
|Participants’ ages||+ 60 |
|Years in local organizations||+20 |
|Resistance to change among the members of the local entity (due to a lack of information, knowledge, motivation, sense of purpose, and shared vision)|
The difficulty of localizing an Agenda that is extensive and complex
Inflexible and innovative legislative frameworks and administrative procedures
Poor work culture and horizontal participation.
Exclusiveness of municipal areas and delegations
Lack of management policy and resources for dynamization and transversal cooperation between areas
Lack of economic, technical, human, and time resources
Lack of methodology that favours collaborative work
Lack of coordination among institutions (local, regional, state)
|Comprehensive conception of citizenship (Global Citizenship)|
A shared assessment that allows the identification and understanding of the content and the areas’ needs
Commitment and institutional leadership that is open to change and learning
A (cross-sectional) SDG organization team that promotes, manages, monitors, and communicates
Economic, technical, human, and time resources
Continuous evaluation, ongoing periodic monitoring, and the establishment of simple, measurable, and optimal indicators
Shared learning of technical staff and political representatives
A decentralized organization and organizational culture of networking
Communication and transparency as a means of involving the entire organization
Visibility of commitments and results
Communication, awareness, and knowledge of local organizations and citizens regarding the municipality’s 2030 Agenda
Publisher’s Note: MDPI stays neutral with regard to jurisdictional claims in published maps and institutional affiliations.
© 2022 by the authors. Licensee MDPI, Basel, Switzerland. This article is an open access article distributed under the terms and conditions of the Creative Commons Attribution (CC BY) license (https://creativecommons.org/licenses/by/4.0/).
Share and Cite
Delgado-Baena, J.; García-Serrano, J.d.D.; Toro-Peña, O.; Vela-Jiménez, R. The Influence of the Organizational Culture of Andalusian Local Governments on the Localization of Sustainable Development Goals. Land 2022, 11, 214. https://doi.org/10.3390/land11020214
Delgado-Baena J, García-Serrano JdD, Toro-Peña O, Vela-Jiménez R. The Influence of the Organizational Culture of Andalusian Local Governments on the Localization of Sustainable Development Goals. Land. 2022; 11(2):214. https://doi.org/10.3390/land11020214Chicago/Turabian Style
Delgado-Baena, Jesús, Juan de Dios García-Serrano, Oscar Toro-Peña, and Rocío Vela-Jiménez. 2022. "The Influence of the Organizational Culture of Andalusian Local Governments on the Localization of Sustainable Development Goals" Land 11, no. 2: 214. https://doi.org/10.3390/land11020214