VOLUNTARY LOCAL REVIEW, CANELONES, URUGUAY

Canelones is one of the 19 departments of the oriental republic of Uruguay. It is located in the south of the country and is the second most populated department after Montevideo.

Its first voluntary review is presented in the framework of the “departmental commitment to the SDGs”, as established in the Canary Strategic Plan (CSP) – Canary Futures 2040. This Plan proposes a new configuration of its strategic and budgetary lines, aligned with the SDGs.

The review includes a presentation of Canelones, with its socio-demographic characteristics and analyzing the SDGs from 4 development dimension, each with its own prioritised issues: 

Development dimensions of Canelones:

  1. Strategic territory: airport, decentralization, urban-rural, metropolitan area, bridge.
  2. Natural resources: fauna, beaches, drinking water, native forest, protected areas.
  3. Citizenship: participation, migration, larger rural population, cultural identity and diversity, 2nd most populated department.  
  4. Development and production: food supplier for the country, viticulture, industry and logistics, tourism, innovation.

The review identifies how each dimension of the Canary Strategic Plan includes actions that contribute to the SDGs. Given that some SDGs have a greater impact or interest for the departmental government, this first report prioritizes the following SDGs: 2, 5, 8, 11; 12 and 13, based on those characteristics that distinguish Canelones in the national context, with respect to the 2030 Agenda.

The conclusions of the first report are as follows:

  • Lack of an information system that allows for the easy and accessible disclosure of adequate data to report progress for each SDG. Therefore, there is a need to advance in the structuring of information systems and indicators at the departmental level.
  • Canelones is the department that projects the highest levels of population growth and has several characteristics related to the supply matrix that make it key to the country’s development. Thinking about a departmental strategy also means thinking about its role within the framework of the national strategy, which should be reflected in the organization of its management and in terms of investment.
  • The territorial and symbolic space that the department represents invites it to assume more actively its role as a link between the interior and the capital, its role in terms of food and water supply, its role as the second most populated department, among others.
  • The local government has a working perspective that respects the territory and its diversity, as well as the wellbeing of its inhabitants and their identities. The challenge remains to deepen the localization strategy of the 2030 Agenda in the reality of the city.
  • It is important to generate processes of ownership and awareness of the SDGs, not only at the level of departmental and municipal governments and civil servants, but also to involve society as a whole. In addition, it is necessary to strengthen partnerships with regional and international government agencies and networks.

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